BerryDunnBid.pdf

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 1

EXHIBIT A-1 – BIDDER’S CERTIFICATION

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder: Berry Dunn McNeil & Parker, LLC d/b/a BerryDunn Type/print full legal name of Bidder

Bidder’s Address: 100 Middle Street, Portland, ME 04101 Type/print Bidder’s Address

Bidder Organization Type:

Check appropriate box

Corporation: Domestic Foreign

Limited Liability Company (LLC): Domestic X Foreign

Partnership: Domestic Foreign

Sole Proprietorship:

State of Formation: Maine Type/print the state where the corporation, LLC, or partnership is formed – e.g., ‘Washington’ if domestic and the name of the state if ‘Foreign’ (i.e., not Washington)

Bidder, through the duly authorized undersigned, makes this certification as a required element of submitting a responsive bid. Bidder certifies, to the best of its knowledge and belief, that the following are true, complete, correct, and made in good faith:

1. UNDERSTANDING. Bidder certifies that Bidder has read, thoroughly examined, and fully understands all of the provisions in the Competitive Solicitation (including all exhibits) and the terms and conditions of the Master Contract and any amendments or clarifications to the Competitive Solicitation, and agrees to abide by the same.

2. ACCURACY. Bidder certifies that Bidder has carefully prepared and reviewed its bid and fully supports the accuracy of the same. Bidder further understands and acknowledges that Enterprise Services shall not be responsible for any errors or omission on the part of Bidder in preparing its bid. Bidder certifies that the facts declared here are true and accurate. Bidder further understands and acknowledges that the continuing compliance with these statements and all requirements of the Competitive Solicitation are conditions precedent to the award or continuation of the resulting Master Contract.

3. NO COLLUSION OR ANTI-COMPETITIVE PRACTICES. Bidder certifies that Bidder has not, either directly or indirectly, entered into any agreement, participated in any collusion, or otherwise taken any action in restraint of free competitive bidding in connection with this Competitive Solicitation.

Bidder certifies that Bidder’s bid prices have been arrived at independently, without engaging in collusion, bid rigging, or any other illegal activity, and without for the purpose of restricting competition any consultation, communication, or agreement with any other bidder or competitor

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 2

relating to (a) those prices, (b) the intention to submit a bid, or (c) the methods or factors used to calculate the prices offered. Bidder certifies that Bidder has not been and will not knowingly disclose its bid prices, directly or indirectly, to any other bidder or competitor before award of a Master Contract, unless otherwise required by law. Bidder certifies that Bidder has made no attempt and shall not make any attempt to induce any other person or firm to submit or not to submit a bid for the purpose of restricting competition. Bidder, however, freely may join with other persons or organizations for the purpose of presenting a bid.

4. FIRM OFFER. Bidder certifies that its bid, attached hereto, is a firm offer which cannot be withdrawn for a period of ninety (90) days from and after the bid due date specified in the Competitive Solicitation. Enterprise Services may accept such bid, with or without further negotiation, at any time within such period. In the event of a protest, Bidder’s bid shall remain valid for such period or until the protest and any related court action is resolved, whichever is later.

5. CONFLICT OF INTEREST. Bidder certifies that, in preparing this bid, Bidder has not been assisted by any current or former employee of the State of Washington whose duties relate (or did relate) to this Competitive Solicitation, or prospective Master Contract, and who was assisting in other than his or her official, public capacity. Neither does such a person nor any member of his or her immediate family have any financial interest in the outcome of this bid.

6. NO REIMBURSEMENT. Bidder certifies that Bidder understands that the State of Washington will not reimburse Bidder for any costs incurred in the preparation of this bid. All bids become the property of the State of Washington, and Bidder claims no proprietary right to the ideas, writings, items, or samples unless so stated in the bid.

7. PERFORMANCE. Bidder certifies that Bidder understands that its submittal of a bid and execution of this Bidder’s Certification certifies bidder’s willingness to comply with the Master Contract, if awarded such. By submitting this bid, Bidder hereby offers to furnish the goods and/or services solicited pursuant to this Competitive Solicitation in compliance with all terms, conditions, and performance requirements contained in this Competitive Solicitation and the resulting Master Contract or, if applicable, as detailed on a Contract Issues List, if permitted, in this Competitive Solicitation.

8. INSURANCE. Bidder certifies as follows (must check one):

X BIDDER HAS REQUIRED INSURANCE. Bidder has attached a current, valid Certificate of Insurance with each and all of the required insurance coverages as specified in the Master Contract (note: Bidder must attach the Insurance Certificate).

OR

BIDDER WILL OBTAIN REQUIRED INSURANCE. Bidder does not have a current, valid

Certificate of Insurance with each and all of the required insurance coverages as specified in the Master Contract but, if designated as the Apparent Successful Bidder, Bidder will provide such a Certificate of Insurance, without exception of any kind, to Enterprise Services within twenty-four (24) hours of such designation or notification by Enterprise Services or be deemed a nonresponsive bid.

OR

BIDDER DOES NOT HAVE REQUIRED INSURANCE. As detailed on the attached explanation

(Bidder to provide), Bidder does not have a current, valid Certificate of Insurance with each and all of the required insurance coverages as specified in the Master

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 3

Contract and, if designated as the Apparent Successful Bidder would not be able to provide such a Certificate of Insurance to Enterprise Services within twenty-four (24) hours of such designation.

9. DEBARMENT. Bidder certifies as follows (must check one):

X NO DEBARMENT. Bidder and/or its principals are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from contracting with any federal, state, or local governmental entity.

OR

DEBARRED. As detailed on the attached explanation (Bidder to provide), Bidder and/or its principals presently are debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from contracting with a federal, state, or local governmental entity.

10. CRIMINAL OFFENSE. Bidder certifies as follows (must check one):

X NO CRIMINAL OFFENSE. Bidder has not, within the three (3) year period preceding the date of this Competitive Solicitation, been convicted or had a civil judgment rendered against Bidder for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a governmental contract; violation of any federal or state antitrust statute; or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property. Bidder further certifies that it is not presently indicted or otherwise criminally or civilly charged by a governmental entity with commission of any of the offenses enumerated in this paragraph.

OR

CRIMINAL OFFENSE. As detailed on the attached explanation (Bidder to provide), within the three (3) year period preceding the date of this Competitive Solicitation, Bidder has been convicted or had a civil judgment rendered against Bidder for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a governmental contract; violation of any federal or state antitrust statute; or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property.

11. WAGE THEFT PREVENTION. Bidder certifies as follows (must check one):

X NO WAGE VIOLATIONS. Bidder has NOT been determined by a final and binding citation and notice of assessment issued by the Washington Department of Labor and Industries or through a civil judgment entered by a court of limited or general jurisdiction to have willfully violated, as defined in RCW 49.48.082, any provision of RCW chapters 49.46, 49.48, or 49.52 within three (3) years prior to the date of the above-referenced Competitive Solicitation date.

OR

VIOLATIONS OF WAGE LAWS. Bidder has been determined by a final and binding citation and notice of assessment issued by the Washington Department of Labor and Industries or through a civil judgment entered by a court of limited or general jurisdiction to have willfully violated, as defined in RCW 49.48.082, a provision of RCW chapters 49.46, 49.48, or 49.52 within three (3) years prior to the date of the above-referenced Competitive Solicitation date.

http://app.leg.wa.gov/RCW/default.aspx?cite=49.48.082 http://app.leg.wa.gov/RCW/default.aspx?cite=49.46 http://app.leg.wa.gov/RCW/default.aspx?cite=49.48 http://app.leg.wa.gov/RCW/default.aspx?cite=49.52 http://app.leg.wa.gov/RCW/default.aspx?cite=49.48.082 http://app.leg.wa.gov/RCW/default.aspx?cite=49.46 http://app.leg.wa.gov/RCW/default.aspx?cite=49.48 http://app.leg.wa.gov/RCW/default.aspx?cite=49.52

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 4

12. PAY EQUALITY. Bidder certifies as follows (must check one):

X PAY EQUALITY FOR SIMILARLY EMPLOYED WORKERS. Bidder’s similarly employed individuals are compensated as equals. For purposes of this provision, employees are similarly employed if the individuals work for the same employer, the performance of the job requires comparable skill, effort, and responsibility, and the jobs are performed under similar working conditions. Job titles alone are not determinative of whether employees are similarly employed. Bidder may allow differentials in compensation for its workers based in good faith on any of the following: a seniority system; a merit system; a system that measures earnings by quantity or quality of production; a bona fide job-related factor or factors; or a bona fide regional difference in compensation levels. A bona fide job-related factor or factors may include, but not be limited to, education, training, or experience that is: consistent with business necessity; not based on or derived from a gender-based differential; and accounts for the entire differential. A bona fide regional difference in compensation level must be consistent with business necessity; not based on or derived from a gender-based differential; and account for the entire differential.

OR

NO PAY EQUALITY FOR SIMILARLY EMPLOYED WORKERS. Bidder’s similarly employed individuals are NOT compensated as equals.

13. WORKERS’ RIGHTS (EXECUTIVE ORDER 18-03). Bidder certifies as follows (must check one):

X NO MANDATORY INDIVIDUAL ARBITRATION CLAUSES AND CLASS OR COLLECTIVE ACTION WAIVERS FOR EMPLOYEES. Bidder does NOT require its employees, as a condition of employment, to sign or agree to mandatory individual arbitration clauses or class or collective action waivers.

OR

MANDATORY INDIVIDUAL ARBITRATION CLAUSES AND CLASS OR COLLECTIVE ACTION WAIVERS FOR

EMPLOYEES. Bidder requires its employees, as a condition of employment, to sign or agree to mandatory individual arbitration clauses or class or collective action waivers.

14. TERMINATION FOR DEFAULT OR CAUSE. Bidder certifies as follows (must check one):

X NO TERMINATION FOR DEFAULT OR CAUSE. Bidder has not, within the three (3) year period preceding the date of this Competitive Solicitation, had one (1) or more federal, state, or local governmental contracts terminated for cause or default.

OR

TERMINATION FOR DEFAULT OR CAUSE. As detailed on the attached explanation (Bidder to provide), within the three (3) year period preceding the date of this Competitive Solicitation, Bidder has had one (1) or more federal, state, or local governmental contracts terminated for cause or default.

15. TAXES. Bidder certifies as follows (must check one):

X TAXES PAID. Except as validly contested, Bidder is not delinquent and has paid or has arranged for payment of all taxes due to the State of Washington and has filed all required returns and reports as applicable.

OR

DELINQUENT TAXES. As detailed on the attached explanation (Bidder to provide), EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 5

Bidder has not paid or arranged for payment of all taxes due to the State of Washington and/or has not timely filed all required returns and reports as applicable.

16. LAWFUL REGISTRATION. Bidder, if conducting business other than as a sole proprietorship (e.g., Bidder is a corporation, limited liability company, partnership) certifies as follows (must check one):

X CURRENT LAWFUL REGISTRATION. Bidder is in good standing in the State of Washington and the jurisdiction where Bidder is organized, including having timely filed all required annual reports.

OR

DELINQUENT REGISTRATION. As detailed on the attached explanation (Bidder to provide), Bidder currently is not in good standing in the State of Washington and/or the jurisdiction where Bidder is organized.

17. SUBCONTRACTORS. Bidder certifies as follows (must check one):

NO SUBCONTRACTORS. If awarded a Master Contract, Bidder will not utilize subcontractors to provide the goods and/or services subject to this Competitive Solicitation.

OR

X SUBCONTRACTORS. As detailed on the attached explanation (Bidder to provide), If awarded a Master Contract, Bidder will utilize subcontractors to provide the goods and/or services subject to this Competitive Solicitation. In such event, Bidder certifies that, as to the State, Bidder shall retain responsibility for its subcontractors, including, without limitation, liability for any subcontractor’s acts or omissions. Note: Bidder must provide the precise legal name (including state of organization), business address, and federal tax identification number (TIN) for each subcontractor. Note: If the TIN is a SSN, provide only the last four (4) digits.

18. WASHINGTON SMALL BUSINESS. Bidder certifies as follows (must check one):

WASHINGTON SMALL BUSINESS. Bidder is a Washington Small Business as defined in

RCW 39.26.010. To qualify as a Washington Small Business, bidder must meet the following three (3) requirements:

1. Bidder’s principal office/place of business must be located in and identified as being in the State of Washington. A principal office or principal place of business is a firm’s headquarters where business decisions are made and the location for the firm’s books and records as well as the firm’s senior management personnel.

2. Bidder must be owned and operated independently from all other businesses and have either: (a) fifty (50) or fewer employees; or (b) gross revenue of less than seven million dollars ($7,000,000) annually as reported on its federal income tax return or its return filed with the Washington State Department of Revenue over the previous three consecutive years).

3. Bidder must have certified its small business status in WEBS.

OR

X NOT WASHINGTON SMALL BUSINESS. Bidder is not a Washington Small Business as defined in RCW 39.26.010.

http://www.des.wa.gov/services/ContractingPurchasing/Business/Pages/WEBSRegistration.aspx

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 6

19. VETERAN-OWNED BUSINESS. Bidder certifies as follows (must check one):

VETERAN-OWNED BUSINESS. Bidder is a certified Veteran-Owned business under

RCW 43.60A.190 and is identified as such on WEBS (which is confirmed by the Washington Department of Veterans’ Affairs).

OR

X NOT VETERAN-OWNED BUSINESS. Bidder is not a certified Veteran-Owned business under

RCW 43.60A.190.

20. REFERENCES. Bidder certifies that the references provided to Enterprise Services have worked with Bidder and that such individuals and firms have full permission, without any additional requirement or release, to provide such references and information to Enterprise Services. Bidder hereby authorizes Enterprise Services (or its agent) to contact Bidder’s references and others who may have pertinent information regarding Bidder’s prior experience and ability to perform the Master Contract, if awarded. Bidder hereby authorizes such individuals and firms to provide such references and release to Enterprise Services information pertaining to the same.

Bidder further certifies that it shall provide immediate written notice to Enterprise Services if, at any time prior to a contract award, Bidder learns that any of its certifications set forth herein were erroneous when submitted or has become erroneous by reason of changed circumstances.

I hereby certify, under penalty of perjury under the laws of the State of Washington, that the certifications herein are true and correct and that I am duly authorized to make these certifications on behalf of the Bidder listed herein.

BIDDER NAME: BERRY DUNN MCNEIL & PARKER, LLC D/B/A BERRYDUNN

Print Name of Bidder – Print full legal entity name of the firm submitting the Bid

By: _ _______ Signature of Bidder’s authorized person

Title: Principal Title of person signing certificate

Date: 1/22/2021

Timothy F. Masse Print Name of person making certifications for Bidder

Place: Portland, ME Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

DESContractsTeamCedar@des.wa.gov mailto:DESContractsTeamCedar@des.wa.gov

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 1

EXHIBIT A-2 – BIDDER’S PROFILE

Competitive Solicitation No.: 01620 – Business Consulting Services

Bidder: BerryDunn

BIDDER INFORMATION

Legal name and address of Bidder:

Note: This must match information from Business License

Berry Dunn McNeil & Parker, LLC d/b/a BerryDunn Business Name PO Box 1100 Address Portland, ME 04101 City, State, Zip Code

Washington State Department of Revenue Registration Number:

Note: This is the Unified Business Identifier (UBI) 603060156

Federal Tax ID No. (TIN):

Note: If your TIN is a Social Security number, provide only the last four digits.

01-0523282

Is your firm certified as a minority or woman owned business with the Washington State Office of Minority & Women’s Business Enterprises

(OMWBE)?

Yes No If yes, provide MWBE certification no.

Is your firm a self-certified Washington State small business?

Note: See definitions of ‘microbusiness,’ ‘minibusiness,’ and ‘small business,” set forth in

RCW 39.26.010.

Yes No

If yes, what is your business size?

Small Mini Micro

Is your firm certified as Veteran Owned with the Washington State Department of Veteran Affairs?

Yes No

If yes, provide WSDVA certification no.

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 2

CONTRACT MANAGEMENT POINTS OF CONTACT

Authorized Representative Name: Timothy F. Masse Email: tmasse@berrydunn.com Phone: 207-541-2323

Contract Administrator Name: Kevin Scheirer Email: pqcv@berrydunn.com Phone: 207-541-2262

Sales Reporting Representative Name: Kelley Nadeau Email: contracts@berrydunn.com Phone: 207-541-2200

Sales Reporting Alternate Name: Kevin Scheirer Email : pqcv@berrydunn.com Phone: 207-541-2262

Management Fee Representative Name: Emma Fortier Email: AP@berrydunn.com Phone: 207-541-2200

Management Fee Contact Alternate Name: Kevin Scheirer Email: pqcv@berrydunn.com Phone: 207-541-2262

Address for Enterprise Services to send management fee invoices:

Company name: BerryDunn McNeil & Parker, LLC d/b/a BerryDunn Attn: Elizabeth Dickey Address: PO Box 1100 City/State/Zip: Portlnd, ME 04101-1100

ORDERING/SALES POINTS OF CONTACT (expand as necessary)

Name Phone Number E-mail Area of Responsibility

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 3

REFERENCES

Provide a minimum of two (2) commercial or government references for which bidder has delivered goods and/or services similar in scope as described in the Competitive Solicitation. Additional references may be required if Bidder intends to submit a bid for more than one category. See instructions in Exhibit C-1 – Bid Evaluation Criteria, Item No. 2 Experience.

Reference 1 – Organizational Development, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Hawai’i Department of Human Services Med-QUEST Division Meredith Nichols, Asst. Administrator, Deputy Medicaid Director 808-692-8052 mnichols@dhs.hawaii.gov

Reference 2 – Organizational Development, if applicable

Company Name:

Contact & Title:

Phone:

Email:

City of Beaverton, OR Cheryl Twete, Director of Community Development Dept.

503-246-2422 ctwete@beavertonoregon.gov

Reference 1 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Hawai’i Department of Human Services Med-QUEST Division Meredith Nichols, Asst. Administrator, Deputy Medicaid Director 808-692-8052 mnichols@dhs.hawaii.gov

Reference 2 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Louisville/Jefferson County, KY Richard Champion, Executive Administrator, Office of Mgmt. and Budget 502-574-1881 Richard.champion@louisvilleky.gov

Reference 1 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Hawai’i Department of Human Services Med-QUEST Division Meredith Nichols, Asst. Administrator, Deputy Medicaid Director 808-692-8052 mnichols@dhs.hawaii.gov

Reference 2 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

City of Beaverton, OR Cheryl Twete, Director of Community Development Dept.

503-246-2422 ctwete@beavertonoregon.gov mailto:mnichols@dhs.hawaii.gov mailto:ctwete@beavertonoregon.gov mailto:mnichols@dhs.hawaii.gov mailto:Richard.champion@louisvilleky.gov mailto:mnichols@dhs.hawaii.gov mailto:ctwete@beavertonoregon.gov

EXHIBIT A-2 – BIDDER’S PROFILE - 01620 PAGE 4

PURCHASE CARDS (I.E., CREDIT CARDS)

Please indicate which types of purchasing (credit) cards are accepted (note: any card fees must be included in the unit price of the bid):

Visa X Master Card American Express Discover Other:

Return this Bidder’s Profile to Procurement Coordinator at:

EXHIBIT A-3 – RESPONSIBLE BIDDER (COMPETENCIES) - 01620 PAGE 1

EXHIBIT A-3 - RESPONSIBLE BIDDER (COMPETENCIES)

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder, through the duly authorized undersigned, makes this certification as a required element of submitting a responsive bid. Bidder certifies, to the best of its knowledge and belief that the following are true, complete, correct, and made in good faith:

Diversity, Equity, and Inclusion (DEI) is important to Washington State must be present in the fabric of the work we do in all areas. For professional services, where outside entities are coming into and directing the work of our civil servants, it is essential that they align with these values. As a requirement for responsibility, your firm must attest to the state’s values and culture. This will become part of any resultant contract and Bidder will be required to meet or exceed the commitments listed herein.

ATTESTATION

☒ I and the named leader(s) below have read and understand the Washington State Enterprise Leadership Competencies and the Enterprise DEI Competencies for all employees posted by the DEI Committee of the Office of Financial Management, and titled “Enterprise DEI Competencies – All Employees – A pathway for success [PDF]”. The named leader(s) below have the authority to, and shall ensure, that Bidder, Bidder’s employees, and Bidder’s subcontractors will follow the base expectation for values and culture established by Washington State. As Washington State continues to listen to our state family, this leader will enhance diversity, equity, and inclusion within this organization. I will notify Enterprise Services within 30 days if these named leader(s) need to be changed.

Timothy F. Masse, Principal _________________________ 1/22/2021 Name, Title Signature Date

Name, Title Signature Date

Name, Title Signature Date https://des.wa.gov/sites/default/files/public/documents/Training/LeadershipDevelopment/Leadership_Competencies.pdf?=420bb https://des.wa.gov/sites/default/files/public/documents/Training/LeadershipDevelopment/Leadership_Competencies.pdf?=420bb https://ofm.wa.gov/state-human-resources/workforce-diversity-equity-and-inclusion/diversity-equity-and-inclusion-resources/dei-committee-documents https://ofm.wa.gov/state-human-resources/workforce-diversity-equity-and-inclusion/diversity-equity-and-inclusion-resources/dei-committee-documents

EXHIBIT A-3 – RESPONSIBLE BIDDER (COMPETENCIES) - 01620 PAGE 2

CERTIFICATION

Bidder further certifies that it shall provide immediate written notice to Enterprise Services if, at any time prior to a contract award, Bidder learns that any of its certifications set forth herein were erroneous when submitted or has become erroneous by reason of changed circumstances.

I hereby certify, under penalty of perjury under the laws of the State of Washington, that the certifications herein are true and correct and that I am duly authorized to make these certifications on behalf of the Bidder listed herein.

BIDDER NAME: BERRY DUNN MCNEIL & PARKER, LLC D/B/A BERRYDUNN

Print Name of Bidder – Print full legal entity name of the firm submitting the Bid

By:

Signature of Bidder’s authorized person

Title: Principal Title of person signing certificate

Date: 1/22/2021

Timothy F. Masse Print Name of person making certifications for Bidder

Place: Portland, ME Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

Bidder Name: BerryDunn

EXHIBIT C - 2 – BIDDER RESPONSE SHEET / 01620-BUSINESS CONSULTING SERVICES

Categories that your company is bidding on (Mandatory, Not Scored)

Check the box(s) next to each category that your company is bidding on:

Organizational Development Change Management Management and Business Analysis

Bidder’s Organization (4 pages maximum) (150 points)

Areas of Service

Our firm’s Government Consulting Group (GCG) is dedicated to serving state, local, and quasi-governmental agencies. We were formed in 1974 and have experienced sustained growth throughout our 47-year history. Our firm provides a full range of professional services, including organizational development (OD), information technology (IT), and management consulting, as detailed in Figure 1 below.

Figure 1: Our Firm’s Core Services

*These core services are discussed in greater detail in the Qualifications Essay section of this proposal and in our project profiles.

The professionals that make up our GCG work to combine organization development, change management and management and business analysis to design and implement roadmaps and organizational transformations aimed at improving performance and program outcomes. In Figure 2 on the following page, we have detailed some of the areas of transformation that our firm facilitates for our clients.

Data Governance

Project Management*

Needs Assessments

Business and Management Analysis*

Business Process Improvement*

Strategic Planning*

Independent Reviews

Quality Assurance

Systems Planning and Procurement

Organizational Change Management*

Independent Verification/Validation

Organizational Development*

Figure 2: Areas of Organizational Transformation

Recently, our GCG has worked with state and local clients to:

• Plan, design and implement large-scale, organizational transformation

• Use lean process redesign to improve timeliness, accuracy, and service, and to lessen cost

• Plan through an equity lens for workforce development and health equity in program outcomes and impact to the community

• Conduct comprehensive gap analyses using best practices including: program outcomes, business processes, organizational health and culture, systems functionality, policy and practice alignment, quality, and workforce utilization, including deployment and facility needs

• Conduct leadership development webinars with virtual individual leader coaching based on workforce and management needs assessment

• Develop customized job skills development in a self-paced video format for remote development of staff for competency, confidence, consistency and compassion

• Create and facilitate formal change management plans for agencies undertaking technology transformations

• Complete process redesign, including agency structure and roles and responsibilities to create a human-centered, integrated delivery of services, and an organizational service-based culture

• Redesign facilities, workflow and client flow along with integrated services information to redefine the client experience

• Facilitate consensus-building across agencies for integrated services

• Improve efficiencies with internal communications

• Improve service and use of resources through developing clear accountability standards

• Strengthen business processes and supporting systems in alignment with federal and state regulations

We will bring this highly relevant experience to all projects that result from the Washington Department of Enterprise Services (DES) Master Contract.

Customer Base

As noted above, our GCG works with state, local, and quasi-governmental agencies throughout the United States, including Puerto Rico. In all, our firm has more than 300 state, local, and quasi-governmental clients. Our firm has worked with government agencies for more than 20 years, giving us unique insight into the programs, outcomes, structures, processes, and challenges that these agencies face.

In addition to our extensive experience, our firm has a demonstrated commitment to serving clients in the State of Washington (the State) and has a large team located in the Pacific Northwest. We have developed a strong understanding of the public sector landscape in the State through recent or ongoing consulting engagements with State municipalities, counties, school systems, Department of Health and Human Services (HHS) and Medicaid agencies, and State universities.

Our familiarity with the State will allow us to fully understand the context in which projects are taking place. Additionally, this experience will allow us to work efficiently and in line with the State’s well-established policies, procedures, and project management standards.

Firm Strength and Stability

As noted above, our firm has grown steadily since its founding in 1974. Our growth is a result of our commitment to the professional development of our staff, the quality of our work, and the strong relationships that we hold with government agencies across the United States.

All firm employees participate in ongoing Continuing Professional Education (CPE). As a result, our consultants consistently pursue new technical, professional, and project management certifications. In addition, we regularly hold internal knowledge-sharing seminars to provide opportunities for our consultants to exchange knowledge and share new developments and changes in the industry. We also research and evaluate emerging technologies on an ongoing basis in order to provide clients with information on the most current system functionalities.

In our 47 years of operation, we have enjoyed business relationships lasting more than 35 years with over 170 of our clients, eight of which exceed 45 years of service. Over the past five years, our firm’s annual revenue has grown from approximately $57 million to over $100 million, increasing by an annual average of 15%. Over the same period, we grew from approximately 300 employees to over 500, primarily through organic growth. Throughout the ongoing disruption of COVID-19, we remain committed to each of our employees and have neither decreased the size of our team nor conducted layoffs. Given our robust technologies and firm infrastructure, our professionals quickly transitioned to serving clients remotely. In addition, we continue hiring new personnel and building teams that can serve clients like the DES effectively for years to come.

Our consulting teams consistently live our firm’s values, some of which are detailed in Figure 3 below.

Figure 3: Our Firm’s Values

We bring our experience and our strongly held values to the DES and those agencies utilizing the Master Contract.

Experience (4 pages for each category bid for a total of 12 pages) (200 points)

Project 1 / Reference 1 - Organizational Development

Since 2017, our team has worked on a project to guide a large-scale organizational transformation for a State agency to achieve the following goals:

• Ensure a consistently positive client experience (service, access, timeliness, accuracy)

• Streamline processes for consistency, alignment with policy, reduced waste and cycle time, and optimizing staff and technology

• Create a person-centered culture that honors all applicants and values outreach for historically underserved or marginalized populations

• Impact program outcomes and health equity for their state

This project was based on a lean redesign of business processes to streamline the process and shift the culture. As part of this project, our team:

Prepared the Organization for Safe Innovation and Change

• Ensured organizational leadership roles, steering, sponsorship and a clear roadmap, project plan and change management plan with stakeholder engagement was in place.

• Built the foundation of safety by engaging and listening to staff and clients to hear perspective and pain points.

• Developed awareness through sharing information, baseline data, and best practices from other states.

• Developed and facilitated organization-wide “Team Talks” for on-site change management is each office location across the islands with the Director and Deputy Director of the agency.

• Created a “pull” or desire for change by highlighting staff and client suggestions and tying them to the organizational drivers of change.

Conducted Comprehensive Organization Analysis and Assessment

• Designed and conducted a comprehensive gap analysis using best practices including: program outcomes, key performance indicators, business processes, organizational health and culture, systems functionality, policy and practice alignment, quality, and workforce utilization including deployment and facility needs.

• Developed and deployed customized staff surveys and focus groups, client surveys, analysis of key performance indicators, leadership interviews and assessments, and workflow and process analysis.

Business Process Analysis and Assessment

• Guided Lean process redesign for improved accuracy, timeliness, client service, and use of resources.

• Formed and developed an internal process improvement team to analyze and redesign all processes associated with Medicaid eligibility and the client experience.

• Provided work sessions and lean training for all units to develop and embrace continuous improvement and demonstrate that the journey for process improvement can be fun, making things better, and not be hazardous or harmful.

Developed the Organizational Leadership and Structure

• Provided on-going leadership coaching to help current leaders meet new expectations and build confidence and competence.

• Developed and delivered a customized 125-hour extensive leadership retreat series preparing administrators and supervisors to effectively lead staff and team and to implement systemic change through specific assignments such as implementation of 5S methodology, effective staff meetings and individual coaching confers.

• Provided organizational redesign including leadership groupings and position descriptions, organizational restructure, team design with position descriptions and team expectations supported by redesigned performance appraisal process, service center (client offices) redesign, and key performance indicators.

Developed the Workforce

• Created communication mechanisms and skills for a more engaged workforce.

• Developed and delivered a customized teambuilding and team skills training for each unit with the intent to create alignment to Mission, Vision, Values, and the strategic goals, and to develop the skills and culture shift needed for a person-centered workforce.

• Assisted in the rapid transition to a remote workforce including job expectations, technology, and developing virtual meetings, coaching, and training. We also helped to sustain relationships, inclusion, and opportunities to reduce stress.

• Developed a training system, standards, and processes and training a core team of staff to become designated trainers to train all staff on the new service delivery model and to help ensure the sustainability of the changes.

• Developed comprehensive new employee orientation and complete job skills development program. We produced self-paced video training with a Training Participant’s Guide, learning activities and assessments, programmed training environment for systems’ training, job aids for retention, and a robust feedback program. This training spanned all employees and integrated systems changes, process improvements, and new expectations into a comprehensive job skills development program. The training was a critical change management mechanism.

Provided Project Management

• Facilitated diverse stakeholders through the development and consensus for the organizational transformation plan to a service-based team model including change management planning.

• Provided project management, change management, and executive coaching for implementation success.

• Overseeing implementation activities, such as developing an implementation plan, assisting with pilot activities, establishing key performance indicators and maintaining monitoring mechanisms

• Facilitated initiative evaluation and planning for sustainability.

Our team provided a Leadership Development Retreat Series. Following the leadership development program, participants rated each of the topics individually for impact to leaders. The aggregate rating for the Leadership Series was 4.9 out of 5.0 on impact and need. Staff organizational health surveys taken prior to the training and following the training indicated a positive increase in all factors of organizational health with the highest leap rating leadership.

The leaders then completed a needs analysis for their workforce, and based on the results, our firm customized a Teambuilding and Team Skills Workshop that included 24 hours of activities selected from the leadership series. This initiative introduced each of the significant changes in the organization, developed skills, built upon interdependencies, created alignment to the vision and values of the organization, and provided a fun and engaging experience that built inclusion and teamwork. Every unit was successful as demonstrated by the post-training survey using a 1 – 5 rating, as shown in the table below.

Aggregate Teambuilding and Team Skills Workshop Post-Session Evaluation

1 – 5

If I retook the Team Effectiveness Survey (organizational health) today, my ratings for my team would be higher.

4.1 Agree

My supervisor and/or leader is encouraging and demonstrates the approach and skills taught in this workshop.

4.5 Strongly Agree

I believe that my unit, team, and / or department will be successful with the approach introduced in this workshop.

4.5 Strongly Agree

The facilitator is encouraging and helpful. 4.9 Strongly Agree

The facilitator is knowledgeable in this topic and explained information in a manner that was easy to understand.

4.9 Strongly Agree

Through this project, the organization recognized these benefits:

• Developed a workforce that is competent, confident, consistent, and compassionate

• Redesigned processes and training to align with policy, and to improve the quality, accuracy, timeliness, and efficiency of the services provided

• Implemented systems improvements needed to meet regulatory standards.

• Maximized its investment in the IES by more fully leveraging the system’s capabilities and reducing duplication of work between the system and staff, refocusing staff efforts in areas that require their intervention and time

• Established a person-centered approach to teamwork and client service

• Created a positive workplace culture that is focused on serving a highly diverse, vulnerable population with respect, empathy, and appreciation

• Implemented a new client service delivery model that removed redundancy, wait time, and created a streamlined “point-of-contact service”

• Developed an effective leadership team prepared to guide their teams through change, and an engaged workforce that has the skills and knowledge to deliver on the organization’s vision, mission, values and goals, and improve program outcomes

Project 2 / Reference 2 - Organizational Development

Recently, a city engaged our firm to provide organizational assessment, business process improvement, and leadership development services to improve the organizational and leadership performance of the City’s Community Development Department (CDD). This effort included five sub-projects:

• Analysis of the department’s structure, staffing needs, workload, and organizational capacity and development of a data-driven business case for additional budget and resource allocations to CDD; and coaching and leadership development to executive managers and teams within the City’s CDD.

• Guiding the CDD’s management team in the development of a strategic plan that articulates the department’s vision, mission, values, current environment, strategic goals, actions and performance measures. This work included aligning CDD’s strategic goals and priorities with the City’s Civic Plan and Community Vision and creating a monthly progress reporting tool used to keep the City Mayor and City Council informed about the department’s progress and portfolio of work.

• Organizational assessment and business process improvement efforts to implement Lean methods, map and streamline business processes, and plan for greater application of automation technology to the City’s development review process. This work included consultative assistance to CDD in implementing the improvements; developing new customer service standards; utilizing and developing performance metrics and training programs;

improving the City’s permit center, website, and customer communications; and assisting CDD in researching technology alternatives for an electronic permitting system.

• Procurement assistance in selecting an electronic permitting system. This work included identifying functional and technical requirements, preparing a request for proposal, facilitating the evaluation of vendor proposals and demonstrations, providing contract negotiation assistance, planning for its implementation, and providing guidance on organizational change management best practices.

• Administration of the Hogan Leadership Assessment to each member of the CDD executive management team, providing ongoing team development, group coaching, individual coaching to CDD executive management team members, and coaching and training to the teams and individuals responsible for the CDD’s continuous improvement efforts.

The organizational assessment resulted in a business case for increased budget and staff and was presented to the City Council and Mayor and unanimously supported as a supplemental budget request.

The executive management team continued to improve team dynamics and are now executing effectively on all aspects of Mayor and City Council priorities, now recognized as the highest functioning management team in the City. Additionally, the CDD fully implemented its first strategic plan and is currently finalizing an update to the plan with assistance from our firm. The plan fully aligns with the City’s Civic Plan and Community Vision.

Project 1 / Reference 1 – Change Management

Since 2017, our team has worked on a project to guide a large-scale organizational transformation for a State agency to achieve the following goals:

• Ensure a consistently positive client experience (service, access, timeliness, accuracy)

• Streamline processes for consistency, alignment with policy, reduced waste and cycle time, and optimizing staff and technology

• Create a person-centered culture that honors all applicants and values outreach for historically underserved or marginalized populations

• Impact program outcomes and health equity for their state

This project was based on a lean redesign of business processes to streamline the process and shift the culture. As part of this project, our team:

Prepared the Organization for Safe Innovation and Change

• Ensured organizational leadership roles, steering, sponsorship and a clear roadmap, project plan and change management plan with stakeholder engagement was in place.

• Built the foundation of safety by engaging and listening to staff and clients to hear perspective and pain points.

• Developed awareness through sharing information, baseline data, and best practices from other states.

• Developed and facilitated organization-wide “Team Talks” for on-site change management is each office location across the islands with the Director and Deputy Director of the agency.

• Created a “pull” or desire for change by highlighting staff and client suggestions and tying them to the organizational drivers of change.

Conducted Comprehensive Organization Analysis and Assessment

• Designed and conducted a comprehensive gap analysis using best practices including: program outcomes, key performance indicators, business processes, organizational health and culture, systems functionality, policy and practice alignment, quality, and workforce utilization including deployment and facility needs.

• Developed and deployed customized staff surveys and focus groups, client surveys, analysis of key performance indicators, leadership interviews and assessments, and workflow and process analysis.

Business Process Analysis and Assessment

• Guided Lean process redesign for improved accuracy, timeliness, client service, and use of resources.

• Formed and developed an internal process improvement team to analyze and redesign all processes associated with Medicaid eligibility and the client experience.

• Provided work sessions and lean training for all units to develop and embrace continuous improvement and demonstrate that the journey for process improvement can be fun, making things better, and not be hazardous or harmful.

Developed the Organizational Leadership and Structure

• Provided on-going leadership coaching to help current leaders meet new expectations and build confidence and competence.

• Developed and delivered a customized 125-hour extensive leadership retreat series preparing administrators and supervisors to effectively lead staff and team and to implement systemic change through specific assignments such as implementation of 5S methodology, effective staff meetings and individual coaching confers.

• Provided organizational redesign including leadership groupings and position descriptions, organizational restructure, team design with position descriptions and team expectations supported by redesigned performance appraisal process, service center (client offices) redesign, and key performance indicators.

Developed the Workforce

• Created communication mechanisms and skills for a more engaged workforce.

• Developed and delivered a customized teambuilding and team skills training for each unit with the intent to create alignment to Mission, Vision, Values, and the strategic goals, and to develop the skills and culture shift needed for a person-centered workforce.

• Assisted in the rapid transition to a remote workforce including job expectations, technology, and developing virtual meetings, coaching, and training. We also helped to sustain relationships, inclusion, and opportunities to reduce stress.

• Developed a training system, standards, and processes and training a core team of staff to become designated trainers to train all staff on the new service delivery model and to help ensure the sustainability of the changes.

• Developed comprehensive new employee orientation and complete job skills development program. We produced self-paced video training with a Training Participant’s Guide, learning activities and assessments, programmed training environment for systems’ training, job aids for retention, and a robust feedback program. This training spanned all employees and integrated systems changes, process improvements, and new expectations into a comprehensive job skills development program. The training was a critical change management mechanism.

Provided Project Management

• Facilitated diverse stakeholders through the development and consensus for the organizational transformation plan to a service-based team model including change management planning.

• Provided project management, change management, and executive coaching for implementation success.

• Overseeing implementation activities, such as developing an implementation plan, assisting with pilot activities, establishing key performance indicators and maintaining monitoring mechanisms

• Facilitated initiative evaluation and planning for sustainability.

Our team provided a Leadership Development Retreat Series. Following the leadership development program, participants rated each of the topics individually for impact to leaders. The aggregate rating for the Leadership Series was 4.9 out of 5.0 on impact and need. Staff organizational health surveys taken prior to the training and following the training indicated a positive increase in all factors of organizational health with the highest leap rating leadership.

The leaders then completed a needs analysis for their workforce, and based on the results, our firm customized a Teambuilding and Team Skills Workshop that included 24 hours of activities selected from the leadership series. This initiative introduced each of the significant changes in the organization, developed skills, built upon interdependencies, created alignment to the vision and values of the organization, and provided a fun and engaging experience that built inclusion and…