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HomeMy WebLinkAbout15- GCN Strategic Planning Proposal - Bozeman MT Strategic Plan - 01Dec2015-Final2-signed 100 Peachtree Street NW Suite 1500 Atlanta, GA 30303 office 800·959·5015 fax 404·521·0487 www.gcn.org PROPOSAL Bozeman, Montana RE: Strategic Plan Introduction The City of Bozeman was settled in 1863 and incorporated in 1883. The City operates under a citizen‐ approved charter which provides flexibility not available to all local governments in Montana. The City of Bozeman is a Commission / Manager form of government, as established by ordinance in 1922, with an elected Municipal Judge. These three entities form the legislative, executive, and judicial branches of government. The City of Bozeman (“COB”) is a dynamic, innovative, and growing community. Between 2000 and 2015, Bozeman grew by over 40% to a population of approximately 40,000 residents. Bozeman is home to Montana State University, the state’s largest and fastest growing university with over 15,000 students and $100M in annual research expenditures. Bozeman is the business and services hub for a four county area, and is quickly becoming a national player. The Bozeman Yellowstone International Airport has recently become the busiest airport in Montana for passenger service, and a number of globally‐ recognized employers call Bozeman home, including Gibson Guitars, Simms Fishing Equipment, and Oracle, to name a few. According to Policom, Bozeman’s economy has ranked among the top ten of 536 micro‐politan economies in the US nine of the past ten years. This is a result of our diverse economy which includes high‐tech, manufacturing, photonics and optics, the outdoor industry, bioscience and pharmaceuticals, and healthcare. Bozeman has a highly educated and extremely entrepreneurial population; 54% of Bozeman residents earned a bachelor’s degree or higher level of education and Bozeman is host to more start‐up companies per capita than anywhere else in the nation. Integrity, leadership, service, and teamwork are the core values of the city of Bozeman and its vision is to be the "Most Livable Place." The City's mission "To enhance the quality of life through excellence in public service"gives guidance to the staff as they fulfill their commitment of providing sound professional advice to our elected officials and assist them in their daily approach to servicing our vibrant community. As Bozeman continues to grow, there is a need to develop and implement an organizational vision and strategy to develop Bozeman as a world‐class community where students, families, and entrepreneurs choose to live and realize their personal and professional aspirations. Why Us? The Georgia Center for Nonprofits (GCN) submits the following proposal for strategic planning facilitation work to further the efforts and impact the Foundation. We look forward to the opportunity to work with and believe that we are a great fit with you to make an impactful partnership:  GCN consultants have done strategy facilitation for the Metropolitan Atlanta Rapid Transit Authority (MARTA) and the city of San Francisco's Bay Area Rapid Transit (BART) system MTA. PROPOSAL: Strategic Plan Bozeman, Montana Page 2 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org  GCN consultants have taken over 100 organizations through strategic planning from $42B corporations down to nonprofits across every industry.  GCN has developed a customized approach/methodology utilizing the balanced scorecard framework to ensure our clients have a “balanced” and executable strategy that can’t be used to drive COB over the next five years  GCN serves municipalities and more than 900 nonprofits each year.  GCN engaged over 200 for profit, nonprofit and government executive and board leaders in 2014 within our executive programming that include topics such as executive leadership, board development, finance & accounting, fundraising, marketing & communications and more.  Last year, 24,500 nonprofit, philanthropic, corporate, and government professionals received GCN communications.  GCN staff has experience working with government and social services organizations in building the capacity of their staff and programs.  GCN is well-connected and respected in the community. We leverage best practice to work with COB, stakeholders from the Transportation Master Plan and Water Master Plan to enhance your impact for Bozeman.  GCN offers a reasonable price for high-quality work and talent.  GCN is value-oriented. GCN has teamed with VYD and Associates to facilitate/develop the Strategic Plan for the City of Bozeman. VYD and Associates (VYD) is focused on client value and corporate citizenship. Their consultants combine industry subject matter expertise and management consulting experience to provide a more comprehensive solution and higher quality of consulting service delivery. VYD’s key strengths include:  Integration between strategy, program performance, impact and return on investment (ROI).  Identifying disengaged community members and re-engaging them as valued stakeholders in defining success. VYD and Associates offers consulting and subject matter experience, a holistic approach, the agility of a small firm at a more competitive price point. They optimize value by bringing best practices and subject matter expertise to define solutions, evaluate results and identify additional opportunities for improvement and benefits realization. VYD and Associates is a SBA certified 8(a) firm, SBA Certified Historically Underutilized Business Zone (HUBZone), Certified Service Disabled Veteran Owned Small Business (SDVOSB), WBENC Certified Woman Owned Small Business (WOSB), DOT and NMSDC Certified Minority Business Enterprise (MBE) providing:  Management & Strategy  Organizational Assessment  Performance Measurement & Evaluation  Research, Evaluation & Policy VYD’s clients include the U.S. Department of Labor, Georgia Tech, and the East Lake Foundation. PROPOSAL: Strategic Plan Bozeman, Montana Page 3 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Our Mission The mission of the Georgia Center for Nonprofits is to build thriving communities by helping nonprofits and their government and corporate partners succeed. GCN’s Nonprofit Consulting Group provides the expert guidance to develop strategies and build capacity for organizations of all sizes and subsectors, enabling them to accelerate and grow their impact. The core team of consultants has a full spectrum of areas of expertise, including strategic planning, project portfolio management, process improvement, executive coaching, board development, succession planning and executive transition management, development strategy, market analysis, and program evaluation. GCN Consulting Vision We enable communities to thrive by providing high quality consulting services that helps our clients understand key attributes of future success in a transforming world, a clear understanding of gaps between current state and future success and roadmap to support their journey forward. Methodology The Georgia Center for Nonprofits uses a logical and versatile balanced scorecard framework that we have adapted specifically for government organizations and nonprofits to guide the development of a plan, ensuring that clients identify:  What must be delivered to accomplish the mission and successfully serve the community;  How internal processes must be transformed for future success;  What kind of organizational capacity—workforce, volunteer network, and technological infrastructure—is needed within and outside of the organization to effectively support the operations;  What financial resources are needed to operate and build the organization of the future? Our approach will help COB answer the following questions:  How will the external future environment be different?  What is COB’s current state?  Where will COB focus its efforts if it is going to be successful given key future assumptions?  How will we get there? Please see more about the Balanced Scorecard approach and a graphical depiction of the map at gcn.org/scorecard. Strategic Plan Development Services Strategic Planning: Our objective is to facilitate the development of a strategic plan for the City of Bozeman using our proven framework, which includes a comprehensive community engagement process. Additional objectives include:  Clarified understanding of the current internal and external environments. PROPOSAL: Strategic Plan Bozeman, Montana Page 4 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org  Identification of key stakeholders, to include Bozeman’s Research, Business, Airport and Community stakeholders.  Development of key organizational assumptions about the future environment in which COB will exist, from both internal and external perspectives.  Identification of key priorities across four perspectives [Mission/customer, internal process, organizational capital (workforce/technology) and Financial] that must be accomplished for COB to be successful.  Development of measurable objectives that will help COB move from its current state to achieving their strategic priorities and achieve each strategic objective.  Identification of key initiatives that will help COB achieve each strategic objective.  Development of an initial strategic implementation plan of action/map based on the prioritization of identified key initiatives. Key Deliverables will include:  Summary of stakeholder research both internal and external to gain perspective and insight on SWOT analysis and the development of key assumptions.  Strategic Plan to include Assumptions, Strategic Priorities/Goals, Vision, Objectives, Strategic Initiatives, and timeline (consultants to facilitate initial implementation plan/roadmap to be further detailed and carried forward by staff to become more fully actionable as their annual plan).  Best practice recommendations for effective strategic planning execution PHASE I Step 1: Situation Review GCN will ensure the inclusion of all stakeholders’ input and perspectives to establish its current state and consider the future environment through the use of existing documentation provided by the City of Bozeman and additional focus groups with staff and board members.  Review available internal documents and research materials—financial statements; previous strategic plans, development plans, etc.; previous stakeholder feedback.  Conduct group sessions, interviews as well as site visits to key program locations to extrapolate expectations of the future environment as it will affect how best to support the community in the future.  Perform secondary research, if needed, to validate primary research findings and to analyze community trends, challenges, and opportunities.  Prepare a summary of findings and propose planning retreat agenda. Step 2: Strategic Planning Retreat Kay executives, select staff, Strategic Planning Committee (if applicable), and the Board will narrow down and agree on future environmental assumptions that were identified in step one. The executive team (in separate meetings) will develop key strategic priorities, a vision statement, identify values and draft measurable objectives and actionable initiatives, laying the foundation of the full plan.  Agree on environmental scan key assumptions (from SWOT).  Identify key goals across mission/customer, internal process, financial and organizational capital perspectives.  Draft measurable objectives within each perspective (GAP Analysis) and potential key targets (additional work may be needed to finalize key targets). PROPOSAL: Strategic Plan Bozeman, Montana Page 5 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org  Identify potential initiatives which could help achieve identified targets (additional due diligence of objectives may be needed to have a finalize list (i.e. cost, impact, timeline, etc.). Step 3: Draft the Plan With support from the City of Bozeman, GCN will create a rough draft of the strategic plan and recommended roadmap, ensuring that it is both appropriately aspirational and achievable.  Meet with key leadership to review initial draft prepared by Consultants.  Create a final draft for stakeholder review/refinement PHASE II Step 4: Implementation Planning GCN will facilitate the development of action plans with the leadership team for strategic implementation.  Facilitate a leadership meeting:  Finalize key initiatives (strategic portfolio)  Develop plans of action for strategic priorities.  Use a proven prioritization process/framework to determine when each objective and corresponding initiatives will be implemented.  Develop an integrated staff implementation timeline (roadmap).  Address issues and challenges to implementation that include client, organizational and funding needs. Step 5: Finalize the Plan GCN will continue to incorporate stakeholder feedback and input until the plan is finalized.  Conduct meeting to finalize the plan and priorities based on stakeholder feedback.  Agree on key performance measurement metrics, and the monitoring and evaluation process.  Finalize the three year roadmap to ensure that the plan is both appropriately aspirational and achievable. Implementation Plan GCN will facilitate COB through a process of initiative prioritization which will help identify the sequence and timing of all key initiatives over the course of the planning horizon. A key aspect of this process is to help guide Bozeman as it performs “due diligence” with identified initiatives to get a firm understanding on their relative impact on identified objectives and their associated measurement targets. This due diligence will give COB leadership the information it needs to identify what are the most important initiatives to resource/execute are as well as an understanding of the logical sequencing of the initiatives given identified relationships PROPOSAL: Strategic Plan Bozeman, Montana Page 6 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Measures of Success  The adherence to a structured schedule (based on an agreed-upon timetable and deliverables) that ensures that interviews are conducted and assessments are completed and delivered by the agreed-upon deadlines.  Successful facilitation of interviews, meetings and presentations.  Delivery of professionally prepared documents, meeting materials, presentations, reports and proposed implementation plans in the above areas. Estimated Timeline 2016 Jan Feb Mar Apr May Jun Jul Strategic Clarity Phase 1 Strategic Clarity Phase 2 Strategic Planning Step 1 Strategic Planning Step 2 Strategic Planning Step 3 Strategic Planning Step 4 Strategic Planning Step 5 PROPOSAL: Strategic Plan Bozeman, Montana Page 7 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Plan Update Process GCN recommends a five step process for reviewing and updating a strategic plan: Deliverables  Summary of stakeholder research both internal and external to gain perspective and insight on SWOT analysis and the development of key assumptions.  Strategic Plan to include Assumptions, Strategic Priorities/Goals, Vision, Objectives, Strategic Initiatives, and timeline (consultants to facilitate initial implementation plan/roadmap to be further detailed and carried forward by staff to become more fully actionable as their annual plan).  Best practice recommendations for effective strategic planning execution Annual Strategy Validation/Refresh Process Validate Key Assumption •Review each assumption and validate that it is still relevant/ correct Adjust Strategy Review Performance Results Review Strategic Portfolio Action Planning •If assumptions and/ or strategic priorities change, identify new objectives, KPIs, targets and initiatives •Validate that the current pace against each target is satisfactory •Ensure initiative priorities are still valid, review new candidate initiatives and add to priority list •Adjust the strategy roadmap as needed, identify next steps, adjust communication plans as needed Situation Analysis •Market scan •Customer analysis •Regulatory environment Performance against Strategic Objectives 0 10 20 30 40 50 60 70 80 Quality & Compliance Focus on People Increase BloodCollections Reduce Costs Reinforce ARC Brand Customer Focus Projects as of 6/21/07Projects as of 9/4/07 Enterprise Portfolio Performance Strategic Decisions •Policy changes •Portfolio shifts •Resource deployments 1 FinancialOrganizational CapitalCustomer/ MarketInternalProcessesDrive compliant best practices to replicate success Department/office models are conducive to effective ROI Gain national and local recognitionDiversify/realign service offerings to meet changing market needs Identify market data sets opportunities (county, payer, discipline) Deliver quality care in a compliant manner and increase profitable growth Optimize investmentsGrow market share Provide continuous, job-specific training to internal and external staff Become an industry leader in client /patient satisfaction Become an industry leader in compliance Increase retention of internal and external staff Establish sound, data-driven business practices/decision tools (utilize ROI analysis) Information systems that drive efficiency and provide accurate data Optimize healthcare reform revenue opportunities Provide cost effective, quality outcomes Service line and local market specific branding Culture of opportunity, transparency & accountability to team goals Align total rewards to desired organizational outcomes Attract, recruit, assess, hire and develop high performing employees PROPOSAL: Strategic Plan Bozeman, Montana Page 8 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Consultant’s Key Leadership Responsibilities  Design the planning process.  Conduct primary research for situation review.  Review available internal documents, financial statements and research materials. Incorporate findings from recent survey, etc.  Interview key external and internal stakeholders (40) - including key staff and board management, funders, key volunteers, etc.  Develop a Situation Analysis & Strategic Assessment Report including:  External Assessment. Comprehensive description and understanding of: o Targeted population. o Current needs associated with the target population. o Strategic opportunities to improve meeting the needs and/or more efficient operation. o The status of other market forces that might impact the City of Bozeman strategies, including key technological, political, economic, and social trends.  Internal Assessment. Clear description and understanding of: o Effectiveness and value of current programs. o Core, distinct competence - competitive advantage over similar perceived agencies. o Overall organizational readiness for future challenges and opportunities, including success factors for effective strategic partnerships.  Perform limited secondary research for situation analysis.  Facilitate the strategic planning working sessions listed in the plan of action.  Work with the organization leadership to socialize/review the draft plan with key stakeholders, via surveys, interviews and staff focus group.  Document each working session, including drafting, revising and finalizing the Strategic Plan.  Provide on-call coaching and one-on-one consulting during development of the plan.  Offer recommendations regarding chosen plan and strategic implementation. COB Leadership and staff responsibilities  Support the identification of key stakeholders and the scheduling of all interviews. A key element of this methodology it’s the engagement of relevant political, business, nonprofit and other community groups to ensure buy-in and support to the plan. (See appendix C)  Participate in environmental scan interviews and strategy retreat  Take the lead on developing key initiatives to support identified objectives to include performing due diligence on key initiatives  Provide space and copying capability to GCN client team  Be available to review draft strategic plan and to iterate with GCN to finalize the plan PROPOSAL: Strategic Plan Bozeman, Montana Page 9 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Confidential Information Materials of a confidential nature, client relationships, and proprietary products, services, or relationships, in addition to documents created as part of this consulting relationship are the property of the City of Bozeman. The parties acknowledge that in connection with GCN’s Services, the City of Bozeman may disclose to GCN confidential and proprietary information of the City of Bozeman, and that GCN may also create such information within the scope and in the course of performing the Services (hereinafter, “The City of Bozeman Confidential Information”). In addition, GCN may disclose to the City of Bozeman confidential and proprietary information of GCN (hereinafter, “GCN Confidential Information”). GCN agrees not to use, disclose, deliver, sell, license, publish, reproduce, provide access or otherwise make available any The City of Bozeman Confidential Information that is outside the scope of this Agreement except upon the City of Bozeman’s prior written consent. This excludes information that: i. became part of the public domain after disclosure to GCN by publication or otherwise, except by breach of this Agreement; ii. or is required to be disclosed by law, regulation or judicial or administrative process. The City of Bozeman agrees not to use, disclose, deliver, sell, license, publish, reproduce, provide access or otherwise make available any GCN Confidential Information that is outside the scope of this Agreement except upon GCN’s prior written consent. GCN will maintain a copy (written and/or electronic) of all material (training documents and presentation materials) that is created and presented to the City of Bozeman for the purposes of this Agreement. Indemnification The City of Bozeman agrees to indemnify and hold GCN harmless from and against any and all obligations, damages, costs, expenses, judgments, attorneys’ fees and attachments whatsoever arising from or related to the services rendered to the City of Bozeman by GCN associated with the training documents and presentations, except, in each case, to the extent such claims arise due to GCN’s bad faith, willful misconduct, fraud or gross negligence. PROPOSAL: Strategic Plan Bozeman, Montana Page 10 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Approvals The signatures below indicate support for engaging GCN for the scope of work outlined. The signed document may be faxed to Nicole Morado at 404-521-0487 or scanned and emailed to nmorado@gcn.org. For GCN Consulting: Tim Johnson, VP of Consulting and Professional Services Date: For Bozeman, Montana: Chris Kukulski, City Manager Date: Appendix A: Team Members Georgia Center for Nonprofits (“GCN”) will provide Tim Johnson to serve as the advising GCN consultant working on this project where he will contribute his strategic leadership, business planning, consulting and facilitation experience in a productive process to bring the most value toward a successful project Vonetta Daniels will serve as the lead consultant on this project. The Georgia Center for Nonprofits (GCN) consulting services team helps nonprofit and philanthropic leaders with the important work of developing strategies and building strong organizations that accelerate and grow their social impact. GCN is uniquely positioned as the association for nonprofits with a full team focused on the mission of strengthening the nonprofit sector in Georgia while also serving as a leading nonprofit management center nationwide. It is our role to identify, create and to promote the best practices in nonprofit management, working to do so with more than 1,200 GCN members through our executive programs, nonprofit university training workshops and much more. Examples of our work and areas of expertise can be found at www.gcn.org/consulting. Facilitation Team Our consulting team is uniquely positioned to help the City of Bozeman develop a comprehensive, balanced, executable strategy that can be used as a tool to drive change into the future. Our consultants have worked with government agencies, large transit agencies, corporations and a host of community organizations to understand how changing demographics, Timothy A. Johnson 1 Dec 15 PROPOSAL: Strategic Plan Bozeman, Montana Page 11 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org social/economic trends, and evolving customer expectations and technology trends will impact their ability to remain successful into the future. Our experienced consultants and unique approach ensure full engagement and buy-in across numerous stakeholder entities and lays the foundation for successful strategic plan execution. We know that historically strategic plans fail when they are not executable (not built correctly), not “bought-in” to across key stakeholders, not prioritized and logically laid out into a roadmap, not tied to the budgeting process and not “managed” by the executive team through periodic strategy reviews. The Georgia Center for Nonprofits has completed over 400 consulting engagements for large and small nonprofit clients and government departments over the past five years. GCN works with numerous corporations, government entities and foundations on actively planning and/or executing their strategies. Our skills, experience, relationships and depth of knowledge about nonprofits as well as trends, issues and stakeholder dynamic with the nonprofit arena in Georgia including solid experience with social services in Georgia are key advantages we will offer in this engagement. We have a breadth and depth of management consulting experience GCN’s consulting services team consists of an experienced, dedicated internal team with strong planning, organizational development, and executive coaching experience. We have experience leading or overseeing virtually all major categories of consulting services. We also have close working relationships with numerous consulting partners who we team with to deliver exceptional professional service deliverables. We have a collaborative approach which emphasizes capacity-building and value GCN’s consulting process uses a collaborative model where we work closely with our client’s leadership team and staff to not only complete a project but to build capacity through the process of working on planning, organizational development or other management and leadership tasks. We are experienced, trained facilitators who know that projects which yield results have strong ownership by the team members who must implement. We assist you, guide you and provide a productive process, helping create solid deliverables and capabilities along the way. We can provide tools and recommend pertinent training that can enhance your capabilities. This approach, along with our deep experience and competitive rates, provides a strong value proposition to our clients. Our Team Tim Johnson | Vice President, Consulting & Professional Services Advisor tjohnson@gcn.org | 678.916.3012 Mr. Johnson has deep experience working on business and strategic planning, growth initiatives and in partnership development and business development with businesses, public organizations and nonprofits. Mr. Johnson’s experience includes work in strategy development and execution, portfolio management, process improvement, performance management as well as over 25 years of management and general consulting experience in the United States Air Force, KPMG, Booz Allen Hamilton and the North Highland Company prior to leading the consulting practice at GCN. He has worked with over 70 organizations across every sector and numerous industries from $42B Fortune 100 corporations to small nonprofit organizations. He is a Certified Strategic Planner from the American Management Association; author of the Air Force’s Guide to Strategic Planning and has a Master’s Degree in Organizational Management from Trevecca University. Mr. Johnson is also a retired Lieutenant Colonel in the United States Air Force. PROPOSAL: Strategic Plan Bozeman, Montana Page 12 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Vonetta Y. Daniels | President and CEO, VYD and Associates Project Lead vonetta@vydandassociates.com | 404.966.8411 Vonetta Y. Daniels is an Air Force Veteran with more than 20 years of combined industry and Management Consulting experience with BearingPoint, PricewaterhouseCoopers (PwC) and as an Internal Consultant for SunTrust Banks, and industry experience Research, Higher Education, Government, Non-Profits, Education and Community Partners and Financial Services. She has worked with the Center for Disease Control (CDC) Office of Strategy to implement its Health Results Measurement Framework to maximize the health impact of CDC’s resource management decisions (both internal and external to the enterprise); Supported Georgia Tech Research Institute (GTRI) Organizational Effectiveness Assessment & Business Process recommendations to achieve greater visibility, interaction, and support between and across GTRI and the main Georgia Tech campus community; Managed the design, implementation and deployment of Efforts to Outcomes (ETO) pilot for the East Lake Foundation; implemented the Outcomes Measurement pilot project to collect, analyze and report data on the effectiveness of the ELF programs and its East Lake partners; developed and implemented strategic plans which include community impact assessments. Vonetta is an alumna of the University of Virginia and Emory University with a Bachelor of Arts in Economics and Political Science, a PMI Certified Project Management Professional (PMP), and an AmeriCorps National Service Alumna. PROPOSAL: Strategic Plan Bozeman, Montana Page 13 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Appendix B: Consulting Values Consulting Values For Operating in a Client-Consultant Partnership  We honor the culture, values and mission of our nonprofit clients, showing sensitivity and regard for the feelings, ideals and expectations of the organization and people with whom they are working.  We accept where our clients are and begin work there; we elicit their wisdom rather than impose our agenda.  We represent our qualifications and credentials accurately and point out any potential conflict of interest.  As a sign of mutual accountability for results, we agree with our clients on the objectives, scope, approach, roles and responsibilities, fees, and time frame for the proposed engagement, documented in a clearly written proposal at the start of our work together. We then deliver on our agreements.  We offer flexible, creative solutions uniquely fitted to the client’s need.  We value diversity and inclusion in our work with clients.  We keep client information strictly confidential both during and after the contractual period.  We provide honest, respectful feedback in order to advance our shared goals.  We contribute to client learning and organizational capacity building in each project.  We seek opportunities for our own continuous learning and for learning together with our client PROPOSAL: Strategic Plan Bozeman, Montana Page 14 of 14 Georgia Center for Nonprofits | 100 Peachtree Street NW, Suite 1500, Atlanta, GA 30303 | 678·916·3082 | www.gcn.org Appendix C: Community Engagement Methodology/Approach The City of Bozeman seeks to establish a clear vision and strategic plan that can be used to guide the City through successful growth, decision-making, resource allocation. Community engagement and developing a Community Investment Strategy are key components to a holistic Vision and Strategic Plan. GCN’s approach would re-engage community members as valued stakeholders in defining success, achieving consensus, alignment and prioritization. Current State Assessment The Current State Assessment is the foundation of Strategy Development includes Stakeholder and Community Engagement. The Current State Assessment will include:  Conducting a background review, project planning, and initial meetings with project stakeholders to gain insights and discuss approach.  Stakeholder inputs and data collection, which may include research, interviews and surveys to analyze key issues.  Key findings utilized to assess key trends and issues for further evaluation in interviews and focus groups.  Data is analyzed to identify key issues and trends for future analysis. GCN will facilitate a series of sessions with the City to define the Impact Mission and Vision; conduct, SWOT Analysis; determine the Political, Environmental, Socio-Cultural and Technical (PEST) Analysis, inventory of Community Assets or “Asset Mapping”; and conduct Problem Analysis to develop a Baseline Report Card. GCN will employ the Consensus-Oriented Decision-Making (CODM) to help the City reach consensus on the components of the strategy. Strategy Development with Stakeholder and Community Engagement The Strategy Development with Stakeholder and Community Engagement phase will determine “Where will we focus our efforts? How do we define success? How do we succeed? How do we get there?” Using the Baseline Report Card, GCN will facilitate strategy sessions with the City and Community Stakeholders to define goals for the Strategy. GCN will host of five community focus group sessions. The purpose of the focus group sessions is to gather input on the goals developed by the City and identify concerns and support considerations in achieving the goals. After the completion of the initial community focus group sessions, GCN will present initial findings of the community focus group sessions to the City to further refine the goals and define outcomes with indicator through a series of Strategy Sessions. The final goals with outcomes and indicators will be presented in a second round of community focus group sessions to the to illustrate progress, confirm information shared via the first set of community focus group sessions, and gather final community feedback. Information from the community focus group sessions will be included in the City of Bozeman Community Engagement Report.