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HomeMy WebLinkAboutBetter Dash Faster Consulting & Oshkosh-2/20/2017 Oshkosh PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT, made on the 20TH day of FEBRUARY 2017 by and between the CITY of OSHKOSH, hereinafter referred to as CITY, and BETTER DASH FASTER CONSULTING, 613 ENGLEHART DRIVE,MADISON WI 53713,hereinafter referred to as the CONSULTANT. WITNESSETH: That the CITY and the CONSULTANT, for the consideration hereinafter named, enter into the following Agreement. COMPONENT PARTS OF THE AGREEMENT This Agreement consists of the following component parts, all of which are as fully a part of this Agreement as if herein set out verbatim, or if not attached, as if hereto attached: 1. This Instrument 2. Consultant's Professional Services Proposal dated February 14,2017, and attached hereto. In the event that any provision in any of the above component parts of this Agreement conflicts with any provision in any other of the component parts, the provision in the component part first enumerated above shall govern over any other component part which follows it numerically except as may be otherwise specifically stated. CITY REPRESENTATIVE The CITY shall assign the following individual to manage this Agreement: (JEAN WOLLERMAN, SENIOR SERVICES MANAGER) SCOPE OF WORK The CONSULTANT shall provide the services described in the CONSULTANT's attached Professional Services Proposal. CITY may make or approve changes within the general Scope of Services contained within the Professional Services Proposal and in this AGREEMENT. If such changes affect j CONSULTANT's cost or time required for performance of the services, an equitable adjustment will be made through an amendment to this AGREEMENT. City Hall,215 Church Avenue P.O.Box 1130 Oshkosh,WI 54903-1130 http://www.cl.oshkosh.wi.us I RECORDS AND INSTRUMENTS OF SERVICE All reports, drawings, software, data, computer files, and other materials, documents and instruments prepared by the CONSULTANT as instruments of service shall remain the property of the CITY. Any document related to this agreement, whether in electronic or paper form, is considered a public record and shall be provided to the City upon request. The contractor may provide the City with an explanation of why they believe any document should not be released to the public. The City shall make all final determinations regarding the existence or release of any document related to this agreement. TERM AND TERMINATION A. Term. This Agreement shall commence upon the date indicated above and shall terminate on July 31,2017,unless terminated earlier by one of the parties as provided below. B. Termination. 1. For Cause. If either party shall fail to fulfill in timely and proper manner any of the obligations under this Agreement, the other party shall have the right to terminate this Agreement by written notice. In this event, the CONSULTANT shall be entitled to compensation to the date of delivery of the Notice. 2. For Convenience. The CITY may terminate this Agreement at any time by giving written notice to the CONSULTANT no later than 30 calendar days before the termination date. TIME OF COMPLETION The CONSULTANT shall perform the services under this Agreement with reasonable diligence and expediency consistent with sound professional practices. The CITY agrees that the CONSULTANT is not responsible for damages arising directly or indirectly from any delays for causes beyond the CONSULTANT's control. For the purposes of this Agreement, such causes include, but are not limited to, strikes or other labor disputes, severe weather disruptions or other natural disasters, or failure of performance by the CITY. If the delays resulting from any such causes increase the time required by the CONSULTANT to perform its services in an orderly and efficient manner, the CONSULTANT shall be entitled to an equitable adjustment in schedule. i SUSPENSION DELAY OR INTERRUPTION OF WORK CITY may suspend, delay, or interrupt the Services of CONSULTANT for the convenience of CITY. In such event, CONSULTANT's contract price and schedule shall be equitably adjusted. E ASSIGNMENT E Contractor shall not have the right to assign this Agreement without the written prior consent of the City. I e I INDEPENDENT CONTRACTOR CONSULTANT is an independent contractor and is not an employee of the CITY. COOPERATION IN LITIGATION AND AUDITS Contractor shall fully and completely cooperate with the City, the City's insurer, the City's attorneys, the City's Auditors or other representative of the City (collectively, the "City" for purposes of this Article) in connection with(a) any internal or governmental investigation or administrative,regulatory, arbitral or judicial proceeding (collectively "Litigation") or internal or governmental Audit, with respect to matters relating to this Agreement; other than a third party proceeding in which Contractor is a named party and Contractor and the City have not entered into a mutually acceptable joint defense agreement. Such cooperation may include,but shall not be limited to, responding to requests for documents and/or other records, and making Contractor's employees available to the City (or their respective insurers, attorneys or auditors) upon reasonable notice for: (i) interviews, factual investigations, and providing declarations or affidavits that provide truthful information in connection with any Litigation or Audit; (ii) appearing at the request of the City to give testimony without requiring service of a subpoena or other legal process; (iii) volunteering to the City all pertinent information related to any Litigation or Audit; and (iv) providing information and legal representations to auditors in a form and within a timeframe requested. City shall reimburse Contractor for reasonable direct expenses incurred in connection with providing documents and records required under this paragraph and may require, at the City's sole discretion, such expenses to be documented by receipts or other appropriate documentation. Reasonable direct expenses include costs, such as copying, postage and similar costs; but do not include wages, salaries, benefits and other employee compensation. Contractor shall not be entitled to additional compensation for employee services provided under this paragraph. STANDARD OF CARE The standard of care applicable to CONSULTANT's Services will be the degree of skill and diligence normally employed by professional CONSULTANTs or consultants performing the same or similar Services at the time said services are performed. CONSULTANT will re-perform any services not meeting this standard without additional compensation. i CITY RESPONSIBILITIES The CITY shall furnish, at the CONSULTANT's request, such information as is needed by the CONSULTANT to aid in the progress of the project, providing it is reasonably obtainable from City records. CONSULTANT may reasonably rely upon the accuracy, timeliness, and completeness of the information provided by CITY. I To prevent any unreasonable delay in the CONSULTANT's work, the CITY will examine all reports and other documents and will make any authorizations necessary to proceed with work within a reasonable time period. PAYMENT A. The Agreement Sum. The CITY shall pay to the CONSULTANT for the performance of the Agreement the amount as outline in the Cost portion of the Consultant's Professional Services Proposal. B. Method of Payment. The CONSULTANT shall submit itemized monthly statements for services. The CITY shall pay the CONSULTANT within 30 calendar days after receipt of such statement. If any statement amount is disputed, the CITY may withhold payment of such amount and shall provide to CONSULTANT a statement as to the reason(s) for withholding payment. C. Additional Costs. Costs for additional services shall be negotiated and set forth in a written amendment to this Agreement executed by both parties prior to proceeding with the work covered under the subject amendment. HOLD HARMLESS The CONSULTANT covenants and agrees to protect and hold the City of Oshkosh harmless against all actions, claims, and demands which may be to the proportionate extent caused by or result from the intentional or negligent acts of the CONSULTANT, its agents or assigns, its employees, or its subcontractors related to the performance of this Agreement or be caused or result from any violation of any law or administrative regulation, and shall indemnify or refund to the CITY all sums including court costs, attorney fees, and punitive damages which the CITY may be obliged or adjudged to pay on any such claims or demands within thirty (30) days of the date of the CITY's written demand for indemnification or refund for those actions, claim, and demands caused by or resulting from intentional or negligent acts as specified in this paragraph. Subject to any limitations contained in Sec. 893.80 and any similar statute, of the Wisconsin Statutes, the City further agrees to hold CONTRACTOR harmless from any and all liability, including claims, demands, losses, costs, damages, and expenses of every kind and description (including death), which may be to the proportionate extent caused by or result from the intentional or negligent acts of the CITY, its agents or assigns, its employees, or its subcontractors related to the performance of this Agreement or be caused or result from any violation of any law or administrative regulation, where such liability is founded upon or grows out of the acts or omission of any of the officers, employees or agents of the City of Oshkosh while acting within the scope of their employment. It is the intention of the parties to this Agreement that each party shall be solely responsible for its own actions and activities and the actions and activities of its own officers, employees and agents while acting within the scope of their employment INSURANCE The CONSULTANT agrees to abide by the attached City of Oshkosh Insurance Requirernents for Professional Services. WHOLE AGREEMENT/AMENDMENT This document and any specified attachments contain all terms and conditions of the Agreement and any alteration thereto shall be invalid unless made in writing, signed by both parties and incorporated as an amendment to this Agreement. NO THIRD-PARTY BENEFICIARIES This AGREEMENT gives no rights or benefits to anyone other than CITY and CONSULTANT and has no third-party beneficiaries. AGREEMENT NOT TO BE CONSTRUED AGAINST ANY PARTY This Agreement is the product of negotiation between the parties hereto and no term, covenant or provision herein or the failure to include a term, covenant or provision shall be construed against any party hereto solely on the basis that one party or the other drafted this Agreement or any term, covenant or condition contained herein. NO WAIVER Failure of either party to insist upon the strict performance of terms and provisions of this agreement, or any of them, shall not constitute or be construed as a waiver or relinquishment of that party's right to thereafter enforce such term or provision, and that term of the provisions shall continue in full force and effect. NON-DISCRIMINATION The Operator agrees not to discriminate in its operations under this Agreement on the basis of race, color, creed, age, and gender, or as otherwise prohibited by law. A breach of this covenant may be regarded as a material breach of this Agreement SEVERABILITY If any term, covenant, condition or provision of this agreement shall be invalid or enforceable, the remainder of this agreement shall not be affected thereby the remainder of the agreement shall be valid and enforceable to the fullest extent permitted by law. i CHOICE OF LAW AND VENUE i The laws of the State of Wisconsin shall govern the interpretation and construction of this Agreement. Winnebago County shall be the venue for all disputes arising under this Agreement. I C IN WITNESS WHEREOF, the City of Oshkosh, Wisconsin, has caused this contract to be sealed with its corporate seal and to be subscribed to by its City Manager and City Clerk and countersigned by the Comptroller of said City, and CONSULTANT hereunto set its hand and seal the day and year first above written. In the Presence of: CONTRACTOR Narne of o ny/ By: (Seal of Contractor (Specify Title) if a Corporation.) CITY OF OSHKOSH Mark A. I ohloff, City Manager 5 (Wig} ) And: . -_.. fitness) Pamela R. Ubrig, City Clerk APPROVED: I hereby certify that the necessary provisions have been made to pay the liability which will accrue under this contract AiAtlm'ey 30 City Comptroller I Yl. RZ MP 1 hl ist,.,.a�v�yc69� t a- Vv M Oshkosh I r i } � 111 ! 4 # } f t { y ;T1 sc4i7' "'f t ,8]' -s L ed-�•R 4,.`r ? �.. S,rE£ y t i t "9 '3' _ i - ,c ti 1i B E TTEP l CZ ELM Zj ' F.?STER i CONSULTING ipYOR a s Walter Jankowski 'I -5 � } reinvention consultant j 608•225•8219 i r walter.janl<owsl<i@gmail.com l r r t ip y f r4 6 'PM 7 > a a4. ty s r 45 .1 s� 1- WEN 41 £ �r e '� -�' WIN KMV;i ME, ag y y a auK INgg 5 �P G t 3€ G, €(6NO oz uglw-g;F�gg `"etYaMllt. a f We s i r: x Tableof Contents............................................................................................................................1 ExecutiveSummary.........................................................................................................................1 DetailedCost Proposal ....................................................................................................................3 APPENDIX A- Planning Background.................................................................................................4 APPENDIX B—Better Dash Faster Background and Resume:.............................................................5 APPENDIX C-Sample Deliverables by Phase....................................................................................9 ,r- Ray Maurer Parks Director City of Oshkosh 920.236.5080 RMaurer@ci.oshkosh.wi.us Oshkosh,Wisconsin 54901 Dear Ray, Cchi mnitt_e on Agin Needs The City of Oshkosh Committee on Aging is looking for a consultant that will help develop their 2017-18 strategic plan. Proposed Nigh-level Approach We have designed our process to gather key stakeholder and internal leader input while minimizing the time and i resources spent. Developing a successful plan can be relatively easy,but executing the plan may be hard, To ensure you I( create a plan you can accomplish, Better Dash Faster helps your organization develop the plan quickly,assigns ownership, builds accountability,and establishes practical measures to track your progress Here is the high-level proposed approach 19,.:x Yom_. T. __•y Phase 0 Activities: Establish and finalize approach,participants,logistics,schedule,etc.and kick-off to planning participants Finalize Scope Deliverables: $800 and Approach— Approach,timeline,required meetings identified and scheduled Then Kick-off • Planning kick off meeting(90 min). ` Phase 1 Activities: Review existing ordinances,plans,and materials. Prepare and deliver on- Gather Data line survey to Committee on Aging members. Analyze all survey results. $1,300 and Assess Deliverables: Strategic planning conference"packet,"survey results Activities: Facilitated planning session(s) Deliverables: • One page Roadmap Phase 2 • One page Committee on Aging Strategic Plan(Strategic Goals,Objectives,Success Strategic Plan Measures) for Committee • Detailed Strategic Action Plan with Goals, Objectives,Strategies/Actions, $2'850 on Aging Assigned Owners • Key Performance Indicators(KPI's)and Draft Dashboard • High-level Milestone Timeline • Report out schedule -E T T E P FDASHPage 1 Strategic Planning Proposal CONSULTING i i' i Participant T irne Commitment Our streamlined process requires minimum time commitment from the Committee on Aging members: 90 min Strategic Planning kick-off session 45-60 min on-line survey One 8-hour or two 4-hour planning sessions One 2-hour report out The Committee on Aging controls the throttle:we can accommodate the pace you wish to keep based on your resources and requirements. Once the schedule is established, Better Dash Faster works very quickly to get the plan developed so you can start working on it. Better Dash Faster Consulting, LLC has an established track record of providing the services that the Committee on Aging is requesting with Wisconsin clients such as Milwaukee County, Portage County,St. Croix County,City of Oshkosh,City of Stoughton,City of Monona,and many others. Please feel free to contact Walter Jankowski of Better Dash Faster Consulting, LLC with any questions or requests for additional information. Thank you for your consideration. SETTER -p FASTER CONSULTING Walter Jankowski Reinvention Consultant 613 Englehart Drive Madison,WI 53713 (608)225-8219 Walter.Jankowsl<i@gmail.com I f I i i I € i I i � I I I € I I I I i SETTER DASH Page � 2 Strategic Planning Proposal FASTER CONSULTING ! I E � f L k,�""TM,.. �.�1».;.'•y� - �ut3_�i,�c_�:.._-tr�a....�.�c=�.�...�,..�_ ��....��_ ,�,.:v.,:,rs� �Y� s., _.r�..ss,_.. R.T Below isaa detailed costbreakoutfor the Committee on Aging strategic planning, NOTE:COSTS AND ACTIVITIES CAN BE ADJUSTED TO BETTER MEET THE NEEDS OF THE CITY OF OSHKOSH: Committee on Aging Planning $20000 Os $60 00 'Rate per Hour hkosh -- -— - _ _.. - - -- - -. -. _.... - MR ..-:! tuv2+—.a.7d :: 7C7 ;Finalize Scope and Approach-Then Kick-off -------------...--- ------------------ -- ---------._....... ..__.._.-------------..__... - —- -.... < Finalize project goals,approach,deliverables,and timeline 11 $200 --- _.. ------- — Phase 0'Identify key leaders to participate 1 1 $200 Prep and deliver kick-off to Participants-Understand planning process 2 2 and best practices in planning,improvement,and.effectiveness $400 :Gather Data and Assess Committee on Aging :Gather and review various relevant background documents including Phase 1!previous strategic plans,operating budget,participant complaint data, 1 1 $200: surveys,key operations data,facility plans,etc. .................................-..........._.................. ....._..........................._................. .. _ ..__............ _Prep and deliver Committee on Aging on-line Survey _ 1 ; 1 $200. - t :Compile results of survey 3 5 8 $900 (Develop Committee on Aging Strategic Plane~ Prep for strategic planning meeting 1.75 1.75 $350 i Phase 2:Deliver strategic planning session(s) 8 8 $1,600; `Document results and preparedraftresults2 5 5 7 $700' Develop and deliver final report out 1 1 $200 r , JIT jJ Y Total 22: .. 1Q 32 $4f95Q Note that if you would like to have external stakeholder focus groups(approx.,$500 per group depending on travel)or modify the specifics of the approach,we would be happy to discuss the possible advantages and issues of those ideas. I I i I C i i E i E ?TER DASH Page 1-3 Strategic Planning Proposal r,s T p G CONSULTING i �.«,.,u�..�.t - ,=...w....�..:.:..,...,;:-.__..n:_�:�•�..•,_-..-..._:�:•.�.ti:c<.:..�.,..w..._._.v.,.._.:4.*;...,:..,-...J..a.�.::u.Js,..-�..s...�:;.._......_�...>r.. ...�_�....�.� ��..._„._...<�'_.�.���.�,'_.s..,...........:;.... r {� 5 Str Ca,tegic Planning Overview Strategic planning is a process that gets leadership and staff on the same page in determining the mission,vision,and direction for the organization. Strategic planning goals are the largest gap between the most important future customer/ current capability stakeholder needs and your current capability. Largest Gaps _ Strategic planning essentially answers four questions: i 1. Who are your customers?(lead,target customers,etc.) 2. What do they need? What are their expectations? What would"wow"them? 3. What is your current capability to meet the most important needs? 4. What are your biggest gaps and what do we need to do to fill them? Buildin,the Seniors Center - Center of Excellence Over the years, Better Dash Faster has helped build many high-performance organizations by working with Department Leadership and staff to define their"Center of Excellence."A seven step process to put their performance systems in place: center of e„cel'sencv orocess Document - Develop Review Document Develop Manage Strate mers , Perf Custoormance gy , Core Processes _ Goals Performance and Needs Measures Track,Update,arid.Provide Stafus: ... s •a,a . •4- INPUT: Organizational Strategy • What is your mission vision purpose,where doyou want to be in 3-5 years? Clearly define with Department leaders and key staff: 1.0 Review Strategy What do you want to achieve? What keeps you up at night? •' What's your brand? What do you want to be known for? • Who are your customers/key stakeholders?Identify lead and target 1.0. Document Customers and Needs customers • What do they need? What are their expectations? What would"wow”them? • What are the biggest gaps? • What are the products and services that meet customer needs? 3.0 Document Core Processes s Which are"broken"or need to be improved? • Assign clear process owners and accountability • How do we know we are successful? 4.0 Develop Performance Measures • What are the Key Performance Indicators for the organization(based on customer needs)? • Build out a Balanced Scorecard • What are the 3 or 4 biggest gaps we need to fill(to meet customer needs)? 5.0 Develop Goals • What needs to be done to fill the gaps(objectives)? • Who does what, by when?(action items) • What projects need to be kicked off? 6.0 Manage Performance • Set-up performance measures for the strategic plan and core processes 7.0 Track, Update,and Provide Status a Set-up monthly and quarterly status reporting system • Set-up Executive Project Status reporting I ii SETTEP I L, DASH Page 4 Strategic Planning Proposal f r,dsr�a CONSULTING i I I I E,..u.V..i.._�. .,r�ut. Description of Be't'ter Dash Fester Con salting, LLC Better Dash Faster Consulting, LLC helps senior executives and organizations do things better-faster. We are a City of Madison,Wisconsin-based,Wisconsin-owned and operated management consulting firm. Our expertise lends itself to enterprise-based performance improvement,strategic planning,organizational change management,and large-scale strategic initiatives where people, processes and technology are involved. Since 2009, Better Dash Faster Consulting, LLC has served a diverse group of clients throughout Wisconsin,the US,and Europe. We employ non-proprietary approaches and methods in our client relationships to ensure sustainability and maximum effectiveness of outcomes. Better Dash Faster Consulting, LLC has extensive and on-going relationships serving many Municipal,County and State government agencies. Those include City of Oshkosh,City of La Crosse,City of Monona,Stoughton,Oshkosh Area School District, Milwaukee County Department of Transportation, Milwaukee County Department of Health and Human Services, St.Croix County, Portage County, Department of Natural Resources, Department of Administration, Department of Employee Trust Funds, Department of Workforce Development, Department of Transportation, Department of Public Instruction as well as work with the Department of Health Services. The scope of work conducted in these engagements varies from helping to develop their strategic plan,to moderately- sized project work,to full-scale organizational change. We have extensive experience in creating and help deploy strategic plans-over the last 5 years we have helped over 50 organizations. About The Core 5 earn (:AddlaIflonal sdai i may be Brough-L in cb?seal oin r--ed) Walter Jankowski has been a Consult@nt/Trainer for the last 20 years working with a wide-variety of government, insurance,financial,service,and manufacturing organizations. He currently is a Reinvention Consultant and the owner and principle in Better Dash Faster Consulting,LLC,a City of Oshkosh-based consulting firm. You may ask, "What's a Reinvention Consultant?" Walter helps senior leaders reinvent their operations by helping them figure out how to improve their organization's performance—better,faster. Walter has facilitated and trained all over the State of Wisconsin,the US and several international venues in performance improvement. He has extensive experience in developing leaders,developing and implementing strategic plans,and providing other organizational improvement services for businesses,governments,school systems,and not-for-profit organizations. He has also trained thousands of senior leaders,supervisory managers,and front-line workers in the principles of leadership,quality,continuous improvement and team development. Walter earned his Master's Degree in Engineering from the University of Wisconsin-Milwaukee. He has been an active member of the Wisconsin Center for Performance Excellence,has been a senior examiner for the Baldrige-based Wisconsin Forward Award,and is also certified in Covey Training. As an experienced trainer and facilitator, he has a unique blend of technical and interpersonal skills that make him successful in the specialized technical workplaces of today. Walter's goal is to help organizations become more effective by helping to unleash the potential in everyone and utilize that wealth of knowledge for improvement. i li SETTER DASH Page 5 Strategic Planning Proposal CONSULTING I f i { { Walter Jankowski Detailed Project Resume Project Experience Walter Jankowski is a professional performance improvement consultant with over 20 years'experience. His background includes a wide variety of • strategic Planning&Facilitation and Re-engineering e ■ Process Management diversified business experience in setting-up and implementing large,complex, . • Quality,Efficiency&Performance improvement and technology projects. He is recognized nationally as an Improvements expert in process improvement, customer-focused strategic planning, ■ Large Process Improvement Projects facilitation, performance excellence analysis and deployment,and balanced including: Sales&Marketing Process scorecard performance metrics. He has identified and implemented various o o New Product&service Design and : process improvement projects that have quantifiably reduced costs_,increased Development sales,improved productivity,and reduced errors. o Loan Origination Process o insurance Claims Processing Walter is also a master trainer. He has designed,developed and implemented o Curriculum Design and Development training courses for thousands of senior leaders,supervisory managers,and o Recruiting&Hiring Process o On-Boarding front-line workers in the principles Of leadership,quality,continuous • organizational Design improvement,teams,and training development and delivery(train-the- Balanced scorecard Metrics trainer). Walter has been selected as keynote speaker in several national and Training&Development Seminars& international conferences. Workshops • Web strategy and Design As an experienced consultant,trainer and facilitator,he has a unique blend of • Staffing Models technical and interpersonal skills that make him successful in specialized ■ Call Center Effectiveness ■ Business Needs Analysis,Business Case technical workplaces. Preparation&Presentation • Requirements DefinitionD. . Voice of Customer —_ - -_ w -- - •_ s ■ Vendor Selection&RFPs `rte Developed Strategic Plan and Performance Measures for Portage County, • Risk Management St.Croix County,Milwaukee County DOT,City of Oshkosh,City of Monona, Disciplines City of Stoughton,and many other government agencies Project Management ➢ People/Process lead for company-wide technology system upgrade(all Change Management systems moved to the Cloud). Documented,designed and re-engineered ■ organizational Design all future state processes for entire business division. • .Requirements Management ➢ Center of Excellence strategic planning for IT department in local t . ■ Lean Principles i Training and Development insurance company. Defined customers,high-level core processes, performance metrics and 18 month plan/IT roadmap. Performance Excellence Assessment ➢ People/Process lead for corporate claims area. Hired to implement best and Training practices in Process Management, Process Improvement,and Change ■. Leadership Management. Savings of over$10 million. ■ Strategic Planning Customer and Market focus D People/Process lead for Commercial Loan Origination process re- ■ ■ Measurement,Analysis,and Knowledge engineering. Savings over$3 million in 2009. Management ➢ People/Process lead for Corporate-wide Organizational design. Planned Human Resource Focus improvement savings over$7 million(2009-10). Process Management Overall Business Results D Worked with executives to implement"Centers of Excellence"in several ■ departments throughout the company including customer analysis,core Software process definition,and performance metric definition. ■ SharePoint ■ Microsoft Office suite • Microsoft Project -n r visio ➢ Strong interpersonal and leadership skills at all levels of leadership, "Industries customers and teams. insurance ➢ Excellent presentation and written communication skills. Financial services ➢ Superior ability to organize and coordinate on-going activities on Education numerous projects simultaneously. ■ 6oyernment ➢ Expert in data collection,analysis and presentation. ■ Non-profit ➢ Self-motivated,organized and able to execute on high-quality project deliverables. RETTEP DASH Page 16 Strategic Planning Proposal FASTER CONSULTING Reinvention Consultant for Reinvention,LLC; Beacon Technologies; and CUNA Mutual People/Process lead for many large multi-million dollar corporate priority projects. Responsibilities include definition of customers and requirements;document and design of current and future state core processes; develop company, department,individual,and project performance metrics;develop and coordinate project plans,coordinate and develop training and communications for projects,develop and implement change management activities. Government • Developed and delivered"Mall Mapping"core process work with 450 mangers of the Wisconsin DNR • People/Process lead for$38M people, process and technology upgrade at the Department of Workforce Development. Hired to implement best practices in Process Management, Process Improvement,and Change • Developed and delivered Yellow Belt LEAN Government training for DNR and DHS, • Lead Facilitator for Dane County Cities and Villages Association(DCCVA) Lean Government Project Teams. Project 1: Joint Purchasing. Just started with completion targeted for Dec 31,2016 Insurance and Financial Services Industry • Developed Strategic Plan and performance measures for Consumer Credit Industry Association • People/Process lead for company-wide technology system upgrade(all systems moved to the Cloud). Documented, designed and re-engineered all future state processes for entire business division. Designed and implemented conversion of all documentation to SharePoint. • People/Process lead for corporate claims area. Hired to implement best practices in Process Management, Process Improvement,and Change Management. • People/Process lead for total re-design of a bank Commercial Loan Origination process. Includes complete redesign of process,roles&responsibilities,and requirements definition for$1 million technology solution. • People/Process lead for corporate-wide bank organizational design work to redesign and consolidate front office, back office, and shared services. Over 1,000 FTEs impacted and improvements resulted in over$7 million in savings. • Process lead for corporate Lender Development Program complete re-design. Process re-design and implementation of metrics helped grow the credit insurance book by over 10%in two years. • Project Manager and process designer for company-wide Sales/Distribution organization re-design impacting all 800 sales force FTEs. Included implementation of new CRM and sales management process and technologies. • People/Process lead for$18 million claims processing system for department of 116 FTEs. Managed claims review that resulted in a$12 million savings in first 9 months. Designed future state processes,roles,and organizational structure with staffing model; managed the development of all training;designed department and individual balanced scorecard measurement system. ROI of over 300%fully realized in 2 years. Project was regarded as a complete turnaround of failing department. Recognized by InfoWorld as one the Top 10 IT projects in the US. Education • Black Belt consultant for University of Wisconsin Administrative Process Redesign department. Responsible for coaching and leading the team through Six Sigma process improvement projects. • Designed,developed,and delivered process improvement training for all college administration • Lead strategic planning sessions for various college presidents,school boards,superintendents, and principals. • Worked with several K-12 school systems as consultant to superintendents,school boards,and principals to improve school system performance. �`AK Consultant/Trainer/Quality Specialist for Blackhawk Technical College Responsible for developing and delivering performance improvement consulting services to business and industry, education,government,and non-profit organizations. Specialties include strategic planning,leadership training,team and meeting facilitation,and data collection and statistical analysis. Mr�.'.Y' Master's Degree in Structural Engineering(1986)&Bachelor of Science in Civil Engineering(1985) University of Wisconsin, Milwaukee,Wisconsin Certifications Certified Facilitator for Steven Covey's Programs SETTER DASH Page 7 Strategic Planning Proposal FASTER CONSULTING Re;arences and Cnn parable Projects Numerous recent examples of comparable projects completed by Better Dash Faster Consulting, LLC with contact references for each are listed as follows: 1. City of Oshkosh Strategic Planning and John Fitzpatrick Performance Measures Assistant City Manager/Director of Administrative Services Dates:August,2014 (920)236-5110 July,2012 JFitzpatrick@ci.oshkosh.wi.us Total Cost=$7,500 each time City of Oshkosh 215 Church Avenue Oshkosh,Wisconsin 54903 Stan F. Mack II 2. Oshkosh Area School District Strategic Superintendent of Schools-Oshkosh Area School District Planning and Performance Measures (920)424-0428 (920)279-7673 Dates:November,2015 sf.mack@oshkosh.kl2.wi.us Total Cost=$6,675 215 S. Eagle Street Oshkosh,WI 54903 3. City of Monona Strategic Planning and Bob Miller—Mayor Performance Measures (608)279-5907 Dates:Oct,2013 bobmiller@tds.net City of Monona Total Cost=$8,950 5211 Schluter Road Monona,WI.53716 Donna Olson—Mayor (608)873-6459 4. City of Stoughton Strategic Planning and dolson@ci.stoughton.wi.us Performance Measures Laurie Sullivan-Finance Director Dates:Sept,2014 (608)873-6677 Total Cost=$10,575 Isullivan@ci.stoughton.wi.us City of Stoughton City Hall 381 E. Main St. Stoughton,WI 53589 Patty Dreier-Portage County Executive 5. Portage County Strategic Planning (715)346-1997 dreierp@co.portage.wi.us Dates: Mar,2013 Jami Hebert-Executive Administrative Assistant Total Cost=$11,200 (715)346-1997 gebertj@co.portage.wi.us Portage County-County Executive Office 1462 Strongs Avenue Stevens Point,WI 54481 Pat Thompson—St.Croix County Executive 6. St. Croix County Strategic Planning Patrick.thompson@co.saint-croix,wi.us Dates: May,2014 Kristen Ziliak—Risk Management Analyst May,2013 (715)381-4302(direct)1(715)760-1598(cell) Total Cost=$36,000 kristen.ziliak@co.saint-croix.wi.us 1101 Carmichael Road I Hudson,WI 54016 Roberta Drews-Director of Strategic Planning 7. Milwaukee County and 414-278-4179 Milwaukee County Department of roberta.drews@milwaul<eecountywi.gov Transportation Office of the Milwaukee County Executive Dates: Nov,2014 to Dec 2015 James Martin-Director of Administration DOT Total Cost=$34,000 (414)257-5987-(414)238-5270(mobile) fames.martin@milwaukeecountywi.gov 10437 W. Innovation Dr., Rm 520, Milwaukee,WI 53226 8. City of La Crosse Tim Kabat-Mayor Organizational Assessment and Plan (608)789-7500 j tkabat@cityoflacrosse.org Dates: Feb 27,2013 to Mar,2015 E City of La Crosse-City Hall Total Cost=$25,000 400 La Crosse Street La Crosse,WI 54601 € BETTER j DASH Page 8 Strategic Planning Proposal FAST°R CONSULTING Example of Phase © Deliverable: 1.0 Define Project Charter S— C^<c if L 2 r P.T. Example of Phase I Dailver ables: ilk Planning Assumptions cmt xn s Pl run Las P € � R; Pig ! 'f tS 5 j � 3 JrLcatler.Necoa(Pcyuirtmert.Eoanl Pcspumea - - F E ETTER DASH Page 19 Strategic Planning Proposal PASTER CONSULTING -2 - tY=RJYE AND dNa143A.:N ntiR i?ifFA R:=.uRF:.:.; C-[y Si SuTh RT SI7-kFSS Ti0U3.d7.LEL'EA'1Sd✓( ... ai rri: 2013i-0 p 5TRIL .C: PLAN . w "•rt• M 8hAR7L:E•t�U DEEit=E h{E3S - _ .,r - ,......-._ •r(1`� ...' --�-�,-.-.^ L 11 tPRIIVf AND z Fv a w n F ldiSlM1€4SiFx'OUR a, n -�y(MASiRUCTURE: v..� • ••• z•••—••� J SMCEGIr PLAY, Fj rr--� ?'�'�S t': am+ �£.5 t Yal b-+L °�nc_•3t�a{v aA�a _...YCL ��- �jL{'+`,� G a.•r..� /a.+++_.._...n-.t- a o.r. Ste- _ BETTER DASH Page 10 Strategic Planning Proposal FHS TEA CONSULTING Sai pie of High Level Final Product Deliverables by Project City of Oshkosh Citizen Survey (sample results) -full results can be found at: www2.ci.oshkosh.wi,us/Assets/CitizenSurveyResuIts/OshkoshCitizenSurveyFinaIReport2015 pdf Question 2-Opinions of the City of Oshhosh ...__...._...._......._............_..__... ......................... ...._. uestionI-utilization or city Services 1. Please totlicalc haw frequently,{fCYGf,ipV n[III'Le the f40PN1n�r Clh']eNlLei '•"—'�'�'n" �-s_,.a+•�.4i-'?'u�.'a Tine fallowing fable shows the responses on a petcenmga basis: t-st Y_n, —`_— Usage Rales of City prozr ms ' te:l i.:::'_:1`�•a.• mom:_:' le.-•r: .. !'=,rC:.l;:.:l.:s.:.l:=•:.n•i:::._�r-., 11.11-_ti•: ___ i<::K r..nr_.. .-.r,-x: itGwa.';.' .:..-- _'=__ -- GE•::f1:- BGe:d �r°+ 2^:� L!mp�y� On the xhok,OsR'Osh appears to be dOtng wvll.Must ofthe ttspenses.,..,ht Nsinve pnrtion orlhe specutan,and relatively few people rate any aaau of the eiivw poor. =�:� '!: �' _ ._ .._. HOsaau,vs4en enmiwdto prcrioas lesulLs,Wne isem—aserb—nem. On the full—ing table.tact can sm that there is ars acrms dmboard d,,r­in residents SSL-<_vaa-co:.,r a--. ..._...... dcsaibingit.city as"Ex«ileru"iharc is un inenuse in lhenumbernfpeupte tating the city de•--.-raot;:a•:.r: �' -- -^'- "Geod'and"Foir 11111th seems at be Prilnvily drin.•n by dre d,.unyl in"Lxwllm,"tdthoaeh ,�._ :acrz :i.ern s�caa , ,., ;este :: .. some caleeorics of"Pmr'nm wise decreasing mai<mteh'. Strateaic Plan (sample results) -full results can be found at: http://www2.ci.oshl<osh.wi.us/Assets/2015-2016 Strategic Plan pdf 17 SUPPORTECONOMIC DEVELOPMENT r.'.a Identify/D IPPWngS rc iz:.'. --•tom F....sF. x'I''a' -';'.- Y y _' 1 -iD Partner with Earsu Peusinbaaa nd5ta4ehdld -i+�if If-a .Id r. { a �` �� IX C htinuetu Fac�itatethe Prot to a sties s/Devebpen'. ';+ to Measdre OO EcotwrmcDerdapment Success CITY OF OSHKOSH LE DevetopTargated&m,xnid DevefovmemPtans IF 2015.2010 eomer pleteSPlfeEcanomfcbeveppment. U577- STRATEGIC PLAN II. CONTINUTOS E TRENGTHEN OUR NEIGHBORHOODS yr, < IU Clute and 5usrafna[uhure of!lefghbarhaod 1LB AeaSgn,Update,and Enfo 7oa[ag vF+iSa+ule:,vP-o,a,tu Mrweh V wu, � ILC Prampteard OevrlopPublic/PrtwtePannerships � II.D Inuease6£ntaurage Ovrnar Occupancy/DwnerlmestmentinP - '` - -_ -� -- _ '- ' u�ry.ros.°v:r<ore� O IL1 Enhance Gime Prrrention Measures _ j ILF ItlentlryW.•sdlrg Sources ! �A.r/treJ OsAkosh�"s:--�_��,! 3 Rn i III IMPROVEAND MAINTAIN OUR INFRASTRUCTURE z s.,ms°tR. yawn, IIIA Improve Dur$ [s Trant1413N.and PedesTna Mi tr[vtur I il.a rm rove OurStn mWa[ar Ma agrnwand het[c0 tlear Yta : _ t''r c' a ; '•`' n'nsa+wrrm.e,a a�,se°z. ".ai.0 Pra'b+'c'v m+siccut 111.1)Manage Our GtY EgalpmenC- 3.tr,c+venei:e:i1,U„avticvah '' ;i IV 1MPROVEOUA3$tAUTYBi Llk A55ET5' -Y � i,�.e.R¢9 amu.e.v:. ,NA Cum nu to OeveloPA v.W :IYe Ueda[Fsitur�@+afrtY f1XeAuat Plans -` ea w.searema'�',.�n ;fVti ImPle entTop Pr[wtq•PrtijcctsinPW,s _ t "Plenegt Pedal EventfmrdnabwSfM ag meM r.., pvbwa.»rwr..1 c .;ME Prornota and Dareiop Parmerstaps?ofwdquafityoftlfe Assets 1 � z re,oas,. '. Strangle Plan Project Tracloog Improve Roundabout Safety Snslafl RRFBs j S` - M i -� e r a { Ibm ! �,e .. ... -sF x r .•. € t4 i zm I '.ja�tY, .,M.Ita srs0 .� w'__ _•,v ,a.'< _. � __. v,.__._..__ .. _,__ - 5 ,nwsl+.n+e,aa+s Yr - -tint G { mti -t _ .... .. ....... t j.. , ( BETTER DASH Page ill Strategic Planning Proposal FASTEP CONSULTING E I $, I i i I f City of St�ougI Strategic Plan (sample results) n Raadm'ap ur utur 'j r cs..or ' � �- z <r zr >•,tip, v - Ptf:t/[4trCn[$[Et t Stato Wad n } � r N �tt Y r t i� 1201 44 ' w €STRAYKMPLAM I v. t .iAFA1FAN0 �" 'ENEP.G?i£OUR t 4ntiNF t _ __ i £CO7JOMit rmnv:+,a wt I DEVf1DPA7EM. � :" i s ETPORA rs s !.e tl �I^rA ot.v+,•*Yhd-�.ry �c u.xn M !,= rv.: "`` Iola f4 7t A lmprava/ :?'^c n , a :s 1 = I w><yl � a uw•r I SERA7EG7CPL11d >:nhancc �_„�y r w—� I ' "' �,� _ •••+ ->n:ai Vit. r:� -.E i r - HyWm4 � t j tt.�N/ ^r I 4 .!ly_ 7nW7Ye 3s:. 191 . GC Y PEttne iUt tame f F F: • _ R 9 E .14M.- 11 F =b, o Financial Cft tafiiat J Ir.�n h F f Tom^ Iz� S !•Eery KSi 1Tt..7 ial iU:.l:•T - .. ..:. - r �T•i-Cle:� i Loarning and Gs owth rtes 3r: eFtPr�r� :!f uati°+t _ I 6 ETYER DASH Page 12 Strategic Planning Proposal :STEP. i CONSULTING I I i