LiberumllcBid.pdf

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

EXHIBIT A-1 – BIDDER’S CERTIFICATION

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder: __Liberum, LLC. _______________________________ Type/print full legal name of Bidder

Bidder’s Address: _ 17411 Snohomish Ave Snohomish, WA 98296 Type/print Bidder’s Address

Bidder Organization Type:

Check appropriate box

Corporation: Domestic Foreign

Limited Liability Company (LLC): 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 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):

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):

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 above-referenced Competitive Solicitation date.

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

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

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

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.

OR

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

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 the following three (3) requirements:

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

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

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

OR

NOT WASHINGTON SMALL BUSINESS. Bidder is not a Washington Small Business as defined http://www.des.wa.gov/services/ContractingPurchasing/Business/Pages/WEBSRegistration.aspx

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

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: __LIBERUM, LLC. ___________________________________________________

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

By: __Brent Carr____________________ Signature of Bidder’s authorized person

Title: __Partner______________________ Title of person signing certificate

Date: _____1/18/21___________________

__Brent Carr____________________________ Print Name of person making certifications for Bidder

Place: ____Mill Creek, 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-2 – BIDDER’S PROFILE - 01620 PAGE 1

EXHIBIT A-2 – BIDDER’S PROFILE

Competitive Solicitation No.: 01620 – Business Consulting Services

Bidder: Liberum, LLC.

BIDDER INFORMATION

Legal name and address of Bidder:

Note: This must match information from Business License

_Liberum, LLC. ______________ Business Name

_17411 SNOHOMISH AVE__

Address _Snohomish, WA _98296__ City, State, Zip Code

Washington State Department of Revenue Registration Number:

Note: This is the Unified Business Identifier (UBI)

_602-966-238____________

Federal Tax ID No. (TIN):

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

_27-1228447_____________

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: Brent Carr Email: bcarr@liberumnow.com Phone: 425-780-7284

Contract Administrator Name: Brent Carr Email: bcarr@liberumnow.com Phone: 425-780-7284

Sales Reporting Representative Name: Brent Carr Email: bcarr@liberumnow.com Phone: 425-780-7284

Sales Reporting Alternate Name: Jeremiah Whitehall Email : Jwhitehall@liberumnow.com Phone: 425-270-7648

Management Fee Representative Name: Brent Carr Email: bcarr@liberumnow.com Phone: 425-780-7284

Management Fee Contact Alternate Name: Jeremiah Whitehall Email: Jwhitehall@liberumnow.com Phone: 425-270-7648

Address for Enterprise Services to send management fee invoices:

Company name: Liberum, LLC.

Attn: Brent Carr Address: 17411 SNOHOMISH AVE City/State/Zip: Snohomish, WA _98296

ORDERING/SALES POINTS OF CONTACT (expand as necessary)

Name Phone Number E-mail Area of Responsibility

Brent Carr 425-780-7284 bcarr@liberumnow.co m

Organizational Change Management

Jeremiah Whitehall 425-270-7648 jwhitehall@liberumno w.com

Organizational Development mailto:Jwhitehall@liberumnow.com mailto:Jwhitehall@liberumnow.com mailto:bcarr@liberumnow.com mailto:bcarr@liberumnow.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:

Reference 2 – Organizational Development, if applicable

Contact & Title:

Reference 1 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Department of Ecology Lisa Darnell, Fiscal Manager

(360) 407-7052 ldar461@ecy.wa.gov

Reference 2 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

Washington State Department of Transportation Jennifer Dahl, Director, Accounting and Financial Services 360.705.7336 DahlJL@wsdot.wa.gov

Reference 1 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Reference 2 – Management and Business Analysis, if applicable

Contact & Title:

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.

Brent Carr, Partner_____________________ _____Brent Carr____________ __1/18/21______ Name, Title Signature Date

Jeremiah Whitehall, Partner _____________ _____ Jeremiah Whitehall ___ __1/18/21______ Name, Title Signature Date

Danielle Carr, Partner___________________ _____Danielle Carr__________ __1/18/21______ 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: ____LIBERUM, LLC. _________________________________________________

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

By: __Brent Carr____________________ Signature of Bidder’s authorized person

Title: __Partner_______________________ Title of person signing certificate

Date: ___1/18/21_____________________

__Brent Carr____________________________ Print Name of person making certifications for Bidder

Place: __Mill Creek, WA__________________ Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

Bidder Name: Liberum, 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

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

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

Our management consulting firm provides organizational change management, program management, and project management services. Our team has experience working with government institutions, private companies, and non-profit organizations, whose size range from small startups to Fortune 500 companies.

Specializing in the government sector, we are one of the largest providers of organizational change management (OCM) services to Washington State agencies. Through Contract 05914 – Organizational Development Consulting Services, we have supported DES and its customer agencies since the contract’s inception. Our reputation for excellence and results in service are evident in both our successfully completed projects and that our firm is currently executing 12 major projects for Washington State agencies.

We currently have 20 full-time consultants assigned to work exclusively with State of Washington agencies and have the ability to allocate additional consultants as needed. Over the past 10 years we have met every request for consultant resources from Washington State agencies.

Our firm has provided professional consulting for some of the largest and most complex projects at the State of Washington. This includes organizational change management, communications, training and training development, business process design, project management, procurement, and contract management services. Most DES customers agencies choose our firm not only for the skills and abilities of our team, but also because of our Washington State experience. Our certified OCM consultants have an average of 14 years of experience with an average of over 10 years working with Washington State agencies. We are able to help agency clients build and execute plans to navigate these unique and often complex environments and enable them to successfully achieve the outcomes for their projects.

Because our specialty is providing OCM services to Washington state agencies, we feel we understand the environment exceptionally well through our:

● Understanding that Washington State projects are unique and have specific processes that must be followed to be successful.

● Experience with the Office of the Chief Information Officer (OCIO) to ensure successful delivery for the state agencies. Many of our clients don’t often interact with the OCIO and when projects are required, they utilize our experience to navigate the process, approvals, etc. Examples of our experience includes:

○ helping agencies meet OCM-specific requirements for investment plan approvals,

○ utilizing the OCIO dashboard as a project communication tool,

○ supporting the OCIO Oversight Consultant in communicating to key stakeholders (e.g.

Technology Services Board), and

○ understanding changes to policy and helping client agencies adapt to these new standards.

● Experience working with External Quality Assurance (QA) for Washington State agency projects. This includes supporting the QA consultant in their development of monthly reports, helping the agency respond to and address recommendations, and collaborating on the validation of delivery.

● Understanding that stakeholders for Washington State agencies are unique. They often include legislators, the governor’s office, peer agencies (e.g. OFM, DES, etc.), served constituents as well as the general public. Most firms implement solutions with only end users as stakeholders, however

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

we have experience helping agencies effectively plan for and deliver solutions that address these unique stakeholder needs.

● Extensive working knowledge of both the value of and the constraints on agency project team members. Years of working with agencies to deliver successful projects have helped us to identify and utilize the wealth of knowledge held by every agency project team member (primarily state employees). We recognize and are committed to project environments where the value of diversity and inclusion at every level is critical to successfully implement a change effort. Recognizing that agency employees have full-time jobs and that their participation isn’t always included in funding, our approach is to engage and partner with these team members whenever possible utilizing effective resource management while being sensitive to individual workloads. For new projects, we also work with agency leadership and champion for the funding of agency employee participation with OFM and the legislature.

● Comprehensive understanding that effective decision-making processes are complex in any project.

The high number of stakeholder groups in state agency projects makes this even more important to achieve success. Through our years of experience working with agencies, we have supported the establishment of effective governance models and decision frameworks to ensure effective execution of project outcomes. This includes models that may incorporate agency leadership, peer agency leadership, community advocates, and other vested organizations.

● Establishing an effective project leadership and organizational structure, which we believe to be one of the most critical elements of success for an initiative. While each agency and project has unique complexities, our firm invests in understanding those differences and couples that with our understanding of what roles and responsibilities are required for each OCM deliverable and ultimately for a successfully project.

● Commitment to delivering the measurable results agencies need in order to justify funding and validate resource effectiveness. Many elements of OCM are thought to be qualitative and only a contributing factor in the adoption of a new solution. Our approach produces quantitative data to show the results of the efforts against specific outcomes. We also compare these results to industry benchmarks for agency decision making.

Organizational Change Management Approach

Our approach to organizational change management is a key element to helping agencies successfully implement change initiatives.

Our firm’s OCM model is people-centric and focused on building and sustaining change management and organizational effectiveness capability that accelerates employee adoption of business objectives.

We focus on establishing, building, and sustaining relationships with our clients, partners, and vendors while delivering change in a tailored, business-aligned framework.

The core of every service we provide involves or impacts people. We intrinsically weave OCM into our business approach, methods, and services. Our firm has a team of certified and experienced full-service OCM professionals. This team is well equipped with the tools, practice, and people skills to lead successful implementations related to organizational, business process, and technology change. Our suite of OCM services focus on the natural human behaviors during change and use proven methods such as Prosci and the ADKAR (awareness, desire, knowledge, ability and reinforcement) model. Our

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

OCM tools and methods help us design a unique OCM approach for each of our clients that ensures stakeholders smoothly move through the transitional process of change, while accelerating adoption of business objectives. Services we typically provide to Washington State agencies includes:

● Organizational Change Management Strategy

● Organizational Change Management Planning

● Stakeholder Analysis & Business Process Impact Analysis

● Organizational Readiness

● Prosci & ADKAR Model Process Tool Suite

● Vision Mapping Workshops

● Organizational Characteristics Analysis & Assessments

● Organizational Change Risk Assessment

● Organizational Change Staffing & Staff Augmentation

● Organizational Change Resource Planning

● Training Design, Development, and Delivery

● Organizational Change Management Training (Sponsor, Employee, Supervisor/Manager)

● Communication Management

● Organizational Change Coaching & Resistance Planning

● Organizational Change Reinforcement & Sustaining Plans

● Trainer Preparation & Train the Trainer Program

● OCM Program Development

● OCM Team Development

While our firm is committed to leading and helping agencies successfully deliver outcomes for each initiative, we also understand it is important that we invest in our employees, contribute to improving the OCM discipline, as well as support the communities where we live. Some examples include the following:

● Our consultants are fully invested in the agencies they serve. They work not only to execute an effective strategy and plan, but also demonstrate the value of OCM and build capabilities of agency employees. This may be coaching an emerging OCM practitioner, identifying individuals and training them to be trainers, or simply helping agency employees create a development plan.

● Many of our consultants participate in industry organizations that promote the OCM discipline with some serving as board members.

● We take pride in serving our community. In 2020, our firm donated more than 15% of profits to community organizations and other non-profits in underserved areas. We also provided scholarships to students in lower income communities, most of which became first generation college students.

● While serving our client is top priority, we recognize that is not possible without a strong team. It sounds cliché, but we treat our team members as family. Providing support and development, but also autonomy to be creative in delivery.

In summary, our firm has extensive experience providing OCM services to DES customer agencies. We understand the environment and have a proven track record of helping agencies achieve success. We do this in a way that builds internal agency capabilities that are sustainable for future initiatives. As one of the largest providers of OCM services, we have demonstrated that we can provide sufficient resources

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for current and future efforts required by customer agencies. If awarded, DES would have the confidence that our firm could meet the growing demand for OCM services in the future.

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

Project 1 / Reference 1 – Change Management Length of time: 2016-2017 (18 months) Organization type: Government (Washington State Agency) Size of the company: Approximately 2,000 employees

The scope of the project was to provide organizational change management (OCM) services to assist the agency in transitioning employees from outdated, paper-based processes to a new technology solution that would impact the work activities of every end-user statewide. The scope of our firm’s work included the development and execution of the organizational change management program, strategy and plans as well as lead the day-to-day change management services to support the project.

Several challenges faced by the agency included the following:

● Other agencies had attempted to implement this solution, but were not successful given the complexity of the business rules and change required.

● Several key agency stakeholders were initially concerned the automated solution would impact (or even replace) their current job.

● Many users had performed the manual, paper-based process for over 20 years and were initially resistant to the change the new solution would bring.

● Agency leadership had limited knowledge of OCM, project sponsorship and their role as change managers.

● Agency employee participation was limited at times due to operational constraints.

● The selected vendor had very limited OCM and training experience.

The Goals of the Organizational Change Management Team for this project were to:

● Successfully support the agency and each end user through the change.

● Identify fear and resistance and develop plans to move these users to adoption.

● Increase the agency’s OCM knowledge and abilities (leadership, supervisors, employees)

● Develop approaches that enabled employee participation while supporting limited availability.

● Identify, develop and manage project resource teams to support end-user transition.

● Empower agency leadership with the skills necessary to perform their role(s) during change.

● Assist the agency in transitioning to new business processes with minimal operational impact.

● Ensure agency management, supervisors, and end users were engaged and informed during the effort.

● Build and implement training programs statewide that enabled end-user transition to the new technology and established a sustainable training model beyond go-live.

Our firm took the following actions to achieve these goals:

● Performed an organizational readiness assessment and business process assessment

○ Agency Readiness, Agency Characteristics, and Risk Assessment, Prosci® ADKAR assessment

● Developed the sponsorship assessment with sponsorship development and coaching

● Developed and implemented the change management strategy

● Developed and executed the change management plans

○ Plans included Communications, Employee Engagement, Knowledge Transfer, Labor relations and Union Engagement, Training, Change Management Training, Coaching, Train the trainer program, Testing Support/Training, Reinforcement, Resistance Management, Corrective Action, Ongoing Support model

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● Executed day to day activities of the OCM leadership role

○ Delivered change oversight, coaching, mentoring and training to agency employees

○ Identified and implemented project team and internal OCM team development

○ Established the sponsor coalition model

○ Developed and managed the project champion and subject matter expert teams

○ Performed OCM status reporting, developed ad-hoc presentations, supported steering committee reporting

● Developed and implemented a comprehensive training program

○ Identified internal trainers and provided train-the-trainer workshops

○ Executed the knowledge transfer plan

○ Established learning management coordinators for training execution

○ Identified and prepared power users (1st tier support model)

● Developed a comprehensive business process impact analysis (current state/ future state)

○ Identified impacted roles and worked with HR and supervisors to align to future state

● Worked closely with the project team and agency to develop a support model for the transition and post go-live

The results of the OCM activities performed on this project consistently exceeded the expectations of the agency leadership and metrics established. A summary of the results can be found below:

● The project completed successfully. It was ahead of schedule, under budget, implemented the full scope of requirements. This project resulted in a governor's award related to the leadership and success of the transformation.

● The change strategy and supporting plans implemented approaches to address the key challenges.

○ Example 1: We worked with agency leadership to identify and address concerns by some key stakeholders of job loss. Plans were developed to communicate the post-project role alignment and almost all of these key stakeholders became champions of the change effort participating in testing, training delivery and support.

○ Example 2: For key stakeholders who resisted the change due to their comfort with manual processes, we identified the key “What’s in it for me” elements that would help drive them to support the initiative. Once these were identified, plans were put in place to develop, communicate, evaluate and measure the outcomes. This approach resulted in a Desire score of 97% for this change effort.

● Leaders were more engaged, advocated for the project and sought-out information to share and use with their teams. In fact, the agency Director and Assistant Director were the best “champions”.

● Robust communications, engagement, and training focused on functionality with a “no surprises” approach. Met and exceeded metric goals (KPI’s) for communications, engagement and training with successful transition to the new solution.

● Trainers all successfully completed the trainer program and were well-prepared to deliver training to end users statewide. Training material was comprehensive and based on the agency configuration.

Internal system administrators received the certified training needed to take over system operations from the vendor following go-live.

Project Outcomes: Our team developed and implemented a data driven approach to measuring OCM performance for the agency. The results included the following measures which far exceed industry benchmarks for best practices Awareness (100%), Desire (97%), Knowledge (92%), and Ability and Reinforcement (87%) measures far above industry benchmarks.

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Project 2 / Reference 2 – Change Management Length of time: 2017-2021 Organization type: Government (Washington State Agency) Size of the company: Approximately 7,500 employees

The scope of the project was to provide organizational change management consulting and oversight (QA) services for the implementation of a new technology solution impacting all agency employees. This new solution would replace outdated manual-based processes and systems in use by the agency for more than 30 years. The initiative was divided into 2 phases, each consisting of multiple deployments.

Challenges we faced included:

● The agency had a newly established change management practice with limited project experience.

● Stakeholders consisted of mainly represented employees from over a dozen different unions. This greatly increased the complexity of the business rules as well as the requirements to meet the needs of the diverse stakeholder groups.

● The business processes that were impacted were very complex and unique across over 2 dozen employee groups, and included over 7,500 impacted end users.

● The project had been attempted by other groups and had not succeeded.

● There was a high level of resistance from end users whose day-to-day work would be impacted. In addition, stakeholders were afraid that automation would eliminate their jobs.

● Project change fatigue from earlier efforts and agency team member burn-out from previous projects and other work constraints.

● Standard communication channels (email, phone) were not possible. Most employees were operational and did not work in an office and were constantly moving from one location to the next.

Internet connectivity was not guaranteed.

● Many end users had limited computer skills which required skills analysis and additional training.

● Business processes for work performed varied widely across the end user groups.

● COVID necessitated a change to the methods for engaging, communicating and training end users.

The Goals of the Organizational Change Management Team for this phase of the project was to:

● Understand the stakeholder community, how each group is unique, their key motivators, needs, and

“what in it for me” (WIIFM).

● Partner closely with leadership to understand their perspective and then pair that with the stakeholder perspective to identify gaps in the approach, engagement, and communication styles.

● Build an engagement (not just communication) approach that “meets them where they are”. Most stakeholders don’t use/have access to email, so we needed to go face to face.

● Tailor communication to the methods, information and frequency required. “Email doesn’t work” was a principle defined early so a custom approach for each stakeholder group was required.

● Build trust and deliver on that trust with stakeholders. Since there had been multiple failures with these stakeholder groups before, any missed promise would be catastrophic for the project.

● Facilitate early involvement with stakeholder “business process experts” to participate and give feedback in the configuration of the solution and redesign of business processes.

● A proactive approach to knowledge transfer instead of a single training event. This would mean focused sessions via MS Teams (for those with connectivity) or going in-person (even during COVID, safely and approved) to show users the new system, new business processes, and give them time to try and practice it for themselves.

● A support structure to allow users to ask questions and get direct answers about timing, how to, and other specifics.

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Our firm took the following actions to achieve these goals:

● Identified impacted stakeholder groups, existing resistance and established a leadership coalition.

● Conducted stakeholder analysis interviews with impacted end users at each deployment to gauge current levels using the Prosci ADKAR Model. Conducted surveys throughout each phase to measure progress and close the gap.

● Developed organizational readiness assessments to determine both organizational and individual levels of readiness for change. Specifically, we assessed organizational attributes, level of risk, change competency, level of change awareness, willingness to participate, understanding and desire to participate, change fatigue, communication and training preferences and existing resistance.

● Provided leadership and sponsorship coaching, strategic planning, and recommendations.

● Worked collaboratively with the project team to develop project baselines, processes, scope, charter, roles & responsibilities, schedule, budget, risks and known resistance.

● Developed, implemented, monitored, and measured the OCM strategy and plans to support the goals. This included the communications, engagement, training, reinforcement, and resistance management plans.

● Assessed the OCM lead change competency. Coaching and mentoring the agency OCM lead and working side by side to accomplish the OCM scope of work.

● Built internal agency competencies in change management while also assisting with change advocacy, management of resistant behaviors, and reinforcement of the right behaviors in order to be able to sustain the change.

● Solicited end-user feedback for each phase of the project to actively measure progress.

● Developed and implemented communication and training strategies specific to each deployment.

The results of the OCM work performed on this project was evident by:

● The original project scope was completed on time and under budget. Internal, OCIO, and external assessments were superb.

● The change strategy, plans, and activities were tailored to the vastly different stakeholder groups for the agency’s thousands of end users.

● Example: We worked closely with individual agency leadership to understand the unique stakeholder groups and tailored all aspects of the change approach to each group. In the project’s multi-phased approach this allowed us to build advocacy with the previous phase for the future phase.

● Agency leadership from supervisors to Assistant Secretaries were passionate, engaged, and worked tirelessly to champion the project and remove roadblocks.

● By adapting our engagement approach, and in many cases going in-person while adhering to COVID safety guidelines, we were able to build trust with end users that had previously said “no one even comes out here to help us”. This advocacy across a diverse change network helped everyone involved.

● By taking an incremental approach to knowledge transfer, instead of a series of training events immediately prior to go-live, we were able to allow people to learn at their own pace, with a style that suited them. This approach allowed for abundant time to ask questions, understand the future business processes, and in many cases make system configuration changes that helped all end users.

Project Outcomes: The success the OCM work performed on this project was evident by the testimonials given by key stakeholders, leadership and through external Quality Assurance Reports.