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CITY OF
V @ MUSKEGON
Agenda Item Review Form
Muskegon City Commission
Commission Meeting Date: March 24, 2026 Title: Goal Setting Facilitation Contract
Submitted by: LeighAnn Mikesell, Deputy City Department: Manager's Office
Manager
Brief Summary:
Staff is seeking approval to enter a contract with Double Haul Solutions for facilitation of goal setting
with the City Commission.
Detailed Summary & Background:
Staff interviewed 3 firms capable of facilitating a goal setting session with the commission and
recommends contracting with Double Haul Solutions. DHS is located within Michigan and has
worked diligently to form a process based on the needs of our community and organization. They
have shown themselves to be flexible and have offered guidance that aligns with our values for
engagement, visioning, and teamwork. We feel that they will work as partners who are invested in
the success of our community, and their approach is comprehensive and affordable.
The other two companies that were considered are MGT Consulting and LeaderGov both of which
gave strong proposals but would work more remotely, and in one case cost much more than the
recommended firm.
While the current long term goals don't expire until 2027, staff would like to better align the long term
goals with commission terms. We look forward to beginning the process to create a vision and
prioritize the goals to lead Muskegon forward.
Goal/Action Item:
Administrative Action
Is this a repeat item?:
Explain what change has been made fo justify bringing it back to Commission:
Amount Requested: Budgeted Item:
$50,000 split between FY 2025/26 and FY 2026/27 Yes No x1 N/A
Fund(s) or Account(s): Budget Amendment Needed:
101-172-801 Yes |X| No N/A
Recommended Motion:
To approve the contract with Double Haul Solutions and authorize the City Manager to sign.
Approvals: Name the Policy/Ordinance Followed:
Purchasing Policy
Immediate Division
Head
Information
Technology
Other Division Heads
Communication
Legal Review
DOUBLE
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Great leadership is in our nature.
CITY OF MUSKEGON
STRATEGIC PLANNING
PRESENTED BY
NATE GEINZER
Founder & CEO
9C0C HOYUVWN
TABLE OF
CONTENTS
DHS Organization Profile
DHS Team
Why DHS? 14
Project Understanding 17
Scope of Work 18
Terms & Conditions
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CLIENT PORTFOLIO SOLUTIONS
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EXECUTIVE SEARCHES
CLIENT SCOPE OF WORK TIMELINE
City of Berkley Executive Search (Finance Director) 2023
City of Hart Executive Search (City Manager) 2025
City of Ludington Executive Search (City Manager) 2024
City of Mt. Pleasant Executive Search (Finance Director) 2024
City of Royal Oak Executive Search (City Manager) 2024
City of Saline Executive Search (DPW Director) 2024
City of Saline Executive Search (City Manager) 2025
City of Traverse City Downtown Development Authority Executive Search (DDA Director) 2024
DeWitt Charter Township Executive Search (Township Manager) 2024
Village of Dundee Executive Search (Village Manager) 2024
Village of Pentwater Executive Search (Village Manager) 2024
OTHER PROJECTS
CLIENT SCOPE OF WORK TIMELINE
Barry County Human Resources Policy Development 2024
City of Berkley Interim City Management & Transition Support 2024
City of Grosse Pointe Interim Public Services Director 2026
City of lonia Community Development Project Facilitation 2024
City of Morenci Human Resources Support/Executive Coaching 2024
City of Northville ’ Strategic Project Prioritization 2022
City of Northville Interim Housing Director 2023
City of Port Huron Community Engagement 2022
City of Port Huron Community/Economic Development Support 2023-2024
City of South Haven Lake Michigan Life Guard Feasibility & Implementation Strategy 2025
City of Tecumseh Staff Team Building (2022) & City Council Goal Setting (2025) 2022/25
City of Traverse City Interim City Management 2023
City of Zeeland Financial Sustainability Review (w/Municipal Analytics) 2025
DeWitt Charter Township Strategic Planning 2025
Downtown Ferndale Governance Training & Team Building 2024
Saline Area Fire Department Governance Training & Team Building 2024
FIRM INFORMATION
AND REFERENCES
Organization Information
Double Haul Solutions
Brighton, MI 48116
248- 207-5293 (c)
EIN: 87-2174640
EST: October 2021
DHS Project and Professional References
Bridget Dean, Mayor Cynthia Broomfield, Assistant City
City of Berkley, MI Manager
[email protected] City of Port Huron, MI
248-930-0544 810.984.9774
[email protected]
Crystal VanVleck, City Manager
City of Port Huron, MI Patty Woods, Chair
[email protected] Hastings Downtown Development
248-658-3350 Authority
Hastings, MI
Mary Williams, Chair & Joe Bixler, [email protected]
Former Co-Chair
Port Huron Neighborhood Improvement Dan King, Community Development
Authority Director/Zoning Administrator
Port Huron, MI City of Hastings, MI
[email protected] [email protected]
[email protected]
DOUBLE HAUL SOLUTIONS TEAM
A Strategic Partnership for Lasting Leadership
We bring a strategic, hands-on approach to municipal planning and leadership development. Our
team is composed of professionals with deep expertise in stakeholder engagement, data-driven
decision-making, and community-focused leadership. We understand that guiding an organization
through a strategic planning process requires not only technical knowledge but also the ability to
facilitate meaningful conversations and build consensus.
With experience working across Michigan's diverse communities, our team specializes in fostering
inclusive, people-driven strategies that ensure local voices shape the path forward. We emphasize
transparency, collaboration, and actionable planning, ensuring that the City of Muskegon’s strategic
priorities are not only identified but can realistically be implemented.
From gathering stakeholder input and facilitating workshops to crafting practical guidance, DHS
provides the expertise and structure needed to support a smooth and effective strategic planning
process. Our commitment extends beyond simply delivering a plan—we strive to create a
foundation for long-term success, ensuring that the City of Muskegon’s leadership has the tools and
guidance needed to build a strong future for the community.
MEET OUR CORE TEAM
Helping communities reach further.
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Founder & CEO;
Community Leadership
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Community-Led Communications &
Development Specialist Engagement Specialist
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PROJECT LEAD
NATE GEINZER
FACILITATION
& SUPPORT*
PROJECT ANALYST COMMUNICATIONS &
DESIGN SUPPORT
ZACK SZYMANSKI
KAYLA MCKAIG
AS NEEDED SMEs
PLACE-BASED ECONOMIE COMMUNICATIONS &
DEVELOPMENT EXPERT ENGAGEMENT SPECIALIST
PETER CHAPMAN TORRI MATHES
*Note: If the need arises, DHS may supplement the project team through engagement with other collaborators or team members.
WWW .DOUBLEHAULSOLUTIONS.COM
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YEARS EXPERIENCE
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EDUCATION
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MASTERS OF PUBLIC POLICY, TUFTS
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WHY DHS? _
Communities choose DHS because we understand that strategic planning only succeeds when it is
credible to organizations and decision makers, practical for staff, and meaningful to the community.
Our team knows the political, operational, and human realities of local government and authorities,
and we design processes that reflect those realities—balancing ambition with capacity, vision with
resources, and inclusivity with decisiveness.
DHS is not focused on producing a document; we are focused on building shared understanding,
alignment, and momentum. We meet communities where they are, create space for every voice, and
turn insight into action. Our strategic planning work results in clear frameworks that strengthen
governance, improve decision-making, and provide durable guidance for leadership long after the
engagement concludes. For communities seeking a partner who brings experience, judgment, and a
deeply practical approach to strategic planning, DHS is the right team.
OUR APPROACH
In general, DHS is in agreement with the planning approach outlined in the RFQ that included:
1.Conduct Research and Preparation
2. Facilitate the Planning Process
3. Strategic Plan Document
However, the City should understand that the final strategic plan will have a look and feel that
responds to the needs of the organization. From start to finish, our strategic plans are generally
structured as follows:
GENERAL MODEL
VALUES VISION STATEMENT VALUES
STRATEGIC PRIORITY STRATEGIC PRIORITY STRATEGIC PRIORITY STRATEGIC PRIORITY
INITIATIVE INITIATIVE INITIATIVE INITIATIVE
KPI ACTION KPI ACTION KPI ACTION KPI ACTION
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l PROJECT UNDERSTANDING
Purpose: The described strategic planning approach is designed to support the City
Commission in its role as the elected body responsible for setting Muskegon’s long-term
direction.
Roles:
e The Commission leads by articulating a clear vision and defining the outcomes that will
guide policy decisions, investments, and performance expectations over the coming
years.
e Community engagement is incorporated early to test and validate that direction by
grounding it in lived experience and ensuring it resonates with residents and
stakeholders.
e City leadership and staff translate the Commission’s direction into feasible strategies,
budgets, and implementation plans, operationalizing the Commission’s direction.
e The facilitator’s role is to provide structure and guidance in the process by helping the |
Commission navigate differing perspectives, focusing on shared priorities, and moving
the work forward productively.
The proposed, phased strategic planning approach balances near-term needs, particularly
alignment with the City’s budget process, with the longer-term goal of producing a clear,
durable, and widely supported strategic plan. This draft phasing is intended to present a big-
picture view of how the work could be structured, not to lock the City into a rigid or overly
prescriptive process.
Proposed Phasing:
Phase Focus Areas Tentative Timeline
‘ Commission & Staff interviews; Public
Foundation Presentation
orWork Session ies. Se
Phase | ___ Trust, Visioning,
& Outcomes May-June
Phase ll =~ FYE
27 Budget Alignment
to Outcomes JUS ABS
Phase Ill 4-year Prioritization Plan. _| August- October oe
Phase IV Final Report pe October= January
Note: Timeline dependent onfirst in-person retreat heldinearlyMay =
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Great leadership is in our nature.
SCOPE OF WORK
Project Kickoff: Foundation Setting
Timing: March-May
Establishing the foundation entails enhancing the facilitation team's comprehension of the
community's present circumstances. The process includes a thorough review of current plans,
operational challenges, and policy priorities at the individual level. Additionally, efforts are made
to determine areas of consensus as well as gaps between policy and implementation.
Desired Outcomes
Establish a strong foundation for the strategic planning process by building trust and alignment
among the City Commission.
Preparation and Project Kick Off
The initial phase of the strategic planning process involves laying the groundwork through
careful preparation and a formal project kick off. This stage sets expectations, clarifies roles,
and ensures that all participants are aligned on objectives and approach.
e Document Review
o Review, and gather additional as needed, relevant documents
e Kick Off Meeting
o Kick Off Meeting with Leadership Team (In Person)
Perspective
Here we capture a broad range of viewpoints from key stakeholders within the organization. By
gathering insights from leadership, staff, and commission members, this stage helps to
illuminate both shared priorities and areas of divergence in the strategic planning process.
e Baseline Survey
o Development of an “internal” survey distributed to the elected body, 4 Division
Heads, and 20 Department Heads management staff.
o Leveraging City relationships for targeted distribution, DHS will modify the survey
to be “constituent forward” while retaining question context.
o Optional: Survey to include front line staff.
o Optional: Survey to include members of boards and commissions.
Optional: Virtual focus groups.
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e One-on-Ones
o City Commission Members (100% participation is our goal and request).
o City Management Leadership Team and Division Heads.
o Optional:
« Department Heads (Individual or Small Groups).
« Boards and Commission Chairs (Individual or Small Groups).
Pre-Workshop
As we prepare for our first facilitation, we lay the groundwork for productive strategic
discussions by ensuring all participants are prepared and informed. This stage focuses on
organizing materials, setting expectations, and coordinating logistics ahead of the initial council
workshop. .
e Preparation: Council Workshop #1
o Consultant Team Preparation
e Pre-Workshop Activity/Reflection
Purpose & Value
Foundation supports the strategic planning process by:
e Establishing a structured process for strategic planning, ensuring clarity and consistency
throughout the initiative.
e Preparing participants by coordinating logistics and setting clear expectations for
effective engagement.
e Supporting informed decision-making by organizing materials and facilitating
communication among stakeholders.
e Building a shared understanding of goals, roles, and direction to foster alignment and
trust within the team.
Together, these elements create a strong foundation for successful strategic discussions,
enabling the group to collaborate effectively and achieve meaningful outcomes as the planning
process moves forward.
Our foundational work directly informs our team's approach to strategic planning by:
e Establishing a structured process that ensures clarity, consistency, and alignment with
the City Management Leadership Team's intent throughout the initiative.
ae
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e Preparing participants by coordinating logistics and setting clear expectations, while also
recognizing and accounting for existing conditions within the organization and
throughout the community for effective engagement.
e Supporting informed decision-making by organizing materials and facilitating transparent
communication among stakeholders, ensuring that the current realities and challenges
are acknowledged.
e Building a shared understanding of goals, roles, and direction to foster alignment and
trust within the team, with a deliberate focus on recognizing the unique context and
‘needs of the city.
By integrating these elements, our approach ensures that the planning process is both
responsive to existing conditions and intentionally aligned with the City Management
Leadership Team's vision. This positions the group to collaborate effectively and achieve
meaningful outcomes as we move forward with strategic discussions.
Phase I: Common Ground & Shared Vision
Timing: May-June
Phase | focuses intentionally on alignment before decision-making, ensuring that future
strategic choices are grounded in a common understanding of the City’s goals, role, and
direction, with a particular focus at this early stage on vision—Muskegon’s ideal future state.
Desired Outcomes
Establish a strong foundation for the strategic planning process by building trust and alignment
among the City Commission.
e Acollaboratively developed vision statement informed by all Commissioners. While
consensus is the goal, a majority threshold is sufficient, with inclusion and transparency
as guiding principles.
e Aclearer, shared understanding of Commissioners’ values, lived experiences, and
perspectives on Muskegon.
e Ashared understanding among Commissioners of their policy role and the boundaries of
local authority within a council-manager form of government.
e Improved working alignment and trust among elected officials and staff leadership.
e A Commission-affirmed framework to guide subsequent community engagement,
prioritization, and budget alignment.
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Pre-Session Activity
Commissioners will be invited to participate in a pre-session activity to inform the upcoming
work session. The design and intent of the activity will be determined following the kick off
meeting with staff leadership.
Full Day In-Person Retreat
Part 1: Governance Roles and the Role of Strategic Planning
DHS will facilitate a practical, plain-language discussion on governance roles within a Council-
Manager form of government. This discussion is intended to support—not constrain—
Commissioners by clarifying the tools available to them and the limits of local authority. Here
we demonstrate how the Strategic Plan is leveraged to maintain focus and accountability
around shared outcomes and priorities—ensuring precious resources (human, financial, capital,
and otherwise) are used effectively and efficiently.
Topics may include:
e The role of elected officials in setting policy direction and community values.
e Appropriate avenues for advocacy on issues outside direct local control (e.g., resolutions,
proclamations, intergovernmental coordination, public platforms).
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e The respective roles of the Commission, City Manager, and staff in policy development
and implementation.
e Limitations on local authority as defined by governing documents, including state law,
the City Charter, and applicable home rule provisions.
e How the Strategic Plan is used to strengthen interactions between the Council and the
Manager and to foster a collaborative atmosphere where staff and policy makers work
together consistently and effectively aligned by the strategic plan.
This discussion is designed with clear boundaries and outcomes. It explicitly acknowledges that
policy differences will exist, while emphasizing shared understanding of governance tools,
constraints, and responsibilities. The intent is to improve clarity for actions and intentions, not
to resolve ideological differences.
Understanding roles and responsibilities in the Council-Manager form of government is
connected to the strategic priorities that the Commission will affirm.
Part 2: Facilitated Discussion & Vision Framing
During the in-person work session, Commissioners will participate in facilitated small-group
exercises that build directly on the pre-session reflections. These exercises translate personal
values and lived experience into shared aspirations and provide a natural bridge to vision
development and strategic priorities.
Part 3: Strategic Priorities
A closing discussion is facilitated with the City Commission focused on building out new
outcome statements into concise, memorable strategic priorities—generally expressed in three
to five words each. This discussion will leverage the existing strategic framework and the day’s
input to inform the City’s vision and direction.
The goal of this exercise is to move from descriptive or technical language to outcome language
that Commissioners can readily apply in practice. For example, outcome areas should be usable
when explaining why a particular investment, incentive, or policy decision aligns with the
Commission’s strategic priorities (e.g., “economic prosperity” or “neighborhood health”).
This session may result in:
e Refinement of existing priorities.
e Consolidation or clarification of overlapping concepts.
e Confirmation that outcomes clearly support and reinforce the adopted vision statement.
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Strategic Priorities Refinement
Via electronic survey, we present draft vision and priority statements for review and input. The
input gathered will inform our first refinement in preparation for community engagement. This
step is intended to strengthen the correlation between the City’s vision statement, its goals,
and priorities that were included in the 2022 Muskegon Strategic Plan, and proposed revisions
based on the insights and input gathered at the retreat.
Phase II: Community Engagement and Alignment
Timing: June-August
In Phase Il, we invite the community to join the strategic planning process. Our objective is to
ensure that the City’s vision and strategic priorities are relevant, clearly defined, and resonate
with the community. Additionally, we leverage these in-person interactions to begin nurturing
and harvesting ideas from participants—informing the activities outlined in Phase Ill.
It is crucial to invest time in understanding and coordinating input from the City Commission
and the community. By creating a welcoming environment for those we aim to serve, we lay the
groundwork for effective prioritization and informed decisions throughout the process.
Desired Outcome
By the conclusion of Phase Il, the City will have:
e Robust and inclusive community input with an emphasis on reaching disengaged
populations and stakeholders.
e A finalized and “adoption ready” vision statement.
Bose
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e Aconfident, concise, and clearly articulated set of strategic priorities that flow from the
adopted vision statement.
e Language that is practical, repeatable, and usable by the City Commission to describe
priorities, investments, successes, and decisions.
e Improved readiness for future prioritization exercises and strategic plan implementation.
Community Engagement
Conduct community engagement open houses with staff support. Sessions should be oriented
around obtaining feedback connected to the following ideas:
e Does this vision resonate?
e Is anything critical missing or misunderstood?
e How do residents experience these priorities in practice?
e What is needed for the community to live its vision?
In an open house format, activities will include separate discovery and dialogue stations that
reflect the Commission's draft Strategic Priorities—with multiple unique engagement
opportunities leveraged to capture input while fostering community.
DHS’ proposal provides for hosting one open house in each Ward focusing on locations that
can facilitate higher engagement and turnout. Opportunities to build off existing events, or to
turn open houses into an event themselves is generally a strong approach. An example might be
a mini-food truck rally (1 to 2 trucks at each event) potentially sponsored by a community
foundation or other community support resource.
Collaboration with City Communications Department
Community outreach will be critical to the success of community engagement. Our team can
help build an outreach strategy and design communications assets; however, outreach
implementation will require staff support with examples of potentially needed support below:
e Multiple social media assets leveraged at key periods throughout the open house
promotion process.
e A designated web presence.
e Sandwich Board signage placed strategically throughout the community.
e Informative door hangers could be used for outreach in neighborhoods that have been
historically challenging to engage.
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e Coordination of any activities, food trucks, refreshments, facility access, AV needs, etc.
e Assist in the evaluation of opportunities to remove barriers to participation such as
opportunities for youth engagement, small child engagement areas, transportation
opportunities, strategically selected facility hosts, etc.
e Brainstorming opportunities to provide remote or alternative strategies to engage in
open-house activities through tools such as surveys, Facebook live, developing a short
series of videos to host online with opportunities to provide input, etc.
e Inthe past, we have found great collaboration with local faith leaders. We could consider
hosting a virtual meeting with interfaith leadership to promote the value of parishioner
participation.
e Strong collaboration with the personnel assets of the City’s community engagement
team provides a real opportunity to knock community engagement out of the park,
building trust in the process—trust amongst not only stakeholders but City
Commissioners as well.
Note: Additional opportunities to expand this engagement are available, depending on the City's
interest and staff support. This includes an optional community engagement survey as a way for
those who are unavailable to participate otherwise and provide input.
Community engagement deliverables will include and not be limited to the following list
presented in a written summary report:
e Metrics including number of attendees, hours of public engagement, etc.
e Written summary regarding engagement efforts.
e Vision statement and priorities visual word cloud(s).
Simplification & Refinement Session #2
We will facilitate a work session with the City Commission focused on simplifying and refining
the City’s existing strategic priorities into concise, memorable calls to action—generally
expressed in three to five words each. This work will be informed by the input gathered from
the community.
The goal of this exercise is to move from descriptive or technical language to language that the
Commissioners can readily apply in practice. For example, strategic priorities should be
leveraged when explaining why a particular investment, incentive, or policy decision aligns with
the Commission’s strategic priorities (e.g., “economic prosperity” or “neighborhood health’).
This session may result in:
e Refinement of existing strategic priorities.
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e Consolidation or clarification of overlapping concepts.
e Confirmation that outcomes clearly support and reinforce the adopted vision statement.
Purpose & Value
Through active pursuit and welcoming community engagement, we work to build buy-in and
identify community partners and allies who can help support the implementation priorities of
the strategic plan.
Phase II supports the strategic planning process by:
e Building trust and mutual understanding among community members and stakeholders.
e Creating space for diverse perspectives.
e Identifying shared values and priorities across the elected body and community
members.
e Strengthening the logical connection between vision, outcomes, and future priorities.
e Establishing the outcome language that will support strategic communications connected
with strategic plan initiatives.
e Providing Commissioners with practical language to explain decisions, disagreements
and/or investments.
e Preparing the City for more effective prioritization and implementation discussions in
Phase Ill.
By grounding the planning effort in lived experience and collective reflection, the City’s
strategic plan is better positioned to reflect authentic community priorities and support durable,
consensus-based outcomes.
Phase III: Operationalize and Prioritize
Tentative Timing: August-October
Phase III marks the transition from planning to action and focuses on translating strategic
priorities into operational steps for the City. This phase will guide leaders in determining which
initiatives to advance and how best to allocate resources for maximum impact.
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Operationalization: Initiative Inventory & Matrix Formation
We will work with the City Manager’s Office, senior leadership, and department heads to
compile and summarize a comprehensive inventory of initiatives, including:
e Strategic priorities from the City’s previous strategic plan
e Near-term and mid-term initiatives identified in adopted plans (e.g., land use, parks, or
other policy plans)
e Capital Improvement Program (CIP) initiatives, with guidance from the City Manager and
Finance
Each initiative will be summarized at a high level to ensure consistency and clarity, including
plan origin, status, timing, and key considerations.
Deliverables: We will organize the initiative inventory into a prioritization matrix structured
around the City’s strategic priorities. This matrix provides a shared framework for the
prioritization discussion, allowing Commissioners and staff to:
e See how initiatives align with stated priorities and what plans those initiatives are driven
by.
e Identify areas of concentration or imbalance.
e Suggest adjustments, consolidations, or clarifications.
This step ensures that prioritization discussions are anchored in the Commission’s strategic
framework rather than individual priorities alone. This process can also be leveraged by the City
Management Team to build cross departmental understanding of roles, impact, and needs
across the organization.
Prioritization:
Option #1: Full Day Retreat
Option #2: Virtual Engagement and Shortened Work Session
During a full day retreat, the City Commission alongside the leadership team will engage in a
structured prioritization exercise. Activities will include:
e Affirming or updating the initiative matrix.
e Using visual tools (e.g., dot or sticker voting) to indicate levels of support.
e Identifying initiatives with clear majority support as priority candidates for advancement.
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o This exercise will identify capacity and assign a threshold of priorities that may be
advanced across Years 1-4, setting the table for a four-year work plan.* The work
plan can be leveraged to inform future budget and capital improvement planning
processes.
*Work Plan is used loosely to describe the what will be moved forward and when (policy), not how
the work is done (implementation).
o Toensure constructive participation, a space will be established for initiatives that
receive meaningful interest but fall short of majority support.
o This provides a transparent way to acknowledge priorities that have some
advocacy, but not majority, demonstrating input has been seen, heard, and
captured.
Note: Option 2 may be beneficial for scheduling purposes; however, it may forgo the inter- and intra-
commission/staff connections and understanding that can be fostered organically.
By the end of Phase III, the City will be positioned to move forward with confidence, knowing
which initiatives have clear strategic support, which remain under consideration, and how
priorities connect back to the Commission’s vision and outcomes.
Deliverables:
e Initiative alignment across plans.
e Initiative priorities projected four years out.
e Optional: FY 28 CIP prioritization.
Purpose & Value
Phase III supports the strategic planning process by:
e Creating a fair, visible, and disciplined method for prioritization.
e Helping the Commission navigate tradeoffs without forcing false consensus.
e Aligning strategic direction with budget and capital planning realities.
e Preparing for staff implementation and public communication.
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Phase IV: Final Report & ClearGov Integration
Tentative Timing: October-January
Phase IV focuses on synthesizing the work completed in Phases I-III into a clear, usable
strategic plan and integrating that plan into the City’s operational and reporting systems. This
phase is largely administrative and documentation-focused. Here we translate outcomes of the
planning process into a format that supports implementation, transparency, and accountability.
The final report will be delivered and presented to the City Commission at a public meeting of
the City’s choice. The report will be delivered by the City’s leadership team, supported by DHS.
Strategic Plan Synthesis & Final Report
We will synthesize all inputs and outputs from the planning process into a final strategic plan
document. This will include:
e Aconcise narrative summarizing the planning process and engagement approach. We
will include public engagement photos and will seek to include positive comments from
the public about the process.
e The adopted vision statement
e Defined priorities, with clear descriptions
e A four-year schedule of strategic priorities organized under the outcome framework
The final report will be designed for clarity, accessibility, and long-term use, serving as ahere
reference point for elected officials, staff, and the community. Other report delivery methods
and tools may be negotiated if there is an interest in inclusive sharing (neighborhoods, social
media, etc.)
ClearGov & Plan Implementation Support
Recognizing that strategic plans are most effective when embedded into daily operations, DHS
will provide up to 12 hours of capacity to support the integration of the strategic plan within
ClearGov, the City’s performance management platform.
Support activities may include, but are not limited to:
e Structuring the plan for implementation and tracking.
e ClearGov development and input support.
e Ensuring priorities and outcomes are clearly represented.
e Develop work planning and reporting tools aligning with the plan.
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e Develop staff training and/or communication materials supporting organization wide
plan understanding and integration.
Purpose & Value
Phase IV ensures that the strategic planning effort results in a document that is not only
adopted but executed. By focusing on synthesis, clarity, and systems integration, this phase
helps bridge the gap between strategy and execution.
Optional Services
Optional services can be scoped and quoted separately based on the City’s interest, capacity, and
desired level of ongoing support.
Budget & Capital Alignment Support
If requested, we can assist the City Manager's Office in organizing and framing key capital projects or
public-facing initiatives anticipated for the FY 2027 budget. This may include:
e Aligning major projects or initiatives with newly defined outcome areas.
e Supporting internal consistency in how projects are described and presented.
e Assisting/guiding the build out of initial communications framework(s) for initiatives and/or
capital projects that will be visible early in the new plan's life cycle.
This support is intended to reinforce alignment between strategy, budgeting, and public
communication, without preempting future prioritization.
FY 28 Budget Process Materials
If requested, we can assist the City Manager’s Office with organizing and preparing
materials/templates for the FY 28 budget process. Scope examples include:
e Outlining a new budget process and timeline—incorporating strategic plan alignment
throughout the budget cycle.
e Creating new budget request templates (electronic forms, ClearGov, or other).
e Staff training regarding the purpose of the Strategic Plan, informed decision making, and “next
year’s” budget process
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Additional/Ongoing Support
Beyond Phase IV, DHS can provide optional support that advances and sustains the momentum of
plan implementation. Examples of support could include, but not be limited to:
e Establishing a communications framework for quarterly strategic priority status updates.
e Assisting with the development or refinement of Key Performance Indicator (KPI) frameworks.
e Supporting alignment between the strategic plan and staff and department performance
evaluations.
e Aligning Board(s) and Commission(s) plans
e Building the tools that leverage the strategic plan within the context of policy deliberations
and decision making.
Note: Such tools could be helpful when facing internal and/or external pressures to redirect
resources or add expectations that impact the implementation of the adopted strategic plan
and/or exceed operational resource limitations (financial, human, capital, or otherwise). In
other words, these tools strengthen accountability and governance effectiveness by using a
data- and community informed strategic plan to guide decision -making—rather than relying
on reactive, emotionally driven choices or chasing the next “shiny object,” a trap that is all too
common in the public sector.
Training and Team Building
Double Haul Solutions (DHS) offers customizable training options to strengthen team effectiveness,
communication, and shared understanding. Training may be delivered to staff, the City Commission,
or jointly.
Everything DiSC®
e Builds awareness of individual communication and work styles
e Creates a shared language to improve collaboration and reduce conflict
e Supports stronger day-to-day working relationships across roles and departments
Five Behaviors of a Cohesive Team®
e Focuses on Trust, Conflict, Commitment, Accountability, and Results
e Strengthens team cohesion, decision-making, and accountability
e Includes facilitated discussion, assessment insights, and action planning
Custom Training
DHS designs tailored sessions based on organizational goals, team dynamics, and governance
context. Topics may include communication, role clarity, leadership alignment, and team
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IV. FEE SCHEDULE
Base Strategic Planning Scope of Work . Not to Exceed $50,000
Payment Terms: 10% Deposit. Monthly progress payments based upon the estimated completed
scope of work i.e. (Total Estimate*%Completed) - Paid to Date. Final 5% upon receipt of Final Deliverable.
Net 30 Days.
Reimbursables: Mileage at IRS Schedule Rates. City Approved Accommodations.
Assumptions:
“Not to exceed” total excludes scope items listed as “optional.”
Five (5) in person days included. Additional days $1,200 per day per “lead or
SME" consultant.
Hourly Rates:
© = Project/Facilitation Lead.i...ccccsccsssssssssscscscscsssssssssscssscssscscscsesssesesessssesssessssesesessseseseseees $150 p/h
© Project SUPPOFt.....ccccccsssescssscsssscscscsescssstscssscsessesescscscscscscscssssssessescsesesessescscstsssesessesee
ant$100 p/h
e SMEs
o Community-Led/Place Based Economic Development Specialist................ $ 250 p/h
o Communications and Engagement Specialist............ccsssssscsscsssessssssseeeesees $ 150 p/h
NOTICE TO PROCEED
By signing below, | verify that | am a representative of the Client; | agree with the scope of
work to be provided and related Fee Schedule; | accept the Consulting Services Terms and
Conditions; and that | have the authority to bind the Client in the engagement of these services.
CLIENT:
City of Muskegon
sient ilSoot
st
By)o actnad Seaforth
Its:
Muvege-)
WITNESS: WITNESS:
Sien: Avaeadtoe Sign: ee
Print: Wp | Dw Print:Zachery (US aptroni_
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TERMS AND CONDITIONS
THE CLIENT AND CONSULTANT AGREE AS FOLLOWS:
Article I. Statement and Performance of Work.
For payment by the Client as provided under this signed Scope of Professional Services (the “Contract”),
Consultant shall perform the work, duties and responsibilities as described in the above Scope of Work (the
"work"), which is made a part of this Contract by this reference, in a competent, accurate, efficient, timely,
good, professional, thorough, complete and responsible manner, and in compliance with the terms and
conditions set forth below.
Article Il. Timing of Performance.
Performance of this Contract shall commence immediately upon execution by both parties, and performance of
the work shall be completed according to the timing set forth in the work. The timing for performance of any
such work may be extended for additional specified periods of time, if allowed in writing by the Client in its sole
discretion.
Article Il. Contract Price and Payment
A. Subject to the terms and conditions of this Contract, the Client agrees to pay Consultant in the amount
and manner set forth in the work (referred to in this Contract as "payments"). Such payments are in exchange
for and consideration of the timely and satisfactory performance and completion of authorized work required
under and pursuant to this Contract.
B. The Client agrees to pay Consultant amounts due within thirty (30) days of receipt of an itemized
billing/invoice from Consultant detailing all work performed and provided in connection with the billing and the
hours and charges applicable to each such item of work. Such itemized billings shall be submitted and shall be
paid only upon satisfactory completion of the work itemized in the billing.
C All costs and expenses incurred by Consultant in the course of performing the work under this Contract
are deemed to be included in the hourly fees and amounts set forth in the work, unless specifically identified in
the work as reimbursable expenses and such expenses have been approved by the Client or its designee.
D. Consultant will obtain written approval of the Client prior to proceeding with any services or work that
is not stated in the work; otherwise the Client will not be billed for such extra/additional services or work.
E. Payments shall be made upon verification of invoices received by the Client. All payments to Consultant
shall be submitted by mail at Consultant's address listed on the invoice, unless Consultant provides written
notice of a change in the address to which such payments are to be sent, or by electronic means as provided for
with Consultant invoices.
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F. Upon successful completion of Services, Client agrees to allow its logo and/or name to be used on
Consultant’s website identifying past clients.
Article IV. Duration and Termination.
A. This Contract, including any extension or amendment of this Contract, may be terminated at any time,
with or without cause, by either party upon thirty (30) calendar days’ written notice to the other party. In such
event, the effective date of such termination shall be the 30th calendar day following the date of the written
notice of such termination.
B. In the event this Contract is terminated prior to completion of the work, the Client shall not be
responsible to make any further payments for work performed after the effective date of such termination and
shall pay Consultant for such work as has been completed and is eligible for payment under the terms of this
Contract through the date of such termination. In all events, the Client shall only be responsible to make the
payments described in the preceding sentence if, at the Client's request, Consultant continues to fully perform
its duties and obligations in full compliance with the terms of this Contract through the effective date of the
termination. Additionally, termination shall not relieve Consultant of its obligation to provide Client with all of
the plans and product(s) generated under this Contract through the effective date of termination. Articles V, VI,
VII and VIII of this Contract shall survive completion of the work and any termination of this Contract.
C. Prior to the effective date of any termination or prior to the completion of the work (including any
extension of the timing for completion), whichever is the first to occur, Consultant shall deliver to the Client all
reports, opinions, compilations, research work, studies, materials, artifacts, samples, documents, plans, drawings,
specifications, correspondence, ledgers, permits, applications, manuals, contracts, accountings, schedules, maps,
logs, invoices, billings, photographs, videotapes and other materials in its possession or control that is gathered
or generated in the course of performing the work or that relates to the work in any way; provided that
Consultant may retain a copy of such materials for its files. The Client shall be permitted to withhold any
payments and reimbursements otherwise owing to Consultant under the terms of this Contract until all such
materials are delivered to the Client in accordance with the terms and conditions of this Contract.
Article V. Independent Contractor Relationship.
A. In the performance of this Contract, the relationship of Consultant to the Client shall be that of an
independent contractor and not that of an employee or agent of Client. Consultant is and shall perform under
this Contract as an independent contractor, and no liability or responsibility with respect to benefits of any kind,
including without limitation, medical benefits, worker's compensation, pension rights, or other rights or liabilities
arising out of or related to a contract for hire or employer/employee relationship shall arise or accrue to either
party as a result of the performance of this Contract.
B. Consultant, as an independent contractor, is not authorized to enter into or sign any agreements on
behalf of the Client or to make any representations to third parties that are binding upon the Client. Although
Consultant is required under this Contract to advise, make recommendations to and to a limited extent
represent the Client, all plans, studies, applications, submittals, surveys, reports and any other information
relating to the work must be submitted to and approved by the Client or the Client’s authorized official prior to
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being disseminated to any third party and shall only be so disseminated if such dissemination is approved in
advance by the Client or an authorized Client official. Consultant may disseminate said materials held in the
public realm as a part of Consultant’s portfolio of work.
C. Consultant represents that it will dedicate sufficient resources and provide all necessary personnel
required to perform the work described in the work in accordance with the terms and conditions of this
Contract. Except as may be specifically stated and agreed to in the work, Consultant shall perform all of the
work under this Contract and no other person or entity shall be assigned or subcontracted to perform the work,
or any part thereof, unless approved by the Client in advance.
Article VI: Liability and Insurance.
A. Consultant agrees to indemnify and hold harmless the Client, its elected and appointed officials and
employees and attorneys, from and against any and any claims, demands, suits, losses and settlements, including
actual attorney fees incurred and all costs connected therewith, for any damages which may be asserted,
claimed or recovered against the Client by reason of: (i) personal injury, death and/or property damages which
arises out of or is in any way connected or associated with the actions or inactions of Consultant in performing
or failing to perform the work; (ii) civil damages which arise out of any dispute between Consultant and its
subcontractors, affiliates, employees or other private third parties in connection with this Contract; or (iii) civil
damages and penalties, including without limitation damages and penalties resulting from claims of
discrimination, civil rights violations, statutory violations or constitutional violations, which arise out of any or
are in any way connected or associated with the actions or inactions of Consultant. Consultant also agrees to
indemnify and hold harmless the Client, its elected and appointed officials and employees and attorneys, from
and against any and all claims, demands for payment, suits, losses and settlements, including actual attorney
fees incurred and all costs connected therewith, for or relating to any patented or copyrighted material, process,
or device that may be used in the course of performing the work or form a part of the work.
B, Consultant shall obtain and maintain during the term of this agreement, insurance coverage as outlined
herein. This insurance shall not be interpreted to limit the liability of the Consultant, and all deductibles and
SIR’s are the responsibility of the Consultant. A certificate of insurance and endorsements shall be provided by
Consultant prior to start of this agreement. (1) Worker's Compensation Insurance including Employers’ Liability
Coverage, in accordance with all applicable statutes of the State of Michigan. (2) Commercial General Liability
Insurance on an “Occurrence Basis” with limits of liability not less than $1,000,000 per occurrence and
aggregate. Coverage shall include an endorsement stating the Client shall be named as additional insured and
coverage shall be primary to any insurance carried by Client. Consultant shall give the Client immediate notice
of any change in or cancellation of the coverage within five (5) days of such change or cancellation, shall provide
a copy of any cancellation notice received from its insurer to the Client within five (5) days of such cancellation,
and shall request that its insurer send such notice of cancellation to the Client. Consultant shall provide
evidence of insurance coverage as set forth herein coverage at any time requested by the Client.
Article VII. Information.
It is expressly acknowledged and agreed that all reports, opinions, compilations, research work. studies, data,
materials, artifacts, samples, documents, plans, drawings, specifications, correspondence, ledgers, permits,
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manuals, applications, contracts, accountings, schedules, maps, logs, invoices, billings, photographs, videotapes
and all other materials generated by and/or coming into the possession of Consultant during the term of this
Contract, and any extension thereof, that in any way relate to the performance of work by Consultant under
this Contract or that are otherwise related or relevant to the work belong exclusively to the Client and shall be
promptly delivered to the Client upon the termination of this Contract or, at any time, upon the Client’s
request.
Article Vill. © Accuracy.
Consultant promises that the information it provides in the work to be performed under this Contract will be
accurate, excepting only inaccuracies resulting from incorrect information provided by the Client, other
consultants, and/or other public sources. Consultant will not charge Client for necessary corrections to its work
and will be responsible for any increased cost incurred by the Client as a result of any inaccuracies in the work
excepting inaccuracies resulting from incorrect information provided by the Client other consultants and/or
other public sources.
Article IX. General Provisions.
A. Entire Agreement. This instrument, together with the attached Schedules, contains the entire Contract
between the Client and Consultant. No verbal agreement, conversation, or representation by or between any
officer, agent, or employee of the parties hereto, either before or after the execution of this Contract, shall
affect or modify any of the terms or obligations herein contained.
B. Compliance with Laws. This Contract and all of Consultant's work and practices shall be subject to all
applicable state, federal and local laws, ordinances, rules, or regulations, including without limitation, those
which apply because Client is a public governmental agency or body. Consultant represents that it is in
compliance with all such laws and eligible and qualified to enter into this Contract.
C. Governing Law. This Contract shall be governed by the laws of the State of Michigan.
D. Assignment. Consultant shall not assign this Contract or any part thereof without the written consent of
the Client. This Contract shall be binding on the parties, their successors, assigns and legal representatives.
E. Dispute Resolution/Arbitration. The parties agree that any disputes regarding a claimed violation of
this agreement shall first be submitted in writing to the other party in an attempt to settle the dispute before
pursuing other legal actions or notices provided for in this agreement. Such written communication shall clearly
state the problem or concern, allow sufficient time for a written response from the other party, and culminate
in a face-to-face meeting to determine if a remedial action is possible. In no event shall this process take more
than thirty (30) days, unless a specific extended period of time is agreed to by both parties in writing as being
necessary. The aforementioned initial written communications between the parties also shall indicate whether
the party is willing to submit the dispute to binding arbitration, nonbinding mediation or other form of
alternate dispute resolution, and share equally the costs for same. Upon the parties agreeing to any such
method of dispute resolution and a timetable for doing so, pursuit of other legal actions shall be deferred until
the process has been completed. In any binding arbitration, the arbitrator shall provide a written statement of
the reasons
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and basis for an award or decision, a judgment of the Livingston County Circuit Court may be entered based on
the arbitration award or decision, and each party shall be responsible for their own costs and attorney fees.
F. Third Parties. It is the intention of the parties hereto that this Contract is not made for the benefit of
any private third party. Consultant agrees that no private party or parties will be allowed to hold sway or
influence, in any way, over Consultant's performance of the work.
G. Notices. Written notices under this Contract shall be given to the parties at their addresses contained in
this Contract by personal or registered mail delivery to the attention of the following persons:
Client: Jonathan Seyferth, City Manager 933 Terrace Street, Muskegon 49440
Consultant: | Nate Geinzer, Founder & CEO, Double Haul Solutions
H. Changes. Any changes in the provisions of this Contract must be in writing and signed by the Client and
Consultant.
I. Waivers. No waiver of any term or condition of this Contract shall be binding and effective unless in
writing and signed by all parties, with any such waiver being limited to that circumstance only and not
applicable to subsequent actions or events.
J Jurisdiction and Venue of Contract. This Contract shall be considered for all purposes, including the
establishment of jurisdiction and venue in any court action between the parties, as having been entered into
and consummated in City/Township/Village of Brighton, Livingston County, Michigan.
K. Conflict. In the event of any conflict or inconsistency between the above provisions of this Contract
and Scope of Professional Services, the provisions in the above text shall govern.
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CONTACT US FOR
FURTHER INQUIRIES
anvenccloubterantol ction icant F-,,. OEAL Pf
[email protected] SOLUTI ON Ss
248-207-5293 Great leadership is in our nature.
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