Proposal - Gilette Wyoming - Richard Larsen

RESPONSE TO REQUEST FOR PROPOSAL FOR A VISION PROCESS / ACTION PLAN CAMPBELL COUNTY CHAMBER OF COMMERCE GILLETTE, WYOMING RICHARD LARSEN & ASSOCIATES, INC 1733 PARKHILL DRIVE BILLINGS, MONTANA 59102 (406) 248-4252 Community and Business Development Experience As a City Manager in four cities, facilitated community wide economic and civic improvement programs, some receiving state and national recognition Developed city_school-county co_operative programs, central business district revitalization in two cities, historical district restoration, industrial park development and their expansion, began the process of finding a new use for a closing Air Force base, restoration of a Train Depot into a working facility and museum Additionally involved extensively with service organizations, retail merchants, financial community, and citizens to develop multi_purpose parks expansion, a Downtown Mall, and downtown beautification programs Extensively worked with business and neighborhood community leaders to set the tone for downtown development programs to combat potential blight, new community services, and assisted in the expanding of neighborhood improvement and beautification projects The utilization of Federal Manpower, Young Adult Conservation Corps, Bureau of Reclamation, Community Development Block Grants, Community Service Organizations were all supplemented by the neighborhood groups As a direct result, many community projects were successful in bringing a new vitality and attitude to the communities As this new vitality and attitude occurred, community economic development followed Long before the movie "Field of Dreams", we collectively utilized the principle "If we build it they will come." This was done only after a community vision and careful research were completed The "build it" did not necessarily mean bricks and mortar - but most often included an attitude, improved customer service in business and government, the development of an atmosphere of success, and a "we can" resolve As a Consultant, have worked extensively in business and economic development Have prepared Business Plans, obtained financing, trained personnel, developed management and employee operational programs, customer service training, and directed efforts to reopen two packing plants that had been closed for five years Understanding these business infrastructure needs of the participants is vital to the success of the community Vision and Action Plan Experience has included facilitating Goal Setting Retreats for individual businesses, cities, and non-profit organizations The Consultant thoroughly understands the needs of industry, the needs of cities, and the needs of the region A critical element of any success in this arena is to identify the working base from which to build the future Community and Intergovernmental Activities As a City Manager in four cities, was involved in extensive intergovernmental cooperation efforts among city, county, regional, and other units of government In Munising, Michigan, began the process to look beyond a reliance upon the only industry in town, a Paper Mill In Sault Ste Marie, Michigan, a community with up to 31% unemployment in the winter months, and 18% in the high employment months of the tourist season, facilitated the development of a highly successful winter industry snowmobiling and the development of the International 500 Mile (I-500) Snowmobile racing event that now attracts thousands to the community for over a month of concentrated events annually Thus taking a liability, too much snow, and making it an asset These successes led to the expansion of many other economic opportunities in the area that is now thriving In Ogden, Utah worked extensively with community leaders in diversification of an economy heavily reliant upon federal government installations The area now boasts three full and expanding industrial parks as the employment base for the region has diversified The first step in each community was to seek a vision, articulate that vision into a working plan, and then to implement the plan to a successful conclusion Major barriers often involved basic communication within an atmosphere of initial hostility The entering into joint activities (including some inter_local service agreements) developed an attitude that successful co_operation can lead to better service to the citizens in all jurisdictions We discovered that much more could be accomplished as a group than any one individual unit of government could accomplish by itself As Mayor of Billings, Montana's largest city, was involved extensively in the turn around of a City that from 1985 to 1989 had lost nearly 7,000 people, had lost several major industries, and where the citizens had an attitude that the "jar was half empty" In 1989 I was elected Mayor in the second largest voter turnout in history of the City The community said loudly that they wanted an attitude change Working with an initially divisive ten member City Council, and strained relations with the County Commission and Chamber of Commerce, a Community Wide Strategic Plan was determined to be needed The process began with a core group - The Mayor of Billings, the Chair of the County Commission, the Chair of the Chamber of Commerce, the Chair of the TradePort Authority, and the Publisher of the Billings Gazette We found over twenty individuals, groups, or governmental units involved in economic development - often working at cross purposes and many were more worried about turf than substance We determined that an effort must be made to consolidate community efforts toward a focused goal Because there was a perceived distrust among the entities, we retained an outside facilitator and also secured the services of a locally respected community leader to "Chair" the process The process eventually involved nearly 300 citizens, many of whom had never participated so fully in the community processes An extensive effort was made to inventory our resources We then collectively reviewed processes that were working and processes that were not We operated from the premise of Peter Drucker - "The only way to successfully predict your future is to create it yourself." An extensive community effort was made through networking with local citizens, community leaders, elected and administrative officials of the City, County, State, and Federal levels, and particularly with the business, labor, and industrial community A Strategic Plan was developed EARLY RESULTS: From January 1992 through December 1995, an average of one new business or industry opened a week; in 1992 Billings was named an All America City; over 16,000 people have returned to our City; by 1995 building permits were up 300% a year over 1990-1991; and the Billings community attitude now espouses the "jar is half full - and filling up" The Tradeport expanded its role in the community and continues to play an important leading role in community as well as economic development The Metra was successful in a County wide Bond election to build two new facilities that have now been constructed, are in full operation With the added assets available, the Chamber of Commerce, Tradeport, and community business networking have collectively landed several huge conventions and the American Bowling Congress (ABC) tournament Literally millions of dollars are already flowing into every segment of the community as a result of these efforts The City of Billings and Yellowstone County began a totally new cooperative relationship and are in the process of eliminating duplicate services, establishing uniform sign ordinances, and uniform subdivision rules and regulations Initially the City Council and the County Commission were about as far apart as you could imagine The cooperation between the two bodies now address many common issues During 1990, the Community initiated a Regional Unity concept in pulling together all of the Cities and Counties (including those in Wyoming) within nearly a 120 mile radius in presenting a unified front to State bureaucracies and State and Federal Legislative bodies on issues of local concern Success resulted by thoroughly utilizing the processes of community networking, working with elected officials, constituents, business, labor, and industry SUMMARY Certainly none of the programs enumerated herein were accomplished without the involvement of a great many valued and trusted co_workers (Elected Officials, Community Leaders, citizens, labor, and employees) Nor were they accomplished without some difficulty Nearly all of the projects were accomplished only after an extensive inventory of resources and analysis with others of such questions as, "Where have we been?", "Where are we now?", and "Where we want to go?" The success of all of the programs were a result of empowerment to others, allowing individuals, organizations, governments, and businesses to take ownership of their own destiny The summations have been over simplified for the sake of brevity For over 30 years I have been heavily involved in the management of people, community visioning, the development of community based programs, and fiscal affairs I have continually attempted to utilize the newest and latest techniques to remain ahead of the competition I believe strongly in the principle of "Shadow Leadership." One thread over this span of time has been consistent, and perhaps a little old fashioned: "Customers, businesses, clients, or John Doe citizen will gravitate to that community, business, or service, that not only provides good quality products and services, but to the community, business, or service where the customer or client PERCEIVES that they are wanted and appreciated." PROPOSAL QUALIFICATIONS, EXPERIENCE, AND COMPETENCE A Richard Larsen is the President of Richard Larsen & Associates, Inc of Billings, Montana See attached Brief Resume' of background and experience See also "Overview of Richard Larsen & Associates, Inc." B B.A Degree, Economics & Business Administration Westminster College, Fulton, Missouri Graduate Study, Public Administration University of Kansas, Lawrence, Kansas City Manager, Munising, Michigan City Manager, Sault Ste Marie, Michigan City Manager, Ogden, Utah City Administrator, Billings, Montana Mayor, Billings, Montana See also attached Resume' C You will note that Richard Larsen's experience has been substantially involved in the "trenches" of community and economic development for the cities that were served as a City Manager and Mayor Richard Larsen has had to live with the results of his efforts by continuing to live in and be an active member of the community See also attached "COMMUNITY AND INTERGOVERNMENTAL ACTIVITIES." and "COMMUNITY AND BUSINESS DEVELOPMENT EXPERIENCE" D The techniques felt to be of most worth for the long haul have been to develop local leadership within the Community "Teach them to fish so they can feed themselves" is the root of this principle 2 PROPOSED METHOD OF DOING THE WORK A ORGANIZATIONAL STRUCTURE: The organizational structure of the Visioning process is suggested to include: STEERING COMMITTEE - The Steering Committee should represent each of the stake holders in the process Each member of the Steering Committee will be responsible for communicating with their respective constituencies about the Visioning process VISIONING COMMITTEE - The Visioning Committee should consist of 15 to 20 individuals selected to represent various segments of the community to include: banking and finance, agriculture, retail businesses, real estate, major industries, education, government, tourism, and labor The committee is responsible for working directly with the Consultant in organizing and implementing the visioning process The committee will be involved in the development and marketing of the VISION / ACTION PLAN and will solicit participants for the Core Committee and Subcommittees who will work on the various aspects of the VISION / ACTION PLAN CORE PARTICIPANTS - The Visioning Committee will be expanded to 50 - 75 additional individuals who will serve as planners for specific aspects of the plan in which they have interest The Core Participants will receive specific training in the planning process and will have an opportunity to suggest outcomes for the Action Plan and develop steps for reaching these outcomes The Core Participants will solicit the assistance of other community members to work on specific tasks in which they have expertise The expanded group could number 100 or more individuals SUBCOMMITTEES - Subcommittees, led by Core Participants, will study and develop the major ingredients of the VISION / ACTION PLAN They will provide a high level of detail and practical information from their experience in their particular aspects of community life CONSULTANT - The Consultant will provide the expertise in the organization of the visioning processes, provide the training necessary, and facilitate the process of consensus building as the ACTION PLAN evolves The Consultant reports to the President of the Chamber of Commerce COMMUNITY AT LARGE - Opinions of members of the public will be solicited in the planning process Planning meetings should be open to the public, opinions solicited on each of the elements of the plan, and educational meetings held as appropriate The final ACTION PLAN will be formally presented to the entire community, and it will be "marketed" through the presentations to various clubs and civic groups by the Visioning Committee B CHRONOLOGY OF EVENTS: Award of Contract - June 15, 1997 Pre-Project Planning - Upon Award the Consultant will arrange to meet with the President of the Chamber of Commerce and the members of the Steering Committee The Consultant will meet with each individually to determine their individual goals and view of the process The Consultant will then meet with the President and Steering Committee as a group The purpose of this meeting will be to plan meetings and confirm dates, identify additional participants, and determine ways to encourage participation in the Visioning Committee Project Start Up - Preliminary meetings will be held with the Consultant and the Visioning Committee to research and review the economic forces and the resources of the Campbell County community At this point the expansion of the Visioning Committee will discussed The expansion may involve as many as 50 to 75 additional people The expanded group will be called the Core Participants Training - The Core Participants will be trained in the planning processes and in their leadership roles for subcommittee work (See suggested time table) SubCommittee Work - The Consultant will instruct the Core Participants and Subcommittee members in their responsibilities and assist them in doing the planning in their various areas of expertise (See suggested timetable) Plan Development - Approximately 80 individuals - The Steering Committee, Visioning Committee, Core Participants, and others - will work with the Consultant to bring together the Subcommittees' work into an overall VISION for Campbell County Additional work may involve more details, but the outcome will be an ACTION PLAN for presentation to the Community (See suggested time table) Plan Presentation - A rough draft of the VISION / ACTION PLAN will be presented to the community at large for comments and suggestions Revisions will be made per the suggestions of the Steering Committee, Visioning Committee, Core Participants, and the community Final Meetings - All participants - Steering Committee, Visioning Committee, Core Participants, Subcommittee participants - will review and evaluate the final product and finalize your PLANS FOR ACTION - SETTING TIME FRAMES - OWNERSHIP RESPONSIBILITIES - RESPONSIBLE PARTIES FOR IMPLEMENTATION SETTING A TIME FRAME FOR EVALUATION (See suggested time table) C HOURS ASSIGNED TO EACH TASK OR EVENT: None Two days - 16 total hours One day - hours Two weekends Friday night Saturday Morning - Afternoon - Evening Sunday Afternoon 19 hours each weekend = total 38 hours Three separate days - ten hours each Plus: One Weekend Friday Night Saturday Morning - Afternoon - Evening Total approximate time - 44 hours Two days plus time with Steering Committee Approximately 20 hours One full day with a Hearing in the evening Approximately 11 hours One day - hours total In Summary: Approximately 145 hours will be spent in the above noted areas of the Vision Process An additional approximately 150 hours will be spent between the sessions in preparation, research, assessment, analysis, and writing Total estimated time is approximately 295 hours This time may vary depending upon the successes of each step and group involved in the process D PREREQUISITES TO SUCCESS As the planning process begins, the following prerequisite activities must be in progress: Education of the Participants and Community The Participants and the community must learn about how the community itself has changed and how the impact of the economic forces in Campbell County have altered the structure of the economy and the community life style Identification of Resources This segment of the process will be at the heart of any conclusions the Participants will make For a time in the process, the Participants and the members of the community will have to concentrate more of their personal energy, and time to identify and build up an inventory of resources to draw upon Technical Expertise The community needs technical expertise to assist in the planning process and in envisioning economic projects and their impacts which are feasible and sensible in light of the overall development of the community Access to Capital Many economic projects will require seed money Early in the process, the community will have to develop methods for seeking and securing the necessary capital to back new ideas 3 CAPACITY AND AVAILABILITY FOR SERVICE A SUGGESTED TIMETABLE: Award of Contract - June 15, 1997 Pre-Project Planning - July - August 1997 Project Set Up - September 1997 Training in Problem and Resource identification - October - November 1997: Two weekend meetings, three weeks apart, attended by Steering Committee, Visioning Committee, and Core Committee Set up the Subcommittee work to be conducted in next phase Subcommittee Work - December 1997 - January 1998 Subcommittees will work independently during this period to research issues, identify resources, consider alternatives, develop a plan of action, reach consensus, and write down their conclusions At the midpoint, the Consultant will meet with the individual Subcommittees to monitor their progress, suggest alternative considerations if appropriate, and set in motion the development of their part of the VISION / ACTION PLAN One weekend meeting to assess work and to coordinate work among the various Subcommittees as appropriate Plan Development - January - February 1998 Finalization of Plan: All participants will meet for two full days to review Subcommittee plans and agree upon a final plan Identification of final plan presentation logistics will be determined Plan Presentation - March 1998 All participants are available at plan presentation to discuss the plan with the community and to carry out the logistics as planned Final Meetings - April 1998 Half - day meeting with all participants to evaluate the program and plan "where we go from here." Half - day meeting of Steering Committee for assessment of program and presentation of the Final Report B CAPACITY OF FIRM TO COMPLETE THE WORK Currently Richard Larsen & Associates, Inc is involved with several clients with project deadlines These deadlines range from June 1, 1997 to October 1, 1997 All other client activities are ongoing within the capacity of the firm to complete the tasks outlined for Campbell County The planning process will take approximately months, beginning in September 1997 and ending with a final product in April, 1998 Individuals who serve on the Steering Committee and Visioning Committee can expect intensive efforts during the three month period of September, October, and November 1997 Individuals who serve on the Subcommittees can expect intensive efforts during the months of November, December, and January If the schedule proposed can be reasonably maintained, project completion, and a full report to Campbell County, should be made on or about April 15, 1998 C PRODUCT The Final product will be a document that will summarize the local issues, local resources and expertise, a listing of economic and community development considerations, a prioritization of the communities short and long-term goals, such considerations, projected timelines for the next 10 - 15 year period, an indication of which groups or individuals are responsible for taking the lead and providing support for each project to be undertaken In general, the final product will create a community vision for Gillette and Campbell County The VISION ACTION PLAN will incorporate the values of the community, build a consensus within the community, prioritize the community's short and long term goals, and create an action oriented plan for the future of the community Participants in the vision process should have a sense of ownership of the document and a sense of responsibility for carrying out the plan The Consultant will make a good faith effort to achieve the products desired The ultimate quality of the end product will, however, be a function of the efforts of the participants in the community of Gillette and Campbell County 4 FAMILIARITY WITH AREA Richard Larsen is quite familiar with the Rocky Mountain West Richard Larsen served as the City Manager of Ogden, Utah for five and one half years; as City Administrator of Billings, Montana for two years; has been a private Business and Municipal Consultant in Billings, Montana since 1979, and served as Mayor of Billings, Montana from January 1990 through December 31, 1995 (six years) Richard Larsen has lived in the Rocky Mountain west since 1972 Other studies and work of similar magnitude and content are outlined in the attached "COMMUNITY AND BUSINESS DEVELOPMENT EXPERIENCE" and "COMMUNITY AND INTERGOVERNMENTAL ACTIVITIES Richard Larsen has served on numerous Local, State, and Regional government committees and panels in both Utah and Montana, and has provided consultant services in the review of such Regional issues as transportation, agricultural activities of the cattle and sheep packing industries, coal, and oil development Richard Larsen & Associates, Inc is located in Billings, Montana - just down the road a piece PRINCIPAL: Richard L Larsen BACKGROUND AND EXPERIENCE: B A Degree, Economics & Business Administration, Westminster College, Fulton, Missouri Graduate Study, Public Administration, University of Kansas, Lawrence, Kansas 28 years municipal experience in Engineering, Fiscal Management, Research Associate and top level management, (l6 years as a City Manager and years as Elected Mayor) Extensive involvement in economic and community development Since l979 Consultant to local governments and private businesses providing services ranging from growth management, personnel management, supervisory and management training, fiscal and rate management, result oriented Goal Setting, and labor relations Assists in identifying private enterprise alternatives to public facility development, operation, and management Areas of general business consulting include financial management, prospectus development, industrial and economic development, personnel and labor relations, supervisory and management training, customer service training, goal setting, facilitating change for businesses and communities, leadership, and general management development AWARDS AND HONORS Public Administrator of the Year _ State of Utah (l976) Recipient: L P Cookingham Career Development Award (l974) and Clarence E Ridley Outstanding Training Award (l979), each from the International City Management Assoc Citizen Award, U S Department of Interior, Bureau of Reclamation (l977) Service Above Self, Rotary, Billings, Montana (1988) President Elect, Billings Rotary Club (1996-97) Alumni Achievement Award, Westminster College, Fulton, Mo (1990) District Award of Merit, Boy Scouts of America (1993) Silver Beaver, Montana Council, Boy Scouts of America (1994) Who's Who in the West Served as Mayor of Billings, Montana 1990 through Dec 1995 OVERVIEW OF RICHARD LARSEN & ASSOCIATES, INC RICHARD LARSEN & ASSOCIATES, INC is a Montana Corporation established in August l979 in Billings, Montana Richard Larsen is the sole owner The Principal services provided: BUSINESS CONSULTING that includes, but is not limited to, Supervisory, Management, Personnel, and Labor Relations; Fiscal Analysis; Training of Management, Supervisory, and front line employees to increase productivity, customer service skills, and overall job performance; Development of Personnel Policy Manuals; Salary and Benefit Analysis including Job Descriptions; and Result Oriented Goal Development providing the client with the tools necessary to achieve unrealized expectations Additionally, extensively involved in the Economic Development processes which provides an insight that brings to the Client an advantage in the competition of the market place LOCAL GOVERNMENT CONSULTING that includes, but is not limited to, Supervisory, Management, Personnel, and Labor Relations; Fiscal and Budget Analysis; Training of Management, Supervisory, and front line employees in productivity, customer service, and performance expectations; Development of Personnel Policy and Procedures Manuals, Job Descriptions, Salary and Benefit Analysis; Result Oriented Goal Development providing the tools necessary to provide the ultimate in service to the citizens of their jurisdiction; and provide the full range of services as an interim City OR County Manager in the operations of their governmental unit TRAINING includes customized programs for business,industry, and government Currently teaching "Supervisory Excellence", "Productivity Power", "Team Development: Empowering People and Teams", "Hiring and Beyond", and "Creating Positive Change" series of classes for Rocky Mountain College Continuing Education Custom developed Customer Service Training provided through the auspices of Service Quality Institute Conduct and facilitate Goal Oriented Retreats for Business and Government LABOR RELATIONS includes representing clients during Union organizing efforts, labor negotiations, grievance processing, arbitration, fact finding, and have served as a neutral third party Arbitrator MISSION STATEMENT RICHARD LARSEN & ASSOCIATES, INC IS IN THE BUSINESS OF HELPING THE CLIENT TO ACHIEVE "CLIENT SPECIFIC" RESULTS _ WE ARE COMMITTED TO OUR CLIENTS GOALS _ THROUGH EMPOWERMENT OF THEIR LEADERS OUR CLIENTS ARE SUCCESSFUL IN THE CREATION OF UNPRECEDENTED LONG TERM SUCCESS _ RICHARD LARSEN & ASSOCIATES, INC HAS A PROVEN TRACK RECORD IN UNDERSTANDING THE CLIENT NEEDS AND ARTICULATING THOSE NEEDS TO ASSIST THE CLIENT TO ACHIEVE THEIR HIGHEST EXPECTATIONS TABLE OF CONTENTS COVER LETTER PROPOSAL QUALIFICATIONS, EXPERIENCE, AND COMPETENCE A ASSIGNED PERSONNEL B EDUCATION AND QUALIFICATIONS C FIRM AND PRINCIPLES PAST EXPERIENCE D ADDED INFORMATION - ATTACHMENT: MISSION STATEMENT OF RICHARD LARSEN & ASSOCIATES COMMUNITY AND INTERGOVERNMENTAL ACTIVITIES COMMUNITY AND BUSINESS DEVELOPMENT EXPERIENCE SUMMARY PROPOSED METHOD OF DOING THE WORK A ORGANIZATIONAL STRUCTURE B CHRONOLOGY OF EVENTS C HOURS ASSIGNED TO EACH TASK OR EVENT D PREREQUISITES TO SUCCESS CAPACITY AND AVAILABILITY FOR SERVICE A SUGGESTED TIMETABLE B CAPACITY OF FIRM TO COMPLETE THE WORK C PRODUCT FAMILIARITY WITH AREA ADDED ATTACHMENTS: RESUME OF RICHARD LARSEN OVERVIEW OF RICHARD LARSEN & ASSOCIATES, INC  ... TIMETABLE: Award of Contract - June 15, 1997 Pre-Project Planning - July - August 1997 Project Set Up - September 1997 Training in Problem and Resource identification - October - November 1997: Two... through Dec 1995 OVERVIEW OF RICHARD LARSEN & ASSOCIATES, INC RICHARD LARSEN & ASSOCIATES, INC is a Montana Corporation established in August l979 in Billings, Montana Richard Larsen is the sole owner... industries, coal, and oil development Richard Larsen & Associates, Inc is located in Billings, Montana - just down the road a piece PRINCIPAL: Richard L Larsen BACKGROUND AND EXPERIENCE: B A