McKinsey&CompanyBid.pdf

From: Courtney Magill To: DES Contracts Team Cedar Cc: Nina Maddux; Ward, Tim (ESD Partner); Kunal Modi; Dilip Wagle Subject: Response to Solicitation No. 01620- Business Consulting Services Date: Friday, January 22, 2021 3:01:35 PM Attachments: Solicitation 01620_Exhibit A-1 Certifications_Final.docx

Solicitation 01620_Exhibit A-2 - Bidder"s Profile_Final .docx Solicitation 01620_Exhibit A-3 - Responsible Bidder_Final.docx Solicitation 01620_Exhibit C-2 - Bidder Response Sheet_Final.docx Solicitation 01620_Exhibit D-1-MC Issues List_Final.docx Solicitation 01620_Certificate of Insurance.pdf

External Email Dear Mr. Long;

Happy Friday – I hope you are doing well. On behalf of McKinsey & Company, Inc. Washington D.C.

(McKinsey) please find attached our response to Washington State’s solicitation no. 01620 (Business Consulting Services for Organizational Development, Change Management, and Management and Business Analysis).

As required in section 4.4 of the revised solicitation released January 11 and Amendment #1 released January 20, please find attached the following response documentation:

Attachment A-1 - Certifications (Certificate of Insurance attached separately, as required in subsection 8) Attachment A-2 -Bidder’s Profile Attachment A-3 -Responsible Bidder Attachment C-2 - Bidder Response Sheet Exhibit D-1 - Master Contract Issues List

Please acknowledge receipt of this submission at your earliest convenience.

We look forward to the opportunity to serve the State of Washington!

Sincerely, Courtney J. Magill

Contracts Manager McKinsey & Company, Inc.

1200 19th Street, NW Suite 1100, Washington, DC 20036 Mobile: 973-641-8901 Courtney_Magill@Mckinsey.com

This email is confidential and may be privileged. If you have received it in error, please notify us immediately and then delete it. Please do not copy it, disclose its contents or use it for any purpose.

mailto:Courtney_Magill@mckinsey.com mailto:DESContractsTeamCedar@des.wa.gov mailto:Nina_Maddux@mckinsey.com mailto:tim_ward@mckinsey.com mailto:Kunal_Modi@mckinsey.com mailto:dilip_wagle@mckinsey.com mailto:Courtney_Magill@Mckinsey.com

EXHIBIT A-1 – BIDDER’S CERTIFICATION

Competitive Solicitation:

No. 01620 – Business Consulting Services

Bidder:

McKinsey & Company, Inc. Washington D.C.

Type/print full legal name of Bidder

Bidder’s Address:

1200 19th Street NW

Suite 1000

Washington, D.C. 20036 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:

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

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

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

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

3. NO COLLUSION OR ANTI-COMPETITIVE PRACTICES. Bidder certifies that Bidder has not, either directly or indirectly, entered into any agreement, participated in any collusion, or otherwise taken any action in restraint of free competitive bidding in connection with this Competitive Solicitation. Bidder certifies that Bidder’s bid prices have been arrived at independently, without engaging in collusion, bid rigging, or any other illegal activity, and without for the purpose of restricting competition any consultation, communication, or agreement with any other bidder or competitor 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 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.

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

· 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 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.

Date: January 24, 2021 ________________________________

Tony D’Emidio ___________________________________ Print Name of person making certifications for Bidder

Return this Bidder’s Certification to Procurement Coordinator at:

DESContractsTeamCedar@des.wa.gov

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

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EXHIBIT A-2 – BIDDER’S PROFILE

Competitive Solicitation No.:

01620 – Business Consulting Services

Bidder:

McKinsey & Company, Inc. Washington D.C.

BIDDER INFORMATION

Legal name and address of Bidder:

Note: This must match information from Business License

McKinsey & Company, Inc. Washington D.C.

Business Name

1200 19th Street NW Suite 1000 Address Washington D.C. 20036 City, State, Zip Code

Washington State Department of Revenue Registration Number:

Note: This is the Unified Business Identifier (UBI)

603 283 980

Federal Tax ID No. (TIN):

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

56-2405213

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 |X|

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 |X|

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 |X|

If yes, provide WSDVA certification no. __________.

CONTRACT MANAGEMENT POINTS OF CONTACT

Authorized Representative

Name: Tony D'Emidio

Email: Tony_DEmidio@mckinsey.com

Phone: 202-731-4792

Contract Administrator

Name: Geoff Bradford

Email: mckinsey_contracts@mckinsey.com

Phone: 202-246-4418

Sales Reporting Representative

Name: Geoff Bradford

Email: mckinsey_contracts@mckinsey.com

Phone: 202-246-4418

Sales Reporting Alternate

Name: Liz Abbott-Beaumont

Email : Liz_Abbott_Beaumont@mckinsey.com

Phone: 202-876-7104

Management Fee Representative

Name: Geoff Bradford

Email: mckinsey_contracts@mckinsey.com

Phone: 202-246-4418

Management Fee Contact Alternate

Name: Megan Czerp

Email: USG-Accounting@mckinsey.com

Phone: 202-876-4164

Address for Enterprise Services to send management fee invoices:

Company name: McKinsey & Company, Inc. Washington D.C.

Attn: USG Accounting

Address: 1200 19th Street NW Suite 1000

City/State/Zip: Washington, D.C.

ORDERING/SALES POINTS OF CONTACT (expand as necessary)

Name

Phone Number

E-mail

Area of Responsibility

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:

Illinois Department of Innovation and Technology

Christ Balich, ERP Program Contract and Policy Manager

(312) 814-1822

Christ.Balich@illinois.gov

Reference 2 – Organizational Development, if applicable

Company Name:

Phone:

Email:

New Mexico Human Services Department (HSD)

Linda Gonzales, Deputy Director, Medical Assistance Division

(505) 629-6278 linda.gonzales@state.nm.us

Reference 1 – Change Management, if applicable

Company Name:

Phone:

Email:

California Department of Motor Vehicles

Kathleen Webb, Chief Deputy Director

(916) 657-6941

Kathleen.webb@dmv.ca.gov

Reference 2 – Change Management, if applicable

Company Name:

Phone:

Email:

New Jersey Economic Development Authority

Tim Sullivan, Chief Executive Officer

(609) 858-6700 tsullivan@njeda.com

Reference 1 – Management and Business Analysis, if applicable

Company Name:

Phone:

Email:

Employment Security Department

Cami Feek, Acting Commissioner

(360) 790-7460

CFeek@esd.wa.gov

Reference 2 – Management and Business Analysis, if applicable

Company Name:

Phone:

Email:

California Office of Systems Integration

Suman Biswas, Enterprise Technology Officer

(916) 717-5920

Suman.Biswas@osi.ca.gov

PURCHASE CARDS (I.E., CREDIT CARDS)

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

|_| Visa |_| Master Card |_| American Express |_| Discover |X| Other: None

Return this Bidder’s Profile to Procurement Coordinator at:

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

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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.

Tony D’Emidio, Partner January 24, 2021

Name, Title Signature Date

Name, Title Signature Date

Name, Title Signature Date

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.

Date: January 24, 2021

Tony D’Emidio Print Name of person making certifications for Bidder

Return this Bidder’s Certification to Procurement Coordinator at:

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

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Bidder Name: McKinsey & Company, Inc. Washington D.C.

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)

INTRODUCTION TO OUR FIRM:

We are a global management consulting firm deeply committed to helping institutions across the public, private, and social sectors achieve lasting success. Throughout our many decades long history, our firm has served as the most trusted external advisor to governments, nonprofits, and private sector companies in the US and across the globe, helping them to solve their most pressing problems and enabling them to achieve distinctive, substantial, and lasting improvements in their performance.

Our methodology, approaches, and tools have been proven across thousands of engagements. Our firm’s US public sector practice specifically supports the unique needs of clients in the US federal, state and local levels of government. In serving public entities, we draw on our firm’s full talent pool (30,000+ colleagues around the world) and extensive industry and functional expertise to help the government better fulfill its mission. We bring broad experience serving a range of state government stakeholders, including across health and human services, transportation, education, environment and natural resources, community and economic development, finance and taxation, and general government services. We serve these stakeholders on a range of topics, including strategy, organizational design, change management, research and analysis, technology, business process improvement and re-engineering, project management, risk mitigation, and implementation oversight.

We attract and retain top talent with a great diversity of backgrounds. Approximately 80% of our firm’s colleagues have earned advanced degrees. That includes approximately 35% with MBAs, 30% with Non-business master’s degrees and 13% who have earned a Ph.D., MD, or law degree. Our firm also has several professionals with significant prior work experience at all levels of government across a range of functional areas.

We purposefully design teams for each of our projects to ensure that our clients have access to specific, interdisciplinary domain expertise. All teams are led by Partner or Senior Partner level personnel (our most senior and experienced colleagues), which ensures commitment and accountability throughout all projects for clients.

OUR AREAS OF SERVICE:

Our firm serves clients from a range of industries on a variety of business topics. Our areas of service can be broadly categorized within the following groups of industries served and business topics on which our projects focus:

Industries:

Public & Social Sector

Capital Projects & Infrastructure

Financial Services

Electric Power & Natural Gas

Advanced Industries (electronics, semi-conductors, aerospace & defense, automotive & assembly)

Banking

Chemicals & Agriculture

Consumer & Retail

High Tech, Media & Telecommunications

Metals, Mining, Oil & Gas

Pharmaceutical & Medical Products Research & Development

Business Topics:

Organization (including Organizational Development, Change Management, and Management & Business Analysis)

Strategy & Corporate Finance

Sustainability

Transformation

Digital, Analytics & Design

Digital Strategy

Marketing & Sales

Operations Manufacturing

OUR CUSTOMER BASE:

Our US Public Sector practice has served 25 US states and 80% of the US cabinet departments across a variety of topics including customer experience, strategy, operational improvements, organizational design, healthcare, and data analytics. In the private sector, we serve more than 90 of the top 100 corporations worldwide, and over 80 of the 100 largest corporations in the US.

WHAT SETS US APART:

Our organization is distinguished by the following five strengths from which Washington agencies will benefit:

1. We bring a global breadth of capabilities and experiences across sectors to our work. Through proven methodologies, technologies, and a constant focus on building capabilities, we shift the trajectory of entire organizations in ways that last. Our firm is comprised of over 30,000 colleagues globally, serving a range of clients across industries and business topics. Across sectors, 60% of our work involves transformation, digital, analytics, capability building, and implementation. With more than 5,000 experienced technology professionals, our organizational development, change management, and management/business analyst teams are supplemented by technical perspective that grounds our recommendations in pragmatic realities. Our teams are committed to building up the capacities of our clients to ensure that the impact of our work continues after we are gone.

2. We have a track record of impact across the public sector, including partnership with 25 US state governments.

Within the last five years alone, we have undertaken more than 8,925 projects for public agencies, including cities, counties, states and many federal cabinet agencies. We do not need a long ramp up period to get to know state government. We have helped agencies across 25 states to set priorities, define project scopes, and build consensus for various engagements. This deep understanding, experience, and familiarity allows us to present tailored, realistic and actionable day one hypotheses – resulting in rapid delivery of value to Washington’s agencies.

3. We bring local depth through our service as a trusted partner over multiple projects and are passionately engaged in Washington’s development.

We maintain a thriving office in Seattle which serves companies, philanthropies, and public entities that reflect the state’s diverse and innovative environment. We have had the privilege of serving multiple Washington state government agencies on a range of topics. We also serve many of Washington’s leading companies, helping the state become a global leader in innovation and commerce.

Our work in the private sector allows us to bring best practices and innovative approaches to state government agencies, but we know that not all private sector practices translate well into a public sector context. Our expertise across sectors paired with our intimate local understanding allows us to bring insights and approaches to Washington state agencies that are relevant and impactful. We also believe strongly in giving back to the communities in which we work and live. We support over 600 nonprofits per year, including several across Washington.

4. We offer unrivaled research and thought leadership on the macrotrends that will influence Washington’s trajectory.

We have our own in-house business and economics research institute that combines our best business insights with leading macroeconomic thinking and research and publishes groundbreaking research on technology and innovation, natural resources and productivity, and financial markets and infrastructure, among other topics. More recently, our team has developed detailed perspectives on the macroeconomic and societal impacts of COVID-19 for Washington. For example, we have led research on the disparate impact of COVID-19 by race, developed a perspective on how to drive an economic recovery rooted in climate resiliency and sustainability, and built a rigorous toolkit to support struggling small businesses. A distinctive feature of our research capabilities is our ability to rapidly generate data-backed insights on urgent challenges state leaders are facing (often faster than academic researchers). For example, during the COVID-19 pandemic, we generated insights on a range of topics including learning loss for K-12 students from school closures, vulnerable jobs and sectors by county, and the impact of changing travel patterns. We seek to bring timely and relevant insights to Washington State leaders – empowering them to make critical decisions in real-time with the most relevant data available.

5. We collaborate with clients to generate fact-based, independent, impactful, and executable solutions, while creating a great partnership experience.

Through each project, we use a collaborative approach that enlists leadership and frontline employees at appropriate stages of the process to ensure that proposed solutions or work products result in practical, sustainable impact. The principles that guide our approach to partnership include:

· Asking for feedback regularly and adjusting our approach to ensure that we focus on the most important priorities for our clients. If the activities required to achieve the agreed upon deliverables change, we adapt our approach and resourcing plan accordingly – we do not issue change orders.

· Providing unbiased counsel focused exclusively on advancing our clients’ mission and priorities. We bring the credibility to work with senior leadership as an objective advisor, providing direct, fact-based recommendations. We believe that external partners should not have any financial interest in the outcome of strategic decisions or in downstream system implementations, including major partnerships that could create a potential organizational conflict of interest.

· Co-creating solutions by inclusively tapping ideas and energy throughout our clients’ organization to drive tangible impact and bridge headquarter-field disconnects. Throughout our efforts, we seek to onboard and empower clients to lead the change. We also role model agile ways of working by rapidly moving ideas from discovery to design to delivery of solutions or new ways of work. Often, our work involves hosting daily stand ups and weekly problem solving sessions that focus on driving rapid, iterative decision-making.

· Building skills to sustain improvement through targeted workshops, trainings, supporting change management plans, and supporting client team members in contributing their best to the project.

As a result of these five strengths, Washington state agencies can expect that engaging our firm will deliver high quality, impactful results that can benefit Washingtonians directly in less time than they could imagine possible.

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

ORGANIZATIONAL DEVELOPMENT REFERENCE PROJECT 1

Client: Midwest State Department of Innovation & Technology

Size of Client

1000 FTE across 30 state agencies

Period of Performance

4/2014 – 3/2019

Context

We partnered with a Midwest State’s department of innovation and technology, which had over 400 siloed legacy IT solutions across the executive branch agencies for finance, procurement, human capital, and grants management. These disjointed and obsolete systems (and the corresponding business processes) resulted in high costs and negative auditor general reports on the accuracy and timeliness of financial reporting, putting significant funding at risk (e.g., federal grants). Moreover, there was limited managerial control due to lack of critical up-to-date information and data, making it difficult for state leadership to monitor, detect, and manage major decisions, actions, and issues in a timely manner.

Goals

The goal of the project was to support the state in successfully implementing a new Enterprise Resource Planning (ERP) system, while building the capabilities of state leaders to provide effective, ongoing project management for business process and technology changes required.

Scope & Action Taken to Achieve Goals

We applied our firm’s organizational development approach, which has three standard phases (forums to learn, feedback to grown, and fieldwork to apply) to the project in the following ways:

Forums to Learn: We designed and delivered two types of trainings for project management, directly training state agency employees on necessary project management skills and using a ‘train-the-trainer’ approach to enable broader adoption and compliance with the implementation efforts. Over 1,000 employees from 30 different state agencies attended these workshops. The workshops and trainings covered a range of topics tailored to their needs, drawing from our firm’s capability building expertise in project management best practices, value assurance, change management, risk mitigation and problem solving.

Feedback to Grow: Using a combination of coaching and embedding feedback loops, we supported the project managers in follow up sessions to reinforce their learnings as they began the work of their individual implementations.

Fieldwork to Apply: By using microlearning methods combined with assessment and reflection, project managers were able to learn through content that was short, relevant, contextualized, and personalized.

A subsequent series of trainings were offered to over 300 leaders in 45 agencies focusing on change management, communications and influencing strategies necessary for effective project management.

Results

Efforts to develop state employees’ knowledge, understanding and skill levels in project management contributed to the State’s IT efficiency efforts. The State ultimately captured value including:

10-30% overall price improvement through bidding and contract management counseling;

50-65% timeline reduction from requirements to vendor selection in six months vs. 12-18 months industry average;

12-month time savings of overall IT program by leveraging vendor input, compared to programs with full pre-RFP requirements development; and the redesign of an unstructured list of more than 3,000 requirements to a list of 665 that were prioritized to the program objectives and were mapped into an organized requirements framework.

ORGANIZATIONAL DEVELOPMENT REFERENCE PROJECT 2

Client: Western State Human Services Department

Size of Client

~1780 FTE

Period of Performance

2018-Present

Context

Our firm worked with a western US State Human Services Department, which includes the state’s Medicaid program, to support its transformation agenda for improving health outcomes, implementing person-centric service models, and pursuing administrative effectiveness. Core to this agenda was an information technology project that impacted more than 15 programs across six different state agencies. Our scope specifically focused on organizational development and associated change management activities in support of this aggressive transformation agenda.

Goals

Our project focused on two priorities for the Department:

Ensure that the department’s project to replace the existing Medicaid information system could enable objectives of the Medicaid Agency’s future state aspirations by determining critical success factors, developing a change management plan with a focus on executive and team coaching, and creating a communication plan.

Help define a 4-year strategic plan for Medicaid, including initiatives supporting the Department’s vision, and onboard selected stakeholders (e.g., deputy director, divisional leadership).

Scope & Action Taken to Achieve Goals

In order to support these goals, our firm has engaged in five separate task orders over the past two and a half years for the Medicaid program. We continue to exceed the client’s expectations for value and they continue to engage us in broader scopes of work. Across these five task orders, our work has included activities to:

1. Set the vision, host coaching workshops, and craft a compelling story for change: Facilitating discussions across many stakeholders, we helped the Department to develop a vision for its transformation and messaging for the “change story” for a comprehensive set of internal and external stakeholders, through a wide range of channels with consistent messaging and galvanizing key points and issues. We conducted executive coaching to equip leaders to articulate the change story to a range of stakeholders. This change story was grounded in a change readiness assessment completed Department-wide that identified what changes were needed and the size and impact of those changes in their desired future end state.

Design solutions for operational issues through team development coaching: We supported the design and implementation of a Business Transformation Council comprised of cross-division leaders to drive the design of future-state journeys and establish metrics for measuring progress in the transformation. We identified must-have skills to help ensure a successful transformation, as well as identified the three most critical priorities for each module of the new system. We also facilitated the definition of “quick-wins” to address operational process bottlenecks and inefficiencies using a combination of reviewing existing documentation of processes by the Department and various Medicaid information technology vendors, interviews and focus groups with staff, and in-person observation to identify the most important processes associated with each module (i.e., a description of the process, a list of the stakeholders and organizations involved, and the roles and activities they each play in the overall process).

Measure and monitor ongoing progress of organizational development change efforts: We worked with the Department to baseline organizational health using a detailed survey of 150+ staff members and assessed the overall organizational health and performance utilizing key linkages across the department and its vision statement, identifying key design implications for the Medicaid information system replacement project’s implementation. We also cataloged changes required in talent, organization, structure, processes and capabilities to inform progress on the change management plan.

Results

Our work resulted in numerous positive outcomes for the Medicaid program, including:

1. Up to 50% reduction in days to process a new application through streamlined and automated processes by eliminating bottlenecks due to manual errors and providing online document delivery.

25% reduction in time spent on enrollment from redesigns that include real time client data synchronization across programs/systems.

50% reduction in touchpoints from centralized care coordination and benefit management by automating paper processes and eliminating duplicative information collection.

Increase in feedback loops to improve customer experience by developing client-facing tracking mechanisms to keep them informed and ensure staff accountability.

Easier navigation for client, with increased transparency and a more consistent engagement from Medicaid.

Automated Managed Care Organization (MCO) processes with ~50% decrease in time spent reviewing for data inaccuracies and more emphasis placed on report analysis and utilization.

Increased collaboration with MCOs, starting with clearer data input and exchange requirements to ensure effective use of report findings and improved client health outcomes.

CHANGE MANAGEMENT REFERENCE PROJECT 1

Client: Western State Department of Motor Vehicles

Size of Client

~8,900 FTE

Period of Performance

March 2019 – July 2019

Context

Building up over the course of a year, the client, a Western US State DMV, encountered a significant increase in concerns from residents, the Legislature, and the news media as the rollout of REAL ID, a new voter registration program, and a new customer queuing system exposed concerns with fundamental operational processes, outdated IT systems, lack of IT governance, siloed organizational communication, and inadequate workforce and succession planning. Despite an awareness of the increasingly high level of stakeholder concerns, the DMV had limited data or analysis to inform program change.

Goals

Our project focused on two priorities for the Department:

To build a holistic strategy based on rigorous data collection and analysis to prepare employees for business, technical and cultural changes underway.

To begin the transformation to a fully integrated customer-focused organization by preparing, supporting, and helping individuals and teams to transform the customer experience.

Scope & Action Taken to Achieve Goals

In support of these goals, our firm undertook the following activities:

1. Set the aspiration, strategies to effect change, and assess the current state: We used several methods to develop a rigorous fact-base to prepare for program evaluation and design, including complex, quantitative survey design and analysis for over 2,000 state residents, qualitative focus group research and analysis, and forecasting demand and capacity analysis. In order to facilitate iterative program evaluation and analysis-supported design, we helped set up an “innovation garage,” a physical cross-departmental, co-working space. The walls of the innovation garage featured a rotating gallery of the latest operational analyses, field research, process maps, and customer insights. To help implement strategies for effecting change, we hosted “gallery walks” that broke away from the traditional PowerPoint slide read outs that often occur during transformations and instead role model agile ways of work through collaborative, engaging sessions with senior leaders that focused on sharing key insights and making decisions.

Design solutions and performance improvements: During this phase, we ran cross-functional design-thinking workshops to design future-state solutions. By involving a broad cross section of stakeholders in these workshops, we helped the organization to control the change that was to come and ensure that those affected by the changes would be more likely to easily adapt. Based on the major pain points and opportunity areas identified through the assessment process, our team partnered with the DMV to define three high-priority solution areas to further detail, including customer preparation, field office processes, and employee empowerment. We hosted a series of concept sprints, which are cross-functional innovation workshops designed to solve a specific opportunity area. We sourced participants from across departments that represented the range of relevant sponsors, accountable owners, subject matter experts (SMEs), and technologists. During the workshop, teams were empowered to create a set of tangible and testable minimum viable product prototypes that could be quickly piloted in the field. The workshop process produced the solutions for the transformation effort to implement and scale and equipped employees with a more agile, design-thinking way of working that could be applicable across projects.

Deliver and build capabilities to equip the organization and employees to adapt to changes and drive impact: To drive sustainable execution, employees were empowered as product owners for the prioritized solutions and were paired with our team members who worked with them to build capabilities and drive results. This methodology emphasizes “learning while doing” and pairs active coaching with a real-world context. To ensure that DMV employees were equipped to meet the major challenges the department faced in a sustainable way, we designed and helped the DMV execute a first-of-its-kind all field office training day. This training across 5,000+ field employees provided rapid context, upskilling, and capability building. The training featured interactive modules that conveyed key tenets of the transformation to employees and equipped them with the skills needed to execute core initiatives. We partnered closely with the Department’s training department and senior leadership to enhance their capability to deliver ongoing, high quality training to employees and bolster the overall employee journey.

Results

The DMV ended up with an improved projection of resource and program needs in the face of surging customer demand for…