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The Gunter Group LLC ~ 32500014 CITY OF TIGARD - CONTRACT SUMMARY & ROUTING FORM Contract Overview Contract/Amendment Number: 32500014 Contract Start Date: 8/8/2024 Contract End Date: 2/13/2025 Contract Title: Tyler ERP Change Management Consultant Contractor Name: The Gunter Group LLC Contract Manager: Keri Anderson Department: IT Contract Costs Original Contract Amount: $140,400 Total All Previous Amendments: n/a Total of this Amendment: n/a Total Contract Amount: $140,400 Procurement Authority Contract Type: Personal Services Procurement Type: Intermediate RFP <=$150K Solicitation Number: n/a LCRB Date: n/a Account String: Fund-Division-Account Work Order – Activity Type Amount FY 25 6002300-54001 $140,400 FY FY FY FY Contracts & Purchasing Approval Purchasing Signature: Comments: DocuSign Routing Route for Signature Name Email Address Contractor Matt Bader mattb@guntergroup.com City of Tigard Steve Rymer stever@tigard-or.gov Final Distribution Contractor Sara Nugent accounting@guntergroup.com Project Manager Keri Anderson Keri.anderson@tigard-or.gov Project Manager Buyer Rosie McGown Rosie.mcgown@tigard-or.gov Contract Number 32500014 CITY OF TIGARD, OREGON PERSONAL SERVICES CONTRACT TYLER ERP CHANGE MANAGEMENT CONSULTANT THIS AGREEMENT made and entered into this 8th day of August 2024 by and between the City of Tigard, a municipal corporation of the State of Oregon, hereinafter called City, and The Gunter Group LLC, hereinafter called Contractor. RECITALS WHEREAS, the City’s 2025 fiscal year budget provides for services related to the implementation of the Tyler Technologies ERP system; and WHEREAS, City has need for the services of a company with a particular training, ability, knowledge, and experience possessed by Contractor, and WHEREAS, City has determined that Contractor is qualified and capable of performing the professional services as City does hereinafter require, under those terms and conditions set forth, THEREFORE, the Parties agree as follows: 1. SERVICES TO BE PROVIDED Contractor will initiate services immediately upon receipt of City’s notice to proceed together with an executed copy of this Agreement. Contractor agrees to complete work that is detailed in Exhibit A, incorporated herein by reference. 2. EFFECTIVE DATE AND DURATION This Agreement is effective upon the date of execution and expires on February 13, 2025, unless otherwise terminated or extended. All work under this Agreement must be completed prior to the expiration of this Agreement. 3. COMPENSATION The City agrees to pay Contractor in accordance with the fee schedule outlined in Exhibit A. The total amount paid to the Contractor by the City may not exceed One Hundred Forty Thousand Four Hundred and No/100 Dollars ($140,400.00). Payments made to Contractor will be based upon the following applicable terms: A. Payment by City to Contractor for performance of services under this Agreement includes all expenses incurred by Contractor, with the exception of expenses, if any, identified in this Agreement as separately reimbursable. B. Payment will be made in installments based on Contractor’s invoice, subject to the approval of the City Manager, or designee, and not more frequently than monthly. Unless otherwise agreed, payment will be made only for work actually completed as of the date of invoice. C. Payment by City releases City from any further obligation for payment to Contractor for services performed or expenses incurred as of the date of the invoice. Payment may not be considered acceptance or approval of any work or waiver of any defects therein. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 2 | P a g e Tyler ERP Change Management Consultant 32500014 D. Contractor must make payments promptly, as due, to all persons supplying labor or materials for the performance of the work provided for in this Agreement. E. Contractor may not permit any lien or claim to be filed or prosecuted against the City on any account of any labor or material furnished. F. Contractor will pay to the Department of Revenue all sums withheld from employees pursuant to ORS 316.167. G. Contractor will pay all contributions or amounts due the Industrial Accident Fund from the contractor or any subcontractor. H. If Contractor fails, neglects, or refuses to make prompt payment of any claim for labor or services furnished to Contractor or a subcontractor by any person as such claim becomes due, City’s Finance Director may pay such claim and charge the amount of the payment against funds due or to become due the Contractor. The payment of the claim in this manner does not relieve Contractor or their surety from obligation with respect to any unpaid claims. I. Contractor will promptly, as due, make payment to any person, co-partnership, association, or corporation, furnishing medical, surgical, and hospital care or other needed care and attention, incident to sickness or injury, to the employees of Contractor, of all sums that Contractor agrees to pay for the services and all moneys and sums that Contractor collected or deducted from the wages of employees pursuant to any law, contract, or agreement for the purpose of providing or paying for services. J. Contractor and its employees, if any, are not active members of the Oregon Public Employees Retirement System and are not employed for a total of 600 hours or more in the calendar year by any public employer participating in the Retirement System. K. Contractor must obtain, prior to the execution of any performance under this Agreement, a City of Tigard Business License. The Tigard Business License is based on a calendar year with a December 31st expiration date. New businesses operating in Tigard after June 30th of the current year will pay a pro-rated fee though the end of the calendar year. L. The City certifies that sufficient funds are available and authorized for this Agreement during the current fiscal year. Funding during future fiscal years is subject to budget approval by Tigard’s City Council. 4. OWNERSHIP OF WORK PRODUCT City is the owner of and is entitled to possession of any and all work products of Contractor which result from this Agreement, including any computations, plans, correspondence, or pertinent data and information gathered by or computed by Contractor prior to termination of this Agreement by Contractor or upon completion of the work pursuant to this Agreement. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 3 | P a g e Tyler ERP Change Management Consultant 32500014 5. ASSIGNMENT/DELEGATION Neither party may assign, sublet or transfer any interest in or duty under this Agreement without the written consent of the other and no assignment has any force or effect unless and until the other party has consented. If City agrees to assignment of tasks to a subcontract, Contractor is fully responsible for the acts or omissions of any subcontractors and of all persons employed by them. Neither the approval by City of any subcontractor nor anything contained herein creates any contractual relation between the subcontractor and City. The provisions of this Agreement are binding upon and will inure to the benefit of the parties to the Agreement and their respective successors and assigns. 6. STATUS OF CONTRACTOR AS INDEPENDENT CONTRACTOR Contractor certifies that: A. Contractor acknowledges that for all purposes related to this Agreement, Contractor is an independent contractor as defined by ORS 670.600 and not an employee of City. Contractor is not entitled to benefits of any kind to which an employee of City is entitled and is solely responsible for all payments and taxes required by law. Furthermore, in the event that Contractor is found by a court of law or any administrative agency to be an employee of City for any purpose, City is entitled to offset compensation due, or to demand repayment of any amounts paid to Contractor under the terms of this Agreement, to the full extent of any benefits or other remuneration Contractor receives (from City or third party) as a result of said finding and to the full extent of any payments that City is required to make (to Contractor or to a third party) as a result of said finding. B. Contractor is not an officer, employee, or agent of the City as those terms are used in ORS 30.265. 7. CONFLICT OF INTEREST The undersigned Contractor hereby represents that no employee of the City, or any partnership or corporation in which a City employee has an interest, has or will receive any remuneration of any description from Contractor, either directly or indirectly, in connection with the letting or performance of this Agreement, except as specifically declared in writing. If this payment is to be charged against Federal funds, Contractor certifies that he/she is not currently employed by the Federal Government and the amount charged does not exceed their normal charge for the type of service provided. 8. INDEMNIFICATION City has relied upon the professional ability and training of Contractor as a material inducement to enter into this Agreement. Contractor represents that all of its work will be performed in accordance with generally accepted professional practices and standards as well as the requirements of applicable federal, state, and local laws, it being understood that acceptance of a Contractor’s work by City will not operate as a waiver or release. Contractor agrees to indemnify and defend the City, its officers, employees, agents, and representatives and hold them harmless from any and all liability, causes of action, claims, losses, damages, judgments, or other costs or expenses, including attorney's fees and witness Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 4 | P a g e Tyler ERP Change Management Consultant 32500014 costs (at both trial and appeal level, whether or not a trial or appeal ever takes place including any hearing before federal or state administrative agencies), that may be asserted by any person or entity which in any way arise from, during, or in connection with the performance of the work described in this contract, except liability arising out of the sole negligence of the City and its employees. Such indemnification will also cover claims brought against the City under state or federal worker's compensation laws. If any aspect of this indemnity is found to be illegal or invalid for any reason whatsoever, such illegality or invalidity does not affect the validity of the remainder of this indemnification. 9. INSURANCE Contractor and its subcontractors must maintain insurance acceptable to City in full force and effect throughout the term of this contract. Such insurance must cover risks arising directly or indirectly out of Contractor's activities or work hereunder, including the operations of its subcontractors of any tier. The policy or policies of insurance maintained by the Contractor must provide at least the following limits and coverages: A. Commercial General Liability Insurance Contractor will obtain, at Contractor’s expense, and keep in effect during the term of this contract, Comprehensive General Liability Insurance covering Bodily Injury and Property Damage on an “occurrence” form (CG 2010 1185 or equivalent). This coverage must include Contractual Liability insurance for the indemnity provided under this contract. The following insurance will be carried: Coverage Limit General Aggregate $2,000,000 Products-Completed Operations Aggregate $2,000,000 Personal & Advertising Injury $1,000,000 Each Occurrence $1,000,000 Fire Damage (Any one fire) $50,000 B. Commercial Automobile Insurance Contractor must also obtain, at Contractor’s expense, and keep in effect during the term of the contract, Commercial Automobile Liability coverage including coverage for all owned, hired, and non-owned vehicles on an “occurrence” form. The Combined Single Limit per occurrence may not be less than $2,000,000. If Contractor uses a personally-owned vehicle for business use under this contract, the Contractor will obtain, at Contractor’s expense, and keep in effect during the term of the contract, business automobile liability coverage for all owned vehicles on an “occurrence” form. The Combined Single Limit per occurrence may not be less than $2,000,000. C. Workers’ Compensation Insurance The Contractor, its subcontractors, if any, and all employers providing work, labor, or materials under this Contract that are subject employers under the Oregon Workers' Compensation Law must comply with ORS 656.017, which requires them to provide Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 5 | P a g e Tyler ERP Change Management Consultant 32500014 workers' compensation coverage that satisfies Oregon law for all their subject workers. Out-of-state employers must provide Oregon workers' compensation coverage for their workers who work at a single location within Oregon for more than 30 days in a calendar year. Contractors who perform work without the assistance or labor of any employee need not obtain workers’ compensation coverage. All non-exempt employers must provide Employer's Liability Insurance with coverage limits of not less than $1,000,000 each accident. D. Additional Insured Provision All required insurance policies, other than Workers’ Compensation and Professional Liability, must name the City its officers, employees, agents, and representatives as additional insureds with respect to this Agreement. E. Insurance Carrier Rating Coverages provided by the Contractor must be underwritten by an insurance company deemed acceptable by the City. All policies of insurance must be written by companies having an A.M. Best rating of "A-VII" or better, or equivalent. The City reserves the right to reject all or any insurance carrier(s) with an unacceptable financial rating. F. Self-Insurance The City understands that some contractors may self-insure for business risks and the City will consider whether such self-insurance is acceptable if it meets the minimum insurance requirements for the type of coverage required. If Contractor is self-insured for commercial general liability or automobile liability insurance, Contractor must provide evidence of such self-insurance. Contractor must provide a Certificate of Insurance showing evidence of the coverage amounts on a form acceptable to the City. The City reserves the right in its sole discretion to determine whether self-insurance is adequate. G. Certificates of Insurance As evidence of the insurance coverage required by the contract, Contractor will furnish a Certificate of Insurance to the City. No contract is effective until the required Certificates of Insurance have been received and approved by the City. The certificate will specify and document all provisions within this contract and include a copy of Additional Insured Endorsement. A renewal certificate will be sent to the below address prior to coverage expiration. H. Primary Coverage Clarification The parties agree that Contractor’s coverage is primary to the extent permitted by law. The parties further agree that other insurance maintained by the City is excess and not contributory insurance with the insurance required in this section. I. Cross-Liability Clause A cross-liability clause or separation of insureds clause will be included in all general liability, professional liability, pollution, and errors and omissions policies required by this Agreement. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 6 | P a g e Tyler ERP Change Management Consultant 32500014 A certificate in form satisfactory to the City certifying to the issuance of such insurance will be forwarded to: City of Tigard Attn: Contracts and Purchasing Office contractspurchasing@tigard-or.gov At the discretion of the City, a copy of each insurance policy, certified as a true copy by an authorized representative of the issuing insurance company, may be required to be forwarded to the above address. Such policies or certificates must be delivered prior to commencement of the work. The procuring of such required insurance will not be construed to limit Contractor’s liability hereunder. Notwithstanding said insurance, Contractor is obligated for the total amount of any damage, injury, or loss caused by negligence or neglect connected with this Agreement. 10. METHOD & PLACE OF SUBMITTING NOTICE, BILLS AND PAYMENTS All notices, bills and payments will be made in writing and may be given by personal delivery, mail, or by fax. Payments may be made by personal delivery, mail, or electronic transfer. The following addresses will be used to transmit notices, bills, payments, and other information: CITY OF TIGARD THE GUNTER GROUP LLC Attn: Keri Anderson Attn: Sara Nugent Address: 13125 SW Hall Blvd Tigard, OR 97223 Address: 4380 SW Macadam Ave, Ste 110 Portland, OR 97239 Phone: (503) 718-2625 Phone: (971) 373-8987 Email: keri.anderson@tigard-or.gov Email: accounting@guntergroup.com Notice will be deemed given upon deposit in the United States mail, postage prepaid, or when so faxed, upon successful fax. In all other instances, notices, bills and payments will be deemed given at the time of actual delivery. Changes may be made in the names and addresses of the person to who notices, bills, and payments are to be given by giving written notice pursuant to this paragraph. 11. SURVIVAL The terms, conditions, representations, and warranties contained in this Agreement survive the termination or expiration of this Agreement. 12. MERGER This writing is intended both as a final expression of the Agreement between the parties with respect to the included terms and as a complete and exclusive statement of the terms of the Agreement. No modification of this Agreement will be effective unless and until it is made in writing and signed by both parties. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 7 | P a g e Tyler ERP Change Management Consultant 32500014 13. TERMINATION WITHOUT CAUSE At any time and without cause, City has the right in its sole discretion to terminate this Agreement by giving notice to Contractor. If City terminates this Agreement pursuant to this paragraph, City will pay Contractor for services rendered to the date of termination. Contractor may terminate this Agreement for any reason effective upon thirty (30) business days’ written notice. 14. TERMINATION WITH CAUSE A. City may terminate this Agreement effective upon delivery of written notice to Contractor, or at such later date as may be established by City, under any of the following conditions: 1) If City funding from federal, state, local, or other sources is not obtained and continued at levels sufficient to allow for the purchase of the indicated quantity of services. This Agreement may be modified to accommodate a reduction in funds. 2) If federal or state regulations or guidelines are modified, changed, or interpreted in such a way that the services are no longer allowable or appropriate for purchase under this Agreement. 3) If any license or certificate required by law or regulation to be held by Contractor, its subcontractors, agents, and employees to provide the services required by this Agreement is for any reason denied, revoked, or not renewed. 4) If Contractor becomes insolvent, if voluntary or involuntary petition in bankruptcy is filed by or against Contractor, if a receiver or trustee is appointed for Contractor, or if there is an assignment for the benefit of creditors of Contractor. Any such termination of this agreement under paragraph (A) will be without prejudice to any obligations or liabilities of either party already accrued prior to such termination. B. City, by written notice of default (including breach of contract) to Contractor, may terminate the whole or any part of this Agreement: 1) If Contractor fails to provide services called for by this Agreement within the time specified, or 2) If Contractor fails to perform any of the other provisions of this Agreement, or fails to pursue the work as to endanger performance of this Agreement in accordance with its terms, and after receipt of written notice from City, fails to correct such failures within ten (10) days or such other period as City may authorize. The rights and remedies of City provided above related to defaults (including breach of contract) by Contractor are not exclusive and are in addition to any other rights and remedies provided by law or under this Agreement. If City terminates this Agreement under paragraph (B), Contractor will be entitled to receive as full payment for all services satisfactorily rendered and expenses incurred, provided, that the City may deduct the amount of damages, if any, sustained by City due to breach of contract by Contractor. Damages for breach of contract include those Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 8 | P a g e Tyler ERP Change Management Consultant 32500014 allowed by Oregon law, reasonable and necessary attorney fees, and other costs of litigation at trial and upon appeal. C. Contractor may terminate this Agreement upon material breach by City of its obligations under this Agreement, or any SOW under this agreement, provided that Contractor has given City written notice of such default and City has failed to cure the default within ten (10) days of receiving such notice. 15. ACCESS TO RECORDS City will have access to such books, documents, papers and records of Contractor as are directly pertinent to this Agreement for the purpose of making audit, examination, excerpts and transcripts. 16. HAZARDOUS MATERIALS Contractor will comply with all federal Occupational Safety and Health Administration (OSHA) requirements and all Oregon safety and health requirements. In accordance with OSHA and Oregon OSHA Hazard Communication Rules, if any goods or services provided under this Agreement may release, or otherwise result in an exposure to, a hazardous chemical under normal conditions of use (for example, employees of a construction contractor working on-site), it is the responsibility of Contractor to provide the City with the following information: all applicable Safety Data Sheets, the identity of the chemical/s, how Contractor will inform employees about any precautions necessary, an explanation of any labeling system, and the safe work practices to prevent exposure. In addition, Contractor must label, tag, or mark such goods. 17. FORCE MAJEURE Neither City nor Contractor will be considered in default because of any delays in completion and responsibilities hereunder due to causes beyond the control and without fault or negligence on the part of the parties so disenabled, including but not restricted to, an act of God or of a public enemy, civil unrest, volcano, earthquake, fire, flood, epidemic, quarantine restriction, area-wide strike, freight embargo, unusually severe weather or delay of subcontractor or supplies due to such cause; provided that the parties so disenabled will within ten (10) days from the beginning of such delay, notify the other party in writing of the cause of delay and its probable extent. Such notification will not be the basis for a claim for additional compensation. Each party will, however, make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon cessation of the cause, diligently pursue performance of its obligation under the Agreement. 18. NON-WAIVER The failure of City to insist upon or enforce strict performance by Contractor of any of the terms of this Agreement or to exercise any rights hereunder should not be construed as a waiver or relinquishment to any extent of its rights to assert or rely upon such terms or rights on any future occasion. 19. HOURS OF LABOR, PAY EQUITY In accordance with ORS 279B.235, the following are hereby incorporated in full by this reference: Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 9 | P a g e Tyler ERP Change Management Consultant 32500014 A. Contractor may not employ an individual for more than 10 hours in any one day, or 40 hours in any one week, except as provided by law. For contracts for personal services, as defined in ORS 279A.055, Contractor must pay employees at least time and a half pay for all overtime the employees work in excess of 40 hours in any one week, except for employees who are excluded under ORS 653.010 to 653.261 or under 29 U.S.C. 201 to 209 from receiving overtime. B. Contractor must give notice in writing to employees who work on a public contract, either at the time of hire or before commencement of work on the contract, or by positing a notice in a location frequented by employees, of the number of hours per day and days per week that the employees may be required to work. C. Contractor may not prohibit any of Contractor’s employees from discussing the employee’s rate of wage, salary, benefits or other compensation with another employee or another person and may not retaliate against an employee who discusses the employee’s rate of wage, salary, benefits or other compensation with another employee or another person. D. Contractor must comply with the pay equity provisions in ORS 652.220. Compliance is a material element of this Agreement and failure to comply will be deemed a breach that entitles City to terminate this Agreement for cause. 20. NON-DISCRIMINATION Contractor will comply with all federal, state, and local laws, codes, regulations, and ordinances applicable to the provision of services under this Agreement, including, without limitation: A. Title VI of the Civil Rights Act of 1964; B. Section V of the Rehabilitation Act of 1973; C. The Americans with Disabilities Act of 1990, as amended by the ADA Amendments Act (ADAAA) of 2008 (Pub L No 101- 336); and D. ORS 659A.142, including all amendments of and regulations and administrative rules, and all other applicable requirements of federal and state civil rights and rehabilitation statutes, rules and regulations. 21. ERRORS Contractor will perform such additional work as may be necessary to correct errors in the work required under this Agreement without undue delays and without additional cost. 22. EXTRA (CHANGES) WORK Only the City’s Project Manager for this Agreement may change or authorize additional work. Failure of Contractor to secure authorization for extra work constitutes a waiver of all right to adjust the contract price or contract time due to such unauthorized extra work and Contractor will not be entitled to compensation for the performance of unauthorized work. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 10 | P a g e Tyler ERP Change Management Consultant 32500014 23. WARRANTIES Contractor will guarantee work for a period of one year after the date of final acceptance of the work by the owner. Contractor warrants that all practices and procedures, workmanship and materials are the best available unless otherwise specified in the profession. Neither acceptance of the work nor payment therefore relieves Contractor from liability under warranties contained in or implied by this Agreement. Any intellectual property rights delivered to the City under this Agreement and Contractor’s services rendered in the performance of Contractor’s obligations under this Agreement, will be provided to the City free and clear of any and all restrictions on or conditions of use, transfer, modification, or assignment, and be free and clear of any and all liens, claims, mortgages, security interests, liabilities, charges, and encumbrances of any kind. 24. ATTORNEY'S FEES In the event an action, suit of proceeding, including appeal, is brought for failure to observe any of the terms of this Agreement, each party is responsible for that party’s own attorney fees, expenses, costs and disbursements for the action, suit, proceeding, or appeal. 25. CHOICE OF LAW, VENUE The provisions of this Agreement are governed by Oregon law. Venue will be the State of Oregon Circuit Court in Washington County or the U.S. District Court for Oregon, Portland. 26. COMPLIANCE WITH STATE AND FEDERAL LAWS/RULES Contractor will comply with all applicable federal, state and local laws, rules and regulations applicable to the work in this Agreement. 27. CONFLICT BETWEEN TERMS In the event of a conflict between the terms of this Agreement and Contractor’s proposal, this Agreement will control. In the event of conflict between a provision in the main body of the Agreement and a provision in the Exhibits, the provision in the main body of the Agreement will control. In the event of an inconsistency between Exhibit A and Exhibit B, Exhibit A will control. 28. AUDIT Contractor will maintain records to assure conformance with the terms and conditions of this Agreement and to assure adequate performance and accurate expenditures within the contract period. Contractor agrees to permit City, the State of Oregon, the federal government, or their duly authorized representatives to audit all records pertaining to this Agreement to assure the accurate expenditure of funds. 29. SEVERABILITY In the event any provision or portion of this Agreement is held to be unenforceable or invalid by any court of competent jurisdiction, the validity of the remaining terms and provisions will not be impaired unless the illegal or unenforceable provision affects a significant right or responsibility, in which case the adversely affected party may request renegotiation of the Agreement and, if negotiations fail, may terminate the Agreement. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 11 | P a g e Tyler ERP Change Management Consultant 32500014 30. COMPLIANCE WITH TAX LAWS Contractor represents and warrants that Contractor is, to the best of the undersigned’s knowledge, not in violation of any Oregon tax laws including but not limited to ORS 305.620 and ORS Chapters 316, 317, and 318. Contractor’s failure to comply with the tax laws of this state or a political subdivision of this state before the Contractor executed this Agreement or during the term of this Agreement is a default for which the City may terminate this Agreement and seek damages and other relief available under the terms of this Agreement or applicable law. IN WITNESS WHEREOF, City and Contractor have caused this Agreement to be executed by their duly authorized officials. CITY OF TIGARD THE GUNTER GROUP LLC By: __________________________________ By: __________________________________ Name: _______________________________ Name: _______________________________ Title: ________________________________ Title: ________________________________ Date: ________________________________ Date: ________________________________ Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 8/9/2024 Matt Bader Partner 8/12/2024 City Manager Steve Rymer 12 | P a g e Tyler ERP Change Management Consultant 32500014 EXHIBIT A SERVICES TO BE PROVIDED INTRODUCTION The City is replacing its legacy systems with ERP software from Tyler Technologies including modules for Finance, Payroll, Human Resources, Utility Billing, Enterprise Asset Management, 311 Service Requests, and Permitting and Licensing. The Tyler Finance and Payroll modules are live. Asset Management, Utility Billing and Human Resources are on schedule for “go live” in August, September, and November, respectfully. Permitting and licensing is targeting a January-February 2025 “go live.” Change management and communications are currently provided by each module implementation team and directed by the team’s Functional Lead. The City Management and Communications staff assist each team with change management for external stakeholders. The Change Management consultant will work closely with Functional Leads and City Management/Communications to define and document Change Management and Communications processes for both internal and external stakeholders. SCOPE OF WORK The City desires to implement a formal Change Management program for ongoing implementation and operations/upgrades of the Tyler ERP system. The Contractor will (1) engage key city staff in designing and developing components of the program, (2) perform change management duties for several months, and (3) identify ongoing roles and responsibilities to be assumed by City staff to continue change management for the life of the Tyler system. The Contractor will report to the City’s IT Director. Key Deliverables 1. Communications Plan. Contractor will develop a detailed communications plan, visual communications timeline, and playbook of communications best practices that can be applied to Tyler modules being implemented, future system updates, and other communications opportunities during Tyler ERP operations. The plan needs to address communications at all levels within the organization from front line staff to the city Leadership Team, as well as City Council and external stakeholders. Contractor will create templated messages and coordinate communications with department functional leads and IT staff supporting the Tyler project. 2. Stakeholder Impact Assessments. Contractor will develop processes for assessing the Tyler system impact on and usefulness to stakeholders. Contractor will propose methods and frequency of stakeholder feedback as part of ongoing Tyler operations, maintenance, and continuous improvement, including how to utilize stakeholder feedback. 3. User Engagement and Documentation. Contractor will evaluate User Acceptance Testing plans, User Training plans, and User Documentation for modules currently being implemented and User Support Documentation and ongoing User Training for modules currently in operation. Contractor will provide recommendations for improving user understanding and user engagement in the Tyler project. 4. Change Management Plan. Contractor will document key strategies to guide the Tyler ERP project to successful implementation and operations. Contractor will identify current gaps in Tyler ERP change management and recommendations for addressing those gaps. Contractor will work Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 13 | P a g e Tyler ERP Change Management Consultant 32500014 in close collaboration with the Tyler Core Team (functional leads for each module, IT project managers, and IT system administrators). Contractor will have access to the Tyler ERP Sponsors, Business Sponsors for each module, Functional Leads for each module, City Management/Comms staff responsible for external stakeholder coordination, the IT staff leading/supporting the Tyler ERP, and others as needed. 5. Project Management. Contractor will provide bi-weekly briefings to the Tyler Advisory Committee, a team that consists of the Business Sponsors of each module, on progress towards key milestones. Contractor will identify decisions and issues needing to be addressed. Contractor will present change management approach to citywide leadership team for feedback and approval. SCHEDULE MILESTONES Contractor will begin Monday August 19, 2024, and will continue through February 13, 2025. RATES AND COST ESTIMATE Consultant Roles Estimated Hours per Month Duration (months) Rate Not to Exceed Amount Functional Lead/Management Analyst Consultant 130 6 $180/hour $140,400 Estimated Travel Costs No travel is part of this contract - - - $0 Not to Exceed Total $140,400 Assumptions:  The time and materials with not to exceed estimate to complete the scope and deliverables defined. Should a change in deliverables arise, an Amendment, signed by both Parties will be executed. At no point can the work associated with this Contract exceed $150,000.  City stakeholders will be available and engaged to contribute to the project. Contractor will have access to the project sponsors as needed to make decisions, inform approach, and participate in regular engagement checkpoints.  City will assign project resources that will work with the Contractor team to help onboard, coordinate activities, and facilitate access to key systems which may include read only access to ERP test environment, current project documentation repository and email/calendaring applications.  City will make available any existing process and technical documentation within a reasonable time, including but not limited to, any previously documented business requirements and solution design documents. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 14 | P a g e Tyler ERP Change Management Consultant 32500014 EXHIBIT B CONTRACTOR’S PROPOSAL See following pages. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 1 City of Tigard ERP Change Management Consultant The Gunter Group Proposal July 17, 2024 © 2024 The Gunter Group. All rights reserved. Neither this document nor any parts of it may be reproduced in any form without permission in writing from The Gunter Group. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 2 Agenda 01. 02. Cover Page 03. About TGG Project Understanding & Approach 04.Sample Tools & Techniques 05.Team, Relevant Experience & References 06.Pricing Estimate & Assumptions Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 01. | Cover Page Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 4 Cover Page On behalf of The Gunter Group (TGG), thank you for the opportunity to propose on the City of Tigard ERP Change Management Consultant by providing a CM lead that has program and project management as well as systems implementation experience. We are excited to partner with the City of Tigard and grateful for the opportunity to share information about our firm, our understanding and approach of your problem statement and how we feel our firm can help support your needs. OUR APPROACH Our approach is designed based on our understanding of the RFP document and our relevant experience supporting organizations with their strategic change management needs. We recognize that the people at the heart of an organization or project need to be heard and understood. By utilizing a listen-first philosophy, we partner with our clients to provide exceptional service and solutions. OUR EXPERIENCE •Relevant Expertise: Our firm has significant experience helping clients through complex ERP implementations and owning all related workstreams, including change management. Specifically, we help clients understand their current state environment while guiding them to an optimized future state. Our firm is passionate about the user experience and we apply change management and communication techniques to ensure impacted users are prepared for any process changes. We work across industries to deliver strategic outcomes, including multiple clients in the public sector. We have worked with the City of Tigard previously and are currently working with another Oregon-based local government with their implementation of Tyler modules. •Holistic Capabilities: To enact thoughtful, effective, and positive change for our clients, we provide deep subject matter expertise across our service lines: Strategy, Execution, People, and Technology. Our team spans capabilities and understands the nuanced people, process and technology intersection required for this engagement. •Values Driven Partnership: Our firm is centered on our “non-negotiables”, which are leadership traits and characteristics that guide us every day in our interactions with clients, our fellow consultants, and our community. They are foundational to delivering valuable consulting services and building lasting relationships with our clients. Thank you again for the opportunity to work with you on this exciting endeavor. We look forward to discussing our proposal in more detail. Please feel free to contact us with any questions. Matt Bader Partner 4380 SW Macadam Ave, Suite 110, Portland, Oregon 97239 (971) 373-8987 or (503) 380-6558 mattb@guntergroup.com Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 5 02. | About TGG Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 6 Our clients range from Fortune 100 to small businesses and include government, for profit, and nonprofit organizations. We work across a wide range of industries such as manufacturing, insurance, consumer products, healthcare, and education. We’re The Gunter Group. Our friends call us TGG. AWARDS •Top 10 Best Small Firm to Work For - Consulting Magazine - 5 Years •Top 100 Best Companies to Work For - Oregon Business - 9 Years •Best Workplaces Winner - Inc. Magazine - 3 Years •Oregon's Most Admired Companies - Portland Business Journal •Largest Technology Service Providers in Oregon & S.W. Washington - Portland Business Journal - 2 Years •Largest Management Consulting Firms in Portland Area - Portland Business Journal •Fastest Growing Private Companies - Portland Business Journal •Corporate Philanthropy Award - Portland Business Journal - 3 Years Strategy | Execution | People | TechnologyService Lines Recognized as a Top 10 National Best Small Firm to Work For by Consulting Magazine five years running, we take great pride in bringing a values-driven approach to consulting with our clients. REPRESENTATIVE CUSTOMERS 4380 SW Macadam Ave, Suite 110, Portland, Oregon 97239 Thoughtful Actions. Tangible Results. Founded in 2011 by Partners Michael & Ashleigh Gunter, The Gunter Group LLC is a privately owned management consulting firm with over 80 employees headquartered in Portland, Oregon. We also have teams in New Jersey, Tennessee, Southern California, Denver, Salt Lake City, and Reno. •Various local and state government agencies •Public school district •National Group Life Insurance •Large Regional Health Insurance •Workers Compensation •National Tire Retailer •National Early Childhood Education Provider •Global Petcare Provider •Global Manufacturing Organization •Fortune 100 Global Footwear & Apparel Company Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 These values are what guide us in every interaction with our clients, each other, and our community. They define who we are, how we hire, lead, and how we approach our work. We bring deep self-awareness and focused experience to every engagement, in order to show up fully for ourselves, our teams, and our clients. Emotional Intelligence Ambiguity is energizing. We approach complex challenges with curiosity and an ability to adapt, lead, and drive toward meaningful change. Thrives in Ambiguity We have confidence to know we can overcome incredible challenges and the humility to know we may not have all the answers. Grounded Confidence Change inspires us; learning is a lifelong passion. We are quick learners, driven by a desire to help our clients and coworkers flourish. Intellectual Curiosity Integrity What do you do when no one else is looking? Our teams act with integrity and honesty and focus on putting ourselves in the shoes of others. Our Non-Negotiables. We possess a natural bias toward action and collaboration. Working cross-functionally with transparency enables us to build relationships, figure things out, and win as a team. Collaborative Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 8 Our Services Organizations hire us to solve problems, inspire people, and deliver practical solutions that drive change. Strategy Helping senior leaders and leadership teams define where they are going and how to get there. ▪Strategy Development & Articulation ▪Facilitation ▪Strategy Governance Execution We help our clients get things done by working alongside key stakeholders and teams to plan key initiatives and deliver critical results. ▪Program & Project Leadership ▪Business & Systems Analysis ▪Operational & Process Improvement People We empower companies to align their people and strategic objectives to maximize results. ▪Organizational Design ▪Change Management ▪Leadership Coaching ▪Employee Engagement & Culture Technology With a cost-conscious and insightful approach that unites IT and business, we bring innovative solutions across technical environments. ▪Decision Insights & Data Services ▪Agile Practice ▪Enterprise Architecture & Advisory Services Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 9 03. | Project Understanding & Approach Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 Our Understanding City of Tigard is seeking a Change Management Consultant to support the Tyler ERP system implementation. City of Tigard is looking for a consultant with proven experience in creating change management programs for enterprise-wide systems within public sector organizations. The outcome of this effort will be to collaborate with city staff to develop change management and communication processes for the city's Tyler ERP system, initially serve as the Tyler ERP change management lead, handling all change management responsibilities and assist city staff in taking over and sustaining change management efforts. Key deliverables: •Communications Plan: Create a comprehensive communications plan, including a visual timeline and a playbook of best practices. •Stakeholder Impact Assessments: Establish processes to evaluate the impact and usefulness of the Tyler system for stakeholders. •User Engagement and Documentation: Review User Acceptance Testing plans, User Training plans, and User Documentation for modules •Change Management Plan: Outline key strategies to ensure the successful implementation and operation of the Tyler ERP project. •Project Management: Deliver bi-weekly updates to the Tyler Advisory Committee, regarding each module, detailing progress toward key milestones. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 Our Approach ASSESS Interview key stakeholders to understand culture, key challenges and lessons learned from prior module implementations. DESIGN 1 2 3 Design change management strategy and approach. Execute the components of the change management approach. Work with City of Tigard to build up internal capabilities and transition over time to Tigard staff. EXECUTE & SUSTAIN There is no one size fits all approach to change management. We will develop a strategy and tailor best practice tools based on the unique needs of your organization’s culture and your stakeholder needs. Practical Solutions. Real Impact. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 Detailed Approach The following activities will be completed to achieve objectives in each phase Key DeliverablesObjectivesKey Activities DESIGN Design the change management strategy, governance, and other critical processes to manage organizational change and support users. ASSESS Rapidly onboard to understand key stakeholders, program scope, org culture, & business model. Interview key stakeholders to elicit issues, concerns and lessons learned from prior phases. Assessment Findings Approved Change Management StrategyOutline a strategy for successful user readiness and adoption. Address any critical areas requiring remediation from previous module go lives. Formalize necessary governance and decision-making mechanisms Review project documentation such as RAID logs, timelines, and training collateral. Stakeholder interviews with leadership and key functional areas. EXECUTE & SUSTAIN See anticipated deliverables for Execution Phase on Slide 13Lead change management activities for upcoming modules. Integrate change management milestones into program plan. Review UAT plans and results for gaps in process and tool understanding. Monitor adoption post module go live. Develop plan to transition change management capabilities to Tigard staff.CONTINUOUS STAKEHOLDER FEEDBACKReview As Is and To Be Process Documentation for Completed and In Flight Modules Complete assessment findings and review with Finance Director and IT Director Estimated Timeline: 2-3 weeks Estimated Timeline: 2-3 weeks Estimated Timeline: Ongoing Through 1/2025 Outline a strategy for successful user readiness and adoption. Serve as Change Management lead for Tigard by driving the actions outlined in the approved strategy. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 13 Change Impact Analysis Communications Change Champions Readiness & Adoption Measurement Stakeholder Engagement Plan Identify stakeholders affected by ERP implementation and develop plans and materials to inform and educate in order to build buy-in and drive adoption. Document change impacts that capture what is changing, for whom, and the anticipated level of impact. Allows for early risk identification and mitigation and serves as a key input for communications, engagement and training efforts. Develop a communications plan and deploy targeted messaging through various vehicles to build awareness and alignment around the system’s benefits, timeline and next steps. Identify and enroll change champions who can help engage impacted employees at all levels and make the changes effective throughout the organization. Assess operational readiness to adopt the new technology and ways of working. Readiness reporting typically starts 6 weeks prior to go live and is followed by post go live adoption monitoring. 1 2 3 4 5 Ultimately change management is about supporting people through the transition from today’s way of doing things to tomorrow’s way of doing things so they can successfully adopt the changes. Without adoption, changes fail and money is wasted. A Comprehensive Approach to Change Management We believe that good change management has the fundamental components outlined below. How we tailor these components to your organization will be a collaborative effort that is aligned with your leadership team and determined in the Assess phase. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 04. | Sample Tools & Techniques Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 15 Impacted Stakeholder Groups Headquarters Functions Leadership / Execs Central Support Hospitals External Associate Services IT CEOs Managers Managers Benefit Providers IS Purchasing CIOS Associates Associates Payroll Providers Care Finance CFOs New Hires New Hires Learning Vendors Talent & Learning Payroll HR Leaders Field Leaders TA Vendors Operations Senior Leadership Hospital Leaders TMS Vendors Help Desk Candidates Legal Industry Influencers Analytics & Insights Industry Influencers Stakeholders are individuals or groups who have a vested interest in project outcomes and are impacted by, or can influence, change. Impacted stakeholder groups will be identified in the Assess phase. *This example is for illustrative purposes only and does not represent the stakeholder groups of the City of Tigard. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 16 Stakeholder Map Stakeholders will be mapped based on the degree to which they will be impacted by the project and the level of criticality to the overall success of this initiative. Maintain Confidence Involve Extensively Keep Informed Monitor and Respond Influence on Success on the System ImplementationImpact of System Implementation on Stakeholder Group Low High High Co-pilots Benefits Comp Assoc Rltns HRIS Analytics & Insights CEOs Commercial Payroll/ TE Finance CIOs Help Desk CFOs IS Talent & Learning Care Operations IT Org Eff POLT Talent & Learning Medicine Payroll Assoc Services Senior Leadership Associates ManagersNew Hires AssociatesNew Hires Hospital Leaders Field Leaders Benefit Providers Payroll Providers Learning Vendors TA Vendors TMS Vendors Candidates Industry Influencers Managers Talent Acq P&O Systems Legal *This example is for illustrative purposes only and does not represent the stakeholder groups of the City of Tigard. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 17 Stakeholder Map & Engagement Strategies Maintain Confidence Involve Extensively Keep Informed Monitor and Respond Influence on Success on the System ImplementationImpact of System Implementation on Stakeholder Group Low High High Co-pilots Benefits Comp Assoc Rltns HRIS Analytics & Insights CEOs Legal Commercial Payroll/ TE Finance CIOs Help Desk CFOs HR Leaders IS Talent & Learning Care Operations IT Org Eff POLT Talent & Learning Medicine Payroll Assoc Services Senior Leadership Associates ManagersNew Hires AssociatesNew Hires Hospital Leaders Field Leaders Benefit Providers Payroll Providers Learning Vendors TA Vendors TMS Vendors Candidates Industry Influencers The stakeholder map will be mapped to the engagement strategies that are defined in the Change Management Strategy. Below is an illustration of strategies that have worked well at other clients. Our engagement approach will be tailored to City of Tigard culture and needs. Managers Talent Acq P&O Systems Engagement Strategies •Provide regular Executive-level status updates •Communicate milestone completion •Provide in-person forums and other vehicles (e.g. Newsletter, Project Mailbox) to gather and respond to questions/concerns Engagement Strategies •Provide regular high-level status updates •Provide vehicle (e.g. Newsletter, Project Mailbox) to gather and respond to questions/concerns Engagement Strategies •Involve in Phase Kick-Offs •Provide regular detailed status updates (Newsletter) •Include in Knowledge Transfer (as appropriate) •Involve in Change Agent Network •Involve in “Super User”/” Early Adopter” sessions •Provide in-person forums to gather and respond to questions/concerns •Participate in prototype demonstrations (as appropriate) Engagement Strategies •Provide regular high-level status updates •Advise of Phase Kick-Offs and involve (as appropriate) •Communicate milestone completion •Provide vehicle (e.g., Project Mailbox) to gather and respond to questions/concerns *This example is for illustrative purposes only and does not represent the engagement strategies for the City of Tigard. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 18 Change Impact Analysis The primary purpose of the Change Impact Analysis is to provide content to other Change Management activities that will promote an understanding and adoption of change among the end-user population. Change Impact Analysis Change impacts captured during design and configuration phase Project Documentation (e.g., process maps)2 1 Communications •Enhances Communications Plan •Informs Key Messages •Validates Communication Channels Change •Informs Change Champion Network Activities •Identifies additional change management activities by function and/or stakeholder group Training •Informs Training Curriculum •Informs Courseware Materials and Reference Documents Input from Project Team and Leadership 3 Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 19 05. | Our Team, Relevant Experience & References Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 20 Project Team Below is our recommended team with the experience and capabilities to support your Change Management needs. LEADERSHIP TEAM Meghan Robidoux Senior Consultant Proposed Change Management Lead Angela Tekulve Principal Consultant CRM/ERP Services Matt Bader Partner TGG Leadership Team Our supporting activities include: ●Providing experience and expertise to support the City of Tigard ●Monitoring the quality of TGG service delivery via regular checkpoints with City of Tigard sponsors ●Monitoring run rate and budget to actual for TGG spend control ●Invoicing and contractual activities ENGAGEMENT LEAD Meghan is located in Hood River, Oregon and is available to be onsite at City of Tigard facilities per the desired frequency outlined in the RFP question responses. Meghan is available immediately. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 Key Competencies Senior Consultant Meghan is an experienced leader with over 20 years under her belt supporting organizations across the spectrum of people initiatives from improving employee engagement and culture, leading large-scale organizational change initiatives to driving organizational development and effectiveness outcomes. Meghan has spent the last 8 years consulting with clients across diverse industries and identifying root cause issues and creating strategies to solve for them while also leading the requisite change initiative. A key highlight of her work was integrating a firm-wide Talent Language into the ERP for a 10,000+ employee organization in the Finance industry. A driver of this work was supporting leaders through workshops and coaching sessions to understand, own and drive the improvement of the employee experience in their teams. This focus on development and measurability had a direct and tangible impact on employee experience and accountability metrics. With an MBA in International Finance and Economics and a lifelong mentor and trainer, she is a dynamic communicator and passionate when coaching individuals through their professional development goals and facilitating tactical and outcome focused career navigation conversations. Meghan is also an experienced facilitator across a number of emotional intelligence, and group dynamics assessments (Korn Ferry, signature strengths, high performing teams, etc.) and employs individualized, tactical and applicable tools and methodologies in her coaching style. Meghan hails from Michigan, but now resides in Hood River, Oregon with her husband and their two children. LEADERSHIP DEVELOPMENT MENTORING & COACHING CROSS-CULTURAL COMMUNICATION EMPLOYEE ENGAGEMENT CHANGE MANAGEMENT & TRAINING PROGRAM & PROJECT MANAGEMENT TEAM BUILDING & FACILITATION BUSINESS PROCESS DESIGN MEGHAN ROBIDOUX Senior Consultant A team with a wealth of knowledge leading strategic software implementation initiatives Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 22 Key Competencies Advisory: CRM & ERP Services Leader Angela is a transformational leader with over 15 years of experience in project management, business analysis, systems implementation, and quality improvement. She is passionate about the ambiguous and changing nature of complex projects and has a proven track record of developing the systems, processes, and tools necessary to make the complex simpler. Angela’s open, collaborative working style and can-do attitude fosters team building and cross-functional communication. Angela has deep expertise in leading large global projects for Fortune 500 companies across a variety of industries. Angela led a global compliance program transformation for a large Fortune 500 manufacturer, successfully leading stakeholders across the EMEA, North America and South America operations through significant business process, organizational and technology change. Most recently, Angela led over 1700 employees of an insurer’s largest business unit through an ERP implementation. Angela collaborated with operational leaders to standardize business processes, improve reporting capabilities and decommission a number of poorly controlled and unstable ad hoc tools. Angela also has deep CRM experience where she has led numerous implementations including a complex Cost, Pricing, Quote (CPQ) deployment. Angela holds both a Bachelors in Finance and Biology from the University of Georgia and a certification in IT Infrastructure Library. She is also a Certified Scrum Master, SAFe Agilist and Project Management Professional. Angela is a travel junkie and in her spare time enjoys globetrotting to some faraway locale. PROGRAM & PROJECT MANAGEMENT ORGANIZATIONAL TRANSFORMATION CHANGE MANAGEMENT SYSTEM IMPLEMENTATION BUSINESS ANALYSIS BUSINESS PROCESS MAPPING PROCESS IMPROVEMENT QUALITY IMPROVEMENT RISK MANAGEMENT TESTING MANAGEMENT ANGELA TEKULVE Principal Consultant, CRM/ERP Services A team with a wealth of knowledge leading strategic software implementation initiatives Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 23 Key Competencies Partner Matt's passion and leadership purpose is all about helping teams reach their highest potential. He loves building and leading high-performing teams and seeing what can be accomplished when strong values, sound strategy, and a relentless commitment to execution collide. He is a trusted advisor who thrives on building lasting partnerships and driving high-quality solutions for clients. With more than 17 years of strategy, program leadership, and organizational transformation experience in a wide variety of challenging and ambiguous environments. Matt brings a deep knowledge of implementing enterprise-wide transformations across people, process, and technology domains. He works with a broad range of clients on their organizational challenges and opportunities and has advised clients in the retail, education, finance, and professional services industries and served as a leader in the military and nonprofit sectors. Matt graduated from the United States Air Force Academy with a B.S. in business management and is a Certified Scrum Master, a Certified SAFe Agilist and has certifications in program management, LEAN, and contract management. He has spent the majority of his academic, military, and consulting career studying and employing character-based leadership principles in challenging and ambiguous environments. Outside of being a loving husband and father, Matt enjoys the intersection of all things hockey, heavy metal, fitness, and beer. LEADERSHIP STRATEGY DEVELOPMENT ORGANIZATIONAL TRANSFORMATION PROGRAM & PROJECT MANAGEMENT BUSINESS ANALYSIS PROCESS IMPROVEMENT CHANGE MANAGEMENT SYSTEM IMPLEMENTATION LEAN SIX SIGMA MATT BADER Partner A team with a wealth of knowledge leading strategic software implementation initiatives Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 Workplace Design Change Management Relevant Experience Challenge Our Client was standing up an entirely new function to support global campus expansion and growth strategies. The function sought to bring together workplace design, employee engagement & experience, and operational considerations. The Client engaged us to build process and to lead the change management efforts for several large employee transitions to new, remodeled, and repurposed locations globally. Approach Outcome ✔Led a multi-stream engagement to introduce the entire company to a new way of working. Surveyed employees to understand key requirements and facilitate more collaborative behaviors. ✔Advised internal and external stakeholders on all matters impacting employee experience and outlined strategies to mitigate risks and educate end-users to ensure business continuity. ✔Devised communications to ease the relocation of multiple large departments and successfully influenced corporate services to enhance employee experience. Change Management Implementation Planning Organizational Design Increased employee engagement scores post move Employees reported receiving consistent communication throughout move process Established employee concierge service to support employees during transition period Our pragmatic approach to effective strategic change management planning is grounded in working alongside your team to identify and articulate an actionable and focused plan. MULTINATIONAL FORTUNE 100 FOOTWEAR & APPAREL COMPANY BASED IN THE NORTHWEST Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 25 Tech Implementation Change Management The largest public-school system in the PNW, with 88 schools and 56k+ students. Change Management Project Management Tech Implementation Objective Implementing a risk management/incident tracking software to comply with a board directive, TGG was asked to step in midstream as the project was at risk of not going live on time. Approach MINIMIZED CHANGE FATIGUE Successfully introduced changes to modernize the Client’s technology solutions while minimizing change fatigue for impacted parties. COMPLETE ASSESSMENT Provided a complete assessment of requirements and change impacts, introduced a system for initial and ongoing risk management, and created and implemented communications plans. ✔Helped the client reframe the problem through a variety of coordinated activities, including: - requirements gathering ○scoping for realistic outcomes within the given timeframes ○managing and communicating the schedule to stakeholders ○assessing and mitigating risks ○identifying and involving stakeholders in the change Outcome Access to subject matter experts was limited, internal project management resources were not effective and there were issues with stakeholder buy-in. Challenge ✔Redistributed project management role to right-fit for employee skill level. Relevant Experience LARGE LOCAL POST-SECONDARY INSTITUTION Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 26 Large-Scale Change Management for Finance and HR ERP Implementation Change Management Comms and Training Project Management Challenge Our Client was midway through a $30M project to deploy a cloud-based Finance and Human Resources technology platform across three separate business units. A project of this scale was new to our client so they valued our experience in leading organizational change management and internal communications efforts. Details of how the project would impact roles and responsibilities needed to be shared thoughtfully within the organization. Approach ✔Developed a comprehensive communications plan while simultaneously developing communications resources to support employees ahead of the upcoming changes ✔Used tools from previous projects to keep everyone organized and focused primarily on developing close partnerships both within the project team and across each business ✔Conducted a requirements gathering process to understand the impact of the deployment to each business function, allowing us to prioritize communications and change management efforts across the organization EMPLOYEE SATISFACTION Measured high-levels of employee satisfaction via online surveys. SUCCESSFULLY DEPLOYED Deployed change to 22K employees. RESOURCES Implemented resources for future communications and project management. Results 22K employees Relevant Experience National pet health care provider. INTERNATIONAL ORGANIZATION THAT PROVIDES VETERINARY CARE, NUTRITION & SERVICES Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 27 ERP Assessment, Recommendations, & Roadmap ERP Assessment & Strategy Project Management Challenge Our Client identified a need to analyze and improve upon their current enterprise resource planning (ERP) to create greater efficiencies across the HR and Finance organizations. Key departments were stale in their processes and outdated in their technological approach to business solutions. The organization lacked a unified strategy, leading to ineffective, competing processes across departments and a failure to implement long-term technological solutions. Approach ✔Completed in-depth interviews with stakeholders at all levels of the IT, Finance, and HR departments to understand current-state and motivations for change ✔Thoroughly reviewed documentation to understand the current operating design and structure ✔Created a current-state assessment and developed a multi-tier strategy and road map with immediate, one, three, and five-year milestones and action plans to achieve the proposed solutions Outcome Business/Systems Analysis Relevant Experience The largest public-school system in the PNW, with 88 schools and 56k+ students. New structure created the capability to perform portfolio management. Newly created strategy aligned the organization’s overall vision and improved organizational efficiency to reduce current-state technical debt Business engineering governance model increased the organizational capability to process work backlogs. LARGE LOCAL POST-SECONDARY INSTITUTION Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 28 Workday ERP Implementation Leading Health & Life Insurance Organization operating in the PNW Challenge A national insurance provider with $4B in annual revenue and thousands of employees had a 20-year-old legacy GL software that was no longer supported, making replacement necessary. The Client engaged TGG to lead the implementation strategy, collaborating with the client’s business and IT resources and a third-party Workday configuration team. TGG was asked to lead all major implementation activities outside of the core system configuration for Workday Financials. This included program management, business analysis and process design, change management and training strategy, and the project management for technology integrations. Approach Outcomes ●The program made its way through 3 proof of concept reviews and successfully navigated through Final Go-Live (as of Jan 2021). The team defined clear work stream governance, roles and responsibilities, and removed blockers from the project’s scope. Our team identified and planned for the impacts of the Workday implementation by mapping and tracking more than 200 business processes, 300 business-specific tools, and 60 feeder system IT integrations. The organization has migrated to the new platform and is finalizing work to transition the project to sustainment. ●In addition to Workday implementation activities, our team helped identify two strategic initiatives dependent on Workday. We incorporated them into project activities, preventing months of re-work that would have been required after the Workday go-live. ✔Deployed the TGG team to critical positions on key tracks of work. ✔Led program governance, roles and responsibilities, methodology, analysis, CM & training strategy. ✔Managed multiple vendors to lead IT system integrations. ✔Led all requirements work, process mapping, UAT, and change management. Change Management & Training Business Analysis Program & Project Management Relevant Experience LARGE AMERICAN INSURANCE & FINANCIAL COMPANY Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 ERP Implementation Challenge To remain on Oracle Support and take advantage of new technology, our Client’s enterprise resource planning (ERP) system needed upgrades and new features implemented. The ERP system covered 4 states and multiple subsidiaries, constituting a major effort for the upgrade project. Due to previously established trust in our capabilities, the Client requested our leadership to manage the 9-month, $2M project consisting of a 100+ member team to implement the multifaceted changes. Approach Outcome ✔Partnered with the software vendor to ensure business requirements were met and the schedule was maintained. ✔Developed and managed a robust communication framework, empowered resource engagement, expectation alignment, and challenge resolution as the development team executed upon the plan. ✔Applied coaching and people management among the core project teams as an additional layer of value. ERP Upgrade & Implementation Business Analysis Project Management Relevant Experience ERP system was successfully upgraded and system performance was improved through implementation of new infrastructure. Clarified business unit responsibilities through training and updated documentation. Financial data secured as a result of the system upgrade. A large healthcare and insurance company providing solutions to four states in the Northwest. Serves 2.5 million members and employs roughly 5,500 people. NON-PROFIT HEALTHCARE COMPANY BASED IN PNW Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 30 Digital Transformation “I have worked with The Gunter Group for more than five years and view them as a trusted advisor that I can call upon for strategic projects.” ~ SVP Corporate Strategy Challenge Our Client is currently designing a new Digital Transformation Program Structure and a Continuous Delivery Model to more effectively build, implement, and support a reimagined family experience. The Executive team needed a partner to help them understand what ‘digital transformation’ actually looks like to their organization, as well as deliver against that strategy. Our Client approved all recommendations made by our team, and has begun resourcing a program structure of more than 50 employees. With our assistance, they are defining OKRs and Product Roadmaps that will seek to add immediate value to the customer experience. Approach Outcomes Created clarity by developing an E2E view customer value streams. ✔Comprehensive digital assessment with continual feedback with leadership team to provide full transparency and organizational alignment ✔Define strategic themes and value streams ✔Define Program/ Product structure along with roles and responsibilities ✔Partnered with IT leadership to define a roadmap for transition from legacy infrastructure to platform-based microservices. ✔Support in hiring the right talent as the Digital Organization grows ✔Partner to develop OKRs ✔Lead Product Management training prior to Initial Big Room planning session ✔Provide coaching on Agile practices Strategy Development Organizational Design Program & Product Management Relevant Experience Established Digital Portfolio and supported teams as they started delivery LARGE NATIONAL CHILDHOOD EDUCATION COMPANY LARGE NATIONAL CHILDHOOD EDUCATION COMPANY Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 31 ORGANIZATION CONTACTS Portland Community College (PCC) Angela McMahon Director of Academic and Student Affairs Application Systems, Support, and Project Management amcmahon@pcc.edu 971.722.4415 Nevada System of Higher Education (NSHE) Andrew Clinger Former Chief Financial Officer at NSHE Currently VP Admin & Finance - University of Nevada-Reno aclinger@unr.edu 775.784.3408 KinderCare Education Wei-Li Chong Former President of KinderCare wlc@cultureplaybookpartners.com 908.472.1619 The Standard Insurance Company Erin Karrigan Director, Change Management Office Operations Erin.Karrigan@standard.com 888.937.4783 Our Representative Expertise - References Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 06. | Pricing Estimate & Assumptions Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 33 Cost Proposal ●This fee structure represents an estimate of costs and is based on the information available in the RFP. ●Should either party determine a significant change in scope, schedule, or budget is necessary, a change order may be used to establish agreement for that change between both parties. Below please find breakdown of our estimate for Change Management support with a not to exceed amount of $140,400. This estimate is based on our projection of the support required based on the RFP. This estimate presumes a start date of 8/01/2024 with support continuing through 1/2025. This time and materials estimate is based on an average of 130 hours/month. Our proposed resource is located near the City of Tigard’s offices, therefore, we anticipate no travel reimbursement requirement. Consultant Roles Estimated Hours per Month Duration (in months) Rate Not To Exceed Amount Functional Lead/Management Analyst Consultant 130 6 $180 $140,400 Estimated Travel Costs None, resource is local to City of Tigard $0 Approx Total $140,400 Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 34 Assumptions ●The time and materials with not to exceed estimate is based off of the scope and deliverables as defined in the RFP and in our approach on Slides 11 through 13. Should City of Tigard require needs above and beyond this, TGG will work with City of Tigard on a Change Order to reflect the modified scope. ●The approach and pricing listed in this proposal is made under the assumption that TGG will manage the effort with TGG resources in the above mentioned roles. ●The resources presented in this proposal are available now. Should the anticipated start date of the engagement exceed this start date we may be unable to guarantee the named resource. In this case, TGG will supply resources of the same caliber and experience to the program. ●City of Tigard stakeholders will be available and engaged to contribute to the project. TGG will have access to the project sponsors as needed to make decisions, inform approach, and participate in regular engagement checkpoints. ●City of Tigard will assign project resources that will work with the TGG team to help onboard, coordinate activities, and facilitate access to key systems which may include read only access to ERP test environment, current project documentation repository and email/calendaring applications. ●City of Tigard will make available any existing process and technical documentation within a reasonable time, including but not limited to, any previously documented business requirements and solution design documents. Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5 The Gunter Group 35 We appreciate your consideration of our proposal and look forward to discussing with you further. Thank You 4380 SW Macadam Ave, Suite 110 Portland, Oregon 97239 971.373.8987 www.GunterGroupConsulting.com Docusign Envelope ID: F0037DA3-76A4-492C-8992-2B9C1A95EEB5