Carillon Proposal from Action Pact

Texas Projects

The Action Pact Team members who will be participating in your master planning process have had extensive experience
designing senior living communities in the State of Texas. Texas, as you know, has a unique approach in regulating and
approving the design of licensed health care facilities. The following is a list of some of those senior living projects:
Licensed Assisted Living Projects (Both Type A and B)

• CARILLON Life Care Community, Lubbock
• Memory Care Village – Grant Application

• Allen Senior Living Community, Allen
• Blue Skies of Texas (Previously Air Force Villages) – Arnold House, San Antonio
• Eagles Trace, Houston (CCRC)
• Highlands, Dallas (CCRC)
• MacArthur Hills Senior Living Community, Irving
• Wyoming Springs, Round Rock
Licensed Nursing Homes
• CARILLON Life Care Community, Lubbock

• Renovation of ½ the of 4th Floor CARILLON House
• Renovation Study of the other 1/2 of 4th Floor CARILLON House
• McCamey County Urgent Care Hospital and Nursing Home, McCamey
• Mountain Valley East, El Paso
• Rehabilitation Care Center (Name withheld at Owner’s Request), Houston
• Robert Lee Care Center, Robert Lee
• Eagles Trace, Houston (CCRC)
• Highlands, Dallas (CCRC)

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Portion of Floor 65 56
to be Renovated 8 4

1 4 3

4 58
2

3 1 1
2

2

Type A Type B Original Guest
Guest Bedroom - Private Guest Bedroom - Semi-Private Bedroom

46 5 3 Legend
3 4 1 Bedroom
9 2 Dresser
11 3 Master Bathroom 5 Staff Supplies
78 6 Refrigerator
22 6 w/Shower 7 Desk
Type D 21 4 Closet 8 Dining Table
Guest Bedroom - Semi-Private 5 9 Sofa Bed
4
Bedroom Types Plumbing Chase Below
Type C
#16-007 2016.02.02 Guest Bedroom - Private

Existing Fourth Floor Plan

#16-007 2016.02.02

Guest Bedrooms Guest Bedrooms

6 7 89 10 11 12 1 H
B C
A Type (Private) 2 C J C Type (Private) 10
5
4 B BB B Type (Semi-Private) 10 2 D Type (Semi-Private) 2

B Total Guests 12 Total Guests 12
3
FG Legend 3 F Legend
E A Private Room C CA Private Room
M B Semi-Private Room C H DB Semi-Private Room
2A H CE Family Room HM CE Family Room
DF Nurse’s Auxillary Station 4 DF Auxillary Nurse’s Station
A H GE Powder Room GE Powder Room
1 H I HH HF Unassigned Support Space E HF Unassigned Support Space
GI Training Bathroom GI Training Bathroom
HJ Therapy Gym H HJ Therapy Gym
KI Director of Therapy KI Director of Therapy
JL Reception 5 JL Reception
MK Existing Mechanical Room MK Existing Mechanical Room
CF H HH N Equipment Alcove

KL CH Household Public Space

6 H
H

7 C CC

CD

J Household Public Space N8 9 10 11 12
Resident Rooms
Support Spaces Resident Rooms
Support Spaces

Option One (Renovation of Partial Fourth Floor) Option Two (Renovation of Partial Fourth Floor)

#16-007 2016.02.02 #16-007 2016.02.02

Covered  Office Office Administration Suite
Drop‐Off

Office

T

S Workroom Files

Adult Day Program Carts Office Sitting
Recept
Vestibule Office

EMR Elevator  Porch 1

Living Lobby

Room Lobby

Activity Quiet Fam. Private  Office St.
Rm Consult
Activity     Living T Dining L.
T C
TT Computer 
Living Room
Library
Dining Room Mail

Beauty Salon 23

Kitchen Laundry Personal
P
Bins Care Fitness Town Hall J.C.
Serve Quiet 
Rm. Elec. Town
Square 
Office Spa Life Skill
Office Office Activity
Convenience 8 6 T.
Storage Store 4
Town Square 9 C.U. Bandstand
Bank 11 S.U. Neighborhood 1 Gazebo

Activity 5 20 Residents Arbor for 
Screen Parking

Staff Commercial Game 7
Lounge Kitchen Room
Drop Off
T 10 4
9
Life Skill 12 5 Town Square
Bistro/Ice Cream
Mech Parlor

Service Area Serve Dining Room Movie Theater 13 CFoirnscetp Ftuloalor Plan
EMR St. Kitchen 14
Living 15
Elec/IT 20 Med Storage T Room 16 9
L
Vest

19 18 17 Scale Service Memory Care Residence 
5          9
Service Scale

Memory Care Residence  3/15/2014 Campus Site Plan 3/15/2014

Neighborhood 2 21

20 Residents St

Living L

Room Porch Sitting
5
Office
Game 1
Room 3 Elevator  Porch
C.U. Lobby

L

11 9 8 Quiet 7 S.U. Life Skill 4 Outdoor  St.
12 St JC Garden L.
Outdoor  Balcony
L Garden 
Balcony 6 2
Life Skill
Activity Activity 3

Laundry 10 Living
Room
13 Elec Spa Barn Door
J.C.

Laundry
Elec.

14 Outdoor  Spa Life Skill  Day Clothes Closet
Garden  Activity Staff Support Wardrobe
Balcony Clothes Closet

15 Town Square 7 5 T.
16 Below
17 Med  C.U. 4
Dining Room 9 Activity
6
Neighborhood 3
11 S.U. Game 8
Room 20 Residents
18 Kitchen
10
Living  J.C. Serve Life Skill 12
Room
Service  Serve Dining Room Outdoor Garden 13
T Area Kitchen Balcony

L St. 14 CSoenccoepntuda lFloor Plan Accessible
15
Private Bedroom Suite
19 20 T Living 16
20 Med Quiet  L Room 350 nsf

19 18 17 Scale Memory Care Residence

Memory Care Residence  3/15/2014 3/15/2014

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CARILLON LifeCare Community Experience:
Over the last four years Beverly Brandon, who we propose to guide the architectural aspect of your master planning
process, has had the pleasure to work with your community on a number of projects. She first had an opportunity to
with Gilbert Carrasco and Pam Roddy on the conversion of a portion of CARILLON’s House 4th floor from a hospice to
a short-term rehabilitation (STR) residence. Working with a tight budget and a firm belief CARILLON needed a quality
STR, Gilbert and Pam scrutinized her design and cost to fit your budget. Pam even went so far to guide and direct the
furniture selection and procurement that directed the architectural décor of your residence. It was from this experience
Beverly learned and appreciated what one of the things that makes CARILLON so very special to Lubbock, Texas – the
staff and their commitment to your residents and your bottom line.
With the success of the STR, Beverly was then asked to assist CARILLON in applying for a grant application to help fund
a visionary dementia care program and building on your campus. Pursuing your goals of providing your residents with
quality LifeCare experiences, the design of the project was a village where residents could have full life experiences
through a unique staffing pattern, programming and building design. As Gilbert said to Beverly, “We want them to go
outside and feel the sun on their face and the wind in their hair. That’s Lubbock.”
Finally, last year Beverly was asked to study what licensed health care use options were readily available for the vacated
portion of CARILLON’s 4th floor. These options were limited in scope to those that would supplement the existing care
levels currently located in CARILLON House. CARILLON determined at the conclusion of that study that the revenue
generated versus the cost to renovate did not justify pursuing any of those options at that time.

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(H) COMPENSATION

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FEES AND EXPENSES

APD proposes to lead the IPA process and develop a Business Plan in return for the
fees described below:

- Financial model set-up and financial modeling throughout the engagement =
$19,000
- IPA Process facilitation, coordination, integration of vision, operating model
and footprint, attendance at up to three IPA meetings, and correspondence with
client and consultants between meetings = $17,500
- The architectural services provided by APD will include pre-meeting work to
assess the plant, assemble the drawings, attendance at up to three IPA meetings
with the team, and design work done in between meetings = $27,000

• As described above, in the event that CARILLON does not have adequate
existing drawings (as-built with changes and dimensions as described
above), APD will need to make a 3 to 4 day trip with 4 people to do field
measuring so that there is an accurate plan from which to work. The cost for
this additional work depends on the size of the buildings being retrofitted
and the number of man hours it takes to complete the field work. An
estimate of this cost is approximately $5,000 to $10,000.
- Construction Cost Estimating, constructability and phasing = $12,500
- Administrative functions, conference calls, and other time required throughout
the process = $4,500
- Development of a Business Plan = $15,000

Total Professional Fees: $95,500 plus travel expenses
• In addition to Professional Fees, CARILLON will be billed for travel expenses at
cost
• Since the scope of APD’s work is difficult to estimate in advance of the IPA
Process, there is a possibility that additional meetings beyond the three that
are stipulated above will be required with the team to complete design. In the
event that CARILLON sees the need for additional sessions, CARILLON will be
billed $10,000 per additional IPA meeting. This covers APD’s cost to attend the
meeting and the time necessary before the meeting to prepare and the time
after the meeting to complete the work.

A portion of the work proposed during the IPA Process includes architectural services
which are typically described as programming and schematic design services. If
CARILLON decides to move forward with the project scoped during the IPA Process
and chooses to contractually engage APD in the form of an AIA document, APD will
credit CARILLON the amount of $27,000 to be applied against the schematic design
fees proposed in the AIA document.

The Professional Fees are proposed to be billed and paid as follows:
• $15,000 at initiation of the engagement upon receipt of this signed agreement
• $10,000 after completion of the building assessment
• $18,500 at the conclusion of each of the three IPA sessions plus travel expenses
• $15,000 upon delivery of the completed Business Plan

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(I) ADDITIONAL PROFESSIONAL
SERVICES

After
Before

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After Before

Additional Professional Services: design gro5u7p

Except for your Marketing Consultant, you will not need any additional
professional services to develop a business plan for your community.
Our IPA process and our Team members have successfully created
multiple business plans that resulted in successful projects.

(J) ADDITIONAL INFORMATION

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Additional Information: skills – including technical, self-led team, people and pro-
cess skills.
In responding to your request for proposal (RFP) we
thought you should know the following additional We invite you to find out more about our national and in-
information. ternational experience in developing and implementing
the household concept at the following links:
Assisted Living and the Household Concept:
With seniors entering communities older and older, more Overview of Firm
and more communities are embracing the Household https://www.actionpact.com
Concept in all levels of care in their continuum. As we un-
derstand from your RFP your existing assisted living resi- This is Home with Steve Shields
dences, BelleCourt and BelleCourt South, do not meet CA- https://www.youtube.com/watch?v=WEtCgqigwKI
RILLON’s standard and the renovations and/or additions
that are planned for these two buildings will be an integral Steve Shields’ Introduction to IPA Process
component “to bringing together all aspects of the cam- https://www.youtube.com/watch?v=iDHXp1wlQ5k
pus and tie the different buildings, services and programs
together in a cohesive fashion.” This opportunity to revisit How does the household model work?
your assisted living is a prime time to consider the house- https://www.youtube.com/watch?v=qE4rOxwnfjM
hold concept for this level of care.
Steve Shields on Innovating Senior Living in Liberty, MO
In the Household Model, assisted living, memory and https://www.youtube.com/watch?v=XivROF3a0MI
long-term care homes adopt a person-centered approach
that shapes the physical environment, organizational CultureChangeNow – YouTube
structure, and interpersonal relationships in ways that https://www.youtube.com/playlist?list=PLD0EE15E-
create an atmosphere of genuine home, while providing 8B9E4EC54
elders with clear opportunities to direct their own lives. ***There are a few videos within this album

The Household Model breaks down a traditional facility or TedX Talk: Transformative Leadership – Reinventing
new development into households with its own kitchen, how we age – Steve Shields
dining room, living room and often the extra small cozy http://tedxtalks.ted.com/video/Transformative-Leader-
spaces you’d find in any home (den, patio, front porch). ship-Reinv

Each household has decision-making autonomy and is con- Blog:
sistently staffed. Residents get up when they want, bathe https://blog.actionpact.com/2015/01/29/contemplat-
how and when they want, go to bed when they want, eat ing-person-centered-care-in-the-expanding-contin-
when and what they want and decide how they will spend uum/#more-726
their day. Household life is “normal,” spontaneous and full
of new experiences. Quality of Care and Quality of Life are
of the highest and benefit from a symbiotic relationship.

Action Pact is the national leader in Household Model
development and implementation. We work directly with
organizations committed to this profound change, often
beginning work with them at the visioning stage and aid-
ing them throughout the difficult work of environmental
and organizational design, change of culture, operational
changes of systems processes, and development of new

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CARILLON House – Partial 4th Floor: in The Andy Griffith Show.
Action Pact with our design, consulting and operations
group is uniquely qualified to advise on how to repurpose This is a place where people can sit on their porch and
the vacant partial 4th floor of CARILLON House. Having talk to their neighbors, walk to a café, engage with nature
Beverly, who has intimate knowledge of the 4th floor will and experience a strong sense of community. CARILLON’s
be a valuable asset to you. Our team of experts will assess campus layout currently reflects this planning concept
your existing operations and services and discuss with you and this concept should be the foundation for your master
what new opportunities or expansions are available that planning exercise.
make financial sense and meets the needs of your resi-
dents and surrounding community. 2. Well Building Standard (WELL):
Recently introduced this year at the NeoCon trade show,
Cottages: the WELL Building Standard is the first building guidelines
When designing cottages for an existing community we to improve human health and well being through the
feel it is important to take an inventory of the design fea- built environment. The performance requirements for
tures and amenities in your current housing stock and this standard are in seven categories relevant to the built
your competition. This side-by-side comparison of housing environment and its impact on human health. They are
attributes e.g. size, type, configuration, amenities – walk air, water, nourishment, light, fitness, comfort and mind.
in closets, patios, kitchen features, laundry equipment A certification upon meeting their standards is available
will assure you that the new cottages will not only address similar to the LEED accreditation process. We recommend
your market needs but assure you will not be competing you consider asking your design professionals to use the-
against yourself with existing housing stock. ses standards and have your new building and renovations
become accredited, if desired. Action Pact’s designers are
Wellness Design: scheduled to take the course to become a WELL Accredit-
The focus in senior lifestyle has shifted from solely recre- ed Professional (WELL AP).
ational to wellness and the desire to stay as active as one
can for as long as one can. This paradigm shift is only go-
ing to continue as health care systems, insurance carriers
and CMS embrace wellness. We have already seen this
evolve over the last ten years with the inclusion of well-
ness programs and centers in most senior communities.
Those programs focused on the seven aspects of wellness
e.g. physical, intellectual, emotional, social, spiritual, oc-
cupational, and environmental. The new era in wellness is
focusing on the total built environment and the building
products used in them. There are three new design strat-
egies you might want to include in the IPA process which
would not only solidify your community as the pre-emi-
nent senior community in Lubbock but that you are truly
committed to providing the best environment for older
adults to live long and age well.

1. Master Planning – New Town Concept:
New communities are being designed to be walk-able and
socially engaging. This type of community concept goes
by many names - New Town, New Urbanism, Traditional
Neighborhood Design (TNB) – just to name a few. They all
evoke the small town charm like “Mayberry” as featured

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Feasibility Study:
In your RFP you identified the need for a feasibility study.

“The proposed AL product identified by the CARILLON
Board of Directors will consist of extensive renovation
of the existing space or construction of a building that
will bring the total of AL units from 45 to approximate-
ly 70 units. A portion or all existing residents may
relocate to the new building. Additional rooms will
specifically address early stage Alzheimer’s (memory
care) at the AL level. Existing AL space vacated due to
a new building will be repurposed as defined by fu-
ture need and development work. A feasibility study
will be an integral part of this process.”

Action Pact routinely includes a preliminary feasibility
study in all of our IPAs we do. It is imperative that what-
ever is planned for your community make sense financial-
ly. The best way to assure this is achieved is to include
a financial analyst and a cost estimator who are integral
members of the team and active throughout your plan-
ning process. See our Team members’ resumes – Martin
Dickmann, Dylan Sultzer and Scott Cady.

3. Healthy Building Products:
Products used in buildings today come from all over the
world and made of chemicals and materials that the con-
sumer does not know if they are safe. The story that made
national news, you may remember, is the drywall that
came from China and was used in thousands of homes in
Florida, and subsequently, made people sick. Those types
of horror stories coupled with the national Green Building
movement has fostered a desire in the construction indus-
try to make the materials and chemicals used in building
products be identified and available to the consumer. We
recommend you request the products used in your build-
ings and renovation be products that have documentation
on its contents and associated health related attributes
that are acceptable to you.

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(K) CREATIVE APPROACH

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Creative Approach:

Our IPA approach, which we have outlined throughout our proposal, is integrated, interactive, comprehensive, and creative. Provid-
ers who have participated in this process have described the charrette format as being engaging, in lightening and fun. By assembled
together all the expertise you will need from our own in house team members e.g. finance, design, construction cost estimating and
operations, you can be assured that your team will work collaboratively and effectively to develop an effective and insightful business
plan for your development.

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(L) RECOMMENDATIONS

64

Strategic Planning priorities which are congruent. At this stage, it is also
important to begin building commitment by involving
We know you didn’t say anything in your RFP about strategic key stakeholders, including the Board of Directors and
planning, but in our site visit it was stated that it may be leadership staff, to create a process that is an effective
a necessary step to assure you have a comprehensive use of human resources and time and results in a
solution that meets your mission and vision for CARILLON. written tool that guides the organization to its desired
outcomes.
If you feel a strategic planning process is needed, we could
simply do a series of sessions focusing on strategic planning
prior to our IPA process. We usually do a comprehensive
five-session strategic planning process to envision the
future of an existing community like CARILLON. Action
Pact would serve as the facilitator and coordinator for
this process, while integrating with the expertise of
other highly specialized industry professionals and your
organizational stakeholders.

We have found that the following attributes, when
combined effectively, define a successful and
comprehensive strategic planning process:

• Planning is first oriented towards an honest
analysis and acceptance of your current realities.
Action Pact will assist the CARILLON Board and staff
leaders to identify what forces are at work in their
organization that have created the current condition
of the programs and services. This involves an analysis
of internal and external data about the financial,
operational, programmatic and personnel systems
of the organization as well as consumer desires that
are driving the changes to programs and shaping the
services desired in the next 5-10 years.

• Planning is an ongoing, continuous learning
process, an organizational dialogue, which extends
beyond attaining a set of predetermined goals. It aims
to change the way an organization thinks and operates
on a day-to-day basis, creating a learning organization.
When successful, it influences all areas of services
and programs, becoming a part of the organization’s
philosophy and culture.

• Proper planning requires governance that is aware
of its strengths and challenges as a collective decision
making team and has a clearly articulated mission,
vision and values for the organization. This will guide the
identification of specific long and short-term strategic

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APPROACH TO THE ENGAGEMENT organization. Describe the five-day process and invite
AND CLIENT INVOLVEMENT them to help shape their own future by helping shape the
organization. You may be surprised at the response. All are
Strategy Team typically invited to the Day 1 and Day 5 sessions.

The proposed process will occur over a five day time Planning Support Team
period in which those days are consecutive, or spread out
over the course of a few weeks, or months. The timing of Completing a strategic plan over the course of five day-
these meetings will ultimately depend on the availability long sessions takes teamwork. Organizing feedback into an
of the stakeholders that are chosen to participate, and articulate document requires a designated support team
what is best for scheduling purposes and desired time made up of participants operating behind the scenes for
frames between sessions. each of the sessions. The facilitator is the team leader and
all other support team members designated by CARILLON
In Session 1, all the invited stakeholders would gather will partner with the team leader to work through the
to review the current state of the organization and its process as the process progresses. The facilitator should
marketplace. Session 2 to Session 4 would be filled with capture each general and breakout session as it occurs
the specific breakout planning sessions which are listed on flip charts or other media viewable by participants. In
below. In Session 5, all stakeholders would reconvene to addition, a scribe (as designated by Action Pact as part of
review the plan, make adjustments as needed, and then the support team) with a laptop will be in each session
vote to recommend advancement to the Board for review to transcribe everything that is said for reference (along
and approval. with the facilitator’s flipchart documentation) at the end
of each day throughout the five-day process. Action Pact
Steve Shields will be the primary contact, coordinator, will organize the notes from each session into a draft to
and consultant for the Strategic Planning engagement. be inserted into the final document. CARILLON can assign
Martin Dickmann will provide financial information and different team members to each session, day, or block of
data as needed during the opening sessions. A member sessions as desired.
of your market research team will need to be present
to provide Market and Demographic data at the opening If CARILLON would like to engage APD to provide strategic
sessions. Steve Shields will facilitate the five session planning services our fee would be: $25,000.
strategic planning process. CARILLON should identify
a Strategic Planning Support Team (made up of service The following pages are an example of our typical Strategic
area leaders) who will assist each evening with organizing Planning details and calendar.
and outlining the information covered during each daily
session. The Strategic Planning Document will evolve as
each session takes place and ultimately be completed for
presentation to the organizational stakeholders. Steve
Shields will provide support to the Executive Director and
Leadership Team as needed during the planning phase of
the engagement, directly facilitate the strategic planning
sessions, coordinate with the Support Team, and finalize
the document for presentation upon process completion.

We recommend the following:

Several weeks before the event, send formal invitations
to residents, families, staff and board members,
corporate officers, vendors, community leaders, elected
officials, surveyor agencies, the ombudsman, volunteers
- everybody you can think of who has a stake in the

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STRATEGIC PLANNING DETAILS & CALENDAR

Session 1

8:00 a.m. – 8:45 a.m. -Meeting/Preparation with Facilitator, CARILLON Leadership, other attending consultants, and
support team.

8:30 a.m. - 8:45 a.m. – Coffee and Continental Breakfast (if desired)

9:00 a.m. – 9:45 a.m. – Welcome and Introductory Remarks by Executive Director or Board Chair of CARILLON.

The participants are welcomed, introductions are made and the overall five session process is described.
All participants are invited to stay the full day, to sign up for Session 2 through Session 4 breakout sessions and attend
the Closing Session where they will be asked to review and approve the final draft plan for advancement to the Board
for review and approval.

Organizational History

CARILLON’s Leadership reviews the organization’s history and what has led to the present day. This can also include
a review and update of the most recent strategic plan.

9:45 a.m. - 10:45 a.m. Industry Trends and Overview of Strategic Planning Process - Action Pact

10:45 a.m. - 11:00 a.m. Break

11:00 a.m. – 12:00 p.m. Review of Market and Demographic Characteristics - Your marketing consultant
12:00 p.m. – 1:00 p.m. Lunch

1:00 p.m. - 1:15 p.m. Integrated Review of Morning’s Information - Action Pact

Review of Break-Out Sessions and Sign-Up Process - Action Pact

1:15 pm – 2:00 pm Review of Financial Baseline Information - Action Pact

2:00 p.m. – 3:00 p.m. Review of Mission, Vision and Values – CARILLON’s Leadership, Action Pact

CARILLON’s Leadership can review the recently completed Mission, Vision and Values with the group. The facilitator
will then facilitate a discussion about the Mission, Vision and Values to ensure that all participants in the planning
process fully grasp CARILLON difference.

3:00 p.m. - 3:15 p.m. Break

3:15 p.m. - 4:00 p.m. Integrated Review of the Day’s Information

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Sessions 2, 3 and 4 - 9:00 a.m. to 4:00 p.m.

Breakout sessions are scheduled for a suggested duration of one to one and a half hours per topic. Sign up sheets for
these sessions are offered during Session 1. Organizers should ensure there is a good, solid cross section of stakeholders
in each session by recruiting additional members if the sign-up sheets don’t sufficiently represent the organizational
make-up. Breakout session topics will be identified in advance of the strategic planning process during planning sessions
between the facilitator and the ED. These topics should reflect the categories that need strategic focus in the years
ahead. You may also wish to include an “other” category to ensure all ideas not considered in specific breakout sessions
are presented. The following are some examples of the strategic directions that can be included as breakout session
topics:

• Plant and Asset Management
• Services (i.e. Nursing, Dining, Home Health, Rehab, etc)
• Continuum Development (Independent Living, Assisted Living, Healthcare)
• Lifestyle and Service Character
• People, Organizational Structure and Culture
• Board/Ownership Development
• Learning and Teaching
• Marketing
• Finance
• Information Technology
• Strategic Relationships
• Organizational Positioning
• Geographic Diversification
• Other

Session 5 - Closing Session - 9:00 a.m. to 12:00 p.m.

The facilitator, scribe, and the support team, will assemble the information that reflects the content of the sessions, so by
Session 5, a comprehensive document has been created. Some groups bookend their documents with introductory and
closing letters by CARILLON’s leadership (i.e. Executive Director, Board Chair, Staff Member).

The CARILLON’s Leadership and/or Facilitator present the plan to the reassembled group via PowerPoint. Often there are
clarifications, further discussion about certain points and suggested changes. Once these are completed, the broad group
of participants is usually proud of their impressive document that truly reflects the organization. CARILLON Leadership or
Facilitator will ask for a vote or other form of approval to forward the plan to the Board of Directors for adoption. Some
groups have participants sign a page that reflects individual and group alignments.

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design group
www.actionpactdesign.com

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