PROFESSIONAL SERVICES AGREEMENT
CITY OF FORTUNA
PROFESSIONAL SERVICES AGREEMENT
This Agreement (“Agreement”) for professional services is made on February 3, 2025 (“Effective Date”), between the City of Fortuna, a California municipality (“City”), and Jen Rice, an individual doing business as Jen Rice Consults (“Consultant”).
RECITALS
A. The City desires to retain a facilitator to help with staff and public engagement to create shared purpose and priorities across the community to help inform the City Council and staff, and;
B. Consultant possesses the necessary knowledge, skill, experience, and qualifications to provide professional planning services to the City.
AGREEMENT
WHEREAS, in consideration of this Agreement, and the mutual promises, covenants and stipulations contained herein, the parties hereto agree as follows.
1. Scope of Services. Consultant shall provide to City professional facilitation services. Facilitation services are described in the Scope of Services attached hereto as Attachment A and incorporated herein (“the Services”). Only the City Manager may authorize changes or additions to the Services.
2. Term. This Agreement shall become effective on February 3, 2025 and shall expire on December 31, 2025, unless terminated sooner in accordance with Section 15 of this Agreement. This agreement may be extended three additional years following a renegotiation of fee schedule and agreement by both parties.
3. Compensation. For the full and satisfactory completion of the Services, City shall compensate Consultant on a time and materials basis per Attachment A for facilitation services and agreed upon not to exceed amount of $18,810.
4. Allowable Reimbursable Expenses. City will not compensate Consultant for any Reimbursable Expenses without prior written authorization.
5. Payment. City shall pay Consultant for Services satisfactorily provided during each calendar month following within thirty (30) days following City receipt and approval of a detailed invoice. The invoice must include, at a minimum:
5.1 A description of the specific Services provided,
5.2 the name of the individual providing the Services,
PROFESSIONAL SERVICES AGREEMENT
5.3 the date(s) upon which the Services were provided,
5.4 the time spent providing the Services,
5.5 the amount due for the Services and the basis for calculating the amount due, and
5.6 an itemized summary of Allowable Reimbursable Expenses (if applicable and authorized by City).
6. Key Personnel. Key Personnel are any individuals that are designated by name in the list below. In the event the Consultant desires to substitute any Key Personnel, either permanently or temporarily, or utilize any subconsultants not approved by the City, the Contractor shall provide written notice to the City of the proposed substitution and the City shall have the right to disapprove the proposed personnel change by written notice to the Consultant.
Name Title Contact Information
Jen Rice Owner (707) 227-2818
[email protected]
7. Prevailing Wage Laws. Services by persons deemed to be employees of Consultant possibly may be subject to prevailing wages under California Labor Code Sections 1770-1781. Consultant has the sole responsibility to comply with those requirements, should they apply. If a dispute based upon the prevailing wage laws occurs, Consultant, at its expense, shall indemnify, defend (including Consultant’s providing and paying for legal counsel for City), and hold harmless City, its officers, agents, employees, and representatives from and against all liability, claims, suits, demands, damages, fines, penalties, wages, costs, or expenses pertaining to the prevailing wage laws.
8. Independent Contractor. The parties agree that Consultant must act as an independent contractor under this Agreement and must have control of the work and the manner in which it is performed. Consultant is not an employee of the City and is not entitled to participate in any pension plans, insurance, bonus or similar benefits that the City provides to its employees.
9. Consultant’s Warranties.
9.1 Consultant warrants that all Services provided under this Agreement shall be performed in accordance with generally accepted professional practices and standards for Consultant’s profession in the state.
9.2 Consultant warrants that all Services provided under this Agreement shall be performed in accordance with applicable federal, state, and local laws and regulations, including, but not limited to, conflict of interest laws.
PROFESSIONAL SERVICES AGREEMENT
9.3 Consultant warrants that Consultant has no present interest which would conflict in any manner with the performance of Services on the City’s behalf.
9.4 Consultant has specialized, skill, knowledge and experience providing the Services.
9.5 Consultant represents that they are engaged in an independent calling and has complied with all local, state, and federal laws regarding business permits and licenses that may be required to carry out the independent calling and to perform the Services.
10. Notice. Any notice, billing, or payment required by this Agreement must be made in writing, and sent to the other party by personal delivery, U.S. Mail, a reliable overnight delivery service, facsimile, or by e-mail as a .pdf (or comparable) file. Notice is deemed effective upon delivery unless otherwise specified. Notice for each party shall be given as follows:
City: Consultant:
City of Fortuna Jen Rice
621 11th Street 2404 17th Street
Fortuna, CA 95540 Eureka, CA 95501
Office: (707) 725-1408 (707) 227-2818
Attention: Amy Nilsen
[email protected]
[email protected]
11. Indemnification. Each party hereto (hereafter, “indemnifying Party”) shall indemnify, defend and hold harmless the other party, its officers, agents, employees and volunteers against any loss, cost, damage, expense, claim, suit, demand, or liability of any kind or character, including but not limited to reasonable attorney fees, arising from or relating to any negligent or wrongful act or omission of the Indemnifying Party, its officers, agents or employees, which occurs in the performance of, or otherwise in connection with, this agreement, but only in proportion to and to the extent such loss, cost, damage, expense, claim, suit, demand, or liability of any kind or character, including reasonable attorney fees, is caused by or results from the negligent or wrongful act or omission of the Indemnifying Party, its officers, agents, or employees.
12. Insurance. Before providing any services under this Agreement, Consultant shall be required to procure and provide proof of the insurance coverage required by this section in the form of certificates and endorsements.
The required insurance must cover the activities of Consultant and its employees, agents, or subcontractors relating to or arising from the performance of services under this Agreement, and must remain in full force and effect at all
PROFESSIONAL SERVICES AGREEMENT
times during the term of the Agreement. All required insurance must be issued by an insurer licensed to do business in the State of California, and each such insurer must have an A.M. Best financial strength rating of “A” or better and a financial size rating of “VIII” or better. If Consultant fails to provide any of the required coverage, City may, at its sole discretion, purchase such coverage at Consultant’s expense and deduct the cost from payments due to Consultant.
12.1 The following insurance policies and limits are required for this Agreement:
12.1.1 Commercial General Liability Insurance (“CGL”).
Consultant will file with the City before beginning professional services, certificates of insurance satisfactory to the City evidencing general liability coverage of not less than $1,000,000 per occurrence for bodily injury, personal injury and property damage; auto liability of at least $1,000,000 for bodily injury and property damage each accident limit; workers’ compensation (statutory limits) and employer’s liability $1,000,000 (if applicable). The general liability coverage is to state or be endorsed to state (i) “such insurance shall be primary and any insurance, self-insurance or other coverage maintained by City of Fortuna, its officers, employees, or authorized volunteers shall not contribute to it” and (ii) the inclusion of more than one insured shall not operate to impair the rights of one insured against another, and the coverages afforded shall apply as though separate policies have been issued to each insured.
The general liability coverage shall give the City, its officers, employees, and authorized volunteers insured status using ISO endorsement CG2010, CG2033, or equivalent. In the event that the Consultant employs other consultants (sub-consultants) as part of the Services covered by this Agreement, it shall be the Consultant’s responsibility to require and confirm that each subconsultant meets the minimum insurance requirements specified above.
12.1.2 Workers’ Compensation Insurance. By his/her signature hereunder, Consultant certifies that it/he/she is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that Code, and that Consultant will comply with such provisions before commencing the performance of the professional services and work under this Agreement. Consultant and subconsultants will keep workers’ compensation insurance for their employees in effect during all Services covered by this Agreement.
PROFESSIONAL SERVICES AGREEMENT
12.2 Each certificate of insurance must state that the coverage afforded by the policy or policies shall not be reduced, cancelled or allowed to expire without at least thirty (30) days written notice to City, unless due to non-payment of premiums, in which case at least ten (10) days written notice shall be made to City.
12.3 Each required policy must include an endorsement providing that the carrier agrees to waive any right of subrogation it may have against City.
12.4 If any of the required coverages expire during the term of this Agreement, the Consultant shall deliver the renewal certificate(s) including the general liability additional insured endorsement to the City at least ten (10) days prior to the expiration date.
13. Non-Exclusive Services. The parties understand and agree that the Services are provided to City on a non-exclusive basis, meaning Consultant retains the right to provide the same or similar services for other clients and City retains the right to contract for the same or similar services by others.
14. Dispute Resolution. In the event that any dispute arises between the parties in relation to this Agreement, the parties agree to meet face to face as soon as possible to engage in a good faith effort to resolve the matter informally.
In the event that any dispute arises between the parties in relation to this Agreement, and the dispute is not resolved by informal discussions, the parties agree to submit the dispute to mediation.
14.1 Either party may give written notice to the other party of a request to submit a dispute to mediation, and a mediation session must take place within sixty (60) days after the date that such notice is given, or sooner if reasonably practicable. The parties shall jointly appoint a mutually acceptable mediator. The parties further agree to share equally the costs of the mediation, except costs incurred by each party for representation by legal counsel.
14.2 Good faith participation in mediation pursuant to this Section is a condition precedent to either party commencing litigation in relation to the dispute.
15. Early Termination.
15.1 Termination for Convenience. Either City or Consultant may terminate this Agreement for convenience by giving ten (10) calendar days written notice to the other. In the event of termination for convenience, the
PROFESSIONAL SERVICES AGREEMENT
City shall pay Consultant for services satisfactorily provided up to that date in accordance with the schedule of fees and costs set forth in Attachment A.
15.2 Termination for Cause. If either party breaches this Agreement by failing to timely or satisfactorily perform any of its obligations or otherwise violates the terms of this Agreement, the other party may terminate this Agreement by giving written notice five (5) calendar days prior to the effective date of termination, specifying the reason and the effective date of the termination. Consultant shall be entitled to payment for all services satisfactorily provided up to the effective date of termination, except that the City may deduct from that payment the amount of costs the City incurred, if any, because of Consultant’s breach of the Agreement.
15.3 Upon Termination. Within seven (7) days of the effective date of termination, whether for fault or for convenience, Consultant must deliver, without further cost to the City, all documents and work product prepared for the City pursuant to this Agreement. Within thirty (30) days of Consultant’s delivery of all such documents and work product to the City, the effective date of termination, the City will pay Consultant for all undisputed and approved invoices for services provided under this Agreement.
16. Work Product. City shall be the sole owner of all rights to any work product in any form which has been prepared by Consultant on City’s behalf pursuant to this Agreement, unless otherwise specified in writing by the parties.
17. General Provisions.
17.1 Assignment and Successors. Neither party may transfer or assign its rights or obligations under this Agreement, in part or in whole, without the other party’s prior written consent. This Agreement is binding on the heirs, successors, and permitted assigns of the parties hereto.
17.2 Third Party Beneficiaries. There are no intended third party beneficiaries to this Agreement.
17.3 Nondiscrimination. Consultant shall comply with all applicable federal, state and local laws, rules and regulations regarding nondiscrimination in employment because of race, color, ancestry, national origin, religion, sex, marital status, age, medical condition, disability, or other prohibited basis. All nondiscrimination rules or regulations required by law to be included in this Agreement are incorporated by this reference.
17.4 Choice of Law and Venue. This Agreement shall be governed by California law, and venue shall be in the Superior Court for the county in which City is located, and no other place.
PROFESSIONAL SERVICES AGREEMENT
17.5 Severability. If any provision of this Agreement is determined to be illegal, invalid, or unenforceable, in part or in whole, the remaining provisions, or portions of the Agreement shall remain in full force and effect.
17.6 Amendment. No amendment or modification of this Agreement shall be binding unless it is in a writing duly authorized and signed by the parties to this Agreement.
17.7 Provisions Deemed Inserted. Every provision of law required to be inserted in this Agreement shall be deemed to be inserted, and this Agreement shall be construed and enforced as though included. If it is discovered that through mistake or otherwise that any required provision is not inserted, or not correctly inserted, this Agreement shall be amended to make the insertion or correction.
17.8 Entire Agreement. This Agreement constitutes the final, complete, and exclusive statement of the terms of the agreement between the parties regarding the subject matter of this Agreement and supersedes all prior written or oral understandings or agreements of the parties.
17.9 Attachments. If any provision in any attachment to this Agreement conflicts with or is inconsistent with the provisions set forth in the body of this Agreement, the provisions set forth in the body of this Agreement shall control over the conflicting or inconsistent provisions in the attachment.
17.10 Waiver. No waiver of a breach, failure of any condition, or any right or remedy contained in or granted by the provisions of this Agreement shall be effective unless it is in writing and signed by the party waiving the breach, failure, right, or remedy. No waiver of any breach, failure, right, or remedy shall be deemed a waiver of any other breach, failure, right, or remedy, whether or not similar, nor shall any waiver constitute a continuing waiver unless the writing so specifies.
17.11 Force Majeure. If either party is delayed or hindered in or prevented from the performance of any act required hereunder because of strikes, lockouts, inability to procure labor or materials, failure of power, riots, insurrection, war, fire or other casualty, or other reason beyond the reasonable control of the party delayed, excluding financial inability (“Force Majeure Event”), performance of that act shall be excused for the period during which the Force Majeure Event prevents such performance, and the period for that performance shall be extended for an equivalent period. Delays or failures to perform resulting from lack of funds shall not be Force Majeure Events.
PROFESSIONAL SERVICES AGREEMENT
17.12 Headings. The headings in this Agreement are included for convenience only and shall neither affect the construction or interpretation of any provision in this Agreement nor affect any of the rights or obligations of the parties to this Agreement.
17.13 Execution in Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be an original, but all of which together shall constitute one instrument.
17.14 Authorization. Each individual executing this Agreement, or its counterpart, on behalf of the respective party, warrants that he/she is authorized to do so and that this Agreement constitutes the legally binding obligation of the entity which he/she represents.
17.15 Attorneys’ Fees. If any legal action or proceeding is brought between the City and Engineer arising out of, relating to or seeking the interpretation or enforcement of the terms of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees and costs, including the attorneys’ fees and costs for any arbitration, appeal, or enforcement of judgment.
The parties agree to this Agreement as witnessed by the signatures below:
CITY: CONSULTANT:
________________________________ __________________________ s/_______________________________ s/_________________________ ________________________________ __________________________ Name/Title [print] Name/Title [print]
Date: ___________________________ Date: ______________________ Attachments:
Attachment A: Scope of Services and Budget
City of Fortuna:
Synergy to Strategy
Winter-Spring 2025
[email protected]
707.227.2818
Proposed
Results “Door to Door” Listening Campaign - Demonstrate the listening and understanding our community needsby engaging a sampling of the community more deeply than “public input” processes, often largely complete before the community weighs in. Seek out those who struggle, who don’t feel engaged, well-connected influencers, and business and partner interests. Reflect back to the community at large what was learned to seek further insights and feedback about their ideal future and priorities for Fortuna. Synergy arising from their workthen drives strategy development.
Why Synergy to Strategy?Effective public engagement helps City leaders proactively understand community priorities –before "experts" draft proposals to seek input –by first asking about and listening to residents' hopesfor their families, their struggles, and what would tangibly improve lives and futures. Going in curious, without an agenda, then reflecting back what the City has heard for feedbackstrengthens residents' role in government, builds insupport for initiatives and allocation of resources, trust and understanding, and meets needs. City Hall decision-making and priorities are, more than informed, driven,by residents.
Clear Guidance &
Transparency Candi
d sharing from the heart provides
rich, honest, inspiring
opportunities to co-create
meaningful,tangible results –
together. Transparently keep what
is working and toss what isn’t. The
final guiding document is familiar
to the community --it camefrom
them. This information becomes
clear guidance for virtually
everyCity Hall undertaking.
Sleek Government
Tailor vision, values,
purpose, focus, priorities,
initiatives, and policies
driven by the community.
Being in sync with the
community, and vice versa,
is efficient use of time and
resources . Residents who
are understood and have
“skin in the game” become
City partners.
Enhance
Adaptive
Leadership
Skills &
Learning
Mindset
For electeds, city staff,
and, to the extent
they participate,
community leaders to
be better able to
serve us in these
times of “standard
operating
City Hall Cohesion,
Confidence A shared
sense of purpose, priorities,
"how we do business” and a
team with clear common
ground. Refreshed, stronger
connections with and
understanding of 1) a crosssection of the community and partners and 2) City leaders and
staff. Stronger relationships
makes tough but necessary
conversations easier.
Community As
Partner Clear, updated
community ideals and
priorities that serve as a
north star for City Hall –not
just in a report, but, more
effectively, as personal
experience. Refreshed
sense of community values,
identity, and future
opportunities. Community
and City Hall on the same
page.
City of Fortuna: Purpose, Tasks &
Timeline
Conduct
Interviews &
Upload
Summaries
2-Hour
(+1 optional)
Interviews
Synthesis
*
Email to participants
and public notice with
report and date of
Council review
TBD Followup Task
Forces
Internal
Invite Email:
Purpose
& scheduling
Confirmation
&
Scheduling:
Process steps
and in-house
participants'
schedule
confirmation
TBD Followup:
Support for task forces to refine and
apply experiments, feedback loops,
refinement, public reporting.
Implementation coaching.
Project Purpose: City Council and staff listen to community members and each other to surface, understand, and clarify City values, purpose, and priorities to guide leadership transition, team-building, organizational culture and structure, strategy, agreements, and decision-making – all in a way that invests in relationships, partnerships, cohesion, transparency with, and relevancy to the community at large.
1. Community
2. Staff*
2hr Interview Training,
Practice & Strategy
Devt
Participation
Half Day
Public
Strategy
Design
Session
Followup Meetings with Design Team to review results,
plan interviews synthesis and strategy session, and create prep emails
*Alternative approach: 2-hour community interviews
synthesis occurs before and informs staff interviews
Online
Tracking Deck
for Interviewers
with agreements
and next steps:
guidance for
interview
invitations,
conduct, and data
management
Followup &
Prep Email
to
participants
Internal Tasks
Visual
Report of
Results:
group products,
summaries of
findings,
priorities, next
steps
Visual
Summary
of Results:
findings,
questions,
priorities,
next steps
External Invite
Email
Public Outreach
Begins
Initial
Design
Team
meetin
g
One-Day Staff
Design
Session
February March April May June July August September
PHASE 1
Confirm Approach, Set Schedule & Design Team, Draft Participant Communications & Stay In Touch • Establish roles, planning and scheduling process timeline/deadlines, interviews, and convening/s. • Identify and confirm several "design team" (DT) members to guide and provide feedback on process design and participants' engagement. • Draft invite, prep and followup email communications and advance preparatory materials for review and feedback by DT before sending to participants (see timeline). • Regular check-ins with City Manager to review information as it emerges, perspectives evolve, and to adapt approach/scope as needed.
Conduct Listening Sessions start with a sampling of community members, then engage staff/Council. A short training will be necessary for those conducting external and internal listening sessions to practice (usually unfamiliar) relational interviewing and to plan engagement, outreach, roles, and timelines. Where candor is sensitive or some coaching would be helpful, consultant can lead several listening sessions. Participants upload result summaries based on a coding system to maintain participant anonymity.
Plan & Facilitate Convening 1, Listening Sessions Data Analysis staff listeners review anonymous passages and quotes from interviews to develop a shared initial understanding, analysis, and insights about City purpose, identity and vision, operational and decision-making guidance, strategic opportunities, priorities, and to plan the public design session and outreach for it. Prepare results for public design session. Optional: involve external DT members in analysis and co-ownership of results.
Produce Tracking Deck & Visual Summary as a compilation of interviews guidance, data synthesis, group products and agreements from DT, each training/convening, and related learning resources – for internal use.
PHASE 2
Plan & Facilitate Convening 2, Public Design Session from results of data synthesis to strengthen participants' relationships and partnerships, identify and collaboratively develop conceptual proposals for a community-wide sense of purpose/vision, priorities, experiments with feedback loops, recommendations, and strategic timeline/s.
Staff assist with community engagement. Add: translation services for Spanish-speaking participants and, for large public turnout, a skilled co-facilitator.
Visual Report will summarize listening session results and design session products, options, recommendations, and leadership resources.
Plan & Facilitate Convening 3, Staff Strategy Design Session to support staff to strengthen group cohesion and motivation while debriefing and translating public engagement results into a clear internal shared purpose, priorities, strategic timeline, and Council update. Practice adaptive leadership skills necessary to achieve desired interests -- key factors in leading effectively during turbulent times. Results will be added to internal tracking deck.
Proposed Phases & Steps
Listening for Synergy
Data from careful listening illustrates areas of opportunity where ideals, values, and interests intersect. When groups process (anonymous) highlights of this data together, they emerge with an empathetic analysis of others' experiences and priorities, a shared sense of purpose, and connection that makes planning and implementation much (in many cases, radically) more productive. Participants who analyze results:
• See themselves represented, realize they have much in common with others • Better understand the necessary tensions to be balanced • Forge stronger relationships and partnerships that smooth out challenging conversations and decisions
• Acknowledge what is working to do more of it
• Spark, explore, and prioritize bold opportunities
• Identify how to meet many needs with one action
• Co-create and co-own fresh, tailored results, design criteria, experiments/ probes/pilots, policies, and projects – together
Generative Listening: with a "beginners mind," no agenda or pre-determined outcomes, seeking out, listening to, learning from, and reflecting back wisdom from diverse perspectives.
What emerges? Patterns -- shared values, interests, ideals, themes, and priorities.
Relational interviews and small group discussions are designed to surface what people deeply care about, believe, and hope for, plus experience and knowledge they wish to share. The quality and usefulness of this information and the connections forged is more valuable than anything from surveys or "input" processes. The outcomes help groups efficiently move beyond debate and disagreements.
Guiding
Values
Or
Beliefs
Driving
Interests
Motivating
Intent or Ideals
Synergy
Shared Purpose
Tensions to Balance
Design/Decision Criteria
Stronger Relationships &
Partnerships
Priority Mindsets,
Strategies, Practices &
Pilots
Agreements
Scope Phase & Task Days Consulting
Time* Expenses** JRC Solo
Cost
Staff-Assisted
Cost***
1.1 Preparation & Communication: refine/confirm approach, schedule, roles; meet with City Manager to adjust as project proceeds. Draft/refine communications to participants with clear instructions and preparatory materials. 2.0 $2,800 $90 $2,890 $2,890
1.2 Form & Convene Design Team: provide guidance on DT selection and DT formation. Plan, facilitate 3 DT meetings to plan/debrief listening campaign and data analysis convening. Draft outreach, incorporate DT feedback. Provide updates, keep communication flowing. 1.5 $2,210 $150 $2,360 $2,360
1.3 Listening Sessions Training: provide up to 30 people with relational interviewing guide, 2.5-hour training and practice waiver form, interview notes capture/upload/management system, develop criteria for and list of target interviewees, draft invitations, plus 1 hour for those who can stay to co-create outreach strategy and assignments, identify roles and next steps. 1.0 $1,400 $75 $1,475 $1,475
1.4 Listening Sessions & Data Management: conduct 5 mentoring interviews. Support, coach interviewers. Collect, synthesize, coalesce, and transcribe data from 20 1-hour community interviewsinto materials for convening preparation. Support staff interviews data transcription. 5.0 $6,830 $140 $6,970 $4,530
1.5 Convening 1, Listening Sessions Data Analysis: coalesce listening sessions data into advance preparatory materials for convening. engage interviewers and DT in 2.5-hour review of results and generation of insights, conceptual City purpose/vision, proposals and recommendations/strategy for Convening 2. 2.0 $2,600 $0 $2,600 $1,820
1.6 Tracking Deck & Visual Summary: compile and provide access to agreements from DT, listening session approach, guidance, data synthesis, group products and agreements after each training/convening, and related learning resources. 1.8 $2,440 $75 $2,515 $2,260 Phase 1 Subtotal 13.3 $18,280 $530 $18,810 $15,335
2.1 Design Team & Outreach: convene DT twice to plan public design session and to draft materials for City to relate purpose, outcomes from Phase 1, and an invitation to participate in the public design session. 1.0 $1,400 $100 $1,500 $1,350
2.2 Convening 2, Public Design Session: engage public in 2.5-hour review of interviews results, addition of their insights and drafting of a City purpose/vision, conceptual proposals and recommendations. 3.2 $4,420 $260 $4,680 $4,680
2.3 Convening 3, Staff Strategy Session: support staff to translate public engagement results into shared purpose, priorities, strategic timeline, develop group cohesion and motivation. Add results to internal tracking deck. 3.8 $5,135 $260 $5,395 $4,320
2.4 Visual Report: compilation of resultsfrom interviews and convenings including interviews data synopsis, themes, insights, recommendations aboutpurpose/vision/mission, priorities, pilots, and a strategic timeline. 3.0 $3,900 $0 $3,900 $1,950 Phase 2 Subtotal 11.0 $14,855 $620 $15,475 $12,300
Project Total 24.3 $33,135 $1,150 $34,285 $26,055 *Consulting time: daily rate at $1300 plus travel time at half cost. Each convening includes planning, design, prep materials, venue prep, facilitation, and results processing. Does not include arranging venue logistics or internal scheduling. **Convening materials and mileage. Does not include convening food/drinks, venue expenses. ***Staff-assisted cost is discounted for staff support with some tasks like listening session data processing, convening results processing, convening space setup, etc...
Options Not Included in Current Scope
TRANSLATORS & CO-FACILITATORS for PUBLIC ENGAGEMENT: Spanish-language translators for interviews and/or (necessary for) large/small groups at public design session. Skilled co-facilitator/s if large crowd is anticipated. Humboldt Area Foundation usually has translation equipment available on loan.
FOLLOW-UP TASK FORCES: this approach is a shift from traditional public engagement to more tangible participation in governance – Task Forces are an opportunity to identify and engage those most interested in helping the City co-create and test pilot efforts arising from public interests. If desired, support for small community task forces can be added.
VIDEOGRAPHY &/OR PHOTOGRAPHY: capturing brief interviews with participants for a catalog of material to promote City efforts and transparency via social media, website, staff/council onboarding, and more. Shareable short videos or photo stories can be crafted for Design Session outreach, to start.
TURNING DESIGN SESSION OUTCOMES INTO CITY DOCUMENT DRAFTS: work with City staff to draft City guidance from process outcomes for review by Council.
COACHING: making and sustaining shifts to work in new ways – like maintaining agreements that support a healthy organizational culture and applying adaptive leadership skills – is easier, more effective, and efficient with a thinking partner to consider challenges, necessary changes and support, and self-reflection with a knowledgeable third party. Leaders with a thought partner feel less alone and more supported, effective, and accountable.
Examples of Outcomes from Other Listening Campaign-Informed Design Sessions in the Region
Options & Examples
ALDERPOINT COMMUNITY WORKSHOP – Jen designed and
facilitated a workshop in Alderpoint to surface and incorporate community expertise and feedback into the Great Redwood Trail Master Plan. Other public engagement efforts in that process were poster sessions that offered participants options, for instance, of a range of trail and restroom design alternatives. Instead, Jen contacted many landowners in the Eel River Canyon to ask about their individual interests, ideas, and hesitations. She displayed the results at a workshop in Alderpoint for the 75 participants who attended to review, refine, and then, in work groups, develop recommendations on priority topics like safety and economic development. The Great Redwood Trail Agency recently noted that it was the only part of the Master Planning process that generated trusting relationships and partnerships with community members and organizations like the Alderpoint VFD plus a viable community-led effort to pursue route assessment and planning.
CRESCENT CITY YOUTH – After a listening
campaign with dozens of middle-school aged
youth in Crescent City about what would
most improve their lives, the majority
answer was very surprising: restrict the
ability to steal alcohol at local supermarkets.
Many youth were dismayed that so many
friends were becoming alcoholics and
dropping out of school because it was so easy
to steal alcohol. A group of youth were
facilitated to create a plan to make a request
of each local supermarket to change
management and location of alcohol in their
stores. They all complied, even obtaining
permission from national offices.
WEITCHPEC LISTENING CAMPAIGN – In an effort to
understand what Native communities around the Trinity-Klamath confluence felt would be most effective ways to support longterm community health and wellbeing, Jen's team listened to dozens of individual households about what they dreamt about for their children, what kept them up at night, and
key opportunities. The vast majority felt that restoring fire to the landscape would be the single most important action to take for healthy landscapes, foods, salmon and deer habitat, and safety.
Interested participants met and, to achieve that ideal, prioritized development of a Yurok Fire Plan, changing state policy to allow tribes to lead prescribed fire efforts, and to begin burning. They achieved those goals within a couple of years, formed a nonprofit to lead these efforts, have lit and managed hundreds of fires, and teach fire professionals from around the country and world.
Jen leads with insight,
creativity, courage,
experience, and
thoughtfulness. She has
both on-the-ground and
high-level strategy
expertise that she uses to
ensure collaborative
outcomes are “just right”
for the process.
I admire her creativity and
commitment to kindness
and inclusivity.
- State Agency Project
Manager
Bio & Qualifications Highlights
Recent consulting projects include:
• Conducting an internal and external listening campaign and using the results to convene County department leaders working to establish common ground in climate resilience, enabling them to develop a shared purpose, a definition, collaborative strategy, and culture supportive of achieving internal and external ability to adapt and thrive. • Supporting a City's culture, structure, and strategic direction to evolve under new leadership. • Designing and leading a tailored outreach and engagement process for remote rural residents who likely had never been engaged in a public planning process before, ensuring their on-the-ground knowledge, perspective, questions, hesitations, and ideas shaped the plan and that residents and community organizations developed relationships and partnerships with the lead state agency. • Convening tribal nations of four Northern California counties to surface lessons learned and shared interests in economic development efforts that support Native self-determination, wellbeing, and regional sustainability. • Helping the large board of an emerging nonprofit serving Northern California establish a clear shared organizational purpose and strategic timeline for beginning to offer educational and operational services. • Convening an innovative leadership group, the management team, and then all staff of a statewide watershed restoration nonprofit to evolve organizational culture to become more relevant to and engaging partner of diverse communities and tribal nations. • Convening a host of organizations, governments, tribes, churches, and businesses to form a regional, collaborative community-led disaster response network – the Humboldt County Community Organizations Active in Disaster. Deployed and co-led a 3-month community response to two damaging earthquakes compounded by 11 atmospheric rivers.
Jen Rice combines perspective from degrees in Organizational Development and Leadership (Fielding Graduate University, '22) and Natural Resource Management (HSU, '94) with experience from a varied career that has included federal land management and fire suppression, nonprofit watershed restoration, innovative community and collaborative engagement for regional planning and development efforts, organizational leadership, strategy, and capacity-building, grantmaking, teambuilding, mentoring, relational organizing, human-centered design, and catalyzing multi-sector networks focusing on active transportation, energy resilience, regional disaster preparedness, and more.
Throughout, Jen has utilized engaged facilitation practices to help groups of organizations and community leaders navigate complex issues together with collaborative innovation. She intentionally seeks out and engages experience and leadership from historically marginalized and struggling members of our communities.
As a nonprofit and philanthropy leader who worked with the "grassroots to the treetops" to tangibly improve communities for 25 years between Redwood Community Action Agency's Natural Resources Services and Humboldt Area Foundation, Jen is adept at creating self-evolving teams, organizations, and "communities of practice" as the world changes ever more rapidly around them.
The common thread through Jen's rich career is bringing diverse groups together to visualize and co-create new realities together -- while becoming better, more resilient humans, organizations, and communities in the process.