HomeMy WebLinkAbout2000-038 Contract - PMW Associates ITY OF ASHLAND PERSONAL SERVICES CONTRACT FOR SERVICES LESS THAN $15,000
CITY OF ASHLAND, (CITY)
20 E. Main St.
Ashland, Oregon 97520
Tel: (541) 488-6002 FAX: (541) 488-531 l
AGREEMENT DATE: November 24, 1999
COMPENSATION: Professional Fees $3,000
($1,500/day); Expenses NTE $890
CONSULTANT: Doug Clark/PMW Associates
232 West Avenida Gaviota
San Clemente, CA 92672
Telephone: (949) 498-7085 FAX: 949 498-8262
BEGINNING DATE: January 31, 2000
COMPLETION DATE: February 1, 2000
SERVICES TO BE PROVIDED: Customer Service Training on January 31 and February 1, 2000
ADDITIONAL TERMS: Paragraph 10 of this contract is omitted,
CITY AND CONSULTANT AGREE:
1. ~AII Costs by Consultant: Consultant shall, at its own risk and expense, perform the personal services described above and, unless other,vise specified, furnish all
labor, equipment and materials required for the proper performance of such septice.
2. Qualified Work: Consultant has represented, and by entering into this contract now represents, that all personnel assigned to the work required under this contract
are fully qualified to perform the service to which they will be assigned in a skilled and workerlike manner and, if required t~ be registered, licensed or bonded by the
State of Oregon, are so registered, licensed and bonded. Consultant shall also procure and maintain a current City of Ashland business license.
3. Completion Date: Consultant shall start performing the service under this contract by the date indicated above and complete the service by the completion date
indicated above.
4. Compensation: City shall pay Consultant for service perfort'ned, including costs and expenses, the sum of specified above. Once work commences, invoices shall be
prepared and submitted by the tenth of the month for work completed in the prior month. Payments shall be made within 30 days of the date of the invoice. Should the
contract be prematunly terminated payments will be made for ~vork completed and accepted to date of termination.
5. Ownershin of Documents: All documents prepared by Consultant pursuant to this contract shall be the property of City.
6. Statotorv Retluirements: ORS 279.312, 279.314, 279.316 and 279.320 are made part of this contract.
7. Lndemni~cation: Consultant agrees to defend, indemnify and save City, its officers, employees and agents harmless from any and all losses, claims, actions, costs,
expenses, judgments, subrogations, or other damages resulting from injury to any person (including injury resulting in death,) or damage (including loss or destruction)
to property. of whatsoever natore arising out of or incident to the performance of this contract by Consultant (including but not limited to, Consultant's employees,
agents, and others designated by Consultant to perform work or services attendant ~o this contract.) Consultant shall not be held responsible for any losses, expenses,
claims, subrogations. actions, costs, judgments, or other damages, directly. solely, and approximately caused by the negligence of City.
8. Termination: This contract may be terminated by City by giving ten days written notice to Consultant and may be terminated by Consultant should City fail
substantially to perform its obligations through no fault of Consultant.
9. Indenendent Contractor Status: Consultant is an independent contractor and not an employee of the City. Consultant shall have the complete responsibility for the
performance of this contract. Consultant shall provide workers' compensation coverage as required in ORS Ch 656 for all persons employed to perform work pursuant
to this contract and prior to commencing any work, Consultant shall provide City with adequate proof of workers' compensation coverage. Consultant is a subject
employer that will comply with ORS 656.017.
I 0. Insurance: Consultant shall, at its own expense, at all times during 1he term of this agreement. maintain in force a comprehensive general liability policy including
coverage for contractual liability for obligations assumed under this Contract, blanket contractual liability, professional errors and omissions, products and completed
operations and comprehensive automobile liability including owned and non-owned automobiles. The liability under each policy shall be a minimum of $500,000 per
occurrence (combined single limit for bodily injury and proper~ damage claims) or $500,000 per occurrence for bodily injury and $100,000 per occurrence for
property damage. Liability coverage shall be provided on an "occurrence" not "claims" basis. The Ciiy of Ashland, its officers, employees and agents shall be named
as additional insureds. Certificates of insurance acceptable to the City shall be filed with City's Risk Manager prior to the commencement of any services by
Consultant under this agreement. These certificates shall contain provision that coverages afforded under the policies can not be canoeled and restrictive modifications
cannot bc made until at least 30 days prior written notice has been given to City. A certificate which states merely that the issuing company "will endeavor to mail"
written notice is unacceptable.
I 1. Assi~nment and Subcontracts: Consultant shall not assign this contract or subcontract any portion of the work without the written consent of City. Any attempted
assignment or subcontract without written consent of City shall be void. Consultant shall be fully responsible for the acts or omissions of any assigns or subcontractors
and of all persons employed by them, and the approval by City of any assignment or subcontract shall not create any contractual relation between the assignee or
subcontractor and City.
CONSULTANT: PMW ASSOCIATES
i3oug Cia~,
FED ID#
CITY OF ASHLAND:
FORM REVIEW.' ~ity Attorney) Date,
Purchase Order:
Coding: 710.02.00.00 604100 (for City purposes only)
CITY OF ASHLAND PERSONAL SERVICES CONTRACT <$15,000 (p:forms~a-shrtps.~k)(rev'd 7/93)
PMW Associates
232 west Avenida Gaviota · San Clemente, California 92672 · (949) 498-7085 · FAX (949) 498-8262
E-mail: pmw@ix.netcom.com · Web site: http://www.pmwassociates.com
November 15, 1999
Mr. Mike Freeman
City Administrator
City of Ashland
20 E. Main St.
Ashland, Oregon 97520
Dear Mike:
Background
This letter outlines a revised proposal for consulting services related to a customer
service initiative in Ashland based on our telephone conversation of last week. The
revised format is a combination of my interpretation of our conversation and my
recommendations for a successful initiative. As in the past, I am always willing to
discuss further modifications to meet your needs. To reduce your costs, I will deliver
hand out materials to you in advance for duplication.
Project PhilosonhvlAnnroach
My previous letters to you outlined the project philosophy I find most successful.
After spending time with you and your key staff members and after our telephone
conversation earlier this week, I would propose focusing my efforts as follows:
I would spend time with your department heads and mid-managers preparing them
for the initiative and helping to integrate the customer service commitment into
the culture of the organization. If line employees are empowered and start using
new skills without support and understanding from managers and supervisors,
frustration and project failure can result.
I would provide you with additional insights into the strengths and roadblocks in
the organization by conducting focus group sessions with line and management
employees. As an "outsider," I can give employees a "safe" environment to reveal
this kind of information. I have had considerable success with this approach.
Employees are usually very candid with me.
I suggest spending time with your Coordinating Committee providing them with
training, team building, and a general framework for carrying out the customer
service commitment. This would include presentation of an Ashland Problem
Solving Model pattemed after the successful SARA system (Scan, Analyze,
Respond, Assess) I have used in other jurisdictions. Most teams move too quickly
to a brainstorming/solution mode. This program offers a systematic approach to
problem solving that spends time defining the tree nature of the problem before
solutions are designed. Too many teams end up solving the wrong problem;
SARA attempts to avoid this pitfall.
I would provide the Coordinating Committee the results of the focus group
meetings and would also conduct the same type of exercise with them.
Comparing the results of management, line employees and the Coordinating
Conunittee can also be useful for you. Knowing where there is alignment or
disagreement on strengths and roadblocks can impact your strategies.
I would work with the Coordinating Committee to review the materials from the
focus groups and would assist them with the design of a work program for
tackling the issues.
Based on our last conversation, the additional element of the project would
include a follow up meeting on Day Two with the Coordinating Committee and
Department Heads to assess results from the focus groups and to identi~
strategies for the initiative.
I would propose to provide on-going assistance with the Coordinating Committee
on an as-needed basis either by scheduling future on-site visits or by providing in-
office telephone consulting services as the project unfolds. This service would be
optional and subject to city manger approval on a case-by-case basis
Project Schedule/On-Site Work/Off-Site Work
Day One - On-Site
Conduct session with DeDartment Heads, Mid-Managers, and City Manager. This
session would include an overview of the customer service commitment initiative
and depending on the time available may include an abbreviated focus group
format regarding strengths and roadblocks in the organization. Suggested time
frame - 8:15 to 9:30
Basic Trainin~ of the Coordinatin~ Committee. The Coordinating Committee is
an extremely important "player" in this effort. Selecting the right people is
critical. I also strongly urge you to have a representative from every department
with additional appointments from major divisions of larger departments. This
kind of representation is critical when trying to integrate the philosophy
throughout the organization and when communicating issues "top - down" and
"bottom - up" in the City. The training would include team building, problem-
solving methods, and customer service discussions. Suggested time flame - 9:30
to noon (or 1:00 PM including a lunch at your option).
Two Focus Group Sessions with Line Employee Groups. These sessions would
involve approximately 12 to 15 employees from a cross section of departments.
Employees should be allowed to volunteer for a focus group but management
should also balance the sessions so that a representative cross section of the work
force is included. Suggested time flame - 1:00 to 3:00 and 3:00 to 5:00.
Individual sessions. I would be available for individual appointments after the
5:00 session or at the beginning of Day Two. Employees who would prefer a
"one-on-one" discussion of issues should have that opportunity. (I will also make
my e-mail and phone number available for employees. If input arrives after
completion of the contract, the information will be provided to you at no
additional cost.)
Day One - Off-Site
In the evening, I will prepare a summary of the findings of the focus groups for use on
Day Two by the Coordinating Committee and Department Heads.
Day Two - On-Site
1. Individual Sessions. Continuation of individual appointments if needed.
Suggested time frame - 8:00 to 8:30.
Coordinating Committee Session. During this session, we will review the results
of the focus groups, identify projects, review the SARA problem solving model,
outline the format for team projects, establish project contracts, etc. In addition.
the Coordinating Committee would also conduct a similar focus group process to
identify strengths and roadblocks in the organization and will compare these with
the other results. (I may conduct this focus group process on Day One, depending
on circumstances and timing.) Suggested time frame - 8:30 to noon.
Follow-up Meeting with Department Heads and City Manager. This meeting can
also include the Coordinating Committee, Mid-Managers or others, as you deem
appropriate. We can either conduct this follow up meeting after the lnnch hour, or
you might want to consider a catered lunch with the Coordinating Committee and
Department Heads as a form of team building and "group buy-in" to the initiative.
The objective of the meeting would be to report findings of the focus groups, to
present projects selected by the Coordinating Committee, to describe the strategies
and work team efforts identified by the Committee, and to obtain a "reality check"
and buy-in from Department Heads. Suggested time flame - noon to 2:00 PM
with lunch or 1:00 to 2:30 without lunch.
Although this schedule is an expedited and shortened process from my usual
approach, I believe it can work for you, especially if we can identify a Coordinating
Committee that is motivated and has credibility in the organization.
Fees
PMW Associates daily fee is $1,500 for on-site work and $145 per hour for off-site/
office work. The daily fee includes travel time and advance preparation work for the
sessions.
Based on the proposal outlined above, the costs for the project are estimated as
follows:
Initial Project
1. Consulting Services 2 Days @ $1,500 per day On Site - $3,000
2. Prepare Results of Focus Groups 2 hours @ $145 290
3. Expenses - (airfare, hotel, meals) * 600
Total Estimated Not to Exceed Costs
$3,890
* Expenses are estimated and are often less than outlined.
On-Goincl Services *
1. Telephone Consultation - $145 per hour
2. On-Site Consultation - $1,500 per day
* Subject to City Manager Approval on a case-by-case basis
Availabilitv
The following dates are suggested for the project (in order of my preference):
January 24, 25
January 13, 14
If these arrangements are acceptable, please sign, date, and return this letter. Thank
you for the opportunity to present this proposal to the City of Ashland. I look forward
to the assigmnent.
Sincerely,
Vice President
Accepted for PMW Associates %
Accepted for the City of Ashland