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08-Deliberate on presentation of Community Planning ProjectCITY COUNCIL AGENDA ITEM BRIEFING SHEET Submittal Date: Originating Department: Presented By: Agenda Item No.: 04/09/ 10 Council Date: City Council Kevin Kear, Rhonda Rogers 8. 04/12/10 RECOMMENDED MOTION: Not an action item POLICY ISSUE(S): Strategic planning BACKGROUND: Over the last several months Council Member Kear, Council Member Rogers, and the City Manager have had multiple meetings with various people about a community plan. This ad hoc committee has had extensive discussions with Bill Bancroft of Conbrio about a community planning process and have asked Mr. Bancroft to make a presentation to the Council on his proposal so the Council can begin a dialogue on the process and funding. BOARD/COMMISSION RECOMMENDATION: EXHIBITS: Conbrio proposal ACTION: BUDGET INFO: ❑ Financial Report ❑ Minute Order Expense $ ❑ Department Report ❑ Resolution Budgeted Amt. $ ❑ Presentation E Ordinance y'I'D Actual $ ❑ Public Hearing ❑ Other Acct. Name Acct. Number FISCAL NOTES: Materials for the signs will cost $611.48 REVIEWED AND APPROVED BY: E Administration ❑ Ciiy Clerk ❑ Community Development ❑ EMS/IT ❑ Eng. ❑ Finance ❑ Fire ❑ Municipal Court ❑ Legal ❑ Library Z Police ❑ Public Works ❑ Urilities City of Paris Revised 2/04/08 IX'=1 Apri15, 2010 To: Mr. Kevin Carruth City Manager City of Paris P.O. Box 9037 Paris, Texas 75461 kcarruth@paristexas.gov From: Bill Bancroft Principal Conbrio 938 West Greenbriar Lane Dallas, Texas 75208 214-941-8199 bbancroft(a~conbrioconsultin .g com Re: Memorandum of Understanding Community Planning Project Conbrio is pleased to be retained by the City of Paris, Texas to lead a multi-part, community planning project for the City of Paris, including the city and other community organizations. Services to Be Provided Conbrio will work with you, your city council members and other community leaders to design and help lead a community-wide planning project. Project goals envisioned: • Produce a well thought-out, implementable community plan. • Include all entities in the community, including the county, school district, business, medical community, neighborhoods, not-for-profits and more. • Build lasting value and results into the project for real change in the way the community continues to plan and invest for the future. • Include substantial communication, including processes, for continuous communicahon. • Create a strategic plan for city government that supports the community plan. • Work visually, include visuals as much possible. ~ Key project elements envisioned: Assess readiness - identifying choices o Assess current investments, including decision-makers and processes for making them. o Identify, understand the sense of urgency around change. o Create and meet requirements of readiness checklists for individuals, teams, arganizations, community. Energize ourselves - building and equipping a leadership team o Introduce, understand and train on concepts around team dynamics, high performing teams and the Team Performance Model. o Measure and train participants on leadership, facilitation and managing conflict. o Build a guiding team, including assessing team member competencies. o Articulate guiding team common ground and create a team charter. Early wins - getting to work o Articulate sense of urgency/burning platform/melting iceberg. o Develop purpose, mission, vision, goals and objectives. o Conduct Civic Index, including evaluating components of the community o Conduct a community plunge, including understanding community organizations. o Do a community profile/assessment. o Select, engage stakeholders for wider/multi-team efforts. o Figure out long-term finances and resources for additional teams. • Energize the community - building knowledge for action o Go on field trips to see what others are doing and to gather best practices. o Conduct visioning process - first stages. o Include elements to preserve the past, including buildings and neighborhoods. o Assess social capital. o Conduct second round of Civic Index. o Create an asset map(s). ■ Skill information, community skills, enterprising skills, priority skills (personal info on what people are best at) ■ Needs focus vs. assets focus ■ Neighborhood assets maps o Forge community profile. o Create a community inventory. o Understand neighborhood networks. 2 la0. • Set direction for change - fine-tuning our aim o Hold world cafes. o Create culture of collaboration. o Form study committees and community forums. o Determine strategies for community investing. o Select trendbenders/leverage points/places to create long-term, sustainable impacts. o Determine return on investment for investments in the community and the costs of not investing. Implement change - making it last o Manage sense of urgency. o Choose the guiding taam(s), action teams. o Create operating structure/organization to continue to work on issues. o Determine how to meet long-term financial needs of the project. o Develop and implement action plans, including leading/lagging indicators. o Develop community indicators and dashboards. o Aggressively use change management principles. o Use 21 St Century communication. Some definitions for elements above: Civic Index - A key to realizing a community vision is to assess social capital and to determine what investments need to be made. Social capital is another name for skills, processes and relationships that exist in a community. The National Civic League's Civic Index helps to measure social capital. The index consists of 12 components that fall within four general categories. By addressing each of these 12 components of an essential "civic infrastructure," a community can conduct a self-assessment of its capacity to create positive change. The four general categories are desired future, community governance, working together as a community and strengthening the community's ability to solve problems. • Community plunge - A community plunge is an experiential journey into the important realities of the community. As a complement to data, meetings and plans, a plunge is time on the ground and face-to-face with the assets and challenges present at the grassroots level in the community. It's a tool that can help inform future decision-making, uncover assets, fine-tune current strategies and build strategic relationships far action. • Asset mapping - Includes locating the assets, skills and capacities of residents, citizens associations and local institutions. All too often, people have the tendency to approach problem-solving from a needs-driven point of view. In other words, they describe all the things that are wrong, that need fixing. They want to suture the afflicted. The net result is the affected population is being _1111-1.r "done for" or "done to" by an outside expert with little or no attention paid to the acknowledgement of an individual's gifts or a community's assets in healing itself. Building on the assets of individuals and communities when addressing critical community issues is a different approach. • Community profile - A way to organize information gathered. Categories may include demographics, schools and education, economics, public safety, natural environment, health and well-being, social and civic environment, built environment, government and politics, arts, transportation and mobility, children and youth, religion, other categories as needed. • Trendbender - A strategic theme area that would bend the trend line from a community's likely future toward its desired vision or future. It addresses a negative trend that people would like to change and is expressed in positive intent. Specifically, up to the spending limits of the contract, Conbrio will: • Approach the project from a facilitation and skills enhancement perspective, including equipping those involved in teaming, facilitation, collaboration and leadership skills. • Design major tasks and lead/facilitate major meetings, as appropriate, that are part of the project. Activities at those major meetings may include all or some elements of strategic visioning, world cafe discussions, selecting trendsetters, creating action plans around trendsetters, developing and implementing actions plans and creating dashboards. • Create and deliver teaming, facilitation and leadership improvement workshops, as necessary. • Work with city/community leaders to assess current, city-wide investments, conduct and update a Civic Index, perform a community profile, assess social capital, create asset map(s). • Work with the mayor, city council and city staff to write and plan for implementation of a strategic plan for city government that is consistent with the outcomes of the community plan. Specifics on a strategic planning workshop, including preparation and a retreat will be determined as part of the first phases of the community planning project. • Conduct up to 24 interviews with key members of the community as part of the first two parts of the project. Most of the interviews will be done in person, back- to-back in one location. It is agreed: • Community leaders will provide local support for the project, including staff to handle the myriad logistics and coordinating issues • Meetings will be held in suitable locations around the community, in spaces large enough to accommodate large wall charts. Conbrio prefers a room with 16 feet of 4 `1,2.1%\ blank wall space, unencumbered by lighting sconces, chair railings, fire alarms, light switches and the like. As part of the preparation, Conbrio will review logistics plans, including room set-up to be certain the appropriate graphic recording space is available. • Preparation is necessary as part of the project. In addition to the interviews, assessments, asset mapping, Civic Index, community plunge and other activities mentioned above, Conbrio will discuss other issues around preparation with community leaders. Community leaders will do the legwork to execute the preparation prior to meetings and during each stage, including any necessary research. If additional preparation is necessary, the project scope and fees will be adjusted. • Conbrio will have delivered to the meeting/session sites materials it will use to graphically record the sessions, including, if necessary, foam core, wall-sized templates, post-it notes, markers and rolls of blank paper. The cost for the items will be counted as expenses to the City of Paris, Texas. • The successful completion of this work depends on close communication between the City of Paris, Texas and Conbrio, and all parties will maintain free and unfettered communications. • If there are any changes or corrections to the services or deliverables, the City of Paris will contact Conbrio as soon as possible. Likewise, Conbrio will contact City of Paris representatives promptly about anything that will affect its delivery timeline or costs. • Conbrio and its alliance partners' ability to carry out the work is dependent on its past experience in providing similar services to others, and Conbrio will continue such work in the future. Conbrio will preserve the confidential nature of any information received from the City of Paris and other community leaders developed during the work in accordance with Conbrio's professional standards. Fees/Costs The fee for the project will be $150,000. Out-of-pocket expenses, including hotels, meals and gasoline, are in addition to the $150,000. The first $25,000 of the fee is due upon the signing of this memorandum. Progress billings, including fees and expenses will be sent monthly. It is agreed the City of Paris will pay Conbrio invoices no later than 30 days after the invoice date. Interest at the rate of 1.5% per month will accrue on any invoice not paid within 45 days of invoice. 5 W:k IF_ Cancellation In the unlikely event the City of Paris postpones or cancels the project, it agrees to pay 100% of non-refundable expenses. Non-refundable expenses may be such items as airfare, lodging guarantees, shipping, ground transportation guarantees, templates and other pre-approved work. If for reasons beyond the reasonable control of Conbrio (ie., acts of God) Conbrio must cancel or reschedule its services, Conbrio will assume responsibility for payment of all non-refundable expenses incurred by it unless the services to be provided by Conbrio reasonably can be included in a future project. General Guidelines The following are some general guidelines that apply to all Conbrio projects. Conbrio looks forward to hearing from you about additional guidelines you may require to incorporate in this agreement to assist our work together. • This memorandum constitutes the agreement between us and is considered the master agreement. It cannot be modified except in writing by both parties. By mutual agreement, change orders/adjustments/supplements can be added without canceling/rewriting the master agreement. Bill Bancroft will be the contact person for adjustments or additions to this memorandum of understanding. • This agreement will be interpreted according to the laws of the State of Texas. • Please notify M'Lou Bancroft at the Conbrio address if you have any special billing requirements, including purchase orders. • We assure you that we will devote our best efforts to carrying out the engagement. The results obtained, our recommendations and any written material provided by us will represent our best judgment based on the information available to us. Our liability, if any, will not exceed the amount paid to us by the City of Paris for the services rendered. If this memorandum reflects your understanding of our agreement, please sign below and fax the memo to: Conbrio - Attention Bill Bancroft at 214-941-3103. 6 ~~f:~ Bill Bancroft, d/b/a Date Conbrio Kevin Carruth Date City of Paris aA c,.