GartnerConsultingBid.pdf

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

EXHIBIT A-1 – BIDDER’S CERTIFICATION

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder: __Gartner, Inc._____________________ Type/print full legal name of Bidder

Bidder’s Address: __2001 Sixth Avenue, Suite 2200, Seattle, WA 98121_____ Type/print Bidder’s Address

Bidder Organization Type:

Check appropriate box

Corporation: Domestic X Foreign

Limited Liability Company (LLC): Domestic Foreign

Partnership: Domestic Foreign

Sole Proprietorship:

State of Formation: ___Delaware______________________________ 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 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

above-referenced Competitive Solicitation date.

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

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 5

filed all required returns and reports as applicable.

OR

DELINQUENT TAXES. As detailed on the attached explanation (Bidder to provide), 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):

X 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

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 two

(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.

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

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

OR

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

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: ___GARTNER, INC.__________________________________________________

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

By: ______________________________ Signature of Bidder’s authorized person

Title: _Managing Partner________________ Title of person signing certificate

Date: __January 24, 2021________________

_Heide Cassidy__________________________ Print Name of person making certifications for Bidder

Place: __Seattle, WA____________________ 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-1 – BIDDER’S CERTIFICATION - 01620 PAGE 7

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 8

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 9

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 10

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

EXHIBIT A-2 – BIDDER’S PROFILE

Competitive Solicitation No.: 01620 – Business Consulting Services

Bidder: Gartner, Inc.

BIDDER INFORMATION

Legal name and address of Bidder:

Note: This must match information from Business License

_____Gartner, Inc.____________ Business Name _____56 Top Gallant PO________ Address _____Stamford, CT 06904______ City, State, Zip Code

Washington State Department of Revenue Registration Number:

Note: This is the Unified Business Identifier (UBI)

__601422801_________________

Federal Tax ID No. (TIN):

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

__04-3099750_________________

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: Heide Cassidy Email: Heide.Cassidy@gartner.com Phone: +1 206 245-8321

Contract Administrator Name: Scott Lyon Email: Scott.Lyon@gartner.com Phone: +1 571 303 3469

Sales Reporting Representative Name: Heide Cassidy Email: Heide.Cassidy@gartner.com Phone: +1 206 245-8321

Sales Reporting Alternate Name: Steve Anderson Email : Steve.Anderson@gartner.com Phone: +1 503 9492260

Management Fee Representative Name: Heide Cassidy Email: Heide.Cassidy@gartner.com Phone: +1 206 245-8321

Management Fee Contact Alternate Name: Steve Anderson Email : Steve.Anderson@gartner.com Phone: +1 503 9492260

Address for Enterprise Services to send management fee invoices:

Company name: Gartner, Inc.

Attn: Client Financial Services Address: P.O. Box 91131 City/State/Zip: Dallas, TX - 75391-131

ORDERING/SALES POINTS OF CONTACT (expand as necessary)

Name Phone Number E-mail Area of Responsibility

Heide Cassidy +1 206 245 8321 Heide.Cassidy@gartner .com

Account Management

Client Financial Services

+1-239-561-4025 purchaseorders@gartn er.com

Finance

Client Financial Services

+1-239-561-4025 cashapplications@gart ner.com

Finance mailto:Heide.Cassidy@gartner.com mailto:Heide.Cassidy@gartner.com

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:

Iowa Department of Revenue Emily Banks, Communications Team 515.281.8450 emily.r.banks@iowa.gov

Reference 2 – Organizational Development, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Plains All American Pipeline, L.P.

Dan Reinbold, Vice President, Information Services – NA 403.451.3440 Dan.Reinbold@plainsmidstream.com

Reference 1 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Bexar County Information Technology Kimberly Turner, Strategic Services Program Manager 210-209-7459 kim.turner@bexar.org

Reference 2 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Los Angeles Police Department (LAPD) Maggie Goodrich, Former Chief Information Officer (CIO) +1 949-466-9955 maggoodrich@me.com

Reference 1 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

City of Phoenix Matthew Arvay, Chief Information Officer +1 602-262-7662 Matthew.arvay@phoenix.gov

Reference 2 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Maricopa County Rebecca Hood, IS Project Manager, Sr.

+1 602-506-8166 Rebecca.hood@maricopa.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 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.

_Heide Cassidy, Managing Partner________ _________________________ _24 January 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: ___GARTNER, INC.__________________________________________________

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

By: ______________________________ Signature of Bidder’s authorized person

Title: __Managing Partner______________ Title of person signing certificate

Date: ___24 January 2021_______________

___Heide Cassidy________________________ Print Name of person making certifications for Bidder

Place: _Seattle, WA_____________________ Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

Bidder Name: Gartner

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)

Government agencies represent a diverse community that encompasses multiple government programs, including revenue and taxation, health and human services, public safety, justice, transportation, pensions and retirement, environmental, defense, central finance and human resource organizations.

While each of these programs has specific needs for organization development, change management and management and business analysis, our research shows that government and public sector organizations share decision-making processes and priorities that clearly differentiate them from the private sector.

We have completed thousands of engagements with a variety of public sector and commercial clients, tackling a diverse set of challenges across a wide variety of stakeholder environments. These experiences have resulted in strong methodologies that can be reliably executed. Our breadth of clients and engagements has allowed us to develop the deep understanding of the challenges, practices, and dynamics within state and local government. In fact, our Consulting organization has a dedicated State and Local Government Practice composed of consultants who have a deep understanding of government.

We help public sector agencies make confident business decisions, many of which include technology, by providing them the necessary tools to successfully plan, evaluate, execute, and manage their most vital initiatives. Our Consulting organization provides our clients with on-site support, helping them to operationalize research insights and realize benefits in their organizations. We do this by offering consulting services that are closely aligned with our research key initiatives.

We deliver:

Innovative thinking — We leverage unique sources of information (including industry leading research) and best practices from our 2,500 Consulting engagements a year — information that can make the difference between the success and failure of clients’ key initiatives. Our innovations create breakthrough opportunities and keep clients at the top of their game.

Deep expertise and unparalleled data — We create customized solutions for clients’ unique problems delivered on-site by our 750 experienced practitioners who know our clients’ industries and have an average of 15 years of experience. Our engagements include critical subject matter expertise to the agency domain.

Tangible results — We are focused on delivering quantifiable results across all of our services. We bring a complete set of tools and templates developed via prior engagements and applied subject matter expertise, enabling more effective use of resources, and reducing potential rework or wasted effort.

Our consultants help our clients:

Run more efficiently and effectively

Get more for less on IT vendor contracts

Mitigate security threats to their enterprises

Ensure the success of their key IT initiatives

No other company can provide the unique combination of assets that we bring to bear in delivering value to our clients every day.

We have guided billions of dollars in expenditures while helping government leaders around the world solve their most complex business issues — our client base includes national, federal, state, regional and local government agencies (cities, counties, municipalities, etc.).

We understand the unique operating environment and priorities of public sector organizations, as well as the key issues our public sector clients are facing, including:

How government can efficiently manage and use IT budgets to meet business needs How government can leverage technology to improve service delivery How government IT organizations can modernize architectures, information management and applications to improve operational efficiency and effectiveness How government can implement shared services to be successful How government benefits from emerging alternatives in IT sourcing models to support new acquisitions or improve the cost and effectiveness of recompleted services

The result is our unique ability to deliver realized benefits for our clients’ organizations. We home in on clients’ most critical needs, quickly operationalize research insights with custom focus to their industry and their enterprise, and provide on-site support through long-term engagements — ultimately delivering cost and time saving. What differentiates us is the objectivity and validity of our support, which yields trustworthy and defensible recommendations as shown in Figure 1 below.

Figure 1. Our Services are Grounded in World-Class Research Insights

We are objective and independent — We have been a trusted advisor for over 40 years, and our

Consulting organization maintains the same strict adherence to independence as our Research organization. We’re not obligated to any external agenda or influenced by any third party. The Wall

Providing services like those requested by WA DES is a core consulting offering and we have assisted clients on the West Coast for more than 20 years. We have a robust and detailed project management methodology that has been developed and updated over hundreds of engagements.

Street Journal, The Economist and The Financial Times, along with more than 30 other leading business publications worldwide, consider us a trusted, independent source, quoting us an average of 70 times every week

In summary, we have a deep understanding of the industry practices related to the scope, challenges, and successful approaches for successfully and effectively delivering organizational development, change management and management and business analysis consulting services. We are excited at the opportunity to partner with the State of Washington as it looks to improve public services, grow the relationship with its citizens, and enhance operational performance.

Figure 2. Why Choose Us?

Differentiation Proof Points Impact for WA DES

WA DES’ Goals Support Washington State Agencies’ Business Consulting Needs

Our digital talent and organization practice covers the scope of the categories in which we are responding. In addition, our team is composed of public sector dedicated consultants who understand the unique nuances between Washington State policy areas and the difference between public sector and commercial clients.

Our capabilities and understanding of the public sector environment will support the state of Washington in achieving transformative change through organizational development, change management and analysis that is critical to all major initiatives.

Solution Research-aligned consulting approaches to meet targeted mission-critical-priorities

Our research based methodologies ensure that our team isn’t looking “backward to what worked historically at prior clients,” but to the best practices and innovative approaches that are emerging in the marketplace.

We bring a complete set of tools and templates developed via research and applied subject matter expertise, enabling more-effective use of resources reducing potential rework or wasted effort.

People Seasoned experts that have mitigated risks and driven success for clients

Our consultants execute 2,500+ technology-driven strategic consulting and contract optimization engagements annually with CIOs and other senior executives through our Consulting business. Senior Consulting partners and top-shelf professionals expedite results on critical initiatives.

The seniority of our experience reinforces the credibility of the results created for stakeholders.

Continuously refreshed real-world experience feeds back into the development of IP and expertise.

Brand Power of Research, Independence and Objectivity

Our consultants can access proprietary methodologies that produce leading-edge business and technology insights to inform your decisions. We have a deep bench of 2,250+ research and advisory experts 750 consultants, 60% of who are hired with 20+ years’ experience.

Our insight is based on cutting-edge research. We provide credible advice that leads to defensible business decisions.

Experience (4 pages for each category bid) (200 points)

Project 1/Reference 1 — Organizational Development

Large-Scale Modernization with Organizational Change Management (OCM) Support

Client Context

Our company worked on a project for a State Department of Revenue Office in which we were initially brought in to support the modernization of its primary systems through the procurement of a new modern, integrated tax solution. This large-scale transformation project spanned multiple years and represented significant change for the client, its business processes, operational capabilities, and its 200+ employees and constituencies. During that project, our client requested that we run a parallel engagement to help them effectively navigate the anticipated change associated with the tax solution.

Across all of our engagements, we believe that each client and situation is unique. This project was no different. To that end, we collaborate with our clients to assess and clearly articulate their needs. We began by conducting a strategic visioning workshop with the client’s leadership team. The interactive workshop led to a strategic vision that was used as an artifact and tool that the OCM team used to create an overarching strategy that could evolve with the program and stay true to the organization’s vision.

Throughout the three-month OCM Support engagement, which spanned from October through December 2019, our consulting team facilitated a series of coaching workshops and trainings with the Executive Team to establish OCM best practices, a structured framework for Change Leadership, and equipped the Executives with tools to manage one of the most critical and challenging components of their tax modernization program.

Approach/Differentiation

During the course of the engagement, we:

Facilitated Executive Coaching Workshops and Trainings: We conducted strategic visioning, OCM and Leadership coaching workshops to develop a clear program vision and coached Executives to connect with stakeholders impacted by the large-scale change.

Developed Reusable Tools to Empower the Client: We developed a stakeholder analysis, engagement plan, and communications plan with the Executive Team to ensure stakeholder engagement through the various stages of the transformation.

Provided Education and Reinforcement for a Growth-Mindset: We educated influential stakeholders and prepared them for change leadership, and established an effective change network.

Delivered Objective and Independent Data, Insights, and Recommendations: We used industry best practice tools and techniques for building awareness, communicating with the project’s stakeholders, assessing organization impact and change readiness, and facilitating the deployment of initiatives to address people, policy, process, and procedural changes impacting the organization.

Benefits Achieved Built the Client’s Change Management Capability: We provided the agency with a methodology and skills to deliver successful and sustainable change. We helped to develop the foundation for delivering organizational change for future Office of the Deputy Director projects.

Delivered an Organizational Impact Assessment: We helped develop a shared understanding of the impact the tax modernization represented to the organization, its operations, and other constituencies.

Delivered the Change Management Plan: We developed a robust communications and stakeholder engagement plan to lead change, inspire and enable adoption from the onset of the initiative.

Project 2/Reference 2 — Organizational Development

Organizational Improvement Services

Client Context

Our consulting team was engaged to support a large multi-national oil and gas pipeline and storage company with a net revenue of over $43 billion. The client had just merged the operations of two separate regions. Our team was engaged to work with the client in identifying and developing a new IT Operating Model. As part of this engagement, our seasoned experts also worked on a parallel workstream to support and educate the client on organizational change management and change leadership (OCM/OCL) strategies and best practices. Over a three-month span, from January to March 2020, our team facilitated workshops to coach the client’s Leadership team through culture change to identify mindsets and key behaviors, consider systemic culture-change levers, and implement culture hacks to drive culture change.

Approach/Differentiation

During the course of the engagement, we:

Conducted Interviews: We interviewed 40+ regional leaders from both regions to understand current operations and assess the perception of IT within each organization.

Assess Organizational Maturity: We conducted an IT Operating Model Maturity Assessment, IT Governance Maturity Assessment, and IT Capabilities assessment and prioritized key operating model components (Ways of Working, Decision Rights, and Organizational Structure) and key capabilities.

Implemented a Change Framework: We introduced a formal organizational change management process to address the inherent difficulties associated with large and complex transformations:

Stakeholder Analysis and Change Risk Assessment Change Leadership, Communications and Engagement Strategy Operating Model Vision Statement, Culture Enablers and Culture Hacks Organizational Impact Assessments & Change Readiness Assessment

Established a Target Vision: We developed a target state operating model to merge the disparate organizations and modernize IT Service Delivery.

Delivered Strategic Recommendations: We provided consolidated recommendations and an implementation roadmap for achieving the target state operating model over the course of an 18-month timeline.

Benefits Achieved Established a Shared Target State Vision: We enabled key stakeholders to develop a collective understanding and acceptance of the future state vision.

Delivered a Combined IT Operating Model: We developed a clearly articulated IT operating model designed to unify two currently disparate IT organizations after the company merger.

Enabled and Developed the Client’s Change Management Capability: We delivered game-changing culture hacks and organizational change management processes and coached the client to support the large-scale transformation.

Delivered Actionable Recommendations: We detailed strategic, target state recommendations for implementation:

Ways of Working processes to support Service-Aligned Operating Model IT Governance Framework and Decision Rights Processes Merged Organizational Structure

Project 1/Reference 1 — Change Management

Telework Program Design & Implementation

Client Context

Our company worked on an open source change management engagement with a local government client to implement a more sustainable telework program, “Telework 2.0”, which not only enabled the technical aspects but also addressed the people and policy/procedural considerations critical to driving culture, productivity, and employee engagement.

Due to the COVID-19 pandemic, the client was forced to transition approximately ¼ of their 6000 employee workforce into a remote work arrangement in accordance with their “stay home, stay safe” directive. Given the short time frame, the transition was very tactical and IT-focused. Going forward, the business goal was to transition 3000 employees to a hybrid work model.

Beyond some initial telecommuting guidelines, the client lacked clear policies and procedures for governing remote work. As a result, the processes for managing employee performance and productivity varied across departments and offices.

Moreover, the client lacked a consistent approach to managing the organizational change to a blended work model. Paper-intensive processes and a lack of remote access to critical systems further increased the barriers to effective telework in some areas.

If left unaddressed, this dynamic could impede the client’s ability to deliver critical citizen services remotely and negatively impact culture and employee productivity and morale.

This project was delivered over a four month timeframe, from August through December 2020.

Approach/Differentiation

During the course of the engagement, we:

Facilitated Interviews and Focus Groups to Inform Continuous Improvement: We conducted interviews and focus groups with 60+ Department Heads, Elected Officials, and their staff to understand key telework-related barriers, lessons learned and continuous improvement opportunities.

Conducted Detailed Telework Policy Analysis: We analyzed current county policies, procedures (e.g., performance management) and other artifacts (e.g., job descriptions and architecture) against industry best practice telework program requirements and identified gaps.

Designed a Sustainable Telework 2.0 Program: We developed a Telework 2.0 program charter and readiness criteria.

Assessed Client Readiness for Telework 2.0: We conducted readiness assessments for key stakeholder groups and made targeted recommendations to achieve telework readiness.

Developed Strategic Recommendations: We developed content and recommendations to mature the client’s current program, manage ongoing organizational change, and enable sustainability.

Benefits Achieved

Delivered a Current State Assessment to Inform Continuous Improvement: We conducted a current state assessment of macro-level barriers and required changes to enable telework across pertinent people, process, and technology dimensions.

Delivered Detailed Policy Analysis & Recommendations: We developed a Telework 2.0 policy and application process to codify employee eligibility and expectations for telework.

Developed a Sustainable Telework 2.0 Program: We delivered a clearly articulated Telework Program 2.0 charter that establishes the key program elements, tools/technologies, and criteria to enable telework.

Delivered Actionable Recommendations: We developed content changes for the client’s job descriptions and job architecture. We delivered an OCM strategy and roadmap of practical steps to enable more offices and departments to adopt and adapt to a blended work model. We conducted a “test and learn” pilot that assessed the impact of teamwork and trust techniques in a telework environment on employee engagement.

Project 2/Reference 2 — Change Management

Quality Assurance and Organizational Change Management Support

Client Context

The goal of this project was to enable the client, a city police department with approximately 10,000 officers and 3000 civilian staff, to migrate from a legacy mainframe environment for core applications.

This required the development and implementation of a migration strategy and modernization program.

The second phase of the project focused on the acquisition and integration of a new records management system and supporting data management components. During this phase, which was delivered over the course of a four month timeframe, we delivered a robust organizational change management program to enable adoption of the new technologies. Note: The client maintained various mission-critical, complex, and disparate systems supporting law enforcement and organizational and personnel management.

Approach/Differentiation

During the course of the engagement, we:

Developed an Applications and Data Modernization Program: We developed the client’s applications and data modernization program that incorporated a mainframe migration strategy.

Integrated Key Components within Applications and Data Modernization Program: This included the client’s Records Management System (RMS), data warehouse, business intelligence, analytics platforms, and key data infrastructure areas.

Supported Client in Modernization Planning: We assisted the client with the planning and implementation of a modernization plan — including the replacement of the mainframe with a commercial off the shelf (COTS)-based records management system as well as cloud-based reporting, analytics, and advanced analytics.

Supported Procurement Activities: We developed detailed records management system requirements, a market ready Request for Proposal (RFP), and supporting vendor evaluation and selection.

Delivered Quality Assurance and OCM Support: We provided organizational change management support in addition to QA and IT governance support throughout the client’s Modernization Program life cycle.

Benefits Achieved

Delivered a Successful Procurement: We streamlined requirements documentation (both functional and technical) which allowed for a hands-on evaluation process that exceeded client expectations.

Enabled Continuous Organizational Change Management: We delivered a detailed Modernization Program enabled by robust, ongoing organizational change management support.

Modernized Critical IT and Business Processes for Client: We leveraged our extensive expertise in large-scale IT modernization to transform the client’s core applications and supporting business processes.

Mitigated Risk and Issues: Throughout the project phases, we identified potential risks and assisted client in resolved issues to drive successful adoption, resolution, and enable achievement of expected business benefits.

Project 1/Reference 1 — Management and Business Analysis

Smart Jurisdiction Strategy and Roadmap

Client Context

The goal of the project was to rebuild and rehabilitate the client’s Information Technology Services (ITS) organization and function, which was negatively impacted by downsizing in the previous decade and created ambiguities around what ITS’ strategic direction should be vis in relation to the other departments.

By leveraging previously completed work, a high-level review of the client’s technology capabilities conducted in early 2017, this allowed the client to focus efforts to move strategically into the smart jurisdiction area and mitigate known risks.

The project approach enabled the client to establish a vision grounded in critical smart jurisdiction trends, a clear-eyed view of the risks they faced, and the client’s perspective on how to drive smart jurisdiction initiatives by partnering with private sector, citizens, and other governments.

The project started in May 2018 and the final stage was completed in April 2020, making the length of time of this project just shy of 2 years.

The client is a local jurisdiction with an estimated population of 1,680,992 (as of July 2019) and an employee base of more than 14,000 across 35 departments.

Approach/Differentiation

During the course of the engagement, we:

Defined Smart and Digital Jurisdiction Vision: We held 3 visioning workshops with leadership across the organization to identify the initial vision statement and set of guiding principles. We developed a formal consensus statement describing the client's aspirations for how it will be using smart jurisdiction technologies over the next 5 years. A primary focus of this phase was the identification of the civic outcomes to be achieved for the client’s stakeholders and the purposeful application of technology to achieve those outcomes.

Assessed People, Process, and Technology: We conducted 22 interviews with the ITS staff, 5 interviews with the federated departments, and 5 interviews with the business departments. Each interview included a guide that was sent out to the participants prior to the meeting to allow the most efficient use of the client’s time. We conducted a risk-based assessment of the client’s IT practices, processes, and services.