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Home My WebLink About1999-122 Proposal - PMW AssocPMW As~,ociates 2 ;2 '~\'e,t Ax ,,n!da {,ax iota · ~,m Ctemente, California 92672 · (949) 498-7085 · ]TAX i- ;r,.,~!: [,m~ n'ix.n,,t~om ~,m · Web bite: http://www.pmwassociateb.con~ September 9, 1999 Mr. Mike Freeman City Administrator City of Ashland 20 E, Main St. Ashland, OR 97520 Dear Mike: Background Thank you for your request for consulting services. PMW Associates is pleased to present a proposal to the City of Ashland for Customer Service consulting. General materials on our company and resumes of the principals are included for your review. Although I will handle this project for the firm, both Dr. Paul Whisenand and Marilyn Whisenand, co-owners of PMW, also will be available as needed. Dr. Whisenand has a national reputation in the field of public safety, general management, training, and recruiting; Marilyn Whisenand is a well-known consultant in the field of economic development, redevelopment, and housing. I have worked in local government in California for approximately 28 years. Fourteen years were in the Planning field with the City of Costa Mesa. I was a City Manager for 12 years with the cities of Larkspur and Escondido, and I also served as the Finance Director for Larkspur. For the last two years I have served as Vice President of PMW, with consulting clients in the fields of training, facilitation, executive recruitment, department management audits, redevelopment, and economic development. The City of Escondido received three ICMA awards during my tenure; the awards recognized customer service, employee training (Escondido University), and citizen involvement -- Rental Housing Inspection Team - Escondido (RHITE). I also have been involved with the California Healthy Cities program both in Escondido and on a statewide basis. My combination of experience as a city manager and department head, coupled with my customer service and Healthy Cities background will be an asset to the City of Ashland as you proceed with this project. Project Philosophy Before delving into the specifics of your request, I would like to provide you with my overall approach to Customer Service consulting. Customer Service should not be viewed as "a quick fix" training program; the most effective approach in my experience is a process that is undertaken and managed by city staff. My preferred role would be best described as "initial trainer, coach, mentor, and cheer leader." A Customer Service commitment is a top-down and bottom-up concept that takes time, patience, and constancy of purpose. Specific skill training can be part of the system, but this is most effective when it is included in a broader concept of a customer service commitment or transforniation project. My favored approach is to spend time with the organization preparing internal systems for the new expectations of the community. If these expectations are raised prematurely, the project can fail. As we work on internal customer service issues, staff begins to understand the commitment, "buys in" to the concepts they have seen operating within the internal organization, understands the management commitment to this approach, and then transfers these skills to their dealings with the external customer. Celebration of success is another key element of the process. During our telephone conversation, you expressed an interest in using my services for one day to discuss concepts and approaches with you and your key staff. This proposal will be structured to fulfill that objective. I also ~vill provide you with some ideas for optional services in the event you want to expand the one-day meeting. Project Outline Phase One I would meet ~vith you and key staff members to discuss elements of a successful customer service commitment. In advance of the meeting, I suggest that you provide me with an outline of the specific issues you want to cover. I can also bring you information from the successful program in Escondido plus my consulting experience in this field during the last two years. In addition, I can also supply you with information on what does not work and the pitfalls of customer service initiatives. Phase Two (Optional) I have found that no matter how successful a city has been in customer service, employees have a wealth of information on this topic that they do not always communicate with management. It sometimes takes an outsider to uncover these issues; I have had considerable success with employees being candid with me. In this optional phase, I would conduct focus group meetings with both line and management employees (8 - 12 individuals per session) to discuss key issues. This step of the proposal would take two days including a minimum of six focus groups. These exercises determine management and staff alignment on issues, prepare staff for the customer service initiative, and identify key strengths and weaknesses in the system. What are the strengths of the organization on which to build or enhance the program? What are the roadblocks in providing good service as identified by line and management staff?. In many respects, this process allows me to be your "eyes and ears" in the organization. Although I ensure confidentiality for employees, I forward all information to you for evaluation, taking care not to identify certain matters with specific individuals. I also provide employees with the oppc, rtunity to call or e-mail me if they have issues they do not want to share in a focus group setting. Phase Three (Optional) A report would be prepared on the findings discovered in Phase Two. Summary These three phases would give you insight on customer service initiatives and on the status of the issues within your organization. My recommended approach would be to follow these three phases with formation of a Coordinating Committee that is representative of a cross section of your staff. The Committee would undertake team projects to improve, enhance, or correct customer service issues identified in Phase Two. My consulting work in Pittsburg, California, for example, included the three phases identified in this proposal but went on to include training for the Coordinating Committee and development of performance contracts between the project teams and the City Manager. I have continued to provide telephone consulting when issues have developed. PMW is always ~villing to discuss any combination of services you desire. Fees PMW Associates daily fee is $1,500 for on-site work; if extra travel days are required, these are billed in half-day increments. In the case of Ashland I would anticipate flying the night before the sessions, after a normal work day, and returning the evening of the work session. As a result this would not add additional travel time expenses. The time to prepare for the on-site work is part of the per-day cost. Work in the office preparing status reports and telephone consultations are billed at $145 per hour, and travel and office expenses are billed at cost. Based on the proposal outlined above, the costs for the project are estimated as follows: · Consulting Services Expenses * (estimated) ! Estimated Total OPTIONAL TOTAL * PHASE ONE PHASE TWO PHASE THREE (3 Phases) $1,500 $ 3,000 $ 750 $ 5,250 500 (air, 225 ** 75 800 hotel & meals) $ 2,000 $ 3,225 $ 825 $ 6,050 * Expenses are estimated and often are less than outlined. ** If combined ~vith Phase One, this reduces the need for additional airfare. Availability If you select the Phase One (one-day option), I would propose October 8, 11, 12, 18, or 25. If you select Phases One and Two, I suggest October 8, 11, 12 (I would stay in Ashland over the weekend at my expense), October 11, 12, 13, or October 25, 26, 27. Thank you for the opportunity to present this proposal to the City of Ashland. I look forward to discussing the assignment with you in more detail. If these arrangements are acceptable, please sign, date, and return this letter. Sincerely, Vice President Optional Phases Phase Two Accepted for the City of Ashland Phase Three Accepted for the City of Ashland Content review by ...... on ~___