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Home My WebLink About20233791.tiffCon-hac+ ID r i0 AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN WELD COUNTY & BAKER TILLY US, LLP COUNTYWIDE JOB CLASSIFICATION AND COMPENSATION STUDY THIS AGREEMENT is made and entered into this 4th day of March, 2024, by and between the County of Weld, a body corporate and politic of the State of Colorado, by and through its Board of County Commissioners, whose address is 1150 "O" Street, Greeley, Colorado 80631 hereinafter referred to as "County," and Baker Tilly US, LLP, who whose address is 2500 Dallas Parkway, Suite 300, Plano, TX, 75093, hereinafter referred to as "Contract Professional". WHEREAS, County desires to retain Contract Professional as an independent Contract Professional to perform services as more particularly set forth below; and WHEREAS, Contract Professional has the ability, qualifications, and time available to timely perform the services, and is willing to perform the services according to the terms of this Agreement. WHEREAS, Contract Professional is authorized to do business in the State of Colorado and has the time, skill, expertise, and experience necessary to provide the services as set forth below; NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, the parties hereto agree as follows: 1. Introduction. The terms of this Agreement are contained in the terms recited in this document and in Exhibits A and B, each of which forms an integral part of this Agreement. Exhibits A and B are specifically incorporated herein by this reference. County and Contract Professional acknowledge and agree that this Agreement, including specifically Exhibits A and B, define the performance obligations of Contract Professional and Contract Professional's willingness and ability to meet those requirements. Exhibit A consists of County's Request for Proposal (RFP) as set forth in "Proposal Package No. B2300208." The RFP contains all of the specific requirements of County. Exhibit B consists of Contract Professional's Response to County's Request for Proposal. The Response confirms Contract Professional's obligations under this Agreement. 2. Service or Work. Contract Professional agrees to procure the materials, equipment and/or products necessary for the project and agrees to diligently provide all services, labor, personnel, and materials necessary to perform and complete the project described in Exhibit A which is attached hereto and incorporated herein by reference. Contract Professional shall coordinate with Weld County to perform the services described on attached Exhibits A and B. Contract Professional shall faithfully perform the work in accordance with the standards of professional care, skill, training, diligence and judgment provided by highly competent Contract Professionals performing services of a similar nature to those described in this Agreement. Contract Professional shall further be responsible for the timely completion and acknowledges that a failure to comply with the standards and requirements of Exhibits A and B within the time limits prescribed by County may result in County's decision to withhold payment or to terminate this Agreement. Consen}- Benda 3/y /24 3. Term. The berm of this Agreement begins upon the date of the execution of this Agreement by County, and shall continue through and until Contract Professional's completion of the responsibilities described in Exhibits A and B. Both of the parties to this Agreement understand and agree that the laws of the State of Colorado prohibit County from entering into Agreements which bind County for periods longer than one year. Therefore, within the thirty (30) days preceding the anniversary date of this Agreement, County shall notify Contract Professional if it wishes to renew this Contract. 4. Termination. County has the right to terminate this Agreement, with or without cause on thirty (30) days written notice. Furthermore, this Agreement may be terminated at any time without notice upon a material breach of the terms of the Agreement. However, nothing herein shall be construed as giving Contract Professional the right to provide services under this Agreement beyond the time when such services become unsatisfactory to the County. If this Agreement is terminated by County, Contract Professional shall be compensated for, and such compensation shall be limited to, (1) the sum of the amounts contained in invoices which it has submitted and which have been approved by the County; (2) the reasonable value to County of the services which Contract Professional provided prior to the date of the termination notice, but which had not yet been approved for payment; and (3) the cost of any work which the County approves in writing which it determines is needed to accomplish an orderly termination of the work. County shall be entitled to the use of all Deliverables (as defined in Section 9 below) generated pursuant to this Agreement upon termination. Upon termination, County shall take possession of all materials, equipment, tools and facilities owned by County which Contract Professional is using, by whatever method it deems expedient; and, Contract Professional shall deliver to County all Deliverables (as defined below) it has completed under this Agreement which have been paid for by County. 5. Extension or Modification. Any amendments or modifications to this agreement shall be in writing signed by both parties. No additional services or work performed by Contract Professional shall be the basis for additional compensation unless and until Contract Professional has obtained written authorization and acknowledgement by County for such additional services. Accordingly, no claim that the County has been unjustly enriched by any additional services, whether or not there is in fact any such unjust enrichment, shall be the basis of any increase in the compensation payable hereunder. In the event that written authorization and acknowledgment by the County for such additional services is not timely executed and issued in strict accordance with this Agreement, Contract Professional's rights with respect to such additional services shall be deemed waived and such failure shall result in non-payment for such additional services or work performed. In the event the County shall require changes in the scope, character, or complexity of the work to be performed, and said changes cause an increase or decrease in the time required or the costs to the Contract Professional for performance, an equitable adjustment in fees and completion time shall be negotiated between the parties and this Agreement shall be modified accordingly by a supplemental Agreement. Any claims by the Contract Professional for adjustment hereunder must be made in writing prior to performance of any work covered in the anticipated supplemental Agreement. Any change in work made without such prior supplemental Agreement shall be deemed covered in the compensation and time provisions of this Agreement. 2 6. Compensation/Contract Amount. Upon Contract Professional's successful completion of the services, and County's acceptance of the same, County agrees to pay an amount no greater than $252,200, which is the bid set forth in Exhibit B. Contract Professional acknowledges no payment in excess of that amount will be made by County unless an amendment authorizing such additional payment has been specifically approved by formal resolution of the Weld County Board of County Commissioners, as required pursuant to the Weld County Code. Any other provision of this Agreement notwithstanding, in no event shall County be liable for payment for services rendered and expenses incurred by Contract Professional under the terms of this Agreement for any amount in excess of the sum of the bid amount set forth in Exhibit B. Contactor acknowledges that any work it performs beyond that specifically authorized by County is performed at Contract Professional's risk and without authorization under this Agreement. County shall not be liable for the payment of taxes, late charges or penalties of any nature other than the compensation stated herein. If, at any time during the term or after termination or expiration of this Agreement, County reasonably determines that a service performed by Contract Professional is in breach of Contract Professional's warranty as set forth in Section 11 hereunder, County shall notify Contract Professional of such breach of warranty within thirty (30) days of the date that the Services that do not comply with Contract Professional's warranty are performed. Upon written notice of such breach of warranty, Contract Professional shall either (i) use its reasonable commercial efforts to re -perform or correct the service, or (ii) return any payment(s) made by County for such service to County. Upon termination or expiration of this Agreement, unexpended funds advanced by County, if any, shall forthwith be returned to County. County will not withhold any taxes from monies paid to the Contract Professional hereunder and Contract Professional agrees to be solely responsible for the accurate reporting and payment of any taxes related to payments made pursuant to the terms of this Agreement. Mileage may be reimbursed if the provisions of Exhibit B permit such payment at the rate set forth in Exhibit B. Contract Professional shall not be paid any other expenses unless set forth in this Agreement. Payment to Contract Professional will be made only upon presentation of a proper claim by Contract Professional, itemizing services performed and, (if permitted under this Agreement), mileage expense incurred. Notwithstanding anything to the contrary contained in this Agreement, County shall have no obligations under this Agreement after, nor shall any payments be made to Contract Professional in respect of any period after December 31 of any year, without an appropriation therefore by County in accordance with a budget adopted by the Board of County Commissioners in compliance with Article 25, title 30 of the Colorado Revised Statutes, the Local Government Budget Law (C.R.S. 29-1-101 et. seq.) and the TABOR Amendment (Colorado Constitution, Article X, Sec. 20) 7. Independent Contract Professional. Contract Professional agrees that it is an independent Contract Professional and that Contract Professional's officers, agents or employees will not become employees of County, nor entitled to any employee benefits from County as a result of the execution of this Agreement. Contract Professional shall perform its duties hereunder as an independent Contract Professional. Contract Professional shall be solely responsible for its acts and those of its agents and employees for all acts performed pursuant to this Agreement. Contract Professional, its employees and agents are not entitled to unemployment insurance or workers' compensation benefits through County and County shall not pay for or otherwise provide such coverage for Contract Professional or any of its agents or employees. Unemployment insurance benefits will be available to Contract Professional and its employees and agents only if such coverage is made available by Contract Professional or a third party. Contract Professional shall pay when due all applicable employment taxes and income taxes and local head taxes (if applicable) incurred pursuant to this Agreement. Contract Professional shall not have authorization, express or implied, to bind County to any agreement, liability or understanding, except as expressly set forth in this Agreement. Though the services may include Contract Professional's advice and recommendations, all decisions regarding the implementation of such advice or recommendations shall be the responsibility of, and made by, County. Contract Professional shall have the 3 following responsibilities with regard to workers' compensation and unemployment compensation insurance matters: (a) provide and keep in force workers' compensation and unemployment compensation insurance in the amounts required by law (and as set forth in Exhibit A provide proof thereof when requested to do so by County. 8. Subcontractors. Contract Professional acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of Contract Professional. Contract Professional shall not enter into any subcontractor agreements for the completion of this project without County's prior written consent, which may be withheld in County's sole discretion. County shall have the right in its reasonable discretion to approve all personnel assigned to the subject project during the performance of this Agreement and no personnel to whom County has an objection, in its reasonable discretion, shall be assigned to the project. Contract Professional shall require each subcontractor, as approved by County and to the extent of the Services to be performed by the subcontractor, to be bound to Contract Professional by the terms of this Agreement, and to assume toward Contract Professional all the obligations and responsibilities which Contract Professional, by this Agreement, assumes toward County. County shall have the right (but not the obligation) to enforce the provisions of this Agreement against any subcontractor hired by Contract Professional and Contract Professional shall cooperate in such process. The Contract Professional shall be responsible for the acts and omissions of its agents, employees and subcontractors. 9. Ownership. All work and information obtained by Contract Professional from County under this Agreement or individual work order shall become or remain (as applicable), the property of County. In addition, subject to Contract Professional's rights in Contract Professional's Knowledge (as defined below), all completed tangible materials generated by Contract Professional specifically for County as a deliverable in relation to this Agreement (the "Deliverables") shall at all times be considered the property of the County. Contract Professional shall not make use of such material for purposes other than in connection with this Agreement without prior written approval of County. Notwithstanding the foregoing, Contract Professional will maintain all ownership right, title and interest to all Contract Professional's Knowledge. For purposes of this Agreement, "Contract Professional's Knowledge" means Contract Professional's proprietary programs, modules, products, inventions, designs, data, or other information, including all copyright, patent, trademark and other intellectual property rights related thereto, that are (1) owned or developed by Contract Professional prior to the Effective Date of this Agreement ("Contract Professional's Preexisting Knowledge"); (2) developed or obtained by Contract Professional after the Effective Date, that are reusable from client to client and project to project, where County has not paid for such development; and (3) extensions, enhancements, or modifications of Contract Professional's Preexisting Knowledge which do not include or incorporate County's confidential information. To the extent that any Contract Professional's Knowledge is incorporated into the Deliverables, Contract Professional grants to County a non-exclusive, paid up, perpetual royalty -free worldwide license to use such Contract Professional's Knowledge in connection with the Deliverables, and for no other purpose without the prior written consent of Contract Professional. 10. Confidentiality. Confidential financial information of the Contract Professional should be transmitted separately from the main bid submittal, clearly denoting in red on the financial information at the top the word, "CONFIDENTIAL?' However, Contract Professional is advised that as a public entity, Weld County must comply with the provisions of C.R.S. 24-72-201, et seq., with regard to public records, and cannot guarantee the confidentiality of all documents. Contract Professional agrees to keep confidential all of County's confidential information. Contract Professional agrees not to sell, assign, distribute, or disclose any such confidential information to any other person or entity without seeking written permission from the County. Contract Professional agrees to advise its employees, agents, and consultants, of the confidential and proprietary nature of this confidential iformation and of the restrictions imposed by this agreement. 4 11. Warranty. Contract Professional warrants that the services performed under this Agreement will be performed in a manner consistent with the professional standards governing such services and the provisions of this Agreement. Contract Professional further represents and warrants that all services shall be performed by qualified personnel in a professional and workmanlike manner, consistent with industry standards, and that all services will conform to applicable specifications. This Section 11 is Contract Professional's only warranty concerning the services and any Deliverable and is made expressly in lieu of all other warranties and representations, express or implied, including any implied warranties of merchantability, ACCURACY, TITLE, noninfringement or fitness for a particular purpose, or otherwise. 12. Acceptance of Services Not a Waiver. Upon completion of the work, Contract Professional shall submit to County all Deliverables generated during completion of this work. Acceptance by County of Deliverables furnished under this Agreement shall not in any way relieve Contract Professional of responsibility for the quality and accuracy of the project. In no event shall any action by County hereunder constitute or be construed to be a waiver by County of any breach of this Agreement or default which may then exist on the part of Contract Professional, and County's action or inaction when any such breach or default shall exist shall not impair or prejudice any right or remedy available to County with respect to such breach or default. No assent, expressed or implied, to any breach of any one or more covenants, provisions or conditions of the Agreement shall be deemed or taken to be a waiver of any other breach. Acceptance by the County of, or payment for, the services completed under this Agreement shall not be construed as a waiver of any of the County's rights under this Agreement or under the law generally. 13. Insurance, Indemnification, and Limitation on Liability. Contract Professionals must secure, at or before the time of execution of any agreement or commencement of any work, the following insurance covering all operations, goods or services provided pursuant to this request. Contract Professionals shall keep the required insurance coverage in force at all times during the term of the Agreement, or any extension thereof, and during any warranty period. The required insurance shall be underwritten by an insurer licensed to do business in Colorado and rated by A.M. Best Company as "A -"VIII or better. Should any of the policies be canceled or should any coverage be materially reduced before the expiration date thereof, the issuing company shall send notice to Contract Professional. As soon as reasonably practicable upon receipt of such notice from the issuing company, Contract Professional shall provide written notice of such cancellation or material reduction in coverage to the Weld County Director of Human Resources by certified mail, return receipt requested. Such written notice shall be sent to Contract Professional thirty (30) days prior to such cancellation or reduction unless due to non-payment of premiums for which notice shall be sent ten (10) days prior. If any policy is in excess of a deductible or self -insured retention, County must be notified by the Contract Professional. Contract Professional shall be responsible for the payment of any deductible or self -insured retention. The insurance coverages specified in this Agreement are the minimum requirements, and these requirements do not decrease or limit the liability of Professional. The County in no way warrants that the minimum limits contained herein are sufficient to protect them from liabilities that might arise out of the performance of the work under this Contract by the Contract Professional, its agents, representatives, employees, or subcontractors. The Contract Professional shall assess its own risks and if it deems appropriate and/or prudent, maintain higher limits and/or broader coverages. The Contract Professional is not relieved of any liability or other obligations assumed or pursuant to the Contract by reason of its failure to obtain or maintain insurance in sufficient amounts, duration, or types. The Contract Professional shall maintain, at its own expense, any additional kinds or amounts of insurance that it may deem necessary to cover its obligations and liabilities under this Agreement. Any modification to these requirements must be made in writing by Weld County. 5 The Contract Professional stipulates that it has met the insurance requirements identified herein. The Contract Professional shall be responsible for the professional quality, technical accuracy, and quantity of all services provided, the timely delivery of said services, and the coordination of all services rendered by the Contract Professional and shall, without additional compensation, promptly remedy and correct any errors, omissions, or other deficiencies in any Deliverable, provided County notifies Contract Professional of any such error, omission, or deficiency in a Deliverable within thirty (30) days of County's receipt of such Deliverable. INDEMNITY: The Contract Professional shall defend, indemnify and hold harmless County, its officers, agents, and employees (each a "Covered Person"), from and against injury, loss, damage, liability, suits, or actions brought by a third party or associated with third -party claims of any type or character to the extent such third -party claim is finally determined to be (i) arising out of Contractor's gross negligence, willful misconduct or fraudulent behavior in Contract Professional's performance of the work in fulfillment of the terms of this Contract; or (ii) on account of any act, claim or amount arising or recovered under workers' compensation law to the extent such act, claim, or amount resulted from Contract Professional's violation of such workers' compensation law. The Contract Professional shall be fully responsible and liable for any and all personal, bodily injuries (including death) or damage received or sustained by any person, persons, or tangible, personal property to the extent such injuries or damage are finally determined to be arising out of Contract Professional's negligence in its performance under this Agreement or its failure to comply with the provisions of the Agreement, or on account of or in consequence of neglect of the Contract Professional in its methods or procedures; or in its provisions of the materials required herein, or from any claims or amounts arising or recovered under the Worker's Compensation Act, or other law, ordinance, order, or decree. This paragraph shall survive expiration or termination hereof. It is agreed that the Contract Professional will be responsible for primary loss investigation, defense and judgment costs where this contract of indemnity applies. A failure to comply with this provision shall result in County's right to immediately terminate this Agreement. Notwithstanding the foregoing, County hereby releases Contract Professional, its subsidiaries and their present or former partners, principals, employees, officers and agents from, and acknowledges that such parties shall not be required to indemnify County or any Covered Person against, any costs, fees, expenses, damages and liabilities (including attorneys' fees and all defense costs) relating to or arising as a result of the acts or omissions of County or any Covered Person. Furthermore, because of the importance of the information that County provides to Contract Professional with respect to Contract Professional's ability to perform the services, County hereby releases Contract Professional and its present and former partners, principals, agents and employees from any liability, damages, fees, expenses and costs, including attorney's fees, relating to the services that arise from or relate to any information, including representations by management, provided by County, its personnel or agents, that is not complete, accurate or current. LIMITATION ON LIABILITY: To the extent allowed under applicable law, the aggregate liability (including attorney's fees and all other costs) of either party and its present or former partners, principals, agents or employees to the other party related to the services performed under this Agreement shall not exceed the fees paid to Contract Professional for the portion of the work to which the claim relates, except to the extent finally determined to have resulted from the gross negligence, willful misconduct or fraudulent behavior of the at -fault party. Additionally, in no event shall either party be liable for any lost profits, lost business opportunity, lost data, consequential, special, incidental, exemplary or punitive damages, delays or interruptions arising out of or related to this Agreement even if the other party has been advised of the possibility of such damages. Types of Insurance: The Contract Professional shall obtain, and maintain at all times during the term of any Agreement, insurance in the following kinds and amounts: 6 Workers' Compensation Insurance as required by state statute, and Employer's Liability Insurance covering all of the Contract Professional's employees acting within the course and scope of their employment. Policy shall contain a waiver of subrogation against the County. This requirement shall not apply when a Contract Professional or subcontractor is exempt under Colorado Workers' Compensation Act., AND when such Contract Professional or subcontractor executes the appropriate sole proprietor waiver form. Commercial General Liability Insurance shall include bodily injury, property damage, and liability assumed under the contract. $1,000,000 each occurrence; $1,000,000 general aggregate; $1,000,000 Personal Advertising injury Automobile Liability: Contract Professional shall maintain a combined single limit of $1,000,000 for bodily injury per person, bodily injury for each accident, and property damage applicable to all vehicles operating both on County property and elsewhere, for vehicles owned, hired, and non -owned vehicles used in the performance of this Contract. Professional Liability (Errors and Omissions Liability) The policy shall cover professional misconduct or lack of ordinary skill for those positions defined in the Scope of Services of this contract. Contract Professional shall maintain limits for all claims covering wrongful acts, errors and/or omissions, including design errors, if applicable, for damage sustained by reason of or in the course of operations under this Contract resulting from professional services. In the event that the professional liability insurance required by this Contract is written on a claims -made basis, Contract Professional warrants that any retroactive date under the policy shall precede the effective date of this Contract; and that either continuous coverage will be maintained or an extended discovery period will be exercised for a period of two (2) years beginning at the time work under this Contract is completed. Minimum Limits: Per Claim Aggregate $ 1,000,000 $ 2,000,000 Proof of Insurance: County reserves the right to require the Contract Professional to provide a certificate of insurance as proof of insurance as required by the County's Risk Administrator in his sole discretion. Additional Insureds: For general liability, Contract Professional's insurer shall name County as an additional insured. Waiver of Subrogation: For commercial general liability, workers' compensation, and automobile liability, Contract Professional's insurer shall waive subrogation rights against County. 7 Subcontractors: All subcontractors, independent Contract Professionals, sub -vendors, suppliers or other entities providing goods or services required by this Agreement shall be subject to all of the requirements herein and shall procure and maintain the same coverage's required of Contract Professional. Contract Professional shall include all such subcontractors, independent Contract Professionals, sub -vendors suppliers or other entities as insureds under its policies or shall ensure that all subcontractors maintain the required coverages. Contract Professional agrees to provide proof of insurance for all such subcontractors, independent Contract Professionals, sub -vendors suppliers or other entities upon request by the County. 14. Non -Assignment. Contract Professional may not assign or transfer this Agreement or any interest therein or claim thereunder, without the prior written approval of County. Any attempts by Contract Professional to assign or transfer its rights hereunder without such prior approval by County shall, at the option of County, automatically terminate this Agreement and all rights of Contract Professional hereunder. Such consent may be granted or denied atthe sole and absolute discretion of County. 15. Examination of Records. To the extent required by law, the Contractor agrees that any duly authorized representative of County, including the County Auditor, shall have access to and the right to examine and audit any books, documents, papers and records of Contractor, involving all matters pertinent to payment and invoicing under this Agreement and/or transactions related to this Agreement. The Contractor agrees to maintain these documents for three years from the date of the last payment received. 16. Interruptions. Neither party to this Agreement shall be liable to the other for delays in delivery or failure to deliver or otherwise to perform any obligation under this Agreement, where such failure is due to any cause beyond its reasonable control, including but not limited to Acts of God, fires, strikes, war, flood, earthquakes or Governmental actions. 17. Notices. County may designate, prior to commencement of work, its project representative ("County Representative") who shall make, within the scope of his or her authority, all necessary and proper decisions with reference to the project. All requests for contract interpretations, change orders, and other clarification or instruction shall be directed to County Representative. The County Representative for purposes of this Agreement is hereby identified as, Director of Weld County Department of Public Works, or his designee. All notices or other communications (including annual maintenance made by one party to the other concerning the terms and conditions of this contract shall be deemed delivered under the following circumstances: (a) personal service by a reputable courier service requiring signature for receipt; or (b) five (5) days following delivery to the United States Postal Service, postage prepaid addressed to a party at the address set forth in this contract; or (c) electronic transmission via email at the address set forth below, where a receipt or acknowledgment is required by the sending party; or (d) transmission via facsimile, at the number set forth below, where a receipt or acknowledgment is required by the sending party. Either party may change its notice address(es) by written notice to the other. Notification Information: Contract Professional: Kate Crowley Attn.: Principal, Address: 2500 Dallas Parkway, Suite 300 8 Address: Plano, TX, 75093 E-mail: kate.crowley@bakertilly.com Facsimile: +1 (608) 249 8532 With copy to: Name: Jada Kent Position: Director Address: 2500 Dallas Parkway, Suite 300 Address: Plano, TX, 75093 E-mail: jada.kent@bakertilly.com Facsimile: N/A County: Name: Jill Scott Position: Director of Human Resources Address: P.O. Box 758, 1150 O St. Address: Greeley, CO, 806321 E-mail: jscott@weld.gov Facsimile: +1 (970) 356-4000 With a copy to: Name: Ross Overacker Position: Compensation and Classification Analyst Address: P.O. Box 758, 1150 O St. Address: Greeley, CO, 806321 E-mail: roveracker@weld.gov Facsimile: +1 (970) 356-4000 18. Compliance with Law. Contract Professional shall strictly comply with all applicable federal and State laws, rules and regulations in effect or hereafter established, including without limitation, laws applicable to discrimination and unfair employment practices. 19. Non -Exclusive Agreement. This Agreement is nonexclusive and County may engage or use other Contract Professionals or persons to perform services of the same or similar nature. 20. Entire Agreement/Modifications. This Agreement including the Exhibits attached hereto and incorporated herein, contains the entire agreement between the parties with respect to the subject matter contained in this Agreement. This instrument supersedes all prior negotiations, representations, and understandings or agreements with respect to the subject matter contained in this Agreement. This Agreement may be changed or supplemented only by a written instrument signed by both parties. 21. Fund Availability. Financial obligations of the County payable after the current fiscal year are contingent upon funds for that purpose being appropriated, budgeted and otherwise made available. Execution of this Agreement by County does not create an obligation on the part of County to expend funds not otherwise appropriated in each succeeding year. 9 22. Employee Financial Interest/Conflict of Interest — C.R.S. §§24-18-201 et seq. and §24-50-507. The signatories to this Agreement aver that to their knowledge, no employee of Weld County has any personal or beneficial interest whatsoever in the service or property which is the subject matter of this Agreement. County has no interest and shall not acquire any interest direct or indirect, that would in any manner or degree interfere with the performance of Contract Professional's services and Contract Professional shall not employ any person having such known interests. During the term of this Agreement, Contract Professional shall not engage in any in any business or personal activities or practices or maintain any relationships which actually conflicts with or in any way appear to conflict with the full performance of its obligations under this Agreement. Failure by Contract Professional to ensure compliance with this provision may result, in County's sole discretion, in immediate termination of this Agreement. No employee of Contract Professional nor any member of Contract Professional's family shall serve on a County Board, committee or hold any such position which either by rule, practice or action nominates, recommends, supervises Contract Professional's operations, or authorizes funding to Contract Professional. 23. Severability. If any term or condition of this Agreement shall be held to be invalid, illegal, or unenforceable by a court of competent jurisdiction, this Agreement shall be construed and enforced without such provision, to the extent that this Agreement is then capable of execution within the original intent of the parties. 24. Governmental Immunity. No term or condition of this contract shall be construed or interpreted as a waiver, express or implied, of any of the immunities, rights, benefits, protections or other provisions, of the Colorado Governmental Immunity Act §§24-10-101 et seq., as applicable now or hereafter amended. 25. No Third Party Beneficiary. It is expressly understood and agreed that the enforcement of the terms and conditions of this Agreement, and all rights of action relating to such enforcement, shall be strictly reserved to the undersigned parties and nothing in this Agreement shall give or allow any claim or right of action whatsoever by any other person not included in this Agreement. It is the express intention of the undersigned parties that any entity other than the undersigned parties receiving services or benefits under this Agreement shall be an incidental beneficiary only. 26. Board of County Commissioners of Weld County Approval. This Agreement shall not be valid until it has been approved by the Board of County Commissioners of Weld County, Colorado or its designee. 27. Choice of LawiJurisdiction. Colorado law, and rules and regulations established pursuant thereto, shall be applied in the interpretation, execution, and enforcement of this Agreement. Any provision included or incorporated herein by reference which conflicts with said laws, rules and/or regulations shall be null and void. In the event of a legal dispute between the parties, Contract Professional agrees that the Weld County District Court shall have exclusive jurisdiction to resolve said dispute. BOTH PARTIES HEREBY WAIVE TRIAL BY JURY IN ANY JUDICIAL PROCEEDING INVOLVING, DIRECTLY OR INDIRECTLY, ANY MATTER (WHETHER SOUNDING IN TORT, CONTRACT OR OTHERWISE) IN ANY WAY ARISING OUT OF, RELATED TO, OR CONNECTED WITH THIS AGREEMENT OR THE RELATIONSHIP ESTABLISHED HEREUNDER. 28. Attorneys Fees/Legal Costs. In the event of a dispute between County and Contract Professional, concerning this Agreement, the parties agree that each party shall be responsible for the payment of attorney fees and/or legal costs incurred by or on its own behalf. 10 29. Binding Arbitration Prohibited: Weld County does not agree to binding arbitration by any extra judicial body or person. Any provision to the contrary in this Agreement or incorporated herein by reference shall be null and void. 30. Data Privacy and Security. To the extent the services require Contract Professional to receive personal data or personal information from County, Contract Professional may process, and engage subcontractors to assist with processing, any personal data or personal information, as those terms are defined in applicable privacy laws. Contract Professional's processing shall be in accordance with the requirements of the applicable privacy laws relevant to the processing in providing services hereunder, including services performed to meet the business purposes of the County, such as Contract Professional's tax, advisory, and other consulting services. Applicable privacy laws may include any local, state, federal or international laws, standards, guidelines, policies or regulations governing the collection, use, disclosure, sharing or other processing of personal data or personal information with which Contract Professional or its clients must comply. Such privacy laws may include (i) the EU General Data Protection Regulation 2016/679 (GDPR); (ii) the California Consumer Privacy Act of 2018 (CCPA); and/or (iii) other laws regulating marketing communications, requiring security breach notification, imposing minimum security requirements, requiring the secure disposal of records, and other similar requirements applicable to the processing of personal data or personal information. Contract Professional is acting as a Service Provider/Data Processor, as those terms are defined respectively under the CCPA/GDPR, in relation to County personal data and personal information. As a Service Provider/Data Processor processing personal data or personal information on behalf of County, Contract Professional shall, unless otherwise permitted by applicable privacy law, (a) follow County instructions; (b) not sell personal data or personal information collected from the County or share the personal data or personal information for purposes of targeted advertising; (c) process personal data or personal information solely for purposes related to the County's engagement and not for Contract Professional's own commercial purposes; and (d) cooperate with and provide reasonable assistance to County to ensure compliance with applicable privacy laws. County is responsible for notifying Contract Professional of any applicable privacy laws the personal data or personal information provided to Contract Professional is subject to, and County represents and warrants it has all necessary authority (including any legally required consent from individuals) to transfer such information and authorize Contract Professional to process such information in connection with the services described herein. Contract Professional is responsible for notifying County if Contract Professional becomes aware that it can no longer comply with any applicable privacy law and, upon such notice, shall permit County to take reasonable and appropriate steps to remediate personal data or personal information processing. County agrees that Contract Professional has the right to generate aggregated/de-identified data from the accounting and financial data provided by County to be used for Contract Professional business purposes and with the outputs owned by Contract Professional. For clarity, Contract Professional will only disclose aggregated/de-identified data in a form that does not identify County, County employees, or any other individual or business entity and that is stripped of all persistent identifiers. County is not responsible for Contract Professional's use of aggregated/de- identified data. Contract Professional has established information security related operational requirements that support the achievement of its information security commitments, relevant information security related laws and regulations, and other information security related system requirements. Such requirements are communicated in Contract Professional's policies and procedures, system design documentation, and contracts with customers. Information security policies have been implemented that define Contract Professional's approach to how systems and data are protected. County is responsible for providing timely written notification to Contract Professional of any additions, changes or removals of access for County personnel to Contract Professional provided systems or applications. If County becomes aware of any known or suspected information security or 11 privacy related incidents or breaches related to this agreement, County should timely notify Contract Professional via email at dataprotectionofficer@bakertilly.com. 31. Contract Professional's Entity. Baker Tilly US, LLP is an independent member of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity and each describes itself as such. Baker Tilly US, LLP is not Baker Tilly International's agent and does not have the authority to bind Baker Tilly International or act on Baker Tilly International's behalf. None of Baker Tilly International, Baker Tilly US, LLP, nor any of the other member firms of Baker Tilly International has any liability for each other's acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited. Acknowledgment. County and Contract Professional acknowledge that each has read this Agreement, understands it and agrees to be bound by its terms. Both parties further agree that this Agreement, with the attached Exhibits A and B, is the complete and exclusive statement of agreement between the parties and supersedes all proposals or prior agreements, oral or written, and any other communications between the parties relating to the subject matter of this Agreement. REMAINDER OF THIS PAGE LEFT BLANK 12 IN WITNESS WHEREOF, the parties hereto have signed this Agreement this 4th day of March, 2024. CONTRACT PROFESSIONAL: Baker Tilly US, LLP By: ' f — Date February 22, 2024 Name: _ Kate Crowley` Title: _Principal WELD COUNTY: BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO ATTEST: VdrIBA.) ►• `�-�•� k to the Board BY: Deputy Cler / e evin D. Ross, Chair MAR 0 4 2024 13 - 619i EXHIBIT B Carolyn Geisert From: Sent: To: Cc: Subject: Attachments: Larsen, Sunny <Sunny.Larsen@bakertilly.com> Thursday, December 14, 2023 11:07 AM bids Kent, Jada Proposal to provide a county wide job classification and compensation study Weld County proposal to provide a county wide job classification and compensation study from Baker Tilly.pdf Caution: This email originated from outside of Weld County Government. Do not click links or open attachments unless you recognize the sender and know the content is safe. I hereby waive my right to a sealed proposal. Good morning. We hope this message finds you well. Attached is Baker Tilly's response to Weld County's RFP #B2300208. We are excited about the opportunity to build a lasting relationship with Weld County through forward -thinking services that support your classification and compensation goals and philosophy. The information in our proposal demonstrates our capabilities, unique value proposition and the value we can provide if selected to serve you. Our team looks forward to discussing our proposal in more detail and further demonstrating our capabilities and enthusiasm for this project. Please reply to this e-mail to confirm receipt of our proposal. If you have additional questions regarding the proposal, please reach out to Jada Kent at +1 (940) 368 3033 or jada.kent(a�bakertilly.com. Again, thank you for this opportunity to work alongside Weld County. We look forward to your questions and feedback! Sincerely, Sunny Larsen (she/her) Senior Pursuit Assistant bakertilly Baker Tilly US, LLP 30 East Seventh Street, Ste. 3025, St. Paul, MN 55101 T: + 1 (651) 223-3020 sunnv.larsen(a?bakertillv.com I bakertilly.com Baker Tilly US, LLP, trading as Baker Tilly, is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. BakerTilly US Confidentiality Notice: This message is being sent by BakerTilly US. It is intended exclusively for the individuals and entities to which it is addressed. This communication, including any attachments, may contain information that is proprietary, privileged, confidential, including information that is protected under the HIPAA privacy rules, or otherwise legally exempt from disclosure. If you are not the named addressee, you are not authorized to read, 1 print, retain, copy or disseminate this message or any part of it. If you have received this message in error, please notify the sender immediately by email and delete all copies of this message. This message is protected by applicable legal privileges and is confidential. Tax advice, if any, contained in this communication was not intended or written to be used by any taxpayer for the purpose of avoiding penalties. 2 Ci bakertilly 1 r, December 15, 2023 We i d County, Co orado Proposal Number B2300208 Proposal to provide a responsive, forward -thinking county wide job classification and compensation study that supports your classification and compensation goals and philosophy %1A1 bakertitty December 15, 2023 Board of County Commissioners Weld County 1301 N. 17th Avenue Greeley, CC, 80631 Delivered electronically to bids a©weldgov corn Dear members of the Board of County Commissioners: Baker Tilly US, LLP 2500 Dallas Parkway, Suite 300 Plano, TX 75093 T. +1 (972) 748 0300 F: + 1 (214) 452 1165 bakertilly.com Baker Tilly US, LLP (Baker Tilly) appreciates the opportunity to build a mutually beneficial relationship with Weld County (the County) regarding your Request for Proposal (RFP) for the County's first job classification and compensation study. Baker Tilly's public sector industry specialization and recognition as a national leader in human capital management uniquely qualify our firm to assist you with this important engagement. Based on our previous successes performing similar studies, our team of compensation professionals and subject matter specialists will provide exceptional value to the County and exceed your objectives on this significant engagement. As your Value ArchitectsT", we will provide you with meaningful recommendations and a clear road map toward producing best -in -class results. Why BaKer Tilly? As you evaluate our proposal. consider several important factors that distinguish Baker Tilly from other firms, but none more important than: • Significant government industry expertise • National experience in compensation consulting • All the services you need under one roof • A flexibie approach aligned with the County's culture and unique needs • Ability to respond and adapt quickly We will listen first, work with you to develop a blueprint and then assemble the right resources to solve pressing problems and seize new opportunities. We aim to enhance and protect the County's value — the value you created, the value you want to nurture and grow. On behalf of our entire team, we are excited about the opportunity to work alongside the County in support of your mission to lead enterprise human capital management for the optimal customer experience. Sincerely, Baker Tilly US, LLP Kate Crowley, Principal Baker Tilly US, LLP +1 (608) 240 6718 I katecrowley(c�bakertilly com comLai ± Jada Kent, CCP Director I Practice Leader Baker Tilly US, LLP +1 (940) 368 3033 I ada.kent u�.bakertil►v corn Weld County, Colorado December 15, 2023 Sharing our partners and principals Proposals by partnerships must furnish the full names of all partners and must be signed with the .partnership name by one of the members of the partnership or by an authorized representative. followed by the signature and title of the person signing. Following is a list of all current partners and principals of the firm. Background information for engagement team members is provided in this proposal. Abbott, Alec Abel, Michelle M. Abraham, Rose Ann Acker, Heather S. Ackerman, Marsha S. Agbayani, Holly Allen, Amy Altahami, Yunis A. Altschul, Daniel I. Alvarez, Leo Amspaugh, Heidi L. Anderson, Christine M. Anderson, Kate L. Anderson, Shawn D. Anderson, Tony H. Andronico, Will Angat, Cecilia Annand, Chris Antonelli, John Aponte, Stephen E. Avery, Bryan T. Bach, Ethan D. Bach, Kevin Badani, Nirav Bader, Brian Baker, Matt Bakko, Mark T. Baldessari, Doug L. Balli, Rene E. Balus, Joe F. Barber, Ashley R. Barnard, Scott A. Barnes, Jason C. Barrus, Randy K. Barthel', Ronald B. Basile, John Bass, Doron Baumbach, Kelly L. Beary, Tj Becht, Paul Belcher, Jason Bell, Andy Bennecke, John Bennett, Thomas Bergman, Alexis C. Bergman, Elizabeth F. Bernards, Donald N. Bernhardt, Todd C. Bielick, Nikki E. Bishop, Paul Bivens, Jeremy Black, Tom K. Blakely, Ann E. Blatt, Steven Blattner, Jeffrey T. Bock, Brenda Boettcher, Mark J. Bogda, Kerri N. Bolles, Carol K. Bounds, Norleen S. Bowes, Deb K. Bowsher, Brock Boyd, Derek J. Boyd, Gary W. Bozhilov, Krasen Brandt, Kevin Bratel, Cynthia M. Bressette, William R. Brody, Matthew Brueser, Christine Bucholtz, Cathleen Bullock, Adam Burrows, Clive E. Busch, Rob Busse, Damon Buttke, Daniel E. Caladie, Andrea L. Caldwell, Alicia M. Callicutt, Debra Campbell, Brian Campbell, Duncan G. Capitano, David Carpenter, Todd A. Carruth, Ryan Carter, Jason M. Casaus, Martin Casey, Anthony Castrejon, Eduardo Catapano, Lori Cavaliere, Nicholus E. Chapman, Jeremy Chapman, William A. Chase, Marc Chaves, Andrew Chen, Michael Chinn, Alan Cidila, Jennifer Cilik, Ivan Clayton, Jeff K. Clouse, Scott Coffey, Lindsay N. Cohen, Helaine Collins, Brian P. Colton, Brian C. Compton, John W. Cook, Charlie R. Coonan, Kevin Cooper, Brian Coscia, Ana P. Costello, Timothy Coughlan, Thomas Coyle, Jason K. Crawford, Kyle J. Crick, Justin M. Crowley, Kate E. Cuddy, Shannan Cullen, Mike S. Dahlhauser, Christine Dalwadi, Monica Damone, Matthew Dauwalter, John C. Davis, Jeffrey S. Deihr, Ashley E. DeLuca, Todd C. Dembek, Michael Demere, Justin M. DeNoyer, Brad W. Derenne, Chad R. Devkota, Bishesh DeYoung, Jeffrey R. Di Nardo, Emily DiFilippo, Rosanna Dijanic, Dennis Dilling, Andrew N. Dimond, Bradley Din, Josh Dluginsky, Gregg Dobson, Jodi L. Donlon, Nicki R. Donnelly, Joe Donohue, Michele Domer, Jeff A. Doshi, Jigna B. Doyle, Brian L. Doyle, Michelle Drake, Ed Droege, Charles R. Drouin, Travis M. BIDDER S PROPOSAL PART II - BIDDER INFORMATION Drysdale, Jonathan K. Duffy-Wylam, Kimberly Duratti, Bill DuVamey, Dave M. Dwyer, Heather M. Eckerle, Matthew Edwards, Laura S. Ehlert, Wayne E. Ehr, Daniel P. Elliott -Boger, Brigid A. Elrod, Shane S. Estes, Amy Evans, Jason Everson, Zak N. Famiglietti, Greg Fenske, Christine M. Ferrari, Mike Ferro, Jeff L. Ferry, Bruce Finegold, Paul E Finger, Jennifer A. Fitzpatrick, Michael F. Fleming, Ken J. Fleming, Russell B. Fleury, Tiffany L. Flint, Kayla Fournier, Sonali Francese, Brian Frankenfield, Scott L. Frantz, Paul J. Fraser, Theresa M. Fraser, Wes A. Frey, Michael S. Fujita, Rod K. Full, Arthur J. Ganshert, Joshua D. Garcia, Patricia Gardinier, Lynn M. Garza, Sharlynn Gayler, Mike L. Geagla, Victor Gendreau. Jeffrey J. Gensler, Stephanie L. George, Shante Geracie, Alyssa R. Gette, Dave Gibson, Garrick Gilbert, Matt J. Gillen, Daniel J. Gilson, Kirk T. Glazier, Matt Glorieux, Nicolas D. Godsoe, Kristen Goehring, Adam Goff, Jake B. Gogin, Carla A. Goldfarb, Scott Goodman, Nick C. Goodmiller, Chuck Gosh, Garrett L. Gough, Katherine Gourlay, Brian R. Graat, Brenda M. Gradl, Steve M. Graff, Jim M. Gray, Belvia B Green, Michael K. Greenland, Andrew Gregory, David A. Grey, Bonnie Grey, Drew Grinde, Adam L. Groppoli, Laura K. Groves, Matt L. Grush, Gary A. Guillen, Rick Halligan, Ian Hamdy, Ahmed Hamilton-Piercy, Gregg Harjes, Thomas W. Harlan, Brandon Harrop, Seth Hawley, Danielle M. Hayes, Lauren E. Heavens, Patrick M. Hedden, Dan A. Hedderman, Jim Hediger, Sheanne M. Hellenbrand, Vicki V. Hemmerle, Brian Hempel, Chris J. Herman, Micheal J. Heroux, Mark S. Herzinger, Mark F. Heyde, John A. Heyman, Howard Highlander, Kevin Hinz, Nicholas A. Hippie, Caroline H. Hobby, Ben J. Horvath, Laurie House, Robert T. Houterman, Damon Howard, Scott B. Howell, Kristyn B. Hugendubler, Kenneth Huisman, Tina M. Hunt, James Huseth, Wade R. Hutcheson, Keith K. Hutler, Bruce R. Inda, Chase A. Inda, Tyler Inderieden, Chuck Iverson, Jordan E. Jafari, Robena S. Jakimzak, Michael Jamiolkowski, David B. Jansen, Andrea L Jeffrey, Chris E. Jeffries, Matt R Jensen, Jenny Jin, Kimberly Jirak, Kirk Johnson, Chris Johnson, David A Johnson, Matthew D. Johnson, Soo Jones, Darren Jowers, Randi L. Kahrs, Hank Kaleko, Tom L. Kalil, Matthew Kamienski, Mike Kamps, Colette Karabaich, Don P. Kasianovitz, Ken M. Kassalen, Brian Kassay, Chris M. Kato, Shawn Keenan, Zachary A. Kegler, Eric Kehoe, Michael S. Kessler, Mike Kiecker, Mark T. Killeen, Patrick J. Kim, Phillip S. King, Jenny Kinmartin, Paul D. Kiuchi, Joe Klein, Amanda E. Kleist, Trenton J. Klik, Ed Koelbl, Andy J. Kral, Katie Krause, John D. Krogh, Christopher Kroll, Eric J. Krull, Jeff M. Kublack, Thomas Kuhn, Les Kupka, Michelle Kutz, Jacob L. Labita, Ellen Laccetti, Mark E. Laguercia, Giancarlo Landsman, Stephen Lapin, Karri L. Larmett, Adrienne N. Larsen, Karen C. Laubenstein, Joel M. Laubscher, Donna Lauria, Peter J. Lawson, Jaime K. Lawson, James S. Lay, Ryan J. Laycock, Phil P. Lazaroff, Tina M. LeBrun, Megan K. Lee, Jacqueline J. BIDDER'S PROPOSAL PART II - BIDDER INFORMATION Leiden, Noah F. Lenart, Brian R. Leung, Anthony Loiacono, Joseph Long, Rob J. Loomis, Meghan C. Lopez, Ted Lurie, Alan Mace, Dan MacPhee, Angela MacPhee, Jennifer Mader, Michael M Maganti, Madhu Maguire, Mike T. Mahan, Jerry W. Mandi, Shabinaaz Mahon, Ed J. Maier, Brent W. Mailandt, Cary H. Mair, Kyle B. Malatt, Michael E. Malinoski, Michael C. Maniscalco, Ryan M. Martin, Jill A. Martin, Rebekah L. Massanova, Donna M. Massanova, Fred L. Mastropietro, Jessica S Materazo, Alan P. Mattsson, Carla Maulfair, Paul W. McCaffrey, Joseph M. McCann, James J. McCarty, Andy P. McCauley, Andrew McCollum, Phil McConie, Bernadette McDermott, Stacie McEvilly, Kelly S. McGowan, Bill P. McKee, Michael D. McKenzie, Ryan McNelis, Matthew M. McPhee, Ashley McVetty, Mike Meadows, Jon Mease, Bradley J. Meinen, Joshua M. Meiners, Theresa Merryfield, Deanna R. Michalson, Brett P. Middleton, Wesley Milani, Mike L. Miller, Scott A. Milner, Steve P. Miranda, Ernest Mirpuri, Shashi Missildine, Alexandra Mohr, Lawrence H. Morris, Matthew Moulder, Jessica Munson, Ross E. Munuhe, James T. Murphy, Chase T. Musacchio, Jeanette A. Nachenberg, Randal Nardi, Frank C. Natale, Guy Nealon, John P. Nelson, Jesse R. Nelson, Kelly R. Nelson, Melinda Nguyen, Tracey N ice, Chris N ichols, Brian R. N icklin, Bradley P N icklos, Rob M. N itka, Matt J. Noce, Peter Oates, Kristi D. O'Brien, Chad M. O'Connell, Kevin O'Connor, Daniel T. Oddy, Simon Ohlgren, Thomas Ollmann, Anthony D. O'Neill, Joe C. Onwuneme, KC C. O'Rourke, Matthew O'Sullivan, Scott S. Page, Jason C. Pankop, Krista K. Park, Eugene Patti, Michael J. Pearce, Peter J. Pellerite, Joe C. Perzov, David H. Peterson, Melissa Petrel!, Jeff Pharo, Ashley M. Pierce, Daniel C. Plaster, Gary Pleskonko, Heather M. Polanco, Victor Polizzano, Brad J. Poison, Rachel D. Pope, Steve Pratt, David Prentiss, Matthew R. Prude, Royce L. Pugh, Claire E. Queary, Susan B. Quigley, Ben P. Quinn, Bridget Rahman, Nuruz Z. Raines, Stan Raley, James Ramchandani, Rajeev Rapoport, Larisa Rawlin, Catherine M. Rebman, Sara Reda, Greg G. Regan, Bernard W. Reiter, Jeremy L. Repko, Steven A. Reynolds, John J. Richardson, Andy Richardson, Douglas Riley, Andre' Rinaldi, Rocco Robbins, Matt L. Rodgers, Matthew W. Rogers, Deen C. Romano, John M. Romonti, Raluca G. Rosenfield, Neil Ross, Mark J. Rotherham, James Rowe, Jeff P. Royster, Derek Rozek, Brian P. Runte, John T. Ruscitti, Bill A. Ryers, Bethany L. Sadik, Jim A. Salgado, Ken Sansone, Paige E. Santossio, Erin Sassa, Joseph C. Saulino, Scott Savell, Craig A. Scaffidi, Donna R. Scallon, Mark Schalk, Kevin D. Schiferl, Wayne T. Schlachter, Steven U. Schmidt, Christopher P. Schmittlein, Michael A. Schmoyer, Phil C. Schmuck, John F. Schumaker, Justin Schuster, Randi A. Schwalm, Jennifer Schwartz, Renee J. Semler, Jason G. Serracino, Deana L. Shafer, Michael Shawver, Jere G. Sheahan, Thomas J. Sherman, Eric Shin, Brian J. Shuper, Erika C. Shusko, Joe Siebenaller, Kurt Signor, Mike S. Simms, Alyssa A. Simpson, Brian Skodczinski, Christian Slusarczyk, Kristen E. Smith, Jeffrey B. BIDDER'S PROPOSAL PART II - BIDDER INFORMATION Smith, Jeremy Smith, Julia K. Smith, Justin G. Smith, Patrick Smolinski, James A. Soefje, Karen A. Sofra, Greg A. Soltis, Jennifer D. Sommers, Russell J. Spengler, Jeff Spering, Matthew R. Spinek, Matt D. Stahl, Briggs Stanbury, James H. Stibrich, Kristina Stokes, Todd A. Stolarzyk, Lynette Stone, Scott Stonesifer, Kevin M. Stuardi, Pietro Sullivan, Mike Suter, Franci L. Swaigenbaum, Steven Szczepanek, Nicole Tait, Christopher J. Talbot, Richard B. Tambasco, Ron Teicher, Susan Thomas, Mallory M Thomas, Tanya M. Thompson, Missy L. Thompson, Richard J. Tompkins, Jay Tonekabony, Sherry S. Torpey, Jack K. Torre, Gabriel A. Trahan, Nuwandi Tredinnick, Matt L Tremaine, Corey C. Tritsis, Ch -is Troutman, Keith L. Trunnell, Christine T. Tucci, Robert Tuffin, Keith D. Turner, Justin J. Unger, Wendi M. Unke, Thomas E. Valenza, Ross VanStraten, Christopher Voncina, Tim Voss, Nathanael J. Vrabel, Jeffrey J. Vuono, Andy J. Wagner, Brent R. Wagner, Marcus H. Walenchok, Tom W. Walker, Frank J. Walker, Thomas F. Waller, Matt Walsh, Cassandra B. Walsh, Colin J. Walsh, Eric J. Wangen, Troy Ward, Jennie Warden, Liisa R. Wascura, Mike W. Wautlet, Peter J. Weaver, Claire S. Weaver, Craig Weber, Heather L. Weiss, Gregg H. Weitzer, Brooke M. Welch, Kevin Wendt, Cory West, Ken W. Wevodau, Colleen D. White, Nate Wilhelm, Ben J. Willey, Marianna J. Winterburn, Jason C. Wtt, Marlin M. Wong, William A. Wood, Bradley Woodall, Nicole Worthman, Aaron W. Wu, Sylvia H. Wyrobeck, Lauren A. Packer, Brian Yamakawa, Lisa M. Yu, David H. Yu, Patrick Yuen, Bosco Zapata, James Zeigler, Jonathan L. Zelenay, Gregory Zlupko, Brandon M. Contents 1. PAGES OF THE PROPOSAL SPECIFICATIONS 1 2. W-9 20 3. ADDENDA ... 22 4. LETTER OF INTENT FROM INSURANCE PROVIDER 27 5. EXECUTIVE SUMMARY 28 6. MEETING YOUR NEEDS WITH OUR RESOURCES 30 7. PROJECT METHODOLOGY AND APPROACH 34 8. PROJECT TIMELINE 44 9. YOUR VALUE ARCHITECTS"' 45 10. VALUABLE PERSPECTIVES 50 11. VALUE FOR FEES 51 12. PROVIDING SIMILAR SERVICES 55 APPENDIX A: PRIORITIZING DIVERSITY, INCLUSION AND BELONGING FOR SUCCESS (DIBS) 60 APPENDIX B: ENGAGEMENT TEAM MEMBER RESUMES 63 it The information provided here is of a general nature and is net intended toad arcumstances; the services of a professional should be s€wjht C 2123 Baker T Cc bake rEI lly sprific a vmstan of any individual or entity. In specific . Baker Illy US, LLP. trading as Baker Tdty, :s an Independent member ct Baker rity TiliyF tittemational provides no professional services to clients Each the btf trim a s al tpante Baker rilti US. UP is not Bakes i lily lntemation .'s net w4 dods not tt3va thetheiOcrit hi behalf Nom of Baker Tilly International, Baer Tilly US, LIP . nor any s thu other erns d or orntsgiont The me a gasket Tidy and rts iissociated low *aid tinai kens Irtjy International Limited is an English company. Baker t legal entity, and each descrthes Belts* stch, filmdom! oract on Baker 4I thiernatonsurs international has tiny habilly fair each other's acts 1. Pages of the proposal specifications Pages 9 thru 24 of the Proposal Specifications. 1 PROPOSAL SPECIFICATIONS Introduction PROJECT OVERVIEW Weld County is seeking a qualified vendor to assist in completing an in-depth, first-time compensation study, examine options for revising our pay ranges, reevaluate our list of benchmark comparators, review internal equity, assure compliance with Colorado's Equal Pay for Equal Work Act, match 90% to 100% of our jobs to the market, review and ensure job descriptions are complete and up to date, create job families for use in career planning, re-evaluate our paygrades and spread within each range, and consider pay steps as well as pay for performance. Compare pay for elected officials and deliver observations and recommendations to support recommendations in establishing an overarching pay philosophy and administrative pay practice guidelines. METHOD OF PROCUREMENT Request for Proposal (RFP): A Request for Proposal (RFP) is a purchasing process where an advertisement requesting proposals for work in accordance with the requirements as outlined for a project. RFP uses a selection team that is based on a scope of work. During the selection process, the department uses interviews and a scoring form to rank suppliers or consultants. The highest ranked firm is selected and enters into a contract. If an agreement to contract cannot be reached, an agency can negotiate a contract with the second ranked consultant and so on until an agreement is reached. This Invitation to Bid provides prospective contractors with sufficient information to prepare and submit proposals for consideration by the County. To be considered responsive, each proposal must provide for completion of the tasks outlined in the Invitation to Bid. ABOUT Weld County is the third largest county in the State of Colorado, covering 3,987 square miles in the north central part of the state. Weld County is bordered by the State of Wyoming and the State of Nebraska to the north, Morgan County and Logan County to the east, Adams County and the City and County of Broomfield to the south, and Larimer County to the west. According to the Colorado State Demography Office, Weld County's 2019 population estimate is 323,763 residents. The County historically averaged approximately a 3.5% annual growth rate, which identifies Weld County as having the second fastest growth rate among counties in Colorado, and fourteenth largest growth rate in the country for counties with population over 100 000. Greeley, the County seat, had a growth rate of 3% in 2017, making it the seventh highest growth rate in the country for cities. Weld County's importance as an agricultural region dates to its inception in the early 1860's. Today, Weld County continues to be one of the most agriculturally productive counties in the State of Colorado. In terms of value of total agricultural products sold, Weld County ranks as number one in the state, and number nine in the country at $1.8 billion annually. Oil and gas production activities have occurred for decades in Weld County, however in recent years production has increased exponentially due to the introduction of horizontal drilling. Weld County also has many small and large businesses located in the unincorporated portion of the County. This diverse economy coupled with various forecasted demographic growth models are envisioned to have large impacts the County services that affect number and location of County facilities and staff. PROPOSAL REQUEST #B2300208 Page 9 DEMOGRAPHICS Weld Courty employs approximately one thousand eight hundred and eighteen (1,818) individuals in a wide range of roles. Each role is assigned a grade between one to ninety-nine (1 — 99), and within each grade there are nine (9) steps of advancement based on length of time in the position. Approximately six hundred and eighty (680) unique jobs will be included in the study. PURPOSE The primary objective of this project will be to conduct a deep analysis into Weld County's existing pay plans and structure to produce quantifiable data to ensure equitable and market competitive classification and pay practices. This study will also ensure that all job descriptions are up-to-date, uniform across the county, reflective of job responsibilities and required knowledge, skills, and abilities. The result of this study is expected to steer the creation or updates of job descriptions, job families, job titling, and class designation. The successful bidder will work with Weld County to prepare a final report of recommendations proposal to the Weld County Board of County Commissioners incorporating a potential compensation philosophy, pay structure, classifications, titling, job descriptions, and a plan for implementation and continued maintenance. PROJECT SCOPE 1. Define Weld County's Compensation Philosophy and ensure alignment with strategic initiatives a. Weld County operates with fiscal responsibility as a primary objective. The definition of fiscal responsibility in relation to the compensation study will be determined in concert with Weld County Leadership and the Board of County Commissioners on an ongoing basis in all phases of the project. b. Weld County has identified the strategic initiative of being an Employer of Choice. This study seeks to define the metrics by which "Employer of Choice" is measured and incorporate these goals into the Compensation Philosophy. This may include analysis of other "employers of choice" to find factors which can be recommended for incorporation. c. In concert with the Weld County Board of County Commissioners, the analysis and review of the Compensation Philosophy will determine under what circumstances employees will be eligible for a pay increase, whether discretionary payments, one-time payments of cash value are appropriate (and under what circumstances), bonuses, or temporary pay increases (such as when covering for another employee for an extended period of time) align with Weld County's Compensation Philosophy and under what situations these options would be appropriate. 2. Review the current condition of Weld County's compensation system; research and define benefits of altering Weld County's current pay structure a. A main area of study in this initiative will be to carefully review Weld County's compensation structure and identify areas for improvement, potentially revising all core components which have been in place since for over three decades. Based on the Compensation Philosophy established in this study, identify areas for improvement in Weld County's current grade and step system, including step progression which is currently based on tenure of the employee in the role. PROPOSAL REQUEST #82300208 Page 10 3. Compensation system restructure a. As part of the need to redefine the compensation structure noted in point two (2) above, Weld County must have the ability to provide for COLAs, potential merit increases, grade and step increases (if grades and steps are determined to be the most advantageous compensation system), without rounding errors and the necessity to raise compensation more than necessary to meet county code. For example: i. Weld County Code currently requires that promoted employees receive at least 5% compensation increase with any grade and step movement. There are cases in which an employee's new grade and step would guarantee them a 4.99998% increase; in these cases, the employee must be placed at the next highest step which can cause a compensation increase of several thousand dollars more compared to an annual "underpayment" (defined as such due to the very small fractional difference between the most accurate grade/step and County Code) of less than one hundred dollars to the employee. ii. With the above necessary alterations, proposed changes must be approved by the Weld County Board of County Commissioners, and Weld County Code must be revised to reflect this. iii. All recommended changes to the fundamental compensation structure in Weld County must include a comprehensive review and analysis of practices. 4. Examine compensation equity within Weld County's currently employed individuals a. Using the defined Compensation Philosophy, determine areas in which Weld County compensation can be adjusted to ensure more equitable pay internally. i. Pay discrepancies will be analyzed based on demographic factors such as race, gender, age, disability, education, etc. ii. Research turnover and voluntary termination to determine (with the highest degree of accuracy possible): 1. Where do former Weld County employees go when they leave? 2. What factors influence their decision to leave for the above identified entities/industries? 3. What options are available to Weld County to match or exceed the driving factors identified above, and are such changes consistent with the Weld County Compensation Philosophy? 5. Conduct turn -over analysis a. To justify any changes to the compensation system with consideration given to Weld County's philosophy of fiscal responsibility, research and analysis will be conducted on: i. The current turnover rate of all positions in Weld County, all departments, and Weld County as a whole, ii. Compare the turnover rate in Weld County to both similar counties in the Front Range/Northern Colorado region, and private industries in the same geographic area, iii. Through information gathering sessions with Weld County recruiting and department leadership, identify positions which are either difficult PROPOSAL REQUEST #B2300208 Page 11 to fill or have abnormally high turnover, and then create targeted strategies to improve recruitment and retention in these positions iv. Provide a cost analysis associated with the current turn -over rate in Weld County, ✓ . Identify specific costs associated with turn -over in (but not limited to) the following areas: 1. Recruiting/difficulty of finding qualified replacement employees 2. Training 3. Decreased productivity 4. Overtime and current staffing needs in coverage of open positions 5. Loss of institutional knowledge ✓ i. Provide estimates for cost -savings for decreasing turn -over to 10% (if analysis shows that Weld County turnover is currently above 10%) or by a percentage determined during the project if Weld County's turn- over is currently at or below 10%. ✓ ii. Provide an estimated turnover reduction percentage associated with enacting any recommendations identified in this study and extrapolated savings to Weld County payroll. 6. Provide a deep analysis into Weld County's compensation and classification for 90% - 100% positions a While some positions within Weld County do not have direct matches in neighboring counties or to private industry, Weld County will review the compensation bands for all possible positions (excluding elected officials) to ensure equity in: i. Internal comparator positions within Weld County (i.e.; Accounting Technicians across Weld County departments). ii. External county comparators (i.e., comparing Weld County DA Administrative Coordinator to DA Executive Assistant externally). iii Private industry comparators (i.e., Public Health Nurses compared to RNs and other specific nursing occupations in private healthcare industries such as UCHealth and Banner). iv. Analysis of specific jobs with projected increased future demand (i.e., nurses) to develop a strategic plan to address potential shortages in the workforce. Research and recommend changes which integrate performance management into the revised compensation system and philosophy a. If the compensation philosophy and accepted revisions to Weld County's compensation system allow for either a "pay for performance" model or hybrid "pay for performance/tenure" model, the selected vendor will work in concert with Weld County Human Resources, Compensation, Learning and Development, and other county leadership as appropriate to: I. Develop a sustainable model which encourages employee development and high performance. ii. Create job pathing and career laddering for as many positions in Weld County as possible to provide incentive beyond increased compensation for employees to expand their professional knowledge and proficiency. PROPOSAL REQUEST #B2 300208 Page 12 8. Analyze Weld County's current rob evaluation method a. Point Factor Analysis is currently being used by Weld County. This study will, in alignment with the Compensation Philosophy, determine if adjustments or enhancements are recommended for the current Point Factor system, if better alternatives (or hybrid systems) exist, provide recommendations to the Board of County Commissioners, and ensure that any new job evaluation system is equitable and accurate within Weld County and in alignment with compensation best practices. This must be in alignment with the Compensation Philosophy defined in this project. Review of job evaluation systems shall include: i. Review of the currently used Point Factor Evaluation system in: 1. The validity of the questions used in the Point Factor Analysis 2. The weights assigned to each factor 3. Comparison to job evaluation systems in use at other counties and in private industry 4. Determine if revisions to the Point Factor Evaluation are recommended, AND; b. Examine other job evaluation and compensation pay band assignment systems would be more advantageous to the needs of Weld County, to be in line with the Compensation Philosophy and consistent with the desires of the Weld County Board of County Commissioners. 9. Conduct analysis into Weld County's total rewards package a. As part of the compensation study, Weld County would like to also look at compensation as part of the Total Rewards Package. As such, examination of Weld County's total rewards package is included in this study. i. Review wellness incentives and compare against other counties and private industries, ii. Provide suggestions for intangible, non -monetary, and outside -the- box actions, activities, or quality of life improvements which Weld County can assess and consider adding to our existing total rewards package. 10. Fiscal impact estimation a. While examining options for a revised pay structure, comparing Weld County for internal and external equity, and in alignment with Weld County's Compensation Philosophy, the fiscal impact of any proposed changes must be estimated so that: i. The Board of County Commissioners can make an informed decision about proposed recommendations, ii. Weld County can take increased payroll and administrative costs into consideration for budgeting, iii. Weld County can conduct a thorough feasibility study to ensure that recommended changes are in alignment with Weld County's Philosophy of fiscal responsibility. 11. Change management a. Given the magnitude of this change not only to county compensation, but Weld County Code, communication of a strategic change management plan is imperative, therefore: PROPOSAL REQUEST #62300208 Page 13 i. The chosen vendor will work in concert with Weld County Human Resources and Compensation, as well as Weld County Change Management to develop a robust change management strategy, ii. Gain the buy -in of the Weld County Board of County Commissioners and upper -level leadership, iii. Utilize Weld County Change Management and Public Information Offices to disseminate relevant and timely information throughout the project, iv. Ensure that Weld County employees and leadership have the opportunity to ask questions and express concerns, v. Devise, in collaboration with Weld County leadership. the Board of County Commissioners, Human Resources, and Compensation a projected timeline to change management completion. 12. Implementation and Training a. The selected vendor will assist Weld County in developing training which will be used to inform all Weld County staff, elected officials, and the public about the changes being made to the compensation structure of the county. b. The selected vendor will ensure that Human Resources and Compensation are trained to maintain the proposed compensation and classification system. The selected vendor will provide recommendations for ongoing market -pay sourcing, comparison, and continued analysis of Weld County's compensation system to ensure alignment with the adopted compensation philosophy. 13. Continued support a. Weld County would like vendors to provide a cost of continued support beyond the publication of the county -wide compensation study and roll -out of any associated changes on a year -by -year basis, to include: i. A price per hour, per day, or per week for individualized consultation with Weld County, as necessary, to advise on: 1 COLA, Merit, legislative, or other compensation law or practice changes which would affect the compensation philosophy or new compensation structure 2. Adapting to changing market conditions unforeseen during the initial study 3. Revising enacted changes which need to be revisited as needed Tasks and Deliverables Consultant's proposals should be built around and demonstrate how the consultant will conduct the following six tasks and complete the desired deliverables, as these tasks and deliverables will form the consultant's scope of work for the Weld County Compensation Study. Task 1: Proiect Master Plan and Timeline Consultants will be responsible for developing and implementing a project schedule that includes milestones, deliverables, coordination activities, etc. The full project is to be completed by September 6, 2024. Consultants will provide a preliminary schedule for each phase of the project specifications detailed above and the general (and subject to PROPOSAL REQUEST #B2300208 Page 14 change) phases below: 1. Define Weld County compensation philosophy 2. Review compensation structure, equity analysis, turn -over analysis, position analysis 3. Job evaluation method analysis and restructure alternatives 4. Total rewards and compensation enhancement recommendations 5. Formulate options for alterations to Weld County's compensation system and provide fiscal impact estimations 6. Gain approval of the Weld County Board of County Commissioners 7. Change management plans and implementation 8. Systems training 9. Continued support Deliverables: 1, Project schedule 2. Meeting agenda and minutes (key decisions, action items) Task 2: Begin Evaluation of Weld County's Compensation Components and Develop Philosophy The purpose of this task is to examine the current state of Weld County compensation as it relates to the strategic plan of the county and develop a compensation philosophy in alignment with Weld County's emphasis on fiscal responsibility. The compensation philosophy must be endorsed and approved by the Weld County Board of County Commissioners. Deliverables: 1. Compensation Philosophy for approval of the Weld Board of County Commissioners Task 3: Research, Analyze, and Generate Recommendations This is the primary focus of this initiative and will be all-inclusive of the stated objectives. 1. Compensation structure, equity, turn -over, position, 2. Job evaluation, step and grade structure, 3. Total rewards enhancements. Deliverables: 1. Comprehensive results and analysis of the current state of Weld County's compensation system, 2. Comparison of Weld County's compensation to relevant counterpart government entities and private industry, 3. Identified areas of strength and weaknesses in Weld County's compensation system. Task 4: Generate Options for Modifications to Above Components Based on the analysis conducted in the previous tasks, and in alignment with Weld County's adopted compensation philosophy, the consultant and Weld County Human Resources will generate no fewer than three (3) options for review by the Weld County Board of County Commissioners. PROPOSAL REQUEST #82300208 Page 15 Deliverable: 1. Create options for enhancements to Weld County's compensation system in alignment with the Compensation Philosophy identified and approved in Task 1. Task 5: Estimate Budgetary Impact for Each Option Generated Estimate cost analysis of each potential solution generated in task 4. With each budgetary estimate, include not only the monetary impact, but also the benefits to Weld County including (but not limited to): reduction in turnover, increased ability to recruit qualified employees, improve county service to Weld County citizens, increase departmental performance and employee satisfaction, develop career paths, and enhance Weld County's position as an employer of choice. Deliverables: 1. Cost benefit analysis for the options and modifications identified in Task 4. 2. Choose one (1) option which best aligns with Weld County's strategic initiatives and the identified Compensation Philosophy, making a strong case for the benefits of enacting a change as opposed to retaining the status -quo. Task 6: Present Options to the Board of County Commissioner Having identified no fewer than three (3) potential options for modifications to the Weld County Compensation system, a single recommendation will be selected which best aligns with Weld County's fiscal responsibility philosophy and the compensation philosophy identified in this initiative. All options will be presented to the Weld County Board of County Commissioners, with one (1) clear recommendation for approval. Once approved, the Weld County Board of County Commissioners will also need to approve changes to the Weld County code. Deliverables: 1. A comprehensive study synopsis including all options identified for change and the recommended solution 2. A brief summary of the recommended solution, cost analysis, and benefits of evolving Weld County's policies, procedures, and county code Task 7: Define and Communicate Change Management Strategy As part of an ongoing process from project inception, in concert with Weld County Change Management, develop a strategy to socialize and formally communicate any initiatives to Weld County leadership, employees, and citizens including members of the press and media as necessary. Deliverable: 1. A change management strategy including hierarchy of communications, different messaging for different levels of affected individuals (Board of County Commissioners, Leadership, Employees, Weld County Citizens, and members of the press and media). Task 8: Implement the Approved Enhancements and Alterations to Compensation Structure and Practices During implementation, the consultant will work with Weld County Human Resources to ensure that any approved changes are communicated, understood, implemented, and transfer knowledge for future operation to Weld County Compensation systems, including a strategic plan for year -over -year alterations to the system in the form of COLAs, potential merit increases, and adjustments to the pay structure approved and enacted as part of this study. PROPOSAL REQUEST #B2300208 Page 16 Deliverable: 1. A compensation system maintenance manual including the compensation philosophy, approved changes, new pay ranges (as appropriate), job evaluation tool and instructions, and study results. Task 9: Hand-off and Continued Support Develop a plan for continued support of Weld County Compensation and Human Resources, providing options and recommendations for future supplementary studies or maintenance. Deliverable: 1. Comprehensive results of the compensation survey, compensation philosophy, all identified change options, the final recommended and approved enhancements, job evaluation system and documentation, instructions for operation, and instructions for future adjustments in the form of COLAs. and merit increases (as appropriate and approved). General Requirements The intent of this Request for Proposal (RFP) is to procure a contract with a consultant with a demonstrated history of successfully completed classification and compensation analysis, system design, recommendations, and innovative solutions which align with Weld County's strategic plan. The following general requirements will be met: • The bidder must adhere to Weld County's confidentiality standards as laid out in this RFP. • The bidder must be available for in -person or remote video proposal. presentation/question and answer session with Weld County during January 15, 2024 through January 19, 2024. Minimum.Qua i l tions To be considered, the bidder must meet the following minimum qualifications: • The bidder must have successfully completed at least two (2) compensation studies of this size and scope. • The bidder must have sufficient resources and staffing to accomplish a project of this scope within the timeline allotted. • The bidder must provide references for the two (2) clients for whom they have completed a study of this size and scope. The bidder must have comprehensive and current knowledge of compensation systems, job evaluation, and compensation comparisons. • The bidder must have intimate and current knowledge of employment and compensation laws both nationally and in Colorado. Contract Period and Pricing The initial contract period shall commence on or before February 7, 2024 and is anticipated to end on or before September 6, 2024 Submittal Requirements and Evaluation for All Proposals Proposals need not be in any form. All proposals, however, must contain the following specific information: PROPOSAL REQUEST #62300208 Page 17 Suffcient information concerning the program for Weld County to evaluate whether the bidder meets "minimum qualifications" for all bidders. Bidders should avoid elaborate artwork and graphics, bulky volumes or any other artifice that does not directly affect the contents of the proposal. 2 Additionally: a. All proposals must list by name, address. phone, and Contract Administrator at least two firms where bidder has completed compensation studies and the length of time that each contract has been or is in effect. b. All proposals must list by name, address, phone and Contract Administrator all firms where bidder has terminated services or has been terminated. 3. All proposals must contain a letter of intent from an insurance company authorized to do business in the State of Colorado stating its willingness to insure the bidder pursuant to the terms of this RFP. 4 Provide a breakdown of fees associated with this RFP. If a line does not apply, please indicate "included" in the amount column. Use additional lines as necessary to define the total lump sum for the base RFP requirements: JOB CLASSIFICATION Item Amount Define Present Weld to Board County of Compensation County Commissioners Philosophy and Phase $27,800 1: Project initiation Job Classifications and Grades Phase $22,700 2: Position Review Reclassification Based on Duties N/A post (we -contract recommend this as maintenance) Comprehensives Market Salary Survey Phase $99,200 3: Market Assessment Analyze Adjustments Market Survey Data and Recommend Phase Development $29,600 4: Pay Plan Alternatives Plan and Implementation Strategy for New Pay Included, Phase 4 Prepare Plan an Analysis of Financial Impact for new Pay Included, Phase 4 Employee Results Meetings to Introduce/Present Study or Phase $8,000 5. Project Completion Insurance & Bonds N/A New and/or enhanced market salary survey sources N/A County (not sure what means by the this) Project Management $6,800 Other (Travel, Per Diem, Lodging, Copy, etc.) $9,000 Base Bid Total Lump Sum A $203,100 PROPOSAL REQUEST #82300208 Page 18 5 Provide a breakdown of fees associated with Continued Support for this RFP. Use additional lines as necessary to define the total annual lump sum Continued Support requirements: CONTINUED SUPPORT Identify & itemize any costs for continued support. Item Amount lAdditional: FLSA Analysis $8,200 Additional: Career Ladders $7,500 Additional: Job Descriptions $250 $125 each each for new to update (Additional: Benefits Comparison $9,300 Additional: Pay Policy Review / Recommendations $6,100 Additional: Employee Pay Equity $18,000 Post -project support which can be capped standard hourly any and all support new job description, is rates (such market typically for (or a separate your budget planning a negotiated rate) as reclassification results, etc.) needed. contract at our to provide request, TBD Continued Support Total $ Continued support may be renewed on an annual basis for up to three additional years. Please provide any annual escalation percentage: ANNUAL ESCALATION 0 Ohl PROPOSAL REQUEST #32300208. Page 19 Evaluation of Pro o als An Evaluation Committee appointed by Director of Human Resources will evaluate each proposal. The Evaluation Committee will make recommendations to the Weld County Board of Weld County Commissioners. The Board of Weld County Commissioners will make its award of bid to the successful bidder. Said award will be subject to the finalization of agreement. The Evaluation Committee will be guided by the following point system based upon a maximum of 100 total points: Firm capabilities Consultants and key staff experience and qualifications Scope of proposal and project approach Firm availability and project schedule Cost 0 to 20 points 0 to 20 points 0 to 25 points 0 to 15 points 0 to 20 points In computing points for each of the above four general criteria, the Evaluation Committee will consider the following: 1. Basic Requirements: Initiallythe proposal will be examined to determine if it "qualifies" in that it meets the basic requirement for consideration. This review will pertain to such matters as adequate responsiveness to the RFP. necessary signatures, completeness, and clarity with respect to such essential factors as price. Failure of the proposal to meet the basic requirements of a proposal may disqualify it from further consideration. 2. Evaluation of Qualifying Proposals: Having determined that a proposal meets the basic requirements, the Evaluation Committee will then evaluate it with respect to each of the following elements PROPOSAL REQUEST #B2300208 Page 20 Item Corresponding Bid Specifications for Best Value and Functionality Evaluation 1 Firm capabilities a. Has this firm completed other projects of similar size and complexity? b. Does this firm have the required personnel resources to complete the project? a 4 c. Relevance and quality of examples provided of similar projects. d. Were all required items of bid submission received? Possible Points 5 5 5 5 Totol 20 2 Consultants and key staff experience and quofriicoitons a. Do the project manager and team members have the experience required to complete this project? b. Do team members have a diverse set of skills that will assist in meetign the goals of the project? c. Has the team completed a project of this size and complexity? d. Does the team have experience in public sector work and understand Weld County's needs? 3 Scope of proposal and project opprooch a. The proposal clearly shows an understanding of the project objectives. b. The proposal methodology meets the de9red goals of the County. 4 5 5 5 5 Total 20 c. Does this firm's approach seem to align with Weld County's philosophy of fiscal responsibility while achieving thegoals of the project? S d. Does the approach detail how to handle meetings, communications, and schedule? S e. Does the proposal provide innovative ideas for the project? S Total 25 Firm availability and project schedule a. Does the firm's current workload permit this project's timely completion? b. Does the projected schedule/tirneframe meet, exceed, or not meet needs? c. Does the firm's team have current or future commitments that may hinder on -call work availability? 5 Cost a. Is main project pricing reasonable with project goals? b. Are there additional fees? Do the fees seem reasonable? c. Does this price include all services requested? S 5 5 Total 15 10 5 5 Total 20 PROPOSAL REQUEST #B2300208 Page 21 General Terms and Conditions Agreements of Understanding Copies of clearly defined written agreements of understanding to the terms of duties and responsibilities for which the bidder will be responsible for the duration of this contract SA contracts The Board of Weld County Commissioners must approve. in advance; all subcontracts entered by the Provider for the purpose of completing the provisions of this RFP. The provider shall not sell. assign. transfer, nor convey any of its rights except with the written consent of the County Alterations to Agreement Any alterations. variations. modifications. or waivers of the provisions of a subsequent Agreement will be valid only if they are reduced to writingduly signed by the parties, and attached to the original Agreement. Proposal Obligation The contents of the proposal and any clarifications thereto submitted by the successful bidder shall become part of the contractual obligation and incorporated by reference into the ensuing contract. All terms and conditions printed in this RFP will also become part of the Agreement for Services incorporated by reference into an ensuing Agreement. Proposji Ideas and Concepts Weld County reserves the right to adopt or to use for its benefit and without obligation, any concept. plan or idea contained in a proposal submitted in response to this RFP unless stamped proprietary information and not for duplication. except in the context of duplication for contractual reasons. Immunity from Liability The provider shall assume full responsibility for and shall indemnify Weld County for any damage to or loss of any County property, including buildings, fixturesfurnishings, equipment, suppliesaccessories or parts resulting in whole or pad from any negligent acts or omissions of the provider, any subcontractor of the provider. or any employee. agent. or representative of the provider or said subcontractor. The provider shall defend.. hold harmless. and indemnify Weld County against any and all liability claims costs of whatsoever kind and nature for injury to or death of any person or persons and for loss of damage to any property occurring in connection with or in any way incident to or arising out of the occupancy, use, service operations. or performance of work under the terms of the contract between the provider and Weld County, any subcontractor of the provider, or any employee, agent, or representative of the provider or said subcontractor. Contract Monitoring The County shall have the unfettered right to monitor the Provider's work in every respect. In this regard, the Provider shall provide its full cooperation, and ensure the cooperation of its employees. agents, and subcontractors. Further. the Provider shall make available for inspection and/or copying when requested, original time sheets, invoices, charge slips, credentialing statements, continuing education and training PROPOSAL REQUEST #B2300208 Page 22 records, and any other data, records and accounts relating to the Provider's work and performance under the Agreement. In the event the Provider does not hold such material in its original form, a true copy shall be provided. No Third -Party Benefciary It is expressly understood that the entire Agreement for Services is between the County and Provider and supersedes any other Agreements concerning the subject matter of this transaction whether oral or written. It is expressly understood and agreed that the enforcement of the terms and conditions of an Agreement for Services, and all rights of action relating to such enforcement, shall be strictly reserved to the Agreement signatories and nothing contained or in the Agreement shall give or allow any claim or right of action whatsoever by any other person not included in the Agreement. It is the express intention of the signatories to the Agreement that any entity other than the signatory parties receiving services or benefits under the Agreement, with the exception of potential changes that may be the result of related regulatory requirements in the future, shall be deemed an incidental beneficiary only. Any notice provided for in a subsequent Agreement for Services shall be in writing and shall be served by personal delivery or by certified mail, return receipt requested, postage prepaid, at the addresses set forth in the Agreement until such time as written notice of a change is received from the party wishing to make a change of address. Any notice so mailed and any notice serviced by personal delivery shall be deemed delivered and effective upon receipt. This method of notification will be used in all instances except for emergency situations when immediate notification to the parties is required Termination of Agreement 1. Mutual Termination of Agreement A. If either party fails to fulfill its obligations under a subsequent Agreement in a timely and proper manner, or if either party violates any material covenant. agreement. or stipulation of the Agreement, the party shall thereupon have the right to terminate the Agreement by giving written notice to the other party of termination which will occur no less than 30 calendar days after the date of notice The notice shall specify the effective date of the termination, and the reasons therefore, unless the party to whom notice is given cures the breach to the satisfaction of the party giving notice prior to the effective date of termination. B. Notwithstanding the above, the Provider shall not be relieved of liability to the County for damages sustained by the County by virtue of any breach of a subsequent Agreement by the Provider and the County may withhold any payments to the Provider, in an amount reasonably calculated to equal the estimated damages, for the purpose of setoff until such time as the exact amount of damages to the County from the provider is determined 2 Termination for Convenience of the County The County may terminate a subsequent Agreement at any time by giving written notice to the Provider of termination which will occur no less than 60 calendar days after the date of notice and specify the effective date thereof. 3 Records and Documentation Remain the Property of the County: All compensation amounts, job titles, job codes, employee demographic information, elected official demographic information, employee names, pay PROPOSAL REQUEST#B2300208 Page 23 structure information, and administrative/functional processes and procedures shall be the property of the County and, at the termination of the Agreement, remain the property of the County without further obligation. ,Nonperformance of Aareemenl Neither party to the subsequent Agreement shall be held responsible for delay or failure to perform hereunder when such delay or failure is due to fire, flood. epidemic, strikes. acts of God or the public enemy, unusually severe weather, legal acts of the public authorities, or delay or defaults caused by - public carriers which cannot reasonably foreseen or provided for. Either party may terminate this contract, effective with the giving of written notice, after determining that such delay will reasonably prevent a successful completion of performance in accordance with the terms herein stated. If this contract is terminated, the obligation of County shall be limited to payment for services provided prior to the date of termination. SCHEDULE Contractor is responsible for providing and maintaining a full project schedule as well as a three week look ahead schedule throughout the life of this project. Contractor will provide an updated project schedule available upon request. The contractor will host a weekly coordination meeting with County representatives. Below is the articipated schedule for this project. Date of this Proposal October 25, 2023 Advertisement Date Pre -proposal conference Questions Due Questions Answered Proposals Are Due Interviews, if needed Proposal Award Notice Contract Execution Tasks begin Project completion October 25, 2023 November 9, 2023 November 27, 2023 December 4, 2023 December 15, 2023 January 12, 2024 January 24, 2024 February 7, 2024 February 12, 2024 September 6, 2024 PROPOSAL REQUEST #B2300208 Page 24 PROPOSAL SUBMITTAL INSTRUCTIONS: The following items must be completed and submitted with your proposal on or before the proposal opening deadline of 10:00 AM on December 151 2023: 1) Pages 9 thru 24 of the Proposal Specifications. 2) W9, if applicable* 3) Any future Addenda must be completed. 4) All other items as requested in the Proposal Specifications. *A current W9 is required for new vendors. If you have previously worked with Weld County, only provide your W9 if there has been a change. Failure to include any of the above items upon submittal of your proposal may result in your proposal being incomplete and your proposal being rejected. If there are any exclusions or contingencies submitted with your proposal it may be disqualified. PROPOSAL REQUEST #82300208 Page 25 The undersigned, by his or her signature, hereby acknowledges and represents that: 1. The proposal proposed herein meets all of the conditions, specifications and special provisions set forth in the Request for Proposal for Request No. #B2300208. 2. The quotations set forth herein are exclusive of any federal excise taxes and all other state and local taxes 3. He or she is authorized to bind the below -named Vendor for the amount shown on the accompanying proposal sheets. 4. The signed proposal submitted, all of the documents of the Request for Proposal contained herein (including, but not limited to product specifications and scope of services), and the formal acceptance of the proposal by Weld County, together constitutes a contract, with the contract date being the date of formal acceptance of the proposal by Weld County. 5. Weld County reserves the right to reject any and all proposals, to waive any informality in the proposals, and to accept the proposal that, in the opinion of the Board of County Commissioners, is in the best interest of Weld County. The proposal(s) may be awarded to more than one vendor. FIRM Baker Tilly US, LLP BY Kate Crowley, Principal (Please print) BUSINESS ADDRESS 2500 Dallas Parkway, Suite 300 DATE December 1412023 CITY, STATE, Plano, TX 75093 ZIP CODE TELEPHONE NO +1 16081 240 6718 FAX +1 (608) 249 8532 TAX ID # 39-0859910 SIGNATURE E-MAIL kate.crowleybakertilly.com WELD COUNTY IS EXEMPT FROM COLORADO SALES TAXES. THE CERTIFICATE OF EXEMPTION NUMBER IS #98-03551-0000. YOU DO NOT NEED TO SEND BACK PAGES 1 - 8 ATTEST: Weld County Clerk to the Board BY: BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO Deputy Clerk to the Board Mike Freeman, Chair APPROVED AS TO SUBSTANCE: Elected Official or Department Head Controller PSRFP0323 PROPOSAL REQUEST #82300208 Page 24 2. W-9 20 Form w-9 October 2018) Deportment d the T► sassy wend Revenue Smv,ce • Request for Taxpayer Identification Number and Certification ► Go to www.as.pov/FormW9 for Instructions and the latest Information. Give Form to the requester. Do not send to the IRS. 1 Name (as shown on your income tax return). Plane is required on this itne do not leave this fine blank Baker Tilly US, LLP Business namddisrewled entity name, d dtharem from above 3 Check appn:0 me box for federal tax claafir..abon of the person whose name is entered on Line 1. Check only on of the lollowrg seven boxes. ❑ ►ndfvlduaL'so$e proprietor or ❑ C Corporation ❑ S Corporation ❑ Partnership ❑ Tnrst/esiete einpl -me nber LLC ❑ Linked Itebiltty company. Enter the tax classification (C -C corporation, SaS corporation, PnPartnerst+ip) ► Nab: Chet* the Qppropdate box in the line above for the tax clsastticstion of the single -member owner Do not check L1C if the LLC is classified as a single -member LLC that is disregarded from the owner unless the owner of the LLC Ls another LW that is not disregarded from the owner for U.S. federal tax purposort. Otherwise, a single-inernber LLC that is twirled from the owner should check the wpmceate box for the tax claaailkcttbon of its owner cic otter (see tun) ► Limited Liability Partnership Maass (manDer, street and apt or surte no.) See trstructbrss. PO Box 73 98 City. state, and ZIP code Madison, WI 53707-73 98 4 Exemptions (codes apply only to certain entities, not individuals; see instructors on page 3). Exempt payee code (if any) Exemption from FATCA rlporting code Of anY) fir. to stunts rraitit.d webs teas) Requester's mane end address (optional) 7 List account nurnber(s) here (optional) Taxpayer Identification Number TIN) Enter your TIN In the appropriate box. The TIN provided must match the name given on line 1 to avoid backup withholding . For indTvldual s, this iS generally you social sectrtty number (SSN). Howes w, for a resident alien, sole proprietor, or disregarded entity, see the Instructions for Part I, later. For other entities, it S yotr employer identification number (EiN). If you do not have a number, see How to get a TIN, later. Note: if the account is in more than one name, see the Instructions for line 1. Also see Meat Name and Number To GA!t the Requester for guidelines on whose number to enter. Part II - Social security number i or Empioyer klentificArtion number 3 Certification 5 9 9 1 0 Under penalties of perjury, I certify that: 1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and 2. I am not subiect to backup withholding because: (a) I am exempt from backup withholding, or (b) i have not been notified by the Internal Revenue Service (IRS) that I am subfect to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am no longer subject to backup withholding; and 3. I am a U.S. ctttzen or other U.S. person (defined below); and 4. The FATCA code(s) entered on this form (If any) indicating that I am exempt from FATCA reporting is correct Codification Instructions. You must cross out item 2 above d you have been notified by the IRS that you ere currently sub$ect to backup withholding because you heve failed to report all interest and dividends on your tax nett n. For teal estate transactions, item 2 does not apply. For mortgage Interest paid, acquisition or abandonment of secured property, cancellation of debt contributions to an individual retirement arrangement (IRA), and generally, payments other than interest and dvkderds, you am not1sequlred to sign the certification, but you must provide yotr correct TIN. See the Instructions for Pert II, later. Sign 1 sun.ro,. of Here u.a person ► moo?) figiizatia, Datie, 01 /03 /2023 General Instructions Section references are to the Internal Revenue Code unless otherwise noted. Futter developmer+ts. For the latest Information about developments related to Form W-9 and its Instructions. such as legislation enacted after they were published, go to www.irs.gov/FormW9. Purpose of Form An kidivi&ral or entty (Form W-9 requester) wt,o Ps required to The an information return with the IRS must obtain you correct taxpayer identification nurrt:fer (IN) which may be your social security number (SSN), lnd+vidual taxpayer klent)fication number 0TIN), adoption taxpayer identification number (AT1N), or employe+ identification number (EIN), to report on an Information return the amount paki to you, or other amount reportable on an information return. Examples of Information returns Include, but ate not limited to. the following. • Form 1099-lNT (Interest earned or paid) • Form 1099- DI V (dividends, Including those from stocks or mutual funds) • Form 1099-MISC (various types of income, prtzes, awards, or goal proceeds) • Form 1099-8 (stock or mutual fund sales and certain other transactions by brokers) • Form 1099-S (proceeds from real estate transactions) • Form 1099-K (merchant card and third party network transactions) • Form 1098 (home mortgage Interest), 1098-E (student loan interest), 1098-1 (tuition) • Form 1099-C (canceled debt • Form 1099-A (acquisition or abandonment of secured property) Use Form W-9 only if you are a U.S. person (including a resident alien), to provide your correct TIN. if you do not return Form W-9 to the requester with a TIN, you might to sttec-t to backup wrtfholding. See What is backup withholding, latter. Cat No. 10231X Farm W-9 (Rev. 10-2018) 3. Addenda We acknowledge receipt of Addendum 1 22 ADDENDUM#2 BID REQUEST NO. B2300208 COUNTYWIDE JOB CLASSIFICATION AND COMPENSATION STUDY On page 19 under heading "General Terms and Conditions" delete the paragraph titled "Performance Bond" in its entirety. A Performance Bond will not be required for this project. On page 18 under heading "Submittal Requirements and Evaluation for All Proposals" add item 4 and Item 5 as follows: 4. Provide a breakdown of fees associated with this RFP. If a line does not apply, please indicated "included" in the amount column. Use additional lines as necessary to define the total lump sum for the base RFP requirements: JOB CLASSIFICATION Item Amount Define Weld County Compensation Philosophy and Present to Board of County Commissioners Job Classifications and Grades Reclassification Based on Duties Comprehensives Market Salary Survey Analyze Market Survey Data and Recommend Adjustments Alternatives and Implementation Strategy for New Pay Plan Prepare an Analysis of Financial Impact for new Pay Plan Employee Meetings to Introduce/Present Study or Results Insurance & Bonds New and/or enhanced market salary survey sources Other (Travel, Per Diem, Lodging, Copy, etc.) Base Bid Total Lump Sum $ 5 Provide a breakdown of fees associated with Continued Support for this RFP Use additional lines as necessary to define the total annual lump sum Continued Support requirements CONTINUED SUPPORT Identify & itemize any costs for continued support Item Amount 1 (Define) 2 (Define) 3 (Define) Additional lines, as needed (Define) Continued Support Total $ Continued support may be renewed on an annual basis for up to three additional years Please provide any annual escalation percentage ANNUAL ESCALATION % ***We need signed copy submitted with your bid Thank you1*** Addendum received by Baker Tilly US, LLP FIRM 2500 Dallas Parkway Suite 300 ADDRESS Plano. TX 75093 CITY AND STATE Kate Crowley, Principal BY kate crowley(0 bakes tiI ly corn EMAIL December 4, 2023 4. Letter of intent from insurance provider All proposals must contain a letter of intent from an insurance company authorized to do business in the State of Colorado stating its willingness to insure the bidder pursuant to the terms of this RFP Providing our insurance coverage information Baker Tilly's insurers will not provide the requested letter of intent. Upon County's request, Baker Tilly will provide a certificate of insurance as evidence that Baker Tilly's insurance coverage meets the requirements of the RFP. Baker Tilly maintains liability insurance coverage in the amounts requested in the RFP and is consistent with similarly sized firms. We have a positive claims history and positive relationships with our insurance carriers. 27 5. Executive summary Baker Tilly is uniquely positioned to assist Weld County in establishing an internally equitable and externally competitive compensation plan to help attract and retain qualified workers to provide quality services to your community. Understanding your needs to help achieve your objectives Weld County, Colorado is located in the northeast section of the state and is home to nearly 324,000 residents. Weld County provides a wide range of services with more than 1,818 employees representing more than 680 unique job classifications. The County is seeking a qualified vendor to conduct a deep analysis of Weld County's existing pay plans and structure to produce quantifiable data to ensure equitable and market competitive classification and pay practices. This study will also ensure that all job descriptions are up-to-date. uniform across the county, reflective of job responsibilities and required knowledge, skills, and abilities. The result of this study is expected to steer the creation or updates of job descriptions, job families, lob titling, and class designation. The successful bidder will work with Weld County to prepare a final report of recommendations proposal to the Weld County Board of County Commissioners incorporating a potential compensation philosophy, pay structure, classifications. titling, job descriptions, and a plan for implementation and continued maintenance. Our proposed work plan for this project includes the following steps, with a more detailed description on the following pages. 1. Project initiation a. Planning meeting with the project team. timeline established b Data request and review c. Leadership and employee communication meetings d Position Analysis Questionnaires (PAQs) collected 2. Position review a. Title review b. Systematic Analysis and Factor Evaluation (SAFE®) job evaluation c. Review and finalize results with the organization's project team Fair Labor Standard Act (FLSA) review: optional e. Jot descriptions. optional f Career ladders, optional 3. Market assessment a. Public peer organizations and benchmark positions identified b. Custom market survey distributed to collect information c. Quality assurance review of market results d. Review and finalize results with the organization's project team a Benefits comparison repot, optional 28 5. EXECUTIVE SUMMARY 4. Pay plan development a. Pay structure(s) developed, grade assignments established b. Review and finalize results with the organization's project team c. Implementation costing scenarios calculated d. Pay policy review and recommendations, optional e. Employee pay equity, optional 5. Final report a. Final report developed b. Final presentations conducted c. Delivery of project documentation d. Training with human resources (HR) staff to maintain new classification & compensation system Enhancing and protecting your value: our future together We are prepared to tailor our service methodologies to your specific needs and develop real outcomes for your organization's challenges — as evidenced by our team's understanding of Weld County and the distinctive factors that impact your organization. We will continue to deepen our understanding of the County's objectives and are ultimately dedicated to helping you achieve your mission. After all, your mission is our mission. Our team specifically focuses on providing compensation consulting services to local government organizations nationwide. We have seen and solved our share of challenges and will bring our extensive knowledge and experience to assist Weld County with its county wide job classification and compensation study. We are passionate about serving local government organizations and equally passionate about providing our compensation expertise. Our enthusiasm for performing this classification and compensation study with organizations like Weld County is not easy to match. 29 6. Meeting your needs with our resources Our firm has the reputation, resources and reach to address the challenges you face as a public sector organization — both now and in the future. Offering our resources: Baker Tilly at a glance We dedicate ourselves to delivering efficiency, quality, creativity, innovation and forward -thinking solutions to public sector clients. Baker Tilly is passionate about enhancing and protecting our clients' impact, which is a collective effort by everyone across our firm. Our public sector team maintains a separate practice group of approximately 350 team members devoted to serving clients like you. Weld County will receive an exceptional experience for your County. Below are some key facts about our firm. 10th largest accounting firm in the U.S. ierC� 6,700+ 500+ $1.558 team members classification and firm revenue compensation projects in FY2023 50+ U.S. office locations 250+ workplace and culture awards COMPREHENSIVE EXPERIENCE TO SERVE YOU Weld County will receive support and q'ridaire from a respecter' firm Clint continues to grow Celebrating more than 90 years serving our valued clients As a future -looking firm, we celebrate more than 90 years of dedication to our clients by honoring our roots and continuing to shape our future. We embrace the fact that business can't stand still — and we won't stand still. As we help our clients identify new needs and opportunities, we continuously innovate and evolve to work better. Our roots took hold in 1931 in Waterloo, Wisconsin, where we began as a public accounting firm specializing in canning factory audits. Since that time, we have grown with more than 40 different business combinations, each with its own rich history, expanding our presence coast to coast and globally and expanding our scope across industries. services and areas of expertise. One thing has not changed over time: our shared passion for supporting our clients in achieving their purpose. 0 Est 1931 As we reimagine our lasting impact, we remain grounded in our timeless core values. Through dedication, creativity and adaptability, Baker Tilly will continue to become more connected to our clients, our people, our communities and our profession. Project contacts and locations AUTHORIZED REPRESENTATIVE ENGAGEMENT TEAM LEADER Kate Crowley, Principal 4807 Innovate Lane Madison, WI 53718 +1 (608) 240 6718 I kate crowley(a�bakertilly.com Jada Kent, Director 2500 Dallas Parkway, Suite 300 Plano, TX 75093 +1 (940) 368 3033 I jada kentcbakertilly corn 30 6. MEETING YOUR NEEDS WITH OUR RESOURCES Public sector specialization Baker Tilly has served local governments since our establishment more than 90 years ago. We are one of the few professional services firms with a state and local government practice dedicated entirely to serving public sector clients. COUNTIES MUNICIPALITIES UTILITIES AND TRANSIT 0 Public sector S specialization Different from our contemporaries, Baker • K-12 SCHOOL Tilly is organized by industry, not servicei DISTRICTS line. What does this mean for Weld County? It means you will be served by a carefully selected team that blends our government -focused professionals with NOT -FOR-PROFIT HIGHER EDUCATION experienced specialists in compensation projects. The County will be working with knowledgeable professionals who understand the specific challenges you face and provide innovative solutions to help you overcome them. STATE ENTITIES ASSURANCE CONSULTING MUNICIPAL ADVISORY �r 1 CIPP I IS TRIBAL GOVERNMENTS State and local government is a complex, unique environment shaped by fiscal, regulatory and operational considerations not found in other industries. Recognizing this complexity and eagerness to serve as a true Value Architectrm to the public sector, Baker Tilly formalized its dedicated public sector specialization more than 60 years ago. More than 350 Baker Tilly professionals — including nearly 30 partners and principals — focus directly on serving state and local governments, providing hundreds of thousands of client service hours annually to the public sector. Our practice serves 4,000 state and local government entities nationwide, including cities, counties, municipalities, school districts, public utilities and transit organizations. Your engagement team is ready to help you find solutions to the obstacles that stand between you and your goals. Public sector: Experience that matters OO ono 4,000+ public sector clients 90+ years of industry experience Serving clients nationwide SUPPORTING STATE AND LOCAL GOVERNMENTS WITH SPECIALIZED EXPERTISE Weld County ui/Il benefit from ;he insight Baker Tilly has gained from serving thr)usw?')ds of public sselor clients across the United States 31 6. MEETING YOUR NEEDS WITH OUR RESOURCES Sharing a culture of values with Weld County to serve as the foundation of our lasting relationship Our core values infuse our culture and drive the way we plan to work with Weld County. They are what we believe in and what we expect from each other. They guide our decisions, inspire our actions and impact how we do business. They are shorthand for what we stand for — and what we stand against. Our core values are fundamental and timeless and come to life through our own experiences and personal expression These core values are highlighted below. BELONGING We foster a deep level of mutual respect where each one of us feels seen, heard, valued and connected. We commit to a diverse and inclusive workplace upheld by fairness, compassion and equality. COLLABORATION We are at our best when we work together. We build on our collective strength to achieve more than we can as individuals. INTEGRITY We do the right thing, for the right reason, every day Honesty, trust and keeping our promises are paramount to our success. • p &AI) cc f► effr.e. T� iiF.,:.1 cur �!►nt 7,- is is a if ►:r 1er;.;' a li✓ i�J SUE pir� `-;`.rp Y. I • SHARED CULTURES. VALUES, PHILOSOPHIES AND GOALS Cc;t'nt/ and B,7r.-er- nib, ;viva a .l.l ` ';q 'it .9ihi ..nu cfrrr, nr.• '.:111 P,y the Ic.mtichtion for trust open communication r7 seamless ► ►r'(1/EU apc)rr icli ail(: no er?cI il1nq re/at/omit-Hp Belonging is a core value at Baker Tilly. It is who we are rather than what we do. Each team member commits to upholding a diverse and inclusive workplace driven by fairness, compassion and equality. Inclusiveness and belonging empower us to achieve better business results. Please refer to Appendix A for more in=ormation on our firm's commitment to diversity, inclusion and belonging. Celebrating our recent combination with Management Partners In October 2022, Management Partners combined with Baker Tilly to create a premier public sector consulting practice. The fast pace of change in local government — from towns to cities to counties — is not slowing down. To continue serving and improving communities, local leaders need trusted consultants to help navigate change. This combination adds a unique and significant layer of experience to Baker Tilly's robust public sector practice. Our project team members are former local government leaders and managers stemming from all operational facets. They have nearly three decades of field-tested techniques and proven methodologies bakertilly Management Partners 32 6. MEETING YOUR NEEDS WITH OUR RESOURCES Organizational management and human capital services OUR COMBINED SERVICES INCLUDE: • Executive recruitment • Executive coaching • Executive performance assessment • Organization assessments • Organization development • Performance management • Process improvement • Strategic and business planning • Service sharing and service consolidation • Management services • Financial planning, budgeting and analysis • Classification and compensation studies MEETING WELD COUNTY'S HUMAN CAPITAL NEEDS Baker Tilly provides a full array of organizational management anti human capital services designed to meet the unique needs of state and focal governments 33 7. Project methodology and approach Our extensive expertise, human capital consulting experience and collaborative approach position Baker Tilly as an exceptional firm to serve your human capital needs. Scope of services The following pages outline our methodology and proposed project scope for Weld County's county -wide job classification and compensation study. Baker Tilly's approach and project tools were developed by Certified Compensation Professionals on our team. We take pride in our ability to provide your organization with sound results and recommendations that, if implemented, are fair and defensible. We are confident that you will find our assertions substantiated by the information presented in this proposal and the comments provided by our references. We look forward to a successful and lasting relationship. r Our process rs hnytrly cottdboratrv& and rs riot une that can be completed without the part►cipatron of our clients. We want to leave Weld County with a classification and compensation plan that will assist II I in achieving your compensation philosophy, will assist in attracting and retaining qualified workers and is aligned to your business needs —to achieve this, we need your input along the way. Therefore, we encourage organizations that are interested in collaborating with Baker Tilly on such a study to be prepared for an inclusive process. Phase 1 Project initiation and data collection Baker Tilly will begin by meeting with the County's project team to establish working relationships, finalize a work plan and help ascertain major issues your organization seeks to address in your compensation study. Next. Baker Tilly will collect documentation from the County, such as job descriptions, organization charts, pay plans, policy handbook, an employee census file, etc. We recommend conducting 1 -on -1 s with your department heads to collect feedback directly from your leadership team about what issues or special circumstances they may be facing in their area, especially regarding title and classification. Next, Baker Tilly will conduct leadership and employee communication meetings to introduce our team and the project process, answer questions about the process and review the PAQ that employees will be asked to complete. The PAQ provides an opportunity for each employee to provide input, in their own words, about the work that is completed in their position. Information collected from the PAQs serves as the foundation for the rest of the study. For that reason, a supervisor review is included in the process Baker Tilly may also conduct individual or group interviews with employees if necessary. *All collected PAQs will be provided back to the County. Phase 2 Title review Over time, position titles may become inconsistent, inaccurate or even inflated. An appropriate job title should reflect the nature and level of work performed in that job. Baker Tilly will review the County's position titles and provide recommendations for adjustments, consolidations and reclassifications, as necessary. Title recommendations may also be made to better align positions within job families and establish or refine career ladders. This review is intended to establish consistency and cohesion in nomenclature and would not be an appropriate vehicle for addressing organizational restructuring issues. 34 7. PROJECT METHODOLOGY AND APPROACH Standardizing formatting, spelling and use of abbreviations can significantly impact the administration of a classification system. These relatively minor adjustments can lend to easier recruiting and hiring as it takes the guessing out of searching through job postings. Additionally, standardizing job titles can help employees better understand their role within the organization as they come to understand better the adjacent roles they interact with. Job evaluation Job evaluation is the process of comparing a job against other jobs within the organization to determine a relative value for each. Baker Tilly has a proprietary point -factor job evaluation system known as SAFE® (Systematic Analysis and Factor Evaluation), developed specifically for evaluating public sector positions. For each compensable factor, there are multiple levels with a point value for each. The result of this process is a total score for each position. This is used to determine a hierarchy of jobs relative to internal equity. SAFE is consistent with the federal Equal Pay Act. The nine compensable factors measured by SAFE include: COMPENSABLE FACTOR WEIGHT DESCRIPTIONS I MEASUREMENT 1. Education 2. Experience 3. Level of work 4. Human relations 5. Physical demands 6. Working conditions 7. Independence to act 8. Impact of actions 9. Supervision exercised 16% 12% 14% 8°/0 50/0 7% 12% 14% 14% 100% Minimum formal education level required by the position Minimum years of experience required by the position Degree of difficulty of work performed by the position Type and level of human interactions Physical exertion performed by the position Environmental conditions experienced by the positions Degree of independence to make decisions and act on them Severity of consequences as a result of decisions Type and level of supervision exercised TOTAL Baker Tilly will use employee -submitted PAQs and existing job descriptions to conduct job evaluations. If necessary, these results will be provided to the County's project team for review. FLSA analysis Baker Tilly will conduct a review of the Fair Labor Standard Act (FLSA) designation to assist the County with the application of exempt and nonexempt status. Our review will be based on existing documentation describing each position as well as new documentation (PAQs) to ensure a complete picture of the work performed is taken into consideration. If our recommendations depart from the existing exempt/nonexempt status, we will provide a rationale for our recommendation as it applies to the Department of Labor guidance for exemption tests. Please note that Baker Tilly's recommendations on FLSA regulations are based on our staff's nonlegal interpretation of the Department of Labor guidance. We recommend that clients obtain independent legal reviews of all positions regarding FLSA decisions. 35 7. PROJECT METHODOLOGY AND APPROACH Job descriptions Baker Tilly will utilize data captured by employee submitted PAQs to develop draft job descriptions. This information will have been reviewed and verified by supervisors to ensure completeness and accuracy of the information. Any adjustments to titles, FLSA designations, minimum qualifications, supervision exercised, and Americans with Disabilities Act (ADA)-related information, etc , will be incorporated into the job description drafts. Baker Tilly will work with the County's project team to develop a template for new job descriptions. including the County's branding and logo, as desired. To maintain a competitive price for the project, we have assumed the new draft descriptions will exclude Knowledge, Skills and Abilities (KSA's) section and that the County's staff will be responsible for reviewing and finalizing the draft documentation. Career ladders Baker Tilly can develop career ladders, as necessary, to help the County demonstrate upward mobility within different job families across each department. Once the title review and job evaluations are completed, establishing a hierarchy of the County's jobs relative to internal equity, Baker Tilly will facilitate meetings with the County's project team and/or department heads to identify existing career progressions and develop new ones, as needed. Sample career ladder deliverable r Facilities Maintenance Technician Careers 4014 BURKE LEAD FACIUT1ES MAINT TECH EDUCA!TON: Associate or T•-%._ hn cal Degree EXPERIENCE: Extensi%e6 Yea CERTIFICATION: Dnver's License UponHue;EPA 608 Crrnfled . Certified in HVAC, Electrical, and/or plumbing r accrrg.inedby a Colkr Institution) FACIUIIES MAINT TECH NI EDUCA I ION: High School:GED EXPERIENCE: Considerable ; > Years CERTIFICATION: C*n ees License Upon HireEPA 603 Certified FACILITIES MAINT TECH N EDUCA TI ON: High School/GED CERTIFICATION: Dnvcr's LK esist Upon Hue EXPERIENCE: Moderate 1 i Years FACIUTIES MAINT TECH I EDUCATION: Htet School-'GED ir CERTIFICATION: Drivers License Upon Hire EXPERIENCE: Moderate 1- + Years Phase 3 Market assessment Peer orgarizations: Baker Tilly will work with the County to establish a list of comparable peer organizations to include in the study. Generally, these organizations will be similar in size and services provided and have similar jobs. These organizations are often those you lose employees to or gain them from; however, it may be necessary to consider public peer organizations similar in size and services but that are outside the immediate geographic area. Early in the process, we like to collect feedback from department heads about what organizations they recommend included. This list often serves as our starting point for establishing an approved list of peers to move forward with. 36 7. PROJECT METHODOLOGY AND APPROACH Private sector companies rarely respond to market survey requests. Therefore, to represent the private sector in the data set, we utilize pay data contained in the following survey sources: • CompAnalyst • Bureau of Labor Statistics • Economic Research Institute (ERI) • Pay Factors To maintain a competitive price for the project, we have assumed the custom market survey will be distributed to up to 14 public peer organizations. Data from three to four published sources will be included as a private sector representative. Benchmark positions We understand that this project includes approximately 680 job classification titles. Baker Tilly will review all of the County's positions and recommend a list of titles to be included in the study. Factors that will be considered include: • Jobs commonly found in other organizations and industries • Jobs that represent multiple incumbents • Jobs that represent as many levels as possible or grades in the County's pay structure To maintain a competitive price for the project, we have assumed 612 positions 90%) will be identified as benchmarks from the list of 680. Data analysis: In distributing the custom market study, Baker Tilly will request base pay ranges for analogous positions. The survey will include a minimum qualification and a summary of work performed by each position to assist peers in matching their positions. Baker Tilly will review and validate survey responses to confirm a 75% overlap in duties and responsibilities, as this is the best practice definition of a "good" match. Adjustments may be applied to establish consistency in market comparison: those include: • Adjustments for differences in workweek hours • Aging the data if it's not for the current fiscal year • Geographic cost of labor adjustments Baker Tilly will deliver three market reports once the compiled data has been analyzed for quality assurance. 1) an aggregate of the average minimum, midpoint and maximum for each benchmark; 2) a comparison of the County's current midpoints against the market average midpoint. Additional market scenarios demonstrating above and below the market will also be prepared to allow the County to select its desired position within the marketplace.; 3) a comparison of the County's full range against the market 37 7. PROJECT METHODOLOGY AND APPROACH Sample market results Administration Finance Finance Multiple Municipal Court Benchmark Position Town Manager Finance Manager Finance Office Clerk Administrative Assistant Municipal Court Clerk # of Matches Personnel/Town Clerk Senior Deputy Town Clerk Planning and Building Building Official Police Lieutenant Police Police Officer Police Sergeant Public Works Equipment Operator Public Works Facilities Assistant Public Works Facilities Manager Public Works Fleet Manager Public Works Journeyman Mechanic Public Works Street Operator Public Works Streets Manager Transit Custodian 14 12 12 19 12 13 $56,707.23 15 13 14 15 12 18 18 14 17 13 15 12 Average Minimum $133,003.42 $87,484.24 $43,750.82 $42,709.35 $51,559.54 Average Midpoint $166,327.94 $105,244.77 $52,916.05 $52,112.32 $63,222.89 $68,626.66 $82,170.77 $87,691.54, $61.385.45 $76,798 53 $49,796.70 $44,470.32 $78.592.35 $75,596.40 $51 758 29 $44,365.97 $75,199.78 $34 809.15 $101,907.19 $103.135.86. $73,172.82 $91.309 10 $60,221.63 $54,913.53 $95,755.79 $94.616.97 $62,686.63 $55,904.46 $91,965.53 $42,461 03 Average Maximum $192,779.77 $128.690.21 $62,081.29 $61,515.30 $76,148.08 $80.165 01' $114.654.55 $121,882.38 $85,020.00 $105,819.67 $70.646.57 $64.697.56 $114,117.09 $111 316.90 $73,614.97 $65.812.66 $106,197.62 $50,112 90 Range Spread 45% 47% 42% 44% 48% 41% 40% 39% 39% 38% 42% 45% 45% 47% 42% 48% 41% 44% Sample market comparison Department g Current 95% of Average 105% of Position Title + / (-) M + / (-) M + 1 (-) M Midpoint, Market g Midpoint o e Market mi Adrninnstrat,on Finance Finance Multiple Municipal Court Personnel/Town Clerk Planning and Balding Police Police Police Public Works Public Works Public Works Public Works Public Works Public Works Public Works Transit Town Manager Finance Manager Finance Office Clerk Administrative Assistant Municipal Court Clerk Senior Deputy Town Clerk Building Official Lieutenant Police Officer Sergeant Equipment Operator Facilities Assistant Facilities Manager Fleet Manager Journeyman Mechanic Street Operator Streets Manager Custodian S 87,140 65 $ 50,797 97 $ 58.840 00 $ 61.818.78 $ 7S!141.11 5106.046 14 $106.046.14 S 75,141.11 $ 91.552.14 S 53,337.87 S 53,337 87 5 85,015.27 $ 87.14065 S 71,562.96 S 50.797 97 Sts7.140.65, $ 43,881 19 S1S5,014 54 599.982 54 $50,270.25 $49 506 71 S60 061 75 S65,195.32 S96.81' 83 $97,979.06 569,514.18 586,743 65 Sbt,Z10. bt S52,167 85 $90,968.00 $89.686 12 559 552 30 $53 109.24 S87,367.25 S4U.J37 V/ AVERAGE ♦ 143% ♦ (1.0%) ♦ (15.9%) ♦ (2 8%) ♦(13.2%) ♦ (8.7%) ♦ (7.6%) ♦(7 5%) ♦ (5.3%) ♦ 7.3% ♦ (2.2%) ♦ 7.0% ♦ 3.2% ♦ 16.8%) ♦ 4, 5% ♦ 0.3% •i81S4) ♦ (3.9%; S166,327 94 5105.244 77 $52,916.05 $52.112.32 $63,222 89 568,626 66 5401.907 19 5103.135 86 $73,172.82 $91.309 10 $60,221 63 $54.913 53 $95.755 79 S'34,blb'd/ $62,686 63 $5594446 591,965.53 $42.461 03 • VERAGE • 208% .44.2% ♦ (11.4%) • 2.3% 7(8.7%) ♦ (3.9%) ♦(2.7%) ♦(2.6%) •(0.3%) • 129% •30% ♦ 12.6% ♦ 8.6% Vi(12.4%) ♦ 10.1% ♦ 5.5% 7(3.2%) •1.2' $174,644 34 5110 507 01 $55,561.86 $54,717 94 $66,384.04 572.057,99 5107,00 2 55 S tutt,2w b5 $76.831 46 $95 874.56 $63 232 71 $57 659 20 5100.543.58 599.347.81 565.820 96 S58,699 68 S9b bti i t3U $44.584.08 AVERAGE Sample range comparison Department Position Title DPW Public Works SL Current Clare at Current Minimum Mldpotal Maximum • 26.8% • 9.4% ♦ (7.0%) • 7.4% ♦ (4 1 %) ♦ 0.9% ♦ 2.1% A 2.2% ♦ 4.7% ♦ 16.6% • 6.1% ♦ 18.3% ♦ 14.0% • 155% ♦ 10.8% ♦ 1.6% • 6.3% Average Average Average 4. (•) Mkt' • l (•j Mkt Minimum Midpoint Maximum • r (-) Mkt 560 401 577.012 593.6fl OTM.Aamnstl8yc.�n Deputy T:wn a4rartiager Fiance AccotVitq Clerk 568 593 5x4.906 S1034218 529 054 537 044 545.034 Multiple PO Ma ntenarlce Tech 530.507 538,896 547.286 Admanstranve Assistant 529 054 537.044 545.034 PO Police Caotaar 554,788 569 852 584,918 538.935 549.643 560 350 PO Pvttce Ueutenant PO Paoce Officer (Certrhed) Po1+c e S eroeant Fleet ServIces Soecialst 535.315 545 027 354.739 PD 542.926 554 731 5615536 VEKCLE PJ&t S33 634 $42.86~ S52 132 WSM w'P Meter Reader S29 054 Water Pal Operator t. Lead Operator S37.061 Wafer Plait Chief Operator 537.044 547 279 S58.959 40 S78.044 02 531,497 95 530.093 68 529.886 36 572.314 88 $63,?44.67 543, 005 06 555 40'8.63 532 725 15 S45 034 1 $28.098 49 S57 476j 543,753 35 WrP 547,326 560 341 573 355 549,516 74 WTP WWTP t tety Maintenance Technician 540 882 529.054 552.125 S37 044 563.367Iinsioc..a. 545,0.41 S30.560 55 $57 4761 541,756 54 WWTP Wastewater Plant Or+grator Class 1, Lead 0 537.081 $47 279 WWTP Wastewater Plant. Chief Operator $47,326 $60.341 573,3551 S53..549 44 • (2 a%+ • 17.2% • 8.4% ♦ (1.4%) ♦2 9% • 32 0% •62.4% A21.8% • 29.1% • r27%); x,33%) • 18 0% AVERAGE $77,227 86 5'05118,'4 S39,628 54 539.23229 539.734.1x3 S92 113 82 581,078.8:, S56.614 39 571,788 13 $43,147 35 $37,156 08 $56, 442 19 •0.39 • 23 8% •7.0%. • 0 9% • 7.3% •319% • 63.3% • 25.9% ♦31..2% • 0 6% •0 3% 595 488.31 5132. i92 27 547.759 13 548.370 70 549.581.66 S111.912 77 598 913 03 570 343.73 $88,16762 553.569 35 S4b-213 37 a 19.4% 569,131 OS ♦4.6% S67.068.R3 ♦ 11.2% $84,660.93 hiw 3..# tl14_ Mlag..ei Wr7 • 5.2% 540.599.86 •9.6% • 126% S54.698,65 15 7% • 13.1% 56803928 •12.8% • 13 1 ailAvERAGE • 14 RAGE $50 63917 $67.640.65 $82 52912 • 2.0% • 29.1% • 6 1% • 2.3% • 10.1% • 31.8% •63,9% •29.5% • 32 5% • 2.8% ♦ 2.6% • 20.3% ♦154% ♦ 124% ♦ 17 7% ♦ 12.5% 38 7. PROJECT METHODOLOGY AND APPROACH Benefits comparison In addition to base pay, Baker Tilly's custom market survey will collect data on peer pay plans, pay policies and practices, health insurance, retirement and paid time off, and other supplemental benefits and pay differentials. Benefits results will be compiled and compared to your organization's fringe benefit offerings and included in the final report. Sample comparisons S1.600110 S1,400 00 51.200 CO 51,000 00 5800.00 5600 00 5400 00 5200 U0 SOCK' PPO Employee Only $549.23 5500.00 Si, 368.00 ■ Client Slowest Pee, O Highest Peel S SAM 130 52,500 00 S2,000 a) 51,500 00 51.000 00 S50000 00 Average Annual Salary Increase 52,488.78 $1,785.02 a Client •lowest Peer O ►I.ghest Peer I5% a0% �5% 30% 2 S% 10% t 0% G ++ FY 2020 F`/ 2'121 re ?022 FY 1,12' Pen! Aver -It- (1.40 Phase 4 Pay plan development Baker Tilly will facilitate discussions with the County's project team regarding pay plan design preferences and an approach for classifying positions to the pay plan. Depending on the size of the organization and the diversity of jobs, Baker Tilly may recommend multiple pay structures to assist the County in achieving its compensation philosophy and business needs. To maintain a competitive price for the project, we have assumed the development of up to three pay structures for this study. Once pay structures are established positions will be classified to pay grades, considering internal and external results. More specifically, total scores from the SAFE job evaluation process and market average midpoints will be used in part or whole to assign positions to grades. Some States have legislation that requires using one methodology over the other. Either way, Baker Tilly will prepare a regression analysis to test the relationship between the two data sets and assist in identifying outliers. Baker Tilly will review the preliminary grade assignments with the County's project team and may recommend an additional group review with the County's department heads to collect feedback. 39 7. PROJECT METHODOLOGY AND APPROACH Sample regression analysis Implementation and costing analysis Up to this point, the study has focused on the value of the position. Once the grade assignments are finalized, Baker Tilly will estimate the cost for the County to implement the new classification and compensation plan. This includes establishing rules for placing employees in their new pay ranges. Baker Tilly will prepare the following scenarios for the County's consideration: • Moving employees to the minimum if their current salary is below the minimum • Organization -wide % increase • Adjustment for years in position to assist with pay compression. Baker Tilly will work with the County's project team to determine two additional implementation scenarios if necessary. Criteria to be considered include current salary, time in position, time with the organization, current position within the range, desired market position, pay compression. pay policies that may impact or dictate employee placement, and performance if this is considered. Count of Employees by Years in Position 50 400 350 300 2 0 200 150 1O1 l) 394 392 249 161 172 75 48 48 n 24 Fn 6 7 8 6 11 n :0 P-, 1 2 3 1 8 4 4 5 13 I,1 1, 1F ;1 a )1) 3 3 3 3 ealS 40 7. PROJECT METHODOLOGY AND APPROACH Pay policy recommendations Changes to your classification and compensation system may impact existing pay policies and practices. Therefore, Baker Tilly will work with the County's project team to identify impacted policies and make recommendations for adjustments. These may include the following scenarios: • Compensation Philosophy. What does the County believe about how its employees should be compensated? We will help you define and articulate the County's philosophy through pay policies. • Pay administration. How will the classification and compensation plan be administered and maintained? • Pay progression. How will employees move through their pay ranges? • Pay structure adjustment. How and when will adjustments be made to the pay structure? • Hiring, promotion, reclassification. Establish guidelines for which employees can be paid above the starting minimum if standard % increases will be provided for internal promotions and reclassifications. • Supplemental pay. Pay for special skills or competencies greater than the minimum requirements, shift differentials, on -call or call-back pay, etc. Employees pay equity review - OPTIONAL The majority of the study is focused on the equity of the position based on the nature and level of work as it compares to other positions within the organization (internal equity) and outside the organization (market). This review aims to assess and identify any unintended gaps in pay for the individual compared to similarly situated employees (performing similar nature and level of work). This includes analyzing salary data in relation to an employee's demographics (such as race, gender, and age) and other relevant factors available (qualifications, performance, promotions, etc.) Baker Tilly's analysis will follow best statistical modeling practices and court rulings in employment discrimination cases. Recommendations may include adjustments to pay policies, compensation philosophy, and/or one-time adjustments to base salaries. Isec '•L et ••• I .. •. • •11 • . .• • • .• ♦ • •1�• IC . 'r , I. • . • `• 1 % . a. i r lit • • . • • .. •t).� ,• t • Demographic information must be provided to Baker Tilly for this assessment to be completed. Phase 5 • Project completion and communication A final report will be prepared to explain the methodology followed, the results produced and recommendations to the County based on those results. The report will specifically document position title recommendations, market survey results (average minimum, midpoint and maximums), proposed pay structure(s), recommended grade assignments and implementation costing calculations for each scenario. This report will not document or publish employee -specific information. 41 7. PROJECT METHODOLOGY AND APPROACH Our methodology is based on best practices outlined by World at Work and the Society for Human Resources Management (SHRM). We will proudly stand behind the results of your study through implementation to include a presentation to the County The County has made an important commitment to its staff in taking steps to undergo its first job classification and compensation study such as this one. Therefore, Baker Tilly highly recommends presenting the results of the study to employees so that they can understand what information was considered and what information was NOT considered and ask any questions they may have about the process and its results. Finally, Baker Tilly will provide training to the County's human resources staff that will be responsible for administering and maintaining the new classification and compensation system in the future. Instruction manuals pertaining to the SAFE job evaluation system will also be provided. Ongoing maintenance While the County's team will be fully trained and able to maintain its new classification and compensation system, Baker Tilly often provides ongoing maintenance to clients after completing a classification and compensation study. Post -contract advisory and maintenance services include: • Pay structure updates (research and application) • Addition of new or revised positions • Reclassification requests • New job descriptions • FLSA status review • Formal appeals process This is not included in this project's scope but is recommended if the County might foresee a need to address any of the above -listed tasks through an unaffiliated third party or if the HR staff may need more capacity to manage these requests internally. Weld County's responsibility Project team. Baker Tilly will work closely with the County's project team and recommends establishing standing bi-weekly meetings for the duration of the project. It may be necessary and/or beneficial to include the County's department heads in a review of preliminary grade assignments. Therefore, we ask that the County's project team work with us to facilitate the scheduling of meetings with necessary stakeholders and decision makers to aid in the successful completion of the study. Data collection. Baker Tilly will prepare a detailed data request outlining what is necessary to perform these services. Data will be requested in a format compatible with Baker Tilly's computer system and project tools (Microsoft Excel and Word). Baker Tilly will examine the data for missing information and consistency upon receipt. Position analysis questionnaires. The price and scope of the project outlined assume the collection of online PAOs for all position titles included in the study. If there are vacancies, absences or employees unwilling or unable to participate, Baker Tilly will work with the County's project team to identify the appropriate alternative staff to submit documentation for those positions. Salary and benefits data. Baker Tilly s ability to provide fair and defensible recommendations about pay and benefits is contingent upon the availability of that data. Baker Tilly may request the County's project team or leadership to contribute to outreach efforts to collect necessary data from public peer organizations and keep the project on schedule. 42 7. PROJECT METHODOLOGY AND APPROACH Review of and feedback on preliminary results. Baker Tilly encourages clients to be involved in significant decisions about preliminary results that will drive the study's final results. However, we understand that your commitment to providing uninterrupted support and services to the community must come first and that the County's project team may not be as available as expected to review and approve information when provided. Baker Tilly is familiar with the ebb and flow of local government operations and will be flexible in coordinating with the County to keep the project on track as much as possible. Serving Weld County remotely or in person as needed We are prepared to deliver an exceptional study entirely remotely if so desired. The County's engagement team has various tools to assist you from any location. However, should the County desire in -person meetings, we are equally prepared to do so. The most common milestones that our clients prefer to have as 'in -person' meetings are in the beginning to kick off the project, the end to conclude the project, and occasionally in the middle to review preliminary grade assignments with department heads. 43 8. Project timeline Your time is valuable, and one significant way we will add value to your organization is by delivering our services on time. Co -developing a timeline to meet Weld County's deadlines Baker Tilly is prepared to initiate your county wide job classification and compensation study within two weeks of receiving the official notice to proceed. A detailed project schedule will be provided at the commencement of your study. * Please note that there are factors impacting the project schedule that are beyond the consulting team's control, such as holidays that impact office closures; HR operations that take up significant resources such as benefit enrollment, payroll, and budget cycles; as well as client availability to review results and approve the direction of the project. Baker filly will promptly advise the County if any factors impact the project timeline. ANTICIPATED PROJECT TIM LINE IN MQIIMS PROJECT PHASE Phase 1 - Project Initiation Phase 2 - Position review Phase 3 - Market assessment Phase 4 - Pay plan development Phase 5 - Project completion JAN FEB AP ■ MAY JUN JUL COMMITMENT TO SUCCESSFULLY DELIVER SERVICES TO MEET WELD COUNTY'S REQUIREMENTS '4,0 Cniu r/'' (3716,1 Able We will i;U-t?&velOp .7 (I/UPlr/?F' to nrov,'Je The Col l/); % S services on ir'/ir� 1 ahead of ,>rti&chine 44 9. Your Value Architects T"" Weld County will work with a consistent team of Value Architects TM who understand your organization and can add value from day one. The combination of your engagement team's human capital experience and service knowledge translates into tangible results for the County. Aligning key engagement team members with your goals Your handpicked team of professionals offers a collaborative focus supported by the breadth and depth of our firm's national resources. We believe in strong personal relationships, which means a personal interest in Weld County from some of our most experienced team members. Engagement team members are introduced below; complete resumes are available in Appendix B. Your proposed project team includes experienced professionals who: • Provide a range of expertise to cover the range of service requirements • Provide input from a geographic, industry and subject matter standpoint • Provide a national perspective of experience and institutional knowledge to achieve your objectives • Represent the commitment to take personal and professional responsibility for your project INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR WELD COUNTY Engagement leadership Kate Crowley — Managing principal 4807 Innovate Lane, Madison, W153718 +1 (608) 240 6718 I Kate crowley(atbakertiily corn Kate leads Baker Tilly's public sector advisory practice and has spent her career serving local governments. She oversees a diverse and talented team of organizational workforce, economic development and process improvement consultants. Kate will provide general project oversight on Weld County's project and ensure your satisfaction with our services and deliverables. Jada Kent, CCP — Director 2500 Dallas Parkway, Suite 300, Plano, TX 75093 +1 (972) 748 05141 tada kentcbakertilly. cone Jada is a director with Baker Tilly's public sector advisory practice and has a background in human capital consulting, including classification and compensation, organizational assessments and executive recruitment. Jada serves as the practice leader of the compensation consulting team and has been with the firm since 2015. She earned a Master of Public Administration from the University of Texas at Dallas, is a member of the North Texas Compensation Association (NTCA) and is a Certified Compensation Professional (CCP). 45 9. YOUR VALUE ARCHITECTS TM INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR WELD COUNTY Human capital consultants Carol Jacobs -- Managing director 18500 Von Karman Ave, 10th Fl., Irvine, CA 92612 +1 (949) 809 5588 I carol. acobs(bakertillv.com Carol is a managing director with Baker Tilly She has held a wide range of roles across local government and consulting, including multiple stints as a city manager, and served most recently as assistant city manager of the City of Newport Beach, California. In that role, she had responsibility for functions as varied as fire, library, harbor, information technology, utilities and homelessness, with service as interim finance director and harbormaster. Carol also served as city manager for the Southern California cities of Eastvale and Stanton; as interim city manager for the City of Grand Terrace, California; and in a series of roles with increasing responsibility for the City of Costa Mesa, California. Carol's consulting experience includes managing a financial solutions practice area that served local governments, with responsibility for managing client needs, preparing financial studies, and conducting management and organizational reviews. Edward G. Williams, Ph.D. — Director 2500 Dallas Parkway, Suite 300, Plano, TX 75093 +1 (214) 842 6478 I edwaro willhamsObaicertitiv_corn Edward has more than 20 years of collective experience in human resources and organizational development at various levels and across multiple disciplines, including state and municipal government, community and educational institutions. His areas of expertise include human development, process improvement, workforce planning, executive recruiting, strategic planning, management and leadership development, classification, compensation, benefits administration performance management, employee recognition, employee wellness and benefits administration. He has served as director of human resources and organizational development for the City of Missouri City, deputy personnel director for the State of Missouri and training and performance consultant for the Metropolitan Community Colleges Business and Technology Center in Kansas City, Missouri. Edward holds a Ph.D. in educational leadership and policy analysis from the University of Missouri, an Educational Specialist degree in higher educational administration, a Master of Higher Education Administration, and a Bachelor's in education from the University of Missouri. He is bilingual and proficient in Spanish. Compensation team Jay Borcena — Analyst 11150 Santa Monica Blvd., Suite 600, Los Angeles, CA 90025 +1 (312) 775 - 6865 I ,ay borcena(a2bakervliv corn Jay Borcena is an accomplished and customer -focused professional with over 15 years of leadership experience in human resources. With expertise in compensation, benefits, HRIS, project management, and talent acquisition, Jay has consistently developed and executed HR strategies aligned with organizational objectives. His passion for empowering clients to reach their full potential and commitment to cultivating inclusive work environments have been instrumental in his success. A strong educational background, proven track record, extensive experience, deep expertise, and passion for helping clients achieve their goals make Jay a valuable asset in the field of Human Resources. With his collaborative approach, data -driven decision -making, and 46 9. YOUR VALUE ARCHITECTSTM INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR WELD COUNTY commitment to fostering inclusive work environments, he is well-equipped to drive organizational growth and navigate the complexities of the modem business world. Nicholas Cahala - Analyst 790 N. Water Street, Suite 2000, Milwaukee, WI 53202 +1 (414) 459 9242j nic cahaia(c!bakertillv.com Nic is an analyst with a background in government municipality experience with the City of Milwaukee. His experience includes working as a human resources representative in the department of public works. His focus areas included recruitment and retention, administration of rules and policies, ADA and FMLA administration, and other compliance matters. Nic holds a Master of Business Administration and a Bachelor of Arts in psychology from the University of Wisconsin —Milwaukee and has obtained the Professional in Human Resources (PHR) certificate from the Human Resources Certification Institute (HRCI). Janet Jackson - Consultant 2055 E Warner Rd, Tempe, AZ 85284 +1 (480) 624 29211 Janet. Jackson @bakertillv,conn Janet is a consultant with public, non-profit, and private sector experience. Three years were spent in Tennessee and Arizona local government as a Compensation & Benefits Analyst. Before joining Baker Tilly, she served as a Total Rewards Manager for a non- profit organization. Janet's focus areas and core functions include developing and implementing all compensation and benefits plans. She holds a Master of Business in human resources from Belhaven University. J.D. McCauley — Senior consultant 205 North Michigan Avenue, 28th Floor, Chicago, IL 60601 +1 (972) 748 0361 j jd.mccauleybakertclly.com J.D. is a senior consultant with nine years of experience in local government human resources. Before joining Baker Tilly, J.D. served in HR roles in city and county governments in the Southeast and was a consultant providing compensation compliance services to not -for-profit and public sector clients J.D. holds a Ph.D. in policy studies from Clemson University, a Master of Business Administration from Georgia Southern University, and a bachelor's degree from California State University. J.D. is a Senior Professional in Human Resources (SPHR), Senior Certified HR Professional (SHRM-SCP), Certified Employee Benefits Specialist (CEBS) and is in the process of obtaining a Certified Public Manager designation. Thomas Patton, CCA — Analyst 4601 OTC Boulevard, Suite 810, Denver, CO 80237 +1 (651) 223 3033 I thomas patt©n@bakerttlly corn Thomas is an analyst with a background in human resources management and human resources development. He assists the team with data collection and job description writing. His focus is coordinating the data collection process and ensuring the team gathers quality information for the project's success. In addition, he assists the team by crafting high -quality job descriptions that accurately reflect the essence of the position being analyzed. Before Thomas's current role, he supported the team as an administrative assistant. Thomas earned a Bachelor of Science in human resources development from the University of Minnesota — Twin Cities and is a Certified Compensation Analyst (CCA). 47 9. YOUR VALUE ARCHITECTS1M INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR WELD COUNTY Lexi Scholten, CCA — Senior consultant 225 S Sixth Street, Suite 2300, Minneapolis, MN 55402 +1 (612) 876-4573 I lex. scnoIten(dbaKerthhiv.com Lexi is a senior consultant whose background consists of municipality and county experience. She has more than six years of experience in Minnesota local government administration and human resources management. Before joining Baker Tilly, she served as the central services/human resources director for a county in southern Minnesota and a clerk/treasurer for a small city in southern Minnesota. Her focus areas and core functions included administering, developing, and implementing all personnel functions, acting as delegated authority for union contract relations, and coordinating all compensation functions. Her local government experience also includes presenting to elected officials, providing technical and administrative support to councils and boards, serving as head election judge, and maintaining official public records. Lexi earned a Bachelor of Science in management with a focus in human resources from Minnesota State University, Mankato. Lexi is a Certified Compensation Analyst (CCA). Sarah Towne, CCA — Manager 8626 N Himes Avenue, Tampa, FL 33614 +1 (813) 252 1433( sarah towneabakertilly corn Sarah is a manager with a background in higher education, local government, and human resources management. Before joining Baker Tilly, Sarah was an adjunct faculty and course coordinator for the online MPA program at the University of North Carolina's School of Government. She is a Southeastern Conference for Public Administration member and served on the Section for Personnel Administration and Labor Relations (SPALR) board for the American Society of Public Administration (ASPA). She earned a Master of Public Administration and a graduate certificate in women's studies from Appalachian State University. Sarah is a Certified Compensation Analyst (CCA). WELD COUNTY WILL RECEIVE TANGIBLE RESULTS WITH BAKER TILLY ?r':l.nc itr:(f7I )fi ..'' Their ; t r.2t I CP Ffl-1/ b '/2 ,'V'U. \e ' fie '17 t-' 15 .'ill.;!:J E? i.' r: r;!.' if 11i.•'r !'i.l'; r{ . re% 1s:f: ]ril91Zr 48 9. YOUR VALUE ARCHITECTS."' Cultivating an engaging culture to offer a consistent public sector team that will serve you for many years We view our commitment to staff continuity as the cornerstone of building a lasting relationship with Weld County. You can expect to see the same engagement team members for additional recruitment services in the future. Exceptional professionals thrive at Baker Tilly because we foster an engaging culture through diversity and inclusion, work -life balance, continuous learning opportunities. career advancement and employee recognition. As evidence of our team member -focused culture, Baker Tilly proudly presents a variety of recognitions and awards. EVIDENCE OF OUR TEAM MEMBER -FOCUSED CULTURE AND COMMITMENT TO EXCELLENCE Baker Tilly was included in People Magazine's 2022 Companies That Care list, which recognizes companies who put their employees and communities first 1011 coSS CARE Ranked as a top 10 accounting and advisory firm for workplace prestige and quality on Vault Accounting's Accounting 50 list; culture is the number one reason that team members join our ranks and stay at our firm Recognized as one of America's Best Large Employers in 2021 and 2022 by Forbes AMERICA'S tits+ t 4$bt EMPLOYERS flushes aillite AMERICA'S tit:SI LAtittt EMPLOYERS Er)rl)cs 2022 Baker Tilly has again been certified as one of the Best Workplaces in Consulting and Professional Services one of only 25 companies recognized on this list Great Place To Work Certified JUN 2023 -JUN 2024 USA Received 250+ culture awards and workplace recognitions firmwide Best Workplaces" M ca,cc..go Great Place T� Work USA 2021 BEST jl Staffing TALENT SATISFACTION 2Oil BEST PLACES Da to work in Suit Maim =guspss TOP' 202 TOs tACE INDIANA zo22 O U N) 2022 Pli £011 /MI• suliNltl aOY•r*t DEl stir ►t acts 10 wen -Best-daces toWork t,Ot1 MI BEST PLACES TO WORK . a A %% f o; IIIjournal sentinel CULTIVATING AN ENGAGING CULTURE Our commitment to atts,nctinq and retwrung a top-quality workforce benefits li ch/ ( tfr:-1n (though engaged team menthe's and staff continuity 49 10. Valuable perspectives We are always happy to provide references because it is important for you to talk with the organizations we serve. Our similar client base equals experience -derived insights for Weld County. The bidder must prrJvrcic: references for the two (2) clients for whom they hove completed a study of this size and scope . _ Demonstrating successful relationships with similar clients We encourage you to connect with the clients below to learn more about the value of their relationship with Baker Tilly. Each client will offer a different perspective as you consider your own needs. SUMMIT COUNTY, CO Name Phone Services Linda Peavey +1 (970) 453 3459 Title Human Resources Director Email Linda.peaveV(sumrnitcountvco.gov The County has approximately 550 employees in 175 titles. The project was a comprehensive classification and compensation study to include job evaluation, FLSA review, market assessment, pay plan development, pay policy recommendations, implementation cost, and a communication plan for delivery. BEXAR COUNTY, TX Name Manuel Gonzalez Phone +1 (210) 335 0786 Services Title Human Resources Director Email Manuel.Gonzalez(ETbexar orq The County has more than 5,000 employees in 1,200 position titles across 47 departments. The project included a base pay market assessment by collecting data from 777 peer organizations on 17 benchmark positions. Baker Tilly prepared 6 new pay plans for the County for the following groups: Executive, Exempt, Non -Exempt, Law Enforcement, Attorneys, and IT. Positions were assigned based on market results with consideration to existing grade groupings, supervisor -subordinate separation, etc. Implementation calculations were prepared for the County and presentations to elected officials and staff were scheduled. PROVIDING VALUABLE PERSPECTIVES FROM CURRENT CLIENTS Al Boit .`r T„ ly ; elaliorrslt,p:: riki/ier Our 1,.:1;trai : 4..:h11p::13T''' have re.COld Gif�U�:'.r`.: S;t;l�/ "�;; �Jr?t:l�t.i .. �cl protect/nu ��r 5;1 n71l•"l i' . ;i;er1 is "live — t er, i itiot) ;n r71,.13f sen.:e-1p seC I ins'►j fits for I4::a9-1 Couni'/ 50 IINIMINIIIIIIMINIIMMI 11. Value for fees Value means more than simply checking boxes and meeting your requirements. Value means services that lead to meaningful insights and that give Weld County and your citizens peace of mind. Delivering a professional fee estimate for Weld County Required pricing information is provided in Section 1 of this proposal. We are excited about the opportunity to work with Weld County and have prepared the below fee quote to meet Weld County's needs and objectives. Our fees allow for thorough and insightful advice from experienced professionals without unnecessary add-ons or startup charges. Baker Tilly will perform the tasks as described in this proposal for the County for a fixed professional fee of $194,100. This fee is based upon conducting a comprehensive classification and compensation review of approximately 680 positions for 1,818 employees. Additional deliverables are shown in a separate table. Our fixed price fee (without additional deliverables) equates to $106.77 for each employee. COSTING BREAKDOWN Project initiation, data collection. Planning meetings with the County's project team, data requests, communication meetings with leadership and employees, and distribution and collection of online PAQs. Position review. Utilizing employee submitted PAQs to review job titles and recommend adjustments, as necessary, conduct preliminary job evaluation of all positions, and review and finalize job evaluation designations with the County's project team. Market assessment. Custom market survey distributed to 14 public peer organizations requesting base pay information on 612 positions (90%). Published data from the Bureau of Labor Statistics, Comp Analyst and Economic Research Institute will also be included Pay plan development. Development of up to three new pay plans and position grade assignments with consideration of internal and external information verified through regression analysis. Review of grade assignments with the County's project team and leadership group. Implementation costing analysis across three scenarios. Project completion. Final report and presentation of results to elected officials, senior leadership, employees or designated staff. Delivery of all project documentation and training with HR staff to maintain the new system. Project management. TOTAL Baker Tilly will invoice the client monthly based on project hours incurred. PRICE $27,800 $22,700 $99,200 $29,600 $8,000 $6,800 $194,100 51 11. VALUE FOR FEES ADDITIONAL / OPTIONAL DELIVERABLES Comprehensive FLSA analysis of all 680 positions Career Ladders. Assumes up to 50 career ladders to be built for entry level positions up to supervisor across the organization. New draft job descriptions based on employee submitted PAQs on client approved template. $250 each Not to exceed $170,000 for 680 new descriptions. Alternatively, existing job descriptions can be updated at $125 each to include any changes to positions related to the study (titles, FLSA, education or experience requirements, ADA sections, supervision exercised). Not to exceed $85,000 for 680 description updates. Benefits analysis. Includes a collection of pay plan, pay policies, paid time off, health insurance, retirement, and other pay and benefits program information from public peer organizations to compare against the City's offerings Pay policy review and recommendations. PRICE $8,200 $7,500 $250 each for new $125 each to update $9,300 $6,100 Employee Pay Equity. Testing gender, race, and age to determine disparity in pay, if any. $18,000 Out-of-pocket expenses Baker Tilly will charge Weld County at cost for direct out-of-pocket expenses, including travel expenses, printing and shipping, and 3r° vendor for the online PAQ process. Expenses for this project are not to exceed $9,000. Additional work Should Weld County request and authorize additional work, we would invoice the County at an agreed - upon fee or our standard hourly fees. STANDARD HOURLY RATES Staff level Principal, partner, managing director Director, senior manager Manager Senior associate Associate Hourly rate $575 $475 $295 $230 $185 BAKER TILLY'S STANDARD HOURLY RATES at? 'x/11 S:dti _1(U ') otirlti rjt.es kilts ;v,/I al'. ;! piii !f the iSsistancc you need rS out of scope .of v! le ter perfom rick -Mona/ work without --iporoval Baker Tilly will invoice the client monthly based on project hours incurred. 52 11. VALUE FOR FEES ADDITIONAL WORK WOULD INCLUDE BUT IS NOT LIMITED TO: • Additional peer organizations • Additional benchmark positions • Additional pay structures • Additional implementation scenarios • Additional job descriptions • Additional job audits • Additional on -site meetings • Additional reports • Work related to a special request • Additional benchmark positions Best and final offer Our experience has shown that the most significant risk in pricing a study of this nature is Weld County's ability to conduct an "apples -to -apples" comparison of the services recommended by different providers. Factors that impact the pricing proposed by responding firms range from variations in approaches to measuring internal equity to quality control standards of market data and even perceived best practices in the design and implementation of a pay structure — then, how responding firms price those aspects. The Baker Tilly engagement team understands the impact these differences can have on project deliverables, including the overall ability to adopt results. We would welcome the opportunity to discuss the advantages and disadvantages of our approach to assisting your organization in making an informed decision about its county wide job classification and compensation study. If Baker Tilly is identified as a provider of choice, but our professional fees or timeline exceed those of other submittals, we would be pleased to review the competing scope of services and prepare a best and final offer relative to those modified deliverable expectations. Exceptions Per the Q&A, we hereby take exception to RFP Section 6. If selected, we will require the ability to propose additional terms and negotiate mutually acceptable revisions to this section prior to executing a final contract. 53 11. VALUE FOR FEES Supporting you with our value for fees approach We will provide the highest quality service for a fair and reasonable fee. Below is an overview of our value for fees approach and how it benefits Weld County. 0 M o A o M M A team that works with a similar client base and is ready to lead a smooth recruitment I �J High level of experienced manager involvement for a successful recruitment Frequent check -ins and timely responses to your inquiries cC O 0 rv1rn Practical, flexible and collaborative approach designed for your unique needs Controlled costs through a service approach designed for your organization Full range of service solutions to grow with your needs O •cry One Knowledge retention through a commitment to staff continuity nfl� Use of innovative technology and software tools to support real-time communication and efficiencies COMMITMENT TO VALUE FOR FEES c;drl <;)ect ;c.;i-cpttor111 Jervi';e IJcr. ..v'th luu cn n;petltve fee cir'tAi;'r,annert flit r:t)r'rinllfiss !_inie turnr,Gl!rllrr our re1cit,onshin S jJ deu'mr 54 12. Providing similar services Your proposed engagement team has conducted hundreds of similar studies nationwide, resulting in successful implementations in governments, large and small. Similar client experience We focus our knowledge, skills and expertise on the public sector and have partnered with organizations all over the country to provide compensation -related services Our engagement team has conducted more than 500 • Our SAFE job evaluation system is a fair, consistent, successful compensation defensible and objective methodology for comparing projects. position characteristics. In today's environment, organizations need to know that their methods are proven and sound. SAFE gives you a tested methodology that distinguishes the value of your positions using nine compensable factors. • With Baker Tilly, you do not just get a study; you get a customized system. When we perform a study for our clients, we train them to utilize and maintain it. When we leave, you will have a completed study and a classification system to grow with you into the future. As positions evolve, new positions are created, and market conditions change, your HR staff will be able to make the appropriate adjustments using the SAFE job evaluation system. • We know that a good study rests on quality data. Our recommendations are data -based, and our process follows best practices guidelines in the collection and analysis of that data. In working with public sector organizations, we know that the results we submit to you may become public record. This means our reputation stands on the quality of those results and the validity of our recommendations. This is why we have quality assurance protocols in place to safeguard the quality of our data. • We will assign Certified Compensation Professionals to analyze your market data and build your new pay structures. Our team understands that compensation analysis is both an art and a science. We have a strong cadre of trained, experienced professionals working together to ensure appropriate and competitive pay structures are presented for consideration. Listing our relevant experience 500+ projects completed Following is a sample of organizations for whom Baker Tilly is currently or has recently provided classification and compensation services over the last few years. We realize the list is lengthy, but so is our experience working with organizations very similar to and very different from yours. We hope you will trust that our length and depth of experience means we've seen and solved our share of challenges and can assist you and your organization through this study and any challenges you may also be facing. SAMPLE OF RELEVANT PROJECTS; PRESENT 2019 Client Pending ,rMadison Current Alarnance County Current Burke County State WI NC NC project Class & comp study C lass & comp study Class & comp study Pop, `269 196 173,877 87,611 55 12. PROVIDING SIMILAR SERVICES SAMPLE OF RELEVANT PROJECTS; PRESENT — 2019 Year Current Current Current Current Current Current Current Current Current Current Current Current Current Current Current Current Current Current Current Current Current 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 Client Columbus Compton Franklin County Greensboro Miami Middletown Milwaukee Metro Sewer District Mono County North Las Vegas Pasco Paso Robles Pinellas County Richfield Saginaw Seattle Housing Authority St. Cloud HRA Stevens Point Summit County Trinity River Authority Ulster County Wake Forest Ashland Bemidji Bexar County Clark County Douglas County Fort Wayne Goshen Greene County Guadalupe County Harrisonburg Hernando County Laurinburg Marion Minnehaha Creek Watershed District Montgomery County New Brighton Prince Edward County Rockingham County Sampson County State Project OH Compensation study CA NC NC FL CT WI CA NV Class & comp study Class & comp study Pay equity study Compensation study Class & comp study Class & comp study Class & comp study Class & comp study WA Class & comp study CA FL MN TX Class & comp study WA MN Class & comp study WI Class & comp study CO Class & comp study TX Class & comp study NY NC Compensation study KY Pay & class study MN Market study TX Comp & perf management study WA Class & comp study NV Class & comp study IN Class & comp study IN Wage & comp study & benefits analysis VA Class & comp study TX Class & comp study VA Class & comp study FL Classification study NC Class & comp study IA Class & comp study MN Class & comp study TX Compensation study MN Class & comp study VA Comp consulting services VA Class & comp study NC Class & comp study Class & comp study Class & comp study Class & comp study Class & comp study Class & comp study Pop. 906,528 93,597 68,570 298,236 305,756 47,108 13,247 247,248 78,871 31,759 959,110 36,527 29,011 25,670 31,055 182,951 49,657 21,625 14,574 1,990,000 511,404 49,870 263,886 34,108 19,779 177,036 51,814 200,638 15,118 41,535 607,391 23,454 22,950 81,244 58,990 56 12. PROVIDING SIMILAR SERVICES SAMPLE OF RELE ANT PROJECTS; PRESENT - 2019 Year Client State Project Pop. 2023 Scott County VA Class & comp study 2023 Victoria County TX Class & comp study 2023 Wheaton IL Classification study 2022 Abilene TX Class & comp study 2022 Apex NC Class, comp & org study 2022 Appleton WI Class & comp study 2022 Beeville TX Comp & benefits study 2022 Bellingham WA E -Team class & comp study 2022 Chesapeake Bay Bridge -Tunnel VA Class & comp update 2022 Chisago County MN Class & comp study 2022 Cibolo TX Class & comp study 2022 Colleyville TX Pay & class 2022 Corpus Christi MPO TX Market study 2022 Duplin County NC Compensation study 2022 East Central W Regional Planning Comm WI Compensation study 2022 Eastern Shore of Virginia E911 VA Market study 2022 Essex County School System VA Comp & class study 2022 Evanston IL Pay & class study 2022 Fluvanna County VA Class & comp study 2022 Greenbelt MD Class & comp study 2022 Horizon Public Health MN Class & comp study 2022 Illinois Toll Hwy Authority IL Class & comp study 2022 Isanti County MN Class & comp study 2022 Jackson WY Class & comp study 2022 Janesville WI Pay & class study 2022 Lake Elmo MN Class & comp study 2022 Lake Forest IL Compensation study 2022 Maplewood MN Class & comp study 2022 Monroe NC Comp & class study 2022 Oswego IL Compensation study 2022 Pleasant Prairie WI Market study 2022 Pope County MN Pay plan update 2022 Pueblo Board of Water Works CO Market study 2022 Racine WI Benefits & comp study 2022 Rosemount MN Class & comp study 2022 Roswell NM Pay & class study 2022 Sherburne County MN Compensation study 2022 Vigo County IN Class & comp study 2022 Virgin Islands Water & Power Authority USVI Class, comp & org study 2022 Virginia Railway Express VA Class & comp study 21,534 92,035 53,970 124,156 51,370 75,644 12,863 89,045 53,916 28,920 26,945 58,967 78,110 27,270 24,921 40,596 10,760 65,616 12,899 19,367 40,545 35,105 34,585 21,250 11,048 77,081 24,292 47,941 97,238 107,038 57 12. PROVIDING SIMILAR SERVICES SAMPLE OF RELEVANT PROJECTS; PRESENT - 2019 Year 2022 2021 2021 Auburn 2021 BellinghamANhatcom Co Housing Auth 2021 Farragut 2021 Harrisonville 2021 Horizon Public Health 2021 Hutchinson 2021 Port Arthur Client 2021 2021 2021 2021 2020 2020 2020 2020 2020 2020 2020 2020 2020 2020 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 Williamson Co. & Cities Health District Amelia County Potomac and Rappahannock Transportation Commission Richmond Salem Stevens Point Crystal Independent School District No. 0625 Jackson Leland Middleton Onalaska Otsego Sauk Rapids Scott County CDA Vienna Adams County AppaICART Bellingham Brooklyn Center Capital Region Water Council Bluffs Dallas Housing Authority Gastonia Gatesville Independent School District No. 2769 Intermediate District 0287 Iowa League of Cities, Des Moines Local Government Information Systems North Central Regional Library Payson Pittsylvania County EMI TX VA IN WA TN MO MN MN TX VA IN VA WI MN MN MS NC Wi WI MN MN MN VA WI NC WA MN PA IA TX NC TX MN MN IA MN WA AZ VA Project Class & comp study Class & comp study Comp & class study Pay equity study Class & comp study Comp & job analysis Pay plan update Compensation study Class & comp study Class & comp study Compensation study Electric Power Division pay structure Compensation study Compensation study Principal wage study Compensation study Class & comp update Class & comp study Class & comp study Compensation study Class & comp study Market study Class & comp study Class & comp study Class & comp study Comp market study Compensation study Class & comp study Class & comp study Compensation study Class & comp study Class & comp study Job desc/pay equity review Pay & class study Compensation study Comp & benefits study Comp & benefits study Class & comp study Compensation study Pop. 13,145 13,056 22,729 10,043 13,914 55,109 35,353 25,317 26,229 22,463 164,422 20,294 19,660 18,712 17,357 13,703 16,489 19,973 89,045 30,712 62,316 75,536 12,387 3,146, 000 15,476 62,426 58 12. PROVIDING SIMILAR SERVICES SAMPLE OF RELEVANT PROJECTS: PRESENT 2019 year Client State Project Pop. 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 Pottawattamie County River Falls Saginaw County Saginaw County Salem Sartell Shaker Heights St. Charles City -County Library District Stutsman County Tyler Wheaton Wright County IA WI MI MI VA MN OH MO ND TX IL MN Class & comp study Class & comp study Class & comp -Phase II Class & comp -Phase III Class & comp study Class & comp study Class & comp study Market study Compensation study Class & comp study Market survey Class & comp study 93,386 15,510 195,012 195,012 25,483 13,917 27,387 20,704 104,991 53,373 131,311 59 APPENDICES Prioritizing diversity, inclusion, belonging and societal impact (DIBS) At Baker Tilly, DIBS is who we are rather than simply what we do. We celebrate and value the identities, perspectives and contributions of every person. As we empower our team members to grow and bring their talents to the table, we discover opportunities to achieve better results for Weld County. We hire people who bring new perspectives and experiences, including our Chief Diversity Officer, Shane Lloyd. who joined Baker Tilly as DIBS strategy leader in 2021. MEL SHANE FLU DIBS STRATEGY LEADER In his role as chief diversity officer at Baker Tilly. Shane oversees our company s 0155 ininati'jes and serves on influential 5ational u ve:sity and rnch,sror? ooards Baker Tilly's DIBS steering committee is designed to strengthen our firm's culture of diversity, inclusion and belonging. This cross-section of leaders across our firm oversees our strategy — from inclusion -related communications to accountability measures for our key diversity goals and coordination of our DIBS ecosystem. Our new, ambitious goals center around our structural pillars of diversity, inclusion, belonging and societal impact — embedding this work ever more deeply into the day-to-day workings of our business. Our DIBS ecosystem includes an array of groups, initiatives and deep networks of committed team members. Learn more here. DIBS communities and signature initiatives Activate team member network @@ Activate Our core value of belonging reflects our commitment to creating a diverse and inclusive workplace for everyone. Bolstering this core value is Activate, our newest team member network. Activate's mission is to unite and empower team members who are neurodiverse or have or have physical disabilities to reach their full potential and contribute to a more accessible workplace. Growth and Retention of Women (GROW) Through our GROW initiative, Baker Tilly provides women valuable opportunities to network, acquire skills, strengthen professional relationships and advance in their careers. Our commitment to GROW increases the number of women in management positions and enhances the retention of women at all firm levels. �'grow growth fi rotantton of woman NexGen: Joining workforce generations With NexGen, we aim to empower the next generation of team members to collaboratively engage in our firm's progress while promoting an overall investment in our future. Q P 0 d nexgen ,a +w -wa•• • ri... lo p.. PRIDE team member network 6Th,PRIDE Our PRIDE team member network exists to support the LGBTQ+ community and their allies within Baker Tilly. We strive to create an open environment centered on LGBTQ+ issues and topics relevant to the workplace. 61 APPENDICES Supporting Opportunity, Advancement and Recognition (SOAR) SOAR focuses on improving inclusion and increasing retention of team members of color to create a more inclusive, innovative and productive workforce. Within SOAR, our team team -member -led Black, Latinx and Asian American and Pacific Islander (AAPI) communities provide spaces for conversation, relationship -building and engagement. soar supporting oisportunity, advancement & recognition Baker Tilly Foundation CC bakertilly As a firm, we have made our position clear: We stand against racism and discrimination in any form. Our Baker Tilly Foundation supports causes within key pillars, including human services organizations that advance well-being, equity and inclusion. 62 CC bakertilly Kate Crowley Kate Crowley, principal with Baker Tilly, has been with the firm since 2009. Baker Tilly US, LLP 4807 Innovate Lane Madison, WI 53718 United States T: +1 (608) 240 6718 kate.crowlev(bakertilly corn bakertilly.com Education Master of Urban Panning U niversity of Illinois at Urbana - Champaign Bachelor of Science in economics U niversity of Wisconsin — Madison Registered Municipal Advisor with the Securities and Exchange Commission Kate leads Baker Tilly's public sector advisory practice and is a principal in the firm's project finance practice, providing comprehensive project finance solutions for public -private partnerships (P3) and economic development initiatives. These services include strategic planning and economic impact analysis, tax credit and incentives analysis and negotiation, and creative financing and funding solutions. Specific experience • Leads the firm's Public Sector Advisory practice, overseeing a diverse and talented team of financial. operational, risk and municipal advisory professionals • Performs financial analysis of public -private partnerships (P3) and economic development initiatives to optimize available project financing options • Structures incentives and tax credit programs that impact growth and development initiatives • Provides application and feasibility reviews for federal and state tax credit, financing and funding programs • Develops tax increment financing (TIF) strategies and projections. creates TIF districts and consults on redevelopment and TIF agreements • Formerly served as an economic development consultant to public sector and not -for-profit agencies • Formerly worked as a project manager for a private development firm Industry involvement • Industrial Asset Management Council • Council of Development Finance Agencies • Wisconsin Economic Development Association • Financial Industry Regulatory Authority (FINRA) — Series 24, 63, 50, 54 and 79 Securities Licenses bakertilly Jada Kent, MPA, CCP Jada Kent, a director in Baker Tilly's public sector human capital advisory practicehas been with the firm since 2015. Baker Tilly US, LLP 2500 Dallas Parkway Suite 300 P lano, TX 75093 U nited States T: +1 (972) 748 0514 Jada kent(obakerti1Iv corn bakertilly.com Education Master of Public Administration (MPA) U niversity of Texas — Dallas (Dallas, TX) Bachelor of Arts in U.S. history University of North Texas (Denton, TX) Certified Compensation Professional (CCP) Jada is a director in the Piano, TX office experienced and is passionate about providing human capital and management consulting services to public sector clients. She has experience delivering a variety of services related to job classification, compensation, executive recruitment and organizational management to local government organizations across the country. Jada leads the compensation consulting practice within the Public Sector Advisory group. Formerly, Jada served active duty as a Public Affairs Specialist with the 7th Mobile Public Affairs Detachment in the United States Army and with the 136th Airlift Wing in the Texas Air National Guard Specific experience • Serves as a subject matter specialist in public sector compensation by providing guidance and advisory to clients regarding strategy. legal compliance and competitiveness. • Utilizes industry best practices to provide salary gap analysis using data collected through a custom market survey. This includes assisting clients in defining their competitive labor market and identifying their desired position in the market. • Provides client training and assistance in the development of a formal or informal compensation philosophy • Conducts compensation plan and pay policy reviews to ensure compliance with FLSA, ADA, EEOC, Pay Equity and more, to include state and local regulations. • Assists clients with establishing/recalibrating internal equity by conducting job evaluation, this includes a review of job titles as well as the need for position consolidation or reclassification. • Experienced in developing new base pay structure(s) and revising existing structures to ensure clients are competitive in attracting and retaining necessary talent. • Collaborates with clients to establish creative classification and compensation plan implementation solutions, including scenarios that combat pay equity and/or pay compression issues, as well as a costing analysis for budgeting purposes. Experience providing compensation services to • Cities, counties, state legislatures, judicial branches, libraries, housing authorities. metropolitan planning organizations (MPO), municipal associations. power agencies, public schools (K-12), toll/bridge authority, transportation authorities and commissions. utilities and water/wastewater authorities. 65 DIRECTOR I PRACTICE LEADER Jada Kent, MPA, CCP Page 2 Industry/community involvement • North Texas Compensation Association (NTCA) • World at Work, Total Rewards Association • Society for Human Resources Management (SHRM) • International Public Management Association for Human Resources (IPMA-HR) Thought leadership • "Keys to conducting a successful market survey," Indiana Water Environment Association (IWEA) Annual Conference, August 2022 • "Managing an Evolving Workforce," Crossroads of American Leadership Summit, June 2022 • "Don't Leave! Keeping Employees in a Tight Labor Market," IPMA-HR Central Region Conference, June 2022 • "Balancing Internal Equity & Market Competitiveness in the Public Sector," North Texas Compensation Association, Virtual Luncheon, April 2022 • "Proactively Gain Buy -In for a Classification and Compensation Study: Tips and Ideas," ElectriCities of North Carolina, Connection Summit 2022 • "Your organizations compensation philosophy: what is it, what should it contain. and why is it important?" Accelerated Indiana Municipalities Ideas Summit 2021 • "Implementing a successful Classification and Compensation Study," Wisconsin GFOA Human Resources Conference, September 2021 • "In a World Competing for Hard -to -find Talent, Skill -Based Pay can be your Secret Weapon," Illinois County/County Management Association Newsletter, September 2021 • "Salary benchmarking: selecting peer organizations for comparison," bakertilly.com 2021 • Panelist on "Talent management in a post -pandemic world," Resiliency on the Rise: Baker Tilly Public Sector Virtual Summit, June 2021 • "Don't be a (title) creep," bakertilly.com 2021 • "Keeping classification and compensation up-to-date during COVID-19," CommuniTIES: A Baker Tilly public sector podcast, October 2020 • Panelist on "How to attract and retain talent in organizations," University of Texas at Dallas, Public & Non-profit Management Program 2020 (61 bakertilly Carol Jacobs, ICMA-CM Carol Jacobs is a managing director with Baker Tilly's public sector advisory practice. Baker Tilly US, LLP 18500 Von Karman Ave 10th Floor Irvine, CA 92612 United States T: +1 (949) 809 5588 carol jacobs(a7bakertilly.com bakertilly.com Education Master of Public Administration with an emphasis in finance Bachelor of Arts in communications California State University, Fullerton Carol has held a wide range of roles across local government and consulting, including multiple stints as a city manager and working directly with local governments as a consultant performing financial analyses, management and organizational reviews. Her consulting experience includes managing a financial solutions practice area that served local governments, with responsibility for managing client needs, preparing financial studies, and conducting management and organizational reviews. Carol's skills and expertise include leadership, strategic planning, fiscal management, public works, economic and community development, customer service and community engagement with an emphasis on problem -solving. Industry involvement • International City/County Managers Association, credential manager (retired) • California City Manager Foundation • Women Leading Government te4 bakertilly Edward G. Williams, Ph.D. Edward Williams a director in Baker Tilly's public sector human capital advisory practice, brings character competence and expertise to every project. Baker Tilly US, LLP 2500 Dallas Parkway Suite 300 Piano, TX 75093 United States T: +1 (214) 842 6478 ecward wih: ams c@i earcectilly corn bakertilly.com Education Bachelor of Arts, education University of Missouri (Kansas City, Missouri) Master of Higher Education Administration University of Missouri (Kansas City, Missouri) Ph.D., Educational Leadership and Policy Analys,s University of Missouri (Kansas City. Missouri) Languages English Spanish Edward has more than 20 years of collective experience in human resources and organizational development at various levels and across multiple disciplines, including state and local government, community and educational institutions. Specific experience • Human resources executive (municipal and state government) • Executive recruitment, employee development, benefits administration, strategic planning, Performance management, market compensation studies, workforce planning, recognition programs and process improvement Industry involvement • Society for Human Resources (SHRM) • Institute for Management Studies (IMS), advisory board • Texas Municipal Human Resources Administration (TMHRA) Community involvement • Ft. Bend Habitat for Humanity, president, vice-president, secretary and member, board of (2014-2019) • AAU basketball coach — middle school boys Continuing professional education • Institute for Management Studies - Houston • International Personnel Management Association 68 bakertilly Jay Borcena Jay Borcena, an analyst in Baker Tilly's public sector human capital advisory practice, joined the firm in 2023. Baker Tilly US, LLP 11150 Santa Monica Blvd Suite 600 Los Angeles, CA 90025 United States T: +1 (312) 775 6865 Iay.borcena bakertilly com bakertilly.com Education Master of Science in human resources management U niversity of Southern California Bachelor of Science in business management U niversity of Redlands Jay is an accomplished and customer -focused professional in the field of human resources, boasting over 15 years of leadership experience in the not -for-profit and corporate sectors. Throughout his career, he has consistently demonstrated his dedication and prowess in developing and executing human resource strategies that align with organizational objectives. Jay possesses a profound understanding of the critical role played by human resources in driving business success and has devoted his career to helping clients achieve their goals through effective HR policies and practices. He has a proven track record of successfully leading complex HR projects from inception to completion. Jay is driven by a passion for empowering clients to reach their full potential and is committed to cultivating inclusive, supportive and growth -oriented work environments. With a strong educational background, Jay has excelled in various roles such as compensation and benefits manager, senior compensation analyst, compensation analyst, compensation contractor, HRIS specialist and recruiter. He has honed his skills in areas such as FLSA compliance, payroll management job analysis, compensation strategy. HRIS implementation, and full life cycle recruiting. Jay's collaborative approach, data -driven mindset and strategic decision -making skills consistently yield positive results and contribute to the overall success of organizations. With his extensive knowledge and experience, Jay is well positioned to guide clients through the dynamic and ever-changing business landscape, ensuring their continued success. He is adept at leveraging his deep understanding of HR best practices to drive organizational growth and foster a high-performance culture. Jay's ability to analyze data, collaborate with stakeholders and implement effective HR solutions makes him a valuable asset in helping clients navigate the complexities of the modern business world. Specific experience • Compensation, benefit and payroll design • Compensation policy design and implementation • Performance management • Strategic planning • FLSA auditing • HRIS implementation • Job family design 69 ANALYST Jay Borcena Page 2 Industry involvement • World at Work Association • Society of Human Resources Management Community involvement • The Great Y Circus • Shea Therapeutic Riding Center • The Turner Syndrome Society of the United States 70 CC bakertiLLy Nicholas Cahala, MBA, PHR Nicholas Catia/a, a consultant in Baker Tillyis public sector human capital advisory practice, joined the firm in 2023. Baker Tilly US, LLP 790 N Water Street Suite 2000 Milwaukee, WI 53202 United States T: +1 (414) 459 9242 nic.cahala@bakertity corn bakertilly.com Education Master of Business Administration (MBA) University of Wisconsin — Milwaukee Bachelor of Arts, Psychology University of Wisconsin - Milwaukee Professional in Human Resources (PHR) - Human Resources Certification Institute (HRCI) Nic is an analyst with a background in government municipality experience with the City of Milwaukee. His experience includes working as a human resources representative in the department of public works. His focus areas included recruitment and retention, administration of rules and policies, ADA and FMLA administration, and other compliance matters. Specific experience • Developing, reevaluating, and altering job descriptions for various public works positions • Full cycle recruiting for various positions • Tracking and analyzing key metrics regarding workforce development, hiring and retention, and other key administration metrics • Presenting on various matters in front of committees such as finance and personnel and the Board of City Service Commissioners CC bakertilly Janet Jackson Janet Jackson, a consultant in Baker Tilly's public sector human capital advisory practice, joined the firm in 2023. Baker Tilly US, LLP 2050 E Warner Rd Tempe, AZ United States T: +1 (480) 624 2921 janet.gackson@bakertilly corn bakertilly.com Education Master of Business in human resources Belhaven University Bachelor of Science in organizational communication with a minor in Human Resources Janet is a consultant with public, non-profit, and private sector experience. Three years were spent in Tennessee and Arizona local government as a Compensation & Benefits Analyst. Before joining Baker Tilly, she served as a `Total Rewards Manager for a nonprofit organization. Janet's focus areas and core functions included developing and implementing all compensation and benefits plans. Before joining Baker Tilly. she served as a Total Rewards Manager for a non-profit organization. Her focus areas and core functions include developing and implementing all compensation and benefits plans. Specific experience • Assisting with compensation and benefit project coordination • Collecting and submitting employee positional analysis questionnaires • Coordinating compensation and benefit surveys CC bakertilly J.D. McCauley J.D. McCauley, a senior consultant in Baker Tilly's public sector human capital advisory practice. has been with the firm since 2023. Baker Tilly US, LLP 205 N Michigan Ave 28th Floor Chicago, IL 60601 United States T: +1 (312) 729 8101 id mccaulev a@bakertilly corn bakertilly.com Education Ph.D., Policy Studies Clemson University Master of Business Administration Georgia Southern University Bachelor of Arts, Criminal Justice California State University, Fullerton J.D. is an experienced and service -oriented professional in the human capital field, with over 20 years of leadership experience in the not -for-profit and local government sectors. Throughout his career, he has demonstrated diligence and expertise in developing and implementing human resources strategies aligning with client business objectives. He deeply understands the importance of human resources in driving organizational success, and he has dedicated his career to helping clients achieve their goals through effective HR policies and practices. He has a proven track record of developing and leading successful complex HR projects from conception to implementation. J.D. has a passion for helping clients reach their full potential, and he is dedicated to creating inclusive, supportive workplaces conducive to personal and professional growth. With his knowledge and experience in the field, J.D. is well positioned to help clients succeed in today's rapidly changing business landscape. Specific experience • Compensation & benefit plan design • Organizational development • Performance management • Strategic planning • Operations • Policy design & implementation Industry involvement • International City/County Management Association (ICMA) • Association for Public Policy Analysis & Management (APPAM) • Society for Human Resource Management (SHRM) • Human Resources Certification Institute (HRCI) • Municipal Association of South Carolina (MASC) • South Carolina City and County Management Association (SCCCMA) Community involvement • Previous chapter president & board member, CSRA SHRM • Leadership North Augusta, North Augusta Forward • The Family Y of Greater Augusta • Miracle League 73 SENIOR CONSULTANT J.D. McCauley Page 2 Continuing professional education • Senior Professional in Human Resources (SPHR), Human Resource Certification Institute • Senior Certified Professional (SHRM-SCP), Society for Human Resource Management • Graduate Certificate in Public Administration, Clemson University • Certified Employee Benefit Specialist (CEBS), Group Benefits Associate (GPA), Retirement Plans Associate (RPA), & Compensation Management Specialist (CMS), the University of Pennsylvania Wharton School of Business, in partnership with the International Foundation of Employee Benefit Plans • Certified Public Manager (CPM), National Certified Public Manager Consortium • Certified Team Leader Young Men's Christian Association (YMCA) of the USA 74 %141 bakertilly Thomas Patton Thomas Patton, an analyst in Baker Tilly's public sector human capital advisory practice, has been with the firm since 2019. Baker Tilly US, LLP 4601 DTC Boulevard Suite 810 Denver, CO 80237 United States T: +1 (651) 223 3033 thomas pattoncbakertilly com bakertilly.com Education Bachelor of Science, human resources development University of Minnesota — Twin Cities Certified Compensation Analyst (CCA) — Compensation Analyst Academy Thomas is an analyst for the human capital practice. focusing on data collection and analysis, as well as job description formulation and writing He contributes to the team's endeavors by securing quality data to facilitate successful compensation and benefits studies. Thomas also supports the team by drafting job descriptions for positions being studied within a project. His expertise assists the team through the coordination of projects and ensures smooth transitions between phases- He brings an abundance of knowledge from working with governmental entities from states such as Arizona, Indiana, Kansas, Minnesota, Virginia, Washington and Wisconsin. Specific experience Assisting with compensation and benefits project coordination • Collecting and submitting employee positional analysis questionnaires • Coordinating compensation and benefit surveys • Performing data entry and analysis • Providing client support services bakertilty Lexi Scholten Lexi Scholten, a senior consultant in Baker Tilly's public sector human capital advisory practice, has been with the firm since 2022. Baker Tilly US, LLP 225 S Sixth St Suite 2300 Minneapolis, MN 55402 United States T: +1 (612) 876 4573 le>“ scholtenbakertilty core bakertilly.com Education Bachelor of Science in management; minor in human resources — Minnesota State University Certified Compensation Analyst (CCA) — Compensation Analyst Academy Lexi is a senior consultant whose background consists of municipality and county experience. She has more than six years of experience in Minnesota local government administration and human resources management. Prior to joining Baker Tilly, she served as the central services/human resources director for a county in southern Minnesota and a clerk/treasurer for a small city in southern Minnesota. Her focus areas and core functions included administering, developing, and implementing all personnel functions, acted as delegated authority for union contract relations, and coordinated all compensation functions. Her local government experience also includes presenting to elected officials, providing technical and administrative support to councils and boards, serving as head election judge, and maintaining official public records. Specific Experience • Administering and managing compensation and benefits programs • Policy development, implementation, and administration • Records management and data practices • Managing labor relations functions • Serving on local government personnel and budget committees • Department budget management Industry involvement • Municipal Clerks and Finance Officers Association • Minnesota County Human Resources Management Association • League of Minnesota Cities • Association of Minnesota Counties • Minnesota Association of County Administrators bakertitly Sarah E. Towne, MPA, CCA Sarah Towne, a manager with Baker Tilly's public sector human capital advisory practice, has been with the firm since 2022. Baker Tilly US, LLP 8626 N Nimes Ave Tampa, FL 33614 United States T: +1 (813) 252 1433 Sarahtowne(a�bakertilly.com bakertilly.com Education Master of Public Administration Graduate certificate in women's studies Appalachian State University (Boone, NC) Bachelor of Arts in sociology and applied business University of Colorado (Boulder, CO) Certified Compensation Analyst (CCA) — Compensation Analyst Academy Sarah is a manager with a background in higher education, local government, and human resources management. Prior to joining Baker Tilly, Sarah served as an adjunct faculty and course coordinator for the online MPA program at the University of North Carolina's School of Government. Specific experience • Published research in human resources management, workplace policies and programs, family -friendly policies, and gender and diversity in the public sector • Strategic human resources management research in North Carolina and Virginia local governments, including qualitative and quantitative data collection and analysis • Wage gap and pay equity research and analysis using publicly available data, federal employment surveys, BLS and Census data Industry involvement • American Society for Public Administration (ASPA) • Section for Personnel Administration and Labor Relations (SPALR), board member • Section for Women in Public Administration (SWPA), member • Southeastern Conference for Public Administration (SECoPA) Contract Form Entity Information Entity Name * BAKER TILLY US LLP Entity ID* @00048056 Contract Name* PROFESSIONAL SERVICES AGREEMENT FOR COUNTYWIDE JOB CLASSIFICATION AND COMPENSATION STUDY Contract Status CTB REVIEW Contract Description * SUBSEQUENT TO BID APPROVAL Contract Description 2 Contract Type* Department AGREEMENT HUMAN RESOURCES Amount* $0.00 Renewable* NO Automatic Renewal Grant IGA Department Email CM- HumanResources@weldgo v.com Department Head Email CM-HumanResources- DeptHead@weldgov.com County Attorney GENERAL COUNTY ATTORNEY EMAIL County Attorney Email CM- COUNTYATTORNEY@WEL DGOV.COM If this is a renewal enter previous Contract ID If this is part of a MSA enter MSA Contract ID Contract ID 7861 Contract Lead * BPETERSON New Entity? Parent Contract ID 20233791 Requires Board Approval YES Contract Lead Email Department Project # bpeterson@weld.gov Requested BOCC Agenda Due Date Date* 02/24/2024 02/28/2024 Will a work session with BOCC be required?* HAD Does Contract require Purchasing Dept. to be included? YES Bid/RFP #* B2300208 Note: the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts are not in OnBase Contract Dates Effective Date Termination Notice Period Contact Information Review Date * 09/11/2024 Committed Delivery Date Renewal Date Expiration Date* 12/31/2024 Contact Info Contact Name Contact Type Contact Email Contact Phone 1 Contact Phone 2 Purchasing Purchasing Approver Purchasing Approved Date TOBY TAYLOR 02/26/2024 Approval Process Department Head Finance Approver Legal Counsel JILL SCOTT CHERYL PATTELLI BRUCE BARKER DH Approved Date Finance Approved Date Legal Counsel Approved Date 02/23/2024 02/26/2024 02/26/2024 Final Approval BOCC Approved Tyler Ref # AG 030424 BOCC Signed Date Originator BPETERSON BOCC Agenda Date 03/04/2024 HUMAN RESOURCES PHONE: (970) 400-4234 FAX: (970) 400-4024 WEBSITE: www.co.weld.co.us 1150 O STREET P.O. BOX 758 GREELEY, COLORADO 80632 January 19, 2024 To: Board of County Commissioners From: Jill Scott Subject: County Wide Job Classification and Compensation Study (B2300208) This solicitation is for County Wide Job Classification and Compensation Study for the Human Resources Department. It was published as a Request for Proposal (REP). The RFP identified the following areas that would be evaluated: Firm Capability, Consultant and Key Staff Experiences and Qualifications, Scope of Proposal and Project Approach, Firm Availability and Project Schedule, and Cost. The results of the Committee Evaluation (shown in Attachment A) show Baker Tilly as the overall best value for this solicitation. Therefore, the Human Resources Department is recommending the award to Baker Tilly in the amount of $194,100. In addition, Baker Tilly proposed options which the county would like to add including a Fair Labor Standards Act (FLSA) review of all Weld County positions at the additional price of $8,200, Career Ladder Creation at the additional price of $7,500, Pay Policy Review and Recommendations at the additional price of $6,100, Benefits Analysis at the additional price of $9,300, and Employee Pay Equity Analysis at the additional price of $18,000. The total of the award would be in the amount of $243,200. If you have any questions, please contact me at extension 4230. Sincerely, Jill Scott Director of Human Resources Q033-3191 PC -0035 Attachment A Grading Criteria Baker Tilly Possible Points Reviewer 1 Reviewer 2 Reviewer 3 Reviewer 4 Reviewer 5 Average Score Best Value and Functionality Evaluation Total 100 92 95 93 95 97 94.4 Mercer Possible Points Reviewer 1 Reviewer 2 Reviewer 3 Reviewer 4 Average Score Reviewer 5 Best Value and Functionality Evaluation Total 100 82 66 81 91 84 80.8 WELD COUNTY PURCHASING 1301 N. 17th Avenue, Greeley, CO 80631 reverett@weld.00v cgeisert@weld.gov ttaylor@weld.gov Phone: 970-400-4222, 4223 or 4454 DATE OF BID: DECEMBER 15, 2023 REQUEST FOR: COUNTY WIDE JOB CLASSIFICATION & COMPENSATION STUDY DEPARTMENT: HUMAN RESOURCES BID NO: B2300208 PRESENT DATE: DECEMBER 27,2023 APPROVAL DATE: JANUARY 24, 2024 VENDOR BAKER TILLY US, LLP 2500 DALLAS PARKWAY, SUTE 300 PLANO, TX 75093 MERCER (US) LLC 1301 5TH AVENUE, SUITE 1900 SEATTLE, WA 98101 OCTAGON CONSULTING, LLC 6341 STEWART RD., SUITE 342 GALVESTON, TX 77551 THE HUMAN RESOURCE DEPARTMENT IS REVIEWING THE BIDS. 2023-3791 Iz/2 7 PE -0035 Hello