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HomeMy WebLinkAbout071519_ca06Consent Agenda JEFFERSON COUNTY BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST TO: Philip Morley, County Administrator FROM: Patty Charnas, Director, Dept. Community Development DATE: July 15, 2019 RE: Professional Services Contract for Demarche Consulting Group STATEMENT OF ISSUE: This to request approval for a Professional Services Contract for Demarche Consulting Group to carry out their proposal for Leadership and Team Development for the Department of Community Development. ANALYSTS! The Department of Community Development ("DCD") is experiencing extended vacancy in several positions and notably high turnover in the Planning Manager position. In addition, the Board of County Commissioners (BoCC) approved Resolution 17-19 establishing a regulatory reform program that specifically directed DCD to work on streamlining and simplifying the County Code, particularly in the areas of land use and environmental planning. Also effecting DCD is the migration and upgrades to a new, modern permitting system. It was decided that it would be a good investment to work with qualified consulting services to focus on DCD staff, organizational culture and leadership. The proposal for Leadership and Team Development contains five tasks beginning with individual staff interviews, assessment, leadership coaching, chartering workshops and implementation support. The proposal includes selected, one-on-one coaching for clarifying measures of success. FISCAL IMPACT: This proposal will have a fiscal impact of $46,960. Second quarter appropriations approved by the BoCC was for a supplemental budget request to support this proposal. RECOMMENDATION: Approve the Professional Services Contract with Demarche Consulting Group. DEPARTMENT CONTACT: Patty Charms, Director, Department of Community Development ATTACHMENTS: Contract Review Sheet Demarche proposal inclusive of Project Budget REVIEWED BY: Philip Morkaounty A ator Date Consent Agenda PROFESSIONAL SERVICES AGREEMENT FOR Demarche Consulting Group THIS PROFESIONAL SERVICES AGREEMENT ("this Agreement") is entered into between the County of Jefferson, a municipal corporation ("the County"), and Demarche Consulting Group ("the Contractor"), in consideration of the mutual benefits, terms, and conditions specified below. 1. Project Designation. The Contractor is retained by the County to perform the following Project: Leadership and Team Development Jefferson County Community Development Department. 2. Scope of Services. Contractor agrees to perform the services identified on Exhibit "A" pages 7 -9 in the attached hereto including the provision of all labor. Time for Performance. This Agreement shall commence upon final approval and continue through until completion of Task 5. Work performed consistent with this Agreement during its term, put prior to the adoption of this Agreement, is hereby ratified. The Contractor shall perform all services pursuant to this Agreement as outlined in Exhibit "A". Time is of the essence in the performance of this Agreement. 4. Pam The Contractor shall be paid by the County for completed work and for services rendered under this Agreement as follows: a. Payment for the work provided by Contractor shall be made as provided on Exhibit "A" page 10 attached hereto, provided that the total amount of payment to Contractor shall not exceed $46, 960 without express written modification of the Agreement signed by the County. b. Invoices must be submitted by the 15th of the month for the previous month's expenses. Such invoices will be checked by the County, and upon approval thereof, payment will be made to the Contractor in the amount approved. Failure to submit timely invoices and reports pursuant to Exhibit A page 10 of the Agreement may result in a denial of reimbursement. Invoices not submitted within 60 days may be denied. C. Final payment of any balance due the Contractor of the total contract price earned will be made promptly upon its ascertainment and verification by the County after the completion of the work and submittal of reports under this Agreement and its acceptance by the County. d. Consultant shall provide invoices and necessary backup documentation for all services including timesheets and statements (specifying the services provided). Any indirect charges require the submittal of an indirect cost methodology and rate using 2 C.F.R. Part 255 and 2 C.F.R. Part 230. Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 1 of 11 The Contractor's records and accounts pertaining to this Agreement are to be kept available for inspection by representatives of the County and state for a period of six (6) years after final payments. Copies shall be made available upon request. 5. Ownership and Use of Documents. All non -confidential or de -identified documents, drawings, specifications, and other materials produced by the Contractor in connection with the services rendered under this Agreement shall be the property of the County whether the project for which they are made is executed or not. The Contractor shall be permitted to retain copies, including reproducible copies, of drawings and specifications for information, reference and use in connection with Contractor's endeavors. Contractor shall not be held liable for reuse of documents or modifications thereof, including electronic data, by County or its representatives for any purpose other than the intent of this Agreement. 6. Compliance with laws. Contractor shall, in performing the services contemplated by this Agreement, faithfully observe and comply with all federal, state, and local laws, ordinances and regulations, applicable to the services to be rendered under this Agreement. 7. Audit. An audit will be submitted to the County upon request. Upon request, Contractor will submit the most recent financial audit within 30 days. a. Upon request the County shall have the option of performing an onsite review of all records, statements, and documentation. b. If the County finds indications of potential non-compliance during the monitoring process, the County shall notify Contractor within ten (10) days. County and Contractor shall meet to discuss areas of contention in an attempt to resolve issues. C. Audit will provide statements consistent with the guidelines of Reporting for Other Non -Profit Organizations AICPA SOP 78-10, and is performed in accordance with generally accepted auditing standards and with Federal Standards for Audit of Governmental Organizations, Programs, Activities and Functions, and meeting all requirements of 2 C.F.R. Part 200, as applicable. 8. Indemnification. Contractor shall indemnify and hold harmless the County, its officers, officials, employees, agents and volunteers, from and against all claims, losses or liability, or any portion thereof, including reasonable attorney's fees and costs, arising from injury or death to persons, including injuries, sickness, disease or death to Contractor's own employees, or damage to property occasioned by a negligent act, omission or failure of the Contractor. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Contractor and the County (including its elected and appointed officers, officials, employees, and agents) the Contractor's liability, including the duty and cost to defend, hereunder shall be only to the extent of the Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 2 of t 1 Contractor's negligence. The Contractor specifically assumes potential liability for actions brought against the County by Contractor's employees, including all other persons engaged in the performance of any work or service required of the Contractor under this Agreement and, solely for the purpose of this indemnification and defense, the Contractor specifically waives any immunity under the state industrial insurance law, Title 51 R.C.W. The Contractor recognizes that this waiver was specifically entered into pursuant to provisions of R.C.W. 4.24.115 and was subject of mutual negotiation. 9. Insurance. Prior to commencing work, the Contractor shall obtain at its own cost and expense the following insurance coverage specified below and shall keep such coverage in force during the terms of the Agreement. a. Commercial Automobile Liability Insurance providing bodily injury and property damage liability coverage for all owned and non -owned vehicles assigned to or used in the performance of the work for a combined single limit of not less than $500,000 each occurrence with the County named as an additional insured in connection with the Contractor's performance of this Agreement. This insurance shall indicate on the certificate of insurance the following coverage: (a) Owned automobiles; (b) Hired automobiles; and, (3) Non -owned automobiles. b. Commercial General Liability Insurance in an amount not less than a single limit of one million dollars ($1,000,000) per occurrence and an aggregate of not less than two (2) times the occurrence amount ($2,000,000.00 minimum) for bodily injury, including death and property damage, unless a greater amount is specified in the contract specifications. The insurance coverage shall contain no limitations on the scope of the protection provided and include the following minimum coverage: Broad Form Property Damage, with no employee exclusion; ii. Personal Injury Liability, including extended bodily injury; iii. Broad Form Contractual/Commercial Liability — including coverage for products and completed operations; iv. Premises — Operations Liability (M&C); v. Independent Contractors and subcontractors; vi. Blanket Contractual Liability. c. The County shall be named as an "additional named insured" under all insurance policies required by this Agreement, except Professional Liability Insurance when not allowed by the insurer. d. Such insurance coverage shall be evidenced by one of the following methods: (a) Certificate of Insurance; or, (b) Self-insurance through an irrevocable Letter of Credit from a qualified financial institution. Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 3 of t 1 The Contractor shall furnish the County with properly executed certificates of insurance that, at a minimum, shall include: (a) The limits of overage; (b) The project name to which it applies; (c) The certificate holder as Jefferson County, Washington and its elected officials, officers, and employees with the address of Jefferson County Public Health 615 Sheridan Street, Port Townsend, WA 98368, and, (d) A statement that the insurance policy shall not be canceled or allowed to expire except on thirty (30) days prior written notice to the County. If the proof of insurance or certificate indicating the County is an "additional insured" to a policy obtained by the Contractor refers to an endorsement (by number or name) but does not provide the full text of that endorsement, then it shall be the obligation of the Contractor to obtain the full text of that endorsement and forward that full text to the County. Certificates of coverage as required by this section shall be delivered to the County within fifteen (15) days of execution of this Agreement. f. Failure of the Contractor to take out or maintain any required insurance shall not relieve the Contractor from any liability under the Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations concerning indemnification of the County. g. The Contractor's insurers shall have no right of recovery or subrogation against the County (including its employees and other agents and agencies), it being the intention of the parties that the insurance policies, with the exception of Professional Liability Insurance, so affected shall protect both parties and be primary coverage for all losses covered by the above described insurance. h. Insurance companies issuing the policy or policies shall have no recourse against the County (including its employees and other agents and agencies) for payment of any premiums or for assessments under any form of policy. All deductibles in the above described insurance policies shall be assumed by and be at the sole risk of the Contractor. Any deductibles or self-insured retention shall be declared to and approved by the County prior to the approval of this Agreement by the County. At the option of the County, the insurer shall reduce or eliminate deductibles or self-insured retention, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. k. Insurance companies issuing the Contractor's insurance policy or policies shall have no recourse against the County (including its employees and other agents and agencies) for payment of any premiums or for assessments under any form of insurance policy. 1. Any judgments for which the County maybe liable, in excess of insured amounts required by this Agreement, or any portion thereof, may be withheld from payment due, or to become due, to the Contractor until the Contractor shall Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 4 of l 1 furnish additional security covering such judgment as may be determined by the County. in. Any coverage for third party liability claims provided to the County by a "Risk Pool" created pursuant to Ch. 48.62 RCW shall be non-contributory with respect to any policy of insurance the Contractor must provide in order to comply with this Agreement. n. The County may, upon the Contractor's failure to comply with all provisions of this Agreement relating to insurance, withhold payment or compensation that would otherwise be due to the Contractor. o. The Contractor's liability insurance provisions shall be primary and noncontributory with respect to any insurance or self-insurance programs covering the County, its elected and appointed officers, officials, employees, and agents. p. Any failure to comply with reporting provisions of the insurance policies shall not affect coverage provided to the County, its officers, officials, employees, or agents. q. The Contractor's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. r. The Contractor shall include all subcontractors as insured under its insurance policies or shall furnish separate certificates and endorsements for each subcontractor. All insurance provisions for subcontractors shall be subject to all the requirements stated herein. The insurance limits mandated for any insurance coverage required by this Agreement are not intended to be an indication of exposure nor are they limitations on indemnification. t. The Contractor shall maintain all required insurance policies in force from the time services commence until services are completed. Certificates, insurance policies, and endorsements expiring before completion of services shall be promptly replaced. All the insurance policies required by this Agreement shall provide that thirty (30) days prior to cancellation, suspension, reduction or material change in the policy, notice of same shall be given to the Jefferson County Public Health Contracts Manager by registered mail, return receipt requested. u. The Contractor shall place insurance with insurers licensed to do business in the State of Washington and having A.M. Best Company ratings of no less than A-, with the exception that excess and umbrella coverage used to meet the requirements for limits of liability or gaps in coverage need not be placed with insurers or re -insurers licensed in the State of Washington. Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 5 of 11 v. The County reserves the right to request additional insurance on an individual basis for extra hazardous contracts and specific service agreements. 10. Worker's Compensation (Industrial Insurance). a. If and only if the Contractor employs any person(s) in the status of employee or employees separate from or in addition to any equity owners, sole proprietor, partners, owners or shareholders of the Contractor, the Contractor shall maintain workers' compensation insurance at its own expense, as required by Title 51 RCW, for the term of this Agreement and shall provide evidence of coverage to Jefferson County Public Health, upon request. b. Worker's compensation insurance covering all employees with limits meeting all applicable state and federal laws. This coverage shall include Employer's Liability with limits meeting all applicable state and federal laws. c. This coverage shall extend to any subcontractor that does not have their own worker's compensation and employer's liability insurance. d. The Contractor expressly waives by mutual negotiation all immunity and limitations on liability, with respect to the County, under any industrial insurance act, disability benefit act, or other employee benefit act of any jurisdiction which would otherwise be applicable in the case of such claim. e. If the County incurs any costs to enforce the provisions of this subsection, all cost and fees shall be recoverable from the Contractor. 11. Independent Contractor. The Contractor and the County agree that the Contractor is an independent contractor with respect to the services provided pursuant to this Agreement. The Contractor specifically has the right to direct and control Contractor's own activities, and the activities of its subcontractors, employees, agents, and representatives, in providing the agreed services in accordance with the specifications set out in this Agreement. Nothing in this Agreement shall be considered to create the relationship of employer and employee between the parties. Neither Contractor nor any employee of Contractor shall be entitled to any benefits accorded County employees by virtue of the services provided under this Agreement, including, but not limited to: retirement, vacation pay; holiday pay; sick leave pay; medical, dental, or other insurance benefits; fringe benefits; or any other rights or privileges afforded to Jefferson County employees. The County shall not be responsible for withholding or otherwise deducting federal income tax or social security or for contributing to the state industrial insurance program, otherwise assuming the duties of an employer with respect to Contractor, or any employee of Contractor. 12. Subcontracting Requirements. a. The Contractor is responsible for meeting all terms and conditions of this Agreement including standards of service, quality of materials and workmanship, costs, and schedules. Failure of a subcontractor to perform is no defense to a Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 6 of 11 breach of this Agreement. The Contractor assumes responsibility for and all liability for the actions and quality of services performed by any subcontractor. b. Every subcontractor must agree in writing to follow every term of this Agreement. The Contractor must provide every subcontractor's written agreement to follow every term of this Agreement before the subcontractor can perform any services under this Agreement. The Public Health Director or their designee must approve any proposed subcontractors in writing. c. Any dispute arising between the Contractor and any subcontractors or between subcontractors must be resolved without involvement of any kind on the part of the County and without detrimental impact on the Contractor's performance required by this Agreement. 13. Covenant Against Contingent Fees. The Contractor warrants that he has not employed or retained any company or person, other than a bona fide employee working solely for the Contractor, to solicit or secure this Agreement, and that he has not paid or agreed to pay any company or person, other than a bona fide employee working solely for the Contractor, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, the County shall have the right to annul this Agreement without liability or, in its discretion to deduct from the contract price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 14. Discrimination Prohibited. The Contractor, with regard to the work performed by it under this Agreement, will not discriminate on the grounds of race, color, national origin, religion, creed, age, gender, sexual orientation, material status, sex, or the presence of any physical or sensory handicap in the selection and retention of employees or procurement of materials or supplies. 15. No Assignment. The Contractor shall not sublet or assign any of the services covered by this Agreement without the express written consent of the County. Assignment does not include printing or other customary reimbursable expenses that may be provided in an agreement. 16. Non -Waiver. Waiver by the County of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 17. Termination. a. The County reserves the right to terminate this Agreement at any time by giving ten (10) days written notice to the Contractor. b. In the event of the death of a member, partner, or officer of the Contractor, or any of its supervisory personnel assigned to the project, the surviving members of the Contractor hereby agree to complete the work under the terms of this Agreement, Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 7 of 11 if requested to do so by the County. This section shall not be a bar to renegotiations of this Agreement between surviving members of the Contractor and the County, if the County so chooses. c. The County reserves the right to terminate this contract in whole or in part, with 10 days' notice, in the event that expected or actual funding from any funding source is withdrawn, reduced, or limited in any way after the effective date of this agreement. In the event of termination under this clause, the County shall be liable for only payment for services rendered prior to the effective date of termination. 18. Notices. All notices or other communications which any party desires or is required to give shall be given in writing and shall be deemed to have been given if hand -delivered, sent by facsimile, email, or mailed by depositing in the United States mail, prepaid to the party at the address listed below or such other address as a party may designate in writing from time to time. Notices to the County shall be sent to the following address: Jefferson County Risk Manager P.O. Box 1220 Port Townsend, WA 98368 Notices to Contractor shall be sent to the following address: _Demarche Consulting Group, Inc. _P. O. Box 1081 Poulsbo, WA 98370 19. Integrated Agreement. This Agreement together with attachments or addenda represents the entire and integrated Agreement between the County and the Contractor and supersedes all prior negotiations, representations, or agreements written or oral. No representation or promise not expressly contained in this Agreement has been made. This Agreement supersedes all prior or simultaneous representations, discussions, negotiations, and agreements, whether written or oral, by the County within the scope of this Agreement. The Contractor ratifies and adopts all statements, representations, warranties, covenants, and agreements contained in its proposal, and the supporting material submitted by the Contractor, accepts this Agreement and agrees to all of the terms and conditions of this Agreement. 20. Modification of this Agreement. This Agreement may be amended only by written instrument signed by both County and Contractor. 21. Disputes. The Parties agree to use their best efforts to prevent and resolve disputes before they escalate into claims or legal actions. Any disputed issue not resolved pursuant to the terms of this Agreement shall be submitted in writing within 10 days to the County Risk Manager, whose decision in the matter shall be final, but shall be subject to judicial review. If either party deem it necessary to institute legal action or proceeding to enforce any right or obligation under this Agreement, each party in such action shall bear the cost of its own attorney's fees and court costs. Any legal action shall be initiated Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 8 of 11 in the Superior Court of the State of Washington for Jefferson County. The parties agree that all questions shall be resolved by application of Washington law and that the parties have the right of appeal from such decisions of the Superior Court in accordance with the laws of the State of Washington. The Contractor hereby consents to the personal jurisdiction of the Superior Court of the State of Washington for Jefferson County. 22. Section Headings. The headings of the sections of this Agreement are for convenience of reference only and are not intended to restrict, affect, or be of any weight in the interpretation or construction of the provisions of the sections or this Agreement. 23. Limits of Any Waiver of Default. No consent by either party to, or waiver of, a breach by either party, whether express or implied, shall constitute a consent to, waiver of, or excuse of any other, different, or subsequent breach by either party. 24. No Oral Waiver. No term or provision of this Agreement will be considered waived by either party, and no breach excused by either party, unless such waiver or consent is in writing signed on behalf of the party against whom the waiver is asserted. Failure of a party to declare any breach or default immediately upon the occurrence thereof, or delay in taking any action in connection with, shall not waive such breach or default. 25. Severability. Provided it does not result in a material change in the terms of this Agreement, if any provision of this Agreement or the application of this Agreement to any person or circumstance shall be invalid, illegal, or unenforceable to any extent, the remainder of this Agreement and the application this Agreement shall not be affected and shall be enforceable to the fullest extent permitted by law. 26. Binding on Successors, Heirs and Assigns. This Agreement shall be binding upon and inure to the benefit of the parties' successors in interest, heirs, and assigns. 27. No Assignment. The Contractor shall not sell, assign, or transfer any of rights obtained by this Agreement without the express written consent of the County. 28. No Third -party Beneficiaries. The parties do not intend, and nothing in this Agreement shall be construed to mean, that any provision in this Agreement is for the benefit of any person or entity who is not a party. 29. Signature in Counterparts. The parties agree that separate copies of this Agreement may be signed by each of the parties and this Agreement shall have the same force and effect as if all the parties had signed the original. 30. Facsimile and Electronic Signatures. The parties agree that facsimile and electronic signatures shall have the same force and effect as original signatures. 31. Arms -Length Negotiations. The parties agree that this Agreement has been negotiated at arms -length, with the assistance and advice of competent, independent legal counsel. 32. Public Records Act. Notwithstanding any provisions of this Agreement to the contrary, to the extent any record, including any electronic, audio, paper or other media, is required Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 9 of I I to be kept or indexed as a public record in accordance with the Washington Public Records Act, Chapter 42.56 RCW (as may be amended), the Contractor agrees to maintain all records constituting public records and to produce or assist the County in producing such records, within the time frames and parameters set forth in state law. The Contractor further agrees that upon receipt of any written public record request, Contractor shall, within two business days, notify the County by providing a copy of the request per the notice provisions of this Agreement. DATED this 4th day of _July , 2019._ (SIGNATURES FOLLOW ON THE NEXT PAGE) Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 10 of 11 SIGNATURE PAGE JEFFERSON COUNTY WASHINGTON Board of County Commissioners Jefferson County, Washington By: Kate Dean, Chair Date By: David Sullivan, Commissioner Date By: Greg Brotherton, Commissioner Date SEAL: ATTEST: Carolyn Galloway Date Deputy Clerk of the Board Approved as to form only: �' (. / W�� 7/0/11 Philip C. Hunsucker bad Chief Civil Deputy Prosecuting Attorney CONTRACTOR By: y Signature Name: Linda Title: President Date: 4 July 2019 Professional Services Agreement, DCD, Version 1, PAO reviewed 6/26/2019 Page 11 of 11 do% LJKLi `.,...-- CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DD/YYYY) 07/08/2019 THIS CERTIFICATE IS ISSUEDAS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFI RMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE ACONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT POLICY EXP (MM/DD/YYYY) NAME: Debra Linn Allbee Debra Allbee(7913379) PHONE FAX 19168 B Jensen Way NE (A/C, NO, EXT): 360-779-3000 (A/C, NO): 360-697-3829 E-MAIL Poulsbo WA 98370 ADDRESS: dallbee@farmersagent.com INSURER(S)AFFORDING COVERAGE NAIC# CLAIMS -MADE X OCCUR INSURED INSURERA: Truck Insurance Exchange 21709 INSURER B: Farmers Insurance Exchange 21652 DEMARCHE CONSULTING GROUP INC INSURER C: Mid Century Insurance Company 21687 PO BOX 1081 INSURER D: INSURER E: POULSBO WA 98370 INSURER F: COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: THIS IS TO CERTIFYTHATTHE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAME ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECTTO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALLTHE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDTL INSD SUBR WVD POLICY NUMBER POLICY EFF (MM/DD/YYYY) POLICY EXP (MM/DD/YYYY) LIMITS X COMMERCIAL GENERAL LIABILITY EACH OCCURRENCE $ 2,000,000 CLAIMS -MADE X OCCUR DAMAGE TO RENTED PREMISES (Ea Occurrence) $ 75,000 MED EXP (Anyone person) $ 5,000 PERSONAL&ADV INJURY $ 2,000,000 C Y N 605057581 11/20/2018 11/20/2019 GEN'L AGGREGATE LIMITAPPLIES PER: X POLICY ❑ PROJECT ❑ LOC GENERAL AGGREGATE $ 4,000,000 PRODUCTS-COMP/OPAGG $ 2,000,000 $ OTHER: AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT (Ea accident) $ 1,000,000 BODI LY INJU RY (Per person) $ ANYAUTO BODILY INJU RY (Per accident) $ C OWNEDAUTOS X SCHEDULED N LY 605057581 11/20/2018 11/20/2019 PROPERTY DAMAGE (Per accident) $ HIRED AUTOS NON -OWNED ONLY AUTOS ONLY UMBRELLALIAB OCCUR EACH OCCURRENCE $ EXCESS LIAO CLAIMS -MADE AGGREGATE $ DED I I RETENTION $ $ WORKERS COMPENSATION AND EMPLOYERS' LIABILITY PER STATUTE OTHER $ ANY PROPRIETOR/PARTNER/ Y/N EXECUTIVE OFFICER/MEMBER N/A E.L. EACH ACCIDENT $ E.L. DISEASE - EA EMPLOYEE EXCLUDED? (Mandatory in NH) E.L. DISEASE -POLICY LIMIT $ If yes, describe under DESCRIPTION OF OPERATIONS below DESCRIPTION OF OPERATIONS/LOCATIONS/VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) CERTIFICATE HOLDER CANCELLATION Jefferson County Po BOX 1220 Pnrt Townsend xAiA 98368 HOULDANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE Debra Linn Allbee ACORD 25 (2016/03) 31-1769 11-15 ©1988-2015 ACORD CORPORATION. All Rights Reserved The ACORD name and logo are registered marks of ACORD bbso JUNE 11, 2019 "The secret of change is to focus all of your energy, not on fighting the old, but on building the new." -Socrates LEADERSHIP AND TEAM DEVELOPMENT JEFFERSON COUNTY COMMUNITY DEVELOPMENT DEPARTMENT u Leadership and Team Development June 11, 2019 Contents SubmittalLetter.......................................................................................................................................... 2 TASK1— Project Management....................................................................................................................3 TASK2: Individual Interviews..................................................................................................................... 3 Deliverablesof Task 2.............................................................................................................................. 5 TASK3 Leadership Coaching....................................................................................................................... 5 Task3 Deliverables................................................................................................................................... 5 TASK4: Chartering Workshops................................................................................................................... 5 Task4 Deliverables..................................................................................................................................6 TASK 5: Implementation Phase I Change Management Support .............................................................. 7 One -on -One Coaching.............................................................................................................................. 7 ScheduledWorkshops.............................................................................................................................7 ShiftPositive Assessment........................................................................................................................ 7 Task5 Deliverables...................................................................................................................................8 Timeline........................................................................................................................................................9 CostEstimate.............................................................................................................................................10 References..................................................................................................................................................11 THE QUALITY OF LIFE IN JEFFERSON COUNTY BY PROMOTING A VIBRANT ECONOMY, SOUND COMMUNITIES AND A HEALTHY ENVIRONMENT. -Community Development Mission Statement Demarche P9.1 CONSULTING GROUP Leadership and Team Development Submittal Letter Patty Charnas — Director Jefferson County Department of Community Development 621 Sheridan Street, Port Townsend, WA 98368 Phone 360-379-4493 — Cell 360-301-5749 pcharnas@co,.iefferson.wa.us RE: Leadership and Team Development June 11, 2019 We are pleased to submit this revised proposal for the project we initially discussed with you and Philip in May. We have developed a comprehensive approach for working with your Department that does an evaluation, builds team cohesiveness around new goals and behaviors, and provides behavioral coaching. Our target is to provide accountability education for the entire team and to build a foundation for feedback and course correction both individually and organizationally. We've included detail about the tools we propose to use, and the deliverables you can expect to see. Working with your team will be an exciting and rewarding project for us, and we look forward to getting started. If you have questions or would like to modify our approach or timeline, please don't hesitate to reach out to us. Included in our team available to you are Dr. Linda Paralez who has over 3o -years experience in business process and human dynamics, Ms. Patricia Davis who is a certified leadership and team coach, and Ms. Roberta Baker, a former planning director from the city of Seattle who has 30 -years experience as a leader in the planning and building field. Sincerely, 4 Linda L. Para z, Ph.D. Demarche Consulting Group Demarche Pg. Z CONSULTING GROUP Leadership and Team Development Five tasks describe this proposal for Jefferson County Community Development Department leadership and team development work (see diagram). Project management, which includes coordination with the sponsor team, occurs throughout the project. Described in more detail in the sections that follow, each task element includes expected outcomes and timeframe. June 11, 2019 TASK 1 - Project Management To launch this project, we recognize the need to establish a sponsor team that provides governance over the scope and decision points, resolves issues, and approves methodology. The sponsors also advise about County policies and protocols and may engage with staff undergoing performance improvement objectives. Working with the sponsor team, we will develop a workplan that reflects a schedule of events, milestones, and deliverables. This plan will include identification of risks and potential risk mitigation. Our communication strategies for the Community Development Department will attend to the need to be transparent with our work. Other tasks of project management that occur over the project life include status reporting, documentation, and course correction. Sponsor team: Director of Community Development, County Administrator, HR Director, and Labor Relations Specialist Deliverables of Task i • workplan • schedule • risk identification and mitigation strategies • status updates • final report of findings TASK is Individual Interviews The current assessment work provides all team members a reflection of themselves, as well as helping people gain a better understanding and appreciation of each other. A final purpose is to provide us (and sponsors) insight about the individuals and their interactions with each other and Demarche Pg 3 CONSULTING GROUP Leadership and Team Development June 11, 2019 with their leaders, the County organization and the citizens they serve. Outcomes provide insight into the role definition people have adopted that might be contrary to a high functioning division. Because there much to be gained from well -performed assessment work, we have provided some detail about the proposed approach to Task 2. First, we propose conducting one-on-one interviews with each team member using a prepared script. Using a technique called Appreciative Inquiry, these interviews are intended to provide the individual a voice for characterizing what an ideal team and teaming environment look like from their perspective. And to describe their preferred style of working with others, their relationships with customers and with appointed and elected officials. The approach will ensure that the consultant will steer the interviewees to focus on what's working as opposed to unproductive issues from the past that does not move the participants forward. Using the recently signed RESOLUTION NO. 17-19 titled A JOINT RESOLUTION OF THE BOARD OF COUNTY COMMISSIONERS AND THE JEFFERSON COUNTY BOARD OF HEALTH ESTABLISHING A REGULATORY REFORM PROGRAM FOR JEFFERSON COUNTY (see Attachment 1) and the most recent Comprehensive Plan for the County as a `north star,' they will be asked how they manage their prescriptive judgments to best align with these objectives. In this inquiry, we are seeking to understand both shared and differing beliefs and expectations around the following accountability themes: Who are the stakeholders and customers that set the expectations of performance for individuals, processes, service levels, and standards? (Who gets to say what good looks like, first for you, and secondly for the department?); What means and methods do individuals, and the organization use to determine how well they meet those expectations? (How do you personally demonstrate success? How does the department demonstrate success?); • What means and methods do individuals and the organization use to manage the competing and conflicting expectations of performance that can occur between stakeholders and customers? (How effectively do you manage workplace stress? How mature and stable are conflict management and resolution processes of the Department?) Following the interviews, an evaluation will be done using a maturity matrix format. This approach provides a view of the graduated level of individual and organizational insight/achievement to each of the accountability themes. An example of a process maturity matrix is shown below. Capability' Processes are Basic Processes Al processes are Processes are Continuous process ad-hoc, chaotic, are established defined, measured by improvement is adopted and few and there is a documented, collecting detailed and in place by quantitative level of discipline standardized and data on the 'An additional category is added, courtesy of work done by James R. Persse, Implementing the Capability Maturity Model, and Mary Beth Chrissis, CMMI: Guidelines for Process Integration and Product Improvement that describes five evolutionary stages in which an organization manages its business processes. Demarche Pg. 4 CONSULTING GROUP Leadership and Team Development June 11, 2019 processes are to stick to these integrated into processes and feedback and from piloting actually defined processes each other their quality new ideas and technologies Deliverables of Task i 1. Thematic report of interview themes containing maturity matrices for the individual and department accountability themes. Individual responses will be randomly coded to preserve anonymity, and the department responses will be presented as a profile. i. Status report for the sponsor group. 3. Recommendation of participants for additional coaching or the Shift Positive Assessment to occur post -chartering workshops. 4. Information to add to the Chartering Workshop. TASK 3 -Leadership Coaching Concurrent with Task t, 2A and 26, we expect to work closely with Department leadership — Patty, Emma, and Jodi — to determine goals and vision for the team, and to establish a clear role definition for Jodi, Emma, and Patty. Before meeting with staff, we expect to brief Jodi, Emma, and Patty on the work and approach, so that expectations for leaders is clear, and our engagement within the Department is transparent. We will establish a scope of work specific to leader needs to ensure adequate support, communication, and preparation for all staff engagements. Our work with the leadership group will consist of in-person and Skype meetings. All documents will be reviewed by leadership before transmittal to the sponsor group and then to staff. Expectations are that staff will have access to all final reports unless an individual document is considered confidential. Task 3 Deliverables • Participation of what comes next with staff • Debriefing about lessons -learned from the previous task • Full engagement of what next steps will be • Identification of new risks and mitigation strategies • Individual coaching to reinforce and support change management TASK 4: Chartering Workshops To increase a team's effectiveness toward understanding the qualities and nature of their purpose and vision, and learning how to quantify accountability to meeting those qualities, we propose a three -session chartering process (3, 9o -minute sessions). These sessions are engaging, with an emphasis on team building, accountability to each other, meeting leadership expectations, setting up norms for interacting and communicating with each other and with customers and stakeholders. Critical to this work is the engagement of staff in creating the charter that aligns with goals established by leadership. The Consultants facilitate to ensure participation, honesty, and critical thinking. The following is an outline for the chartering work: Demarche Pg 5 CONSULTING GROUP Leadership and Team Development June 11, 2019 1. Review maturity matrices for the accountability themes to establish where shared and misaligned understandings exist in the Department around accountability. Discuss how this process is designed to create alignment and method for the team and individuals to build maturity. 2. Develop a Team Charter. This charter includes the following elements: • What is the Mission/Purpose for this team? • What is the team's Vision for manifesting its Mission/Purpose? • What are the strategic issues the team is to address to carry out its Mission/Purpose and Vision? • What are the leadership skills and competencies we need to cant' out our Mission/Purpose and bring our Vision to fruition? • What will be the management style of the team? • What skills are needed by the team to accomplish its Mission/Purpose and Vision? • What resources will the team need to cant' out its Mission/ Purpose? • What are the boundaries of the team? • What processes will the team use to get performance results in the County? • How will the team secure an equal commitment from all team members? • How will the team resolve conflict and move to collaboratively -defined solutions? • How will the team measure and evaluate its relevance in supporting the County? • How will the team continuously learn and expand its value to each other, the customers and its stakeholders? 3. Use the Team Charter process to: • Clarify the Community Development leadership team's Mission/Purpose in supporting the County and each other. • Clarify the team's collaborative leadership work style. How should the team work with each other and with leadership to be most effective? Clarify who and how team members are accountable to leaders. • Set foundational agreement of how the team will carry out its combined responsibility and demonstrate individual and organizational accountability. • Develop a baseline for individual and team coaching. Task 4 Deliverables • Team charter as guiding (signed) agreement for the team's interdependent work • Action plan to address identified performance focus areas Demarche Pg. 6 CONSULTING GROUP Leadership and Team Development June 11, 2019 Review of the charter and accountability agreements by the sponsor team, HR, and Labor Relations TASK 5: Implementation Phase I Change Management Support Following the chartering workshops, some staff and leadership team members will need support through an implementation phase. Support will take the form of individual, and formal coaching and periodically scheduled workshops with the entire group to review compliance with the charter. The purpose of this work is to create individual action plans to ensure sustained acceptable behaviors and best work performance. It is in this stage of work that individuals demonstrate accountability to commitments they've made, and accept the consequences for meeting those commitments. The following support opportunities are provided to assist individuals and the team in shifting toward a commitment to personal accountability, along with an environment of accountability. One -on -One Coaching The following are the steps that outline a formal coaching plan for any individual: 1. Hold triad meeting with Division Director, Patty Charnas, coachee(s), and coach to confirm customized coaching focus 2. Using the team charter, establish coaching measures of success 3. Finalize the coaching plan 4. Conduct 12 (or TBD) approximately one-hour coaching sessions in person, via phone or Skype 5. Hold triad meeting with Patty Charnas, coachee, and coach to discuss growth and next steps Scheduled Workshops Focused on a facilitated review of the performance of the team to the charter agreements monthly workshops (1 -hour) would be held. This approach reinforces open dialog, team building, honest communication, and commitment to the principles and values the team established. At the end of each workshop, new or renewed commitments are made. These monthly check -ins are powerful reminders of the commitments made, and reinforcements of tools and techniques for keeping those commitments. We provide monthly readings, support materials, team exercises, and opportunities for dialog about what's working and not. Shift Positive Assessment In the case of difficult performance issues, behavioral problems, and reluctance among individuals to align with mission and goals, we may recommend Shift Positive 36ol Shift Positive 36o® is a narrative 36o approach that iss grounded in positive psychology and focuses on engaging the client's "people system" throughout the change process. It's a focus on what's right, what is working, and what to do more of (vs. what is broken and not working). Overall, this process is not just about the individual client. It is about creating an environment that is conducive to the client's progress and engagement; creating fertile soil for successful growth. It is about creating deeper, lasting change, Demarche CONSULTING GROUP Pb• 7 Leadership and Team Development June 11, 2019 faster, and with more dialogue, disclosure, and depth of thought by all participants - all stakeholders in each other's success. A typical process involves interviews with the coachee, her/his manager, and a group of "others" as defined by those who get to say what good looks like — in other words, those who receive services from the individual coachee. The goal of the Shift Positive 360® is to be able to craft a plan for what the coachee can do in the future to be more effective while also creating a people system of support to help drive sustainable change. The interview guide focuses on seven core areas: 1. Understanding the "People System": Understand the people in your system by understanding their goals, their vision for success, and how you can support these. These are the stakeholders who define measures of good, qualities of service, and behavioral standards. 2. Leveraging Strengths: Understand that our strengths are what strengthen us. Using strengths increases performance, engagement, and wellbeing. 3. Solution Focused: Rather than a focus on weaknesses, we ask, what can you do to be even more effective? It is a focus on what to do rather than what to avoid. For example, if someone is a "poor communicator," we describe better communication, e.g., "be timely with responses, more transparent, and provide more context." 4. Desired Future: We understand how you and your colleague are at your best together by looking at a time when you both were successful in the past. Instead of focusing on what is not going well, we create a vision of how you and your colleague can be even more effective together in the future. 5. Support with Allies: Your colleague becomes part of the journey by identifying one specific thing they will do to help support you in your development. 6. Socially Connected: In social network analysis, one question is highly predictive of future leadership — "Who do you go to for information?" Information holders are very valuable. However, a question that is 4x as predictive of future leadership is: "How does this person elevate your energy?" We find out what you do to raise and lower the energy of others. 7. Motivation: Insight is necessary but not sufficient for effective change. Gauging the client's motivation and what is motivating to her/him, helps sustain change, which otherwise, can be difficult. Often we find that motivation is more than professional. Themes that come up in the 36o in the client's work life are often present in her/his personal life, and an opportunity to dig a little deeper as to why they want to change. The final report will show three columns, the answers from 1) coachee 2) their manager and 3) other colleagues, and will only be seen by the coachee. The report will allow us to see themes and gaps across the answers to then determine how to best position the coachee for future success. It should be noted that there is considerable work and commitment required of the coachee to successfully complete this process, and choices attached along this approximately 6 -month journey. Task 5 Deliverables • Coaching plan for each team member Demarche Pg- 8 CONSULTING GROUP Leadership and Team Development June 11, 2019 • Coaching materials for research, discussion and concept application • Completion of coaching sessions • New or renewed commitments • Review of the coaching agreements by the sponsor team, H R, and Labor Relations • Review of renewed commitments by the sponsor team, H R, and Labor Relations • Shift Positive 360® for selected team members • Status discussions with Sponsor team; exit plans as needed for unsuccessful staff Timeline Demarche Consulting Group is prepared to begin this work at Jefferson County's request. An estimate of project duration is shown in the diagram on the following page. In summary, our schedule proposes to begin with an in-person meeting with the sponsor team to review and approve a detailed work plan and calendar of events, discuss risk issues and mitigation strategies, the format of status reporting and other documentation. Our timeline begins with conducting a kick-off meeting with all staff to introduce the project, the workplan, objectives, and expected level of cooperation and involvement. We will entertain questions to engage staff and reduce any concerns individuals may have about the project. This meeting Would likely occur on a Friday in June. Approximately one-hour interviews with each member of the Community Development team would follow over the next couple of weeks, culminating in an individual and organizational assessment report. Next, are the selection and initiation of the Shift Positive 36o® evaluations for selected individuals that occurs over six weeks and overlaps the chartering workshops. The outcomes of the initial three chartering workshops and facilitation of the feedback from Shift Positive 3600 evaluations are intended to be complete by mid- to late August. At this time, we can identify individuals that need one-on-one or duo coaching targeted toward growth and development. As described in Task 5, these coaching sessions will be initiated and run concurrently with the implementation support and change management work provided in monthly workshops. Demarche Pg 9 CONSULTING GROUP Leadership and Team Development June 11, 2019 7/1x/2019 12 $2,400.00 5% Task 2 Interviews and analysis (full department) Talk 4 Charter $7,050.00 15% Task 3 Leadership Support and Coaching 24 Wotk*op 1 12% Task 4 Chartering Workshops (3 total) 12 $2,820.00 7/"f=9 Task 5 Coaching (per person; assume 3) 48 $9,600.00 20% 8/21/2019 tawk,40wtor 9/25/2019 10/30/2019 11/20/2019 12/18/2019 6/17/2019-7/5/2019 WorkAop2 Task S Fotiowr up Task S FoOtits rqt Ttwit S FoBoty up 7afk S try Task S FaBaka tip Task FR awrtor chatter Chatter wt efts 7/29/2019 - 8/16/2019 6/14/2o+g Talc S Schodde and Tads t Meat with Coad*ft than Spotastfioem iMW W90mbopt a e/ 9be0w1aatstaff 7/1/2019 1/2019 /2019 10/1/2019 11 /2019 +x/112019 6/ 4 a 0120197/26/2 9 6/14/20 L9 Task 4 04 fter Spaxor Workdw p 3 9/25/2019 10/30/2019 11/Zk2019 Fpm Wk d4AM 8/30/2019 Ts* 1Statwto Spapat Teen+ Task wto T4ds161 'to 12/18/2019 SPWAOr TUM SaOruet Tarn Tadr 1 Stopx to tuk 13021101 to Sparest Tarn 6/17/2019 Sparer Tom Tater 3 Mwt w/ 7/9/2019 p Tern Tack 3 Most w/ Team 7/29/2019 Tut 3 Moa w/ Teem Cost Estimate Costs are provided by Task Element and by percent of the project. Estimates are made to include coaching per person. Note that coaching and the 36o assessment work is billed at a per person rate so that the total costs can be higher than depicted if quantities change. Task 1 Project Management 12 $2,400.00 5% Task 2 Interviews and analysis (full department) 30 $7,050.00 15% Task 3 Leadership Support and Coaching 24 $5,640.00 12% Task 4 Chartering Workshops (3 total) 12 $2,820.00 6% Task 5 Coaching (per person; assume 3) 48 $9,600.00 20% Task 5 Post Chartering Monthly Workshops 24 $4,800.00 10% Task 5 36o ($3500 per person; assume 4) o $14,000.00 30% Travel expenses o $650 1% .-- Demarche pg. 10 CONSULTING GROUP Leadership and Team Development References June 11, 2019 Seattle Public Utilities and Economic Development Coaching and Team -Building Reference Kris Effertz, Seattle Public Utilities Strategic Advisor Lisa Voight City of Seattle, PO Box 35177 Accountability Systems Manager Seattle, WA 98124-4018 King County Metro Transit Department kris.effertz@a seattle.gov; (206) 684-7551 201 S. Jackson Street, Suite 415 Seattle, WA 98104 Lisa.Voight@kingcounty.gov 2o6-263-9720 Terry Forslund, Manager of Building Review Assessment, Process Improvement, and Technology City of Tacoma Relaunch Planning and Development Services City of Sammamish, WA 747 Market Street Angela Feser, Director Tacoma, WA 98402 8o1228th Ave SE 253 502 2298 Sammamish, WA 98075 252 318 6914 cell (425)295-0580 tforslun@cl.tacoma.wa.us Demarche pg. 11 CONSULTING GROUP Leadership and Team Development YEARS OF EXPERIENCE 20+ years of Change Management experience EDUCATION and TRAINING Bachelor of Science, Building Construction University of Washington 1982 City Leadership Institute (Seattle) City of Seattle 2009 Project Management Training City of Seattle 2008 Dick Haab, Leadership Training City of Seattle 2004 Quest 2000 Process Improvement Training City of Seattle 2001 Negotiation Training City of Seattle 1990 June 11, 2019 Roberta Baker Design and Consulting Services Demarche Consulting Group Led the development and implementation of an automated billing system to support permitting process. Developed a permit process to prioritize low income housing development. Led implementation of a new interdepartmental process to provide early identification of costly development requirements and communicate these to permit applicants. Led major implementation of process improvements at DPD, including development of new web technology to support customer focused services. Led and participated in monthly stakeholder meeting with Seattle Master Builder group 10+ years. Helped lead the department transformation to a continuously improving work culture. Representative Projects Land Use Division Director, Dept of Construction and Inspections, City of Seattle 2015-2018. Directed staff who review, and process Land Use and Construction permits for compliance with land use and environmental codes. At peak, directed approx. 100 planner and administrative staff, $11+ million budget. Land Use Review Manager, Dept of Planning and Development, City of Seattle Aug. 2008 - 2015. Managed Land Use planner staff in DPD who review Land Use and Construction permits for compliance with land use and environmental codes. Improved staff accountability and reporting systems, and implemented new monthly billing system, which has led to greater financial stability for the program. At peak, managed 50+ planner staff, $5+ million budget. Applicant Services Center Manager, Dept of Planning and Development, City of Seattle March 2000 -July 2008. Led the implementation of process and organizational improvements. Changes resulted in greater predictability in services provided and increased accountability and transparency. At peak, managed 70+ interdisciplinary review staff, and a $6+ million budget. Land Use Project Manager, during initial year of Land Use Process Improvement Implementation, DCLU, 1999. Land Development Coordinator, John F. Buchan Construction, 1998. Coordinated permitting activities and customer relations for a private developer in various cities and counties; participated in feasibility studies; supported land acquisition manager Senior/Journey Zoning Plans Examiner, DCLU, 1988-1997. Reviewed full range of construction and land use permits to ensure compliance with the Seattle Land Use Code. Building Plans Examiner, DCLU, 1986-1988. Reviewed of Single Family and duplex building permit applications for compliance with Seattle's Building, Land Use, and Energy and Grading Codes. Permit Specialist, DCLU, 1985. Provided public information regarding the permit process and technical codes. Reviewed Zoning for Single family building permits. Demarche pg. 12 CONSULTING GROUP Leadership and Team Development Years of Experience i5+ BA University of WA AA Art Institute of Seattle AA Monterey Peninsula College PM P Certified and Agile project management expertise. Certified Professional Coach Certified PulsePoints' Leadership Assessment Recant Involvement Current Member— PMI Institute Current Member—Atlassian User's Group Prior Board Member - Lyric Opera Northwest Non-profit Prior Board of Director - Forgotten Children's Fund Non-profit June 11, 2019 Patricia Davis, PMP, Vice President Demarche Consulting Group Patricia has spent her career working with and managing technology implementation and optimization beginning with Microsoft, then moving to advertising and marketing firms in the areas of technology innovation, process improvement, and program and resource management. As a certified PMP, Patricia is adept at assessing team structure and recognizing areas of process misalignment and implementing measurable change. Patricia has consistently worked with teams to empower them as change -agents to create positive, executable improvements to increase efficiency and ROI. Patricia is a certified leadership coach and certified in 3060 assessments. She is a practitioner of appreciative inquiry methods and a certified user of PulsePoints' Leadership Assessment profile. Patricia has successful implementations of new processes using proprietary and third -party productivity software. She has a proven record for increasing productivity and visibility to the executive level, and has demonstrated ability to manage large, complex, multi -faceted projects with good cheer and lasting results. Select Relevant Projects King County Metro WorkSmart: Telework I King County Metro, Seattle, WA King County Metro Leadership Transformation I King County Metro, Seattle, WA Cityworks Asset Management Software Implementation City of Sammamish, Sammamish, WA Cartegraph Software implementation, City of Newcastle ( Newcastle, WA Microsoft Corporation I Microsoft Office Business Unit and MS Outlook Acquisition and Implementation, Redmond WA * Microsoft with RR Donnelley I JIT Manufacturing and Continuous Process Improvement, Redmond, WA and Ireland * Edmark Corporation j Educational Software Corporation Product Development, Redmond WA * MRM Worldwide Corporation I Operations, Program and Resource Management, Seattle, WA * Publicis in the West j Resource and Programs Management (T -Mobile and Chevrolet Corporation), Seattle, WA * Wunderman j Program and Implementation Management, Seattle, WA TCS Expeditions j Marketing Operations Management, Seattle, WA * Demarche Pg. 13 CONSULTING GROUP Leadership and Team Development Education PhD in Business w/ emphasis in Technology Management MBA wJa minor in Economics BS, Engineering Years of Experience 25+ Areas of Expertise Linda is the author of numerous books and articles on asset management, benchmarking methodology, strategic planning, entrepreneurship, Linda Paralez, PhD, President and CEO Project Lead June 11, 2019 Dr. Paralez has spent over 25 years leading highly technical teams in solving complex engineering and process challenges across a broad spectrum of industries that range across aerospace, mining, education, public utilities, land use, human services, and high technology. In every project, Linda uses her unique combination of education and experience to save clients time and money and leverage valuable human resources. Known for her compassionate approach to change, Linda helps companies succeed by engaging, enlisting, and enabling their people. Even under immense scrutiny, enormous political pressure, or limited resources, Linda is undaunted. She has created solutions for companies and government agencies undergoing complex mergers, has helped them streamline the politically choppy permitting processes for complicated land use projects, and she has excelled in helping companies measure their success by developing one -of -a -kind benchmarking designs and analyses. Select Relevant Projects Transformational Leadership Coaching and Training I King County Department of Transportation, King County Metro, Seattle, WA Organizational Review and Redesign I Island County, WA Maintenance Organizational Review and Process Improvement I City of Newcastle, WA Organizational and Planning Support I Maintenance and Operations Division, City of Sammamish Public Works, Sammamish, WA Performance Benchmarking for Effective Utility Management for Water and Wastewater Utilities I Water Research Foundation, Environmental Protection Agency Budget Process Streamlining I City of Portland, Portland, OR Energy Facility Siting Council I Oregon Department of Energy, Salem, OR Consolidated Funding Cycle (CFC) Application Process Redesign I Oregon Housing and Community Services, Salem, OR Government Relations Process Redesign I Oregon Department of Transportation, Salem, OR Tacoma Water Supply Process Improvement I Tacoma Public Utilities, Tacoma, WA Organizational, Staffing, and Operational Review, Management Consultant I Provo River Water Users Association, Provo, UT End of Session Process Improvement I Oregon State Legislature, Salem, OR Restaurant Permit Process Improvement I City of Seattle, Seattle, WA Organizational Assessment and Redesign I City of Tacoma, Public Works Traffic Section, Tacoma, WA Customer Service Branch Projects, Seattle Public Utilities I City of Seattle, Seattle, WA Structural Plan Review Practices: Northwest Washington State Multi -Jurisdictional Outreach I City of Shoreline, Shoreline, WA UDOT University Transformation Project I Utah Dept of Transportation, Salt Lake City, UT Seattle Department of Construction and Inspections 12015 -2019 - Andy Higgins, Director Engineering Services and Jon Siu, Building Official and Principal Engineer, Seattle Department of Construction and land Use 11997-1001- Rick Krochalis, Director; City of Bainbridge Island Community Development 11001- Stephanie Warren, Director; performance City of Shoreline Permitting Services 12002 - Rachael Markle, Director, measures, City of Lynnwood Community Development 12004 - David Kleitsch, Community Development Director; business process City of Des Moines Community Development 12004; management and Snohomish County Planning and Development Services 12003-2005 - Faith Lumsden, Director; design, education Seattle Department of Transportation, Right of Way Improvements Permitting 12009-2010 - Anne Fiske-Zunika; Director; strategy, and other City of Woodinville Community Development 12004-2005 - Pete Rose, City Manager; management Cowlitz County Community Development 11007 - Axel Swanson, County Commissioner, and Clark County Washington Master strategies. Builders Association; Snohomish County Planning and Development Services 120o8- Craig Ladiser, Director Lean Six Sigma Seattle Department of Planning and Development Services Inter -Disciplinary Team 12oo8 - Bob Laird, Director, certified Seattle Public Utilities Permitting Services 12oo8 - Michael Brennan, Manager; Prosci® Change Seattle City Light Design of Permit Services 12012-2013 - Ray Ramos, Manager Permitting Services; Management S Seattle Public Utilities Design of the Development Services Office 12013-2014 - Ray Hoffman, Director; Certified Seattle Mayor's Office and Office of Economic Development, Regulatory Reform Initiative 12o11 - Kris Effertz, Business Development Director; Tacoma Building and Land Use Services 12005-2oo8 - Charlie Solverson, Director; Attachment 1 STATE OF WASHINGTON JEFFERSON COUNTY JEFFERSON COUNTY BOARD OF HEALTH A JOINT RESOLUTION OF THE BOARD OF COUNTY COMMISSIONERS AND THE } RESOLUTION NO. 17-199 JEFFERSON COUNTY BOARD OF HEALTH } ESTABLISHING A REGULATORY REFORM } PROGRAM FOR JEFFERSON COUNTY } The Jefferson County Board of Commissioners and the Jefferson County Board of Health are adopting a Joint Resolution to establish a Regulatory Reform Program for the County, including directing the Department of Community Development and the Environmental Public Health Division to propose a work program and schedule by July 1, 2019 for carrying out regulatory reform within each of their programs. In passing this Joint Resolution, we recognize the following prior work, current conditions and future opportunities that set the stage for regulatory reform: 1. Jefferson County adopted an updated Comprehensive Plan on December 10, 2018, consistent with Washington's Growth Management Act, that outlines a vision, and goals and policies, that help define, direct and guide future growth and development throughout the county through the year 2038, emphasizing economic development, affordable housing and residential development, while protecting the environmental quality of unincorporated areas. 2. The Jefferson County Comprehensive Plan recognizes the importance of regulatory reform for economic development, affordable housing, residential development, and environmental protection and adaptation to climate change through its goals, policies, action plans, and supporting narrative, such as Framework Goal III Enhancement of the Rural Economy, Framework Goal IV Housing Variety and Affordability, and goals LU -G-14 and ED -G-8 advocating for responsive, fair, and efficient permit processing. 3. Over time, Jefferson County's development and environmental health regulations and procedures have evolved incrementally. A program of regulatory reform can reduce the inadvertent complexity, inconsistencies and unpredictable permitting paths that exist today, while continuing to protect public health and the environment, assist the County in adapting to climate change, and make it easier, less time consuming and cheaper for applicants to comply and for County staff to administer. Page 1 of 5 4. Streamlining regulations and permit review procedures supports job creation and wage growth, economic development, affordable housing, environmental protection and the public's health related to Environmental Public Health, all of which are contributing factors to lifting citizens out of poverty, supporting public services, and promoting social equity in Jefferson County. S. Numerous structures have been built and operated in Jefferson County without permits; and many customers who seek permit information from the Department of Community Development and from Environmental Public Health do not subsequently submit permit applications. The cost, lengthy timeframe and complexity of County regulations and permit processes appear to be significant deterrents to complying voluntarily and a contributing factor to an abundance of code violations which endanger public health, public safety and the environment. 6. Starting in 2019, the Jefferson County Hoard of Commissioners have enhanced funding for an on-going staffed Code Compliance program to help citizens comply with the County health, safety and environmental protections, help ensure that Jefferson County regulations are fairly and consistently applied, and reduce the incidence of non-compliant development and activities that can negatively impact surrounding properties. Regulatory Reform of County regulations and procedures will enhance and support the Code Compliance program. 7. Affordable housing, economic development, public health and environmental protection are of significant concern to the County, its residents, and its businesses. 8. It is in the best interest of the County's residents, its businesses, and governmental efficiency to commit to regulatory reform to clarify and streamline County regulations and create efficient development practices and permitting paths, in order to facilitate economic development, jobs and an increase in the supply of affordable housing, while protecting the environment and public health. 9. Exercising the County's police powers and delegated authority through regulatory reform will benefit Jefferson County, its residents, and its businesses, by better balancing economic development, affordable housing, residential development, environmental protection and the ability to adapt to climate change. 10. Jefferson County, particularly, Community Development and Environmental Public Heafth are transitioning to a modern permitting system, EnerGov, which will provide increased transparency, improved accountability, more efficient review procedures, and more consistent permitting paths. 11. Jefferson County is updating two major development regulations: the Critical Areas Ordinance in 2019, and the Shoreline Master Program in 2020. These are important opportunities to undertake regulatory reform with environmental protection. Page 2 of 5 12. Together, the recent update to the County's Comprehensive Plan and development regulations, new permitting system, upcoming update of the Critical Areas Ordinance and Shoreline Master Program, and ongoing updates to several Washington State health and safety codes provide an opportunity to holistically analyze and reform County regulations and procedures providing for efficient development practices and permitting paths increasing economic development, affordable housing, residential development, environmental protection and public health. THEREFORE, IT IS RESOLVED, that the Jefferson County Board of County Commissioners and the Jefferson County Board of Health have determined that it is in the public Interest to undertake a regulatory reform program of the County's current regulatory structure and associated permitting processes to promote the public welfare and improve regulatory compliance with public health protection, environmental protection and public safety, while reducing the cost and barriers to economic development and affordable housing, consistent with state law. IT IS FURTHER RESOLVED, that the County Commissioners and Board of Health direct Community Development and Environmental Public Health to develop a regulatory reform work program and schedule, consistent with appropriations available within the County's budget, and forward them to the Board of County Commissioners and Board of Health by July 1, 2019 for review and approval. IT IS FURTHER RESOLVED, that the regulatory reform program be designed to accomplish the following goals: • Protect Jefferson County's environment and public health; • Streamline and simplify the structure of County Code to make it understandable and efficient to comply with and to administer; • Assess required professional studies to Identify overly burdensome and costly barriers in the code and permit review process; • Allow County departments greater flexibility to allow minor exceptions that retain environmental protections and public safety; • Streamline permit review procedures; and • Enhance transparency and accountability for timely reviews. IT IS FURTHER RESOLVED, that Community Development and Public Environmental Health shall develop an early and continuous public participation program for the regulatory reform program. IT IS FURTHER RESOLVED, that for the Department of Community Development, the regulatory reform work program shall sequence the program with the new permitting system EnerGov, updates to the Critical Areas Ordinance, updates to the Shoreline Master Program, followed by an update to the remainder of the Unified Development Code, and associated review procedures. Page 3 of 5 IT IS FURTHER RESOLVED, that for the Environmental Public Health Division, the regulatory reform work program shall sequence the program with the new permitting system EnerGov, and Washington State's updates to its On -Site Sewage Systems Code, Food Safety Code, and Solid Waste Code; identify and evaluate sections of the County's environmental health code that are more stringent than State law and evaluate the efficacy of those provisions. IT IS FURTHER RESOLVED, that the regulatory reform work program shall analyze holistically development and non -development regulations and procedures reducing the Implementation burden of county staff and customers, rebalancing regulatory schemes consistent with the recent update of the County's Comprehensive Plan focusing on a balance of economic development, residential development, affordable housing, environmental protection, adaptation to climate change, public health, and provide regulatory flexibility in administering the updated regulations. IT IS FURTHER RESOLVED, that the County Commissioners and Board of Health expect the departments to produce and accomplish measurable results and outcomes as described in the work program. Periodic briefings and other accountability reviews are expected on regulatory reform progress for the duration of the program. APPROVED this25"-'day of March, 2019. Attest: 7 Carolyn allaway, Deputy Clerk of the Board JEFFERSON COUNTY BOARD OF COUNTY COMMISSIONERS ln,Lo�/ncz. ) Kate Dean, Ch Davidllivan, Member IkN) Greg Brotherton, Member Page 4 of 5 JEFFERSON COUNTY BOARD OF HEALTH Kees Kolff, Chair �k&t4k+00-1-- tc � 'J Shells Wester an, Vice Chair 1 David Sullivan, Member Denis Stearns, Page 5 of 5 JEFFERSON COUNTY BOARD OF COUNTY COMNIISSIONERS AGENDA REQUEST TO: Board of County Commissioners r FROM: Philip Morley, County Administrator Patty Charnas, Director, Department of Com nity De el ment Stuart Whitford, Director, Environmental Public Health Division DATE: March 25, 2019 RE: Joint Resolution with the Board of Health Establishing a Regulatory Reform Program for Jefferson County STATEMENT OF ISSUE: The Board of County Commissioners (BoCC) will consider adopting will a Joint Resolution with the Board of Health to establish a Regulatory Reform Program for Jefferson County, centered in the Department of Community Development and Environmental Public Health Division. The Joint Resolution is attached to this Agenda Request. The Joint Resolution memorializes in writing policy direction that the County Commissioners have previously expressed that the County undertake Regulatory Reform. The Board of Health is responsible for setting policy for Environmental Public Health, and voted to approve the Joint Resolution at its meeting on March 21, 2019. ANALYSIS: The County Commissioners previously held a briefing on a draft of the Joint Resolution for Regulatory Reform on February 19, 2019. The Board of Health also held a briefing on the Joint Resolution at its meeting on February 21, 2019. The Board of County Commissioners recently adopted an updated Comprehensive Plan in December of 2018. In shaping and adopting the Comprehensive Plan, the Board recognized the importance of regulatory reform for economic development, affordable housing, residential development, and environmental protection and adaptation to climate change. Jefferson County's development and environmental health regulations and procedures have evolved incrementally over the years. A program of regulatory reform can reduce the inadvertent complexity, inconsistencies and unpredictable permitting paths that exist today, while continuing to protect public health and the environment, assist the County in adapting to climate change, and make it easier, less time consuming and cheaper for applicants to comply and for County staff to administer. As the Commissioners have previously noted, streamlining regulations and permit review procedures will support economic development, job creation and wage growth, affordable housing, environmental protection and public health, all of which can help lift citizens out of poverty, support public services, and promote social equity in Jefferson County. Regulatory reform can make it more attractive to comply voluntarily with health, safety and environmental protections, support the County's new Code Compliance effort, and reduce the incidence of non-compliant development and activities that can negatively impact surrounding properties. The Joint Resolution of the Jefferson County Board of County Commissioners and the Jefferson County Board of Health would: Initiate a Regulatory Reform Program of the County's current regulatory structure and associated permitting processes to promote the public welfare and improve regulatory compliance with public health protection, environmental protection and public safety, while reducing the cost and barriers to economic development, and affordable housing, consistent with state law; • Define the goals of the Regulatory Reform Program as: o Protect Jefferson County's environment; o Streamline and simplify the structure of County Code to make it understandable and efficient to comply with and to administer; o Reduce the Code and permit review reliance on burdensome and costly professional studies; o Allow County departments greater flexibility to allow minor exceptions that retain environmental protections and public safety; o Streamline permit review procedures; and o Enhance transparency and accountability for timely reviews; • Direct Community Development and Environmental Public Health to develop a regulatory reform work program and schedule to be presented to the County Commissioners and the Board of Health by July 1, 2019. The work program and schedule should be designed to implement and sequence regulatory reform with: o a new permitting system EnerGov, and scheduled updates to the County's Critical Areas Ordinance and Shoreline Master Program, followed by an update to the remainder of the Unified Development Code; o reflecting Washington State's pending updates to the state's On -Site Sewage Systems Code, Food Safety Code, and Solid Waste Code; identifying and evaluating where the County's environmental health code may be more stringent than State law and evaluate the efficacy of those provisions; and 2 • Direct Community Development and Environmental Public Health to develop an early and continuous public participation program for the regulatory reform program The Joint Resolution has already be adopted by the Board of Health on March 21, 2019. The Joint Resolution now before the BoCC for adoption includes edits requested by the Commissioners in February, and is in a more readable format, as suggested by the Board of Health at their briefing in February. FISCAL IMPACT: Implementing a Regulatory Reform Program will require dedication of existing staff time, and depending on work -load capacity, may also require future budget appropriations. RECOMMENDATION: Adopt the Joint Resolution, as already approved by the Board of Health !L� � _ iii►' 3 -3 Z��17 Date