LenekerTeamBid.pdf

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

EXHIBIT A-1 – BIDDER’S CERTIFICATION

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder: The Leneker Team, LLC (formerly Compass Consulting, LLC) Type/print full legal name of Bidder

Bidder’s Address: 2142 79th Avenue SE Olympia, WA 98501 Type/print Bidder’s Address

Bidder Organization Type:

Check appropriate box

Corporation: Domestic Foreign

Limited Liability Company (LLC): X Domestic Foreign

Partnership: Domestic Foreign

Sole Proprietorship:

State of Formation: Washington 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

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

competition any consultation, communication, or agreement with any other bidder or competitor 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):

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

X

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

with each and all of the required insurance coverages as specified in the Master 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):

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):

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):

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

X

X

X 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):

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):

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):

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):

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.

X

X

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

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):

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

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.

X

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

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

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

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: AMY LENEKER, THE LENEKER TEAM, LLC

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

By:

Signature of Bidder’s authorized person

Title: Leadership Consultant and Member, LLC Title of person signing certificate

Date: January 21, 2020

Amy Leneker Print Name of person making certifications for Bidder

Place: Olympia, Washington 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: The Leneker Team, LLC (formerly Compass Consulting, LLC)

BIDDER INFORMATION

Legal name and address of Bidder:

Note: This must match information from Business License

The Leneker Team, LLC Business Name 2142 79th Avenue SE Address Olympia, WA 98501 City, State, Zip Code

Washington State Department of Revenue Registration Number:

Note: This is the Unified Business Identifier (UBI) 604-311-486

Federal Tax ID No. (TIN):

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

35-2643383

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.

W2F0025748

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: Amy Leneker Email: Amy@TheLenekerTeam.com Phone: 360-529-0290

Contract Administrator Name: Amy Leneker Email: Amy@TheLenekerTeam.com Phone: 360-529-0290

Sales Reporting Representative Name: Amy Leneker Email: Amy@TheLenekerTeam.com Phone: 360-529-0290

Sales Reporting Alternate Name: Corey Leneker Email : Corey@TheLenekerTeam.com Phone: 360-529-0408

Management Fee Representative Name: Amy Leneker Email: Amy@TheLenekerTeam.com Phone: 360-529-0290

Management Fee Contact Alternate Name: Corey Leneker Email: Corey@TheLenekerTeam.com Phone: 360-529-0408

Address for Enterprise Services to send management fee invoices:

Company name: The Leneker Team, LLC Attn: Amy Leneker Address: 2142 79th Avenue SE City/State/Zip: Olympia, WA 98501

ORDERING/SALES POINTS OF CONTACT (expand as necessary)

Name Phone Number E-mail Area of Responsibility

Amy Leneker 360-529-0290 Amy@TheLenekerTea m.com

All mailto:Amy@TheLenekerTeam.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:

WA State Department of Licensing Jen Clawson, Assistant Director 360-819-0620

JCLAWSON@DOL.WA.GOV

Reference 2 – Organizational Development, if applicable

Company Name:

Contact & Title:

Phone:

Email:

WA State Department of Commerce Corina Grigoras, Managing Director, Housing Finance Unit

(360) 339-0337 corina.grigoras@commerce.wa.gov

Reference 1 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

WA State Department of Commerce Rebecca Stillings, Managing Director 360-725-4000 Rebecca.stillings@commerce.wa.gov

Reference 2 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

WA State Department of Commerce Michael Furze, Assistant Director 360-529-9587 michael.furze@commerce.wa.gov

Reference 1 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Reference 2 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

PURCHASE CARDS (I.E., CREDIT CARDS)

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

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.

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: AMY LENEKER, THE LENEKER TEAM, LLC (FORMERLY COMPASS CONSULTING, LLC) Print Name of Bidder – Print full legal entity name of the firm submitting the Bid

By:

Signature of Bidder’s authorized person

Title: Leadership Consultant and Member, LLC Title of person signing certificate

Date: January 21, 2021

Amy Leneker Print Name of person making certifications for Bidder

Place: Olympia, WA Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

Bidder Name: The Leneker Team, LLC

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)

Thank you for the opportunity to share information about our organization. With decades of experience working for the State of Washington, we specialize in helping public sector organizations with their organizational development and change management needs.

We are passionate about our work and have a proven track record of delivering results.

Commitment to Diversity, Equity and Inclusion

Our organization is committed to diversity, equity and inclusion. We help our clients build and sustain diverse, equitable, and inclusive workplaces.

Clients

Over 95 percent of our clients are public sector organizations, including federal agencies, state agencies, cities, counties, higher education institutions, and non-profit organizations.

Specialty Areas

Due to the breadth and depth of our team’s experience and expertise, we are able to proudly serve our clients in the areas of organizational development and change management.

Specialty Area 1: Organizational development

“Leadership and learning are indispensable to each other.” – John F. Kennedy

Effective organizational development focuses on improvement and combines the support of leadership with the willingness to learn and improve. When we are working with a client on their organizational development needs, we see ourselves as a partner to help them achieve their goals. We bring that philosophy into all of our organizational development work.

Executive coaching

• ICF Membership and Experience. All of our coaches are members of the International Coaching Federation (ICF). Together we have coached hundreds of executives, middle managers, and emerging leaders in the public sector. We are known as trusted and effective leadership coaches with proven track records for helping leaders and organizations reach their goals.

• Certified by Center for Creative Leadership. We are fortunate to have a team member who was trained and certified by the Center for Creative Leadership. This allows our team to offer the evidence-based coaching assessments and resources created by the Center for Creative Leadership to the leaders we coach.

• Leadership Coaching Plans. We partner with our coaching clients to develop a personalized Leadership Coaching Plan. Developing a Leadership Coaching Plan is designed to help the leader identify leadership strengths; uncover areas of opportunity;

clarify vision; determine their SMART leadership goals; and explore strategies to achieve those goals. While the Leadership Coaching Plan is confidential, leaders are encouraged to consider sharing some or all of their leadership goals with others. This allows the leader to be transparent about their goals and gather feedback and support.

• Certified to Administer Assessments. Our coaches are certified to administer and interpret multiple assessments, including the Center for Creative Leadership’s 360 Leadership Assessments, DiSC workplace, CliftonStrengths™, Daring Leadership Assessment™, Myers-Briggs Type Inventory (MBTI), Thomas Kilmann Instrument, and more. The data gathered from these assessments is used to support the leader throughout the coaching process.

• Data Gathered from Organization. In addition to the multiple assessments referenced above, we also find tremendous value in data gathered from individuals who work closely with the leader. We typically ask the leader to provide the names of three individuals (their manager, a peer, and a direct report) who we can interview. This augments the data from the assessments and allows the coach to be more effective.

Team Development Coaching

• Coached over 200 teams. We have coached over 200 teams including teams from the public sector, private corporations, non-profit organizations, and higher education.

• Certified in Team Development. All of our team development coaches are both Certified Trainers and Certified Facilitators. They are certified by world-class training organizations who specialize in aspects of team development, including The Center for Creative Leadership, The Arbinger Institute, The Brené Brown Research Group, Wiley, FranklinCovey and more. This allows our coaches to pull from multiple methodologies, frameworks, and resources to best serve the team.

• Best Practices and Evidence-Based Research. Our organization prides itself on being continuous learners and we are committed to ensuring our coaches are familiar with best practices and emerging evidence-based research. For example, one of our coaches recently attended the NeuroLeadership Institute’s conference to learn the latest research about brain-based coaching and another one of our coaches is currently enrolled in the Coach Training Intensive with the CaPP Institute.

• Measurable Results. Through the use of scientifically validated assessments, we are able to help clients measure the results of their team development work. We provide the leader with timely and accurate information so they can make data-driven decisions.

Coaching Workshops

• Certification and Experience. As mentioned earlier, our team development coaches are both Certified Trainers and Certified Facilitators. They are certified by world-class training organizations, including The Center for Creative Leadership, The Arbinger Institute, The Brené Brown Research Group, Wiley, FranklinCovey and more. This allows our coaches to pull from multiple methodologies, frameworks, and resources.

• Multiple Delivery Options (in person, virtual, hybrid). Our trainers are experts at delivering content in person and virtually. Since COVID-19, we have offered training through virtual platforms (including Zoom, Microsoft Teams, Go2Webinar, and more).

Due to virtual platforms, we have delivered training to teams all over the world.

• Create Customized Content. In addition to being certified by training organizations, we create custom content as requested to meet a client’s needs.

• Trained in Adult Learning Theory and Techniques. Our coaches and trainers are trained in Adult Learning Theory and techniques. All of our workshops adhere to adult learning techniques to allow for the most engagement and retention. Some examples of adult learning techniques we use are having the learners set goals, decide their why, review the information regularly, and help learners connect their experiences to the learning.

• Evaluation Data Shared with Organization. Upon completion of a workshop, participants are asked to fill out an electronic evaluation. A report of the evaluative data (both quantitative and qualitative) is provided to the client.

Specialty Area 2: Change Management

“The best way to predict the future is to create it. – Peter Drucker

Effective change management focuses on the full life cycle of the change, including how to help organizations, teams, and individuals prepare for, engage in, and adapt to the change. When we are working with a client on their change management needs, we approach the work by seeking to understand and honor the current state while helping the client realize their future state goal.

Change Management

• Experience and Expertise. Our consultants have over 30 years of combined experience supporting public sector organizations with change management efforts. Our consultants are trained and skilled in multiple change management methodologies (Prosci’s ADKAR, John Kotter’s Change Model and more). This allows us to be nimble in supporting our clients on their change management journey.

Strategic Planning

• Experience with Small and Large Organizations. Our consultants have supported dozens of organizations with their strategic planning efforts, from initial conceptualizing all the way through monitoring implementation efforts. We have done this for Boards with less than ten individuals, organizations with thousands of employees, and teams of all sizes in between.

• Trained in Data Gathering Techniques. We believe in customer feedback and are experts at gathering it. We are trained in both quantitative and qualitative data gathering and employ these techniques to support our clients (surveys, focus groups, interviews, environmental scans and more).

Process Improvement

• Lean expertise. Our consultants are trained in Lean methodology and have helped dozens of public sector organizations with their process improvement efforts.

• Return on Investment. Our clients have reported significant returns on investment from process improvement work, including reduced costs, reduced backlogs, and reductions in response time.

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

With decades of experience working for the State of Washington, we specialize in helping public sector organizations with their organizational development and change management needs. We are passionate about our work and have a proven track record of delivering results.

Our organization is committed to diversity, equity and inclusion. We help our clients build and sustain diverse, equitable and inclusive workplaces.

Over 95 percent of our clients are public sector organizations, including federal agencies, state agencies, cities, counties, higher education institutions and non-profit organizations. We value public service and pride ourselves in being able to provide exceptional services to our clients in our specialty areas of organizational development and change management.

Specialty Area 1: Organizational Development Project 1

Quick Facts

• Large-sized public sector organization

• Project Duration – 20 months

• Outcomes – Trust assessment scores improved on the Leadership Team and throughout organization, employees reported higher levels of trust with their teams and their immediate supervisors.

• Client Satisfaction – Client reported “Extremely High” satisfaction with our work.

Organization A hired us to support them with their organizational development needs. The Executive Sponsor reported a desire to increase trust on the leadership team and throughout the organization.

What problem are we trying to solve?

Increase trust on the leadership team and throughout the organization.

Approach to Scope of Work

At the heart of our organizational development work is curiosity. We don’t assume to know the answers or why something is or isn’t happening. We begin our efforts by conducting an assessment. We use a proven three-step process that is customized for each organizational development effort. At a high level, the three-step process includes:

1. Prepare. We assess the organization, team members may take a survey or an assessment, participate in a focus group, or an interview.

2. Engage. We design and facilitate customized experience.

3. Apply and Sustain. We provide coaching and support to apply and sustain learning to achieve desired outcomes.

Each of those three steps is described in more detail below regarding this specific project.

1. Prepare. In this case, because the Executive Sponsor wanted to improve trust on the leadership team and throughout the organization, we began by interviewing members of the leadership team. Our consultants interviewed each member of the leadership team then coded and analyzed the data. We provided a thematic summary and recommendations to the Executive Sponsor to address each of the themes.

In addition to the data collected from the interviews, we were able to review recent employee engagement survey data. The survey data reaffirmed the Executive Sponsor’s concern that there were trust issues throughout the organization. In their qualitative comments in the survey, employees noted a strong desire to improve trust on their teams, in particular with their immediate supervisor.

2. Engage. We prepared a roll out strategy to deliver Training A (name omitted to preserve bidder anonymity) throughout the organization. The roll out strategy adhered to change management principles to increase the likelihood of success. The Executive Sponsor’s goal wasn’t to simply have people attend a training – the goal was to have transformative change in the trust levels throughout the organization. In order to accomplish this, the learning solution needed to be coupled with thoughtful change management. We also designed and facilitated a 2-day Leadership Offsite.

3. Apply and Sustain. Over the course of twelve months, the majority of Organization A attended Training A. In an effort to deploy the training across the organization as quickly as possible and as cost effective as possible, we recommended a Train the Train model.

Our consultants trained a cohort of Organization A’s internal trainers in Training A. This not only allowed more employees to be trained for less cost, but it also provided an affordable and sustainable solution for onboarding and training new staff in the future.

Our coaches also worked closely with members of the leadership team, and their direct reports. Our coaches helped the leaders in Organization A include the shared language and shared agreements from Training A into how the organization did their work.

Several members of the leadership team requested executive coaching – we worked with those leaders to help them identify their leadership strengths, potential areas for improvement, and their SMART leadership goals. During the coaching sessions we then explored how the leader could meet those goals.

Outcomes. The following outcomes were achieved – trust assessment scores improved on the leadership team and throughout Organization A. Employees reported a higher level of trust on their teams and with their immediate supervisors. Client reported “Extremely High” satisfaction level with our work.

Specialty Area 1: Organizational development Project 2

Quick Facts

• Medium-sized public sector organization

• Project Duration – 16 months

• Outcomes – Employee engagement scores increased; team agreements created;

leadership development plans created for all supervisors; turnover reduced.

• Client Satisfaction – Client reported “Extremely High” satisfaction with our work.

We had the pleasure of being asked to support Organization B with their organizational development needs. The Executive Sponsor reported a desire to increase employee morale and reduce employee turnover.

What problem are we trying to solve?

Increase employee morale and reduce turnover in a specific unit.

Approach to Scope of Work

As stated earlier, at the heart of our organizational development work is curiosity. We don’t assume to know the answers or why something is or isn’t happening. We began our efforts by conducting an assessment.

1. Prepare. We deployed a survey of all team members to measure their engagement. We used the Gallup12 survey and this quantitative data served as a benchmark to measure progress. We also conducted over 30 interviews with both current and former team members. The high amount of turnover had resulted in a significant loss of institutional knowledge and confusion about work processes. In addition, the interviews demonstrated a work environment where emotions were running high to the degree that the quantity and quality of work was being impacted.

We prepared a thematic summary of our findings, drafted recommendations to address each theme and met with the Executive Sponsor to share our findings and strategize about next steps.

2. Engage. We provided a combination of executive coaching, team coaching, and coaching workshops. We began the team development work on multiple paths. While we were working with the entire team on a team development strategy, we also worked with specific supervisors and their direct reports and provided leadership coaching to the Executive Sponsor.

Over the course of several months, we designed and delivered a series of team development workshops. During those workshops, the team:

• Created team agreements.

• Assessed their CliftonStrenths and explored how to leverage their own strengths and the strengths of others on the team to benefit the organization.

• Identified and shared their own personal values and connected those values to the values of the organization.

• Assessed their Communication Preference and discovered the Communication

Preference of their colleagues.

• Assessed their Conflict Style and discovered the Conflict Style of their colleagues.

3. Apply and Sustain. Over the course of 16 months, a team development roadmap was created for the team to help them sustain the momentum. This roadmap included data about the team’s values, CliftonStrenghts, Communication Preferences and Conflict Styles. In addition, the team agreements were finalized and implemented across the team.

We coached and supported the supervisors on how to onboard new employees regarding the team development work that had been done prior to their arrival.

During the course of this engagement, we worked closely with the management team.

We designed and facilitated a series of workshops to help the team work better together, to engage in healthy conflict, and to make timely decisions and to communicate those decisions with consistent messaging.

We conducted a 360 leadership assessment for each member of the management team.

During our debrief session with each of them, we provided coaching on the results and provided recommendations for next steps.

Outcomes

Employee engagement scores increased; team agreements created; leadership development plans created for supervisors; turnover reduced. Client reported “Extremely High” satisfaction with our work.

Specialty Area 2: Change Management Project 1

Quick Facts

• Medium-sized public sector organization

• Project Duration – 21 months

• Outcomes – Team satisfaction scores increased on the Executive Sponsor’s team;

transformational change effort implemented; Strategic Plan updated.

• Client Satisfaction – Client reported “Extremely High” satisfaction with our work.

We had the pleasure of being asked to support Organization C with their change management needs. The Executive Sponsor reported a desire for transformational change in the team’s culture, and the need for an updated Strategic Plan.

What problem are we trying to solve?

Transform team’s culture and update outdated strategic plan.

Approach to Scope of Work

The Executive Sponsor for Organization C was seeking transformational change on their team.

Working closely with the Executive Sponsor, we designed and deployed a change management strategy based on Kotter’s 8-Step Change Model (Source: The 8-Step Process for Leading Change by Dr. John Kotter).

1. Create a sense of urgency. We created a pilot with a specific timeframe. Team members were also asked, “What happens if we don’t do anything differently?” This created a sense of urgency where all team members were able to engage.

2. Form a coalition. Select members of the team were asked to take a leadership role in the change where their strengths could be leveraged.

3. Create a vision for change. The effort began with, “Why are we doing this?” The Executive Sponsor was able to clearly articulate how things would be different as a result of the change.

4. Communicate the vision. During the kickoff meeting, the Executive Sponsor articulated their vision and how things would be different as a result of the change.

5. Remove obstacles. Team members were asked to share, “What gets in your way?” so barriers could be addressed. In addition, we facilitated Training B (training title omitted to preserve bidder anonymity) – this allowed all members of the team to have a shared understanding and skill set of how to navigate change in the workplace.

6. Create short-term wins. The team was encouraged to identify and celebrate what was working. The team had been overworked and understaffed and the majority of their efforts focused on what wasn’t working. Focusing on short-term wins allowed the team to encourage and celebrate each other as well as receive recognition from their peers.

7. Build on the change. We designed the Change Management process to build as the work continued. This created a more gradual process for the change and allowed the new behaviors to solidify before more were introduced. At each step of building on the change, we coached the Executive Sponsor to provide clear expectations along with clarity on roles and responsibilities. We facilitated conversations between the Executive Sponsor and their deputy to clarify expectations and solidify roles and responsibilities.

8. Anchor the changes in culture. Unless the change is anchored in culture, it is almost guaranteed it will fail. We coached the Executive Sponsor to think about the effort as not just a change effort but as a “this is how we do business” and to incorporate the culture changes into how the team works together. Near the completion of the project, the Executive Sponsor left Organization C and a new Executive Sponsor was appointed.

Having anchored the changes in the culture allowed the change management effort to continue despite the change in Executive Sponsor.

Strategic Planning

We designed and facilitated an offsite for the executive leadership team to update their current strategic plan. The offsite was facilitated over the course of several weeks to allow members of the leadership team to gather feedback from their teams. Prior to our involvement with Organization C, the Organization had conducted an all-staff survey and that data proved valuable when considering updates to the strategic plan.

Having helped dozens of organizations create and update their strategic plans, we have found a key indicator of success is the ability to sustain the work long after the consultant’s work is complete. For that reason, we partnered with internal resources at Organization C to design and deploy the update of the strategic plan. This significantly reduced the cost to the organization and provided an in-house contact to manage future updates to the plan.

Outcomes

Team satisfaction scores increased on the Executive Sponsor’s team; transformational change effort implemented; Strategic Plan updated.

Client reported “Extremely High” satisfaction with our work.

Specialty Area 2: Change Management Project 2

Quick Facts

• Medium-sized public sector organization

• Project Duration – 16 months

• Outcomes – New work processes designed and implemented; team cohesion scores improved.

• Client Satisfaction – Client reported “Extremely High” satisfaction with our work.

We had the pleasure of being asked to support Organization D with their change management needs (combined with organizational development needs). The Executive Sponsor reported a desire for the team to be supported through change, and process improvements to support the work.

What problem are we trying to solve?

Support the team through change and improve processes to support the work.

Approach to Scope of Work

The Executive Sponsor for Organization D was seeking support in helping the team navigate change as well as improve processes to support the work. Input from team members (confirmed by interviews) indicated that resourcing was a significant concern for team members. They reported being “overworked and understaffed.” This was taking a toll on the team and according to team members, was impacting the quality of their work. Team expressed a concern about a growing backlog and their inability to respond to requests in a timely manner.

Due to the nature of the organizational change the Executive Sponsor desired, our work with Organization D included both organizational development (executive coaching, team coaching, and training/workshops as well as change management. For purposes of this description, we will focus on change management.

Change Management Methodology (Prosci’s ADKAR model)

Working closely with the Executive Sponsor, we designed and deployed a change management strategy grounded the principles of Prosci’s ADKAR model.

According to Prosci, the most commonly cited reason for project failure is problems with the people side of change. The first step in managing any type of organizational change is understanding how to manage the change that a single individual is experiencing (Prosci, 2019).

In order to better understand the experiences of each individual on the team, we deployed a survey for a benchmark measure and also conducted one-on-one interviews. We prepared a thematic summary of the findings from the survey and the interviews and presented it to the Executive Sponsor with our recommendations to address each theme.

During the course of the effort, we used the ADKAR framework:

A Awareness. The majority of team members expressed an understanding and awareness for the need to change how the team was working together and the processes they were using to do their work.