00010629 OpportunityNotice_final~1.docx

Kate Brown, Governor

Department of Administrative Services Enterprise Goods & Services - Procurement Services 1225 Ferry Street Salem, Oregon 97301-4285

PHONE: 503-378-4642

FAX: 503-373-1626

REVISED Exhibit D Opportunity Notice Best Value Analysis Process for Organizational Improvement Services

October 9, 2024

To: Organizational Improvement Services Contractors – Service Categories:

A. Business and Strategic Planning C. Process Improvement Methodologies D. Organizational Change Management

Opportunity Notice: Organizational Improvement Services for Oregon Department of Transportation Financial Services Division and Commerce and Compliance Division

Attached to this Opportunity Notice is a statement of work for your consideration.

Issuing Agency: Oregon Department of Transportation (ODOT), through its Financial Services and Commerce and Compliance Divisions Agency Contact Information: Stephanie Lemhouse Phone: (503) 779-9156 Email: stephanie.k.lemhouse@odot.oregon.gov

Due Date: a Contractor interested in this opportunity must submit its offer by 3:00 PM PT on Monday, October 30, 2024.

Agency intends to award one Service Order Contract (SOC). The length of the SOC is estimated to be 5 years with option to extend up to 3 additional years.

Agency Overview Background:

The Commerce and Compliance Division (CCD) of ODOT began its modernization effort in 2020. Focused efforts began with developing:

· CCD Strategic Business Plan

· CCD Strategic Priorities

· Carrier Lifecycle, and

· IT System Replacement priorities These deliverables were completed in 2022 and have guided all modernization efforts since adoption. The strategic plan and priorities were set as a five-year plan with renewal due in 2027. CCD needs to review and evaluate its priority areas to ensure they continue to align with the ODOT Strategic Action Plan.

Several efforts have been completed since 2022, including a clear timeline established for replacement of CCD’s aging IT systems. The replacement of the Over-Dimension permit system, known today as ORION, was identified as the priority project, seeking a commercial off-the-shelf solution, taking the first step in getting systems off legacy mainframe platforms. Change management has been an integral part of the project from the very beginning and continues today, keeping many groups of interested parties informed and educated along the way. The new system will go live in May of 2025, and the communication and outreach will continue long after implementation as additional phases of the project will transpire as efficiencies are gained and capacity of system realized and adopted by industry and ODOT staff.

Efforts on the next system replacement priority are underway as CCD turns towards replacing its commercial vehicle registration system with additional software replacements following in succession. This work aligns with the strategic priorities as CCD moves towards self-sufficiency of aged software platforms written on outdated platforms with programming that is legacy, at best, and will soon meet its expiration date for support of systems. Change management is a proven approach to effective implementation of new ideas, technology, processes and is proven to gain support by all with a vested interest.

Other modernization work is happening within the organizations of those we partner closely with to meet requirements and maintain compliance with state and federal programs. These include:

· Federal Motor Carrier Safety Administration (FMCSA),

· International Registration Program (IRP),

· International Fuels Tax Association (IFTA),

· Performance and Registration Information Systems Management (PRISM) and

· A statewide approach to Innovative Technology Development (ITD) program

In addition to the work required by CCD, Agency’s Revenue, Finance, and Compliance Division (RFC), is seeking organizational changes as eligibility of retiring senior managers and staff in key positions are expected in the next 5 years. RFC is also facing modernization of key IT software programs that will need the development of process mapping and facilitated change management to ensure the successful roll out of financial systems. RFC has the need to utilize the service categories of the Organizational Improvement Services contract to navigate the magnitude of change ahead for the business lines that report to the Assistant Director of RFC.

Project Description

Intent:

The intent of this solicitation is to procure Organizational Improvement Services. CCD has developed a strategic business plan to provide guidance, framework, and prioritization of efforts towards continuing modernization of its processes and procedures to align with ODOT’s Agency Strategic Business Plan. This modernization is expected to help CCD keep up with changes throughout industry including, but not limited to, policy, technological advances, and streamlining processes. In addition, CCD has a strong desire to partner across business and division lines within ODOT; this procurement is intended to accomplish those goals.

The Assistant Director of Revenue, Finance and Compliance (RFC) of the Oregon Department of Transportation (ODOT) is seeking to map current processes, identify areas of process improvement and implement changes through successful change management strategies.

Purpose:

The purpose of contracting with an Organizational Improvement Service Contractor is to establish the dedicated resource needed to manage the complexities of implementing change across multiple branches and overlapping divisional work. CCD must continue the development of its modernization efforts designed to support the Strategic Priorities as outlined in CCD’s Strategic Plan. These priorities include:

1. Return on investment

2. Integration/Alignment with federal & partner programs

3. Simplify products & services

4. Customer self-service

5. Education and communication

6. Diverse and capable workforce Contracting for Organizational Improvement Services will provide the opportunity to deliver consistent, steady growth towards meeting ODOT’s goals while ensuring internal and external stakeholders are informed, included and educated to the intent, purpose and desired outcomes.

The priorities for CCD are a guiding source for RFC in the development for its own strategy. A Contractor is needed to facilitate the specifics of a multi-business line branch to ensure the alignment, not only of branch goals, but also to ensure the priorities continue to meet the needs of the Agency and align with ODOT’s own Strategic Action Plan.

Overview:

The awarded contract is expected to include all aspects of Organizational Improvement Services including, but not limited to, strategic planning, succession planning including leadership development, mapping of current processes and procedures, analyzing current business processes, change management and providing recommendations for updates, building requirements for desired results, and establishing process efficiencies over the life of identified projects. It is also expected to help Agency engage with internal and external stakeholders and provide a full analysis of what Agency stakeholder needs are to inform its IT improvements over time. Establishing Key Performance Measures, and a continual review and analysis of the effectiveness of those measures, may also be included.

Schedule of Events:

Due Date for Questions/Clarifications

October 23, 2024

3:00 PM PT

Closing (Due Date and Time to submit Proposals)

See OregonBuys

See OregonBuys

Questions and Clarifications Requests:

Questions and requests for clarifications must be submitted via email to stephanie.k.lemhouse@odot.oregon.gov, by October 23, 2024 at 12:00 PM PT. Official answers and clarification will be provided by me in writing, via email, to all solicited Organizational Improvement Services Contractors. Any oral communications will be considered unofficial and non-binding.

Submittal Content Requirements:

Submittals must include the following:

1. A detailed narrative describing your firm’s approach to the Project and accomplishing the tasks and deliverables.

2. A tentative project schedule that at a minimum includes the following:

a. Deliverable due dates;

b. Estimated number of hours to complete each deliverable required by the Statement of Work and for those identified by Contractor, for each Key Person identified in #4 below; and

c. Total estimated cost to complete all deliverables which must be sent as a separate attachment.

3. A detailed narrative describing the experience, skills and knowledge your firm has, including subcontractors if used, as it relates to the services being requested.

4. A list of each of the Key Persons and any subcontractors to be assigned to this project. The list must at a minimum include the following information:

a. One-page resume of each Key Persons and subcontractors background, experience, expertise and training related to the specific work being requested;

b. Specific roles and responsibilities of each Key Person and sub-contractor; and

c. Each Key Person and sub-contractor hourly rate, as per Exhibit H of the Contractor’s Price Agreement.

NOTE: If the execution of the work to be performed requires the hiring of sub-contractors, it must be clearly stated in the documents submitted. Sub-contractors must be identified and the work they will perform must be defined. Contractor shall also complete and submit with their proposal Exhibit B, Subcontractor sheet, to this Opportunity Notice. By filling out and submitting Exhibit B with each submission, Contractor is certifying that each subcontractor meets the minimum requirements set forth in this Opportunity Notice.

5. A statement of confirmation your firm is able to dedicate the staff listed above in #4 to this project within the specified timeframes.

6. A detailed narrative describing up to 2 previous projects completed, preferably for Oregon State agencies or government entities, within the last 3 years, and for which the proposed Key Persons (#4 above) provided similar services to those described in the Statement of Work. Information provided must at a minimum include the following:

a. Client name, telephone number and address;

b. Contact name (project manager), telephone number and email address;

c. Description of services provided;

d. Dates services were provided; and

e. Staff assigned to the project, their project roles and work performed for the referenced project.

7. Contractor shall submit for each Key Person (sub-contractors included if used) a minimum of 1 reference for each of the previous projects completed described above in #6. Contractor shall submit references on the provided Exhibit A to this Opportunity Notice.

Opportunity Notice BVA:

Offers received on or before the due date and time, will be reviewed by Agency. The firm offering the best value to the state will be selected based, in part, on the following criteria;

a. 18%- Demonstrated skill, experience and knowledge relevant to the services being requested;

b. 18%- Proposed approach to the services being requested;

c. 7%- Availability;

d. 4%- Certified firm (COBID) or sub-contracts with a COBID firm;

e. 11%- General understanding of ODOT Commerce and Compliance, the conditions of the program, the motor carrier industry and our stakeholders;

f. 15%- Experience in performance metrics, stakeholder engagement, project facilitation and strategic planning, and process mapping;

g. 27%- Price

1. Price evaluation points will be awarded a price score to each Price Proposal based upon the percentage of the proposed price as compared to the lowest Proposer’s price using the following formula:

price being scored

Agency reserves the right to include Contractor interviews as part of the BVA process. If Agency elects to conduct Contractor interviews, the top 3 Contractors with the highest first round evaluation scores will be included in the Contractor interviews, unless a more natural break in scoring occurs, at Agency’s discretion. Contractors will be advised of the date and time and will be sent a virtual meeting invitation.

Offers may be submitted via email to stephanie.k.lemhouse@odot.oregon.gov.

Notice of Award:

Agency shall issue and send a notice of intent to award a Service Order Contract to all Contractors that submitted an Offer in response to this Opportunity Notice.

Protest of Award:

Pursuant to ORS 279B.410, an aggrieved Contractor may protest the award of the Service Order Contract. Contractor must submit its written protest to the undersigned within 7 days of the issuance of the notice of intent to award. The protest must state that Contractor is adversely affected because Contractor would be eligible for the award in the event the protest is upheld, because:

(A) All lower bids or higher ranked proposals are nonresponsive;

(B) Agency has failed to conduct the evaluation of proposals in accordance with the criteria or processes described in the solicitation materials;

(C) Agency has abused its discretion in rejecting the protestor’s bid or proposal as nonresponsive; or

(D) Agency’s evaluation of bids or proposals or the contracting agency’s subsequent determination of award is otherwise in violation of this chapter or ORS chapter 279A.

The undersigned shall respond to all protests in a timely manner.

Sincerely, Stephanie Lemhouse

Organization Improvement Services SOC Statement of Work Template

To be negotiated with the successful Proposer

I. Tasks and Deliverables

The following tasks and deliverables shall be completed by Contractor:

Task 1 – Launch, Visioning and Assessment Plan The purpose of this task is to provide orientation and direction for an effective start to the Project and the continuation of overall modernization efforts. Contractor shall use existing knowledge to streamline start-up work while ensuring clear direction for initial efforts and future goals.

Task 1.1 - Project Launch Meetings Contractor shall coordinate a Project Launch Meeting within 2 weeks of Notice to Proceed (NTP), as coordinated with the Agency Project Manager (APM), to refine objectives, ensure clear direction, define mutual roles and responsibilities and establish a clear path forward. Meetings must also establish guidelines and process for project updates, issue management, change management, overall collaboration.

Project launch meeting agenda items and objectives must include, but are not limited to, the following:

· Introduce key team members. Confirm commitment to project success and a collaborative approach.

· Review concept of and rationale for Modernization, expectations for timing of actions, progress and results

· Discuss draft work plan and assumptions, timing, resources and other considerations. Identify areas to review and adjust.

· Identify participants, information sources and logistics for Rapid Assessment

Contractor shall develop a work plan based on Project launch meeting discussions.

Deliverables and Schedule:

Contractor shall:

· Provide Project launch meeting agenda to APM no later than 3 days before the meeting date.

· Provide Project launch meeting notes to APM within 5 business days of project launch meeting’s conclusion.

· Submit draft work plan to APM no later than 10 business days after the project launch meeting’s conclusion.

· Submit final work plan to APM no later than 5 business days from receipt of Agency comments.

Task 1.2 – Current State Overview and Rapid Assessment Contractor shall provide an accelerated assessment (“Rapid Assessment”) of ongoing initiatives, organizational challenges, pending or in-progress changes (e.g. legislative mandates, senior leadership retirement and succession strategy, federal modernization efforts, etc.), perspectives on change efforts to date and detailed goals of Rapid Assessment to allow for efficient decision making on more extensive efforts.

Rapid Assessment activities may include, but are not limited to:

· Individual and group interviews with executives, managers, staff and any appropriate interested internal party as coordinated with APM.

· Review of documents and communications regarding existing initiatives and agency or program-level goals and outcomes.

· Developing further understanding of key external stakeholder relationships.

Rapid Assessment findings will be used to plan the visioning and assessment priority setting and prepare recommendations for Tasks 2 and 3.

Deliverables and Schedule:

Contractor shall:

· Provide a Rapid Assessment findings report in a mutually agreed upon format to APM upon completion or no later than June 30, 2025.

Task 1.3 – Visioning and Assessment Priority Setting Contractor's primary responsibility is to facilitate meetings and discussions with key leaders and external stakeholders, in collaboration with APM, to craft a cohesive modernization vision that harmonizes with ODOT's mission, vision, values and strategic priorities. This effort will encompass conducting carefully scoped assessments to optimize resource utilization and minimize operational disruption across critical programs within CCD, including Commercial Vehicle Licensing and Services Branch, Commercial Vehicle Tax Programs Branch, Roadside Safety and Enforcement Branch, Rail Regulatory Program Branch, Business Operations Branch and divisions overseen by the Assistant Director for Revenue, Finance and Compliance (RFC). Specific actions include:

· Reviewing various options and establishing clear directions and priorities for focused assessments of programs, processes and systems (Task 2) while considering the timing, resource requirements and potential impacts of these assessment activities.

· Identifying ongoing initiatives requiring support and defining the extent of support needed for each.

· Preparing detailed action plans for subsequent activities based on prior project discussions.

These plans and the overall vision will undergo review by the Assistant Director and the Division Administrator and will be shared with relevant governance groups to solicit input as directed by APM, ensuring alignment and transparency throughout the modernization process.

Deliverables and Schedule:

Contractor shall:

· Provide visioning and assessment meeting agendas to APM no later than three (3) days before the meeting date.

· Provide visioning and assessment meeting notes to APM within five (5) business days of meeting’s conclusion.

· Submit draft vision and action plans in a mutually agreed upon format to APM upon completion or no later than July 31, 2025.

· Submit final vision and action plans in a mutually agreed upon format to APM within 5 business days from receipt of Agency comments.

Task 1.4 – High Level Change Management Plan Contractor shall identify and prioritize key stakeholders with actions to build support or counter resistance to CCD and RFC modernization. This work must include overall communication strategies to keep the Agency updated and involved. Specific change management efforts must be integrated into every initiative and activity throughout the Project. Change management and communication must stress personal contacts, networking and two-way dialogue. A key objective is to build stronger connections across program areas.

Deliverables and Schedule:

Contractor shall:

· Provide high-level Change Management Plan, including stakeholder analysis, in a mutually agreed upon format to APM upon completion or no later than May 31, 2025.

Task 2 – Focused Assessment The purpose of this task is to plan and conduct a “deeper dive” evaluation and data gathering. Contractor shall anticipate an initial wave of assessment activity to acquire a broad look at needs across the divisions and plan additional work, in coordination with APM, based on urgency, importance, resource impact, competing priorities and other criteria. Contractor shall lead the Focused Assessment work with work group sessions used sparingly.

Task 2.1 – Target Program, Process and Systems Assessment Contractor shall document the current state of each target area using methods appropriate to the selected element. Target areas may include Commercial Vehicle Licensing and Services Branch, Commercial Vehicle Tax Programs Branch, Roadside Safety and Enforcement Branch, Rail Regulatory Program Branch, Business Operations Branch and programs within RFC. Actions may include, but are not limited to, the following:

· Identifying key outputs, outcomes and user or customer requirements

· High-level and detailed process mapping

· Comparing practices for consistency, effectiveness, etc.

· Assessing role and responsibility definition and clarity

· Reviewing application and procedure documentation, metrics and reports

· Workplace observation

· Manager, supervisor and staff interviews

· Benchmarking with other states

Contractor shall develop a high-level “relationship map” of the key interfaces and dependencies between CCD and RFC programs as well as connections to relevant work in other ODOT Divisions. Depth of the assessment may vary between programs depending on needs and value to overall Divisional priorities, at Agency’s discretion.

Contractor shall provide clear, easy-to-digest documentation of its action items to make sure assessment results are actionable and meaningful. An important objective of the assessment is to enlighten CCD and RFC management and staff about aspects of their operations (e.g. process and program interdependencies). During the assessment work, Contractor shall capture both “quick win” and long-term improvement opportunities.

Deliverables and Schedule:

Contractor shall:

· Provide current-state assessment of each target area in a mutually agreed upon format to APM upon completion or no later than October 30, 2025.

· Provide high-level relationship map of key interfaces and dependencies to APM upon completion or no later than October 30, 2025.

· Provide monthly reports on action items in a mutually agreed upon format to APM no later than 5 business days following the end of each month.

Task 2.2 – Internal and External Stakeholder Research and Outreach Objectives and methods for research and outreach will be determined by the priorities established in Task 1. Contractor shall manage impact and risks of external stakeholder outreach and coordinate with APM regarding internal stakeholders (i.e., government relations, other divisions and transportation regions, etc.) at APM’s discretion.

Deliverables and Schedule:

Contractor shall:

· Provide agendas for each stakeholder outreach and engagement activity to APM no later than 3 days before the meeting date.

· Provide outreach findings report in a mutually agreed upon format to APM no later than 10 business days after the last scheduled activity.

Task 2.3 – Performance Management and Measures Gap Analysis Contractor shall evaluate existing measures, assessment criteria, and relevance to the goals of each targeted area and process for review and response. This evaluation must include a look at how well people understand and interpret existing measures and feedback and accuracy of those indicators are prepared. The priority will be on outcome indicators, including the results of how Agency’s work is being tracked and communicated. In-process or role-specific measures may be reviewed by Contractor as well.

Outputs of the Performance Management and Measures Gap Analysis may include, but are not limited to, the following:

· Existence and clarity of existing division and program-level goals.

· Summary of current indicators and measures, including when and how they are used.

· Correlation matrix showing alignment to performance criteria.

· Notes on likely obsolete or non-value-adding indicators or reports.

· Gaps in management and staff understanding of the indicators and of key performance criteria for their work area.

Deliverables and Schedule:

Contractor shall:

· Provide findings in a report to APM in a mutually agreed upon format due upon completion but no later than October 30, 2025.

Task 2.4 – Consolidate Findings and Recommendations Contractor shall prepare a consolidated report on discoveries, conclusions, and recommendations for actions to promote modernization based on the individual assessments completed in Tasks 2.1, 2.2 and 2.3. Contractor shall work with CCD and RFC leaders to review and refine conclusions to provide key input and direction for the deployment plan (Task 2.5). Recommendations in each report must consider readiness and resources in determining the timing of addressing identified opportunities.

Deliverables and Schedule:

Contractor shall:

· Submit draft consolidation report in a mutually agreed upon format to APM upon completion but no later than November 30, 2025.

· Submit final consolidation report in a mutually agreed upon format to APM within 5 business days from receipt of Agency comments.

Task 2.5 – Deployment Planning and Vision Refinement Contractor shall develop a plan for targeted improvement and development efforts of the modernization initiative (“Modernization Plan”), developed jointly by Contractor with CCD and RFC leaders to provide developmental work to update the strategic plan (Task 4) for CCD and develop process change plan for RFC. Task 2.5 work must focus on priorities and resources for accomplishing near-term (1-2 year) goals and results and a strategy for long-term strategic plan (3-5 year) with annual renewal of timelines for execution. Contractor shall conduct a divisional PESTLE analysis, drawing information from Tasks 2.1-2.3. Task 2.5 will cover each of the activities outlined in Task 4 (Programs and Processes, Systems Measures, Change Management).

Deliverables and Schedule:

Contractor shall:

· Submit draft Modernization Plan that includes PESTLE analysis details, in a mutually agreed upon format to APM upon completion but no later than December 15, 2025.

· Submit final Modernization Plan in a mutually agreed upon format to APM within 5 business days from receipt of Agency comments.

· Provide updates to the Modernization Plan to APM within 5 business days of each revision.

Task 2.6 – Ongoing Communication and Change Management Activities Contractor shall plan and execute audience-specific messaging and updates based on Change Management Plan created in Task 1.4, along with actions to address concerns and resistance, for ongoing communication and change management (“Communication and Change Management Plan”). Messaging and updates must tie to both the overall modernization effort as well as specific initiatives together and must be simple and meaningful to the division.

Deliverables and Schedule:

Contractor shall:

· Submit monthly one-page summaries covering CCD and RFC Modernization in a mutually agreed upon format to APM no later than the 10th of the following month.

· Provide semi-annual update reports in a mutually agreed upon format to be shared at CCD and RFC all-manager meetings to APM 3 days prior to each meeting.

· Provide quarterly updates in a mutually agreed upon format to APM no later than the 10th of the month following each calendar-quarter’s end, which are to be shared with Branch Managers.

Task C2.7 I– Change Management Training (Contingency Task – see Section F) Upon receipt of written authorization from APM, Contractor shall deliver change management training to support modernization efforts and specific change initiatives as identified by APM in Task 4 work. Contractor shall provide agenda and materials for up to 30 Agency staff in each training, as selected by APM. Trainings must be administered by one to two Contractor staff and last no longer than 8 hours over 1 business day. Trainings are anticipated to be in Salem, Oregon at a specific location and date specified by APM in the Task C2.7 NTP. At the request of the APM, webinar delivery of the training may be acceptable dependent on extenuating circumstances.

Deliverables and Schedule:

Contractor shall:

· Submit training agenda and materials to APM for approval no later than 3 business days prior to use in each training.

Task 3 – Initiative Support The purpose of this task is to provide immediate resources to priority CCD and RFC change initiatives. The goal is to maintain progress with the broader modernization assessment work while simultaneously addressing immediate priorities. Work done to support these initiatives will provide valuable input to overall modernization plan.

Task 3.1 – Current Initiative Change Framework Review Contractor shall conduct an evaluation of selected initiatives identified in Task 4.2, using ODOT Change Framework as a guide to determine status, accomplishments, gaps, in-progress tasks and next steps. Contractor shall develop and refine a support plan (“Support Plan”) based on needs and importance of each effort, including a portfolio review to identify ongoing CCD and RFC initiatives to be supported.

Deliverables and Schedule:

Contractor shall:

· Submit a draft Support Plan to APM within 10 weeks of NTP.

· Submit a final Support Plan to APM within 5 business days from receipt of Agency comments.

Task 3.2 – Change Initiative Support Contractor shall provide change implementation support for the following initiatives:

a. ORION Implementation and Monitoring of Results - Contractor shall continue support of implementation of system in May 2025, with development of communication plan for internal and external stakeholders for go-live activities, training and implementation of system. Contractor shall develop a plan to sustain and confirm results of desired outcomes. Contractor shall analyze the data after implementation to provide a timeline for continued process performance metrics for ongoing management and continuous improvement. Contractor shall coordinate and facilitate discussions with the sponsors and team, as identified by APM, to recommend opportunities for streamlining work and provide guidance for future process enhancements through a detailed plan outlining the timing of change activities over a 5-year period.

b. Commercial Vehicle Information Exchange Window (CVIEW) – Contractor shall collaborate with business and technical teams to diagram CVIEW architecture and systems. Contractor shall assess and identify gaps between the current state and the Innovative Technology Deployment Program’s CVIEW-related Core Compliance and Expanded Compliance requirements. Contractor shall conduct an impact assessment that changes to the current state CVIEW architecture and systems to meet ITD compliance requirements will have on processes, staff roles and responsibilities. Contractor shall assist to develop an implementation strategy to bridge the gaps in CCD’s CVIEW compliance. Strategy must consider timelines, resource allocation, risk management and critical dependencies.

c. Rail Program(s) – Contractor shall provide facilitation support for modernization opportunities identified and prioritized within the Agency Rail section including, but not limited to, efficiencies in the rail order process, the development and implementation of a progressive civil penalty procedure, all program process mapping within the Rail section for better definition and identification of processes and IT needs. Contractor shall consider recommendations from the Expert Review Panel summary to determine requirements for IT solutions. Support may include, but is not limited to, facilitation of the Project team, change management and communications support and coordination of related sub-group efforts to meet the needs of the program both at state and federal level compliance. Contractor shall develop a requirements document and support implementation. Contractor shall coordinate with initiative leads and sponsors, as identified by APM. Contractor shall provide facilitation of position workflow documentation and succession planning as necessary.

d. Innovative Technology Development (ITD) – Contractor shall support the organization and completion of an annual ITD conference to determine ODOT’s infrastructure needs, prioritize those needs and determine grant opportunities for implementation of innovative systems within our infrastructure focused on reducing commercial motor vehicle involved crashes. Support may include, but is not limited to, conference attendee coordination, agenda preparation, facilitation of the conference, strategic plan for implementation of priorities and documentation for annual event implementation. Contractor shall assist in the creation of an annual ITD conference report, as part of the Division’s annual report, highlighting the past year’s accomplishments, including reliable performance metrics and identifying priority grant opportunities for the upcoming year grant cycle and 5-year strategy for planning and implementation.

e. Registration and Fuels Tax Modernization – Contractor shall provide facilitation support for modernization opportunities identified and prioritized within the Commercial Vehicle Licensing Services Branch including, but not limited to, program alignment with interjurisdictional federal plan requirements, program and process improvements, including opportunities for efficiency in the motor carrier application process. Support may include, but is not limited to, facilitation of the Project team and workgroups, change management and communications support, coordination of related sub-group efforts to prepare for the new system, develop a requirements document and support implementation. Contractor shall coordinate with initiative leads and sponsors, as identified by APM.

f. Tax Program Modernization – Contractor shall provide facilitation support for modernization opportunities identified and prioritized within the CCD Tax Program including, but not limited to, front line modernization, tax education and early intervention, response to legislative changes, audit selection, planning for new tax platform and cross-divisional coordination. Contractor shall work with Tax Program leaders and staff to evaluate opportunities, gather relevant data and recommend changes to implement. Contractor shall support implementation of changes as needed and provide communication and change management support. Support may include, but is not limited to, facilitation of the Project team, change management and communications support and coordination of related sub-group efforts to prepare for the new system, develop a requirements document and support implementation. Change management support will include implementation of outsourced audit selection risk model. Contractor shall coordinate with initiative leads and sponsors, as identified by APM.

g. Enforcer Suite Replacement – A foundational process review of enforcement activities related to the Enforcer Suite Software program to identify requirements for a new system was documented in 2020. Contractor shall perform foundational process design work related to the Enforcement Suite replacement incorporating new requirements for improvement of the system with previous documentation from the 2020 review. Support may include, but is not limited to, facilitation of the Project team, change management and communications support and coordination of related sub-group efforts to prepare for the new system, develop a requirements document and support implementation. Contractor shall coordinate with initiative leads and sponsors, as identified by APM. Contractor shall define requirements for a new system to be identified within the timeline determined by prioritized modernization efforts.

h. Cross-Section Modernization Priorities and Lifecycle Implementation – Contractor shall provide facilitation support for other modernization opportunities identified and prioritized within CCD to promote implementation of the Freight Carrier Lifecycle including, but not limited to, changes in business process and carrier services provided. Support may include, but is not limited to, meeting with managers and staff as identified by APM, providing recommendations based on collaborative effort, facilitating meetings and discussions, and providing communications support. While the programs cover specific areas of authority and responsibility, in practice, CCD’s work revolves around its customers, through the Freight Carrier Lifecycle. Each phase of the Lifecycle includes key services, across multiple programs:

a. Manage the Relationship – Includes business and vehicle registration, maintaining accurate records, providing permits for large loads, collecting fees and taxes, and responding promptly to questions and concerns.

b. Evaluate Operations – Safety inspections, records reviews, weigh station checks (including “weigh-in-motion” systems), investigations, educational services and account audits help carriers comply with legal and safety requirements. We also oversee the safety of the state’s freight rail and rail transit systems, and work to ensure the safety of railroad employees.

c. Corrective Action – When errors, infractions, or serious violations occur, we help carriers restore their good standing. In a small proportion of cases, legal action and/or revoking of permits will be required to ensure carriers fulfill their obligations or cease operations.

i. Revenue, Finance and Compliance Process Analysis – Contractor shall provide facilitation support for modernization opportunities identified and prioritized within Revenue, Finance and Compliance including, but not limited to, efficiencies in the financial services processes. Support may include, but is not limited to, facilitation of process mapping, change management and communications support and coordination of related sub-group efforts to prepare for process improvements. Work must include defining scope of change implementation, development of requirements and implementation documents and facilitated support of implementation of recommended changes. Contractor shall assist in drafting a plan to confirm and sustain results of recommended process change. Contractor shall coordinate with initiative leads and sponsors, as identified by APM.

j. Annual Report – Contractor shall assist in the creation of an annual Commerce and Compliance Division report, highlighting the past year’s accomplishments, including reliable performance metrics and looking ahead to the upcoming year’s goals. This report will be used to inform both internal and external stakeholders. Contractor shall support an assessment of this report each fiscal year and ensure alignment with CCD’s 5-year strategic plan, including ITD implementation goals and successes in infrastructure innovation. Contractor shall coordinate with initiative leads and sponsors, as identified by APM.

k. Performance Registration Information Systems Management (PRISM) Expanded Level Implementation – Contractor shall facilitate as-is full PRISM participation and should-be maps of Expanded Level PRISM process(es) for using PRISM data to monitor and manage response to potential “problem” carriers, from “Managing the Relationship” through “Corrective Action.” Cross-functional effort will identify ways to improve efficiency and coordination of compliance and corrective action efforts, criteria for actions to promote compliance and levying penalties (e.g. Out of Service orders) and enhance structure and resources of the existing Investigation and Compliance Unit. Contractor shall assist in facilitating and creating requirement documents to achieve expanded level of PRISM participation. Timing of the implementation must be determined by overall resources and priorities available and approved by APM. Contractor shall provide a report on identified changes and preliminary implementation plan.

Deliverables and Schedule:

Contractor shall:

· Submit deliverables identified in the Support Plan (Task 3.1) to APM upon completion but no later than June 30, 2025, for each initiative unless otherwise specified in this Task 3.2.

Task 3.3 – Progress Updates and Results Contractor shall submit storyboards and supporting documents and monthly summary reports and reviews with leadership on initiative progress that includes progress to-date and next steps to APM. These deliverables may be included in, or merged with, overall Modernization Progress Reports, as approved by APM.

Deliverables and Schedule:

Contractor shall:

· Submit storyboards or other appropriate documents as agreed upon with the APM to APM no later than the 10th of each month.

· Contractor shall work closely with APM to develop a naming convention and appropriate storage location for project documentation. Contractor shall create document inventory and guidance document for library of documentation and protocol for augmentation.

· Contractor shall submit monthly summary reports and reviews in a mutually agreed upon format to APM no later than the 10th of each month.

Task 4 – Division Strategic Plan Tasks 1-3 are part of the strategic planning process and provide critical inputs. Strategic planning requires a time investment of leaders and managers, so exact activities and timing of this work must be considered alongside initiative work identified in Task 3.

Task 4.1 – Define Objectives and Scope for Strategic Plan Contractor shall work with Divisional leadership, as identified by APM, to outline how the Strategic Plan is to be used to guide divisional decisions and priorities. The Strategic Plan may concentrate on operations and performance goals.

Deliverables and Schedule:

Contractor shall:

· Submit draft work plan to APM by December 31, 2025.

· Submit final work plan to APM within 5 days of receiving feedback from APM.

Task 4.2 – Stakeholder Outreach Contractor shall coordinate stakeholder engagement activities to gather input and perspectives to supplement earlier efforts that inform a 5-year-plus timeline. Contractor shall use pre-existing information and avoid “over surveying” interested parties as appropriate. Contractor shall provide findings report to APM summarizing outreach and engagement activities and providing recommendations to Agency.

Deliverables and Schedule:

Contractor shall:

· Provide agendas for each interested party outreach and engagement activity to APM no later than 3 days before the meeting date.

· Provide outreach findings report to APM no later than 10 business days after the last scheduled activity.

Task 4.3 – Identify Priorities and Update 5 Year Strategic Plan Contractor shall engage with CCD leadership and other internal stakeholders, as identified by APM, through a series of working sessions to form the foundation for the strategic plan and to build support. Contractor shall manage engagement activities to fit the capacity of CCD managers and staff and based on level of input needed based on Tasks 1-3. Contractor shall develop the Strategic Plan document in close coordination with APM, including meetings and conference calls as appropriate.

Deliverables and Schedule:

Contractor shall:

· Facilitate a series of working sessions to finalize plan priorities, outcomes and timing by April 30, 2025.

· Provide working session agendas in a mutually agreed upon format to APM no later than 3 business days before each working session.

· Provide meeting notes in a mutually agreed upon format to APM no later than 5 business days after each working session.

· Submit draft CCD 5-year Strategic Plan in a mutually agreed upon format to APM no later than June 30, 2025.

· Submit final CCD 5-year Strategic Plan in a mutually agreed upon format to APM no later than 5 business days from receipt of Agency comments.

2.2F CONTINGENCY TASKS

Agency, at its discretion, may authorize Contractor to perform contingency tasks identified in the Contract. Details of the contingency tasks and associated Deliverables are stated in the Task section of the SOW. Contractor shall complete only the specific contingency task(s) identified and authorized via written (email acceptable) Notice-to-Proceed (“NTP”) issued by APM. If requested by Agency, Contractor shall submit a detailed cost estimate for the agreed-to contingency Services (up to the NTE amount(s) identified for the contingency task Summary Table) within the scope of the contingency task.

If Agency chooses to authorize some or all tasks, Contractor shall complete the authorized tasks and Deliverables per the schedule identified for each task. The NTP will include the contingency task name and number, agreed-to due date for completion and NTE amount for the authorized contingency task.

Each contingency task is only billable (up to the NTE amount identified for the task) if specifically authorized per NTP. The “NTE for Each” amount identified in the Contract for a contingency task includes all labor, overhead, profit, and expenses for the task. The funds budgeted for contingency tasks may not be applied to non-contingency tasks without an amendment to the Contract. The total amount for all contingency tasks authorized shall not exceed the maximum identified in the Contract. Each authorized contingency task must be billed as a separate line item on Contractor’s invoice.

C2.7 - Change Management Training

Total for contingency tasks:

Exhibit A Service Order Process Key Person Reference Form Contractor Reference #1

Firm Name:

Address:

City, State & Zip:

Contact person:

Title:

Phone:

Email:

Contractor Reference #2

Firm Name:

Address:

City, State & Zip:

Contact person:

Title:

Phone:

Email:

Contractor Reference #3

Firm Name:

Address:

City, State & Zip:

Contact person:

Title:

Phone:

Email:

Exhibit B Joint Venture/ Partnership/ Subcontractor Sheet

Will you be using a Joint Venture / Partnership to perform work, as identified in the RFP and Attachment A, Section 1:

|_| Yes I will; |_| No I will NOT

CONTRACTOR MUST MARK ONE OF THE BOXES ABOVE.

Will you be using subcontractors to perform work, as identified in the RFP and Attachment A, Section 1 (Note: this will make you the PRIME contractor):

|_| Yes I will; |_| No I will NOT

CONTRACTOR MUST MARK ONE OF THE BOXES ABOVE.

Submit the information below for each partner, joint venture, or sub-contractor.

Note to Contractors: More sheets may be created by cutting, pasting and re-numbering the below sections as needed.

#1: |_| Joint Venture |_| Partnership |_| Subcontractor

FIRM NAME: ________________________________________________

ADDRESS: __________________________________________________

CONTACT PERSON: _________________________________________

POSITION TITLE: ___________________________________________

TELEPHONE NUMBER: ______________________________________

E-MAIL:_____________________________________________________

#2 |_| Joint Venture |_| Partnership |_| Subcontractor

FIRM NAME: ________________________________________________

ADDRESS: __________________________________________________

CONTACT PERSON: _________________________________________

POSITION TITLE: ___________________________________________

TELEPHONE NUMBER: ______________________________________

E-MAIL:_____________________________________

Level 3 - Restricted

Level 3 - Restricted

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