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HomeMy WebLinkAboutAD09-090 - Original - The Falconer Group - Facilitate Council Retreat - 02/12/2009 Records M pagenre KENT Document V'/45 HIMGTON CONTRACT COVER SHEET This is to be completed by the Contract Manager prior to submission to City Clerks Office. All portions are to be completed. If you have questions, please contact City Clerk's Office. Vendor Name: The Falconer Group Vendor Number: JD Edwards Number Contract Number: AD09-090 This is assigned by City Clerk's Office Project Name: Facilitate Retreat Description: ❑ Interlocal Agreement ❑ Change Order ❑ Amendment ❑ Contract ® Other: Consultant Services Agreement Contract Effective Date: 2/)%/2009 Termination Date: 3/31/2009 Contract Renewal Notice (Days): Number of days required notice for termination or renewal or amendment Contract Manager: J Pulliam Department: Administration Detail: (i.e. address, location, parcel number, tax id, etc.): Facilitate Council Retreat May 6 & 7 S.Publlc\RecordsManagement\Forms\ContractCover\adcc7832 1 11/08 I KENT W1,111GTO. CONSULTANT SERVICES AGREEMENT between the City of Kent and The Falconer Group THIS AGREEMENT is made between the City of Kent, a Washington municipal corporation (hereinafter the "City"), and The Falconer Group organized under the laws of the State of Washington, located and doing business at 1300 S.W. Webster Street, 206-324-2061 (hereinafter the "Consultant"). I. DESCRIPTION OF WORK. Consultant shall perform the following services for the City in accordance with the following described plans and/or specifications: Prepare to facilitate retreat; 1. Interview all Councilmembers individually 2. Meet with John Hodgson 3. Review and develop draft agenda 4. Submit draft for approval Facilitate Retreat; 1. Facilitate retreat May 6, 3-8pm and May 7, 9am-3pm Develop and finalize the retreat summary; 1. Produce summary 2. Submit draft 3. Submit final summary Consultant further represents that the services furnished under this Agreement will be performed in accordance with generally accepted professional practices within the Puget Sound region in effect at the time those services are performed. II. TIME OF COMPLETION. The parties agree that work will begin on the tasks described in Section I above immediately upon the effective date of this Agreement. Upon the effective date of this Agreement, Consultant shall complete the work described in Section I by March 31, 2009. III. COMPENSATION. A. The City shall pay the Consultant, based on time and materials, an amount not to exceed Five Thousand Two Hundred and Fifty Dollars and no cents ($5,250.00). for the services described in this Agreement. This is the maximum amount to be paid under this Agreement for the work described in Section I above, and shall not be CONSULTANT SERVICES AGREEMENT - 1 (Under$10,000) exceeded without the prior written authorization of the City in the form of a negotiated and executed amendment to this agreement. The Consultant agrees that the hourly or flat rate charged by it for its services contracted for herein shall remain locked at the negotiated rate(s) for a period of one (1) year from the effective date of this Agreement. The Consultant's billing rates shall be as delineated in Exhibit Exhibit A. B. The Consultant shall submit one time payment invoices to the City for work performed, and a final bill upon completion of all services described in this Agreement. The City shall provide payment within forty-five (45) days of receipt of an invoice. If the City objects to all or any portion of an invoice, it shall notify the Consultant and reserves the option to only pay that portion of the invoice not in dispute In that event, the parties will immediately make every effort to settle the disputed portion. IV. INDEPENDENT CONTRACTOR. The parties intend that an Independent Contractor-Employer Relationship will be created by this Agreement and that the Consultant has the ability to control and direct the performance and details of its work, the City being interested only in the results obtained under this Agreement. V. TERMINATION. Either party may terminate this Agreement, with or without cause, upon providing the other party thirty (30) days written notice at its address set forth on the signature block of this Agreement. After termination, the City may take possession of all records and data within the Consultant's possession pertaining to this project, which may be used by the City without restriction. If the City's use of Consultant's records or data is not related to this project, it shall be without liability or legal exposure to the Consultant. VI. DISCRIMINATION. In the hiring of employees for the performance of work under this Agreement or any subcontract, the Consultant, its subcontractors, or any person acting on behalf of the Consultant or subcontractor shall not, by reason of race, religion, color, sex, age, sexual orientation, national origin, or the presence of any sensory, mental, or physical disability, discriminate against any person who is qualified and available to perform the work to which the employment relates. Consultant shall execute the attached City of Kent Equal Employment Opportunity Policy Declaration, Comply with City Administrative Policy 1.2, and upon completion of the contract work, file the attached Compliance Statement. VII. INDEMNIFICATION. Consultant shall defend, indemnify and hold the City, its officers, officials, employees, agents and volunteers harmless from any and all claims, injuries, damages, losses or suits, including all legal costs and attorney fees, arising out of or in connection with the Consultant's performance of this Agreement, except for that portion of the injuries and damages caused by the City's negligence. The City's inspection or acceptance of any of Consultant's work when completed shall not be grounds to avoid any of these covenants of indemnification. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Consultant and the City, its officers, officials, employees, agents and volunteers, the Consultant's liability hereunder shall be only to the extent of the Consultant's negligence. CONSULTANT SERVICES AGREEMENT - 2 (Under$10,000) IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THE INDEMNIFICATION PROVIDED HEREIN CONSTITUTES THE CONSULTANT'S WAIVER OF IMMUNITY UNDER INDUSTRIAL INSURANCE, TITLE 51 RCW, SOLELY FOR THE PURPOSES OF THIS INDEMNIFICATION. THE PARTIES FURTHER ACKNOWLEDGE THAT THEY HAVE MUTUALLY NEGOTIATED THIS WAIVER. The provisions of this section shall survive the expiration or termination of this Agreement. VIII. INSURANCE. The Consultant shall procure and maintain for the duration of the Agreement, insurance of the types and in the amounts described in Exhibit B attached and incorporated by this reference. IX. EXCHANGE OF INFORMATION. The City will provide its best efforts to provide reasonable accuracy of any information supplied by it to Consultant for the purpose of completion of the work under this Agreement. X. OWNERSHIP AND USE OF RECORDS AND DOCUMENTS. Original documents, drawings, designs, reports, or any other records developed or created under this Agreement shall belong to and become the property of the City. All records submitted by the City to the Consultant will be safeguarded by the Consultant. Consultant shall make such data, documents, and files available to the City upon the City's request. The City's use or reuse of any of the documents, data and files created by Consultant for this project by anyone other than Consultant on any other project shall be without liability or legal exposure to Consultant. XI. CITY'S RIGHT OF INSPECTION. Even though Consultant is an independent contractor with the authority to control and direct the performance and details of the work authorized under this Agreement, the work must meet the approval of the City and shall be subject to the City's general right of inspection to secure satisfactory completion. XII. WORK PERFORMED AT CONSULTANT'S RISK. Consultant shall take all necessary precautions and shall be responsible for the safety of its employees, agents, and subcontractors in the performance of the contract work and shall utilize all protection necessary for that purpose. All work shall be done at Consultant's own risk, and Consultant shall be responsible for any loss of or damage to materials, tools, or other articles used or held for use in connection with the work. XIII. MISCELLANEOUS PROVISIONS. A. Recyclable Materials. Pursuant to Chapter 3.80 of the Kent City Code, the City requires its contractors and consultants to use recycled and recyclable products whenever practicable. A price preference may be available for any designated recycled product. B. Non-Waiver of Breach. The failure of the City to insist upon strict performance of any of the covenants and agreements contained in this Agreement, or to exercise any option conferred by this Agreement in one or more instances shall not be construed to be a waiver or relinquishment of those covenants, agreements or options, and the same shall be and remain in full force and effect. C. Resolution of Disputes and Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of Washington. If the parties are unable to settle any dispute, difference or claim arising from the parties' performance of this CONSULTANT SERVICES AGREEMENT - 3 (Under$10,000) Agreement, the exclusive means of resolving that dispute, difference or claim, shall only be by filing suit exclusively under the venue, rules and jurisdiction of the King County Superior Court, King County, Washington, unless the parties agree in writing to an alternative dispute resolution process. In any claim or lawsuit for damages arising from the parties' performance of this Agreement, each party shall pay all its legal costs and attorney's fees incurred in defending or bringing such claim or lawsuit, including all appeals, in addition to any other recovery or award provided by law; provided, however, nothing in this paragraph shall be construed to limit the City's right to indemnification under Section VII of this Agreement. D. Written Notice. All communications regarding this Agreement shall be sent to the parties at the addresses listed on the signature page of the Agreement, unless notified to the contrary. Any written notice hereunder shall become effective three (3) business days after the date of mailing by registered or certified mail, and shall be deemed sufficiently given if sent to the addressee at the address stated in this Agreement or such other address as may be hereafter specified in writing. E. Assignment. Any assignment of this Agreement by either party without the written consent of the non-assigning party shall be void. If the non-assigning party gives its consent to any assignment, the terms of this Agreement shall continue in full force and effect and no further assignment shall be made without additional written consent. F. Modification. No waiver, alteration, or modification of any of the provisions of this Agreement shall be binding unless in writing and signed by a duly authorized representative of the City and Consultant. G. Entire Agreement. The written provisions and terms of this Agreement, together with any Exhibits attached hereto, shall supersede all prior verbal statements of any officer or other representative of the City, and such statements shall not be effective or be construed as entering into or forming a part of or altering in any manner this Agreement. All of the above documents are hereby made a part of this Agreement. However, should any language in any of the Exhibits to this Agreement conflict with any language contained in this Agreement, the terms of this Agreement shall prevail. H. Compliance with Laws. The Consultant agrees to comply with all federal, state, and municipal laws, rules, and regulations that are now effective or in the future become applicable to Consultant's business, equipment, and personnel engaged in operations covered by this Agreement or accruing out of the performance of those operations. I. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall constitute an original, and all of which will together constitute this one Agreement. IN WITNESS, the parties below execute this Agreement, which shall become effective on the last date entered below. CONSULTANT: CITY OF KENT: By: By: U (signature) (sogna ure) Prin ame: JAuE57 F. Re- Print Name: Debbie Raplee Its: —= Its: Council President CONSULTANT SERVICES AGREEMENT - 4 (Under$10,000) (tale) DATE: OZ.)z.o9 DATE: CONSULTANT SERVICES AGREEMENT - 5 (Under$10,000) NOTICES TO BE SENT TO: NOTICES TO BE SENT TO: CONSULTANT: CITY OF KENT: Reid James Falconer Rted, Principal Julie Pulliam The Falconer Group City of Kent 1300 SW Webster Street 220 Fourth Avenue South Seattle, WA 98106 Kent, WA 98032 206-324-2061 (telephone) (253) 856-5703 (telephone) No Fax facsimile (253) 856-6700 (facsimile) [In this field,you may enter the electronic filewth where the contract has been saved] CONSULTANT SERVICES AGREEMENT - 6 (Under$10,000) DECLARATION CITY OF KENT EQUAL EMPLOYMENT OPPORTUNITY POLICY The City of Kent is committed to conform to Federal and State laws regarding equal opportunity. As such all contractors, subcontractors and suppliers who perform work with relation to this Agreement shall comply with the regulations of the City's equal employment opportunity policies. The following questions specifically identify the requirements the City deems necessary for any contractor, subcontractor or supplier on this specific Agreement to adhere to. An affirmative response is required on all of the following questions for this Agreement to be valid and binding. If any contractor, subcontractor or supplier willfully misrepresents themselves with regard to the directives outlines, it will be considered a breach of contract and it will be at the City's sole determination regarding suspension or termination for all or part of the Agreement; The questions are as follows: 1. I have read the attached City of Kent administrative policy number 1.2. 2. During the time of this Agreement I will not discriminate in employment on the basis of sex, race, color, national origin, age, or the presence of all sensory, mental or physical disability. 3. During the time of this Agreement the prime contractor will provide a written statement to all new employees and subcontractors indicating commitment as an equal opportunity employer. 4. During the time of the Agreement I, the prime contractor, will actively consider hiring and promotion of women and minorities. 5. Before acceptance of this Agreement, an adherence statement will be signed by me, the Prime Contractor, that the Prime Contractor complied with the requirements as set forth above. By signing below, I agree to fulfill the five requirements referenced above. Dated this )0T day of Fr7S2 Aey , 2009-. By: - ". Rey For: Tic FALo4,Ea. Qur Title: Date: 04.14t..oq EEO COMPLIANCE DOCUMENTS - 1 CITY OF KENT ADMINISTRATIVE POLICY NUMBER: 1.2 EFFECTIVE DATE: January 1, 1998 SUBJECT: MINORITY AND WOMEN SUPERSEDES: April 1, 1996 CONTRACTORS APPROVED BY Jim White, Mayor POLICY: Equal employment opportunity requirements for the City of Kent will conform to federal and state laws. All contractors, subcontractors, consultants and suppliers of the City must guarantee equal employment opportunity within their organization and, if holding Agreements with the City amounting to $10,000 or more within any given year, must take the following affirmative steps: 1. Provide a written statement to all new employees and subcontractors indicating commitment as an equal opportunity employer. 2. Actively consider for promotion and advancement available minorities and women. Any contractor, subcontractor, consultant or supplier who willfully disregards the City's nondiscrimination and equal opportunity requirements shall be considered in breach of contract and subject to suspension or termination for all or part of the Agreement. Contract Compliance Officers will be appointed by the Directors of Planning, Parks, and Public Works Departments to assume the following duties for their respective departments. 1. Ensuring that contractors, subcontractors, consultants, and suppliers subject to these regulations are familiar with the regulations and the City's equal employment opportunity policy. 2. Monitoring to assure adherence to federal, state and local laws, policies and guidelines. EEO COMPLIANCE DOCUMENTS - 2 CITY OF KENT EQUAL EMPLOYMENT OPPORTUNITY COMPLIANCE STATEMENT This form shall be filled out AFTER COMPLETION of this project by the Contractor awarded the Agreement. I, the undersigned, a duly represented agent of ALCOAf3c-C20+ Company, hereby acknowledge and declare that the before-mentioned company was the prime contractor for the Agreement known as that was entered into on the_ (date) C • 12.09 , between the firm I represent and the City of Kent. I declare that I complied fully with all of the requirements and obligations as outlined in the City of Kent Administrative Policy 1.2 and the Declaration City of Kent Equal Employment Opportunity Policy that was part of the before-mentioned Agreement. Dated this 12 day of 200_�_. By: For: "�� 1=A�Caa_CYZa.0 Title: WCOM Date: OZ.1Z .09 EEO COMPLIANCE DOCUMENTS - 3 THE FALCONER GROUP JAMES FALCONER REID, PRINCIPAL 1300 SW Webster Street Seattle, Washington 98106 Phone. 206 324 2061 Email ]falconerreidC(ecomcast net CITY OF KENT CITY COUNCIL RETREAT 6-7 March 2009 THE FALCONER GROUP'S PROPOSED PROCESS AND SCHEDULE to Prepare for, Facilitate and Summarize the Retreat Phases and Tasks Completion Date PREPARE TO FACILITATE RETREAT 27 February Jim Reid's tasks include o Met with and interviewed City Council President Debbie Raplee on Friday, 30 January 2009 to learn about issues facing the City Council in 2009, and what topics she would like to discuss at the Counci's March 2009 retreat (Interview lasted one hour) o By telephone or in person, interview the other six Council members individually and confidentially to learn their needs, concerns and interests, ascertain what they would like to accomplish at the retreat, and identify issues they believe are relevant to ensuring a successful meeting (Assume each interview lasts 60 minutes) o Meet with John Hodgson, the City's Administrative Officer, to obtain his perspective on issues that could affect the retreat and to learn more about the issues and challenges facing the City in 2009 o Review summaries of interview notes and other relevant written ' information,such as the 2008 City Council goals and priorities, to prepare the draft retreat agenda and to facilitate the retreat o Based on all this information,develop a draft retreat agenda o Submit the draft agenda to the Council President and City Administrator for their review and comments o If necessary,revise the agenda per their comments. o Submit the draft agenda to all Council members o If necessary,revise it based on any comments or suggestions they make o Develop draft ground rules to guide decision-making at the retreat. o If necessary,develop other exercises for the retreat. FACILITATE RETREAT 6-7 March Jim Reid's tasks include. o Facilitate the City Council retreat (Per Council President Raplee's direction, the retreat will last from 3-8 p in on Friday, the e, andfrom 9-3 on Saturday, the 7"') o Arrive approximately 45 minutes before the retreat to ensure the room set-up is conducive to achieving the retreat's goals and objectives,and helps keep the participants actively engaged, and stay after the retreat adjourns to follow-up with participants, collect my notes and ensure the room is put back the way we found it (Assume one hour in addition to the actual facilitation each day,for a total of mo hours) DEVELOP AND FINALIZE THE RETREAT SUMMARY 13 March Jim Reid's tasks include o Produce summary of the retreat's key discussions,decisions and agreements, paying careful attention to how the summary can solidify consensus agreements and stimulate their implementation. o Submit the draft summary to all retreat participants for their review and comment,and provide a timeline by which they should send edits to me o If the summary is not sufficiently clear or contains any inaccuracies, revise it per the comments of the participants and submit the final summary to them CITY OF KENT CITY COUNCIL RETREAT 6-7 March 2009 THE FALCONER GROUP'S PROPOSED FACILITATION BUDGET Notes: o The Falconer Group's rate is $175 00 per hour o The Falconer Group does not charge for travel time and other expenses such as long distance telephone calls,printing, mailing and faxing Phases Hours Cost PREPARE TO FACILITATE RETREAT 12.0 $ 2,100.00 FACILITATE RETREAT 13.0 $ 2,275.00 DEVELOP AND SUBMIT SUMMARY 5.0 $ 875.00 TOTAL 30.0 $ 5,250.00 JAMES FALCONER REID 1300 SW Webster Street Seattle,Washington 98106 Telephone 206 324 2061 Email ifalconerreidRa comcast net Professional Experience PRINCIPAL, THE FALCONER GROUP 1989-92; 1995-PRESENT The Falconer Group helps individuals, organizations, and communities resolve disputes, create strategic partnerships,provide dynamic leadership, make higher quality decisions, and improve implementation Jim Reid's expertise interest-based negotiations, mediating complex, multiparty public policy conflicts, mediating workplace disputes, developing and mentonng organizational and community leadership, designing and facilitating strategic planning, team-building, and stakeholder involvement processes, offering strategic advice on public involvement, customer service,and communications with the public and media,and implementing negotiated agreements SENIOR LECTURER, GRADUATE SCHOOL OF PUBLIC AFFAIRS 1992-PRESENT Teaches "Conflict Resolution & Consensus Building Mediation and Negotiation as Instruments of Public Policy and Management" at the University of Washington's Daniel J Evans Graduate School of Public Affairs For the University s Cascade Center for Public Service, teaches an intensive course on mediation and negotiation for senior managers in public and non-profit agencies Conducts training on leadership, team-building,reducing resistance to change,working effectively with elected officials,and developing effective strategies and partnerships MANAGER, KING COUNTY PLANNING& COMMUNITY DEVELOPMENT DIVISION 1992-95 Directed ninety people and a $25 million annual budget to produce nationally acclaimed programs addressing growth management, land use, housing, economic development, and environmental protection Principal accomplishments used conflict resolution skills to resolve complex public policy disputes and build lasting alliances, improved the organization's culture, improved customer service while uniting staff through a common vision and imaginative team-building techniques, directed innovative public participation strategies that empowered communities, and served as an articulate, credible spokesman or negotiator for King County in discussions with representatives of federal, state, and local agencies, grassroots citizens groups, the business community, and the media PROGRAM MANAGER, KING COUNTY PLANNING DIVISION 1984-89 Managed two projects that received national awards for creatively using conflict resolution strategies to protect natural resources, create affordable housing, and resolve intergovernmental disputes Both projects produced consensus among citizens, government agencies, interest groups, and private businesses for creative and pragmatic solutions to complex and divisive growth-related problems Education EXECUTIVE MANAGEMENT PROGRAM 1992 Cascade Center for Public Service,University of Washington MASTERS OF PUBLIC ADMINISTRATION 1983 Daniel J Evans Graduate School of Public Affairs,University of Washington BACHELOR OF ARTS, PHI BETA KAPPA 1976 College of Liberal Arts,University of Minnesota � t THE FALCONER GROUP Founded 1995 MISSION STATEMENT Building Partnerships. Creating Leaders. Conflict is often ignored or avoided, resulting in stalemates,inaction,and"behind the scenes"dissension and resentment Used strategically,conflict is an opportunity to create positive change It stimulates greater understanding, creativity,and cooperation The Falconer Group specializes in mediating conflicts Jim Reid brings people together to identify their mutual interests and agree on and implement solutions that achieve them That's how The Falconer Group is building partnerships. Rapid,dramatic change is a constant in our society and at the workplace Vision and clear direction can make change an ally Leaders define and articulate how change will benefit the organization and individuals, they motivate and inspire the actions needed to implement it The Falconer Group specializes in strengthenmg leadership Jim Reid guides managers, teams and communities to do the right thing as well as do things right That's how The Falconer Group is creating leaders. CUSTOMER SERVICE PRINCIPLE The Falconer Group places premium value on customer service Jim Reid will work with you to identify your interests,needs and expectations, agree on his role and responsibilities, establish the project's goals and deadlines, and develop and adhere to a strategy,budget,and schedule He will communicate with you clearly and frequently, routinely monitor methods and progress, and remain flexible to capitalize on changing situations and new opportunities The Falconer Group is proud of the trusting relationships we've built with our clients. Together we'll achieve your goals on time and within budget. 2 THE FALCONER GROUP SERVES YOU BY. . . ❑ RESOLVING DISPUTES The Falconer Group turns conflict into creative solutions and dynamic partnerships. Using his expertise in negotiation,mediation and dispute resolution,Jim Reid helps diverse interest groups resolve their differences and reach consensus on strategies that address issues,solve problems and implement polices and programs He also helps mediate difficult workplace disputes, thus repairing relationships and allowing employees to refocus on the organization's interests and needs and on their individual and collective goals ❑ DEVELOPING LEADERSHIP AND TEAMWORK The Falconer Group helps managers, organizations, and communities demonstrate visionary leadership and effective teamwork Using his expertise in leadership development,management and building teams, Jim helps clients capitalize on their learning and decision-making styles to expand and strengthen their capacity to provide dynamic leadership He also helps them master the skills and techniques required to create and maintain effective teams His use of interest-based negotiations, "The Learning Style Inventory,"ground rules and effective communications tools helps organizations reduce resistance to change and improve teamwork ❑ PRODUCING STRATEGIC PLANS The Falconer Group helps organizations blend their policies, operations, and culture to create strategies that efficiently achieve their vision and goals Using his expertise in organizational development,policy design and service delivery,Jim helps his clients produce strategies that keep them focused on the ultimate goal,particularly in times of chaos and uncertainty His approach to strategic planning revitalizes organizations, improves services, saves resources and increases customer satisfaction ❑ DESIGNING AND FACILITATING EFFECTIVE MEETINGS The Falconer Group structures processes and agendas to serve each client's unique needs and interests and produce tangible benefits Using his expertise in long-range planning,meeting management and conflict resolution,Jim helps clients use their resources and power to more efficiently achieve consensus on a shared vision and the short- and long-term goals and actions needed to achieve it His approach guarantees that meetings, retreats and public forums are creative, rewarding sessions that produce tangible outcomes and lead to lasting alliances and effective implementation ❑ CREATIVELY INVOLVING THE PUBLIC AND THE CUSTOMER The Falconer Group designs public and client involvement strategies that produce consensus and improve quality. Using his expertise in communications,customer service and program design,Jim develops and manages strategies that unite communities and produce partnerships between organizations and their customers His approach involves the appropriate interested parties and offers them a legitimate and meaningful role. This improves the product and enhances the organization's stature, credibility and support 3 THE FALCONER GROUP CLIENTS 1995 - 2009 State and Local Public Agencies: The Governor of Washington's Joint Natural Resources Cabinet Washington State Department of Community,Trade and Economic Development Washington State Department of Ecology, Water Quality Division Washington State Department of Fish and Wildlife and the Fish and Wildlife Commission Washington State Department of Health, Facilities and Services Licensing Division Washington State Department of Natural Resources Washington State Department of Social and Health Services Washington State Legislative Task Force on Affordable Housing Washington State Legislative Task Force on Local Parks and Recreation Operations and Maintenance Washington State Legislative Task Force on Passenger-Only Ferry Service Washington State Lottery Idaho Fish and Game Commission Grant County Housing Authority King County Executive and Cabinet King County Independent Task Force on Elections King County Arts Commission and the Public Art Commission King County Office of Regional Policy and Programs King County Department of Development and Environmental Services King County Department of Natural Resources and Parks King County Department of Transportation/Accessible Services Program King Conservation District Kitsap County Commission Kitsap County Office of the County Clerk Snohomish County Executive Snohomish County Department of Planning and Development Services/Planning Division Thurston County City of Bainbridge Island Mayor and Executive Management Team City of Bremerton Mayor and City Council City of Burlington City of Covington Mayor and City Council City of Federal Way City Council, and the City Manager and Executive Management Team City of Kirkland Department of Planning and Community Development City of Lake Forest Park Mayor and City Council City of Lynnwood Department of Parks, Recreation and Cultural Arts City of Olympia City of Redmond City Council and the Mayor and Senior Leadership Team City of Redmond Arts Commission City of Redmond Department of Finance and Information Services City of SeaTac City Council City of Seattle Office of Strategic Planning City of Seattle Office of Housing City of Shoreline City Council/City Manager and Senior Leadership Team City of Shoreline Human Resources Department City of Shoreline Departments of Planning and Development Services and Public Works City of Shoreline Planning Commission City of Snohomish 4 Northshore Fire District Sound Transit Tacoma Housing Authority Port of Anacortes Port of Chelan County Cowlitz County Public Utility District#1 Non-profit Organizations: Daniel J Evans Graduate School of Public Affairs, University of Washington Cascade Center for Public Service, University of Washington The Ruckelshaus Center at the University of Washington and Washington State University AIDS Housing of Washington Board of Directors American Institute of Architects, Washington State Council A Regional Coalition for Housing(ARCH) Association of Washington State Housing Authorities Greater Seattle Business Association Hanford Joint Council for Resolving Employee Concerns Livable Communities Coalition Meydenbauer Center, Bellevue National Association of Housing and Redevelopment Officials Nativity House, Tacoma Northwest Development Officers' Association Olympic Peninsula Kidney Center Board of Directors Pioneer Square Neighborhood Planning Committee Pride Foundation Rainier Communications Commission, Tacoma/Pierce County Seattle Downtown Urban Center Planning Group Seattle Goodwill Industries Seattle-King County Workforce Development Council The Coalition for Charitable Choice The Commumtas Group, Kitsap County The Corporation for Supportive Housing Washington Family Support Network Washington Recreation and Park Association Washington State Association of County Auditors Washington State Association of County Treasurers Washington State Finance Officers' Association Private Businesses: Kenmore Air Harbor,Inc. PacifiCorp, Portland Pacific Rim Equities Nextel Communications,Inc. Western Wireless Wizards of the Coast 5 THE FALCONER GROUP TRAINING SESSIONS Offered by Jim Reid Negotiation, Mediation and Conflict Resolution: Principles, Practices, Techniques and Tools to Turn Conflict into Consensus The Art of Facilitation: Making Meetings Work Building Effective Strategies and Relationships: Strengthening an Organization's Policy, Operations and Environment to Achieve its Vision and Goals Learning and Leadership: Creative and Practical Techniques to Improve Your Learning and Leadership Skills Reducing Resistance to Change: Nine Steps to Create Enthusiasm for Change 6 THE FALCONER GROUP ACCOMPLISHMENTS Since opening The Falconer Group in September 1995, Jim Reid has: ■ Mediated twenty complex,multi-party disputes for state agencies, county and city governments, private businesses, and public-private tasks forces or committees The negotiation processes Jim designed and mediated resolved disputes over issues such as environmental protection, wildlife preservation transportation,economic development,parks and recreation, arts and culture, health care, and elections reform ■ Designed and facilitated strategic planning processes for over sixty clients,including state, county and city agencies, and non-profit organizations Because of his success in helping clients produce results-oriented action plans,Jim has been rehired by more than one-third of his clients to assist them in implementing and/or updating these plans ■ Mediated workplace conflicts involving two to forty people Jim's work helped rebuild teams, reestablish leadership, restore reputations, repair trust,reenergize employees and recapture momentum in accomplishing organizational goals ■ Worked with over one hundred elected officials from states,counties,cities and special purpose districts Jim has demonstrated both respect for and skillfulness in advising,facilitating and staffing elected officials. ■ Designed and conducted training for over five hundred senior leaders in the public sector on facilitation,negotiation,mediation,leadership,communications,and managing change Jim's success in resolving disputes may be attributed to his: ■ Effective use of interest-based negotiations ■ Independence,neutrality, diplomacy,tact and courage ■ Experience working with a wide variety of negotiators,including policy representatives,technical representatives, scientists and lawyers ■ Ability to pace a process, including the ability to"close"agreements by knowing when to exert pressure to get the parties to agree ■ Expertise at"reading people"and their environments, including anticipating what they need to be successful ■ Skill in keeping confidences and serving as a"coach"or"sounding board"for all the parties ■ Comfort with conflict and productive use of conflict to develop more creative and higher quality solutions ■ Ability to work"behind the scenes"between formal negotiating sessions to broker agreements. ■ Talent for identifying or creating opportunities for consensus. ■ Ability to adapt productively to unanticipated events and changes in players. ■ Familiarity with the issues and parties at the negotiating table ■ Exceptional organizational talents, including the use of meeting agendas, summaries and draft working documents or agreements to continually move negotiations forward and solidify support for evolving agreements 7 Examples of Jim's recent work as a mediator: These are a few of the projects Jim has recently facilitated that illustrate his success in using interest- based negotiations to resolve complex, multi-party public policy disputes, or in facilitating committees consisting of representatives of federal, state, local and tribal governments,private business, and non- profit organizations to achieve their mandates and goals SSB 5248 COMMITTEE ON CRITICAL AREAS AND AGRICULTURE IN WASHINGTON STATE June 2007- Present As a result of the passage of Substiute Senate Bill(SSB)5248 during Spring 2007,Washington State's Governor and Legislature appointed a task force consisting of representatives of the agricultural and environmental communities and county and Tribal governments to reach agreement on recommendations to protect critical areas from anv negative affects of agricultural practices while maintaining the viability of agriculture In coordination with the William D Ruckelshaus Center at the University of Washington and Washignton State University,Jim is facilitating the task force's process Its consensus recommendations are due to the Governor and Legislature by September 2009 Jim worked with the Committee and Ruckelshaus Center staff to develop and gain agreement on the structure by which the process is conducted,including the ground rules He assists the Center as it conducts the fact-finding that is mandated by the legislation,produces meeting agendas and summaries,facilitates monthly meetings of the Committee and of the four caucus coordinators,and works behind the scenes to help the Committee and Center identify emerging issues,opportunities and threats,and to address them by incorporating them into the substantive framework or fine- tuning the process with the Committee's concurrence PUGET SOUND MONITORING CONSORTIUM August 2006 - Present Jim designed and facilitated the process by which the Department of Ecology's Surface Water and Aquatic Habitat Monitoring Advisory Committee reached consensus on a set of recommendations that were submitted to DOE Director Jay Manning and the Governor's Monitoring Forum in March 2007 The Committee,consisting of twenty-four representatives of local,state, and federal agencies,private businesses,and the environmental community,reached agreement on the need to establish a Puget Sound Monitoring Consortium,the Consortium's long-term vision and goals,and the structure under which the Consortium should operate Once the Legislature funded the initial work of the Consortium during the 2007 Session,Jim was hird to facilitate its work Jim is currently faciltating the Consortium's two subcommittees His work involves 1)structuring and gaining agreement for the subcommittees' work plans, 2)developing meeting agendas and summaries,3)helping the Consortium build a relationship with the Puget Sound Partnership,4)working behind the scenes to ensure Consortium members continue to support the process and goals, and 5)assisting the project manager in designing public outreach efforts to ensure that the Consortium benefits from the perspectives,ideas and suggestions of key stakeholders ELECTIVE PERCUTANEOUS CORONARY INTERVENTIONS STAKEHOLDERS COMMITTEE October 2007-April 2008 Jim designed and managed the process by which a twenty-six member Stakeholders Committee commissioned by the Washington State Legislature reached agreement on a set of recommendations about the rules governing the provision of elective percutaneous cornorary interventions(including stents and angioplasy)in the state The Committee consisted of representatives of the Washington State Department of Health(DOH),health care providers throughout the state,including large and small,and urban and rural hospitals,and state and national medical associations When the Committee was formed,no one expected its work to be productive,fruitful or successful It appeared that the members,with the exception of DOH staff,were more interested in resolving their dispute at the Legislature or in the Courts Recognizing this,Jim conducted over forty confidential interviews of the stakeholders and other interested 8 parrues,including legislators and representatives of the Governor's policy staff,to identify the common interests that could be the foundation for agreement He designed and proposed to the Committee a process which was inclusive, transparent,respectful,fair and task-oriented,and facilitated meetings in a way that ensured the parties accurately heard and understood each other,and were able to take risks in terms of jointly brainstorming creative solutions He also worked behind the scenes with leaders of the caucuses to forge compromises that achieved each parry's interests and enabled them to move away from previously declared positions without`losing face" The Committee's April 2008 report to the DOH included thirty-six consensus recommendations For three areas in which the group could not reach agreement, the report offered two options for addressing them Because of the surprising number of agreements and the civil tone in which the parties agreed to disagree and offered viable options, the Department's challenge of gaining stakeholder support for the final rules was made easier,and the opportunities to gain the support of the hospitals and other health care providers to accurately implement those rules was increased GROWTH MANAGEMENT ACT/AFFORDABLE HOUSING TASK FORCE August— October 2006 The twenty members of the Growth Management Act/Affordable Housing Task Force were charged by Governor Gregoire with recommending strategies to expand the supply of affordable housing in Washington State The Department of Community,Trade and Economic Development(CTED),which staffed the Task Force,hired Jim Reid to serve as its facilitator Jim designed and managed the process by which the Task Force reached agreement on twenty strategies that proposed 1)using existing state funding more strategically for infrastructure to stimulate the development of new housing,2) authorizing new local funding sources for housing,3)rewarding local communities that accept higher density through a variety of incentives,and with new or more flexible planning tools,and 4)ensuring sufficient land capacity to accommodate growth To achieve these agreements,Jim 1)conducted confidential interviews of the Task Force members and CTED staff, 2)helped them identify their mutual interests and common concerns, 3)developed the Task Force's work plan and meeting agendas,4)produced meeting summaries and"working"papers,5)organized three subcommittees, and 6) worked diligently"behind the scenes"to keep participants at the table and help them reach consensus STATE LEGISLATIVE TASK FORCE ON PASSENGER-ONLY FERRY SERVICE August 2005 — January 2006 To resolve a long-time dispute over the provision of passenger-only ferry service on Puget Sound,the Washington State Legislature's Joint Transportation Committee(JTC), in coordination with the Office of the Governor,appointed a nineteen-member Task Force to recommend strategies for maintaining or expanding service through public or private organizations or a combination of them The JTC appointed Jim Reid to mediate the work of the Task Force, which consisted of four legislators and representatives of the Governor.the Transportation Commission,state,local, and private sery ice providers,labor,and citizens Using an"interest-based"approach,Jim helped the Task Force members identify and agree on their mutual interests and five key findings The members' common interests served as the foundation for agreement among them on a set of policy recommendations and the development of three service delivery alternatives Jim also guided Task Force members to an agreement on the process by which an outside consultant was hired to independently analyze the options While some Task Force members determined that it was not in their best interest to reach agreement on one option,they supported submitting the report with all the options to the Legislature and requested that Jim present it to the JTC Jim employed such facilitation and mediation techniques as 1)"shuttle diplomacy"between meetings to help narrow and resolve differences between the caucuses' positions,2)the use of a subcommittee that reflected the interests of all parties to efficiently develop draft recommendations,3)public testimony from citizens and parties not seated at the negotiating table, and 4)gentle,respectful pressure to help the parties be more effective negotiators 9 KING COUNTY INDEPENDENT TASK FORCE ON ELECTIONS May 2005 — February 2006 .,x The accuracy and fairness of the November 2004 gubernatorial election,the closest in Washington State's history,was disputed when the King County Elections Office found and counted 587 missing ballots during the second recount, reversing the outcomes from Election Day and the first recount As a result of the public furor over the County's conduct of the election, King County Executive Ron Sims appointed a ten-member Independent Task Force on Elections to recommend improvements in the County's elections system and the office's culture, leadership and management Jim Reid played a key role in helping the Task Force achieve its foremost goal Restore public trust and confidence in King County's election system by ensuring that every legitimate vote is counted and that the outcome of every election is accurate As the Task Force's Chief of Staff,Jim worked with the Chair and Vice Chair to design and manage the process by which the Task Force reached agreement in July 2005 on fifteen recommendations for improving King County's and the State's elections systems,and improving the culture of the County's elections office He also helped design and manage the Task Force's process In February 2006 when,at the request of Executive Sims,the members reconvened to assess the County's progress or lack of it in implementing those recommendations As a result of this process,the Task Force reached consensus on ten recommendations In both phases of the Task Force's work,Jim's sensitivity to the highly partisan nature of King County government enabled the Task Force to avoid stepping on"political land mines" Jim designed and gained the members' approval of the work plan and ground rules,developed meeting agendas and summaries,helped achieve Task Force consensus on nine mutual interests and"The Task Force's Initial Findings," wrote issue and briefing papers,helped design,administer and analyze an internet survey of elections office employees,worked with representatives of bargaining units to finalize the survey and gain their support for it, conducted confidential interviews of elected officials and community leaders,developed agendas for and helped facilitate meetings of the three subcommittees,maintained a mailing list of key stakeholders and interested citizens, assisted in developing strategies to transit key messages through the media to the public,and acted as a liaison between the County Executive's Office and the Task Force Jim also used his experience as a former public sector manager to offer strategic advice to Task Force members,particularly on issues of leadership,cultural change,and gaining support for their recommendations from the King County Executive and Council When the first phase of the Task Force's work ended in July 2005.the County Executive's Office hired Jim to manage the process for implementing the Task Force's#1 ref ormnendation—hire an outside,independent"turnaround team" to transform the culture of the elections office Jim designed and managed the process by which the team was hired following a nation-wide search within the timeline prescribed by the County Executive Jim wrote the Job description and gained approval of it from the Executive and Task Force,strategically recruited viable,qualified candidates, facilitated the process by which applicants were screened and interviewed and the"turnaround team"was selected, gamed the Executive's and Task Force's approval of the team,testified before a County Council committee and briefed individual Council members on the hiring process and selection,and helped design and manage strategies that produced favorable media coverage of the consultants selected to serve as the"turnaround team" 10 Examples of Jim Reid's work facilitating strategic planning processes: Jim Reid specializes in working with local government elected officials, senior appointed officials, and public and non-profit commissions and boards of directors to strengthen their leadership skills through results-oriented strategic planning, and to improve teamwork among them by helping them identify and build on their mutual interests Jim is proudest of his work in strategic planning and leadership development with these clients • KING COUNTY EXECUTIVE RON SIMS AND HIS CABINET 2006 - 2009 • CITY OF COVINGTON MAYOR AND CITY COUNCIL 2007 - 2009 • CITY OF FEDERAL WAY CITY COUNCIL AND MANAGEMENT TEAM 2000 - 2008 • CITY OF REDMOND MAYOR, SENIOR LEADERSHIP TEAM AND/OR CITY COUNCIL 2003 - 2006 • CITY OF LAKE FOREST PARK MAYOR AND CITY COUNCIL 2004 - 2006 ■ CITY OF LYNNWOOD PARKS, RECREATION AND CULTURAL ARTS DEPARTMENT 2003, 2005 and 2007 • REDMOND ARTS COMMISSION 2006 ■ OLYMPIC PENINSULA KIDNEY CENTER BOARD OF DIRECTORS 2006-2009 • MEYDENBAUER CENTER(BELLEVUE) EXECUTIVE LEADERSHIP TEAM 2005 ■ TACOMA ARTS COMMISSION 2005 • THE NATURE CONSERVANCY, WASHINGTON STATE CHAPTER 2004 • AMERICAN INSTITUTE OF ARCHITECTS, WASHINGTON STATE COUNCIL 2001 and 2000 11 EXHIBIT B INSURANCE & INDEMNITY REQUIREMENTS No Insurance is required for this Contract.