HomeMy WebLinkAboutCO 2025-231 - CPS HR ConsultingAGREEMENT FOR
PROFESSIONAL SERVICES
THIS AGREEMENT is made and entered into this 1st day of
April, 2025. by and between the City of Rancho Cucamonga. a municipal
corporation ("City") and CPS HR Consulting, a Professional Consulting Services
Organization ("Consultant").
RECITALS
A.City has heretofore issued its request for proposals to perfonn the following
professional services: Strategic Planning Facilitation Services ("the Project").
B.Consultant has submitted a proposal to perform the professional services
described in Recital .. A", above, necessary to complete the Project.
C.City desires to engage Consultant to complete the Project in the manner set
forth and more fully described herein.
D.Consultant represents that it is fully qualified and licensed under the laws of
the State of California to perform the services contemplated by this Agreement in a good
and professional manner.
AGREEMENT
NOW, THEREFORE, in consideration of performance by the parties of the mutual
promises, covenants, and conditions herein contained, the parties hereto agree as follows:
1.Consultant's Services.
1.1 Scope and Level of Services. Subject to the terms and conditions set
forth in this Agreement, City hereby engages Consultant to perform all technical and
professional services described in Recitals "A" and "B" above. including. but not limited
to Scope of Service and Performance Schedule, all as more fully set forth in the Consultant's
proposal, dated May I, 2025 and entitled "Scope of Work". attached hereto as Exhibit "A".
and incorporated by reference herein. The nature, scope, and level of the services required
to be performed by Consultant are set forth in the Scope of Work and are referred to herein
as "the Services." In the event of any inconsistencies between the Scope of Work and this
Agreement, the terms and provisions of this Agreement shall control.
1.2 Revisions to Scope of Work. Upon request of the City, the
Consultant will promptly meet with City staff to discuss any revisions to the Project desired
by the City. Consultant agrees that the Scope of Work may be amended based
PSA with Professional liability lnsurance(non-design)
Last Revised 1 0 ·01, 13
Vendor Initials
Page I
City of Rancho Cucamonga
CONTRACT NUMBER
2025-231
CPS HR Consulting, 2450 Del Paso Road, Suite 220, Sacramento, CA 95834
P: (916) 471-3358, masher@cpshr.us
Tax ID: 68-0067209
www.cpshr.us
CALIFORNIA
TEXAS
COLORADO
PROPOSAL
City of Rancho Cucamonga
Strategic Planning Facilitation Services
Date Submitted: May 1, 2025
Submitted by:
Melissa Asher
Chief of Client Services
May 1, 2025
Robert Neiuber, Human Resources Director
Jenifer Phillips, Director of Organizational Development
City of Rancho Cucamonga
PO Box 807
Rancho Cucamonga, CA 91729
Submitted via email to: robert.neiuber@cityofrc.us and jenifer.phillips@cityofrc.us
Subject: Strategic Planning Facilitation Services
Dear Robert and Jenifer,
CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to the City
of Rancho Cucamonga (City) to provide Strategic Planning services. With our mission of
promoting HR excellence to drive high-level organizational performance, we combine our
unmatched government sector knowledge with our proprietary strategic planning process to
create a well-thought-out plan that achieves your organizational goals and objectives. At CPS HR,
we understand that effective strategic planning is deeply connected to your team and
stakeholders. Based on this understanding, we have designed a model to effectively gather input
and guide you through an engaging and effective experience leading to a strategic and
measurable outcome.
CPS HR Consulting has been providing strategic planning services exclusively to public sector
organizations for more than 15 years. We specialize in helping local and state governments, as
well as special districts, create forward-looking strategic visions that align with their mission and
goals. Our expertise spans strategic planning, organizational development, performance
improvement, and leadership coaching, ensuring long-term success for our clients. We
understand the unique challenges of the public sector, and our approach emphasizes actionable
insights, continuous improvement, and alignment of organizational goals and plans with strategic
priorities.
CPS HR takes a modular approach to Strategic Planning, which is described in detail unde r our
Methodology & Project Approach section. Our CPS HR Strategic Planning Model comprises five
Modules, which are designed to build upon each other, however, each can also stand alone. This
model results in a simplified plan that balances proven processes and tools, organizational
capacity, and measured implementation.
With a rich history of assisting government agencies with their talent management needs, we are
confident that we can provide expert planning solutions to meet the City’s needs.
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POINTS OF CONTACT
MAIN CONTACT - Project
Manager/ Proposal Content and
RFP Process
Sara Randazzo, Manager, Organizational Strategy
2450 Del Paso Rd., Suite 220, Sacramento, CA 95834
(916) 471-3131; srandazzo@cpshr.us
Authorized Contract
Representative
Melissa Asher, Chief of Client Services
2450 Del Paso Rd., Suite 220, Sacramento, CA 95834
(916) 471-3358; masher@cpshr.us
Thank you for the opportunity to submit this proposal. We look forward to an opportunity to
discuss our proposal and partner with you on this important engagement. Should you have any
questions, please feel free to contact Ms. Sara Randazzo, at the contact information provided
in the preceding table.
Sincerely,
Melissa Asher, Chief of Client Services
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Table of Contents
About CPS HR Consulting .................................................................................................... 5
The CPS HR Strategic Planning Model ............................................................................... 8
Strategic Plan Approach ................................................................................... 8
Proposed Scope of Work ................................................................................... 9
Additional Options ............................................................................................ 11
Experience and Team Qualifications .............................................................................. 14
Partial Project List............................................................................................... 14
Team Qualifications .......................................................................................... 15
Staff Resumes ..................................................................................................... 16
Performance, Quality, and Communication ................................................................. 18
Project Management, Risk Management, Quality Control ......................... 18
References ........................................................................................................................... 20
Similar Work and References ............................................................................. 20
Proposed Schedule and Cost ........................................................................................... 22
Additional Options ............................................................................................ 23
Cost Breakdown ................................................................................................ 24
Appendix A ................................................................................................................... 25
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About CPS HR Consulting
ORGANIZATION IDENTIFICATION INFORMATION
Legal Name and DBA Cooperative Personnel Services dba CPS HR Consulting
Headquarters
Physical: 2450 Del Paso Road, Suite 220, Sacramento, CA 95834
Mailing: 2450 Del Paso Road, Suite 160, Sacramento, CA 95834
Main Phone (800) 822-4277
Regional Offices
20211 Guadalupe Street, Suite 260, Austin, TX 78705
7350 E Progress Place, Greenwood Village, CO 80111
1968 S. Coast Hwy # 961, Laguna Beach, CA 92651
2014 Champions Gateway, 3rd Floor, Canton, OH 44708
Year Established 1985
# of FTEs 108
Type of Organization Joint Powers Authority
Website www.cpshr.us
CPS HR is a client-focused human resources and management consulting firm dedicated to
addressing the unique challenges faced by government and non-profit organizations. Founded
in 1985, we have earned a reputation as a trusted advisor by leveraging our in -depth public
sector expertise to deliver practical, results-driven solutions. As a Joint Powers Authority, we
are a self-supporting government agency exclusively serving public entities. This gives us a
distinct advantage in understanding and meeting the specific needs of clients across all levels of
government, including Federal, State, Local, Special Districts, Higher Education and Non-Profit
organizations for 40 years. Our extensive experience includes numerous projects with agencies
of similar size and scope.
Our unwavering commitment to delivering an unparalleled client experience is built on our
comprehensive knowledge of the complexities within the public and non-profit sectors. We
assist organizations in attracting, hiring, retaining, and motivating top talent, essential for driving
organizational excellence in alignment with their vision.
Our mission is to advance excellence in human resources within the public sector, and our vision
is to empower individuals to fulfill the ideals of public service. CPS HR's core competency lies in
our in-depth knowledge and expertise in the public sector landscape. Being a public agency
ourselves, we possess a deep understanding of the intricacies and issues faced by our client base.
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With more than 100 full-time employees and a network of 200+ project consultants and technical
experts across the nation, CPS HR has partnered with more than 2,700 public and non -profit
clients throughout the United States.
Headquartered in Sacramento, CA, with regional offices in Texas, Colorado, Ohio, and Southern
California we are strategically positioned to support your organization's growth and help your
employee fulfill the promise of public service.
Joint Powers Authority
Cooperative Personnel Services, doing business as CPS HR Consulting, is a national firm and is a
governmental Joint Powers Authority (JPA) of the State of California. A JPA is a public agency
created pursuant to the Joint Exercise of Powers Act (Government Code 6500 et seq). This Act
allows two or more government agencies to establish a new public entity authorized to exercise
those powers jointly held. A JPA is an instrumentality of a state or a political subdivision of a state
and is not a registered corporation of any state. Cooperative Personnel Services was established
under a “Joint Powers Agreement” by the State Personnel Board of the State of California, the
counties of Sacramento and Sonoma, the Hayward Unified School District, the City of Anaheim,
and the East Bay Municipal Utility District, and its purpose is to provide the opportunity for the
joint powers “to discuss, study and solve common or similar problems with respect to modern
human resource and related management processes.”
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Approach to Providing Outstanding Customer Service
CPS HR uses a comprehensive approach for planning, organizing, directing, and controlling
consulting engagements. At CPS HR Consulting, our philosophy for delivering outstanding
customer service is deeply rooted in our commitment to client satisfaction and success. We
understand that every client is unique, and we tailor our approach to meet their specific
needs and objectives. Our core principles for exceptional customer service include:
• Client-Centric Approach: We prioritize the client's goals and vision, ensuring that our
solutions align with their objectives. By actively listening and engaging with our clients, we
develop a comprehensive understanding of their challenges, allowing us to provide
tailored and ef fective solutions.
• Open Communication: We believe in transparent and open communication throughout
the project lifecycle. Our dedicated project managers maintain regular contact with clients,
providing updates, addressing concerns, and seeking feedback to ensure alignment and
satisfaction.
• Responsive and Accessible: Our team is readily available to address client inquiries and
concerns promptly. Whether through scheduled meetings, e -mail, or phone calls, we
maintain accessibility to support our clients whenever needed.
• Expertise and Innovation: Our consultants bring a wealth of knowledge and experience to
each project. We stay current with industry best practices and innovative approaches to
deliver solutions that drive success.
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The CPS HR Strategic Planning Model
Strategic Plan Approach
At CPS HR, we understand that an effective strategic plan needs to connect and coordinate the
efforts of all those who will contribute to its success. Based on a strong and growing body of
research, our philosophy is to Do Less Better. Because growth and change inherently create
complexity, simplicity in your strategic plan is required.
Your strategic plan is
your road map. It
unites your team as
your organization
evolves and overcomes
obstacles, making it
easier to stay focused
on doing the essential
operational work that
is most important to
the City of Rancho
Cucamonga.
A well-designed strategic plan brings clarity to the complexity of your organization, while it:
◼ Defines your purpose through mission (why), vision (where), brand promise or value
proposition (what), and core values (who).
◼ Plans around the organization’s core focus and competitive advantages.
◼ Plans for key organizational improvements, changes, and innovations.
◼ Prioritizes the critical work and resource management of the organization.
◼ Identifies short-and long-term goals with specific, measurable outcomes (how).
◼ Communicates and connects the strategy to the staff; tells the story.
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Based on this understanding, we designed a modular approach that effectively gathers input and
guides you through an engaging planning experience supported by clear and measurable
implementation tools. CPS HR takes a modular approach because we know every organization
has unique needs. Modules are designed to build upon each other and can also stand alone.
The CPS HR strategic planning model results in a simplified plan that balances proven processes
and tools, organizational capacity, and measured implementation. Our firsthand
understanding of the challenges and opportunities inherent in the public sector allows us to
provide a uniquely valuable level of guidance throughout the entire project life cycle.
Proposed Scope of Work
We understand the Scope of Work to encompass the preparation and development of a three -
year Strategic Plan for the City of Rancho Cucamonga's Human Resources Department. This plan
will provide a forward-thinking roadmap that outlines how human resources and organizational
development will work together to support the entire organization. This process will incorporate
existing work and general plans, while also employing best practices such as SWOT analyses,
SMART goals and metrics to track measurable progress.
Module 1: Gather & Share
Purpose: To equip and inform the strategic planning team with an inclusive perspective and
organizational resources prior to planning.
Objective: Gather stakeholder, staff, internal and external intelligence, and organize this
information to help leadership select and assemble a core strategic planning team that is well-
resourced and well-informed for the planning sessions.
Process:
Materials Review.
CPS HR will conduct a thorough review of all existing work and general plans and relevant
documents.
Client Kickoff.
Meeting Agenda:
1. Clarify project outcomes and expectations, review client deliverables and reports
2. Set the project schedule and session dates
3. Discuss and finalize stakeholder 1:1 interview and/or survey questions
4. Discuss and finalize employee survey questions
5. Discuss strategic planning session agendas; propose draft agenda
6. Set planning session logistics, dates, times, location, supplies
7. Talk with client about strategic planning team intel packet
8. Create action item list for all actions; track action items/due dates for CPS and client
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Stakeholder/Staff Interviews and/or Surveys.
CPS HR will work with the main contacts to identify up to ten (10) key stakeholders to garner
input on the future of Human Resources and Organization Development for the City of Rancho
Cucamonga. Sample questions could include:
◼ What would you do if you were the department leader or in leadership? What two to
three things would you focus most of your energy on?
◼ If you were leading the department, what one to three changes or improvements would
you make?
◼ If you were able, is there anything you would stop, end, or discontinue? This could be
bigger efforts like a service offering or smaller efforts like a newsletter.
◼ Is there anything you would like to share prior to the planning process?
◼ What do you see as strengths going into the planning process?
◼ What do you see as the gaps or weaknesses going into the planning process?
◼ If you were leading, what would you focus on in the next 12-24 months?
◼ What do you want the leadership and/or strategic planning team to know (anonymously)?
Prepare & Share Intel Packet
After gathering data and reviewing existing plans and reports, CPS HR will provide a Findings
Summary that includes:
◼ Findings and Recommendations Summary
◼ Stakeholder Interviews Summary
◼ Staff Survey Summary
◼ Planning Session Agendas
Module 2: Develop & Design
Purpose: To bring together collective input and intelligence to build the Strategic Plan.
Objective: Facilitate productive, inclusive and intelligent planning sessions that result in a simple,
clear and measurable strategic plan.
CPS HR believes the ideal structure is two planning sessions that are held at least two weeks
apart. The time between sessions allows for:
◼ The strategic planning team to do their homework, to gather the specific and detailed
information needed to complete the plan.
◼ The team to have some time away from the plan and come back with fresh eyes to review
what has been developed through the lens of both accuracy and capacity.
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If the planning sessions are back-to-back for logistical reasons, then a virtual follow-up meeting
would be scheduled for two to four weeks out to review and finalize the plan.
The first session will typically include:
◼ Core Values (Who)
◼ Mission & Value Proposition (Why & What)
◼ Long-Term Vision (Where)
◼ Establishing a 3-Year Picture
◼ SWOT Analysis
◼ Establishing Strategic Priorities and Annual Goals
◼ Capturing High-Priority Issues
Deliverables: Assignments to be completed prior to the next and final session, as well as a rough
draft Strategic Plan.
The second session will include:
◼ Reviewing of Foundational Work; Core Values, Mission, Value Proposition, and Vision
◼ Finalizing Annual Goals and Objectives
◼ Defining Success Measurements/Metrics to Track Progress
◼ Speaking to Quarterly Implementation – 90 Day Priorities
◼ Finalizing Strategic Plan
◼ Communication of the Strategic Plan to Staff and Stakeholders
Deliverables: Final strategic plan, excel metrics tracking dashboard, and a high-level framework
for sharing the plan with stakeholders.
Additional Options
Module 3: Communicate & Connect
Purpose: To share the plan repeatedly and consistently so all staff understand the plan and feel
connected to contributing to its success.
Objective: Bring preparedness, clarity, and intention when sharing/communicating the plan
with staff and/or stakeholders.
We start the strategic planning process by gathering input from stakeholders and all staff that
participate in the survey. In this way, their voice and their input is “in the room.” Then, the
planning team comes together to build the strategic plan. Now is the critical next step – sharing
the plan with the whole organization and key stakeholders.
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What is most important in sharing the plan with staff is that we share the plan in a language
that reaches all levels of the organization. A way that communicates “what’s in it for them.”
CPS HR will guide the Strategic Planning Team through the following approach:
◼ Selecting a 3-year theme to wrap the plan in.
◼ Simplifying the message - this is everybody’s plan; we learn in layers; where do your
staff/people find themselves in this plan?
◼ Creating Strategic Plan slide deck; assign each section to leader(s).
◼ Encouraging the leadership team to practice, practice, practice before the unveiling.
Module 4: Execute & Track
Purpose: To create an implementation plan that supports the strategic plan and measures both
leading and lagging indicators.
Objective: Identify and monitor key performance indicators that will demonstrate whether the
department is “on-track” or “off-track” with its strategic goals, objectives and strategies.
Implementation Plans. In line with Do Less Better, CPS HR recommends implementation or
operational plans that are simple and clear – we offer two templates, or we will guide the client
in customizing their own.
These plans break the 3/1 plan down into 90-day priorities, actions, and budgets. These plans
will cascade from the strategic plan to an operational, department, or unit plan.
Measurement Tools. CPS HR believes that a strong Strategic Plan is a living document, with
measurable goals, and tools to track and show progress. CPS HR can offer our in-house Power BI
expert to build data visualization dashboards. In most cases, Power BI comes standard with
Microsoft 365. If this is true of your Microsoft 365 license, additional software would not need
to be purchased.
Power BI is essentially a smart tool that can turn your business information into easy -to-
understand charts and graphs – like having a personal assistant who organizes all your important
numbers and shows them to you in a way that makes sense.
Tracking success is done through completing the actions and hitting the numbers and/or
indicators and tracking in an excel dashboard to:
◼ Design visually appealing and intuitive progress graphs
◼ Develop dashboards with color coded progress indicators to flag when a goal is on track,
at risk, or behind schedule.
◼ Align reporting and data with any existing reporting requirements.
We have provided a sample view of the Power BI Scorecard under Appendix A.
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Facilitated Quarterly Implementation Planning. CPS HR facilitates quarterly meetings that
assesses the progress of the previous quarter and plan and predict the new quarter. Below is a
sample Strategic Plan Quarterly Meeting Agenda:
◼ Professional wins and/or challenges for the quarter.
◼ Review previous quarter; track performance percentages.
◼ What did we learn last quarter? What issues surfaced?
◼ Articulate and document priorities for the next quarter with specific success
measurements.
◼ Document any “on deck” items.
◼ Review metrics – any arising issues, concerns or iterations?
◼ Ensure clarity for the coming quarter.
The purpose of a sound Strategic Plan is to provide a roadmap for your organization. It is your
guiding light and north star, particularly when unforeseen environmental changes occur.
External factors such as budget increases or cuts, legislative mandates, shifting priorities at the
State and Federal levels and/or natural disasters may require an organizational shift in priories.
In most circumstances, our quarterly meeting cadence will create a preexisting forum and
framework for us to address these issues as they arise. With that said, the key to any great plan
is to know when to change the plan. CPS HR can also be your trusted partner in planning for each
fiscal year and the unexpected.
Module 5: Update & Iterate
Purpose: To review the strategic plan annually to ensure the plan is SMART (specific, measurable,
achievable, relevant, and timely).
Objective: Update the annual goals and success measures for accuracy; iterate other aspects if
necessary.
The full process of creating a strategic plan is recommended every 3-5 years depending on the
cadence of the organization. During the years when the 3-5-year strategic plan is completed and
in-play, CPS HR Consulting recommends a 1-day facilitation 30-45 days out from the start of the
next fiscal year.
◼ Facilitate a 1-day planning session to update annual goals and measurements
◼ Make the necessary adjustments to the Strategic Plan, Dashboard/Scorecard Templates,
Implementation Templates, and Power BI Reports
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Experience and Team Qualifications
Partial Project List
CPS HR has worked with many types of agencies including cities, counties, state, and special
districts. We have used varied assessment tools (executive interviews, staff interviews, surveys,
focus groups, customer / stakeholder sessions, process mapping, performance tracking,
benchmarking) to evaluate the relative strengths and gaps within public agencies large and small.
We have highlighted below some specific projects and provided a partial list of agencies we have
worked with in recent years relevant to organizational assessment and strategic planning.
◼ Colorado Governor’s Office of Information Technology
◼ Texas Department of Information Resources
◼ Brownsville, Texas Public Utilities Commission Board
◼ City of Dallas, Texas – Human Resources
◼ Hillsborough Transit Authority, Florida
◼ STEM School Highlands Ranch, CO
◼ Arapahoe Library District, CO
◼ Delta Stewardship Council
◼ Mojave Air Quality Management District
◼ Orange County Transportation Authority
◼ California Board of Equalization
◼ California Department of Housing and Community Development
◼ California Department of Social Services
◼ California Department of Water Resources
◼ California Department of Consumer Affairs – Office of Information Services
◼ Los Angeles County Department of Consumer and Business Affairs
◼ California Employment Development Department
◼ California State Assembly Sergeant-at-Arms Office
◼ California State Franchise Tax Board
◼ California Gambling Control Commission
◼ California Earthquake Authority
◼ California Prison Health Care Receivership Corporation
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◼ California Human Development Corporation
◼ County of Sacramento, Department of Social Services
◼ Santa Clara Housing Authority
◼ San Juan Water District
Team Qualifications
Key Personnel
Project Manager
Ms. Sara Randazzo will serve as the main point of contact for the County and will provide
oversight for project assignments and manage the timeline and budget for planned tasks and
activities throughout the duration of the contract. She will support the Principal Consultant as
Technical Advisor.
Project Consultants
Ms. Christy Clay will work directly with the County and will provide oversight for project tasks
and deliverables. She will provide details on how to most effectively provide and coordinate the
key tasks, including deliverables for each.
Project Team and Roles Chart
Staff Member/Role Responsibilities
Hourly
Rate
Location Base
Sara Randazzo,
Project Manager
Manage overall project operations, act as
the client liaison, and actively develop
and administer the project deliverables.
$190 Sacramento,
CA
Christy Clay,
Principal Consultant
Actively involved in the development of
all project deliverables
$342 Denver, CO
Rich Lorraine, Power
BI Consultant
Optional Power BI Development $190 Sacramento,
CA
Staff Resumés
Sara Randazzo, M.A., Organizational Strategy Unit Manager
Sara has over 20 years of consulting experience in business transformation, organizational
strategy, and community and employee engagement with the public sector. She specializes in
helping leaders drive complex initiatives across state, local, and international governments. Sara
has experience in strategic planning, organizational assessment, business process improvement
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and technology modernization, succession planning, and performance management. She
combines empathetic listening with data-driven precision to maximize the relationship between
people, process, and technology.
Education: M.A., Psychology, International Disaster and Global Mental Health, University of
Denver; B.A., Psychology/Education, Skidmore College
Employment History
◼ Organizational Strategy Unit Manager, CPS HR Consulting
◼ Senior Vice President Client Delivery, HiPER Solutions
◼ Client Executive, HiPER Solutions
◼ Communications Director, Peninsula Conflict Resolution Center
◼ Mediation, Facilitation, and Training Programs Manager, Peninsula Conflict Resolution
Center
Professional Experience
◼ Partnering with government, non-profit, and Fortune 500 companies to align workforce
and organizational strategy with business objectives to accelerate collaboration, shorten
project completion timelines, increase staffing capacity, and reduce technical fallouts.
◼ Leading strategic planning, organizational assessment, community engagement, and
training for city and county governments, and non-profits.
◼ Designing Performance Management models that improve employee engagement and
department output.
◼ Leading risk analysis and organizational assessment for the International Criminal Court
in Bosnia and Herzegovina to increase witness participation and operational efficiencies.
◼ Developing and deploying qualitative and quantitative organizational needs assessments
resulting in actionable recommendations, coaching and guidance throughout
implementation.
◼ Leading statewide evaluation, strategy, and training for law enforcement and county
courts on business process improvements to increase sensitivity and awareness of
survivor needs.
Christy Clay, M.A.M., Principal Consultant
Ms. Clay has deep experience working with organizations to create actionable strategic plans.
Her practical approach has been honed by working with public and private sector organizations
guiding them with expert facilitation, insightful questions, and clear deliverables. She is known
as a builder, strategist, and inspired problem solver who facilitates results. She is passionate in
the pursuit of effective and conscious leadership. She began her career in commercial real estate
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and then went on to own and operate four businesses in the recreation, hospitality, and
consulting sectors.
Ms. Clay’s insight and fortitude has helped individuals, teams and organizations embrace change,
improve culture and drive performance. She has a unique ability to guide her clients through a
variety of disciplines—strategic planning, organizational and operational effectiveness, revenue
development and communications—achieving tangible results. She is an experienced facilitator
of strategic planning, leadership team development, and issue resolution. A summary of her core
skills and years of experience include: i) Strategic Planning and Business Planning - 15 years; ii)
Facilitation - 10 years; iii) Leadership Team Development - 10 years; iv) Issue Resolution - 10
years.
Education: M.A.M, Master’s in Management, Change Leadership Focus, College of St.
Scholastica; B.A., Human Development, Colorado State University
Employment History
◼ Management Consultant and Facilitator, Project Consultant for CPS HR Consulting
◼ Team Leader for the Economic Gardening National Strategic Resource Team
https://economicgardening.org/
◼ Director of Strategic Initiatives, Entrepreneur Fund, Duluth, MN
◼ Business Owner/CEO of Vermilion Sunsets LLC, a recreation and hospitality holding
company
◼ Co-Owner and Principal Consultant, Christianson and Clay, Edina, MN
Professional Experience
◼ Facilitation of annual strategic planning and quarterly execution process for holding
company managing over 20 small businesses and a portfolio of real estate assets; redesign
of organizational structure and facilitation of key meetings to improve effectiveness;
leadership team development and executive coaching.
◼ Facilitation of strategic planning, executive recruitment and organization development to
support double digit growth and lean production for a growing automotive custom
outfitting company.
◼ Led strategic planning, project management and executive coaching for the adoption of a
new business model for credit union with three locations; initiated structural leadership
changes to align with new model and provide for a strategic versus operational leadership.
◼ Led the delivery of stage two, growth related services to regional entrepreneurs at a
federally and state funded entrepreneur support organization. Identified local, regional
and national partnerships to bring quality entrepreneur development services to regional
entrepreneurs; ensure the systems and processes necessary to drive quantitative and
qualitative results.
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Performance, Quality, and Communication
Project Management, Risk Management, Quality Control
CPS HR uses Microsoft Technology as a comprehensive approach for planning, organizing,
directing, and controlling consulting engagements. Our approach is designed to ensure a
focused and efficiently executed project.
CPS HR utilizes Microsoft SharePoint™ as a major collaboration tool allowing us to provide
enhanced communication, sharing of documents, and exceptional project management.
Microsoft SharePoint™ offers clients the ability to review documents, make edits and add
comments in a highly secure manner for internal and external project team members. We also
utilize Microsoft Teams™ for File/Folder Management. SharePoint™ site security will be further
clarified upon project inception.
Effective project management is required to provide for the orchestration and timely flow of
activities, an ongoing feedback and adjustment mechanism, and the judicious use of time.
Our project management process includes three primary components.
Ongoing monitoring and control of project activities. Unforeseen developments or changes in
circumstances may warrant changes in emphasis, revisions to the approach in certain areas, or
other modifications of planned work activities. Active project management provides greater
assurance that such redirection will occur when warranted by circumstances.
Optimum management of the time available to complete the project. Effective time management
optimizes the overall effectiveness of the project team's efforts and provide a greater assurance
of meeting milestones and budgets. CPS HR utilizes an issue log for both survey analysis and
facilitated sessions. Issues, concerns, and topics that arise and are outs ide the scope of this
engagement will be aggregated and shared back with the executive sponsor.
Continuous reinforcement of the project's objectives. A major role of project management is to
ensure that the consulting team consistently adheres to the proper perspective in facilitating the
project.
Ensuring Quality Results
We are committed to meeting the highest professional standards of quality. Team members are
carefully selected for their relevant experience and professional maturity. Team members will be
readily accessible and are committed to meeting all deadlines and scheduled timeframes.
Our quality assurance procedures include executive level and/or independent peer review of
results and progress on a scheduled basis by senior professionals or technical advisors. These
individuals provide a critical challenge to the direction and results of project efforts to ensure the
project is comprehensive in its breadth and thorough in its depth.
Proposal to the City of Rancho Cucamonga
For Strategic Planning Services
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Peer review of engagement reports and documentation is critical to our success. At least one
knowledgeable person other than the consultant preparing the document/product must review,
critique, and understand the document/deliverable before it is considered ready for delivery to
the client. CPS HR’s Project Manager is directly involved in preparing and submitting project
deliverables including personnel reports. No documents or materials of any kind are delivered to
the client without the Project Manager’s review and approval.
CPS HR considers that open and consistent communication with project stakeholders is a key
element of project acceptance and success. For that reason, the work plans presented by CPS HR
contain multiple communication points with the Client including 1) Initial project meetings; 2) Bi-
weekly or weekly scheduled Project Meetings (Via e-mail or teleconference); 3) Ad-hoc
teleconference meetings with the Client Project Representative, and other designated
stakeholders, as requested; 4) On-site meetings to present project deliverables, if requested.
Proposal to the City of Rancho Cucamonga
For Strategic Planning Services
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References
Provided below is a partial list of clients we have recently worked with in providing similar
executive recruitment services. We are confident that these public-sector clients will tout our
responsiveness and ability to successfully place candidates that were a good fit for their
organization’s needs.
Similar Work and References
Following we provide examples and references of two agencies for which we have done similar
work in Strategic Planning and a Housing agency for which other services were conducted.
Client: Arapahoe Library District, CO
Contact: Oli Sanidas, Executive Director; Phone: (303) 792-8987; Email: osanidas@ald.lib
Address: 12855 E Adam Aircraft Cir, Englewood, CO 80112
Contract Amt: $47,910
Project Dates: March 2022-January 2023
Description of Services: The District engaged CPS HR to lead them through a strategic planning
process that started in 2022 and was completed in 2023. This process put emphasis on a method
to identify and engage a diverse set of stakeholders in the planning process, including library
staff, the management and executive team, and the library board of trustees. Library patrons and
community member feedback was incorporated through previously collected
engagements/surveys. Project milestones included the project kick-off, development of the
strategic planning process (i.e., structure, alignment and approach), strategic planning education
and training, strategic planning sessions, tools for performance tracking, and on-going
collaboration throughout the entire project. Final deliverables included a completed strategic
plan for the 2023 calendar year, and a process that can be replicated in future years.
Client: Governor’s Office of Planning and Research
Contact: Russel Fong, Undersecretary; Phone: (916) 206-0511; Email: Russell.fong@opr.ca.gov
Address: 1400 Tenth Street, Sacramento, CA 95814
Contract Amt: $48,900
Project Dates: June 2023-February 2024
Description of Services: CPS HR worked with OPR executives to complete a full strategic planning
process. This included identifying and developing mission, vision, and value statements with a
focus on defining the identity and purpose of OPR. We then guided the executive group through
a full planning process to define their strategic plan. Additionally, we also assisted OPR by
creating a structured inventory of in-flight initiatives and their relationship with broader strategic
Proposal to the City of Rancho Cucamonga
For Strategic Planning Services
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initiatives. Finally, we held sessions with staff to introduce the strategic initiatives and listen for
feedback.
Client: California Department of Housing and Community Development (HCD)
Contact: Rebecca Herzog, Human Resources Branch Chief; Phone: (916) 776-7636; Email:
Rebecca.herzog@hcd.ca.gov
Address: 651 Bannon St., Suite SW475, Sacramento, CA 95811
Contract Amt: $70,000
Project Dates: November 2023-October 2024
Description of Services: HCD requested the support of CPS HR to help with the implementation
and integration of some units of the California Interagency Council on Homelessness within
several HCD divisions. CPS HR worked with HCD staff to help with this reorganization
implementation by building a timeline of overall reorganization, building specific check lists, and
operational plans for reorganization. CPS HR helped with communications and change
management plans in partnership with HCD staff. To ensure, the organization and units stayed
on track with the reorganization, CPS HR managed timeline and operational plans, and brief HCD
leadership on any related reorganizational issues or risks that may arise. This is one of many
instances where CPS HR acted as an implementation and accountability partner as clients carry
out their organizational plans for a more sustainable future.
Proposal to the City of Rancho Cucamonga
For Strategic Planning Services
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Proposed Schedule and Cost
Based on the proposed scope of work, a preliminary schedule including milestones and due dates
follows. This can be modified based on actual dates but will provide a picture of the process. CPS
HR is available to begin this work in June 2025.
Modules and Milestone Tasks Estimated Weeks
Module 1 – Gather & Share
Task 1. Materials Review
City staff to gather existing plans and relevant documents for CPS HR to
review.
Weeks 1-2
Task 2. Client Kick-off Meeting and Next Steps
CPS HR and key contacts at the City will meet to solidify the process,
expectations, Surveys and Communications, and ensure alignment.
Week 2
Task 3. Interviews and/or Surveys
CPS HR will conduct 1:1 virtual interviews with ten (10) City employees.
CPS HR will share interview questions before finalizing and provide
interviews questions to participants in advance.
Weeks 2-5
Task 4. Prepare and Deliver Intel Packets.
CPS HR will analyze, prepare, and share results from data gathering,
interviews, and surveys with leadership to finalize agenda for first full
day strategic planning session.
Weeks 5
Module 1 Not-to-Exceed Total $12,500
Module 2 – Develop and Design
Task 5. Intel Packet Review and Questions
City strategic planning members review Intel Packet and ask questions
via established Teams Channel or email
Week 6
Task 6. Full-Day Onsite Facilitated Session
Conduct first full-day onsite facilitation. City staff will be responsible for
coordinating logistics. CPS HR will print and purchase materials.*
Week 7-9
Task 7. CPS HR to create drafts of the Strategic Plan Weeks 8-9
Proposal to the City of Rancho Cucamonga
For Strategic Planning Services
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Modules and Milestone Tasks Estimated Weeks
Task 8. Second Onsite Facilitated Session
Conduct second onsite facilitation for up to one day to finalize the
strategic plan, action plan, and create framework for sharing the plan
with staff and stakeholders
Week 11-13
Task 9. Final round of revisions and delivery of Strategic Plan final draft Week 14
Modul 2 Total Not-to-Exceed Total $10,260
Estimated Travel and Expenses $3,000
Total Not-to-Exceed $25,760
Additional Options
Module 3 – Communicate & Connect
Communicate Plan to Stakeholders
Module 3 Total $2,500
Module 4 – Execute & Track
Draft 3-year Implementation Plan with Power BI dashboard
Facilitated Quarterly Implementation Planning Sessions
Assign staff accountable to tracking and updating dashboards
Module 4 Total Separate SOW
Module 5 – Updated & Iterate
Annual Planning Session to update annual goals and measurements
Module 5 Total $3,500
Proposal to the City of Rancho Cucamonga
For Strategic Planning Services
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Cost Breakdown
CPS HR proposes Time and Materials for this engagement with a not-to-exceed maximum. CPS
HR will bill monthly for consultant’s time. CPS HR only bills for services expended up to the total
budget amount. Estimated hours listed above may be adjusted between project team members and
phases if they do not exceed the total budget.
*Reimbursable Expenses and Travel
◼ The above proposal includes a $3,000 budget for anticipated travel and expenses for the
two in-person Strategic Planning sessions. All other meetings and interviews are assumed
to be held virtually. Travel and expenses are handled as follows:
◼ Travel time is billed at 50% of the hourly rate.
◼ Travel related expenses will be reimbursed at cost to include air travel, ground
transportation, lodging, and meals per government rates.
◼ Actual out-of-pocket expenses for such items as printing/copying, binding, and
postage/delivery charges are reimbursable at cost. There is no mark-up on expenses.
We thank you for your consideration of our proposal. We are committed to
providing high quality and expert solutions and look forward to partnering with
the City of Rancho Cucamonga in this important endeavor.
Proposal to the City of Rancho Cucamonga
For Strategic Planning Services
Page | 25
Appendix A – Power BI Scorecard Sample