ProjectCorpsBid.pdf

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

EXHIBIT A-1 – BIDDER’S CERTIFICATION

Competitive Solicitation: No. 01620 – Business Consulting Services

Bidder: ___ProjectCorps LLC______________________________ Type/print full legal name of Bidder

Bidder’s Address: _1325 4th Ave, Suite 1925, Seattle WA 98101_____________________ Type/print Bidder’s Address

Bidder Organization Type:

Check appropriate box

Corporation: Domestic Foreign

Limited Liability Company (LLC): XX 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):

XX 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 – please see page 7 for a copy of our 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

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

with each and all of the required insurance coverages as specified in the Master Contract and, if designated as the Apparent Successful Bidder would not be able to provide such a Certificate of Insurance to Enterprise Services within twenty-four (24) hours of such designation.

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

XX 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):

XX 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):

XX 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-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

referenced Competitive Solicitation date.

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

XX 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):

XX 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):

XX 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):

XX 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):

XX 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):

XX 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):

XX 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

XX 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: __PROJECTCORPS LLC___________________________________________________ Print Name of Bidder – Print full legal entity name of the firm submitting the Bid

By:

Signature of Bidder’s authorized person

Title: __President______________________ Title of person signing certificate

Date: _January 22, 2021______________

_Shelley Gaddie___________________________ Print Name of person making certifications for Bidder

Place: __Seattle, WA_______________________ Print city and state where signed

Return this Bidder’s Certification to Procurement Coordinator at:

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

EXHIBIT A-1 – BIDDER’S CERTIFICATION - 01620 PAGE 7

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

EXHIBIT A-2 – BIDDER’S PROFILE

Competitive Solicitation No.: 01620 – Business Consulting Services

Bidder: ProjectCorps

BIDDER INFORMATION

Legal name and address of Bidder:

Note: This must match information from Business License

ProjectCorps LLC Business Name 1325 4th Avenue, Suite 1925 Address Seattle, WA 98101 City, State, Zip Code

Washington State Department of Revenue Registration Number:

Note: This is the Unified Business Identifier (UBI)

601930942

Federal Tax ID No. (TIN):

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

94-3380776

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: Shelley Gaddie Email: sgaddie@projectcorps.com Phone: 206-714-6008

Contract Administrator Name: Kim Valenzano Email: kvalenzano@projectcorps.com Phone: 206-518-6103

Sales Reporting Representative Name: Shelley Gaddie Email: sgaddie@projectcorps.com Phone: 206-714-6008

Sales Reporting Alternate Name: Kim Valenzano Email : kvalenzano@projectcorps.com Phone: 206-518=6103

Management Fee Representative Name: Kim Valenzano Email : kvalenzano@projectcorps.com Phone: 206-518=6103

Management Fee Contact Alternate Name: Shelley Gaddie Email: sgaddie@projectcorps.com Phone: 206-714-6008

Address for Enterprise Services to send management fee invoices:

Company name: ProjectCorps Attn: Kim Valenzano Address: 1325 4th Avenue, Suite 1925 City/State/Zip: Seattle WA 98101

ORDERING/SALES POINTS OF CONTACT (expand as necessary)

Name Phone Number E-mail Area of Responsibility

Shelley Gaddie 206-714-6008 sgaddie@projectcorps.

com

Sales

Debbie Steiner 360-915-2054 dsteiner@projectcorps.

com

Operations mailto:sgaddie@projectcorps.com mailto:kvalenzano@projectcorps.com mailto:sgaddie@projectcorps.com mailto:kvalenzano@projectcorps.com mailto:kvalenzano@projectcorps.com mailto:sgaddie@projectcorps.com mailto:sgaddie@projectcorps.com mailto:sgaddie@projectcorps.com mailto:dsteiner@projectcorps.com mailto:dsteiner@projectcorps.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:

University of Washington College of Arts and Sciences Linda Nelson, Associate Dean for Finance and Administration 206-685-2731 lindaros@uw.edu

Reference 2 – Organizational Development, if applicable

Company Name:

Contact & Title:

Phone:

Email:

American Health Care Association Tarna Davis, Senior Director, Human Resources (202)898-2859 tdavis@ahca.org

Reference 1 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

City of Seattle Michael Mattmiller, CTO for City of Seattle (6/2014 to 2/2018) (Currently: Director, State Government Affairs, Microsoft) Office: 425-703-3256, Mobile: 202-905-3583 mimattmi@microsoft.com

Reference 2 – Change Management, if applicable

Company Name:

Contact & Title:

Phone:

Email:

City of Seattle Michael Mattmiller, CTO for City of Seattle (6/2014 to 2/2018) (Currently: Director, State Government Affairs, Microsoft) Office: 425-703-3256, Mobile: 202-905-3583 mimattmi@microsoft.com

Reference 1 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

University of Washington Aaron Powell, Vice-President for UW IT and CIO

(206) 685-2676 PowellAA@uw.edu

Reference 2 – Management and Business Analysis, if applicable

Company Name:

Contact & Title:

Phone:

Email:

King County Stephen Heard, CTO Mobile: 253-709-6642, Office: (206) 477-5728 Stephen.Heard@kingcounty.gov mailto:lindaros@uw.edu mailto:tdavis@ahca.org mailto:mimattmi@microsoft.com mailto:mimattmi@microsoft.com mailto:PowellAA@uw.edu mailto:Stephen.Heard@kingcounty.gov

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

PURCHASE CARDS (I.E., CREDIT CARDS)

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

Visa Master Card American Express Discover Other: None

Return this Bidder’s Profile to Procurement Coordinator at:

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

Bidder Name: ProjectCorps

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

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

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

Organizational Development Change Management Management and Business Analysis

Bidder’s Organization

Company Overview

Headquartered in Seattle, we are an award-winning business and technology consulting and professional services organization that provides a range of services to help clients achieve their objectives, improve their strategies, organization, processes, tools, and performance, with an unbroken track record of success. Drawing on deep industry knowledge and significant expertise in advanced technologies, our senior-level professionals help our clients address the complex, transformational issues affecting organizations today. Our clients include large and small, public, private, and nonprofit enterprises. We have assisted cities, counties, global ports, and state agencies; large private enterprises with complex organizational structures; and organizations comprised of multiple, autonomous units.

We bring expertise and a collaborative working style to solve complex issues from new perspectives.

Working side-by-side with clients, we focus on achieving results with speed, predictability, and control in a manner appropriate for the culture of the organization. Our capabilities fall into these Practice Areas:

• Portfolio, Program and Project Management

• Program & Project Quality Assurance

• Management and Business Analysis and Analytics

• Organizational Development & Business Process Improvement

• Strategy and Operations

• Technology Selection and Evaluation

• Change Management

• Diversity, Equity, and Inclusion (DEI) Training, Facilitation and Coaching

• Professional and Management Development Training and Coaching

• Customized Facilitation & Keynote Speaking

Each of our staff members has a minimum of fifteen years’ experience. Our rigorous hiring practices require our Professional Services consultants to have experience in multiple industries, at the senior management or executive level, and as a senior consultant. This experience provides the perspective necessary for success. We assign our staff to projects or assignments, under the direction of the appropriate Engagement Manager, based on careful consideration.

As an S Corporation, we exercise stringent financial controls and processes that have met not only the requirements of the financial institutions that have partnered with our business for many years, but also the requirements of our clients, many of whom are in the Fortune 500. Overall, our clients include well over 150 large and small public, private, and nonprofit enterprises from Fortune 50 to closely held private organizations. Our creditworthiness and our ownership are without question.

Since our inception in late 2000, we have continued to enjoy growth over the past years and have a significant backlog of work that will ensure future financial success. We have been extremely fortunate to continue to thrive during the Covid-19 outbreak. We expect this trend to continue. Our stability is due in no small part to our approach to the market and our unique ability to problem solve on all scales.

Our core consulting and professional services competencies transcend public, private, and nonprofit sectors, and as such allow us to mitigate the impact of market downturns which might affect key sectors. As well, we have offered and delivered business and IT consulting services to our client base over the past 20 years. It is these longstanding client relationships and 100% client delivery success that we are most proud of.

We have expanded our services and doubled our staff within the past 2 years. Our financials show a positive ratio in all areas with revenue growth year over year and no debt. As we grow and expand into new markets, our corporate offices will remain in King County, Washington. We are fully licensed and current on all City, County, State, and Federal tax filings.

Why Our Small Business?

• Our organization has been performing the work outlined in this request since our inception in late 2000. We have been staffing and delivering mission critical, high profile projects for, with, and alongside our clients for the past 20 years of business.

• We have 20 years of 100% delivery success across a wide range of business and IT projects, programs, and initiatives from small, focused engagements to large, multi-billion-dollar programs. We deliver every time, and you can count on our organization to deliver for the state of Washington on all projects.

• For the past 20 years, we have been invested in the success of our local and regional government institutions. We live and work in Washington State, and we have raised our families here. From the Cities, Agencies, Universities, Healthcare Organizations, and Ports that reside here, we are fortunate to call all of them our clients. This includes the State of Washington.

• We believe we are a great cultural fit for the State of Washington. We understand the size, scale, complexity, and the culture because we have been fortunate to partner with the State of Washington for the last 10 years on a wide variety of projects, programs, and engagements. We have been privileged to support and to consistently deliver results for a broad range of State of Washington agencies. Given that we are not to name specific clients, we are not providing a list of the State government agencies we have supported over the last decade. We have excellent familiarity with the State of Washington’s procurement process as we have been fortunate to have a master contract with the Department of Enterprise Services since 2015. This includes the quarterly sales reporting process.

• We have served on the State of Washington Business Diversity Advisory Group (BDAG) within the Contracts Procurement Division at DES. BDAG was tasked with increasing utilization of diverse businesses. As such, we met regularly with and were responsible for providing strategic advice to DES staff working to remove barriers to better include:

o Small businesses o Minority-owned businesses o Woman-owned businesses o Veteran-owned businesses

• Each member of our staff has:

o Minimum of fifteen years’ experience o Experience in multiple industries o Experience as a senior consultant o Balanced experience in both business and technology o Current certifications in a broad range of disciplines including Project Management, Change Management, and Business Analysis o Bachelor’s degree or higher (Masters, MBA, or Ph.D.)

• Our rigorous hiring practices provides the breadth and depth to help our clients create the next “best practice” and provides the perspective necessary for success.

• Our organization brings integrity, expertise, and a collaborative working style to solve complex issues from new perspectives. Working side-by-side with clients, we focus on achieving results with speed, flexibility, and control.

• Our organization provides executive-level oversight for all of our engagements. This service is provided at no charge, ensures quality delivery in all our engagements, and leads to lasting success for our clients.

• We are easy to work with and can seamlessly fit into your organization to support your success.

• We are honest brokers. We are candid, clear, honest, and dedicated professionals who communicate well to broad, diverse teams, groups, and leaders in a way that everyone can understand.

• Our organization is only successful if our clients are successful. We believe in shining by reflective light. It is never about us, but always about the success of our client.

• For the reasons listed above, we were recognized and awarded by King County, Washington as the Woman-Owned Business of the Year in 2019.

• We have been providing DEI consulting, coaching, and professional development to our customers since 2001.

• DEI is a cornerstone to the way in which our organization runs our business. We are a diverse organization from the top (gay female) to our most junior consultant (person of color), so it is a lived experience. We never hire on the basis of ‘fit’ but rather have a hiring process that evaluates the merits an individual presents: honor, trustworthiness, intelligence, kindness, and the ability to work well with all types of people. We seek people that align with our values, not with how we look to the outside. Our organization’s commitment to DEI is two-fold. First, there is our internal commitment impacting who we hire and how we as an organization function. Second, there is the DEI work that we do with our customers. We have been providing DEI training, coaching, consulting, and professional development to our customers since 2001.

• As a Woman Owned small business (WBE, SBE), we understand that this contract will be awarded to the businesses who scores the highest in the competitive process. We have not ever won or lost a competitive process based on our diversity certifications. We see our diversity as an additional asset to our clients and the communities we serve and support.

• At our organization, diversity is a lived experience, and we are proud of the diversity of our team. Our staff can be represented in this way:

o 55% female: 45% male o 40% people of color o 25% veterans (with a percentage, disabled veterans) o 30% LGBTQ

Our company continues to be positioned in the market to provide greater value, service delivery and trusted partnerships than our larger competitors. Our competitive advantage has always been the uncompromising quality and caliber of our professionals, how we manage and support them, and the way we deliver for our clients. This has contributed to our growth and reputation and will enable our company to continue to expand regionally, nationally, and to put as many people back to work as possible.

Experience

Organizational Development

Our Organization has been assisting our public, private, and nonprofit sector clients with organizational development services since our inception in 2000. We offer and have consistently delivered on all of the disciplines, processes, practices, and approaches identified for this category.

We have helped organizations big and small improve the functioning and productivity of employees, work units, culture, management and business systems, processes, and structures. This includes DEI Assessment, Coaching and Training as the national movement towards greater social justice emerged in the summer of 2020. Below are two current examples of organizational development work.

Project 1 - A Washington University Operational Assessment and Roadmap

Duration: April 2019-September 2019 Staffed: Executive Consultant (PhD), 2 Principal Consultants, Executive Oversight Contact: Project Description:

Our organization was hired by the largest department in a Washington higher-education School. This department is a national leader in international studies, teaching, and research. It specializes in the comprehensive study of the world’s regions.

Our organization was asked to aid in the development of the organization by first assessing the current staffing and structure of the School prior to the introduction of a new Director in June 2020. This project also looked to clarify roles and responsibilities among Staff.

The project included a thorough analysis of current responsibilities and staffing within the department, in-depth interviews with key School stakeholders, and an online survey to capture candid insights. Our organization provided weekly status updates for and with the Executive Sponsor, and an Executive Assessment Report developed for and presented to the Executive Sponsor and the Dean of the School.

The Project work was inclusive of the following:

• An analysis of current staff responsibilities and staffing within the department.

• In-depth interviews with key College stakeholders

• An online survey to capture candid insights.

• Weekly status reports for the Executive Sponsor

• An Executive Assessment Report developed for and presented to the Executive Sponsor, the

Dean of the University Department. This report included a high-level implementation plan to roll out changes and modifications to current staffing structures and responsibilities.

The final deliverable, the Executive Assessment report, provided a description and assessment of the current state of the School, a description of an envisioned future state, and recommendations to address observed weaknesses and issues, develop its strengths, and exploit its opportunities.

It reflected the results of the review of available documentation, interviews conducted, and the additional comments provided by survey participants as part of the survey process, as well as the statistical survey results.

It also reflected the “best practice” research conducted, which included a review of global research literature to determine what it could tell us about the management of research-driven institutions in the University setting, and benchmarking research that examined what “best practice” insights can be determined from a review of practices within the University, or within similar University settings, for this type of research organization.

The description of issues in this report identified by faculty and staff, and supporting quotes, were representative of themes with broad-based support in both the interviews and the survey comments.

The survey data was provided in statistical form and provided a view of how widespread the issues were across the School faculty and staff population.

The current state and future state were each presented in five categories:

• Leadership, Governance, and Planning

• Human Resources and Culture

• Structure, Capacity, and Resources

• Finance and Funding

• Business Office Operations

The recommendations were broken into short-term actions that should be taken over the next year in preparation for the new director’s arrival and longer-term recommendations that should be addressed by the new director. The report included a high-level implementation plan to roll out changes and modifications to current staffing structures and responsibilities.

Project 2 – National Long-term Care Organization – DEI Assessment, Coaching and Training

Duration: September 2020 – April 2021 (currently ongoing) Staffed: Executive Consultant (PhD) Project Description:

Our Organization assisted our client, a national long term and post-acute care provider providing annual services to over one million individuals, move towards the establishment of Diversity, Equity, and Inclusion within their organization.

The national movement toward social justice in the summer of 2020, and a reckoning around previously “taboo” conversations on race, triggered a wide-ranging appeal for a more honest dialogue on topics related to race in the United States. Suddenly, the workplace became the stage for those conversations—a departure from previous business norms. With a workforce heavily concentrated in the Washington, DC metropolitan area, many of our client’s employees were impacted deeply by the events of that time and called for more dialogue among their team members. An initial internal analysis of the climate and culture identified several challenges and key training needs:

• Uncertainty about how to have conversations about race.

• A pattern of culturally offensive and/or insensitive language, particularly among member-organizations and facility owners

• Confusion regarding the true meaning of terms including systemic racism, bias, and privilege.

• Lack of diversity in association leadership and the national governing body of executives

Our organization was engaged to partner with the client’s 80+ leaders and employees as they sought to gain deeper insight and make the necessary shifts to create a more diverse and inclusive association.

Based on initial needs-discovery findings, the following goals emerged:

• Develop awareness and enhance understanding of bias and its impact

• Effectively engage in difficult, but genuine dialogue about race in a safe and productive space

• Develop competence and clarity on meaning of diversity, systemic racism, bias, privilege, etc.

• Identify and comprehend words and ideas that might be culturally offensive and/or insensitive

• Achieve mutual understanding of culture, customs, and experiences among co-workers

• Formulate appropriate responses for association members who speak in offensive ways

To help achieve the customer’s desired goals, our organization initiated a process designed to assess the diversity climate, prepare the employees for meaningful dialogue, and move the organization through several key phases designed to create a culture of engagement, versus avoidance, of difficult topics around diversity-related conversations.

We developed training that was designed to incorporate 3 key elements shown as characteristic of effective diversity training—building awareness, developing skills, and conducting training over a period of time. The engagement was designed to occur over several-months in phases: Assessment, Connection, Movement, Growth, and Consolidation.

Three assessments were conducted, including an appraisal of the organizational culture, an independent diversity survey, and a values assessment.

After analysis of the assessment data, the training was designed and scheduled to occur virtually, in six sessions, over several months. Workshops were organized to loosely parallel Tuckman’s phases of team development—Forming (Connection), Storming (Movement), Norming (Growth), and Performing (Consolidation). A group development framework offers a way of thinking that accounts for the response of teams (to include established teams) when engaged in a conversation as unexplored and delicate as race at work. Most teams are re-learning how to relate to each other and communicate as they have these conversations.

The work is currently entering into its second half, session 4 of 6. The following themes were covered in the first 3 sessions:

• Agenda setting. Goals and perceived barriers.

• Dialogue—Finding similarities and appreciating differences. Why is this so difficult? Building trust. Responding to perceived insensitivity.

• Key concepts (i.e., Diversity, Bias, Privilege, Systemic Racism, etc.).

• Creating the Space for Dialogue—What I need to say/What you need to know.

• Behind the curtain. Things you probably did not know. Deepening our understanding of each other.

The last three sessions will include:

• Culture, customs, and unique experiences. Ways that we narrow the gap.

• Shaping our organization’s culture. Setting expectations and holding others accountable.

• Next steps/strategy for maintaining momentum and creating a diverse, inclusive, and equitable workplace/ association.

These sessions were designed and sequenced to incrementally enter participants into more challenging discussions by prioritizing safety. Our consultants facilitated early conversations by leveraging senior leaders who were willing to take risks through authenticity. Our consultants also utilized break-out rooms to form smaller groups, creating more intimate spaces and drawing out ideas that would not be shared in a larger forum.

Impact to date: During each session, the number of team members willing to engage and share very sensitive perspectives has increased. In fact, senior leaders are offering less input as junior team members are stepping forward. The organization has formed a diversity counsel responsible for offering recommendations to senior leadership if increasing diversity. Feedback from the client indicates that the level of conversation and intentionality around changing the DEI culture are at levels never seen in the organization.

Change Management

Our organization has been assisting our customers with change management services since our inception in 2000. Through these efforts, we have helped organizations to implement strategies for effecting change, controlling change, and helping people to adapt to change. We offer and have consistently delivered on all of the disciplines, processes, practices, and approaches identified for this category.

Project 1 – Washington City Advanced Metering Infrastructure Program (‘AMI’)

Size of Project: Over $100 Million Duration: January 2017 – November 2018 Positions Staffed: 2 Sr. Project Managers, Management Systems Analyst/Business Analyst, Project Lead and Executive Consultant Project Description:

As part of a Washington City Utility Strategic Plan, the Utility needed to improve their metering system which is a core function for every utility. Their electro-mechanical meters were obsolete and out of production, and as the meters aged, they lost revenue by under-measuring usage. The majority of the complaints the Utility was receiving were billing related. And meter reading at homes and businesses had high labor costs, employee safety risks, and did not support their efforts to reduce their carbon footprint. Therefore, the Utility decided to embark on a large, complex program to shift the entire City to advanced meters. This was called the Advanced Metering Infrastructure (AMI) Program. This then led to the City replacing approximately 430,000 electro-mechanical meters with advanced electronic meters. The advanced meters provide two-way communication between the meter and the Utility, which allows customers to view their energy consumption in near real-time, streamline many of the processes that are currently done by hand, and eliminate the need for meter readers to visit homes and businesses. It also allows the Utility to better manage power generation and distribution and to pinpoint areas affected by power outages, helping speed restoration to affected customers.

Because of the size, scale, and complexity of the AMI Program, our organization was engaged to provide a Senior Project Manager to update, integrate, and manage an overall schedule for the AMI Program as well as a Management Systems Analyst to assist in developing processes to assist with the change management and bridge the gap between current business processes and those needed for the AMI business processes. This work was needed to align and manage the AMI Program and to drive the AMI deployment to steady state. Our Senior Project Manager and Systems Analyst worked closely with City’s AMI Program Manager, City’s AMI IT Integration Project Manager, and the work stream leads to ensure all work was defined and tracked, and that change management remained a primary focus for the program.

Throughout our engagement, our Senior Project Manager provided these standard project management services including:

1. Schedule development and management

2. Scope management

3. Review of resource needs

4. Standard project documentation as required (schedule, project plan)

5. Change Management

6. Risk and Issue Management

7. Program Status reporting and metrics

8. Operational Readiness (including PIA and OCM activities)

9. Transition to production

10. Program Close

Our organization was also engaged to provide another Senior Project Manager to lead and manage the AMI IT Integration Project. This portion of the AMI Program was in need of recovery and strong leadership when our Senior Project Manager stepped in. The new AMI Network consisted of a large number of collectors (49) and routers (340) to route all of the data directly to the Meter Data Management system for billing and to support the City’s Operations Center. The Operations Center was put in place to monitor for alarms and events, to send commands for meter operations, and to provide energy data information for utility operations. Our work managing and delivering the AMI IT Integration Project was successfully completed in Q4 2018.

Throughout the AMI IT Integration Project, our Senior Project Manager provided standard project management services including:

1) Initial Planning and Kickoff

2) Scope, Schedule development and management

3) Resourcing

4) Standard project documentation as required (Charter, schedule, project plan)

5) Change Management

6) Risk and Issue Management

7) Status reporting and metrics

8) Transition to production

9) Project Close

The AMI Program was successfully implemented at the residential and commercial levels across the entire City. The degree of change management required for this program was monumental in that hundreds of Utility professionals’ jobs and roles changed. This also impacted both residential and commercial property owners.

Project 2 – City-wide PeopleSoft Implementation (FINMAP)

Size of Project: Over $175 Million Duration: 2015-2018 (3+ years) Positions Staffed: Senior Project Manager, Executive Consultant, Project Manager and three Developers (front-end developer, middleware developer/architect, back-end developer) Project Description:

A Washington City had established a Financial Management and Accountability Program (FinMAP), to transform Finance and Procurement enterprise wide. FinMAP was based on a multi-year strategy to standardize the City’s accounting and procurement business practices, bringing them into compliance, and implementing a modern version of PeopleSoft. The goal of FinMAP was to create a Citywide financial structure that was consistent, transparent, efficient, easy to understand and provided responsible controls.

The highly visible Summit Re-Implementation (SRI) Project was the first stage of FinMAP. The Scope of the SRI project included both functional scope (the core PeopleSoft 9.2 software in five key business areas) and technical scope (the supporting technology infrastructure and software to make the new software work).

With the implementation already far behind schedule and over budget, our organization was engaged to support, deliver, and drive the City-wide change required to support the success of the PeopleSoft Re-implementation Project. This project impacted all City Departments and several levels of professionals within each department. To deliver this successfully, we staffed the Senior Project Manager role, a second Project Manager role and three Developer roles.

Highlights of our work on the SRI Project:

• When it was discovered that the City’s System Integrator was only managing their technical scope of work and no one was managing/planning/reporting out all the other work on SRI at the City, our organization got the call to come in and fix the situation.

• Our initial role was to assess the current state of the project and develop a plan to course correct. We assigned both a Senior Project Manager and an Executive Consultant for this work.

• Our Senior Project Manager was then transitioned to run the entire SRI Project and reported to the SRI Deputy Director. We ran the SRI Project for 2 years to a successful roll-out/cutover at year end 2017.

• The success of the project centered around City-wide stakeholder engagement, strong change management, and the ability to get customers and City workers prepared, and trained…