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Home My WebLink About20220634.tiffCorrha cH cs7o l BOARD OF COUNTY COMMISSIONERS PASS -AROUND REVIEW PASS AROUND TITLE: Berry Dunn, McNeil and Parker, LLC DEPARTMENT: Adminstrative Service DATE: 3/22/2022 PERSON REQUESTING: Ryan Rose and Cheryl Pattelli Brief description of the problem/issue: The agreement for professional services between Weld County and Berry Dunn, McNeil and Parker, LLC is for the update of Weld County's Strategic Plan. The outcome of the process will be a written strategic plan document that presents opportunities and strategies along with a monitoring and implementation plan that will guide County for the next five years. This item was brought to a BOCC work session,n.March 7, 2022. The final bid was approved by the BOCC at its March 9, 2022 Board meeting. What options exist for the Board? (include consequences, impacts, costs, etc. of options): There are two options: (1) Approve and authorize the Chair to sign the professional services agreement or (2) do not approve Recommendation: Weld County Finance/[T/Administrative Services recommend the Board approve and authorize the Chair to sign the attached agreement for professional services. Perry L. Buck Mike Freeman, Pro -Tern Scott K. James, Chair Steve Moreno Lori Saine Consexrl-eno1 03/3o/Z2 ADOrove Recommendation rvf Schedule Work Session Other/Comments: c/) a�sa/at f 1OO1 u Karla Ford From: Sent: To: Cc: Subject: Attachments: Approve - thanks! ** Sent from my iPhone ** Scott K. James Scott James Tuesday, March 22, 2022 2:31 PM Karla Ford Lori Saine Re: Please Reply - Finance Pass -Around (Strategic Plan) Weld Professional Services Agreement - BerryDunn - 82200053 - Strategic Plan.pdf; Files (1).zip; 2022 Pass Around Fillable Form - Berry Dunn.vl.pdf Weld County Commissioner, District 2 1150 O Street, P.O. Box 758, Greeley, Colorado 80632 970.336.7204 (Office) 970.381.7496 (Cell) Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the person or entity to which it is addressed and may contain information that is privileged, confidential or otherwise protected from disclosure. If you have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure, copying, distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the named recipient is strictly prohibited. On Mar 22, 2022, at 2:28 PM, Karla Ford <kford@weldgov.com> wrote: Please advise if you approve recommendation. Thank you. Karla Ford - Executive Assistant & Office Manager, Board of Weld County Commissioners 1150 O Street, P.O. Box 758, Greeley, Colorado 80632 :: 970.336-7204:: kford@weldgov.comcmaiIto:kfordweldgov.com>:: www.weldgov.comchttp://www.weldgov.com/>:: **Please note my working hours are Monday -Thursday 7:00a.m.-5:OOp.m.** [WC Logo Color] Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the person or entity to which it is addressed and may contain information that is privileged, confidential or otherwise protected from disclosure. If you have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any 1 AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN WELD COUNTY & BERRY DUNN, MCNEIL & PARKER, LLC WELD COUNTY STRATECIC PLAN THIS AGREEMENT is made and entered into this 15th day of March, 2022 , 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 Berry Dunn, McNeil & Parker, LLC , [an individual], [a limited liability partnership] [a limited liability company] [a corporation], who whose address is 2211 Congress Street, Portland Maine 04102, 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 c on s i s t s of County's Request for Proposal (RFP) as set forth in "Proposal Package No. B2200053". 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 necessaryto perform and complete the project described in Exhibit A which is attached hereto and incorporated herein byreference. Contract Professional shall coordinate with Weld County to perform the services described on attached Exhibits. 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 within the time limits prescribed by County may result in County's decision to withhold payment or to terminate this Agreement. 3. Term. The term 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 & 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 material 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 drawings, drafts or other documents it has completed or partially completed under this Agreement, together with all other items, materials and documents which have been paid for by County, and these items, materials and documents shall be the property of County. Copies of work product incomplete at the time of termination shall be marked "DRAFT -INCOMPLETE." Upon termination of this Agreement by County, Contract Professional shall have no claim of any kind whatsoever against the County by reason of such termination or by reason of any act incidental thereto, except for compensation for work satisfactorily performed and/or materials described herein properly delivered. 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 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 $72,000.00,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 a "change order" authorizing such additional payment has been specifically approved by the Chief Financial Officer, or 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 any payment made by County to Contract Professional was improper because the service for which payment was made did not perform as set forth in this Agreement, then upon written notice of such determination and request for reimbursement from County, Contract Professional shall forthwith return such payment(s) 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 relatedto payments made pursuant to the terms of this Agreement. Mileage may be reimbursed if the provisions of Exhibit A 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 RevisedStatutes, 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. Contract Professional shall have the 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 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 andno 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 under this Agreement or individual work order shall become or remain (as applicable), the property of County. In addition, all reports, documents, data, plans, drawings, records and computer files generated by Contract Professional in relation to this Agreement and all reports, test results and all other tangible materials obtained and/or produced in connection with the performance of this Agreement, whether or not such materials are in completed form, 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. 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 information and of the restrictions imposed by this agreement. 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. In addition to the foregoing warranties, Contract Professional is aware that all work performed on this Project pursuant to this Agreement is subject to a one year warranty period during which Contract Professional must correct any failures or deficiencies. This warranty shall commence on the date of County's final inspection and acceptance of the Project. 12. Acceptance of Services Not a Waiver. Upon completion of the work, Contract Professional shall submit to County originals of all test results, reports, etc., generated during completion of this work. Acceptance by County of reports and incidental material(s) 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 actionby 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 and Indemnification. 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. Each policy shall contain a valid provision or endorsement stating "Should any of the above -described policies by canceled or should any coverage be reduced before the expiration date thereof, the issuing company shall send written notice to the Weld County Director of General Services by certified mail, return receipt requested. Such written notice shall be sent 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. County reserves the right to require Contract Professional to provide a bond, at no cost to County, in the amount of the deductible or self -insured retention to guarantee payment of claims. The insurance coverage's 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. 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. INDEMNITY: The Contract Professional shall defend, indemnify and hold harmless County, its officers, agents, and employees, from and against injury, loss damage, liability, suits, actions, or willful acts or omissions of Contract Professional, or claims of any type or character arising out of the work done in fulfillment of the terms of this Contract or on account of any act, claim or amount arising or recovered under workers' compensation law or arising out of the failure of the Contract Professional to conform to any statutes, ordinances, regulation, law or court decree. The Contract Professional shall be fully responsible and liable for any and all injuries or damage received or sustained by any person, persons, or property on account of 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. In consideration of the award of this contract, the Contract Professional agrees to waive all rights of subrogation against the County its associated and/or affiliated entities, successors, or assigns, its elected officials, trustees, employees, agents, and volunteers for losses arising from the work performed by the Contract Professional for the County. A failure to comply with this provision shall result in County's right to immediately terminate this Agreement. 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: 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 limits of $1,000,000 for bodily injury per person, $1,000,000 for bodily injury for each accident, and $1,000,000 for 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 Loss Aggregate $ 1,000,000 $ 2,000,000 Contract Professionals shall secure and deliver to the County at or before the time of execution of this Agreement, and shall keep in force at all times during the term of the Agreement as the same may be extended as herein provided, a commercial general liability insurance policy, including public liability and property damage, in form and company acceptable to and approved by said Administrator, covering all operations hereunder set forth in the related Bid or Request for Proposal. Proof of Insurance: County reserves the right to require the Contract Professional to provide a certificate of insurance, a policy, or other proof of insurance as required by the County's Risk Administrator in his sole discretion. Additional Insureds: For general liability, excess/umbrella liability, pollution legal liability, liquor liability, and inland marine, Contract Professional's insurer shall name County as an additional insured. Waiver of Subrogation: For all coverages, Contract Professional's insurer shall waive subrogation rights against County. 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 at the 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 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: Seth Hedstrom Address: 2211 Congress Street Address: Portland, Maine 04102 E-mail: sedstrom@berrydunn.com Facsimile: (207) 774-2375 County: Name: Cheryl Pattelli Position: Chief Financial Officer Address: 1150 "O" Street Address: Greeley, Colorado 80631 E-mail: cpattelli@weldgov.com Facsimile: (970) 336-7226 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 mattercontained 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. Executionof this Agreement by County does not create an obligation on the part of County to expend funds not otherwise appropriated in each succeeding year. 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 withoutsuch 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 actionwhatsoever 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 ithas been approved by the Board of County Commissioners of Weld County, Colorado or its designee. 27. Choice of Law/Jurisdiction. 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. 28. Public Contracts for Services C.R.S. §8-17.5-101. Contract Professional certifies, warrants, and agrees that it does not knowingly employ or contract with an illegal alien who will perform work under this contract. Contract Professional will confirm the employment eligibility of all employees who are newly hired for employment in the United States to perform work under this Agreement, through participation in the E -Verify program or the State of Colorado program established pursuant to C.R.S. §8-17.5-102(5)(c). Contract Professional shall not knowingly employ or contract with an illegal alien to perform work under this Agreementor enter into a contract with a subcontractor that fails to certify with Contract Professional that the subcontractorshall not knowingly employ or contract with an illegal alien to perform work under this Agreement. Contract Professional shall not use E -Verify Program or State of Colorado program procedures to undertake pre- employment screening or job applicants while this Agreement is being performed. If Contract Professional obtains actual knowledge that a subcontractor performing work under the public contract for services knowinglyemploys or contracts with an illegal alien Contract Professional shall notify the subcontractor and Countywithin three (3) days that Contract Professional has actual knowledge that a subcontractor is employing or contracting with an illegal alien and shall terminate the subcontract if a subcontractor does not stop employingor contracting with the illegal alien within three (3) days of receiving notice. Contract Professional shall not terminate the contract if within three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. Contract Professional shall comply with reasonable requests made in the course of an investigation, undertaken pursuant to C.R.S. §8- 17.5-102(5), by the Colorado Department of Labor and Employment. If Contract Professional participates in theState of Colorado program, Contract Professional shall, within twenty days after hiring an new employee to perform work under the contract, affirm that Contract Professional has examined the legal work status of such employee, retained file copies of the documents, and not altered or falsified the identification documents for such employees. Contract Professional shall deliver to County, a written notarized affirmation that it has examined the legal work status of such employee, and shall comply with all of the other requirements of the State of Colorado program. If Contract Professional fails to comply with any requirement of this provision or of C.R.S. §8-17.5-101 et seq., County, may terminate this Agreement for breach, and if so terminated, Contract Professional shall be liable for actual and consequential damages. Except where exempted by federal law and except as provided in C.R.S. § 24-76.5-103(3), if Contract Professional receives federal or state funds under the contract, Contract Professional must confirm that any individual natural person eighteen (18) years of age or older is lawfully present in the United States pursuant to C.R.S. § 24-76.5-103(4), if such individual applies for public benefits provided under the contract. If Contract Professional operates as a sole proprietor, it hereby swears or affirms under penalty of perjury that it: (a) is a citizen of the United States or is otherwise lawfully present in the United States pursuant to federal law, (b) shall produce one of the forms of identification required by C.R.S. § 24-76.5-101, et seq., and (c) shall produce one of the forms of identification required by C.R.S. § 24-76.5-103 prior to the effective date of the contract. 29. Compliance with Davis -Bacon Wage Rates. Contract Professional understands and agrees that, if required by the provisions of Exhibit A, the work shall be in compliance with the Davis- Bacon Wage Rates.(If compliance with this statute is required by County under this Agreement, a copy of the information is contained in Exhibit A , County's Request for Proposal, and is a part this Agreement.) 30. 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. 31. 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. 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. IN WITNESS WHEREOF, the parties hereto have signed this Agreement this 15th day of March, 2022. CONTRACT PROFESSIONAL: By. Name: Seth Hedstrom Title: Principal Date March 21, 2022 WELD COUN': G1 � ATTEST: J 6 BOARD OF COUNTY COMMISSIONERS Weld Con Clerk to the Boa d WEL COUN , COLORADO BY: Deputy Cle to the Boar co K. James, Chair MAR 3 0 2022 - REQUEST FOR PROPOSAL WELD COUNTY, COLORADO 1150O STREET GREELEY, CO 80631 DATE: JANUARY 27, 2022 PROPOSAL NUMBER: B2200053 DESCRIPTION: STRATEGIC PLAN DEPARTMENT: FINANCE OPENING DATE: FEBRUARY 17, 2022 1. NOTICE TO VENDORS: The Board of County Commissioners of Weld County, Colorado, by and through its Controller (collectively referred to herein as, "Weld County'), wishes to purchase the following: STRATEGIC PLAN Proposals will be received at the Office of the Weld County Purchasing Department in the Weld County Administrative Building, 1150O Street Room #107 Greeley CO 80631 until: Thursday, February 17"', 2022 (a� 5:00 PM (Weld County Purchasing Time Clock). PAGES 1 - 8 OF THIS REQUEST FOR PROPOSALS CONTAIN GENERAL INFORMATION FOR THE REQUEST NUMBER REFERRED TO ABOVE. NOT ALL OF THE INFORMATION CONTAINED IN PAGES 1-8 MAY BE APPLICABLE FOR EVERY PURCHASE. PROPOSAL SPECIFICS FOLLOW PAGE 8. 2. INVITATION TO PROPOSE: Weld County requests proposals for the above -listed merchandise, equipment, and/or services. Said merchandise and/or equipment shall be delivered to the location(s) specified herein Proposals shall include any and all charges for freight, delivery, containers, packaging, less all taxes and discounts, and shall, in every way, be the total net price which the vendor will expect the Weld County to pay if awarded the proposal. You can find information concerning this request on the BidNet Direct website at https://www.bidnetdirect.com/ Weld County Government is a member of BidNet Direct which is an online notification system being utilized by multiple non-profit and governmental entities. Participating entities post their bids, quotes, proposals, addendums, and awards on this one centralized system. Proposal Delivery to Weld County: 1. Emailed proposals are required. Email proposals to bids weldgov.com; however, if your proposal exceeds 25MB please upload your proposal to https://www.bidnetdirect.com. The maximum file size to upload to BidNet Direct is 500 MB. PDF format is required. Emailed proposals must include the following statement on the email: "I hereby waive my right to a sealed bid". An email confirmation will be sent when we receive your bid/proposal. Please call Purchasing at 970-400-4223 or 4222 with any questions. B2200053 1 3. INSTRUCTIONS TO VENDORS - INTRODUCTORY INFORMATION: Proposals shall be typewritten or written in ink on forms prepared by the Weld County Purchasing Department. Each proposal must give the full business address of vendor and be signed by him with his usual signature. 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. Proposals by corporations must be signed with the legal name of the corporation, followed by the name of the state of the incorporation and by the signature and title of the president, secretary, or other person authorized to bind it in the matter. The name of each person signing shall also be typed or printed below the signature. A proposal by a person who affixes to his signature the word "president," "secretary," "agent," or other title without disclosing his principal, may be held to be the proposal of the individual signing. When requested by the Weld County Controller, satisfactory evidence of the authority of the officer signing in behalf of a corporation shall be furnished. A power of attorney must accompany the signature of anyone not otherwise authorized to bind the Vendor. All corrections or erasures shall be initialed by the person signing the proposal. All vendors shall agree to comply with all of the conditions, requirements, specifications, and/or instructions of this proposal as stated or implied herein. All designations and prices shall be fully and clearly set forth. All blank spaces in the proposal forms shall be suitably filled in. Vendors are required to use the Proposal Forms which are included in this package and on the basis indicated in the Proposal Forms. The Proposal must be filled out completely, in detail, and signed by the Vendor. Late or unsigned proposals shall not be accepted or considered. It is the responsibility of the vendor to ensure that the proposal arrives in the Weld County Purchasing Department on or prior to the time indicated in Section 1, entitled, "Notice to Vendors." Proposals received prior to the time of opening will be kept unopened in a secure place. No responsibility will attach to the Weld County Controller for the premature opening of a proposal not properly addressed and identified. Proposals may be withdrawn upon written request to and approval of the Weld County Controller; said request being received from the withdrawing vendor prior to the time fixed for award. Negligence on the part of a vendor in preparing the proposal confers no right for the withdrawal of the proposal after it has been awarded. Vendors are expected to examine the conditions, specifications, and all instructions contained herein, failure to do so will be at the vendors' risk. In accordance with Section 14-9(3) of the Weld County Home Rule Charter, Weld County will give preference to resident Weld County vendors in all cases where said proposals are competitive in price and quality. It is also understood that Weld County will give preference to suppliers from the State of Colorado, in accordance with C.R.S. § 30-11-110 (when it is accepting proposals for the purchase of any books, stationery, records, printing, lithographing or other supplies for any officer of Weld County). Weld County reserves the right to reject any and all proposals, to waive any informality in the proposals, to award the proposal to multiple vendors, and to accept the proposal that, in the opinion of the Board of County Commissioners, is to the best interests of Weld County. The proposal(s) may be awarded to more than one vendor. In submitting the proposal, the vendor agrees that 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), the successful vendor's response, 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. The County may require a separate contract, which if required, has been made a part of this RFP. 4. SUCCESSFUL VENDOR HIRING PRACTICES - ILLEGAL ALIENS: Successful vendor certifies, warrants, and agrees that it does not knowingly employ or contract with an illegal alien who will perform work under this contract. Successful vendor will confirm the employment eligibility of all employees who are newly hired for employment in the United States to perform work under this Agreement, through participation in the E -Verify program or the State of Colorado program established pursuant to C.R.S. §8-17.5-102(5)(c). Successful vendor shall not knowingly employ or contract with an illegal alien to perform work under this Agreement or enter into a contract with a subcontractor that fails to certify with Successful vendor that the subcontractor shall not knowingly employ or contract with an illegal alien to perform work under B2200053 this Agreement. Successful vendor shall not use E -Verify Program or State of Colorado program procedures to undertake pre -employment screening or job applicants while this Agreement is being performed. If Successful vendor obtains actual knowledge that a subcontractor performing work under the public contract for services knowingly employs or contracts with an illegal alien Successful vendor shall notify the subcontractor and County within three (3) days that Successful vendor has actual knowledge that a subcontractor is employing or contracting with an illegal alien and shall terminate the subcontract if a subcontractor does not stop employing or contracting with the illegal alien within three (3) days of receiving notice. Successful vendor shall not terminate the contract if within three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. Successful vendor shall comply with reasonable requests made in the course of an investigation, undertaken pursuant to C.R.S. §8-17.5-102(5), by the Colorado Department of Labor and Employment. If Successful vendor participates in the State of Colorado program, Successful vendor shall, within twenty days after hiring a new employee to perform work under the contract, affirm that Successful vendor has examined the legal work status of such employee, retained file copies of the documents, and not altered or falsified the identification documents for such employees. Successful vendor shall deliver to County, a written notarized affirmation that it has examined the legal work status of such employee, and shall comply with all of the other requirements of the State of Colorado program. If Successful vendor fails to comply with any requirement of this provision or of C.R.S. §8-17.5-101 et seq., County, may terminate this Agreement for breach, and if so terminated, Successful vendor shall be liable for actual and consequential damages. Except where exempted by federal law and except as provided in C.R.S. § 24-76.5-103(3), if Successful vendor receives federal or state funds under the contract, Successful vendor must confirm that any individual natural person eighteen (18) years of age or older is lawfully present in the United States pursuant to C.R.S. § 24-76.5- 103(4), if such individual applies for public benefits provided under the contract. If Successful vendor operates as a sole proprietor, it hereby swears or affirms under penalty of perjury that it: (a) is a citizen of the United States or is otherwise lawfully present in the United States pursuant to federal law, (b) shall produce one of the forms of identification required by C.R.S. § 24-76.5-101, et seq., and (c) shall produce one of the forms of identification required by C.R.S. § 24-76.5-103 prior to the effective date of the contract. 5. GENERAL PROVISIONS: A. Fund Availability: Financial obligations of Weld County payable after the current fiscal year are contingent upon funds for that purpose being appropriated, budgeted and otherwise made available. By acceptance of the proposal, Weld County does not warrant that funds will be available to fund the contract beyond the current fiscal year. B. Trade Secrets and other Confidential Information: Weld County discourages bidders from submitting confidential information, including trade secrets, that cannot be disclosed to the public. If necessary, confidential information of the bidder shall be transmitted separately from the main bid submittal, clearly denoting in red on the information at the top the word, "CONFIDENTIAL." However, the successful bidder is advised that as a public entity, Weld County must comply with the provisions of C.R.S. 24-72-201, et seq., the Colorado Open Records Act (CORA), with regard to public records, and cannot guarantee the confidentiality of all documents. The bidder is responsible for ensuring that all information contained within the confidential portion of the submittal is exempt from disclosure pursuant to C.R.S. 24-72-204(3)(a)(IV) (Trade secrets, privileged information, and confidential commercial, financial, geological, or geophysical data). If Weld County receives a CORA request for bid information marked "CONFIDENTIAL", staff will review the confidential materials to determine whether any of them may be withheld from disclosure pursuant to CORA, and disclose those portions staff determines are not protected from disclosure. Weld County staff will not be responsible for redacting or identifying Confidential information which is included within the body of the bid and not separately identified. Any document which is incorporated as an exhibit into any contract executed by the County shall be a public document regardless of whether it is marked as confidential. C. Governmental Immunity: No term or condition of the 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. B2200053 3 D. Independent Contractor: The successful vendor shall perform its duties hereunder as an independent contractor and not as an employee. He or she shall be solely responsible for its acts and those of its agents and employees for all acts performed pursuant to the contract. Neither the successful vendor nor any agent or employee thereof shall be deemed to be an agent or employee of Weld County. The successful vendor and its employees and agents are not entitled to unemployment insurance or workers' compensation benefits through Weld County and Weld County shall not pay for or otherwise provide such coverage for the successful vendor or any of its agents or employees. Unemployment insurance benefits will be available to the successful vendor and its employees and agents only if such coverage is made available by the successful vendor or a third party. The successful vendor shall pay when due all applicable employment taxes and income taxes and local head taxes (if applicable) incurred pursuant to the contract. The successful vendor shall not have authorization, express or implied, to bind Weld County to any agreement, liability or understanding, except as expressly set forth in the contract. The successful vendor shall have the 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 (b) provide proof thereof when requested to do so by Weld County. E. Compliance wih Law: The successful vendor 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 unfar employment practices. F. Choice of Law: Colorado law, and rules and regulations established pursuant thereto, shall be applied in the interpretation, execution, and enforcement of the contract. Any provision included or incorporated herein by reference which conflicts with said laws, rules and/or regulations shall be null and void. G. No Third -Party Beneficiary Enforcement: It is expressly understood and agreed that the enforcement of the terms and conditions of the contract, and all rights of action relating to such enforcement, shall be strictly reserved to the undersigned parties and nothing in the contract shall give or allow any claim or right of action whatsoever by any other person not included in the contract. It is the express intention of the undersigned parties that any entity other than the undersigned parties receiving services or benefits under the contract shall be an incidental beneficiary only. H. Attorney's Fees/Legal Costs: In the event of a dispute between Weld County and the successful vendor, concerning the contract, the parties agree that Weld County shall not be liable to or responsible for the payment of attorney fees and/or legal costs incurred by or on behalf of the successful vendor. I. Disadvantaged Business Enterprises: Weld County assures that disadvantaged business enterprises will be afforded full opportunity to submit proposals in response to all invitations and will not be discriminated against on the grounds of race, color, national origin, sex, age, or disability in consideration for an award. J. Procurement and Performance: The successful vendor 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. The successful vendor shall further be responsible for the timely completion, and acknowledges that a failure to comply with the standards and requirements outlined in the Proposal within the time limits prescribed by County may result in County's decision to withhold payment or to terminate this Agreement. K. Term: The term of this Agreement begins upon the date of the execution of this Agreement by County, and shall continue through and until successful vendor's completion of the responsibilities described in the Proposal. L. 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. M. Extension or Modification: Any amendments or modifications to this agreement shall be in writing B2200053 4 signed by both parties. No additional services or work performed by the successful vendor shall be the basis for additional compensation unless and until the successful vendor 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. N. Subcontractors: The successful vendor acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of the successful vendor. The successful vendor 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. The successful vendor 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 the successful vendor by the terms of this Agreement, and to assume toward the successful vendor all the obligations and responsibilities which the successful vendor, 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 the successful vendor and the successful vendor shall cooperate in such process. The successful vendor shall be responsible for the acts and omissions of its agents, employees and subcontractors. O. Warranty: The successful vendor warrants that services performed under this Agreement will be performed in a manner consistent with the standards governing such services and the provisions of this Agreement. The successful vendor 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. The vendor warrants that the goods to be supplied shall be merchantable, of good quality, and free from defects, whether patent or latent. The goods shall be sufficient for the purpose intended and conform to the minimum specifications herein. The successful vendor shall warrant that he has title to the goods supplied and that the goods are free and clear of all liens, encumbrances, and security interests. Service Calls in the First One Year Period: The successful vendor shall bear all costs for mileage, travel time, and service trucks used in the servicing (including repairs) of any of the goods to be purchased by Weld County, Colorado, pursuant to this bid for as many service calls as are necessary for the first one (1) year period after said goods are first supplied to Weld County. Vendor shall submit with their proposals the following information pertaining to the equipment upon which the proposals are submitted: 1. Detailed equipment specifications to include the warranty. 2. Descriptive literature. P. Non -Assignment: The successful vendor may not assign or transfer this Agreement or any interest therein or claim thereunder, without the prior written approval of County. Any attempts by the successful vendor 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 the successful vendor hereunder. Such consent may be granted or denied at the sole and absolute discretion of County. Q. 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. R. Non -Exclusive Agreement: This Agreement is nonexclusive and County may engage or use other contractors or persons to perform services of the same or similar nature. B2200053 5 S. Employee Financial Interest/Conflict of Interest — C.R.S. §§24-18-201 et seq. and §24-50-507. The signatories to this Agreement agree 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 the successful vendor's services and the successful vendor shall not employ any person having such known interests. During the term of this Agreement, the successful vendor 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 the successful vendor to ensure compliance with this provision may result, in County's sole discretion, in immediate termination of this Agreement. No employee of the successful vendor nor any member of the successful vendor's family shall serve on a County Board, committee or hold any such position which either by rule, practice or action nominates, recommends, supervises the successful vendor's operations, or authorizes funding to the successful vendor. T. 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. U. Binding Arbitration Prohibited: Weld County does not agree to binding arbitration by any extra judicial body or person. Any provision to the contrary in the contract or incorporated herein by reference shall be null and void. V. 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. W. Compensation Amount: Upon the successful vendor's successful completion of the service, and County's acceptance of the same, County agrees to pay an amount no greater than the amount of the accepted proposal. The successful vendor acknowledges no payment in excess of that amount will be made by County unless a "change order" authorizing such additional payment has been specifically approved by the County's delegated employee, or by formal resolution of the Weld X. Taxes: County Board of County Commissioners, as required pursuant to the Weld County Code. County will not withhold any taxes from monies paid to the successful vendor hereunder and the successful vendor 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. Contractor shall not be entitled to bill at overtime and/or double time rates for work done outside of normal business hours unless specifically authorized in writing by County. 6. INSURANCE REQUIREMENTS: Insurance and Indemnification. 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. Each policy shall contain a valid provision or endorsement stating "Should any of the above -described policies by canceled or should any coverage be reduced before the expiration date thereof, the issuing company shall send written notice to the Weld County Controller by certified mail, return receipt requested. Such written notice shall be sent 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 forthe payment of any deductible or self -insured retention. County reserves the right to require Contract Professional to provide a bond, at no cost to County, in the amount of the deductible or self -insured retention to guarantee payment of claims. 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 B2200053 6 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. 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. INDEMNITY: The Contract Professional shall defend, indemnify and hold harmless County, its officers, agents, and employees, from and against injury, loss damage, liability, suits, actions, or willful acts or omissions of Contract Professional, or claims of any type or character arising out of the work done in fulfillment of the terms of this Contract or on account of any act, claim or amount arising or recovered under workers' compensation law or arising out of the failure of the Contract Professional to conform to any statutes, ordinances, regulation, law or court decree. The Contract Professional shall be fully responsible and liable for any and all injuries or damage received or sustained by any person, persons, or property on account of 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. In consideration of the award of this contract, the Contract Professional agrees to waive all rights of subrogation against the County its associated and/or affiliated entities, successors, or assigns, its elected officials, trustees, employees, agents, and volunteers for losses arising from the work performed by the Contract Professional for the County. A failure to comply with this provision shall result in County's right to immediately terminate this Agreement. 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: 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 limits of $1,000,000 for bodily injury per person, $1,000,000 for bodily injury for each accident, and $1,000,000 for 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 B2200053 7 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 Loss Aggregate $ 1,000,000 $ 2,000,000 Contract Professionals shall secure and deliver to the County at or before the time of execution of this Agreement, and shall keep in force at all times during the term of the Agreement as the same may be extended as herein provided, a commercial general liability insurance policy, including public liability and property damage, in form and company acceptable to and approved by said Administrator, covering all operations hereunder set forth in the related Request for Proposal. Proof of Insurance: County reserves the right to require the Contract Professional to provide a certificate of insurance, a policy, or other proof of insurance as required by the County's Risk Administrator in his sole discretion. Additional Insureds: For general liability, excess/umbrella liability, pollution legal liability, liquor liability, and inland marine, Contract Professional's insurer shall name County as an additional insured. Waiver of Subrogation: For all coverages, Contract Professional's insurer shall waive subrogation rights against County. 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 coverages required of Contract Professional. Contract Professional shall include all such subcontractors, independent Contract Professionals, sub -vendors suppliers or other entities as insureds under its polities 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. The terms of this Agreement are contained in the terms recited in this Request for Proposal and in the Response to the Proposal each of which forms an integral part of this Agreement. Those documents are specifically incorporated herein by this reference. B2200053 8 SPECIFICATIONS AND/OR SCOPE OF WORK AND PROPOSED PRICING: Intro Weld County ("County") is seeking proposals from consultants/firms to guide the County with the development of a renewed comprehensive Strategic Plan. The County anticipates that the planning process will take several months to provide adequate time for participation by the project team and the Board of County Commissioners ("Board") in addition to potential review by key community stakeholders. The outcome of the process will be a written strategic plan document that presents the planning process, the research, the analysis, opportunities, and strategies along with an implementation plan that will guide County for the next five years. Please note that this RFP requests the services of a consultant to facilitate the strategic planning process. The County is aware that there are a variety of perspectives, models, and approaches available to develop a strategic planning document; therefore, the successful firm should be able to discern which model or model(s) will best enable the County to complete its organizational and programmatic goals. The successful firm will be required to demonstrate its ability to meet these requirements. The County encourages any inquiries with respect to the expectations and/or scope of work sought through this proposal by email to the County, Question deadline date: Thursday, February 10, 2022 by (Noon) 12:00 PM —Attention Cheryl Pattelli, cpattelli@weldgov.com. All inquiries will receive a response. A consultant/firm will be selected for this project based on criteria stated in "Selection Process and Criteria". All proposals received by Thursday. February 17, 2022 by 5:00 PM MST will receive full consideration. RFP Process It is expected that one (1) consultant will be selected as a result of the RFP, although the County is under no obligation to award a contract as a result of the selection process. Based on the proposals received, the selection committee (comprised of Board member(s) and/or County staff) will select individuals/firms to be interviewed. As a result of those interviews the top -rated consultant will be selected for contract negotiations. Background Weld County is home to 32 incorporated municipalities, including growing cities, charming towns, thriving businesses, and thousands of acres of prime agricultural land. Agriculture and oil and gas are two very important industries in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half of the county's population. As Colorado's third largest county, the county covers 3,987 square miles in the northern part of the state and is larger than the size of Rhode Island, Delaware and the District of Columbia combined. While 333,000 people call Weld County home, there is still plenty of room for growth. Weld County became Colorado's first Home Rule County in 1976. The County is governed by a five -member Board of County Commissioners. Three Commissioners are elected by districts of relatively equal population and two Commissioners are elected at large. Each Commissioner coordinates one of the five functions of the County and, therefore, there is no County Administrator. The County also is served by four Elected Officials: Assessor, Clerk and Recorder, District Attorney, and Sheriff. B2200053 9 The County has 21 departments that employ over 1700 full-time authorized positions and nearly 200 part-time positions. The county provides a full range of service including: judicial and public safety; health, employment, and social services; planning and zoning; construction, reconstruction and maintenance of streets, highways, and bridges; parks and recreation; property valuation, tax collection and distribution, and vehicle licensing; and general administrative services. The current strategic plan was completed in 2012, revised in 2015, and has served the County well. Many of the goals, objectives and initiatives have been successfully completed, achieved or engaged in some phase of implementation. Of those objectives that have not been fully realized or initiated, a small portion could be considered no longer valid or relevant; however, cortsideration should be given to those elements to determine if they are carried forward into the new strategic plan or omitted all together. Additional background information on the current Strategic Plan can be found in the annual budget book located at https://www.weldgov.com/Government/Departments/Finance-and- Administration/Budget. Scope of Services The County encourages proposers to submit their recommended strategy, including alternative deliverables as appropriate, with a work plan and set of deliverables that meets the goals stated. Please identify in the proposal an ideal timeframe for completing the plan. The Board has not yet articulated a desire to include the community in this process. In anticipation that the Board may ask for this, please include as an additional work task in your proposal (along with associated costs) a suggested community engagement strategy and framework that would be included in the development of the plan. Anticipated Deliverables Initial Priority Setting Session with County Commissioners Consultant shall facilitate a priority and goal setting workshop with the Board as the initial step in the strategic planning process. This workshop will include revisiting the existing priorities and strategic initiatives as well as the Vision Statement, values, and guiding principles for the organization. 2. Mission and Vision Statement Development The Consultant will lead an interdepartmental team to develop an organization mission statement that broadly captures who we are as a■ organization and redevelop, if needed, a vision statement that more tangibly identifies the desired future state of the organization. Both must link with the Board's priorities and strategic initiatives. The Mission and Vision Statement must also connect to the organization's values. Development of a 5 -year Strategic Plan The consultant shall devebp a framework for the County and departments to develop a 5 -year strategic plan, providing measurable, quantifiable goals, and timetables for achievement. The strategic plan should also: a. Consultant shall create a sophisticated approach to assessment and future planning rather than a traditional SWOT analysis. B2200053 10 b. Assesses existing conditions: How well does the day-to-day work of County staff align to Board's stated priorities? This assessment should include an inventory of existing County programs and the staff that support each program to illustrate where the County is currently spending its resources. This assessment should be in partnership with staff, rather than a top -down evaluation of work performance. Some departments have already completed this analysis, which can be used by the Consultant during the strategic plan development. c. Recommends strategies to better align staff work to Board priorities and to alleviate staff from work that is not well aligned. d. Reviews institutional barriers to becoming a responsive and innovative organization that can adapt with flexibility as Board priorities evolve. e. Suggests reasonable performance metrics to help working groups maintain alignment with Board priorities. Provides guidance for including employees at all levels in future priority setting and policy development to maximize staff buy -in and alignment. 4. Employee Engagement and Involvement a. Consultant shall facilitate the process and approach for gathering employee input and ongoing engagement. b. Consultant shall facilitate meetings with departmental work groups to assess the feasibility of prioritizing and removing tasks and to troubleshoot institutional barriers to getting work done. Performance Monitoring Consultant shall recommend methodologies for monitoring performance within the framework of the strategic plan that could include some of the following elements: a. Integration of strategic plan priorities and goals within the budget decision -making process. b. Possible development of a "Balanced Score Card" framework that identifies progress made with respect to the strategic plan. The score card should track the appropriation of staff time and the planned expenditures under each category and should also lend itself to identifying potential sub -optimization, or cases where progress in one category comes at the expense of another. c. Development of an online dashboard to provide a visual representation of the County's strategic plan and performance progress. Performance measures and monitoring must satisfy Government Finance Officer's Association's (GFOA's) standards of performance management. 6. Continuing engagement a. Consultant shall facilitate the development of a process to keep the Board involved and engaged in a continual strategic planning process including use of Board Work Sessions to handle strategic discussions, feedback loops, and regularly scheduled strategic plan reviews and reports. b. Consultant shall facilitate the development of a process to keep employees involved and engaged in a continual strategic planning process including focus groups, feedback loops, and regularly scheduled reviews and reports. B2200053 11 The County encourages proposers to submit their recommended strategies for achieving the items outlined above. Additionally, proposers may include alternative deliverables as appropriate. Should the vendor's proposal include additional services that similar organizations have undergone in this process, please list as separate tasks in the proposal. Proposal Format To ensure the fair and accurate consideration of all submissions, proposals must contain the following information. 1. Executive Summary Provide an overview of the project approach, including key deliverables, benchmarks, expected completion, and total cost. 2. Firm Overview Provide an overview of firm's experience in providing the Scope of Services detailed in the previous section. Please include the contact information of the individual authorized to represent your firm. Project Team Provide names, contact information, and resumes for the Project Team, including the project manager and team members. Indicate the organizational structure of the team and outline key roles and lines of authority. 4. Scope of Services and Methodology Provide a detailed outline of how your firm will provide the Scope of Services requested. Please list any additional services your firm may suggest as separate line items. 5. Examples Provide up to three (3) sample reports of a similar project prepared for another county or municipal organization. Provide examples of data collection forms, surveys, or other similar documents you propose to use on this project. 6. References Provide at least three (3) county or municipal references where a similar project was completed. Include the contact's name, email and phone number, and a brief description of the project completed for that organization. 7. Schedule Provide a proposed schedule for all phases of the project. 8. Cost Provide a detailed not -to -exceed cost analysis for the entirety of the project, including basic fee structure and break- down of any other charges and hourly compensation rates related to your firm's proposal. Please also provide any optional items such as community engagement work. B2200053 12 Selection Process and Criteria Weld County will not award a contract based solely on price. The award will be in the best interest of the County and will be to a firm or firms whose overall proposal is rated as being in the County's best interest. Factors to be considered in the selection process include: • Quality & thoroughness of the proposal. • Experience and past performance in completing projects of a similar type, size and complexity; • References; • The quality of example materials and any presentation requested by involved County officials; • Demonstrated capacity to deliver high -quality work within a preset timeline and budget; • Cost & budget proposal; • A reasonable timeline based on general conditions and project objectives; and • Any other considerations deemed pertinent by the County. A review committee will evaluate all responses to the RFP that meet the submittal requirements and deadline. Submittals that do not meet the requirement or deadline will not be considered. The review committee will rank the proposals and then may arrange for on -site interviews with the Board and/or staff. The County reserves the right to request additional information or materials from bidding parties if necessary to determine the winning proposal. Likewise, the County reserves the right to accept or reject any or all proposals, or to alter the selection process in any way, to postpone the selection process for its own convenience at any time, and to waive any informality in the proposals. Weld County retains the right at its sole discretion to select a contractor. All proposals submitted in response to this RFP become the property of the County and public records and, as such, may be subject to public review. The County reserves the right to cancel or revise any section of this RFP prior to the date proposals are due including, but not limited to selection procedures, submittal date, and submittal requirements. If the County cancels or revises the RFP, all interested firms will be notified. The County also reserves the right to extend the date by which proposals are due. The County will not pay costs incurred by the Proposer during this process, including any travel and travel related expenses. All costs shall be borne by the Proposal. B2200053 13 * The successful vendor is required to sign a separate contract (a sample contract is included as a separate attachment.) The undersigned, by his or her signature, hereby acknowledges and represents that: 1. The propsal proposed herein meets all of the conditions, specifications and special provisions set forth in the request for proposal for Request No. #B2200053. 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 to the best interests of Weld County. The proposal(s) may be awarded to more than one vendor. FIRM BY (Please print) BUSINESS ADDRESS CITY, STATE, ZIP CODE TELEPHONE NO SIGNATURE FAX E-MAIL DATE TAX ID # **ALL BIDDERS SHALL PROVIDE A W-9 WITH THE SUBMISSION OF THEIR BID** 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. B2200053 14 Christie Peters From: Renee Morrison <rmorrison@berrydunn.com> Sent: Wednesday, February 16, 2022 11:36 AM To: bids Subject: Submission: B2200053 - Weld County Strategic Plan Attachments: BerryDunn_Weld County_Strategic Plan.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. Good afternoon, On behalf of Berry Dunn McNeil & Parker, LLC (BerryDunn), I am pleased to submit our response to Weld County's Request for Proposals #B2200053 for a Strategic Plan. Our proposal was developed in the County's prescribed format. Should you have any questions or updates during the evaluation process, please feel free to contact me directly. Thank you for the opportunity to be considered. We look forward to discussing the County's goals and objectives in more detail for this important initiative in the coming weeks. Also, please confirm receipt at your earliest convenience. Kind Regards, Renee Morrison / hereby waive my right to a sealed bid. Renee EB Morrison CF APMP, Prosci® CCP I Senior Business Development Specialist Local Government Practice Group t/f: 207.842.8169 1 c: 508.942.5485 1 berrydunn.com shelherlhers kj BerryDunn 1 bi BerryDunn RESPONSE TO PROPOSAL NUMBER 82200053 Weld County Strategic Plan Consulting Services berrydunn.com BerryDunn 4722 North 24th Street Phoenix, AZ 85016 207.541.2200 Seth Hedstrom Project Principal shedstrom@berrydunn.com Michelle Kennedy Project Manager mkennedy@berrydunn.com Opening Date February 17, 2022 before 5 p.m. bii BerryDunn February 17, 2022 Weld County Purchasing Department 1150O Street Greeley, CO 80631 To Whom It May Concern: On behalf of Berry Dunn McNeil & Parker, LLC (BerryDunn), I am pleased to submit our response to Weld County's (the County's) Proposal Number B2200053 for a Strategic Plan. We have read the County's request and reviewed its terms and conditions and the contents presented therein. Our proposal is a firm and irrevocable offer valid for 120 days following the proposal due date of February 17, 2022. BerryDunn is a nationally recognized independent management and information technology (IT) consulting firm, headquartered in Portland, Maine with eight office locations nationally. Focused on inspiring organizations to transform and innovate, we are a stable and well -established firm that has preserved our core values and reputation for excellence throughout our 48 -year history. We have enjoyed steady growth by providing consistent, high -quality services to our clients in all 50 states —including numerous clients in the State of Colorado (the State) —and in Canada. Even during the COVID-1 9 pandemic, we have placed a strong focus on supporting our clients and our employees. In fact, we have neither decreased the size of our team nor conducted layoffs during this time. We presently employ more than 700 professionals and continue to experience a steady increase of our employee count year after year. Our firm's culture is centered on a deep understanding of our clients' commitment to serving the public. The human aspect of projects can often be forgotten in the maze of regulatory changes and legal requirements with which counties, cities, and their departments must comply. BerryDunn proudly tailors each of its projects to recognize the work our clients do every day. We care about what we do, and we care about the people impacted by our work —including those at the County. With a clear understanding of the requested work effort, extensive experience conducting similar projects, and several notable attributes that differentiate us from other proposers, we are certain that we are the right partner to help the County conduct this strategic planning effort successfully. We are proud to further elaborate on our firm's key attributes and qualifications in the key points that follow. Our dedication to serving the State With BerryDunn, the County will be served by a firm with a demonstrated commitment to serving the public sector and clients in the State. Notably, our experience includes successfully completing projects of similar size and scope to that of the County's including a project for the City of Westminster, Colorado. We also have numerous team members located locally who are familiar with the needs and challenges associated with the State's local government entities —including our proposed facilitator, research analyst, and community services subject matter expert (SME). Below and on the following page, we summarize our public -sector clients in the State for the County's consideration. • Cherry Creek School District • City of Aurora • City of Boulder • City of Brighton • City of Denver • City of Fort Collins • City of Northglenn • City of Westminster • City of Wheat Ridge • State Department of Human Services • State Division of Child Support Services • Colorado Mountain College • State Office of the Auditor • Colorado School of Mines • Denver City Auditor's Office • Larimer County • Pitkin County Maine • New Hampshire • Massachusetts • Connecticut • West Virginia • Arizona berrydunn.com February 17, 2022 Page ii • City of Greeley • • City of Louisville • City of Loveland State Division of Youth Services Our decades of relevant strategic planning experience • Tri-County Health Department BerryDunn's Local Government Practice Group is dedicated to serving the public sector and provides a wide variety of services, informing and enhancing our ability to support our clients with strategic planning initiatives. We are skilled at facilitating, communicating, and visioning. In fact, our project manager and lead facilitator, Michelle Kennedy, has facilitated more than 40 strategic planning processes. This broad exposure to the strategic planning process gives us an in-depth understanding of the importance in establishing trust and credibility with stakeholders and effectively engaging said stakeholders in the planning process to build buy -in for a common vision and commitment to action. QOur results -driven and actionable strategic plans The County can be confident that our collaborative approach will result in an actionable Weld County Five -Year Strategic Plan due to our thorough information -gathering and analysis activities and our focus on developing performance metrics and outcome measures. We will seek to fully understand the County's current environment, disparities, emerging trends, and opportunities to align this effort with other initiatives occurring within the County. With this understanding as the foundation, we will help the County develop sound strategies, key metrics, and effectively monitor, track, and report its progress. Our strong facilitation approach and communication skills We understand that reaching consensus can be difficult as individuals seek to advocate for the needs and concerns they believe in most and that represent the interests of their constituencies. Our approach is designed to meet the needs of stakeholders, including elected and appointed officials, managers, front-line staff, and the public. Throughout the process, we will keep stakeholders informed and involved, helping to ensure the County's strategic planning effort is inclusive of all perspectives and reflects a shared vision. Our proven tools and technologies Throughout our long history of providing strategic planning consulting services, we have developed, refined, and adopted proven tools and technologies to support our efforts. Notably, we utilize Social Pinpoint as an effective option for collecting public input in a fairly hands-off manner. Social Pinpoint is a customizable community engagement platform that provides opportunities for stakeholders to stay informed, interact, and provide information during the strategic planning process. We have developed Social Pinpoint sites for numerous clients and have experienced a highly inclusive and participatory process, resulting in valuable contributions and increased support and buy -in for findings and outcomes. If the County desires community engagement in this process, we would plan to leverage this tool to encourage broad participation, inclusivity, and partnership for this process. As a principal and the leader of our Local Government Practice Group, I am duly authorized to bind BerryDunn to the commitments presented therein and attest to the accuracy of our provided materials. Should you have any questions regarding our proposal or updates on the evaluation process, please feel free to contact me directly. Sincerely, Seth Hedstrom, PMP®, LSSGB Principal, Local Government Practice Group 207-541-2212 1 shedstrom@berrydunn.com Table of Contents «� f � x X'.q Y°. .eky$ndF. 6 f ... I ry 1! �' ♦ .F Y , yy. tta w « .aen. ,f. ♦off ♦ A u ti��l .✓ _ ♦ J n iz o- F♦ w. 'W'.rTt f:� , a _. n n w 4W .� Alf ks, '♦ y�^�!�. r L — k YYi W R w� ➢ l Y Y 9 1 ' Y kP Y.1 72 4.M, wYv4₹Fv'._ e. T•We�i Y Tableof Contents........................................................................................................................................... i 1. Executive Summary.................................................................................................................................. 1 2. Firm Overview........................................................................................................................................... 3 3. Project Team............................................................................................................................................. 5 4. Scope of Services and Methodology........................................................................................................ 9 5. Examples................................................................................................................................................ 21 6. References............................................................................................................................................109 7. Schedule............................................................................................................................................... 110 8. Cost.......................................................................................................................................................111 AppendixA. Resumes...............................................................................................................................112 AppendixB. Exceptions............................................................................................................................120 AppendixC. Required Forms.................................................................................................................... 121 bBerryDunn Table of Contents I i 1. Executive Summary .1 Understanding the County's ' !9P 'E Welcomed by wide open skies, scenic mountain ranges, agricultural lands, and thriving communities, Weld has attracted more than 330,000 people who are now proud to call the County home. The County blends its proud heritage with its desire for growth and innovation to deliver a high quality of life and a full service offering to its stakeholders. This blend creates an interesting and intriguing mix for all who work, live, and visit there and fuels opportunities for the County to continue to experience growth. By way of this initiative, the County desires partnership with a highly qualified strategic planning consulting firm that will leverage the right size methodologies to thoroughly assess its current environment; effectively engage stakeholders in developing a framework for the Weld County Strategic Plan; and recognize the best way to monitor progress. Furthermore, this firm will facilitate an inclusive and participatory community engagement process if so desired by the Board of County Commissioners (the Board). The County's previous strategic plan was completed in 2012 and revised in 2015 and served the County well during its intended time period. However, as significant time has passed, the County is now ready for its next plan to carry that momentum and project it even further. The County understands that its current objectives may no longer be valid or relevant and hopes that with expert advisory services: • The Board will revise and establish priorities and goals as well as its vision statement, values, and guiding principles. • An interdepartmental team will develop a broadly applicable mission statement and potentially a vision statement. • The County and its departments will have a sound framework for developing the Weld County Strategic Plan inclusive of measurable and quantifiable goals, timetables for achievement, and ways to measure, guide, and monitor progress and performance. As a nationally -recognized firm with a dedicated Local Government Practice Group, we have more than 30 years of experience conducting strategic planning initiatives for local government organizations. Our clients benefit from our: • Proven yet flexible approach • Supportive engagement and facilitation methodologies • Deep background in performing projects of this nature • Broadly specialized staff This —along with our deep understanding of the County's needs —will help ensure the County's success on this initiative. We share the County's focus on developing strategic plans that become an active part of organizational progress. Further, we understand that a strategic plan is meant to serve an organization both in the short- and long-term, and as such, must reflect a shared vision for what stakeholders decide together and guide activities that help ensure that vision is achieved. We will work closely with the County and its stakeholders to fully understand its culture and the full scope of its current environment and outline the framework and actions necessary to help ensure the County achieves the future it desires. We are excited at the prospect of partnering with the County as it seeks to achieve its vision for the organization —as well as the stakeholders it serves —and appreciate the opportunity to contribute to the County's bright future. bBerryDunn 1. Executive Summary 1 1 1.2 Project Approach Overview Figure 1, below, presents an overview of our project approach intended to address all aspects of the County's Scope of Services, including key deliverables, expected completion timeframes, and total costs, per the County's request. Figure 1: Overview of Our Project Approach Deliverables: 0 Project Work Plan and Schedule SBiweekly Project Status Meetings Deliverables: b BerryDunn Deliverables: ®Documented Mission, Vision. Values, Guiding Principles, and Strategic Priorities o Community Engagement Report Deliverables: Existing Conditions and Future Needs Report Initial Weld County Strategic Plan Draft and Companion Report 0Final Weld County Strategic Plan and Companion Report Cost Our proposed cost is based on our proven approach and methodologies; extensive experience successfully conducting projects of this nature; and strong desire to partner with the County on this important initiative. We also provide estimates for optional services and travel expenses. Phases 1 - 4 Costs: $67,200 Optional Service Cost: $20,940 Design Service Cost: $2,000 Travel Estimate: $2,800 1. Executive Summary 1 2 Individual Authorized to Represent BerryDunn Seth Hedstrom Project Principal 207-541-2212 shedstrom@berrydunn.com 2. Firm Overview BerryDunn is a nationally recognized independent management and IT consulting firm focused on inspiring organizations to transform and innovate. As a Limited Liability Company formed in 1974 with 57 principals, 29 owners, and eight office locations —we have experienced sustained growth throughout our 48 -year history. We employ more than 700 staff members —including more than 250 in our Consulting Services Team. Our team members bring valuable perspective from their extensive project experience for more than 400 state, local, and quasi -governmental agencies, as well as their prior experience serving state and local government agencies. This experience provides them with an in-depth understanding of government operations, staffing needs, budgetary constraints, and the business processes required to provide necessary services to your internal divisions and the constituents you serve. Our firm provides a full range of professional services including: • Enterprise and Departmental Strategic Planning • Organizational Change Management (OCM) • Organizational, Operational, and Staffing Analyses • Leadership and Organization Development • Master Planning • Cost of Service and Fee Studies • Software Planning and Procurement • Software Implementation Project Management and Oversight • Project Assessments and Remediation • Performance Analyses • IT Assessments • Business Process Reviews and Redesign • IT Strategic Planning Figure 2 illustrates the overall organization of BerryDunn's Local Government Practice Group. We provide unparalleled expertise and unique insights across these practices, supporting our clients in solving some of their biggest challenges and addressing opportunities to improve and plan. Finance and Administration Figure 2: Local Government Practice Group Specialization Community Development and Utility Operations Relevant Experience K-12 Public Education Technology Management j Health and Community Services Justice and Public Safety Parks, Recreation, and Libraries BerryDunn has been providing services similar to those requested by the County for more than 30 years. Through this experience, we have assisted public -sector clients with a variety of organizational development services, including: • Strategic planning • OCM • Community/stakeholder engagement • Organizational assessment • Leadership development • Business process improvement • Executive coaching • Performance measurement bBerryDunn 2. Firm Overview 1 3 Below, we provide a representative list of clients for whom we have recently performed similar services within the last six years. • Association of Oregon Counties • City of Beaverton, Oregon • City of Cooper City, Florida • City of Creswell, Oregon • City of Gresham, Oregon • City of Groveland, Florida • City of Milton, Georgia • • City of Redlands, California • • City of Tacoma, Washington • • City of Wausau, Wisconsin • b BerryDunn City of Westminster, Colorado Lake County, Illinois Lane County, Oregon Metro Parks Tacoma, Washington Oregon Department of Environmental Quality Oregon Department of Human Services Oregon Harbor of Hope San Mateo County, California Tualatin Hills Parks and Recreation District, Oregon 2. Firm Overview 1 4 3. Project Team 3.1 Organizational Structure At BerryDunn, we believe in the synergy that accompanies a team approach. That said, all those proposed will be involved in the work effort when and where it will benefit the County most. Figure 3 presents the organizational structure of our carefully assembled project team. These project team members have the necessary expertise to best accommodate the goals and objectives for this strategic planning project. Also notable is the locality of our team members —as our proposed facilitator and research analyst live in the greater Denver area and our community services SME lives in the County itself. We will leverage these resources to limit travel expense, as appropriate, as well as bring a firsthand understanding of the region to the work we conduct for the County. In addition, we anticipate coming to a mutually agreed -upon project format that reflects the County's preference for on- or off -site work, or a hybrid of the two. Figure 3: Project Team Organizational Structure r : Shannon Flowers Facilitator V SCharline Kirongozi Stakeholder Engagement Expert a Seth Hedstrom Project Principal Michelle Kennedy Project Manager and Facilitator Zholey Martinez Research Analyst 3.2 Roles, Responsibilities, and Qualifications 8615 Jason Genck Community Services SME Michele Weinzetl Justice and Public Safety SME Fred Turnier Community Development SME On the following pages, we provide detail of our project team membersroles, responsibilities, and qualifications as it relates to the County's strategic planning project. Due to the scope of work, and our project team's credentials and capabilities, we will not be using subcontractors for this project. Our project team members' full resumes are included in Appendix A for further review and consideration as well. rj BerryDunn 3. Project Team 1 Seth Hedstrom, PMP®, LSSGB I Project Principal shedstrom@berrydunn.com . Seth is a principal and the leader our Local Government Practice Group. He brings extensive experience in project management and has managed more than 75 enterprise process and technology planning projects over the course of 14 years with BerryDunn. Seth has led our clients through many of the complex decision points and issue -resolution processes typical of business process analysis and system selection projects, and he has facilitated focused review of business processes needing change. Through this work, he has provided business process improvement services for many clients, either as a stand-alone engagement or as part of an enterprise system selection. His experience includes documenting as -is business processes, benchmarking processes with similar organizations, introducing industry best practices, developing to -be business process recommendations, overseeing strategic planning, and conducting organizational assessments. Also notable is that Seth has served as project principal on all of BerryDunn's strategic planning projects. As the project principal, Seth will: • Maintain overall responsibility for the services provided to the County • Help ensure the commitment of our firm and appropriate resource allocation • Review and approve all deliverables in accordance with our quality assurance processes Michelle Kennedy, Prosci® CCP n^CC I Project Manager a^ .14 1- - mkennedv'^herrid!!rn corn Michelle is a manager in our Local Government Practice Group and has more than 30 years \" of government -sector management and consulting experience. She is an expert in organizational development, including strategic and business planning, leadership development and executive coaching, organizational assessments, OCM, program evaluation, business process improvement, and performance measurement. Michelle has provided consulting services and project leadership for state and local government agencies throughout the United States. She is a strong facilitator and is certified in several related areas including in the Institute of Cultural Affairs' (ICA's) Technology of Participation (ToP®) facilitation methodology. Michelle has facilitated the development and writing of strategic plans for 40 public -sector organizations. As such, Michelle is well -versed and very experienced in providing project management and leading facilitation efforts for strategic planning projects. As the project manager and facilitate Michelle will • Work directly with the County and engage in • Lead the development of project managing the work deliverables • Serve as the County's primary point of contact • Design and facilitate strategic planning • Participate in meetings with leadership sessions • Lead our work and perform day-to-day project • Determine and leverage right -fit management and staff oversight methodologies to best accommodate the Develop and maintain County's specific needs • the Project Work Plan and Schedule • Develop the final Weld County Strategic Plan document (p BerryDunn 3. ProjectTeam 1 6 Shannon Flowers I Facilitator sfiowers@berrydunn.com» Shannon is a senior consultant in our Local Government Practice Group. She has more than 20 years of experience in local and state government, many of which have been spent in director, C -suite, and senior -level roles. Notably, she served as a municipal Finance Director for over 10 years in and is a resident of the State. During that time, Shannon led a variety of teams through strategic planning and execution. Her experience engaging staff and stakeholders in the process has led to the development of plans that were met with broad ownership and acceptance. Her strong understanding of the business processes that support efficient operations gives her the insight necessary to establishing actionable and achievable objectives that move an organization forward. As a consultant, her clients benefit from her focus on change management and business process improvement, as well as her experience training and leading staff through difficult transitions. As the facilitator, Shannon will: • Help design the facilitation approach to the • Facilitate interviews and focus groups strategic planning process • Facilitate strategic planning sessions • Build and maintain a productive relationship • Assist in the development of the Weld • Participate in meetings with leadership County Strategic Plan document Charline Kirongozi, MPA, CAPMI Stakeholder Engagement Expert ckirongozi@berrydunn.com Charline is a senior consultant in our Local Government Practice Group and focuses on assisting public -sector clients with project research, facilitation, and analysis support. She is a strong facilitator and is certified in the ICA ToP® facilitation methodology. Charline joins BerryDunn with two years of prior public -sector experience and several years of field experience supporting and conducting field research, data collection, organizational reporting, gap analysis, and recommendations development. Her experience also includes organizing and leading groups through the adoption of new ideas and concepts, and promoting buy -in. She brings in-depth knowledge and involvement with strategic planning, change management, and relationship building through her strong communication, leadership, and project management skills. As the keholder engagement expert Charline will: • Support the facilitators in engagement of internal stakeholders • Conduct virtual interviews and focus groups with community stakeholder groups, if appropriate • Support the facilitators in engagement of internal stakeholders in conducting the department -by -department assessment of existing programs and future needs and priorities • Facilitate virtual community forums, if • Develop a Social Pinpoint site for the appropriate County, should it desire a community engagement component for this initiative Zholey Martinez, MPA I Research Analyst zmartinez@berrydunn.com Zholey is a consultant within our Local Government Practice Group. She is an expert in conducting systems projects and has led more than 100 project implementations, as well as managed multi -million dollar project portfolios, tracked project milestones from initiation through bBerryDunn 3. Project Team 1 7 deliverable closeout, developed and managed project plans and budgets, and more. This experience has enhanced her ability to provide sound project management services to the public -sector clients she serves. Zholey has also received training on strategic planning and management principles and has assisted in strategic planning efforts for the University of Central Florida. As the research analyst. Zholey will: • Actively engage and support the project team • Support the facilitators in documenting and • Participate in data and document review and reporting the artifacts, work products, and analysis outcomes of strategic planning meetings • Assist with community engagement activities Jason Genck, MPA, CPRP I Community Services SME :$ jgenck@berrydunn.com Jason is a senior consultant in our Local Government Practice Group and has more than 26 '' years of experience in the community services industry —to include the areas of parks, recreation, and libraries. He is an expert in the field and regularly speaks at conferences such as those hosted by National Recreation and Parks Association and the Colorado, Illinois, and Oregon Park associations. Prior to joining BerryDunn, Jason served as the executive director for the City of Westminster, Colorado's three -time national Gold Medal Parks, Recreation & Library Department. During and prior to this time, he oversaw the development of numerous strategic plans and led strategic planning efforts for counties, non -profits, and special districts. Also notable is that Jason resides in Weld County and, as a result, is very knowledgeable of its culture, priorities, constraints, and opportunities. Michele Weinzetl, Ed. D., Prosci® CCP I Justice and Public Safety SME mweinzetl@berrydunn.com Michele is a manager in our Local Government Practice Group. She has over 27 years of experience in the public sector. Her background includes more than 17 years as a chief of police for three different Minnesota police departments, and several years serving as a SME, consultant, and adjunct faculty member for the International Association of Chiefs of Police (IACP) Leading by Legacy program. She has extensive experience instructing hundreds of police officers and police executives in the areas of staff supervision, leadership development, organizational management, and policing skills. Fred Turnier, MPA, AICP, Prosci® CCP I Community Development SME fturnier@berrydunn.com Y:1 . , Fred is a manager in our Local Government Practice Group. He has more than 25 years of experience working with local government agencies and extensive experience assisting public -sector entities with project management and development services, business process improvement, fee and cost -recovery analysis, system design and implementation, and policy analysis and formation. He focuses in the areas of community development, planning, building, inspections, code enforcement, business licensing, housing and homeless issues, land management, utilities, and infrastructure planning. As SMEs, Jason, Michele, and Fred will: • Guide and inform efforts as it relates to their respective areas of expertise when and where it will benefit the County most bBerryDunn 3. Project Team 1 8 4. Scope of Services and Methodology 4.1 Apprornrh Our project team will engage the County's elected and appointed officials, staff, businesses, community (if desired), and other stakeholders in ways that will maximize creativity and innovation, and inspire collaboration and consensus for achieving its vision. We will help the County develop a strategic plan that can reasonably be implemented with support and commitment from its stakeholders. A quality strategic plan defines the organization's reason for being, establishes a clear and compelling vision, sets measurable objectives, and, most importantly, lays out the desired the impact on and value -add to the community, businesses, employees, and other stakeholders. Achieving Consensus and Quickly Moving Groups to Action We will design and conduct a well -facilitated strategic planning process that uses data and personal knowledge to assess the County's environment. Our project team will use the ICA TOP® facilitation methodology to help ensure the County's strategic planning sessions are highly collaborative and inclusive of all stakeholders. The TOP® methodology emphasizes structured participation that pulls information into the group's thinking process and creates a clear intention, helping members of the group align with one another and reach consensus. Structured participation encourages the values shown in Figure 4. Figure 4: Values Encouraged by Structured Participation Inclusive Participation Invites and sustains engagementofall members ofa group Teamwork and Collaboration Efforts are conducted in the most effective, efficient, and economical way possible Individual and Group Creativity Brings out the best of each person's rational and intuitive capacities Action and Ownership Positions the group to take action on decisions owned and supported by members of the group Reflection and Learning Confirms individual and group resolve and helps ensure full appreciation of the value Encouraging Crossing Boundaries and Strengthening Interdependencies Strategies are broad themes for action, and successful strategies will often cross organizational and community boundaries and appeal to several environmental factors. We will help stakeholders recognize these interrelationships and critical interdependencies, identifying how these align with overall strategic goals. Applying Effective Tools Another key to success is aligning financial resources of the organization with strategic priorities. When groups have difficulty agreeing on priorities or selecting just a few to focus on, we use a cost -benefit bBerryDunn 4. Scope of Services and Methodology 1 9 scoring sheet that helps the group score the impacts, risks, level of difficulty, and effort for each strategy or objective to determine the ones to prioritize. We can customize this tool for use with the County if the group is having difficulty achieving consensus. Developing Clear and Compelling Plans That Articulate a Business Case We will write strategic goals, initiatives, and actions in a common language to evoke a clear picture of success to serve as a useful tool for the County's decision -making. Our project team has facilitated written clear, compelling strategic plans for more than 40 public -sector entities and system -level plans involving multiple levels of government, jurisdictions, and agencies. Our clients use these plans to drive budget decisions, execute strategies, and publish the results to communicate with stakeholders and the public. Facilitating High Participant Engagement We recognize that the County may have a desire to facilitate a strategic planning process that emphasizes public input. We will utilize several strategies to effectively engage and collect data and information from the public, including developing communications, conducting interviews and focus groups, facilitating community visioning forums, and creating an interactive project landing and engagement website via Social Pinpoint. Social Pinpoint is a customizable community engagement platform that is used to inform stakeholders of project goals, objectives, and progress, and provide opportunities to interact and gather information. This comprehensive tool has several features that we use frequently and as needed throughout strategic planning projects, as illustrated in Figure 5. With this tool, we will easily be able to set-up a landing page and sub -pages for the County to capture the culture of the community —its staff, residents, business owners, and other stakeholders —providing opportunities for participants to contribute to the County's mission, values, vision, and strategic priorities. We will also be able to track analytics and progress in real-time, promote participation, and set-up email notifications to help ensure that, even in a remote environment, effective strategic planning and community engagement activities can take place. Pages Ideas Wal' Figure 5: Social Pinpoint Features C ILI1 QQ ° Forums . Budyetin Mapping ) O O O Surveys) We recently developed a fully customized Social Pinpoint sites to support the following clients: • Live Groveland, Florida Social Pinpoint site linked here • Live Redlands, California Social Pinpoint site linked here • Live Wausau, Wisconsin Social Pinpoint site linked here and found on the next pages (Figure 6) • Live Lane County, Oregon Social Pinpoint site linked here • Live Westminster, Colorado Social Pinpoint site linked here • Live Milton, Georgia Social Pinpoint site linked here bBerryDunn 4. Scope of Services and Methodology 1 10 Figure 6: Social Pinpoint Community Engagement Samples (Idea Wall, Survey, Open Forum) Please share your ideas and suggestions for the future Wausau. 3� rr� .... Economic A, Housing Recreation Infrastructure ndservices 7ounsm Environment Development, 8 and Sernces O 1 - Strongly disagree 0 2 - Disagree bBerryDunn 4. Scope of Services and Methodology 1 11 Id *More retail outlets (not bars or restaurants) downtown. *Finish the river trail on both sides of the river *More development along the river on the west side *Connect parks with trails and bike routes (ala Stevens Point) *Slow traffic and enforce noise and speed regulations in the city *Provide more assistance to elderly, including free services to fix up deteriorating property so seniors can stay in their homes safely and economically. *Capitalize on flat water canoeing -kayaking opportunitie < Share *Vibrant developments on both sides of river. *Revitalized residential neighborhoods in the interior of the city. *Destination summertime recreation opportunities that take advantage of our kayak course and flat water canoeing (you can't rent a canoe in Wausau) *More focus on our museums, botanical garden *Extensive river trail system *More shopping opportunities downtown 4 Share -A city that has developed policies to attract and retain local small businesses. -The Northcentral WI hub for sustainability that will affect entrepreneurs, city planning, green building design, public green space, transportation, and energy efficiency. This focus will also help the affordable housing markets. -A continued pursuit in beautifying the city through parks, pedestrian/bicycle pathways. and building redevelopment. Close Diversity, Equity, and Inclusion (DEI) f sior >ur bI� even I BerryDunn's approach focuses on and reflects our firm's commit to DEI. As such, we recognize how important it is that we assemble a project team that understands what the County needs to do to conduct a sound strategic planning process. We will work with the County —as well as DEI resources —to help ensure its work effort is conducted through an equity lens. With the County serving as a backbone organization, we will engage current partners to facilitate an authentic, inclusive, and accessible planning process. We have found great success in this collaborative bBerryDunn 4. Scope of Services and Methodology 1 12 approach to assembling the ideal team. As an example, most recently, after being selected to lead the City of Wausau, Wisconsin in the development of their strategic plan, the City connected us with a local member of the Hmong community to provide valuable perspective and considerations in the process. Together, we will exhibit care and respect for others, allowing individuals to speak for themselves and teach us through their own authentic experiences; build trust with the County's stakeholders and establish mutual buy -in this process; and learn as much from you all as you will learn from us, as we all chart the best path toward the County's future. We look forward to coming together to make the County's stakeholders feel heard, respected, and partnered with in this strategic planning process. 4.2 Work Plan Overview BerryDunn is flexible when it comes to development and execution of an effective work plan. We understand that no two projects are exactly alike, and believe that one of the primary reasons we have been successful with similar projects is our willingness to be flexible in adapting to our clients' unique needs. The overarching benefits the County can expect of our approach include: • A methodology based on our extensive experience conducting similar projects • A proven yet customizable work plan to best accommodate the County's specific needs • Quality assurance processes that incorporate County review and approval of all deliverables • Built-in project management and change management best practices —focused on keeping the project on time, on budget, and progressing at a healthy pace • An emphasis on conducting a participatory and inclusive process Below and on the following pages, we outline our work plan to efficiently and effectively guide the County and its stakeholders through the strategic planning process. 1.1 Conduct initial project planning. We will conduct an initial project planning session with the County's project team to identify project milestones and expectations for stakeholder engagement in the strategic planning process. We will introduce key team members, clarify project goals and objectives, identify known project constraints, and refine dates and/or tasks, as appropriate. We will discuss our approach for managing communications between BerryDunn and the County as well as our approach to scope, risk, and resource management. We will also review possible formats for the Final Weld County Strategic Plan. These discussions will help us refine our currently proposed Project Work Plan and Schedule. 1.2 Request and compile documents and data and review results. We will request and compile documentation and data that will help us better understand the County's current environment and that will inform engagement activities. Examples include: • Key performance metric data • Program descriptions and data • Past internal and external assessments ) Mtk BerryDunn 4. Scope of Services and Methodology 1 13 • Existing County plans • Previous surveys of County stakeholders, customers, residents, and staff • Organizational charts and staffing detail • Budget summaries • Demographic, economic, and community data and forecasted trends from the U.S. Census and the U.S. Bureau of Labor Statistics Once provided, we will review the documentation and data to help us produce an Existing Conditions and Future Needs Report that will inform stakeholder engagement activities. 1.3 Develop a Project Work Plan and Schedule. Based on the information gathered from our initial project planning session, as well as from those details enclosed in this proposal, we will develop the Project Work Plan and Schedule which will outline the tasks and timelines for the strategic planning process. The Project Work Plan and Schedule will also include agreed -upon procedures between BerryDunn and the County related to project control, including quality management and deliverable submission and acceptance management. After providing draft of these materials in advance, we will facilitate a videoconference with the County's project team to review the drafts and solicit feedback. This videoconference will introduce the County's project team to our document review process and provide an opportunity for the County to share input on a critical step in the process. We will incorporate the County's feedback and finalize the documentation before distributing it to the County in final form. A 01. Project Work Plan and Schedule 1.4 Develop communications and messaging. We will develop messaging and communications to build awareness for the process, its intended outcomes, and opportunities for stakeholders to get involved. We wil" review messaging and communications with the County's project team before finalizing and distributing them. 1.5 Conduct one-on-one interviews with Board members. We will develop questions to guide interviews with the County's Board members with the intention of gathering their perspectives on the County's previous strategic plan and the process associated with developing it as well as their desires and preferences related to updating and refreshing the plan now. As a result of these one-on-one interviews, we will establish a foundational knowledge of where the County was, where it wants to go, and how it wants to get there. 1.6 Conduct Biweekly Project Status Meetings. Our project manager and facilitator, Michelle Kennedy, will conduct Biweekly Project Status Meetings with the County's project manager on an ongoing basis throughout the strategic planning process. We will use these meetings to describe the activities and accomplishments for the reporting period; plans for the upcoming month; risks or issues encountered during the reporting period; and anticipated problems that might impact project deliverables. We will also use these meetings to highlight any work products and approaches that will contribute to deliverable development. r D2. Biweekly Project Status Meetings bBerryDunn 4. Scope of Services and Methodology 1 14 2.1 Develop the design and agenda for the initial priority setting session with the Board. Using the outcomes of the one-on-one interviews as the basis, we will develop the design and agenda for the initial priority setting session the County Board to create intention —as well as promote participation and contributions —for the session. We will leverage the ICA ToP® facilitation methodology to help ensure the session is highly collaborative and inclusive, as well as encourage alignment and consensus amongst participants. 2.2 Conduct the initial priority setting session with the Board and document outcomes. Using the design and agenda developed in Task 2.1, we will conduct a half -day initial priority setting session with the County Board with the goal of revisiting the County's existing priorities and strategic initiatives —as well as its vision statement, values, and guiding principles —and analyzing the relevance these components may or may not have presently. We will document the outcomes of this session to guide future planning efforts. 2.3 Prepare for and facilitate an interdepartmental mission and vision statement development workshop and document outcomes. Using outcomes of the initial priority setting session as the basis, we will prepare for and facilitate an interdepartmental mission and vision statement development workshop. The goal of this workshop will be to update the County's mission and vision statements with consideration for how these statements align with the Board's priorities, values, and guiding principles. As a result, the County's mission and vision statements will more broadly capture who Weld County is as an organization and tangibly identify Weld County's desired future state. Documented Mission, Vision, Values, Guiding Principles, and Strategic Priorities 3.1 Design the approach to assessing existing conditions and future needs. In order to understand how the County's stakeholders view its existing conditions and future needs —and to gather information for the Existing Conditions and Future Needs Report —our project team will develop questions and protocols to guide individual and group interviews as well as to incorporate in surveys we develop. We will review the questions and protocols with the County's project team to build consensus and solicit feedback before updating them to final. The questions we ask will center on service purpose, outcomes, process, priorities, budget, and recommendations; departmental functions, trends, resources, and community needs; and may include, but will not be limited to: • What do you consider to be your department's core functions and priorities? Does your department have a mission statement? If so, what is it? • What do you see as issues and emerging trends that your department will need to help address over the next two, five or ten years? • How do the issues, emerging trends, and community needs discussed align with current departmental priorities and mission? • What resources are needed to start addressing issues, trends, and community needs? • What is the purpose of the City's service(s), and how has it changed over time? • Who are the customers that benefit from the County's service(s), and do they demand this service or is it established? b' BerryDunn 4. Scope of Services and Methodology 1 15 • What are your intended outcomes—measureabie or otherwise —and how successful has the County's service(s) been in achieving outcomes both internally and for the community? How well do you consider yourselves experts in the service(s), and how do you compare to others who provide the service? • Are there tools, technologies, and resources that would help the service(s) be done better? • How can the service(s) be conducted more equitably or inclusively? • What is the perception of this service(s)? Do staff take pride or enjoy providing it? Does this service(s) create stress? • Is the service(s) mandated? What level of importance is the service(s)? . What is the cost of providing the service(s)? Is it generating any revenue? What is the cost - benefit analysis? • Should the service(s) continue, scale back, or sunset? • Do you think that there are community needs that aren't current being addressed by your departments? If so, how will you need to address those needs? • Does your department have relationships with community -based organizations that need to be considered to address challenges identified? . What do you think the community needs to know about your department? In addition to developing questions and protocols, we will also work with the County's project team to schedule and communicate opportunities to involve appropriate stakeholders and stakeholder groups. 3.2 Conduct individual and group interviews with staff and work teams, and distribute a survey questionnaire to each County department. We will conduct individual and group interviews with County staff and work teams and distribute a questionnaire to each County department to comprehensively review and assess County services and the needs of the community. These interviews and questionnaires will be guided by previously developed questions and will help us develop a thorough inventory of existing programs and services, resource allocation, staff alignment, and barriers to meeting existing and future needs and priorities. Working with these diverse stakeholder groups, we will help ensure alignment and cohesion for the County's strategic direction as well as generate excitement, promote consensus and buy -in, and encourage participation and involvement in the process. 3.3 Analyze and synthesize information -gathered in an Existing Conditions and Future Needs Report. We will analyze and synthesize our findings and information gathered into a highly visual and compelling slide deck to inform the upcoming strategic planning sessions. The presentation will provide an overview of the County's existing conditions, recommendations for aligning staff work to Board priorities, and ways to remove barriers to the County's ability to respond and adapt to those Board priorities that evolve as well as generate excitement for the process amongst stakeholders, encourage new ideas, and foster a sense of optimism for the future. D4. Existing Conditions and Future Needs Report 3.4 Design strategic plan development workshops. We will design and develop the format for Strategic Plan Development Workshops 1 and 2. Each workshop's design and agenda will guide strategic planning progress and will include a presentation of the Existing Conditions and Future Needs Report to provide participants with a shared understanding of the County's current environment, the trends that are affecting it, opportunities for the future, and key takeaways thus far. Each workshop will bBerryDunn 4. Scope of Services and Methodology 1 16 focus on building consensus and updating and developing strategic plan components that will best align with the County's needs now and in the future. We will review the meeting designs and agendas for each workshop with the County's project team before updating them to final. 3.5 Conduct Strategic Plan Development Workshop 1. Strategic Plan Development Workshop 1 will be conducted with departmental leadership and staff and will focus deliberating the results of the Existing Conditions and Future Needs Report as well as developing goals and objectives in alignment with the Board's priorities and identifying tasks and barriers to achieving those priorities. We will document the outcomes of this session to review with the County's project team and plan for next steps. 3.6 Conduct Strategic Plan Development Workshop 2. Strategic Plan Development Workshop 2 will be conducted with departmental leadership and staff and will focus on developing performance metrics and outcome measures. This session will be guided by the previously developed meeting design and agenda, outcomes of Strategic Plan Development Workshop 1, and the Existing Conditions and Future Needs Report. We will document outcomes of this session and review with the County's project team. In addition, we will conduct any needed follow-up with departmental leadership and staff to refine and finalize the resulting metrics from both workshops. 3.7 Develop the Initial Weld County Strategic Plan and Companion Report. We will develop the Initial Weld County Strategic Plan and Companion Report in an agreed -upon format for the final document. This plan will guide the County's actions for the next five years and include the County's mission, vision, values, guiding principles, strategic priorities, and goals and objectives as well as associated tasks and barriers for achievement and performance metrics and outcome measures. The Weld County Strategic Plan and Companion Report will also include recommended future follow-up activities and the plans for evaluating progress. We will review this draft with the County's project team to solicit feedback and create opportunities for select stakeholders to review and provide feedback before updating and preparing it for presentation to the County Board. Initial Weld County Strategic Plan and Companion Report 3.8 Present the Initial Weld County Strategic Plan and Companion Report and incorporate feedback received before updating to final. We will present the Initial Weld County Strategic Plan and Companion Report to the County Board for review, approval, and adoption. Following the presentation, we will make any requested changes from the Board before updating to final. Final Weld County Strategic Plan and Companion Report 4.1 Develop performance monitoring recommendations. Immediately following the adoption of the plan in Phase Three, we will develop recommendations for performance monitoring, including integrating the strategic plan with the County's budget process, report card framework, and performance dashboard. It is our goal to make the Weld County Strategic Plan an active part of the County's activities and a tool for monitoring and optimizing organizational health. As it relates to budgeting and finances, we will leverage our facilitator's, Shannon Flowers', prior experience as a former local government finance director in the State and extensive qualifications to help ensure the b'BerryDunn 4. Scope of Services and Methodology 1 17 County's performance measurement and monitoring align with Government Finance Officer's Association's standards and its budgeting and planning needs. 4.2 Help prepare and deliver biannual progress reports. On a biannual basis, we will work with County staff to prepare progress reports for presentation to the County Board. The intent is to keep the Board involved and engaged in the strategic planning process even after the official development process has corcluded. We anticipate developing four progress reports for the 24 -month duration of Phase Four. 4.3 Develop recommended annual updates to the Weld County Strategic Plan. In collaboration with County leadership and staff, we will develop recommended annual updates to the Weld County Strategic Plan for the Board's consideration and deliberation. This will enable the County to remain responsive to changes in the existing environment and to help ensure the Weld County Strategic Plan remains relevant and applicable to the future it envisions for the organization. We anticipate developing two annual updates for the 24 -month duration of Phase Four. 4.4 Help prepare and deliver year-end progress reports and facilitate annual plan evaluation and updating in extended Board work sessions. The recommendations developed in Task 4.3 will be compiled and prepared for delivery to the Board at year-end extended Board work sessions. This presentation will also include a summary of progress made and an evaluation of achievements at this point and what steps are desired for the coming period. We anticipate participating in two update work sessions for the 24 -month duration of Phase Four. 4.5 Update the Weld County Strategic Plan annually. At the conclusion of year-end extended Board work sessions, we will make updates to the Weld County Strategic Plan to include those recommendations that were approved. This will help ensure that the Weld County Strategic Plan remains applicable and relevant to the County and can continue to serve as a guiding document for the organization's desired progress and growth. We anticipate making plan updates following the two annual updates 'or the 24 -month duration of Phase Four. In addition to those tasks outlined in Phase Four, we also have on -call assistance capabilities. That said, we would only bill requested on -call assistance as it is incurred. We believe that this ongoing partnership will help ensure the County has support and guidance when and where it is needed most. We are certain our optional community engagement services, presented on the following pages, will prove most valuable to the County in the event the Board desires community engagement as part of its strategic planning process. We would recommend that this optional phase be sequenced to commence following the initial priority setting workshop with the Board. By conducting community engagement efforts prior to mission and vision statement development, these statements will better reflect the County's collective outlook for the future. We look forward to coming together to determine the best approach for achieving the County's desired goals and objectives for this important initiative. bBerryDunn 4. Scope of Services and Methodology 1 18 O.1 Develop messaging to inform stakeholders of opportunities to participate in the strategic planning process. We will develop messaging to build awareness for the process, its intended outcomes, and opportunities for stakeholders to get involved in the strategic planning process. We will review messaging with the County's project team before finalizing and distributing it. O.2 Develop questions and protocols to inform external stakeholder and community interviews. In order to understand how the County's community stakeholders, citizen groups, and any other group identified by the County Board view the current environment and issues of strategic importance, our project team will develop questions and protocols to guide stakeholder and community interviews. We will review the questions and protocols with the County's project team to build consensus and solicit feedback before updating them to final. Some of the topics we will address are: • What current and/or emerging trends have the biggest influence on where the County's efforts and resources should be focused? • What are the potential scenarios that the County should be prepared for in the coming 2, 5, and 10 years? • What is the most pressing problem or concern facing the County? • What is the County's long-term vision for the lives of its residents? • What are the most important and/or critical community needs the County can address in the near future? • What opportunities could more effectively leverage the County's existing plans, efforts, resources, and capacity to achieve better outcomes for residents and businesses in terms of the County's programming, service delivery, and investments across the community? • What does the County desire to address or accomplish on behalf of its residents and community businesses? O.3 Develop and administer a Social Pinpoint site for the County. We will utilize tools and technology that will help encourage collaboration with the County and its internal, as well as external, stakeholders. One of these tools, Social Pinpoint, will be customized to reflect the exact goals, needs, objectives, and background for the County's strategic planning project and leveraged to encourage community engagement. We will work in collaboration with the County to help ensure its landing page is built thoughtfully and speaks to its culture. Additionally, within this landing page, County stakeholders will have access to an external survey, idea wall, and other engagement tools that will help gather information related to the County's current environment. O.4 Coordinate logistics for community engagement activities with the County. We will also work with the County's project team to schedule and communicate opportunities to involve appropriate stakeholders and stakeholder groups. O.5 Conduct interviews with external stakeholders and stakeholder groups. We will conduct interviews with community stakeholders and other stakeholders, as appropriate, to comprehensively review and assess County services and the needs of the community. These interviews will be guided by previously developed questions and protocols. Working with these diverse stakeholder groups, we will help ensure alignment and cohesion for the County's strategic direction and generate excitement, promote consensus and buy -in, and encourage participation and involvement in the process. bBerryDunn 4. Scope of Services and Methodology 1 19 0.6 Prepare for and conduct community forums. Using the ICA ToP® facilitation methodology, we will design a community forum format that is informational, highly -interactive, and engaging for all participants in contributing to the County's vision. We will make creative use of digital applications to help ensure forums are engaging and effective. Once prepared, we will facilitate community forums to gather perspectives and ideas from the community. 0.7 Synthesize community engagement outcomes and summarize in a Community Engagement Report. We will synthesize our community engagement outcomes in a Community Engagement Report. This report will contain outcomes from the Social Pinpoint survey and idea wall, site traffic metrics, and interviews with stakeholder and stakeholders and community forums. We will review this Community Engagement Report with the County's project team before updating it to final. In addition, we will incorporate these outcomes in the Existing Conditions and Future Needs Report to further inform strategic plan development workshops. Optional Deliverable. Community Engagement Report bBerryDunn 4. Scope of Services and Methodology 120 5. Examples On the following pages, we provide sample reports and other supporting material for similar projects we have conducted for other counties and/or municipal organizations. These samples include a final, professionally developed strategic plan document; a comprehensive environmental scan presentation; and a survey used to conduct a department -by -department needs analysis. Our strategic planning material and deliverables are highly customized to reflect our clients' individual needs and goals for the future. The County can expect the same attention for detail and level of customization as it relates to guiding its strategic planning process as we believe our success on these initiatives is a direct reflection of our mindset that nc two projects are exactly alike and our approach must be adjusted and transformed to accommodate our clients' unique needs. bBerryDunn 5 Examples 21 i •* s lj. t• ..p b -- a rte: a:Y a•• v-� r _ _ r j 1 ♦ f t .• w � j • -"-� lA� •� YI \t � • ♦ � tMf �I TT- 4..?.44:1i t per it Someplace Special Strategic Plan 2022-2027 ri'" t ^_.s1`_N-Pi Y'�1t.ti.�r'- ti•'�._ '`$� =r ia�t ;5, <ss - r,1�"<as_r�riw rtc"-+ {�" f �cdr a kY -� "-,ten ,A. , 7a A c ,n+ �,v _ _ t .... t 9a1' y-� �q;�r �4•. ^ dib��. �-t.,w;' Tt"r s �' .�..- ..5+.'r ��+.., ;�u�-'.F^. 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Mayor's Message 03 Letter from the City Manager 04 Mission, Core Values and Vision Statement 05 Strategic Priority #1 Financially Sustaining Someplace Special Current 6 Future State 07 Goal 1 08 Strategic Priority #2 Proactive Public Safety Current S Future State 09 Strategic Goal 2 10 Strategic Priority #3 A Strong Sense of Place Current S Future State 11 Strategic Goal 3 12 Strategic Priority #4 Citywide Revitalization - Current S Future State 13 Strategic Goal 4 14 Message of Appreciation 15 2 The City of Cooper City has grown and evolved since being founded in 1959, but has never lost the charm and appeal our residents hold dear. The future holds endless opportunities for our community, and our City Commission is excited to build upon the pillars that make our City "Someplace Special." This Strategic Plan will be vital in setting the course that will help make our collective vision for Cooper City a wonderful reality. It is important to view this document as a map and understand our success will depend on driving these goals and priorities forward. Our determined and dedicated City Commission and staff are ready to take action, while keeping our residents' input and direction at the center of the decision -making process. Mayor Greg Ross Our residents should take great pride in having a government that consistently looks to improve their quality of life and finds ways to create a better tomorrow. It is through your discussions, insights, and input, that this Strategic Plan was developed. These are yojr visions and priorities, and we look forward to putting them into action. Sincerely, Mayor Greg Ross Commissioner Jeff Green District 3 Commissioner Massimo "Max" Pulcini District 1 Commissioner Howard Meltzer District 2 Commissioner Ryan C. Shrouder District 4 3 I am honored to share the City of Cooper City's first -of -its -kind Strategic Plan. This is a living document that creates a framework for the steps needed to meet and surpass our community's needs through the next decade. This Strategic Plan is the result of a collaborative and comprehensive process that has set major priorities and commitments accompanied by performance measures. After an extensive engagement phase that included input and discussions among citizens, business owners, advisory board members, elected officials, employees, and various stakeholders. our collective efforts fine-tuned our mission, vision, and core values, and set strategic initiatives for the City of Cooper City. City Manager Joseph Napoli I would like to thank Mayor Ross and our City Commission for their support and leadership, which has made this Plan possible, and to our steering committee which took great care and effort in developing this important document. On behalf of our City staff, I would also like to express our appreciation for every community member who provided insights and feedback through surveys, public meetings, and stakeholder interviews. These are exciting and monumental times for Cooper City as we build upon our successes and, together, lead our community to an even better future. With Appreciation, Joseph Napoli 4 Mission Statement Every day, Cooper City staff is focused on enriching the lives of our residents and supporting our local businesses by creating a fiscally responsible friendly, and exemplary environment and providing the highest quality of public services that enable our community to live and prosper Core Values Professionalism We are high -visibility public servants for ourhometown, our quality of work, behavior attitude and appearance must always reflect this special role Integrity We are entrusted with creating "Someplace Special,' , '° that privilege must never be abused for personal gain, financial or otherwise, we are committed to actions and decisions that foster accountability and the public's trust and confidence Customer Service We will consistently treat our residents and businesses with the level of compassion, care, responsiveness, and respect that we would expec if we were in their shoes Innovation We are progressive problem solvers who embrace a culture of innovation, creativity, and outside- the -box thinking, "this is the way it has always been done" is not an acceptable approach or answer in our line of business Respect We treat our colleagues and residents accordingly, with due respect and with the understanding that our individual words and deeds reflect on the entire organization - _ We worktogether collegially, fully focused on achieving our shared organizationalgoals and setting aside any personal differences that could hinder progress, We work collaboratively with our residents, businesses, and stakeholders to address their needs -Vision Statement Cooper City is a charming and peaceful community that features a high quality of life, a diverse, thriving population and local economy, and a live -work -play community with a vibrant city center, a small town feel and sense of belonging 5 objectives, "ing .�C) Q� Ct C,, - SecS' pot PRIORITY 1 Financially Sustaining Current State SomeplaceSpecia Cooper City is dedicated to providing Superior Services through a framework that is effective and fiscally responsible. Programs and services are delivered by a motivated and flexible Staff, which leverages a wide array of experience and knowledge. Under the guidance and direction of elected officials, this highly professional workforce plays a major role in sustaining a community, which for decades, has built a strong reputation as the perfect place to raise a family in the center of a diverse and growing metropolitan area. Future State The City recognizes that financially sustaining and improving the Standards that residents should expect are a function of all departments, elected officials, and external stakeholders. Cooper City envisions a future with abundant and diversified revenue sources that build on its strong foundation, by cultivating a collaborative ecosystem where businesses can flourish and be interwoven with the quaint qualities that symbolize 'Someplace SpeclaL' This goal can be achieved in maximizing available resources, while increasing efficiency and transparency by utilizing Innovative processes PRIORITY 1 Financially Sustaining Strategic Goal 1 Someplace Special • unancially sustain Cooper City as "Someplace special" by increasing the city's financial strength through innovative thoughts and actions, while being mindful of the fiscal impact on residents. Objectives • Further diversify and increase the City's revenue sources to reduce reliance on property tax revenues. • Expand the commercial tax base with businesses that fit into Cooper City's vision for the future. • Increase fiscal and budgetary transparency to strengthen resident's understanding of the City's financial processes and visibility of City resources. • Continue to increase the City's fund balance to mitigate current and future risks and to ensure stable tax rates. • Become a more efficient government through the use of technology and data analysis to improve our internal processes minimizing wasting materials, energy, effort, money or time. • Revise the City's fee structures to better align with services provided. • Revise the city's comprehensive plan to allow for additional land and zoning use. Performance Measures Increase revenue stream • 50% of capital and infrastructure improvement funded through federal and state grants • 10% increase in revenue • Increased occupancy rates and revenue through effective RV lot management procedures Expand tax base • All commercial centers are at full capacity • All land parcels within the City's jurisdiction are accurately reported to ensure maximum revenue Increase fiscal transparency • The City is ADA compliant on all of its platforms The City regularly promotes its financial transparency to the public and stakeholders Website statistics show an increasing trend over time of "hits" to the City's transparency webpage and data dashboard ncrease fund balance Completed study that identifies and recommends the appropriate fund balance for the City Ongoing annual contributions to the fund balance Completed rate/funding study for General Fund capital improvements Explore new efficiencies through technological improvements • Internal processes are measured indicating minimized wasted materials, energy, effort, money and time An Innovation Academy has been created that teaches employees techniques in process improvement through process mapping, waste identification and experiment design The City has implemented Electronic Permitting and Plan review that results in cost savings through the reduction of paper, re -work and time consuming in -person visits The City's utility billing system is modernized resulting in increased collections and revenues Ii Current State The City's elected officials and staff are committed to providing responsive, high -quality public safety services that meet and aim to exceed the community's needs. Cooper City is consistently ranked among the Safest places to live in the State of Florida thanks to the work of law enforcement and fire rescue personnel who serve with the highest standards of honesty, communication, engagement, and ethics. Future State Cooper City addresses the community's public safety issues using proactive tools and methods. Expected growth in population will necessitate investments in technological capabilities that improve traffic management and safety, while also deterring crime and decreasing the City's already low-level crime rate. The ongoing enhancements combined with the highly dedicated and engagement -driven boots on the ground will further increase the quality of life of those who work, live, and play in Cooper City. Strategic Goal 0 Provide proactive public safety through a commitment to professional services and innovative processes so the quality of life and well-being of residents is continually improved, Objectives • Improve fire and police response times to ensure the well-being of residents. • Invest in technological capabilities to enhance the overall delivery of public safety services and enhance the safety of residents and the community. • Maintain a low-level crime rate to maintain and enhance the quality of life in Cooper City. • Develop an interactive and engaged relationship with the community through implementation of a robust community policing program • Conduct and complete a city-wide traffic calming study to reduce traffic speeds and congestion in and around school zones. Performance Measures Improved traffic management and safety • Reduced traffic fatalities. traffic injuries, and property damage • Traffic complaints by residents and commuters are reduced by 50% • City-wide installation of traffic calming devices in areas warranted by appropriate studies improve response times • Patient recovery times are reduced due to quicker arrival and care • 10% decrease in travel time to emergencies • Resident satisfaction improves through the reduction of response times Invest in technological capabilities that enhance public safety • Increased solvability rate of crime in the city • Increased deterrence of crime • Fortify public safety response in times of crisis or pandemic • Fully operational monitoring network and real-time crime center Maintain a low-level crime rate • Decrease part -one crime by ten percent within a year • Decrease violent crime by twenty percent within a year • Continue to be designated as one of the safest cities in Florida Develop an interactive relationship with the community and enhance involvement • Increase availability of Fire and Life Safety programming • Increased resident/community satisfaction with police interactions and encounters Better leveraging of social media and app -based community groups for citizen -public safety engagement 10 Current State Cooper City has distinguished itself by maintaining a `small town feel'at the heart of the South Florida tri-county region. Its nostalgic characteristics provide residents a peaceful Setting nestled within a major metropolitan area that provides easy access to a wide-ranging Scale of profeSSlonal Services, shopping, dining, and entertainment, With these qualities in mind, Cooper City has maintained its founding principal of developing mostly residential areas accompanied by parks and green Spaces for families to enjoy. Future State Cooper City will thrive through smart development and creative redevelopment that will increase residents' affinity for "Someplace Special" and the Sense of place their community provides. Projects and proposals are complimented by outreach and sustained communication with residents and business owners; nourishing relationships and encouraging participation in the decision -making process. This special collaboration works toward increasing the value of Cooper City's homes, attracting business and entrepreneurial endeavors, and increasing the ability for residents to work where they live. �4 9y� �a, as A 3Aw'r `�y,�q. .r• .: " %d'i?. tit r +AAWvn et }•d'� " Strategic Goal 0 Establish "a strong sense of place" through creation of unique spaces that foster community pride, increase social interaction and commercial marketability with the purpose of improving economic stability, increasing property values and impacting the memories of Cooper City residents. Objectives • Redevelop underutilized spaces to achieve a strong sense of place and increased property values. • Focus on the Health and Community pillars of the Parks 6 Recreation strategic plan to increase social interaction and promote the well-being of Cooper City residents. • Strengthen the connectivity of City-wide facilities, common areas, and business centers • Engage residents and businesses more fully in the community through citywide marketing and branding. • Establish strong rapport and relationships with new and existing businesses to improve the economic stability of Cooper City. Performance Measures Resident satisfaction with Cooper City as place to live • Develop City-wide survey to continually gauge residents' interests and collect feedback on City facilities, services, and programs • Partner with schools to continue to attract high -quality teachers and staff to maintain A -rated schools, while advocating active participation in schools and close partnerships to support school activities • Conduct an analysis and options for City Commission consideration on developing a city center • 80% satisfaction rate with recreational experiences • Assess and adapt programs and services to the needs of residents Businesses blending with the charm of Cooper City 10% increase in the number of residents who own a business in Cooper City or are employed within Cooper City Develop survey to gauge business satisfaction and continually receive feedback on factors that are boosting or negatively impacting businesses Ensure the Business Expo and Job Fair becomes an annual event • Robust marketing campaign that helps to attract investment in Cooper City and boost economic development efforts Connectivity across the city • Increased access to parks and recreational spaces by walking, bicycling, or by means other than a vehicle • Secure access to spaces that will allow for the development and/or extension of bike and walking paths, while increasing efforts to secure grants and other funding sources for projects • WiFi established at all sports complexes and community gathering places 12 PRIORITY 4 Citywide Revitalization • Cooper City Strategic Plan 2022-2027 pb a� 1' ! VAiO ,� kV �y� r. ti wC n . W 3 f / a T�i�rsm, y^4Y'y' $t i ice. 41 � of—i a�f'� - I• k .'.. - 'a e i tiv a Y` „ k X K. • L i Q Strategic Goal Maintain and improve the city's infrastructure and appearance to support and ensure a sustainable and beautiful environment. Objectives • Revitalize and invest in enhancing the physical appearance of targeted areas including the City's major arteries and monument signs. • Assess the appearance of citywide parks and green spaces and make enhancement where needed to meet the needs of the community. • Continue to educate the community on ordinances and citywide efforts of beautification. • Continue citywide code enforcement to improve the physical appearance of Cooper City. • Develop and update the capital improvement master plan for the City's water, wastewater, storm water, and roadway infrastructure. • Develop a long-term, in-depth Capital Improvement Plan for facilities and roadways. • Create a mobility plan that includes streets, paths, trails, greenways, sidewalks, and street calming. Performance Measures Commercial Centers • Full compliance with City codes • Landscaping is rejuvenated and/or restored to original site development plans • City codes are continually updated to ensure that commercial centers and plazas blend in with the charm of Cooper City Residential Areas • Residents are fully informed and complying with City codes • Meet with and/or present to all homeowners associations within the City to provide updates on relevant City codes and revitalization efforts • 10% decrease of property maintenance code violations City-wide Plans and Improvements • Maintain a Pavement Condition Index [PCI1 of 75-85 for all City streets • 100% Drinking Water Compliance Rate • Distribution System Water Loss equal to or less than 10% • All funded and approved capital improvement projects have been initiated • All capital improvement Master Plans are in the procurement process 14 This Strategic Plan is the result of the combined efforts of our City's residents, elected officials, employees, and stakeholders The City of Cooper City would like to thank all those who participated in the months -long process of providing knowledge, insights, and information, while also expressing gratitude to the BerryDunn Consulting Team for providing direction and expertise throughout the various stages of information gathering The City would also like to recognize its Steering Committee, whose members are listed below Joseph Napoli, City Manager Mike Bailey Chief James Bishop Jason Chockley Michael Cobelo Captain Christopher De Giovanni Tim Fleming Brandon Johnson Darryl McFarlane Nannette Rodriguez Kathryn Sims Carlos Vega Stacie Weiss 15 2021-2022 Strategic Plan Environmental Scan b) BerryDunn What is an Environmental Scan? A best practice in strategic planning is to begin with a scan of the current environment using a broad spectrum of qualitative and quantitative data. The purpose of the scan is to: • Identify potential opportunities, challenges, and trends that can impact the City's strategic direction and priorities. • Better understand the needs and desires of the City's stakeholders and residents. • Build a shared understanding of the current state. • Understand the forces and obstacles that can hinder the achievement of goals and objectives. The intent of the environmental scan is to identify key themes and strategic data points that will focus the Council's discussion and guide the planning process. Environmental Scan Approach: Data and Document Review The consulting team reviewed and analyzed a broad array of data, documents and plans provided by the City, including: • Adopted FY 2021 Budget • Housing Needs Assessment, January 2017 • Affordable and Workforce Housing Strategic Plan, 2017 • IACP Operations and Management Study, 2019 • Arts and Culture Master Plan • IT Strategic Plan, 2019 • Business Survey, 2020 Popular Annual Financial Report, 2019 • CDBG Consolidated Plan, 2015-2019 • Water and Wastewater Infrastructure Planning • City Economic Profile, 2020 Westminster Community Survey, 2020 • Complete Comprehensive Plan, 2015 Update Westminster Forward community engagement notes • Comprehensive Annual Financial Report, December 2019 • Westminster Forward website • Demographic Overview, 2019/2020 • Westminster placemaking plans • Economic Base & Industry Opportunities in Westminster, 2017 Westminster Strategic Plan, 2020 • Economic Development Department Overview, 2019 • Westminster Strategic Plan Update, Fall 2020 • Fire Department Strategic Plan, 2019-2023 • WestyRISE Recovery/Resiliency Report Environmental Scan Approach: Stakeholders We engaged a broad range of residents, stakeholders, advocates, and interests. ✓ One-on-one and Businesses Residents Parents Elected Officials community City Leadership engagement site group Interviews with a diverse set Westminster stakeholders V Social PinPoint Selected Stakeholders ✓ Virtual Community Forum Environmental Scan Westminster Community Profile 5 Quality of Life in Westminster Overall quality of life in Westminster Overall quality of neighborhood Percent very good/good or strongly agree/somewhat agree 2020 Community Survey, National Research Center, Inc. Quality of Life in Westminster The input on the Social PinPoint engagement platform input was similar to the results of the 2020 Community Survey. In this survey more than half of respondents ranked the quality of life as a4 or 5 and a third ranked it 3 (average). On a scale of 1 to 5, with 5 being the highest, how would you rate the quality of life currently in Westminster? 5 1 9% 5% 2 4 44% 3 33% Source: 2021 Social PinPoint Community Survey Quality of Life in Westminster Westminster has achieved several awards that point to the quality of life in the City. Y) 2019 Large City of the Year, Economic Development Council of Colorado 2019 American Council of Engineering Companies IfNational Honor Award Winner - Westminster Station Park and Transit Oriented Development 2019 Partner for Safe Water - Directors Award for Distribution System Operations I2018 Colorado Parks and Recreation Association Marianne Logan Award 2018 Government Finance Officers Association - ItExcellence in Financial Reporting for 2017 Comprehensive Annual Financial Report Community Characteristics Source: 2020 Community Survey, National Research Center, Inc. Community Characteristics Which of the following words best describes Westminster in your eyes? Welcoming Vibrant Unsafe Unique Safe Peaceful Overcrowded Inclusive Generic Diverse Divided Community Caring Boring Beautiful Source: 2021 Social Pinpoint Community Survey Like the 2020 Community Survey, "beautiful" was used most often to describe Westminster. Place to live Fy y�i �y�y r p •t M� I 1 � � Place to raise children " 4 Y a yf pa "• I -u v ri WESTMINSTER 11 Community Characteristics Strategic planning survey respondents ranked their favorite aspects of Westminster as follows: • Parks, Trails and Open Space • Schools and educational opportunities • Ease/quality of mobility (streets, bike lanes, bus, etc.) • Availability of good job opportunities • Restaurants and entertainment Sense of community/belonging • Recreation facilities and programming • Cultural opportunities and events Crime, safety, and security • Variety of housing types of residential neighborhoods Commercial and shopping Source: 2021 Social Pinpoint Community Survey About Westminster 1. U. OCO $0.000 (551000 40.000 20.000 U 1010 Westminster Population 110 ............ 104,869 .................... 59$....... 21 l.5 117,832 126,964 ........... 2020 2025 Source: 2019 American Community Survey, U.S. Census Bureau $76,142 Median Household Income $340,900 Median Home Value 92% High School Graduate or Higher Westminster Population Hispanic/ Latino 80.2% White 8.2% Other Asian . % 1.6% Black 5►0.5% Female Source: 2019 American Community Survey, U.S. Census Bureau 19.1% Under 15 12% 15-24 15.6% 25-34 14.2% 35-44 12.8% 45-54 55-64 13.5% 65 and older Employment and the Economy EMPLOYED RESIDENT POPULATION BY OCCUPATION MANAGEMENT PROFESSIONAL SALES & OFFICE SERVICE 5.5% PRODUCTION CONSTRUCTION Source: U.S. Census Bureau, Community Analysis, December 2019 4.8% TRANSPORTATION, WAREHOUSING & WHOLESALE 2.445 4.9% MANUFACTURING AGRICULTURE, MINING, UTILITIES & CONSTRUCTION 2863 FINANCE, INSURANCE & REAL ESTATE 3055 10.9% ADMINISTRATION, 'ERSONNEL & OTHER SUPPORT SERVICES 5.S2 RETAIL TRADE 6899 3.0% PUBLIC ADMINISTRATION 1.557 Employees Per Industry 51,089 TOTAL EMPLOYEES I • i1 . PROFESSIONAL, TECHNICAL & INFORMATION SERVICES 9 598 16.6% ACCOMMODATIONS, FOOD & ENTERTAINMENT 8.503 15.9% HEALTH, EDUCATION & SOCIAL SERVICES 8,121 Source: U.S. Quarterly Census of Employment and Wages, O1 2019 Employment and Economy 10 9 8 7 6 5 4 3 2 1 0 Unemployment Rate 2017 2018 2019 2020 Like many communities, Westminster experienced significant job losses in 2020 and high unemployment. Source: U.S. Bureau of Labor Statistics Top Primary Employers 1 Ball Corporation 1,252 Aerospace and Packaging 2 Maxar• 1,071 GacspatIal Technologies 3 St. Anthony's North 1.015 Hospital Healthcare Provider 4 Trimble 733 Gooposidoning Technologies 5 Alliance Data Systems 677 Network Credit Authorization 6 Tri-State Generation 541 Electric Energy Wholesaler 7 MTech Mechanical 535 Technologies Group HVAC Systems a ReedCroup 496 Human Resources Management 9 Epsilon 454 Marketing Agency 10 CACI International 407 L. Research & Technology *Corporate headquarters Source: City of Westminster Economic Development Department, 2019 Westminster Government 2020 Sales Tax Rate Comparisons Westminster's Municipal Sales 2020 Residential Property Tax Rate Comparisons Cif' Tax Rate property tax rates City Fire Protection City and Fire are significantly city Broomfield (City) 4.15% g 7 Levy District Levy Levy. lower than its Northglen -i 4.4 26.271 Northglenn 4.00% neighboring cities. Broomfield (City) 11.457 14.674 26.131 Boulder 3.86% Fort Collins 9.797 10.665 20.462 Fort Collins 3.85% The City's Sales Arvada 4.310 14.821 19.131 Westminster 3.85% tax rate is the Loveland 9.564 8.810 18.374 Aurora 3.75% fourth highest Lakewood 4.711 13.732 18.443 Thornton 3.75% Littleton 6.662 9.250 15.912 among its 11 Longmont 3.53% Longmont 13.420 - 13.420 neighboring Boulder 11.981 - 11981 Arvada 3.46% communities. Loveland 3.00% Thornton 10.210 10.210 Aurora 8.605 - 8.605 Littleton 3.00% Westminster 3.650 - 3.650 Lakewood 3.00%.. City Revenues and Expenses 2019 REVENUES BY CATEGORY $(MILLIONS) ■ Property Taxes ■ Use Taxes ■ Grants Other ■ Sales Taxes ■ Charges for Services 2019 EXPENSES BY CATEGORY $(MILLIONS) ■ Other ■ Economic Development ■ Community Development ■ Public Works Culture & Recreation ■ Public Safety Utility . General Government Source: Westminster Popular Annual Financial Report, December 31, 2019 3.4 Quality of Services Percent very good/good. Downward arrows indicate a decline in quality from the 2018 survey results. Emergency medical/ambulance service Drinking water quality /�e4binG 1:.4.IW Y..n".na. e....a.v'.r.. to C a Source: 2020 Community Survey, National Research Center, Inc. IL Quality of Services Percent very good/good. Stars indicated the services that rate above the national benchmark. A'^ •. Recreation Programs 85% 85% 81% Source: 2020 Community Survey, National Research Center, Inc. Quality of Services Name the things Westminster's City government does well: Providing safe drinking water Engagement with residents Mobility infrastructure (streets, bike lanes, trails, etc.) Community planning and development (permitting, inspections. etc.) Responsiveness and customer service mentality Public safety (police and fire) Communication Libraries Developing housing options Recreation programs and facilities Parks and open space Value for the City of Westminster taxes I pay Source: 2021 Social Pinpoint Community Survey Like the 2020 Community Survey, respondents to the Social PinPoint survey identified parks and open space, recreation programs and facilities, public safety, and safe drinking water as the things the City does best. Environmental Scan Stakeholder Views and Perspectives 22 Analysis of Stakeholder Input All individual stakeholder input and survey responses were compiled, analyzed, and coded by theme. A response, idea, or comment had to be mentioned several times - not just once or twice - in order to be listed as a theme. ► Themes are identified as possible goals, strategies or objectives for Council consideration. Most Important Issues Percent identified as "essential" or "very important" Safe drinking water and sewer services Street maintenance Public safety Parks and open space Walkability and bikeability Recycling opportunities Library services Economic development Land use and development Improve residents' physical health Affordable housing Recreation facilities Historic/cultural heritage Cultural opportunities 0 10 20 30 40 50 60 70 80 90 100 Source: 2020 Community Survey, National Research Center, Inc. Biggest Concerns Rank your biggest concerns with Westminster: Management of growth and development • Cost of water and waste water • Traffic dr • Crime and public safety I Environmental sustainability • Availability of housing in all price ranges Availability of trails and parks in my neighborhood Equity and Inclusion for all residents Lack of good job opportunities Homelessness Neighborhood appearance Other Source: 2021 Social Pin Point Community Survey Biggest Concerns Residents and stakeholders voiced significant concerns regarding growth and density and balancing these competing forces. Commercial and retail growth Residential growth EMM60/o 15% 17% 32% 30% ■ Very positive ■ Somewhat positive Neutral ■ Somewhat negative ■ Very negative Source: 2020 Community Survey, National Research Center, Inc. Biggest Concerns However, survey respondents ranked affordable housing 12th out of the 15 most important or essential things the City does. Ensure the City provides ample affordable/ workforce housing "The Front Range Dilemma" Slow growth Low density Affordable housing Jobs Increased Retail Community Amenities Transit Unique identity Source: 2020 Community Survey, National Research Center, Inc. Concerns of Businesses • Lack of downtown "epicenter" with amenities that compete with neighboring cities • Lack of diversity in Westminster's economic base • Competitive disadvantages • Sales and use taxes • Inadequate affordable labor force • Building requirements and ordinances not always friendly to business • Traffic congestion • Cost of living Source: 2021 Stakeholder Interviews Concerns of Businesses Prioritize services the City is providing or could provide to foster growth in the business community: Promote Westminster as a place to visit and shop Serve as an advocate for local businesses Offer financial incentives Provide business retention services Attract businesses to Westminster Provide assistance with local regulations Provide incubator space Provide training to existing businesses 2020 Business Survey, Left Brain Concepts, Inc. Concerns of Businesses Issues that Impact Company Operations Challenge of finding qualified employees Availability of skilled workforce Availability and access to affordable housing Restaurants Retail shopping Availability of transportation options Quality of public schools Parks, open space and trails Access to capital Quality of community colleges Arts and cultural amenities Quality of universities 2020 Business Survey, Left Brain Concepts, Inc. Concerns of Parents • Good schools that value diversity and inclusion • Increased bilingual personnel • Increased cultural sensitivity • Quality, affordable housing • More culture, art, and music • Clean streets and parks • More recreational spaces through the winter More equitable and inclusive practices in City service delivery More mental health services, particularly for young people Low cost/free after school and summer programs for children • Greater ability to thrive - access to quality food, good jobs and healthcare Source: 2021 Stakeholder Interviews Concerns of Residents • Range of housing types and pricing • Environmental sustainability and conservation (water, energy, recycling, land) • Strategic plan for growth that includes affordable housing and multi -modal transportation and prevents housing displacement • Distribution of restaurants, entertainment, and recreational amenities and events throughout the City • Completing the City's current development projects • Making the City more welcoming and inclusive • Access to resources for those experiencing homelessness or food insecurity • Greater walkability and bikeability • Achieving more clarity and agreement on the City's priorities • More equitable distribution of the cost of government • Less reliance on sales tax • Income -sensitive water rates Source: March 2021 Community Forum Ld "Ii •iii«r= Balancing water supply with affordable water rates should be a concern. Don't just Jack up the rates so high in support and anticipation of a high density development that doesn't take into consideration the stress ifs putting on current residents. f 4 hoursago Like i+1 Dislike Q South Westminster is dying and needs to be redeveloped. There is no reason why the old town part of Westminster can't be developed in the same fashion as the old town part of Arvada has, We have all the same components as old town Arvada including the lite rail station. It would be an economic generator for our city, increase property values, wipe out blight, and will help with our homeless problems in the area. N 7 days ago L Love seeing all the community support for natural parks and open space! New development is the key to funding those public amenities, and it seems like Westminster has struck a great balance so far. I'm excited to see the city continue to evolve and become a vibrant mix of parks, suburbia, and accessible commercial centers. is Shouts ago Uke+*1 Dislike ♦-' Inclusivity means equal access to all city resources. Coming out of the year of Covid, data shows the increased use and importance of Parks and Open Space. Data shows how there is discrimination in terms of outdoor access and less healthy parks available in neighborhoods of color, and lower economic standing. Evident in older Westminster which is the most diverse area of city yet park deficient. City must apply Policy 11.6.8 in full on all new development and serve the public needs for park. 8 hours ago Like ♦+1 Dili ke Q The housing inventory in Westminster is really low right now, driving the prices of homes way up. But we need to maintain the character of the neighborhoods with similar types of housing. No high density living at the farm. Maintain the open space and and parks that the current plans promise. Don't sell out to money hungry developers just looking to make a buck at the expense of the Westminster community. A% 4hoursago ago Like E+1 Dislike Q Water - All future City and Commercial improvements should reflect a strict water waste prevention plan. Grass which is planted for visual appeal and will never be used by the community should be banned. Plants and trees should be native to the dry plans Westminster is built on. Community residents should not subsidize golf course water usage. No future golf courses should be built in Westminster as the percentage of community representation is not reflected. f 4 days ago Like tJ0s1ike9 WESTMINSTER 33 Concerns of City Leadership • Divergent community expectations • Divisiveness and breakdown in civility • Smart, well -planned growth • Right balance of housing diversity • Multi -modal transit • Replacing the City's aging infrastructure • Long-term financial sustainability - diversific • Protection/conservation of the City's water • Meeting the needs of an increasingly divers • Agreement and unity regarding cores servic • Adequate public safety resources and nece Source: 2021 Stakeholder Interviews Concerns of City Council • Strategically planning for "smart" growth • Sustainability - fiscal, environmental, social • Becoming a more diverse, inclusive and welcoming community • Suburban neighborhoods and urban nodes • Transportation options and connectivity • Traffic congestion • Protection and acquisition of open spaces • Housing diversity, density and affordability • Vibrant and thriving downtown • Building out arts and culture offerings Source: 2021 City Council Interviews City Council Concerns • Maintain Westminster's beauty • Strong core services • Everything related to water • Stewardship of the public infrastructure • Public distrust in government • Changing demographics • Completing development projects • Expanding trails and recreation • Rebounding from COVID with resilience • Investing in public safety to keep residents s • Political divisiveness and divergent perspecl Source: 2021 City Council Interviews Most Significant Challenges Aging infrastructure Balancing growth with maintaining Westminster's character • Financial sustainability Housing affordability Subsidizing development Water rates �I1Ci�l�lsNe:P `.',mdLc i?h Increasing public distrust of government Divergent perspectives on key issues �. , Source: Stakeholder Interviews, 2021 Social PinPoint Ideas Wall Most Significant Challenges 1. Cost of living/housing 2. Balancing population growth and new development 3. Cost of maintaining streets, infrastructure, and city facilities 4. Crime and safety 5. Becoming an inclusive community; economic recovery (tied) 6. Maintaining the services and programs currently offered 7. Traffic *Listed in rank order Source: 2021 Social PinPoint Community Survey at ii Opportunities • Expanding multi -modal transportation options • Increasing housing diversity and options • Protecting open spaces • Taking a well-rounded approach to sustainability - fiscal, environmental, social • Creating a thriving and vibrant Downtown • Delivering core services well • Improving relationship/engagement between City Hall and community • Increasing arts and cultural offerings Source: Stakeholder Interviews, 2021 Social PinPoint Survey (open-ended questions) Opportunities What types of businesses would you most like to see in Westminster? None, Westminster has enough businesses Small innovative start ups Financial services Research centers, labs and learning institutions Light manufacturing Hotels and entertainment centers Offices (for medical, business, etc.) Tech companies Small, locally -owned shops and boutiques Big -box and medium-sized retailers National chain restaurants Locally owned restaurants and craft breweries Source: 2021 Social PinPoint Community Survey Opportunities If Westminster could adopt one thing from its neighbors, what would you prefer? None of the above Arvada's Center for the Performing Arts Boulder's parks and open space Loveland's art scene Fort Collins' Old Town Denver's Washington Park Cherry Creek's shopping and business district Broomfield's Auditorium Boulder's Pearl Street Arvada's Old Town Source: 2021 Social PinPoint Community Survey Important Actions to Improve Quality of Life 1 Build affordable housing 2 Expand/preserve open spaces, trails, and parks Reduce development 3 Make public safety a priority Improve mass transit and transit alternatives 4 Reduces taxes and water rates Manage growth and development Focus on the economy 5 Resolve traffic issues, speeding Promote environmental sustainability Source: 2020 Community Survey, National Research Center, Inc. Resident Advisory Resiliency Work Group 2021 Strategy Recommendations 43 Overview The COVID-19 pandemic is one of the greatest crises of our generation, and recovery will require not only repair, but also innovation and vision. The WestyRISE Resident Advisory Work Group (Work Group) was brought together to envision a strong social and economic recovery from COVID-19 that is immediately actionable. To do this, the Work Group called upon community leadership and expertise and leveraged the Design Innovation (DI) process to co -create an inclusive vision for the City's future, while rapidly generating and testing innovative, actionable recommendations across six critical focus areas. 6 Teams & Focus Areas 125 Participants In Tots WESTMINSTER 45 The Design Innovation Process ODiversity, Equity & Inclusivity © Policy & Economic Stimulus © Physical, Mental & Emotional Health OMarketing & Business Development © Data & Technology Sustainability _ f to a Hb"0. iyyI a ` a^I Ali A ru ✓, xE' r:UY ro ♦F�i§%Y a to fl{Y i AC •a,% II ,veal „i. 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In Westminster, the basic needs of all residents and families are met, and there is equitable access to all resources, such as affordable housing, high-speed internet, education, healthcare, and information. Westminster residents feel a sense of safety and belonging, and they can easily voice their hopes, concerns, and ideas to the city and have their voices heard. 1. Commit to a Diversity, Equity & Inclusivity Lens in All Our Work 2. Actively Involve Residents in Policy Development (Priority Recommendation) 3. Promote Equitable Distribution of Resources & Access to Services Policy & Economic Stimulus WESTMINSTER 50 Policy & Economic Stimulus Residents and small businesses have access to capital and support to build long term success and resilience. Historic Westminster will be the home of a unique diversity of businesses, making it a vibrant place to live and shop. Historic Westminster has spaces where the residents feel they belong and can gather as a community. Every Historic Westminster resident can easily access delicious, healthy, affordable food. Communication flows freely between the city of Westminster and historically underrepresented residents. 1. Promote Urban Agriculture and Establish Community Gardens 2. Promote Equitable, Multidirectional Communications 3. Mitigate Displacement of Residents and Businesses (Priority Recommendation) 4. Support Business Models That Prioritize Community Over Profit 5. Provide Direct Technical and Financial Assistance Physical, Mental & Emotional Health 0 WESTMINSTER 52 Physical, Emotional & Mental Health Westminster is a city where people's health needs are easily met, leaving them feeling connected and cared for, and allowing them to thrive. Because residents have effortless access to excellent health services, they never have to worry that they won't be able to meet their needs due to cost, inconvenience, complexity, or inadequate care. Residents impacted by COVID-19 or other health crises are fully supported in making a strong recovery. 1. End Homelessness & Housing Insecurity (Priority Recommendation) 2. Expand & Leverage the Library System to Increase Resource Access 3. Improve Access to Telehealth Services & Broadband Internet Marketing & Business Development 4WESTMINSTEP 54 Marketing & Business Development City residents, area residents, and small business owners will know and be familiar with a simple, clear, understandable City brand that supports each of the six key economic areas as well as the City's recreation, shopping, dining and entertainment attractions. All City of Westminster small businesses are well informed about City of Westminster resources that may be of use to them including grants, education, marketing, networking opportunities, and safety certification programs. They are informed about this through a physical resource toolkit that is distributed annually that connects directly back to a well -organized, up-to-date virtual toolkit, and the City has many well -recognized placemaking locations that support locally owned businesses. 1. Include Six Key Economic Areas in Brand Identity 2. Build & Deploy a Comprehensive Resource Toolkit 3. Catalyze Placemaking Through Partnerships 4. Appoint a Small Business Ambassador 5. Build a Volunteer Small Business Ambassador Team & Forum Data & Technology aWESTMINSTER 56 Data & Technology The City of Westminster uses data effectively and proactively to make better policy decisions, improve operations, empower business, and inform citizens. Westminster ensures that underserved communities are represented in data and have quality access to information that's meaningful and helpful to them. 1. Establish a Data Team & Governance 2. Promote Data Literacy & Culture in Government 3. Centralize Data Storage, Inventory & Request Handling 4. Expand Open Data Library & Improve Quality of Data Visualizations 5. Develop or Adopt a Resident Portal App for Data Collection & Sharing Sustainability WESTMINSTER 58 Sustainability The City of Westminster is a regional leader in improving air quality to support sustainability efforts and to improve public health, as well as a leader in zero -emissions, electric vehicle use, multi -modal transportation, and infrastructure that supports remote work. 1. Lead With a Zero -Emission Fleet 2. Develop Electric Vehicle Incentives & Infrastructure 3. Encourage Reduced Emissions from Commercial Vehicles 4. Support Remote Work by Expanding Internet Access S. Support Regional Transition to Zero -emission Transportation System Environmental Scan Discussion • What stood out in the presentation? • Did you learn anything new? • What made you pause with concern? • What is missing or needs to be amplified? • Which themes are the most important in shaping your thinking about the future direction of Westminster? aTvoFGRESHAM FOCUS GRESHAM Focus Gresham is a citywide effort to evaluate and prioritize our day-to-day work. Every question may not apply to every service or program. Please complete this form to the best of your ability and to a level of specificity and detail that helps you and your team analyze and evaluate the work. Service name: Brief description: Department: Manager: Purpose: - What is the purpose of the service? How did this service start? - How has the service changed from its start to today? 1 CITY oFGRESHAM Who are the customers of the service? Do they demand this service, or is it something we've always provided? What are you trying to achieve with this service? What is your intended outcome? Outcomes: What is the measurable outcome(s) of this service? If you have a measurable outcome(s) for the last few years, few quarters or months, please share the measures below: P] arroFGRESHAM Over the last few years, how successful has the service been in achieving outcomes, and where does the service fall short of achieving outcomes? What resources do you need that you don't have now to achieve the outcomes? How does this outcome(s) positively impact the community? How is this service the right thing to do to achieve the outcome(s), or if it's not, what should we be doing instead? ii arvoFGRESHAM Process: How well do we consider ourselves experts in providing this service? Who else provides this service? (I.e. County, nonprofit, private sector) What other departments provide this service, if any? If so, could you combine services? Why or why not? How can this service be done a different way? Please explain (examples include utilizing technology to make it more efficient, partnering with a non-profit, outsourcing pieces of it, etc.) 4 CITY ocGRESHAM How can this service be done more equitably or inclusively? Priorities: How does staff take pride in/enjoy providing this service? How does this service bring staff stress? Is this service mandated? If so, by whom? Is it mandated to the level it is provided today? Could it be done differently? If we didn't provide this service, what would happen? 5 arvoFGRESHAM If we scaled back this service, what would happen? On a scale of 1-10, with 10 being the most important service our department provides, where does this service land and why? On a scale of 1-10, with 10 being the most impactful service we could offer, how impactful is this service on the community and why? If we didn't provide this service or scaled back, what would this free us up to do that is a higher priority or more impactful? arroFGRESHAM Budget: What is the cost of the service? Is the service generating any revenue? If no, should we charge for it? If so, is it covering costs? Could we adjust the fees to cover the costs or is that too much of a cost burden to the service recipient? Are we providing this service to other communities? If so, are we recouping our costs? If not, how much more in $$ do we need to recoup our costs? How many FTE support this service? What percentage of each FTE is dedicated to this service? PA arvorGRESHAM How much in consultant fees are spent on this service, if any? What is the cost - benefit analysis of the benefit of a consultant versus assigning to staff? Recommendation: Should we continue with this service, scale back, or sunset and why? If this service is not a top priority, or not highly impactful, what would you do instead of this service? If you recommend keeping the service, how would you change it to better achieve outcomes? E 6. References Below, we provide three references for initiatives of similar size, scope, and complexity to that of the County's. We bel eve these clients can speak well to the quality of our strategic planning services. City of Milton, Georgia Steven Krokoff, City Manager 1 678-242-2571 1 steven.krokoff@cityofmiltonga.us BerryDunn concluded the City's strategic planning process. Phases in this process included project initiation and planning, an environmental scan, community visioning, and strategic plan development. Most of this proje•:t took place remotely and utilized tools, such as Social Pinpoint, to boost information sharing and community engagement efforts. The City Council Strategic Planning Retreat and team building with executive leadership was conducted on -site. Also part of this engagement was an emphasis on preservation related to the City's reputable high quality of life and current and anticipated growth. The most challenging aspect of this engagement was increasing the racial and ethnic diversity of the City's community engacement effort. Milton is becoming a more diverse community, and the City wanted to engage the participation of residents who have been under -represented or not invited to participate in the past. BerryDunn worked with the City to identify new individuals and organizations and conducted persistent outreach efforts to make sure these voices were an integral part of the planning process. The final plan has an updated vision and mission for the City, a new set of organizational values developed by the Council and City staff, strategic priorities, current and future state descriptions of each priority, strategic goals, short-term objectives, and outcome measures. City of Westminster, Colorado Jody Andrews, Interim City Manager 1 303-658-2400 1 jandrews@cityofwestminster.us The City engaged BerryDunn to conduct its strategic planning process. Each year, the City revisits its strategic plan to help ensure reaching its vision is realistic and actionable. Our project team led the City Council in a two-cay retreat to refine and identify new goals and objectives and lead City staff, department heads, and other stakeholders in identifying short-term actions and to support the goals and objectives within the plan and help ensure alignment with the City's vision and direction for the community. As a result, a one -page strategic plan update document was developed. Since then, the City has retained BerrvDunn to lead its City Council in the development in an entirely new strategic plan to reflect changed priorities and to emphasize measuring outcomes. City of Beaverton, Oregon ;heryl Twete, Director 1 503-526-2422 1 ctwete@beavertonoregon.gov Our team provided coaching, leadership development, and strategic planning facilitation to executive managers and teems within the City's Community Development Department (CDD). Our project manager and lead facilitator, Michelle Kennedy developed CDD's strategic plan, performance measures, and progress reportinc tools. The CDD's strategic plan aligns with the City's Community Vision, Civic Plan, Urban Redevelopment Plan, and Mayor and Council priorities. Michelle wrote the plan, which includes the vision, mission, values, description of the current state, long-term goals, two-year actions, performance measures, and a matrix that cross -walks CDD strategic goals with Community Vision goals and Civic Plan strategies. Michelle has also provided strategic planning facilitation for the Mayor's Office programs. b, BerryDunn 6. References l 109 7. Schedule Table 1 presents our anticipated timeline by phase for the County's further review and consideration. We are happy to move at the County's pace by expediting or elongating the process as needed to help ensure optimal involvement, productivity, and success during this work effort. Table 1: Anticipated Timeline Months 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 Phase 1 • • • Phase 4 • • • • • • • • • • • • • • • • • • • • • • • • Optional 7. Schedule 1 110 rI 8. Cost Table 2 presents our fixed -fee cost to the County for its requested work effort. This fixed fee cost is based on our proven approach and methodologies; extensive experience successfully conducting projects of this nature; and our strong desire to partner with the County on this important initiative. Our measure for satisfying a deliverable is the County's signed acceptance. That said, the County will not incur any additional costs associated with the process of reaching deliverable acceptance beyond what has been estimated. Table 2: Cost by Phase Estimated Fixed -Fee Phase Hours Cost Phase One: Project Initiation and Management 50 $9,900 Phase Two: Initial Priority Setting and Mission and Vision Statement 54 $10,900 Development Phase Three: Strategic Plan Development 144 $29,600 Phase Four: Performance Monitoring and Continuing Engagement 80 $16,800 Total Fixed -Fee Cost (excluding travel expense) 328 $67,200 Optional: Community Engagement 103 $20,940 Travel Expense Estimate* - $2,800 Strategic Plan Professional Design Services - $2,000 *Travel will only be billed as incurred. This expense estimate includes airfare, hotels, mileage, and meals. In addition, we will seek to leverage local resources when appropriate to limit the need to bill for this line item. Should the County desire to expand the work effort beyond what is currently required in its scope of work and has been proposed in our work plan, we propose a blended hourly rate of $210 plus travel. bBerryDunn 8. Cost 1 111 Appendix A. Resumes Seth Hedstrom, FMP®, LSSGB Select Clients Print, City of Bismarck, ND Seth leads the Finance and Administration City of Brighton, CO Practice within BerryDunn's Local Government City of Fort Collins, CO Practice Group and has more than 12 years of City of Edina, MN experience assisting public -sector clients. His City of Fort Collins, CO experience includes technology planning, City of Independence, MO organizational needs assessments, system planning and procurement, City of Lawrence, KS and the implementation of enterprise -wide information systems. Seth City of Minot, ND often serves in an engagement management role on enterprise City of Sioux Falls, SD technology implementation projects and manages and oversees project City of South Jordan, UT progress and issue escalation and resolution with executive project Gallatin County, MT Louisville Jefferson County sponsors. Metro Gov't, KY Relevant Experience Pitkin County, CO Project Management: Seth has managed system selection and IT Tri-County Health strategic planning projects for some of BerryDunn's largest local Department, CO government clients. For instance, he managed the utility billing system Education implementation for the City of Surprise, Arizona. Seth also has in-depth experience in guiding public -sector clients through every step of the BS, Business Management, system selection process, from conducting needs assessments to Babson College defining system requirements, crafting RFIs, facilitating vendor Project Management demonstrations, and leading contract negotiations. Professional ( a Green , Belt Six Sigma Green Belt Enterprise System Selection: Seth has in-depth experience in guiding Certified public -sector clients through every step of the system selection Diversity and Inclusion process, from conducting needs assessments to defining system Certificate, Cornell requirements, crafting RFIs, facilitating vendor demonstrations, and University leading contract negotiations. Membership/ Operational and Organizational Assessments: Seth has been Presentations involved in numerous operational and organizational assessment projects, which involve current environment analysis, future state Associate Member, planning, and the development of an implementation plan for Government Finance incremental improvements over a multi -year planning horizon to align Officers Association (GFOA) with the resources of the clients. Modern IT: Position Your Business Process Improvement: Seth has provided business Organization to Meet process improvement services for many BerryDunn clients, either as a Evolving Needs: MISAC stand-alone engagement or as part of an enterprise system selection. Annual Conference, 2017 His experience includes documenting as -is business processes, Integrated Point Solutions: benchmarking processes with similar organizations, introducing The Key to Leveraging Your industry best practices, and developing to -be business process ERP: CSMFO Annual recommendations. Conference, 2018 bBerryDunn Appendix A. Resumes 1 112 Michelle Kennedy, Prosci® COP, ODCC Michelle is a manager in our Local Government Practice Group and brings 20 years of consulting experience in community engagement, strategic and business planning, leadership development and executive coaching, OCM, program evaluation, business process improvement, and performance measurement. She has provided consulting services and project leadership for state and local government agencies in Oregon, Washington, Illinois, Texas, Nevada, California, Oklahoma, West Virginia, and Hawaii. Prior to consulting, Michelle served for 13 years as a senior -level executive in government and higher education. Relevant Experience Strategic Planning: Michelle has developed strategic plans for more than 40 organizations. She actively involves and engages the community, as well as the organization, to gain views for the vision, mission, and goals and helps to prioritize initiatives to yield achievable and measurable outcomes. The majority of Michelle's strategic planning clients have retained her to provide updates to the plans in future years. Organizational Assessments: Michelle is an expert in conducting assessments related to organizational structure, the methods and tools related to the delivery of organizational programs and services, and the culture of the organization. Her reviews also include assessing leadership structures, roles, and styles; methods of knowledge and skill preservation; and succession strategies and plans. Change Management: Michelle recognizes the importance of change management in all the projects she is involved in. She is well -versed in conducting change readiness assessments, involving key stakeholders in the decision -making process to promote buy -in and build consensus, and actively monitoring project progress to help ensure that resistance is addressed early -on. She leverages her certification in the Prosci® change management methodology and facilitation methodology certifications to provide value to her clients. b BerryDunn Select Clients: Association of Oregon Counties City of Beaverton, OR City of Cooper City, FL City of Creswell, OR City of Gresham, OR City of Groveland, FL City of Milton, GA City of Redlands, CA City of Tacoma, WA City of Westminster, CO City of Wausau, WI Lake County, IL Lane County, OR Marion County, OR McHenry County, IL Oregon Department of Education Oregon Department of Human Oregon Secretary of State Washington State Traffic Safety Commission Portland Development Commission Portland State University Marion County, OR Education: BA, Journalism/Mass Communication, Iowa State University Certified in the Hogan Leadership Assessment System®, the Myers Briggs Type Indicator®, and the ICA ToP Facilitation Methodology Prosci® Certified Change Practitioner Organization Development Certified Consultant (ODCC) Memberships/Presentations: Member, Organizational Development Network Rivers of Change, Oceans of Opportunity: Strategic Planning in Turbulent Times, Oregon Recreation and Park Association (PRPA), 2019 Appendix A. Resumes 1 113 Shannon Flowers Vi VUIIJ UILUII: Shannon is a senior consultant in BerryDunn's Local Government Practice Group. She is a finance professional with more than 20 years of experience, many of which have been spent in director, C -suite, and senior -level roles. Her expertise in budgeting, fiscal planning, cash flow analysis, and fiscal policy development is augmented by a strong understanding of the business processes that support efficient operations. As a consultant, her clients benefit from her focus in change management and business process improvement as well as her experience in training and leading staff through difficult transitions. Relevant Experience Strategic Planning: Throughout her career, Shannon has strategically planned for the allocation of fiscal resources. She served as the finance director for the City of Central, Colorado for 10 years, as well as holding the title of senior fiscal partner for the Colorado Governor's Office of Information Technology. In both roles, she was the subject matter expert on budget development, responsible for establishing a cost model for proposed services and analyzing national trends to identify effects on local economic conditions. Process Improvement: Shannon served as the operations branch chief for the Colorado Department of Public Health and Environment, Disease Control and Environmental Epidemiology Division, and she was the division authority for all fiscal, policy, procurement, and compliance matters. In this role, she led efforts in reviewing existing division processes, crafting recommendations for improvement, and implementing the recommendations. This required substantial change management expertise to encourage buy -in from division staff to assist in the transition. Her role also involved administering an annual budget of over $101 million that included a variety of funding sources, such as federal grants, state funds, and cash donations. International Public Policy: Shannon spent time in Bosnia with the Atlantic Initiative identifying regional policies and best practices for civil rights campaigns. She developed training materials on European Union standards on civil rights and researched best practices for introducing equality and security in the police force. Shannon then went on to serve as the coordinator for the University of Denver's Global Practice Bosnia program for students. She served as in -country support and liaison for the program director, managing all of the program logistics, events, and excursions. In her consulting engagements, Shannon leverages this experience in building relationships and working cross -culturally in diverse settings. bI BerryDunn Select Clients City of Greeley, CO City of Gresham, OR City of Redding, CA City of Redlands, CA City of Spokane Valley, WA City of Westminster, CO Dona Ana County, NM Pitkin County, CO Education MA, Global Finance, Trade and Economic Integration — University of Denver BA, Anthropology, University of Colorado — Denver Appendix A. Resumes 1 114 Charline Kirongozi, CAPM®, MPA Senior Consultant Charline is a senior consultant in our Local Government Practice Group with four years of public -sector experience. She focuses on assisting public -sector clients with research and current environment analysis support. She joins BerryDunn with experience supporting and conducting field research, data collection, organizational reporting, and gap analysis and recommendations. Relevant Experience Community Outreach and Engagement: Charline is heavily involved with community outreach and engagement on strategic planning projects. She helps facilitate stakeholder interviews, serves as producer on community forums, and creates Social Pinpoint sites in collaboration with clients to help ensure a comprehensive and inclusive process. Project Management and Support: Charline has experience as an immigration paralegal, which heavily involved preparing, reviewing, and filing visa petitions, advocating and communicating on behalf of her clients, and overseeing the flow of information, processes of the cases, and adhering to the policies set forth by immigration officials. Business Process Improvement: Charline has in-depth experience with an international perspective conducting field research. This involved collecting data and developing reports as well as identifying gaps in policies and processes. These gaps translated into developing ways to streamline processes and increase efficiencies. Public -Sector Research and Analysis: Charline worked on the behalf of the City of Worcester, MA to establish best practices for sustainability of the Worcester/Green Worcester Working Group (Group). Through this work, she led her team through the research of over 30 cities. She reported biweekly status reports/updates, presented findings, identified risks, and made recommendations to the Group. Because of her efforts, Charline received an award from the Massachusetts Chapter of the American Society for Public Administration for best Capstone Project Presentation. Li BerryDunn Select Clients: City of Allen, TX City of Brighton, CO City of Cooper City, FL City of DeSoto, TX City of Groveland, FL City of Lawrence, KS City of Mansfield, TX City of Milton, GA City of Wausau, WI City of Worcester, MA City -County Information Technology Commission, WI Galveston County, TX Hamilton County, IN Louisville/Jefferson County Metro Government, KY Monroe County, FL Education: MPA, Clark University BA, Political Science, Clark University Appendix A. Resumes 1 115 Zholey Martinez, MPA (_du/ I, Li/Ldiii Zholey is a consultant within our Local Government Practice Group. She is an expert in conducting systems projects and has led more than 100 system implementations. This experience has enhanced her ability to provide sound project management services to the public -sector clients she serves. Her skills lie in her ability to multitask, prioritize, and execute on the projects she serves on. Relevant Experience Strategic Planning: Zholey has formal education from the University of Central Florida for strategic planning and management, with a focus on the examination and analysis of planning, goal setting, and strategic management in public -sector organizations. As a part of the course work, she assisted in the development of the five-year plan for The Center for Public and Nonprofit Management. She was also responsible for establishing strategic planning objectives and metrics for the University's Honors College. Research and Analysis: Zholey has extensive knowledge in conducting, leading, and implementing research. Her work in both scholastic and organizational research and analysis provides her with unique perspective when providing consulting services. Project Management: Zholey has led nearly 200 project implementations across different product lines and product teams These include diverse projects with varying scopes and budgets. Zholey has extensive experience working across the project management lifecycle, as she has actively initiated and planned, executed, and closed on numerous projects successfully. Her experience also includes developing project plans, budgets, issue Publishing, 2017. trackers, and training schedules, thereby helping to ensure projects are completed on -time and on -budget. Select Clients: City of Avondale, AZ City of Helena, MT City of Redding, CA City of Livermore, CA City of Spokane Valley, WA City of Tampa, FL Dona Ana County, NM Louisville Jefferson County Metropolitan Gov't, KY Education and Certifications BA, Political Science, University of Central Florida MPA, University of Central Florida Publications Martin Dupuis, Vanessa McRae, Zholey Martinez. Diversity, Equity and Inclusion in Honors Education. Chapter: Increasing Diversity in Honors through a Mentoring Partnership with local Title I High Schools and Businesses. Cambridge Scholars Systems Consulting: Zholey has in-depth experience helping companies streamline business processes. A specialist in identifying inefficiencies and recommending improvements, Zholey has effectively helped clients across all project phases. Her extensive and dynamic knowledge of various systems makes her a critical asset in improving the efficiency of organizations. bBerryDunn Appendix A. Resumes 1 116 Jason Genck, MPA, CPRP Senior Consultant Jason has nearly 30 years of experience in the community services industry —including parks, recreation, and libraries —and he is a sought- after thought leader in this space. Jason previously served as executive director of the three -time National Gold Medal Award winning Westminster, Colorado Parks, Recreation, and Libraries Department where he oversaw a staff of more than 1,000 and served a city of approximately 115,000 residents. Jason helped guide Westminster's $1 billion downtown development plan, transit oriented development plan, citywide COVID- 19 social recovery efforts, the City's first ever Inclusivity Board, and focus area -specific plans in marketing and outreach, libraries, open space, and cultural arts. Jason has been responsible for revenue growth strategies throughout his career and has a keen understanding of strategies specific to Colorado. Relevant Experience Parks, Recreation, and Library Leadership: During his tenure with Westminster, Jason led several departmental and organization -wide design, efficiency, and leadership endeavors resulting in significantly increased performance, revenues, and the highest ratings of staff morale. Prior to serving Westminster, Jason served in the Pacific Northwest as deputy of Willamalane Park and Recreation District, Oregon, in addition to previously serving the Buffalo Grove Park District, Illinois and City of Phoenix, Arizona. Strategic Planning: Jason has overseen the development of numerous strategic plans, including a citywide strategic plan, libraries master plan, open space stewardship plan, arts and culture master plan, park and recreation district comprehensive plan and cost recovery models, organization restructure plans, and more. In particular, a recent libraries master plan became a source of tremendous pride for the staff and community. Select Clients Churchill County Library, NV (as a subcontractor) City of Denver, CO (as a subcontractor) City of Erie, CO (as a subcontractor) City of Pflugerville, TX City of Richland, WA Metro Parks Tacoma, WA Southern California Library Cooperative Education and Certifications MPA, Arizona State University BA, University of St. Francis Certified Park and Recreation Professional (CPRP) Professional Affiliations: National Recreation and Park Association (NRPA) American Park and Recreation Society Colorado Park and Recreation Association Illinois Park and Recreation Association American Academy for Park and Recreation Administration Extern Training and Coaching: Jason is a sought-after consultant, speaker, Program trainer, and facilitator. He previously served as an adjunct professor at the University of St. Francis, Illinois in the area of leadership development. He is an active member of many national and statewide parks, recreation, and library professional groups. He leverages his 26 years of industry experience to provide thought leadership, organizational coaching, and teaching to organizations ranging from NRPA to the regional and local organizations. bBerryDunn Appendix A. Resumes 1 117 Michele Weinzetl, Ed. D. Prosci® 4 Manager Michele has over 27 years of experience in the public sector, specifically with police. Her background includes more than 17 years as a Chief of Police for three different Minnesota Police Departments. Michele has extensive experience instructing hundreds of police officers and police executives in the areas of supervision, leadership development, and a variety of policing skills. Michele's experience also includes several years serving as a subject matter expert, consultant and adjunct faculty member for the International Association of Chiefs of Police (IACP) Leading by Legacy program. Relevant Experience Chief of Police: Michele's prior work includes more than 17 years as a chief of police for three different Minnesota Police Departments and eight years with the Minnesota Chiefs of Police Association as a board member and president. As a consultant, she is a sought after leader in the areas of police force management, development, and best practices. She advocates for a Community Co -Production (CCP) Policing model, which unifies police agencies and communities through shared responsibilities in areas such as guidance, oversight, and the development of policies, operational strategies, public safety priorities, and other shared goals. She is currently assisting the Massachusetts Environmental Police with a workforce and policy review. Organizational Management: Michele has dual degrees in Organizational Management from Concordia University and years of experience leading organizational management and development projects. During her time as senior project manager for the International Association of Chiefs of Police (IACP), she conducted several management studies including those related to full operations and management; technical assistance; recruiting, hiring, and retention; and patrol and staffing. Leadership Development: Michele served as a subject matter expert, consultant, and adjunct faculty member for the IACP Leading by Legacy program for six years. She instructed hundreds of police officers and police executives in the areas of supervision, leadership and development, and a variety of policing skills —including the City of Golden, Westminster, and Wheat Ridge, Colorado, among many others. She has written a book on leadership, written numerous journal articles, presented at many conferences, including the IACP annual conference, and developed the CCP police reform model. b BerryDunn Select Clients: City of Albany, GA Police Department City of Broken Arrow, OK City of Duluth, MN Police Department City of Gresham, OR Police Department City of La Mesa, CA Police Department City of Newton, IA Police Department City of Northglenn, CO Police Department Massachusetts Environmental Police Village of Oak Park, IL Police Department Education and Certifications Ed. D., Higher Education and Adult Learning, Walden University MA, Organizational Management, Concordia University BA, Organizational Management, Concordia University AAS, Law Enforcement, North Hennepin Community College Prosci® Certified Change Practitioner Master Chief Law Enforcement Officer Certification Appendix A. Resumes 1 118 Fred Turnier, MPA, AICP, Prosci® CCP Manager Fred is a manager in BerryDunn's Local Government Practice Group and has more *.r than 25 years of experience working with local government agencies and extensive experience assisting public sector entities with project management and development services, business process improvement, fee and cost -recovery analysis, system design and implementation, and policy analysis and formation. He focuses in the areas of community development, planning, building, inspections, code enforcement, business licensing, housing and homeless issues, land management, utilities, and infrastructure planning. Relevant Experience Community Development: Fred's extensive background in local government community development leadership positions affords him knowledge of technology, best practices, and common challenges in the field. He has served as community development or planning director for multiple cities, including Reno and Fernley, Nevada. His background includes technical and management oversight of planning, building, code enforcement, business licensing, code enforcement, inspections, housing programs, and homeless services. Management of Innovative Programs: In his various public sector roles, Fred has helped to develop a model for training small businesses in working with local Nevada jurisdictions; worked with solar and geothermal clients on site selection and transmission through federal and private lands; participated in the development of policies regarding air quality, water quality, and urban runoff; and consistently expanded the scope and depth of strategic planning in each organization he has been a part of. He is well versed in leading forward -thinking and, in some cases, controversial initiatives. City of Reno, Nevada: During his tenure as community development director and planning manager, Fred oversaw the preparation of an annual budget of $17 million, conducted a citywide development fee and cost -recovery analysis, and worked with the existing land management tracking vendor to expand capabilities for internal building plan reviews and inspections. He expanded the use of mobile data collection for ensuring Housing and Urban Development (HUD) compliance and helped create a public training program for local small businesses interested in working with the City, which later became a statewide model. He updated the City's development code to be more user-friendly and incorporated Transit Oriented Development corridors and Mixed Use development centers into the City's Master Plan. b BerryDunn Select Clients City of Beaverton, OR City of Frisco, TX City of Philadelphia, PA City of Puyallup, WA City of Santa Fe, NM City of Tucson, AZ Pitkin County, CO City of Frisco, TX City of Irvine, CA Education and Memberships Master's in Public Administration (MPA), University of Nevada, Las Vegas BA, Economics and Geography, University of Nevada, Reno Certified Planner, American Institute of Certified Planners (AICP) Member, American Planning Association Prosci® Certified Change Practitioner (CCP) Appendix A. Resumes 1 119 Appendix B. Exceptions Listed below are two requested exceptions to the County's provided terms and conditions. We believe in being fully transparent about any potential conflicts at the time of proposal. To this end, we have our Compliance Team perform a thorough review. As consultants focused on government clients, we are well aware of the limitations on exceptions and additional constraints. If selected for this project, we fully expect to work with the County to reach an agreement on these terms that is fair and beneficial to both parties. Page 4, Section L and Sample Contract Section 4 state that the County can terminate the contract without notice if there is a breach. We would like to request that written notice and an opportunity to cure be provided before the Contract is terminated for cause as in Section L. Page 7 and Sample Contract Page 5: BerryDunn has a robust professional liability policy for acts or omissions of BerryDunn, our agents, employees and subcontractors. This policy contains language within it that states that it will not apply if BerryDunn takes on additional liabilities under contract, such as the agreement to indemnify a client for its own negligence. In order to help ensure that our clients have the protection of this policy, as requested by this RFP, we ask to clarify that required indemnification language only applies where BerryDunn has failed to perform its obligations under the contract. bBerryDunn Appendix B. Exceptions 1 120 Appendix C. Required Forms * The successful vendor is required to sign a separate contract (a sample contract is included as a separate attachment.) The undersigned, by his or her signature, hereby acknowledges and represents that: 1 The propsal proposed herein meets all of the conditions, specifications and special provisions set forth in the request for proposal for Request No. #B2200053. 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 to the best interests of Weld County. The proposal(s) may be awarded to more than one vendor. FIRM Berry Dunn McNeil & Parker, LLC BY Seth Hedstrom (Please print) BUSINESS ADDRESS 2211 Conaress Street DATE February 17. 2022 CITY, STATE, ZIP CODE Portland, Maine 04102 TELEPHONE NO (207) 541-2212 SIGNATURE FAX (207) 774-2375 TAX ID # 01-0523282 E-MAIL shedstrom(a�berrydunn.com **ALL BIDDERS SHALL PROVIDE A W-9 WITH THE SUBMISSION OF THEIR BID** 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. B2200053 BerryDunn Appendix C. Required Forms 1121 Form ■ 9 (Rev. October 2018) Department of the Treasury Internal Revenue Service Request for Taxpayer Identification Number and Certification ► Go to www.irs.gov/FormW9 for instructions and the latest information. 1 Name (as shown on your income tax return) Name is required on this line, do not leave this Dunn, McNeil & Parker LLC 2 Business name/disregarded entity name, if different from above BerryDunn Give Form to the requester. Do not send to the IRS. 3 Check appropriate box for federal tax classification of the person whose name is entered on line 1. Check only one of the 4 Exemptions (codes apply only to following seven boxes. certain entities, not individuals, see instructions on page 3): ❑ Individual/sole proprietor or ❑ C Corporation ❑ S Corporation ❑ Partnership ❑ Trust/estate single -member LLC Exempt payee code hf any) 0 Limited liability company. Enter the tax classification (C -C corporation. S -S corporation, P -Partnership) ► P Note: Check the appropriate box in the line above for the tax classification of the single -member owner. Do not check LLC if the LLC is classified as a single -member LLC that is disregarded from the owner unless the owner of the LLC is another LLC that is not disregarded from the owner for U.S federal tax purposes. Otherwise, a single -member LLC thi is disregarded from the owner should check the appropriate box for the tax classification of its owner ❑ Otner (see instructions) ► 5 Address (number. street, and apt. or suite no.) See instructions. 2211 Congress Street 6 City. state. and ZIP code Portland, ME 04102 7 List account number(s) here (optional) Ir Identification Number I Exemption from FATCA reporting code (if any) (App/es !o accwn(S IRHY tanned his,TH ) S Requester's name and address (optional) Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid backup withholding. For individuals, this is generally your social security number (SSN). However, for a resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other entities, it is your 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 What Name and Number To Give the Requester for guidelines on whose number to enter. 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 subject 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 subject 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 Social security number or Employer identification number 0 1 1 1 -I 0I 5 1 2 1 3 2 1 8 1 2 3. I am a U.S. citizen 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. Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return. For real 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 dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part II, later. Sign Signature of Here U.S. person ► General Instructions Section references are to the Internal Revenue Code unless otherwise noted. Future developments. 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 individual or entity (Form W-9 requester) who is required to file an information return with the IRS must obtain your correct taxpayer identification number (TIN) which may be your social security number (SSN), individual taxpayer identification number (ITIN), adoption taxpayer identification number (ATIN), or employer identification number (EIN), to report on an information return the amount paid to you, or other amount reportable on an information return. Examples of information returns include, but are not limited to, the following. • Form 1099-INT (interest earned or paid) Date ► • Form 1099-DIV (dividends, including trose from stocks or mutual funds) • Form 1099-MISC (various types of income, prizes, awards, or gross proceeds) • Form 1099-B (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-T (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 be subject to backup withholding. See What is backup withholding, later. Cat. No 10231X Form W-9 (Rev. 10-2018) Entity Name* BERRYDUNN Contract Name STRATEGIC PLAN Contract Status CT6 REViEW Entity iD 1< @O045251 iiiiW. + data t. Contract ID 5701 Contract Lead * CPATTELLI Contract Lead Email cpatte@weldgov.com Contract Description * PROFESSIONAL SERVICES FOR THE UPDATE OF THE STRATEGIC PLAN Contract Description 2 Requires Board Approval YES Department Project # Contract Type Department Requested 8OCC Agenda Due Date CONTRACT CT FINANCE Date* 03/24/2022 03129/2022 Amount* it Department Email $ 72000.00 CM-Finance@weldgovcom Will a work, session with ROCC be required?* HAD Renewable Department Head it NO CM -Finance- Does Contract require Purchasing Dept. to be incl eptHead@weldv com Automatic Renewal County Attorney GENERAL COUNTY ATTORNEY EMAIL [CA County Attorney Email Cm- COU ATT EY@WELING OV.COM If this is a renewal enter previous Contract ID If this is part of a MSA enter MSA Contract ID Note: the Previous Contract imber and Master Services Agreement Number should be left blank if those contracts are not in Ora Base '..il.! t • 1 •ti 1.821 3 ' .a.* Review Date 03,129/2022 Committed Delivery Date Renewal Date Expiration Date 12/31/2022 Ptwchastnq Approver Department CHERYL PATI"ELLI DH Approved Date 4312412€22 BCC Approved BOCC Signed Date BOCC Agenda Date 0313012022 Originator CPATTELLI Finance ApprFnarLce Approver CHERYL PATTELLI Finance Approved Date 03/24/2022 Tyler Ref # AC 033022 FINANCE DEPARTMENT PHONE: (970) 400-4451 FAX: (970) 336-7226 WEBSITE: www.co.weld.co.us 1150 O STREET P.O. BOX 758 GREELEY, COLORADO 80631 March 7, 2022 To: Board of County Commissioners From: Cheryl Pattelli Subject: Weld County Strategic Plan; B2200053 As advertised this Request for Proposal (RFP) is for the development of a renewed comprehensive Strategic Plan. Staff recommends the award from Berry, Dunn, McNeil, and Parker, LLC and meets specifications. Therefore, the Finance Department is recommending the award to Berry, Dunn, McNeil, and Parker, LLC for total amount of $72,000 including travel expenses. The recommended award does not include optional community engagement services. A summary of cost proposals is below: Berry, Dunn, McNeill & Parker, LLC C3 Excellence, LLC Moss Adams, LIP Sbrand Solutions, LLC $50,000 - Total Base Project Cost $72,000* $74,000* $66,000** $91,650* Based on actual Optional: Community time spent Engagement Services $20,940 $5,000 ($180-$350/hr) $22,500 * Includes travel ** Does not include travel If you have any questions, please contact me at extension 4451. Sincerely, Cheryl Pattelli Chief Financial Officer 63/N zoZ2-o�� l ool(o WELD COUNTY PURCHASING 1150 O Street, Room #107, Greeley, CO 80631 E -Mail: cmpeters(a)-weldgov.com E-mail: reverett(a)-weldgov.com E-mail: rturf -weldgov.com Phone: (970) 400-4223, 4222 or 4216 DATE OF BID: FEBRUARY 17, 2022 REQUEST FOR: STRATEGIC PLAN DEPARTMENT: FINANCE PROPOSAL NO: B2200053 PRESENT DATE: FEBRUARY 23, 2022 APPROVAL DATE: TAD -MARCH 9, 2022 VENDORS BERRY, DUNN, MCNEILL & PARKER, LLC 2211 CONGRESS ST PORTLAND, ME 04102 C3 EXCELLENCE, LLC 7050 GRASSLAND CT SARASOTA, FL 34241 MOSS ADAMS LLP 999 THIRD AVE, STE #2800 SEATTLE, WA 98104 SBRAND SOLUTIONS, LLC 2874 BLUE LEAF DR FORT COLLINS, CO 80526 0�/oq FtOO1(D DATE OF BID: FEBRUARY 17, 2022 REQUEST FOR: STRATEGIC PLAN DEPARTMENT: FINANCE PROPOSAL NO: B2200063 PRESENT DATE: FEBRUARY 23, 2022 APPROVAL DATE: TBD VENDORS WELD COUNTY PURCHASING 1150 O Street, Room #107, Greeley, CO 80631 E -Mail: cmpeters(a�weldgov.com E-mail: reverett(c�weldgov.com E-mail: rturf(a)weldgov.com Phone: (970) 400-4223, 4222 or 4216 BERRY, DUNN, MCNEILL & PARKER, LLC 2211 CONGRESS ST PORTLAND, ME 04102 C3 EXCELLENCE, LLC 7050 GRASSLAND CT SARASOTA, FL 34241 MOSS ADAMS LLP 999 THIRD AVE, STE #2800 SEATTLE, WA 98104 SBRAND SOLUTIONS, LLC 2874 BLUE LEAF DR FORT COLLINS, CO 80526 THE FINANCE DEPARTMENT IS REVIEWING THE PROPOSALS. 2022-0634 0Z/13 Fl 00-1 lQ Hello