agenda - tuesday, august 22, 2017

DU PAGE COUNTY

STRATEGIC PLANNING COMMITTEE

FINAL AGENDA

August 22, 2017 Regular Meeting 9:30 AM

ROOM 3500A

421 NORTH COUNTY FARM ROAD

WHEATON, IL 60187

DuPage County

1. CALL TO ORDER

2. ROLL CALL

3. CHAIRMAN'S REMARKS

4. PUBLIC COMMENT

5. APPROVAL OF MINUTES

A. Strategic Planning Committee - Regular Meeting - Tuesday April 25th, 2017

6. FY2017 STRATEGIC PLAN IMPLEMENTATION SUMMARY

7. INFORMATIONAL ITEM

1. TE-P-0362-17 Recommendation for the approval of a contract purchase order to Dospil

and Associates for LEAN training services, for Information Technology, for a contract

total amount of $38,025.00. Other Professional Service not subject to competitive bidding

per 55 ILCS 5/5-1022(a). Vendor selected pursuant to DuPage County Code Section 2-

300.4-108 (1) (b).

8. OLD BUSINESS

9. NEW BUSINESS

10. ADJOURNMENT

DU PAGE COUNTY

STRATEGIC PLANNING COMMITTEE

DRAFT SUMMARY

April 25, 2017 Regular Meeting 9:30 AM

ROOM 3500A

421 NORTH COUNTY FARM ROAD

WHEATON, IL 60187

DuPage County Page 1

1. CALL TO ORDER

9:30 AM meeting was called to order by Chairman Gary Grasso at 9:43 AM.

2. ROLL CALL

PRESENT: Anderson, Chaplin, Grasso, Tornatore, Wiley (9:45 AM)

ABSENT: Eckhoff

3. CHAIRMAN'S REMARKS

Chairman Grasso expressed his thanks to former Strategic Planning Committee Chairman Kevin

Wiley and members Chaplin and Tornatore for their past service and their willingness to

continue serving on the committee this year. He noted that although the committee is now

meeting quarterly, staff involvement with implementing the strategic plan in their departments is

ongoing.

4. PUBLIC COMMENT

None

5. APPROVAL OF MINUTES

A. Strategic Planning Committee - Regular Meeting - Dec 13, 2016 9:30 AM

RESULT: ACCEPTED [UNANIMOUS]

MOVER: Elizabeth Chaplin, District 2

SECONDER: Kevin Wiley, Vice Chairman

AYES: Anderson, Chaplin, Grasso, Tornatore, Wiley

ABSENT: Eckhoff

6. LEAN PROJECT UPDATE

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A. Senior Case Management Program (Community Services Department)

Jennifer Chlela, Community Services Manager with DuPage County Senior Services,

presented the findings of the LEAN project for the Senior Case Management program. Chad

Shaffer noted in his introductory remarks that Community Services staff began their initial

LEAN training in 2012, adding that LEAN focuses on performance improvement and

process analysis, with the goal of providing better customer service and enhanced efficiency

within the department.

Ms. Chlela stated that since the initial LEAN training for Senior Services managers and staff

in 2012, many projects have been initiated and are ongoing. She noted that significant

changes in the social, economic and demographic environment in DuPage County have made

it imperative for Senior Services to find efficient and creative ways to meet clients’ needs.

Among these changes are a significant increase in Illinois Department of Aging (IDOA)

paperwork requirements; demographic shifts resulting in more multigenerational and

multicultural families; and reduced services from partner agencies providing such services as

transportation and home delivered meals.

One of the major - and highly successful - initiatives undertaken was the Senior Case

Manager POD project, which consolidated the telephone, paperwork, and reporting tasks that

consumed much of the case managers’ time every day into small, efficient work units

(PODs) consisting of a Case Manager Liaison (CML) and four or five senior case managers.

Since the implementation of the POD system, the senior case managers are able to devote

more time to their clients during home visits, while the CMLs handle such tasks as

scheduling appointments, answering phones, making referrals, and processing and tracking

forms and applications for programs. Among the favorable outcomes of this implementation

was a dramatic reduction in missed phone calls between clients and case managers, and

clients were much better prepared for the case manager’s home visit because the CML was

able to inform them in advance which information the case managers would need - e.g., bank

statements, insurance information, medication information, etc.

In concluding her presentation, Ms. Chlela credited the LEAN training with empowering

staff to create solutions when issues arise, and giving them improved ability to communicate

with partner agencies such as IDOA.

7. STRATEGIC INITIATIVE UPDATE

A. Highland Hills Sanitary District (Public Works Department)

Nick Kottmeyer, Director of Public Works, updated the committee on the Highland Hills

Sanitary District Public Works project. A financial and operational analysis of the District

was conducted last year, and among the improvements under consideration was an option to

switch water and sewer service providers from Highland Hills Sanitary District to DuPage

County (to provide Lake Michigan water) and Flagg Creek Sanitary District (for sewer

service). Staff gave a presentation at a public meeting for residents of the Highland Hills

service area on November 15, 2016 and conducted multiple follow-up surveys. The results of

the surveys indicated a strong majority of residents were in favor of switching service

providers. As a result, the State’s Attorney’s office is in the process of drafting an

Intergovernmental Agreement between DuPage County, Flagg Creek Sanitary District and

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Highland Hills Sanitary District to facilitate the transition of water and sewer services and

dissolve the Highland Hills SD. The goal is to have Lake Michigan water flowing to

residents of Highland Hills SD by the end of 2017.

Following Mr. Kottmeyer’s remarks, Chairman Grasso recommended committee members

read an April 15, 2017 article reprinted from the State Journal-Register that advocated for

consolidation of local units of government throughout Illinois. The article highlighted

DuPage County’s ACT Initiative (Accountability/Consolidation/Transparency) as an

example of successful consolidation outcomes that have the potential to save DuPage

taxpayers millions of dollars. Chairman Grasso noted that government consolidation is

consistent with the County’s overall strategic plan and the County will continue to move

forward with consolidation efforts.

Regarding the fire district consolidations, Member Chaplin noted that effective

communication is essential in building trust with the people who will be affected by a

proposed consolidation. A lack of communication leads to a lack of trust and people become

concerned because they do not understand exactly what is being proposed. In advance of the

next proposed consolidation, she asked if Mr. Kottmeyer and his team could work closely

with the fire district to ensure that there is a more effective public outreach.

8. OLD BUSINESS

None

9. NEW BUSINESS

None

10. ADJOURNMENT

Without objection, Chairman Grasso adjourned the meeting. Regarding the committee’s meeting

schedule, Mr. Shaffer stated that the committee will meet quarterly, with specific dates to be

determined. Members will be notified in advance when the next meeting has been scheduled.

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Requisition 25k and over

TE-P-0362-17

AWARDING RESOLUTION TO

DOSPIL AND ASSOCIATES FOR

LEAN TRAINING SERVICES

(CONTRACT TOTAL AMOUNT: $38,025.00)

WHEREAS, an agreement has been negotiated in accordance with County Board policy;

and

WHEREAS, the Technology Committee recommends County Board approval for

issuance of a contract to Dospil and Associates, for LEAN training services, for Information

Technology.

NOW, THEREFORE BE IT RESOLVED, that County Requisition, covering said, for

LEAN training services, be, and it is hereby approved for issuance of a contract by the

Procurement Division to Dospil and Associates, 6527 North Tahoma, Chicago, IL 60646, for a

contract total amount of $38,025.00, Other Professional Service not subject to competitive

bidding per 55 ILCS 5/5-1022(a). Vendor selected pursuant to DuPage County Code Section 2-

300.4-108 (1) (b).

Enacted and approved this 22nd day of August, 2017 at Wheaton, Illinois.

________________________________

DANIEL J. CRONIN, CHAIRMAN

DU PAGE COUNTY BOARD

Attest: _________________________________

PAUL HINDS, COUNTY CLERK

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Requisition 25k and over

TE-P-0362-17

PROCUREMENT REVIEW CHECKLIST

REQUISITION

This form must accompany all County Purchase Requisitions.

NEW PURCHASE ORDER REQUEST

DATE

SUBMITTED August 10, 2017 CONTRACT TERM

CONTRACT

TOTAL AMOUNT

$38,025.00 REQUESTING

DEPT.

INFORMATION

SYSTEMS

SOLICITATION METHOD FOR SOURCE SELECTION

Decision Memo Required Other Professional Services - Detailed Vetting Process Required

Sarah Godzicki Completed 08/11/2017 8:35 AM

Deborah Hanson Completed 08/14/2017 11:37 AM

Donald Carlsen Completed 08/14/2017 8:11 PM

Kathy Ostrowski Completed 08/16/2017 10:41 AM

John Meneghini Skipped 08/16/2017 10:26 AM

Paul Rafac Completed 08/17/2017 7:35 AM

Tom Cuculich Completed 08/17/2017 12:01 PM

Kathy Ostrowski Completed 08/17/2017 12:07 PM

Technology Committee Pending 08/22/2017 9:00 AM

Strategic Planning Committee Pending 08/22/2017 9:30 AM

Finance Committee Pending 08/22/2017 8:00 AM

County Board Pending 08/22/2017 10:00 AM

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FORM OPTIMIZED FOR ACROBAT AND ADOBE READER VERSION 9 OR LATER Rev 1.4 12/20/16

Purchase Requisition Procurement Services Division

Date: Aug 8, 2017

MinuteTraq (IQM2) ID #: 10530

Department Req #:

RFP, Bid or Quote #:

Send Purchase Order To:

Vendor: Dospil & Associates Vendor #:

Attn: Margaret Dospiljulian Email: [email protected]

Address: 6527 North Tahoma

City: Chicago State: IL Zip: 60646

Phone: 773.230.6724 Fax: 773.774.3072

Send Invoices To:

Dept: County Board Division:

Attn: Chad Shaffer Email: [email protected]

Address: 421 N. County Farm Road Room: 2-500

City: Wheaton State: IL Zip: 60187

Phone: 630.407.6038 Fax: 630.407.6001

Send Payments To:

Vendor: Dospil & Associates Vendor #:

Attn: Margaret Dospiljulian Email: [email protected]

Address: 6527 North Tahoma

City: Chicago State: IL Zip: 60646

Phone: 773.230.6724 Fax: 773.774.3072

Ship To:

Dept: Information Technology Division:

Attn: Greg Smith Email: [email protected]

Address: 421 N. County Farm Road Room: L400B

City: Wheaton State: IL Zip: 60187

Phone: 630.407.5023 Fax: 630.407.5001

Payment Terms F.O.B. PO 20 Delivery Date Requisitioner

PER 50 ILCS 505/1 Destination ASAP Sarah GodzickiUse for Contract Administrator Contract Start Date Contract End Date Use for

PO25 only PO25 only

LN Qty UOMItem Detail

(Product #) Description FY Dept #

Acctg

UnitAcct #

Sub-Accts

and/or Activity #Unit Price Extension

1 1 EA LEAN Training on LEAN tools and process improvement for County IT staff.

17 1000 1180 53090 38,025.00 38,025.00

Requisition Total $ 38,025.00Header Comments (these comments will appear on the PO20 and PO25 Purchase Order) :

This contract is to provide training on lean tools and process improvement to 55 County Information Technology staff.

Special Instructions/Comments to Buyer or Approver (these comments will NOT appear on the Purchase Order) :

User Department Internal Notes (these comments will NOT appear on the Purchase Order) :

24428

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DECISION MEMO This form is required for all Professional Service (3090) Contracts over $25,000

and as otherwise required by the Procurement Review Checklist.

Date:

MinuteTraq (IQM2) ID#:

Department Requisition #:

DECISION MEMO This form is required for all Professional Service (3090) Contracts over $25,000

and as otherwise required by the Procurement Review Checklist.

Date: Aug 11, 2017

MinuteTraq (IQM2) ID#: 10530

Department Requisition #:

Requesting Department Information Technology Department Contact Greg Smith (Operations Manager)

Contact Email [email protected] Contact Phone (630) 407-5023

Vendor Name Dospil & Associates Vendor # 24428

Action Requested - Identify the action to be taken and the total cost; for instance approval of new contract, renew contract, increase contract, etc.

Request approval of a contract with Dospil & Associates to provide training on Lean tools and process improvement to all County

Information Technology (IT) staff for a total cost not to exceed $38,025.

Summary Explanation/Background - Provide an executive summary of the action. Explain why it is necessary and what is to be accomplished.

This contract provides for Lean training to 55 staff in the County's Information Technology (IT) Department. The IT Department is

seeking to identify ways in which it can maximize its operational efficiency and optimize its customer service. This next phase of

training builds on the County's Lean initiative which has successfully been implemented across five County departments to date,

including Community Services, the "permitting group" (Transportation, Stormwater, Public Works and Building and Zoning), and

administrative staff at the DuPage Care Center. Lean training for the IT Department will involve participation in the "Initial

Introduction" to Lean, which consists of the following: one (1) half day training with senior departmental leadership; three (3)

distinct full-day workshops (held twice); work shop development time; two (2) half-day workshops including an internal customer

panel; and two (2) 1.5 hour check-in meetings to ensure that Lean project groups are making measured progress. In addition to the

base training, the Lean workshops will be used to identify and develop new and existing Lean Pros, which further cultivates internal

Lean leadership and enhances sustainability for the County's Lean initiative. In May 2017, County Lean Pros led and administered

the first One-Day Lean Crash Course for new hires across all previously trained departments to ensure consistency and integration of

new staff into the County's Lean culture. This new hire Lean training was conducted using 100% internal resources and will be

replicated in the future as needed.

Strategic Impact

Customer Service

Select one of the five strategic imperatives in the County's Strategic Plan this action will most impact and provide a brief explanation.

A fundamental tenant of the Strategic Plan is that DuPage County must continue to enhance a culture which promotes excellence

in customer service to an increasingly diverse population. Lean training for the IT Department will provide its employees with the

tools necessary to critically analyze its work flows and processes, which in turn allows staff to identify and implement change.

Through process improvement, the IT Department will be able to better serve both its internal and external customers while

advancing tenants of the County's Strategic Plan.

Source Selection/Vetting Information - Describe method used to select source.

In the spring of 2017, senior leaders from the IT Department and County Board staff researched a variety of vendors which offer

Lean training and narrowed the list down to three which most closely align with the County's Lean training needs, and in particular,

the needs of the IT Department. Staff then participated in conference calls with each of the three potential vendors (NIU College of

Engineering; Dospil & Associates; and Illinois Business Innovation Services) to discuss their services and the department's Lean

training needs and goals. Following these discussions, staff determined that Dospil & Associates is best suited to perform Lean

training for the IT Department. This vendor exhibited a strong depth of work with public sector clients, and has experience and

expertise specific to the technology sector which will be instrumental to this next phase of Lean training. Additionally, the principal

consultant of Dospil & Associates (Margaret Dospiljulian) has conducted all previous County departmental Lean trainings which

aids in continuity and consistency.

When the County originally initiated its Lean journey in 2012, senior leadership from the Community Services Department and

County Board met with three potential vendors; University of Illinois- BIS; Government Finance Officers’ Association (GFOA); and

Illinois Performance Excellence (ILPEx). Upon review of vendors, senior leadership determined that ILPEx demonstrated the best

understanding of the goals of the department and a more effective structure for delivering the training. The original Lean training

for Community Services staff was delivered by ILPEx (Margaret Dospiljulian) in the spring and fall of 2013. Subsequently, ILPEx

(Margaret Dospiljulian) also provided Lean training to the County’s permitting and inspections staff in 2014 and the DuPage Care

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Center administration staff in 2015. In 2016, Dospil & Associates provided Lean training to over 100 new hires in previously trained

departments and developed a One Day Lean Crash Course video training.

Recommendations/Alternatives - Describe staff recommendation and provide justification. Identify at least 2 other options to accomplish this request.

Staff recommends approval of the contract with Dospil & Associates to equip the IT Department with the Lean tools and training

necessary to further enhance efficient operations and provide the highest level of customer service. This vendor's experience and

expertise aligns with the IT Department and its needs and goals for the training. Additionally, this vendor is recommended based

on past performance in Lean trainings for County departments and the ability to ensure continuity and consistency. Other options

include: (1) do not approve the contract; and (2) solicitation of proposals from other vendors.

Fiscal Impact/Cost Summary - Include projected cost for each fiscal year, approved budget amount and account number, source of funds, and any future

funding requirements along with any narrative.

The total cost of this contract is Thirty-Eight Thousand Twenty-Five Dollars and 00/100 ($38,025.00), the costs of which will be

covered under the FY2017 budget (1000-1180-53090) General Fund Special Accounts, Professional Services.

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D O S P I L & A S S O C I A T E S 1

DRAFT PROPOSAL FOR DuPage County—IT Department

8.15.17

Submitted by:

sub

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June 2, 2017

Mr. Paul Rafac Chief Financial Officer

DuPage County

421 N County Farm Road

Wheaton, IL 60187

Dear Paul:

Thank you for selecting Dospil & Associates to assist your organization in developing and conducting the

Manager Prep half-day Workshop and the customized Introduction to Lean Workshops for DuPage

County’s IT Department.

Per your request, we have attached a draft proposal, which includes the following in Appendices A and B:

Understanding of Need/Scope

Approach and Deliverables

Activities and Timing

Fee Range and Biographies

Once you’ve had a chance to review the attached proposal, please feel free to contact me via phone:

773.230.6724 or email at: [email protected] with any questions. If there are no changes, page 8 includes

space for you to sign and date your acceptance of the proposal. Please scan and e-mail to [email protected].

We look forward to hopefully working with you soon.

Sincerely,

Margaret Dospiljulian

Principal

D O S P I L & A S S O C I A T E S

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mailto:[email protected]



CONSULTING SERVICES AGREEMENT

Project: DPCPP002

For: Paul Rafac

Organization: DuPage County

This CONSULTING SERVICES AGREEMENT is made and entered into as of August 22, 2017, by

and between Margaret Dospiljulian, d/b/a Dospil & Associates (“D&A”), whose business address is

6527 North Tahoma, Chicago, Illinois 60646 and DuPage County (“Client”), whose business address is

421 North County Farm Road, Wheaton, Illinois 60187.

RECITALS:

WHEREAS, Client desires to procure certain consulting services from D&A from time to time; and

WHEREAS, D&A is willing to provide such consulting services to Client, upon the terms and

conditions set forth in this Agreement.

NOW, THEREFORE, in consideration of the foregoing, and the mutual covenants and agreements set

forth herein, D&A and Client agree as follows:

1. Services.

1.1 D&A shall perform for Client the consulting services (the “Services”) set forth in

Appendix A hereto. In the event of any conflict between the terms of this Agreement and the terms set

forth in any Appendix hereto, the terms of this Agreement shall control.

1.2 Any and all changes to the scope of the Services shall be made only in a writing executed

by authorized representatives of both parties. D&A shall have no obligation to commence work in

connection with any change until the fee and/or schedule impact of such change is agreed upon by the

parties in writing.

2. Compensation.

2.1 In consideration of D&A’s performance of the Services, Client shall pay D&A the

amounts specified in Appendix B hereto.

2.2 Unless otherwise specified in Appendix B hereto, D&A shall be reimbursed by Client for

all reasonable expenses incurred by D&A in the performance of the Services (as requested by Client),

including, but not necessarily limited to, travel expenses and supplies.

2.3 Payments under this agreement shall be governed by the Local Government Prompt

Payment Act (50 ILCS 505).

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3. Client Responsibilities.

3.1 In connection with D&A’s provision of the Services, Client shall perform those tasks and

assume those responsibilities specified in Appendix A hereto, if any (“Client Responsibilities”). Such

Appendix shall also contain any assumptions related to the Services.

Client understands that D&A’s performance is dependent on Client's timely and effective

satisfaction of Client Responsibilities hereunder and timely decisions and approvals by Client. D&A

shall be entitled to rely on all decisions and approvals of the Client in connection with the Services.

Further, Client understands that D&A is relying upon the information that Client provides and Client

represents that such information is true, accurate and complete. Because of the importance of such

information to this project, Client agrees to release D&A and its personnel from any liability and costs

relating to D&A’s services under this Agreement attributable to any false, inaccurate or incomplete

information provided by Client.

4. Work Product.

4.1 Upon final payment, Client shall have, solely for its internal business purposes, a

perpetual, nontransferable, paid-up right and license to use, copy and prepare derivative works of the

deliverable items developed as a result of the Services hereunder, subject to the terms of Section 6

hereof. All other rights in the deliverable items and related intellectual property rights remain in and/or

are assigned to D&A. The parties will cooperate with each other and execute such other documents as

may be appropriate to achieve the objectives of this Section.

4.2 Nothing in this Agreement shall preclude D&A from developing for itself, or for others,

materials which are competitive with those produced as a result of the Services provided hereunder,

irrespective of their similarity to materials which may be delivered to Client pursuant to this Agreement.

5. Proprietary Materials.

5.1 In the course of performing the Services hereunder, D&A may use (and may authorize

Client personnel to use in the performance of Client Responsibilities) proprietary materials, tools and

methodologies of D&A (hereinafter “Proprietary Materials”). All such Proprietary Materials are D&A

Confidential Information for purposes of Section 6 hereof, are made available “AS IS” without express

or implied warranties of any kind and remain the property of D&A.

5.2 Client shall not have or obtain any rights in such proprietary products other than to use

them as authorized by D&A from time to time solely for purposes of performing Client Responsibilities

pursuant to this Agreement.

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6. Confidential Information.

6.1 For purposes of this Agreement, the term “Confidential Information” shall mean any and

all proprietary information of either party that is disclosed to the other party hereto in connection with

the performance of the Services pursuant to this Agreement and has been identified as confidential by

such party. The term “Confidential Information” does not include information which (i) was or becomes

generally available to the public other than as a result of a disclosure by the party receiving such

information pursuant to this Agreement, (ii) was or becomes available to the receiving party on a non-

confidential basis from a source rightfully in possession of such information other than the other party

hereto, or (iii) was rightfully in the possession of the receiving party prior to its being furnished to the

receiving party by the other party hereto.

6.2 Each party agrees that all Confidential Information of the other party will be held in strict

confidence and agrees that it shall not at any time during the term of this Agreement or thereafter

disclose any such Confidential Information to any third party or use such information itself for purposes

unrelated to this Agreement, provided that any disclosure of such information may be made with the

advance written consent of the other party or as otherwise required by law.

7. Warranty.

7.1 D&A warrants that its Services will be performed in a professional and workmanlike

manner. D&A does not warrant, nor will D&A be responsible for the performance of any third party

product. Client's sole and exclusive rights and remedies with respect to any third party product,

including rights and remedies in the event a third party product gives rise to an infringement claim, will

be against the third party vendor and not against D&A. D&A does agree, however, to assign to Client

any assignable warranties D&A may receive from any such third party vendor.

7.2 THE PRECEDING IS D&A’S ONLY WARRANTY CONCERNING THE SERVICES

AND ANY WORK PRODUCT, AND IS MADE EXPRESSLY IN LIEU OF ALL OTHER

WARRANTIES AND REPRESENTATIONS, EXPRESS OR IMPLIED, INCLUDING ANY IMPLIED

WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE, MERCHANTABILITY OR

OTHERWISE.

8. Hold Harmless.

8.1 D&A shall indemnify and hold harmless Client, its employees and agents, from and

against any claims, demands, liabilities, losses, damages or expenses (including reasonable attorneys’

fees) relating to bodily injury or death of any person or damage to real and/or tangible personal property

incurred while D&A is performing services and to the extent proximately caused by the gross

negligence or willful misconduct of D&A, its employees or agents in the performance of the services

hereunder.

8.2 Client shall indemnify and hold harmless, to the extent permitted by law, D&A, its

principals, employees and agents from and against any claims, demands, liabilities, losses, damages or

expenses (including reasonable attorneys’ fees) arising out of or relating to D&A’s performance of the

services pursuant to this Agreement or any use by Client of any work product, except to the extent any

such claim is finally determined to have resulted from the gross negligence or willful misconduct of

D&A, its employees or agents.

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8.3 Client and D&A agree that they are not joint employers for any purpose. Client and

D&A acknowledge and agree that D&A’s engagement may include the evaluation and rendering of

advice as to the effectiveness and performance of certain of Client’s personnel. Client is free to act upon

such evaluations and advice, or to decline to so act. In any event, Client agrees to indemnify and hold

harmless D&A and its principals, employees and agents with respect to any and all claims or damages

made by any of Client’s personnel or former personnel arising out of, or with relation to, any evaluation

or advice, written or oral, tendered by D&A with respect to any personnel of client in the performance of

this engagement.

8.4 Each party agrees to promptly notify the other in writing of any claim or suit which it

believes it is entitled to indemnification for pursuant to this Section 8 and to provide reasonable

cooperation (at the indemnifying party's expense) and full authority to defend or settle any claim or suit.

8.5 Client makes no representations or warranties that it is legally authorized or permitted to

indemnify D&A, its principals, employees and agents from and against any claims, demands, liabilities,

losses, damages or expenses (including reasonable attorneys’ fees) arising out of or relating to D&A’s

performance of the services pursuant to this Agreement or any use by Client of any work product, except

to the extent any such claim is finally determined to have resulted from the gross negligence or willful

misconduct of D&A, its employees or agents.

9. Limitation on Liability.

9.1 D&A’s maximum liability relating to services rendered under this Agreement (regardless

of form of action, whether in contract, negligence or otherwise) shall be limited to the fees paid to D&A

for the portion of its services or work products giving rise to liability. In no event shall D&A be liable

for consequential, special, incidental or punitive loss, damage or expense (including without limitation,

lost profits, opportunity costs, etc.) even if it has been advised of their possible existence. The

allocations of liability in this Section 9 represent the agreed and bargained-for understanding of the

parties and D&A’s compensation for the Services reflects such allocations.

10. Termination.

10.1 Unless otherwise specified in Appendix A hereto, this Agreement shall commence on the

date hereof and shall terminate on November 30, 2017; provided that either party may at any time and

without cause terminate this Agreement by giving thirty (30) days written notice of termination to the

other party. In the event of such termination, Client shall pay D&A for all Services rendered and

expenses incurred by D&A prior to the date of termination.

10.2 Either party may, upon giving ten (10) days written notice identifying specifically the

basis for such notice, terminate this Agreement for breach of a material term or condition of this

Agreement provided the breaching party shall not have cured such breach within said ten (10) day

period. In the event of such termination, Client shall pay D&A for all services rendered and expenses

incurred by D&A prior to the date of termination.

10.3 Sections 2, 4, 5, 6, 8 and 9 shall survive termination of this Agreement for any reason.

7.1.c

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11. General Provisions.

(a) Entire Agreement. This Agreement and its Appendices sets forth the entire

understanding between the parties hereto and supersedes all prior agreements, arrangements and

communications, whether oral or written, with respect to the subject matter hereof. No other

agreements, representations, warranties or other matters, whether oral or written, shall be deemed to

bind the parties hereto with respect to the subject matter hereof. Client acknowledges that it is entering

into this Agreement solely on the basis of the agreements and representations contained herein, and for

its own purposes and not for the benefit of any third party. This Agreement may not be modified or

amended except by the mutual written agreement of the parties.

(b) Independent Contractor. In connection with this Agreement each party is an independent

contractor and as such will not have any authority to bind or commit the other party hereto. Nothing

herein shall be deemed or construed to create a joint venture, partnership or agency relationship between

the parties for any purpose.

(c) Notices. Any notice or other communication given pursuant to this Agreement shall be

in writing and shall be effective either when delivered personally to the party for whom intended, or five

(5) days following deposit of the same into the United States mail (certified mail, return receipt

requested, or first class postage prepaid), addressed to such party at the address set forth on the first page

of this Agreement. Either party may designate a different address by notice to the other given in

accordance herewith.

(d) Assignment. Neither this Agreement nor any of the rights and obligations hereunder may

be assigned by any party without the prior written consent of the other parties hereto, provided that

Client expressly consents to D&A’s use of subcontractors in connection with its performance of the

services. Subject to the foregoing, this Agreement shall be binding upon and inure to the benefit of and

be enforceable by the respective heirs, legal representatives, successors and permitted assigns of the

parties hereto.

(e) Severability. If any term or provision of this Agreement shall be found by a court of

competent jurisdiction to be invalid, illegal or otherwise unenforceable, the same shall not affect the

other terms or provisions hereof or the whole of this Agreement, but such term or provision shall be

deemed modified to the extent necessary in the court's opinion to render such term or provision

enforceable, and the rights and obligations of the parties shall be construed and enforced accordingly,

preserving to the fullest permissible extent the intent and agreements of the parties herein set forth.

(f) Force Majeure. Neither party shall be liable for any delays or failures in performance due

to circumstances beyond its reasonable control.

(g) Counterparts. This Agreement may be executed in two or more counterparts, each of

which shall be deemed an original, but all of which together shall constitute one and the same

instrument.

(h) Headings. The headings of the Sections and the subsections of this Agreement are

inserted for convenience of reference only and shall not constitute a part hereof.

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(i) Governing Law. This Agreement shall be governed, construed and enforced in

accordance with the internal laws of the State of Illinois, excluding any choice of law rules which may

direct the application of the laws of another jurisdiction.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date first

written above.

DOSPIL & ASSOCIATES DuPAGE COUNTY

By:___________________________ By:_______________________________

Margaret Dospiljulian Paul Rafac

Principal Chief Financial Officer

dms90800

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APPENDIX A SERVICES

A. Services

THE PROJECT: UNDERSTANDING DuPAGE COUNTY IT DEPARTMENT’S NEED/SCOPE DuPage County’s journey of excellence and continuous improvement began with

Community Services’ Director Mary Keating’s desire to transform her Department into

one in which each member of her approximately 160 staff, regardless of title or

position, felt empowered to continuously improve their job, work, and the Department.

The initial conversation in December of 2012 with Margaret Dospiljulian (Dospil &

Associates (D&A)) and Darcy Davidsmeyer (former Executive Director of ILPEx) led to a

relationship and ongoing cultural transformation that has spread from the Department

of Community Services to other Departments across DuPage County. This ongoing

relationship and transformation is supported by the County Board and championed by

Chad Shaffer, Chief Policy and Strategy Manager.

From the start, the intent with the Director was to provide the coaching and kinetic

learning experience, while also instilling the sense of empowerment within each

employee, supervisor, and manager so that the concepts learned would continue long

after the workshops were completed. Also included was developing an approach to

select a group of multi-functional, multi-level employees who excelled during the initial

training (LeanPros ©D&A). This group’s objectives would be to ensure projects

continue, progress is made, Lean assistance remains available in-house, and provide a

conduit to share great ideas across functions, areas, and Departments. To accomplish

this, the initial training program (Phase1) with the Community Services Department

included facilitating: a .5-day training for managers so they could receive an overview

and begin to learn how to lead the “Lean way”; an introductory 3-day highly interactive

Lean Workshop conducted with 100% of the Community Services’ staff; selection of

potential LeanPros; and development and facilitation of monthly “Check-In Meetings”.

These two-hour meetings were hosted to provide employees time to discuss their Lean

projects, request help when stuck, share best practices, brainstorm, and continue

networking and learning from each other. Learnings from these Check-In Meetings led

to another .5 day workshop for 100% of the Community Services’ staff to further focus

on measurement analytics and standardization (Phase2). Once projects and the

meeting protocol were firmly established, the Check-In Meetings moved to bi-monthly,

with LeanPros managing and facilitating the process.

From that point forward, the LeanPros took the place of the outside assistants ILPEx

had brought in to help Margaret during the initial Workshops, and further learned under

Margaret to organize, schedule, and facilitate ongoing Check-In Meetings, as well as

provide guidance using their learned introductory Lean skills. As each area received

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training, more LeanPros were added, with experienced LeanPros teaching new LeanPros

to start-up the Check-In Meetings and help assist Margaret in the Introductory Phase1

training.

Community Services’ desire to dive deeper into Lean to bring about revolutionary

change provided the opportunity to optimize a comprehensive customer-facing value

stream (Phase3). The project was started with a select group of Senior Case Managers

and their Director, with one LeanPro given an opportunity to work in the field with

Margaret. The two month analysis led to a revolutionary re-design that optimized the

Senior Case Managers’ time, reduced overtime, improved Senior Case Manager morale

and satisfaction, and improved both communication with and the satisfaction of their

customers. Begun in March, 2014 as a three-month Future State Pilot, its

overwhelming success led to a phased-in implementation across the Senior Case

Manager Department.

With Community Services as the starting point, other Departments began to follow.

While the 3.5 day Introductory Training has been relatively the same, each has been

adjusted to take into account the specific industry, backgrounds, skill sets, and needs of

the Department going through the process. For example: All of Convalescent Center’s

training was adjusted to be appropriate for Healthcare, while DOT’s was adjusted to

include standardization and metrics during the initial training since many of the

attendees had a technical background.

In 2016, to further sustainability, a 1-day interactive webinar Workshop using LeanPros

to manage the live exercises was created. This webinar is being used to introduce new

employees (who joined already-trained Lean Departments) to the Lean culture using a

consistent and systematic structure, with a pre-meeting for all supervisors/managers

submitting new employees for this training. This ensures the message and skills taught

remain on-point and consistent with Phase 1’s 3.5-day in-person training long term,

while still allowing flexibility for Departments and new employees.

Below is a chart summarizing the status of DuPage County’s Lean journey:

YEAR

DEPART-MENT(S)

TRAINING

CONDUCTED

LEAN-PROS

SELECTED?

CHECK-IN MEETING STATUS

2013 Jan- Dec

Community Services (approx. 160)

Phase1 - 3.5 day Training

Phase2 - 1 day Metrics and Standardization Training

Yes Assisted in developing tactical plan to set up first meeting.

Consultant worked with LeanPros in learning to facilitate via “train-the-trainer” for four meetings.

Community LeanPros now schedule, promote, manage,

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and facilitate all Check-In Meetings.

2014 Jan- June

Community Services—Senior Case Management (small group of 6 and Director)

Phase3 – Kaizen Training and facilitation of customer value stream optimization project over six month period

NA Project was reported on during regularly held Community Services’ Check-In Meetings.

2014 Jan-July

DOT, EDP, Storm Water, and Public Works. They were selected because all include Permitting and Inspection processes. (approx. 100)


LeanPros from Community Svcs assisted in all days of training (2 per day).

Yes, from each

Department

Worked with Consultant and Experienced LeanPros to set-up first meeting.

Consultant and experienced LeanPros assisted in first meeting.

Consultant conducted final train-the-trainer” in second meeting.

Permitting LeanPros now schedule, promote, manage, and facilitate all Check-In Meetings.

2014 Feb

Cross-section of Permitting-specific staff, managers, and Directors from DOT, EDP, Storm Water, and Public Works. (approx. 45)

Phase2 – 1 day Workshop to determine cross-functional, synergistic improvements. Four cross-functional team projects were initiated from this workshop.

All available LeanPros attended this workshop as participants to deepen their knowledge.

NA Four resulting projects are reported on during regularly held Community Services’ Check-In Meetings.

2015 Jan-April

Convalescent Center (approx. 100 Administration team members)


Experienced LeanPros assisted in all days of training (2 per day).

Yes Worked only with Experienced LeanPros to set-up first meeting.

Consultant and experienced LeanPros assisted in first meeting.

Consultant conducted final train- the-trainer in second meeting.

Convalescent Center LeanPros now schedule, promote, manage, and facilitate all Check-In Meetings. Developed their own ongoing online communication tool—“Lean Mean Information machine”

2016 April - Nov

All DuPage County Departments that have received the introductory 3+

1-day interactive training introducing key Lean and Continuous Improvement concepts via a mix of webinar and live exercises.

Possibly if appropriate.

Once trained, the new employees’ projects should be absorbed into each Department’s ongoing Check-In Meetings.

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day Lean Training

The next major step is to begin introducing Lean to the County’s 55-person IT

Department. Doing so will expose the IT staff to systematic proactive processes for

continuously improving their internal processes, as well as better assist customers with

their projects, requests, and needs. The Workshops will, also, help IT staff on their

continuous improvement transformation, further increasing their awareness of the need

to continuously improve their jobs, work area and the service each employee provides

IT’s internal (all of DuPage County) and external customers (residents of DuPage).

Due to the need for 24/7 coverage, each workshop session will be held two times to ensure there are always staff manning the Help Desk and other key IT areas. Modifications will be made to the basic Introduction to Lean Workshops to better fit IT’s needs. Additional Lean tools and either the customization of a current simulation or a new simulation exercise will be designed that are more in line with IT’s functions. Internal customers will be invited to participate in the guided discovery exercises during the afternoon of the second session to work on current state Value Stream Mapping. Internal customers will, also, be included in the added half-day session to introduce a more advanced approach for future state Value Stream Mapping.

OBJECTIVE: DEFINING SUCCESS Develop and facilitate the .5 day Manager Prep Workshop and customized 3+ day Introduction to Lean Workshops for DuPage County’s IT Department.

HOW WE ADD VALUE: DOSPIL & ASSOCIATES ABOUT US Dospil & Associates is a woman-owned (WBE application in process) SBE management consulting firm. We are a team of senior-level consultants with expertise across a wide spectrum of industries. For this project, consultant Margaret Dospiljulian is proposed. Her experience includes:

Specific DuPage County Experience via assisting in multiple DuPage County-specific Lean Transformation projects across five Departments

Meeting and workshop facilitation, with specialization in interactive exercises that coach participants using actual participant issues, processes, etc.

Subject matter expertise in: change management, business, strategic planning, supplier review, customer satisfaction, organizational design and strategy, operations management, marketing, packaging, benchmarking, supply chain, process design and development, problem solving, data and root cause analysis

Local, state, and federal government agencies, as well as healthcare, manufacturing, service, distribution, not-for-profit, and education sectors

IT-specific work with IDPA, IDES, and IDR.

C-level consulting Big 4 Management Consultant

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HOW WE ADD VALUE: OUR APPROACH

Our approach begins with listening. Listening first to you, our client: Besides introducing IT employees to Lean for their internal processes, our approach will

assist IT in using Lean techniques when working with internal Departments on their

projects. The Introduction to Lean Workshops will, also, provide enough Lean

knowledge so IT staff can actively engage in other Departments’ Check-in Meetings and

other Lean projects.

The Workshops will take into account needed Lean training, Lean projects completed thus far across DuPage County, and improvements that have been made based on lessons learned internally and from other clients. Exercises will be designed with the dual purpose of: 1) helping IT employees begin experiencing some of the Lean concepts and tools that will help them use Lean in their projects with internal customers; and 2) increasing Lean’s sustainability within DuPage County by providing new energy and enthusiasm regarding ongoing continuous improvement. Homework will ensure continued use of the tools outside of training, with project progress monitored after the workshop via Lean Pros and IT’s periodic Check-In meetings.

The chart on page 14 indicates how this project fulfills the level of need for

sustainability, skill expansion, or Lean capacity building as H(igh), M(edium), or L(ow)

for each activity.

By the end of the initial Lean Workshops, the senior leaders, Lean Pro assistants, and

Consultant will compile a list of possible IT staff to include in the next wave of Lean

Pros. This group of Lean Pros will meet with experienced Lean Pros to begin setting up

and scheduling the IT Department’s first periodic check-in meeting(s). The objectives

of check-in meetings are to ensure: progress continues on projects started during the

workshop, misunderstandings regarding Lean are cleared up, ideas are shared across

the organization, road blocks are removed, and metrics are measured. At the end of

two months, an evaluation will determine whether the newest Lean Pros are ready to

take over facilitating their periodic check-in meetings or if they need additional

assistance.

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As in the earlier Phases, all workshop training will include interactive exercises designed

to meet the staff’s needs and allow each participant guided discovery. Current client

issues/processes will continue to be used to help participants understand Lean’s

relevance to their daily work, as well as provide “real” opportunities everyone can

continue working on after the workshops. Going through the workshops as a team will

increase the probability that subsequent tool usage may become process- versus

people-dependent.

HOW WE ADD VALUE: ACTIVITIES/TIME ESTIMATES

The 11 activities are briefly described on the next page, including the not-to-exceed

costs with a 10% discount.

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Notes:

**

BUDGET

ID Activity Description Responsibility

Not-to-

Exceed

Time

(hrs)

Length of

Workshop

(% Day)

# Times

Workshop

offered

Not-to-

Exceed

Amount

($)

NOT-TO-

EXCEED

LESS 10%

($)

1

Develop high level agendas for all FIVE

workshops and topic overviews for

pre-meeting discussion, editing, and

approvals.

Margaret Dospi l jul ian 7 NA NA 1,750.00$ 1,575.00$

2

Pre-meet (phone or in-person) to

agree on key concepts to be

presented, and draft overview

agendas.

Margaret Dospi l jul ian,

Chad, Director IT, and

Manager IT Operations

2 NA NA 500.00$ 450.00$

3Develop Manager Prep Workshop

Content.Margaret Dospi l jul ian 4 NA NA 1,000.00$ 900.00$

4Conduct Manager Prep Workshop

(Workshop 0M).Margaret Dospi l jul ian NA 0.50 1 1,400.00$ 1,260.00$

5

Develop 3 Full Days and 1 Half Day of

Workshop content. Includes creation

of new content for 1-3 tools (TBD

during first client meeting), the

customization of or one new

simulation exercise (TBD during first

client meeting), the first time

addition of internal customers and

one new half-day session.

Margaret Dospi l jul ian 66 NA NA 16,500.00$ 14,850.00$

6 Conduct Workshop 1


2 Lean Pros NA 1.00 2 5,600.00$ 5,040.00$

7Conduct Workshop 2

Includes internal customers during

part of the afternoon.


2 Lean Pros NA 1.00 2 5,600.00$ 5,040.00$

OPTIONAL -- Assisting IT project

teams as needed with current state

maps, etc.--Typically a half day split

among whatever teams need help.

Margaret Dospi l jul ian NA TBD 1 -$ -$

9Conduct Workshop 3

Includes internal customers during

part of session.


2-3 Lean ProsNA 0.50 2 2,800.00$ 2,520.00$

10 Conduct Workshop 4 Margaret Dospi l jul ian,

2 Lean Pros NA 1.00 2 5,600.00$ 5,040.00$

11Assist with first two months of Check-

In Meetings.


Director, NEW Lean

Pros , and 1-2 old Lean

Pros

3 NA 2 1,500.00$ 1,350.00$

TOTALS: 42,250.00$ 38,025.00$

Does not include mileage over 20 miles. Also any time over 10

hour/day will be charged on a per hour basis.

IT Department Introduction to Lean Workshops

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APPENDIX A SERVICES

B. Client Responsibilities

It is expected that the Client will provide:

1. Appropriate facility to accommodate meeting and training sessions, and will

manage the scheduling of all Client employees who should be in attendance on

dates and times that are mutually acceptable to both Consultant and Client.

2. Any and all food or beverages that are expected to be provided for Workshop

attendees.

3. Appropriate supplementary training materials, such as: projector to

accommodate a computer presentation and screen; flip chart easels with paper;

colored magic markers; colored self-stick notes of various sizes and colors;

masking tape that is allowed to be used on walls; clear packing tape; and small

colored self-stick dots. Additional material requests may be made by the

Consultant to assist with augmenting the successful completion of each session.

4. Printing of any and all hand-out materials for attendees as needed (Consultant to

provide electronic .pdf files of slide deck and any handouts prior to each

session).

5. Appropriate number of LeanPros to assist during each Workshop.

Additionally, it is expected:

1. Affected Directors/Managers will be available to Consultant throughout the

project for questions, consultations, direction and decisions as needed to help

ensure the success of all activities.

2. Client staff will continue to work on projects, complete any “homework” or “pre-

work” between sessions to ensure optimal use of time.

3. Client will ensure expected attendees show up to meetings or workshops at

scheduled times or call ahead to reschedule the missed meeting or workshop;

otherwise, the Consultant will charge for a half-day session and work with Client

to reschedule Workshop based on mutually acceptable dates and times.

4. Client acknowledges that all information, concepts, and presentations contained

within the workshops shall remain the exclusive Intellectual Property of D&A.

Information, concepts, presentations, and physical packets may not be

distributed to any 3rd parties without prior D&A approval. For purposes of the

Freedom of Information Act (5 ILCS 140/1 et seq.), the materials, presentations,

and physical packets are considered to be proprietary information of D&A and

trade secrets within the meaning in the Freedom of Information

Act(5ILCS140/7).

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APPENDIX B COMPENSATION and QUALIFICATIONS

A. Compensation Discussion

Fees: Pricing will vary based on whether it’s for hourly work or workshop facilitation. Overall not-to-exceed pricing is presented on page 14, with a more detailed action plan on page 16.

• $ 250 = Hourly rate for straight consulting work, workshop development and

preparation, meetings, etc.

• $1,400 = ½ day workshop facilitation (special DuPage rate)

• $2,800 = full day workshop facilitation (special DuPage rate)

Based on the frequency of projects and their duration, a 10% discount continues to be provided for each project off the above rates.

Invoices will be sent either monthly or after a workshop is completed.

Payment Terms are: Local Government Prompt Payment Act (50 ILCS 505/et seq.)

Added or out-of-scope work beyond this phase can either use the above listed billing

rates, or be negotiated as part of an added addendum proposal. In either case,

additional or out-of-scope work will not be done without prior client approval.

This project is expected to be completed no later than November 30, 2017, with actual

completion date based on the mutual availability of Client Staff and D&A Project Team.

Out-of-pocket and travel expenses:

Any travel beyond 30 miles one-way or their related expenses will be billed in a separate Expense invoice. This will be agreed upon with the client ahead of time.

Any tolls will be billed at the i-pass rate (if applicable) in a separate Expense invoice. (Note: This expense is being waived for DuPage County.)

Any out-of-pocket or other travel expenses will be billed separately, and only upon client request.

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APPENDIX B COMPENSATION and QUALIFICATIONS

CLOSING THOUGHTS: PARTNERSHIP

As DuPage is reviewing its options of consulting firms, many of which are excellent, the question of whom to select invariably must be determined. Why Dospil & Associates? We will work in true partnership with you to achieve success. We are performance excellence and Lean experts with a passion for excellence – both professionally and personally. From a professional perspective, we are leaders and collaborators, and success is obtained by understanding the consumer, and applying that knowledge to develop and flawlessly execute the plan. Success occurs when we work with you to address all key issues, both internally and externally. From a personal perspective, we are successful when you are successful.

B. Biographies and Qualifications

Margaret Dospiljulian Principal, Dospil & Associates EXPERIENCE: With 20 years of management consulting experience, Margaret has spent her career

assisting organizations. Her ongoing focus is to help each organization optimize the value it provides all of its stakeholders, including employees. Margaret’s experience across

multiple industries (government, business, healthcare, manufacturing, distribution, education, not-for-profit, etc.) allows her to assess an organization’s needs, tap ideas from other industries, and determine the appropriate tools and techniques needed for

each client.

Margaret’s management consulting career began with Deloitte Consulting where she spent over six years supporting and leading a broad range of management consulting projects for organizations ranging from $10MM to $14B in revenue. Project work included:

managing teams of up to 100 professionals, post M&A organizational and operational reviews and implementations, and business unit startups.

Margaret, also, spent two years managing and growing a $150 million supplier portfolio, resulting in a 70% increase in sales to $250 million for Cardinal (formerly Baxter Hospital

Supply) while developing a collaborative, team-based approach for negotiating and working with suppliers. Concurrently, Margaret provided consulting services to Baxter

Healthcare Corporation’s C-suite. During this time, she oversaw and provided the creative concept designs for numerous marketing campaigns directed toward Cardinal’s 400

person internal salesforce, as well as toward physicians or healthcare staff throughout the United States. Her focus was on defining the right products to optimize product brand awareness, use, and differentiation.

With an emphasis on performance excellence, Margaret introduces continuous

improvement concepts using the Baldrige Framework and Lean Philosophy for all aspects

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of strategic and organizational work. From assessment to site visit preparation, Margaret has assisted clients in achieving Illinois’ Silver Awards, an Illinois Gold Award, and

National Baldrige applicant submittals and site visits. For example, over the last two years, Margaret coached a client through the development of both their Organizational

Profile and Application as they prepared for their first submission to the National Baldrige Award program.

Margaret leads workshops and Kaizen Events, participates in panels, and facilitates meetings and webinars for organizations across the United States, as well as for

international and local conferences such as AME, ILPEx, and ASQ’s Audit Division. For example, in the first six months of 2017, Margaret was invited to speak at Governor Rauner’s first Rapid Results Summit in Springfield for leaders in Illinois government

agencies; facilitated a strategic planning stakeholder brainstorming session for Bradley University; led a two-day strategic planning session for an international IT consulting

group’s senior leaders; conducted a day long team dynamics session for a group of thought leaders; led a health care organization through problem solving using data; and led Senior ILPEx Examiners through mentoring techniques using active communication.

SPECIALTIES:

Margaret’s workshops reflect her passion for interactive, hands-on learning. When

possible, she uses role play to allow theory to be interwoven into the experience as participants become immersed in solving simulated situations. Recent real-life work examples and interactive exercises pertinent to the specific industries and needs of class

participants augment the theory. Her aim is to ensure participants leave each workshop ready to apply the learned skills.

Margaret’s workshops cover a wide range of topics, from those emphasizing critical soft skills needed to effectively communicate and lead, to subjects focused on technical

processes such as Baldrige, Lean, Strategic Planning, Six Sigma, and problem solving. Over the past two years, Margaret facilitated multiple strategic planning sessions and

multi-day custom Continuous Improvement, Lean and Communication Workshops for 90 senior leaders in a 1300-person healthcare organization, 400 staff in a county

government, 100 managers and front line staff in a state agency, a private school, corporations and multiple manufacturing organizations. Recently Margaret completed an interactive, six-module one-day Introduction to Lean webinar that debuted in May, 2017

as part of an onboarding program for a county government’s new hires. She, also, facilitated multi-month Kaizen Events for: a customer-facing unit that resulted in a new

staffing and operational model, and for a manufacturing plant in which 95 employees worked on a horizontal value stream for new orders from initiation to production.

CREDENTIALS: Margaret is currently on the committee for AME’s 2017 International Lean Conference after serving as one of 20 co-chairs for the 2015 International Conference and VP on

AME’s Midwest Regional Board. She just began serving a two year term on Bradley University’s Business Advisory Council after rolling off a two-year elected term on

Northside College Prep High School’s Local School Council Board (continuously ranked the #1 HS in Illinois and among the top 40 HSs in the US). Other past Board positions include Lincoln Park High School’s LSC (one of the most socio-economic diverse HS’ in the

country), and multiple Midwest-based NFP corporations and organizations.

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Margaret has been selected multiple times by the US Department of Commerce to be a Senior National Examiner for the National Malcolm Baldrige Program, including

participation in the week long examiner team-led applicant site visits. She is one of the contributors to the updated 2017-2018 Malcom Baldrige Criteria. In 2009 Margaret began

serving on the Panel of Judges for Illinois Performance Excellence (ILPEx) to determine the state’s award recipients. Sponsored by the Governor of Illinois, this is Illinois’ version of the President’s National Malcolm Baldrige Award Program. Previously, Margaret served

as an Illinois Senior Examiner for four years before facilitating applicant and examiner workshops.

Margaret has a BS in Civil Engineering from Bradley University and an MS in Industrial Engineering from Northwestern University, which was earned while concurrently attending

Northwestern’s Kellogg MBA School. Margaret has continuously updated her education through classes with: Harvard, Northwestern, Loyola, MIT, ASQ, AME, NIST (Baldrige),

American Society of Strategic Planning, Illinois Association of Facilitation, Association of Change Management Professionals, Act One, and the American Marketing Association.

Besides being a parent of two very active kids, Margaret loves driving and owning two cars with manual transmissions, still trains for competitive middle distance running and

dance performance, and enjoys several other sports.

References

Below is a small sampling of work that Margaret completed over the past five years, which will provide

insight into her work with government agencies, local organizations, and not-for-profits. Also

included, are examples of her ability to employ Lean tools and techniques in a variety of situations.

Illinois Department of Revenue (3500 person organization) (IDR) Carrie Leininger, Project Manager or Jodi Winnett, Former Associate Director [email protected] at 217.785.4025 or [email protected] at 312.498.3145

Margaret worked with a 30+-person client team from various departments and IT to re-engineer 170 silo tax processes into 12 strategic operational flows using Value Stream Mapping and other Lean tools. Additionally,

over a six month period, Margaret transformed 30 individuals into an evangelical team that would ultimately help

lead the implementation of IDR’s first integrated tax system.

Illinois Department of Employment Security (IDES) John Dotson, Manager (Procurement Services Subdivision), at 312.793.2118 or [email protected] Margaret introduced Value Stream Mapping and other Lean tools into this organization as she worked with the entire client team from various departments to determine, not only future state processes, but also the pathway

it would need to follow to achieve its desired future state. This pathway included: reducing waste, increasing

inter-agency communication, optimizing technology, and reducing processing costs by over 50%.

Value Innovation Partners, Ltd (VIP) (Abbott Laboratories and Underwriter Laboratories (UL)) Patrick A. Lucansky, President, at 847.910.0830 or [email protected] Hired as a sub-contractor, VIP brought Margaret in to help co-lead a seven month effort working with the approximately $6 billion not-for-profit UL on assessing its worldwide customer service efforts and determine its

best practices. This sent Margaret and her 55-person inter-continental client teammates across four continents using Lean’s Value Stream Mapping, Voice of the Customer, Spaghetti Diagramming, and Gemba among other

tools.

Over the past few months, Margaret again teamed up with VIP to lead a pre-strategic planning effort with

Abbott’s approximately $6 billion Lake County Operation (LCO) by facilitating a series of workshops designed to determine the group’s top ten key objectives and goals that would best assist the team work toward achieving

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Abbott Lab’s new global vision and focus areas. Key Lean tools employed were: high level current and future

state SIPOC, Voice of the Internal Customer, and prioritization methodologies. Serenity Packaging, St. Charles, IL Chuck Stencel, CEO, or Kelly Enos, EVP, at 630.762.9870 or [email protected] or [email protected] Working with this DuPage County small business over several years, Margaret has assisted them in many areas,

including: assisting in the design, development and implementation of its processes; conducting internal audits to ensure Serenity was ready for third party semi-annual, annual, and 3-year ISO accreditation reviews; coaching

the organization-wide development of its mission, vision, and values; developing and coaching the organization through its first corporate-wide Strategic Planning Process; assisting in the coaching and designing of the

organization’s 3-dimensional view of its organizational structure; and assisting the organization through its first

third-party Human Resources Engagement Survey process. Margaret used Lean tools to facilitate workshops and assist Serenity understand and design its Supplier Scorecard, supplier processing, and customer satisfaction

process.

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Dospil & Associates is committed to providing personalized service that will improve your profitability

and assist in your organization’s journey toward performance excellence. We specialize in performance excellence and marketing. Our services include: Organizational Restructuring

BOD and Senior Executive through Staff Strategic Planning through Implementation, as well as organizational packaging

Operational/Process Improvements

Education Communication Cultural Assessment Process Review (including process mapping, productivity, quality, policies, and

procedures from Governance and Strategic Planning to Work Flow and Results)

Process Definition, Reengineering, Design Optimization, Implementation

Performance Excellence

Lean, SixSigma, ISO assistance ILPEx Reviews (all levels), Application Preparation/Review, Prioritization,

Improvements, Education, Coaching

National Malcolm Baldrige-based Reviews, Application Preparation/Review, Prioritizations, Improvements, Education, Coaching

Sales/Marketing Retooling and Packaging

Competitive Analysis Marketing Strategies (including customer and pricing analyses) and Plan Design Market Research Sales Compensation Models Sales Report Design Product Design and Assessment Customer Engagement and Satisfaction Assistance

Cost Effectiveness

Contract Review and Re-negotiation Supplier Management Operations Analysis RFPs and Subsequent Analysis Operations Streamlining, Automating and Redundancy Removal Financial, Quality, Operations Report Design

Project and Process Management

Accountability System Design Overall Project and Process Management, Education, Coaching, and

Implementation, including meeting facilitation Temporary Assumption of COO Role

WORKSHOPS and Other

Per request for any of the above areas. Customized to fit client needs. Internet Searches and/or Consultant Selection

Acquisition Due Diligence—Operations/Organizational/Marketing

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agenda - tuesday, august 22, 2017

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