HomeMy WebLinkAboutbocc.con.155.21 7/13/2021
tOUNTit
TKIN Pitkin County
Procurement Cover Sheet
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Return all Contract Cover Sheets and Contracts/Change Orders/Amendments/Task Orders to Procurement
Contract Information
Contract Number 155.21
Project Name Process Review and Recommendations for Community Development Department
Contractor Berry, Dunn, McNeil &Parker, LLC dba BerryDunn
Budget Line Item 10016160.531000 $
$Additional Budget Line $ _
Item(s) $ _
(Please fully allocate New Contract Total)
$ —
Procurement Method: Sole Source
Type: Services/Maintenance
Contract Start Date 8/1/2021
Contract End Date 12/31/2021
Contract Type New Contract
Retainage No
If this is a new contractor, please enter the New Vendor information into Munis for workflow approval.
Contact Information:
Department Community Development
County Representative Cindy Houben County Representative (970) 920-5097
Phone
Provide a brief description of the contract:
ComDev engagement to assess current processes, potential improvements, and implementation planning for any
recommended changes.
Contract Value Summary:
Original Contract Amount $ 49,100.00
Previous Change Order/Amendment Amount $This Change order/Amendment amount $
New Contract Total $ 49,100.00
Rev 2018-01-18 btf
PITKIN COUNTY
SOLE SOURCE PROCUREMENT
JUSTIFICATION REQUEST
TO: Jon Peacock, County Manager
DATE: August 4, 2021
FROM: Cindy Houben, Community Development Director
Proposed Contractor: Berry Dunn McNeil &Parker, LLC
Product/Service: Process Review of Community Development
Estimate expenditure for the above Product/Service: $ 49,100.00
This form is required, and is to aid you, in documenting your Sole Source request. Complete all portions of
this form. This purchase is clearly and legitimately limited to a Single or Sole Source. (Examples: original
manufacturer, no regional distributor, standardization etc):
Explain:
Community Development is looking to bring on a team from BerryDunn to conduct a process review of
Community Development. Through the utilization of BerryDunn's services, Community Development will
save time and therefore money. The time saved will be through multiple venues: 1) BerryDunn is already
familiar with the project team, 2) BerryDunn will not have to do any research into the County's needs, and
3) BerryDunn has extensive experience working with community development departments conducting
similar reviews. Any new company conducting a review would spend time and contract funds getting to
the same understanding that BerryDunn already has as a prior consultant on the SagesGov
implementation.
Note: Every effort should be made to obtain a written contract when otherwise required under County
procedures. When a contract is obtained, complete the Clerk's check list and send the original signed contract
with coversheet to clerk's office for archiving.
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Rev 2018-01-18 btf
The undersigned requests that Pitkin County waive other procurement requirements and recognize this
transaction as a sole source exception to the Pitkin County Procurement Code.
Department Head Section Head
Aug-18-2021
Cynthia Houben Date Date
Community Development Directord
County Manager
Reason for Denial:
fi Aug-18-2021
Rich Engl ehart Date
Deputy County Manager
Note: Every effort should be made to obtain a written contract when otherwise required under County
procedures. When a contract is obtained, complete the Clerk's check list and send the original signed contract
with coversheet to clerk's office for archiving.
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Contract# 155.21 Revision:2021-08-18 CDD
Budget Line Item#10016160.531000
iTKIN
COUNT
PITKIN COUNTY CONTRACT FOR PROVISION OF SERVICES
THIS CONTRACT, made August 6, 2021 by and between the Board of County Commissioners
of Pitkin County, Colorado, 530 E. Main St., Suite#302,Aspen,CO 81611, (hereinafter called the
"County") and Berry, Dunn, McNeil & Parker, LLC dba BerryDunn, 2211 Congress Street,
Portland, ME 04104 (hereinafter called the "Contractor") to perform the following work: Process
Review and Recommendations for Community Development Department ("Project").
I. Term of Contract: The term of this Contract is from August 1, 2021 to December 31,
2021. At the expiration of the initial term, the contract may be extended for an
additional term of one (1) year by the express written consent of both parties.
II. Contractor's Obligations. Contractor shall engage with Pitkin County's Community
Development Department to assess current and planned procedures to determine
efficacy and recommend potential improvements to workflow and process. This
process is defined by Six (6) deliverables, as listed in the attached Scope of Services
(Attachment A). Per the project approach, engagement, assessment, and preparation of
reports and recommendations is anticipated to occur over the course of a 6-8 week
period, pending ComDev and BerryDunn staff availability and capacity. The result of
this engagement is intended to offer material improvement recommendations and plans
for the implementation of updated processes to achieve the identified improvements.
The project schedule, including employee engagement, shall be coordinated and
agreeable with the identified Project Lead below.
III. Compensation and Expenses, Invoicing, Payment and Offset. The County shall
compensate Contractor for its services in accordance with the Project Budget and
Schedule set out in Paragraph II. It is expressly understood and agreed that in no event
will the total compensation and reimbursement to be paid hereunder exceed the sum of
Forty-Nine Thousand One-Hundred dollars and Zero cents($49,100.00)for all services
rendered. By contract or amendment, the County and Contractor may reallocate the
budget among project tasks if the total budget amount remains unchanged. Contractor
shall invoice for the project monthly based on hours worked, with payment expected
within thirty (30) days of invoice. Any payment by the County may be offset by any
amount the Contractor owes the County for any reason.
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IV. County's Exclusive Ownership of Work Product. Drawings, specifications,
guidelines and other documents prepared by Contractor in connection with this
Contract shall be the property of the County. However, Contractor shall have the right
to utilize such documents in the course of its marketing,professional presentations,and
for other business purposes. Contractor assigns to County the copyrights to all work
prepared, developed, or created pursuant to this Contract, including the right to: 1)
reproduce the work; 2) prepare derivative works; 3) distribute copies to the public; 4)
perform the works publicly; and 5)to display the work publicly. Contractor shall have
right to use materials produced in the course of this Contract for marketing purposes
and professional presentations, articles, speeches and other business purposes.
V. Pitkin County's Obligations. Pitkin County shall administer this Contract through
a County Representative. Cindy Houben, Community Development Director will
manage the project as the County's Representative. In the event that Cindy Houben is
not available, an authorized designee shall assume the County Representative's duties.
The services provided and products delivered by the Contractor under this Contract
will be subject to review by the County's Representatives, or a designee, for
compliance with Contractor's obligations prior to final payment.
VI. Termination Prior to Expiration of Contract Term. The County has the right to
terminate this Contract, with or without cause, by giving written notice to the
Contractor of such termination and specifying the effective date thereof. Such notice
shall be given at least ten (10) days before the effective date of such termination. In
such event all finished or unfinished documents, data, studies and reports prepared by
the Contractor pursuant to this Contract shall become the County's property. Contractor
shall be entitled to receive compensation in accordance with the Contract for any
satisfactory work completed pursuant to the terms of this Contract prior to the date of
termination. Notwithstanding the above, Contractor shall not be relieved of liability to
the County for damages sustained by the County by virtue of any breach of the Contract
by the Contractor.
VII. Independent Contractor Status.
A. The parties to this Contract intend that the relationship between them contemplated
by the Contract is that of independent contractor. Contractor, and any agent,
employee, or servant of Contractor shall not be deemed to be an employee, agent,
or servant of Pitkin County.
B. Contractor is not required to offer his services exclusively to Pitkin County under
this Contract. Contractor may choose to work for other individuals or entities
during the term of this Contract, provided that the basic services and deliverable
products required under this Contract are submitted in the manner and on the
schedule defined under this Contract.
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C. Contractor warrants that all work produced will conform to all applicable industry
standard of care, skill and diligence in the performance of Contractor's obligations
under this Contract.
D. Contractor shall not attempt to oversee or supervise the work or actions of any
Pitkin County employee, servant or agent in the course of completing work under
this Contract.
E. Contractor is not entitled to any Workers' Compensation benefits through Pitkin
County and is responsible for payment of any federal, state,FICA and other income
taxes.
VIII. Assignability. This Contract is not assignable by either party. Any use of
subcontractors by the Contractor for performance of this Contract must be accepted in
writing by the County.
IX. Severability. In the event that any provision of this Contract shall be held to be invalid
or unenforceable, the remaining provisions of this Contract shall remain valid and
binding upon the parties hereto.
X. Integration and Modification.
A. This Contract represents the entire and integrated Contract between the County and
the Contractor and supersedes all prior negotiations, representations, or contract,
either written or oral. This Contract may be amended only by written contract
signed by both the County and the Contractor.
B. The County may, from time to time,request changes in the scope of services of the
Contractor to be performed hereunder. Such changes, including the increase or
decrease in the amount of the Contractor's compensation, which are mutually
agreed upon between the County and the Contractor, shall be in writing and upon
execution shall become part of this Contract.
XI. Indemnity.
A. The Contractor agrees to indemnify,hold harmless and,not excluding the County's
right to participate, defend the County, its subsidiary, parent, associated and/or
affiliated entities, successors, or assigns, its elected officials, trustees, employees,
agents, volunteers, and any jurisdiction or agency issuing permits for any work
included in the project, hereinafter referred to as indemnitee, from all suits and
claims, including attorney's fees and cost of litigation, actions, loss, damage,
expense, cost or claims of any character or any nature 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 Contractor to conform to any statutes, ordinances, regulation, law or court
decree. It is agreed that the Contractor 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 Contractor agrees to waive all
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rights of subrogation against the County its subsidiary, parent, 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 Contractor
for the County.
The Contractors obligation to indemnify Pitkin County under this Contract shall in
no circumstance be interpreted as a requirement or obligation for Contractor to
indemnify Pitkin County, or its' affiliated stakeholders, from its' own negligence
or willful wrongdoing.
B. The Contractor further shall investigate, process, respond to, adjust, provide
defense for and defend,pay or settle all claims, demands, or lawsuits related hereto
at its sole expense and shall bear all other costs and expenses related thereto, even
if the claim, demand or lawsuit is groundless, false or fraudulent.
XII. Insurance. Contractor and subcontractors shall procure and maintain until all of their
obligations have been discharged, including any warranty periods under this Contract
are satisfied,insurance against claims for injury to persons or damage to property which
may arise from or in connection with the performance of the work hereunder by the
Contractor, its agents, representatives, employees or subcontractors.
The insurance requirements herein are minimum requirements for this Contract and in
no way limit the indemnity covenants contained in this Contract. The policies shall
include, or be endorsed to include, the following provision: On insurance policies
where the County is named as an additional insured, the County shall be an additional
insured to the full limits of liability purchased by the Contractor even if those limits of
liability are in excess of those required by this Contract.
The County in no way warrants that the minimum limits contained herein are sufficient
to protect the Contractor from liabilities that might arise out of the performance of the
work under this Contract by the Contractor, its agents, representatives, employees, or
subcontractors. The Contractor shall assess its own risks and if it deems appropriate
and/or prudent,maintain higher limits and/or broader coverages. The Contractor 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. Commercial General Liability Completed Operations coverage must be kept in
effect for up to three (3) years after completion of the project.
A. Coverage and Limits of Insurance. Contractor shall provide coverage with limits
of liability requirements provided that the coverage is written on a"following form"
basis.
1) Statutory Workers' Compensation: Colorado statutory minimums
a. Policy shall contain a waiver of subrogation against the County.
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b. This requirement shall not apply when a contractor or subcontractor
is exempt under Colorado Workers' Compensation Act AND when
such contractor or subcontractor executes the appropriate sole
proprietor waiver form.
Minimum Limits:
Coverage A(Workers' Compensation) Statutory
Coverage B (Employers Liability) $ 500,000
$ 500,000
$ 500,000
2) Commercial General Liability—ISO 1 CG 0001 form or equivalent.
(With County named as an additional insured)
Minimum Limits:
General Aggregate $ 2,000,000
Products/Completed Operations Aggregate $ 2,000,000
Each Occurrence Limit $ 1,000,000
Personal/Advertising Injury $ 1,000,000
Fire Damage(Any One Fire) $ 50,000
Medical Payments(Any One Person) $ 5,000
Coverage to include:
• Premises and Operations
• Explosions, Collapse and Underground Hazards
• Personal/Advertising Injury
• Products /Completed Operations
• Liability assumed under an Insured Contract(including defense costs assumed under
contract)
• Independent Contractors
• Designated Construction Project(s) General Aggregate Limit, ISO CG 2503 (1997
Edition or equivalent)
• Additional Insured—Owners, Lessees or Contractors Endorsement, ISO Form 2010
(2004 Edition or equivalent)
• Additional Insured—Owners, Lessees or Contractors Endorsement, ISO CG 2037
(2004 Edition or equivalent)
• The policy shall be endorsed to include the following additional insured language
on the Additional Insured Endorsements specified above: "County, its subsidiary,
parent, associated and/or affiliated entities, successors, or assigns, its elected
officials,trustees, employees, agents, and volunteers named as an additional insured
with respect to liability and defense of suits arising out of the activities performed
by, or on behalf of the Contractor, including completed operations".
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3) Auto Liability: Bodily injury and property damage for any owned,
hired and non-owned vehicles used in the performance of this Contract.
Minimum Limits: Statutory
Coverage Bodily/Property Damage(Each Accident) $ 1,000,000
4) Special Coverages (check as appropriate and insert amount):
a. 0 Performance Bond $
b. 0 Professional Errors and Omissions
c. 0 Aircraft Liability
d. 0 Owner's Protective
e. 0 Builder's Risk
f. 0 Boiler and Machinery
g. ❑ Loss of Use Insurance
h. 0 Pollution Liability
i. ❑ Crime, including Employee Dishonesty Coverage, or Fidelity
Bond
B. Proof of Insurance:
1) Each insurance policy required by the insurance provisions of this
Contract shall provide the required coverage and shall not be suspended,
voided or canceled except after thirty(30)days prior written notice has been
given to the County, except when cancellation is for non-payment of
premium, then ten (10) days prior notice may be given. Such notice shall
be emailed directly to Procurement@pitkincounty.com. If the insurance
carrier will not provide the required notice, the Consultant/Contractor and
or its insurance broker shall notify the County of any cancellation, or
reduction in coverage or limits of any insurance within seven (7) days of
receipt of insurers' notification to that effect. Simultaneously with the
Certificates of Insurance, the Contractor shall file with the Project Lead a
certified statement as to claims pending against the required coverages,
reserves established on account of such claims, defense costs expended and
amounts remaining on policy limits.
2) In addition,these Certificates of Insurance shall contain the following
clauses:
a. The contractor's insurance shall be primary and non-contributory with
any insurance or self-insurance purchased by the County.
b. The insurance companies issuing the policy or policies hereunder shall
have no recourse against the County of Pitkin for payment of any
premiums or for assessments under any form of policy.
c. Any and all deductibles or self-insured retentions in the above-
described insurance policies shall be assumed by and be for the
amount of, and at the sole expense of the Contractor.
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d. Location of operations shall be: "all operations and locations at which
work for the referenced Project is being done."
3) Certificates of Insurance for all renewal policies shall be delivered to
the County's Representative at least fifteen (15) days prior to a policy's
expiration date except for any policy expiring on the expiration date of this
Contract or thereafter.
4) The County reserves the right to request and receive a copy of any
policy and any policy endorsement at any time during the term of this
Contract.
XIII. Exemptions and Preferences. All purchases of construction or building or any other
materials for this Contract shall not include Federal Excise Taxes or Colorado State or
local sales or use taxes. Pitkin County is exempt from such taxes under registration
numbers 98-02624 and 84-78000-5k.
XIV. Records. The Contractor shall maintain comprehensive, complete and accurate
books,records, and documents concerning its performance relating to this Contract for
a period of three (3) years after final payment under the Contract and the County shall
have the right within the three(3)year period to inspect and audit these books,records
and documents, upon demand, in a reasonable manner and at reasonable times, for the
purpose of determining, by accepted accounting and auditing standards, compliance
with all provisions of the Contract and applicable law.
XV. Contract Made in Colorado. The parties agree that this Contract was made in
accordance with the laws of the State of Colorado and shall be so construed. Venue is
agreed to be exclusively in the courts of Pitkin County, Colorado.
XVI. Attorney's Fees. In the event that legal action is necessary to enforce any of the
provisions of this Contract, the substantially prevailing party shall be entitled to its costs
and reasonable attorney's fees.
XVII. Governmental Immunity. Contractor agrees and understands that Pitkin County is
relying on and does not waive, by any provision of this Contract, the monetary
limitations or terms (presently $150,000 per person and $600,000 per occurrence) or
any other rights, immunities, and protections provided by the Colorado Governmental
Immunity Act, 24-10-101, et seq., C.R.S., as from time to time amended, or otherwise
available to Pitkin County or any of its officers, agents or employees. Further, nothing
in this Contract shall be construed or interpreted to require or provide for indemnification
of the Contractor by the County for any injury to any person or any property damage
whatsoever which is caused by the negligence or other misconduct of the County or its
agent or employees.
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XVIII. Current Year Obligations.The parties acknowledge and agree that any payments
provided for hereunder or requirements for future appropriations shall constitute only
currently budgeted expenditures of Pitkin County. Pitkin County's obligations under
this Contract are subject to Pitkin County's annual right to budget and appropriate the
sums necessary to provide the services set forth herein. No provisions of the Contract
shall constitute a mandatory charge or requirement in any ensuing fiscal year beyond
the then current fiscal year of Pitkin County. No provision of the Contract shall be
construed or interpreted as creating a multiple-fiscal year direct or indirect debt or other
financial obligation of Pitkin County within the meaning of any constitutional or
statutory debt limitation. This Contract shall not directly or indirectly obligate Pitkin
County to make any payments beyond those appropriated for Pitkin County's then
current fiscal year.No provisions of this Contract shall be construed to pledge or create
a lien on any class or source of Pitkin County's moneys,nor shall any provision of this
Contract restrict the future issuance of Pitkin County's bonds or any obligations
payable from any class or source of Pitkin County's money.
XIX. Notice. Any notice required or permitted under this Agreement shall be in writing
and shall be provided by electronic delivery to the e-mail addresses set forth below and
by one of the following methods 1) hand-delivery or 2) registered or certified mail,
postage pre-paid to the mailing addresses set forth below. Each party by notice sent
under this paragraph may change the address to which future notices should be sent.
Electronic delivery of notices shall be considered delivered upon receipt of
confirmation of delivery on the part of the sender. Nothing contained herein shall be
construed to preclude personal service of any notice in the manner prescribed for
personal service of a summons or other legal process.
To Pitkin County: with copies to:
Cindy Houben Pitkin County Attorney's Office
530 E Main Street, Suite 203 530 E. Main St., Suite#301
Aspen, CO 81611 Aspen, Colorado 81611
Email: Cindy.Houben@PitkinCounty.com Email: Attorney@pitkincounty.com
To Contractor:
Berry, Dunn, McNeil & Parker, LLC dba
BerryDunn
2211 Congress Street
Portland, ME 04104
Phone: (207) 541-2379
Email: KPrice@BerryDunn.com
XX. Public Contracts for Services and Public Contracts with Natural Persons. In
conformance with the provisions of C.R.S. §§ 8-17.5-101, et seq., as amended and
C.R.S. §§ 24-76.5-101, et seq., as amended:
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A. PUBLIC CONTRACTS FOR SERVICES. §§8-17.5-101, et seq. C.R.S.
[Not applicable to agreements relating to the offer, issuance, or sale of securities,
investment advisory services or fund management services, sponsored projects,
intergovernmental agreements, or information technology services or products and
services] Contractor certifies, warrants, and agrees that it does not knowingly employ
or contract with an illegal alien who will perform work under this Contract and will
confirm the employment eligibility of all employees who are newly hired for
employment in the United States to perform work under this Contract, through
participation in the E-Verify Program established under Pub. L. 104-208 or the State
verification program established pursuant to §8-17.5-102(5)(c), C.R.S., Contractor
shall not knowingly employ or contract with an illegal alien to perform work under this
Contract or enter into a contract with a Subcontractor that fails to certify to Contractor
that the Subcontractor shall not knowingly employ or contract with an illegal alien to
perform work under this Contract. Contractor (i) shall not use E-Verify Program or
State program procedures to undertake pre-employment screening of job applicants
while this Contract is being performed, (ii) shall notify the Subcontractor and the
contracting State agency within 3 days if Contractor has actual knowledge that a
Subcontractor is employing or contracting with an illegal alien for work under this
Contract, (iii) shall terminate the subcontract if a Subcontractor does not stop
employing or contracting with the illegal alien within 3 days of receiving the notice,
and(iv) shall comply with reasonable requests made in the course of an investigation,
undertaken pursuant to §8-17.5-102(5), C.R.S., by the Colorado Department of Labor
and Employment. If Contractor participates in the State program, Contractor shall
deliver to the contracting State agency, Institution of Higher Education or political
subdivision, a written, notarized affirmation, affirming that Contractor has examined
the legal work status of such employee, and shall comply with all of the other
requirements of the State program. If Contractor fails to comply with any requirement
of this provision or §§8-17.5-101 et seq., C.R.S., the contracting State agency,
institution of higher education or political subdivision may terminate this Contract for
breach and, if so terminated, Contractor shall be liable for damages.
B. PUBLIC CONTRACTS WITH NATURAL PERSONS. §§24-76.5-101,et seq.,
C.R.S.
Contractor,if a natural person 18 years of age or older,hereby swears and affirms under
penalty of perjury that he or she (i) is a citizen or otherwise lawfully present in the
United States pursuant to federal law, (ii) shall comply with the provisions of§§24-
76.5-101 et seq., C.R.S., and (iii) has produced one form of identification required by
§24-76.5-103, C.R.S. prior to the Effective Date of this Contract.
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IN WITNESS WHEREOF,the parties have executed this Contract as of the date first set out herein
above.
BERRY,DUNN,McNeil & Parker, LLC dba BerryDunn
Aug-19-2021
Kevin Price Date
Principal
PITKIN COUNTY, COLORADO
Aug-18-2021
Cynthia Houben Date
Community Development Directord
10
b BerryDunn
July 19, 2021
Cindy Houben, Community Development Director
Pitkin County
530 E. Main Street, Suite 203
Aspen, CO, 81611
Sent via email to Cindy.Houben@pitkincounty.com
Dear Director Houben:
We appreciate the opportunity to present our approach and costs to conduct a Process Review of Pitkin
County's (County's) Community Development Department(CDD). We hope the County will find continued
confidence in our firm's experience analyzing similar processes for other public sector community
development agencies, as well as our in-depth knowledge of your culture and goals for change.
Approach and Understanding Overview
We understand that the County has recently implemented a new permitting system, SagesGov Network.
This implementation, as well as the experiences during the pandemic, have prompted the County to seek
an assessment of CDD processes, focusing on the building permits through inspection services area.
As the County desires the assessment to take place over the course of 6—8 weeks, our team will work
with County stakeholders to establish a clear schedule of availability. We are prepared to begin work
immediately with our team of Fred Turnier, AICP, Keri Ouellette, AICP, and Shannon Flowers beginning
the week following contract award.
BerryDunn has designed its approach around three assessment areas:
Management and Staffing
• Are there known challenges with the CDD management structure?
• Are there existing challenges with CDD staffing?
• Have there been identified organizational challenges documented by County management?
• What would CDD staff identify as the most urgent organizational challenge?
• Are roles clearly defined and supervised effectively?
Internal Systems
• What challenges do the current internal processes and assignments pose to staff?
• What are comparable local organizations and departments doing that could benefit the CDD?
• What customer feedback has been received about the permitting application experience?
• How long does it take it process various types of permits through SagesGov?
• What state regulations should County permitting process follow?
Technology
• Has SagesGov been integrated with any other County platforms?
• How have SagesGov upgrades been communicated?
• What current support processes are in place with County IT staff?
• How comfortable are CDD staff with SagesGov? Is additional training needed?
• What are the real and perceived issues with SagesGov?
• What current support processes are in place with the vendor?
Maine • New Hampshire • Massachusetts • Connecticut • West Virginia • Arizona
berrydunn.com
Cindy Houben, Community Development Director
July 19, 2021
Page 2
Detailed Approach
We have proposed a two-phased approach preceded by initial project planning, illustrated in Figure 1
below. Throughout each phase, our team will apply quality assurance processes that incorporate County
review and approval of all deliverables and key milestones. Additionally, built-in project management and
change management best practices will help to keep the project on time and on budget, and progressing
at a healthy pace for County stakeholders to understand why and how our recommendation will affect
their processes.
Figure 1:BerryDunn CDD Process Review Approach
CO 0 0?
( C A0 tor
aka_ 1
Project Current Recommendations
Management Environment for Improvement
Assessment and Implementation
Plan
0 Phase 1 I Week 1, ongoing
Project Coordination and Initiation
1. Conduct initial project planning. We will host an initial project kickoff teleconference with the
County project manager and support staff to confirm project goals, objectives, and expectations. During
this meeting, we will discuss methods of creating effective communication between BerryDunn and
County staff, such as ongoing telephone/teleconference/email check-ins and status reports.
2. Develop draft Project Work Plan and Schedule. We will then develop a draft Project Work Plan
and Schedule and facilitate a work session (via web conference)to review the plan and schedule with
the County project team before updating to final.
Deliverable 1:Project Work Plan and Schedule
3. Conduct ongoing project management activities through regular Project Status Updates.
Throughout the project, our Project Manager will provide status reports that describe the activities and
accomplishments for the reporting period, plans for the upcoming week, risks or issues encountered
during the reporting period, and anticipated problems that might impact any project deliverable.
Deliverable 2: Weekly Project Status Updates
Phase 1 Differentiators
✓ Our team will apply project management principles from A Guide to the Project Management Body
of Knowledge (PMBOK®Guide), Version 6, to establish a measurable timeline.
✓ Applied ProscP change management methodology will help prepare County staff for change at
each project step.
✓ Weekly Project Status Updates will help ensure the project remains on track and on time, and that
all involved parties are aware of the project status.
Cindy Houben, Community Development Director
July 19, 2021
Page 3
01) Phase 2 I Weeks 1 — 4
ROA Current Environment Assessment
1.1 Develop and submit information request to the County. We will provide the County with an
information request sheet to obtain available documentation that will help our team to become more
familiar with the current environment in advance of stakeholder interviews. We will respectfully request
that the County provide the requested information prior to the project kickoff meeting and fact-finding
interviews as reviewing this information in advance will enable us to be more efficient, become more
knowledgeable of the current environment, and make best use of County personnel's time.
1.2 Facilitate project kickoff presentation. In advance of our stakeholder interviews, we will conduct
a remote project kickoff to all project stakeholders that will be involved in the interview process. This
will allow our team to communicate our approach, review project goals, and answer stakeholder
questions before starting with stakeholder interviews.
1.3 Facilitate interviews with County stakeholders. We have planned to conduct remote interviews
with County staff over a one-week period. Each meeting agenda will be tailored according to
stakeholder role. Through these interviews we will collect information on Management and Staffing,
Internal Systems, or Technology.
Deliverable 3: Staff Interviews
1.4 Develop draft Current Environment Assessment Memo. This memo will summarize the output
of all current environment information collection activities (interviews, document review). It will also
outline the information collected and identify challenges and opportunities for improvement. Each
challenge will be categorized as Management and Staffing, Internal Systems, or Technology.
1.5 Review draft Current Environment Assessment Memo and conduct prioritization activity. We
will facilitate a web conference work session to review the draft memo, and collect County team input
on the identified challenges. This information will help inform development of the Implementation Plan
and improvements to address each identified challenge and opportunity for improvement.
1.6 Finalize Current Environment Assessment Memo. After updating the draft memo with the
County's feedback and prioritization outcomes, we will submit a final version to the County.
Deliverable 4: Current Environment Assessment Memo
Phase 2 Differentiators
✓ The Current Environment Assessment Memo will summarize the information collected and identify
challenges and opportunities for improvement. Each challenge will be categorized according to the
County's preferred operational areas.
✓ We believe confirming and prioritizing the current environment challenges prior to identifying
improvement opportunities is crucial. We have also found that this step contributes to greater buy-
in of implementing recommended improvements.
Cindy Houben, Community Development Director
July 19, 2021
Page 4
Phase 3 I Weeks 5 — 7
60:0
Recommendations for Improvement and Implementation Plan
2.1 Develop draft Recommendations for Improvement and Implementation Plan Memo. This
memo will include recommended improvements, including priority, current environment challenges to
be addressed, best practice considerations, ease of implementation, and steps to implement each
improvement. It will also include a summary of the Current Environment Assessment Memo.
2.2 Review draft Recommendations for Improvement and Implementation Memo. We will conduct
a web conference to with the County Project Management Team to go over the draft memo, gather
feedback, and identify any gaps in the assessment.
2.3 Finalize Recommendations for Improvement and Implementation Plan Memo.After updating
the draft memo with the County's feedback and prioritization outcomes, we will submit a final version to
the County.
Deliverable 5: Recommendations for Improvement and Implementation Plan Memo
2.4 Present the final Recommendations for Improvement and Implementation Plan Memo to
County Leadership. We have found that presenting the final recommendations to leadership helps to
close out the project and communicate next steps. This presentation could also be an opportunity for
the County to clarify any final questions with our team and the County Project Team.
Deliverable 6: Recommendations for Improvement and Implementation Plan Presentation
Phase 2 Differentiators
V The Recommendations for Improvement and Implementation Plan will include an action matrix that
lists each recommendation according to priority.
V Our strategic planning experience will help to gather and develop a thoughtful approach to
department management roadmap and policies.
Cindy Houben, Community Development Director
July 19, 2021
Page 5
Proposed Staff
Our proposed team, illustrated in Figure 2, has the in-depth experience and knowledge of county
processes to assess CDD management structure, internal systems, and technology in a high quality
manner.
Figure 2:BerryDunn Team Organization
IlPrincipal in Charge
l
Kevin Price
MPP; PMP®, Prosci CCP® . r k I N
‘9
Project Manager OTJ N T il
I
•
Fred Turnier
NI
MPA,AICP,Prosci CCP®
Business Analyst Subject Matter Expert
4
I I... , Shannon Flowers Keri Ouellette ``��
AICP,MCRP
Below, we have included summaries of the key BerryDunn staff that will work with the County on this
initiative. Full resumes are included at the end of this letter.
PRINCIPAL IN CHARGE
Has overall responsibility for the services we have proposed to the County.
Kevin Price, MPP, PMP®, Prosci® CCP
Kevin is a principal in our Local Government Consulting Group and leads our
7c:,
Community Development and Utility Operations Practice. He focuses his efforts on
assisting local government clients with business process improvement, fee analysis,
system selection, and implementation projects. A certified Project Management
Professional®(PMP°), he has extensive experience in assessing the business needs and processes of
municipal clients for permitting, inspections, planning, code enforcement, and land management
functions. Kevin is also a Lean Six Sigma Green Belt, allowing him to continuously define, measure,
analyze, improve, and control projects and environments for his clients.
Cindy Houben, Community Development Director
July 19, 2021
Page 6
PROJECT MANAGER
Acts as primary liaison with the County and responsible for maintaining a constructive and clear line of
communication between County staff and BerryDunn. Monitors the progress of the project, tracks the
initiation and completion of tasks and milestones, and facilitate our meetings and fact-finding activities.
-- Fred Turnier, MPA, AICP, Prosci® CCP
Fred is a manager in BerryDunn's Community Development and Utility Operations
,,=. Practice. He brings more than 25 years of experience working with government agencies
in project management, development services and planning, and infrastructure planning.
, He began his career as an environmental planner, managing state environmental
processes, permitting procedures, and land use applications.
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 also worked
with the County since 2017 during its SagesGov implementation. He is providing similar process review
services to the Village of Schaumburg, IL CDD and Travis County, TX Development Services
Department.
BUSINESS ANALYST
Supports engagement efforts, current environment assessment activities, and deliverable development.
Shannon Flowers
Shannon is a Colroad-based senior consultant in our Local Government Consulting
Group, bringing 20 years of experience 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.
Shannon has held various roles within local government, including the Finance Director for Central City,
CO and CFO/COO for the Colorado Department of Public Health & Environment.
SUBJECT MATTER EXPERT
Provide applicable service and project experience based on public sector backgrounds and consulting
work for similar organizations.
Keri Ouellette, MCRP, AICP
11111
Keri is a senior consultant in our Community Development and Utility Operations
Practice and an expert in community development operations. She joined BerryDunn in
2021 after four years working for the City of Portland, Maine as a permitting manager,
where she gained a broad understanding of the complex issues that face the city and
region and the challenges that municipalities face in addressing growth and managing enforcement.
Keri's previous work with New York City's Department of Housing Preservation and Development and the
Town of Eastchester, New York allowed Ken to develop a keen understanding of local government policy
development in both a small town and a large city agency. She helps clients take the steps to evaluate
processes and take the lead in developing standard operating procedures to improve efficiency.
Cindy Houben, Community Development Director
July 19, 2021
Page 7
Proposed Fees
Our total fixed-fee cost for review the CCD's processes is $49,100. In Table 1, we have outlined our costs
per deliverable.
Table 1: Total Cost by Deliverable
No. Project Deliverable Cost
1 Project Work Plan and Schedule $4,200
2 Weekly Project Status Updates $2,280
3 Staff Interviews $16,390
4 Current Environment Assessment Memo $11,990
5 Recommendations for Improvement and Implementation Plan Memo $11,340
6 Recommendations for Improvement and Implementation Plan Presentation $2,900
Total Cost $49,100
In Closing
We value the County's openness and flexibility to discussing our proposed services, and would be happy
to provide any needed clarification on our methodology and approach. Should you have any questions, or
if you would like to discuss this proposal, please do not hesitate to contact our team directly. We
appreciate the opportunity to continue to work with the County and to assist with this important initiative.
Sincerely,
Kevin Price, MPP, PMP®, Prosci®CCP
Principal
207-541-2379 I kprice@berrydunn.com
Cindy Houben, Community Development Director
July 19, 2021
Page 8
Kevin Price, MPP, PMP®,Fie Select Clients:
Prosci® CCP City of Alexandria, VA
Principal in Charge City of Beaverton, OR
City of Boston, MA
Kevin is a principal in BerryDunn's Government City of Coral Springs, FL
Consulting Group. He leads our Community City of Detroit, MI
Development and Utility Operations Practice, City of Dover, DE
assisting local government clients with fee studies, business process City of Fredericksburg, VA
improvement, system selection, and system implementation projects. City of Frisco, TX
Relevant Experience City of Grand Prairie, TX
City of Irvine, CA
System Selection and Implementation: Kevin has assisted City of Manassas, VA
BerryDunn clients with every stage of system replacement and City of Puyallup, WA
implementation projects, from needs assessment to requirements City of Rockville, MD
definition, RFP development, proposal evaluation, facilitation of City of Wilmington, NC
vendor demonstrations, contract negotiation, and implementation Goochland County, VA
project management. He is currently assisting the City of Grand Outagamie County, WI
Prairie, Texas with the implementation of a new permitting and code Travis County, TX
enforcement system.
Education:
Process Analysis and Improvement: Kevin has assisted
BerryDunn clients with process improvement projects as part of Master's in Public Policy and
system replacement projects and as standalone projects. Kevin has Management, Concentration
previously led the process improvement projects with the Cities of in Financial Management,
Rockville, Maryland; Alexandria, Virginia; Philadelphia, Pennsylvania; University of Southern Maine
and Frisco, Texas. BA, Economics and Political
Science, University of Maine
Project Management: Kevin has managed system selection and IT
strategic planning projects for some of BerryDunn's most complex Project Management
local government clients. He previously managed BerryDunn's Professional°(PMP°), Project
Municipal Street Addressing and Right-of-Way Permitting and Code Management Institute°
Violation System Assessment Projects for the City of Philadelphia. Prosci®Certified Change
Practitioner(CCP)
Lean Six Sigma Green Belt
Certified
Cindy Houben, Community Development Director
July 19, 2021
Page 9
Fred Turnier, MPA, AICP, Select Clients
• - Prosci® CCP City of Bozeman, MT
+%A, Project Manager City of Dallas, TX
s City of Beaverton, OR
Fred has more than 25 years of experience City of Boca Raton, FL
working with local government agencies and City of Frisco, TX
extensive experience assisting public sector City of Irvine, CA
entities with project management and development services, business City of Philadelphia, PA
process improvement, fee and cost-recovery analysis, system design City of Puyallup, WA
and implementation, and policy analysis and formation. He focuses in City of Fernandina Beach, FL
the areas of community development, planning, building, inspections, City of Santa Fe, NM
code enforcement, business licensing, housing and homeless issues, City of Tucson, AZ
land management, utilities, and infrastructure planning. Pitkin County, CO
Relevant Experience Berks County, PA
City of Frisco, TX
Community Development: Fred's extensive background in local Travis County, TX
government community development leadership positions affords him Town of Longboat Key, FL
knowledge of technology, best practices, and common challenges in Village of Schaumburg, IL
the field. He has served as community development or planning Education and
director for multiple cities, including Reno and Fernley, Nevada. His Memberships
background includes technical and management oversight of planning,
building, code enforcement, business licensing, code enforcement, Master's in Public
inspections, housing programs, and homeless services. Administration (MPA),
University of Nevada, Las
Management of Innovative Programs: In his various public sector Vegas
roles, Fred has helped to develop a model for training small
businesses in working with local Nevada jurisdictions; worked with BA, Economics and
solar and geothermal clients on site selection and transmission Geography, University of
through federal and private lands; participated in the development of Nevada, Reno
policies regarding air quality, water quality, and urban runoff; and Certified Planner, American
consistently expanded the scope and depth of strategic planning in Institute of Certified Planners
each organization he has been a part of. He is well versed in leading (AICP)
forward-thinking and, in some cases, controversial initiatives. Member, American Planning
City of Reno, Nevada: During his tenure as community development Association
director and planning manager, Fred oversaw the preparation of an Prosci®Certified Change
annual budget of$17 million, conducted a citywide development fee Practitioner(CCP)
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.
Cindy Houben, Community Development Director
July 19, 2021
Page 10
Shannon Flowers Education and
ssat
Business Analyst Memberships
Shannon is a finance professional with 20 years of MA, Global Finance, Trade
,;z experience, many of which have been spent in and Economic Integration —
director, C-suite, and senior-level roles. Her expertise University of Denver
in budgeting, fiscal planning, cash flow analysis, and fiscal policy BA, Anthropology, University
development is augmented by a strong understanding of the business of Colorado—Denver
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
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 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.
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 (CGIT). 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. She managed a
budget up to$29 million dollars annually with CGIT and administered
statewide contracts with Microsoft, Oracle, VMWare, and Century Link
to be aligned with program goals.
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.
Cindy Houben, Community Development Director
July 19, 2021
Page 11
Keri Ouellette, MCRP, AICP Select Clients
elBusiness Analyst City of Wilmington, NC
Keri has spent the last 15 years of her career in Travis County, TX
local government permitting, inspections, and Education and
land development departments. From smaller Memberships
cities (Portland, Maine)to large city agencies
(New York City), Keri brings deep knowledge of Masters of City and Regional
policy development and the complex issues municipalities face in Planning, Georgia Institute of
addressing growth and managing enforcement. This knowledge is Technology
augmented by strong technical literacy in the technology that supports BA, Urban Studies and
permitting and planning, as Keri pioneered system modernizations in Architectural Studies,
her positions with multiple municipalities. Connecticut College
Relevant Experience American Planning
Associations Member
Permitting and Inspections Management: As the permitting
manager for the City of Portland, Maine, Keri oversaw the entire American Institute of
permitting process from intake through inspection completion for all Certified Planners (AICP)
construction permits. During her tenure, Keri managed the APA Northern New England
implementation of a modern online permitting and records Chapter
management system. She was integral in the technical pieces such as
system customization and conducting quality assurance testing while
leading the business processes to support the systems, like training
staff and establishing workflows.
Program Coordination and Management: Keri held the positions of
program coordinator and senior program manager for the New York
City Department of Housing Preservation and Development(HPD),
Division of Building and Land Development Services. She was
responsible for coordinating and planning services related to HPD's
loan programs for both new construction and preservation of
affordable housing. This involved maintaining the electronic
submission system and reviewing the submitted development projects.
Keri often worked interdepartmentally, serving as a liaison between
city agencies and external partners to improve client services.
City Planning: Keri evaluated development applications and zoning
and environmental reviews for the Planning, Zoning, and Architectural
Review Boards for the Town of Eastchester, New York. She
modernized the technology environment by implementing the use of
GIS to prepare maps for planning analysis. Her work also involved
community-based research around policy issues and she drafted local
laws related to zoning, housing, urban design, and environmental
management.
DocuSign
Certificate Of Completion
Envelope Id:01A64C16A2F94CDCBE4904E951FEA781 Status:Completed
Subject: BerryDunn I Pitkin County Contract 155.21 R1 for Review and Signature
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