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Home My WebLink AboutC14-395 The North Highland Company AgreementAGREEMENT FOR PROFESSIONAL SERVICES BETWEEN EAGLE COUNTY, COLORADO AND THE NORTH HIGHLAND COMPANY 14-H � D2f THIS AGREEMENT ("Agreement") is effective as of the day of September, 2014 by and between The North Highland Company including its affiliated companies, a Colorado process improvement consulting company, (hereinafter "Consultant" or "Contractor") and Eagle County, Colorado, a body corporate and politic (hereinafter "County"). RECITALS WHEREAS, Eagle County intends to implement a process improvement plan for the organization as a whole (the "Project") at the County's various facilities (the "Property"); and WHEREAS, Consultant is authorized to do business in the State of Colorado and has the time, skill, expertise, and experience necessary to provide the Services as defined below in paragraph 1 hereof; and WHEREAS, this Agreement shall govern the relationship between Consultant and County in connection with the Services. AGREEMENT NOW, THEREFORE, in consideration of the foregoing and the following promises Consultant and County agree as follows: I. Services. Consultant agrees to diligently provide all services, labor, personnel and materials necessary to perform and complete the services described in Exhibit A ("Services") which is attached hereto and incorporated herein by reference. The Services shall be performed in accordance with the provisions and conditions of this Agreement. a. Consultant agrees to furnish the Services no later than September 30, 2015 and in accordance with the schedule established in Exhibit A. If no completion date is specified in Exhibit A, then Consultant agrees to furnish the Services in a timey and expeditious manner consistent with the applicable standard of care. By signing below Consultant represents that it has the expertise and personnel necessary to properly and timely perforin the Services. b. In the event of any conflict or inconsistency between the terms and conditions set forth in Exhibit A and the terms and conditions set forth in this Agreement, the terms and conditions set forth in this Agreement shall prevail. C. Consultant agrees that it will not enter into any consulting or other arrangements with third parties that will conflict in any manner with the Services. OA- Gq6 2. County's Representative. The Administration Department's designee shall be Consultant's contact with respect to this Agreement and performance of the Services. 3. Term of the Agreement. This Agreement shall commence upon the date first written above, and subject to the provisions of paragraph 12 hereof, shall continue in full force and effect through the 30'' day of September, 2015. 4. Extension or Modification. This Agreement may not be amended or supplemented, nor may any obligations hereunder be waived, except by agreement signed by both parties. No additional services or work performed by Consultant shall be the basis for additional compensation unless and until Consultant has obtained written authorization and acknowledgement by County for such additional services in accordance with County's internal policies. Accordingly, no course of conduct or dealings between the parties, nor verbal change orders, express or implied acceptance of alterations or additions to the Services, and no claim that 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 County for such additional services is not timely executed and issued in strict accordance with this Agreement, Consultant'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. 5. Compensation. County shall compensate Consultant for the performance of the Services in a sum computed and payable as set forth in Exhibit A. The performance of the Services under this Agreement shall not exceed $129,665. Consultant 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. a. Payment will be made for Services satisfactorily performed within thirty (30) days of receipt of a proper and accurate invoice from Consultant. All invoices shall include detail regarding the hours spent, tasks performed, who performed each task and such other detail as County may request. b. Any out-of-pocket expenses to be incurred by Consultant and reimbursed by County shall be identified on Exhibit A. Out-of-pocket expenses will be reimbursed without any additional mark-up thereon and are included in the not to exceed contract amount set forth above. Out-of-pocket expenses shall not include any payment of salaries, bonuses or other compensation to personnel of Consultant. Consultant shall not be reimbursed for expenses that are not set forth on Exhibit A unless specifically approved in writing by County. C. 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 Consultant was improper because the Services for which payment was made were not performed as set forth in this Agreement, then upon written notice of such determination and request for reimbursement from County, Consultant 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. 2 Eagle County Prof Services Final 5/14 d. County will not withhold any taxes from monies paid to the Consultant hereunder and Consultant 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. e. 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 Consultant in respect of any period after December 31 of any year, without an appropriation therefor by County in accordance with a budget adopted by the Board of County Commissioners in compliance with Article 25, title 30 of the Colorado Revised Statutes, the Local Government Budget Law (C.R.S. 29-1-101 et. seq.) and the TABOR Amendment (Colorado Constitution, Article X, Sec. 20). 6. Sub -consultants. Consultant acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of Consultant. Consultant shall not enter into any sub -consultant agreements for the performance of any of the Services or additional services 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. Consultant shall require each sub -consultant, as approved by County and to the extent of the Services to be performed by the sub -consultant, to be bound to Consultant by the terms of this Agreement, and to assume toward Consultant all the obligations and responsibilities which Consultant, by this Agreement, assumes toward County. County shall have the right (but not the obligation) to enforce the provisions of this Agreement against any sub -consultant hired by Consultant and Consultant shall cooperate in such process. The Consultant shall be responsible for the acts and omissions of its agents, employees and sub -consultants or sub -contractors. 7. Insurance. Consultant agrees to provide and maintain at Consultant's sole cost and expense, the following insurance coverage with limits of liability not less than those stated below: a. Types of Insurance. i. Workers' Compensation insurance as required by law. ii. Auto coverage with limits of liability not less than $1,000,000 each accident combined bodily injury and property damage liability insurance, including coverage for hired, and non - owned vehicles. iii. Commercial General Liability coverage to include premises and operations, personal/advertising injury, products/completed operations, property damage with limits of liability not less than $1,000,000 per occurrence and $2,000,000 aggregate limits. iv. Professional liability insurance with prior acts coverage for all Services required hereunder, in a form and with an insurer or insurers satisfactory to County, with limits of liability of not less than $1,000,000 per claim and $2,000,000 in the aggregate. In the event the professional liability insurance is on a claims -made basis, Consultant warrants that any retroactive date under the policy shall 3 Eagle County Prof Services Final 5/14 precede the effective date of this Agreement. Continuous coverage will be maintained during any applicable statute of limitations for the Services and Project. b. Other Requirements. i. The automobile and commercial general liability coverage shall be endorsed to include Eagle County, its associated or affiliated entities, its successors and assigns, elected officials, employees, agents and volunteers as additional insureds. ii. Consultant's certificates of insurance shall include sub -consultants as additional insureds under its policies or Consultant shall furnish to County separate certificates and endorsements for each sub -consultant. All coverage(s) for sub -consultants shall be subject to the same minimum requirements identified above. Consultant and sub -consultants, if any, shall maintain the foregoing coverage in effect until the Services are completed. In addition, all such policies shall be kept in force by Consultant and its sub -consultants until the applicable statute of limitations for the Project and the Services has expired. iii. Insurance shall be placed with insurers duly licensed or authorized to do business in the State of Colorado and with an "A.M. Best" rating of not less than A -VII. iv. Except for Professional Liability, Consultant's insurance coverage shall be primary and non-contributory with respect to all other available sources. Except for Professional Liability, Consultant's policy shall contain a waiver of subrogation against Eagle County. V. All policies except Professional Liability must contain an endorsement affording an unqualified thirty (30) days' notice of cancellation to County in the event of cancellation of coverage. For Professional Liability, Consultant shall provide County notice within seven (7) days of receiving notice of cancellation or non -renewal of Consultant's Professional Liability coverage and shall replace such coverage without any gap in coverage. vi. All insurers must be licensed or approved to do business within the State of Colorado and all policies must be written on a per occurrence basis unless otherwise provided herein. vii. Consultant's certificate of insurance evidencing all required coverage(s) is attached hereto as Exhibit B. Upon request, Consultant shall provide a copy of the actual insurance policy and/or required endorsements required under this Agreement within five (5) business days of a written request from County, and hereby authorizes Consultant's broker, without further notice or authorization by Consultant, to immediately comply with any written request of County for a complete copy of the policy. viii. Consultant shall advise County in the event the general aggregate or other aggregate limits are reduced below the required per occurrence limit. Consultant, at its own expense, will reinstate the aggregate limits to comply with the minimum limits and shall furnish County a new certificate of insurance showing such coverage. 4 Eagle County Prof Services Final 5/14 ix. If Consultant fails to secure and maintain the insurance required by this Agreement and provide satisfactory evidence thereof to County, County shall be entitled to immediately terminate this Agreement. X. The insurance provisions of this Agreement shall survive expiration or termination hereof. xi. The parties hereto understand and agree that the County is relying on, and does not waive or intend to waive by any provision of this Agreement, the monetary limitations or rights, immunities and protections provided by the Colorado Governmental Immunity Act, as from time to time amended, or otherwise available to County, its affiliated entities, successors or assigns, its elected officials, employees, agents and volunteers. xii. Consultant is not entitled to workers' compensation benefits except as provided by the Consultant, nor to unemployment insurance benefits unless unemployment compensation coverage is provided by Consultant or some other entity. The Consultant is obligated to pay all federal and state income tax on any moneys paid pursuant to this Agreement. 8. Indemnification. The Consultant shall indemnify and hold harmless County, and any of its officers, agents and employees against any losses, claims, damages or liabilities for which County may become subject to insofar as any such losses, claims, damages or liabilities arise out of, directly or indirectly, this Agreement, or are based upon any performance or nonperformance by Consultant or any of its sub -consultants hereunder; and Consultant shall reimburse County for reasonable attorney fees and costs, legal and other expenses incurred by County in connection with investigating or defending any such loss, claim, damage, liability or action. This indemnification shall not apply to claims by third parties against the County to the extent that County is liable to such third party for such claims without regard to the involvement of the Consultant.. This paragraph shall survive expiration or termination hereof. 9. Ownership of Documents. All documents prepared by Consultant in connection with the Services shall become property of County. Consultant shall execute written assignments to County of all rights (including common law, statutory, and other rights, including copyrights) to the same as County shall from time to time request. For purposes of this paragraph, the term "documents" shall mean and include all reports, plans, studies, tape or other electronic recordings, drawings, sketches, estimates, data sheets, maps and work sheets produced, or prepared by or for Consultant (including any employee or subconsultant in connection with the performance of the Services and additional services under this Agreement). "Documents" shall not include Consultant's ideas, know-how, processes, methodologies, and pre-existing and independently developed materials. 10. Notice. Any notice required by this Agreement shall be deemed properly delivered when (i) personally delivered, or (ii) when mailed in the United States mail, first class postage prepaid, or (iii) when delivered by FedEx or other comparable courier service, charges prepaid, to the parties at their respective addresses listed below, or (iv) when sent via facsimile so long as the sending party can provide facsimile machine or other confirmation showing the date, time and receiving facsimile number for the 5 Eagle County Prof Services Final 5/14 transmission, or (v) when transmitted via e-mail with confirmation of receipt. Either party may change its address for purposes of this paragraph by giving five (5) days prior written notice of such change to the other party. COUNTY: Eagle County, Colorado Attention: Rachel Oys 500 Broadway Post Office Box 850 Eagle, CO 81631 Telephone: 970-328-8858 Facsimile: 970-328-8629 Email: rachei.oys(@—eaglecounty.us With a copy to: Eagle County Attorney 500 Broadway Post Office Box 850 Eagle, Co 81631 Telephone: 970-328-8685 Facsimile: 970-328-8699 Email: atty ,eaglecounty.us CONSULTANT: The North Highland Company Attn: Chrissy Winkler 600 Grant Street, Suite 304 Denver, CO 80203 Phone: 303-740-6250 Email: chrissy.winkler(@northhioJiland.com With a copy to: The North Highland Company Attn: General Counsel 3333 Piedmont Road NE, Suite 1000 Atlanta, GA 30305 Telephone: 404.975.6654 Facsimile: 404.504.7555 Email: richard.dobb@northhighland.com 11. Coordination. Consultant acknowledges that the development and processing of the Services for the Project may require close coordination between various consultants and contractors. Consultant shall coordinate the Services required hereunder with the other consultants and contractors that are identified by County to Consultant from time to time, and Consultant shall promptly notify such other consultants or 6 Eagle County Prof Services Final 5/14 contractors, in writing, of any changes or revisions to Consultant's work product that might affect the work of others providing services for the Project and concurrently provide County with a copy of such notification. Consultant shall not knowingly cause other consultants or contractors extra work without obtaining prior written approval from County. If such prior approval is not obtained, Consultant shall be subject to any offset for the costs of such extra work. 12. Termination. County may terminate this Agreement, in whole or in part, at any time and for any reason, with or without cause, and without penalty therefor with thirty (30) calendar days' prior written notice to the Consultant Upon termination of this Agreement, Consultant shall promptly provide County with all documents as defined in paragraph 9 hereof, in such format as County shall direct and shall return all County owned materials and documents. County shall pay Consultant for Services satisfactorily performed according to the requirements of Exhibit A to the date of termination. 13. Venue, Jurisdiction and Applicable Law. Any and all claims, disputes or controversies related to this Agreement, or breach thereof, shall be litigated in the District Court for Eagle County, Colorado, which shall be the sole and exclusive forum for such litigation. This Agreement shall be construed and interpreted under and shall be governed by the laws of the State of Colorado. 14. Execution by Counterparts: Electronic Signatures. This Agreement may be executed in two or more counterparts, each of which shall be deemed an original, but all of which shall constitute one and the same instrument. The parties approve the use of electronic signatures for execution of this Agreement. Only the following two forms of electronic signatures shall be permitted to bind the parties to this Agreement: (i) Electronic or facsimile delivery of a fully executed copy of the signature page; (ii) the image of the signature of an authorized signer inserted onto PDF format documents. All documents must be properly notarized, if applicable. All use of electronic signatures shall be governed by the Uniform Electronic Transactions Act, C.R.S. 24-71.3-101 to 121. 15. Other Contract Requirements. a. Consultant shall be responsible for the completeness and accuracy of the Services, including all supporting data or other documents prepared or compiled in performance of the Services, and shall correct, at its sole expense, all significant errors and omissions therein. County will notify Consultant of delivery of any non-conformance to Exhibit A. Consultant shall promptly correct or re- perform the non -conforming services to the satisfaction of the County, or if unable to reasonably do so, refund to County any amounts paid for the non -conforming services upon demand. The fact that the County has accepted or approved the Services shall not relieve Consultant of any of its responsibilities. Consultant shall perform the Services in a skillful, professional and competent manner and in accordance with the standard of care, skill and diligence applicable to Consultants performing similar services. Consultant represents and warrants that it has the expertise and personnel necessary to properly perform the Services and covenants that its professional personnel are duly licensed to perform the Services within Colorado. This paragraph shall survive termination of this Agreement. 7 Eagle County Prof Services Final 5/14 b. Consultant agrees to work in an expeditious manner in accordance with the time frame set forth in Exhibit A, within the sound exercise of its judgment and professional standards, in the performance of this Agreement. C. This Agreement constitutes an agreement for performance of the Services by Consultant as an independent contractor and not as an employee of County. Nothing contained in this Agreement shall be deemed to create a relationship of employer-employee, master -servant, partnership, joint venture or any other relationship between County and Consultant except that of independent contractor. Consultant shall have no authority to bind County. d. Consultant represents and warrants that at all times in the performance of the Services, Consultant shall comply with any and all applicable laws, codes, rules and regulations. e. This Agreement contains the entire agreement between the parties with respect to the subject matter hereof and supersedes all other agreements or understanding between the parties with respect thereto. f. Consultant shall not assign any portion of this Agreement without the prior written consent of the County, provided however, Consultant may, upon notice to County, assign this Agreement to a subsidiary, division, affiliate, or to its successor upon the merger, consolidation, sale or transfer of all or substantially all of its assets. Any attempt to assign this Agreement without such consent shall be void. g. This Agreement shall be binding upon and shall inure to the benefit of the parties hereto and their respective permitted assigns and successors in interest. Enforcement of this Agreement and all rights and obligations hereunder are reserved solely for the parties, and not to any third party. h. No failure or delay by either party in the exercise of any right hereunder shall constitute a waiver thereof. No waiver of any breach shall be deemed a waiver of any preceding or succeeding breach. i. The invalidity, illegality or unenforceability of any provision of this Agreement shall not affect the validity or enforceability of any other provision hereof. j. Consultant shall maintain for a minimum of three years, adequate financial and other records for reporting to County. Consultant shall be subject to financial audit by federal, state or county auditors or their designees. Consultant authorizes such audits and inspections of records during normal business hours, upon 48 hours' written notice to Consultant. Consultant shall fully cooperate during such audit or inspections. k. The signatories to this Agreement aver to their knowledge, no employee of the County has any personal or beneficial interest whatsoever in the Services or Property described in this Agreement. The Consultant has no beneficial interest, direct or indirect, that would conflict in any manner 8 Eagle County Prof Services Final 5/14 or degree with the performance of the Services and Consultant shall not employ any person having such known interests. 1. The Consultant, if a natural person eighteen (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) to the extent applicable shall comply with C.R.S. 24-76.5-103 prior to the effective date of this Agreement. M. If the performance of this Agreement by either party, is prevented, restricted or interfered with by reason which is beyond the reasonable control of the party affected ("Force Majeure Event"), such party shall, upon giving prior written notice to the other party, be excused from such performance to the extent of such Force Majeure Event, provided that the party so affected shall use commercially reasonable efforts to avoid or remove such causes of non -performances. 16. Prohibitions on Government Contracts. As used in this Section 16, the term undocumented individual will refer to those individuals from foreign countries not legally within the United States as set forth in C.R.S. 8-17.5-101, et. seq. If Consultant has any employees or subcontractors, Consultant shall comply with C.R.S. 8-17.5-101, et. seq., and this Agreement. By execution of this Agreement, Consultant certifies that it does not knowingly employ or contract with an undocumented individual who will perform under this Agreement and that Consultant will participate in the E -verify Program or other Department of Labor and Employment program ("Department Program") in order to confirm the eligibility of all employees who are newly hired for employment to perform Services under this Agreement. a. Consultant shall not: i. Knowingly employ or contract with an undocumented individual to perform Services under this Agreement; or ii. Enter into a subcontract that fails to certify to Consultant that the subcontractor shall not knowingly employ or contract with an undocumented individual to perform work under the public contract for services. b. Consultant has confirmed the employment eligibility of all employees who are newly hired for employment to perform Services under this Agreement through participation in the E -Verify Program or Department Program, as administered by the United States Department of Homeland Security. Information on applying for the E -verify program can be found at: http://www.dhs.gov/xprevl2rot/pro rg ams/pc 1185221678150.shtm C. Consultant shall not use either the E -verify program or other Department Program procedures to undertake pre-employment screening of job applicants while the public contract for services is being performed. 9 Eagle County Prof Services Final 5/14 d. If Consultant obtains actual knowledge that a subcontractor performing work under the public contract for services knowingly employs or contracts with an undocumented individual, Consultant shall be required to: i. Notify the subcontractor and County within three (3) days that Consultant has actual knowledge that the subcontractor is employing or contracting with an undocumented individual; and ii. Terminate the subcontract with the subcontractor if within three days of receiving the notice required pursuant to subparagraph (i) of the paragraph (d) the subcontractor does not stop employing or contracting with the undocumented individual; except that Consultant shall not terminate the contract with the subcontractor if during such three (3) days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an undocumented individual. e. Consultant shall comply with any reasonable request by the Department of Labor and Employment made in the course of an investigation that the department is undertaking pursuant to its authority established in C.R.S. 8-17.5-102(5). f. If Consultant violates these prohibitions, County may terminate the Agreement for breach of contract. If the Agreement is so terminated specifically for breach of this provision of this Agreement, Consultant shall be liable for actual and consequential damages to County as required by law. g. County will notify the Colorado Secretary of State if Consultant violates this provision of this Agreement and County terminates the Agreement for such breach. IN WITNESS WHEREOF, the parties have executed this Agreement the day and year first set forth above. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] to Eagle County Prof Services Final 5/14 COUNTY OF EAGLE, STATE OF COLORADO, By and Through Its BOARD OF COUNTY COMMISSIONERS By: H. Ryan, Chairman Attest: y sof EAq(rr1 * e By: Teak J. Simonto4klerk to the Boar o O 7. lair -1 ' v CONSULTANT: By: Print Name: Title: V1 cfc t 5l� 11 Eagle County Prof Services Final 5114 Proposal for: Eagle County To provide: Continuous Improvement Consulting Services Submitted on: August 18, 2014 Submitted to: Rachel Oys, JD, MPP Eagle County Assistant County Manager Health and Human Services Executive Director Phone: 970.328.8858 Submitted by: The North Highland Company Attn : Chrissy Winkler 600 Grant Street, Suite 304 Denver, CO 80203 Phone :303-740-6250 Email : chrissy.winkler@northhighland.com GLOBALLY LOCAL :EXHIBIT A 0 0 nort ". ".. I 1 0% Contents CoverLetter.................................................................................................................................................. 4 1 Account Approach................................................................................................................................ 7 Baseline Assessment and Chartering................................................................................................... 7 1.1 Hold Kick-off Meeting..................................................................................................................... 8 1.2 Select Champions........................................................................................................................... 8 1.3 Conduct Technical Assessment...................................................................................................... 8 1.4 Integrate High-level Cultural Assessment...................................................................................... 8 1.5 Schedule Champion Training.......................................................................................................... 9 1.6. Deliver Monthly Status Report ...................................................................................................... 9 2 Leadership Alignment and Planning..................................................................................................... 9 2.1 Conduct Project Champion Training (County Leadership)............................................................. 9 2.2 Conduct Prioritization Session........................................................................................................ 9 2.3 Create Master Schedule of Events................................................................................................. 9 2.4 Develop Roles and Responsibilities................................................................................................ 9 2.5 Develop Governance Model.......................................................................................:................. 10 2.6 Board Meetings............................................................................................................................ 10 2.7 Develop & Broadcast the Vision and "Case for Change".............................................................. 10 2.8 Kick-off Meeting........................................................................................................................... 10 3 Training...............................................................................................................................................10 3.1 Establish Customized Toolkit........................................................................................................ 10 3.2 Project Leader Training................................................................................................................. 10 3.3 Facilitation Skills Training............................................................................................................. 11 3.4 Change Management Training..................................................................................................... 12 3.5 Champion Development: Develop Skills Scorecard Methodology .............................................. 13 3.6 Champion Development: Conduct Baseline Skills Assessment ................................................... 13 4 Pilot.....................................................................................................................................................13 4.1 Scope the Pilot Event.................................................................................................................... 13 PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 2 0 northhighland.0% 4.2 Conduct the Value Stream Analysis.............................................................................................. 13 4.3 Conduct Event Follow-up............................................................................................................. 15 4.4 Employ Influencer Strategy.......................................................................................................... 15 4.5 "Just -Do -It" Listing & 4.6 Develop Employee Feedback............................................................... 16 5 Full Deployment................................................................................................................................. 16 5.1 Re -plan Based on Pilot Results..................................................................................................... 16 5.2 Conduct Rapid Improvement Events............................................................................................ 16 5.3 A3 / Hold 12 Practical Problem Solving Sessions.......................................................................... 16 5.4 Establish and Maintain KPIs.......................................................................................................... 17 5.5 Conduct Sustainment Audits........................................................................................................ 17 5.6 Champion Development: Conduct Monthly Mentoring Sessions ............................................... 17 6 Roles and Responsibilities.................................................................................................................. 18 Rolesand Responsibilities..................................................................................................................18 Team Account Structure and Approach............................................................................................. 21 Team's Approach for Account............................................................................................................ 21 Qualifications for North Highland...................................................................................................... 21 References.......................................................................................................................................... 27 7 Cost Structure..................................................................................................................................... 28 Work Breakdown Structure................................................................................................................ 28 8 Appendix.............................................................................................................................................30 PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 3 r_ northhighland 004 Cover Letter August 18, 2014 Rachel Oys, JD, MPP Assistant County Manager, Eagle County Health and Human Services Executive Director Dear Ms. Oys: The North Highland Company is pleased to submit the following response to the Eagle County ("County") request for business and consulting services to support the ongoing process improvement efforts. North Highland is uniquely qualified to meet the important needs of Eagle County based on: • Our extensive project work and deeply skilled and experienced consulting staff; • Our deep expertise in facilitation, training, and change management; • Our regionally -based, high -performing team with directly relevant skills and support from our national footprint; and • Our commitment to Colorado's communities demonstrated both by our portfolio of State and Local Government work and our company -wide value of community involvement and service. • Our current engagement with the Eagle River Water & Sanitation District (ERWSD) to implement their own continuous improvement initiative, known as the Business Optimization Initiative (BOI). The synergies between the county and district include both short-term and long-term cost savings, including (but not limited to): o Collaborative curriculum development for project definition, program development and project identification. o Co -location & co -instruction for project leader training, change management training, facilitation training, sustainment training and other skill areas. o Project execution (particularly for water related infrastructure such as waste water, drinking water and public works infrastructure requirements) o Cross-fertilization between the BOI and the proposed program for Eagle County service processes such as hiring, procurement, permitting, billing and other critical functions. Our proposal speaks to our qualifications and experience working with other organizations on similar initiatives via: • Our approach and detailed services for the engagement; • Our proposed personnel, their services and bios; • A description of our company experience as it relates to the scope of this project via project descriptions and case studies; and • References from previous client engagements. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 4 0 northhighland 1 1-.11. - 0% We understand the County's goal to create a sustainable and efficient organization and its desire to partner with a consulting company that will make education and transfer of skills a top priority. North Highland is uniquely proven in tailoring our approach and methodology to an organization's culture. We do not believe in one -size -fits -all when it comes to adopting process improvements. Our training program, Champion curriculum and event -based approach will be tailored to the County's needs - and will be based upon the expertise and education already gained by County leadership and staff and by understanding the integration of improvements with the County's strategic goals. It is North Highland's goal to "leave behind" skilled leaders and resources when our scope of the project is complete. We believe without sponsorship and change agency embedded within an organization, the efforts may become just another'flavor of the month' project. Our Champion curriculum, coaching and mentoring approach has reaped benefits at one of our most recent public sector clients, the State of Colorado, which is detailed in Section 3 of our proposal. Our approach to establish Eagle County's Program is presented in Section 2 and, in collaboration with the County's team, will be tailored to meet the needs of the organization and support the priorities set forth in the Strategic Plan. Our approach enables the County to not only apply process improvement principles, but also supports the transformation to a continuous improvement culture overtime. We do not believe that any program is a panacea, but the tools and methods inspire employees to think about making incremental improvements every day and give them the skills to not shy away from larger improvements that have a real customer impact. In particular, we offer: • A uniquely tailored program based on our understanding of the County's specific objectives and goals for establishing a sustainable process improvement program starting with 4-5 events from October through September 2015; • Baseline assessments to determine maturity levels and tailor approaches and tools; • Scoped and prioritized value streams and business processes within participating agencies; • Defined events with a focus on Value Stream Analysis for re -planning based on pilot results; • Integrated "Just -do -it" concept to facilitate results -oriented action; • Program -specific KPIs, coaching and sustainment guidance; and • The training, integration, adoption, knowledge transfer, practical application, and transformation skills necessary to move toward a sustainable improvement culture. Why North Highland? If Eagle County wants... A partner with relevant background and experience in government processes that enables us to... Understand the -vision of an effective implementation in the public sector, develop... An approach tailored to addressing the County's culture and improvement opportunities, and... Deliver a comprehensive series of rapid improvement events that effectively... Establishes and pilots a sustainable program with measurable results, then... North Highland is a partner who can deliver. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 5 l n.., hhIgh— - 0% The North Highland Company is an employee -owned, full service, management and technology consulting company providing service to government and private sector clients. In recent years, Consulting Magazine ranked North Highland as the #1 consulting company in the world in having a positive impact on our clients and #2 in meeting our clients' needs. I encourage you to call our references to validate the quality of services we deliver. North Highland is excited to present our response to Eagle County to help develop strategy and implement the Business Optimization Initiative. We are particularly pleased to see the synergies with EWRSD and a balanced demand and commitment for applying process improvement techniques that meet the challenges of improving government service delivery. We aspire to become your trusted advisor, and we will work hard to achieve this goal. If you have questions concerning our bid or our organization, please feel free to contact me or our Public Sector Account Executive, Chrissy Winkler, at (303) 740-6250. Sincerely, Brian Simmons Vice President North -Highland-Fact Sheet_ Business Proposition: Founded: 1992 HQ: Atlanta US Employees: 800 US Offices: 20 Cities Success equals results, not just big Ideas. Global Employees: 2500 Global Offices: 50 no, thhighland.com Offices in State Capitals: 8 Public Sector: • 300 projects since 2006 • Focus on planning, execution, and transformation Over 60 Lean projects worldwide Applied Lean on hundreds of projects to achieve results 2013 # 3 — Best Consulting Firm to Work For — Consulting Maqazine... In the top 4 every vear since 2007 PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 6 O .i-tihlghland. 1 Account Approach North Highland has customized the approach presented here based on our understanding of the County's specific needs; our extensive experience leading transactional/information-based environments facing challenges with processes, such as: procurement, grants management, contracting and contact centers; and our experience within Public Service operations. North Highland proposes a five -phase approach, with the first two phases being Program Set-up and the final Phase being Full Deployment. This approach will serve as a starting point for discussions with County Leadership about the most successful path forward. Proposed activities by phase are shown in Figure 1. Details of activities are described in the remainder of Section 2. Potential Approach for Lean Implementation Baseline LeadershipLean Training Assessment & Alignment Full Deploy Chartering & Planning pilot Events Lean Hold kick-off meeting with . Conduct 2 -day Lean Technical Lean Board and Program Champions training Activities offiice('Champions") •Conduct Way Hoshin protect leader training for . Select Lean Champions for prioritization session Lean Evangelists each targeted department Develop roR-out t mebne ("Evangelists") for leadership approval . Perform on-going lean . Conduct high-level lean • Establish lean governance evangelist development technical assessment structure, roles& Note* emends the Jug responsibilities program duration . Schedule Lean Champion Launch effort with formal Training kick-off meeting . Develop Weekly Status Reports Lean Training Pilot Events . Integrate Pilot' lessons . Establ.sh customized toolkit Scope the Value Stream learned' into revised plan • Conduct intensive skills and Assessment (VSA) Pilot Conduct additional Lean protect leader training for Conduct VSA (3-5 day event; events, transitioning event Lean Evangelists NH leads; SoCO evangelist leadership to District observes) evangelists . Perform on-going lean Establish and maintain evangelist development . Complete VSA follow up QCDS metric track.ng in Note* emends the Jug target depts program duration . Perform sustainment audits Lean Culture . Perform Leen cultural Develop&broadcast . Train Champions& Utilize Influencer strategy Trainmanagerson and Adoption Assessment (surveys+ the vision and "case evangelists on acceptance to mobilize commitment & sustainment Activities Interviews) for change" toolkit, scorecard surface resistance . Lean Cultural Assessment methodology and skills Encourage "quick wins" Analysis and Reporting assessments approach . Incorporate employee suggestions The activities described above are explored in greater detail on the following pages Figure 1: Implementation Approach Baseline Assessment and Chartering The objectives of Assessment & Chartering are to: 1) Confirm alignment during launch 2) Select Champions 3) Establish a baseline understanding of the level of operational performance PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 7 C northli`ghland0% 4) Establish a baseline of change readiness and team effectiveness 1.1 Hold Kick-off Meeting To successfully launch the formal effort, North Highland will Deliverables: . Aligned facilitate a two-hour meeting to gain alignment on approach, expectations schedule, high-level roles and responsibilities that have been . Roll-out plan proposed. • Roles and Responsibilities Though this could be perceived as a formality, the kick-off meeting is list typically an energizing event and provides a forum to discuss Timeline: Month 1 questions and perspectives that have developed since the signing of the -contract. 1.2 Select Champions Champions will be the face of the initiative within the County, so careful selection of people to fill these roles is essential. North Highland will assist in the selection of these Deliverables: . Champion resources by using their collective experience to create a profile of Profile the characteristics that have proven critical to success in this type of . Champion role and providing counsel to Leadership as they evaluate champion Engaged candidates. Timeline: Month 1 1.3 Conduct Technical Assessment Our assessment highlights the need to understand where & how the work is performed. North Highland will bring to bear its protocol for conducting process improvement assessments, during which a baseline survey of the current state operations and performance is established for representative value streams. Deliverables: . Technical Assessment North Highland, with the assistance of the Sponsors and Champions, Timeline: Month 1 will: Work with County leaders to select representative value streams Gather available data on the County's Strategic Plan Guiding Principles and associated Priorities and performance versus targets on key metrics Gather and synthesize internal benchmarks and internal best practices North Highland will synthesize an assessment summary that is comprised of paper and pencil value stream maps. NOTE: Technical assessment activities can be controversial if their purpose is not understood. North Highland will be sensitive to prevailing attitudes and adjust their approach accordingly. There will be no stopwatches or invasive inquisition. 1.4 Integrate High-level Cultural Assessment North Highland experience has shown that business results are Deliverables: . Integrated driven 20% by the quality of the technical solution and 80% by the Cultural acceptance of the mindsets and behaviors. Integrating the recent Assessment cultural assessments provides insights into the mindsets of the Timeline: Month 1 County's employees across multiple levels in select stakeholder groups in terms of both change readiness and team effectiveness. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 8 1.5 Schedule Champion Training North Highland will assist the program office in managing the scheduling logistics to facilitate the training program. 1.6. Deliver Monthly Status Report North Highland will deliver weekly status reports to ensure that the project is staying on schedule, deliverables are consistent with expectations, there are no surprises, and documentation is being done at all stages of the project. 2 Leadership Alignment and Planning The objectives of Leadership & Planning are to: 0 Deliverables: . Prioritized list of northhighland z 1 0% gain alignment on the projects to be completed in the next months. value streams by Deliverables: . Scheduled events that will drive measurable impact that is critical when gaining Training Sessions Timeline: Month 1 Deliverables: • Documented status reports • Documented decisions throughout the project Timeline: Months 1-7 1) establish common understanding and vision among County leadership 2) develop event priority and sequence 3) establish the Acceleration plan 4) kick-off the effort with Champions 2.1 Conduct Project Champion Training (County Leadership) North Highland will hold a one -day Champion training to prepare the County's identified champions to successfully direct initiatives. North Highland will distribute a toolkit (technical and cultural) emphasizing Deliverables: . Trained Leadership team • Vision statement the top 10-15 techniques (Kaizen, Office Process Improvement, 8 . Leadership wastes, takt v. target, standard work, flow, visual management, talking points QCDS metrics, etc.) that will be taught. Timeline: Month 2 2.2 Conduct Prioritization Session For organizations just beginning their journey, North Highland Deliverables: . Prioritized list of recommends a modified prioritization session, the goal of which is to focus processes, gain alignment on the projects to be completed in the next months. value streams by Coming out of the session, the County will have a clear vision of the department events that will drive measurable impact that is critical when gaining traction on a new initiative. The resulting project list is a valuable Timeline: month 2 tool that clearly shows the relationship between each project, the KPIs, and the organization's overall objectives. 2.3 Create Master Schedule of Events To create a project environment built for success, North Highland Deliverables: • Project Schedule will build a detailed project schedule utilizing Microsoft Project or Timeline: Month 2 Excel that will deliver the detailed timing and sequencing of events, planned resource loads and dependencies if applicable (see Work Breakdown Structure for timing / sequence). 2.4 Develop Roles and Responsibilities In order to run an efficient and organization, people need to know their responsibilities and boundaries. North Highland will work with Deliverables: • Role Description Timeline: Month 2 PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 9 0 0 northhighland -1-1s. 1--l. �� 0% the County to define the roles and responsibilities of sponsors, Board members, champions, subject matter experts and team members. 2.5 Develop Governance Model North Highland will assist the County in establishing a governance Deliverables: . Approved framework to ensure the strategic guidance of the County and Governance specify the frequency and nature of interactions as well as the Model conditions and path for escalation. Timeline: Month 2 2.6 Board Meetings North Highland will assist the County with board meetings to ensure the strategic guidance of the County aligns with program execution. 2.7 Develop & Broadcast the Vision and "Case for Change" It has been said that the top three reasons implementations fail are Deliverables: . vision 1) Communication 2) Communication and 3) Communication. North Communication Highland will assist the County in developing compelling messaging Timeline: Month 2 that makes the "case for change" and paints a vivid picture of the future. 2.8 Kick-off Meeting The formal kick-off meeting is an opportunity to ensure that Deliverables: . Champions Sponsors and Champions have a common understanding of the prepared to Program structure, objectives, Roles and governance, high-level begin training timeline and Expectations & time commitments Timeline: Month 2 3 Training 3.1 Establish Customized Toolkit The County is correct in asserting that a "canned" or standard toolkit Deliverables: . Leadership is insufficient to meet the unique needs of its organizations. North acceptance of Highland recommends a focus on simple, straightforward tools and customized an emphasis on hands-on, experiential learning and simulation. toolkit Often the simplest tools are the most powerful and comprehension Timeline: Month 3 is best achieved by doing. Though North Highland is committed to providing a comprehensive suite of materials for the County's review and selection, we are also acutely aware that slideware does not equal a complete learning approach. No "death by PowerPoint!" 3.2 Project Leader Training We recommend a customized training course aimed at providing all Deliverables: . Baseline Champions with a common baseline understanding of theory, knowledge of principles and application. Modules will likely total —8 -16 hours and theory, may include eight wastes (muda), Value add v. NVA, takt v. target principles and times, standard work, flow v. pull, value stream maps, Lego application simulation, reviews of proven methodologies, simulation of the Timeline: Month 2 collective impact of concepts, case study reviews, traditional Kaizen, North Highland's Office Process Improvement Methodology (OPI), and A3 practical problem solving. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 10 northhighland- 0% Module Topic Welcome Course Overview 30 Identify and Select Project Selection Criteria, Customized Weighting, Quick Projects Wins and Just -do -its 30 Scope and Approve Project, Scope Sheets, SIPOC Project 30 Envision Customer Lean Vision Statement, Elevator Speech Experience 30 Case Study Leading Continuous Improvement Programs 30 Evaluate Performance Data Collection and Lean Metrics, Waste, Value Stream Mapping 30 Characterize Issues Overview of Tools for Characterizing Issues 30 Solve Problems Work Balancing, Flow and Pull, Future State VSM, Gap Analysis and Implementation Plan 30 Total 4 Hours 3.3 Facilitation Skills Training North Highland recommends investing —8 hours to provide tools and Deliverables: . Champion corps techniques (including "fist of five", dealing with difficult people, has increased mind mapping, etc.) that will provide the champions the confidence confidence in they will need to independently lead events. their facilitation skills Timeline: Month 2 Introduction Course Overview 15 Facilitation Trends, What is a facilitator? Competencies and In what areas do facilitators have competencies? Models Why is facilitation critical to a Lean culture? What are the three different types of meetings—and what 60 makes one great? What are the 3 key ingredients in the facilitation model? How is facilitation different from "running a meeting? Facilitation Tactics for Exercise: Getting off on the right foot 75 Common Lean PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 11 Situations Exercise: Securing agreement Exercise: Fact-finding tips & tricks Discussion: Ensuring open discussions Exercise: Gaining commitment to implement Managing Conflicts Planning for group dynamics Meeting teams where they are Managing behavior in conflict Leveraging behavioral styles (especially DiSC) Wrap Up Total north11. ".. — 1 0% and 75 15 4 Hours 3.4 Change Management Training Events are the easy part of improvement initiatives. The hard part is Deliverables: . Change instilling the discipline to complete follow-up on actions and to Management prevent the "human hysteresis" (i.e. backsliding tendency) that Training often occurs based when implanting change. North Highland Timeline: Month 5 recommends initially investing —8 hours create familiarity of triols to drive change management; this knowledge will be applied during the next 8 months and reinforced by coaching and mentoring. r..Topic Introduction 20 Impact Assessment and Discussion — Impact assessment approach Q&A Planning Worksheet - Impact Assessment Template 50 Exercise - High, Medium, Low Discussion and Group Timeline Resistance Management Discussion — Anticipate resistance from affected stakeholders Discussion — Resistance management approach 50 Discussion — Resistance management techniques Discussion — Resistance log Adoption Three adoption metrics Change Adoption Curve Adoption approach 50 Exercise - ADKAR assessment on personal stakeholder PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 12 � o northhighland0% Module.. Discussion — ADKAR Ratings Culture Review Exercise — Culture assessment 50 Exercise — Draft culture goals and metrics Wrap Up 20 Total 4 Hours 3.5 Champion Development: Develop Skills Scorecard Methodology The purpose of this activity is to establish a framework for the development of champions, both the initial cadre and those who follow. If so desired, North Highland will assist the County in developing an internal certification program to recognize those who achieve the breadth and depth of knowledge and experience that indicate mastery. 3.6 Champion Development: Conduct Baseline Skills Assessment A North Highland consultant will meet with each champion to test comprehension and determine level of confidence in each skill area, and to create a simple development plan to be worked over the next month to close observed gaps. 4 Pilot The objectives of piloting are to: Deliverables: • Skills scorecard methodology approved Timeline: Month 2-3 Deliverables: . Up-to-date skills scorecard • One-month coaching, development plan Timeline: Month 3 1) Successfully demonstrate the power of improvement principles in each department 2) Offer champions their first real exposure to the initiative 3) Publicize successes 4.1 Scope the Pilot Event The importance of effective scoping to Lean events cannot be overstated. North Highland will enable a successful event by defining exactly what is to be accomplished, by setting "fence posts" that the team will be operating in, and by helping answer these questions: What is the purpose of the event? What are the targeted processes? What are the desired outcomes? 4.2 Conduct the Value Stream Analysis Deliverables: . Event charter • Sponsor Approval Timeline: Month 4 Deliverables: • Event Summary PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 13 0 north.... l—I-I "N Early wins are one key to a successful long-term transformation document because they build momentum and give a platform for • 30 -day action communicating the success that the initiative brings an organization. plan Gaining traction during the first event is vital, as is demonstrating • sponsor Champion support for the effort. To ensure these successes, the approval first event in each department will be facilitated by the consultant Timeline: Month 3 with the Champion observing. Performance of the event will vary based on scope, but the most likely method is North Highland's Office Process Improvement methodology (Kaizen for the office), conducted in this fashion: • Day 1: Train the team, develop elevator speech and WIIFM listing, walk process backwards, map high-level process on a "data wall" • Day 2: Complete mapping of current state process on data wall, listing value added and non - value added activities at each step of the process. Gather queue data and calculate value added percentage v. overall process time. Note any quality concerns. • Day 3: Brainstorm improvement opportunities (hand-off reduction, cross -training, elimination or reduction of NVA activities, etc.) and create a "future state" process wall embodying these improvements; calculate resulting impacts • Day 4: Create one to two additional future state designs & compare options, begin building recommendations. • Day 5: Finish developing recommendations; Team presents process and recommendations to responsible business leader and sponsor for their decisions NOTE: The Champion will be an observer during this pilot effort and daily Champion check -ins are encouraged The success of the first few events will set the tone for future adoption. The outputs will be summarized in a fashion that promotes communication. Figures 3 and 4 offer visual examples of potential mapping techniques. The team mapped the current state to identify and quantify waste _ Figure 3: Sample "Physical' Value Stream Map (VSM) Figure 4: Sample Office Process Improvement Data Wall PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 14 l no1'... qhla .1 0% 4.3 Conduct Event Follow-up Since one week is rarely enough time to accomplish all of the items Deliverables: . Sustainment that are necessary to make a change stick, follow through on the 30- plan day action plan is critical to both sustaining the gains and to reaping . Audit criteria for the benefits forecast in the event. future use Timeline: Month 4 4.4 Employ Influencer Strategy Harnessing the power of informal leaders is key lever when driving sustainment. These "water cooler" leaders often possess the ability to sway popular opinion by their willingness to get involved in activities. North Highland will work with the County to identify these leaders and to craft simple engagement strategies, be it event participation, message preview, or just seeking their counsel. Activities will include: • Identify informal leaders • Develop an engagement strategy for each Deliverables: • Influencer • Execute engagement engagement plan By ensuring that we engage ALL leaders, not just those with position Timeline: Months 2-7 power, acceptance is accelerated. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 15 4.5 "Just -Do -It" Listing & 4.6 Develop Employee Feedback Successfully demonstrating process improvement first requires carefully scoped and executed events, but not every good idea requires a formal event to implement it. North Highland recommends reducing the employee suggestion list into a smaller sub -set that can be assigned as "Just -Do -Its." These small ' l northhyghland North Highland will work with the County to distill lesson learned Deliverables: • List of "Just Do Deliverables: It" suggestions • Documented schedule for success stories Timeline: Months 2-7 improvements are often common-sense applications and go a long way in engaging broader segment of the population in improving their own workplace. By ensuring that we engage ALL leaders, not just those with position power, acceptance is accelerated. 5 Full Deployment The objectives of Full Deployment are to: 1) Assess lessons learned from Pilot; 2) Refine event priority and sequence for remaining months of deployment; 3) Transition event ownership to Champions; 4) Mentor champions to independence; 5) Establish and monitor KPls; and 6) Monitor sustainment and culture change. 5.1 Re -plan Based on Pilot Results North Highland will work with the County to distill lesson learned from the first round of events and propose a revised timeline and Deliverables: ned schedulefo schedule for sequence for remaining events. The revised project plan will be each maintained, changed as required and be presented regularly as an department appendix to status reports and board meetings. Timeline: Months 4 5.2 Conduct Rapid Improvement Events Deliverables: . Scoping document North Highland will facilitate the first events and assume a co- . Documentation facilitation role with Champions for subsequent/Office Kaizen of improved events. A second wave of events will begin to test the Champion's processes abilities to scope and lead portions of events and North Highland will . 30 -day action seize the coaching opportunity that this presents. plan • Sustainment audit Timeline: Months 4-7 5.3 A3 / Hold 12 Practical Problem Solving Sessions A second technique, not so widely known as Kaizen, is the A3 Practical problem solving technique. The technique gets its name from the size A3 (11"x17") paper that is used to summarize a business issue, its likely causes, and the plan to address it. North Highland recommends conducting (2) A3 sessions followed a 10 -step process Deliverables: Documentation that takes one to two days. of improved processes North Highland will conduct the first A3 sessions with champions in a . 30 -day action supporting role and coach champions on the second event in their plan Timeline: Months 3-7 PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 16 northhighland0% department to ensure they are prepared to lead independently. 5.4 Establish and Maintain KPIs North Highland will lead the effort to establish KPIs that reflect Deliverables: • Monthly KPI both the performance of activities and the impact of events on scorecard critical value steams. North Highland favors the QCDS • Documentation methodology (Quality, Cost, Delivery, and Safety) which delivers of QCDS not only static metrics but a method to recognize issues and drive methodology on-going performance improvements. Timeline: Months 3-7 5.5 Conduct Sustainment Audits Sustainment audits are necessary to ensure that gains are maintained and adoption is confirmed. North Highland will create simple audit checklists based on event follow- Deliverables: • Completed audit through actions and reviewing processes every other month to with prescribed determine adherence to the team's recommendations and corrective leadership's decisions. actions Timeline: Months 4-7 5.6 Champion Development: Conduct Monthly Mentoring Sessions North Highland will establish a monthly rhythm of coaching sessions Deliverables: . Lean Champion to track development of Champions, close training gaps, and provide development counsel on specific challenges. Progress will be maintained on the scorecard scorecards developed in Approach Section 3.6. • Certification recommendations Timeline: Months 3-7 PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 17 northfi1-1- d - 0% 6 Roles and Responsibilities North Highland proposes a core team of Colorado -based, qualified consulting professionals to work with the County to assist with the planning and implementation of a sustainable program. This team is comprised of process improvement experts that have extensive experience in both the Government and Commercial sectors. At the time of this proposal submission, the following resources are those planned to execute and manage the scope outlined in this response. In addition to the requested information that follows, detailed resumes for all proposed staff are provided in Appendix A. Roles and Responsibilities CREDENTIALS I RELEVANT EXPERIENCE • 18 years of experience in process and • Lead Performance Improvement Consultant for Eagle River performance improvement. Water & Sanitation District (ERWSD) encompassing all 8 • BA Germanic Studies, and BS International Departments (Finance, Collection & Distribution, Customer Business from University of Colorado Service, Capital Improvements etc). Leading project • Master of International Management from selection workshops, engaging leaders in deployment Thunderbird, Garvin School of International structure and planning, leading pilot project teams in Rapid Management Improvement Events (Kaizen • Secret clearance (inactive) • Senior Lean Consultant for State of Colorado Lean Transformation. Within this project, Brian consulted with SKILLS AND SPECIALTIES multiple State Departments, leading project selection workshops, engaging leaders in deployment structure and ■ Lean Process Improvement planning, leading 25 project teams in Rapid Improvement ■ Lean Transformations Events (Kaizen Events) and coaching 9 Lean ■ Process Reengineering Champions. Departments and projects Brian has worked ■ Strategic Planning with include: ■ Change Management o Colorado Governor's Office — Revenue and ■ Project/Program Management Expense Processes, Brand Colorado Sustainment ■ Team Building, Coaching Mentoring o Colorado Office of Economic Development and ■ Innovation and Growth Strategies International Trade (OEDIT) — Grant & Subsidy Management o Colorado Department of Revenue (CDOR) — RESOURCE DETAILS Driver's License Office, Web & Kiosk Integration (Waitless), Driver's License Process Redesign, • Title: Senior Manager Rules Approval Process, • Organization: North Highland o Colorado Department of Education (CDE) — • Office Location: Denver, Colorado Teacher Evaluation & Licensure Process, Teacher Enforcement Process, Student Growth Data • Role/Responsibilities: Responsible for delivery of Management & Reporting, Call Center Redesign project scope and execution of deliverables, o Department of Labor & Employment (CDLE)— coach/mentor for Eagle County Champions, train Workforce Council Strategy, Public Records Eagle County employees Center, Petroleum Tank Regulation Enforcement, • Time Allocated to Project:—25-50% for 6-8 Petroleum Tank Remediation Funds, Employment PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 18 months, as needed CREDENTIALS north. -highlaI. � � � 1�nd. 1 150 Services Call Center, Employment Verification Process o Colorado Department of Public Health and Environment (CDPHE)- IT Project Approvals, Air Permitting Process, State Revolving Fund for Water Investments o Department of Natural Resources (DNR) - Colorado Land Board — Leasing Process, Accounting Process, Real Estate Acquisition & Disposition Process o Colorado Energy Office (CEO) — Procurement Process o Colorado Office of Information & Technology (OIT) — IT Storefront, PC, Laptop & Smart Phone Purchasing, Printer Support Management a Department of Personnel & Administration (DPA) — Multi -Function Device Program Business Case o Department of Public Safety (DPS) — Onboarding RELEVANT EXPERIENCE • 14 years of experience operational and strategic • Led customer service transformation at large US consulting services, including process Communications client. Evaluated current processes improvement and organizational design of entities to identify • BBA with Finance emphasis, University of merged model for acquired company. Developed Michigan hybrid organizational model with supporting processes • MBA, Duke University to increase the effectiveness of the customer service SKILLS AND SPECIALTIES organization. ■ Lean Process Improvement ■ Transformations ■ Strategic Planning ■ Change Management ■ Project/Program Management ■ Corporate finance RESOURCE DETAILS • Title: Manager • Organization: North Highland • Office Location: Denver, Colorado • Role/Responsibilities: Responsible for facilitating/supporting Lean events • Time Allocated to Project:—25-50% for 6-8 • Lead for business process improvement transformation effort with top global Communications client. Managed team's evaluation of client operating model and recommended future model with supporting initiatives and roadmap across process, governance, organization, technology (software), customer experience, and measurement. Delivered future operating model, with the associated roadmap of activities to attain this model. • Led organizational change management, communications and training efforts for enterprise- wide website implementation for large utility client. Engaged cross -project and functional leadership to develop communications, training and organizational change plan across multi-year project. Developed and PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 19 o northhighland . 1 0% months, as needed presented key deliverables and recommendations that enabled client to effectively prepare for enterprise- wide changes. CREDENTIALS • Certifications: Lean Six Sigma Green Belt, Project Management Professional (PMP), Prosci Change Management • 17 Years of experience in consulting, organizational change management, communications strategy and planning, IT strategy, process redesign and ERP implementations • BS, CIS —School of Business, Indiana University • Industry Experience: Government, Oil & Gas, Pharmaceuticals, Financial Services, Consumer Products, Manufacturing, Retail SKILLS AND SPECIALTIES ■ Lean Six Sigma ■ Change Management ■ Business Process Design ■ Project Management ■ Organization Design ■ Communications Planning ■ ERP systems RESOURCE DETAILS • Title: Principal • Organization: North Highland • Office Location: Denver, Colorado • Role/Responsibilities: Provide quality assurance for deliverables and subject matter expertise for project activities, as needed • Time Allocated to Project: —10% RELEVANT EXPERIENCE • Quality Assurance and co -facilitator for State of Colorado Lean program. Quality Assurance and Communications Strategy creator for Denver International Airport's Lean program. • Led assessment of City-wide conference processes for Denver Metro Convention and Visitor's Bureau and the City and County of Denver. Developed a findings report including business process redesign recommendations and suggested change management activities. • Project Manager for an Organizational Assessment of the IT function of the Colorado Department of Natural Resources working with the CIO. • Led the organizational assessment for the Division of Information Technology under Governor's Office of Information Technology. • Led the Benefits Realization (Change Management, Organizational Design, Process Improvement) Team for a global implementation of an ERP system. Responsible for global communications strategy and implementation, change management strategy and delivery and business process design. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 20 northhighland .1 1--- 1-- t, 0% Team Account Structure and Approach Account Executive/QA Project Lead / Facilitator/ Trainer Team's Approach for Account The North Highland team outlined above has worked closely together on a number of client engagements — most recently, the State of Colorado Lean project which deployed Lean principles and methods across the Executive branch of Colorado's government and within the City of County of Denver's Peak Performance function. North Highland works in a collaborative fashion, bringing to bear best practices and lessons learned from both public and private sector clients. North Highland prides itself on a local model and our team is 100% located in Colorado; however, at the discretion of the County, we have a breadth of expertise in other North Highland offices that may be beneficial the County's strategic goals. Our team is able to leverage a wide range of skills and collateral — Lean and otherwise — when needed for project activities or deliverables usually with the ease of a quick phone call. For the purposes of this project, Brian Pool will serve as the main point of contact for the County. Qualifications for North Highland North Highland presents six recent case studies to highlight experience relevant to the Eagle County Initiative. Our named proposal team was involved in the first Case Study, the State of Colorado Lean engagement, and we also leverage expertise from our pool over over 1,000 North Highland consultants within the U.S. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 21 northh4gh .1 0% Case Study 1: Colorado Governor's Office of Strategic Planning and Budget. The Governor and the Legislature directed Lean methods be used to improve the departments of Executive branch. The overarching goal of the program is to develop an independent Lean culture across Colorado state agencies by understanding, engaging and practicing Lean methodology to: 1. Be more effective, efficient, and elegant 2. Meet the rising demand for services while addressing a budget crisis 3. Improve the organization's readiness for the upcoming wave of retirements Current Qualification/Experience: North Highland worked with the Office of State Planning and Budgeting (OSPB) is to design and deploy a custom tailored Lean Program for the State of Colorado. Over a period of 18 months we led over 75 improvement projects and supported an additional 30 through coaching and mentoring. More than 600 Lean Sponsors, Project Leaders, Lean Champions and Team Members were trained in Lean methods and participated in Lean projects. Over 700 additional employees have benefitted from on-line training. In his 2012's State of the State address, Governor Hickenlooper lauded the program for its financial impact and the difference it is making for Colorado's citizens. Applied Tools and Methodologies: ■ Developed Program management structure, roles, and processes ■ Defined deployment approach for agencies, including implementation roles and responsibilities ■ Developed a customized Lean model adapted for the State and training toolkit to match ■ Created learning paths for each role, defining a mix of pre -work, instructor -led training, and application; trained over 100 leaders ■ Launched a wave of projects across 18 agencies, engaging more than 600 state employees in Lean improvement efforts ■ In process: Creating a mentoring program to coach and develop Lean leaders at the State ■ Lean projects are typically 8-12 weeks long from initial scoping, to conducting an event, to implementing initial improvements. ■ Deliverables include: o Workshop Materials o Scope and vision statements o Value Stream Mapping documentation o Training Materials and Training of Lean Project Sponsors, Project Leads and Team Members o Development Plans Solution Results and Benefits: • A sample of results for various Lean projects we have launched and supported are shown below: Lean Project Before After' Human Services: Hiring 22 handoffs 10 handoffs Process 10 approvals 4 approvals 110 day lead time —55 day lead time Revenue: Tax Pipeline 30 handoffs 7 handoffs 232 unique tasks 33 unique tasks 441 miles traveled 100 feet traveled 38 day lead time 1 day lead time PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 22 Public Safety: On -boarding Efficiency Local Affairs: Housing Choice Vouchers Transportation: Access Permits Regulatory Agencies: Customer Care Center 4 tracks 35 hand-offs (avg) 17 approvals (avg) 103 forms Manual check process High overtime 49 day TAT ('turnaround Time) No visibility to permit status 56% FCR (first call resolution) 68% customer satisfaction C, northhighland 1 track 29 electronic transfers 5 approvals 47 forms Auto -processing to debit cards Reduced overtime 30 day TAT Web -enabled permit status 70% FCR within 6 months —75% satisfaction projected Case Study 2: AstraZeneca Pharmaceuticals, Inc. One of the world's leading pharmaceutical companies, focusing on fighting disease in 6 areas of healthcare: cancer, cardiovascular, gastrointestinal, infection, neuroscience, and respiratory & inflammation. They have 67,000 employees worldwide, and estimated 2008 sales of $32B. Current, Qua I ification/Experience: As part of AstraZeneca's Lean Transformation initiative, iPR is re -designing their entire organizational structure at this major manufacturing and distribution facility. As they begin a 6 -month, two -phased transition of their organization, NH was hired to design and execute an organizational change management plan, and provide coaching and consulting support to the leadership team on implementing a new culture and Lean thinking. Applied Lean Tools and Methodologies: ■ NH completed a comprehensive set of structured interviews with employees in every major department to determine employees' level of awareness and understanding about the Lean and PCO initiative. ■ Interviews yielded immediate recommendations for leadership, and formed the basis for the plan. ■ Launch plans were developed with on-going assessments to gauge progress/readiness levels within the organization. ■ NH identified and shared risks and recommendations to Leadership throughout the process ■ Recommendations and next steps were shared with Leadership to ensure the benefits and new culture are strengthened and sustained. Solution Results and Benefits: Over the course of th; project NH completed over 20 unique deliverables, including: A Change Management Assessment of Lean and PCO; Detailed Launch Communication Plans and Lean/PCO Launch Plan Framework; Organizational Readiness Assessments for 7 teams and 20 Case Study 3: Food Lion, LLC is one of several North American Subsidiaries of the Delhaize Group (based out of Belgium). Food Lion accounts for approximately $12 billion of the Delhaize Groups $19 billion in revenue and operates under the Food Lion, Reids, Bloom, Harvey's, and Bottom Dollar banners throughout the Southeast. Current Qualification/Experience: One of the major strategic initiatives for Food Lion in 2008 was the identification of cost reduction savings and an overall review of their supply chain. NH pitched a five week lean assessment of one distribution center to demonstrate the value of Lean principles and their applicability to Food Lion's Distribution. Applied Tools and Methodologies: PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 23 northhi -- -1 0% The North Highland team trained the client team on basic Lean tools (standard work, value stream mapping, 5S, and several others). The training documentation and delivery was the first deliverable for the project. The second deliverable from the team was a value stream map of both the perishable and dry grocery distribution centers. Upon completion, opportunities were identified based upon individual observations and the calculation of takt time versus cycle time for the associate activities. Independently, an analysis was conducted of the inventory on hand in the distribution center and what was appropriate based upon the sales volume and lead time. Solution Results and Benefits: The end result identified savings of $2.91VI in one distribution center (very conservative) and a reduction of one half the inventory in the distribution center. Case Study 4: Johnson & Johnson / Centocor (J&J) is the leading healthcare company in the world. J&J is made up of three major divisions: the Consumer Group of Companies, Medicines and Nutritionals (Pharmaceuticals) and Medical Devices and Diagnostics. J&J employs over 100,000 people globally within over 190 different operating companies. Revenues for 2009 were over $60 billion. Current Qualification/Experience: J &J's biotechnology manufacturing site in Malvern PA was implementing a new organization structure based on Lean and process -centered organization (PCO) principles. J&J asked NH to help identify issues of the workforce change and actions the Leadership Team can take to prepare for the Lean and PCO transition without the actions of previous years where lay-offs were made, and cost cutting initiatives and efforts to re -organize the workforce were scrutinized. Applied Lean Tools and Methodologies: ■ The team's instituted an approach based on the following: ■ Conducted a series of structured interviews with Leadership Team and Managers for insight into the strengths, weaknesses and opportunities to address. ■ Designed/Delivered workshop for the Leadership Team to address key gaps in their alignment on strategic objectives and goals of the new Lean/PCO organization. Setting the stage for a successful communication plan. ■ Designed/Delivered workshop for Managers to help kick-off new roles in the organization, and help them improve the transition to the new organization. Solution Results and Benefits: Six teams presented 13 recommendations, with 100% of recommendations approved for implementation within 90 days. Recommendations addressed goal alignment, communications, stakeholder management processes, team development and employee recognition. Case Study 5: Maxim Healthcare is a privately held homecare company headquartered in Columbia, Maryland. They have over 260 branches, with approximately 27,000 external care givers and 3,600 internal employees across 42 states. They have 2 primary lines of business: Homecare comprises approximately 60% of their annual revenue and Staffing approximately 40%. Current Qualification/Experience: Maxim initiated the Call to Collection Current Process Improvement project for their Homecare business in order to achieve 3 key business objectives which include: — Improve cash flow — Build capacity and capability of their employees Reduce cost Applied Tools and Methodologies: PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 24 northhighland "I'll.— I-- �' 0% ■ The NH team used a mixture of Lean and process reengineering techniques. ■ NH performed a number of interviews at corporate and the branch offices in order to establish the current state process, issues and technology gaps. ■ Gathered operational data, performed observations and root cause studies in order to quantify the issues and establish a business case. ■ Worked with the project team, executive teams and the field to brainstorm on solutions to address the key elements of the business case. ■ Ultimately, NH packaged all of this data and recommendations and presented to the executive steering committee. Solution Results and Benefits: North Highland worked with Maxim to develop a business case which included $30.6M in Lost Revenue, 130 FTEs worth of Lost Time and opportunities to increase cash flow and reduce compliance risks. Cased Study 6: Safeway. Inc. is one of the largest food and drug retailers in North America. As of June 18, 2011, the company operated 1,687 stores in the Western, Southwestern, Rocky Mountain, Midwestern and Mid -Atlantic regions of the United States and in Western Canada. In support of its stores, Safeway has an extensive network of distribution, manufacturing and food processing facilities. Safeway also holds a 49% interest in Casa Ley, S.A. de C.V., which operates 169 food and general merchandise stores in Western Mexico. Current Qualification/Experience: Safeway's Employee Service Center (ESC) participated in a process improvement pilot with the goal of reducing operating expenses and streamline processes. Not only did the employees at the ESC succeed in their first process improvement project, they also adopted Lean Six Sigma as the way they work, and the way they think about their work. Applied Tools and Methodologies: Assessment of ESC's performance to identify opportunities for improvement. Use of Lean Six Sigma tools to evaluate the current state of Safeway's HR, payroll and accounting processes. The team developed both high-level process maps and detail -oriented value stream maps to identify performance gaps and waste. Solution Results and Benefits: The assessment culminated in a list of 27 projects with the potential to dramatically streamline ESC operations and contribute $1.3 million annually to Safeway's bottom line. In a follow-up with the ESC team after the project was completed and found that it reduced paperwork by 60 percent and lowered overtime costs by 40 percent (or $565,000 per year). It was also reported that the passion for process excellence at Safeway had caught fire far beyond the confines of this corporate department. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 25 n nor -1- 11—.1—, 0% In addition to the case studies presented above, the following table provides a broader list of the North Highland team's global Lean clients. Clients Project Name/Description Act Group The Act Group sought to significantly improve its performances. Using Lean Six Sigma techniques the NH team resolved critical issues as: Improved customer delivering performance; Managed outstanding growth (over 30% per year); Improved production scheduling; Balanced workload; and, Standardized Throughput Time. Arcotronics Ltd. / Arcotronics sought to Reduce by 50% the total defect rate by June 2008. Using Six Sigma Acrotronics Group methodologies, the NH team recommended solution to stabilize and improve the production process and reduced First Pass Defects by an average of 10%- 4% to 2% -1%. Comer Industries Comer tackled challenges to stay competitive: Decrease Time to Market and Decrease the R&D costs. NH assessed its "to market" capabilities through Lean principles. Ducati Ducati sought to eliminate waste in machining and assembly. The NH team results included: Reduction of WIP and Lead time; Created a production organization able to respond to market variability; and, Extended Lean principles to suppliers and customers for efficiencies. Executive Health NH assisted in reducing defects in their national Appeals Management process, while Resources (EHR) enabling more predictability & efficiency in Managed Care Commercial Payor Appeals Mgmt. Farid Industrie Farid sought to establish a continuous flow of materials and information from suppliers to final production line. The NH team defined the Six Sigma DMAIC technique as the most appropriate in order to reach the targets given two critical issues of developing its Lean Supply Chain in Synchro Material Handling, and Kanban Material Handling. Fashion Department Client was losing customers, declining customer satisfaction. Supply chain operation was Store not systematic. NH was engaged to change the management and operation using Lean principles. Florida Hospital Florida Hospital Emergency Dept requested assistance for process improvement plan, development of Lean implementation team, and lead knowledge transfer to FH team. Kaiser Permanente NH did an eight week assessment identifying initiatives addressing speed and quality of Mid Atlantic Region Kaiser's average turnaround time (TAT) process. NH created an Implementation Roadmap. Medlmmune The NH team successfully implemented a Lean project in Medlmmune's Marketing Division to streamline the product promotions (i.e. gadgets, leaflets, brochures, etc.) process including the Promotional Process Review for the final approval by FDA. Service Corporation NH completed an Accounts Payable Outsourcing and Process Assessment to generate cost International (SCI) savings and process efficiencies within Accounting for its Financial Leadership Team. Snap-On Europe NH's leading strategy was to harmonize each country branch, involving all industrial, commercial and financial aspects using Lean principles to make the European Equipment Division profitable through a restructure of production networks to increase group profits. Top Financial Holding The NH team did an assessment of the Client's existing and inefficient Owned Real Estate Company Accounting processes. Recommendations resulted in large gains in processing efficiency. Ventana Medical NH assisted with seven Lean, workflow assessments during the six-week project, Systems including: workflow presentation template; independent review of consultants; recommendations. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 26 not -11. hland. 0* References A list of client contacts for the proposed North Highland team is outlined below. We encourage you to reach out to our clients and hear from them what it's like to work with the North Highland team. Client: State of Colorado Contact: Alisha Idrees Title: Lean PMO Manager, Governor's Office of State Planning and Budgeting Address: 200 East Colfax, Room 111, Denver, Colorado 80203 Phone: (303) 866-2628 Email: alisha.idrees@state.co.us Client: Eagle River Water & Sanitation District Contact: Angelo Fernandez Title: Director of Organizational Development - Eagle River Water & Sanitation District Address: 846 Forest Road, Vail, Colorado 81657 Phone: 970.476.7480 Email: afernandez@erwsd.org Client: Colorado Department of Natural Resources Contact: Tobin Follenweider Title: Deputy Director, Colorado State Board of Land Commissioners Address: 1127 Sherman Street, Denver, CO 80206 Phone: 303-866-3454 ext. 3316 Email: tobin.follenweider@state.co.us PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 27 northhighland.0% 7 Cost Structure Our pricing proposal depicts our best effort estimates (based upon our WBS which is outlined below) and discounted labor rates for the services requested. These labor estimates support our approach to meet the County's goals of establishing continuous improvement as a cultural norm and ensuring that the County's employees have the best skillset to continue to foster a powerful organization once our scope of work is complete. Work Breakdown Structure The WBS Overview depicted below represents the work breakdown structure exactly as the work will be performed and project costs reported. This WBS is based on our proposed approach outlined in Section 2 and provides the basis of estimate for our labor efforts, project assignments, tracking, and status and includes manpower estimates per task. We've planned these activities for October 2014 through September 2015 based on the following assumptions: Assumptions: First 3 months — assume 1-1.5 FTE: • Program design & set up — 2 months = 80-100 hrs • VSA event —1 week plan, 1 week execute = 80 hrs Months 3-12 — assume 1-2 FTE • Lean Champion training, coaching and mentoring for 20 Lean Champions 3-4 hours each Champion = 60 hrs • Lean events/RIEs: 4 sessions, —70 hrs each = 280 hours • Facilitation training: 2 sessions, 4 hrs/session plus prep = 24 hrs • Change Management training: 2 sessions, 4 hrs/session plus prep = 24 hrs PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 28 y 5L r t r C '� ym ¢ lor m�m r D 0 R O N N s n a N r� N_'g ' ^' F_ y N W N Z. I S X m + ^ i I Np 1 O 8 g aaa� g m $ a Rig cn N qq�i W ,, g i. i d� y o- D N a ; w a a g xC Al A O N b N Sy 7¢ v N N T$ N LL- nm m A A A � N N G 3 ?Q W cj 27 NN A s A O N H N N N j � H A _W .A A O N P W J N G r A O N NN W A a Q A iS N 1`l O� A A N O N i fT N m m 6l A+ A a N N � �•7 q y m W 8 a a ppb, A O N N N O $ N+ N s N m W + A+ N ��55�11nn11! H r N N p� N 8. NW N N r C -oN i6 r lor L 9sS N r� N_'g ' ^' F_ y N W 5 Z. w O Q N 3�A��9$� S X m + ^ aaa� g m $ a Rig cn N x I ,, g i. i d� y o- D N a ; w a a g xC Al b N Sy 7¢ v N N T$ N LL- nm m gg Yn:t T g m Q7F � y'$m � d5 $ tS ffi_a s B ep 2` g N 3 ?Q W cj 27 H N N N N N N H N H N H H N H H H H N N H N H N 1`l O� A A O N i fT N m m 6l A+ A a N N � �•7 a1 N N N O $ N+ N s N m W + A+ N 4Y r N N p� N 8. NW r N N N O N N+ N N N O O O N N+ N ++ N W pvp N N N N N+ OI Ch 'Y m N N O w r- y N N p +p v N N+ V N N O tll W N pVp N N � � N N N + 01 + •� N W .� .+ � N - N N N N N H N N H N M N H H N H H H N N H H H H 8 Appendix Brian R. Pool—Lead Facilitator/Trainer Brian is a Senior Manager with the North Highland Company. He has 19 years of enterprise consulting experience a variety health, financial and government services due to new product launches, mergers & acquisitions, and enterprise system implementations. He particularly improving operational efficiencies while managing change caused by complex enterprise and start-up projects. Industries to which he has consulted include: health insurance, retirement services, real-estate, consumer products, investment and retail banking. Other experience includes federal agencies (civilian & military), and state governments. Specific qualifications include global reporting analytics, dashboard reporting, process assessments, business case development and call center / web integration. Examples of some of the significant engagements Brian has led include: For the State of Colorado, Brian led 17 separate Lean process reengineering projects to streamline customer facing operations and materially improve critical metrics. He addressed a variety of functions, including call centers, human resources, contracting, procurement, licensure and grant management across key agencies, including Departments of Education, Labor & Employment, Natural Resources, Economic Development, Energy, Public Safety, Local Affairs and others. He identified improvement opportunities, facilitated solutions and drove the implementation to ensure efficient and effective operations across these departments. For a leading Pediatric Hospital, Brian managed the requirements, analysis, training & implementation of a hospital -wide conversion to multi -function devices, including over 2,300 networked printers, copiers, scanners & faxes. Eliminated over 1,800 redundant and obsolete pieces of equipment, saving over $1M in direct expenses over 3 years. Led the development of requirements for over 200 clinical & non -clinical user groups, isolating local needs and aligning those with the enterprise architecture requirements, including the launch of the new network fax solution. Brian designed and launched a new call center, web presence and marketing campaign for a leading national retirement services company. Collaborated with human resources, legal, compliance, systems, operations, sales, marketing, finance and all impacted executives. Drove the definition of the new organization structure, job descriptions, responsibilities and metrics. Launched assertive campaigns to identify leads and capture retirement plan rollovers, increasing assets under administration by over $940M in the first year. Brian designed a start-up banking operations center for a consortium of 4 regional credit unions. He used a current state assessment to create a future state design based on standardized processes and highly shared roles and responsibilities and service levels. Developed job descriptions, training strategy and change management plan for first 24 months of operations. Delivered operational efficiencies and lower transaction costs, while mitigating risk thru flexible business rules across the technologies. Developed an integrated plan to highlight the key dependencies and sequencing of deposit operations, lending, credit card and contact center operations • Brian led the design and launch of a new queue management solution for Colorado's Department of Motor Vehicles & Driver's Licenses, enabling citizens to use the state web portal to determine wait times at all locations, set up appointments for relevant services, and determine the legal documents necessary to complete transactions. Also designed & led the deployment of stand-alone kiosks at certain sites to reduce wait times & ensure self-service where possible. 0 northhighland0% For the largest federal security agency, adapted and implemented change management solutions to overcome specific business and technical challenges created transition of security responsibilities at two commercial airports. Prepared and delivered the change management strategy and tactics to ensure a smooth transition to federal control across all impacted agencies, airlines, retailers and the general public. Brian reviewed & enhanced detailed Purchase -to -Pay processes for a newly emerged from bankruptcy national consumer electronics product distribution company. Initiated cost control improvement measures by defining & consolidating fragmented process work. Solidified control requirements standardizing purchasing processes across 32 retail stores in 16 states. Managed the implementation of KANA IQ for an agency of the US military. Led technical and functional teams to consolidate call center sites to a single location. Delivered KANA IQ functional and technical support, provided integration, design, and enhancement services for a new Web portal to provide a single point of access to all customer -service data and a standardized, consistent view of critical applications. Delivered Document Management software selection analysis & Business Process Reengineering to support the new content and document management solutions. Education: Master of International Management (MIM) —Thunderbird, Garvin School of International Management. Bachelor of Science (BS) — International Business, the University of Colorado. Bachelor of Arts (BA) — Germanic Studies, the University of Colorado. Certifications: SAP America — Financial Services Solution Certification, Goethe Institut — Certificate of Business German, US Department of Defense — Clearance Level: Secret Skills Industry Experience: Consumer Goods, Telecommunications, Property & Casualty Insurance, Health Insurance, Reinsurance, Investment Banking, Retail Banking, Retirement Services, Credit Unions, Retail Electronics, State Government, Federal (Civilian & Military), Hospital, Medical Software, Project Type / Discipline Experience: Project Management, Business Strategy, Business Case Development, Business Requirements Definition, ERP & CRM Integration, Software Selection, Business Process Reengineering, Call Center Operations, Knowledge Management, Document Management, Change Management, Merger & Acquisition Due Diligence / Integration. Methodology: KPMG LLP Balanced Scorecard. KPMG PPI (Package Implementation) KMPG Consulting - BPI (Business Performance Improvement). SAP — ASAP (Rapid Implementation). BearingPoint Inc. — RRi (Rapid Return on Investment). Language: Fluent German. Rudimentary Spanish, Italian & Russian. Technical Experience: SAP CO -CCA, CO -PA, FI -GL, FI -SL, FI-CA/CD (Contract Accounting/ Collections & Disbursements), FI -AP, FI -AR. BW, Crystal Reports, Mercator, Intraspect, KANA IQ SQL, Remedy, DreamWeaver, Informatica, Test Director, Caliber, Adobe Professional, MS Office Suite. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 31 0 nI rth 11-1— —. 0% Chrissy Winkler, PMP — Account Executive/Quality Assurance Chrissy is a Principal with the North Highland Company and the Lead of the Public Sector practice of the Denver office. She has over 18 years of experience in organizational change management, communications strategy and planning, IT strategy, process redesign and ERP implementations. Specific areas of expertise include Project Management, Organization Design and Communications Planning and implementation. Examples of some of the significant engagements Chrissy has led or supported include: Chrissy Winkler serves as Quality Assurance and Subject Matter Expert for the OSPB on Lean Implementation Program. This is a state-wide Lean initiative that spans all agencies in the state of Colorado. She has also supported the project by facilitating a Lean thinking session with the State's Deputy Directors. • Led the assessment of City-wide conference processes for the Denver Metro Convention and Visitor's Bureau and the City and County of Denver. Through a series of stakeholder interviews, process documentation review, and customer relationship management best practices, developed a findings report that included a SWOT analysis, business process redesign recommendations, technology enablement recommendations and suggested change management activities. Performed as the Project Manager for an Organizational Assessment of the IT function of the Colorado Department of Natural Resources working with the CIO. The Department had eight active IT "silos" operating independently across the Department. Chrissy conducted stakeholder interviews, led facilitated stakeholder sessions, documentation review, statewide consolidation legislation and IT organization best practices to recommend a new, consolidated IT function for the entire Department. Recommendations included communications strategy and plan, a change management plan, a SWOT analysis, benchmark data and specific reorganization activities. Led a number of facilitated working sessions for State of Colorado executives and staff including the planning and execution of the Governor's Office of Information Technology (OIT) leadership retreat with the State CIO's direct reports, the planning and execution of a working session with all Department CIO's and the planning and execution of two facilitated sessions with leadership from the Geographic Information Systems (GIS) function of the Department of Natural Resources. Led the organizational assessment for the Division of Information Technology under OIT. Through customer and employee interviews, application of best practices, and proven change management methods, Chrissy performed an assessment of the organization and its ability to become the "choice" for State IT services. Chrissy produced a findings report which included high-level strategic recommendations for the organization and its leadership, tactical recommendations for each function, a communications plan and stakeholder analysis for leadership and recommendations for changes to the organizational structure and reporting relationships. Supported the development of the OIT's State of Colorado IT Strategic Plan for 2008-2011. Worked with the State of Colorado's CIO and his executive team to develop a four-year IT strategic plan, including the definition of the top strategic objectives and associated action plans. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 32 0 northhighland Performed as a Project Manager at large consumer goods company overseeing her team's scope of responsibilities which included: organizational change management (OCM), global communications strategy and execution, SAP implementation planning, reporting strategy and development, integration testing and Project Management Office responsibilities. Led the business readiness (change management) team which supported all functions which were in -scope for the SAP implementation including: Finance, Distribution, Supply -Chain and Information Technology. Developed scope, resource allocation and project management schedule accordingly. Played a key role in a global ERP vendor selection for a large consumer goods company. Worked with numerous client personnel from across the globe to develop real-world process scenarios for the vendors to demonstrate. Engaged multiple stakeholders in the vendor selection process and was asked by the CIO to organize and facilitate vendor contact/relationships with client personnel. Coordinated and led vendor demos for three ERP vendors and organized client personnel for "Demo Day" events in multiple locations. Developed scope, activities and project management schedule for Organizational Change Management at a consumer products company undergoing business transformation project/ERP implementation. Responsible for all related OCM tasks and deliverables. Led organizational design and development activities and presented new strategies to CFO and executive team bi-weekly. Created communications strategy, timeframe and media and assembled cross -functional client teams to convey key project messages. Performed as lead consultant on business transformation projects, including the first rollout of the Digital Utility©. Served as the project manager for Change Management -specific consulting engagements and determined overall consulting offerings for the company. Developed the Organizational Change Management (OCM) Sales Toolkit for internal and external education of OCM services and client offerings. Played a key role in the restructuring of core business processes based on an ERP implementation, preparing and implementing an overall change management strategy, and conducting a skill gap analysis using industry best practices. In addition, participated in defining core competencies for the new organization, developing role descriptions based on those competencies, linking the descriptions to finance -specific KPIs and developing a clearly defined career path for employees. Education Bachelor of Science, CIS — School of Business, Indiana University Certifications Project Management Professional (PMP), Prosci certified, Six Sigma Green Belt Skills Industry Experience: Government, Oil & Gas, Pharmaceuticals, Financial Services, Consumer Products, Manufacturing, Retail Project Type / Discipline Experience: Organizational Change Management, Organization Design & Alignment, Communications Strategy and Planning, Strategy Articulations, Requirements Gathering, PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 33 northhighland. Package Selection, Project Management, Business Process Design, Facilitation, Executive Coaching, Training Development and Documentation PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 34 northhyghland0% Vince Truiillo — Facilitator Vince is a consultant with the North Highland Company. He has fourteen years of experience delivering and implementing operational and strategic consulting services across various Communications companies, as well as other industries. He has worked on projects that span Business and IT functions, and has expertise in the following areas: program / project management, capability analysis, corporate finance, organizational change management, communications planning, roadmap development, organizational and operational transformation, process improvement. He has led and coordinated various client initiatives and teams to analyze, design, build, and implement transformational change for clients. Examples of some of the significant engagements Vince has led and supported include: • Cross -Tower Project Manager on a global team responsible for transitioning a multi -billion dollar business divestiture between a global technology company and a large Communications carrier. Identified and facilitated resolution and tracked progress between the two companies. Resulted in a centralized view of project activities and included responsibilities for Latin America and Asia Pacific countries. • Program managed a large IT managed services project for a global media and entertainment client. Served as the focal point to the client in managing and resolving all program issues and managed four project managers and various technical professionals to support the program. Enabled successful delivery of contract objectives well within program budget. • Led customer service transformation at large US Communications client. Evaluated current processes and organizational design of entities to identify merged model for recent acquisition. Developed hybrid organizational model with supporting processes to increase the effectiveness of the customer service organization. • Lead for business process improvement transformation effort with top global Communications client. Managed team's evaluation of client operating model and recommended future model with supporting initiatives and roadmap across process, governance, organization, technology (software), customer experience, and measurement. Delivered future operating model, with the associated roadmap of activities to attain this model. • Led organizational change management, communications and training efforts for enterprise -wide website implementation for large utility client. Engaged cross -project and functional leadership to develop communications, training and organizational change plan across multi-year project. Developed and presented key deliverables and recommendations that enabled client to effectively prepare for enterprise -wide changes. • Program managed AMI implementation for large utility client. Engaged cross -functional leadership to coordinate program deliverables and address significant issues. Provided effective executive communications with focus on financial and operational outcomes, leading to efficient completion of implementation. PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 35 0 northhighland. • Led business case development for multiple large utility client AMI implementations. Engaged cross - functional stakeholders to gather and consolidate assumptions for planned AMI implementations. Provided critical business case to be used in regulatory filings for approval to move forward with implementation. • Program managed global survey and analysis of CEOs and CIOs (IBM [IBV] CEO and CIO Studies). Developed Study themes, established stakeholder network (13 countries, 17 industries), developed processes to execute Study interviews and delivered results both internally and externally. Resulted in successful delivery of CEO and CIO Studies covering the perspectives of thousands of global executives. • Led strategy assessment for large utility client. Evaluated current and anticipated challenges and opportunities to develop optimal strategy for client to undertake for customer services organization. Provided ten-year strategic roadmap of initiatives, with recommended governance. • Served as Finance Lead in various finance roles within leading Communications provider. Provided senior leaders with business case and strategic information on newly acquired company to assist in evaluation of fit within corporate portfolio. Supported implementation of structured product development process, allowing the company to evaluate new products at various stages in their development. Created financial models in partnership with product managers. Ensured financial rigor around new product decisions and strategies through use of tools like Crystal Ball statistical software Fdiirntinn MBA, General Management, Duke University. BBA, Finance, University of Michigan. Skills Industry Experience: Communications, Utilities, Media & Entertainment, Electronics, Consumer Packaged Goods, Technology/Software, Technology/Services, Retail Project Type / Discipline Experience: Program management, Project management, Business case analysis, Gap analysis, Organizational Change Management, Financial management PROPOSAL FOR EAGLE COUNTY Process Improvement Initiative Page 36 Client#: 73995 14nORTHHIGHI ACORD. CERTIFICATE OF LIABILITY INSURANCE DATE (MMIDD/YYYY) 9/08/2014 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(les) must be endorsed. 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INSR LTR TYPE OF INSURANCE ADDLSUB INSR WVD POLICY NUMBER POLICY EFF MM/DD POLICY EXP LIMBS MMIDDIYYYY A GENERAL LIABILITY 36011810 4/29/2014 04/29/2015 EACH $1,000,000 ERCIAL GENERAL LIABILITY �OCCURRENCE PREMISES EaEoNccuTnce $30O 000 LAIMS-MADE � OCCUR MED EXP (Any one person) $1O 000 tGEN'L:AGMG PERSONAL & ADV INJURY $1,000,000 GENERAL AGGREGATE $2,000,000 REGATE LIMIT APPLIES PER: PRODUCTS - COMP/OP AGG $2,000,000 Y jR�T X LOC $ A AUTOMOBILE LIABILITY 73583896 4/29/2014 04/29/201 S Ea acc d.nIINGLE LIMIT $1,000,000 ANY AUTO BODILY INJURY (Per person) $ ALL OWNED SCHEDULED BODILY INJURY (Per accident) $ AUTOS AUTOS HIRED AUTOS X NON -OWNED AUTOS IX PROPERTY DAMAGE $ Per accident $ A X UMBRELLA LIAB X OCCUR 79879057 4/29/2014 04/29/2015 EACH OCCURRENCE $10,000,000 EXCESS LIAB CLAIMS -MADE AGGREGATE $10,000,000 DED I X RETENTION $10000 $ B WORKERS COMPENSATION 71750137 4/29/2014 04/29/201 X TO Y I IMIT OTH- AND EMPLOYERS' LIABILITY N YIN ANY PROPRIETOR/PARTNER/EXECUTIVE E.L. EACH ACCIDENT $1,000,000 OFFICER/MEMBER EXCLUDED? N N / A (Mandatory In NH) E.L. DISEASE - EA EMPLOYEE $1,000,000 If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $1,000,000 A D & O 82083224 4/29/2014 04/29/2015 $10,000,000- Agg Limit C E&O/Prof. Liab. 03089655 4/29/2014 04129/201 $10,000,000 -Each Claim Aggregate Limit DESCRIPTION OF OPERATIONS / LOCATIONS I VEHICLES (Attach ACORD 101, Additional Remarks Schedule, N more space is required) Eagle County, Colorado is included as Additional Insured as per written contract with respects to the AutoEXHIBIT Liability and General Liability policies described above and subject to provisions and limitations of the policy. Waiver of Subrogation applies to the General Liability, Auto Liability and Workers Comp as per written contract and subject to the provisions and limitations of the policy. 30 Day Notice of cancellation is included. The Umbrella Policy is Follow -Form over the General Liability, Auto Liability and Workers Comp Policies. Eagle County, Colorado 500 Broadway P.O. Box 850 Eagle, CO 81631 I"-, IC L99, L'\ I P1 C. SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE n 19158-711-10 ACORn CORPORATION_ All rights reserved ACORD 25 (2010105) 1 of 1 The ACORD name and logo are registered marks of ACORD #S2367230/M2257318 MXJ E E L Liability Insurance Endorsement Policy Period APRIL 29, 2014 TO APRIL. 29, 2015 Effective Date APRIL 29, 2014 Policy Number 3601-19-10 ATI. Insured T E NORTH HIGHLAND HOLDING CO., INC. Name of Company FEDERAL INSi1RANCE COMPANY Date Issued JUNE 12, 2014 OY;;CO::(p¢:'nZvii ��wiwi/.�Fii:�:::�f?:..:i':>i???�Yi Y��in;ii:�.ijriwYiCO.�UIx.%f(i^]i%:�:>�.�iin:�w:�.ii:4:�i::�::fe)%%�f:S?%:vif::j'i?:'k'.�:???i.'�JL �:tt4i))it�t(6fN3LiYin?>:t:`::":�"`Y�.Yi��ifL�f?�NfW%`ff ^f �l:�.�.:fM.f::?fin iC'lni4 ^�:\:?f.`•.'f?W.Y,•n 'Ibis !indorsement applies to the fallowing bunt.: t. HW 'RAI. LIABILITY fs�r.:ter::;�rrr:::.w;cw;tzrx';:x:.n.?¢:..:.;..;:zu«sa;w.Y':tt#::':SYi!.^.??S_::<ii:':Yi::t::::R?'s:�fi:L'.sxi.. "^K=w.AArS.." )y4:8Y,:^.`.'<`!:;Y'9Tsi%S:fir.'i<cEiw.�PJff?,T,.'•cau?,:C:.^!vb:Y?f:'R!s�F;f.W.?:>::,..>.aA::Y:.�:off:i^iF.%rY>:i.;Y.a:.:;�:fiih)r.'.2�!.S:".5:�` Under Who Is An Insured, the following provision is addcd. Who Is An Insured Additional Insured - Persons or organizations shown in the Schedule are insureds; but they are insureds only if you are Scheduled Person ohligutcd pursuant to a contract or agreement to provide them with such insurance as is afforded by Or Organization this policy. However, the person or organization is an insured only: • if and then only to the extent the person or organization is described in the Schedule; • to the extent such contract or agreement requires the person or organization to he afforded status as an insured; • for activities that did not occur, in whole or in part, before the execution of the contract or agreement; and • with respect lis damages, loss, cost or expense fur injury or damage to which this inavrance applies. No person or organization is an imured under this provision: • that is more specifically identified under any other provision of the Who Is An insured section (regardless of any limitation applicable thereto). • with respect to any assumption of liability (of another person or organization) by them in a contract or agreement. *chis limitation does not apply to the liability for damages, loss, cost or expense for injury or damace, to which this insurance applies, that the person or organization would have in the absence of such contract or agreernent. M M?:MMY.:*;if :fRfikr- KI*;7n 1f *Y,.i l".3:::?1:11ffRx;i::,11 i::;;:; X11: 111*%V.Kfkx:?:.'TJ.?"'^": x'r."<2.��»f::kiii:Y'„ii••,f•:.•••'S;fW:::Y:�i:;!a"o>: ktii.;J`;'.�,.,n:,..it.`?X: sa?>c?::Sff?:::3ci YR..'.Gt7Q�•••.^.:?%:Fccv6?f n^i?;Y.S:::t.f�'.�.3".•tb"': ieR?Sc: Liability Insurance Addltianal Insured - scheduled Person Or Organizabon Form 80-02-2367 (Rev. 5-07) Endorsement continued Page 1 M Liability Endorsement (continued) I finder t aondiuons, the following provision is added to the condition titled Other Insurance. Conditions Other Insurance — ll' you are ubligated, pursuant to a contract or agreement, to provide the person or organization Primary, Noncontributory shown in the Schedule with primary insurance such m is afforded by this policy, then in such case insurance — Scheduled this inwrance is primary and we will not seek contribution from insurance available to such person Person Or Organization or organization. nvn ::nvi\•Yi pY,. ro• •.y-4ir ••• EOY.-::C::'y.:+.'-r �Y ..-�.rwrrrw•i .v.v.. .w.... .. r.... p'• ttt.nwn• 'Hr S..f ; t,Y,.at;';s;b �), �!!t.-. •..v. 1. ..:. ::..:.:.. .... t...:.::.isM>.tC...:i::.:�..._...:->'...::: <%i..=::R;�I.LYS:v..WR:a'SS•??'sd:%v:...:::r.::n:wr'ii37Y.kif)):-:1.8...t'cV<f;.n:Y>••...}S.iii'9i%'::::.1.-iiT:...'.fY::;SR�,` .'Y•Y.'riJ'L"Yr;-:Y;2i<2�i.Jb"i'm�:.••�.,iVi.:P.&�:k Schedule Persons or organizations that you are obligated, pursuant to a contract or agreement, to provide with such insurance a.. is afforded by this policy. All other terms and conditions remain unchanged. Authorized Representative �c r.�'Ask ,� Liability Insurance Additional Insured - scheduled Person Or organization last page Form 60-02-2367 (Rev. 5-07) Endorsement Page 2 Conditions Duties In The Event Of F. Knowledge of an occurrence or offense by an agent or employee of the insured will not Occurrence, Offense, constitute knowledge by the insured, unless an officer (whether or not an employee) of any Claim Of Suit insured or an officer's designee knows about such occurrence or offense. (continued) G. Failure of an agent or employee of the insured, other than an officer (whether or not an employee) of any insured or an officer's designee, to notify us of an occurrence or offense that such person knows about will not affect the insurance afforded to you. H. If a claim or loss does not reasonably appear to involve this insurance, but it later develops into a claim or loss to which this insurance applies, the failure to report it to us will not violate this condition, provided the insured gives us immediate notice as soon as the insured is aware that this insurance may apply to such claim or loss. 'i�'a:�{Gn'...::i::'::'(:^i'.W.�:C:�NNP%:i!4.�.`-•isMS'vfv-4M1YShC'ii�?w��:�,O,Y.!�Yb.:S-'n �AYF:%i�i`5.Y�7i''.'.-'i:::u": ri?.ii: �. �..4'r.`- . :;t �::i'.�::';%:.i?",>.;;:�%:: Legal Action Against Us No person or organization has a right under this insurance to: • join us as a party or otherwise bring us into a suit seeking damages from an insured; or • sue us on this insurance unless all of the terms and conditions of this insurance have been fully complied with. A person or organization may sue us to recover on an agreed settlement or on a final judgment against an insured obtained after an actual: trial in a civil proceeding; or arbitration or other alternative dispute resolution proceeding; but we will not be liable for damages that are not payable under the terms and conditions of this insurance or that are in excess of the applicable Limits Of Insurance. �•x=..;�.::x..,.�,� s"?:C."-..<:;�Te?Y:'ia7..a&c�.[C:^,rsaxey+?rs _..::......v..;Yf:':-....»c::?..w,>oAr,:w;n.v3'ttY:::9%,'....v..x:: s.;:.......,. ?w'<i: .•:::: :;..,...: ..,r a:AKh.:;:::."L';k:?x:'s;;'..;a:£iF.'".�7.�W'c,v.d:S.ii:'ia`..::5?;{;{;: :?;::: :<;� :%i�?':=.�::.:ZX' Other Insurance If other valid and collectible insurance is available to the insured for loss we would otherwise cover under this insurance, our obligations are limited as follows. Primary Insurance This insurance is primary except when the Excess Insurance provision described below applies. If this insurance is primary, our obligations are not affected unless any of the other insurance is also primary. Then, we will share with all that other insurance by the method described in the Method of Sharing provision described below. Excess Insurance This insurance is excess over any other insurance, whether primary, excess, contingent or on any other basis: A. that is Fire, Extended Coverage, Builder's Risk, Installation Risk or similar insurance for your work; B. that is insurance that applies to property damage to premises rented to you or temporarily occupied by you with permission of the owner; C. if the loss arises out of aircraft, autos or watercraft (to the extent not subject to the Aircraft, Autos Or Watercraft exclusion); Liability Insurance Form 80-02-2000 (Rev. 4-01) Contract Page 22 of 32 cHusa General Liability Conditions Other Insurance D. that is insurance: (continued) 1, provided to you by any person or organization working under contract or agreement for you; or 2. under which you are included as an insured; or E. that is insurance under any Property section of this policy. When this insurance is excess, we will have no duty to defend the insured against any suit if any other insurer has a duty to defend such insured against such suit. If no other insurer defends, we will undertake to do so, but we will be entitled to the insured's rights against all those other insurers. When this insurance is excess over other insurance, we will pay only our share of the amount of loss, if any, that exceeds the sum of the total: • amount that all other insurance would pay for loss in the absence of this insurance; and • of all deductible and self-insured amounts under all other insurance. We will share the remaining Ioss, if any, with any other insurance that is not described in this Excess Insurance provision and was not negotiated specifically to apply in excess of the Limits Of Insurance shown in the Declarations of this insurance. Method of Sharing If all of the other insurance permits contribution by equal shares, we will follow this method also. Under this method each insurer contributes equal amounts until it has paid its applicable limits of insurance or none of the loss remains, whichever comes first. If any of the other insurance does not permit contribution by equal shares, we will contribute by limits. Under this method, each insurer's share is based on the ratio of its applicable limits of insurance to the total applicable limits of insurance of all insurers. .... .... ......:::zz:,�,:„"6i� ,.:....�>x sA?�a:�#a�',F�c...'•i.:rc?:. :::. -:::��;<:• ,..x..., ...;....�.:. �....,:::.- .,:.. ...:,,. �. �,,,;-...,...:::.;..y.:y:i-�; Premium Audit We will compute all premiums for this insurance to accordance with our rules and rates. In accordance with the Estimated Premiums section of the Premium Summary, premiums shown with an asterisk (*) are estimated premiums and are subject to audit. In addition to or in lieu of such designation in the Premium Summary, premiums may be designated as estimated premiums elsewhere in this policy. In that case, these premiums will also be subject to audit, and the second paragraph of the Estimated Premiums section of the Premium Summary will apply. ... .......:::.::., :..... ;: ..aac%a,•.:'f.;9.,......;: f�5'"�'�.'�:k�'»�a.:�E•ic ec�%;i£;<:.'fur'.Y�°3�a.'",''>iiKY°{�??S?edsi'd�.i::":x^.;;'.'tk•:::.... '•:x ;`!:: - ...; � •: Separation Of Insureds Except with respect to the Limits Of Insurance, and any rights or duties specifically assigned in this insurance to the first named insured, this insurance applies: as if each named insured were the only named insured; and separately to each insured against whom claim is made or suit is brought. s 5x' Liability Insurance Foran 80-02-2000 (Rev. 4-01) Contract Page 23 of 32 Conditions (continued) Transfer Or. Waiver Of We will waive the right of recovery we would otherwise have had against another person or Rights Of Recovery organization, for loss to which this insurance applies, provided the insured has waived their rights Against Others of recovery against such person or organization in a contract or agreement that is executed before such loss. To the extent that the insured's rights to recover all or part of any payment made under this insurance have not been waived, those rights are transferred to us. The insured must do nothing after loss to impair them At our request, the insured will bring suit or transfer those rights to us and help us enforce them. This condition does not apply to medical expenses. ao:...;:�..,,,•:.gaol,Y.,A.:Y.Lmw.��ca.bo>3::".0,(...?C:..w?�i.QR$a»:o>.:F.>rot,:�.Yw�.,'mx,':$%a�:� oaxv.. w..�.c'd... ....w �ci,o�s'",K .._.. ..... $Y'"Ei,.,�.•,3'rir..... xoE�AY'°'"'�w>n.:!?ro'6:n:°Z� � � •C.m%6a �r,:G':'.S ,e�S:__.. c: K -<, r. o. ..... ,:..„:., QY....:... .w E;,.....4'e....:r...�”r.M":.:...Qahoorw....2:aS.u":a c,.k;.+igr,•s;R.. ��ilfv:oc Liabirity Insurance Form 80-02-2000 (Rev. 4-0i) Contract Page 24 of 32