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2023-10-31 - Agendas - Tentative
City of Fayetteville, Arkansas 113 West Mountain Street Fayetteville, AR 72701 (479) 575-8323 City Council Tentative Agenda Tuesday, October 31, 2023 4:30 PM City Hall Room 219 City Council Members Vacant Ward 1 Council Member D'Andre Jones Ward 1 Council Member Sarah Moore Ward 2 Council Member Mike Wiederkehr Ward 2 Council Member Scott Berna Ward 3 Council Member Sarah Bunch Ward 3 Council Member Teresa Turk Ward 4 Council Member Holly Hertzberg Ward 4 Mayor Lioneld Jordan City Attorney Kit Williams City Clerk Treasurer Kara Paxton Page 1 of 1928 City Council Meeting Tentative Agenda October 31, 2023 ZOOM INFORMATION: 1. WEBINAR ID: 852 8532 4816 PUBLIC REGISTRATION LINK: HTTPS://US06WEB.ZOOM.US/WEBINAR/REGISTER/ WN X5SOEV5EQ61LLAJU1TVR1Q CALL TO ORDER ROLL CALL PLEDGE OF ALLEGIANCE MAYOR'S ANNOUNCEMENTS, PROCLAMATIONS AND RECOGNITIONS CITY COUNCIL MEETING PRESENTATIONS, REPORTS AND DISCUSSION ITEMS 1. MONTHLY FINANCIAL REPORT - CHIEF FINANCIAL OFFICER A. CONSENT A.1. APPROVAL OF THE OCTOBER 17, 2023 CITY COUNCIL MEETING MINUTES (2023-568) A.2. TYLER TECHNOLOGIES, INC. (SERVICE AGREEMENT): /_\:�x•Y�l����[�7►�1�7_1,�:Z�>►�I�_1►I_[e]:���J1�►�r���l��:r�7��:7 TECHNOLOGIES, INC., FOR A NEW BILLING AND PAYMENT SYSTEM AND PAYMENT PROCESSING MERCHANT ACCOUNT (2023-1221) A.3. STILWELL CONSULTING (SERVICE CONTRACT): A RESOLUTION TO APPROVE A CONTRACT WITH STILWELL CONSULTING IN THE AMOUNT OF $188,900.00 FOR THE CREATION OF AN ARTS AND CULTURE PLAN FOR THE CITY OF FAYETTEVILLE, AND TO APPROVE A PROJECT CONTINGENCY IN THE AMOUNT OF $7,600.00 (2023-1179) A.4. CRAFTON, TULL & ASSOCIATES, INC. (SERVICE CONTRACT): A RESOLUTION TO APPROVE A PROFESSIONAL ENGINEERING SERVICES AGREEMENT WITH CRAFTON, TULL & ASSOCIATES, INC., PURSUANT TO RFQ 23-01 SELECTION #6, IN AN AMOUNT NOT TO EXCEED $204,275.00 FOR DESIGN SERVICES ASSOCIATED WITH THE DRAKE STREET TRAIL CONNECTION, AND TO APPROVE A PROJECT CONTINGENCY IN THE AMOUNT OF $25,000.00 (2023-1204) A.5. OMNIA PARTNERS (PRODUCTS/SERVICES CONTRACT): City of Fayetteville, Arkansas page 2 Page 2 of 1928 City Council Meeting Tentative Agenda October 31, 2023 A RESOLUTION TO APPROVE THE PURCHASE OF TECHNOLOGY PRODUCT SOLUTIONS AND RELATED SERVICES FROM CDWG ON AN AS - NEEDED BASIS, PURSUANT TO AN OMNIA PARTNERS COOPERATIVE CONTRACT, THROUGH APRIL 30, 2026, AND ANY FUTURE RENEWAL PERIODS (2023-1206) A.6. LRS SOUTH, LLC (FRANCHISE AGREEMENT): A RESOLUTION TO APPROVE AN AGREEMENT WITH LRS SOUTH, LLC FOR THE HAULING AND DISPOSAL OF SOLID WASTE AND RECYCLABLE MATERIALS IN THE CITY OF FAYETTEVILLE (2023-1215) A.7. HAMILTON ALLIANCE (SERVICE CONTRACT): A RESOLUTION TO APPROVE AN AGREEMENT WITH HAMILTON ALLIANCE, INC. FOR THE HAULING AND DISPOSAL OF SOLID WASTE AND RECYCLABLE MATERIAL IN THE CITY OF FAYETTEVILLE (2023-1055) A.8. OUTBOUND WASTE, LLC (SERVICE CONTRACT): A RESOLUTION TO APPROVE AN AGREEMENT WITH OUTBOUND WASTE, LLC FOR THE HAULING AND DISPOSAL OF SOLID WASTE AND RECYCLABLES IN THE CITY OF FAYETTEVILLE (2023-1088) A.9. CLABBER CREEK SEWER REPAIR (BUDGET ADJUSTMENT): A RESOLUTION TO APPROVE A BUDGET ADJUSTMENT IN THE AMOUNT OF $344,960.00 TO FUND THE REPAIR OF A 48-INCH SEWER MAIN IN THE CLABBER CREEK AREA (2023-1211) A.10. CITY OF FARMINGTON (SANITARY SEWER SERVICE CONTRACT): A RESOLUTION TO APPROVE A CONTRACT FOR SANITARY SEWER SERVICE BETWEEN THE CITIES OF FARMINGTON AND FAYETTEVILLE IN WHICH FAYETTEVILLE WILL ACCEPT AND TREAT SEWERAGE FROM FARMINGTON IN FAYETTEVILLE'S WASTEWATER TREATMENT FACILITY THROUGH DECEMBER 31, 2032 (2023-1212) A.11. GARNEY COMPANIES, INC. (WEST WATER TRANSMISSION MAIN): A RESOLUTION TO AUTHORIZE A CONSTRUCTION MANAGER AT RISK CONTRACT WITH GARNEY COMPANIES, INC., PURSUANT TO RFQ 23-05, FOR THE WEST TRANSMISSION WATER MAIN PROJECT IN THE INITIAL AMOUNT OF $690,329.00, AND TO APPROVE A BUDGET ADJUSTMENT (2023-1210) A.12. MISTY SIMPSON WATER DAMAGE CLAIM (BUDGET ADJUSTMENT): A RESOLUTION TO APPROVE A BUDGET ADJUSTMENT IN THE AMOUNT OF $80,039.00 TO FUND THE MISTY SIMPSON WATER DAMAGE CLAIM AT City of Fayetteville, Arkansas page 3 Page 3 of 1928 City Council Meeting Tentative Agenda October 31, 2023 2425 EAST SHARON STREET (2023-1220) A.13. ARKANSAS ONE -CALL SYSTEM, INC. (UTILITY LOCATING SERVICES): A RESOLUTION TO APPROVE THE PURCHASE OF UTILITY LOCATING SERVICES FOR 2023 FROM ARKANSAS ONE -CALL SYSTEM, INC. IN AN AMOUNT NOT TO EXCEED $45,000.00 (2023-1205) A.14. WATER & SEWER VEHICLE AND TRAILER REPAIR (BUDGET ADJUSTMENT): A RESOLUTION TO APPROVE A BUDGET ADJUSTMENT IN THE AMOUNT OF $20,000.00 TO COVER THE REPAIR AND REPLACEMENT COSTS FOR TWO UNITS USED BY THE WATER & SEWER OPERATIONS DIVISION (2023- 1214) A.15. SELECTIVE TRAFFIC ENFORCEMENT PROJECT (GRANT AWARD): A RESOLUTION TO AUTHORIZE ACCEPTANCE OF A 2023 SELECTIVE TRAFFIC ENFORCEMENT PROJECT GRANT AWARD IN THE AMOUNT OF $72,700.00, AND TO APPROVE A BUDGET ADJUSTMENT (2023-1166) A.16. BULLETPROOF VEST PARTNERSHIP GRANT PROGRAM (GRANT AWARD): A RESOLUTION TO AUTHORIZE ACCEPTANCE OF A MATCHING GRANT AWARD FROM THE 2023 BULLETPROOF VEST PARTNERSHIP PROGRAM IN THE AMOUNT OF $11,990.00 FOR THE REPLACEMENT OF BODY ARMOR VESTS AND OUTFITTING NEW OFFICERS, AND TO APPROVE A BUDGET ADJUSTMENT (2023-1175) A.17. LAW ENFORCEMENT MENTAL HEALTH AND WELLNESS ACT (GRANT AWARD): A RESOLUTION TO AUTHORIZE ACCEPTANCE OF A NON -MATCHING GRANT AWARD IN THE AMOUNT OF $200,000.00 FOR THE EXPANSION OF THE POLICE DEPARTMENT'S WELLNESS AND RESILIENCY PROGRAM FUNDED THROUGH THE 2023 LAW ENFORCEMENT MENTAL HEALTH AND WELLNESS ACT, AND TO APPROVE A BUDGET ADJUSTMENT. (2023-1207) B. UNFINISHED BUSINESS B.1. REINDL PROPERTIES, INC. (PURCHASE CONTRACT): A RESOLUTION TO AUTHORIZE THE MAYOR TO SIGN A REAL ESTATE PURCHASE CONTRACT WITH REINDL PROPERTIES, INC. FOR THE SALE OF APPROXIMATELY 0.5 ACRES OF CITY PROPERTY IN THE SOUTH END OF THE CIVIC PLAZA FOR THE AMOUNT OF $1,247,455.00 (2023-1171) City of Fayetteville, Arkansas page 4 Page 4 of 1928 City Council Meeting Tentative Agenda October 31, 2023 AT THE OCTOBER 17, 2023 CITY COUNCIL MEETING, THIS ITEM WAS TABLED TO THE NOVEMBER 7, 2023 CITY COUNCIL MEETING. B.2. REZONING-2023-0025: (524 S. WILLOW AVE./BWB WILLOW LLC, 524): AN ORDINANCE TO REZONE THE PROPERTY DESCRIBED IN REZONING PETITION RZN 2023-025 FOR APPROXIMATELY 0.22 ACRES LOCATED AT 524 SOUTH WILLOW AVENUE IN WARD 1 FROM NC, NEIGHBORHOOD CONSERVATION TO DG, DOWNTOWN GENERAL (2023-1138) AT THE OCTOBER 17, 2023 CITY COUNCIL MEETING, THIS ITEM WAS LEFT ON THE FIRST READING. C. NEW BUSINESS C.1. CROWN HOOKAH LOUNGE, INC. (PRIVATE CLUB PERMIT APPLICATION): AN ORDINANCE TO APPROVE THE APPLICATION OF HANA CHEFKE, ON BEHALF OF CROWN HOOKAH LOUNGE, INC. FOR A PERMIT TO OPERATE AS A PRIVATE CLUB IN THE CITY OF FAYETTEVILLE AT 550 WEST DICKSON STREET, SUITE NUMBER 2 (2023-1183) C.2. CHAPTER 33, ARTICLE III - DEPARTMENT OF PARKS AND RECREATION (AMENDMENT): AN ORDINANCE TO AMEND ARTICLE III DEPARTMENT OF PARKS AND RECREATION IN CHAPTER 33 DEPARTMENTS, BOARDS, COMMISSIONS, AND AUTHORITIES OF THE FAYETTEVILLE CITY CODE TO UPDATE THE NAME AND REVISE THE DUTIES OF THE DEPARTMENT AND ITS ADVISORY BOARD (2023-1180) C.3. CHAPTER 97 - PARKS, NATURAL RESOURCES AND CULTURAL AFFAIRS (AMENDMENT): AN ORDINANCE TO AMEND CHAPTER 97, PARKS, NATURAL RESOURCES AND CULTURAL AFFAIRS OF THE CITY CODE TO ADDRESS EVOLVING RECREATION TRENDS, SAFETY CONCERNS, PROTECTION OF NATURAL AND CULTURAL RESOURCES, AND TO CLARIFY AND SIMPLIFY LANGUAGE (2023-1181) CA. AMENDMENTS TO §71.170 AND §71.171 (CITY CODE UPDATE): AN ORDINANCE TO AMEND § 71.170 VEHICLE RESTRICTIONS FOR SHARED -USE PAVED TRAILS AND §71.171 RULES OF THE ROAD FOR FAYETTEVILLE TRAILS OF THE FAYETTEVILLE CITY CODE TO UPDATE THE TYPES OF VEHICLES ALLOWED ON THE CITY'S SHARED -USE PAVED TRAILS (2023-1186) C.5. VACATION-2023-0012: (546 W. CENTER ST/CAMPBELL FAMILY TRUST, City of Fayetteville, Arkansas page 5 Page 5 of 1928 City Council Meeting Tentative Agenda October 31, 2023 484): AN ORDINANCE TO APPROVE VAC 23-12 FOR PROPERTY LOCATED AT 546 WEST CENTER STREET IN WARD 2 TO VACATE A 0.04 ACRE PORTION OF UTILITY EASEMENT (2023-1217) C.6. VACATION-2023-0005: (612 W. CENTER ST/TRINITAS VENTURES, 483): AN ORDINANCE TO APPROVE VAC 23-05 FOR PROPERTY LOCATED AT 612 WEST CENTER STREET IN WARD 2 TO VACATE A 0.15 ACRE PORTION OF ALLEY RIGHT-OF-WAY (2023-1209) C.7. REZONING-2023-0026: (5839 W. DOT TIPTON RD./MARTINEZ, 475): AN ORDINANCE TO REZONE THE PROPERTY DESCRIBED IN REZONING PETITION RZN 2023-026 FOR APPROXIMATELY 5.27 ACRES LOCATED AT 5839 WEST DOT TIPTON ROAD IN WARD 4 FROM R-A, RESIDENTIAL - AGRICULTURAL, TO RSF-2, RESIDENTIAL SINGLE-FAMILY, TWO UNITS PER ACRE (2023-1182) C.8. REZONING-2023-0028: (150 N. SKYLINE DR, UNIT 22/MOUNT SEQUOYAH CENTER INC, 486): AN ORDINANCE TO REZONE THE PROPERTY DESCRIBED IN REZONING PETITION RZN 2023-028 FOR APPROXIMATELY 0.14 ACRES LOCATED AT 150 NORTH SKYLINE DRIVE IN WARD 1 FROM P-1, INSTITUTIONAL TO NS- G, NEIGHBORHOOD SERVICES -GENERAL (2023-1208) PROPOSED AGENDA ADDITIONS D. CITY COUNCIL AGENDA SESSION PRESENTATIONS D.1. SALES TAX REPORT - PAUL BECKER AND ENERGY REPORT - PETER NIERENGARTEN D.2. FAYETTEVILLE HOUSING REPORT 3 OF 3 - BRITIN BOSTICK E. CITY COUNCIL TOUR F. ANNOUNCEMENTS G. ADJOURNMENT City of Fayetteville, Arkansas page 6 Page 6 of 1928 CITY OF FAYETTEVILLE ARKANSAS MEETING OF OCTOBER 31, 2023 CITY COUNCIL MEMO 2023-1221 TO: Mayor Jordan and City Council THRU: Susan Norton, Chief of Staff Paul Becker, Chief Financial Officer Keith Macedo, IT Director FROM: Cheryl Partain, Utilities Financial Services Mgr DATE: October 20, 2023 SUBJECT: Tyler Technologies, Inc. - Utility Billing and Miscellaneous Billing Payment Systems, Utility Billing Interactive Voice Response (IVR) Payment System, and Payment Processing Merchant Account RECOMMENDATION: Staff recommends approving the attached agreement with Tyler Technologies, Inc. authorizing the Utilities Financial Services Division to implement a new Tyler Utility Billing/Miscellaneous Billing online payment portal, IVR payments solution, create a new online credit card/E-Check payment merchant account with Tyler Technologies for the processing of customer payments and approve staff to have the authority to sign any additional payment processing documentation related to this upgrade. BACKGROUND: The city utilizes Tyler New World ERP eSuite to process Utility Billing and Miscellaneous Billing online payments and Paymentus for IVR (phone) payment. Paymentus was initially implemented in 2002 for both IVR and online payments. In 2019 the city implemented Tyler New World ERP eSuite to serve as the primary utility billing online payment solution to keep up with customer needs, changing technology and Payment Card Industry (PCI) requirements. With the upgrade, an agreement was also signed to utilize Automated Merchant Services (AMS), Inc. for credit card processing due to the integration with Tyler New World Utility Billing and ERP, which includes eSuites. DISCUSSION: The city has worked with Tyler staff over the last 2 years to review their replacement of eSuite with a new product called Utility Access. City staff have reviewed the product, provided input to Tyler on required functionality, and followed Utility Access implementations at several other cities to confirm the new product is working as described. The new Utility Access product combines online and IVR (phone) payments into a single system that improves the customer experience and provides new administrative management features to improve customer support. Tyler requires all clients to use their credit card payment processor, called Tyler Payments, to process payments with Utility Access. City Utility Billing and Information Technology staff are recommending the new Utility Access and Tyler Payments to improve the online utility payment, miscellaneous billing, and IVR payments. BUDGET/STAFF IMPACT: Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 7 of 1928 Water/Sewer and Recycling and Trash Funds operational budgets will absorb the credit card/e-check processing fees. The additional credit card fees for the upgrade have been requested in the 2024 operational fund budgets and will be requested in the future operational budget process. As part of the upgrade a one-time fee for new credit card machines for the over the counter payments of $5,447.00 and an annual software maintenance fee of $2,340.00. Both costs will also be absorbed in the operational budgets for both Funds. ATTACHMENTS: SRF (#3), Tyler Payments and Utility Access Service Agreement (#4), Tyler Payments - Payment Card Processing Agreement (#5) Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 8 of 1928 == City of Fayetteville, Arkansas y 113 West Mountain Street Fayetteville, AR 72701 (479)575-8323 - Legislation Text File #: 2023-1221 Tyler Technologies, Inc. - Utility Billing and Miscellaneous Billing Payment Systems, Utility Billing Interactive Voice Response (IVR) Payment System, and Payment Processing Merchant Account A RESOLUTION TO APPROVE AN AGREEMENT WITH TYLER TECHNOLOGIES, INC., FOR A NEW BILLING AND PAYMENT SYSTEM AND PAYMENT PROCESSING MERCHANT ACCOUNT WHEREAS, in 2019 the City implemented Tyler New World ERP eSuite to serve as the primary utility billing online payment solution which also required an agreement with Automated Merchant Services, Inc. for credit card processing; and WHEREAS, staff recommends implementing the new Utility Access and Tyler Payments services, both of which are available through Tyler Technologies, to improve the online utility payment, miscellaneous billing, and phone payment experience. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby authorizes Mayor Jordan to sign agreements with Tyler Technologies, Inc., both of which are attached to this Resolution, for the use of Utility Access and Tyler Payments for an initial cost of $7,787.00. Page 1 Page 9 of 1928 Cheryl Partain Submitted By City of Fayetteville Staff Review Form 2023-1221 Item ID 11/7/2023 City Council Meeting Date - Agenda Item Only N/A for Non -Agenda Item 10/18/2023 UTILITIES FINANCIAL SVCS (710) Submitted Date Division / Department Action Recommendation: Staff recommends approving the attached agreement with Tyler Technologies, Inc. to upgrade the existing Utility Billing/Miscellaneous Billing online payment systems, Utility Billing Interactive Voice Response (IVR) payment system to Utility Access and create a new Tyler Payments merchant account with Tyler Technologies for processing of customer payments. Budget Impact: 5400.710.1810-5320.02/5500.750.5000- 5320.02 Account Number N/A Project Number Budgeted Item? Yes Does item have a direct cost? Yes Is a Budget Adjustment attached? No Purchase Order Number: Change Order Number: Original Contract Number: Comments: Water & Sewer/Recycling & Trash Fund N/A Project Title Total Amended Budget Expenses (Actual+Encum) Available Budget Item Cost Budget Adjustment Remaining Budget $ 431,000.00 $ 339,311.77 Is 91,688.23 $ 7,787.00 83,901.23 Previous Ordinance or Resolution # Approval Date: V20221130 Page 10 of 1928 • •0: Quoted By: �• •0• Quote Expiration: !er Quote Name: Sales Quotation For: City of Fayetteville 113 W Mountain St Fayetteville AR 72701-6083 ents Payments - Client Card Cost - Interchange Plus Tyler One New World Payments New World Payments Payments - Other Fees Tyler One Client eCheck Cost eCheck Rejects Credit Card Chargebacks Client Card Cost - Interchange Plus Client eCheck Cost 2022-324910-G5R8Q5 Summer Zwarun 10/31/23 City of Fayetteville AR _Tyler Payments, Utility Access (NWERP) (EPL) Utility Billing 0.50% $ 0.50 X X X Miscellaneous 0.50% $ 0.50 X X $ 1.95 $ 5.00 $ 15.00 Per card transaction with Visa, MasterCard, Discover, and American Express for all transactions on top of industry -driven rates for bank fees, card brand fees, interchange fees, dues, assessments, and other processing fees. Per electronic check transaction. Page 1 Page 11 of 1928 eCheck Rejects Credit Card Chargebacks r Transaction Utilities I Uti I ityAccess 3rd Party Hardware, Software and Services Third Party Hardware, Software and Services Payments PCI Service Fee (Per Device) Payments Lane 3000 Terminal Purchase Summary Total Tyler Software Total SaaS Total Tyler Services Total Third -Party Hardware, Software, Services Summary Total Contract Total 2022-324910-G5R8Q5 When an eCheck transaction comes back as declined (e.g bounced check) If a card payer disputes a transaction at the card issuing bank (e.g. stolen card) $ 1.25 $ 1.25 $ 0.00 13 $0 $0 $2,340 13 $ 419 $ 5,447 $ 0 TOTAL $ 5,447 $ 2,340 One Time Fees Recurring Fees $0 $0 $0 $0 $0 $0 $ 5,447 $ 2,340 $ 5,447 $ 2,340 $ 7,787 Page 2 Page 12 of 1928 Comment Please Note: Customers have the option to register for paperless billing using the UtilityAccess portal. Your use of Payments and any related items included on this order is subject to the terms found at: https://www.tylertech.com/terms/payment-card- processing-agreement. By signing this order or the agreement in which it is included, you agree you have read, understand, and agree to such terms. Please see attached Payments fee schedule. Client agrees that items in this sales quotation are, upon Client's signature or approval of same, hereby added to the existing agreement ("Agreement") between the parties and subject to its terms. Additionally, payment for said items, as applicable but subject to any listed assumptions herein, shall conform to the following terms, subject to payment terms in an agreement, amendment, or similar document in which this sales quotation is included: • License fees for Tyler and third -party software are invoiced upon the earlier of (i) delivery of the license key or (ii) when Tyler makes such software available accessible. • Fees for hardware are invoiced upon delivery. • Fees for year one of hardware maintenance are invoiced upon delivery of the hardware. • Annual Maintenance and Support fees, SaaS fees, Hosting fees, and Subscription fees are first payable when Tyler makes the software accessible to the Client (for Maintenance) or on the first day of the month following the date this quotation was signed (for SaaS, Hosting, and Subscription), and any such fees are prorated to align with the applicable term under the agreement, with renewals invoiced annually thereafter in accord with the Agreement. • Fees for services included in this sales quotation shall be invoiced as indicated below. o Implementation and other professional services fees shall be invoiced as delivered. o Fixed -fee Business Process Consulting services shall be invoiced 50% upon delivery of the Best Practice Recommendations, by module, and 50% upon delivery of custom desktop procedures, by module. o Fixed -fee conversions are invoiced 50% upon initial delivery of the converted data, by conversion option, and 50% upon Client acceptance to load the converted data into Live/Production environment, by conversion option. Where conversions are quoted as estimated, Tyler will invoice Client the actual services delivered on a time and material basis. " o Except as otherwise provided, other fixed price services are invoiced upon complete delivery of the service. For the avoidance of doubt, where Project Planning Services are provided, payment shall be invoiced upon delivery of the Implementation Planning document. Dedicated Project Management services, if any, will be invoiced monthly in arrears, beginning on the first day of the month immediately following initiation of project planning. o If Client has purchased any change management services, those services will be invoiced in accordance with the Agreement. 2022-324910-G5R8Q5 Page 3 Page 13 of 1928 o Notwithstanding anything to the contrary stated above, the following payment terms shall apply to fees specifically for migrations: Tyler will invoice Client 50% of any Migration Services Fees listed above upon Client approval of the product suite migration schedule. The remaining 50%, by line item, will be billed upon the go -live of the applicable product suite. Tyler will invoice Client for any Project Management Fees listed above upon the go -live of the first product suite. Annual SaaS Fees will be invoiced upon availability of the hosted environment. • Expenses associated with onsite services are invoiced as incurred. Any SaaS or hosted solutions added to an agreement containing Client -hosted Tyler solutions are subject to Tyler's SaaS Services terms found here: https://www.tylertech.com/terms/tyler-saas-services. Unless otherwise indicated in the contract or amendment thereto, pricing for optional items will be held For six (6) months from the Quote date or the Effective Date of the Contract, whichever is later. Customer Approval: Print Name: 2022-324910-G5R8Q5 Date: P.O.#: Page 4 Page 14 of 1928 Home ® Terms 4 Payment Card Processing Agreement rF ' Terms of Use Contents lhis Payment Card ProcessIng Agreeme ;this "Process ng Agreement") s glace and entered o by and between per Tc:. � .erg. s, n.. � De,allllare corporation i, .''yieY"i, and C; ens e"Merchant`). (Acknow' edgemen'ts - Mem er Bank rg ee ?he.._ {�� �/p� 1® ACKNOWLEDGEMENTS Required * Settlernenl and e ;7 -his P a. B; exec..] r ,si ree or a , a ,omi a lying � re, Form. "r r ha?t is Char ebacks contract .i g wit :. I to c, ,: Ca processing ing services on Mi. er chants :tee: a:�. r Fees and ,'vo ( +,P .icense b, Merchant acknG;,41 edge, that Tyler contracts r.C`a ✓cyYEnl� N:{^eSSGr `;a 'PrccesJ:,), Third Parry P-oid. ers 141eI-nbers, ails oth -. 'i I. c i. d pro ! ens to provide se`"'dices u: der this a`Gcessi ; Agreement, � � J:ef" Confident� „_ri � and Men :.al t hereby consentsto ie use of _,..alp Processor", MenCers, and ^the"s tG Yi Ov. e Proone aiy ?: `O "y'aTton such services, Represe"ratio':.s and Tyler represen's ;hat the ter.:'_; anc pro :sions o his . yoc s?g logleemert .: _ not inccrisis<t.er Warranties the germs Ila vdvisiors at t s F agreements bewee (vier ano su .rc party prcviclers,, _imitation: of is :lity Indemnification 2m MEMBER BANK AGREEMENT REQUIRED - Taxes Term, Suspension, and ` a. When Mere' ant's st 'ners navy Mier pant through Tyler, � er rat h may be he recin,er,t o' a m na-ion Card 'ended ,payment. ;-?e or-anizahon Visa ` c s tFiat operate These Card systems (such as La �..,.,..; Dispute Rest uticn 7 n c. and Master'art7 ,.,t2.ill ati0nai ,.:.. rporated: cal iecti`Jely, t'e "Associations", re Ie that hat ceilaneous 4'erchan` a.. 011 enter into a direct conhracL onship with, an e t ty that is a e ben nt the k Certain Definitions Association and (ii) agree:G CJ??pIY vvitn Assoc. a i•o , Pu:es as They petal ap cab:e Lard > h;b;, ransacL;ibis that Vlerc-Ia,n' subrinits,roi-it„ Tylei, b, Merchan,, SjJall complete an appl cai oll vvilth he,, Vie"+ -er „It lvhich Tvier has Contra^ted, anc execute a,I abreemeia wi-h sus . b"ierni"jer ithe `Vien-iber Bank Agreen-lent` „ By executing a 'del"tlbe'r Bann Agreement, Mlerrhant ':s '.ui'ii r;,g t'ne A.ssocl.atron, Rule of entei"Trig, into a direct co"t'actual relatio,zship vvith a Member, and I iercin ..dh� agrees to Comply wit., L;Sco..-at a n Rules as t`ley pertain to Transactions Me .Il._n,. . tS or JrGC3;;511.g h,rztig ('e ._yler service. `,HatiyI.Pn?a_y ?ad.a'Yre^ to be responsible for 'C�hga+:,i c. sVerchant ac knc-,.edges ,a a NAlember sucI, rarlsaC%Ions as set lortr: ?? the titer: -fiber Bank Ag,eeiihel d 'it. (`bier"?ben si'IOuI�.. debit the l-.vie,chant ,Accoun, m, .::har,geb cks, `lOVv'eVe' rY ?e event bnr cn elli assesses ally such charg,ebacK or dispute relialred lees ro T Vier, -yller s?ail invoice e same to s ei"c -ant. a, Merchants Ban€ AAucount. in order tC receive -1" s, Merchant :lll.'SI rnalntaln a ro nK account (tine "Merchant Lank Acco-ol") at a Cant: Mat is a -erriber Ol the AUton ated Cieari' g House '"ACH"' systen, and the I-ederal Rese-`,fie vire system. Merchant agrees .r.Ot tG close 11 Me"chant Bank Account: Wili.h GUt O,IVing Tyler at least thirty (34) days' ;Nor Written notice and ibstitut i g another bar.K accouint, ,v'lerclham I s solely I ab*e 'or all ees and costs associa`,ed 64"n Merc'ilant Lank Account and for all GVedrafts, Tyler snail not be liable for any deiays In eceipt of funds Or e-ors HT daiK account.. � teies causeca by tni!d car -es, including belt n:,t limited to delays Or errors by the ii,ember Bank or pay, er.t - roce�.ssor tc Merchant Ca?K H CCunt. b. S2:t'ei7le t Tral'sact'Ons shall be s-ttleU according to rf'le terns of ;'-e lien ber BanK Agreennem. using the acceun„s_` whjch are designate.. by Merchant, J C. C ha`"gebacks. Chargebacks shall 1: be paid by M .::` 'n aCcordanlce 'vvith the Me, :,bee, Bank Agreement, G, Retr eya' Reggests, fVlerchant is earuired by ..ne Assoc ations to store or`ginai do-u n and to tiiTely respona to Ret, ieval Reque5rs, of each T rasa^tivn `Or at least six imon hs from l the date of the respective ransac to and retain o;ies all ' r such da a for east 8 months ro Ih the date of the res;Dective or i2i ii <"'t .S res'?OI sible to ai? v hart:,eb c. a *ha, re It tram Merchant's fa i.e to imery to Retrieve' Q q cesis for Co: ui:le tation re atng to a ?"ansa CtIo.?. Page 15 of 1928 a. Order Form. Mercham agrees to pay -y!er the fees set forty! in or attached to the Order Form for Services proviclec by Tyler and to 'which "this Agreement is hyper'!nked or attached. This !ray include fees for Payment Service Devices ,or other `quiPment ±'at Merchant ias e?ecte Ci o pure.case or rent as set forth on the .ruder Form. Fees for purchase wii be invoiced upon Shipment and Fees for rental wil'i be invoiced a'Inualiv in advance. Ai! Fees due hereunder are due within 45 days Of Invoice, The terms a::d ccgd!t o n s 0`i S !ch purchase or rental arese' forth on Exhibit A attached hereto and inCorDOrated nereln. lb. Ad.ustrnen-S to Pricmig. B, g ,'rig vvriten not Ce to 1',Alerchant, ry er may NAierchant'S tees, charges and discouirs res-1-ng f d.!ll (i) changes in Association fees {such as interchange, aSSeSSn eritS and other CI'a?gESi; ill. changes in prlCii-g by+ a^y thud • r"ty' prCl'Ider O uroduci" or service used fly Merchant: or .::) ot'iEr rnar e_ adjustr lent. SuIrC, I new ,,rites shall be applicable as of the effect v. Cate e.Stablisned by the Association or third ,-arty provid-a, Or as Of any later date specified in is nofte to P,rleicnan.. in ad dltio's , Ier may update p-ic er'tal of '_gU!iamei Uy' g!V!i"ig NirittEil notice t0 ilerC'ar the end or any Ir l ial rGlltrti .ern? or whensuchEquipment is UpgradeC t0 a ite''Yver 'llodel 01" replaced in accordancel'dith the jlricing set forth on Ty er's then -current Order Fenn. Payment of Fees. !?Mlle !�a (TlE ts. For :ieniS that. are initiateC oi:.:..-, a convenience fee or service fee y= may be assessed to the Cad hoide, f0each cavmentt ra.• ac_lon at is pa.: ele.Ciron!Ca':.y I sing a credit or deN, card, SuCil COi��`:2nlEni,._ ..,,, �.; ServiC�.:ee !:, Se forth in the. VrrJPi Foril and will be Charged .t tile tilde of the transaction to be deposited directly to a iyie= ba ils aCCotl-i`. TrorTlwhich air 12.cS aSSOCiZ,teC `,"tlih urOCeSSii?=, and Seib ii` °he t.r<"znsacti^ors will be paid. :.. CyC-i' the 1,^vC?ter Pay!neilts. For payme-nas tlla` are InifiateC iif- yoUi" Offices, a service fee may be assessed to thp Card`lolder ior eacPay'rllentra!nsal-mn as set fort.c in t.ne, barer Perm, and such fee, Will be charged at the time of fh: transaction to be deposited .. rectly Into a Tyler :yank account Tronl Nh.ch all fees associated with ,lrocesS."2 and, settling the transactions will be Daid. For all other fees, Tyle, s'!'all inVCiCe !V,errhant `oil services anti Service fees on a rnon l? y Das'S, i-rileSs otherwise se( forth in the Or: ei Form. Eadi Iil'voicE, S^ail state the total :::voleeG annauni: and. ,hail be accompanied by a reasonably deia ed ItEn':iZatlOi`i of Services ar'C St:rviCe -ees.. v='0ng ..::Eiji'r of a properly Ubm4ited r:VO1.':E; the Merchant salt pa:v amou?lts mvv:n , t;:erein thirty (30) ::lays in ;arrears, ilf Absorbed Pay' rE nrts, For payments'''la_{are !nit:aced Online and!o: in -person,, file Nl._:chant may elect to pay for all fees related to the transaction saction ncludiing, w.t.Fio,W linlifafion, interchange Tees, lJoes, assessnlents, card b!"and lees, and Tyler fees, eC:het lAl. Pavi `entS. Ina dlilCi`I, Tyler Sha:l .""....':Zed be a :t0 charge eche:-VA FI "lees. and other fees SDecified i,, all Order Fern the end ;set. Unless otherw se set for' h in the. Order or"' , tees M I be charged at the tide Of the iransachon to be deposited directly i ."'to a Tylo,' bank accou . tyier hereDy grants Niercn.ant a non-exclusive, revocable llCeilSe t use. tile, Nor inte.!lec'ual Property (as defined in Section 10(c for 'lie limited purpose o" penci-ming finder this Processing Agreement. Merchant shah at all bines be responsible for compliance wth applicable law arid Association Rules. Un ass otnerwise Provided ih a separate agreen. ,,,. between Tyler and PvlerCilant; any Intellectual Property or machinery prov�:.ded by Tyler, but riot de�vel„ped by Tyler, is being licensed Or purchased by Verchai-A dlr e' y f"C•rr the final-ii arture:' or developer of .,UC, machinery or intellectual Property, verclla!lt acl<nowl edges that the license granted Herein is mited t0 Merchan"s use exclusivelj' and tlat Merchan' does not have .nit right t0 Sri -license anv of the Intellectual Property in either their mgmai or T?od!'"ied ..:.,. Ii e..:ianl agrees that it Silal. not reverse-eng-eer, dl,asSemb.is Or decoirp le the !ntehectua. Property. Merchant shall r--!aPlt'S Ei';lplo' ES, access t0 the lr'T er not g;�'e any third party, exce,st Mlerc:r ye fell ,t a Property wit! Tyler's ,ror'written consent. Page 16 of 1928 6. THIRD PARTY PROVIDERS Tyler may, in its sole discretion, contract Yvitl: alternate :.:ember; payment processors or oche third party providers to provide services :ndC-r+his Process, i fig Agreement, In such even', Merchant shall reasonably Cooperate with Tyler, iilCiUding the execution of a new Member Bank Agreement by Merchant; provided. however, that if the terms and Conditions of the new Member Bank Agreement are s �bstant_a ly different than Merchant's existing Member Bank .agreement, then Merchant shall have the right to terminate this Processing Agree, lent. 7 TYLER CONFIDENTIAL AND PROPRIETARY INFORMATION a. Piro ection of Ty l�r_Conf!dential and Proprietary_?`: i0:`!Y�,�CI^il. i��C-. han.L S,:aii r':Ot disclose, disseminate, trails;„ ui1'ish :iistribut max u l „cth r T ~ Con . p e, e =vat able: ; e wise cnrrve;< ylei tldentia and Proprietary Infori-nation, and Me'Chant shah not use, ':na1le, se , 01, o+herw se_ exploit any such Tyler Confidential and Proprietary irtcnnaticn fier any purpose otl;er than the perf nnarlce or this Processing Agreement, o) Li Out Ty er's written Conse. ', except: fat as may Is required by ;a;"•!, reg—iatlo':, jucicia1, or add. riiS a{: ve oroccss: a i as rF.q ireG In iiligat on penal n.,ig iG this Processing agreement, provided that IFY,ei _ give,: advance notice of such intended disclosure in order to permit it the opport l'iiy to seek a protective order. Merchant shall ensure i it cat a : Individuals assigned o perfo'T services I iare u snail a jo by ..he terms of 'his Section !(a) and shall De responsible for breaches by Stich persons. D.judicial Proceedines. I? Werchant is refitUestec Cr re uIrec 0-y oral questions, interrogatories, requests'a, inforn ation o.r dacuirlents in legal ~oceedings, subpoena, civil investigative demand, or other sinlila!' process)'o d sclosse any Tyler Con-ider;tial and Proprietary Informat on, MerchantSliall provide Tyler with proinn" written notice of such reauest or re U!rerneri', so ti""!ai I,ller ;nay seek protective orders or other appr prlate re'nedies a d/ol" -Valve col -inhance with the provisions o. "his Processing Agreernen_.:f, :. file absence of protective G; <'.. Cr`,tE Ire .' atiler re IT1eGL' or 'tile receipt of a waiver by yier, Meicllia nt nonethe ess Is legally Compelled to disclose i via, Confidential and Proprietary Information to any court or of else -vou d stand liable for cGptempi or suffer other censure or penalty, l0lierchant rnay, rlit..cut liability herein, disclose to S-Ch CoUrt or tribunal G'Iv that pot t on of I vier +'a. and P opt etary 111 C0 :..a_ioi which unle Court requires to be :disclosed, provided that`. Merchant rises reasona :,le efforts to,, preserve the Confide ' ialiLy :^, lye>Confiderifial and P'o,r,Yi. e'ai"y rifOt"niat on, InCI',iding, 4ilthC a+ ,in1ltal!On, by cooperating with Ty cr to oh'Lain a!-. ;pr,-prlate protective order o. Other rella file assurance that Con`,idential'reatrileCA shall be accord:e;_i Tyler ConIide_ntlal artC. i'rOprieiary! Information, a REPRESENTATIONS AND WARRANTIES a. No actions Suits, or PtoceedlrlgS There are no a.—ioti s. fir. or ings . _ >ts, .,I ;;Yoceedi, �., pending i , t0 thC- knowiedge of Ty'er, threaterled, that shall have a material adverse effect an Iyler's ability to I its ;bi gations pursuant to or arising from this Processing Ag,reerlen`. b. Compliance Vv!th I_a`11s. h per v. ,Rig 'this °rocessin Agreerlien T S'" t .. :� .t, v'?e. „a I, C✓nn I with all applicable material license s, legal Cert!TICa'iGn S, Or inspections. 'yleY and !v12r,^hani 5llaii CGnlp!y in ail material respects with ap;,iica!;ie federal, state, and local statute, la?:vs ordinances, rd ces, rules, and regulations. v Ownership, Wei ei" Is a Delaware como,,ai an that is listed -or tradin- on file New, York S"OcK Exchange. No director, officer, or „• more stockholder shad, durin-C the course of this Processir; Agreerlei:t, receive or center irnprc;Je> personal benefits or gain, associated rriLl. Lhe perforinailce of the services out lined In this Processing Agree me.i;t. d. Certain Business Practices. Neither Tyler nor any of .ts priir::ipais is presently debarred, suspended, proposed for ebamlent ?declared:iellg e, G' v l (l arijy eX: ludec from . partiC!Da'ing in this Processing Agreement b`-' any federal departrrienf. or ages — " : U g.� _y. ,. _i 7+till( represents and warrants that i` is listed on n+ ,, e o ns l r� any !^cal state G~ federal c�i: c!ic6,...d list e debarred, suspended, and ineligible contractors and grantees. No person (ether than; permanent employees ofTyler) has been engaged ol retailnedby ivler'a solicit, procure, receive, ep;', arrange, or secure this Processing Agreement far g z ,. any c^inrensatior, censideratieYi, or vane. e _l__pinent ltiYan,r1aQt�irer VVC r ra�i1CS. nyl.e; ,Il pass t iUi:'l' to )v ..: ila It any appii;apse a nt is C'vre" !va ra ies tha ao,F y 0 t ,a':p p :; ^ iaSE Mlerr.ha + itnrou?h r^,iS Page 17 of 1928 Agreement. Disclaimer of implied Vv''arranti_s. EXCEPT FOR THE EXPRESS WARRANTIES PROVIDED IN THIS PROCESS AGREEMENT AND T` THE 'MAXIMUM EXTENT PERMITTED BYAPPLICABLE LAW, TYLER HEREBY DISCLAIMS ALL OTHER. WARRANT IES AND CONDITIONS, WHETHER EXPRESS. IMPLIED, OR STATUTORY, INCLUD"iNG, BUT NOT LIMIT E D TO, ANY 11VIPLIE.D WARRANTll DUTIES, OR CONDI I IONS OF UERCHANTABILITY OR :FITNESS FOR ,A PARTICULAR PURPOSE. TYLER'S LIABILITY To MERCHANT FOR DAMIAGES ARISING OUT OF OR IN CONNECTION WITH THIS PROCESSING AGREEMENT, WHETHER BASED ON A THEORY OF CONTRACT OR rnRT, INCLUDING NEGLIGENCE n STRICT LiABs'Lll Sl-IrLL B L,, 1cD iv - HE TO " AIL FEESPAID To TYLER UNDER THIS PROCESSING AGREL: vlr`NT (Nt l OF ASSOCIATION INTERCHANGE, ASSESSMENTS AND FINES) FOR THE SIX ;MONTHS PRIOR TO THE TIME THE LIABILITY AROSE. 4';_E BOTH1H PrRIIES ACKNOWLEDGE . -HIS 1S A AGFENIFNT -OR SERVICES TO WHICH THE UNIFORM �,^lvlivl[=RCIAL COD DOES NOT APPLY, ;N NO EVENT S Al._l." YLFI BE LIABLE FOR INCIDENT ',L; CONISEQUFNT!AL, OR SPECiAt. DAMAGES OF PNY KIND, NCLUD1NG, WITri'_'eU T L1Ia;ITA'1CIN, LOST REVENUES OR PROF iTS, OR LOSS OF BUSINESS OR LOSS OF DATA ARISING OUT C)F THIS PROCESSING AGREEI'.MEN T, 1RRESPECTi'v'E OF WHETHER TI PARTIES HAVE ADVANCEGICC,E [vSlBitlIY OF SCGAvAIICE SGE. a. ChargebackS. Merchant acknmpvleGges that Tyler !-.as agreed to be responsible for Merchani'S obligations to a Mlembe' `or l ransachors and ASSOciaiion Rules as Set forth in tine Member Bank :s''Yeertle!rt. iYC-n?ber ShCUId G'e i),_ the Merchant Account for charge,aCKS', hiaVs'e'upr, In the event Member assesses any s ch: chargeb ck or dispute related fees to -Tyler, Tyler ,na,'; nvo.ce the same to Merchant. b. Applicable I_aer and interpretations: Merchant shall indemnity and nold harmless Tyler from and against any claim Or action related to Merchan''s violation Gf applicable law and/or Association Rules InClUdin:g w th^out limitation an, elect or, to, arjply rustorn fee StrUCtUreS G. ii Sto't.er Surcharges. c. Iriteliectual Prower`y, Tyler retains all ownersh..D and copyi"Ig,n ,merest ,:. and fio any and all intel;ectual , operty, coamputer programs, relates documentation, technoloby, Kno'vv how anal processes deve 5 pee by er and r��meideci �,, ncc�ibn wit;. till< c ssL. Ae .�,rre.l;, is i Lei' the ntellec uai P"ooerty' is �. Not -with Standing any other provis:,,n of this Processi g Agreement, It alit lain, IS asserte G!, o> action or proceeding brought a ain,si: Merchanil that alleges tat all ,r any part of the IinelleCtUal Property, in the form supplied, or modifiecl by Tyler, Or More ai-s use thereof, In rlr lges or rn<S Qoropr; ateS any United St.zaeS Ir?te lectuc.i property. ., angil�Ie aS58t, Or o fler proprietaryright, 'title, or interest !,Includ: V•,'"ithrluf limitation, v copyright or 'g: „g any patent or any .rade secret right, title,, r teresti, or violates any other contract, license, gf`arit, Or Otte, proprietary ri ;t any third par*' Jlercrant, upon Its awareiJess shall give Tyler prompt written notlCe thereof, TV er s1ha I defend, and hdid Met"cf ant har !ess against, any such clair, or action w,th cO:l?sel of Tyler's cnoice and at 1 yleCs expense and _"all 'nden? jiff Mercllam against ar!v habihty, Camages, and c: ct5 res, Iting from such Clair-. 'r''Vlti'IOUt vvarving anv rights pursuant to sovereign li, munity, IIMe:''t;haM small COODe'ate with and may monitor l}ier 1n 7he defense Ot any claim, action, or proceeding and shall aperoprlate.. I??alke employees avaiiable as fyier may reaSO;iably re uesi with regard to such aefe.^:.se. This :,;clemn,ty does not al ply the extent tra.t such a ._iai.., is at_ributable to r;iodificalions to he Inte''ecl.Ial Pnopertv made by ,Merchant, or any Uhlrci Dar.v pu'"S„ant to Me.chant's directions, or . e1-1 tile- unauthorize;, use o, he Intellectual Property by Merchant. d, H the Intellectual Property becomes the subject of a claim of infringement or misappropriation Of a cop` r" ght, Date"'`, G; trade secle" i e violation pf an` other co Iry .=ual or p par righ, y _ y Gi�r; , y �,� of any t 'r r art4 Tyler S:1 L; at Ii7 aOle Ce?S"L <t l'O cY:,@:'S8. select and i�rOVICe one of , 1e .ol:owing renned:es, v._il:: Selec.i o n hall be I yler S sole GIScrel'Gil ro`rll�. t. —place pie Page 18 of 1928 inteliectUal Property with a compatible, functionally equivalent; r1O -I nlf'ingirig System; or (D) promptly modify the Intellectual Property to male it non-infriingiing; or `c) pro€npt':y procure the right of Merchant to use he r,tellecti al Property as intended, lm TAXES a. Tax Exempt Si Bt Us. Merchants a governments: tax -Exempt Entity and Shall not be rESpOnSlb e forany taxes for any Licensed Property or >ervic:es provided for therein. whether federal or slate, he fees pall: to Tyler Pursuant to this Processing .Agreement are, Inc€usive of any applicable sales, use, persona' properly, or other taxes at ributable to Derioas or, or after the Effective Date of this Pfo^essing xgreemem.. b. Eaplopee sax i)b igatio'shs. Eaci party 2.ccepts full and exciusi'Vp lip ili'y for the payment of any and all contributions or taxes for Social Security, Workers` Compensation Insurance; Unemployment Insul,ance, or Retirement '3e.:..f,ts, Pensions, - annuities rlouj or hereafter imposed )ursuant to Or arisln:g from any state O. f(':i21'al la'vvs viihl'c.h are measured by the wages, salaries or other remuneration ay to rsons employed I?y party -u: o f er p vyE� Such pat ti JEr Gt c^d ,lnd. this Processing Agreement. 12. TERM, SUSPENSION, AND TERMINATION a. Tern. The, ternh of this Processing, Agreement ;tile "Term"', shall corninence On the Effective Date and shall continue in effect for three years unless otlnervise set forth on an Order corm; provided, however, that at the end Of SUch Initial tern?, and on each subsequent anniversary of the Effective Date, the'terni shall automatically extend for an additional year unless either party DYovide,S, at least. ninety (90) days prior to the end G the t.'nen, current term, wr'tten 'notice that . oboes not Wish tG exteind 'lie term Or otherwise terminates the agreement for Carrie piers ant w Section 12(b). b. Termination for Cause, Either party niay terminate. this Processing Agreement `or Cause, provided Via, such party followstine procedures set forth in this Se `G(? 't b;. :. Eor purposes of i:ri:s Section, "Cause" deans either. A. a :material breach o; this Processing Agreerirent: Ellie ; has not bee' cured ,Aithin inety ,. :n 0) days of the date such party receives writte:, notice of sucl, breach; if yle, services provided under 't, s Processing Agreement tall to coniorm to generally accepted standards for such se,v: es tne Card processing; industry and, after ninety 90) days written notice, yler" does not reci_ify ii:s fai Ure of perormance; C. the failure by merchant to timely pay'.+then due any fees owed to Tyler purstiant to this Processing A.reeinem- and any delinquent amou.Its rennain outstanding for a Period 0.` thirty ! Cif days after Ty provides wntten notice of its intent to term na e for fa to pay, ! breach of Section 7: of i7' Tyler becornes, insolvent or ban,<ri.p., or is the sub ec':: of any i.',roceeciings relating to its Iiquicallon Or Iris; lvency or for The appointment of a receiver or siimlliar officer for it; .,as a receiver of assets or DmDer"t;✓ a„)i;t>i;"tEd or makes an. assign:men" ".or the berlef l; of as or su 1Stantial!v a', of Is creditors, or ins l trues of, causes'.o be i"lsr i iE?; any proceeding in Fbankri_Igtc;/ or reorgariiZat'on or rearang-e:"aunt of Its affai,s. li. No party may te'!ninate this Proce SSinia Agreement uln'der Section _.'. p(M.t) unless ;t c GOperates In good fa C;n with f:i e alleged P"lac, ins :.�crty our., o'.i13 cure per Go and C JMi :S it ,ivV(i faith t hE:dispute resolutror. p"C;CECiUi"s Se'r ''O`ih till. t.S following such pe:rlod. ii. In the event either p \ er IE a:es this Processing Agreement ia: t m [his Section (b), each party shall return all 7roductS, documentation, cont,dential Iniorrnatbon, arid Other infoi, atori disclosed o r other,.,,delivered to tl,le Pa; c f OtnEY "tr prior 0 such; r.� "'InatiO(., all revocable licenses shall 'e, ,irate. Survival. The follolNliig provisions Shall survive after §:hTer m ean of "his Processing Agreement: ?. 4(C); 7; 10; n ? ; i2; l3; 1 4; and Page 19 of 1928 13. DISPUTE RESOLUTION Any dlSpuIe a, sing out of, r Yeial: IG. :HIS P'o PS ciaP,ne t "g S`ng All- , r tha cat -no', De resolved 'v'Mnin five Business Days Shall be referred to the individual reasonably designated by Merchant and Tyler's representative assigned to Me— ant's account ('`Intermediary IAISDLIte Level"). Any udispute that cars no" be resolved in ten "0', Business 'Jays at the Intermediary Dispute 1 eve, shall ...en De re?ene'd to Merchant's ^,iiiP, executive officer or other inn Iv:dlal reasonably oesignated by Merchant 2. rid I-yi er'S applicable d ViSlon P!es€dent S, Execut,ve lD,s We eve. ai such time and location reasonably designated by the part: Any negotiations es, }' ier_ tIIG. S put uai':.: to this Section: are confidential identia and St?%J.`:. itreat S : Onl r:Yon"iiSe and settlement negotiations for purposes G 1p:, the applicable. rules of e anyne'Ce. FanydiSD le That lir ie par- �: S die unable to resolve ihYGugi"I inf0rniai discussions or negotiations or pursrani the dispute resolution and escalation Procedures set forth .., ili<s Process ',g Agreeriient, the cart eS shall submit the rnalter rnecialion prior t0 tl'a con.iienceriner t o any Proceed k; foregoing shall not apply t„ Claims for ei Mable tehef unde>" Sedion 7. 14e MISCELLANEOUS a. Assignment, Neither party may assign this L7iMCeSSlhg Agreelnienit or any of its nespective rights or obligations herein to any tnind party w.thout *he express written oOnSenl of ,`he otter party, ..hich consent shall no be uni-easoi'a r'y vvithhel d. b. Cun-lulative Remedies. Except as specifically pio tied . t eir. no ,re i inecv +ade avail is 'intended to be exclusive of any Gtl'ter re, edy, and ea' and every renied:'y' sna l be Curluiative and shall be in addition to every other remedy provldeo herein or available at Ia`•ry or in equity. c. Notices. Except as otherwise expressly specified herein. al' notices, requests or other coiTITunicabonS o: ail be.. in wr.N g and dial be deemed to have Geer. gives if delivered p2rSGlially G' mailer, by ceYtlfled Cr !nail. DOSfage 'IYec•ai�, -G d, eturn rece:I requested, the names at their respec_lve addresses se: `orth the signal,.. ,e to on e paw .Here • a such other addresses as may be Speciiled I.. wi-long by eliher o" ;fie parties. All notices, requests, or communications s la" .I be deemed eiie :ve pot ,tiers .al del`;e y cr I ..,. r3; dap, `Gllo+,ring deposit In ie mail. Nob,,vitnstand!ng the `oreao 'g, notice slia.1 be deers e-1 delivered where provided in connect!on with bil l g or d. CGunterpants. This Processing Agreement shay be executed iin one or more ! OUnterG arts, each of wri-ch shall be e'ee,ied an v- Ig.:,at, bu'l a:r of vlh.ch together shay. „i:;n�t-e..t... one and the Sane instrument. e. '<rvalver, The perforITa nce of arty obligati0". ' ouired Ct a pa"t`y` herein may be Waived only by a Wri- tte;` waiver signed by the ether par which ,vaive Flail be effeclive on `7_ h respect to the Specific obligation described trerein. f. Entire Agreement, This Processing Agreement consti-Utes the en' lire understanding and' C.ntrac between the parties and supersedes any aiu. ail prior or cotter Porane _; ova; or t.,;,ten ;eprese'i rations or Comm.-ricatioris ,v tri less e c t t0 %lie SUd18C• li c ter hereof, inc R d(ng an agreement fo! other Viler software or services v it! v,,hich Tyler Payments .s Included i g. Anse dnie=it. This Processing Agreer-em silali not be modeller;, arne:icled, or in any'vv'ay altered except by alinstrumeni. In 4vri'tirisigned bV the properly delegated g g author.fy Gf each ,.aCh patty. All amendments or . odiflcations o. _';IS Processing AgreeiTert shall be binding upon the parties despite any lack of consideration. ;; _eVBra D:III' lir Gf yrovisbpnS. �i. e event ai"ly pnovi Slon 1ereo' iS fou d Inval d or u_nen'`orCeabde pursivant to judicial decree, ;lie remaiinGei' of ibis rdCeSS' }�`, t•egreeiTen'f. Snail .er!a n `slid and enforceable according to its terms, Re I a:ionshlp of Part -s re part es intend ti a the relahonsniu, oetween t-e sa :_;es created pl r uant io or arising from this ProcessingAmeement is the" Gf ndep,r en tC+ contract o, jNeitc ce hart' s' ill be considered an gem. ._. � i ,�r I � i only. y 5. epr enta.tive, . employee o' the Gtr.e. j:larty for any purpose, governing awl Any dispute arising o,,` Gr ur relaa.rlg to v. s'Jrocess:ig Agree;?e C; "e breach t` ered silali be governed by the 'laws of tl':e Safe of MerC ,a"ass domicile, without regard to or application of choice ofI law rules or Drinciples. K. ( uult. l y er spa'' mair0ain ,G;rp ete alit accurate records of a.I ork per med ,�ur,..o q i. _o a., an sng oiji of this `>ro;essrg Agree t. ill ., erc ant r• y tv:"i t e _ leQuE a'u'...L P y 2n.0 Page 20 of 1928 all records o. Tyle,, Services prow C`ed herein, Mercnant shail provide Tyler twee' y-four t hour notice of such audli_ m Inspel—ionTyler Shall have the right to exclude from such rlspection any Tyler Confidential and Proprietary €nr.'orm. tion not otherwise required to lie provided to Merchant. as a part of this Processing Agreement. Tyler sha'i mace Stich books and records available to Merchant <l:ring 'tJYn"al business hours, fins•' such aUd" shall be conducte, at Tyler's principal place of b:siress dui ing Tyler's norVal business hours and at Merchant's sole expense. o Third Party Beneficiaries, Nothing n this Processing Agrees">e t is intended; to oeneiit, create any rights In, or otherwise vest any r gilts upon any third party, ill. Contra Rroferel"tern, Tie Cocti`ile oY contra proferentenl shall no, apply to+i is : rocessing. Agleennent. it an al71big:ity exists in this Processing Agreement, or In a Specific provision, neither the Agreement nor the pry vision shall e con „g � _., b_. , , str:red againstr the patty who dr<i fed the Agreement or pro'vis,on. Il. i-CrCe ill apatite. I`dG part it to tfllS t Agree- e' sPian pe tSa iJle for delay C' t :' Processing , c, .. ai,iire in the performance of its contractual ob igatlo:.^,S, arising "rorn, any one or n7Gre -events 'hat are heyono its reasonable cons ol, it}ClUding, V4 i"out limitation, acts ;of Goo vva` errorisn., and riot. Upoi? sud. delay or failure a`:ect."g one patty, party steal: notl�y :;'e Cther party ar; use al. i reasonable efforts to Cure or °. lewate. the cause or slid .;elan;'o, fa lure b,.t alit. w t0 reSuiYtiilg performance of Its Contractual obhga=ions as Soot, as racticable. Notwl:'.hstanding t`ie foregoing, n e'.ery case the delay or failure to :perform , iust be beyond the control anti ',a+i hout' e fault or negligence of he ` party :I a.ming excusable delay. Any performance times ;'urs '" - I.�ailto Or arising 'roil? this Process":g Agreen".en shall be considered. extended: for a period of tin,P., equivalent 70 f.,e time lost because of any delay that is excusable herein. o. Equitable Relief. Each party Covenants, represents, and war!"ant; tl at ally violation Of this Processing Agreenlent by such party with res,cect to Its respeciye obligations Set forth In Seddon 7 shall Cause irreparable In; _der a shall e'ntitl? e n` �y to ury 7G ;tie oft ?ally air- the her past' . extraordinary and eqi .tal_,ie relief by a court of ,._nl pate^_ j;i .:sd fiction, find. '?ho Jt uding, 'VJ . H n totitan, ternporar'y' restraining orders and preliminary and pernlarieni n i ..c�_Ion S, ,Aiiihout "_file necessity of posting bond or security. 15. CERTAIN DEFINITIONS a. AsoCldtlon means a group of Card. ;ssuer !iar'ks or debi-I: networks that `_PC. 'hates tale nT payment Cards accepte �, tincei this Processing Algreement for processing, including, wiffiou mitatiar, Visa,U.S.A., Inc., MasterCard ln-,ernationai, Inc.. Discover -.iianClai Services, LC and otne.r credit at,,d debt` card _)rovderc, debit network pfGvIdCrS gift card and Ocher, s'o,red value and loyalty program providers. Associations also ., `fie Pavin nt -ard Indus' Security Star:dards Council. b. Association Rulge, nneans the il..,i'I<aws, rU:es, aiIC :eg,i s t. -, ten- � :?'. , atiGl"I$, a exlSi I.i !e to e the Associations. c. Card or Paa men;t Card means an acco; m or evide.. e d estab fished Y ,c ;f a.. account. aut^o{-zee and betwee , a Cardholder and ail Association, or re^resentativ-s Cr members W a Association that f0l.ercharlt accepts from Cardholders as payr` e:._ for a good or service, Payment, . j%.. ln3'riltTien7S Inc Ude, but are riot .mted to, credit and debit cards, s.orecl value cards, loyalty cares, electronic gift cards, authorized account or access numoers taper c rtiflcates and credi± accounts. d, Cardilo'der means the person to whonn a Card is iSSu(:G G."vvno is otherwise entitled to r.se a Card, e, ChargebaLf lfeans a reversal o' a'Card sale I't'lercnant previously presentee oU:rSuanf t0 Association Rules. Vl ':7i her 0 tl�eli:tie:r 13a`"k nneans an entity that is a ...eriib,.. rite ASSGCIations. lirG.er � , -ans a ,7ocurnent llStlilg':he Or.Ciilg aS.�,,,..at^cCi !N.'h This r'r ?g Gcessil Agreement, i. Processing AgLe_ ens rnearts phis, Payment Card Processing Agreement, in clt;d ing all exhibits attached hereto ante to be attached hroilghout Tile Ter iil of tills Processing g .Agreement, al of „n th are Incorporated by of C-rC-nCe herein, e all Request m s fine tot i C,rm- � i ��el.rl lop n, F_,i�E., ..oat'.,. a request it-: .at,o., oy a Can`anolder or Card iSS'U@r reall ilg ., a -.lairrl or colllplaint concer'7ng a Card Sale 4'ercilarit has made, Page 21 of 1928 'ranSac-,t€Cn ITean • r'Ce a~;i 812C��G'?iC .erOr•� e 12 - ,r: .. s the evice 1 of a sal or lease lra sactic)n reoresenting payment by use of a Card or o.' a refund/Credit to a Card older. k. Tyler Confldeitlal and Propldet.ary` intz,-matioil :means all in-onmation In any ?orm re iating to, used in, of arising Cut of Tyler's operations arid held DY, cwnec, llc::erseC, or otflerWlSe possessed by Tyler (Whether heldby, owned, licensed, possessed, or otherwise existing In, on Or about Tyler's pre€Tides or Merchant's offices, residence(S), or facilities and regardless of how such in ,mation came into being, as Well as ':'eg"ardleSs of who created; generated Or gathered the information), including, 'withou, Iimifatic , alk cointained . , ernbod.ed in (in anv media whatsoever, or relating to 7vier's :nven —onS. zaeas, creat,ons, 'NorKS Ct authorship; ouslneSS documents, licenses, Corre�spo noe"ce, operations, manuals, oerforn"iance i-anuals, operating data, Projections, bulletins, c'ustoiTel" I.sts, and data, Sales data, cost data, Profit data, financial statemems, strategic punning data, financial planning data, designs, logos, Proposed aaemams or Service, marts, test results, 1-roGuct or semce ll"teratiire, duct c, Serv'Ice r concepts, process dala, specifcat.or^ data, h..ovv- software, ,atabaseS, database layou ts, design docurner- s, release notes, algorithm--,, So!irce code, screen snots, other research and - information and pats, and ll' -1leCtUa= ny. Notwithstanding the ioregomg, development ._ f r='.Je Tyler Confider'=al and Propne` , inforrllat'on does not InI,.iUde informati.en that: (a) beco-es publlC other tha as a result of a disclosure dv Merchant in breach hereo`; -b becomes avaiiab P, ,o Vle,''Chant on a non-confidentia. basis?"ram a Source Ctllei" tl"fan (yier, l4-hlCh IS not pro'`hlbitecl .rorn disclosing such 'information by obligation a.tion t0 Tyler (Cr lS knovin by Merchant or or to Its ,eceii:A iron? Tyler wi'hou any obligation of conf,dentlality' ,r•th respect thereto; `; (di S developed by MerchaiiI inde.pence, ly of anydisclosures made by Tyler. Exhibit A Payment Service Devices/Equipment - Rental and Purchase This Exhibit ,A is incorporated into tnat certain `aymei':t Caro PrOc2SSin Agreement between idler and Merchant (the "Agreemel."). _. TERMS APBEiCABEE TO BO H PURCHASE AND REl' III OF EQUIPMENT a, Generally, €y ler Win€ .;''CVIi"8 �l`.3-COr^ illani `'a rYlei":_ Service r`� �+ v y 1 - f y Se :IC= tee, as elected rJJ MerCham, and described . the girder Fo m and related equipment for rent o. Purrhasc dr.. mg the term his Agreer;rler-� for the tees set fo,rh in 'he O,dei Fomn. b. Shpler .al• , n=gTirelines T,shie4rearesed Fay;nent Servlceev icesana associated Supplies, Such as DnolterS, Cables. ovver su_^,plles, 1-nount ng; ha,cware or other err, ipment Identified i an Orc-er For:ml; Merchants v/� hin ,a, i4 cale'car da,,s of the red ices` o, (b) 14 calendar days prior to paymer service ::o r Tense ent;gc live, whichever Is later. `:y er shall ship failure -re ateC replacement Equipment to Merchants ''1v€thin tvo 2J Business Days of a wrl=ter request. c. Delivery and Acceptance. Tyler will deliver tine EquiP,n,ert to the lbcatien :designated by Me, Chant ;n the Order =,,...,. ,f an address for delivery is not expressly designated in the Orde `Or . such Egli a,rep ,dill be delivered to Merchant's ad ress other vise set forth in the Orde, Forim, Merchant >vlll be deemed to .lave acceoted each c•iece of 01.1110nle;?i on, the earl ier of 0) vd ell NlerChant acknoodedges and N, seven days a':`ter shipment o; each Such Niece of EciLliprent, unless Tyre" is otlfied earlier In ,^vrltF:g , ch ate :- � Y,,. aFli tha?- the EgUipment has not been recelved or not fu � l ..l CL °J ll a'. d. Rigt Ls and Restrictions, lyier Shall :u YOCeSS payments received trGn' lb9E rChoiit S Payment Service Devices provided by'yler. Merchant ackno'vdedges that lie E ayrre.a Ser,ricr Devices are embedded >< ,fl prcmietlary ...cry, ,on technology this. will be in ected by Yler's designee into the Payment Services Devices i`jlelchar:i. agrees the -a", of Merchant's ti- ove'-the-counter transactions processed through a Tyler app„Ication will be req�jred to use Payment Service Devices Drovided by Ty.er. ":re"Chant w raimaln. each Payment Service Devi I S Odds@SSIQn 2�rii :Nil; , ermir any ph Siam alteration Cr .rYlOd.t!cat>vr! or any u ece of Equipinnent. Each piece. Equipment Will be useQ o• 'y n n o Gee t.e 'dinary ol)rse Merchant's busi-hess in connection with Tyler applications. The Equipn?erlt. is not be', g sold or rented LG the Merchant for home or Personal use, MerCl.ant acKnovvlec geS that the tqulpment rented or purchased through this Exlhlbfi may nod be compatible lhlth another processors" systems, :Mercho.nt hereby grants ly!er a secUriiy i., �ereSt In (II alI Equir)fi?eh` iG secure payment of the purchase price, and (I air gUIPP..en to secure nayMent o': -Ule ...ontnly Yenta. ;C'aymients. Me"chan, auffior,zes Iyier To file t€nBnCing statements with Page 22 of 1928 111 .. tll. respect to Equipmer ' in n.cordance w tl the Liit Commercial Code, signed by yule; directly oras Mercn.ant'sat'.,)-;'ey-''--tac4LI e, Change ban. tice. iyler shall provide thirty (30' Calendar days written notice for Equipment nges that aflec-. Mercha.-s, wlcl-1 includes, tlntifl.out!Irritation, wnen 7 yler vo 11 into longer support a Payment Service Device, Wet wil: only be. obilgoated to replace F-tqOpmen, when a Payment Service Device is no longer" calpable a' f_ncl oning &, lVier ends support of the specific make and mode, of the Equipment, t '-) C I DSS Com P '� 11 P _,nCe _ach ca. tv understands and agrees to comply with P'l DSS, a, GI any _ amendments thereto. Merclhanit shall be responsible for cornpHance with Ell DSS version 3 . 2, 1 and any more current versions he P?Ylnent Service Devices, including, but not limited to, the Mamteitance, insoection, and training obligations set forth :n PCI DSS Reauire, -ent 9.9. 2, TERMS APPLICABLE ONLY 0 "DQU IPFNIIIII NT PURCHASED Tyler will sell to Merchant the Equiprnert ldeTrffied in tne Order Form, free and clear of all herls and enCLimorances, eX,De-t that any proprietary encryption technology included within Mn the aymen� Service Devices or any othe. , Tyler lithellecluad Proberty vv.11 be provided to you Pursuant 1 -1 �D L . I --ance all- o.' to the i icense set forth n Sectio, - of the, Agreemen', %I1a:n'Le_ .1 repair IN'lerchant- rl p✓-1hased Ecuipment the rescons bititv of MerCliant, I n ess Moro' an as p rcl ut. �.ased Tyler's services for Pavmc.-n� Serv.ce Devices, q TERMS APPLICABL_ ON.Y 10 EQUIPMENI RENTll a, Tyler we I to Nlerc ant tht'n-e�ent ed in t etOr,er t on as se- 4orth , rein. The rental period v.,11H commence tAiriet-i the Eq_I'lDMe-- is deenlec accepted. Athe end or the rental term Iden"fied n an Omer F „"Ili, or when the Agreennerit is termma+ecl, Merchant Wl I I prom iptly return. eacu piece of Equ.pi-nen' to Tvier a., Merd-lart's cost, ln tne same J condition as .i.,,he.1 ece'ved, Ordinary'„ear and tear excepted, unless otherwise directed b,,%/ yler. T e period will viner, Eqi-l.pment is read,nFo to Tyler at 840 Wes-, Long Lake Road, Delimit, Micnigan 48098, Attention: Tyler Payments, or at an earlier odate specified by Tyler M. writing, T e ffCIICv'rdi g information m...fist e included mtn the shipping box: IViercriara name, conn,QleLe address an,i phone number; (101 came of person to con'act l' there are any q, estlons'; I'ii y'ci IA—hant accoum number; art liv) serial. 0 ndr-inber o' the Equips -nel-If, Merchar- w, ne�ain. proof of delivery documents and the apolicable senal number. For any piece of Equipment that is not et u i n e d to `yler accordarice with tMs ,war agrail lo, Nfierchar'.[ trrill pay T yle, the grezet cf $250.00 or ti)e It "Vere n '-he col'id't'on descr ced here market value Ofsuci piece oi Equipment as 11 Merchant will not assign his lights o; obligations, under this Exhibi., or pledge, lend, create in, -cur any 1 P F, a securily _ns or enru �Djrances on, o, s1clease the E men, I any other persor- Cr en: ly tv; o u t Y e -'s p r;i or wi;'ten consent. Any Su... assigmnent, delegation, sublease, pledge, security l.".teres. or !tell Fl 'ffie abse of consel.' sh_cH be void. c. The ovisions of tln's Exh lb�t vq H su-v,ve fne termination or expiration of me Agne L U. and continue until allFeFited Equipment is [etjr,,-1 ed to 1 lyler or paid or, Updated _10/26/21 9; �11 By providing information in the required fields below, you confirm the following: YOU are authorized ti0 bino the Clle, isted, YOU have tread, understanc, anc agree. V.) these tenm,s and conclitions, Clien' Name. Email Address Page 23 of 1928 Page 24 of 1928 CITY OF FAYETTEVILLE ARKANSAS MEETING OF OCTOBER 31, 2023 CITY COUNCIL MEMO 2023-1179 TO: Mayor Jordan and City Council THRU: Alison Jumper, Director of Parks, Natural Resources and Cultural Affairs Susan Norton, Chief of Staff FROM: Joanna Bell, Arts and Culture Director —Parks, Natural Resources and Cultural Affairs DATE: October 18, 2023 SUBJECT: Arts and Culture Planning Engagement with Stilwell Consulting RECOMMENDATION: Staff recommends authorization of Mayor Jordan to enter into an agreement with Stilwell Consulting in the amount of $188,900 for the creation of an Arts and Culture Plan for the City of Fayetteville, and approval of a contingency in the amount of $7,600. BACKGROUND: At the June 6, 2023 City Council meeting, the staff recommended that an arts and culture plan be developed to support the city's existing commitments to fostering the arts and culture ecosystem, to address the lack of a specific strategy for the arts sector in the city's 2040 plan, and to position Fayetteville as a leader in arts and culture in the region. The city council voted 8-0 in favor of allocating funding for the project. The Arts and Culture Plan is a strategic initiative aimed at promoting and enhancing the arts and cultural sector in our city. It will provide a comprehensive roadmap for the development and growth of the arts, foster creativity, and celebrate cultural diversity. The plan will define the municipal role in the field, guide resource allocation, identify opportunities, and strengthen the cultural landscape of our community. DISCUSSION: On July 23, 2023, city staff issued RFP 23-08 which sought proposals from qualified consulting firms to develop a comprehensive Arts and Culture Plan for the City of Fayetteville. Six firms submitted complete proposals. The selection committee selected to conduct interviews with three firms, and unanimously selected to engage Stilwell Consulting. The firm's experience in creative sector planning is the firm's specific area of expertise. The city can look forward to Stilwell's deep research and engagement with the community to build a comprehensive roadmap for the City of Fayetteville's Arts and Culture Division's future. This dedicated plan will provide clear direction for investing in the arts, promoting creativity, and nurturing cultural diversity in our city. It will guide resource allocation, identify new opportunities, and strengthen Fayetteville's cultural landscape. With the approval of this plan, Stilwell will immediately begin the approximately 11 month process to create the city's first Arts and Culture Plan. BUDGET/STAFF IMPACT: The proposed contract with Stilwell Consulting is estimated to cost $188,900.00, which includes consulting Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 25 of 1928 fees, research, public engagement, and the development of the Arts and Culture Plan. This is within the budget allocated for the project. ATTACHMENTS: SRF (#3), RFP 23-08, CONTRACT Signed by Stilwell (#4), RFP 23-08, Appendix A - Scope of Work (#5), RFP 23-08, Appendix B - City Issued RFP (#6), RFP 23-08, Appendix C - Stilwell's Submittal (#7), Council Memorandum Arts and Culture Plan 6.6.23 (#8) Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 26 of 1928 == City of Fayetteville, Arkansas Y 113 West Mountain Street Fayetteville, AR 72701 (479)575-8323 - Legislation Text File #: 2023-1179 Arts and Culture Planning Engagement with Stilwell Consulting A RESOLUTION TO APPROVE A CONTRACT WITH STILWELL CONSULTING IN THE AMOUNT OF $188,900.00 FOR THE CREATION OF AN ARTS AND CULTURE PLAN FOR THE CITY OF FAYETTEVILLE, AND TO APPROVE A PROJECT CONTINGENCY IN THE AMOUNT OF $7,600.00 BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby authorizes Mayor Jordan to sign a contract with Stillwell Consulting in the amount of $188,900.00 for the creation of an Arts and Culture Plan for the City of Fayetteville, and further approves a project contingency in the amount of $7,600.00. Page 1 Page 27 of 1928 Joanna Bell Submitted By City of Fayetteville Staff Review Form 2023-1179 Item ID 11/7/2023 City Council Meeting Date - Agenda Item Only N/A for Non -Agenda Item 10/9/2023 PARKS & RECREATION (520) Submitted Date Division / Department Action Recommendation: Staff recommends authorization of Mayor Jordan to enter into an agreement with Stillwell Consulting in the amount of $188,900 for the creation of an Arts and Culture Plan for the City of Fayetteville, and approval of project contingency in the amount of $7,600. 1010-090.6600-5315.00 Account Number 23006.1 Project Number Budgeted Item? Yes Does item have a direct cost? Yes Is a Budget Adjustment attached? No Purchase Order Number: Change Order Number: Original Contract Number: Comments: Budget Impact: General Fund Arts and Culture Master Plan Total Amended Budget Expenses (Actual+Encum) Available Budget Item Cost Budget Adjustment Remaining Budget Project Title $ 200,000.00 200,000.00 $ 188,900.00 11,100.00 Previous Ordinance or Resolution # Approval Date: V20221130 Page 28 of 1928 Aft CITY OF City of Fayetteville PAYETTIVILLE RFP 23-08, Arts and Culture Plan ARKANSA• Contract — Between City of Fayetteville, AR and Stilwell Consulting This contract executed this day of 2023, between the City of Fayetteville, Arkansas (City), of 113 W. Mountain, Fayetteville, AR 72701 and Stilwell Consulting (Stilwell) of 2250 Bellwether Lane, Fort Collins, CO 80521, in consideration of the mutual covenants contained herein, the parties agree as follows: 1. Purpose: The purpose of this Contract is to provide the terms and conditions necessary for the preparation of an Arts and Culture Plan for the City of Fayetteville (the "Project"). 2. Contract Documents: The Contract documents which comprise the contract between the City of Fayetteville and Stilwell consist of this Contract and the following documents attached hereto, and made a part hereof: a. Appendix A: Scope of Work & Fees b. Appendix B: City Issued Solicitation for RFP 23-08, Arts and Culture Plan c. Appendix C: Stilwell's RFP Submittal 3. City's Responsibilities: a. The City shall make available to Stilwell, all relevant information or data pertinent to the Project which is required by Stilwell to perform the Services. Stilwell shall be entitled to rely upon the accuracy and completeness of all information and data furnished by the City, including information and data originating with other consultants employed by the City whether such consultants are engaged at the request of Stilwell or otherwise. Where such information or data originates either with the City or its consultants then Stilwell shall not be responsible to the City for the consequences of any error or omission contained therein. b. When requested by Stilwell, the City may engage specialist consultants directly to perform items of work necessary to enable Stilwell to carry out the Services. Whether arranged by the City or Stilwell, these services shall be deemed to be provided under direct contracts to the City unless expressly provided otherwise. If the City chooses not to engage specialist consultants, then the Parties will work cooperatively to modify the scope of services to reflect any reductions or additions to the services to be provided by Stilwell. c. The City shall give prompt consideration to all documentation related to the Project prepared by Stilwell and whenever prompt action is necessary shall inform Stilwell of City's decisions in such reasonable time so as not to delay the schedule for providing the Services. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Contract: Stilwell Consulting Page 1 of 6 Page 29 of 1928 d. The City of Fayetteville's Arts and Culture Director is the project representative with respect to the services to be performed under this Agreement. The Arts and Culture Director shall have complete authority to transmit instructions, receive information, interpret and define policies and decisions with respect to materials, equipment, elements and systems to be used in the Project, and other matters pertinent to the services covered by this Agreement. 4. Stilwell's Responsibilities: a. Stilwell shall furnish the necessary qualified personnel to provide the Services. Stilwell represents that it has access to the experience and capability necessary to and agrees to perform the Services with the reasonable skill and diligence required by customarily accepted professional practices and procedures normally provided in the performance of the Services at the time when and the location in which the Services were performed. This undertaking does not imply or guarantee a perfect Project and in the event of failure or partial failure of the product or the Services, Stilwell will be liable only for its failure to exercise diligence, reasonable care, and professional skill. This standard of care is the sole and exclusive standard of care that will be applied to measure Stilwell's performance. There are no other representations or warranties expressed or implied made by Stilwell. In particular, but not by way of limitation, no implied warranty of merchantability or fitness for a particular purpose shall apply to the Services provided by Stilwell nor shall Stilwell warrant or guarantee economic, market or financial conditions, proforma projections, schedules for public agency approvals, or other factors beyond Stilwell's reasonable control. 5. Non -Assignment: Stilwell shall not assign its duties under the terms of this agreement without prior written consent of the City. 6. Indemnification and Hold Harmless: a. Stilwell agrees to hold the City of Fayetteville harmless and indemnify the City of Fayetteville, but not defend, against any and all claims for property damage, personal injury or death, arising from Stilwell's performance under this contract. This clause shall not, in any form or manner, be construed to waive that tort immunity set forth under Arkansas Law. b. Notwithstanding anything to the contrary, the total amount of all claims the City of Fayetteville may have against Stilwell under this contract or arising from the performance or non- performance of the services under any theory of law, including but not limited to claims for negligence, negligent misrepresentation and breach of contract, shall be strictly limited to the lesser of the fees or $500,000. As the City of Fayetteville's sole and exclusive remedy under this contract any claim, demand or suit shall be directed and/or asserted only against Stilwell and not against any of Stilwell's employees, officers or directors. Neither the City of Fayetteville nor City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Contract: Stilwell Consulting Page 2 of 6 Page 30 of 1928 Stilwell shall be liable to the other or shall make any claim for any incidental, indirect or consequential damages arising out of or connected to this contract or the performance of the services on this project. This mutual waiver includes, but is not limited to, damages related to loss of use, loss of profits, loss of income, unrealized energy savings, diminution of property value or loss of reimbursement or credits from governmental or other agencies. 7. Price: a. Stilwell Consulting shall perform the services included in this proposal for a flat fee of $188,900.00. i. Stilwell shall strive to make decisions based on what is best for the City. As such, the Stilwell compensation is structured as a flat fee, with billing to be completed on a monthly basis until completion of project. Monthly invoice shall include a breakdown of completed tasks and/or deliverables for the previous month. b. Additional services requested that fall outside the scope of this project shall be provided on a mutually agreed schedule and price, utilizing the hourly fee schedule provided in Stilwell's proposal. 8. Payments: a. Payments shall be made after approval and acceptance of each itemized invoice, which shall not be unreasonably withheld. b. Unless disputed by the City, payments shall be made 30 calendar days after acceptance of invoice. Electronic delivery to the City is preferred. 9. Terms: All work as required in the Appendix A — Scope of work shall be completed by August 31, 2024. 10. Ownership of Documents: a. All documents provided by the City are and remain the property of the City. Stilwell may retain reproduced copies of drawings and copies of other documents. b. All documents and records, whether in physical or electronic format, prepared by Stilwell or its subconsultant as part of the Project shall become the property of City when Stilwell has been compensated for all services rendered; provided, however, that Stilwell shall have the unrestricted right to their use. c. Stilwell shall retain its rights in its standard document details, specifications, databases, computer software, and other proprietary property. Rights to intellectual property developed, utilized, or modified in the performance of the Services shall remain the property of Stilwell. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Contract: Stilwell Consulting Page 3 of 6 Page 31 of 1928 d. Stilwell will grant the City, the State of Arkansas, and the United States of America a royalty -free, non- exclusive and irrevocable license to publish, reproduce and use, and dispose of in any manner and for any purpose without limitation, and to authorize or ratify publication, reproduction or use by others, of all copyrightable material first produced or composed under this agreement by the contractor, its employees or any individual or concern specifically employed or assigned to originate and prepare such material. 11. Independent Contractor: Stilwell is an independent contractor of the City and shall maintain complete responsibility for applicable state or federal law on unemployment insurance, withholding taxes, social security, or other industrial, labor or discrimination law for its employees. Stilwell is responsible for its agents, methods and operations. 12. Notices: Any notice required to be given under this Agreement to either party to the other shall be sufficient if addressed and mailed, certified mail, postage paid, delivery, e-mail or fax (receipt confirmed), or overnight courier. 13. Freedom of Information Act: City of Fayetteville contracts and documents prepared while performing city contractual work are subject to the Arkansas Freedom of Information Act. If a Freedom of Information Act request is presented to the City of Fayetteville, the contractor will do everything possible to provide the documents in a prompt and timely manner as prescribed in the Arkansas Freedom of Information Act (A.C.A. 25-19-101 et. Seq.). Only legally authorized photo coping costs pursuant to the FOIA may be assessed for this compliance. 14. Termination: This Contract may be terminated by the City of Fayetteville or Stilwell for any reason with thirty (30) days written notice. If either party breaches this agreement, the non -defaulting party may terminate this Agreement after giving seven (7) days' notice to remedy the breach. On termination of this agreement, the City shall pay Stilwell for the services performed through the date of termination within thirty (30) days of acceptance of final invoice. 15. Changes in Scope or Price: Changes, modifications, or amendments in scope, price or fees to this contract shall not be allowed without a prior formal contract amendment approved by the Mayor and the City Council in advance of the change in scope, cost or fees. No modification of this contract shall be binding unless made in writing and executed by both parties. 16. Applicable Law: This Agreement shall be governed by and construed in accord with the laws of the State of Arkansas. Venue for all legal disputes shall be Washington County, Arkansas. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Contract: Stilwell Consulting Page 4 of 6 Page 32 of 1928 17. Contract Administration: The Mayor or their Designated Representative shall be the Contract Administrator for this contract. Stilwell's Principal or their Designated Representative shall be the primary contact for all matters pertaining to this contract. 18. Professional Responsibility: Stilwell shall exercise reasonable skill, care, and diligence in the performance of services and will carry out its responsibilities in accordance with customarily accepted professional practices. 19. Permits & Licenses: Stilwell shall secure and maintain any and all permits and licenses required to complete this Contract. 20. Entire Agreement: These Contract documents constitute the entire agreement between the City of Fayetteville and Stilwell and may be modified only by a duly executed written instrument signed by the City of Fayetteville and Stilwell. In the event of a conflict between the terms of this Contract and the appendices, this Contract and the terms and conditions contained in Appendix B shall control. 21. Force Maieure: Any default in the performance of this Agreement caused by any of the following events and without fault or negligence on the part of the defaulting party shall not constitute a breach of contract: labor strikes, riots, war, acts of governmental authorities, unusually severe weather conditions or other natural catastrophe, disease, epidemic or pandemic, or any other cause beyond the reasonable control or contemplation of either party. Nothing herein relieves the City of its obligation to pay Stilwell for services actually rendered. 22. Severability: In the event that any court of competent jurisdiction shall determine that any provision of this agreement shall be unenforceable, then that provision shall be deemed to be null and void and the remaining provisions hereof shall remain in full force and effect. 23. Debarment Certification: Stilwell hereby provides debarment/suspension certification indicating compliance with the below Federal Executive Order. Federal Executive Order (E.O.) 12549 "Debarment and Suspension" requires that all contractors receiving individual awards, using federal funds, and all sub -recipients certify that the organization and its principals are not debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded by any Federal department or agency from doing business with the Federal Government. Stilwell hereby attests its principal is not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any federal department or agency. IN WITNESS WHEREOF, CITY OF FAYETTEVILLE, ARKANSAS by and through its Mayor, and STILWELL CONSULTING by its authorized officer has made and executed this Agreement as of the day and year first above written. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Contract: Stilwell Consulting Page 5 of 6 Page 33 of 1928 CITY OF FAYETTEVILLE, ARKANSAS STILWELL CONSULTING LIONELD JORDAN, MAYOR ATTEST By: Kara Paxton, City Clerk Date Signed: City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Contract: Stilwell Consulting Page 6 of 6 BY: (_ JILL STIL ELL, OWNER/PRINCIPAL Date Signed: Page 34 of 1928 CONTRACT FOR PROFESSIONAL SERVICES RFP 23-08, Arts and Culture Plan APPENDIX A Scope of Work & Fees INTRODUCTION: Stilwell Consulting (Stilwell or Consultant) shall provide services in preparing an Arts and Culture Plan for the City of Fayetteville. 2. SCOPE OF WORK: The Arts and Culture Plan submitted by Stilwell shall include: A. Executive Summary: an overview of the plan, its goals, and objectives, as well as the key findings. Vision Statement: This should articulate the overarching vision for arts and culture division in the community. C. Cultural Mapping: Deep research and analysis of Fayetteville's cultural landscape, its cultural assets and spaces (including an inventory and map), its history, changing demographics, the implications of regional growth, and the future of Fayetteville and the arts sector. D. Peer and Aspirational City Identification: Research on comparable cities and creative collaborations/opportunities, including reports on best practices in peer cities that could provide policy and practice examples. Needs Assessment: A detailed analysis of needs, opportunities, and community priorities. This should leverage the cultural mapping, evaluate the existing cultural resources and identify any gaps or areas that need improvement. F. Engagement Plan: A deep and thorough community engagement process to include people and organizations in the arts/cultural community; donors; corporate funders; community residents; communities underrepresented in previous grant funding, surveys, conversations, and planning; communities for whom English is a second language, etc. This engagement plan should leverage the work of the Municipal Arts Alliance and Creative Arkansas Community Hub and Exchange (CACHE). G. Communication Plan: This should provide a plan for communicating the plan and its progress to the public, stakeholders, and partners in the community. Both the process and plan should include a public information campaign to educate and excite Fayetteville residents about the impact of Arts and Culture in their community, thus beginning to cultivate greater engagement and long-term support. H. Strategic Plan: Articulation of a long-range vision (potentially ten years) with flexible, nearer - term plans (such as in three-year increments, or another timeframe depending on the consultant's recommendation). Implementation Plan: This should provide a detailed plan for how the strategies identified in the strategic plan will be implemented, including timelines, actionable goals, budgets, and responsible parties. City of Fayetteville, AR and Stilwell Consulting APPENDIX A — SCOPE OF WORK AND FEES Page 1 of 4 Page 35 of 1928 ii. Funding Plan: This should outline potential sources of funding for implementing the plan, with recommended funding models and governance structures, with recommendations for each. iii. Public Art Policy: Deliver recommendations for a public art policy for Fayetteville that outlines the City's vision for public art and provides guidance for its creation, funding, public selection processes, management, and maintenance. Overall, the policy should reflect the City's commitment to promoting arts and culture in the community and its desire to enhance the aesthetic and cultural value of public spaces through the thoughtful integration of public art. iv. Evaluation Plan: Outline how the success of the plan will be measured and evaluated over time, including metrics and benchmarks. Plans should measure and gauge the value, quality, reach and impact of programs, arts and cultural experiences, organizations, and individual artists that received funding from taxpayer funds. Strategic Plan Document Writing and Formatting - The consultant will integrate the information generated in the tasks above and produce the written plan in an attractive, inviting and easy to navigate format. The plan shall include chapters on main items and an executive summary. The Arts and Culture Division will provide photos to utilize in the plan. The written Strategic Plan document shall be an attractive color document. A draft plan will be presented to Parks Natural Resources and Cultural Affairs Department, the Fayetteville Arts Council, the Parks and Recreation Advisory Board and public for comments that will then be used to create a final plan. The final plan will be presented for approval to the Fayetteville City Council. Stilwell shall participate in all public presentations leading to finalization of the plan, either in person or virtually. After the final document is presented, an electronic copy shall be given to The Arts and Culture Division in an editable format such as Microsoft Word or InDesign. The Arts and Culture Division shall be the owner of the document and all work generated in the planning process. In accomplishing the work of the Plan, the Consultant shall work closely with staff from The Arts and Culture Division throughout the course of the project. The consultant shall communicate with The Arts and Culture Division staff to keep the project on schedule. The consultant shall submit to The Arts and Culture Division brief monthly written status reports that delineate work completed, work underway, work to be completed and major items that are needed by The Arts and Culture Division staff and by Consultant staff or others. The intent of this is to create a document that tracks progress and keeps everyone informed on progress and items that need to be accomplished. 3. PRICING: A. Stilwell Consulting shall perform the services included in this proposal for a flat fee of $188,900.00 (details below). i. Stilwell shall strive to make decisions based on what is best for the City. As such, the Stilwell compensation is structured as a flat fee, with billing to be completed on a monthly basis until completion of project. Monthly invoice shall include a breakdown of completed tasks and/or deliverables for the previous month. B. Additional services requested that fall outside the scope of this project shall be provided on a mutually agreed schedule and price, utilizing the hourly fee schedule provided in Stilwell's proposal (provided below). City of Fayetteville, AR and Stilwell Consulting APPENDIX A — SCOPE OF WORK AND FEES Page 2 of 4 Page 36 of 1928 Fee Breakdown Consultant Hours (combined) Consultant Fees (combined) Phase I: Confirm Workplan 8 Communications 22 $4,400 Phase II: Research and Discovery 230 $41,200 Phase III: Community and Stakeholder Engagement 382 $72,200 Phase IV: Plan Development 170 $31,600 Consulting Fees: $149,400 Creative Sector EconDev Advisor Stipend S5,000 Graphic Design Services (including mapping) 10,000 Community Engagement (supplies/artists fees) 5,000 Travel (not to exceed) $19,500 Total Proposed Budget: $188,900 Consultant Fee Schedule Hourly Rate Est. Hours Jill Stilwell - Co -Lead $200 351 $70,200 Kendall Petersen - Co -Lead and AIPP Specialist $200 351 $70,200 Admin Support $100 9: $9.000 4. TIMEFRAME & PROPOSED SCHEDULE: A. Any adjustments to proposed schedule shall be coordinated through City staff: Execute Contract Confirm Workplan Establish Project Advisory Group Initial Stakeholder List Communications Plan Phase I Deliverables: Confirmed workplan, Signed Contract, IrMial Stakeholder I ist, Comms Plan, Progress Report (Continues on nextpage) City of Fayetteville, AR and Stilwell Consulting APPENDIX A — SCOPE OF WORK AND FEES Page 3 of 4 Page 37 of 1928 Immersion Tour Kick-off Meeting with Project Advisory Group Staff/Leadership Interviews Data Research and Anal Cultural Mapping (part 1) Public Art Collection Inventory/Assessment Need Assessment Peer City Benchmarking Phase II Deliverables Arts & Culture nventory,, Pubic Art assessment initial Cultural map, initial Needs Assessment - no ngs, Peer,'Aspiraticinal Cities Report, Month Progress Reports Phase III: Community& StakeholderNovDeceb Expanded Stakeholder List Mar Apr One -on -One Stakeholder Interviews (up to 12) Develop/Activate Speakup.Fayetteville-ar.gov Focus Groups (up to 6) On-line General Survey Targeted Surveys Artful Engagements (3) Public Art Program charrette Cultural Sector Economic Development Session Project Advisory Group work sessions (2) Phase lu Deliverables: Cultural Map, Needs Assessment, E.:parnded -stapeno der List, Project page clesgn;'launcn Community, Stakeholder Engagement Summary, Sur.•e •Iz Analysis Phase IV. Plan Development Theme and Framework Development N• Decer Mar Apr Draft of Arts and Culture Plan Review, Revise, Refine Draft Plan Feedback Presentations Deliver Final Arts and Culture Plan Phase Iv Deliverables: Themes & Plan Framework, Draft Plan, Presentation Deck, Final Arts a r d C i ture = 3 i City of Fayetteville, AR and Stilwell Consulting APPENDIX A — SCOPE OF WORK AND FEES Page 4 of 4 Page 38 of 1928 CITY OF FAYETTEVILLE ARKANSAS City of Fayetteville, Arkansas Purchasing Division — Room 306 113 W. Mountain Fayetteville, AR 72701 Phone: 479.575.8256 TDD (Telecommunication Device for the Deaf): 479.521.1316 PROPOSAL)RFP (REQUEST FOR Request for Proposal: RFP 23-08, Arts and Culture Plan DEADLINE: Wednesday, August 16, 2023 before 2:00 PM, local 'W SR. PURCHASING AGENT: Amanda Beilfuss, abeilfuss fa et -ar. ov DATE OF ISSUE AND ADVERTISEMENT: 07/23/2023 .. e) REQUEST FO PO RFP 23-08 A CU619 P No late proposals shall be accepted. sha a ubm hrough the City's third -party q electronic bidding platform or by su I Ing a sea phy ' proposal to the City of Fayetteville, Purchasing Division at the belo io ?13 ity of �teville asin vision — Room 306 1�ountain Street ay�ville, AR 72701 All proposals shall Pched bmitted in accordance with the attached City of Fayetteville specifications and document hereto. Each Proposer is required to fill in every blank and shall supply all informatio e ested; failure to do so may be used as basis of rejection. The undersigned hereby offers to furnish & deliver the articles or services as specified, at the prices & terms stated herein, and in strict accordance with the specifications and general conditions of bidding, all of which are made a part of this offer. This offer is not subject to withdrawal unless upon mutual written agreement by the Proposer/Bidder and City Purchasing Director. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 1 of 18 Page 39 of 1928 City of Fayetteville RFP 23-08, Arts and Culture Plan Advertisement City of Fayetteville, AR Request for Proposal RFP 23-08, Arts and Culture Plan The City of Fayetteville, Arkansas, seeks proposals from qualified consulting firms to develop a comprehensive Arts and Culture Plan for the City of Fayetteville. Any questions concerning this solicitation process should be directed to Amanda Beilfuss, City of Fayetteville Sr. Purchasing Agent, at abeilfuss@favetteville-ar.Rov or by calling (479) 575-8-8220. Solicitation documents and addenda shall be obtained at the City of Fayetteville Purchasing Division 5�.eTectronic bidding platform at www.favetteville-ar.gov/bids. All proposals shall be received by Wednesday, Au sP`16 3 before 2:00 PM Local Time utilizing the electronic bidding software or by submitting a sealed physical prop all to he City of Fayetteville, Purchasing Division. All proposals are due before the time stated; no late proposal 3ha be accepted. Submitting electronically is strongly encouraged. The City of Fayetteville shall not be responsible or misdirected proposals, or for failure of proposer's technical equipment. 45;�All interested parties shall be qualified to do business and licensaccorda ith all applicable laws of the state and local governments where the project is located. Any firm pr4ov a sery e s e r tered with the Arkansas Secretary of State. The City of Fayetteville reserves the right to rejec o all Pr Zrl+land i irregularities therein, and all parties agree that such rejection shall be without liabili e part City o Fay eville for any damage or claim brought by any interested party because of such rejecti r shall anreste ty seek any recourse of any kind against the City of Fayetteville because of such reje io h filly State response to this invitation shall constitute an agreement of the interested party to th ition� \CO d +�� rp cj City of Fayettevill By: Amanda Beilfu Sr. Purchasing Agent P: 479.575.8220 abei fuss@fayetteville-ar.gov TDD (Telecommunications Device for the Deaf): (479) 521-1316 Date of advertisement: 07/23/2023 This publication was paid for by the Purchasing Division of the City of Fayetteville, Arkansas. Amount paid: $XXX.XX. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 2 of 18 Page 40 of 1928 City of Fayetteville RFP 23-08, Arts and Culture Plan SECTION A: General Terms & Conditions 1. SUBMISSION OF A PROPOSAL SHALL INCLUDE: Each proposal shall contain the following at a minimum. Proposer must also address detailed requirements as specified in the Scope of Work. a. A written narrative describing the method or manner in which the Proposer proposes to satisfy requirements of this RFP in the most cost-effective manner. The term Proposer shall be in reference to a firm or individual responding to this solicitation. b. A description of the Proposer's experience in providing the same or similar c as outlined in the RFP. This description should include the names of the person(s) whNW vide the services, their qualifications, and the years of experience in performing this ty rk. Also, include the reference information requested in this RFP. c. The complete fee and cost to the City for all services outline i s RFP. d. Statement should be no more than twenAT", v 5)pos ge �S,7�gle sided, standard, readable, print on standard 8.5x11 documents. Pro II als subt e (3) page (maximum) executive p summary. The following items will t unt t ar e e�five page limitation: appendix, cover sheet, 3-page executive s�ry, res (res hall be no more than 1 page per person), and forms provided b ity fo letion� Submitting and res d o hi Propos mall be prepared simply and economically, providing a straightfo onc' scripti s ability to meet the requirements for the project. Fancy bindings, color lays, motional material are not required. Emphasis should be on completeness an larit\hi ent. All documents physically submitted should be typewritten on standar "� 11" ages and bound in one volume. Exceptions would be schematics, exhibits, n ge.esus, and City required forms. Limit proposal to twenty-five 25 pages or le x00 in ne- a e team resumes references and forms required b the City ( )pg �'� g pg q Y Y for completioA oposal sh II be sealed upon delivery to the City of Fayetteville. i. n 1 —Electronic Submittal (strongly encoura e : Proposers can go to <AAv.fayetteviIIe-ar.gov/bic1s and follow the prompts to submit a proposal within the electronic bidding platform. If a proposal is submitted electronically, a physical submission is not necessary. All Proposers must register in order to be able to submit. There is no fee for registration. ii. Option 2 — Physical Submittal: All Proposers shall submit one (1) original copy of their proposal as well as one (1) electronic copy on a properly labeled USB or other electronic media device. The electronic copy submitted shall be contained into one single electronic file and shall be identical to the hard copies provided. The use of Adobe PDF documents is strongly recommended. Files contained on an USB or electronic media shall not be restricted against saving or printing. Electronic copies shall not be submitted via e-mail to City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 3 of 18 Page 41 of 1928 City employees by the Proposer and shall be provided to the City in a sealed manner. Fed Ex, UPS, US PS, or other packages should be clearly marked with the RFP number on the outside of the mailing package. e. Proposals will be reviewed following the stated deadline, as shown on the cover sheet of this document. Only the names of Proposer's will be available after the deadline until a contract has been awarded by the Fayetteville City Council. All interested parties understand proposal documents will not be available until after a valid contract has been executed. f. Proposers shall submit a proposal based on documentation published by the Fayetteville Purchasing Division. g. Proposals must follow the format of the RFP. Proposers should structure thei 1 S onses to follow the sequence of the RFP. ► h. Proposers shall have experience in work of the same or similar natur and►must provide references p p that will satisfy the City of Fayetteville. Proposer shall furnish a r nce list of clients for whom they have performed similar services and must provide inform s requested in this document. i. Proposer is advised that exceptions to a y oldie ter s tained in this RFP or the attached service agreement must be identified 'fit' pons to FP ilure to do so may lead the City to declare any such term non-negoti rop is sire tK e exception to a non-negotiable term will not disqualify it from co ri i tion fo as rd. i Local time shall be defined e time in ttevill rk nsas on the due date of the deadline. Documents shall be recei ore,;ACJeadIiine shown by the atomic clock located in the Purchasing Division 0 i l►elec ock to in the City's third -party bidding software. TS-2 ♦► V" 2. WRITTEN REQUESTS FOR INTERPRETATION%OR CLARTFIGA TION: No oral interpretations will be madQkjaSiy firms as tdthe meaning of specifications or any other contract documents. All questions perta he and conditions or scope of work of this proposal must be sent in writing via e-mail t9.4hv rch�.�i $artment. Responses to questions may be handled as an addendum if the respon "o'ul providkcl ifiication to the requirements of the proposal. All such addenda shall become part of the I ract documents. The City will not be responsible for any other explanation or interpretation of th,posed RFP made or given prior to the award of the contract. 3. DESCRIPTION YPPLIES AND SERVICES: Any manufacNer s names, trade name, brand name, catalog number, etc. used in specifications are for the purpose of describing and establishing general quality levels. Such references are NOT intended to be restrictive. Proposals shall be considered for all brands that meet the quality of the specifications listed for any items. 4. RIGHTS OF CITY OF FAYETTEVILLE IN REQUEST FOR PROPOSAL PROCESS: In addition to all other rights of the City of Fayetteville, under state law, the City specifically reserves the right to the following: City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 4 of 18 Page 42 of 1928 a. The City of Fayetteville reserves the right to rank firms and negotiate with the highest-ranking firm. Negotiation with an individual Proposer does not require negotiation with others. b. The City of Fayetteville reserves the right to select the proposal it believes will serve the best interest of the City. c. The City of Fayetteville reserves the right to accept or reject any or all proposals. d. The City of Fayetteville reserves the right to cancel the entire request for proposal. e. The City of Fayetteville reserves the right to remedy or waive technical or immaterial errors in the request for proposal or in proposals submitted. f. The Cityof Fayetteville reserves the right to request an necessar i tions additional Y g q Y information or proposal data without changing the terms of the prop g. The City of Fayetteville reserves the right to make selection of the ser to perform the services required on the basis of the original proposals without negK 40V" h. The City reserves the right to ask for a bes an P nal off rIm one or more Proposers. The best and final offer process is not guaran re orCOPI rser all submit and respond to this RFP on the most favorable terms ava 6 5. EVALUATION CRITERIA: The evaluation criterion defines the fac r Tiat will b pb t sel ction committee to evaluate and score y responsive, responsible and qualifie posa s. posers shaclude sufficient information to allow the selection committee to thorough ate e prop Each proposal submitted shall be evaluated and ranked b a selection committlee. Th act wi prop to the most qualified Proposer, per the Y q p evaluation criteria listed in this RFP. Propo rs ar� ranteed to be ranked. 6. COSTS INCURRED BY PROPOSER All expenses involved with t p 0 ati mission of proposals to the City, or any work performed in connection therewith, s orne s ely y the Proposer(s). No payment will be made for any responses received, or for any othe 4-Fort required o , or made by, the Proposer(s) prior to contract commencement. 7. ORAL PRESENT An oral pres ti and/or interview may be requested of any firm, at the selection committee's discretion. 8. CONFLICT OF INTEREST: a. The Proposer represents that it presently has no interest and shall acquire no interest, either direct or indirect, which would conflict in any manner with the performance or services required hereunder, as provided in City of Fayetteville Code Section 34.26 titled "Limited Authority of City Employee to Provide Services to the City". b. The Proposer shall promptly notify Amanda Beilfuss, City Sr. Purchasing Agent, in writing, of all potential conflicts of interest for any prospective business association, interest, or other City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 5 of 18 Page 43 of 1928 circumstance which may influence or appear to influence the Proposer's judgment or quality of services being provided. Such written notification shall identify the prospective business association, interest or circumstance, the nature of which the Proposer may undertake and request an opinion to the City as to whether the association, interest or circumstance would, in the opinion of the City, constitute a conflict of interest if entered into by the Proposer. The City agrees to communicate with the Proposer its opinion via e-mail or first-class mail within thirty days of receipt of notification. 9. WITHDRAWAL OF PROPOSAL: A proposal may be withdrawn prior to the time set for the proposal submittal based on a written request from an authorized representative of the firm; however, a proposal shall not be withdrawn after the time set for the proposal. 10. LATE PROPOSAL OR MODIFICATIONS: 11 12 a Proposal and modifications received after the time set for the pro )IN ittal shall not be considered. Modifications in writingreceived prior to the deadlini6nission accepted. The City will p p Y not be responsible for misdirected bids. Proposers refer to thei status in the online bidding portal or call the Purchasing Division at (479) 575-822 sure receipt of their submittal documents prior to opening time and date I' The time set for the deadline shall be Ifl for Fivet ille, n the date listed. All proposals shall be received in the Purchasing determine local time shall be the SO Hall, 113 W. Mountain, FayetteA, The laws of the State of ArkansaN to amA shall comply with all constitutional, tate, l and subsequent contract(s) including but nc% limil Business Enterprises (DBE), & OSH pWlicable Kestated. The official clock to chasing Division, Room 306 of City under this request for proposal. Proposers 0is, orders and laws as applicable to this proposal al Employment Opportunity (EEO), Disadvantaged contract. PROVISION FOR OTHER AG I . 0ancounties, , Unless otherwise stipul the Pr the Proposer agrees to make available to all Government agencies, departments, m ' ipalities, the proposal prices submitted in accordance with said proposal terms and o itions therein, should any said governmental entity desire to buy under this proposal. Eligible users sh all state of Arkansas agencies, the legislative and judicial branches, political sub i (counties, local district school boards, community colleges, municipalities, counties, or other public encies or authorities), which may desire to purchase under the terms and conditions of the contract. 13. COLLUSION: The Proposer, by affixing his or her signature to this proposal, agrees to the following: "Proposer certifies that their proposal is made without previous understanding, agreement, or connection with any person, firm or corporation making a proposal for the same item(s) and/or services and is in all respects fair, without outside control, collusion, fraud, or otherwise illegal action." City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 6 of 18 Page 44 of 1928 14. RIGHT TO AUDIT. FOIA, AND JURISDICITON: a. The City of Fayetteville reserves the privilege of auditing a Contractor's records as such records relate to purchases between the City and said Contractor. b. Freedom of Information Act: City contracts and documents prepared while performing City contractual work are subject to the Arkansas Freedom of Information Act. If a Freedom of Information Act request is presented to the City of Fayetteville, the (contractor) will do everything possible to provide the documents in a prompt and timely manner as prescribed in the Arkansas Freedom of Information Act (A.C.A. §25-19-101 et. seq.). Only legally authorized photocopying costs pursuant to the FOIA may be assessed for this compliance. c. Legal jurisdiction to resolve any disputes shall be Arkansas with Arkansas law applying to the case. 15. CITY INDEMNIFICATION: 4 The successful Proposer(s) agrees to indemnify the City and hold it harmlessiagainst all claims, liability, loss, damage or expense, including but not limited to counsel fees, arisinrom or by reason of any actual or claimed trademark, patent or copyright infringement or litigation b hereon, with respect to the services or any part thereof covered by this order, and such obligation shall OPive acceptance of the services and payment thereof by the City. 16. VARIANCE FROM STANDARD TERMS & CONDITION All standard terms and conditions stated in t �Ni-- fopo I ply to this contract except as specifically stated in the subsequent sectioPZ docu e , w�Pnt. e precedence, and should be fully understood by Proposers prior to submitti0oposa 'r is re 17. ADA REQUIREMENT FOR PUBLIC NO TRA 1T0`N: Persons with disabilities requirin aVle odat participate in this proceeding/event, should call 479.521.1316 (telecommunic ions dor the �o later than seven days prior to the deadline. Persons needing translation of this docsha act the City of Fayetteville, Purchasing Division, immediately. F.� 18. CERTIFICATE OF INSURANC O I The successful Proposer I vide a er ' i ate of Insurance of professional liability insurance in the amount of $1 million US I s, at minim . Such Certificate of Insurance shall list the City as an additional insured and not be ire unless firm is selected. 19. PAYMENTS DICING: The Propose u specify in their proposal the exact company name and address which must be the same as invoices submitted for payment as a result of award of this RFP. Further, the successful Proposer is responsible for immediately notifying the Purchasing Division of any company name change, which would cause invoicing to change from the name used at the time of the original RFP. Payment will be made within thirty days of invoice received. The City of Fayetteville is very credit worthy and will not pay any interest or penalty for untimely payments. Payments can be processed through Proposer's acceptance of Visa at no additional costs to the City for expedited payment processing. The City will not agree to allow any increase in hourly rates by the contract without PRIOR Fayetteville City Council approval. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 7 of 18 Page 45 of 1928 20. CANCELLATION: a. The City reserves the right to cancel this contract without cause by giving thirty (30) days prior notice to the Contractor in writing of the intention to cancel or with cause if at any time the Contractor fails to fulfill or abide by any of the terms or conditions specified. b. Failure of the contractor to comply with any of the provisions of the contract shall be considered a material breach of contract and shall be cause for immediate termination of the contract at the discretion of the City of Fayetteville. c. In addition to all other legal remedies available to the City of Fayetteville, the City reserves the right to cancel and obtain from another source, any items and/or services which have not been delivered within the period of time from the date of order as determine by the City of Fayetteville. d. In the event sufficient budgeted funds are not available for a new fisc, the City shall notify the Contractor of such occurrence and contract shall terminate oft eRadayof the current fiscal � period without penalty or expense to the City. _ `J{ 21. ASSIGNMENT SUBCONTRACTING CORPORATE ACQUI I S AND GERS: a. The Contractor shall perform this contra t. assi of subcontracting shall be allowed without prior written consent of the a Pro ose ten^ subcontract a portion of this work, the Proposer shall disclose suucc i t in tie p osa u fitted as a result of this RFP. b. In the event of a corporate acq' Z'�n and (Vrrgger, t tractor shall provide written notice to the Citywithin thirty 3 endar d Con cto 's notice of such action or upon the Y(� � p occurrence of said actio w iZ9aev r rs first. c V 22. NON-EXCLUSIVE CONTRACT: ` V" Award of this RFP shall impose no obligati n on Ithto utilize the Contractor for all work of this type, which may develop during the cont fiod. Thisot an exclusive contract. The City specifically reserves the right to concurrently contr t5oth r panies for similar work if it deems such an action to be in the City's best interest. In t c�f �' se contracts, this provision shall apply separately to each item. 23. LOBBYING: Lobbying of selkonlmmittee members, City of Fayetteville employees, or elected officials regarding request for , request for qualifications, bids or contracts, during the pendency of bid protest, by the bidder/p oser/protestor or any member of the bidder's/proposer's/protestor's staff, and agent of the bidder/proposer/protestor, or any person employed by any legal entity affiliated with or representing an organization that is responding to the request for proposal, request for qualification, bid or contract, or has a pending bid protest is strictly prohibited either upon advertisement or on a date established by the City of Fayetteville and shall be prohibited until either an award is final or the protest is finally resolved by the City of Fayetteville; provided, however, nothing herein shall prohibit a prospective/bidder/proposer from contacting the Purchasing Division to address situations such as clarification and/or questions related to the procurement process. For purposes of this provision lobbying activities shall include but not be limited to, influencing or attempting to influence action or non -action in connection with any request for proposal, City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 8 of 18 Page 46 of 1928 request for qualification, bid or contract through direct or indirect oral or written communication or an attempt to obtain goodwill of persons and/or entities specified in this provision. Such actions may cause any request for proposal, request for qualification, bid or contract to be rejected. 24. ADDITIONAL REQUIREMENTS: The City reserves the right to request additional services relating to this RFP from the Proposer. When approved by the City as an amendment to the contract and authorized in writing prior to work, the Contractor shall provide such additional requirements as may become necessary. 25. SERVICES AGREEMENT: A written agreement, in substantially the form attached, incorporating the RFP and the successful proposal will be prepared by the City, signed by the successful Proposer and presented to the CityTfFayetteville for approval and signature of the Mayor. 26. INTEGRITY OF REQUEST FOR PROPOSAL (RFP) DOCUMENTS: Proposers shall use the original RFP forms provided b the Purchasing Divisi n aid enter information only p()p Y g Y in the spaces where a response is requested. Proposers may use an attach s an addendum to the RFP form(s) if sufficient space is not available on the original form for the Pro to enter a complete response. Any modifications or alterations to the original RFP tRespo ents b oposer, whether intentional or otherwise, will constitute grounds for rejection of su ny such modifications or alterations a Proposer wishes to propose shall be clearly state,Prop serr`�P r nse and presented in the form of an addendum to the original RFP documents. Q V" 27. OTHER GENERAL CONDITIONS: a. Proposers must provide the it with thei osals ' ne b an employee havin legal authority p p � Yg g Y to submit proposals on9he alb of t roposer entire cost of preparing and providing responses shall be bo P r. V" b. The City reserves the right to re uest n ional information it deems necessary from any or all Proposers after the s s*jon dea . c. This solicitationfe ' o�e * &as an offer, a contract, or a commitment of any kind; nor does it Comm' yto pfo any costs incurred by Proposer in preparation. It shall be clearly understood t ay costs incurred by the Proposer in responding to this request for proposal is at the Nq ser's own risk and expense as a cost of doing business. The City of Fayetteville shall not e for reimbursement to the Proposer for any expense so incurred, regardless of WZZ or not the proposal is accepted. d. If products, components, or services other than those described in this bid document are proposed, the Proposer must include complete descriptive literature for each. All requests for additional information must be received within five working days following the request. e. Any uncertainties shall be brought to the attention to Amanda Beilfuss immediately via telephone (479.575.8220) or e-mail (abeilfuss@fayetteville-ar.gov). It is the intent and goal of the City of Fayetteville Purchasing Division to provide documents providing a clear and accurate City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 9 of 18 Page 47 of 1928 understanding of the scope of work to be completed and/or goods to be provided. We encourage all interested parties to ask questions to enable all Proposers to be on equal terms. Any inquiries or requests for explanation in regard to the City's requirements should be made promptly to Amanda Beilfuss, City of Fayetteville, Sr. Purchasing Agent via e-mail (abeilfuss@fayetteville-ar.gov) or telephone (479.575.8220). No oral interpretation or clarifications will be given as to the meaning of any part of this request for proposal. All questions, clarifications, and requests, together with answers, if any, will be provided to all firms via written addendum. Names of firms submitting any questions, clarifications, or requests will not be disclosed until after a contract is in place. g. At the discretion of the City, one or more firms may be asked for more detailed information before final ranking of the firms, which may also include oral interviews. h. Any information provided herein is intended to assist the Proposer in rr aration of proposals necessary to properly respond to this RFP. The RFP is designed to pr vi ualified Proposers with sufficient basic information to submit proposals meeting mini specifications and/or test requirements but is not intended to limit a RFP's content or lude any relevant or essential data. 11:;� i. Proposers irrevocably consent that an 'I tion r pr edi ainst it under, arising out of or in an manner relating to this Cont all co Ile rkansas law. Proposer hereby Y g p Y expressly and irrevocably waives a oeNnw in a action or proceeding based on any alleged lack of jurisdiction or im r ven r riy simi is. j. The successful Proposer s a as i e whole part of this Contract or any monies due or to become due hereu Acitho en con f City of Fayetteville. In case the successful Proposer p g Ypa Pro assigns all or n mo ue or to become due under this Contract, the Y Instrument of assignment shall ntain`a substantially to the effect that it is agreed that the right of the assignee in a a�py monie e or to become due to the successful Proposer shall be subject to prior lien o pers arms, and corporations for services rendered or materials supplied for the f nce �t�l� ices called for in this contract. k. The successfu PP oser's atten ion is directed to the fact that all applicable Federal and State laws, munici dinances, and the rules and regulations of all authorities having jurisdiction over the servi II apply to the contract throughout, and they will be deemed to be included in the c a s though written out in full herein. The successful Proposer shall keep himself/herself fully in med of all laws, ordinances and regulations of the Federal, State, and municipal governments or authorities in any manner affecting those engaged or employed in providing these services or in any way affecting the conduct of the services and of all orders and decrees of bodies or tribunals having any jurisdiction or authority over same. If any discrepancy or inconsistency should be discovered in these Contract Documents or in the specifications herein referred to, in relation to any such law, ordinance, regulation, order or decree, s/he shall herewith report the same in writing to the City of Fayetteville. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 10 of 18 Page 48 of 1928 City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 11 of 18 Page 49 of 1928 City of Fayetteville RFP 23-08, Arts and Culture Plan SECTION B: Scope of Services and General Information 1. INTRODUCTION: The City of Fayetteville is seeking proposals from qualified consulting firms to develop a comprehensive Arts and Culture Plan that reflects the unique characteristics of our community. The goal of this project is to create a roadmap for a vibrant and sustainable Arts and Culture sector that benefits our residents, businesses, and visitors. The plan should outline strategies to enhance access to arts and cultural experiences, promote equity and inclusivity, and support the growth and development of artists, organizations, and businesses in our community. We are looking for a consultant or consulting team with extensive experience in cef,stakeholders, nning, community engagement, and data analysis. The selected firm will work closely with City and the community to conduct research, gather input, and develop recommendation rat align with Fayetteville's vision and values. The final plan will serve as a roadmap for the City of Fay Oh le's Art ulture Division's initiatives for the next decade. The plan must be comprehensive, fo�rwa d-ti , 11dap ble to the evolving needs of the community as Fayetteville continues to grow an lop. Th la sho vetail with Fayetteville's Parks System Master Plan, adopted in February of �whic entified and Culture Plan as one key recommendation among many. As such, ri's and e PI Id provide clear guidance for the Division's priorities and goals, while also as a r acc un ility and measurement of success. The plan must be easily understandable essibl mem of the community and should reflect the current needs and perspectives a eville rse po on. Overall, the plan should strike a balance between a visionary approach to�iee fut �e Arts ulture Division in Fayetteville and a practical, actionable framework for implementation. We invite proposals that dem at ltreati 'ty,�Fnnovation, and a commitment to collaboration and inclusivity. The selected firm wil�a a the.o nity to work on a high -profile project that will shape the future of our community's foolb"real land ap . 2. SCOPE OF WORK: �I The City of Faye seeks an Arts and Culture Plan that builds a framework for a sustainable and thriving creative com from emerging artists to established institutions. This requires incorporating feedback and insights diverse set of perspectives across the cultural landscape in Fayetteville. The following priorities have een defined for the work, including community and stakeholder engagement, data -driven decision making, principles of equity and inclusivity, and a strong communication plan. Consultant proposals should outline an inclusive, citywide research process to gather ideas from Fayetteville residents and visitors, the artists and creatives and cultural organizations who serve them and who live and work in Fayetteville. Consultants should be well -versed in using a variety of effective and dynamic methods to engage people across Fayetteville neighborhoods and communities within communities, including underserved populations, artists and creatives, nonprofits, creative businesses, funders, and partners. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 12 of 18 Page 50 of 1928 The Arts and Culture plan should provide the vision, priorities, policy framework, strategies, structures, timeline, feasibility, and funding requirements essential to enhancing Fayetteville's arts and cultural sector, with benchmarks and an evaluation framework to measure progress and success. The plan should include: a. Executive Summary: an overview of the plan, its goals, and objectives, as well as the key findings. b. Vision Statement: This should articulate the overarching vision for arts and culture division in the community. 0 e Cultural Mapping: Deep research and analysis of Fayetteville's cultural landscape, its cultural assets and spaces (including an inventory and map), its history, changing demographics, the implications of regional growth, and the future of Fayetteville and the arts sectt Peer and Aspirational City Identification: Research on comparable cities ive collaborations/opportunities, including reports on best practices in p r that could provide policy and practice examples. Iq Needs Assessment: A detailed analysis of needs, opportunities, zmmunity priorities. This should leverage the cultural mapping, evaluate the existing resources and identify any gaps or areas that need improvement. Engagement Plan: A deep and thorough m nity �en rocess to include people and organizations in the arts/cultural com , i , donor -cc por nders; community residents; communities underrepresented in �1LI�usP nding, r , conversations, and planning; communities for whom English e and e is ngagement plan should leverage the work of the Municipal Ar nce ankrk as Community Hub and Exchange (CACHE). g. Communication Plan:1 the public, stakeholde h include a public information ca impact of Arts and CultutaiQ _� and long-term sup Strategic Plan term plans (sy mmunicating the plan and its progress to ty. Both the process and plan should Ate and excite Fayetteville residents about the , thus beginning to cultivate greater engagement Ota,'hge vision (potentially ten years) with flexible, nearer- ncrements, or another timeframe depending on the consulta ' recvmendation). i I lementation Plan: This should provide a detailed plan for how the strategies identified n the strategic plan will be implemented, including timelines, actionable goals, budgets, nd responsible parties. ii. Funding Plan: This should outline potential sources of funding for implementing the plan, with recommended funding models and governance structures, with recommendations for each. iii. Public Art Policy: Deliver recommendations for a public art policy for Fayetteville that outlines the City's vision for public art and provides guidance for its creation, funding, management, and maintenance. Overall, the policy should reflect the City's commitment to promoting arts and culture in the community and its desire to enhance the aesthetic and cultural value of public spaces through the thoughtful integration of public art. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 13 of 18 Page 51 of 1928 iv. Evaluation Plan: Outline how the success of the plan will be measured and evaluated over time, including metrics and benchmarks. Plans should measure and gauge the value, quality, reach and impact of programs, arts and cultural experiences, organizations, and individual artists that received funding from taxpayer funds. Strategic Plan Document Writing and Formatting - The consultant will integrate the information generated in the tasks above and produce the written plan in an attractive, inviting and easy to navigate format. The plan will include chapters on main items and an executive summary. The Arts and Culture Division will provide photos to utilize in the plan. The written Strategic Plan document shall be an attractive color document. A draft plan will be presented to Parks Natural Resources and Cultural Affairs Department, the Fayetteville Arts Council, the Parks and Recreation Advisory Board and public for comments that will then be used to create a final plan. After the final document is presented, an electronic copy sh II be given to The Arts and Culture Division in an editable format such as Microsoft Word or InDesign rts and Culture Division shall be the owner of the document and all work generated in the g process. In accomplishing the work of the Plan, the Consultant shall work closely with s of om The Arts and Culture Division throughout the course of the project. The consultant shall unicate with The Arts and Culture Division staff to keep the project on schedule. The consultant s bmit to The Arts and Culture Division brief monthly written status reports that deli a ork co �, work underway, work to be completed and major items that are needed by The its d Cult ision staff and by Consultant staff or others. The intent of this is to create a docu &r,� trac pr ess keeps everyone informed on progress and items that need to be accomplish 3. PROPOSAL FORMAT: v a. Structure of Proposal: The Art ulture Din seek&pposals from individual firms or teams to consider as a prime con t n r the ArlpPltf Culture Plan. Consultants interested in submitting their proposals n I de e Ilowi� i mation: Part I — Qualifications an exper nce onsultant or consulting team: List examples of Arts and Culture Strategic Plan thal►the team has completed and produced in the last five years, clearly indicati�ie prieA sultant's role in each example. If work is being presented that was done b onnel rr another firm at the time of the work, this must be clearly indicated. In 2�rrent contact information for project examples. Clearly provide informati on l e team members that will be primarily responsible for facilitating the planning proce g their relevant experience and examples of studies. See the information for these and 0 OF SERVICES TO BE PROVIDED. Pa II — Methodology for conducting research and strategy for community engagement: Preliminary work has been done to map stakeholders and to prime the arts community for engagement, but please propose additional modalities including proposed stakeholder discussions, focus groups, and public input processes focusing on creating awareness and engagement from the citizenry at large to ensure the Plan reflects the community's needs and priorities. Please be sure to address experience with public planning including the use of social media and other technologies and methods. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 14 of 18 Page 52 of 1928 4. 5 Part III — Budget Proposal: Outline all costs associated with the project, including consultant fees, travel expenses, and any other applicable expenses. Part IV— Previous Arts and Culture Plans: Please provide samples of previous plans created by the consultant or consulting team. Company promotional literature is also welcome. Part V - References: Provide three (3) references from past clients to speak to firm's capability to do this work. Part VI — Other relevant information: Proposer shall provide other relevant information indicating the applicant's abilities to successfully complete an Arts and Culture Plan. Part VII — Detailed project timeline: Include specific deliverables for each pha e project. This plan is to be completed by June 2024. R CONTRACT FORMATION: If the ne otiation roduces mutual a reement a tract will be considered g p agreement, for approval by the City of Fayetteville City Council. If negotiations with gi hest -ranking Proposer fail, negotiations may be initiated with the next highest-ranking Proposer an agreement is reached. The City reserves the right to reject all offers and end thZless wi, ecuting a contract. SELECTION CRITERIA: The following criteria3�used Qtyt City valuate and score responsive ro osals. Proposers shall include sufficien rmat n w it to thorou hl evaluate and p p pY thoroughly score the proposal. Each proposal sub s not rc u ed t nked by the selection committee. The contract may be awarded to the r`GJ ualifi it , per uation criteria listed below, based on the evaluation of the selection ittee. ing t eva ation of the proposals, the Selection Committee may request that t an i m(s) m oral presentation or be interviewed. If presentations are necessary, ill to e in IF ville, Arkansas. Notices will be sent by the Purchasing Division. .do , 1) 2) 20% A:o pelific Project to be Performed: Information reflecting c t, partners, and project team. Indicated specialized competence of the firm in connection with the type and quired. Subcontractors, if used, shall be listed with information perience, Competence, and Capacity for Performance: Information reflecting the names, titles, and qualifications (including experience and technical competence) of the major personnel assigned to this specific project. 3) 20% Proposed Method of Doing Work: A proposed work plan (description of how the project would be conducted as well as other facts concerning approach to scope) indicating methods and schedules for accomplishing scope of work. Include with this the amount of work presently underway. City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 15 of 18 Page 53 of 1928 4) 20% Past Performance: Previous evaluations shall be considered a significant factor. If previous evaluations with the City are not available, the professional firm's past performance records with City and others will be used, including quality of work, timely performance, diligence, and any other pertinent information. Firm will provide a list of similar jobs performed and person whom the City can contact for information. 5) 15% Cost/Fees: Complete costs and fees as described in this RFP and for delivery of the proposal including fiscal feasibility and financial stability. All fees shall be clearly identified with RFP response and be itemized as much as possible. 6. ADDITIONAL DOCUMENTS AND INFORMATON: a. The City of Fayetteville's Parks System Master Plan is available at: htt s: ww.fa etteviIIe- a r. Rov/Docu me ntCe nte r/Vi ew/28916/Favettevi I le-PSM P-AD Den d ices-Fi na I-FebrLoRLM23 b. The following documents are included with this solicitation as additional i or n i. Appendix A: Current Arts and Culture Pilot Programming V ii. Appendix B: 2022 Parks Annual Report iii. Appendix C: The Cultural Arts Corrid rmatio V" Q P � � P � \CO )CO NTI N ES O N N EXT PAG E Q City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 16 of 18 Page 54 of 1928 City of Fayetteville RFP 23-08, Arts and Culture Plan SECTION C: Signature Submittal 1. DISCLOSURE INFORMATION Proposer must disclose any possible conflict of interest with the City of Fayetteville, including, but not limited to, any relationship with any City of Fayetteville employee. Proposer response must disclose if a known relationship exists between any principal or employee of your firm and any City of Fayetteville employee or elected City of Fayetteville official. If, to your knowledge, no relationship exists, this should also be stated in your response. Failure to disclose such a relationship may result in cancellation of a purchase and/or contract as a result of your re onse. This form must be completed and returned in order for your bid/proposal to be eligible for considera PLEASE CHECK ONE OF THE FOLLOWING TWO OPTIONS, AS IT APPROPRIATELY APPL OUR FIRM: 1) NO KNOWN RELATIONSHIP EXISTS �QJ 2) RELATIONSHIP EXISTS (Please expl . •_—L ` I certify that; as an officer of this organization, or, e attac e lette thorization, am duly authorized to certify the information provided herein is acc nd tru a my o ion shall comply with all State and Federal Equal Opportunity and Non-Discri n i n requii ents a con itions of employment. Pursuant Arkansas Code Annotated 3, t ractor s and certifies that they do not currently boycott Israel and will not boycott Israel duri ime i the are entering into or while in contract Y Y Y g with any public entity as defined in §25-1-503. f at a during contract the contractor decides to boycott Israel, the contractor must notify thcbed pu lic tity in writing. 2. PRIMARY CONTACT INFORM 0 At the discretion of the City, more fi msy be asked for more detailed information before final ranking of the firms, which may alsude oral in rviews. NOTE: Each Proposer shall submit to the City a primary contact name, e-mail k430ess, and phone number (preferably a committee can call r Nfication or interview via telephone. Corporate Namem: Primary Contact: Phone#1 (cell preferred): E-Mail Address: City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 17 of 18 cell phone number) where the City selection Title of Primary Contact: Phone#2: Page 55 of 1928 3. ACKNOWLEDGEMENT OF ADDENDA Acknowledge receipt of addenda for this invitation to bid, request for proposal, or request for qualification by signing and dating below. All addendums are hereby made a part of the bid or RFP documents to the same extent as though it were originally included therein. Proposers/Bidders should indicate their receipt of same in the appropriate blank listed herein. Failure to do so may subject Contractor to disqualification. ADDENDUM NO. SIGNATURE AND PRINTED NAME DATE ACKNOWLEDGED *.k 4. DEBARMENT CERTIFICATION: As an interested party on this project, you are required to provide debarment/suspe ification indicating compliance with the below Federal Executive Order. Certification can be done by pleting and signing this form. n• Federal Executive Order (E.O.) 12549 "Debarment and S ension"that all contractors receiving individual awards, using federal funds, and all sub-recipien�tify th rganization and its principals are not debarred, suspended, proposed for debarment, �e rered iinel' vol tarily excluded by any Federal department from doing business the Gove�t. or agency with �\k Signature certifies that neither you nor your princi esen ebarred p ded, proposed for debarment, declared ineligible, or voluntarily excluded fro r icipati is a ion by any federal department or agency. Questions regarding this form shoul cted City of eville Purchasing Division. NAME OF COMPANY: PHYSICAL ADDRESS: MAILING ADDRESS: TAX ID #: AR. SECRETARY OF STATE FILING #: PHONE: FAX: E-MAIL: SIGNATURE: PRINTED NAME: TITLE: DATE: City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 18 of 18 Page 56 of 1928 r4& Appendix A - Current Arts and Culture Pilot Programming , gg � Y F 1 ►9 a Al i Appendix A - Current Arts and Culture Pilot Programming THE RAM FAYETTE ARKANS FQ Q- hK,\ Set �etween pockets of restored .� &,erness and Fayetteville's beloved wntown Arts and ��► istrict, The Ramble Entertainment illuminates the evolving role of public space in our ommunity. By embracing the journey, it Q— serves as an urban through line and gathering space, a canvas for activating public art and programming, and a connection to natural woodlands and waterways in the heart of downtown. The Ramble is a celebration of the journey — connecting people with people, people with nature and people with art. Page 58 of 1928 r. E.;; � :' �`� �. '•ems; '""` s�` .s-k rr }} 47�- r: ,fir 1 5 j� ,� •IIYNN' ,... �. ;,.. fr - �e .� � •`'�►, .� - -r'i/ I , t � ,,,,..HL'1H1 M ... � I � ��IIII� '�, :::� 11 - ���, ��p, 1.t �-mod.. ."" t �a����- ��! •� - �. �. g�r� l ,r � El 7T —Tv 77777V" �. tog,mq J1J�1,,3�,�,,,,,.,,,��� Imes. log..T!T I III lip 1 II III M - ------------ — ------- �1�!!�illllllll.11ll�l�ll �I I I LEI �I ,� I II Ii A%L A AM Hosted partnered events I i ke Trick or Treat on the Trail and the Pumpkin Pageant with organizations life Experience Fayetteville and the Rotary. 0 Appendix A -Current Arts and Culture Pilot Programming r+f w�- Q qt- r r►`�, .�� Appendix A - Current Arts and Culture t Pilot Pr ming iT TAKESONE LK i> _ TO END r.. P JWM F0 iloted programming with Community Organizations including the Community Creative Center, 00 ArtVentu res NWA, and Her Set, Her Sound. Page 62 of 1928 Itir 'I Appendix A - Current Arts and Cu Pilot Programming THE A M B L 9. 8Tem orar y C o m m s s ones rl>. �i Works Appendix A - Current Arts and Culture Pilot Programming KLY OUTDOOR CELEBRATION rS AND LIVE MUSIC, 4.28-6.30 U CITY255 WEST v E FAYELE MUSIC ARKANSAS Page 64 of 1928 e c Appendix A - Current Arts and Cultur. - Pilot Programming � Y ry_ h aa• ^-mil i 1 T `I �.� G• :t Tis � Natural .-. - .. _ cjn�� � fib � ,a AI P 65 x�e�rAr• h,� " y r } G tol i., i .Y a a R PHRKS3 NATURAL RESOURCES & r+111 TIIQeI eCCeTC Appendix B - 2022 Parks Annual Report Director's Statement Dear Fayetteville, 2022 was a year of new programming, planning, foundation bui and tremendous progress. Iq The opening of the Lower Ramble marked the beginnin Arts and Culture programming for the City of Fayetteville. D f activations occurred in this new urban park, of ng new QOM ities for the public to experience and participate in vis d per�g arts. V" We continued plans for the e Ri awn C nity Center 6�expansion, the first since cility o e din 1996'. e began developing a master plan for the n com y par e west side of town, Underwood Park. We also Carrie ew aInWRe YDion S stem Master Plan to the finish line. The fist sys ideplan update since 2002, once approved by Cit Coun H, wile e the guiding document that establishes a 66rbonr he epartment to carry us into the future. I also m Highi an extraordinary year of new ideas and tans, tVDolur bntinuehieve excellence in programming and events. p p g g T s creative and dedicated team, we had an incredible year for t and program attendance. From soccer to road races, our programs d events continue to improve and grow. Iqz The past year prepared us for the work to come, and I am thrilled to work with this incredible staff in 2023 and beyond. Sincerely, Alison Jumper Director of Parks, Natural Resources, and Cultural Affairs Page 67 of 1928 Appendix B - 2022 Parks Annual Report Leadership Advisory Boards Urban Forestry Parks and Recreation Arts Council Lacey Jennen Will Dockery Abby Hollis Chair Chair Chair Samuel Adkisson Jim Parrish Zane Colvin William Chesser John Crow Ken Eastin Lee Farmer Recreation Superintendent Lacie Ballard Tiffany Hoover Josh Lainfiesta Mark Banks -May Jeff Poole Dean Rawlings Frozen Toes Sonia Harvey Chloe Bell Emily Miller Jessica D Lara Hightoer Roberta ford Q V" St �p- G Al'eor m er v d Jack I;y Wing Superintendent Zach Foster �QA n n nanci C dinator v John Scott Siy`a \Ash ��� Joanna Sheehan Bell pgrationsllfit Arts and Culture Director r� Andrew Brink Julie Chambers Sarah Downing Joel Freund Yarri Davis Hugh Kincaid Doug Walsh Stephen Shesq) V Page 68 of 1928 Appendix niannual Recreation System Master Plan 2022 brought the department to the finish line of creating anew Perks and Recreation System Master Plan; a process that began with'it community engagement in 2018. This plan is a long-range evaluates current parks, recreation facilities, and programs` determine tOqW service gaps, analyze trends, align actions with commul?y needs and desires, and identify future improvement opportuni `provides a framework to guide city leadershi isions f resource allocation but allows for flexibility in ngin ions. This plan describes a future 'ring tte I4 arks and improving recreation offerings and �r are ;hr ►aml�j p�vision and five guiding princi 'This new community -led master plan will shape our parks system for the next 10 years, ensuring it continues to serve our growing community." - Mayor Lioneld Jordan Page 69 of 1928 Appendix B - 2022 Parks Annual Report 2,535 people provided input critical to the creation of the Parks and Recreation System Master Plan. The department reached out to the community through online and in -person surveys, focus groups, community workshops, and four project advisory committee meetings. This feedback led to the creation of five guiding principles and aspirational statements that shape the framework of this plan and our future. i i n Principles5 Gu *�k Nature Connection NIV Our outdoor spaces are integrated with everyday lives to attract people near ZI for the ' health benefits of ou tural en i nt. Stewar '.p n�Lpbla' nance We care f arks sse,4J sure they meet ths of r rat andN4edf,6 generations. Our e tions an est is rioritize u ili al res it , and equity. °� � p Y ti aEEFj ��� rt�initi fo recreation, health, and wellness are essib II through our parks, fitness and spor pr rams, and trails and benefit our physical and al health. Gathering and Placemaking Our parks are designed to provide gathering spaces and amenities for our community while celebrating our unique culture, the arts and music, the people, and the beauty of the region. Resilient Natural Systems Our natural systems and parks help support a city environment that integrates natural and built landscapes and maximizes ecosystem benefits and nature -based recreation for the community. Page 70 of 1928 Appendix B - 2022 Parks Annual Report Connenting to Nature 2613682 Total park users in 2022 Qo r-.Or, 28� 1 Totall&r&sers in 2022 QV" nqj'QPark premi ountain biking nati the Arkansas 9;Non nd Parks Association's !p'pO�acility of the Year award. Lake Fayetteville Forest We received a trail grant of $100,000 to assist with the first phase of an accessible trail loop that will include boardwalks and decks to provide lake access and stunning views. Trail Connections The work to connect the Fayetteville Traverse to the Markham Hill Trails broke ground, further cementing our effort to connect our parks systems through our trails. Page 71 of 1928 At tne riwon-cutting ceremony for The Ramble, we introduced Fayetteville's first urban park and outdoor event space. +� * .,•ice �t.n oil tt, 4 k I A. 2ttft R��e r. , Nr Appendix B - 2022 Parks Annual Report Nature's connection to the Fayetteville community is a key focus of this department and, based on our Master Plan results, will continue to be top -of -mind for years to come. Real ' progress was made on this front with our trails, parks, and outdoor spaces over the past year. These efforts will continue with three goals in mind from our Parks and Recreation System Master Plan. Goals for Nature Connection 1. Increase recreational opportunities in nature, lakes, and streams. 2. Raise awareness about parks, recreation offerings, environmental education, and trails. 3. Increase nature interaction opportunities in parks; focusing o r� urbanized areas of Fayetteville. Master Plan 927 O% Of respondents to resp is ar V Of respondents our surveys listed Pint �in mo stated lack of "Spend Time in ur an camping access to Nature" as a value. �pportuNities. information as a deterrent. Page 73 of 1 Appendix B - 2022 Parks Annual Report Stewardship and Maintenance Volunteering The Fayetteville community gave back to #KeepFayettevilleBeautiful tc the tune of 25,408 volunteer hours of cleanups, invasive plant removals, and habitat restorations. Underwood Park The master plan process for a Fayetteville's newest commu rk was kicked off with two pu put meetings, multiple focu s, an6; public survey. ., P Yvonne Ric ftnt Community� We received 411. matc "ng!ran t from the Walto amily Foun ion to suppor expansion of the YRCC slate b in in 2023. Kessler Mountain Regional Park We wrapped construction on a new pinwheel of four youth baseball fields. The project includes a new concessions and restroom building as well as turf infields. Page 74 of 1928 Appendix B - 2022 Parks Annual Report Department Revenue 2022 0 '18-'21 Avg. $500,000 $400,000 $300,000 $200,000 NUE 2022 O O o NCREASE 4OVER ���������� P� ' ���� ����� 2 018 - 21 ° AVERAGE Hotel, Motel, Res ant evenue Interna!(TO* a ue Revenue sessions $0 $250,000 $500,000 $750,000 $854K Total 2022 Internal Department Revenue, $48K over projections. Page 75 of 1928 Appendix B - 2022 Parks Annual Report Fayetteville is a giving community with a long history of caring for the natural beauty with which it is blessed. Our team, as well as our volunteer community, deliver on this front year after year. This work will continue with four goals in mind from our Parks and Recreation System Master Plan. Goals for Stewardship and Maintenance 1. Improve the financial sustainability of park operations through increasing and diversifying funding sources and partnerships. 2. Prioritize existing park and facility improvements, horticulture services, and maintenance. //�� 3. Expand opportunities for volunteerism, community contribui�►�fs, nd stewardship actions. `` 4. Support the use and safety of all in parks, reducing use cts and partnering with service providers. �J► . Am Master Plan Feedback 717M Q� Of respondents desire a focus on O improving exis " parks and faci i Of respondents feel it is essential to improve or build parks in underserved areas of the city. Page 76 of 1928 Appendix B - 2022 Parks Annual Report ctive an Well Community Engagement Over 93,00 people particip n park programs or atte ents, and 139 external even took place in our parks in 2022'(�� Su r mps B ctive S Camps and the ne on Community Mer Fun4Kids Camp ximum capacity for all 17 camp. Trick -or -Treat Trail We partnered with Experience Fayetteville and The Rotary Club to offer a free community trick -or -treat and Pumpkin Pageant. Wilson Park Pool Wilson Park Pool achieved the highest visitor and revenue totals in over 20 Page 77 of 1928 Appendix B - 2022 Parks Annual Fort 17,500 The world came to Fayetteville in Attendees 2022 for the UCI Cyclo-Cross 219 World Championships at OHO Cyclists Centennial Park. 21 Nations �a-�k 6� le Page 78 of 1928 Appendix B - 2022 Parks Annual Report We pride ourselves on providing people of all backgrounds, interests, ages, and abilities an outlet to recreate and enjoy the `resources we revere. We know the impact our work has on Fayetteville, and we will continue to provide it under the direction of the goals set forth by our Parks and Recreation System Master Plan. Goals for Active and Well 1. Provide inclusive program offerings to meet the needs of all. 2. Improve access within and to parks and enhance and broaden the recreational value of our trail corridors to strengthen them as linear parks. 3. Improve existing properties and anticipate the need for anoq\o d parks for completion. FQ 84% Of respondents believe it is important to provide places for residents to maintain and improve their health. 1 Is Master Plan Feedback 82% Of respondents believe providing mobility, with trails and paths for exercise and transportation is important. 75% Of respondents believe providing recreation opportunities to underserved residents is important. Page 79 of 1928 Appendix B - 2022 Parks Annual Report atherin lacema and ing This year we launched the Arts and Culture division to tap into the creativity of local artists that is key to shaping our vibrant city. Fall Fridays � week art programming n<rra ncerts, performances, int e di ys, and k# sdoVisions. IQN �z Opportuniti�c �� 88 artist opportunities in first year ' . Free community events Nearly 3,000 people attended Rock Fish To be used in further stream restoration work Part of the effort to integrate art into park design Provides discovery opportunities for children Our goal is to ensure local arts and culture have a healthy future by developing policies and strategies to support the arts and cultural sector, incentivizing opportunities for thriving artists and organizations, growing the creative industry ecosystem, and responding to community needs. Page 80 of 1928 Three new mural installations from local artists commissioned by the Arts and Culture Division. jmw 7T wairegory Park Artist: Jason Jone Id "'9m"Archibald Yell artist: Austin Floyd IF Lafayette Bridge of Arkansas Advanced pSIME-pphy Design Class R I 1 1 1 X Nhh' Cj` Establishin e new Arts and Culture Division and successfully ins i a new series of programs and events is an exciting new a for us to engage and unite the community. We will continue to the scope of this division under the vision of these goals from our rks and Recreation System Master Plan. Goals for Gathering and Placemaking 1. Design parks and greenways to celebrate our heritage and communities surrounding landscape and culture. 2. Improve parks to address comfort and the ability to gather for activities. 3. Partner with organizations and provide infrastructure to support programming and events in the parks system, such as theater, music, races, games, food, access, and markets. 4. See opportunities to integrate art into public spaces. Page 82 of 1928 r {' h. ., O �/� ;���'"�!�,t • th Amazing Tree of Faye tteville���. LL ► %� �.�. '' ' ood Tree at Lake Favetteville Park' i 1 ,1 _-PA� ,� �► L Appendix B - 2022 Parks Annual Report Our natural environment and the care this department and community share for it make Fayetteville a beautiful place to call home. Public input indicated a desire for green infrastructure, environmental conservation, and stream bank restoration in parks. We will take the goals instituted in the Parks and Recreation System Master Plan and expand upon the already outstanding work we have accomplished. 1. a 3. Goals for Resilient Natural Systems Conserve land and strategically direct acquisitions for conservation meet environmental and community objectives.' Promote green infrastructure and regional systems in support environmental conservation and preservation. Enhance the ecological performance of existing parks anral land properties. ��►` aseh lan ack 7% Of respondents support protecting the natural environment and promoting environmental sustainability. 617a Of respondents prioritize water quality at Lake Fayetteville as a focus. 56% Of respondents expressed there are not enough designated areas for natural environment preservation and open space. Page 84 of 1928 Appendix B - 2022 Parks Annual Report Looking Ahead 2023 promises to be another banner year for the Parks, Natural Resources, and Cultural Affairs Department. We will continue planning and shaping our future through more master plans, facilit expansions, park renovations, and much Here is a sample of what to expect from our department ion 23: • Walker Park Master Plan Laun • Urban Forestry Master Plan v �- G Q • Arts and Culture Mast ining . Yvonne Richards mmu ' e ter D�gnnveiling . Yvonne Rich a Co ity Ce novation Groundbreaking Ni . Gulley Park laygr enov d Splash Pad Addition • Lake Fayett le So tball telex Renovation . Wilson PaBull nd Restroom Construction . Wil k Tends C} its Renovation ipl entation of the Parks System Master Plan Page 85 of 1928 Appendix B - 2022 Parks Annual Report We already have several projects slated for the coming years from Phase II Bond Projects and previous planning. We look forward to beginning work and completing these projects while continuing to add and set more ambitious goals. These projects currently include: Bryce Davis Park Master Plan and Construction Completion of Yvonne Richardson Center Expansion Combs Park and White River Master Plan Continued evaluation of the Park Land DDeedicati V K;y- Iq� Page 86 of 1928 T M 4-10 51. Kessler Mountain Regional Park I CITY OF WA FAYETTEVILLE ARKANSAS RFP 23-08 Addendum 1 Event Information Number: Title: Type: Issue Date Deadline: Notes: Stilwell Consulting Supplier Response RFP 23-08 Addendum 1 Arts and Culture Plan Request for Proposal 7/23/2023 8/16/2023 02:00 PM The City of Fayette consulting firms vel the City of Facwillp., process sho;ltiiAe dir Purchasing Agent, 575-8220 NIV Iq r, .�Jc a,+ G6, + �� is, see '�►r'�posals from qualified ►rehe Arts and Culture Plan for concerning this solicitation Beilfuss, City of Fayetteville Sr. iyetteville-ar.gov or by calling (479) F0 XN Contact Infor fiobb Contact: AmaJ4 6jifuls Address: P rchavg m 306 it Hall 13 West Mountain Street - Room 306 Fayetteville, AR 72701 Email: abeilfuss@fayetteville-ar.gov Page 1 of 2 pages Vendor: Stilwell Consulting RFP 23-08 Addendum 1 Page 96 of 1928 Stilwell Consulting Information Contact: Jill Stilwell Address: 2250 Bellwether Lane Fort Collins, CO 80521 Phone: (970) 218-6542 Email: jillstilweII07@comcast.net Web Address: stilwellculturalconsulting.com By submitting your response, you certify that you are authorized to represent and bind your company. Jill Stilwell Signature Submitted at 811612023 12:52:12 AM (CT) uested Attachments jillstilwe1107@comcast.net Email 23.08 Fayetteville Arts and RFP 23-08, Arts and Culture Plan Culture Plan Proposal -Stilwell ZX�V�tab, Consulting.final.pdf Please attach the signed and completed RFP form, located inCjAttach` long with any additional documents. V" G Response Attachments arts_vision_2030_DIGITAL_SPREADS.pdfz Sample Plan - ArtsVision 2030 2023-1-6_Golden_PAFP_V5.pdf Sample Plan - Golden Public Art Fr orkPI 2023-1-5_PAC-Hand book _v4.pdf Sample Plan - Golden Art in Public Plac r%lbook 2023-1-5_GoldenPAFP Appendix Q0 Sample Plan - Public Art Colle9ultulral 1 dit an �s s Report Master Plan 2022-Final fro Ian . Sample Plan - City of L nd Se es Master Plan Team Resumes - St' Monsulting.pdf Consulting team s RFP 23-08, Arts a Culture Plan Attachments.pdf Completed RFP Forms - Stilwell Consulting LLC Bid Attributes 1 Addendum Acknowledgement By selecting "I agree", you acknowledge that you have read all addendum(s) that have been issued for this solicitation, if applicable. 9 1 agree Page 2 of 2 pages Vendor: Stilwell Consulting RFP 23-08 Addendum 1 Page 97 of 1928 City of Fayetteville RFP 23-08, Arts and Culture Plan SECTION C: Signature Submittal 1. DISCLOSURE INFORMATION Proposer must disclose any possible conflict of interest with the City of Fayetteville, including, but not limited to, any relationship with any City of Fayetteville employee. Proposer response must disclose if a known relationship exists between any principal or employee of your firm and any City of Fayetteville employee or elected City of Fayetteville official. If, to your knowledge, no relationship exists, this should also be stated in your response. Failure to disclose such a relationship may result in cancellation of a purchase and/or contract as a result of your re onse. This form must be completed and returned in order for your bid/proposal to be eligible for considera PLEASE CHECK ONE OF THE FOLLOWING TWO OPTIONS, AS IT APPROPRIATELY APPL DOUR FIRM: X _1) NO KNOWN RELATIONSHIP EXISTS fZ 2) RELATIONSHIP EXISTS (Please expl n): o ._� r� -Raw Ni— I certify that; as an officer of this organization, or e attac e letter o orization, am duly authorized to certify the information provided herein is acc nd tru a my or n ion shall comply with all State and Federal Equal Opportunity and Non-Discri n n requii ents a o itions of employment. Pursuant Arkansas Code Annotated 3, t racto r es and certifies that they do not currently boycott Israel and will not boycott Israel duri im i ich the are entering into or while in contract Y Y � Y g with any public entity as defined in §25-1-503. f at ai during contract the contractor decides to boycott Israel, the contractor must nedphone c'L+ed putity in writing. 2. PRIMARY CONTACT INFO At the discretion of the City, ��Y be asked for more detailed information before final ranking of the firms, which may als "er iews. NOTE: Each Proposer shall submit to the City a primary contact name, e-mail a, n ber (preferably a cell phone number) where the City selection committee can call Nfication or interview via telephone. Corporate Nam' m: Stilwell Consulting LLC Primary Contact: _Jill Stilwell Title of Primary Contact: _Owner/Principal Phone#1 (cell preferred): 970-218-6542 Phone#2: E-Mail Address: jillstilweII07@comcast.net City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 98 of 1928 3. ACKNOWLEDGEMENT OF ADDENDA Acknowledge receipt of addenda for this invitation to bid, request for proposal, or request for qualification by signing and dating below. All addendums are hereby made a part of the bid or RFP documents to the same extent as though it were originally included therein. Proposers/Bidders should indicate their receipt of same in the appropriate blank listed herein. Failure to do so may subject Contractor to disqualification. ADDENDUM NO. SIGNATURE AND PRINTED NAME DATE ACKNOWLEDGED RFP 23-08, Addendum 1 Jill Stilwell 8-14-2023 4. DEBARMENT CERTIFICATION: 1Zification k As an interested party on this project, you are required to provide debarment/suspe indicating compliance with the below Federal Executive Order. Certification can be done by pleting and signing this form. n• Federal Executive Order (E.0.) 12549 "Debarment and S ension" r that all contractors receiving individual awards, using federal funds, and all sub-recil cc tify th rga&ization and its principals are not debarred, suspended, proposed for debarment, dec red inel volu excluded by any Federal department or agency from doing business with the l�Gover r� t. W Signature certifies that neither you nor your princi resent ebarred, se�ded, proposed for debarment, declared ineligible, or voluntarily excluded fro ' i icipati is tr on by any federal department or agency. Questions regarding this form shout ya ce d t ity o ville Purchasing Division. NAME OF COMPANY: Stilwell Consulting PHYSICAL ADDRESS: 2250 Bellwe o e�, For �31 `s, CO 80521 MAILING ADDRESS: 2250 Beier La �� ollins, CO 80521 TAX ID # PHONE E-MAIL: 521-37-75 �. SECRETARY OF STATE FILING #: _970-2 42 FAX: __jillstilweII07@comcast.net SIGNATURE: PRINTED NAME: fill Stilwell TITLE: Owner/Principal DATE: 8/ 14/2023 City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 99 of 1928 R F P #23.08 August 15, 2023 Proposal for CITY OF FAYETTEVILLE ARTS & CULTURAL PLAN Stilwell Consulting LLC 2250 Bellwether Lane I Fort Collins, CO 80521 1970-218-6542 i i I Isti IweI I07aa comcast.net stilwellculturalconsulting.com Page 100 of 1928 FAYETTEVILLE ARTS &CULTURAL PLAN PROJECT #23-08 Executive Summary We, Jill Stilwell of Stilwell Cultural Consulting and Kendall L. Peterson of ThereSquared are proud to team together for this project and respectfully submit the following proposal in response to the RFP #23-08 Arts and Culture Plan for the City of Fayetteville. We understand that this plan - as well as the planning process - has the potential to be a high -profile and catalytic project for the City of Fayetteville and its creative community. As we will demonstrate in this proposal, this kind of creative sector planning is not only our passion but our specific area of expertise. We look foerd to the opportunity to partner and engage with your community and build a Nnap for the City of Fayetteville's Arts and Culture Division's future -together. THE TEAM d V Our team is perfectly suited to this task. Toc years of experience and a demonstrated deep planning and visioning for any size commune and complementary skills to our projects,,A problem solvers, organizers, activators, ar!>' We are public art, municipal arts 1i unparalleled and specialized pub ' a and experience. Jill Stilwell and all F art programs in Fort Collin a eve worked together on a numpub cultural plans for municipal Nrgani art projects, developed public art po cy hands-on, practical experience I wing a and translating that experience to cork We are community Engagements, we cl� into the planning_pr online engag expand our r4 ds possess over 50 arts and culture d knowledge , listeners, %gym has culture expertise managed municipal actively. We have te%Anning projects and arts and I has managed dozens of public rted public art programs. Jill has ipal arts and culture department Through our Artful nces which seek to draw the community es throl�f creativity. Our team also brings expertise in .ills, specifically with the EHQ/Bang the Table platform, to the community. Creative k~ development and sustainability is key. The arts, culture and creative co munity are key stakeholders in an Arts and Culture Plan. We have invited creative sector development expert Jamie Giellis to join our team as an advisor. In collaboration with the community, she will help identify economic development opportunities, public/private partnerships, potential funding models and how to best support and grow creative businesses and enterprises in the city. METHODOLOGY We approach every project as unique. No two communities or projects are the same and a cookie cutter approach doesn't work. We will partner with you to develop a STILWELL CULTURAL CONSULTING LLC Page 101 of 1928 FAYETTEVILLE ARTS &CULTURAL PLAN PROJECT #23-08 process and a plan that meets your community's specific needs and aspirations. We believe your community knows what it needs and it's our role to act as facilitators, idea generators, conveners, listeners, problem solvers and consensus builders. We understand intentional effort must be made to include all voices and invite those who may be disinclined or who have been traditionally or systematically marginalized to participate. APPROACH We are eager to partner with you to craft a comprehensive Arts and Culture`l n that fulfills the goals outlined in the RFP and a process that generates inspirati � ZI energy for implementing the plan. To do so, we propose a 4-Phase Ap s detailed in our proposal. This approach includes: 1) Confirming our workplan to make sure we have designed a pro, deliverables and communication plan that meets the goals and expectations of is and Culture Division.► 2) Research and exploration will help us cliscoyel& uni ara ristics and assets of your community. A Needs Assessment Qr*d ope of r rite ing tools, Cultural Mapping, will help to uncover c es and c nge ,!Wand opportunities, strengths and aspiratio' 3) Based on research, we embark o bust vely C unity and Stakeholder Engagement process. We use tr anal en men c niques, including e interviews, focus groups, charrsury targe �veys, and online engagement (we are experienced using HQ/ang ble f line engagement.) We believe residents are more likely to1hink c �f wh t y are having fun making and thinking creatively. To enhance pub c parti 1 A n, we will collaborate with staff and even local artists to invent "Ar I En age �1�s" that are tailored to the Fayetteville community. These can be �, ha activities that pop-up at existing community events or co-c a on a t' s. Finally, we will develop and host a facilitated special sess* u4j- for Economic Development during this phase. 4) The final phase is esizi tn. he input and research into plan themes and lf developing a fry01Vw for the We will collaborate with the Arts and Culture Division staff stakeholders to refine the themes and framework into goals, strategies ction steps for the plan. We understand the plan is to include an executiv ary, vision statement, strategic plan with recommendations for implemen Pion, public art policy, funding, and evaluation framework. The Arts and Culture Plan will be a colorful, attractive, inviting and easy to navigate format with a look and feel that reflects the passion and the purpose of the Fayetteville creative community. EXPERIENCE Asyou'll find in our plan samples and work experience listed in our proposal, our team has extensive experience in cultural planning, public art planning, community ■ 2 STILWELL CULTURAL CONSULTING LLC Page 102 of 1928 FAYETTEVI LLE ARTS & CU LTU RAL PLAN PROJECT #23-08 engagement, and data analysis. As arts and culture and creative sector specialists, we will work collaboratively with staff, stakeholders and your community to develop a plan that reflects the unique characteristics of the Fayetteville community and serves as a roadmap for a vibrant and sustainable Arts and Culture sector for residents, businesses and visitors. As one client shared about us: "Kendall and Jill are a powerful combination. Their decades of diverse experience and complementary skills deliver a comprehensive client experience and exceptional results. The large scope and timeline of our project made us especially grateful for how they fully commit through the natural ups and downs, with resilience and warmth thRNhout the process." Angela Seals, Executive Director, Cultural Office of t Peak Region Thank you for considering our qualifications and proposal outline, the following pages. We look forward to the opportunity to serve as your par r creating Fayetteville's Arts and Culture Plan. C) Kind regards, Jill Stilwell "Kend I YPeterson Owner, Stilwell Cultural qn O hereSquared LLC LLC 781 .22nd Place 22SO Bellwether Lane tver, CO 80238 Fort Collins, CO 8OS21 ) 902-1600 970-218-6S42 (�kendall. eterson theres uareddenve comcast.n Jillstilwell07 t V P q � r.com ■3 STILWELL CULTURAL CONSULTING LLC Page 103 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 We have assembled a team with unparalleled municipal art experience to submit our qualifications and proposal for the City of Fayetteville's Arts and Culture Plan. Jill Stilwell of Stilwell Cultural Consulting and Kendall L. Peterson of ThereSquared will co -lead the project. We are arts and culture planning experts with more than 50 years of experience and a complement of skills in cultur nd strategic planning, public art master planning, placemaking consultin ct management, community engagement, and visual arts and perfor � s programming that makes our team an exceptional fit for this proje Jill and Kendall have been teaming together since 2019 and will ead the project. Kendall is a public art specialist with deep experience in proje j�p nning and coordination. Jill brings expertise from municUrts an e management and certification in public engagement. Stilwell CI con wi I serve as the coordinating entity and contract holder. .� ;Y1Joining Jill and Kendall as a Special Ad is is Ja "e ellis, /president of Centro, which specializes in strategi a tho I (re)i ent in neighborhoods, with a specialty it porti distr' amie will host a special facilitated session around crew ctor e mic e pment which will gather information and brainstorm gies f/etthe co i u development of the Fayetteville creative sect `�J JILL GARDNER STILWELL, 0 �✓ Ji 4 dner Stilwell has more than 25 years of Iic sector arts and culture experience. She founded Stilwell Cultural Consulting in 2015 in Fort Collins, Colorado as a woman -owned consulting firm providing planning services for the arts and culture industry. Jill assists communities and organizations in vision - oriented projects including cultural planning, strategic planning, master planning, mission development, and creative district designation. She also consults on museum accreditation, and operational and facility planning efforts for museums and theatres. She is certified in planning effective public participation through IAP2. Prior to consulting, Jill served as the Cultural Services Director for the City of Fort Collins from ■ 4 STILWELL CULTURAL CONSULTING LLC Page 104 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 2003 - 2016. In this role, she oversaw the City's performing arts center, museum, art in public places program, botanic gardens, and creative center. She drafted Fort Collins' first Cultural Plan and nominated the City for the 2011 Governor's Arts Award (which it won). She oversaw the department's two largest capital projects: the $8.4 million renovation of the Lincoln Center for the performing and visual arts and the $27 million public/private partnership that is the Fort Collins Museum of Discovery. She also led the effort to establish the Downtown Fort Collins Creative District and has deep experience in programming the performing and visual arts and creative placemaking. Before serving as Director, she worked in museums in curatorial roles and as an executive director. In addition to consulting, Jill shares her expertise and experience with r to students as a Senior Instructor of Arts Management at Colorado Sta rsity holds a Master of Arts in Art History and Museum Studies from the ersity of Denver and a Bachelor of Fine Arts from Colorado State Universi, d Jill will co -lead the City of Fayetteville's Arts an in all aspects of the project. She will bring her planning and community engagement as we culture experience to the project. Jill willseAAP KENDALL PETERSON, She d}ect and participate gic and cultural f m icipal arts and tack1kN administrator. 7ecialist a creative project cens�tanqy4�LCWTiore than 24years of arts, Neis aural program planning and oject mgement. Her specialties include aCulture planning, place -making ci ting, public art planning and policy, program master planning, ilementation and policy development, art site -selection, public process management, arts advocacy, and education. She also has experience in event planning, documentary film, video, and multimedia projects. her consulting company THERESQUARED LLC in 2017 in her hometown of Denver, Colorado to connect and build specialized teams to bring creativity, artistry, and authenticity to all projects whether it's a new plaza or park plan, bringing art to public spaces, community cultural planning or a historic documentary. ThereSquared was begun as a means of bringing Kendall's love of municipal planning, arts advocacy, placemaking and many years of creative project management experience to a broader audience in Colorado and beyond. ■ 5 STILWELL CULTURAL CONSULTING LLC Page 105 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 Prior to beginning ThereSquared, Kendall served as the Manager of the Public Art Program for the Hotel and Transit Center Program (HTC) at Denver International Airport (DEN) until 201S and prior to her work at DEN, Kendall was the Public Art Program Manager for the City and County of Denver. She holds a Master of Arts in modern architectural and art history from New York University's Institute of Fine Art and a Bachelor of Arts degree in art history from Wellesley College. Kendall will co -lead the City of Fayetteville's Arts and Culture Plan project and participate in all aspects of the project. She will draw on her vast experience in public art and cultural planning, cultural policy, research acumen, and creative energy to bring best practices, innovation, and excitement to the plan. JAMIE GIELLIS, Special Advisor Jamie Giellis, founder/presi of Centro, specializes in strategic a ughtful _ (re)invest nt in ne' oods, with a specialty s pporti�ts districts. She works closel ith cPsh �y sta Iders to form eff 'v / arts an that help them th v"con so nd culturally. from the Univers Relations from Jamie will tNo decades of experience 711 2011, she helped do Creative Districts and oversaw the aenf86fthe RiNoArt District in Denver. PM more than 60 communities across s well as extensive work in Singapore ��Tmie holds a Masters of Public Administration ver, Colorado and a BA in Journalism/Public Zas our creative sector economic development advisor for the project. She wilJJWher in-depth experience and knowledge of creative sector develop nt and economic planning to the project. She will be engaged in research and develop and host a special session to discuss creative sector economic development and sustainability for Fayetteville. ■ 6 STILWELL CULTURAL CONSULTING LLC Page 106 of 1928 FAYETTEVI LLE ARTS &CULTURAL PLAN PROJECT #23-08 Experience U Arts Vision 2030, Community I" �__ '\ ► '� Cultural Plan Client: Cultural Office of the Pikes Peak Region & Bee - = - Vradenberg Foundation _ - - - Consultants: There red & Stilwell Consu I Completed: ber 2021 Client co AngelDir Pi e David Siegel, Former Executive Dire c Bee VA enbur dsiegel@uccs.edu K. z s, Executive ultural Office of the ak egion lc�r loffice.org elation, Arts Vision 2030 is a 10-yea ural pla r6the �s Peak Region commissioned by the I I ff' the eakRegion and the Bee Vradenburg Foundatio n of r prings. Kendall Peterson and Jill Stilwell were the co -lead cons sKithj:�7sential project support from Rachel Cain. Initially Iaun ed i Febof 2020, this project took almost a year's hiatus due to the 9 Pic. Our team pivoted and delivered an almost entirely virtu rocesS. �nched in March of 2021, the process eo used Zoom and th ne B Table platform for interviews, focus groups, surveys, ng, eation and touched 4,S00 people with 664 making direc on ution the plan. Several in -person activities were held as pande strictions were lifted, including a Mad -Lib pop-up booth at Poetry7l d launch event. The unique format of the final plan as Declar reflected the advocacy and passion of the creative community in the re 'on. The Cultural Office Board of Directors brought Jill Stilwell back to develop the Board's five-year strategic plan. ■ 7 STILWELL CULTURAL CONSULTING LLC Page 107 of 1928 FAYETTEVI LLE ARTS & CU LTU RAL PLAN PROJECT #23-08 Arts and Culture Master Plan Cultural Services Department City of Loveland, Colorado Consultants: Stilwell Cultural Consulting Completed: 2019/Adopted 2022 Client contact: Susan IsIN Cultural Services Susan.ison cit D'r d.or 970.962.2411 X ' The City of Loveland hired Stilwell Cultural Consulting to prod 5W first Arts and Culture Master Plan to guide the work of the Cultural Servic s partment for the next 10 years. The Master Plan included the R' It Theatr eats), Loveland Museum, and Art in Public Places. The plan en ed t e mu ty through one- on-one interviews, focus groups, and corms+��i ity e nt deve�' �. emes, focus areas, strategies and actions. The proje nv Ivrea i ission statement, proforma budgeting, and facility rec ndati for the ct Pulliam Building. One of the action items of the Art ultur ter P as to establish a state - certified Creative District in Do n Lov . Jill I was brought back to facilitate the process of develp the crew ' e distr' ich was certified in 2019. Public Art Assessment Client: City of Golden, CO Consultant: Kendall Peterson, ThereSquared Completed: 2021 Public Art Framework Plan Client: City of Golden, CO Completed: December 2022 Consultants: ThereSquared LLC with MIG Completed: 2023 Client Contact: Robin Flieschmann, Manager, Community and Economic Development, City of Golden rflieschmann@cityofgolden.net 3W STILWELL CULTURAL CONSULTING LLC Page 108 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 In 2020, the City of Golden hired Kendall Peterson of ThereSquared, LLC to conduct a thorough audit and analysis of the entire public art collection in Golden. Based upon the audit and analysis, the City then issued a second RFP for a Public Art Master Plan (re -named a Framework Plan) and ThereSquared LLC, teamed with MIG, won this new project in late 2021. The Public Art program in Golden is relatively new, and they were seeking guidance on policies, best practices and near- and short-term goals for the program. The Framework was adopted by the City Council in early 2023. n _ee& i n g a ams The City of Aurora, the seco gest oVosSiNVse city in Colorado, updates its Public Art Ma Ian er ive y.M aving usually done the plan in-house, in 202 it s d th ulting team of ThereSquared and Stil e onsulti to complete the project. The project began with a survey ar na iFthe existing collection which numbers well over 200 rks, tmoved into identifying locations for art and prioritizing 3S I sit �inst updated criteria. The plan also includes a five-year st t gic 10 ith goals and objectives that were developed with i from mmunity in the form of interviews, focus groups, and an Ii su �e outreach phase dovetailed with a s� simultaneo rt and Cu e Master Plan which also informed the strategic . The consulting team also reviewed and recommended updat the Art in Public Places policies and guidelines to meet current best es. The plan is in the final stages of review and is anticipated to be pres nted to a sub -committee of the City Council in November 2023. ■ 9 STILWELL CULTURAL CONSULTING LLC Page 109 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 Art in Public Places Strategic Plan and Policy Update Program Plan for Artist in Residence Program Client: Town of Vail, Colorado Consultants: ThereSquared & Stilwell Consulting Completed: 2023 Client ContaceOnof ard, Art in Public P Coordinator Public Wor il MeDoardJ5JWaov.ora The Town of Vail hired ThereSquared anN,!,Lt Anp �Consulting to conduct a thorough analysis of their ex' H : INCes policy and guidelines and develop a new Stra �. n addition, our team developed a program pill ce Program to be housed in Ford Park. The projec its fi seswill be completed and presented to the Town C I in t}Zt cq_u�f 2023. 1 Projects In Progl ss P. 5� CO ram. -• kPu rt Master Plan & and Public Art blishment CliofAspen ants: ThereSquared & Stilwell Consulting ted completion: Spring, 2024 Client Contact: Sarah Roy, Executive Director, Red Brick Center for the Arts sarah.royoa aspen.gov v In Spring of 2023, the City of Aspen, CO hired the team ART of ThereSquared & Stilwell Consulting to embark upon "�' the development of its first -ever public art master plan. Ja5ptemn1pub;11cMplan Until this point, the City of Aspen has had no official - public art program, so the consulting team will be leading the City through the research and development of an entirely new program -as unique as the City of Aspen itself. While the project is just ramping up, the consulting team has already helped to plan several unique outreach events for the planning process, ■ 10 STILWELL CULTURAL CONSULTING LLC Page 110 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 including an asphalt mural collaboration between the Aspen Ideas Festival and the City of Aspen, as well as events at the Pitkin County Public Library and a fall event to come at the Aspen Art Museum. As a kickoff project for the new public art program, the consulting team will be guiding a "pilot partnership project" co -sponsored by the Aspen Art Museum and the City. The end product will be a public art plan and policies tailor-made for Aspen's world-renowned community. In 2021, as the tail end of the gl its doors to a new Parsons Thr& new facility replaced an cultural amenities, the No h- 1 a long-range cultural plan for I` the new theatre, but also its ar events. The resulting plan v0 Parks and Recreation of being a beacon for, Northglenn Arts Long -Range Plan Client: Northglenn Arts a Humanities Founda io HF) Consultants: Stilw ulting & ThereSquared Expected Comti : November 2023 f lient t: ich e rick& , its & Culture & C1 M ity M er Ci Nor1 n 'N v Uovid p m senic, i c er ar1c lirlkvlt intelll y of Northglenn opened rS.eation center facility. The To accompany the new d Humjfties Foundation embarked upon will guide the activities for not only o am, public art program and cultural imiIar plan being developed for the p to guide Northglenn Arts toward its goal Denver Metro region. ■ 11 STILWELL CULTURAL CONSULTING LLC Page 111 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 L a ThereSuared and Stilwell Cultural Consulting approach our projects and commnity engagement with these values underpinning our methodology: No two projects are the same. We do not start or end our process with a preconceived idea of an outc e; the outcome is driven by and derived from input from the key stakeholde the community. Collaboration is key. Y We are experts at working with multiple stakeholders. z ege e it is essential to fully integrate not only City staff and Boards, but also lem the cultural community and other key sectors, and th�munit nto ourprocess. Your community knows what it nee We act as facilitators, idea generato Sv ve&er ener iddlem solvers and consensus builders. Our goeast6sidering in ' ive guidance, experienced feedback and tise eed never take the process away from stakehoco nity ers. NJ Include all voices. We understand intent rt! t be ma to each those who may be disinclined to participat or w ve aditionally or systematically marginalized. People wit dive e bar% nds and identities will be given space to speak and share their l%ectiv aping the plan. We will: • Seek oppoZru Mies to people where they are • Lower 06rs to ment • Ide /keh illing to advise on pathways to engagement • Ask h ►we ca of service We will for "Artful Engagement." Resi are more likely to think creatively when they are having fun making and ng creatively. To enhance public participation, we will invent "Artful Engag ments" that are tailored to the Fayetteville community. These can be low -tech, hands-on activities that pop-up at existing community events. We can also develop more interactive or co -creation activities to engage the community in art in public spaces. Whether simple or in-depth, these engagements are designed to increase community input into the planning process and foster inclusion and participation. ■ 12 STILWELL CULTURAL CONSULTING LLC Page 112 of 1928 FOUR -PHASE APPROACH _�k 3CONFIRM WORKPLAN & COMMUNI TIONS Our Team will work closely with staff ro The A Culture Division throughout the course of the pro' t. gul r o uni ions meetings will keep the project on track M the ule e will rovide brief monthly project updates that track pro anke very ormed on progress and items that need to be acco plish Confirm project -specific ives,mes, rables and schedule. Create a Project Advis oup Wd p of om the Arts and Culture Division and other n Ifie he C' • Determine our spe ' is p is n g e m e n tivities, timeline, marketing plan, and materials. � Establish a regular m etin g ate/� th The Arts and Culture Division Staff/Project Advisor Initial identificatio o y sta,ers (this list will be further defined in Phase III) Provide brie hlytatus reports to The Arts and Culture Division Staff. OurteqtOTyvill evelop a ommunications Plan to share progress on the plan wi Nublic, stakeholders and partners and educate and build exi4Went for Fayetteville residents about the impact of Arts and Culture. 1 and confirm outreach needs, especially for inclusion of under - pa cipating groups that are critical to the planning process. Begin working with the Municipal Arts Alliance and Creative Arkansas Community Hub and Exchange (CACHE) and other groups to identify key stakeholder groups who may have been underrepresented in other Fayetteville planning efforts. Phase I Deliverables: + Confirmed Work Plan + Signed Contract + Initial Key Stakeholder Contact List + Monthly progress reports + Communications Plan ■ 13 STILWELL CULTURAL CONSULTING LLC Page 113 of 1928 FAYETTEVI LLE ARTS &CULTURAL PLAN PROJECT #23-08 RESEARCH AND DISCOVERY With the help of the Fayetteville Arts and Culture Division and others, we will identify areas of research for our team and conduct in-depth analysis of existing conditions in the city. The research will include: Immersion Tour Our planning process begins with an in-depth tour of Fayetteville. Since we are new to the city, we would take extra time at the outset to tour your key cultural assets, placemaking locations, external partner locations, public art, and important gathering spaces will help us better understand Fayetteville'tN assets, challenges, and current conditions. This Immersion tour ca K e in one -to -two days, with guidance from City Staff and stakeholders r could be combined with the kick-off meeting, public art assessment a key interviews, if needed. e) Kick-off meeting with Project Advisory G u Facilitate a workshop with the Project Ad sor_* Group*, rstand the environment in which Fayetteville's Arts nd-Cult r ion erates and to begin to discover the needs, opport prior ie d a Nns for the Division. , �® Staff/Leadership Interviews o' Conduct up to five one -on- ervie h re a City staff and/or City leaders to gain an in-dep erst di ofille's current Arts and Culture Division and org l wit City. Data Research and Analysis CO • Research and analyz emo raph ends in Fayetteville including key demographic, eco s'acia1, �ther trends and characteristics of the community that rT54rpact e Arts and Culture Division serves the community. • Assess and ie exis ' `vant plans and policies, as identified by the City. • Assess curreity su —financial and structural --for Fayetteville's arts and cuprograms and current partnerships. Research possible funding me a S. • PH^ h existing Public Art and/or Arts and Culture policies or guidelines. • . e an inventory of existing cultural assets and spaces in Fayetteville, inc ding projects, programs, or facilities being planned. • Research the current economic impact of the creative industry in Fayetteville. ■ 14 STILWELL CULTURAL CONSULTING LLC Page 114 of 1928 FAYETTEVI LLE ARTS &CULTURAL PLAN PROJECT #23-08 Cultural Mapping In addition to our Immersion tour, Cultural Mapping is one of our favorite creative tools to research and analyze Fayetteville's cultural landscape. Through research with staff and stakeholders, as well as hosting a charrette and engaging the community (in Phase III), we will develop a cultural map that identifies Fayetteville's existing cultural assets and spaces, future areas of cultural growth, its history, note areas of changing demographics, and the implications of regional growth. Public Art Collection Assessment As part of understanding the existing conditions and preparing f opment of a public art plan, our team will assess the City's existing perm nt and temporary public art collection. As needed, we will update anpl.�nhance the existing asset inventories and characterize the strengths aaknesses of the existing collection. Needs Assessment v ,�`►V Through the data gathered in Phas t� arcf(rj&miov r �I Phase III Communit Engagement),wewill I11riv s Assessment that (Community P details and analyzes needs, oppor es, ga hallen d community priorities. The Needs Assessme it lever e cu mapping, evaluate the existing cultural resources a ntify aps s that need improvement. In Phase III om ,z ni will e, in providing input into the Needs Assessment. �(/, Peer and As irational it Id "ca Research and benchmar up to thre 11 parable cities or programs that demonstrate creative ;S�ortunities Ntions that can serve as models for Fayetteville. While n45)t enchrogram will be a perfect roadmap for FayetteviIle's Arts urnon, this report will include analysis of best practices in oth.2.r c ti s th rovide policy, procedural and practice examples for considerati n Phase I iverables: + Arts a ture Inventory + Public A Inventory and Assessment + Initial Cultural Map (based on research, inventory and internal charrette) + Initial Needs Assessment (initial findings) + Peer and Aspirational Cities Report + Monthly progress report ■ 15 STILWELL CULTURAL CONSULTING LLC Page 115 of 1928 FAYETTEVI LLE ARTS &CULTURAL PLAN PROJECT #23-08 COMMUNITY and STAKEHOLDER ENGAGEMENT PROCESS The focus of this Community Engagement phase will be to gather ideas from Fayetteville residents and visitors as well as the artists, creatives and cultural organizations in Fayetteville. The process will also create awareness and engage residents in the process to ensure the Plan reflects the community's needs and priorities, while also building enthusiasm for the plan. Below is an outline of a series of well -organized and directed activities that will ensure inclusive, citywide engagement. We are professional facilitators, and well -versed in using a variety of effective and dynamic methods to engage all communities across Fayetteville including underserved and under - participating populations, communities for whom English is a second �kl language, artists and creatives, nonprofits, creative businesses, donQ�'� corporate funders and partners. These methods are aimed at solicitquality input from as many people as possible, in an open, equitable anoa`ctive process. Expanded Stakeholder List �,� Based on the research and cultural mappin wf P ca further develop our stakeholder engagement plan i t ed in I�INe By d his, we can hone our efforts and maximize our chintoco Y. Stakeholder Interviews Conduct up to twelve one- 00 inter I ors oup sessions (virtual) with key stakeholders identifi hase dtk.e. it hip, cultural leaders, elected officials, artists, busin ers, pers,� n-profit leaders, donors/grantmakers, velop �a�ershi fr underrepresented communities, etc.) ♦ Lo Our team will create �r sect a )7Speakup.Fayetteville-ar.gov. We will design a look andtf Q10for the t page and draft content including an introduction to e�gpnnl '�cess, a project timeline, details about upcoming community eng ment�✓ities, and provide regular updates on the planning process. C rr eam has specialized experience in using EHQ/Bang the Table for outrea po 11 S'.0 cream understands how to utilize engagement tools such as Q & A, quick n and mapping tools as well as launching surveys. We can also Led outreach via polls in languages other than English, as well as mapping in target neighborhoods. We will work with The Arts and Culture Division staff/Project Advisory Group to develop a schedule of updates and messaging to keep the project page fresh. Focus Groups Host up to six focus groups (virtual or in -person) with stakeholder groups such as project partners, local artists, arts organizations and groups representing hard to reach populations and individuals with disabilities. We will coordinate with the City to identify and connect with people from each of these groups. ■ 16 STILWELL CULTURAL CONSULTING LLC Page 116 of 1928 FAYETTEVI LLE ARTS &CULTURAL PLAN PROJECT #23-08 Project Advisory Group Work Sessions In addition to the initial meeting in Phase II, we will host two work sessions/meetings with the Project Advisory Group during Phase III. The meetings can be confirmed during Phase I, but will likely include: • Discussion of Community and Stakeholder Engagement Summary and emerging themes • Vision and Goals workshop Artful Engagements To enhance public participation, particularly for under -served populations, we will develop three "Artful Engagements." These pop-up outreach activities expand opportunities for the public to engage with the planning process. These engagements can be low -tech, hands-on interactive activities that pop-up at existin community events or venues or working ith local Fayetteville artists to develop a co - creation activity of making art in a p ace, or a stand-alone event inviting the uni to engage in a facilitated creativ ersati ne of Engagements can focus on en g the unit A / : n -depth, these designed to increase I9agement and give direct tfu I Itural Mapping. �e planning process and foster d participation. We will develop tful Engagements in consultation ayetteville staff based on event aortunities, communities identified for rall budget. wllydesign and launch a community survey to learn more about the desires of the broader community for arts and cultu re in Fayetteville. use the survey tool on EHG/Bang the Table or link to SurveyMonkey. Targeted Surveys We can also design targeted surveys to reach artists and creatives, non -English- speaking populations, creative business entrepreneurs, and other constituents through EHG/Bang the Table or link to SurveyMonkey. This allows more in-depth discovery about the needs and aspirations of the creative community and how the Arts and Culture Division can support the creative industry. ■ 17 STILWELL CULTURAL CONSULTING LLC Page 117 of 1928 FAYETTEVI LLE ARTS & CU LTU PAL PLAN PROJECT #23-1 Public Art Program Development/Charette Public Art is a specialty area for our team. Since one of the key deliverables is a new Public Art Policy document for Fayetteville, we will hold a Public Art Charette with the Project Advisory Group and invited guests as determined by the City. The goal of this charrette is to discuss the existing collection, public art policies, selection methods, locations for new placemaking and artworks, funding mechanisms and identification of areas where the policies can be better developed and defined. Ultimately, the information for the charrette will provide information for the final Public Art Policy deliverable. Creative Sector Economic Development: Special Session As stated in the PFP, this project will be a" high -profile project that w' pe the future of our community's cultural landscape." We have invited J ellis as a special advisor on this project to provide the City of Fayetteville a special session to discuss creative sector economic development an st inability. Jamie's expertise with arts, culture and creative sector dev ent and planning runs deep. She began her compa Centro i o help communities catalyze collaborations and art ership een the public and private sector. Centro's work has helped to ster e an funding districts, neighborhoods and communities, a ides er ' s to s then cities and neighborhoods, from research and gy ve erg -the-ground implementation. Her firm is focu emp ring p nd organizations to create great, sustainable place tingg a an Ivity in the process. The Consultant team, wit ial A isami is will partner with Fayetteville's Project i ro plan ecial session. Phase III Deliverables: + Cultural Map (revised) + Needs Assessment (revi Z'� V + Expanded Stakeholder t + Webpage design aOe I CI ch �� + Community and old ement Summary • Up to 12 on - one i�ews • Up to us roux • Thre ul Engagements • P1 idkLI i rt Program Charette + Cultu for Economic Development Session Summary + Survey( analysis ANALYSIS AND SYNTHESIS OF FINDINGS & PLAN DEVELOPMENT Theme Development Following our robust community engagement phase, themes will begin to emerge. We will analyze and synthesize all our data and community input to develop themes and a framework for the Arts and Culture Plan. These themes and ■ 18 STILWELL CULTURAL CONSULTING LLC Page 118 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 framework will be reviewed with the Project Advisory Group and others as needed in preparation for drafting the plan. Draft Plan The consultant will integrate the information generated in the three phases above and produce a written plan with a ten-year horizon. The Plan will be in an attractive, inviting and easy to navigate format. The look and feel of the plan will reflect the passion and the purpose of the Fayetteville creative community, which could include engaging a local graphic designer and/or local artists in the design of the plan. The full -color document will include photos provided by the Arts and Culture Division as well as photos gathered during the planning process and local ork as specified. The final Arts and Culture Plan will include: • Executive Summary: This short document will be a down,peypa le PDF to provide an overview of the plan, its goals, and objectives a ell as the key findings. `` • Vision Statement: The creation of an a QPIr tional Statement that is very specific to Fayetteville is a key cQmen Plan. will identify the overarching vision for arts and cLl"e4ivisio in C ity. • Strategic Plan: we will divide the plan int ne erm, erm and long- term priorities, goals and stra es'. inclu I timel' udget recommendations and actieps. TT tegi we will include: i. Implementat' an: ��w1�1'crea aphic or chart to outline the action steps im tin ategic plan goals. ii. Funding Plan: As m i 2lti f our research, we will outline and prioritize possi fun ing r rements and potential sources needed to augment EA/iIIe's nd culture sector, public art program, and other k ures plan as well as recommending govegbe4 ctuf iii. Pu`b�i ►Art P .Based on Phase III research and review of existing I ies, the consu ting team will deliver a recommended new public RZecific olicy document for Fayetteville. It will identify vision and goals to the public art program, provide guidance and policies for unding and selection of new artwork and murals, collection management, and maintenance. iv. Evaluation Framework: Often arts and culture departments can find it challenging to quantify the success and impact of their programs. Our consulting team are experts in designing flexible frameworks by which progress toward the strategic plan goals can be measured. This could include metrics, qualitative and quantitative data, anecdotal evidence and benchmarks by which the community can gauge the value, quality, reach and impact of programs, arts and . 19 STILWELL CULTURAL CONSULTING LLC Page 119 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 cultural experiences, organizations, and individual artists that received funding from taxpayer funds. Review, Revise and Refine the Plan Draft Through an iterative process, our team will work with The Arts and Culture Division staff and key stakeholders to review, revise and refine the draft plan. Presenting Draft Plan for Feedback The Plan will then be presented to Parks, Natural Resources and Cultural Affairs Department, the Fayetteville Arts Council, the Parks and Recreation Advisory Board for comment. In addition, key goals and strategies of the plan can be post EHQlBang the Table for public comment. Our team will use this feedk�a further refine the plan. Final Arts and Culture Plan Ze Our team will use the feedback above to finalize the Arts and Plan. We will deliver an electronic copy to The Arts and Cult Division ' a ditable format such as Microsoft Word or In Design. We understan T Arts Iture Division shall be the owner of the document as well as all w rk er he pining process. • txlu Phase Iv Deliverables: Phase •, + Themes and framework for the PI V► + Draft Plan + Presentation deck + Final Arts and Culture Pla ble f as o.� Q ■ 20 STILWELL CULTURAL CONSULTING LLC Page 120 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 Below is an outline of all proposed costs associated with the project, including consultant fees, travel expenses and other applicable expenses. This Budget Proposal assumes the City will provide access to marketing resources, including web platform and social media, venues and hospitality for hosting meetings and events, and access accommodations for translation, either in -person or written. If City is unable to provide these resources, the consulting team can update the sed budget. Fee Breakdown Consultant Hours (combi (consultant vv Fees (combined) Phase I: Confirm Workplan & Communicatio%382� $4,400 Phase II: Research and Discovery $41,200 ^ Phase III: Community and Stakeholder Engagement n' V $72,200 Phase IV: Plan Development $31,600 Y�C(ans'U'1$ g Fees: $149,400 Creative Sector Econ v Ad 'sor Si A 11:1� $5,000 Graphic Design Servic clu in apping) 10,000 Community Eng r8it (s rtists fees) 5,000 Trav not to exceed) $19,500 Total Proposed Budget: $188,900 Consultant Fee Schedule Hourly Rate Est. Hours Fee Jill Stilwell - Co -Lead $200 351 $70,200 Kendall Petersen - Co -Lead and AIPP Specialist $200 351 $70,200 Admin Support $100 90 $9,000 ■ 21 STILWELL CULTURAL CONSULTING LLC Page 121 of 1928 FAYETTEVI LLE ARTS &CULTURAL PLAN PROJECT #23-08 Please see the "Other Attachments" upload for samples of previous plans created. We have provided three plans for your review: • ArtsVision 2030 _^ • Loveland Arts & Culture Master Plan • Golden Public Art Framework & Policy v For Kendall Peterson & Jill Stilwell "N G Deana Miller, Executive Dir owr undat' admin lowr foundation 03-3 81 Angela Seals, Execu ' irect , Cl�Itura e of the Pikes Peak Regionan ela C to ist&0, an gmail.com Michael Stricker, Arts & Cult�rFe & C AnCDnity Manager, City of Northglenn mstricker north le or` � V CLIENT LIST V Following is a sele i of ou *S*s collected client list: Arts District on Santa F CO Cityo akewood, CO Aurora Housing Aut , CO City of Lone Tree, CO Avenir Museum of4V i and City of Loveland, CO Merchandisin City of Northglenn, CO Beaver Creek R or s, CO City of Thornton, CO Biennial ofthe A ericas City of Wheat Ridge, CO Butler Arts Center, IN Cherry Hills Village, CO City of Aspen, CO City of Aurora, CO City and County of Denver, CO City of Colorado Springs, CO City of Commerce City, CO City of Fort Collins, CO City of Golden, CO Colorado Department of Transportation Colorado State University Cultural Office of the Pikes Peak Region, CO Denver International Airport Denver Regional Council of Governments Denver South, CO Foothills Arts Center, Golden, CO Fort Collins Museum of Discovery, CO Golden History Museum & Park, CO Good Times Restaurants, Inc., CO Metta Urban Design, MT Middlesex County, NJ National Western Center, CO QDOBA, CA Rampart Range Metro District, CO Regional Transportation District, Denver, CO River North Arts District, CO Steamboat Art Museum, CO Town of Parker, CO Town of Vail, CO ■ 22 STILWELL CULTURAL CONSULTING LLC Page 122 of 1928 FAYETTEVI LLE ARTS &CULTURAL PLAN PROJECT #23-08 As owners of our own individual consulting firms, we each maintain a balanced workload to ensure we can devote the resources needed to successfully meet each client's needs, within budget and on time. Jill Stilwell and Kendall Peterson have been teaming together regularly since 2019 when we successfully partnered on Arts Vision 2030, a 10-year cultural pla he Pikes Peak Region, a two county region in Colorado with more than 9,LX ion residents. As co -leads on half -a -dozen projects to -date, we work se s ly together and combine our expertise and skills to the benefit of our clients d Currently, we are prepared and able to carry ouLthe scop( current slate of projects that we are teamed t e er for) Cultural Plan for the Northglenn Arts and +Hmanitij��%tl Plan for the City of Aurora, and a new Prt Pla have smaller individual projects that &con ing on commitment or abilityto com let e co rk o P^ cop � ) (N `V ►dt in this RFP. Our es: a Long -Term o ublic Art Master y 1 spen. Each of us Zne will affect our in your RFP. Our proposed appro �2*4is pr �an be completed in approximately 11 months from the time of fi .trac ' �� meet the June 2024 completion date. The final timeline will nfirm ii'fi the City. TJ INE Phase I: Confirm Work Plan & .■.����..■■ Communications Execute Contract Confirm Workplan Establish Project Advisory Group Initial Stakeholder List Communications Plan ■ 23 STILWELL CULTURAL CONSULTING LLC Page 123 of 1928 FAYETTEVI LLE ARTS & CULTURAL PLAN PROJECT #23-08 Phase I Deliverables: Confirmed Workplan, Signed Contract, Initial Stakeholder list, Comms Plan, Progress Report Phase Ill: Research & Discovery 4MEL—VDec Immersion Tour Jan Feb Mar Apr May june Kick-off Meeting with Project Advisory Group Staff/Leadership Interviews Data Research and Analysis Cultural Mapping (part 1) Public Art Collection Inventory/Assessment Need Assessment Peer City Benchmarking Phase II Deliverables: Arts & Culture Inventory, Public Art Assessment, Initial Cu ap, Initial Needs Assessment Findings, Peer/Aspirational Cities Report, Month Pro Reports •Stakeholder SeptEngagement -. Apr May A Expanded Stakeholder List • One -on -One Stakeholder Interviews (up to 12) Develop/Activate Speakup.Fayettev;eQ gov Focus Groups (up to 6) On-line General Survey low Targeted Surveys Artful Engagements (3) Public Art Program charrette Creative Sector Economi ev I men Project Advisory G up4i—Sessio Phase III Deliver I . Cultural Map, Needs Assessment, Expanded Stakeholder List, Project page design/launch, Communi k older Engagement Summary, Creative Sector Economic Development Session Summary, %Survey(s) Analysis ��� Theme and Framework Development Draft of Arts and Culture Plan Review, Revise, Refine Draft Plan Feedback Presentations Deliver Final Arts and Culture Plan Phase IV Deliverables: Themes & Plan Framework, Draft Plan, Presentation Deck, Final Arts and Culture Plan ■ 24 STILWELL CULTURAL CONSULTING LLC Page 124 of 1928 City of Fayetteville RFP 23-08, Arts and Culture Plan SECTION C: Signature Submittal 1. DISCLOSURE INFORMATION Proposer must disclose any possible conflict of interest with the City of Fayetteville, including, but not limited to, any relationship with any City of Fayetteville employee. Proposer response must disclose if a known relationship exists between any principal or employee of your firm and any City of Fayetteville employee or elected City of Fayetteville official. If, to your knowledge, no relationship exists, this should also be stated in your response. Failure to disclose such a relationship may result in cancellation of a purchase and/or contract as a result of your re onse. This form must be completed and returned in order for your bid/proposal to be eligible for considera PLEASE CHECK ONE OF THE FOLLOWING TWO OPTIONS, AS IT APPROPRIATELY APPL DOUR FIRM: X _1) NO KNOWN RELATIONSHIP EXISTS fZ 2) RELATIONSHIP EXISTS (Please expl n): o ._� r� -Raw IV - I certify that; as an officer of this organization, or e attac e letter o orization, am duly authorized to certify the information provided herein is acc nd tru a my or n ion shall comply with all State and Federal Equal Opportunity and Non-Discri n n requii ents a o itions of employment. Pursuant Arkansas Code Annotated 3, t racto r es and certifies that they do not currently boycott Israel and will not boycott Israel duri im i ich the are entering into or while in contract Y Y � Y g with any public entity as defined in §25-1-503. f at ai during contract the contractor decides to boycott Israel, the contractor must nedphone c'L+ed putity in writing. 2. PRIMARY CONTACT INFO At the discretion of the City, ��Y be asked for more detailed information before final ranking of the firms, which may als "er iews. NOTE: Each Proposer shall submit to the City a primary contact name, e-mail a, n ber (preferably a cell phone number) where the City selection committee can call Nfication or interview via telephone. Corporate Nam' m: Stilwell Consulting LLC Primary Contact: _Jill Stilwell Title of Primary Contact: _Owner/Principal Phone#1 (cell preferred): 970-218-6542 Phone#2: E-Mail Address: jillstilweII07@comcast.net City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 125 of 1928 3. ACKNOWLEDGEMENT OF ADDENDA Acknowledge receipt of addenda for this invitation to bid, request for proposal, or request for qualification by signing and dating below. All addendums are hereby made a part of the bid or RFP documents to the same extent as though it were originally included therein. Proposers/Bidders should indicate their receipt of same in the appropriate blank listed herein. Failure to do so may subject Contractor to disqualification. ADDENDUM NO. SIGNATURE AND PRINTED NAME DATE ACKNOWLEDGED RFP 23-08, Addendum 1 — - Jill Stilwell 8-14-2023 4. DEBARMENT CERTIFICATION: 1Zification k As an interested party on this project, you are required to provide debarment/suspe indicating compliance with the below Federal Executive Order. Certification can be done by pleting and signing this form. n• Federal Executive Order (E.0.) 12549 "Debarment and S ension" r that all contractors receiving individual awards, using federal funds, and all sub-recil cc tify th rga&ization and its principals are not debarred, suspended, proposed for debarment, dec red inel volu excluded by any Federal department or agency from doing business with the l�Gover r� t. W Signature certifies that neither you nor your princi resent ebarred, se�ded, proposed for debarment, declared ineligible, or voluntarily excluded fro ' i icipati is tr on by any federal department or agency. Questions regarding this form shout ya ce d t ity o ville Purchasing Division. NAME OF COMPANY: Stilwell Consulting PHYSICAL ADDRESS: 2250 Bellwe o e�, For �31 `s, CO 80521 MAILING ADDRESS: 2250 Beier La �� ollins, CO 80521 TAX ID # PHONE E-MAIL: 521-37-75 �. SECRETARY OF STATE FILING #: _970-2 42 FAX: __jillstilweII07@comcast.net SIGNATURE: PRINTED NAME: fill Stilwell TITLE: Owner/Principal DATE: 8/ 14/2023 City of Fayetteville, AR RFP 23-08, Arts and Culture Plan Page 126 of 1928 Jill Gardner Stilwell has 25+ years of public sector arts and culture experience. She founded Stilwell Cultural Consulting in 2015 in Fort Collins, Colorado as a woman -owned consult- ing firm providing planning services for the arts and culture industry. Jill assists commu- nities and organizations in vision -oriented projects including cultural planning, strategic planning, mission development, museum ac- creditation, and operational and facility plan- ning efforts. Education Master of Arts Art History & Museum Studies University of Denver Bachelor of Fine Arts Minor in Art History Colorado StatV(!Iniversity Select Professional Experience Owner, Stilwell Cultural Consulting, LLC, 2resen Provide consulting services to clients in the a n cultur '61stry. Senior Instructor, Colorado State Unvi , 2017 1Pent Teach graduate -level Arts Managemen o S. �w J► Cultural Services Director, City o ort C i olorado 3 - 2016 Led the Departments core programs: the Lin n Ce he performing and visual arts, Fort Collins Museum gikDisco ery, A Public Places, Gar dens on Spring Creek, Community -Lent Fort Fund granting program. Managed $6+ million ann 1 udg ed national touring per- forming arts productions and ated $1 n annually in contracts. • Oversaw department's 1 g st pita and fundraising campaigns: $8.4 mi4pprivate ted e perforx g arts center (2011) $27 milFort Collins Museum of Discovery (2012) $4 buildens on Spring Creek (completed in 2019) Spearheadt Cultural Plan and Cultural Facilities Plan, 2008 Led Downollins Creative District certification (2016) • Nominated Fort Collins for Governor's Arts Award (received 2011) • Secured one of only 51 NEA "Our Town" grants (2011) to develop Com- munity Creative Center Museum Director, Fort Collins Museum, Colorado, 1998 - 2003 Managed all aspects of museum operations, fundraising, capital projects and community development. Museum Curator, Fort Collins Musuem, Colorado 1995-1998 Museum Curator, Hiwan Museum, Evergreen, Colorado 1993-1995 Personal Information Phone 970-218-6542 Email jillstilwe1107@comcast.net Address 2250 Bell v ter Lane Fort �!Iralconsulting.com CO 80521 stil l IG?".linkedin. com/in/j illstilwellcom/in/j illstilwell Areas of Expertise kN & culture industry ultural planning Strategic planning Master Planning Public Art Mission development Museum accreditation Operational & facility planning Certification Planning effective public participation (IAP2) ivlemberstups American Alliance of Museums Other Activities Conference presenter & panelist Grant reviewer Food Bank of Larimer County, volunteer Poudre Landmarks Foundation, Board president References provided on request Qy� 127 of 1928 KEN DALL L. PETERSON 7817 E 22nd Place, Denver, CO 80238 PROFESSIONAL EXPERIENCE Kendall Peterson has more than 24 years of arts, events & cultural program planning and project management including documentary, video and multi -media projects. Specialties include cultural and public art master planning, strategic planning, public art program implementation and policy development, site -selection & place -making consulting, community outreach & public process management, arts advocacy and education. CREATIVE PROJECT CONSULTING THERESQUARED LLC Denver, CO OWN ER 2017-Present ThereSquared LLC is a consulting company that connects and builds specialized teams to bring creativity, artistry, and authenticity to all projects. Whether it's a cultural plan, a public mural project, a community outreach even^formational video, ThereSquared has you covered. ThereSquared was begun as a means of bringing Kendall's 24+ e eative project management experience —including public art, print and branding campaigns, film, and vide c to a broader audience in Denver, CO and beyond. PROJECT & PROGRAM MANAGEMENT CIG LLC e) Denver, CO PUBLIC ART PROGRAM MANAGEMENT for DEN HOTEL AND TRANSIT CENTER 2012-2016 Contracted through CIG LLC to oversee selection process and im entation oL ' Al r�File public art projects (budgeted at over $6 million) for the Hotel and Transit Denver at Denver In rna onal AirpN). Developed a new arts & culture policy document to guide selection and approval process. CHIEF CREATIVE OFFICER ♦`� 2015-2017 Led creative campaigns for Colorado Department o ortatio er educatio ding The Heat Is On, Click It or Ticket, Distracted Driving and Child Passenger Saf t rk on th paigns i u brainstorming, pitching to clients, scripting, production/post-production of attenti a bing A d signed driver behavior. Other work as CCO included development and production of co t videos ants for �i c)ents as Denver Urban Renewal Authority, Downtown Denver Partnership, Children' al and do Acts f s Foundation. DENVER ARTS & VENUES Denver, CO P PUBLIC ART PROGRAM MANAGER � � � 2006-2012 Oversaw the Public Art program for the City & C my of �►yer accordance with the Public Art Ordinance (D.R.M.C. 20 85 et seq). Managed all budgets (totali illion pe or the Public Art Program &the Urban Art Fund for Graffiti Prevention. Developed & authored t�olicy Wing documents. Acted as the primary spokesperson and City Council liaison for the Public Art Pr ra .Sup rvv la staff of three full time employees & co managed the Public Art Program at Denver Internatio leort. Pers naged between 10 15 major Public Art projects each year, including art selection process, con f.n , esign ent, installation & promotion for each project. FILM & VIDEO PR CT�dNv Nearly ten years erience (1995-2004) as a producer/director/writer of high -end documentary films for clients such as Nation g phic, Discovery Channel, History Channel & others. Predominantly worked for ARCWELDER FILMS in Lo g s. Hired creative teams & oversaw development and production (local and overseas) of award - winning fil ere on time, on budget & received high network ratings. Credit list available upon request. EDUCATION UNIVERSITY OF COLORADO DENVER, SCHOOL OF ARCHITECTURE & PLANNING Denver, CO Master of Arts — Urban and Regional Planning classes. (Suspended due to availability.) DOWNTOWN DENVER PARTNERSHIP Leadership Program --- 2010 Denver, CO NEW YORK UNIVERSITY, INSTITUTE OF FINE ARTS New York, NY Master of Arts --- January 1994 Concentration in Modern Art & Architectural History. WELLESLEY COLLEGE Wellesley, MA Bachelor of Arts ---June 1990 Art History Major. Magna Cum Laude & Phi Beta Kappa. Member of Varsity Crew team & recipient of Most Valuable Player & Scholar Athlete awards in 199o. Page 128 of 1928 JAM I E G I E LLI S President, Centro Inc. ■ PROFESSIONAL EXPERIENCE ,.....•• ......., ., . Ce nTro ;• •. ; ; ; peopleplaces • . ... Centro Inc. — Denver, CO Founder and President, December 2009 to Present Centro catalyzes collaborations and partnerships between the public and private sector to bolster districts, neighborhoods and communities, providing services to strengthen cities and neighborhoods, from research and strategy development to on -the -ground implementation. The firm is focused on empowering people and organizations to create great, sustainable places boosting culture and creativity in the process. Representative projects include: Establishing first -of -its -kind place management approaches, developing the country's first public/prit ership to manage Singapore River, and writing new national Business Improvement District legislatio n i ore Guiding the feasibility and development of Business Improvement Districts (BIDs) in more than 2 ations across the US and the UK, including support to the UK Labour Party to reimagine policy tools to support Hi tree s Developing the program to implement Colorado's Creative District legislation, and manag' program for six years, supporting dozens of individual districts across the state with strategic planning ankTVnizational support Developing the expanded organizational structure for RiNo Art Di tin Denver, ging expansion of the art district's efforts to support the creative community, including the exp Sion f the CR ral f&der l Supporting reinvestment in Colorado's cultural and historical f ciliti,e incI h orld's View Tower in Genoa, CO and the properties owned by the Central City Opera 'A City, C Supporting community -wide visioning and strategy dev is in ore 0 ne' s, districts and cities across Colorado, the U.S. and beyond ` Progressive Urban Management Associates, aDenver, C Associate May 2006 to January 2010 v �► Provided project management and lead s or the firm's Tonal do management and planning practices. Specialties included strategic planni— rket resear p facili�' on, iness improvement district formation, marketing and communication strat i d desig$�Zn ity eeconomic development strategies. N Cedar Rapids Downtown District — Cedar Rap I CO Executive Director, May 2003 — May 2 `` Managed all facets of a downtown b i s Oroveme tTict (BID) and a non-profit membership organization. Also provided oversight on tax incremen fin TIF ures. Acted as liaison between the private sector and local p g g( ) government, guiding overall p lic to er)j fixed -use development and other projects in downtown Cedar Rapids. Directly responsible f cacy eff ehalf of downtown interests, managing business development initiatives, marketing and to campaig . ing a diverse array of special events — and oversight of streetscape enhancement efforts' ludi n enhanc c aning and maintenance program. Marketing and �e nication Strategies, Inc. — Cedar Rapids, IA Director of Pu la ns, May 2001— May 2003 Managed ANtions strategies for local and national clients for full -service public relations and marketing firm specializing ec nology and communications industries. Developed strategic marketing plans and branding strategies for clients and co dinated implementation. Managed grass -roots public relations efforts and media outreach to create publicity and positive community image for companies and non-profit organizations. Key accounts included national clients Cellular One, Wells Diary and the Make -A -Wish Foundation, and local clients including the City of Cedar Rapids, Torus Technologies and multiple non -profits. KGAN-TV, CBS News 2 — Cedar Rapids, IA On -Air News Reporter and Producer, January 1999 — May 2001 Covered local community issues, responded to breaking news, and developed enterprising story ideas on a daily basis. Managed and produced news broadcasts, and provided live on -air reporting. ■ EDUCATION Masters of Public Administration, University of Colorado, Denver, Colorado Bachelor of Arts, Journalism/Public Relations, University of Iowa, Iowa City, Iowa Page 129 of 1928 i c ��� Q G � City of� Golden I to Darling Nelghbborr/hood Community Gardens ' Page 130 of 1928 1JJ30111P:Wi COLLECTION AUDIT ANE ANALYSIS RF_PAR1 Page 131 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Presented by Kendall Peterson, ThereSquared LLC March 22, 2021 Introduction From murals to monuments, fountains stained glass, public art is an impor of cities and towns around the 1 4 available and accessible to every e c, our main streets, our parks and other a where the public gathers. Art mem Aa portant historic areas and anch destinations. Public art enhanc t q of life for all residents, increeacces experiences for all and ef�a res an unlimited number to from nature to modern sdU issues. Americans f is reports that public art can be a powe I economic tool, attracting new businesses to cities, drawing and engaging a new workforce and inspiring creativity leading to innovation (Americans for the Arts, "Why Public Art Matters," 2018). Public art has the possibility of offering one -of -a -kind experiences specific to that location. Art in public places gives our com- munities an opportunity to discover layers of meaning, enjoy the vibrancy of enhanced spaces and witness the history and aspirations of the community. Public art is an essential compo- nent of a thriving community. ART MATTERS CA.OjNtublic spaces plays a distinguishing r in our country's history and culture. It ♦ reflects and reveals our society, enhanc- es meaning in our civic spaces and adds uniqueness to our communities humanizes the built environment. It provides an intersection between past, present and future between disciplines and ideas. Public art matters because our communities gain cultural, social and economic value through ("Why Public Art Matters, 2018,' for the Arts). Nearly half of people with college degrees and a majority of millennials say they would strongly consider whether a community is "rich in the arts" when deciding where to locate for a job. ("Speak Out Art", 2016, Americans for the Arts). Page 132 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Overview of Public Art in Golden and the Case for Planning Public art comes into our communities in a vari- ety of different ways. In some cities and towns, the public art was acquired primarily through generous donations of existing artwork, pur- chase, or loaned works. Such is the case in Gold- en. That the City was able to secure prominent works of art through donations is a testament to the community's commitment to cultural vitality. In many cities, public art is commissioned and installed as part of a planned public art program (funded via public funding, non-profit founda- tions or public/private partnerships). A planned program, with an open and competitive commis* sioning process, can guide the public art collec�� ' tion over time according to goals and motivge� set out by the commissioning entity. Purpose and Methodology of Audit �w Analysis _✓ P This Public Art Audit and Analysis report the City of Golden is intended to ami the entire Golden public art crilboth donated and commissioned t r ) wit an eye toward a summarir analysis rt t of the entire collectiorta d.LUe ar relationship to the mrity anure of Golden. The purpose i udit is to assess the entire collection o hir y-seven works to ascertain the following: • Media/Methods contained in the collection, - Dates of artwork and manner of acquisition, - Subject matter/genres of works; • Artists (location, gender, race, age, etc.), - Locations of artwork (distribution/ accessibility/gaps/areas with no artwork); • Ownership/loans vs. permanent; • Gaps in collection and under -representation in the collection; and Additional analysis as needed/requested. he following Audit and Analysis of the collection began in December 2020 with in -person visits to gather data on each of the works of art over several weeks. Each work of art was noted for many different features, listed above. A spreadsheet of these findings is listed in Addendum A. he purpose of this repo �dit and assess the existing c n. It will not give recommends 'on or the future of the collection. How he report will conclude with some Da raphs and observations and q estion Public Art Commission to apple uringg��future public art planning or aeTulanni;N Page 133 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Golden Public Art Program Collection Background and Guiding Documents Golden's public art collection is literally a "public museum" of art collected from1993 to the pres- ent, predominantly via donations. This collec- tion is viewable free -of -charge for the residents of Golden and all its visitors. However, art is a nonverbal form of communication. It is entirely appropriate to then inquire, "What does the pub- lic art collection communicate about the City of Golden?" If a visitor arrives in Golden and expe- riences its art, including the placement, subjects and materials of the art, what can be learned about Golden as a community? • Artists bring a unique perspective to design development. They provide an aesthetic balance to capital improvement projects and create memorable spaces for residents, busi- nesses and visitors. The answer to these questions must begin wit ``14it an analysis of the stated guiding principles be a hind the collection and guiding documents ` a Enhancing the charactertvur community trough public art directly sup ultural tour- ;m and economic devel i the next section of lic Art Handbook ?017), six goals forJr4oublic art collection are wed. They a e lows (emphasis is for the pur- oseaof estaa themes): `•/ nr' fithe vironment for residents nNithr incor oration of the visual rt` p have been used to create the collection. �G.J �c•� els he livability and artistic richness For many years, Golden's collection u- �w of t mmunity; lated through generous donatioe Cit _J without guidance from a Public IA?OiMast Enable the City to attain recognition on or strong guiding documents. During this eriod ete and national levels as a leader in the visual of collecting, there were no overar goals or arts,, criteria for the collection. O � In 2017) Golden's Public Ar missi - veloped a Public Art Han ofhic ven the public art acquisi aVcommi ning program more str and guidance. In the introduction to tub is Art Handbook (2017) the following s for the program were outlined (emph is is for the purpose of estab- lishing themes): • The City of Golden's Art in Public Places Program create[s] a healthy, vibrant atmosphere that contributes to the quality and cultural identity of our community. It is inspired by a variety of goals including encouraging cul- tural expression and inspiring a sense of civic pride. IV. Increase public access to artwork and to promote understanding and awareness of the visual arts in the public environment; V. Make the mundane interesting, fun, playful or inspiring, - VI. Promote diversity and pluralism in public art and to reflect a wide range of multicultural expression; and VII. Contribute to the economic vitality, qual- ity of life, and civic pride of the Golden commu- nity. Page 134 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Themes Emerge Based upon the guidance from this 2017 document, we can see some themes developing. Each of these themes served as ways to access, observe and analyze the collection further. For the City of Golden, the stated purpose of the public art collection can be simplified and assessed according to the following seven statements: 1. Quality of Life: Public art can enhance quality of life through creating vibrant, memorable spaces. Public art enriches public spaces and increases livability in the community. 2. Enhancing Public Space: Public art can make the mundane "interesting, fun, playful, 841inspiring" e) 3. Arts Access: The public art col 1`:, c n can increase access and awareness of Dart f residents. P 4. Economic Development: Public art an play a role in cultural tourism and help Ah nn�-• economic development, tourismfand vi1ality �GJ within Golden. 5. Expression of Cu u �ubli p reveal aspects of th m nit 's idde and p r Y Y character; it can i r e civic pride. 6. City S ublic art can enable recognition of Iden on state and national levels. 7. Diversity and Inclusion: Public art can promote "diversity and pluralism ... and reflect a wide range of multicultural expression" 4 V �i Page 135 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Theme 1: Quality of Life Public art can enhance the quality of life through creating vibrant, memorable spaces. Public art enriches public spaces and increases livability in the community. Key Observations: • Sculptures are a very visible feature of Golden's downtown and downtown -adjacent locations along Clear Creek. Artwork is everywhere you look and accessible to most. Artwork is well -sited and placed prominently on street corners, pathways and generally presented in areas frequented by tourists and downtown customers and pedestrians. • The themes of the artwork tend to complement Golden's "small western town" feel. The art contributes to a specific cultural sensibility, a lack of blight, visual dynamism and interactivity within the downtown area. • Artwork is mostly locat wntown (see Graphs); so, interaction w' rk in areas outside of downtown isn ssible without traveling •Z �a • The artwork is generally in good co giving visitors a sense that they are in a a nd �► blight -free community. �w • Artwork that is prominent) 'ted a .� Y Golden gives visitors and residents a sense at this artwork is a valued and cherish EAof Golden. �GJ O • People clearly enjoy in_ ting w the artwork: taking picture$ p icture$ f I t e murals, taking selfies, letiinge childrdr ouch and interact with th ork. Even passive interaction with t o curs as people walk or bike past. C� -- • The Creekside "art walk" is a memorable destination and attracts people for jogging, walking or as an outing with the kids. Art is integrated well in this location and heightens the enjoyment of these activities. • It is hard to assess how people are interacting with the artwork outside the downtown area, but artwork placed in medians and in parks signals that Golden believes artwork is integral to their community. Ca ,iere are many visual rk (signage, utilities, 3 ements). However, the n is a vibrant, safe, I ommunity. Page 136 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Theme 2: Enhancing Public Space Public art can make the mundane "interesting, fun, playful, inspiring" Key Observations: • The artwork that is placed along the Clear Creek park/walkways turns what is a beautiful natural area into an art exhibition. People enjoying the park can run, walk or bike through the park, taking in the artwork if they care to. • Similarly, the visitor to the main commercial area of downtown can experience a "western history lesson" through the experience, of the artwork. • The collection in Golden can be, which could enable a sense of dynam. and constant change in the colle o he Co downtown area. . • As mentioned earlier, the art c_ollectV 1% is a group of "selfie-stations" where peo � can interact and take pictures with thw6rk. T increases the visibility of the IlW ' nth social media. One sculptu e enZ u posing with a hand on the c oy's rr -it3re. • The City h ted to place several sculptures in tr ircles, which is certainly a "mundane" p onverted into a pedestal for artwork. It sig als Golden's positive attitude toward art when it is placed in places like this. However, placements like this can encourage dangerous pedestrian access. Page 137 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Theme 3: Arts Access The public art collection can increase access and awareness of visual arts for its residents. Key Observations: • The City of Golden has some top-notch figural bronze sculptures. Visitors to the city experience a terrific Western art collection featuring some very large sculptures by accomplished artists. of the sculptures with festive decor. Several of the figural sculptures were wearing Santa hats or even bows or beaded necklaces. By not removing these items, the Public Art Commission tacitly condones this activity. Similarly, the sculptures are touched, rubbed and climbed on, and there are no barriers or signage to prevent this activity. None of this is unusual, but the is Art Commission should be a r this could cause higher costs for nce and repairs to the artwork. 1Z • Placemennitlf artwork in traffic circles Most of the collection is moveable, so nd parks o t� downtown has increased the city has the ability to re -arrange artwork on occasion and create more of a "rotating exhibition" for visitors, especially as the art collection gets larger. This is an advantage, a a► many collections in other cities are perman� located. • The collection is predomi a ate in the downtown area, which has aarkin ,.; and is highly visible. This makes t collelDNal accessible and available to all who frequer the downtown, includin numerous to its. nn.. However, the scarcity of artwork (o�-�t�si e of downtown makes it harder fir r&$ntsA4nX* r ✓ • The public mphlet/guide is terrific and encourag ple visit the entire collection. However, dur site visits, the pamphlet was not available ou ide of the Main Visitor's Center. As of the time of this audit, the pamphlet does not include artwork that is not owned by the City, which is artwork tourists and residents might be interested in knowing more about. • There is no audio tour or walking/guided tour of the collection as of the time of this audit. • It is evident from the site visits, that the community adores its public art collection. During the holidays, the public "dresses up" some bl Vaccertw rk outside the center of town.this t cause traffic slowing/ j7rash ing the artwork while dri&rrec rks of art also had a plaque e, as well) on the inside of the affic ci�c,Jr� ch might encourage pedestrians cross traffic to view the plaque. The Public Ar Ay�rission should consider the removal or mC� the plaque to a safer viewing area. IN t 0 1 o" Z rai'il' eac, `T-IP r ou:-] & Kit-=hei Roaster: Page 138 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Theme 4: Economic Development Public art can play a role in cultural tourism and help with economic development, tourism and vitality within Golden. Key Observations: The majority of the collection is placed in downtown or near Clear Creek. This adjacency of the collection promotes exploration and walking around these areas. The sense that there is "art on every corner" promotes the city in a positive light: Golden is a safe, intimate, thriving small city where you can take a short walk and see numerous works of art. . J • The centralized location of the artwor is terrific for tourism and visitors. Howeve , lack of artwork in outlying areas might tourism is being directed to this are_ • The public art pamphlet isl(g're'at for the City. However, the Public Art Com on might consider including other mur , art ork, elements of the built environme &oric sites that people might be curioNa out. f� the artwork is connected m it e e e downtown site, it could b t edevelopment tool. Re rne;g urs wSoops at local restaurant stores to promote businesses clos h artwork should be considered a • Based on the overall makeup of the public art collection (See Data/Graphs), the collection contributes to visitors' understanding about the history of Golden and its predominant identity as a historic western town. This is great for tourism. If there are other focuses for Golden's current a� hat economic development, it is not evident from the public art collection. • Through planning, the Public Art Commission could consider other public art opportunities in developments outside of downtown, to contribute to the economic development and placemaking in these areas. • Selfies and pictures of ar i teractions might go viral and people mi e k out the City from social media posts. n. Page 139 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Theme 5: Expression of Culture Public art can reveal aspects of the communities' identity and character; it can increase civic pride. Key Observations: • As mentioned earlier, it is evident that residents adore and enjoy their collection of public art. Overall, the collection is welcoming, hospitable and accessible. The collection is thoroughly family and kid friendly. • Based on the collective themes in the artwork (See Data/Graphs) one can conclude that Golden is a place that cherishes and promotes its western heritage, it's natural settir and local wildlife. It is a place that en cc' outdoor activity. Golden is proud of its her industries and leaders; history is impor re. • Looking at the placement r wo C Golden has great pride in its dow , t� settings and abundance of natural space r the town. 1% • Based on the overall mak the public art collection as figur rldn es Data/Graphs) focusing o e rn c d nature, the collection on ri es to it rs' understanding abo t s aspect of Go den and its identity a itional, historic western town. Alterna ' , e collection does not communicate ry uch about who lives in Golden now or w at Golden aspires to be in the future. • Based on the historic and allegorical themes of the collection of art, one might conclude that the City has fairly conservative, traditional or even "old-fashioned" taste in artwork. Could this also lead one to believe that the population of Golden is conservative and "old-fashioned?" This is something for the Public Art Commission to consider further and research. • Based on recent mural and sculpture commissions, it does seem that the Public Art Commission is striving to diversify its collection and art themes. • Golden is a chang !!;Sp g Y 10 in city. To make sure that the pu rt ollection reflects the current and future cu ral values, the Public Art Commission m evisit this goal/theme from the Public A andbook through a Public � ultural at are the current cultural that r the community? Page 140 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Theme 6: City Stature Public art can enable recognition of Golden on state and national levels. Key Observations: • As mentioned earlier, the City owns a very good western bronze collection. If the City chooses to continue to build on this type of collection and make it something that could rival other collections around the state and nation, they should consider planning ahead for this. Golden might look to other cities who have made a name for themselves for superior collections . J of traditional bronze art. The nearby city of Loveland has focused on collecting major w by major international bronze and stone a In addition, they are known internation hosting the acclaimed "Sculpture in rk" event every summer. kco • Some pieces in the collection h identified as lesser -quality or mass- ( works. These pieces will not help Golden's collection. This type of . recommended if the City wants *cogs its collection across stat(mcobtioria pp 0 Page 141 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Theme 7: Diversity and Inclusion Public art can promote "diversity and pluralism in public art and... reflect a wide range of multicultural expression" Key Observations: • Until most recent sculptures and murals were commissioned, it is clear that the collection was not particularly diverse nor does it "promote diversity and pluralism". The Public Art Commission must contend with this fact in future planning for the collection if this is a goal .� for the collection. Based on the collection analysis (See Datj� Graphs), Golden's public art collection • Predominantly Bronze • Predominantly Figural C • Predominantly White• P �' Predominantly Male • Predominantly Western • Sited nearly entirely Outd '+ • Located predominantly i town • Permanent (no tempworks;� were listed) • Not only sh reater diversity in medium and sub* tter be considered, but which artists' speak through the public art program and�F�iverse themes are presented is equally critical to being representative of an entire community. Again, this is something for the Public Art Commission to consider in future planning efforts. 11 Page 142 of 1928 COLLECTION AUDIT AND ANALYSIS REPORT : DATA and GRAPHS t. Acrylic on board ■ Polyresin ■ Ceramic Tiles MEDIA ■Stainless Steel and Bronze ■ Pa i nted Sh eet M etal Carved Stone 2% 3 3% 3% 3% ■ Recycled steel ■ Painted Mural Bronze -�k Painted Mur n _3 o6 Bronze 72% G �c Plow T/ RAL? Fi 13 Page 143 of 1928 COLLECTION AUDIT AND ANALYSIS REPORT : DATA and GRAPHS GENRE Fun/ Family Friendly i History/Allegory ■ Nature ■ Mythical Animal m Human Nature 27% Fun/Family 41% History/Allegory 3 o v UL RES a al `CO a Historic Sites Z l Aumau al ■ Mythical Aliens/Animals Human/Animal 19% Animal 28% 3% Human 44 14 Page 144 of 1928 COLLECTION AUDIT AND ANALYSIS REPORT : DATA and GRAPHS Fantasy 13% Western US -�k ice of Life 40% �C71 Sport 13 G � Humor 7% �G 8 •'�'�' OR LLE RY r "Slice of Life" 0 Ea ! Western US �� Slice of Life 9% o Eastern US 8/ FUN / FAMILY ■ Fantasy/Myth 1: "Slice of Life" s Humor/Fantasy n Sport Western US 27% Western US 83% 15 Page 145 of 1928 COLLECTION AUDIT AND ANALYSIS REPORT : DATA and GRAPHS FIGURAL SUBJECT MATTER: GENDER AND RACE • Alien �& White Male and Female White Male ■ White Females Unkown Gender/Race a Native American Male Native American Female Mixed Race Female �-, ..— 4% 5% White Male & Female 13% 4% o White Females 9/ �V White Mall�57% P P �CO Q 16 Page 146 of 1928 COLLECTION AUDIT AND ANALYSIS REPORT : DATA and GRAPHS Asian/White ARTIST GENDER •DUO NF rrM ■U -Ad'WDuo 3% Unknown 11% Female 19% Q� K;y G Male 67 ' v �� G ;yIN, *41 P9A RA ■ Latino kngitc White • White/Cherokee? W``, nknown 19% White 73% 17 Page 147 of 1928 CITY OF GOLDEN PUBLIC ART COLLECTION AUDIT AND ANALYSIS REPORT Questions and Key Issues Based upon the audit and assessment of the current collection, it is clear that there are some questions and key issues for the Public Art Commission to plan for in the future. Public Art Handbook Updates I, Revisit goals from Public Art Handbook. Are p these still accurate? Are there new goals that are more accurate for the Golden Community d of today? A more robust planning effort is recommended to get a better sense of the community's overall opinions about its public art collection and its future development. ` Accessibility Artwork is accessible in downtown and Creekside areas. Other areas are pred tly drive -by and not pedestrian accessi w caw the collection be spread into oth muni _✓ and areas where on le ather or ther f loved to a safer place for people to read it. Incorrect information: several of the titles o not match the title given by the sculptor, and r have incorrect attribution. "Copies" and Attribution: with the artwork iat has been identified as mass-produced or ;nock-offs;' the PAC could con r that the laque show the title only, or ributed, or Artist Unknown" This w to address ossible copyright issu One plaque a g eople to touch the erriere of the Coves Is that appropriate in the i Too" era? 'I p p g _J the City that are being developed? It is clear that the sculptures in the nter of the City are engaging people an g so social media interest. The PublicCom could consider moving arofoll�( ge of��� smaller sculptures on oc a new interest. Lighting A lighting pro ong the creek would add to accessibility at 'ght and during winter, and make the area feel safer. Plaques The Public Art Commission should consider a program to fix several issues: • Awkward placement: some plaques are places awkwardly, including in areas where you might sit to view the creek or the sculpture. • Dangerous placement: the plaque at Nighthorse on the Mesa is incorrect and placed in a traffic circle. It should be corrected and 2A.I.A7 114:r If ofa rrAVY o"Iktro ' V W 18 Page 148 of 1928 CITY OF GOLDEN PUBLIC ART nni I FnTInN Al 1nIT ANn ANAI YSI.q RFPnRT Questions and Key Issues (cont.) Removed Sculptures A formal deaccession process is needed to permanently remove sculptures from the collection or determine them irreparable. Wind on the Mesa The rocks placed on the sculpture are clearly meant to be a water feature. The Public Art Commission should consider removing the rocks, or the sculpture looks incomplete. Promotional Materials Tourists do not care who officially owns and maintains the artwork. The PAC should conside •, Inclusiveness for tourists visiting Downtown and develop guides and a tour to promote tfa collection as well as other items and are Q, interest. Triceratops Fossil C The Triceratops fossil should not �ecoh e a work of art in the collection. The PAC sh consider putting it under the purvie f the historical society or School of M' Vever including it in a tour of artwork isropr Lion in Lions Park � There is a bronze scu ure Lions thatis not included on th ent collection list. The PAC should con opting" this work, since it can be con:, c e bronze sculpture and needs care and main ance in the future. Short-term and Long-term Acquisition Goals Unsolicited proposals and donations can be cumbersome to manage. PAC should establish a process and set of criteria for reviewing potential donations or unsolicited proposals. Also establish program -wide goals that guide acquisitions to ensure any accepted donation is suitable and appropriate for the collection as a whole. Diversity Until recent murals were commissioned, it is clear that the collection was not particularly diverse, inclusive, nor does it "promote diversity and pluralism" The Public Art Commission must face this fact in future planning the collection if this is a continued goal for o lection/City. 19 Page 149 of 1928 J 11. 1 J a c3J a 5� Page 150 of 1928 Golden Public Art Survey SURVEY RESPONSE RE 20 September 2017 - 11 Sept%n .., -r 202 ', PROJECT NAME: , Public Art Frame lA 0 SANG THE TABLE .�, engagementHO Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Page 1 of 43 Page 152 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q1 What are the first three things (words or phrases) that comes to mind when you think of Golden? kmatthews335 community, fun and beautiful 7/06/2022 01:06 PM jennmo Nature, community, and activity 7/06/2022 02:03 PM CindyJaye Home, an image of downtown Washington Street, outdoors 7/06/2022 uo: i o rivi mwisell Outside Walkable Commuo 7/07/2022 07:23 AM ` G Dave Shuey Friendly; unique; a t ntic. 7/07/2022 12:59 PM ` G Eskett Histori CSM 7/07/2022 01:55 PM krissmurphy kwoors, old CommP 7/07/2022 02:44 PM ` PO judithgoeke QFrist t&wn Nded beautiful setting 7/08/2022 06:14 AM tony.shouse friendly active disjointed 7/08/2022 08:34 A JulieBartos beautiful views, Coors and western history ouo,Lu« ic.icrM Hschovanec Nature, community, walkable 7/08/2022 12:34 PM Imwink Foothills Outdoor [wxploring] Quaint downtown 7/09/2022 06:52 AM jproff448 tourists small town foothills Page 2 of 43 Page 153 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 7/11/2022 02:49 PM mtrout Table Mountains, small town feel, recreation 7/12/2022 06:00 AM astangelo Outdoor Access Recreation Opportunities Vibrant Downtown 7/12/2022 01:00 PM fangacx Small-town feel Close to the outdoors White 7/12/2022 05:39 PM Climberbiker Home nature history 7/13/2022 01:02 PM Karen Oxman Clear Creek and trail, Home, viable downtow G jesse.eggers Outdoors, pro �9�chool Min s, beer �► 7/18/2022 11:04 AM v � ` v_ Sarah CS s & beer 7/18/2022 02:25 PM P � MRE friendly a y do 7/18/2022 03:13 PM � V donnaschow met g. At -risk. 7/20/2022 01:06 PM imkristie Q Historic, community, foothills 7/21 /2022 07:1 Jaycee Small town Clear Creek Self-contained 7/2� , cecragan Community, Creek, Mountains 7/26/2022 09:48 AM Tracy A Outdoors, history, fun 7/27/2022 05:14 PM Page 3 of 43 Page 154 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Lilybosworth mountains education community 7/30/2022 05:58 PM Cmjdee Over -developed, crowded, historical 8/01/2022 12:44 PM mctebo Foothills, small town, biking 8/01/2022 01:21 PM HideawayArt Unique, good for families, perfect setting 8/01/2022 05:40 PM gmcstravock Cozy, foothills, small town 8/01/2022 11:00 PM whiplashsaxifrage Community, environme ul ure 8/02/2022 02:38 PM ♦ V Janashford Gathering Ha in s Fun ♦ �� 8/03/2022 08:30 AM ` V flintr a sceni 8/03/2022 09:22 AM P � P deb _in_golden met 8/03/2022 09:36 AM O ♦ '1� msquier 1 great restaurants/bars, community ,0..4 (V Jmtrudell outdoors, hiking, biking Iq2 lynnsvoboda community, outdoors, family 8/03/2022 02:30 PM hnewe112015 Quirky, friendly, beautiful 8/03/2022 02:39 PM shumaker Friendly community, Clear Creek/nature, not diverse 8/03/2022 03:25 PM Page 4 of 43 Page 155 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Begonarulz West, changed, outdoors 8/03/2022 03:28 PM Chefinegurl Clear creek Howdy Folks Outdoors 8/03/2022 03:54 PM Libby Visually beautiful from most perspectives, like gazing down 8/03/2022 04:04 PM Washington, 12th, 11th and catching bird's eye views. A place near home for eating out with variety or utilizing basic services. A pretty place to walk, hike, bike, drive or people watch. Lhunt 8/03/2022 04:12 PM elliesv 8/03/2022 04:21 PM finally 8/03/2022 04:22 PM kmonaweck 8/03/2022 05:42 PM Donna Mattson 8/03/2022 05:46 PM camillejr 8/03/2022 09:59 PM Andy 8/04/2. I faustinecurry 8/08/2022 03:17 PM kaxelrod 8/09/2022 09:00 AM Francine Small foothill community Nature, small town, com ity �` �► Western, rusti n spa mollf?Cains. p ��. D' �V autiful, ep�w P � mall toVooNj�a tslive, good restaurants. V O ♦ '1� cl e�`c Mines, hills Unfortunately, booming crowded city. The place where I grew up. Bad city planning through the years, anything gos type of mentality, as long as you bring our businesses revenue. Community, Uniqueness, Western Historic The foothills Clear Creek home warm delightful Page 5 of 43 Page 156 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Sgarrow 8/10/2022 05:08 PM SingingDove 8/10/2022 07:56 PM Anonymous Anonymous 8/11/2022 07:58 PM Anonymous 8/12/2022 07:15 PM Anonymous 8/12/2022 07:46 PM Anonymous 8/12/2022 08:08 PM Anonymous 8/13/2022 01:41 AM Anonymous 8/13/2022 07:40 PM Anonymous '�'q kschwaab87 8/15/2G_ Anonymous 8/15/2022 03:45 PM Anonymous 8/16/2022 10:45 AM Friendly, quiet, rustic Small-town feel 'Beautiful downtown "Full of art Character, history and picturesque. Good place to live, safe, scenic Small, friendly, a little quirky G Cute, small towns nity v G � Frie all town unity creek mbi FO *, �istoric n, community Good place to live. Well run city. Great neighbors. Expensive, beautiful, smaller mountain town Walkable, close to beautiful hiking trails, great location great city, beautiful outdoors, long history Page 6 of 43 Page 157 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Anonymous Coors, Tourism, Trails 0, 1 /,CULL . - . ... Anonymous historic character, small-town feel, gateway to the mountains 8/17/2022 01:20 PM Anonymous The Welcome to Golden sign on Washington st. Walking along the 8/17/2022 02:13 PM creek. Where am I gong to park? Anonymous small town feel, sense of community, history _^ 8/17/2022 04:30 PM Anonymous The arch Q 8/17/2022 04:55 PM Anonymous Great police, fire, parks nd ublic wor �� Good neighbors 8/17/2022 09:51 PM Easy shopping �+(:33 �//��� • Anonymous Clear creeA�srll�all histor' ain co coors 8/18/2022 01:28 PM D'11 V Anonymous ric, to metowl4/) 8/21/2022 08:41 PM ✓✓✓✓ P �CO Anonymous e I�, safe coming 8/22/2022 03:21 PM O /1 Anonymous Mountains. Outdoors. 8/24/2022 01:07 PP AnonymouQ Beer Gold History 8/24/2022 01:L Anonymous Quaint downtown, safe and family oriented 8/24/2022 09:44 PM Anonymous What a quaint little town. 8/25/2022 06:05 PM Anonymous Crowded, beautiful, friendly Page 7 of 43 Page 158 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 8/25/2022 09:21 PM Anonymous 8/27/2022 09:51 AM Anonymous 8/27/2022 10:19 AM Anonymous 8/27/2022 06:10 PM Anonymous 8/27/2022 06:56 PM Anonymous 8/28/2022 12:41 PM Anonymous 8/30/2022 01:05 PM Anonymous 9/01 /2022 09:41 AM Anonymous 9/01 /2022 11:22 AM Matt Murphy 9/01/2022 05:38 PM Anonymous '�'q 4qQ Anonymous 9/04/2022 02:31 PM Anonymous 9/05/2022 02:27 PM Anonymous 9/07/2022 02:37 PM Unique, small, community Clear Creek Small Town Beautiful Butes, Gold & The West. Beer, mountains, golden grass small town home C) small town, greaiae to out ors, ificant Mou utdoor es, co Coors eek kroD F0 `` Olomej et Colorado Vibes Mountain Vistas Small Town Community, quaint, historical GREAT, SMALL TOWN, FUN community, collaborative, historic Page 8 of 43 Page 159 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 kjacobs@fi rstaffi rmative.com 9/07/2022 02:53 PM Anonymous 9/07/2022 06:24 PM Anonymous 9/09/2022 03:13 PM Mandatory Question (96 response(s)) Question type: Essay Question the mesa, "Howdy Folks", clear creek Coors, CSM, clear creek small town, very clean, outdoor recreation Page 9 of 43 Page 160 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q2 What are the three most important things that make Golden unique and different from other cities in the region to visit? (Choose 3) 80 73 70 60 50 40 30 20 10 2 Question options Beautiful outdoor locations such as Clear Creek or hiking trails Views from mesas and Lariat Loop Recreational and sports opportunities (kayaking, hiking, biking) Parks and open spaces Historic sites in the area Coors brewery tour Cultural amenities like Golden History Museum, Foothills Arts Center, public art or Miner's Alley Playhouse R Downtown cafes, shops and bars 0 Colorado School of Mines 0 Small-town feel 0 Other (please specify) 1 Mandatory Question (96 response(s)) Question type: Checkbox Question Page 10 of 43 Page 161 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 84 Q3 When you have visitors, where do you take them/suggest they go? 90 80 70 63 60 50 40 30 20 9 Question options Hiking or biking in the area 0 On a tour of the Coors Brewery Visit cultural amenities like museums or galleries Community festivals and events 0 On a sightseeing drive around the area Walking/recreating along Clear Creek Someplace other than Golden (please specify) Mandatory Question (96 response(s)) Question type: Checkbox Question Pagel 1 of 43 Page 162 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q4 Broadly, the arts can be defined as all creative activities including painting, sculpture, performance, music, literature, and dance, etc. Based on this definition, how important is it to you and your family to experience the arts? 3 (3.1 %) s (6-3* Question options Very Important Somewhat Important Not very important Unimportant Mandatory Question (96 response(s)) Question type: Radio Button Question 67 (69.8%) Page 12 of 43 Page 163 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q5 How often do you seek out arts and culture in Golden? For example, attending art events, theater productions or musical performances, or visiting museums, public art, etc.? 59 (61.5%) Question options _ Daily Weekly PO yJei\ Only occasionally Never Mandatory Question (96 response(s)) Question type: Radio Button Question 32 (33.3%) Page 13 of 43 Page 164 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q6 Do you think public art adds value to your community? 3 (3.1 %) 4 (4.2%) Q 10�4.. S%4q 0 Question options Yes No Not Sure Mandatory Question (96 response(s)) Question type: Radio Button Question iA 89 (92.7%) Page 14 of 43 Page 165 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q7 Public Art is broadly defined as sculptures, murals and other works of art in the public realm that are free and open to the public. Have you viewed/noticed/enjoyed public art in Golden? 2 (2.1%) w �V G P (question options Yes No Unsure Mandatory Question (96 response(s)) Question type: Radio Button Question Page 15 of 43 Page 166 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q8 What public art in Golden have you viewed/noticed/enjoyed? kmatthews335 I always love the statues along Washington Ave. Also, the sculptures 7/06/2022 01:06 HM along clear creek and the new painted recepticals in downtown. jennmo On Washington, a lot of brass sculptures that feel historic, but also a 7/06/20- number of modern art pieces painted around the heart. On the outskirts of downtown, the hummingbird and the triceratops and child/bird sculptures are also a tie into the art of Golden. CindyJaye The trout along clear creek, the bike rider on 19th str �nning 7/06/2022 05:16 PM kids that turn into birds, the fishing cowboy, greetiny�fro Golden mural mwlsell Road sculptures Sid alk culpt 7/07/2022 07:23 AM ` Dave Shuey Bronze 7/07/2022 12:59 PM Eskett Scu pt es �Na ls, Foothill t Center, RM Quilt Museum 7/07/2022 01:55 PM CO krissmurphy Re view 11!?fthe public art in Golden. I have enjoyed very little lluli�U« ��.ww ,_Of it. T41 ng bird on South Golden Rd at Ulysses is nice as are 0 s murals. Q tony.shouse washington &19th mural th hummingbird Washing Avemural north 7/08/2022 08: A of Hwy 58 bronze statues EVERYWHERE! Bronze is a ducking of creative duty to the community dressing up the cycling bronze statue by the bike path just above 6th ave Mt Zion the 'M' the 'G' the castle rock the canal trail bike path everywhere JulieBartos Murals, bronze sculptures and love the itty bitty art! 7/08/2022 12:12 PM Hschovanec Sculptures in roundabouts, sculptures along clear creek and main 7/08/2022 12:34 PM street, murals on previously ugly/bland retaining walls or electrical boxes Page 16 of 43 Page 167 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Imwink Murals; painted electrical boxes 7/09/2022 06:52 AM jproff448 Sculptures around town and in roundabouts 7/1lizuzz uz:49 PM mtrout the fly fishing cowboy, the big hummingbird at the roundabout 7/12/2022 06:00 AM astangelo Murals & Statues Music Festivals/Live Music 7/12/2022 01:00 PM 0 fangacx The many bronze statues, murals and painted trentrol boxes 7/12/2022 05:39 PM G �'� Climberbiker Statues, Jesse Croc paintings J► 7/13/2022 01:02 PM •` Karen Oxman Every d mur I tybittyart den. 7/16/2022 11 :38 AM jesse.e ers I love t Is and th scu res around town! 1 gg ��� 7/18/2022 11:04 AM �N Sarah \ the bronze:!iPe murals 7/18/2022 02:25 PM•` MRE � sc ures murals paintings 7/18/2022 03:13 P' along Clear Creek. Painted traffic structures. Murals. donnaschow Sculpture g /lLu/LULL u :uu rIvi Gardens. imkristie Murals, sculptures, Itty Bitty art, the art adjacent to Foothills Art 7/21/2022 07:18 PM Center, Miners Alley plays, Clear Creek Historic Park, the Golden History Museum, various festivals Jaycee Statues Murals Little art work around town 7/24/2022 08:59 PM Page 17 of 43 Page 168 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 cecragan All of the sculptures around town. More than anything, I really enjoyed 7/26/2022 09:48 AM the addition of the hummingbird on South Golden. Tracy A Murals, sculptures 7/27/2022 05:14 PM Lilybosworth bronze statues around town (Western scenes & Lookout Mountain 7/30/2022 05:58 PM Biker) large murals along Washington Street small murals in the Clear Creek Corridor flower mural on 19th Street the hummingbird statue near King Soopers "Golden" mural on Clear Creek A n`� Cmjdee Murals on buildings and utility boxes, sculptures downfi�fi and along e` 8/01/2022 12:44 PM Clear Creek V HideawayArt Triceratops family and A &erulpture, ele trical boxes. 8/01/2022 05:40 PM / gmcstravock Some of f rite publ t i the elk ire on Heritage Rd and the cyc ptture p Loo ntain road. I also like the sc to s down by Creek i �. NC9 whiplashsaxif rage Lately ntoyAt Bitty Art project, we seek out new 8/02/2022 02:38 PM Uuilding urals, vvs enjoy seeing the hummingbird sculpture on holden 2�nd outdoor sculptures. 17!�4 Janashford �atues, Miners Alley for shows, beautiful murals, even the 8/03/2022 08:30 AM e e al boxes that are painted deb _in_g I generally find the sculptures in Golden to be a bit "over the top" and 8/03/2022 09:36 not very attractive. I enjoy the murals, but too many more will make the town feel like a bit garish. msquier Pop up art that are around the city. It's become a game to find them all. We need more. Jmtrudell The hummingbird statue and other artwork around downtown Golden 8/03/2022 12:48 PM Page 18 of 43 Page 169 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 lynnsvoboda The new horse mural downtown. The many bronze sculptures 8/03/2022 02:30 PM downtown and on the over -designed 93 overpass. The hummingbird on Old Golden Road. The dinosaurs on 93. The art -covered signal boxes. The concrete wall murals on Washington Ave. hnewe112015 8/03/2022 02:39 PM shumaker 8/03/2022 03:25 PM Begonaruiz 8/03/2022 03:28 PM Chefinegurl 8/03/2022 03:54 PM Libby 8/03/2022 04:04 PM Lhunt 8/03/2022 04:12 PM elliesv 8/03/2022 04:21 PM finally Q 8/03/2022 04:2. kmonaweck 8/03/2022 05:42 PM Donna Mattson 8/03/2022 05:46 PM camillejr 8/03/2022 09:59 PM The hummingbird by King Soopers, all the statues downtown. Mural at east end of Washington and 19th. Hummingbird statue on S Golden Rd; various murals; recent mini -art installations The bird in the south golden road roundabout, the ne ptes on highway 93 the mural b the history museum g Y � Y Y A Murals. Sculptures. Lan sca 'ng.. The many s; muralower be ` i �t don't belong here. Bright ho mural. al boxes, the mural on Washington, the and along Clear Creek, sculptures in the The various bronze art works. The small art recently. Art in the various traffic circles. F-1111 snag Statues, murals on buildings. Mini art installations, murals, sculptures Page 19 of 43 Page 170 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 faustinecurry Sculptures, murals, museum 8/08/2022 03:17 PM kaxelrod Statues near downtown and along Clear Creek, murals in various 8/09/2022 09:00 AM locations, the art fairs Francine murals and sculpture 8/10/2022 01:12 PM Sgarrow Sculptures in the round abouts, bronze statues, murals �/� 8/10/2022 05:08 PM _ `V SingingDove All bronze statues and some of the tiny new art (can't Rto find the 8/10/2022 07:56 PM rest) V Anonymous The statues and mural a in th uI to s under the 8/11/2022 05:54 PM bridge. Also the jr in the ' or y eum. `► vU Anonymous the bird g Super' It cks the f raffic around the traffic 8/11/2022 07:58 PM circ g thing affee. Anonymous Bridgetues on tAshington Welcome to golden arch 8/12/2022 07:15 PM Sculptur in ro ` oLAfon golden road F Anonymous �II the► s along clear creek and random paintings along the 8/12/2022 07:46 PM 0 c 4i�1 with there was more indigenous art! �wv Anon mous I love all the itt bitty art things and the hummingbird y /�`� Y Y 9 9 8/12/2022 08:Of/ l Anonymous Dragon sculpture in Parfet park, sculptures on Washington 8/13/2022 01:41 AM Anonymous The murals and sculptures! LOVE THEM! 8/13/2022 07:40 PM Anonymous The outdoor statues and items along highway 93. Also the mural on 8/14/2022 09:16 AM Washington Ave. Page 20 of 43 Page 171 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 kschwaab87 I enjoy the sculpture that is one image driving one way and a different 8/15/2022 11:37 AM image when you drive the other. Anonymous Hummingbird, Cider 49 Mural, Dinosaur Trail Mural & the wrapped 8/15/2022 03:45 PM electrical boxes Anonymous murals and sculptures 8/16/2022 10:45 AM Anonymous Sculptures along the creek - we are particularly fond of the tro K\ 8/17/2022 01:20 PM hummingbird on south golden road; painted mural art d i hd also at 19th and Washington; e V Anonymous The hummingbird at Ulys & S. Golde a on't like that it was 8/17/2022 02:13 PM moved. I love the piece, ut i an't be vt njoyed in it's present location. Maybe mov it to e s roc ere For nd Jackson meet?) The ne + r n the c er f 19th a �rington - really brightens up tl c ner (an day). The se/Campbell statue is p aring in etation it esent location. Want mil' to se tf icasso ,, u hav a out where it is (I'm u riving). Gueneed to ound downtown more! P Anonymous sculptu ng c 2Qk downtown, weird sculptures on 93 8/17/2022 04:30 PM PO V Anonymous 5�icul iU -",�Auughout the city Anonymous Q The bronze sculptures everywhere, of course! Jesse Crock's murals. 8/17/2022 09:51 Anonymous All the murals, bronze sculptures, 8/18/2022 01:28 PM Anonymous statues, Itty Bitty Art, murals 8/21/2022 08:41 PM Anonymous statues (the Prospector is my favorite), the beautiful painted "banner" 8/22/2022 03:21 PM mural on the history museum building (old postcard style), of course the Foss building mural, the tiles on the walk by the library Page 21 of 43 Page 172 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Anonymous Little paintings 8/24/2022 01:07 PM Anonymous Murals, sculptures 8/24/2022 09:44 PM Anonymous Pat Madison's Cutthroat 8/25/2022 06:05 PM Anonymous All the sculptures, all the he murals all over town, the transform 8/25/2022 09:21 PM covers, the Xmas lights Anonymous Murals, statues in the park, gardens. 8/27/2022 09:51 AM ` v Anonymous All the small art arou d Golden J► 8/27/2022 10:19 AM `G Anonymous Muralsej ptures e ut town. 8/27/2022 06:10 PM V Anonymous The c .nosaur ci38/27/2022 06:56 PM CO ous dcu?lptures An n m ee town o y,� 8/28/2022 12:41 PM �� •` Anonymous Ha g lived here for 30 years I think I've viewed/noticed/seen it all. R/30/2022 01:05 P- Anonymous Murals and the FAC ylUlILUc L Uy:41 AIVI Anonymous Murals, sculptures along Washington and in parks 9/01/2022 11:22 ANi Matt Murphy The elk sculpture at Heritage & Kimball, the Hummingbird and Native 9/01/2022 05:38 PM American sculptures on SGR, the sculptures along Washington Ave., the murals downtown, sculptures along 93 to the north. Page 22 of 43 Page 173 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Anonymous Sculptures by Pad Madison 7/U4/LULL I - , ,... Anonymous Murals, sculptures 9/04/2022 02:31 PM Anonymous I LOVE, LOVE, LOVE all the wonderful statues around town. I LOVE 9/05/2022 02:27 PM the ones you've chosen like at 19th and 6th, all the ones on both sides up and down the creek, and the ones on Washington. SO nice! I like the murals also. Anonymous sculptures and murals scattered throughout Golden `�► 9/07/2022 02:37 PM kjacobs@firstaffirmative.com sculptures on creek and downtown, traffic ti cir art project, 9/07/2022 02:53 PM moaic on creek near lib r murals on 4n Ave Anonymous Street art, mur Ci ♦'�'�' 9/07/2022 06:24 PM V Anonymous T itty art show onderfu� 9/09/2022 03:13 PM C V P Mandatory Question (90 response(s)) P ` Question type: Essay Question Q9 Are there neighbVns or reasin Golden that would benefit from public art? (Describe location orinttion.) kmatthews► no suggestion 7/06/2022 01:0 jennmo Hmmm... gathering areas, maybe along south Golden Rd from Golden 7/06/2022 02:03 PM HS CindyJaye I don't have any suggestions. Sorry. 7/06/2022 05:16 PM mwisell North golden parks 7/07/2022 07:23 AM Page 23 of 43 Page 174 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Dave Shuey No priority areas 7/07/2022 12:59 PM Eskett Washington and Hwy 93 north of Hwy 58 7/07/2022 01:55 PM krissmurphy We have so many trailheads that invite so many visitors, what a 7/07/2022 02:44 PM wonderful opportunity to enrich our arts community in an area that has thus far been neglected. 4 judithgoeke I feel there is already enough public art and would opp%r he 7/08/2022 06:14 AM city appears cluttered and some of the murals are beybusy and distracting. n- tony.shouse 24th & Illinois - tons oft r*fic speedi �V 7/08/2022 08:34 AM JulieBartos A environ� n art piece at New Ind Park and framing 7/08/2022 12:12 PM the spe ar view I n to h t est would be fun! V Hschovanec G01 ween the all and Johnson road 7/08/2022 12:34 PM CO Imwink here " n" - including off of Washington. Ford St. Walking ath al (especially if it extends east). South Golden Rd. ` yJ� ar ly needs help. Jp roff448 e The "neglected" areas of Golden, i.e. South Golden Rd, areas near 7/11/2022 02: 1 Colfax/170 (anywhere along Colfax really) qL: mtrout we seem to have plenty 7/12/2022 06:00 AM astangelo I would like to see more art at parks and open space outside of the 7/12/2022 01:00 PM downtown core. fangacx Not sure, imagine S Golden 7/12/2022 05:39 PM Page 24 of 43 Page 175 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Climberbiker South Golden 7/13/2022 01:02 PM Karen Oxman Could do more to put art on the ugly green utility boxes around town ... esp east of Clear Creek Commons .... and others. The ones with art are really nice to view. It would be great to have a performance center (Parks and Rec has the plans!) for Parfet Park, southeast corner, for performances and other art like exhibits, music, theatre, dance. jesse.eggers I loved the addition of the elk sculpture to the roundabout nWe Road! I'd love to see more of this sort of thing - perhap^5 Washington or 19th in the areas outside of downtown Nere there currently isn't this sort of thing yet)? n. Sarah not to my knowledge G �V 7/18/2022 02:25 PM v MRE Washingto & th ` 7/18/2022 03:13 PM donnaschow nd do vuwGolden lear Creek. 7/20/2022 01:06 PM P ` imkristie % tit 2rsecti outh Golden Road and East Street (the triangle 7/21/2022 07:18 PM ®ark), 'o k, the numbered streets going east and west from Wasvenue Jaycee Nothing comes to mind at the moment 7/24/2022 08:5' cecragan South Golden is fairly devoid of public art other than the mural on 7/26/2022 09:48 AM 19th and Washington. Tracy A more in mesa Meadows and north Golden 7/27/2022 05:14 PM Lllybosworth the library and town hall entrances and buildings (may be part of 7/30/2022 05:58 PM Heart of Golden vision) Page 25 of 43 Page 176 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Cmjdee I cannot think of a place. 8/01/2022 12:44 PM mctebo I actually think Golden spends too much money on statues. The 8/01/2022 01:21 PM recent additions on the east side of highway 93, just North of Washington (the cut-out looking figures in orange and blue) are not very attractive, invisible from the walking path, and hard to see from the highway. HideawayArt South Golden Rd beyond King Soopers 8/01/2022 05:40 PM gmCstravock n/a - someone else can answer this better! Q 8/01/2022 11:00 PM V whi lashsaxifra e I think some additional in r parks e nice. I recently 8/02/22022 02:38 PM g vacationed in Park C' y Uta an h eir bike s/tunnel murals were V vim" �'` &I Janashford Get r' ugly G th tab 8/03/2022 08:30 AM NCO flinty None P �CO 8/03/2022 09:22 AM � V deb_in_golden 5�ljot to re 8/03/2022 09:36 AM � msquier The round about on South Golden that leads to NREL. Keep 8/03/2022 10:35 A06P expecting a big sculpture. Jmtrudell I'm not sure I can think of one right now 8/03/2022 12:48 PM lynnsvoboda I am uncertain where, but areas that are lacking in public art. 8/03/2022 02:30 PM hnewe112015 More art in Pleasant view 8/03/2022 02:39 PM Page 26 of 43 Page 177 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 shumaker Not sure 8/03/2022 03:25 PM Begonaruiz Near official buildings (sheriff, courts), near schools 8/03/2022 03:28 PM Chefinegurl South Golden Road near high school 8/03/2022 03:54 PM Libby I don't know of spot. 8/03/2022 04:04 PM _^ Lhunt No. The art is in the eye of the beholder. I find beauty tur . Not 8/03/2022 04:12 PM shiny metallic objects that do not resonate with me. -Put u a tree if you must do something. f (vJ• elliesv South Golden G 8/03/2022 04:21 PM •`+ finally along IF ckson a b igh Sch 8/03/2022 04:22 PM kmonaweck es, a u e traffic contr ox, or area that people's line of sight 8/03/2022 05:42 PM regularl o (ev Airing). FO Donna Mattson O9th St 8/03/2022 05:46 PM camillejr Can't think of one 8/03/2022 09:59 P Andy The public art is so grandma around this town I don't enjoy it. It's like 8/04/2022 06:36 AM going to your mothers house and looking at her collection of steel yard art faustinecurry Neighbors on both sides of Washington Ave north of Hwy 58 8/08/2022 03:17 PM kaxelrod I would love to see the tradition of the bronze sculptures continued as 8/09/2022 09:00 AM part of the Heart of Golden project to expand the green space and Page 27 of 43 Page 178 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 park areas. The buffalo is always a big highlight and an attraction to kids. Sculptures in the parks that are interactive are appreciated by many. Francine parks 8/10/2022 01:12 PM Sgarrow Clear creek path downtown 8/10/2022 05:08 PM SingingDove can't think of any 8/10/2022 07:56 PM `� / ]► Q v Anonymous The downtown areas seems obvious and it sho_u♦l4v>-, 8/11/2022 05:54 PM ` Anonymous Public art is a waste f to yers R/11 /2022 07:58 PM Anonymous Unsure ) V Anonymous t ur 8/12/2022 07:46 PM CO Anonymous �§)sk park V Anonymous fin th how it is 8/13/2022 01:41 AP Anonymous YES!!! The Coors Brewery itself - no offense, but it's pretty ugly and 8/13/2022 07:4u intimidating. I think they could create a really amazing and mutually beneficial relationship with the community by commissioning works and creating scholarships and grant programs. Anonymous Any place art can be placed will benefit from it. I would especially like 8/14/2022 09:16 AM to see a mural on the retaining walls along Goldco Circle that face Ford Street. Page 28 of 43 Page 179 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 kschwaab87 8/15/2022 11:37 AM Anonymous 8/15/2022 03:45 PM Anonymous 8/16/2022 10:45 AM Anonymous Anonymous 8/17/2022 01:20 PM Anonymous 8/17/2022 02:13 PM Anonymous 0/ 1 /2UZZ u4:,iu F'NI Anonymous 8/17/2022 04:55 PM Anonymous Anonymous <Q 8/18/2022 01:' I think it should be all over downtown, then sporadically outside of downtown. Maybe along the trail from Mines baseball stadium up to Jeffco building. Colfax Ave Downtown, along Clear Creek, maybe a new sculpture park. ^ n r of sure V Less traditional locations(h' might V meo s attention like the mural at 19h,&& hington e ' ted the W Clear Creek sidewalk. ` v �> 6. N alo ak to PI i it just p t avenue P � P �CO V oad - Olong�l By coors/ golden mill where parking is being expanded. Anonymous Downtown and along the creek has the most visible space for public 8/21/2022 08:41 PM art, so that's probably most important. Also, anytime an area can be enhanced by public art is important -- such as the aspen trees with hidden words that were painted along Washington St across from the rental units. Anonymous 8/22/2022 03:21 PM any corner of 10th & Ford (Burgess park) Page 29 of 43 Page 180 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Anonymous Downtown. Along trails. 8/24/2022 01:07 PM Anonymous Washington Ave, parks 8/24/2022 01:28 PM Anonymous Parks 8/24/2022 09:44 PM Anonymous Golden Gate Canyon 8/25/2022 06:05 PM _^ Anonymous NoGo = North Golden, North of HWY 58 on and arougton 8/25/2022 09:21 PM AVE Anonymous South golden, pleasant Qew) 8/27/2022 09:51 AM Anonymous NA y a► � V Anonymous u to P ore th 111Edowntown area where the action 8/27/2022 06:10 PM IS. � P �CO Anonymous 8/27/2022 06:56 PM 01 Anonymous �eet area east of ford 8/28/2022 12:41 N R AnonymouThe often overlooked, South Golden Rd corridor (with the exception 8/30/2022 01:(: of roundabouts) Anonymous Library 9/01 /2022 09:41 AM Anonymous The side of Coors on 58th so it's not just a giant gray concrete 9/01/2022 11:22 AM structure greeting visitors. Page 30 of 43 Page 181 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Matt Murphy In public parks throughout town- lots of public space within 9/01/2022 05:38 PM neighborhoods that would benefit from sculpture (interactive?) or murals (if there are opportunities as such). Anonymous Golden Gate Canyon 9/04/2022 11:26 AM Anonymous South Golden 9/04/2022 02:31 PM Anonymous Not that I can think of �` 9/05/2022 02:27 PM `� Iq Anonymous Looking forward to Coors Redevelopment and hogfnore art is 9/07/2022 02:37 PM incorporated there. Also more art in old Coor � arters area. C) kjacobs@firstaffirmative.com NA 9/07/2022 02:53 PM `� G Anonymous Dow 9/07/2022 06:24 PM Anonymous N/A 9/09/2022 03:13 PMFO P ` Mandatory Question (96 response(p Question type: Essay Questioeb •` Page 31 of 43 Page 182 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q10 What types of art would you like to see more of in Golden? 60 55 51 50 44 A 44 45 40 36 35 28 30 — 27 25 20 56 14P 0 15 14 14 15 8 10 Q - - 5 Question options Traditional sculpture Contemporary sculpture Painting Photography Kinetic -interactive artwork Murals 0 Earthworks/environmental art Functional art (benches, bike racks, etc.) 0 Temporary art exhibitions Light -based art 0 Sound -based art Memorials and fountains Performance -based Other (please specify) Mandatory Question (96 response(s)) Question type: Checkbox Question Page 32 of 43 Page 183 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q11 Currently, Golden has a Public Art Commission (PAC) appointed by City Council that is charged with selecting and maintaining the artwork for the City. If you could make a suggestion to the PAC for three things you hope they might focus on in the ne... 50 43 45 42 40 40 35 30 25 20 15 15 10 5 PO O 5 ♦1q 1 ✓ i 10 N Question RAdd art tlocations throughout Golden (inside City buildings, parks outside downtown, etc.) Add more varieties of artwork (kinetic, murals, abstract, etc.) Create a temporary (a/k/a "Art on the Streets") art program Continue the mural program Create a permanent sculpture park somewhere in the City Promote more art -related programs and events around the City Create more digital resources related to the Arts in Golden (maps, downloadable tours, etc.) Find ways to engage and educate kids through art 0 Host guided art & culture tours Pursue certification of Downtown as an "Art District' in Colorado Find ways to engage and educate kids through art Keep it exactly the way it is (no need to change anything) Other (please specify) Mandatory Question (96 response(s)) Question type: Checkbox Question 14 Page 33 of 43 Page 184 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Q12 What other thoughts do you have about public art in Golden? kmatthews335 I really like the murals on the buildings, especially the current ones. 1 7/06/2022 01:06 PM am not a fan of the "oldies" are such as on Faith Tatoo. I don't see the point in going backwards when no one remembers this place - current artwork is more inviting. I do love alot of the murals I wish the one on CO Cidery did not look so tropical and more mtns like - as Golden is just that. But great job and I appreciate the efforts and it adds to the beauty of downtown. 4 jennmo Variety is best, less of the old brass sculptures. More m 7/06/2022 02:03 PM CindyJaye I love Golden and I love the public art collecti hanks for keeping 7/06/2022 05:16 PM art a part of the commu . Anything yto continue to inspire us is appreciate . v mwisell If you deci with a s ire park p clude Gardens and Y 7/07/2022 07:23 AM walkwa Arvada r s just to s ' e they threw pieces out in d. �%►� V Dave Shue Public fission ' bein used as a awn and slush fund for y � g p 7/07/2022 12:59 PM Foothills rt Cen ` PO Eskett Mo*e necessarily better. 2) Non-objective (abstract or c art is often more thought -provoking and engaging than t'✓e art (portraying a recognizable object). However, integrating Q abstract or conceptual works into a historic environment is tricky and sensibilities could be offended by such juxtaposition. It is suggested to introduce some contemporary/abstract/concept works into new building environments or park settings outside of the core downtown or historic areas. krissmurphy I find the narrow viewpoint of the excessive number of bronze 7/07/2022 02:44 PM sculptures throughout downtown extremely disappointing. It's 2022, why is the majority of the art reminiscent of 300+ years ago? Even art from 1922 would be more engaging and more aligned with our contemporary world. Art doesn't have to be literal or blatantly representational to be embraced by the community. While art appreciation is very subjective and I do not expect to love every piece in any collection, my personal preferences don't impact the Page 34 of 43 Page 185 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 offensiveness of depictions of Native Americans executed by whites. I appreciate your efforts to engage the community with this survey, but if you have genuine interest in hearing an array of perspectives you could start by holding your monthly meeting at a more accessible time. judithgoeke Currently, public art lacks a cohesive plan. Many of the sculptures 7/08/2022 06:14 AM that were donated in the past and placed along Clear Creek are more akin to playground structures to climb on than art. Grounds for Sculpture, https://www.groundsforsculpture.org is a good example of true outdoor art. I feel Golden looks cluttered and un-serious when it comes to art, especially sculpture. Our natural surroundings ar beautiful on their own, without embellishment. §� Iq tony.shouse - remove the bronze that doesn't reflect the val history of 7/08/2022 08:34 AM Golden (e.g. Patriot on cl r creek bike p t color (love the murals and hummingbir as ey expre vity not manufacturing bronze crap a.k.a. C RT ort f �p integr arts and public V safety (creativ �ssfks, pai ed p�the fort �rng ebike ` ��/ boom,► V JulieBartos T u for solicitir ommuni ack! P � Hschovanec While Wals an `Ipbs are wonderful, I think it is more important there are r ents for local artists to teach the community ,)t art a eir art. This program should promote as many cal ar possible. Imwink No more animals, cowboys, or trite/stereotype "western" sculpture.: ) 7/09/2022 06:52 A jproff448 I do like seeing the sculptures around town, but I personally prefer 7/11/2022 02:49 PM things that are more colorful like murals and paintings mtrout limit art on crowded sidewalks 7/12/2022 06:00 AM astangelo Less bronze statues. More serendipitous installations like itty bitty art. 7/12/2022 01:00 PM More kinetic, murals, abstract, earthworks/environmental and light - based art. More installations outside of the immediate downtown area. More temporary art installations/events (ex. Page 35 of 43 Page 186 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 https://waterloogreenway.org/creek-show/?tab=past-shows) fangacx More art that reflects a more complex view of the historic "western" 7/12/2022 05:39 PM town image that is more diverse (women, native Americans, African Americans, Hispanic Americans) etc and a look toward the future too Climberbiker Doing great, keep it up. 7/13/2022 01:02 PM Karen Oxman Please keep the art that is permanent in line with Golden's histor. there is an area for kinetic art, have it all in one area, acce�si�ixflti visible. jesse.eggers Public art is a wonderful addition to the culturie community - 7/18/2022 11:04 AM please keep it coming! G Sarah We have a ver rogra . I like o SM and Coors 7/18/2022 02:25 PM art incorpo o the ciN s rketing MRE o reatlY fits fro P7/18/2022 03:13 PM � P dOnnaSChOw Zase expand ar cts to the entire city, not only downtown. 7/20/2022 01:06 PM access Ziews before selection and installation. O • '1� 0 imkristie o public art that's currently in Golden and hope you see more! Jaycee 4qL: I see people taking photos next to sculptures on town a lot. cecragan Would love to see some diversity by moving the bronze statues to 7/26/2022 09:48 AM other locations, and replacing with more variety. Would like to see women memorialized equally as men are. Tracy A na 7/27/2022 05:14 PM Page 36 of 43 Page 187 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Lilybosworth I'm grateful we have it! 7/30/2022 05:58 PM Cmjdee I would hope accepted works are not too abstract. Art should enhance 8/01/2022 12:44 PM the historical and western significance of the city. mctebo None. 8/01/2022 01:21 PM HideawayArt Golden is on a good track for enhancing the art scene. As an artist it 8/01/2022 05:40 PM is very welcoming. I hope the focus for future public art will sho preference to Golden artists first. Foothills has done a gr that ... I just want it to continue. ` V gmcstravock The art is something thaGally stands o t Nes Golden feel 8/01/2022 11:00 PM special. I think it'll contie somet` draws others into our town to visit and to+sy.! ` V whiplashsaxif rage I would to m e oppor 6,rormus' rforming arts to be 8/02/2022 02:38 PM public in Gol rxam I phitheater where the J R Symphonyd perforee. Basically, a small town f th eavitt ter concerts in Denver or the free c n e?0"hLyLawn" in Bu Vista.) Janashford e be a toanent art, it would be nice to feature local R> A 8/03/2022 08:30 AM �rtists on a rotating basis. flintr Is�idreally a government function? 8/03/2022 09:22 AM *;** deb _in_gol 1 Too much more public art will be garish. Has the commission thought 8/03/2022 09:36 AM about landscaping as a form of art? That lends itself better to the natural beauty and can be very creative. msquier An outreach to Golden High School or graduates to 8/03/2022 10:35 AM encourage/support local artists. Please offer a free booth to their arts programs for the different art festivals. Jmtrudell I love art, anything we can add would be a bonus 8/03/2022 12:48 PM Page 37 of 43 Page 188 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 lynnsvoboda Golden has done a terrific job with public art. 8/03/2022 02:30 PM hnewe112015 I love Golden for how artistic * quirky it is. There's no place like home. 8/03/2022 02:39 PM shumaker I would love to see more diversity of styles and perspectives in our 8/03/2022 03:25 PM public art; the multitude of bronze statues are homogeneous and dated, and contribute to a narrative of Golden as a city that values a rose -tinted and white -centric view of history and the "old west." Begonaruiz There is a significant number of bronze sculptures, ma)7i��adding 8/03/2022 03:28 PM some variety would be nice e) V Chefinegurl Make sure the sculpturet create locks;&robstacles for AOW 8/03/2022 03:54 PM traffic. There shqul be obst c in in theUf traffic circles/roatarie , abou �j ` Libby Im llt�tion to y pro�ec 8/03/2022 04:04 PM P Lhunt Pleasenat f% must add more stuff. 8/03/2022 04:12 PM ` `� FO V elliesv 8/03/2022 04:21 PIS finally Q Keep public art western rustic based/looking not like the 8/03/2022 04:2 running/moving silver and orange stuff on east side of 93 on way out of town. The bronze works mainly in downtown and on 19th street overpass are awesome and get fantastic responses from people. Triceratops trail's little building as recently painted looks just plain awful gaudy. kmonaweck Subtly is important, take the little dinosaur on the SE corner of 11 th 8/03/2022 05:42 PM and Washington (at the bottom of the handicap ramp) for example. Donna Mattson I enjoy all the forms of art that are currently in Golden. 8/03/2022 05:46 PM Page 38 of 43 Page 189 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 camlllejr Continue to update the public art guide annually 8/03/2022 09:59 PM Andy If I were you, I would take a look at what the school of mines has 8/04/2022 06:36 AM done with there sculptures. They bought real art in most cases. Stop decorating and make purchases of quality real art from real artists. Make a curated collection. As a trained artist, I look at your past purchases and it's kinda of a joke in the art community, sorry. faustinecurry Golden has done a wonderful job building its public art portfolio, 8/08/2022 03:17 PM there is more can be done and more people that can be irp' Please keep thinking and moving forward! kaxelrod I appreciate the historic figures represented t 6 sculpture around 8/09/2022 09:00 AM Golden, however I woul i e o see a ive representation of historic figures such male foun rtrailbl ers. I would also like to thank the V6gh all that ey Co ntri &ur wonderful and unique to �,�ar 'n G ! c q � �'\. �J l ` Francine Do raid to tr things. 8/10/2022 01:12 PM NC9 P � Sgarrow I love n in ne d town. Especially the new small murals 8/10/2022 05:08 PM w i fhe fi Sin in Dove `e noticed when we moved here in 2009 were the g g ,�� 8/10/2022 07:56 PM ues. We feel in love with "Bucky" and were upset when he �ved for the cyclist for a spell of time. We were pleased when Q Bucky returned and then after the bridge was built they moved the cyclist to the base of our neighborhood. I love how one our neighbors respectfully and creatively decorates the cyclist for the holidays. Thank you for allowing them to do this as it brings me, and others, much joy. Anonymous I've heard of a group is seeking to add statues of Golden women. I agree. There are none. Please support this endeavor. Anonymous Golden should have better places to spend money. Replace the dying trees in the city is one area. Mow the tall weeds in the public areas some is another area. Page 39 of 43 Page 190 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Anonymous None 8/12/2022 07:15 PM Anonymous Golden would really benefit from more indigenous perspectives on art 8/12/2022 07:46 PM and environmental art Anonymous No more bronze representational statues!!! 8/12/2022 08:08 PM Anonymous I wouldn't want anything that would detract from clear creek's 8/13/2u22 01:41 Hive accessibility/usability ` N Anonymous I would still also love to see guided art and cult e ' js and 8/13/2022 07:40 PM promoting more digital rrcesl Also 1' 1et involved if there is a need! mcsherrymel.com! T 1 Anonymous I love what t is doin eep it up. I t ' are very 8/14/2022 09:16 AM innovati d ill cont i g grea �egarding art.. V kschwaab87 P I Id ove 4;bNay m e ` and art around Golden 8/15/2022 11:37 AM P �CO Anonymous 'r-1,%other tPctures lln`Colorado, they seem to have more 8/15/2022 03:45 PM tem or in cities such as Grand Junction, Leadville, temp or Lon bviousl . Would love to see variety. 9 1 " Y) Y Anonymous art in parks and public buildings would be a great addition; support for 8/16/2022 10:45 A local artists and artisans as well ,�R 4QQ Anonymous n/a 8/17/2022 12:18 PM Anonymous not sure 8/17/2022 01:20 PM Anonymous Murals need to go on a wall that is easily visible from a number of 8/17/2022 02:13 PM viewpoints. Statues should be accessible to walking around them. It's hard to appreciate them when you're trying to drive. Traffic circles are Page 40 of 43 Page 191 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 particularly inaccessible. I'm not thinking about a "sculpture park" , but individual locations which are walkable and have nearby parking if someone wants to get a better look. Anonymous The sculptures that were moved on 93 that are supposed to be 8/17/2022 04:30 PM different from different angles are very hard to see and comprehend when driving by. Anonymous The sculpture on Highway 93 near Washington is fascinating, but I've 8/17/2022 04:55 PM never been able to really see it driving past. Something this complex should be in a place where it can be viewed more carefully. Anonymous Thank you. 8/17/2022 09:51 PM V Anonymous I would love to find out Ct help out %i 4n co mittee as a 8/18/2022 01:28 PM designer and artj�sto has a p n�ublic a engaging the community thrrR. Vict ria�ign36 om 0 �� Anonymous The es that ently h outdated. There's not 8/21/2022 08:41 PM y wo or ople f oresented. It seems like it's ly whit d wild P ` Anonymous i tvee art cts the geographical location and its history 8/22/2022 03:21 PM O • '1� Anonymous 8/24/2022 01:07 PM r Anonymo There are way too many "bronze" realistic -but -smaller sculptures. 8/24/2022 0�qL: Anonymous Adds interest and enjoyment to Golden 8/24/2022 09:44 PM Anonymous Golden needs to learn from examples of other towns. Art can make a 8/25/2022 06:05 PM town unique and lasting memories for tourist. Anonymous Public art is and has been a fabulous addition to the community. It 8/25/2022 09:21 PM makes golden interesting, educational, and unique. The more the Page 41 of 43 Page 192 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 better!! More contemporary additions, and less traditional murals and sculptures, would be welcome. Anonymous We need to promote more small artists and their work Anonymous Na Anonymous Would like more unique statement pieces that fit with the city and ive 8/27/2022 06:10 PM it energy, vs a lot of little pieces that are similar and don't stance I like r Anonymous e weird e d art 8/27/2022 06:56 PM f �V Anonymous Promote local artists Anonymous Please, no�ioi� cheesy of kid ` 1'hals 8/30/2022 01:05 PM Z v , V V Anonymous own o ��e of ae4pray paints in murals. VOC's can 9/01/2022 09:41 AM negati t the oe. Find an environmentally friendlier way to promote rt and `e. ✓ FO Anonymous 5&*�$ collab ve space for multiple artists would be interesting to see 9/01/2022 11:22 AM 0 N Matt Murphy Q Variety!! The world of art is diverse and we should reflect that 9/01/2022 05:38 throughout the City. Anonymous We have lived in Golden, Colorado, City and County for more than 35 years. Golden should promote local Artisans more. Anonymous Promote art related to environmental conservation!!! 9/04/2022 02:31 PM Anonymous I really like what you have done already in Golden. I especially like 9/05/2022 02:27 PM the statues that you already have that give such a nice Colorado feel in Golden. Page 42 of 43 Page 193 of 1928 Golden Public Art Survey : Survey Report for 20 September 2017 to 11 September 2022 Anonymous 9/07/2022 02:37 PM kjacobs@firstaffirmative.com 9/07/2022 02:53 PM Anonymous 9/07/2022 06:24 PM Anonymous 9/09/2022 03:13 PM Mandatory Question (96 response(s)) Question type: Essay Question Great to see this as a priority and thank you for asking for public comments. don't shy away from controversial topics, modern themes. Don't just aim for lowest common denominator. Thank you N/A �V G Page 43 of 43 Page 194 of 1928 ArrtNL WURED PUBLI ,\ Page 195 of 1928 PUBLIC ARTWORK FEATURED IN Page 11 THIS PLAN Top: Rotary Butterflies, Pat Madison Bottom: Nighthorse on the Mes�� kN All images courtesy of the City of Golden. Rudolph All artwork copyright of artists listed. Page 14 Iq It Takes a Village, Jud r ner Front Cover (L to R, Top to Bottom) papC Adolph Coors, Sarah MaloneyP •• Retur of Cu h"•et/ur of Cu h at Madison bNtotto Shoshone S irit, William Gee Son of Lib xames Muir Brother and Sister at the Rodeo, artist n' Be: Vict n ress Up, artist unknown V Winter Wind on the Mesa, M ara age Cowboy's Da Off Michael Haab y y y � �r�✓✓Through the Depths, Haley Knowles Day Dreamer, by Dan Ostermill �e20 HowdyFolks Jeff Rudolph P O � Rocky Mountain Hummer, Don Kennell Joy of Music, George n �� Page 21 The Cowboy, Buc 'CV The Kayak Ray r Richardella The Mon1q`ck McCain Two Deer, artist unknown Lending a Helping Hand, Cloyd Barnes Strength, Dedication, Discipline, Determination, Jeff Rudolph Return of the Cutthroat, Pat Madison Page 9 "Murgy" (the Lizard), Will Betke-Brunswick Splatter -paint art, Kids of Golden Page 22 Top: Cameron's Dragon, Mary Zimmerman Bottom: The Monarch, Buck McCain Page 23 Rocky Mountain Spring, Michelle Wolins Page 196 of 1928 i7N -A I City of �= -Golden kRT 1 P 8 L •A�N�JBOOK, UPDATED & RE ---------- n n AKE TO CO ME O'ka: Page 197 of 1928 Page 198 of 1928 CON TS 01 Introduction &Mission/Viso Goals ............ 2 02 AIPP Definitio ........ 0,0 6 03 Groups Involye�de IPP Program ... 10 04 Public quNtion: lines................15 05 PubrtA49Ito ethods...................19 07 Maint nalicy....................................33 08 ce Policy.....................................37 (V Page 199 of 1928 1 Page 200 of 1928 11I 2 Page 201 of 1928 Section 1: Introduction & Mission/Vision/Goals for the Golden AIPP Program 1.A. Introduction Golden is a scenic, bustling, former gold rush town, resting between two mesas at the base of the Rocky Mountain foothills. The City's Art in Public Places Program (AIPP Program) has helped to create a unique, vibrant and art -filled downtown and creek -side area, an is public art collection contributes to the quality and cultural identity of our comm V Golden s art collection began as several generous donations of traditions Q1\I.p e to the City. These sculptures reflect the early history of Golden's foundations andtage. In recent decades, the collection has grown, become more diverse and has be inkled throughout the community. It is beginning to tell a new, more contemporary st ut Golden, its communities and its bright future. As the City cont es to pro e AIPP Program will continue to evolve along with it, communicating it col ctive and shared vision for the future of this community.► 1.1113. AIPP Program Mission and Visio�►` • �� Mission: To enrich the public environd r nc f ents and visitors through the arts. Vision: To create and supp rse ar re ects aograms of and for the entire Golden community,through aders wards �Tid partnerships. 9 P, p P 1.C. Golden AIPP Progra oa�s Background: In 2013, an A ZZI c Plac ndbook was written, outlining the policies and procedures that guideIPP Pr . In 2022, these policies and procedures were updated and edited too r refle� als and purpose of the AIPP Program. The follo:2ate pro m go re identified for the future of the program: Goal A. forAdvancina Arts in Golden Art contrii�tes to our quality of life, civic pride and economic vitality. We will be the City's key advocates for including art in all City decisions, planning, and construction, where possible. We will embrace and elevate public art in Golden and will support City leadership as it considers establishing broader support for arts and culture. Goal B. Create a Diverse and Accessible Collection for Golden As stewards of the City's public art collection, we will create a collection of permanent and temporary artwork that: Features work of the highest level of artistic excellence; Page 202 of 1928 • Features work by a broad and diverse group of artists, working in a variety of methods and media; • Explores and reflects a diversity of themes, subjects and traditions; and • Enriches public spaces in all parts of our City and is accessible and available to everyone. Goal C. Maintain our Collection for Golden Golden's collection of artwork is an asset to our community. We will maintain, conserve and care for the collection for generations to come. Goal 4. Promote the Arts for Golden and Beyond Golden's public art collection will inspire, educate, and create conversation. ill romote and inform the public about Golden's public art and seek to increase public unc rst ding through education, media, and events. f� C) Ci eN Pci33 o.� Q 4 Page 203 of 1928 5 Page 204 of 1928 '\1:j'-M-11 a,+ 6 Page 205 of 1928 Section 2: AIPP Definitions Public art is defined in City of Golden Municipal Code Chapter 2.60 (see appendix) but is further detailed in this handbook. 2.A. Public Art "Public art"as defined by this policy, is artwork that is: • Owned by the City of Golden and acquired (in whole or in part) with public funding and sited on public property; and/or • Donated or loaned specifically to the City's AIPP Program; and/or • Sited on private -property and owned by the City according to a legal ag nt ; and/or • Privately -sponsored artwork that is sited on publicly -owned land acp�ding to a legal agreement between City of Golden and private sponsor. A `` 2.B. Inclusions The Golden AIPP Program includes public art that s: • Temporary or permanent; • Located inside or outside of a publicb g; �%`► • Located in the public right-of-way; v py& ` • � • Located on private land accordin egal a ment � n City of Golden and a private landowner. V 2.C. Types of Public Art Public art may include, but i o ited folio i%�Vies of artwork: • Sculpture: in the roun a -r ie m bile, ki e4io!in any material of combination of materials; � • Painting: all media, incl ing p rtabl ermanently affixed works and murals; • Digital, projected an &ic art- • Graphic Arts: printm ki nd d� • Mosaics; • Photography ' m o vid • Light -based rt • Craft: c , ibe and textile , wood, metal, plastics, glass, and other materials; both funWykncl nonfunctional; • M edia & collage; • ns, memorials and decorative memorial plaques; • Ea works and environmental installations; • Conceptual and text -based artwork; • Sound -based artwork; • Functional artwork: pavers, benches and other functional items if designed by an artist; and • Performance -based artwork that produces a permanent leave -behind. 2.13. Not Considered Public Art The Golden AIPP Program does not consider the following to be public art: Page 206 of 1928 • Directional elements, signage, or way -finding elements except where those elements are an integral part of a work of art designed by an artist; • Educational plaques except where the plaque is an integral part of a work of art designed by an artist; • Objects which are mass-produced and not designed by artists, such as standard playground equipment, benches, drinking fountains, and light fixtures. • Decorative, ornamental, or functional architectural elements unless designed by an a rti st; • Landscape gardening, except where these elements are designed by an artist, are an integral part of a work of art, or in service to a work of art; • Signage, murals or artwork which serves as advertising for a business; and/ • Temporary or permanent artwork that is privately sponsored and loca e rivate land according to a legal agreement between the private entity an 8 Page 207 of 1928 9 Page 208 of 1928 :11111:�.'1IOLVIIl����� 10 Page 209 of 1928 Section 3: Groups Involved with the Golden AIPP Program The City of Golden's AIPP program is administered solely by the Public Art Commission (PAC) and involves other groups as outlined in the section below. Other departments, commissions and entities such as Public Works, Parks and Recreation, and the Downtown Development Authority shall have advisory roles in the Golden Public Art Program, but the PAC has final approval for the City's expenditures of public funding on artwork and makes decisions for the city -owned art collection, including acquisitions, maintenance, and planning. 3.A. Public Art Commission (PAC) The purpose of the PAC is to be stewards of the AIPP Program for the Cityolden. As such, they are charged with oversight of acquiring, managing, maintairoNthe public art collection as well as acting as program spokespeople and champio NNTnbers of the PAC are appointed by City Council to carry out the duti nd respo i i i i s of the AIPP Program for the City of Golden. The establishment and res ns ilities are defined in Golden Municipal Code (GMC) Chapter 2.64 (see appe dix ut # it r deta�'I�d in this handbook. ` �► t� � .� 3.A.1. A ointment & Members �+` \•/ • �� pp The City Council shall appoint I en Pu rt Co s n composed of seven members as follows: • The Executi e *r r o oothi nter or their designee (ex ofcio member); • A representa ive sel y t e r of directors of the Golden Civic Foundation (upon ap oval it ouncil); • Additional m shall b iduals who are artists, arts professionals or have d1emo0> inter expertise in architecture, art criticism, art education, istor is arts, interior design, landscape architecture, town a ng or r and design related fields, or who have de o st ed interest in the visual arts and civic improvement; •A PA embe all either be full-time residents of Golden or business ners in Golden; and :��her non-residents of Golden will be considered for board membership on a ase-by-case basis. lqz 3.A.2. PAC Duties & Responsibilities The duties and responsibilities of PAC are defined in GMC Chapter 2.64 (see appendix) but is further detailed in this handbook. The PAC shall: • Adopt rules of procedure governing its proceedings consistent with the Golden Charter and Municipal Code; • Select, acquire, and maintain the city's public art in fulfillment of the goals of the City's AIPP Program Goals (see Section 1); • Identify suitable locations within the city for public art; • Facilitate the maintenance, preservation and safety of the public art collection; 11 Page 210 of 1928 • Prescribe procedures for the competitive and transparent selection, acquisition, placement, display, rotation and deaccessioning of public art; • Oversee the public art budget as well as solicit grant funding for public art projects; • Prepare an annual report of the PAC's yearly activities, including expenditures and goals for the coming year; • Act as ambassadors for the AIPP program within in the community; and • Promote public art through a public education program and materials. 3.A.7 Meetings The PAC shall meet monthly at a regularly scheduled time and place as agrupon by its members, which shall be open and accessible to the public. A pu; ord of all meetings will be kept. •(�' 3.1113 Staff Liaison(s) The Golden City Manager shall appoint Staff Liaison(s) to provide ad Qative support and assistance to the PAC as necessary to accomplish the duties of the nd the purposes of this section. The City Manager may appoint additi nal taff to th the duties of the PAC as needed. 3.0 Consultant(s) •�� The PAC may hire consultants and/or sp s to a i with el of the program as needed. n V 3.113 City Council & City Ma The PAC has full approval a o for it QX)olici 04xpenditures. In some cases, in accordance with Golden's p sin WicTfs and Cit odes, the City Council or City Manager may request to app ove pr or con(ts on a case -by -case basis. 3.11D. Selection Jury The PAC may serve as the j !�)all art itions. However, the PAC may alternatively r i select a special jury to e5 bmif �n such cases, proposals shall be considered by the jury and a final c c will �nted to the PAC for acceptance. These types of selection juries can r V e ad community input, specialist input and other important perspectives fo p lic art sel ion process. The PAC, together with the Staff Liaison, shall decide er a jury is needed and confirm the use of a jury through a majority vote of the PAC. 3.D.1. r_Size & Membership p The size of the jury shall be determined by the PAC. Jurors are appointed by a majority vote of the PAC and serve at the discretion of the PAC. Jury members may be removed by a majority vote of the commissioners. The jury may include but is not limited to: • One professional artist; • One art professional which may include an additional artist, art historian, museum curator, or arts coordinator; One community lay person interested in the project; One person who either lives or works near the proposed site for the artwork; One PAC member; 12 Page 211 of 1928 • City of Golden Staff or leadership as needed for their knowledge of the project area, neighborhood, etc.; and • Additional jurors may be chosen for the jury as deemed appropriate. 3.D.2. Jury Voting rights Each juror has one vote, and no juror has the right of veto. If a consensus cannot be reached by the jury, then a majority vote carries the decision. The jury has the right to make no selection if there is no proposal judged to be of sufficient merit. The jury will forward its decision to the PAC for final vote and acceptance. 3.D.3. Non -Voting Jury Advisors and Consultants The Staff Liaison or their appointee shall serve as a nonvoting resource for e �e'ection and will keep records of the jury deliberations and decisions. The PAC appoint non -voting advisors and consultants to provide guidance and advice r c the project. For example: artwork appraisers, engineers, conservation and m *ntenance specialists and other arts professionals. Advisors do not vote. 3.E. Conflict of Interest It is expected that members of the PAC, AIPP Staff&iaison cti Juries, members of subcommittees, panels or any other ad hoc qr so in �workith the AIPP m program may be aware of the work of so1�and a�ani rho submit their work for consideration for public art prof ouch a eness alo s not constitute a conflict of interest, nor does owning a c of wor subm� i rtist. A conflict of interest is deemed to exist if a memb ist is r to n either through family, marriage or domestic partnership other re i ship c nomic interdependence, a business relationship such as r r tin work �st as a gallery owner, or if a member stands to gain dire fit, w finan otherwise, from the selection of an artist. If a member is related an a er con de ion in one of the ways mentioned above, they shall state that they have conflic Sfrest and shall recuse themself from voting or further discussion on e pro ect inl tion. � �GJ O � 13 Page 212 of 1928 14 Page 213 of 1928 J 11:1 A [Hr�1:i W,INI 15 Page 214 of 1928 Section 4: Public Art Acquisition: Guidelines The mission of the PAC and the AIPP Program is to enrich the public environment and experience for residents and visitors through the arts. The PAC will continue to expand and add variety to the public art collection in alignment with the mission, vision and goals outlined in Section 1. The following section provides the policy for acquiring works of art through Golden's AIPP Program. 4.A. Acquisition Policies All Public Art shall be selected through a fair and transparent process. The PAC opt new policies and procedures at any time to guide their process. Artwork m quired by a variety of methods: direct commission via open competition, direct purc ( ith or without competition), permanent donation, community collaboration a/or m nporary loan. Each acquisition method is described in detail in Section 5: Public A isition: Methods. 4.B. Funding AIPP new acquisitions, projects and programs may(�undecl e fol wing sources: 4.B.1. One -Percent Funding `* G U According to the AIPP ordinance (sendix), percent(f the construction cost of each new City of Golden Ca a mprov Proj ) with an estimated construction cost of over fifty-tho doll 100 e deposited in the City's Art in Public Places Reserve A o nt (Resercounth guidance from the AIPP Staff Liaison, the City's CIP o�m n s andAw u ing staff will ensure the proper allotment of funds to be d for rk in tserve Account in each case. 4.13.2. Yearly Allotment P Ak (00 The City of Golden will an Ily allocate P to support general AIPP expenses to ensure consistency fort o r�m. C t uncil may elect to provide the AIPP program with a yearly budget all nt for its grams and collection maintenance. The Staff Liaison to the PAC NkAa e r t� ndations to the PAC, City Council and City Staff for yearly allotmVanrant ng KS olden's annual budget process. 4.B.3. Don e nds The PA ombine any of the funding sources listed above with donated/granted funds various outside sources for the acquisition of artwork. The combined donated fun e used according to donor or grantor designation or if undesignated at the discret n of the PAC. 4.C. Budget Assignment At the time of an acquisition approval, whether by donation, commission, loan or purchase, the proposed budget for an artwork shall be set aside in the AIPP Reserve Account and should cover all costs of design, fabrication, installation, and maintenance. Costs may include: • Pedestals, bases, lighting, landscaping or other display components; • Site development, rental equipment, site -safety, or other installation needs; 16 Page 215 of 1928 An identification plaque, photography and dedication ceremony; and Contingency. 4.111D. Site Selection To ensure public art is safe, properly sited as well as fairly and equitably distributed throughout the City of Golden, the PAC shall consider the criteria below to guide the placement of art projects. City Departments will provide support, professional expertise, and advisement as needed for installations selected by the PAC. Criteria shall include: • Relationship of scale of the artwork and the site's physical dimensions; • Whether or not there is other public art in the vicinity; • Compatibility of the design and location with the character of the site;` • Relationship of proposed artwork to existing artworks in the vicinity • Accessibility to the general public, with particular attention paid to ericans with Disabilities Act (ADA); • Visibility and access for the public at least during normal buil)Iqjlr park operating hours without cost or permission; • Vehicular, bicycle and pedestrian traffic pa er inclu ress/egress; • Public safety (see Section 6. Safety Policy , • Environmental impacts; • Impacts on adjacent property owne ` Cj • Sightline obstruction and traffic i s/distr t s; • Maintenance requirements cr by the ' s ation, �s landscaping, lighting, underground utilities and a ility f nten • Future development oft ; and zp • Any other criteria de y her the e important. 4.E. Contracts & License Agree s Following the final selection of artw rk or� regardless of funding source or acquisition method, a writte 'dt or li agreement shall be prepared by the PAC and the Staff Liaison and ap ro ed bKt��, Attorney. Each contract will be drafted on a 4 case -by -case basis, bu u� outlirrollowing items: • Project scop live • Description of r orkt�cquired; • Insuranquirements for all parties; • Co Rount and payment schedule; • PRIC711rights, �Viestones; • including copyright; • City of Golden's rights vis-6-vis the artwork, • Warranties and maintenance/restoration agreements; • Provisions for making changes to the contract or contract amount; • Provisions for cancellation of the contract by any party; and • Other legal requirements as requested by City Attorney. 17 Page 216 of 1928 18 Page 217 of 1928 J I I :1 A[ 10, \ 'A r' 164 1 1]1 19 Page 218 of 1928 Section 5: Public Art Acquisition: Methods As stated in Section 4, public art shall be selected in a fair and transparent selection process. At every phase of art selection, the public will have opportunities to be involved and kept apprised of the PAC's activities through the PAC's regular open and accessible meetings and minutes. Artwork may be acquired by the following methods: direct commission via open competition, direct purchase (with or without competition), permanent donation, community collaboration and/or temporary loan. Each acquisition method is outlined below. S.A. Project Initiation All acquisitions of artwork may be initiated by the PAC, Staff Liaison, or others in thqoiQolden community (Community Proposal). If the project is initiated internally --by the PA PP Staff Liaison --these acquisitions can occur at anytime. Unsolicited Communi sals will be proposed and reviewed twice a year every April and October (or at ti s announced to the public by the PAC). To move forward, Community Pro os must be approved to move forward by a majority vote of the PAC. This policy s pply to all acquisition methods stated below. S.B. Acquisition Policy for Direct Commissicd A direct commission allows the PAC to directly sl licit arti tate a ue proposal for a particular site. The resulting artwork is a di ti e origi I w rk of osed and specifically designed for a location in the &GoI d6. sually, mmissions are solicited and selected via an open comp ton. 5.A.1.Direct Commission P j Z'rinitiati� New commissions for a can b ' itia eclAC, Staff Liaison, or others in the Golden commu 5.A. for d 5.A.2. New Direct Commissio r pos h All new art commission ust before PAC and be accompanied by a New Commission Propos ?.briefly Nes the proposed project. New Commission Proposals shall inclu e follo Formation: • Brief projec %tr ctic, w the project will further the AIPP Program Goals; • Selection t _SC\ and materials; ice; ad from Public Art funds and/or from other funding Maintenance considerations; and Any other information pertinent to the project as needed/requested. 5.A.3. City Staff Review Before the PAC approves the Commission Proposal to move forward, the PAC may require review by City of Golden Staff for consideration of the following factors: public safety, pedestrian, and vehicular traffic patterns, impacts on operational functions of the City, environmental impacts and other planning issues. 20 Page 219 of 1928 5.A.4. PAC Review and Approval Following review and comments by City Staff, the PAC shall review the New Commission Proposal and approve or disapprove the project to move forward through a majority vote. They may also request additional information. The PAC will base their decision on the following criteria: • Whether the proposed project adheres to Golden's AIPP Goals (Section 1) and stated policies; • Whether the proposed project is in alignment with existing PAC master/strategic plans; • How the new artwork will contribute to the overall diversity of the collection and Golden community at large; • Whether the proposed site is appropriate and meets the standards o i in Section 4.D.; • Expected budget, available resources, and timing of the projee • Other criteria as noted by the Staff Liaison and PAC. 5.A.5. Approved Commission Proposals: Once a Commission Proposal has been ap ved by the e PAC and the Staff Liaison will create an outline of the next Ste s t and c �tion of the project. Items to include are: �► • Selection Jury appointment; '`� �► • Project orientation from City st 3` nee d, • �� • Method of selection (see Se i A.7. b to ); • Timing of selection proce • Project integration da • Budget; • Expected impa e nei hood r during installation; and • Other items pert n{ o rs ndin th proved project. 5.A.6. Budgeting Appro ed Co mis Once the PAC approv Ctinmiss* project to move forward, the Staff Liaison shall set aside appr r undi e AIPP Reserve Account to cover all costs of the project and o enc, . 5.A.7 Art Sel c o ethCommissioned Art Most oft ne commissis+ are selected using a competitive process open to artists accor o criteria set by the PAC or selection jury. The PAC can serve as the jury for ope m etitions, however, may alternately select a jury to review submissions (see c n D.above). In such cases, proposals shall be considered by the jury and a fin choice or choices will be presented to the PAC for acceptance. 5.A.8 Selection Methods Available to PAC for Direct Commissions Open Competition via Request for Qualification (RFQ): • Project is advertised to the public and all interested and qualified artists may submit qualifications (images of past work, biography, artist statement, etc.) for consideration. • One or more artists may be selected to move on to a proposal phase. Artists are paid an small honorarium/artist fee to cover the cost of their artwork proposal and/or travel to the site. 21 Page 220 of 1928 Artists will be selected for commission based upon their artwork proposal. If no proposal is deemed suitable, the project can be suspended, or re -called using any selection method. Records of the selection process are reviewed and certified in a public meeting of the PAC. Open Competition via RFQ & Interview • Project is advertised to the public and all interested and qualified artists may submit qualifications (images of past work, biography, artist statement, etc.) for consideration. • One or more artists may be selected to move on to an interview phaym.Artists are not paid for their interview and do not develop or present an r proposal. , V • Artists will be selected for commission based upon their int w, qualifications and other answers to questions as directed,,4y t selection jury or PAC. If no interviewee is deemed suitable, the proje be suspended, or re -called using any selection method. 5�9 • Records of the selection process ar rev ewed a1 ied in a public meeting of the PAC. Limited Competition/Invitational `� G • A select number of artists ited t bmit qual ns or proposals for a site. An appropriate fees e allo or th participation and/or proposals as determinO y the P • Artists will be selectr comm i bas n their proposal, interview, qualifications, a a s to q t as directed by the selection jury or PAC. If no is de uitab� project can be suspended, or re- called using a selec ethod. • Records of the selectiV roce �rviewed and certified in a public meeting of the PAC. F� 0 5.A.9. Selection Crit 'a When evaluatin i icati oposal or interview by a particular artist, the PAC or selection j �ralCOC dlil�ers: Th arti excelland experience with public art projects; • bility of the artist to work cooperatively and effectively with the PAC and ity of Golden; �ihe artist's presentation; he technical feasibility of a proposed project and the artist's technical ability; and • Other factors deemed by the PAC to be important. 5.B. Acquisition Policy for Direct Purchase Direct purchase results in acquisition of artwork that is already fabricated, and part of an artist's collection or part of a collection or from a gallery. The artwork can be acquired without competition or via an open call for artwork. The artwork is then purchased and modified to be installed in Golden. 22 Page 221 of 1928 5.13.1. Direct Purchase Project Initiation Proposals for Direct Purchases of artwork can be initiated by the PAC, Staff Liaison, or others in the community. The PAC may approach an artist directly, or vice -versa. If initiated by an artist or others outside the PAC, the acquisition must be proposed (see section below) and may move forward if approved by a majority vote of the PAC. 5.B.2. City Staff Review Before the PAC approves a Direct Purchase to move forward, the PAC may require review by City of Golden Staff for consideration of the following factors: public safety, pedestrian, and vehicular traffic patterns, impacts on operational functions of the City, environmental impacts and other planning issues. 5.13.3. PAC Review Following review and comments by City Staff, the PAC shall consider o wing prior to any direct purchase of artwork: • Whether the proposed project furthers Golden's AIPP Progra als (Section 1) and stated policies; • Whether the proposed artwork is in align twith exi master/strategic plans; • How the new artwork will contribute to e overal id r y of th N Ilection and Golden community at large; ` • Whether the artwork can be appro f� y sit an mee M andards outlined in Section 4.D.;► • Expected budget, available r ces an i ng oft oJect; and • Other criteria as noted by ff Liais�Tid PA V 5.13.4. Direct Purchase P o s �v Artists or others outside A h roach the►�AC to purchase an artwork should be prepared to submit th follow they • A cover letter explai ng w the I s ould be added to the City's public art collection and how thrchas urther the stated AIPP Program Goals; • A proposal over e h the name, title of the artwork, dimensions, medium, da V ced, er in the edition if applicable, restrictions on reproduc a d oth ation the artist deems pertinent; • Propose I ion f rk and installation requirements; • A re e a d refe re n • A a ette and/or images or the actual work to show scale and condition of ork; • nservation assessment describing the artwork's condition, along with a aintenance plan, authored by the artist or a qualified conservator; • A signed statement indicating that they have read and will comply with all aspects of the Art in Public Places Safety Policy and other relevant policies; • Proof of provenance; • A signed statement that the proposer has legal authority to sell the artwork; and/or • A release of image rights for the piece permitting publishing of photographs of the piece as the City of Golden sees fit. 5.13.5. Direct Purchase via Open Call for Artwork 23 Page 222 of 1928 In some cases, the PAC may solicit an "Open Call for Artwork" to purchase artwork that is for sale from different artists, galleries, or collectors. This type of open call will result in more choices for the PAC. 5.13.6. Selection Jury The PAC can serve as the jury for open competitions, however, may alternatively select a jury to review submissions (see section 3.D. above). In such cases, proposals shall be considered by the jury and a final choice or choices will be presented to the PAC for acceptance. 5.13.7. Selection Methods Available to PAC for Direct Purchases via Open C The PAC and the Staff Liaison shall be responsible for developing the sel n% process and public participation component for each direct purchas roject will consider the following selection methods: Open Call for Artwork: • A site, budget and criteria for artwork is advertised t 1� public and all interested and qualified artists may mit image e 'sting artwork for purchase. • A work of art is selected and app ve for rchaW im these submissions. If no work is de �+, itabI th proje e suspended, or re -called using any selection�od. •� • Records of the selection o ss are i ed an iied in a public meeting of the PAC. nn.. Limited Competitio tional• • A selected n f qua 'm ists vited to submit works of existing art for sale. • A work of art is selecte nd a for direct purchase from these submissions. If invite is de d suitable, the project can be suspended, or re -called usin pllbction od. • Records of th s ection p e s are reviewed and certified in a public meeting of the PP� �` S.C. Acquisitio "'�6 for tions Generous don i s from members of the community, arts organizations and private parties have been dation of the City of Golden's public art collection. The PAC encourages donation work that follow these policies and advance the goals of the AIPP Program. 5.C. . Limitations Golden's AIPP Program has limited project funds as well as municipal sites appropriate for the installation of artwork. To ensure the quality and diversity of the collection, the PAC uses the following guidelines to carefully consider whether a proposed donation is appropriate to add to the City's collection. The PAC accepts only those works that will, in its discretion, further the AIPP Program Goals. 5.C.2. Donation Initiation 24 Page 223 of 1928 Proposals for donated artwork can be initiated by the PAC, Staff Liaison, or others in the community. If initiated by others outside the PAC, a Donation Application must be submitted and approved to move forward by a majority vote of the PAC. 5.C.3. Donation Applications Any donation proposal to the PAC must be done so through a written Donation Application submitted to the PAC. To assure fairness and transparency, Donation Applications are reviewed only twice a year during the PAC's regular April and October meetings. The PAC may elect to review Donation Applications at other times under special circumstances. Each Donation Application should include: • A cover letter explaining that the artwork is offered to the City as a gift a) why the work should be added to the City's collection; • An explanation of whether the donation is for a permanent addit* c�i'e City's collection or if it is a temporary loan (see Section 5.D.); • A description of how the work of art contributes to the overall Al Program Goals; • Artist's resume or biography information and examples artist's past work; • Maquettes, images or the actual work t s qw the cry and proper scale of the work; ` • Proof of the artwork's provenance. ibition to r a let V authenticity from the artist, if appropriate; • A current estimate of value; V► ' �� • A site plan and landscapin for pr insta ti site; • A conservation assessmen ored art* t onservator describing the artwork's condition, ex c d life sp nd m ance requirements, including projected costs for i an e • Proposed donati nds ort o i g maintenance of the artwork; • An arlknn\A1IPr1nP nt thart\nrnrlkwmmn iPS Mrith all ggnPrtq of the Safety Policy (see Section 6); • A statement that th ooser h I authority to donate the artwork; and • Additional it s requ 5.C.4. MaintVaement onsWdd*s When accep inIlection, the PAC may require that the donor sign a maintena elish a maintenance endowment to ensure adequate care fojWartwork. The PAC is unlikely to consider donations that require immediate or e�maintenance. g To a sure fairness and transparency, the PAC reviews Donation Applications by outside parties twice per year at their regular April and October meetings, unless otherwise published. Exceptions to this timing can be made if deemed appropriate by a majority of the PAC. After review, the PAC may choose to accept or decline a gift, or to table an offer. 5.C.6. Selection Jury The PAC can serve as the jury for donation applications, however, may alternately select a jury to review submissions (see Section 3.D. above). In such cases, 25 Page 224 of 1928 applications shall be considered by the jury and a final choice or choices will be presented to the PAC for acceptance. S.D. Acquisition Policy for Loans To increase the variety and artistic quality of public art for the community, the City of Golden will occasionally display art loaned to the City by artists, institutions or organizations. This allows for rotating exhibitions of artwork and assures that the art displayed within the City remains fresh. To ensure the quality of the works displayed, the City designates the PAC as the entity to review such loans. The PAC shall use the following guidelines to decide whether a proposed loan is appropriate, the duration of the loan, and where it should be located. 5.D.1. Loan Initiation *�k Proposals for loans of artwork can be initiated by the PAC, Staff Liai Wh e r s in the community. If initiated by others outside the PAC, in order to ward, the acquisition must be proposed and approved by a majority vote c�XhAC. 5.D.2. Solicitation of Loaned Artwork �6 In some cases, such as an exhibition of loc a 'sts in a wilding, the PAC may solicit an "Open Call for Artwork" to reques o s from ent rtists, galleries, or collectors. This type of open call will ;e t in mor for t C. The selection �S t� process will follow similar guideline ion 5. . f Dir c ase above. In the solicitation to the artists, the loan to Uocatio f isplay! mpensation to the artist shall be clearly stated. �' 5.D.3. Process for Conside of Uns d Loa d rtwork The PAC requests that i als or titles i s in loaning artwork follow the steps to the Donatio Pure ' ion 5. ove. In addition to the items listed on the Donation Prop sal, th er must ' di e that the loan is offered on a temporary basis, the duration t e lany other terms for the loan. Other items may be requeste ' clud g: • Precise terms of I ' (term Tation, etc.); • Details on install�io and de a ation; • Terms for wired Mnce during the term of the loan; d g • Terms of Va gre artwork is damaged during the loan term; and Insurancerireme Co 5.D. Agreement F g the final selection of an artwork or artist, a Loan Agreement shall be p d by the PAC and the Staff Liaison and approved by the City Attorney. The loa agreement may include the following stipulations: • Terms of installation and de -installation of the artwork, including details of transportation of the artwork to the site. Installation and removal must take place with the assistance of the appropriate City staff. • Terms of insurance for the artwork during transport and the loan period as well as liability insurance to cover the City and the artist(s) and/or owner. • Agreement that the City is not responsible for normal wear and tear, damage resulting from the exposure to the elements, gradual deterioration, vandalism or damage due to force majeure. 26 Page 225 of 1928 • Permission forth e City to photograph artwork forth e AIPP program's promotional use. 5.D.5. Exemptions These guidelines shall not apply to: • Artwork loaned to City staff or officials for display in their personal offices; • Gifts of State presented to the City by other governmental entities (municipal, state, national or foreign); and • Artwork loaned to nonprofit organizations that manage City entities or properties or to City of Golden museum(s). 5.E. Special Temporary Artwork, Exhibitions & Murals "Temporary artwork" is defined separately from loaned artwork above (Sec Temporary artwork is proposed for a site as a semi -permanent work that wi e destroyed, weathered away or removed after a period of time. Examples of tempora ork include environmental works of art, installations, event -based artwork or mura� 5.E.1. Temporary Art Agreement Acquiring Temporary Art shall follow the apriate asition ethod outlined in Section 5.A, B, and C. In addition, a Tip rary Ar ment ing the terms of the temporary exhibition, installatio ural sha omp I required application/proposal. Informatio t ust b cluded: ` • Expected short term main n e cost roce�, • Expected term or lifesp rt inst m • Value of artwork (for nce purp s); • Proposed site; a d CJ' • Proposed dispo e art ` if apple) or deaccession procedure and disposition. � o `mow 5.E.2. PAC and Staff A v All temporary works dill be r ed by the PAC in consultation with appropriate City dep�ent s Public Works, Fire, Community and Economic Development, ation, olice. Their recommendations will be considered prior to appr�v I the election committee. 5.E.3. 1 nce & Maintenance Gol II maintain appropriate insurance for the work of art for the duration of the ( oo ry display period. Golden shall maintain and conserve the loaned artwork n its term of installation or according to the Temporary Art Agreement. 27 Page 226 of 1928 28 Page 227 of 1928 29 Page 228 of 1928 Section 6: Safety Policy Maintaining a safe environment for our community and visitors is of key importance for the AIPP Program. All art accepted into Golden's public art collection is evaluated regularly to make sure artwork is not damaged or does not become a safety hazard. The City of Golden through the PAC should endeavor to follow safety precautions provided by the City's risk management agency when considering art for purchase and placement. This safety policy should be provided to any artist or donor as part of the acquisition process. 6.A Design for Safety All artwork on display in the collection should following points: be constructed with consideration 4OQr to the • No sharp points, corners or edges that could cut or puncture; Q • No protrusions or projections that could entangle clothing; • No pinch, crush or shearing points that could entrap a body Sipclothing; • No trip or slip hazards that may cause a fall cause in en upon; • No suspended hazards; and • The art should be securely anchored 4q oid top \A, 6.1113. PAC and Staff Review A review process shall take place to e �each ce be �01 isacquired for the collection. PAC members and Cit e res ves a ,'should ask the following ( Y p � 9 questions: • Is it suitable content • Does it pose any phy • Has the artwork (and i f u�li dis acco NNith community standards? �I►P1�zard as th ated above? supp eene^-.yved and approved by a licensed 1* )uch, or should such access be prohibited? r that people, especially children, would especially if it is an unmonitored location? 6.C. Locati iew The PACs Nonder proposed locations for the following safety issues: • uating pieces near playgrounds, which may invite children to play on the art *pinless the art piece was designed for that purpose or could safely withstand this type of interaction; • If climbing is permitted, create a soft fall area under the sculpture; • Consider the proximity to roadways so that the art piece does not obstruct traffic line of sight or risk being struck by traffic; • Consider signage that warns of climbing or touching the art; and • Discourage activities that put the public or artwork in danger. 6.113. Removal & Repair of Art 30 Page 229 of 1928 Once the art is on display, it will be reviewed regularly for damage or deterioration. If a piece is damaged and/or declared a safety hazard, it will be repaired or removed immediately. 31 Page 230 of 1928 32 Page 231 of 1928 33 Page 232 of 1928 Section 7: Maintenance Policy The works of art in the collection are assets of the City of Golden. As such, it is the responsibility of the City and the PAC to maintain the collection of publicly -owned artwork to ensure the long-term value of these assets and that the collection can be enjoyed for generations to come. The following policy outlines the documentation, preservation, and maintenance processes that will support this goal. The policy will be implemented on a piece -by -piece basis that recognizes the value of each work of art in the collection. The AIPP program shall not maintain artwork outside of its acknowledged collection without prior legal agreement between the City and the owner of the artwork. 7.A. Documentation Each work of art in the collection shall be properly and regularly docume wi the following: 9 • Complete inventory of the collection including current locatioch work; • Periodic condition reports; • Records of actual maintenance performed n asse t��f those efforts; • Photographs and maintenance documental • Artist's maintenance recommendatiop, thods rials i �ation, potential problems with the work, finishes inf ton (e.g., a' ter 's hen, where, what, and how the piece was finished), li of m ials used,'• ation information, warranties, professional and/or 1 know ble o regarding preservation and maintenance; and • Artist's resume, artwork hi r , estimatclue, w he work has been exhibited, and any transcriptions ° rfdin erso hews with the artist. 7.B. Pre -Acquisition Main enan u e tion Before a piece is accepted into the Ci 's col oe PAC and Staff Liaison will review the artwork and provide an expec intena essment. The PAC will engage appropriate City staff and outside contr/or s as needed to assess the work. If available, the artist will also be consult or re ndations on maintenance. This information will become part of the pe ent do tion of the specific piece and reside in the records of the Staff Liaison. n ✓ 7.E. IV 7.E.lej1pNtion and Condition Report At regNar intervals determined by the PAC, the collection will be surveyed for maintenance and repair reporting. Paid professional condition appraisers/conservators and/or knowledgeable volunteers, craftspeople or industry experts will perform the inspection for each piece. An inspection and condition report for each piece will become part of the permanent documentation of the specific piece and will reside with the Staff Liaison. Each medium will require that personnel with the appropriate expertise be consulted to develop maintenance criteria. 7.E.2. Maintenance Plan 34 Page 233 of 1928 Based on the inspection and condition report, artist maintenance recommendations and pre -acquisition maintenance assessment, a maintenance plan will be developed and updated annually to schedule and perform cleaning, repair, and other required maintenance to preserve each piece in the public collection. This plan is initiated by the PAC and coordinated by the Staff Liaison. 7.E.3. Performing Routine Maintenance Paid professionals and/or trained and supervised volunteers will perform routine maintenance according to the maintenance schedule and condition report for each specific piece. The Staff Liaison will initiate and coordinate routine maintenance activities. 7.E.4. Artist Involvement Some works of art will be accompanied by a set of maintenance recomnaNJXns provided by the artist and/or owner. In these cases, all efforts will be f the maintenance or repair to be undertaken by the artist or their design 7.E.5. Special & Emergency Maintenance e) Paid professionals/craftspeople or knowledge�volunteerform maintenance that requires specialized tools, equipment, or Ijov edge as eeded" basis. The PAC will use the condition report and/or sit visits to �e neea work of art has been deemed unsafe to the public, its � �emov fr m its s stored until repairs can be made or considered for��cessi (Section 7.E.6. Funding �j Funds for maintenance will be wished it �h a b g t developed by the PAC and the Staff Liaison. Funds will rom t AIPP R v count. In cases of donated artwork, potential dono ere s to c e to the future maintenance fund. In some cases, additions upp e �ndin m e requested for larger repairs at the annual AIPP budget review. �GJ O � 35 Page 234 of 1928 36 Page 235 of 1928 I 7I 11►`■: a 5� • • 37 Page 236 of 1928 Section 8: Deaccession Policy Occasionally, public art needs to be refreshed and/or deteriorating artwork must be removed from the collection. Deaccessioning is a procedure for withdrawing a work of art from the City of Golden's public art collection. All artwork in the collection will be considered permanent parts of the collection unless these artworks were created as temporary, semi -permanent art or the art is on loan. Artworks may be considered for removal from the collection (deaccessioned) with a majority vote of the PAC. 8.A. Criteria for Deaccession The PAC may deaccession artwork for any of the following reasons: A • The artwork endangers public safety; `�► • The artwork has been severely damaged or is determined to be inti actory condition and continued maintenance or repair is not feasible; • The artwork lacks a suitable display site or the artwork is site s in an area/building that is slated for re -development, remodeling, estruction; • The condition or security of the artwork ca t be reas r� uaranteed where located; • The artwork is incompatible with the rest f the co r is n igned with the current Public Art Goals; * ► • The City or PAC wishes to replace t e work th iece► e significance; • The artwork requires excessive i nance s fault sign or workmanship, causing an undue maintenan den foity of �n; • The artwork is fraudulent o uthent' • The artist requests the r from e c lec 'o • The artwork is a ma r othe tfor w re is no longer storage; • The City cannot prop y car ore the a ork; p • The artwork is a memorial or me %Ibs out-of-date or has lost significance to the community; • Significant adverse p action t s artwork has continued unabated over a five-year period; or • For any other sisyr�ifi� reaso lated by the PAC, at its discretion. 8.B. Disposition/ i sal o wo\Ac rk While deacces is b in consi red the disposal or disposition of the artwork must be 9 P P considered'e.0W. The PAC may consider the following options for disposition of a deaccessi rtwork, listed in order of preference: a • the artist; • ReNrn to the donor; • Donation or trade to another tax-exempt public institution; • Sale or auctioned, with preference given for sale at an advertised public auction or public marketplace that will best protect the interest, objectives and legal status of the collection (with proceeds returned to the AIPP Program or maintenance fund); • Destruction/disposal; or • Any other option deemed appropriate by the PAC. 8.C. Artist involvement 38 Page 237 of 1928 The PAC and staff will make every effort to involve the artist (or artist's estate) in the decision to deaccession a work of art and in some cases, the PAC may require formal permission of the artist before considering removal from the collection. Before deaccessioning any artwork, the PAC shall comply with all terms and conditions relating to deaccession which are found in the acquisition contract or any other agreement which may exist between the artist and the City of Golden. 8.D.Process The PAC will regularly review the pieces in the City's Public Art collection to determine whether any piece(s) should be recommended for deaccession. In addition, the PAC reserves the right to deaccession any artwork at anytime deemed appropriate by the PAC. Deaccessioning process must take place during a regularly scheduled PAC mee r a special meeting (see Section 3.A.8). 8.E. Deaccession Report Iq The Staff Liaison will present the PAC with a written deaccession rep q�t the following information: ` • Data and information about the artwork th is ropose accession; • Narrative on the history of the work of art a i acquisi; • Value of work to be deaccessioned; • Correspondence with the artist (if a �� G • Detailed account for the reason(s r i remo from the on; • Time frame and budget for rem�f the • Review by the City attorney of ng any ssu s t d to the request (as needed);' • Means of disposal or di o itiipn f rtwor • If artwork is to be so ction ere from the sale will be laced. p�� p 8.F. City Staff Input P �% (00 The Staff Liaison shall also sub ' the report t appropriate City of Golden departments so that they may provide an Ak on t accession. No public artwork shall be removed, re -sited or altere ny othe 'ty department or public or private entity or individual without the view roval of the PAC. 8.G. Public Notice This deaccessi po will be m e public as part of the Public Art Commission agenda materials p e rior to the official meeting and vote to deaccession. The public shall be encoura attend and comment on the deaccession. 8.1-1. PAC provals A majority of PAC commissioners in a quorum must approve a deaccession of artwork from the City collection. The final decision will be documented and made public through the PAC minutes. 39 Page 238 of 1928 40 Page 239 of 1928 p 41 Page 240 of 1928 APPENDIX Golden Municipal Code Chapter 2.60 Art in Public Places 2.60.010 The purpose of this chapter is to provide a means to fund the acquisition of artwork by the City for display in public places, to establish guidelines for selection of artwork for the City's public art collection, to provide for the display of the City's collection and to proviQr the management, maintenance and repair of artwork in the City's public art colle t� i` _ Lr 2.60.020: Definitions As used in this chapter, unless the context otherwise requires, the follov=* a ords or phrases shall have the meanings ascribed below: f(& Artwork includes, but is not limited to, a sculpture Do ument, rfresco, relief, painting, arvinfountain, banner, mosaic, ceramic, weaving, cstain SS, t would not normally include landscaping, paving, architpral orna n or s'�unless such elements are an essential component of th �k itseI ,4 •'`'�. Commission means the Public Art Com i ion cr hand e ed in section 2.64.010 of this Code. n'� V Construction Cost means the host oiskcons o project, including any contingency reserve but ex land ition engineering and administrative 9 Y g g costs, costs of fees and perm s, and ct costs uc as interest during construction, advertising and legal fees. Construction Project mean c Atruc bstantial renovation or addition to any public building, facility, par er u improvement by the City or its agents, including, without limitation, all I s(Aping, areas and similar areas and facilities associated with such improvem wi h an d total construction cost of $50,000.00 or more. "Construction 4pro*e V ludes ose projects designed to create a permanent improvementoe not inclu projects that are primarily for the purpose of ordinary maintenOiesras t or replacement. The term "construction project" does not include any improveade by any special improvement district, and any other improvements exempte City Manager from the requirements of section 2.60.040 of this chapter. If a questioto whether a construction project is subject to the provisions of this chapter, the City Manager shall make the final determination. Public Art means any artwork displayed for two weeks or more in or on City owned property in an area open to or viewable by the public, on the exterior of any City -owned facility, or on non -City property open to or viewable by the public, if the artwork is installed or financed, in whole or in part, with City funds or grants procured by the City, or if the artwork is owned by, donated to, or on loan to the City. Reserve Account means the art in public places reserve account established by this chapter. 42 Page 241 of 1928 2.60.030: Account Established There is hereby established a reserve account within the sales and use tax capital fund, to be known as the "Art in Public Places Reserve Account." The funds set aside from construction projects pursuant to section 2.60.040 of the Code, and all funds received by the City for public art, whether donated, earned, or secured through grants or otherwise obtained by the City, shall be deposited in this account. City Council may also fund the account in its discretion and subject to appropriation. The funds in this account shall be expended only for acquisition, installation, maintenance, repair or removal of public art and for expenses incurred by the City in the administration of this chapter and chapter 2.64 of this Code. 2.60.040: Funds for Public Art *�k a) The City shall cause an amount equal to one -percent (1 %) of the c0on cost of each construction project for which the total estimated construc c t is fifty - thousand dollars ($50,000) or more to be deposited in the City's Art Public Places Reserve Account, and that amount shall be included by the Cit P)priations 11 estimates of necessary expenditures and all requests for authorizations o " for such construction projects. If any project is parti funded fr n source that precludes art as an object of expenditure of funds, th Yse s secti ap ly only to the amount of funds not so restricted. All fun si rwork 11 be paid into the reserve account. Alternately, the Cit ' aclude u is art f the overall design of a City construction proje uant se on 2 of the code. b) As an alternative to determini fundin6 bas � n the construction costs as provided in subsectio Bove, n an eff r create a more predictable and consistent g leve� ity i may, in conjunction with the annual adoption of the pital I roll�men am, adopt a resolution to establish a policy pe to a f ou ds to be deposited in the Art in Public Places Reserve cco S h esolutio I consider the average or typical level of funding that w uld of se bNoc psited based upon the construction cost calculation in subsection (a) ab ve. ` ✓✓ c) Funds in the Art in P Faces lie Account shall be expended as directed by the Public Art Com s consi ith the terms of this chapter and chapter 2.64 of this code, the/ itIici ing Art in Public Places, and the City's purchasing p 'ty ` 2.60.050: Site gr ed Public.4Ft Artistic elem corporated into the original designs of buildings and public spaces create opportuniti 6 e hance the aesthetic character of public spaces through site -integrated public a I i of the one percent deposit in the art in public places reserve account provide r in section 2.60.040 of the Code, the City may choose to include site -integrated public art as a part of the overall design and installation of a City construction project. The value of the public art provided must be equal to or greater than one percent of the total estimated construction cost of the project. Artwork included as part of a City construction project design must comply with all applicable ordinances, rules, and regulations, and with the City's policies regarding art in public places. All proposals for site -integrated public art shall be subject to review and approval by the Public Art Commission . 2.60.060: Public Art Selection Criteria 43 Page 242 of 1928 The Public Art Commission shall review all artwork proposed for the AIPP Program for conformance with the following criteria and the purposes of this chapter. a) Conceptual compatibility of the design with the immediate environment of the site; b) Appropriateness of the design to the function of the site; c) Compatibility of the design and location with the architectural or historical character of the site; d) Creation of an internal sense of order and desirable environment for the community by the design and location of the artwork; e) Preservation and integration of natural features for the project; f) Appropriateness of the materials, textures, colors and design to the express' of the design concept; Q g) Representation of a broad variety of tastes within the community an vision of a balanced inventory of art in public places to ensure a variety of styl s do and media throughout the community; h) Anticipated costs and labor to install, maintain, or repair the a k, i) Compliance with all aspects of the City's art in public places t policy; and j) Whether the proposed artwork will further f llowing s the City's AIPP Program: i. Enrich the public environment f nts ar visitors t �he incorporation ` V of the visual arts; • ��� ii. Increase the livability and ar ' chness fCie Gol mmunity iii. Enable the City to attain r ition otLs�te and t nal levels as a leader in the visual arts; iv. Increase p ccess t ork a romote understanding and awareness of the visual the bli nviro v. Make the round i restin playf i piring; vi. Promote diversit nd I a(,�Fpublic'nd to reflect a wide range of multicultural express on; an vii. Contribute to the e onom vitalu ity of life, and civic pride of the Golden community. � n- 2.60.070: Approval an Di of rt and Site Selection All public art installe r ocated City after the effective date of this chapter shall first be reviewed and ap r v by t is Art Commission prior to installation or relocation. a) Art elected by the Public Art Commission for inclusion in the City's public art colle * n ursuant to the provisions of this chapter may be placed in, on or about any y erty, or on private property by agreement with the owner thereof if the a ork will be visible and exposed to the public on the private property. Placement of public art shall comply with the City's policies applicable to art in public places, and the name of the artist shall be identified on or near all public art. b) Public art owned by the City may also be loaned for exhibition elsewhere, upon such terms and conditions recommended by the Public Art Commission and subject to approval by the City Manager. c) City officials responsible for the design or construction of construction projects in the City shall make appropriate space available for the placement of public art, in consultation with the Public Art Commission . The Public Art Commission shall advise the department responsible for the particular construction project of the commission's 44 Page 243 of 1928 decision regarding the design, implementation and placement of public art in connection with such project. d) Public art may be installed on privately owned property with a written agreement between the City and the property owner specifying the proprietary interests in the artwork. Any such agreement shall be subject to review and approval as to form by the City attorney before execution by the City, and shall ensure that: i. The installation of the public art will be done in a manner that will protect the artwork and the public; and ii. The public art will be maintained in accordance with the City's policies concerning art in public places; and iii. The property owner shall indemnify the City and provide adequat�roperty insurance for the artwork. �` e) Installation, maintenance, alteration, refinishing and relocation of shall be done in consultation with the artist whenever feasible. f) No public art shall permanently be removed, altered or changed out the review and approval of the Public Art Commission ; except that revie 0 approval of the Public Art Commission shall not be required for temporary r 1 o al of public art by City personnel for maintenance or repair, o r tempor >ermanent removal of public art that, in the sole discretion of the NLYYanag es a public health or safety hazard. g) The staff liaison to the Public Art ' Amsion Qag aintai tailed record of all public art including site drawings, ra s of artists and names P 9 g, g P of architects whenever feasible, ive ap o iate re of to the artists, and shall appropriately publicize a omote ity's pu i rt and AIPP Program. h) All other provisions of th' ter no tandi placement of public art shall be subject to the ci ager' ut rity to s and adopt rules, orders, and regulations as are re y neck, forte nistration, protection and maintenance of build gs a re cy belong to the City of Golden and any other public buildings and p opert r thcol, management or supervision of the city manager, as provided in se tion 1 of this Code. 2.60.080: Ownership F0 * v All artwork donated to nd al k purchased or acquired by the city at the direction of the Publi ommisnd using city funds shall be titled in the name of, and owned by, the t 2.60.090: Exe ons The followi ork is exempt from the provisions of this chapter: a) All ar o collections of, or on display at, or under the auspices of, the Golden History eums; and b) All artwork on display in private city offices or other areas of city -owned facilities that are not generally accessible to or frequented by the public. 2.08.010: Authority of City Council Generally The corporate authority of the City of Golden being by law vested in the city council, the council shall be the body of final responsibility in all matters affecting the city, and shall have all powers, and be subject to responsibilities and limitations, which may now or hereafter be granted or imposed by law. 45 Page 244 of 1928 Golden Municipal Code Chapter 2.64 Public Art Commission 2.64.010: Creation and Appointment a) There is hereby created a Public Art Commission for the City, which shall be comprised of seven voting members, as follows: b) Five of the members shall be residents of the City and appointed by the mayor, with approval by a majority of the City council; i. One member shall be the executive director of the Foothills Art Center or their designee, with approval by a majority of City council. ii. One member shall be selected by the board of directors of the Golden Civic Foundation, with approval by a majority of City council. iii. All members shall serve without compensation. c) Members of the Public Art Commission shall not hold any other mun* 'Wice or position on a standing municipal board, commission or authority, exc h members of the commission may serve on other temporary committees, task forc , or similar ad hoc groups. d) The City Manager shall appoint a Staff Liaison to provide ad 1's ative support and assistance to the commission as necessary to omplish r t s of the commission and the purposes of this chapter. 2.64.020: Terms ' The five resident members and the one m sele ed the Civic Foundation shall serve terms of four years, and shal gible f r ppoin for no more than two consecutive terms. Upon initial appoi t, threc, ese m ers shall be randomly selected to serve initial terms of t s. The of the ive director of the Foothills Art Center or their designee sh x office, s ject t a oval by City council. 2.64.030: Authority to Ado roe u V' The Public Art Commission s all ha v author adopt rules of procedure governing its proceedings consistent with ap Icabl requ e s and provisions of the Golden Charter and Municipal Code, and shal ct all roceedings in accordance with such rules. The rules of procedure shal b sted ilable to the public. 2.64.040: Meetings The rules of proced r s I inc t time and place of regularly scheduled meetings, which shall be to e public record of all meetings will be kept at City Hall. The commiss ay call special meetings, as it deems necessary, subject to public notice within reaso le ime before the meetings. Such meetings shall be open to the public. In the eve t is no business pending before the commission, the regular monthly meeting may be c celled. 2.64.050: Officers The Public Art Commission shall choose one of its members to act as chair and one member to serve as vice -chair. The chair shall preside at all meetings of the board, except that in his/her absence, the vice -chair shall preside. The City shall provide a secretary to the board. 2.64.060: Duties of the Commission a) The primary purposes of the Public Art Commission shall be to promote, select, acquire, and maintain public art in fulfillment of the goals of the City's AIPP Program, to 46 Page 245 of 1928 administer the provisions of this chapter and chapter 2.60 of this Code pertaining to the City's AIPP Program, and to adopt policies and guidelines necessary for such administration. b) The commission shall prepare and submit, not later than March of each year, a report to City council of its activities and expenditures for the prior year. c) The commission shall prepare and submit an annual plan to City council describing its goals and plans for the City's AIPP Program for the coming year, and amend such plan as necessary. 2.64.070: Adoption of Policies and Guidelines a) The Public Art Commission shall adopt policies and guidelines: i. To identify suitable art objects for City buildings or property; ii. To facilitate the preservation of art objects and artifacts that may (S yed in public places; iii. To prescribe a method or methods for competitive selection of a objects for display; iv. To prescribe procedures for the selection, acquisition, pl nt, display, rotation and Deaccessioning of public art; �► v. To address safety and other precaution it respee selection, location and maintenance of public art; and /►, vi. To address any other matter ne ' ai 'For the {�dr�jinistra �i�►chapters 2.60 and 2.64 of this Code and the City's Al�gra b) All policies adopted by the Art Co sion a y amendments thereto, are subject to review and a by Ci ncil, aII be effective upon City council's adoption of sarr esolui!*Qn. P o.� Q 47 Page 246 of 1928 (� City of q -Golden to Wing Neighborhood Community Gardens AL �A.. 2 Nbco"', Page 247 of 1928 City of "10'' ST GOLDEN. CO 804O1 TEL 303 W-8000 _ — AX 303-384-8001 Golden FWWWC TVOFGOLDEN NET NOW GOLDEN PUBLI MISSION December 13, 2022 To the City of Golden, The arts are an essential comp of Gc of Golden, the Public Art Co sion responsible for the ong war Art Framework Plan wasvelo oc ThereSquared LLC and MIG, an rr ula11 Golden's elected officials stz Golden City Council, th work and collection oli fort and strategies for r' ing thEN Thank you fo ur ontinued�G our publi ogram. SincereQ2 4— ;an t Fri WN's- pa ent and future. In the City , ap of y the Golden City Council, is f th public art collection. This Public perati with expert consultants, Pith valuable input from the PAC Board, �Community at large. Adopted by the vork Plan, is intended to guide the board's .tAt several years by articulating the vision, goals, is art experience for our residents and visitors. pport and enthusiasm for arts in Golden, particularly Kristie Brice Chair, City of Golden Public Art Commission Page 248 of 1928 ACKNOWLEDGME TS A special thank you to the Golden Art in Public P Q Public Art Commission and the City staff and communit m ers who thoughtfully engaged in th blic Art Fr Planning process and helped to shape this d( Cj PUBLIC AR MIS 164ERS ` PAc NEW Cind Jaye y Rick So Has ar Katali Wisha e C'Vic Julie B os `` Lisa �irice •` ' CITY OF GOLDEN STAFF LIAISONS den Steve Glueck Robin Fleischmann ® CONSULTANTS Kendall Peterson, Theresquared, LLC Jay Renkens, MIG Mark De LaTorre, MIG Finley Sutton, MIG Page 249 of 1928 C 0 1 wilen -HE wE. A Alt Text: Welcome to Golden arch gateway leading V e CONTE S 01 Project & Process ..................... 7 Introduction & AIPP Histor(Z,........................8 The Public Art Commis` ........................... 9 Origina AI Goal s ............................... 9 Gold n'sbl' Ilecti ..................... 10 rt KuFra ee ork 0 IQ in ion, ale .................15 Qj Goal I... . �....................................... 20 C.......................................................... 22 Q. oa�...................................................... 23 .,03 I entation ............................. 25 pendix .........under a separate cover Page 251 of 1928 Alt Text: B+ack.dog lays in4he svu tin front of the Welcome to Goldeq _- arch -gateway. _�.: I, a a 5� 0 Page 253 of 1928 CHAPTER 1: INTRODUCTION Introduction AIPP History Golden is a scenic, bustling, former gold rush town, resting between two mesas at the base of the Rocky Mountain foothills. The City's Art in Public Places Program (AIPP Program) was established in 2013 to help the City of Golden continue to build and maintain their collection of city -owned artwork. The Public Art Commission (PAC) is the board appointed to guide the prograrry��► The AIPP program has helped to create unique, vibrant, and art -filled downt a and beyond, and the public art co contributes to the quality an V identity of our community.�` This Public Art Framework Plan (PAFP) h the purpose of guiding and alig PAC's goals for the next five r AIPP Program. However,�s working or living doc from year to year, as � different opport es lq2 nt the olden'M Fine Arts Festival 8 Page 254 of 1928 The Public Art Commission (PAC) The purpose of the Public Art Commission (PAC) is to act as stewards of the AIPP Program for the City of Golden. As such, they are charged with oversight of acquiring, managing, and maintaining the public art collection. Furthermore, the PAC serves as program spokespeople and. J champions of importance for visual arts �" in the entire community. Members of t PAC are appointed by City Council ry out the duties and responsibiliti e AIPP Program for the City of . The establishment and respo i s f P were first defined in Gold u is a o e Chapter 2.64 and are further detail he *,4 2022 Public Art Handbook. Each calendar year, the P revi recommendations a str ies �N in this Framework ing it a IN the creation o a r y w� submit to CiW'6oun il. nce Original AIPP Goals *�k The original oals forth ro ram g � g were outlined in City of GGNen Municipal Code Chapter 2.60. �e goals shifted slightly in the on I 13 Public At j�kandbook an een completely reviled for icationPublicArt de led later in this i& als were: �eenvironment for visitors through the of the visual arts; 6Ae the livability and artistic ness of the Golden community; Enable Golden to attain recognition on state and national levels as a leader in the visual arts; • Increase public access to works of art and to promote understanding and awareness of the visual arts in the public environment; • To make the mundane interesting, fun, playful or inspiring; • To promote diversity and pluralism in public art and to reflect a wide range of multi -cultural expression; and • To contribute to the economic vitality, quality of life, and civic pride of the Golden community. PUBLIC ART FRAMEWCR6aPL CHAPTER 1: INTRODUCTION Golden's Public Golden is a community that values public art and sites artwork in prominent locations for residents and visitor Art Collection the community, mostly in the o n area. BACKGROUND Much of the collection is r�resented Golden's public art collection began in the by traditional bronzemral artwork 1990's with many generous donations of depicting historic �Ap gorical figures traditional bronze sculpture to the City. At western ,ial�`� the time, there was no group overseeing • commu nd vi 'tors truly enjoy that donation process, and there were no the co ect** and e with it over -arching goals or criteria to guide the ` re ula program. These initial sculptures tended V" to reflect the early history of Golden"s • c Ilectio t very diverse, foundations and heritage. Q' �ther in I on, siting, or materials, v �or arti e ers, genders depicted Since the establishment of the P 13 Vor s. wever, this is improving the collection has grown and e w ddition of murals and more more diverse. Furthermore it h s bee co porary pieces. integrated throughout the larger Golde ♦� community. It is beginning tooteelk, more contemporary story aben, itscommunity and its bright futthe continues to grow andpel p, the Program will continu e ait, communicati ce hist and shared vision e future. COLLE `AUDIT & ANALYSIS REPOR 2 21 ) The PAC commissioned an Audit and Analysis of the collection in 2021 with a focus on summarizing the collection's strengths and weaknesses, themes, and gaps. The report (see Appendix) provided with PAC with some key observations: 10 Page 256 of 1928 ;o - Public Art Framework P (PAFP) Q PURPOSE & large butterfly cillysis ing fro i e dings of the Audit and w i cuse n the collection tself, ' lat 21, th�� began work on PArt \;b6rk Plan to better u tand th�NrNnt program's strengths, nesse pportunities. For this n, cc% 11� is reviewed the audit of the existig ection, conducted interviews, SICthe community, and held several stu essions with the PAC to understand ♦ Cow the AIPP program can diversify its strategies, expand partnerships, identify funding, and clarify its mission moving forward. The plan was finalized in fall of 2022. The result will be a collection of short, longer -term, and ongoing strategies to enhance and improve both the collection and the Art in Public Places program and Golden's creative community. ORDINANCE & HANDBOOK REVIEW In January 2022, the PAC met with consultants to review and discuss the existing public art ordinances and existing Public Art Handbook. Both of the public art ordinances that guide the PAC and the AIPP program are straightforward, however they could benefit from some additional language to better support the PAC's new goals to include language to allow for arts education programming in the future after consultation and approval by Council. PUBLIC ART FRAMEWORKXge157of1928 CHAPTER 1: INTRODUCTION The Public Art Handbook outlines the AIPP program policies. It was originally drafted in 2013 and edited again in 2016 and 2017. The document was missing some key components (mural policy, conflict of interest) and some sections were underdeveloped and needed editing. It was determined that the Handbook needed to be re -written and updated as a part of the consultant's scope of work. The final document was presented and approved in fall of 2022. PAC and announcing future engagement opportunities. Activities at this event were framed more in a "did you kno format, with different boards and uts highlighting the current stat n Golden. During the winter of 2022, the consultants conductSTNpe-on-one or sm g up int � ith over fifteen sta ders idAql by�e staff and PAC t �. ` P `\ PAC ENGAGEMENT PP og its views on how the pr m coul proved. Interviews Throughout the process, the PAC functi w confi t1 I, and the consultants as a steering committee, vetting initi I d th ents into themes which products, guiding community enga ent, armed in ito the PAFP. and reviewing final deliverables. h C met several times throughout cess ✓Later gement deployed both in -person with some meetings functionin as ge nline opportunities to solicit input from PP P updates and project report -outs, and o ers e rger community. During Golden Civic focused on more detailed discu ns such undation's Summer Jam hosted in June of as in the crafting of the plan a d� V2022, local Golden residents were provided review of the engagement firs. . with a variety of crafts and art activities, I COMMUNITIY & EH aimed at both creating art with a paint - ENGAGEMENT balloon splash wall and tissue paper flowers and encouraging conversations around art. Beyond the P e PAFP process engaged During these art -based activities, a dot - the broad munity to establish a better preference board provided the opportunity underst f resident priorities as it to indicate which types of art were most relates to t role of art and types of art appropriate for Golden moving forward. most appropriate for Golden. The types of events and activities varied by time of day, Online engagement was hosted through time of year, and method of input. Guiding Golden (www.guidinggolden. Early engagement, such as during the Autumn Fest in fall of 2021, focused on introducing the public to the project and the com) An arts -focused online survey was open from June -August 2022, inquiring about various aspects of art in Golden, from personal priorities to the role of commissions and committees. 12 Page 258 of 1928 PAFP: NEW AIPP PROGRAM, MISSION, & GOALS The AIPP program has long operated under the goals and vision from the original ordinances. Through the planning process, the recommended Mission, Vision, and Goals for the AIPP program have been redefined, updated, and broadened. An overwhelming majority (nearly 70%) believe it is very important to experience the arts. -�k G � • `69.8% N" (:;, � r 90% `ded that Public Art adds value olden community. ' � V ,*. CO [4 92.7% When asked what types of artwork they would like to see more of in and around the community, they majority stated they would like more functional artwork (benches, bike racks, etc.) as well as more murals. Kinetic/interactive artwork as well as environmental artwork also scored high. All of these suggestions from the community will be taken into account as the PAC develops their criteria for acquiring artwork in the next five years. PUBLIC ART FRAMEWORKFage159of'f98 j •r � � S - rt � ,IP ` v . la �t r � • J� Ib AOP 40 3 1 .._ 1 IK - 10 AO Alt Text: Publi to ." f a small village_bu I 1 the side of ' r 1 ' 111 !11 1 Page 261 of 1928 CHAPTER 2: MISSION, VISION, & GOALS New AIPP Mission GOAL B: CREATE A DIVERSE & ACCESSIBLE COLLECTION FOR To enrich the public environment and GOLDEN experience for residents and visitors through As stewards of the City's public the arts. collection, we will create a c of permanent and temporary a ork that: New AI PP Vision Features work of thPiest level of artistic excellenc To create and support diverse arts projects . aeares wo �/road and diverse and programs of and for the entire p of art���!►worki in a variety of Golden community, through leadership, meth a edia stewardship, and partnerships. � Ex ore nd raf diversity of 8\1 th ms, subjei traditions; and Updated AI PP Go riche spaces in all parts of our ity an cessible and available to GOAL A: ADVOCATE F e V ADVANCING THE ARTS GOLDEN G L C: MAINTAIN OUR L�ECTION FOR GOLDEN Art contributes to our quality of civic pride and economic vitality. I e the �olden's collection of artwork is an asset to V City's key advocates for inclu art in a our community. We will maintain, conserve City decisions, planning a constr and care for the collection for generations to City decisions, plan n ingfawhere possible. We i u ort( come. leadership as it c side establis GOAL D• PROMOTE THE ARTS broader supp arts and culture and we FOR GOLDEN & BEYOND will embrac atl vate all arts in Golden. Golden's public art collection will inspire, educate, and create conversation. We will promote and inform the public about Golden's public art and seek to increase public understanding through education, media, and events. 16 Page 262 of 1928 Based on the these goals set forth, the following recommendations and strategies have been organized in a phase approach. These account for a five-year planning window; revisit every year and re -work strategies after year five. NEAR TERM activities are expected to be activated within a one- to two-year window. LONG-TERM activities are expected to be activated sometime in the later part of the five-year planning window. ONGOING activities J should be happening year-round and simultaneous to all near- and long-term activities. -4" Yda�'+i9i� 1_ PUBLIC ART FRAMEWORKFagelb3�of'f928 CHAPTER 2: MISSION, VISION, & GOALS Goal A: Advocate for Advancing the Arts in Golden. A.1. NEAR -TERM TASKS AND STRATEGIES A.1.a. AIPP Ordinance Changes • Review current ordinance with an eye to updating it to new goals, the makeup of ' the PAC, and other clarifications. (� • Include option for Arts Education i new ordinance wording in case would like to add programme his C area. A.1.b. Support Golden's Arts Cultu pp Master Plan • Assist Council as neede 1,b ` • Encourage and adv t incl of public art in al ty ns forward. A.1.c. Advoc I Proper Placement of the Public ogram • Advo e or further research into which department can best support the PAC and its activities into the future. A.1.d. Create an Advocacy Document/ White Paper for Public Art • The white paper could evolve o he Frequently Asked Questi ment (written in Summer 202 c de an outline of goals, futu�pr cts, and advocacy. � 6 18 Page 264 of 1928 A.2. LONG-TERM TASKS AND STRATEGIES A.2.a. Investigate refining the PAC recruitment and appointment process. Create questions for potential PAC/Arts Commission members to be asked in recruitment interviews. • Investigate adjusting the eligibility requirements for a new, redefined . Encc PAC/Arts Commission to make it more# inclus' n )a)l balanced and diverse. m vin 61 A.2.b. Investigate partnerships for cpmtag g Ensu more arts education programminh ity pr 'e the AIPP program. • a A.2.c. Advocate for the t390n of =✓ wee A.3. ONGOING TASKS AND STRATEGIES A.3.a. Advocate for 1 % funding qualified Capital Improve rrr ects (CIP). • Assign a PAC me er o accompany staff to meetin&t re these projects arp rlicrii ned. e an advocate for e arts yA� ew City plans ard�� =a a a consideration for all regular communications n the PAC and Public Works and funded arts programming nd ev rks to make sure new projects include options for public art. V Advocate for arts inclusion in the Heart of Golden project. Advocate for public/private collaborations and cross -promotion of Golden's industries. PUBLIC ART FRAMEWORKge165of'f928 CHAPTER 2: MISSION, VISION, & GOALS Goal B: Create a Diverse & Accessible Collection for Golden B.1. NEAR -TERM TASKS AND STRATEGIES B.1.a. Create a yearly report and work plan. (�� • Using this document, add, review, an �+ re -prioritize yearly strategies. n. • Using this document, review accomplishments and ac ' it • Create a forward -looking Y arl w , plan to guide and track yearly activ ies Is and give presentations. � w A` An annual report can beQe I i tracking yearly activ i 4ccordi the work plan an ing Council 400 113.1.1b. Upda ublic Art Handbook for adopt d alignment with the new goals, m� and vision and policies. B.1.c. Review all legal documents, application forms and templates for alignment with new policies in the Public Art Handbook. B.2.d. Reinforce the PAC's role for funding/ selecting/approving public art projects in the City of Golden (DDA, Parks, P Works); continue to educate co; y about this role. 20 Page 266 of 1928 B.2. LONG-TERM TASKS AND STRATEGIES 113.2.a. Create a 5-year collection plan to establish new parameters, locations, and budgets for Golden's Public Art collectio • Refer to the 2021 Audit Report and B.2.b. Investigate establishing a sculpture park to combine the outdoors and sculpture. Incorporate art into th�rks and natural landscapes n B.2.c. Operate the Dow qtN��eksicle parea as a Public Arts Disa lace/ 2022 Community Survey results from destination and a gym with outreach to(in Appendix) to guide the PAC on the visitors and tom creation of the collection plan and art selection criteria. B!!g.<.tn G KS AND TR S• Identify specific catalytic art k.,S a► B.egra l'deration of public art opportunities, y pr and funding decisions. • Consider establishing a collet�� philosophy (criteria of what o`V y •3.b. I e public art into projects n m notconsider fo h Ile ti acr s tty, particularly projects outside and may o for the next five years o wn. • Establish primary and seconda ar ♦3.c. Always work to enact a fair and locations. ansparent public selection process with *, • Focus on diversity ofP(Cts. , med;`V scale, location, �s*` • Consider art fVil cont d themyoati ust "We rn:' • Cata e otential and preferred t e o culpture and artwork for the co ction. • Locate art intentionally and contextually. • Encourage artwork that educates and engages all ages. clear criteria for selection. PUBLIC ART FRAMEWORKXgeL67of'f928 CHAPTER 2: MISSION, VISION, & GOALS Goal C: Maintain Our Collection for Golden C.1. NEAR -TERM TASKS AND STRATEGIES C.1.a. Establish a dedicated maintenance fund in addition to public art capital and programming funding; assure that it rolls over each year. C.1.b. Formalize a maintenance program v Establish regular maintenance nee • for all City -owned art. • Prioritize yearly maintena eds. G✓ (/1� C.1.c. Establish a new policy o reque maintenance funding for donat artw k . - C.1.d. Clarify ownership of en public art pieces, includ' ' or a� . . murals etc. `` • Include new or n the regD maintena an. CA.e. Es i a policy recommendation for the re ra ion/maintenance of historic murals in Golden. 71 22 Page 268 of 1928 Goal D: Promote the Public Art Collection for Golden & Beyond D.1. NEAR -TERM TASKS AND STRATEGIES D.2.d. Establish areas where the arts can be in service of established local events, city initiatives, etc. D.3. ONGOING TAS STRATEGIES D.3.a. Continue to to Golden as an art district/destin Dili rough coordinated rketingolden and City D.1.a Formalize recurring public art events oar munica ' (e.g. the Itty Bitty Art Program.) • .3.b d cateAf4��sm websites D.2. LONG-TERM TASKSAND a► ou de oldertand market the STRATEGIES d Artst. D.2.a. Update and improve pu TC� collateral. (0 • Create a public art tou n i cle�► artwork that is not own d by th `` • Revise public art map. F0 � (�`� �/ V • Consider a smaller D�n own r� map including n ,y artw r� • Prioritize websit prov s and user-frie l formatting (a si e off of City site? • e ownloadable "Arts Walks" for visi rs. 113.2.116. Investigate applying for the Downtown as a Certified Creative District for Colorado. D.2.c. Establish community events to feature the arts and the public art collection. PUBLIC ART FRAMEWORK,aLA h9of1928 rali. r TM ;..,. 14 IF .�.\ ♦ Rom. -tr, •'�:4- �/ _ :• h � # t� . ; t*�e�_+ � •:�, '.T .• ~ice' CIA ' 1Er dh i Alt Text: The creek in the foreground with thi Coors factory featured in the background. mr-.I� Page 271 of 192 CHAPTER 3: IMPLEMENTATION Implementation YEARLY WORK PLANS From this Framework Plan, review yearly activities at the end of the year, and implement yearly work plans for the next year's activities. ANNUAL REPORTS SUPPORT CITY LEADERSHIP IN ITS ARTS & CULTURE MASTER PLAN As mentioned in AIPP Goal A, t will follow and support City lea s i it considers establishing broa; support for arts and culture. S(j C QiTTJ N U E AGE THE CUNIT From this Framework Plan, review yearly ugh tH w oft e rocess, the activities at the end of the year and develop t n w kr un,�Il s sits role in the an annual report for City Council, other C comn(ny and t for the community staff, and the community. D' to ace an ort the program. The v resen mmunity events helped ORDINANCE CHANGE elgvate t s status and importance At a time to be determined, 19the :land o educate the community new public art ordinance that etter r a4but activities. This outreach to the the AIPP program goals (in this PAFP unity should continue, particularly as 4 document). � PAC implements the PAR strategies over the next several years. ART IN PUBLIC PLACE �`� HANDBOOK UPD'` If the ordinance chang r othe s and regulation nge that affect e AIPP progra changes to the AIPP Handboo q dingly. 26 Page 272 of 1928 Page 273 of 1928 Page 274 of 1928 Al I • Nl' I Who �, �•.1��1, �,•:�. �,\` �� .ems► �' `rI id M�iiA0 1IG 1� �`\\•�� f.' MWI� ij1�j��a `� /, 1 � ,�,��� i��l6a •a��r. � I lkyj I %I I �:til: _L, 2Sa. = a •:A is w�!_�.' _ _�aa. _�� /� �/�. i\ a a a a a a 0 vii a 0 0 9 n 0 a 0 a 0 4r I lid, Vrril'I MI %, I or % LVI Cultural Services Department 2022 Master Plan After more than a year of community outreach via individual interviews, group T meetings, open houses and surveys, the _ Cultural Master Plan was "finalized" before publication in January 2020. Then COVID arrived and the world changed. An unfamiliar lexicon appeared: Masking, Social Distancing, Contact Tracing, PCR Tests and Quarantining. And we "pivoted;' the newly popular verb for 2020/2021. As cultural facilities with high public contact, we were challenged to not only protect staff to the best of our abilities, but to protect the public who visited us as well in our facilities. The Museum and Rialto schedules, of course, were tossed in the air like confetti. It led us to reconsider some of the ways we operated and led, especially, to much more online content. We started live streaming shows from the Rialto, made possible by a quick -response donation from Backstage Rialto for needed equipment; live streaming programs from the Museum; and online education activities for adults and children on the Museum's website Table of is It was also a juggling act to rebook The Art in Public Places program performances at the Rialto and was the anomaly during this exhibits and programming at the time. Art projects grew during the Museum, especially when we pandemic as construction projects weren't sure when we'd be open. stayed on pace and the Visual Arts When the time came to reopen, Commission voted to add a granting there were many adjustments that program to assist local artists, which had to be made, such as social created more projects than usual. distancing markers, the removal I could not be prouder of the work of touchpoints in the Museum to the entire staff did to keep the avoid infection spread, contact department operating in one form tracing lists, and new seating or another, open and closed, during plans to maintain adequate social 2020 and 2021. As we move into 2022 distancing, a special challenge we hope the end is in sight, but only witwh fixed seating in the Rialto. time will tell. The Museum closed once for several months before reopening. he Cultural Master Plan was put The Rialto closed twice during side as everyone directed their 2020. Both were at the direction of�kw nergies into responding to COVID. the Larimer County Department 1 Now that we are, hopefully, on the of Health. 2021 brought changing Cher side of it, we have spent the restrictions throughout the year. past few months reviewing and updating this Cultural Master Plan. "Some The Beet Education Cente of the information is pre - was open for about two wee COVID, as it best represents our usual when it had to shutter. However, operations, and some of it has been it was fortuitous that the much updated to reflect recent changes. larger facility allowed us to open for socially distanced classes I truly appreciate everyone who much sooner than we could has participated in some way have in the previous space. I'm in shaping this document. We pleased to share that the facility look forward to getting back to continues to be active and use business as usual and moving for classes and programming is ahead with the many ideas for constantly growing. future growth of Cultural Services and the community of Loveland. Introductio...............................................3 Thrive..................................................................24 A Little Histor......................................................9 Cultural Assets ................................................... 27 Key Themes and Processes 12 Loveland Creative District..............................36 Connect............................................................15 Appendix..........................................................39 Participate........................................................18 Acknowledgments......................................... 50 Create Identity.................................................21 Cultural Services enriches lives and connects our community through diverse arts and history exper COVER IMAGES: (top to bottom) Loveland Museum, The Beet Education Center, Rialto 41 2 Theater, Art in Public Places (AIPP)-Shelter �❑■ Cove by Mary Regat, and the Pulliam Community Building INTRODUCTION AOL=. f• f - • r , ~' ? LOVELAND MUSEUM CULTURAL SERVICES RIALTO THEATER I I ART IN PUBLIC PLACES This Cultural Master Plan addresses 4 of the 8 focus areas of the Loveland City Council Strategic Plan: Outreach, Collaboration & Engagement; Economic Vitality; Innov tion & Organization Excellence; and Inclusion/Livab' The City of Loveland, through the Cultural Services Department, has been Qin art and historyexperiences to the community since the 1930s. Lovelanders hi hl val�7l� their existing p Y g g arts and history programs. More than 35,000 people visit the Museum year and 29,000 attend more than 200 performances and events at the Rialto. The a Ns led through the Art in Public Places program has become synony s with Lov identity. These well -loved programs and well -used facilit'e�ee' t 77esur f rowth. The p g ��g Department is keenly aware of requests fr ns for on rvic s, ams, events, exhibits, and experiences. Meeting these req 'res nggg� munity and careful planning. _& ^`�,, For over a year, the community the future. Key themes have led to expand the Museum with t (now The Beet Education a newly designated CreaTcnti Now is the time to plan fo Providinj n va,Nin'ide ti Their desires and needs for t of g d strategies. The potential Qse oft dl ent Reporter -Herald building dtion Iliam Community Building, and opportu ' es, part of our inevitable growth. 4 �_','o ieving a High Quality of Life and Our Community Page 299 of 1928 L � oo . Pause eflection by Laurel Gregory Peters �. ,�k11 201 15 -, SmartAsset.com ~gamed Loveland the TOP 100 #1 BOOMTOWN Best Places to Live in the US by Livabilitcom y in 2020 gxx . EME - � ,tNE►i ...ur. ��Rs � gyros �.i • EOYES �OS t / Population has I increased Population Population is projected 21.34/o to grow another SINCE 2012 287 by 2028 toA NImm 5 r n3 Museum Visitors �` a►v ��� We surveyed 5,402 visitors between the m f Jan 201 t December 31, 2019. ■ 45% of visitors came to the Muse the ernat'o nd National Visitor Representation intention of seeing the Main I ibi CO Inte e Loveland Museum brought visitors ■ 20% were just in the area ` fro aces, 1 US territory, and 22 countries ■ 11%O visited for an outing forth childr, rain the world, as far away as Korea! 6% came to learn more about Lovelan js h_isto ` ■ 8% visited because of Night on POT, wn or onadmission days ■ 6% came for a variety of oth r sons ■ 4% came to attend a cl o' gram COUNTRIES ANO STATES WITH VISITOR flEPRESEMATION COONR WITHOUT VISITOR RE REPRESENTATION Page 301 of 1928 5 Art In Public Plac!Pi What a year! 2020 was unique ony le t, ab �else, it illustrated the joy of Art in Public Places. Artwork within the ublic avail b�Loveland residents and visitors alike throw h p��1�a g our sculpture gardens, the downtown out o scu Uoisplay and City parks and right-of-ways. 511.6 Estimated value of the collection 375 Sculptures receiving maintenance in 2019 2020 TAAP 311): Seven on -loan sculptures were installed within the planting beds along Fourth Street between Jefferson and Garfield Avenues in mid -June. The Ambiguous Family by Joe Norman, Deconstructed Apple by Jorge Leyva, Mc The Rusted Spire by Christopher Knight, IL The March Hare by Jacob Novinger, ID Angelica by John Benedict, AZ Germination by Gregory Fields, CO Bubble Bench by Matt Burney, OR Every sculpture installation has a story to tell and 2020 was no exception. Page 302 of Rialto Theater Patrons •� The Rialto continues to be the hub of a and live performance in downtown Lov XCO TICKETS EVENTS RED .... 0 oY-0-0 27,092 tickets 265 ePd ' ed sold in 2019 were from t Thet sales ng 2019 and rental fees was $487,002 in 2019 PARTNER SERIES 00 We continue 16 "Rialto to build on our Presents" strong rental shows proved partnership successful and hosted 42 with several different rental sold out shows groups in 2019 /' v' AN 18% 2% 2% 7 2019 RIALTO ATTENDANCE ■ Loveland(52%).....................................13,878 ■ Berthoud (4%)........................................1,042 ■ Fort Collins(18%).....................................4,706 Greeley (2%)..............................................557 Johnstown (2%).........................................420 ■ Longmont 4% 1,026 Windsor (3%)..............................................822 ■ Other Colorado (15%) ...........................4,048 ■ Other States(1%).......................................251 Page 303 of 1928 A LI TTLE HISTORY Originally, a silent movie theater opened in the Rialto is Loveland's premier performing venue welcoming national and internatioq touring acts. The Rialto also serves asA10, to local performing arts groups. v Rialto Marquee, Loveland Museum Historic Photo collection a�rr�s ru W owl NvUseum presents 70,?Kbits and local history Dries, provides engaging he arts and history for all ages, vial events in art and history for ..::�► .AM�1w1 Harold Rialto Theater Loveland Loveland Bronze First Sculpture Art in Public Dunning opened its Museum Museum Foundry Art in the Park Places Begins doors opened its erected at 5th Castings of Show ordinance Collection doors and Lincoln Colorado was adopted, Local History opened establishing Objects a public art program Page 305 of 1928 BIG sHow CHRiST'MAS PARTY ELKS RIALTO TODAY 1 P M Ca mac = The first Colorado city to pass a l % Art In Public►"Built iL9367the R4L ommunity Foundation Places (AIPP) ordinance in 1985, Loveland Bui erved ` ommunity center. After boasts more than 542 works that express f n out of s e, the building is finding a new community's profound commitment t anks rtnership between the Pulliam arts and creates a unique sense of . In funda 'o d the City. After renovation, the addition to four sculpture park e ark, Pulli munity Foundation Building will return Chapungu Park, Civic Center a hin� as a v no asset for a variety of uses. Hahn Sculpture Park) art can be and `CO throughout Loveland. � V O � GY_ Museum Museum accredited by expansion the American (doubled its Association of size) Museums 1996 2012 2019 2019 2020 .. Rialto Theater Rialto Theater Renovation City purchases Covid-19 is revitalized 3-story to the Pulliam the former Pandemic and addition adds Community Loveland reopened Green Room Building begin Reporter - and event Herald building spaces (now The Beet Education Center) for Museum expansion Page 306 of KEY THEMES AND PROCESS �•� `,; _ ter!'• C• wr1-17 y •- ' .sac: `Z'i � r r +,L�r. , •tc1. r •r _ � \1 iIL- _ _ L 12 Architectural rendering of proposed new Art Museum expansion The Cultural Services Departmen i Herald building (The Beet Edu e the growing public art collecti and i; designated Creative District. With these popularity of current cultural acti r Through widespread meeti and arts and history advo opportunities for growr Services Department i4is W •`vim e 1 4, 0dtth nd wj?�'� ti??urchase of the former Reporter- itvitall�Pus n of the Pulliam Community Building, e d on downtown and a newly poe inevitable growth of the region, and the is e to plan for continued success. kembers, boards and commissions, City staff, ed that Loveland's cultural assets are abundant; Nexist; and there are challenges that the Cultural to fulfill with the appropriate support and resources. v ✓ The Cultural M r Ian serves as a ten-year road map for the Department to ensure that it can continue to st e the public, meet the changing, growing demands and expectations of the communit conIqz tribute to the vibrancy of Loveland. Page 308 of W$ THE CULTURAL SERVICII&AS LkN IS BUILT AROUND F!�PR K E P""""""' CONNEC ` PARTI �► `�� C EI',p' v � THRIVE Each of the themes are considered of equ or y*and rany of the creative and resourceful ideas received from stakeholders and community members. T p n incorp eTgoals, strategies, and initiatives for each theme, which will help guide the Cultural Services Departme in utur% r vide a proposed action item list that will help meet the goals of the plan. Q HE PROCESS. In late 2018, the Cultu^e 'ces Department launched an arts and culture master planning process. The process focused on a needs assessment, FM of existing programs, exhibits, and performances offered by the Department, the critical value of the arts and history to th Loveland community and the important role the Department plays in providing these services to the community. The planning process included three important phases: Research and Discovery - assessed the current standing of the Cultural Services Department, developed an asset inventory of arts and history programs and facilities in Loveland, analyzed existing planning documents, and economic and demographic data. © Community Engagement - Helped inform the themes and strategies of the plan through stakeholder interviews, focus groups, a community forum, and City Boards and Commissions meetings. © Setting the Strategy - synthesized the findings from research and extensive community engagement. Page 309 of 1928 Monument In Right Feet, Major Kurtzman H U W Z '.or.` i•y I ^1 . 11 r� 7., ram• • • � � J 15 GOAL: Connect our community members to one another through arts, culture, and history experiences. As Loveland grows, change is inevitable, but disconnecting from neighbors and losing the feeling of community does not have to be a result. Through the arts and connecting with history, Loveland's residents, neighbors and visitors can feel connected to one another where they live, work, and play. STRATEGY 1: Continue to Engage New Audiences and Deepen Cultural Experiences Purpose: To identify and reach under served communities such as teens, the growing senior population, culturally diverse communities, young professionals, and those who cannot afford to participgrl�through expanded programming �� • Continue the high -caliber exhibitions at the Loveland Museum and touring perform c sZ*t e Rialto Theater • Increase historical changing exhibits at the Museum and variety of performances at they "Ito for wider appeal • Continue offering high quality cinema and outdoor concerts • Create pop-up exhibits, self -guided art and history tours, Art in Public Pla &Z'Wcational events, business networking events and other various programs to re new audi e • Increase after-hours opportunities for adults and to s • Provide new and creative opportunities for volunt en an ips • Enhance collaborative programming with of of Lo la ep rc�t • Further develop an Artists in Residency progr TE Elevate and Expand C ervic Re ionsh' Diverse Communities Purpose: To serve the entire com and opp n ies for more voices to be part of the Cultural Services Department by ilding urrent lati ships with diverse communities. .N 4 • Identify diversity gaps in progra ing Ind cr &&grams with diverse appeal • Encourage diverse representati Voardstin ommissions • Increase opportunities to en a iverseQ ideation/program/exhibit development • Build upon existing relati sh* ith atinx community • Grow stewardship of sing in Ijfe t languages Q STRATEGY 3: elop Cultural Experiences, Public Art and History -Based Place Making Strategies to Connect Neighbors to One Another Purpose: To cre to visual, physical elements in the public environment that connects people to the stories of the community and to each other • Partner with Parks and Recreation/Library mobile van programs to bring exhibits, hands-on activities, performances to neighborhoods and parks • Identify needs and funding options for public art projects such as murals, sculpture, and new technology • Use oral history projects to honor voices of Loveland's neighborhoods • Create a downtown artful stroll highlighting unique stops and environments • Beautify bus stops with public art • Install sidewalk pavers celebrating the stories of Loveland • Incorporate history along trails and on streets through interpretive panels • Normalize at home learning through online lectures, workshops and classes as a free/affordable method to connect people despite quarantine restrictions and other public health guidelines Page 311 of 1928 STRATEGY 4: Bring Community Together Through Arts and History Experiences and Informal Learning In Welcoming, Comfortable, Right -Sized, and Well -Equipped Cultural Facilities Purpose: To expand and improve current cultural facilities in order to serve the growing needs of the community to access art and history experiences and to provide informal gathering spaces that serve the community's needs. • Expand the Loveland Museum • Continue improvements to Rialto Theater • Continue investing in the Pulliam Community Building • Renovate the former Reporter -Herald Building (currently The Beet Education Center) eet ADA compliance, and modify the facility as needed for education services, to allow fuller f the facility and expand education offerings at the site STRATEGY 5: Continue investment in the Pulliam Community Buildi�Zja a Dow Community Cultural Center Purpose: To re -activate this community resource cos Q ccessi e, le, m, and affordable space for the community to gather for all types 3,its and ti ties. • Support all types of events and activities ` Provide larger downtown event spac • Host Cultural Services programs an e nts • Allow some performances, recit re Is to r Pro', the Rialto • Combine rental oversight wit S RA 6: Create Ne S ces or �ulture, and History Experiences Purpose: To provide spaces re han nd informal learning can take place so that the needs of the community to make r or a am about the history of Loveland are met. • Develop a Ce or American Sculpture focusing on significant role of Loveland in sculpture history • Create a bl theatre in Devereaux Room for amateur and experimental theater • Comple f a ility study for potential larger performing arts venue • Create a e/low cost Community Studio as a drop -in space for all residents to use • Support the development of additional studio space for local artists • Create a plan and timeline to vacate the alley, between the Museum and the Beet and provide additional outside space for programs as well as conceptually unify both buildings Page 312 of �4rt / Orbs �tic �o%r _- rL� rI vnvei/,� lishere regrow s 4` 4r to JA - 1�11,�1�' !•EI 3 Y.IFAJ �fYiJI rJ'1� �r'���751'll /gyp f�l rlllrYlr°�J ti �f.disl; IIN Pf t A �^'•'w•w.�MV i.�wwl� vuro Qry'u.a;�Y a°y 1 i� Goal: Encourage and inspire Loveland's spirit of art making and expressions of cultural heritage. Loveland's creative advantage stems from the people who live here. The community craves participation in "making" activities. The benefits of creating are many, including mental health benefits, such as relieving stress and increasing brain plasticity, encouraging problem solving, creative thinking, and collaboration. Encouraging participation and offering a variety of art making and cultural and heritage -sharing opportunities at all levels will enhance Loveland's unique community. STRATEGY 1: Expand Visual Art -Making Opportunities for the Public Purpose: To encourage the making of art by expanding Cultural Services' cla s �acl workshops, offering opportunities for many different interests, ages, and abilities. • Expand classes and workshops to what is already of to cre plete complement of classes C) • Continue to offer classes from novice to profeSsi alai levels V" • Provide opportunities for the public to showc \14 it workG • Expansion of accessibility options, includin r cost virtual o groups �{� • Collaboration with service and e to re it in s eeds • Create more classes to cover a vari opics ediu nd what's already offered P EG� Increase Creative Activities fo eople�iNE ess and Share in Cultural Heritage Purpose: To expand Cultural Se is gra gs so that the community is able to build relationships and understanding gh Lion and learning about one another's stories. • Expand program off i oun I heritage and history • Offer opportuniti or t public owcase their own heritage or stories • Build upon an ate new partnerships to expand reach and opportunities • Continue to ec stories and objects that illustrate the cultural history of Loveland. lq-z STRATEGY 3: Expand Opportunities for Participation in the Performing Arts Purpose: To encourage creative expression through the art of performance and provide accessible opportunities for participation. • Continue to offer programs like the Open Mic series for the community to be on stage • Expand summer theater programs at the Rialto and/or Pulliam • Increase master classes/outreach offered by touring performers for the community • Create a Children's Theater opportunity that focuses on both performance and technology for children of all ages • Offer lecture -based events in a variety of disciplines Page 314 of STRATEGY 4: Develop Spaces for Community Participation in Creating and Learning Purpose: To develop dedicated Cultural Services spaces for community participation that are appropriately equipped to meet the creative needs of the community. • Expand and create new classrooms at the Loveland Museum and Beet Education Center • Develop a black box theatre space in Devereaux Hach Room • Identify places for the community to showcase their work • Develop a lecture space with AV setup at the Loveland Museum STRATEGY 5: Continue to Build Robust Educational Programming Purpose: To broaden the reach and programming geared towards Northern I&rado students, engaging them more deeply in arts and history. _ is: • Evaluate the best practices to expand school -base prcipram curriculum and history, by possibly developing comp n prc other grades •, • Increase capacity for large tours and schoo • Increase the number of outreach reside c • Formalize teen engagement (volunte , urator • Continue to build teacher awarf�s ing a • Continue working with local higni r supplemental learning for ar Expand virtual programmingsContinue to work with and ex tivi more diverse programming around soc I, rac current art exhibits or local histc w • Offer theater internship prog ` f cirea (performance, production achn to • Expand offering of histo�cAses an& -n ems T Tn� ms ro 'd Pram, to social studies similaHistory Days for 'Rialto Ito and the Museum mess tlVyal resources OW and o unity colleges to provide tours and virtual res and exhibits, webinars, etc r onships with community groups to provide fie} c and economic topics as they relate to students interested in the performing arts laced programming Q STRATEGY 6. Engage the Community Through Volunteering Purpose: Main in volunteer program that matches volunteers to interest area(s) and allows them to learn what we do, while also providing Cultural Services with needed support. • Develop a companion program to History Days for middle school curriculum • Maintain the popular Rialto theater volunteer program • Match Museum volunteers to their interest area whether that be art, history, archives, education, administration, special events • Maintain working relationships with local colleges and universities to match students to work study positions or internships • Formalize a teen engagement program with internships and/or a junior curator program Page 315 of 1928 0 • 440"be —e • 4 ft� Am"IWv�� �� •� �• , ��Aa - �� -=•.3� =� �► �►- �` �'' {'fir Saw00. I f ♦� ,j4A ♦• : , P r s 6 '�►�� �I'1•I j I`e Ij�1401 I I �f_� �� >� �111 p111� ! y✓ .�►04 t TITY 0 ,, A. Goal: Promote Loveland's identity locally and to the world as a destination for arts, culture, and history experiences. The community takes great pride in its art reputation and historic characteristics and sees these as the jewels in their crown. Despite its long history, Loveland's identity as an art town and a historic place still requires branding, support, and promotion. Cultural Services is in a position to help further the brand and identity of Loveland as a place to experience visual arts, performing arts, historic places, and community heritage through the promotion of its venues, programs, and special events. • The Cultural Services Department is a major driver in the arts community providing exhibits, performances and programming unique to our venues. • In a recent citizen survey, the Museum was one of the top three cultural activities t^r yy in the Community /� `�► • The Cultural Services Department will work to strengthen our own brand to ciue to promote Loveland as a destination for the arts, culture and history experiences A `` Strate 1: Increase the visibility of C tural Ser ' grams • Purpose: To support the brand of Loveland rea au nc and4 e attendance at Cultural p pp - �� Services programs through marketing and pr n. %J • Continue strong collaboration with elan 1►Lovell A, CD and others • Increase marketing investment a age nt" • Cultural Services presence a s ' eve • Audit wayfinding road signag upgr mprove RiierKo Theater signage • Improve the AIPP app to `loca e art n u' • Continue to develop crossover prpmoti n withr City departments Pro9Qhe Downtown Creative District designated by the State of Colorado Purpose: To 404WN the visibility of and collaboration within downtown Loveland and with other enti- ties, such as CNorado Creative Industries, the Downtown Partnership, Downtown Development Author- ity, Visit Loveland, arts organizations, etc., through Creative District programming targeted at growth and tourism. • Complete the DIY "Call Yourself Creative" process • Bring together a diverse group of stakeholders to be engaged in the district • Create a signature Creative District event to celebrate all the district offers Page 317 of 1928 Strategy 3: -�k NIV Strategically Employ Public Art to Further Loveland's Brand and Iitity Purpose: To influence Loveland's brand as an Art Town and support comm l ride by intentional AIPP placement and programs. • Partner with DDA on artist improved alleys and pede exp ri des • Identify and pursue key gateway and high pro� ation or �151ic rt • Stretch AIPP Temporary Art Program beyond . eet p rY g y ( • • Expand the mural program throughout t munity • Continue to encourage private invest lain art for is plac G P t 4: Promote a kin ies to Encourage Tourism Purpose: To identify key acti e ura can pursue to help create a unique environment and sense of place through a istoryyel r is that attract visitors and create pride for the community. • Encourage DD ' re ng a sense.6f place through art and history elements • Assist in cha i g the Loveland Creative District to build tourism • Encourag la d Economic Development to recruit and support creative businesses as part of their Str an to expand retail development • Review Cit egulations that may prevent more venues from hosting live music and similar restraints to opportunities of creative expression Page 318 of Amor6 by Kim Kori kit 0 WITil-ol im ,,39 M ft 001" Ak *4110 , "I lk 24 Goal: Be a dynamic part of an ecosystem that helps artists and the creative industry thrive in Loveland. Although Larimer County boasts more than 6,000 creatives living in its borders, a thriving ecosystem is needed to support and connect them. Professional networks heighten communication and we know when artists and creatives interact, it spurs innovation and collaboration. Adding resources to the Cultural Services Department will enable the Department to continue focusing outwardly on supporting and growing the creative industry in Loveland spurring on collaboration and cultural tourism. Strategy 1: Support Creative District Designation from the State of Color Purpose: To bolster the creative economy in Loveland by employing the Crea e trict program to bring networking, visibility, economic growth, and tourism to downtown Lov • Attract more people to Loveland and create an en n ent foe entrepreneurs to sell, make a living and contribute to the local economy �` • Create infrastructure to bring collaboration, njptwjrkViing, m Me and 14`ty to arts and history S g �► Identify Creative Path l6 Help 've Entr r urs Be Successful Purpose: To help creatives easily ilabl rces t ort their success and allow them to connect with other creatives. • Continue to build and broaden esou e list reTtives • Collaborate with the Lovelan d9s Dev ent Center, Aims Community College, etc. to build creative business ac m �rategy 3: QBuild and Support Existing Networks in Loveland Purpose: TRor-ing h communication, grow partnerships, and encourage collaboration making way for increased to occur. • Host regular formal and informal networking events to create opportunities for greater collaboration • Continue to connect performing arts presenters and producers to share schedules, shows, and promotion • Build upon the connections within the history community to increase opportunities to share and promote the community's heritage • Create a platform for special interest groups (like artists or the historical society) to engage with Cultural Services staff • The Museum provides opportunities for professional development through exhibitions in gallery spaces. Artists gain experience and knowledge working with Curators to create exhibits and educational programming for presentation in an accredited museum setting Page 320 of Strategy 4: Extend Cultural Services Beyond Managing Cultural Facilities Purpose: To grow Cultural Services staffing capacity to support the growth and Neivity of art, history, and the creative industry in Loveland. • Grow the "outward facing" side of Cultural Services with dedicated st pport these strategies V C) ♦'� Str y Assist and Encourage Fu evelo o Sup and History Purpose: To encourage public or priv velop enlri(� sup e arts and to serve in an advocacyrole in promoting the re n om istoric sites and in developing future p g p g artist spaces. • Advocate for preservation of commun 's hist n developing future artistic space O � To f the goals of this plan and begin to meet the growing nee a d expectations of the community, the Cultural Services Department will need to expand its potential in terms of staff resources, finances, and facilities. Page 321 of 1928 TURAL ASSET IN@ W ALM U IN' The following is an overview of cultural facilities in and around Loveland, including several proposed facilities. IMWOO'r The Railto Theater Center shines bright for the Star Wars premiere 27 u j LOVELAND MUSEUM Opened 1937 503 N. Lincoln Avenue, Lov�nd, CO Capacity:446 Overview: The Mus r�is planning a significant e Verris ion that larger, up-to-date museum 1 ence anmunity gathering space where Vca r i to Iota;istory and enjoy the ?''�: ♦ rming nflu e of rt.� FOOTE LAGOON/LOVELAND SUMMER CONCERTS Concert series estabished in 1992 500 E. 3rd Street, Loveland, CO Capacity:2,000+ e� Overview: Located at the City's municipal headquarters, the Foote Lagoon offers a magical setting to experience live performance under the stars. Loveland Summer Concerts continues to be a beloved summer experience for Lovelanders of all ages. Page 323 of 1928 u s Wrw{1 r ®: THE BEET EDUCATION CENTER Purchased 2019 `� 201 E. 5th Street, Loveland, Capacity: 251 Overview: The former L qjd Reporter -Herald Building, which occup' Ne corner of 5th Street and Cie nd Aven �urchased by the City of Lov Ian in 2019 uilding is part of the Loveland use ex ioo Ian an s currently being used ducat na�rpos sill eventually house Mu eur rintin p .�' PANDA Purchased 2017 710 14th Street SW, Loveland, CO Capacity: 59 Overview: The Museum houses the collection at an off -site storage facility nicknamed, PANDA. The collection move was completed in 2017 with 2/3rds of the collection now safely stored at the facility. Plans to move additional archival materials, photographs, rolled textiles and fragile Native American collections are in the fundraising stage. In addition, the Museum is the repository for the Loveland Daily Reporter -Herald historic and ongoing archive through an Enduring Records Contract with Prairie Mountain Publishing. Page 324 of HAMMOND AMPHITHEATER: This City -owned amphitheater at North Lake Park has a seating capacity of 1,000, in the grassy "bowl" area. It provides the setting for a wide variety of activities L ;, = including various City events, concerts, plays, e public gatherings, and weddings. --. `-A �r Li '1r w THE FOUNDRY: The Foundry project is revitalizing Loveland's historic downtown by transforming three underutilized city blocks into a destination `'"��'_ for locals and visitors. This new development fir fi 4: offers convenient parking, luxury apartments, restaurants, a seven -screen movie theater, hotel, and a central plaza for year-round community ' entertainment such as live music, outdoor movie screenings, and festivals. 1 L l Arts lam: the�,iding 1Se 3its of r e F ed & Grawilding I ARTWORKS LOVELAND: Artworks offers thirty studios, LT plus two galleries for exhibits and programs. Artists enjoy 24/7 access, communal areas, secured entry, WiFi, and a host of other amenities. 30 AID, • �.' •" 'C'07^lP c 4MPHLTH�_R,+=; ROBERTA PRICE AUDITORIUM (Thompson Valley HS): This school -district -owned 1,100-seat auditorium, with a recently upgraded orchestra pit, is available for rent by the community. SUE E WALL AUDITORIUM (Mountain View HS): This school district owned auditorium is available for rent by the community. THUNDER MOUNTAIN AMPHITHEATRE: Located in the backyard of Thunder Mountain Harley- Davidson and Clear Channel Communications, Inc., Thunder Mountain Amphitheatre seats 4,464 and hosts a concert series each summer. 31 LA 1V�auntain Man ...- - History Days at the Lovoeland Museum a } — :7 = C) Co n t�� Cu A s 4th Street Gallery � 1�e�Dance Emporium Art Castings of Colorado Fame Lagoon Amphitheatre P • Art in Public Places ♦ 4 •lammond Amphitheatre • Artisan You Creative Works S io ` `♦� Harrington Arts Alliance • ArtSpace Hart Gallery • Artsy Stamps and Paper Hatfield Chilson Recreation Center • Artworks Loveland ` 1 Heart Radio • Benson Sculpture Independence Art Gallery • Broadway Bou DaPcAcad®rrfy JoAnn Fabrics and Crafts • Bronze Ser '' s f Loveland • Juiced on Imagination • Budweis nts Center • Keptone Music • Chapu ulpture Park at Centerra • Lighthouse Dance • City of Lov land Parks and Recreation • Lincoln Gallery • ClothRoads Film Festival (Thompson Valley Art League) • Colorado DJ Entertainment • LISA Program, Bill Reed • Columbine Gallery and the • Live Loveland National Sculptors Guild • Loveland Art Studio Tour • Contemporary Dance Arts LLC • Loveland Chamber of Commerce • Creatorspace • Loveland Choral Society • Danni Dance Corp • Loveland Concert Band • Downtown Development Authority • Loveland and Conservatory Dance Page 327 of 1928 �' ��) - -V NJ • Loveland Dance Acade ? ✓ • ountain Bronze Shop • Loveland Downtown Partn ship` '( • qy Mountain Cheer and • Loveland High Plains Arts Council ♦ �aCompany • Loveland Loves to Read ` `Rocky Mountain Golden Girls • Loveland Museum Baton Academy • Loveland Music Academ yO • Sculpture Depot • Loveland Opera The d ri r Slapstep Studios • Loveland Orchestr4 Studio K Music • Loveland PerfVIngvs Studio West Dance Center • Loveland P li ibrary Sue E Wall Auditorium, • Luminou Gallery Mountain View High School • Lundee Lure Gallery • The Ranch - Larimer County Fairgrounds • MacKinno Royal Dance Institute and Events Complex • Metrolux Theaters • The Studio - Dance and Music • Moon Theatre Company • Thunder Mountain Amphitheatre • Okay Dance • Town Square Media • Paint Your Frame Art School • Visit Loveland • Pulliam Community Building • Walbye Art Studio • Rialto Theater Center • Roberta Price Auditorium, Thompson Valley High School Page 328 of American S r t r� The proposed Center for iZ'an Sc woul o�ht the significant role that Lov I its fou and �e played within the greater hist modern rican ,�ture. It would become a magne g unitcultury6e*4ences centered on the intriguin ses o e, rot xhibitions, visiting and resident artists, I Lures, s�nd worksh�s,, interpretive tours, and various programs for es ssionals, youth to seniors, all securing Loveland's lace 'n Am Zfnculptural history. "ren s Museum �p7oposed Children's Museum of Northern Colorado seeks to bring 2 uch-needed amenity to Northern Colorado. Children's museums utilize the process of play to set the foundation of lifelong learning. They are intended exclusively for children and their caregivers. All Exhibits will be experiential, open ended, and will encourage social interactions for children ages 2-10. The current vision calls for a museum venue with 12,000 sq. ft. of indoor exhibit space, and land to have additional outdoor exhibits. The tentative site for this museum would be around 1-25 and Hwy 34, making it easily accessible to all northern Colorado families and visitors. Page 329 of 1928 Loveland Perforin*� Loveland, Colorado is widely known as an arty Wh community. Spend any amount of time in community, and you cannot help but no i in a variety of forms. There are sculptur foundries, and murals spread out ac s Facilities like the Loveland Muse h Rialto Theater serve as the backb e o th cultural arts in the area. The question we are now facing is - present cultural performance fa i serve the needs of our communi Rialto Theater is currently h t o\ events per year includin r t , fil stage performances,;e n for c performance venu s ecoming rr At present, th Xo operates near capacity. It is important `, the Rialto was created to accommoda the needs of Loveland in 1920. With a population of 5,065, Mr. Vorrieter envisioned a theater that would support the arts for years to come, and as such added over 1,000 bench seats. Presently, the capacity of the Rialto Theater is 446, due to a renovation that prioritized patron comfort over maximizing capacity. Since 2010, Loveland's population increased by 15.8%. Conservative estimates show Loveland and its neighboring communities growing by 107% by 2050. yVNIland negpNAPerforming Arts Center (PAC): 4lQWefits oIAV include enhanced quality impk9wQX1Jtonomic development; tourism wth; i ed revenue from the arts, and the comes from connecting people to r s. Historically, PAC's act as the center of a a community. In Loveland, the Pulliam Ymunity Building, built in 1938, fulfilled this role :i time by hosting everything from community are dances to gala events. What kind of Performing Arts Center would serve Loveland best? Determining the size and seating capacity of a PAC is accomplished through a needs assessment and feasibility study. By comprehensively researching things like current and future demographics, community support, consideration of future population growth, and revenue projections, the logistical needs are determined. In conclusion, Loveland is a community that has proven its willingness to support the arts in a variety of forms. Projections show that Loveland's population will double in the next 30 years. With our current facilities near capacity, it is time to begin the steps to determine the kind of venue that will allow Loveland to continue being a leader in the arts into the future. Page 330 of '� Loveland Crea& Di The Loveland Creative District val is d el c s in 'vb/community engagement, which inspires inn n, el e es qualm a and delivers meaningful ex en s for I nd vi alike. In 2019, recognizing that Loveland p s ZTddr s a issues, such as the Creative District unique and abundant cultural r bo community values, district goals and Cultural Services and the Lovelan n a list Itural assets. In subsequent meetings, Partnership (LDP) joined efforts to tablis of these key elements were refined. state certified Loveland Creative District th ugh the Colorado Creative Industries. Pel lfe `Zllowing a rigorous application process, the onset, resident support for a cretrict w Loveland Creative District was awarded state viewed as paramount. Embraci la certification, joining 25 other creative Colorado partnership, public meetinVue" communities located throughout the state. throughout the winter mau, interest. The response w el positive Cultural Services welcomes the continued and considered "lo^,vey m collaboration with The Loveland Downtown Within months, Mid0fint Working Group was established Ne the guiding principles and infrastructure r the district. The entire Working Group engaged in collaborative activities to Partnership as the creative district evolves. Oversight of the Loveland Creative District will be provided by a governing board to be comprised of creatives, business owners, residents and stakeholders living or working within the designated boundaries. Steering Committee Members Sean Hawkins, Executive Director, Loveland Downtown Partnership Susan Ison, City of Loveland Cultural Services Director Suzanne Janssen, City of Loveland Public Art Manager, Project Lead Jess Killingsworth, Cultural Services Marketing Coordinator (former) Steve Lemmon, Rialto Theater Manager Jill Stilwell, Arts Management Consultant Page 332 of 17 C) Short Term Goals J► • Build a sense of excitement and vitality in t unity, • Support collaborative educational activiti eop o ages, disciplines, and experience levels • Provide a centralized inventory of Lov s crea sourcT�*** Long Term Goals • Increase the economic ac ' it hi th t, be he entire community. • Activate under-utilized dow own b s an`►bllc spaces for cultural, creative experiences. • Create a sustainable model f up o ting o ions and programming for the Lovel `I ive Di Committees *takeholder ings ers Presentations Vote 000 O o =91=91 IE _: j -1,ft- Governance, 9 Working 21 active 2 City Unanimous Marketing/ Stakeholder Group members Council approval Branding, Meetings Meetings comprised presentations by City Cultural the Working in 2019 Council for Assets, Group the Loveland Programming Creative & Events, District Educational, Restaurant & Retailer Outreach F-am 1. -- Page 333 of 1928 APPENDIX Chilldren enjoying the Loveland Museum 39 STAFF RESCGCE Cultural Services staffing has re*ed s ti or than 10 ears g�f Y The community has shared how u th love a joy what Cultural Services has to offer, but r is nd ct more. To fulfill the needs of the commu nd the egies of this plan, the professional C I Se s s f� need to grow. Cultural Services Directorship: Cur ntl t for of Itural Services also serves as the Director of Y the Museum. These two areas of responsib ' y shoutparated into two positions. With the addition of the Pulliam building and growin man for m upport of the arts and creative ecosystem, it is critical that the department hav acin ors of each of its programs, the Rialto/Pulliam, Museum, and AIPP, and a Depa m Direct oversees the entire department, who is able to be outward facing to serve astr� dvG arts and culture in the community. Cultural Services Board: e ieva d define the role of the Cultural Services Board to ensure its effectiveness. Development Te -e department's fundraising activity is poised to grow in order to support a more diversified rev picture. Grant writing, annual campaigns, fundraising events, sponsorships, fee - based prog d donor cultivation require consistent oversight and coordination. Starting with a Development oordinator and adding additional development staff as the program gains momentum will provide a stable environment for revenue growth. Marketing Team: Marketing needs to increase across the department and requires additional staff. The marketing team can either reside under the Cultural Services Director to serve the entire department, or have imbedded marketing assistants, one covering the Rialto/Pulliam and a second for the Museum/ AIPP, with a shared coordinator and graphic designer. Primary responsibilities include marketing and promotion of events, exhibits, performances, installations, and programs across the Cultural Services department as well as promoting rental spaces at the Rialto, Pulliam and Museum. Professional Theater, Museum, and Public Art staff: The Rialto, Museum, and AIPP are currently understaffed. The opening of the Pulliam to the public will require its own team of professional staff and crew, in addition to taking advantage of the marketing, event management, and rental expertise that already exists in the Department. Page 335 of 1928 r. Rabbit Run, Walter Matia Current Department Staff: C • Susan Ison, Director of Cultural Services (full-time) rre %ts Cultural • Whitney Day, Business Services Specialist (part-time) $xyiV Staff • Kristi Woolsey, Executive Assistant (full-time)Cj • Tegan Hollen, Business Services Technician (full-tJ'j . • Clarissa Gucwa, Business Services Specialist ( 1� 9�1 • Caitlin Powley, Clerk/Cashier (part-time) • Mikayla Adair, Marketing Coordinator (f ) • Jason Lewis, Graphic Designer/Web s ull-time► • Suzanne Janssen, Public Art Mana rt-timey. • Maureen Corey, Curator of Ar II- • Jennifer Cousino, Curator of His -time `rJ • enni Dobson Curator of Educao/n (full C ( • Ashley Yager. Registrar (full-time) • Eric Franklin, Exhibits Preparator 0-time) e) • Steve Lemmon, Theater Ma nai e) V • Roberta Cox, Theater Coordin v • Phil Baugh, Technical Cin Audio e) • Dan Fitch, Technical C Fdtor Light time) • Scout Carlson, Assista t chnical o for (part-time) • Heather Rubald, PA'stan heater r nator (full-time) New Departm 8er Positions needed (in addition to the above): • Museu (full-time) • Develop nt Coordinator (full-time) • Curatorial Assistant (full-time) • Curatorial Assistant (part-time) • Graphic Designer/Webmaster (full-time) • Exhibits Preparator (full-time) • • • Education Coordinator (full-time) • Visitor Services Coordinator (full-time) • Pulliam Community Building Coordinator (full-time) • Ticketing Coordinator (full-time) • Volunteer Coordinator (full-time) Current Part -Time Staff Current Full -Time Staff Future Part -Time ■ Staff Future Full -Time ■ Staff Future Cultural Services Staff Page 336 of .� Rialto jheater Summdr Concert Series, Hazel Miller Band ro ♦ R' A, t I o AL 7 L' n� 40 rI 1 �' '• 1� jF ., Director of Cultural �crvic(-s J 11 _ Development Theater 1 Coordinator Manager J Theater Coo rdirat,) r it-.hnical i rdina.or Assistant Technical Coordinator Front House Coordinator Pulliam Building Coordinator Ticketing Coordinator CIPAM7 Executive Assistant ` C.hnician usiness ervices Business Services Specialist Visitor Services Coordinator Volunteer Coordinator ^^,irketing Coordinator Graphic Designer Graphic Web Designer Art in Public Places Manager Public Art :)rdina r �f 42 Curator of Education Exhibits Preparator Education Coordinator Curator of Art Exhibits Preparator Curatorial Assistant Curator of History Colle lions �' Manager Curatorial Assistant 1 Museum ` Manager J IV, 43 , �d1TiNAS Arts an 's cj ' 2� public entWirisk, a ��ot a profit- makus' � However, the (�Ala ices Department $rfinc e its revenue through diversifying its funding sources. In addition to the support currently provided, the City of Loveland can also help support the department in expanding its revenue and therefore its services to the community. Page 339 of 1928 1< l REVENUE RETENTION: • Structure Rialto budget to allow for the retention of net profits to invest in future) programming and increase annual appropriations to allow for picking up mid - season shows. • Structure secured ' fundraising dollars as In � increase to the Mu 5 or Rialto budgets, as opposed to r urse City funding, th ouraging greater f ising efforts. BACKST E RIALTO: • Utilize our non-profit partner, Backstage Rialto, as a revenue source via their targeted fundraising activities. Using their fundraising dollars on specific improvement projects or as a co - producing partner provides an alternative to using internal city budgets for these projects or events. ew'tanomic nt and City to develop an ration campaign nd the opportunity. �IVERSIFY REVENUE SOURCES: Create a development plan to expand fundraising efforts for Cultural Services Department. • Recreate the Museum's membership program with clear benefits (including free admission) and a marketing campaign to promote it. Page 340 of • Niche between Denver and • No parking in downtown • New promotional videos • Lack of support from some rural areas local communities • No bus parking/access • Instagram, social media • Destination venues • City Council (dis)approval • Not obvious what Cultural • Resources to invigorate of expansion of museum • Provide variety of cultural Services does in the Pulliam Building programs community • Community dis(approval) • Instant messaging of museum expansion • Creative ideas • Need to appeal to a platform for enhanced broader demographic communication • Staff leav order to • Serve as gathering places pursu pportunities for the community • Limitations of space and • Better IT Support amenities in facilities i b get cuts • Desire to look for new • Artist residencies (literary, ways of reaching and • Lack of consistent support performance, 2&3-D Ne movie theater educating the public and understanding of what artists) we do from City Council • Technology • Showcase internationally and the City money recognized artists • City Council support of • City perception that arts tall � AIPP • Opportunities for local/ are extras or not viewed regional artists as necessary in budget oss-d rt ntal Aging facilities process �Cc-olla ratio • Collaborations with art orgs and artists Legal and acco c d visib in challenges fo organizes • Small, but highly �!�) productive, talented team Division or sta?* Eco g th creates havdk%cjeVci in m year • Change is slo�frustratin munici ' 'es — for s Cad ac ppor� ted tech a d Ii nt m�ssagin10 � * These are comments made during public open houses. ne fLmq*n sources �wt Loveland causes ges in demographics Nand new audience potential Page 341 of 1928 _r ART IN PUBLIC PLACES r" STRENGTHS WEAKNESSES - SWOT ANALYSIS OPPORTUNITIES • Strong community • Non -City owned • Exhibit highlighting AIPP • Lack of support from engagement and collections can reflect some local communities support poorly on AIPP • Increase programming for community to • City council (dis) • Highly visible (throughout • Program is confusing to engage with AIPP approval of expansion community, gardens, public and staff content, collection and of museum and shows) new additions • Need more conceptual • Community • Diversity of artists and culturally diverse art • Public AIPP Tours dis(approval) of museum represented expansi�i'� • Large and varied • Involve more diverse perspectives on jury • Tourist Information distribution • S I g for new collection committees o nities • More murals • Part of Loveland's • Internal challenges with Ci budget cuts identity/image budget department • Improved marketing, f • Provides opportunities • Lack of updated in with City • New movie theater for local artists education materials • 1 pr e proces • Technology fo fists thrQ� • City supported program (l% for art) • Laborious process for 4 artists6INSAIPP echnol y ity Council support of • Cost of maintena • Imp e A we and a� Aging facilities ' e t edu minars kills for artis P • Entry ' ce on west side P• (� ation for AIPP /1 "Foundations" Sculpture O � �O Page 342 of • Economic impact on downtown • Viewed as central part of Loveland experience • People still don't know Museum exists - surprised to find • Homeless issue in park • Provides arts and culture • Could develop for community interpretation for both history and art exhibits to • Strong community better visitor experience events and connectivity • Exceptional quality, blockbuster changing art exhibits - unexpected for this size of town • Outstanding, in-depth history exhibits • Unique focus on art and history • Diversity of well attended programs and classes, including history days • Main repository for Loveland history collections • Resource for schools in art and history education • Strong volunteer sup • No or low admissia prices • Staff and f service • New off -site collection facility • Affordable rental space • Need updated ways to gather feedback/ evaluate programs and exhibits • Need more space for lobby, circulation, more history exhibits, auditorium, events, classrooms, gift shop, coatroom, growth. • Facility needs up technology, c heights, HV environmeM a ontrols, front de c� paid C exh' X • Lack coun ri and action by ultural Servicrd c • Ne eve ig1 rr petyy'' �n �ther vents, AtYs., etc. • Limited resources: money and staff • Too many ideas/ opportunities, not enough time and staff • More hands-on interactive learning • Improve technology and AV equipment • Bigger, better, more blockbuster exhibits • Additional or new interpretation for history and art exhibits • Add staff, including full-time Development position and volunteer♦ coordinator • 1prd� e welco �s arm More pr ra s or S to c nec with gro s, 0-40 ye IQ ns Vtonger rships with gencies to tail 11r a ences •&te the Museum's ection more accessible through exhibits, programs, tours, and online research • Cross -departmental collaborations and Chemed activities • Increased partnerships/ collaboration with City, community groups and local universities • Increase income from classes with more classroom space • Advertising sponsorship packages • Larger gift shop, expanded budget for more diverse merchandise • Outdoor sculpture park and venue for events • Lack of support from some local communities • City Council (dis) approval of expansion of museum • Community dis(approval) of museum expansi�i'� • SIX11'Wg for new o nities Ci budget cuts • Technology • Aging facilities Page 343 of 1928 • Downtown business • Lack of awareness, • Feature history of Rialto • Lack of support from anchor -economic identity unclear within the theater and some local communities impact on tours for the public • Limitations on patron • Staff leaving for new • Only performing arts parking • Larger performance venue opportunities venue • Competition with other • Additional staff • City budget cuts • Historic building is venues (movies, Lincoln memorable and Center) • More diversity in theater • New movie theater beloved performances and • Facility limitations (wing concerts • Techr • Intimate, personal venue space, seating capacity, (450 seats) acoustics, sound bleed, • Creation of season ticket no coatroom) package(s) • Diversity and variety of programs reach broad • Uneven quality of • Creation of concert serf audiences programming geared towards your Qacka ces • Provides venue for local •Missing programming Is performing arts groups that appeals to younger ' i demographic (18-35) ownto u s (dinne • State of the art facility and a sh ) • Capacity limits • • Connection to programming Larg rr k dget for s expansion next door • Rental part can run o oncerts • Strong volunteer support reflect ne iv ly on �f'Foote nmond Rialto (staf • Staff and customer Lilig service • Som ser ro s e Add ng to increase stretc ing limi ce nue • Liquor license • Lack oget Sound proofing between for sLQ cane" theater and Bridge per marke ' �Improved sponsorship/ q�days f "1`� ark advertising relationships J with community the cro r otion O with area inesses • Updated/more 110 pronounced marquee •Increased radio advertising • Expand membership program • Cross -departmental collaboration on events Page 344 of AL Ai tKNOWLEDGM 1� J'• • Al 50 Rialto Theater Presents, Exile City of Lo�Qnd � Cultural Serv�t�sDe�� Arts and Cultdi�'11Aas%er PlZZ CITY OF LOVELAND CULTURAL SERVICES BOARD Dr. Dierdre Cook, Chair Karen Cobb e PBACK 'NGE RIALTO Q. oherty, Chair ` `K'(N n Cobb, Co -Chair John Fogle, City Council Liason Z ail Luna, Treasurer Teri Johnson, Vice -Chair Lynne Niemeyer, Secretary Kris Ortmann O Susan Ruff Susan Sharp �� �` Dan Engelhardt Cornelia Winters Leah Johnson CITY OF LOVELAND TE OFFICIALS` Jacki Marsh, Ma Don Overcash or ro Tem Richard Ball Imember Patrick McFa , ouncilmember John H. Fogle, ouncilmember Dana Foley, Councilmember Steven D. Olson, Councilmember Andrea Samson, Councilmember Jon Mallo, Councilmember CONSULTANT TEAM Stilwell Cultural Consulting, LLC VISUAL ARTS COMMISSION Jade Windell, Chair Susan Atwater Angela Brill Blas Estrada Bruce Gueswel Greg Hoff Maryjo Morgan Abbie Powers Margaret Rosborough Curtis Rowland, Alternate Page 346 of ARTS Akio" .. • iUL o rm �s City of Loveland Cultural Services Department City of Loveland 2022 MastersPlan CITY OF FAYETTEVILLE ARKANSAS MEETING OF JUNE 6, 2023 TO: Mayor Jordan and City Council THRU: FROM: Kit Williams, City Attorney DATE: SUBJECT: Funding for Arts and Culture Master Plan CITY COUNCIL MEMO 2023-789 RECOMMENDATION: Council Member Harvey is sponsoring a resolution to approve funding in the amount of $200,000.00 to develop an Arts and Culture Master Plan, and to approve a budget adjustment. BACKGROUND: DISCUSSION: BUDGET/STAFF IMPACT: Budget Adjustment in the amount of $200,000.00 attached. ATTACHMENTS: Agenda Request - Council Member Harvey - Arts & Culture Master Plan, Staff Memo -Arts and Culture Plan Funding, BA Arts and Culture Master Plan Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 348 of 1928 == City of Fayetteville, Arkansas y 113 West Mountain Street Fayetteville, AR 72701 (479)575-8323 - Legislation Text File #: 2023-789 Funding for Arts and Culture Master Plan A RESOLUTION TO APPROVE FUNDING OF $200,000.00 TO DEVELOP AN ARTS AND CULTURE MASTER PLAN AND TO APPROVE A BUDGET ADJUSTMENT WHEREAS, the City of Fayetteville has long supported local production of cultural arts including funding the multimillion dollar construction of the Walton Arts Center in cooperation with the University in 1992 and its recent multimillion dollar enlargement and enhancement; and WHEREAS, the citizens of Fayetteville approved a bond issue of over thirty million dollars to fund the Cultural Arts Corridor improvements in 2019; and WHEREAS, the need for the creation of an Arts and Culture Master Plan was identified by the City Administration as a priority in 2020 and specifically recommended by the Parks System Master Plan adopted by the City Council in February of 2023. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby recognizes the need and benefit to our citizens to create an Arts and Culture Master Plan, authorizes Mayor Jordan to engage a qualified consultant to create this Plan, and approves a budget adjustment in the amount of $200,000.00 to fund the creation of the Arts and Culture Master Plan. Page 1 Page 349 of 1928 _CITY OF FAYETTEVILLE ARKANSAS TO: Mayor Lioneld Jordan STAFF MEMO THRU: Susan Norton, Chief of Staff Alison Jumper, Director Parks, Natural Resources and Cultural Affairs FROM: Joanna Sheehan Bell, Arts and Culture Director DATE: May 17, 2023 SUBJECT: Funding Request for an Arts and Culture Master Plan RECOMMENDATION: The arts and culture sector in Fayetteville plays a vital role in our local economy and community's vibrancy. Funding of $200,000 to develop an Arts and Culture Master Plan that will strategically enhance and support this sector. BACKGROUND: Fayetteville has a strong history of supporting the arts, including the collaboration for the Walton Arts Center in 1992. As early as 2004, the Downtown Master Plan cited municipal action to foster the arts and culture ecosystem. This commitment was further reinforced in 2007 with the establishment of the Fayetteville Arts Council through an ordinance, which has since been updated and affirmed in 2010 and 2019. Arts and Culture have consistently featured prominently in various city planning documents, including those focused on economic development and the Welcoming Plan. This is in addition to the creation of the Cultural Arts District and The Ramble project to create connectivity in the sector. While the city's 2040 plan acknowledges cultural resources, it lacks a specific discussion of a strategy for the arts and culture sector. This gap emphasizes the pressing need to invest in a comprehensive plan to guide and advance this crucial sector. As such, the creation of the Arts and Culture Plan is directly recommended by the Parks System Master Plan adopted in February 2023. The creation of an Arts and Culture Division and an Arts and Culture Plan was identified as an administration priority in early 2020, and the city created the full-time position of the Arts and Culture director in 2022. Leading the development and implementation of a Cultural Arts Master Plan for the City was the first priority of the job description developed for the position. DISCUSSION: A dedicated plan will provide clear direction for investing in the arts, promoting creativity, and nurturing cultural diversity in our city. It will guide resource allocation, identify new opportunities, and strengthen Fayetteville's cultural landscape. To develop this plan, we will engage a qualified consultant to conduct research, facilitate public meetings, and collaborate with city staff and stakeholders to develop strategies tailored directly to our city. The consultant will deliver a comprehensive plan aligning with our vision and priorities. Mailing Address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 350 of 1928 With an Arts and Culture Master Plan, we will position Fayetteville as a leader in arts and culture in the region (only Rogers has a plan in place as of this date), and thanks to our Municipal Arts Alliance partnership with CACHE we know that plans will also be created for Bentonville and Springdale in the next two years. It will be of great value to have a robust Arts and Culture plan in place when the Upper Ramble opens in Fall 2024, so timing is a factor. BUDGET/STAFF IMPACT: This request will require the appropriation of $200,000 from general reserves. Regarding the budget rationale, Rogers spent approximately $100,000 on their plan in 2019, and our aspiratio naI/peer city of Charlotte, North Carolina contracted in 2022 for an extremely broad plan scope at $480,000. We have intentionally scoped our plan proposal to be slightly more intensive, community driven, and collaborative than Rogers, and less broad than Charlotte's. Attachments: Page 351 of ?928 CITY OF FAYETTEVILLE ARKANSAS MEETING OF OCTOBER 31, 2023 CITY COUNCIL MEMO 2023-1204 TO: Mayor Jordan and City Council THRU: Chris Brown, Public Works Director Susan Norton, Chief of Staff FROM: Matt Mihalevich, Active Transportation Manager DATE: October 18, 2023 SUBJECT: Approval of a contract with Crafton, Tull & Associates, Inc. for design of the Drake Street Connection Trail. RECOMMENDATION: Staff recommends approval of a contract in the amount of $204,275.00 with Crafton, Tull & Associates, Inc. per RFQ 23-01, selection #6 to provide professional services for the design of the Drake Street Trail Connection and approval of $25,000.00 in contingency and a budget adjustment. BACKGROUND: The Drake Street Trail Connection will use excess space in the 4-lane section of Drake Street to install a two- way protected trail from College Ave. west to the end where a trail will be constructed to extend to Gordon Long Park and connect to the Razorback Regional Greenway. The proposed trail will total 4,376 linear feet and connect the neighborhoods east of Scull Creek to Gordon Long Park and the Razorback Regional Greenway. The section of Drake Street from College Ave. to Quail Creek Dr. was constructed as a four -lane minor arterial roadway in the 1990's adjacent to The Links Apartments. This street has a dead end at the west end and there are no plans to extend Drake Street in the near future, so the existing right of way is available for a trail connection extending to Gordon Long Park. The street has a very low traffic volume because it is not a through street, but it encourages short bursts of high-speed travel due to the very wide street cross section and large turning radii. The concept for the project will reduce Drake Street from four vehicle lanes to two vehicle lanes and include a 9-foot-wide by 3,204 Linear foot long trail on existing pavement. The conversion of the northern most traffic lane to a trail will reduce the street cross section to 2 through lanes with either a continuous turn lane in the center or parallel parking on the south side. The final cross section is still to be determined based on public input. The trail users will be separated from vehicles by installing a 6-inch-tall by 2-foot-wide concrete median with reflective posts on top as needed to delineate the lanes. Intersections will have reflective crosswalk markings on the pavement and signage for motorists and trail users. The trail in the street will transition to a 10-foot-wide trail at the west terminus of Drake Street and extend through undeveloped right of way to Gordon Long Park. This concrete trail will be 1,272 feet long and will include an estimated 50-foot bridge spanning Scull Creek. Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 352 of 1928 The section of the Razorback Regional Greenway through Gordon Long Park currently sees an average of 600 users per day. The trail in this location closely follows Scull Creek and the topography east of the creek naturally restricts access to the neighborhoods on the east side of the trail. The City ran a model that identified all residences and businesses within '/2 mile of this project and found that there were 1,958 residential units, 266 businesses and 3,852 employees in this immediate area north, east and south of Drake Street. There are a significant number of potential trail and parkland users that are currently cut off from these amenities due to challenging topography and poor connectivity. This project will serve people of all demographics, including many who may not have access to a vehicle and depend on other modes of transportation. We expect this connection will become an important active transportation connection with the many employment destinations along College Ave., dense neighborhoods and apartments along Drake Street and the direct connection to the Razorback Regional Greenway. In June of 2023, a letter was sent to all property owners that are adjacent to the proposed trail and a survey was provided on speak up Fayetteville with 236 participants. 90% of the respondents expressed support for the project. Additional public input will be solicited as the design develops. In August of 2023, the City of Fayetteville was awarded $500,000 in federal -aid funds through the Northwest Arkansas Regional Planning Commission Transportation Alternatives Program for construction of the Drake Street Trail Connection. DISCUSSION: On September 11th, Crafton, Tull & Associates, Inc. was selected by committee based on RFQ 23-01, selection #6. Staff worked with Crafton, Tull & Associates, Inc. to prepare a detailed scope of work and contract for this project. They have provided a proposed scope and fee in the amount of $204,275.00 for the design of this project. Services to be provided include: Design services will include the design of approximately 1,092 linear feet of 10-foot-wide concrete trail and approximately 3,300 linear feet of protected bike lane and restriping of Drake Street. The work will include the design of a 12-foot-wide trail bridge over Scull Creek at Gordon Long Park. The design firm will provide detailed flood analyses to determine the most feasible location for the bridge within city -owned property. The bridge design should use the flood study to evaluate a variety of bridge types with a goal of minimizing the overall bridge length while providing no -rise to Scull Creek. The work will also include sizing of pipes and a culvert for the trail crossing a tributary to Scull Creek on the east side of Gordon Long Park. The design consultant will provide topographic and boundary surveys, pipe sizing, hydraulic studies including no -rise certification for the bridge over Scull Creek, corps of engineers permitting, trail and bridge design, bid ready construction plans and specifications, bidding services, construction engineering, and inspection services. BUDGET/STAFF IMPACT: The design for this project will be paid for with funds from the 2022 Trails Bond Funds. ATTACHMENTS: SRF (#3), BA (#4), 2023-1204 Drake Street Trail Conn Crafton Tull Packet (#5), CTA Proposal - Drake Street Trail Connection (#6) Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 353 of 1928 == City of Fayetteville, Arkansas y 113 West Mountain Street Fayetteville, AR 72701 (479)575-8323 - Legislation Text File #: 2023-1204 Approval of a contract with Crafton, Tull & Associates, Inc. for design of the Drake Street Connection Trail. A RESOLUTION TO APPROVE A PROFESSIONAL ENGINEERING SERVICES AGREEMENT WITH CRAFTON, TULL & ASSOCIATES, INC., PURSUANT TO RFQ 23-01 SELECTION #6, IN AN AMOUNT NOT TO EXCEED $204,275.00 FOR DESIGN SERVICES ASSOCIATED WITH THE DRAKE STREET TRAIL CONNECTION, AND TO APPROVE A PROJECT CONTINGENCY IN THE AMOUNT OF $25,000.00 BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby authorizes Mayor Jordan to sign a professional engineering services agreement with Crafton, Tull & Associates, Inc., pursuant to RFQ 23-01 Selection #6, in an amount not to exceed $204,275.00 for engineering design services associated with Drake Street Trail Connection, and further approves a project contingency in the amount of $25,000.00. Page 1 Page 354 of 1928 Matt Mihalevich Submitted By City of Fayetteville Staff Review Form 2023-1204 Item ID 11/7/2023 City Council Meeting Date - Agenda Item Only N/A for Non -Agenda Item 10/18/2023 ENGINEERING (621) Submitted Date Division / Department Action Recommendation: Staff recommends approval of a contract in the amount of $204,275.00 with Crafton, Tull & Associates, Inc. per RFQ 23-01, selection #6 to provide professional services for the design of the Drake Street Trail Connection, approval of $25,000.00 in project contingency, and approval of a budget adjustment. 4703.830.7300-5860.02 Account Number 46030.7300.1000 Project Number Budgeted Item? Yes Does item have a direct cost? Yes Is a Budget Adjustment attached? Yes Budget Impact: 4603 - Trails Project 2019 Bonds Fund Misc. Trail Improvements Drake Street Trail Connection Total Amended Budget Expenses (Actual+Encum) Available Budget Item Cost Budget Adjustment Remaining Budget Project Title $ 118,949.00 $ 93,948.28 25,000.72 $ 204,275.00 $ 229,275.00 50,000.72 V20221130 Purchase Order Number: Previous Ordinance or Resolution # Change Order Number: Original Contract Number: Comments: Approval Date: Page 355 of 1928 City of Fayetteville, Arkansas - Budget Adjustment (Agenda) Budget Year Division Adjustment Number /Org2 ENGINEERING (621) 2023 Requestor: Matt Mihalevich BUDGET ADJUSTMENT DESCRIPTION / JUSTIFICATION: Staff recommends approval of a contract in the amount of $204,275.00 with Crafton, Tull & Associates, Inc. per RFQ 23- 01, selection #6 to provide professional services for the design of the Drake Street Trail Connection and approval of $25,000.00 in project contingency. COUNCIL DATE: ITEM ID#: 11/7/2023 2023-1204 Holly Black 70/7S/2023 7:46 PM Budget Division TYPE: JOURNAL #: Date D - (City Council) RESOLUTION/ORDINANCE I GLDATE: CHKD/POSTED: TOTAL Account Number - - Increase / (Decrease) Expense Revenue Proiect.Sub# Project Sub.Detl AT v.202398 Account Name 4703.860.7300-5860.02 204,275 - 46030 7300.1000 EX Capital Prof Svcs - Engineering/Architects 4703.860.7300-5911.99 4703.860.7999-5899.00 25,000 - (229,275) - 46030 46030 7300.1000 EX 7999 EX Contingency -Capital Project Unallocated - Budget \\city\dfs\Divs\Engineering\Trails\Projects\Drake St. Cycletrack\Design Consultant Selection\City Council Contract\2023-1204 BA Drake Street Trail Conn Crafton Tull 1 of 1 Page 356 of 1928 On -Street Improvement Area Paved Trail Connection FIFE' 'k\.. T 1 I ' _ W..Ji. ter` err n=� - f RA!,1P A' fV�eµIGF{t �XPLONGVIEW ST 40. KENRAY ST > BERT— �.�!• "-wo ti T \ONTE PA INTER DR _. �,PN : ��(S, HAROLD ST rx wwrtX r�`,94` • O a .1,pf • • •" • ••• • • ••• °. RA• •S• O ,rG }Ir ■ •• 5• •�• 7*7 >f CVDNEE ST _ ¢ > ¢ • • Q - 1 .Q - - • • • •rW • • • - .a _ • • z BISHOP DR ¢ • • • iz Z t ••o••• �.. m • •G�� Lp Razorback Greenway p • z• • •¢ m • ' . • • • m :zi �O� •z• I=•••••yi••••N• A • •••• . : O •z - i D-• w REOBUD LN • • • •¢• • •�• MIMOSALN �+-+l.��� • • •N• • • i Zi •••• NN••••• • • • Rt • • • • • • •N• : • •••••• •••••••• �� �,_ ��'� •• �_ • •_ • _ • - _ _ N •• v . PRIVATE 511 w ..:�R y x •w• • • x d °c off as ' •N••w o=•ST • • m !r ~ ' • • • • • • N - • • w••w •• M 0.u., • ci • w � w W A=¢btANADAS•T•<i U` w • O O O • • •izii •� - _j PRINCE S" _. ..� VILLAGE LAKE DR •z p • i • �• _• f O CASSATT$L c'C S'Qeek Trail• �� •�• •o' ==G+ FIADRID ST • • • w • • •••• •• ••••y mq•• •� • • • WESTVIEW OR i REYNOLDS S7 S STRANGE DR o -- G UNBRIDGE DR p O J • y z0 m w > N • w • • • Ip0.A • a� w • • � • • _ w C • \% q • • Y • • • _ KNAPP ST WISE ST Q •<� w O ,1 2 • • �' • • `^ ry pz ! gB% LN �0 • • • • w > O TOWNSHIP 0.$T •pz • • ••• • a • p m O • 9! .�-- „I e pJP 2 i • J Z TOR y • •. O O S yy O O p y�\� a • • • FE . LN O �O LN m SUNNY HILL D a ^ r 3 5 m z m z • a _x p c k Valle T ° n y rail GARRETT DR z ¢ Y E v� O 0 0 x PRIVATE 2200 P ai e OB P L PRIVATE 2 t43 • Residential Unit (1.958 units) - - - Drake_Street_Trail Drake Street Trail Connection and Cycletrack 0 400 800 1,600 Business (266 Businesses) Trails (Multi -Use) �---------- � Feet 2,696Full-Time , _.Streams Proposed 2015 TAP Funding Project 1,156 Part -Time 1 inch = 800 feet 0 1C2 Mile Distance from Trail Document Path: G:%GIS21Projects120131Trails--Drake Street Trail ConnectionwapslDrake Street Trail Connection mxd Page 358 of 1928 c� w �. Gordon y�4 = —\ m z REDBUD LN- , ;a Long Park Ao� , log w o z Z W o MIMOSA LNF n Ez PRIVATE 2630 kCASSATT Sr +a F d v ~del Connector o , „., Drake Street Cycle Track EVERGREENLN AUGUST DR-UJ I NJ Y r3 ` LL it ADO,B A o 1 z GR@NAD4S GRANADA ST pj W s F o¢ Im VILLA i W _ R UJ Q ` �Y w MADRID ST716 r m •'i si ° _ �• a : i _ =#fit. Q SUNBRIDGE DR Aft w •f, TT� Ne S chool, Montessori TOWNSHIPST�F ' ��- i Legend Drake Street Trail Connection and Cycle Track � Proposed Drake Trail Connection - 0.22 Miles Proposed Drake Street Cycletrack - 0.62 Miles Proposed TAP Project Existing Trails Multi -Use N 0 1 OC200 400 600 800 1,000 Feet Page 359 of 1928 SELECTION COMMITTEE - VOTING RESULTS CITY OF F,A YETTEVIL E ARKANSAS Selection Description: RFQ 23-01, Selection #6 - Drake Street Trail Connection Selection Committee Date/Time: 09/11/2023 at 4:00 PM Firms are listed alphabetical order. 1 2 3 Grafton Tull Garver, LLC. Olsson Overall RANK 1st 2nd j 3rd ` } OVERALL RANK SUMMARY SCORING 1st ranked firm: i 2nd ranked firm: W SSon 3rd ranked firm: LAC. Tallied by: Amanda Beilfuss, sin A K ny Fitch, Purchasing Agent Date: /�/ � 3 Date: Page 360 of 1928 City of Fayetteville RFQ 23-01, Engineering & Architectural Services Date: 09/11/2023 at 4:00 PM Meeting ID 85412640913 Topic S/C Meeting: RFQ 23-01, Selections 6-8 Start Time 9/11/2023 3:55:32 PM End Time 9/11/2023 4:15:02 PM User Email abeilfuss@favetteville-ar.gov Duration (Minutes) 20 Participants 7 CITY OF FAYETTEVILLE ARKANS ARKANSAS Name (Original Name) User Email Total Duration (Minutes) Guest Amanda Beilfuss abeilfuss@fayetteville-ar.gov 20 No Lyssie Koscheski 17 Yes Mike Wiederkehr 17 Yes Matt Mihalevich mmihalevich@fayetteville-ar.gov 16 No cgranderson 7 Yes Chris Brown 13 Yes wabernathy 12 Yes Page 361 of 1928 CITY OF FAYETTEVILLE ARKANSAS Dear Drake Street Area Property Owner, City of Fayetteville is collecting public input on the future trail construction and street improvement for East Drake Street. East Drake Street runs .6 miles from College Ave to its terminus just west of Quail Creek Drive. The street has 4 continues 11.5 foot wide travel lanes. Drake Street will not be extended to the west to connect to Gregg Ave in the foreseeable future due to the need for a very costly bridge and location of Gordon Long Park. A paved trail connection is, however, included in the City's trails master plan which will provide a safe enjoyable connection for people walking, biking or using other mobility devices to directly access Gordon Long Park and the Razorback Greenway. 5 June 2023 SPEAK UP FAYETTEVILLE Please visit Speak Up Fayetteville at: speakup.fayetteville-ar.gov or scan this QR code to take the survey! Currently, there are no bike lanes on Drake Street. Sidewalks u 32 on the south side Drake St lack ADA compliant ramps and are significantly deteriorated in some sections. Sidewalk on the north side of the street are missing in large sections and are blocked by mailboxes. The current design and condition of Drake Street invites high speed driving and forces people walking, biking and using wheelchairs to travel in the roadway with no designated space or protection from motor vehicle traffic. The average daily traffic volumes are well under the recommended thresholds to warrant a 4-lane road. Accordingly, Drake St is identified as a candidate for a Road Diet in Fayetteville's Mobility Plan. The City of Fayetteville will be applying for grant funding for construction of the paved trail connection and the Road Diet reconfiguration of E. Drake. Concept designs being considered include protected bike and walking spaces, reductions in number of travel lanes, addition of turn lanes and on -street parking. Public input is extremely important in the grant application and the overall planning process for this project. Please take a moment to review some of the options and offer your feedback. For questions please contact the City of Fayetteville Engineering offices at: Email: engineering(a)-favetteville-ar.gov Phone: 479.575.8206 Mailing Address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteviIIe-ar.gov Page 362 of 1928 Project Report 08 August 2018 - 26 June 2023 Speak Up Fayetteville Drake Trail and Street Improvements Visitors Summary 150 100 50 1 Jun '23 _ Pageviews Visitors Highlights MAX VISITORS PER TOTAL VIS1 DAY 297 33 NEW REGISTRATI ONS 0 ENGAGED INFORMED AWARE VISITORS VISITORS VISITORS 97 1125 236 Aware Participants 236 Engaged Participants 97 Aware Actions Performed Participants Engaged Actions Performed Registered Unverified Anonymous Visited a Project or Tool Page 236 Informed Participants 125 Contributed on Forums Participated in Surveys 0 2 0 0 0 95 Informed Actions Performed Participants Contributed to Newsfeeds 0 0 0 Viewed a video 0 Participated in Quick Polls 0 0 0 Viewed a photo 0 Downloaded a document 0 Posted on Guestbooks 0 0 0 Visited the Key Dates page 0 Contributed to Stories 0 0 0 Visited an FAQ list Page 0 Asked Questions 0 0 0 Visited Instagram Page 0 Placed Pins on Places 0 0 0 Visited Multiple Project Pages 33 Contributed to Ideas 0 0 0 Contributed to a tool (engaged) 97 Page 363 of 1928 Speak Up Fayetteville : Summary Report for 08 August 2018 to 26 June 2023 ENGAGEMENT TOOLS SUMMARY 0 1 0 0 0 FORUM TOPICS SURVEYS NEWS FEEDS QUICK POLLS GUEST BOOKS 0 0 0 STORIES Q&AS PLACES Tool Type Engagement Tool Name Tool Status Visitors Contributors Registered Unverified Anonymous Survey Tool Drake Trail and Street Improvements Published 137 2 0 95 Page 2 of 12 Page 364 of 1928 Speak Up Fayetteville : Summary Report for08 August 2018 to 26 June 2023 ENGAGEMENT TOOL: SURVEY TOOL Drake Trail and Street Improvements Visitors ® Contributors CONTRIBUTIONS •: How often do you travel along East Drake Street? 19 ("A* 32 (33.3%) Question options Daily Weekly Monthly Less than monthly or not at all Optional question (96 response(s), 2 skipped) Question type: Radio Button Question 24 (25.0%) 21 (21.9%) Page 3 of 12 Page 365 of 1928 Speak Up Fayetteville : Summary Report for 08 August 2018 to 26 June 2023 How have you traveled along East Drake Street? Choose all that apply. 90 81 80 70 60 50 50 40 27 30 20 8 10 5 1 2 2 Question options 10 Drive Bicycle Walk Wheelchair E-Scooter or other mobility device Transit or Taxi N/A Other (please describe) Optional question (97 response(s), 1 skipped) Question type: Checkbox Question Page 4 of 12 Page 366 of 1928 Speak Up Fayetteville : Summary Report for 08 August 2018 to 26 June 2023 Do you live within 1/2 mile of East Drake Street? 61(64.21 Question options Yes No Not sure Optional question (95 response(s), 3 skipped) Question type: Radio Button Question Page 5 of 12 Page 367 of 1928 Speak Up Fayetteville : Summary Report for 08 August 2018 to 26 June 2023 Please select the level of support for each of the proposed additions: The trail connection from E. Drake to the Raz... The proposed protected bike and pedestrian la... The proposed on -street parallel parking The proposed center turn lane 25 Optional question (98 response(s), 0 skipped) Question type: Likert Question 50 75 100 125 Question options Highly unsupportive Somewhat unsupportive Neutral/Not sure Somewhat supportive Highly supportive Page 6 of 12 Page 368 of 1928 Speak Up Fayetteville : Summary Report for 08 August 2018 to 26 June 2023 Which of the following street cross sections would you prefer for Drake Street? (Click images to expand) all • OLR* 2 (2.IVy 52 (93^ Question options Other (please describe) Existing Conditions (no change) 10 Existing 4-lane cross section with shared lane symbols in outside lane 3-lane option with center turn lane and added protected bike/pedestrian space on south side 2-lane option with protected bike/pedestrian space on north side and parallel parking on south side Optional question (97 response(s), 1 skipped) Question type: Radio Button Question e (a.r* Page 7 of 12 Page 369 of 1928 Speak Up Fayetteville: Summary Report for08 August 2018 to 26 June 2023 GOM� 33 (35.1 %) What is your gender? 3 h^ Question options Non -binary Prefer not to say Female Male Optional question (94 response(s), 4 skipped) Question type: Radio Button Question 50 (53.2%) Page 8 of 12 Page 370 of 1928 Speak Up Fayetteville : Summary Report for08 August 2018 to 26 June 2023 What is your age? 4 (4.2%) 1 16 (16.7%) 12 (12.5%) 11 (11.5%) RIO 25 (26.0%) Question options 70 or greater 60-69 50-59 40-49 30-39 0 18-29 Optional question (96 response(s), 2 skipped) Question type: Radio Button Question 28 (29.2%) Page 9 of 12 Page 371 of 1928 Speak Up Fayetteville : Summary Report for08 August 2018 to 26 June 2023 What is your race/ethnicity? 4 p.l* Question options Other (please specify) Two or more races Optional question (93 response(s), 5 skipped) Question type: Radio Button Question White 3 (s^ 78 (83.r/.) Hispanic or Latino Black or African -American Page 10 of 12 Page 372 of 1928 Speak Up Fayetteville: Summary Report for08 August 2018 to 26 June 2023 What is your annual household income? 8 (9.1-i ""am VIA" Question options $200,000 or higher $155,000 to $199,999 $135,000 to $154,999 $115,000 to $134,999 $95,000 to $114,999 $75,000 to $94,999 $55,000 to $74,999 $35,000 to $54,999 $25,000 to $34,999 $11,880 to $24,999 Optional question (88 response(s), 10 skipped) Question type: Radio Button Question Page 11 of 12 Page 373 of 1928 Speak Up Fayetteville : Summary Report for08 August 2018 to 26 June 2023 Would you like to be contacted with future updates on this project? 61(62.9%) Question options No Yes Optional question (97 response(s), 1 skipped) Question type: Radio Button Question 38 (V.I* Page 12 of 12 Page 374 of 1928 AGREEMENT For PROFESSIONAL ENGINEERING SERVICES Between CITY OF FAYETTEVILLE, ARKANSAS And CRAFTON, TULL & ASSOCIATES, INC. THIS AGREEMENT is made as of , 2023, by and between City of Fayetteville, Arkansas, acting by and through its Mayor (hereinafter called CITY OF FAYETTEVILLE) and _Crafton, Tull & Associates, Inc. with offices located in — Arkansas (hereinafter called ENGINEER). CITY OF FAYETTEVILLE from time to time requires professional engineering services in connection with the evaluation, design, and/or construction supervision of the Drake Street Trail Connection (The "Project"). Therefore, CITY OF FAYETTEVILLE and ENGINEER in consideration of their mutual covenants agree as follows: ENGINEER shall serve as CITY OF FAYETTEVILLE's professional engineering consultant in those assignments to which this Agreement applies, and shall give consultation and advice to CITY OF FAYETTEVILLE during the performance of ENGINEER's services. All services shall be performed under the direction of a professional engineer registered in the State of Arkansas and qualified in the particular field. SECTION 1- AUTHORIZATION OF SERVICES 1.1 Services on any assignment shall be undertaken only upon written Authorization of CITY OF FAYETTEVILLE and agreement of ENGINEER. 1.2 Assignments may include services described hereafter as Basic Services or as Additional Services of ENGINEER. 1.3 Changes, modifications or amendments in scope, price or fees to this contract shall not be allowed without a formal contract amendment approved by the Mayor and the City Council in advance of the change in scope, costs, fees, or delivery schedule. SECTION 2 - BASIC SERVICES OF ENGINEER 2.1 Perform professional design services in connection with the Project as hereinafter stated, which shall include normal civil engineering and survey services. 2.1.1 The Scope of Services to be furnished by ENGINEER during the Project is included in Appendices A1, A2, & A3 attached hereto and made part of this Agreement. 2.1.2 ENGINEER shall coordinate their activities and services with the CITY OF FAYETTEVILLE. ENGINEER and CITY OF FAYETTEVILLE agree that ENGINEER has full responsibility for the engineering services. Drake Street Trail Connection A — 1 022403 Page 375 of 1928 SECTION 3 - RESPONSIBILITIES OF CITY OF FAYETTEVILLE 3.1 CITY OF FAYETTEVILE shall, within a reasonable time, so as not to delay the services of the ENGINEER: 3.1.1 Provide full information as to CITY OF FAYETTEVILLE's requirements for the Project. 3.1.2 Assist ENGINEER by placing at ENGINEER's disposal all available information pertinent to the assignment including previous reports and any other data relative thereto. 3.1.3 Guarantee access to and make all provisions for ENGINEER to enter upon public and private property as required for ENGINEER to perform his services under this Agreement. 3.1.4 Examine all studies, reports, sketches, cost opinions, Bid Documents, Drawings, proposals, and other documents presented by ENGINEER and render in writing decisions pertaining thereto. 3.1.5 The City Engineer is the CITY OF FAYETTEVILLE's project representative with respect to the services to be performed under this Agreement. The City Engineer shall have complete authority to transmit instructions, receive information, interpret and define CITY OF FAYETTEVILLE's policies and decisions with respect to materials, equipment, elements and systems to be used in the Project, and other matters pertinent to the services covered by this Agreement. 3.1.6 CITY OF FAYETTEVILLE and/or its representative will review all documents and provide written comments to ENGINEER in a timely manner. SECTION 4 - PERIOD OF SERVICE 4.1 This Agreement will become effective upon the first written notice by CITY OF FAYETTEVILLE authorizing services hereunder. 4.2 The provisions of this Agreement have been agreed to in anticipation of the orderly progress of the Project through completion of the services stated in the Agreement. ENGINEER will proceed with providing the authorized services immediately upon receipt of written authorization from CITY OF FAYETTEVILLE. Said authorization shall include the scope of the services authorized and the time in which the services are to be completed. The anticipated schedule for this project is included as Exhibit C. SECTION 5 - PAYMENTS TO ENGINEER 5.1 The CITY OF FAYETTEVILLE shall compensate the ENGINEER based on an hourly NTE basis described in Exhibit B. 5.1.1 The maximum not -to -exceed amount authorized for all Architectural and Civil design for as described in Exhibits Al, A2, & A3 of this Agreement is $198,775, not including reimbursable expenses. Compensation for reimbursable expenses is estimated to be $5,500. Payment for a specific phase shall not exceed the scheduled amount prior to completion of that phase. Underruns in one phase may be used to offset overruns in another phase as long as the contract amount is not exceeded. Drake Street Trail Connection A — 2 022403 Page 376 of 1928 5.2 Statements 5.2.1 Monthly statements for each calendar month shall be submitted to CITY OF FAYETTEVILLE or such parties as CITY OF FAYETTEVILLE may designate for professional services consistent with ENGINEER's normal billing schedule. Once established, the billing schedule shall be maintained throughout the duration of the Project. Applications for payment shall be made in accordance with a format to be developed by ENGINEER and approved by CITY OF FAYETTEVILLE. Applications for payment shall be accompanied each month by the updated project schedule as the basis for determining the value earned as the work is accomplished. Final payment for professional services shall be made upon CITY OF FAYETTEVILLE's approval and acceptance with the satisfactory completion of the Design phase for the Project. 5.3 Payments 5.3.1 All statements are payable upon receipt and due within thirty (30) days. If a portion of ENGINEER's statement is disputed by CITY OF FAYETTEVILLE, the undisputed portion shall be paid by CITY OF FAYETTEVILLE by the due date. CITY OF FAYETTEVILLE shall advise ENGINEER in writing of the basis for any disputed portion of any statement. CITY OF FAYETTEVILLE will make reasonable effort to pay invoices within 30 days of date the invoice is approved, however, payment within 30 days is not guaranteed. 5.4 Final Payment 5.4.1 Upon satisfactory completion of the work performed under this Agreement, as a condition before final payment under this Agreement, or as a termination settlement under this Agreement, ENGINEER shall execute and deliver to CITY OF FAYETTEVILLE a release of all claims against CITY OF FAYETTEVILLE arising under or by virtue of this Agreement, except claims which are specifically exempted by ENGINEER to be set forth therein. Unless otherwise provided in this Agreement or by State law or otherwise expressly agreed to by the parties to this Agreement, final payment under this Agreement or settlement upon termination of this Agreement shall not constitute a waiver of CITY OF FAYETTEVILLE's claims against ENGINEER or his sureties under this Agreement or applicable performance and payment bonds, if any. SECTION 6 - GENERAL CONSIDERATIONS 6.1 Insurance 6.1.1 During the course of performance of these services, ENGINEER will maintain (in United States Dollars) the following minimum insurance coverages: Drake Street Trail Connection A — 3 022403 Page 377 of 1928 Tyne of Coverage Workers' Compensation Employers' Liability Commercial General Liability Bodily Injury and Property Damage Automobile Liability: Bodily Injury and Property Damage Professional Liability Insurance Limits of Liability Statutory $500,000 Each Accident $1,000,000 Combined Single Limit $1,000,000 Combined Single Limit $1,000,000 Each Claim ENGINEER will provide to CITY OF FAYETTEVILLE certificates as evidence of the specified insurance within ten days of the date of this Agreement and upon each renewal of coverage. 6.1.2 CITY OF FAYETTEVILLE and ENGINEER waive all rights against each other and their officers, directors, agents, or employees for damage covered by property insurance during and after the completion of ENGINEER's services. 6.2 Professional Responsibility ENGINEER will exercise reasonable skill, care, and diligence in the performance of ENGINEER's services and will carry out its responsibilities in accordance with customarily accepted professional engineering practices. ENGINEER agrees not to seek or accept any compensation or reimbursements from the City of Fayetteville for engineering work it performs to correct any errors, omissions or other deficiencies caused by ENGINEER `s failure to meet customarily accepted professional engineering practices. CITY OF FAYETTEVILLE retains all other remedies to recover for its damages caused by any negligence of ENGINEER. 6.3 Cost Opinions and Projections Cost opinions and projections prepared by ENGINEER relating to construction costs and schedules, operation and maintenance costs, equipment characteristics and performance, and operating results are based on ENGINEER's experience, qualifications, and judgment as a design professional. Since ENGINEER has no control over weather, cost and availability of labor, material and equipment, labor productivity, construction Contractors' procedures and methods, unavoidable delays, construction Contractors' methods of determining prices, economic Drake Street Trail Connection A-4 022403 Page 378 of 1928 conditions, competitive bidding or market conditions, and other factors affecting such cost opinions or projections, ENGINEER does not guarantee that actual rates, costs, performance, schedules, and related items will not vary from cost opinions and projections prepared by ENGINEER. 6.4 Changes CITY OF FAYETTEVILLE shall have the right to make changes within the general scope of ENGINEER's services, with an appropriate change in compensation and schedule only after Fayetteville City Council approval of such proposed changes and, upon execution of a mutually acceptable amendment or change order signed by the Mayor of the CITY OF FAYETTEVILLE and the duly authorized officer of ENGINEER. 6.5 Termination 6.5.1 This Agreement may be terminated in whole or in part in writing by either party in the event of substantial failure by the other parry to fulfill its obligations under this Agreement through no fault of the terminating party, provided that no termination may be effected unless the other party is given: 6.5.1.1 Not less than ten (10) calendar days written notice (delivered by certified mail, return receipt requested) of intent to terminate, 6.5.1.2 An opportunity for consultation with the terminating party prior to termination. 6.5.2 This Agreement may be terminated in whole or in part in writing by CITY OF FAYETTEVILLE for its convenience, provided that ENGINEER is given: 6.5.2.1 Not less than ten (10) calendar days written notice (delivered by certified mail, return receipt requested) of intent to terminate, 6.5.2.2 An opportunity for consultation with the terminating party prior to termination. 6.5.3 If termination for default is effected by CITY OF FAYETTEVILLE, an equitable adjustment in the price provided for in this Agreement shall be made, but 6.5.3.1 No amount shall be allowed for anticipated profit on unperformed services or other work, 6.5.3.2 Any payment due to ENGINEER at the time of termination may be adjusted to cover any additional costs to CITY OF FAYETTEVILLE because of ENGINEER's default. 6.5.4 If termination for default is effected by ENGINEER, or if termination for convenience is effected by CITY OF FAYETTEVILLE, the equitable adjustment shall include a reasonable profit for services or other work performed. The equitable adjustment for any termination shall provide for payment to ENGINEER for services rendered and expenses incurred prior to the termination, in addition to termination settlement costs reasonably incurred by ENGINEER relating to commitments which had become firm prior to the termination. Drake Street Trail Connection A — 5 022403 Page 379 of 1928 6.5.5 Upon receipt of a termination action under Paragraphs 7.5.1 or 7.5.2 above, ENGINEER shall: 6.5.5.1 Promptly discontinue all affected work (unless the notice directs otherwise), 6.5.5.2 Deliver or otherwise make available to CITY OF FAYETTEVILLE all data, drawings, specifications, reports, estimates, summaries and such other information and materials as may have been accumulated by ENGINEER in performing this Agreement, whether completed or in process. 6.5.6 Upon termination under Paragraphs 7.5.1 or 7.5.2 above CITY OF FAYETTEVILLE may take over the work and may award another party an agreement to complete the work under this Agreement. 6.5.7 If, after termination for failure of ENGINEER to fulfill contractual obligations, it is determined that ENGINEER had not failed to fulfill contractual obligations, the termination shall be deemed to have been for the convenience of CITY OF FAYETTEVILLE. In such event, adjustments of the agreement price shall be made as provided in Paragraph 7.5.4 of this clause. 6.6 Delays In the event the services of ENGINEER are suspended or delayed by CITY OF FAYETTEVILLE or by other events beyond ENGINEER's reasonable control, ENGINEER shall be entitled to additional compensation and time for reasonable costs incurred by ENGINEER in temporarily closing down or delaying the Project. 6.7 Rights and Benefits ENGINEER's services will be performed solely for the benefit of CITY OF FAYETTEVILLE and not for the benefit of any other persons or entities. 6.8 Dispute Resolution 6.8.1 Scope of Paragraph: The procedures of this Paragraph shall apply to any and all disputes between CITY OF FAYETTEVILLE and ENGINEER which arise from, or in any way are related to, this Agreement, including, but not limited to the interpretation of this Agreement, the enforcement of its terms, any acts, errors, or omissions of CITY OF FAYETTEVILLE or ENGINEER in the performance of this Agreement, and disputes concerning payment. 6.8.2 Exhaustion of Remedies Required: No action may be filed unless the parties first negotiate. If timely Notice is given under Paragraph 7.8.3, but an action is initiated prior to exhaustion of these procedures, such action shall be stayed, upon application by either party to a court of proper jurisdiction, until the procedures in Paragraphs 7.8.3 and 7.8.4 have been complied with. 6.8.3 Notice of Dispute 6.8.3.1 For disputes arising prior to the making of final payment promptly after the occurrence of any incident, action, or failure to act upon which a claim is based, the party seeking relief shall serve the other party with a written Notice; Drake Street Trail Connection A — 6 022403 Page 380 of 1928 6.8.3.2 For disputes arising within one year after the making of final payment, CITY OF FAYETTEVILLE shall give ENGINEER written Notice at the address listed in Paragraph 7.14 within thirty (30) days after occurrence of any incident, accident, or first observance of defect or damage. In both instances, the Notice shall specify the nature and amount of relief sought, the reason relief should be granted, and the appropriate portions of this Agreement that authorize the relief requested. 6.8.4 Negotiation: Within seven days of receipt of the Notice, the Project Managers for CITY OF FAYETTEVILLE and ENGINEER shall confer in an effort to resolve the dispute. If the dispute cannot be resolved at that level, then, upon written request of either side, the matter shall be referred to the President of ENGINEER and the Mayor of CITY OF FAYETTEVILLE or his designee. These officers shall meet at the Project Site or such other location as is agreed upon within 30 days of the written request to resolve the dispute. 6.9 CITY OF FAYETTEVILLE represents that it has sufficient funds or the means of obtaining funds to remit payment to ENGINEER for services rendered by ENGINEER. 6.10 Publications Recognizing the importance of professional development on the part of ENGINEER's employees and the importance of ENGINEER's public relations, ENGINEER may prepare publications, such as technical papers, articles for periodicals, and press releases, pertaining to ENGINEER's services for the Project. Such publications will be provided to CITY OF FAYETTEVILLE in draft form for CITY OF FAYETTEVILLE's advance review. CITY OF FAYETTEVILLE shall review such drafts promptly and provide CITY OF FAYETTEVILLE's comments to ENGINEER. CITY OF FAYETTEVILLE may require deletion of proprietary data or confidential information from such publications, but otherwise CITY OF FAYETTEVILLE will not unreasonably withhold approval. The cost of ENGINEER's activities pertaining to any such publication shall be for ENGINEER's account. 6.11 Indemnification CITY OF FAYETTEVILLE agrees that it will require all construction Contractors to indemnify, defend, and hold harmless CITY OF FAYETTEVILLE and ENGINEER from and against any and all loss where loss is caused or incurred or alleged to be caused or incurred in whole or in part as a result of the negligence or other actionable fault of the Contractors, or their employees, agents, Subcontractors, and Suppliers. 6.12 Ownership of Documents 6.12.1 All documents provided by CITY OF FAYETTEVILLE including original drawings, disks of CADD drawings and cross sections, estimates, specification field notes, and data are and remain the property of CITY OF FAYETTEVILLE. ENGINEER may retain reproduced copies of drawings and copies of other documents. 6.12.2 Engineering documents, computer models, drawings, specifications and other hard copy or electronic media prepared by ENGINEER as part of the Services shall become the property of CITY OF FAYETTEVILLE when ENGINEER has been compensated for all Services rendered, provided, however, that ENGINEER shall have the unrestricted right to their use. ENGINEER shall, however, retain its rights in its standard drawings details, specifications, databases, computer software, and other proprietary property. Rights to intellectual property Drake Street Trail Connection A — 7 022403 Page 381 of 1928 developed, utilized, or modified in the performance of the Services shall remain the property of ENGINEER 6.12.3 Any files delivered in electronic medium may not work on systems and software different than those with which they were originally produced. ENGINEER makes no warranty as to the compatibility of these files with any other system or software. Because of the potential degradation of electronic medium over time, in the event of a conflict between the sealed original drawings/hard copies and the electronic files, the sealed drawings/hard copies will govern. 6.13 Notices Any Notice required under this Agreement will be in writing, addressed to the appropriate party at the following addresses: CITY OF FAYETTEVILLE's address: 113 West Mountain Street Fayetteville, Arkansas 72701 ENGINEER's address: 300 North College, Suite 317 Fayetteville, Arkansas 72701 6.14 Successor and Assigns CITY OF FAYETTEVILLE and ENGINEER each binds himself and his successors, executors, administrators, and assigns to the other party of this Agreement and to the successors, executors, administrators, and assigns of such other party, in respect to all covenants of this Agreement; except as above, neither CITY OF FAYETTEVILLE nor ENGINEER shall assign, sublet, or transfer his interest in the Agreement without the written consent of the other. 6.15 Controlling Law This Agreement shall be subject to, interpreted and enforced according to the laws of the State of Arkansas without regard to any conflicts of law provisions. 6.16 Entire Agreement This Agreement represents the entire Agreement between ENGINEER and CITY OF FAYETTEVILLE relative to the Scope of Services herein. Since terms contained in purchase orders do not generally apply to professional services, in the event CITY OF FAYETTEVILLE issues to ENGINEER a purchase order, no preprinted terms thereon shall become a part of this Agreement. Said purchase order document, whether or not signed by ENGINEER, shall be considered as a document for CITY OF FAYETTEVILLE's internal management of its operations. Drake Street Trail Connection A — 8 022403 Page 382 of 1928 SECTION 7 - SPECIAL CONDITIONS 7.1 Additional Responsibilities of ENGINEER: 7.1.1 CITY OF FAYETTEVILLE's review, approval, or acceptance of design drawings, specifications, reports and other services furnished hereunder shall not in any way relieve ENGINEER of responsibility for the technical adequacy of the work. Neither CITY OF FAYETTEVILLE's review, approval or acceptance of, nor payment for any of the services shall be construed as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement. 7.1.2 ENGINEER shall be and shall remain liable, in accordance with applicable law, for all damages to CITY OF FAYETTEVILLE caused by ENGINEER's negligent performance of any of the services furnished under this Agreement except for errors, omissions or other deficiencies to the extent attributable to CITY OF FAYETTEVILLE or CITY OF FAYETTEVILLE-furnished data. 7.1.3 ENGINEER's obligations under this clause are in addition to ENGINEER's other express or implied assurances under this Agreement or State law and in no way diminish any other rights that CITY OF FAYETTEVILLE may have against ENGINEER for faulty materials, equipment, or work. 7.2 Remedies Except as may be otherwise provided in this Agreement, all claims, counter -claims, disputes and other matters in question between CITY OF FAYETTEVILLE and ENGINEER arising out of or relating to this Agreement or the breach thereof will be decided in a court of competent jurisdiction within Arkansas. 7.3 Audit: Access to Records 7.3.1 ENGINEER shall maintain books, records, documents and other evidence directly pertinent to performance on work under this Agreement in accordance with generally accepted accounting principles and practices consistently applied in effect on the date of execution of this Agreement. ENGINEER shall also maintain the financial information and data used by ENGINEER in the preparation of support of the cost submission required for any negotiated agreement or change order and send to CITY OF FAYETTEVILLE a copy of the cost summary submitted. The United States Environmental Protection Agency, the Comptroller General of the United States, the United States Department of Labor, CITY OF FAYETTEVILLE, the State or any of their authorized representatives shall have access to all such books, records, documents and other evidence for the purpose of inspection, audit and copying during normal business hours. ENGINEER will provide proper facilities for such access and inspection. 7.3.2 Records under Paragraph 8.3.1 above, shall be maintained and made available during performance on assisted work under this Agreement and until three years from the date of final payment for the project. In addition, those records which relate to any controversy arising out of such performance, or to costs or items to which an audit exception has been taken, shall be maintained and made available until three years after the date of resolution of such appeal, litigation, claim or exception. Drake Street Trail Connection A — 9 022403 Page 383 of 1928 7.3.3 This right of access clause (with respect to financial records) applies to: 7.3.3.1 Negotiated prime agreements: 7.3.3.2 Negotiated change orders or agreement amendments in excess of $10,000 affecting the price of any formally advertised, competitively awarded, fixed price agreement: 7.3.3.3 Agreements or purchase orders under any agreement other than a formally advertised, competitively awarded, fixed price agreement. However, this right of access does not apply to a prime agreement, lower tier subagreement or purchase order awarded after effective price competition, except: 7.3.3.3.1 With respect to record pertaining directly to subagreement performance, excluding any financial records of ENGINEER; 7.3.3.3.2 If there is any indication that fraud, gross abuse or corrupt practices may be involved; 7.3.3.3.3 If the subagreement is terminated for default or for convenience. 7.4 Covenant Against Contingent Fees ENGINEER warrants that no person or selling agency has been employed or retained to solicit or secure this Agreement upon an agreement of understanding for a commission, percentage, brokerage or continent fee, excepting bona fide employees or bona fide established commercial or selling agencies maintained by ENGINEER for the purpose of securing business. For breach or violation of this warranty, CITY OF FAYETTEVILLE shall have the right to annul this Agreement without liability or at its discretion, to deduct from the contract price or consideration, or otherwise recover, the full amount of such commission, percentage, brokerage, or contingent fee. 7.5 Gratuities 7.5.1 If CITY OF FAYETTEVILLE finds after a notice and hearing that ENGINEER or any of ENGINEER's agents or representatives, offered or gave gratuities (in the form of entertainment, gifts or otherwise) to any official, employee or agent of CITY OF FAYETTEVILLE, the State or EPA in an attempt to secure an agreement or favorable treatment in awarding, amending or making any determinations related to the performance of this Agreement, CITY OF FAYETTEVILLE may, by written notice to ENGINEER terminate this Agreement. CITY OF FAYETTEVILLE may also pursue other rights and remedies that the law or this Agreement provides. However, the existence of the facts on which CITY OF FAYETTEVILLE bases such finding shall be in issue and may be reviewed in proceedings under the Remedies clause of this Agreement. 7.5.2 In the event this Agreement is terminated as provided in Paragraph 8.5.1, CITY OF FAYETTEVILLE may pursue the same remedies against ENGINEER as it could pursue in the event of a breach of the Agreement by ENGINEER As a penalty, in addition to any other damages to which it may be entitled by law, CITY OF FAYETTEVILLE may pursue exemplary damages in an amount (as determined by CITY OF FAYETTEVILLE) which shall be not less than three nor more than ten times the costs ENGINEER incurs in providing any such gratuities to any such officer or employee. Drake Street Trail Connection A— 10 022403 Page 384 of 1928 7.6 Arkansas Freedom of Information Act City contracts and documents, including internal documents and documents of subcontractors and sub -consultants, prepared while performing City contractual work are subject to the Arkansas Freedom of Information Act (FOIA). If a Freedom of Information Act request is presented to the CITY OF FAYETTEVILLE, ENGINEER will do everything possible to provide the documents in a prompt and timely manner as prescribed in the Arkansas Freedom of Information Act (A.C.A. §25-19-101 et seq.). Only legally authorized photocopying costs pursuant to the FOIA may be assessed for this compliance. IN WITNESS WHEREOF, CITY OF FAYETTEVILLE, ARKANSAS by and through its Mayor, and ENGINEER, by its authorized officer have made and executed this Agreement as of the day and year first above written. CITY OF FAYETTEVILLE, ARKANSAS ENGINEER an Lioneld Jordan, Mayor ATTEST: 0 City Clerk R � ��M6 PA William Burnett, PE, Vice President END OF AGREEMENT FOR PROFESSIONAL ENGINEERING SERVICES Drake Street Trail Connection A — 11 022403 Page 385 of 1928 a Eil Crafton Tull ® architecture I engineering I surveying Exhibit "Al" Scope of Basic Services For: Project: Topographic Design Survey along Drake Street establishing RW along proposed trail tying into Gordon Long Park Client: Cit of Fa etteville Location of Project: Drake Street, Fayetteville, Arkansas Discipline: Surveying Discipline Manager: Ron Swift Project Manager: Luke Jost, PE Proposal Date: October 2023 Billing Type: Hourly with a Maximum/Reimbursable Expenses Fee: Topographic Design Survey: Reimbursable Expenses (estimated): Total: $25,000 $3,500 $28,500 Description of the Construction Project: Topographic Design Survey along Drake Street & establishing RW along existing street/proposed trail route tying into Gordon Long Park, being 1,300 +/- L.F., as shown on Exhibit "C". The Service to be Provided by the Surveyor are as Outlined Below: Topographic Design Survey: • A title company will be employed to provide a title search of the property to be surveyed. The title search will include record plats (including adjoining plats), deeds (including adjoining deeds) and easement documents. The title company fee will be a reimbursable expense to the client. • A representative from our survey department will mark the site, and we will submit a request to the local utility 1-Call System to mark all underground utilities within the proposed project site. • Our survey crew will set at least two survey control monuments adjacent to the site that will be tied to the city state plane coordinates and elevation datum to which all survey data for this project will be referenced. • We will provide a topographic survey of the project survey site as shown on attached Exhibit "C". Sufficient ground elevation shots will be taken for the creation of 1'-contours across the survey site, which will include some areas beyond the boundary lines, where accessible. • We will locate all visible utility lines and those as marked by the utility 1-Call System. All flow lines of drainage inlets and pipes will be measured, and the invert elevation of sanitary sewer manholes will be recorded. All pipe sizes will be measured and shown on the topographic survey. • Our field crew will locate trees 6" or bigger. • We will locate fences, driveways and buildings. • We will locate any property corners that are available for the property. • We will prepare an AutoCAD base survey drawing of the topographic design survey of the site, which will be used for engineering design purposes. This base survey drawing will include property boundary lines and any easement lines discovered by the examination of the title search for the property or any other provided document. www.craftontull.com Page 386 of 1928 a Eil Crafton Tull ® architecture I engineering I surveying Scope of Basic Services does NOT Include the Following: • Preparation of a final subdivision plat, tract or lot split plats, tract or lot combination plats, or similar type plats as may be required by the governing agency for approval of this project. • Surveys and plats of the property for financing, sales, or other purposes such as an ALTA or as -built survey. • Surveys of offsite utility, street or drainage improvements not within the survey site. • Surveys for environmental studies, including wetland delineation. • Surveys for flood data or studies for Corps of Engineer, FEMA or other special government agency permitting. • Surveys for location of geotechnical soil borings or pits. • Surveying related to construction services or construction staking. • Phase 1 Environmental Site Assessment • Cultural Resources Survey • Threatened & Endangered Species Habitat Assessment • A separate tree location or landscape plat. Note: Services listed can be provided for additional fee. Client Shall Provide: • Any existing boundary and topographic survey plats of the property that are in their possession. • Disclosure of known boundary disputes, possible encroachments, and gaps or overlaps with adjoining properties. • Disclosure of known buried tanks or environmental concerns within the proposed improvement site area that will be required to be shown on the survey. • Access for our survey crew personnel to enter the property to conduct the surveys. This is the scope of services for the Project. Should there be additions to this scope of services, those services shall be compensated for additional fee. www.craftontull.com Page 387 of 1928 a Eil Crafton Tu I I ® architecture I engineering I surveying Exhibit "AT' Civil Scope of Basic Services for: Project: Drake Street Trail Connection Client: City of Fayetteville Location of Project: Drake Street, Fayetteville, Arkansas Discipline: Civil Engineering Discipline Manager: Luke Jost, P.E. Project Manager: Luke Jost, P.E. Proposal Date: October 2023 Billing Type: Hourly with a Maximum/Reimbursable Expenses Fee/Estimate: Civil Design $84,595 Construction Administration $34,780 Geotechnical Subconsultant (Terracon) $25,200 Reimbursable Expenses (Estimated) $1,500 TOTAL: $146,075 Description of the Construction Project: Design of approximately 1,092 linear feet of 10-foot-wide concrete trail and approximately 3,300 linear feet of protected bike lane and restriping of Drake Street. Project includes 12-foot-wide trail bridge over Scull Creek & accompanying hydraulic study. Proiect scope: Design of approximately 1,092 linear feet of 10-foot-wide concrete trail and approximately 3,300 linear feet of protected bike lane and restriping of Drake Street. The work will include the design of a 12-foot-wide trail bridge over Scull Creek at Gordon Long Park. The design firm will provide detailed flood analyses to determine the most feasible location for the bridge within City owned property. The bridge design should use the flood study to evaluate a variety of bridge types to with a goal of minimizing the overall bridge length while providing no -rise to Scull Creek. The City anticipates using a 3-sided box culvert for the bridge over Scull Creek; therefore, the scope and fee estimate have been provided for that type of structure. If the hydraulic study determines a span bridge is required, additional fee will be required for the design. The work will also include sizing of pipes and a culvert for the trail crossing a tributary to Scull Creek on the east side of Gordon Long Park. The proposed project will provide any required surveys, pipe sizing, hydraulic studies including no -rise certification for the bridge over Scull Creek, corps of engineers permitting (if work is necessary in their jurisdiction), trail and bridge design, bid ready construction plans and specifications, bidding services, construction engineering, and inspection services. Detailed services to be provided by the Engineer: Preliminary Design Phase (30%): • Prepare Preliminary Plans (Title, Typical Section, Plan & Profile Sheets, Cross Sections) • Meet with City and stakeholders to finalize route • Utility coordination • Prepare a preliminary cost estimate • Submit plans to owner for review 60% Design Phase: • Finalize trail geometrics based on 30% review comments Page 388 of 1928 • Design of drainage structures as required • Hydraulic analysis of Skull Creek & Tributary w/ Drainage Crossings • Utility coordination • Drawing Set to include: o Cover sheet o Plan & profile sheets o Bridge Plans o Signing & Striping plans o Typical Section o Cross sections o Standard Details • Update construction cost estimate • Submit plans to owner for review • Meet with City and stakeholders to finalize route 90% Design Phase: • Revise plans based on comments to the 60% design submittal • Pre -final design of trail and drainage improvements • Final Hydraulic analysis of Skull Creek & Tributary w/ Drainage Crossings • Prepare the following construction drawings: o Cover Sheet o Plan & profile sheets o Typical section sheets o Cross sections o Erosion control plans o Bridge plans o Signing & striping plans o Notes and Standard & Special Details • Update construction cost estimate • Submit plans to owner for review Final Design Phase • Finalize plans based on comments to the 90% design submittal • Finalize design of trail and drainage improvements • Hydraulic analysis and no -rise certificate • Prepare storm water pollution prevention plan (SWPPP) • Submit final plans to City for review and approval • Submit permit applications to ADEQ and USACE (if required) • Update construction cost estimate Specifications, Bidding and Contract Negotiation Phase • Recommend Contractor to Owner • Prepare project specifications • Bid documents prepared and issued to bidders • Answer bidder's questions and issue addenda • Receive bids and tabulate results Construction Administration Phase (assume 180 days): • Answer City staff questions • Construction Observation • Final inspection & project close-out Geotechnical (provided by subcontractor - Terracon) • Assumes 1 boring at bridge area to a depth of 15' www.craftontull.com Page 389 of 1928 END SCOPE OF SERVICES THIS CONTRACT This is the scope of services for the Project. Should there be additions to this scope of services, those services shall be compensated for additional fee. Items Provided by City: Site access Construction materials testing Acquisition of Right of Way and Easements Additional Items that can be provided by CTA under amendment or separate contract: • Construction Phase Materials Testing • ROW/Easement Acquisition Documents • ROW/Easement Acquisition Services • Retaining wall design • FEMA applications/Coordination including CLOMR/LOMR process www.craftontull.com Page 390 of 1928 Crafton Tull ® architecture I engineering I surveying Exhibit "AT' Scope of Environmental Services For: Project: Drake Street Trail Connection Client: City of Fayetteville Location of Project: Fayetteville, AR (Washington Count Discipline: Environmental Discipline Manager: Stuart Gower -Jackson Project Manager: Luke Jost, PE Proposal Date: October 12, 2023 Billing Type: Hourly NTE + Reimbursables Estimate: $29,200 (Hourly NTE) $500 Estimated Reimbursables Description of the Construction Project: Construction of a concrete trail, protected bike lane, bridge, and associated permitting The services to be provided by the Engineer: • Waters of the U.S. Delineation and Report • U.S. Army Corps of Engineers Jurisdictional Determination Request and Coordination • U.S. Army Corps of Engineers Nationwide Permit Application and Coordination • Threatened and Endangered Species Desktop Review • ADEQ Short -Term Activity Authorization (STAA) Permit Application and Coordination • Prepare and submit to ARDOT a Tier 3 Categorical Exclusion document that meets FHWA standards • Consultation and design of in -stream structures for energy dissipation downstream of lake • Organize a Public Involvement meeting for the proposed project, if required • Subcontract the completion of a Phase I Cultural Resources Survey to a qualified sub -consultant, if study is required Scope of Basic Services does NOT Include the Following: • Tree Survey, Tree Inventory Report, and/or Tree Preservation Plan • Phase 1 Environmental Site Assessment • Biological and/or Habitat Assessments/Field Surveys • U.S. Army Corps of Engineers Standard Permit Application and/or Coordination • Geotechnical Investigation • Construction oversight and due diligence • Wetland and/or Stream Compensatory Mitigation Fees or Services Note: Services listed can be provided for additional fee. Items to be provided by Owner: • Site access This is the scope of services for the Project. Should there be additions to this scope of services, those services shall be compensated for additional fee. www.craftontull.com Page 391 of 1928 Ca1 Grafton Tull architecture I engineering I surveying Exhibit "B" Standard Hourly Rate Schedule Effective January 1, 2023 Hourly Category Rate CIVIL ENGINEERING ENGINEERING PRINCIPAL ............................. $ 230 SR. ENGINEERING MANAGER ........................ $ 210 ENGINEERING MANAGER .............................. $ 175 SR. PROJECT ENGINEER .............................. $ 155 PROJECT ENGINEER .................................... $ 135 ENGINEER INTERN III .................................... $ 130 ENGINEER INTERN II ..................................... $ 120 ENGINEER INTERN I ..................................... $ 110 SR. ENGINEERING DESIGNER ....................... $ 155 ENGINEERING DESIGNER III .......................... $ 120 ENGINEERING DESIGNER II ........................... $ 100 ENGINEERING DESIGNER I ............................ $ 90 ENGINEERING CAD TECHNICIAN III ................ $ 85 ENGINEERING CAD TECHNICIAN II ................. $ 75 ENGINEERING CAD TECHNICIAN I .................. $ 65 ENVIRONMENTAL ENVIRONMENTAL MANAGER ......................... $ 195 SR. ENVIRONMENTAL SCIENTIST ................... $ 145 PROJECT ENVIRONMENTAL SCIENTIST ......... $ 120 ENVIRONMENTAL SCIENTIST II ...................... $ 100 ENVIRONMENTAL SCIENTIST I ....................... $ 80 INSPECTION SR. INSPECTOR ........................................... 110 INSPECTOR II ............................................... $ 95 INSPECTOR I ............................................... $ 70 LANDSCAPE ARCHITECTURE LANDSCAPE ARCHITECTURE MANAGER ........ $ 155 SR. LANDSCAPE ARCHITECT ......................... $ 135 PROJECT LANDSCAPE ARCHITECT ................ $ 110 LANDSCAPE ARCHITECT INTERN II ................ $ 90 LANDSCAPE ARCHITECT INTERN I ................. $ 75 LANDSCAPE ARCHITECTURE DESIGNER ........ $ 80 ADMINISTRATIVE ADMINISTRATIVE PRINCIPAL ......................... $ 200 ADMINISTRATIVE MANAGER ......................... $ 155 ADMINISTRATIVE IV ...................................... $ 100 ADMINISTRATIVE III ...................................... $ 80 ADMINISTRATIVE II ....................................... $ 60 ADMINISTRATIVE I ........................................ $ 45 Hourly Category Rate PLANNING MANAGER ................................... $ 200 SR. PLANNER ............................................... $ 180 PROJECT PLANNER ...................................... $ 130 PLANNER II .................................................. $ 105 PLANNER I ................................................... $ 90 SURVEYING SURVEYING PRINCIPAL ................................ $ 210 SR. SURVEYING MANAGER ........................... $ 180 SURVEYING MANAGER ................................ $ 170 SR. PROJECT SURVEYOR ............................. $ 150 PROJECT SURVEYOR ................................... $ 130 SURVEYOR INTERN II ................................... $ 120 SURVEYOR INTERN I .................................... $ 100 SURVEY COORDINATOR ............................... $ 100 CREW CHIEF II ............................................. $ 95 CREW CHIEF I .............................................. $ 85 FIELD SURVEYOR III ..................................... $ 70 FIELD SURVEYOR II ...................................... $ 60 FIELD SURVEYOR I ....................................... $ 55 SURVEY CAD TECHNICIAN III ......................... $ 95 SURVEY CAD TECHNICIAN II .......................... $ 75 SURVEY CAD TECHNICIAN I .......................... UAV SERVICES $ 65 UAV TEAM LEAD ........................................... $ 115 UAV PILOT ................................................... $ 75 GEOGRAPHIC•- • GIS MANAGER .............................................. $ 125 GIS ANALYST ............................................... $ 100 GIS TECHNICIAN II ........................................ $ 80 GIS TECHNICIAN I ......................................... $ 55 REIMBURSABLE EXPENSES GIPS Equipment .......................................... 35/Hour Robotic Survey Equipment...........................$20/Hour LiDAR Scanning Equipment ........................$35/Hour UAV............ ........................................ $1000/Unit Job Related Mileage....................................$0.64/Mile Per Diem for Out of Town Crews..... Per GSA Allowable Airfare and other travel related expenses .......... At Cost Black and white 8.5"xl1" Copies .............. $0.15/sheet Color 8.5"xl 1" Copies ............................ $1.50/sheet Photo Paper Color Plan Sheet Copies ...... $0.75/sq. ft. Reproducible Plan Copies (Vellum) ........... $1.50/sq. ft Reproducible Plan Copies (Bond) ............. $0.35/sq. ft. All rates are subject to change without notice. Page 392 of 1928 Crafton Tu II ® architecture I engineering I surveying Exhibit "C" Anticipated Design Schedule • Notice to Proceed: November 2023 • Survey: January 2024 (8 weeks) • 30% Plans: February 2024 (4 weeks) o City Review (2 weeks) • 60% Plans: April 2024 (4 weeks) o City Review: 2 weeks • 90% Plans & Draft Contract docs: June 2024 (4 weeks) o City Review: 2 weeks • Bid Plans & Specifications: August 2024 (4 weeks) Page 393 of 1928 CITY OF FAYETTEVILLE ARKANSAS MEETING OF OCTOBER 31, 2023 CITY COUNCIL MEMO 2023-1206 TO: Mayor Jordan and City Council THRU: Susan Norton, Chief of Staff FROM: Keith Macedo, IT Director DATE: October 16, 2023 SUBJECT: Resolution to approve OMNIA Partners contract 23-6692-02 to purchase Technology Product Solutions and Related Services through CDWG RECOMMENDATION: Staff recommends approval of a resolution to authorize the purchase of Technology Product Solutions and Related Services, on an as -needed basis, from CDWG utilizing OMNIA Partners cooperative contract 23-6692- 02 through April 30, 2026, and any future renewal periods. BACKGROUND: Technology Product Solutions and Related Services were bid through the OMNIA Partners national cooperative purchasing program (U.S. Communities, National IPA, & NCPA are wholly owned subsidiaries of OMNIA Partners). Every OMNIA Partners contract is the result of a formal competitive solicitation conducted by trained, professional procurement officials. CDWG was awarded OMNIA Partners contract 23-6692-02 on May 1, 2023, to provide Technology Product Solutions and Related Services via RFP 23-6692. The city currently purchases a large percentage of software, PC's, laptops, monitors, network storage, and various technology equipment to support citywide operations currently from CDWG, on as needed basis. DISCUSSION: Purchasing technology products and related Services from CDWG, through the OMNIA Partners contract, gives the City an opportunity to obtain competitive pricing which is based off a high -volume discount. If the City were to bid such products and services itself, it would not benefit from the shared purchasing power that the OMNIA Partners cooperative contract provides. The city has utilized CDWG for various technology purchases for over 10 years and has been pleased with their support, ability to deliver products quickly, and price. BUDGET/STAFF IMPACT: Approving OMNIA Partners Contract 23-6692-02 will allow the city to purchase technology product solutions and related services, from CDWG on an as needed basis. Technology items are purchased from various funding sources throughout the year but are primarily funded from the Sales Tax Capital technology CIP projects and the various technology related software and minor equipment operating accounts from departments across the city. ATTACHMENTS: SRF (#3), OMNIA CDWG Award Letter (#4), OMNIA CDWG Agreement (#5) Mailing address: 113 W. Mountain Street Fayetteville, AR 72701 www.fayetteville-ar.gov Page 394 of 1928 == City of Fayetteville, Arkansas Y 113 West Mountain Street Fayetteville, AR 72701 (479)575-8323 - Legislation Text File #: 2023-1206 Resolution to approve OMNIA Partners contract 23-6692-02 to purchase Technology Product Solutions and Related Services through CDWG A RESOLUTION TO APPROVE THE PURCHASE OF TECHNOLOGY PRODUCT SOLUTIONS AND RELATED SERVICES FROM CDWG ON AN AS -NEEDED BASIS, PURSUANT TO AN OMNIA PARTNERS COOPERATIVE CONTRACT, THROUGH APRIL 30, 2026, AND ANY FUTURE RENEWAL PERIODS BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves the purchase of Technology Product Solutions and Related Services from CDWG on an as -needed basis utilizing OMNIA Partners Cooperative Contract 23-6692-02 through April 30, 2026 and any future renewal periods. Page 1 Page 395 of 1928 Keith Macedo Submitted By City of Fayetteville Staff Review Form 2023-1206 Legistar File ID 11/7/2023 City Council Meeting Date - Agenda Item Only N/A for Non -Agenda Item 10/16/2023 Submitted Date INFORMATION TECHNOLOGY (170) Division / Department Staff recommends approval of a resolution to authorize the purchase of Technology Product Solutions and Related Services, on an as -needed basis, from CDWG utilizing OMNIA Partners cooperative contract 23-6692-02 through April 30, 2026, and any future renewal periods. Various Account Number Project Number Budgeted Item? Yes Does item have a cost? Yes Budget Adjustment Attached? No Budget Impact: Current Budget Funds Obligated Current Balance Item Cost Budget Adjustment Remaining Budget Various Fund Project Title $ 296,096.00 $ 33,657.68 $ 262,438.32 $ 144,075.00 118,363.32 V20210527 Purchase Order Number: Previous Ordinance or Resolution # 214-17 Change Order Number: Original Contract Number: Approval Date: Comments: Cost described is for current 2023 PC, Laptop, and Printer replacement cost, but additional expenses are incurred to purchase equipment describe in the Information Technology Annual Replacement Plan Page 396 of 1928 OMNIA P A R T N E R S eN-ATIONALIPA us.coMMUNiTcss Technology Product Solutions and Related Services Executive Summary Lead Agency: Cobb County, GA RFP Issued: August 26, 2022 Response Due Date: October 13, 2022 �!9 Awarded to: Solicitation: 23-6692 Pre -Proposal Date: September 14, 2022 Proposals Received: 18 Contract #: 23-6692-02 The Cobb County Purchasing Department issued RFP 23-6692 on August 26, 2022, to establish a national cooperative contract for Technology Product Solutions and Related Services. The solicitation included cooperative purchasing language in National Contract section as stated below: "Cobb County, GA, as the Principal Procurement Agency, defined in Attachment A, has partnered with OMNIA Partners, Public Sector ("OMNIA Partners") to make the resultant contract (also known as the "Master Agreement" in materials distributed by OMNIA Partners) from this solicitation available to other public agencies nationally, including state and local governmental entities, public and private primary, secondary and higher education entities, non-profit entities, and agencies for the public benefit ("Public Agencies"), through OMNIA Partners' cooperative purchasing program. Cobb County, GA is acting as the contracting agency for any other Public Agency that elects to utilize the resulting Master Agreement. Use of the Master Agreement by any Public Agency is preceded by their registration with OMNIA Partners (a "Participating Public Agency") and by using the Master Agreement, any such Participating Public Agency agrees that it is registered with OMNIA Partners, whether pursuant to the terms of a Master Intergovernmental Cooperative Purchasing Agreement, a form of which is attached hereto on Attachment A, or as otherwise agreed to. Attachment A contains additional information about OMNIA Partners and the cooperative purchasing program". Notice of the solicitation was sent to potential offerors, as well as advertised in the following: • Cobb County Purchasing website • OMNIA Partners website • USA Today, nationwide • Arizona Business Gazette, AZ • San Bernardino County Sun, CA • Honolulu Star -Advertiser, HI • The Herald -News —Will County (IL) • The Advocate — New Orleans, LA Version July 14, 2022 • The New Jersey Herald, NJ • Albany Times Union, NY • Daily Journal of Commerce, OR • The State, SC • Deseret News, UT • Richmond Times -Dispatch, VA • Seattle Daily Journal of Commerce, WA • Houston Community Newspapers, TX Page 397 of 1928 • Helena Independent Record, MT • Las Vegas Review -Journal • Kennebec Journal/Morning Sentinel, ME Socio-economic Outreach: To encourage participation of small businesses, minority owned businesses and women owned businesses were notified of the Request for Proposal On October 13, 2022, proposals were received from the following offerors: • Alegna Technologies, Inc. • SHI International Corp. • Carbyne, Inc. • Insight Public Sector, Inc. • Audio Enhancement, Inc. • Emergent, LLC • Govconnection, Inc. dba Connection - Public Sector Solutions • Iron Bow Technologies, LLC • DLT Solutions, LLC • Vertosoft, LLC • Presidio Networked Solutions, LLC • Virtual Technologies Inc. • CDW Government LLC • Carahsoft Technology Corporation • Vurkada, Inc. Fiscal Note Inc. • AGParts Worldwide Inc. • Virtucom, Inc. The proposals were evaluated by an evaluation committee. Using the evaluation criteria established in the RFP, the committee elected to enter into negotiations with CDW Government LLC and proceeding with contract award upon successful completion of negotiations. Diversity Certification: Not being a diverse prime, has the privilege, opportunity, and responsibility to partner with diverse business partners. For members that have diversity requirements to meet, we can recommend WBE certified partners. Geographic Preferences: Cobb County included a geographic preference, but it did not impact the score for the national award. The Cobb County, GA, OMNIA Partners and CDW Government LLC successfully negotiated a contract, and the Cobb County executed the agreement with a contract effective date of May 1, 2023. Diversity Certification: Not being a diverse prime, CDWG has the privilege, opportunity, and responsibility to partner with diverse business partners. For members that have diversity requirements to meet, CDWG can recommend WBE certified partners. Contract includes: A robust catalog in the following 13 categories ➢ Virtualization ➢ UCC ➢ Energy and Water ➢ Physical Security ➢ Broadcast Studio Conservation ➢ Communication ➢ Law Enforcement ➢ Financial Services ➢ Cloud ➢ Mobility ➢ IT as Service ➢ Infra ➢ Asset Management ➢ Other Services & ➢ Dat Management ➢ Data Protection Solutions ➢ Visual Communication Version July 14, 2022 Page 398 of 1928 Supplier provided federal funds certifications which are available on the OMNIA Partners website for review. Term: Initial thirty -six-month agreement from May 1, 2023 through April 30, 2026 with the option to renew two (2) additional one-year periods through April 30, 2028. Pricing/Discount: Various percentage discount off CDW-G advertised price depending on category. OMNIA Partners website: CDW•G Cooperative Contract I Overview (omniapartners.com) Version July 14, 2022 Page 399 of 1928 Cobb County Contract # 23-6692-02 for Technology Product Solutions and Related Services with CDW Government Effective: May 1, 2023 Page 400 of 1928 The following documents comprise the executed contract between the Cobb County, and CDW Government effective May 1, 2023: I. Executed Master Agreement II. Supplier's Response to the RFP, incorporated by reference Page 401 of 1928 Reference No. Reference Number Reference Depart I Purchasing Ikpartment Master Agreement Owner: Cobb County Board of Commissioners 100 Cherokee Street Marietta, GA 30090 Contractor: CDW Government LLC 230 N. Milwaukee Ave Vernon Hills, Q. 60061 Page 11 Description: TECHNOLOGY PRODUCT SOLUTIONS AND RELATED SERVICES: The undersigned parties understand and agree to comply with and be bound by the entire contents of Sealed Bid #23-6692 ("the RFP") and the Contractor's Proposal submitted October 13, 2022, which is incorporated herein by reference OMNIA PARTNERS, PUBLIC SECTOR: Supplier agrees to extend Goods and/or Services to public agencies (state and local governmental entities, public and private primary, secondary and higher education entities, non-profit entities, and agencies for the public benefit) ("Public Agencies") registered with OMNIA Partners, Public Sector ("Participating Public Agencies") under the terms of this agreement ("Master Agreement"). Governing This Agreement shall be governed by the laws of the State of Georgia. As to any dispute hereunder, venue shall be in the Superior Law: Court of Cobb County, Georgia. This Agreement shall begin on May 1, 2023, the Effective Date, for a period of thirty-six months, and shall automatically 1•erm terminate and renew for two (2) additional twelve (12) month periods and shall terminate absolutely on April 30, 2028, unless earlier terminated as provided herein. Pursuant to O.C.G.A. § 36-60-13, this Agreement shall terminate absolutely and without further obligation on the part of the County at the close of the calendar year in which it was executed and at the close of each succeeding calendar for which it may be renewed. The Parties reserve the right to renew, amend or extend the Agreement for additional terms. Either party may terminate this Agreement for convenience and/or due to lack of funding at the end of each annual term. Pricy. Prices for services and equipment, if applicable, as stated in the Contractors proposal For purchases made by Cobb Count y Government, all original invoices shall be submitted directly to the Cobb County Finance Billing: Department_ Invoices shall bill only for items received during the period covered by the invoice and shall clearly identify such items in accordance with invoicing guidelines in the Sealed Bid Proposal. For purchases made by participating public agencies, the Contractor shall comply with each agency' s invoicing and billing requirements outlined on the applicable order ISIGNATURES ON NEXT PAGE Page 402 of 1928 Page 12 IN WITNESS, WHEREOF, this Agreement has been executed by Owner and accepted by Contractor to be effective as of the date first above written. Cobb County... Expect the Best! Cobb County Board of 100 Cherokee Street Marietta, G&30090 Lisa N. Cupid, Chairwontan �i ski Cobb County Board of Commissi 1/-5j,23 Date CDW Goverment LLC 230 N. Milwaukee Ave Ve Hills7L—C-- Authorized Si ture y� n�-A AcuN r. Title ?Z3 Date FEDERAL TAX ID NUMBER 3C - w-3 0!10 Approved as to form County A s W. W2S. Date APPROVED PER MINUTES OF COBB COUNTY BOARD OF COMMISSIONERS 3//qf.�3 Page 403 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 2 Table of Contents CoverLetter [RFP 5.1]................................................................................................... 5 Executive Summary [RFP 5.2]...................................................................................... 7 ProjectTeam......................................................................................................... 10 Company Background/Profile [RFP 5.3]...................................................................15 CDW•G Offering.................................................................................................... 17 Virtualization................................................................................................... 17 PhysicalSecurity............................................................................................ 18 Communications............................................................................................. 18 Cloud 20 Infrastructure.................................................................................................. 21 DataManagement.......................................................................................... 28 Visual Communications.................................................................................. 29 UCC (Unified Communications and Collaboration) ......................................... 31 BroadcastStudio............................................................................................ 34 LawEnforcement............................................................................................ 37 Mobility........................................................................................................... 44 Asset Management......................................................................................... 48 DataProtection............................................................................................... 50 Energy and Water Conservation..................................................................... 51 FinancialServices........................................................................................... 52 Success Story: IT as a Service....................................................................... 53 Other Services and Solutions......................................................................... 53 Experience[RFP 5.4]................................................................................................... 57 Product Information/Service Capability [RFP 5.5].................................................... 59 Two State -of -the -Art Configuration Centers .................................................... 60 Configuration Services Overview.................................................................... 61 Configuration Services Project Management .................................................. 62 QualityAssurance........................................................................................... 62 Managed Services - Service Levels................................................................ 63 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 404 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 3 Pricing[RFP 5.6].......................................................................................................... 66 Financial Statements [RFP 5.7]..................................................................................77 National Contract [RFP 5.8]........................................................................................ 79 Supplier Response [RFP 3.0]..................................................................................... 79 Company[RFP 3.1]............................................................................................... 79 Distribution, Logistics [RFP 3.21 ............................................................................ 90 Marketing and Sales [RFP 3.3]............................................................................. 94 Appendix A: Sample SOW........................................................................................112 Appendix B: Required Forms................................................................................... 116 AppendixC: Addendums......................................................................................... 187 AppendixD: Exceptions........................................................................................... 191 Table of Figures Figure 1: CDWG Business Diversity Program............................................................................8 Figure 2: CDWG Cobb County/OMNIA Organization Chart.....................................................10 Figure 3: CDW•G Full Stack Depiction......................................................................................20 Figure 4. Private Cloud & Public Cloud Process........................................................................23 Figure 5: Traditional Automation...............................................................................................24 Figure 6: Infrastructure as Code................................................................................................24 Figure 7: Virtualized Resource Pipeline....................................................................................25 Figure 8: Virtual Patform & Cloud..............................................................................................26 Figure 9. Our Current OMNIA Contracts...................................................................................27 Figure 10: CDW•G Video Wall Design for Public Safety............................................................30 Figure 11: CDWG Public Safety Service Timeline....................................................................40 Figure 12: CDWG Public Safety Offerings...............................................................................41 Figure 13: CDWG Spatial Engineering Sample........................................................................42 Figure 14: Elements of Successful Asset Management.............................................................48 Figure 15: ISO 1400 Certification..............................................................................................51 Figure 16: CDWG's beGreen Initiative.....................................................................................52 Figure 17: Full Stack Lifecycle..................................................................................................59 Figure 18: CDW•G beGreen Initiative........................................................................................82 Figure 19: Distribution of 2021 Net Sales..................................................................................87 J CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 405 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 4 Figure 20: Contract Launch Progression...................................................................................94 Figure 21: Program Management Growth Methodology............................................................95 Figure 22: State Tech Sample...................................................................................................97 Figure 23: CDW•G Custom Flyers............................................................................................98 Figure 24: OMNIA Partners and CDW•G................................................................................104 Figure 25: CDW•G's Escalation Process.................................................................................107 List of Tables Table 1: Managed Collaboration Anywhere Services................................................................32 Table 2: Video and AV Partners................................................................................................36 Table3: Service Levels.............................................................................................................64 Table 4: CDW•G Office Locations.............................................................................................81 Table 5: Annual Revenue..........................................................................................................81 Table 6: Minority Certifications..................................................................................................85 Table 7: CDW•G Top 10 Public Agency Customers................................................................109 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 406 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 5 Cover Letter [RFP 5.1] The proposer shall provide a cover letter describing a brief history of the Proposer and its organization. The letter will list the Principal or Officer of the organization who will be the County's primary point of contact during clarifications or negotiations. This individual must have the authority to clarify and/or negotiate all aspects on the scope of products and services on behalf of the Proposer. An officer authorized to bind the Proposer to the terms and conditions of this RFP must sign the cover letter. See following page for our signed cover letter. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 407 of 1928 10/13/2022, at 12 pm EST Cobb County Purchasing 122 Waddell Street NE Marietta, Georgia, 30060 One COW Way 230 N. Milwaukee Avenue Vernon Hills, IL 60061 P: 847.371.5800 F: 847.465.6800 Toll -free: 800.808.4239 cdwg.com/PeopleWhoGetIT RE: CDW Government LLC's Response to Cobb County Purchasing's Technology Product Solutions and Related Services Dear Evaluation Committee, CDW Government (CDWG) understands the objective of this RFP is for Cobb County and OMNIA Partners to enter a contract with a provider that can provide an extensive catalog of Technology Product Solutions and Related Services. CDWG was founded in 1998 and CDW was founded in 1984. Proposed here is CDWG's complete catalog of IT products and services partners. These offerings feature three key differentiators that showcase why we are the best choice for Cobb County and OMNIA Partners: ■ CDWG has extensive experience with multiple OMNIA Partners members. We have multiple ongoing OMNIA contracts including Total Cloud Solutions - Region 4 ESC and OMNIA Information Technology Solutions, Products, and Services - City of Mesa, Arizona. CDWG is uniquely positioned to successfully meet the needs of Cobb County and OMNIA Partners. ■ We are a national organization with a local focus. CDWG's national network of account managers has nurtured long-standing local relationships with Cobb County and OMNIA Partners Participating Entities across the county. This locally -focused customer strategy lines up with OMNIA's dedication to creating sustainable infrastructure at a local level to assist agencies with solving their mission critical challenges most effectively. ■ IT solutions are dynamic, as is CDW-G. Our skilled consulting resources successfully architect and implement quality IT solutions that fit the needs of our customers. Throughout this proposal, customer success stories are highlighted to demonstrate CDWG's proven proficiency in tailor-made IT solutions. Additionally, our expertise is evidenced by our relationship with Cobb County and OMNIA Partners, and through our partnerships with leading industry manufacturers. Should you have any questions regarding our response, please contact Eric Moore, Proposal Specialist, State and Local Government, at (765) 749-9981 or via email at eric.moore@cdwg.com. Joshua Greene, Senior Manager, Contract Negotiation will be the primary point of contract during negotiation. He has authority to clarify and/or negotiate all aspects on the scope of products and services on behalf of CDW-G. He can be reached at 317-569-4211 or at joshgree@cdw.com. CDWG looks forward to continued collaboration with both Cobb County and OMNIA Partners on the Technology Product Solutions and Related Services contract. Sincerely, C YS/ut lip David Hutchins, VP Strategic Programs CDW Government LLC Page 408 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 7 Executive Summary [RFP 5.2] The Proposer shall provide an Executive Summary that presents in brief, concise terms a summary level description of the contents of the proposal. Aligned with OMNIA Partners, Cobb County seeks to establish an IT sourcing vehicle to facilitate the full range of solutions required to meet the varied needs of eligible Public Sector entities. At CDWG, we realize the quick -paced, ever -evolving nature of technology creates complexity for State, Local, and Education entities, as well as the contract structure required to support these solutions. Our Public Sector and technology expertise, history of success with OMNIA partners, and commitment to our customers combine to create a dynamic and relevant offering. We are uniquely positioned to deliver a comprehensive contracting solution - one that simplifies buying and removes the complexity of developing and implementing IT solutions. An Established Partnership: OMNIA Partners & CDWG For well over a decade, we've had the privilege of collaborating with OMNIA Partners to better aid our mutual public sector customers. Throughout this time, we've served over 8,000 customers across all 50 States within State, Local, and Education segments — demonstrating consistent increases in utilization and user expansion year after year. In fact, CDWG is one of the largest technology solutions providers within the OMNIA Partners Contract Portfolio. With this established foundation, we can equip Cobb County to achieve accelerated awareness and adoption for any resulting agreement. Public Sector Expertise with National Reach We realize a true solutions provider must go beyond fulfilment. Impactful IT solutions require a vendor who understands their customers' needs and experiences. Leading with our Customer - Centric philosophy, we've structured our organization to align with the segments we serve. Sales Organization. Our account management teams specialize by geographic region and customer vertical (K-12, Hi Ed, State & Local) —facilitating an increased understanding and awareness of local markets, trends, current events, and ultimately their customers. Additionally, we deploy an in -market, field sales force to further grow customer intimacy through local engagement. This coverage model enables immediate customer reach and awareness for any resulting agreements, fostering a seamless contract launch and adoption. Solution Specialists. Technology no longer simply supports operations. Rather, it offers paths to innovation and efficiency. However, to leverage this potential, members require experienced advisors and subject matter experts. In essence, members need a vendor who can help them navigate their options and select the solution that can bring their mission to life. With our customers' missions in mind, we've strategically invested to integrate these vertical -specific solutions specialists into our organization. Education. CDWG is now among the largest education technology solutions providers as a trusted IT partner to more than 15,000 K-12 schools, as well as approximately 3,000 colleges and universities. We employ Environment Advisors (LEAs) advising on the top issues in the changing 21 st century classroom environment, as well as a team of K-12 Education Strategists comprising former educators, principals, teachers of the year, chief technology officers and instructional technologists. Public Safety. Over 16 years ago, CDWG created a practice dedicated to solutions, services, and capabilities for public safety and first responder agencies and constituents, with far- © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 409 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 8 reaching implications for personnel and the public alike. CDWG's Public Safety Practice knowledge is anchored in hundreds of engagements across the US and has helped create unsurpassed technology know-how across the board, encompassing problem -solving skills, relationships with the industry's strongest partners and experience in best -practice solutions. Driving Local Impact: Commitment to the Community For more than 30 years, our company and its coworkers have contributed millions of dollars and thousands of volunteer hours to improve the communities where we live and work. We recognize the critical role that corporations can play in all aspects of the local community they serve. While many corporations and companies claim community involvement to be an objective (usually one to gain recognition), social responsibility is embedded into our culture and integral to our day-to-day activities. Diversity, Equity, & Inclusion. At CDWG, we embed diversity and inclusion into the fiber of everything that we do. We ensure that all stakeholders have the resources required to perform at their highest level. To us, our efforts toward equity extend well beyond our employees and our organization; it is a social must. Business Diversity Partners. CDWG, not being a diverse prime, has the privilege, opportunity, and responsibility to partner with diverse business partners and bring them with us to every opportunity. Through our robust partner network, we can seamlessly integrate partners with the necessary capabilities into our business model with OMNIA Partners. This offers Partners access to all of the resources that we can offer while striving toward an equitable and inclusive society. a= WC GE7 Kl I' SS DUMP CDW OUR HISTORY OF DIVERSESPENDING CD W sta tec its EDP in 200710 �>Dp:ustomei s meet tner small and chersebuslnessgoals. Since then BUSINESS CDW has Continued togrow its program and of curchases from Aversesuppliers haaegrownfrom DIVERSITY S359mll,w,n2007toovaS3.4bllim-a847,[ increase in just 14 years. PROGRAM Weredetemhxdtouseou size. rifluerxeand reach to help build a Getter. moreegA society. s20 billion+ Total spendwhh6verse suppliers since the incepllonof theprogrannin 2007 - $617M 5681M $713M $791M S991M S1B _ S359M 5481M NMI $3.4billion CDW spend in 2021 $2.68 5218 St9e S28 S1.6 B $128 1111 Figure 1: CDWG Business Diversity Program Sustainability. CDWG has respect for the environment and there are many ways in which we act upon this value. These include seeking and receiving ISO 9001, 14001 and 28000 certifications for our distribution centers, which assures that operational aspects adhere to stringent quality standards and using the highest proportion of recycled materials allowed in our shipping containers. In our offices, we recycle paper and bottles, compost food waste and collect rainwater. Finally, our company and customers participate in the ReLeaf Program, which © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 410 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 9 tracks paper usage and then enables tree planting. As a shared value, Cobb County and OMNIA Partners members can be confident in our commitment to sustainability. Conclusion We are excited at the prospect of our proposal to provide Cobb County and OMNIA Partners a comprehensive procurement solution. Through CDWG's relentless focus, we can shepherd members through their IT journey while providing an unparalleled and authentic commitment to achieving their IT objectives now and into the future. Summary of Contents of Proposal Within this proposal, we have included all the required forms and responded to all questions. We have provided an Executive Summary here giving a high level overview of why CDWG is well positioned for this response. Additionally, we have provided examples of our robust catalog in the following 13 categories: ■ Virtualization ■ Physical Security ■ Communication ■ Cloud ■ Infrastructure ■ Data Management • Visual Communications ■ UCC (Unified Communications and Collaboration) ■ Broadcast Studio ■ Law Enforcement ■ Mobility ■ Asset Management ■ Data Protection ■ Energy and Water Conservation ■ Financial Services • Success Story: IT as a Service • Other Services and Solutions We have thoroughly outlined our experience as well as our service capability on a national contract such as this. Included within our pricing section are the various catalog pricing and vast amount of services our company can offer Cobb County and OMNIA Partners. We have shown our financial capability and strength through our Financial Liquidity Ratios as well as explanation of our financially stability. We have provided a thorough response to the National Contract Attachment A section, including our Supplier Response to Company, Distribution and Logistics, and Marketing and Sales Section. We have included a Sample SoW that would be custome built for any service engagements under this contract as well as all Affirmative Action Evidence and signed Addendums. We respectively have included our Proposed Exceptions to this contract we wish to negotiate with Cobb County and OMNIA Partners. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 411 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 10 Project Team Respondents shall provide an organizational chart for the proposed project team, as well as the relevant background and experience for every proposed team member. Below is an organization chart for Cobb County's dedicated team. Sales Program Management Figure 2: CDWG Cobb County/OMNIA Organization Chart Sales Ben Bourbon Ben Bourbon is vice president of Federal sales for CDW Government (CDW-G), a� a wholly owned subsidiary of CDW and a leading provider of technology solutions to government, education and healthcare. Bourbon is responsible for the short- and long-term performance goals, strategic direction, business initiatives and talent development of the team serving Federal customers. For the past 20 years, Bourbon has played an increasingly prominent and valuable role at CDW. He joined the company as an account manager in 1998 and quickly moved through the ranks. Since 2002, Bourbon has held several sales and field management positions within CDW-G and was promoted to director of Department of Defense sales in 2005, to vice president in 2012 and to his current position in 2017. Bourbon earned a bachelor's degree in marketing from North Park University in Chicago and a master's degree in business administration from the University of Wisconsin -Madison. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 412 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 11 Don McCarthy � Don McCarthy is a business professional with extensive sales and marketing �'+'' leadership experience in the B2B technology industry. Proven success in balancing operational efficiencies and business growth He has more than 20 years' progressive and stable experience with world -class, organization. Take pride in the ability to effectively combine corporate objectives and values with personal and professional goals and work ethics. Build and foster strategic business relationships with internal and external clients, maintaining customer satisfaction at all levels. Effective builder and manager of high performing teams. Specialties include sales pipeline management, sales planning, territory management, lead generation, customer acquisition, sales enablement, marketing strategy & planning, project management, partner management, P&L management, campaign management and data analysis, increasing ROI, email analysis. AJ Lucci OWN— AJ Lucci is the State & Local Regional Manager for CDW Government for customers the Florida, Georgia, Tennessee & Alabama. Lucci is responsible for the region's Partner relationships, strategic direction, team development and �. overall performance. For more that 20 years Lucci has contributed in various roles in the Federal and State & Local as an Account Manager, Advanced Technology Account Executive, and his current Management role. Lucci earned a Master of Business Administration (MBA) from Marquette University and a Bachelor of Science degree in Accounting, Business Administration from Carthage College. Rob Sullivan _ Robert Sullivan is the State and Local Executive Account Manager for CDW Government in the State of Georgia. For the last 12 years, Sullivan has been supporting State, County and City Agency's in Georgia. Sullivan is your dedicated account manager who is a single point of contact for all IT. During this time, he has effectively met the needs of his customers. From unified communications and data center optimization, to notebooks, software, services and more. Prior to coming CDW, Sullivan worked for the Village of New Lenox for 6 year as a Supervisor. Sullivan can relate to government budget and procurement policies from his time as government employee Sullivan attended the University of Illinois Urbana -Champaign. Dan Gallagher Dan Gallagher is the Advanced Technology Account Executive for CDW Government covering state and local customers in the State of Georgia. Gallagher has worked with Georgia Government in various roles at CDW-G for over 18 years. In the ATAE role, Gallagher is responsible for bringing CDW-G's • \//, cybersecurity, cloud transformation, datacenter, and professional services practices to the government agencies throughout the state of Georgia. Gallagher works closely with technical, administrative, and contracting agencies in the State to facilitate strategic, transformational discussions in the interest of helping IT departments stay up to date on trends in the industry. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 413 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 12 Gallagher earned a Bachelor of Scient in Marketing from Northern Illinois University. Keshun Morgan Keshun Morgan is the State & Local Field Sales Manager for CDW Government for customers across the Southeast from Texas to Florida. With CDWG for nearly 20 years, Morgan has held a variety of roles for DoD Network Solutions Architect, to his current role. Morgan has a unique aptitude for understanding the immediate needs of a customer and determining which solution set would be suit their current needs and long term goals. Morgan works closely with the rest of the account team, and Advanced Technology Account Executives to provide our customers a wealth of knowledge regarding the breadth of CDWG's service portfolio. Morgan is based in Atlanta, GA. Morgan earned a degree in Health Planning and Administration from the University of Illinois at Urbana -Champaign. Program Management Anup Sreedharan Anup Sreedharan is an experienced leader with US Public & Commercial Sector - ILFederal, State & Local, K-12, Hi -Ed, E-rate & Commercial segments. He is skilled in Program & Contract management, Strategy, Regulatory Compliance, Negotiations, Proposals, Capture & Pricing. Sreedharan is a Certified Contract Management Expert (CCME), CIF APMP, Six Sigma Green Belt, Change Management certified, Professional in Human Resources (PHR) and is responsible for management, innovation and success of 37 coworkers, managing 1000+ contracts across Public Sector with billions ($) annual revenue under management. He is responsible for contract management & growth, M&A, dispute resolution, audits, relationship management, monitor regulatory impacts, performance management, pricing, commercial strategy, onboard new offerings into contract work stream, competency development, and all things contracts. Sreedharan earned a Master of Business Administration (MBA) from the University of New Mexico and a Bachelor of Engineering, BE Computer Engineering from the University of Mumbai. Heather Kohls Heather Kohls is a senior executive with expertise in Public Sector Contracting, Civilian Agency Programs, Process Improvement and Sales Operations. She has proven success with program management including cradle to grave oversight on contracts, team program managers, and customer success support personnel. She currently manages the State and Local Program Management Team for CDW Government consisting of a staff of over a dozen CoWorkers. Kohls earned her degrees in Business Marketing and Communications from North Central College, is a Certified CSM via the Scrum Alliance, and holds her AWS Cloud Practitioner Certification. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 414 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 13 Francie Gribble Francie Gribble is a Program Manager for CDW Government's State and Local Government contracts. Francie has over 20 years of government and commercial contract management experience. Francie's extensive formal training began at the Yongsan Army Installation in Seoul, South Korea for the 411th Contracting Support Brigade and continued under the Army's Internship Program at Fort Eustis, Virginia where she completed the program as a Contract Specialist with the equivalent of over 80 credit hours in Department of Defense acquisition management and leadership courses. She managed cradle -to -grave contract processes for IT hardware and software, construction, services, and supply acquisitions. Francie served as Contract Administrator for Oak Ridge Associated Universities in Oak Ridge, Tennessee, and later as Contracts Manager for RELYANT Global, LLC, where she negotiated and managed all contracts and subcontracts within the continental US. Gribble earned a Master of Business Administration (MBA) degree from Murray State University. She also has a Master's Certificate in Contract Management from George Washington University. She is a Certified Professional Contract Manager. Segmentation of Teams CDWG customer teams are built from the ground up with clearly defined roles, responsibilities and escalation paths — all sharing a common goal of exceptional customer service and satisfaction. Dedicated account teams serve their customers with exemplary service and customer satisfaction across State agencies, local governments and municipalities; public and private school districts / K-12; and institutions of higher education. We have account teams across SLED entities in the US. This segmentation allows a singular focus for each team and delivers a customized measure of support specific to each customer. Our teams are responsible for quotes, orders, pre- and post -sales consultation, and issue resolution over the life of the contract. Each segment is further broken down by region and supported by local offices across the country. This regional, state, and local focus gives dedicated CDWG Account Managers the opportunity to: ■ Form meaningful long-term relationships with customers; ■ Intimately understand their requirements, budgets and user community; and, ■ Proactively provide an exceptional customer experience. State and Local Government CDWG's state and local government business unit is 233 coworkers strong serving the 50 states from the largest state agencies to the smallest rural community. Each state has a dedicated team assigned to ensure that each agency feels heard with personalized customer service. For example, the State of Georgia team is comprised of 7 inside Account Managers, 1 Advanced Technology Account Executive, and 2 Sales Managers. K-12 (Public and Private School Districts) CDWG is one of the largest K-12 technology solutions providers and is a trusted IT partner to more than 15,000 K-12 schools. Our education strategists and learning environment advisors are former educators, principals, professors, chief technology officers and instructional technologists focused on addressing the unique needs and requirements and partnership with the world's leading IT innovators. Our K-12 team includes © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 415 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 14 regional managers, field account executives, solution architects, education strategists and dedicated account managers. Higher Education CDWG has approximately 225 coworkers across the U.S. dedicated to the higher education industry that understand the needs, challenges, and market best practices. We have 50+ student interns across college and university campuses that we train and develop for post -graduate career paths to thrive in the workplace. Our team has business relationships with approximately 3,000 colleges and universities, which allow us to understand challenges and map those to success. This combined experience allows us to provide colleges and universities across Georgia with custom higher education solutions along with managed services and full lifecycle support. One clear advantage of the CDWG approach is the opportunity for each account manager to be an expert within their sector, enabling them respond to the very specific needs of their customers which is especially impactful in these uncertain times. ■ State and local account managers follow developing legislation and understand local procurement requirements and their ultimate impact on the ability to deliver robust solutions. ■ Account managers in education understand the unique impact of the Family Educational Rights and Privacy Act (FERPA) and other privacy laws on technology solutions and services. ■ Our healthcare account managers understand and incorporate the guidance of the Health Insurance Portability and Accountability Act (HIPAA) working with customers to define and implement robust IT solutions. With roughly 1,500 CDWG coworkers, supported by more than 7,500 coworkers throughout CDW, our segment and regional focus help ensure that our account teams are best prepared to support the local landscape in a way unmatched by other vendors. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 416 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 15 Company Background/Profile [RFP 5.3] Provide information on company background to include the following: a. Legal name, address, phone and fax numbers, e-mail, Federal ID#, and website address. Legal Name: CDW Government LLC Address: 230 N. Milwaukee Ave, Vernon Hills IL 60061 Phone: 847-371-5800 Fax: 847-465-6800 Email: eric.moore@cdwg.com Federal I D#: 36-4230110 Website Address: www.CDWG.com/PeopleWhoGetIT b. Date business was established under current name. 1998 CDWG 11984 CDW LLC. c. Size of company including the total number of employees. CDW had nearly $21 B in annual net sales with a Fortune rank of 166. With 14,600 coworkers across the organization, we have offices throughout the United States, Canada, and the UK ensuring our reach is global. We can serve customers in nearly ever corner of the globe. We have 28 U.S Sales offices. d. Type of ownership or legal structure of business Limited Liability Company; CDWG is a wholly owned subsidiary of CDW LLC, which is a wholly owned subsidiary of CDW Corporation, a S Corp. e. Has the company ever failed to complete work for which a contract was issued? If yes, explain the circumstances. CDWG has not failed to complete work for which a contract was issued. f. Are there any civil or criminal actions pending against the firm or any key personnel related in any way to contracting? If yes, explain in detail. Are there any current unresolved disputeslallegations? To the best of our knowledge, there are no civil or criminal actions pending against CDWG or any key personnel listed in this offer. There are no known unresolved disputes or allegations. g. Has the firm ever been disqualified from working for any public entity? If yes, explain the circumstances. CDWG has not been disqualified from working for any public entity. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 417 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 16 h. If a Supplier requires additional agreements to be signed by a Participating Public Agency, include a copy of the proposed agreement(s) as part of Supplier's proposal. There may be instances where additional agreements would need to be signed by a Participating Public Agency. Services requiring a specific Statement of Work (SoW) must be mutually executed between the customer and CDW•G before work begins. We have provided a sample SoW in Appendix A. OMNIA and its members/participating entities acknowledge that CDW•G is not the provider of the Cloud Services and in purchasing the Cloud Services, Cobb County, OMNIA, and its members/participating entities rely only on the Cloud Service Provider's service descriptions and the terms and conditions set forth in the Cloud Provider's Services Terms and Conditions. Accordingly, Cobb County and OMNIA Partners shall consider the Cloud Service Provider to be the party responsible for providing the Cloud Services and Cobb County, OMNIA Partners, and its members/participating entities, may be required to execute additional agreements, prior to provisioning/purchase of certain cloud offering. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 418 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 17 CDWG Offering CDWG understands that Cobb County and Omnia Partners are interested in a number of services as detailed in the following sections CDWG has extensive experience with designing and implementing the services outlined in your requirements. We understand that these services are critical to Cobb County in order to address your Technology Product Solutions and Related Services requirements. In the following sections, you will find examples of what CDWG can offer to Cobb County. As we maintain both a broad and deep portfolio of solutions and services, these examples show only a sample of what we can provide. We would be pleased to discuss with Cobb County the full range of services available for categories listed below. Virtualization Transform data center with virtualization to consolidate servers, reduce energy consumption, increase IT capacity, add system flexibility and prepare for cloud computing. Virtualization and CDWG Virtualization solutions can deliver tremendous cost savings to Cobb County and OMNIA Partners. By virtualizing their server workload, your customers can significantly reduce capital expenditures for hardware, minimize their hardware footprint and save on energy expenses. Plus, virtualization will lower the time and money they put into the ongoing maintenance of their server infrastructure. Some customers may be concerned about system performance in a virtualized environment. However, a CDW-designed solution takes into account processing, memory, storage and networking to ensure your clients' virtualized systems work as well as — or even better than — physical ones. Benefits of virtualization include: ■ Reduced capital and operating costs ■ Centralized management ■ Quickened disaster recovery ■ Minimized downtime ■ Increased hardware utilization and efficiency CDW's dedicated virtualization team performs over 600 assessments a year. Our team is highly trained in Cisco, EMC, Microsoft and VMware solutions and can help customers design a solution that meets their specific objectives. We work with customers to assess their unique needs and then help them plan, design, implement and even manage a custom solution. We can also manage virtualization licensing to help your client remain compliant. Our offerings include: • Server virtualization software: o CDW works with the best server virtualization software vendors in the industry, and can vet options to meet your customer's specific goals. ■ Storage virtualization software: o By extending virtualization to storage resources, your customer can transform their data center from deeply siloed operations to highly automated resources. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 419 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 18 ■ Network virtualization software: o This software allows your customer to manage their infrastructure. ■ Assessments: o CDW can analyze your customer's unique environment and make recommendations for a virtualization solution that meets their specific goals. ■ Professional and support services: o We help assess, implement and manage virtualization solutions to ensure your customers get the most return on their infrastructure investment. Physical Security Security solutions seaports, airports, water and wastewater, transportation, critical infrastructure, perimeter defense, physical and logical access control, identity management, antiterrorism protection, automated alarms and alerts, integration with databases containing critical security information, cyber security and asset management, endpoint security and other network security and IT security. We Get Video Surveillance and Physical Security Physical security solutions protect people, property and premises. Today's modern video surveillance systems enable your organization to do more than deter or catch the bad guy. Video surveillance can now help you keep an eye on operational processes and generate data insights about your business. Video surveillance is the foundation of modern physical security systems. Integrated with access control, environmental sensors and analytics, you can better defend against threats to people and property and respond more quickly to incidents that do occur. Enhanced video surveillance (EVS) and other physical security systems can deliver valuable capabilities beyond just security. CDW can help you find the security solution that mitigates risk and aids business objectives. CDWG can provide the following: Video Surveillance Upgrade your video surveillance system to a modern solution enhanced with analytics that detect incidents in real-time and generate searchable metadata from recorded video. Access Control Modernize your building security with IP-enabled door controllers, readers and credentials — all integrated with your video surveillance for complete situational awareness. Environmental Security Deploy IP-based sensors that extend physical security monitoring to detect chemicals, atmospheric conditions, audio, vibrations, thermal signatures and more. Amplified Services Deploy new cameras and sensors, configure video management systems, and integrate it all with access control, data analytics, mass notification and other systems. Communications © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 420 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 19 Communication solutions to converge voice, data and video communications onto a single, secure IP-based network. In 1998, CDWG realized the potential of unified communications through Voice over IP (VoIP) services and IP telephony solutions. We understood that the convergence of voice, video, and data on a single multi -service network meant reduced communications costs and higher productivity. Today we run our business offices and Enterprise Command Center (ECC) on Cisco's integrated Unified Communications architecture. We draw upon this first-hand, mission - critical operational experience when designing and installing our customers' converged network solutions. CDWG has designed and installed over one million VoIP and Cisco VoIP core network solutions for our customers across our segments, many of which with at least 1,000 phones and end -users. CDWG has developed expertise in every aspect of Cisco's Collaboration business, including planning, network design, implementation, network management, and post -sales support. Our commitment to Collaboration solutions has enabled us to become the first Cisco partner worldwide to earn a Master Specialization in this field. CDWG earned the Cisco Master Collaboration Partner Specialization in December 2008. We are also the first in Cisco's U.S. Central Area to obtain an Advanced Specialization in this technology as well. Cisco's Master Specializations are reserved for those partners with the highest levels of technical expertise and a proven track record of selling, deploying, and supporting Cisco solutions. We have completed over 5,000 Cisco Collaboration projects to date involving 250,000+ phones. Supported by certified pre -sales specialists and services delivery teams, the Cobb County and OMNIA Partner's dedicated CDWG account team will guide Cobb County and OMNIA Partners through the complex process of evaluating, selecting, and deploying a Unified Communications (UC) solution. Our Master Collaboration Partner Specialization uniquely qualifies us to deliver Cisco Collaboration assessment, planning, design, implementation, and managed services in each of the following UC solution areas: • A dTelephony & VoIP • Conferencing & Collaboration O Messaging & Presence • Contact Center CDWG has deep expertise in providing high -quality Cisco Unified Contact Center (UCC) solutions. We are a Cisco Advanced Technology Partner for UCC Enterprise and one of the few Cisco Partners that can sell and service the entire Cisco Contact Center portfolio. Products span the spectrum from pure IP solutions such as the Unified Contact Center Express to IP and TDM integrations with the Intelligent Contact Manager (ICM), which provide the advantages of a virtual agent pool while leveraging existing investments. Most importantly, our Contact Center analysts know the business of contact centers as well as the technology. Cobb County and OMNIA Partners can benefit from our team of highly trained engineers who specialize in implementing Cisco Contact Center solutions. About half focus on Unified Contact Center Enterprise (UCCE), and the remainder focus on Unified Contact Center Express (UCCX). Our team has a great deal of experience implementing screen pops, developing self- service applications, implementing outbound dialing campaigns, implementing Quality © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 421 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 20 Management and Workforce Management solutions, and developing custom reports. CDWG has implemented over 500 Cisco contact centers with over 10,000 agents. Cloud Cloud solutions for scalable computing and storage capacity and rapid self -provisioning computing capabilities. This may include, but is not limited to, Cloud Infrastructure as a Service (laaS), Cloud Software as a Service (SaaS) and Cloud Platform as a Service (PaaS). As the move to cloud computing continues to accelerate, so does the need for cloud expertise. Identifying the best options, maximizing potential cost savings, migrating workloads, modernizing applications, and managing it all securely and effectively can challenge every organization and even the most seasoned IT professionals. At CDW, we offer the expertise and experience you need to design, orchestrate and manage a hybrid environment that's ideally suited to your unique needs — one that's productive, agile and secure, with governance in place to provide oversight to ensure you don't overspend. The CDWG Approach Optimizing and expanding your cloud portfolio, including taking advantage of the benefits of multicloud, requires a partner with technology acumen and access. At CDW, we have the scale, experience, and integration with a variety of cloud partners to offer solutions and services that work best, both in the cloud and on -premises. And, as a full -stack partner, we listen, advise, design, implement and manage holistic, hybrid solutions that propel your organization forward. Our full -stack engineering services team focuses on digital transformation — from code and applications to cloud, data and security — to help you accelerate innovation. FULL STACK. FULL LIFECYCLE. FULL OUTCOMES. Desired Outcomes ----� • 250,000, customers recognize CDW as their expert partner Continuous Operations • Managed Services NPS 60+� • Service Desk 6+ Languages • 550+Coworkers • 6 Operations Centers • 24/7 Coverage Proven Quality — • 10,000+Certifications • Delivery to 157 Countries • 6.000 Projects • Professional Services NIPS 70+ • 26 U.S. Cities,10 International locations 71[� Trust at Scale �Qr • Oexpert sellers `�s50 F�p • 500 Field Sellers MULTICL• 900 Solution Architects IF • • 1.000 Consultants and Engineers • 300 Software Engineers SERVICES• 1 Million+ Sq. Ft. distribution space • 10,000 configurations per day u C �0 v HARDWARE ," OQ/� Unmatched Expertise • 20+ Partner Early Field trials . • 1,200 Solutions Partners • All industry verticals • Full -stack hybrid cloud ~ • 50+ Partner Advisory boards Figure 3: CDWG Full Stack Depiction © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 422 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 21 Whether you're looking to build a secure hybrid environment, migrate more workloads to the cloud or optimize your costs, we can help you achieve your cloud computing goals. CDW works with more than 250,000 organizations of all sizes in all verticals, providing comprehensive advice, customized planning and scalable solutions. Our large U.S. operational footprint has offices located in every region and two strategically located state-of-the-art distribution centers, providing the fastest possible deliveries to our 250,000+ customers. No matter where you are, you can count on our experienced cloud specialists to deliver personalized support every step of the way. With 30 years of experience working with more than 250,000 customers, CDW provides you with an advanced level of IT partnership. We carefully listen to your needs and then help you achieve your desired outcomes. We also take a thoughtful approach to assisting you wherever you may be in your technology journey. Infrastructure Infrastructure solutions such as data center management, network modernization and migration, desktop virtualization, risk and vulnerability management, and IT service management. Amplify the agility, scalability and performance of infrastructure Today's users require access to more and more data at faster and faster speeds. Applications must scale rapidly. To meet current business needs — and prepare for changes well before they happen — a strategic approach to planning and execution is a must -have. To answer current demands of complexity, speed and scale — to stay prepared for future developments — on -premises products, solutions and services are essential to delivering the full -on cloud experience. Organizations are turning to hybrid multicloud infrastructures to leverage the power of on -premises workloads, cloud -native builds and the vast possibilities of cloud vendor offerings. It's an approach that comes with its own set of challenges, however. The adoption of rapidly evolving technologies requires companies to think long term even as they address their short- term needs. Solutions can prove costly, confusing and complex. Yet a partner's ability to apply comprehensive, long -view knowledge and experience can actually amplify the impact of the customer's investment. This is where CDW Amplified TM Infrastructure Services become indispensable. How We Approach Amplified Infrastructure Services At CDWG Whether your customer's environment is on -premises, a hybrid configuration or in the process of migrating to the cloud, CDW Amplified Infrastructure Services employ our smart, flexible portfolio to build a fully automated and managed infrastructure across the entire network. Tapping the experience of more than 300 certified engineers, we apply comprehensive knowledge and a long-term view of the organization's needs and goals to design, orchestrate and manage the customer's infrastructure — a strategy -based ecosystem that scales, future proofs and amplifies the effectiveness of the data center architecture. Success Story: Fostering an Innovative Transition from On-Prem to the Cloud This customer was looking for a company that would be able to come in and migrate their locally hosted servers to the cloud. Our team worked with them to create a plan that was cost-effective but focused on moving their company forward in its IT goals. Working with CDWG, the customer ended up moving forward with Microsoft Azure to migrate their servers to the cloud. Utilizing our Microsoft team, we were able to outline for the customer what the process would like and ultimately build out the reservations for the customer. The © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 423 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 22 customer had a grant fund check that needed to be invoiced before a specific date or lose the money altogether, which turned out to be another challenge. The customer wanted to work with a knowledgeable partner and find a solution that would not break the bank. Engagement We were able to work with the customer and our Microsoft partners to migrate the servers to the cloud as well as work internally with our accounting department to make sure there were no issues in getting the grant check invoiced. Solution We were able to provide the customer with a Microsoft Azure Cloud Solution. Outcome They were able to migrate their data center to the cloud, mitigating the challenges of managing locally hosted servers, while utilizinq in-house services to facilitate the migration. CDWG believes that application modernization transforms decision and IT strategy choices for the present enterprise. Strategies often are customized by application requirements of maturity readiness of development. By evaluating legacy applications, new development platforms, and infrastructure, we choose the best application modernization strategy to support new functionality and business value. CDWG offers the following application modernization strategies: ■ Replatforming ■ Rehosting ■ Recoding ■ Rearchitecting ■ Reengineering ■ Interoperability ■ Replacement ■ Retirement Depending on critical mission applications, our modernization engagement may start with a re - hosting strategy as a first phase and progress to the second phase of rearchitecting and re - engineering process. Most of our evaluations revolve around monolithic design, applications often hosted on -premises and following the waterfall model of Software Delivery Life Cycle (SDLC). Our expertise is in re-architecting customers' legacy applications into microservices and deployment to public clouds and private clouds. Microservices architecture follows DevOps methodology and automated Continuous Integration/Continuous Delivery pipeline releases approach. CDWG's new application development focus is on the cloud model. It includes microservices as well as cloud -native and event -driven architectures. We understand the following explanation regarding developing and deploying new applications is quite technical. However, we believe it's important to include within our proposal to show Cobb County and OMNIA Partners our deep cloud expertise and knowledge. This knowledge will be passed along to OMNIA Partners to ensure the cloud solutions deployed are efficient, and more importantly, work for their organization's business goals. Most of our first redesigns focus on migrating legacy monolithic applications to microservices. After evaluating customer legacy applications, the new cloud application development model for rearchitecting monolithic applications is recommended. Cloud -native architecture and event- © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 424 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 23 driven serverless architecture are recommended for reengineering legacy applications and new application cloud development. The core pattern at play is as follows: Public/Private Cloud Virtualized Resources Gibased C Source Code Control ---�I� � Continuous Integration I nfrastructure-as-Code Resource Pipeline Figure 4. Private Cloud & Public Cloud Process Modern IT operations organizations limit access to public and private consoles to eliminate the variability and human error that come with them. Instead, CDWG advocates using tools like Hashicorp's Terraform or Red Hat's Ansible and code version control system (VCS) for continuous integration and continuous deployment (Cl/CD) for Infrastructure -as -Code (IaC) and microservices. Namely, IaC and microservices image releases do not get run on individual local laptops but instead get checked into a Git-based source code repository such as GitHub, GitLab, or Bit Bucket. An automated (Cl/CD) pipeline manages the IaC, and microservices code and microservices image build changes. The combination of tools enables an IT organization to provide an accounting of IaC/ microservices changes in the source code control system by environment PROD and no-PRD. Code executions in the continuous integration environment, and the whole system works the same way regardless of the cloud target. The only difference between launching a new environment and application is cloud provided; AWS vs Azure vs GCP. The pipeline architecture is the same in either case. This approach allows for the Blue/ Green deployment of modernized applications with underlining infrastructure. Traditional Automation Traditional automation techniques required an individual to acquire two sets of expertise in addition to being an expert on a particular virtualization platform. An individual has to learn a programming language like Python, PowerShell, or Bash. They then have to learn the API for each platform they are already functional experts. While this still allows for integrating products with AWS, Azure, and GCP, only when combining these three expertise categories could this approach to automation begin to show a return on investment. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 425 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 24 0 python aws .1I1,1I1. Cisco im PowerShell 0 Hewlett Packard DrGLL Enterprise BASH � ,Azure Google Cloud Figure 5: Traditional Automation Innovation through Methods like Infrastructure as Code Infrastructure as code (IaC) is the process of managing and provisioning computer data centers through machine-readable definition files, rather than physical hardware configuration or interactive configuration tools. IaC takes a different approach that significantly lowers the learning curve of cloud adoption and IaC is different in two key ways. Instead of asking an individual to provide a prescriptive list of steps to create some virtualized resource, IaC uses a declarative model that simply asks an individual to describe what the end state should be. The specific of how that end state is achieved is a black box to the individual describing the end state. This black box is made possible by a community of experts that build abstractions called providers (Terraform) or modules (Ansible) that translate the details of a raw virtualization platform API. 2. Where IaC becomes more exciting is when a declaration is parametrized to create an organization -specific abstraction that can be reused over and over again. For example, network configurations are hardcoded and firewall rules are absent for the virtual machine that will get launched but imagine parametrizing both of those details and inviting a security team to participate in the creation of the reusable abstraction so that different policies are baked into the IaC. With IaC, engineers can utilize something declarative like Ansible or Terraform which relies on a communication library of providers/modules for providing the API expertise. ,1I1,1I1, aws o� Cisco A N S I B L E ao 0-3 0 110 N Hewlett Packard Enterprise DQiLL Terraform Az u re Google Cloud Figure 6: Infrastructure as Code This is where the use of the source code control can enhance the base benefits of IaC. Experts on the virtualization platforms and security teams can jointly create these parametrized abstractions and check them into source code control. Non -experts can then check in files that set the parameters and reuse the organization -specific abstractions. Triggers can be set that when parametrized files get checked into source code control, it causes their execution in the continuous integration environment and subsequent creation of the virtualized resources in a cloud of choice. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 426 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 25 Organizations might choose to put checkpoints at the source code control step, not allowing individuals to check -in parameter files without a manual review by an expert. Or organizations might choose to put checkpoints at the continuous integration step, not allowing the newly checked -in parameter file to be executed without a manual review. That level of automation or manual inspection is up to the comfort level of a particular organization and might even be different for different individuals within that organization. The target of the resource, whether public or private cloud, almost doesn't matter. All that changes in this approach between clouds are the IaC that gets written. What is consistent across deployments regardless of their targets is the accounting that happens at multiple steps and the reuse of expertise, including security, in the organization -specific abstractions. Resource Pipeline gitops OR Virtualized Resources Git-based Source Code Control I nfrastructu re -as -Code Continuous Integration —e moo Figure 7: Virtualized Resource Pipeline Notification Targets — I®® Some users may want to establish an environment built through the virtualization of resources without having to dig through the complexity of learning dense coding. In this scenario, we can establish a path to learning the details of source code control so that they can check in their parameter files. Cobb County and OMNIA Partners should have the ability to choose how to consume their information where and when is best for them — and that they should be able to present it to whomever in their organization needs it in that same capacity. CDWG's methodology includes an assessment, understanding, conceptualizing, and implementation approach that will help Cobb County and OMNIA Partners feel comfortable moving into the Cloud. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 427 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 26 Virtualized Resources Resource Pipelin gitops 1 Git-based Source Code Control — OR p Infrastructure -as -Code ig Continuous Integration �/ NoIcation 1 on M ti M Figure 8: Virtual Patform & Cloud While we understand Cloud is another person's data center, we also understand moving data anywhere that's not on -premises, may feel uncomfortable. Therefore, in addition to assessments and key conversations with technical leaders, we believe that a cultural conversation needs to be conducted inside an organization to help adopt the new solution. When CDWG works with a customer on a Cloud solution proposal, we have an initial conversation (generally started with a coworker from our sales team) and include our Solution Architects. We discuss what matters to that particular organization and conduct an assessment to determine the next best steps. This assessment includes determining which solutions can be migrated to the Cloud and which ones are better when left on -premises. Assessments include conversations, and assessing the physical environment, with the goal output being a clear and concise executive summary. Following the assessment, our conversation with the customer continues to gain an understanding of their short-term and long-term goals. We create one, three, and five-year plans, taking into consideration many factors including the customer's culture. Finally, we create a template for customers and build out Statements of Work (SoW) with a Bill of Materials (BoM). Service Level Agreements (SLAs) and best practices are discussed and mutually agreed upon. We understand customers may need additional support, so possible training for staff is discussed and determined. CDWG has a full -service capability when it comes to supporting organizations looking for private and public Cloud. From assessment, implementation, containerization, automation, and throughout the lifecycle of application modernization, we will support Cobb County and OMNIA Partners every step of the way. Local Focus and National Presence Our customers are the center of all we do at CDWG and the fuel behind our initiatives, solutions, and services. Part of our dedication to our customers is a sales and service force best suited to the needs of our State and Local Education customers. With a local presence and national reach throughout the US, our team is ready to continue serving Cobb County and © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 428 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 27 OMNIA Partners. As you may be aware, we have coworkers in offices and remote locations in or near every major city in the US. OMNIA Experience Our success on OMNIA contracts noted below will be material to our performance on the proposed contract. We can utilize our proven marketing skills and trusted account manager and other expert coworker networks to continue the contract's growth. PK OKE iot& —ood So.ubons 09/30/2072 o9130/l022 Region 4 ESC . TX GET IT WHO HOInlonnelon Technology Sokmons 6 Services 02Rfi%= 020M25 Cily of Masi, AZ GETIT Figure 9. Our Current OMNIA Contracts Research and Development CDWG has over 20 years of experience in delivering IT services for our public sector and education customers. During that time, we have made a substantial investment in training our service personnel, maintaining our OEM certifications, and developing new services. Our Services Offerings are supported by over 130 coworkers in our Research and Development division. This division works closely with customers, OEM partners, and our sales team to maintain the relevance of our current offerings while developing the next generation of services the market expects from a leading provider. As technology is constantly changing, CDWG is refreshing and adding new services. Excellence in Delivering Cloud Solutions When it comes to Cloud, four factors set CDWG apart from the competition. 1. CDWG is customer -focused and vendor -neutral. ■ When it comes to solving our customer's problems, our sales and technology solutioning team is concerned about providing a Cloud solution that is comprehensive, coherent, and cohesive. ■ These solutions solve our customers' current issues while taking into account future initiatives and goals for growth. 2. CDWG is a one -stop -shop. ■ We offer a coordinated, thorough process that covers everything from designing to orchestrating to managing. Communication is at the heart of our process. ■ One specific way we ensure thorough communication with our customers is in our design and implementation of services. One Technical Solution Architect is responsible for all SOWs on a project. This maintains project -wide integrity and ensures that one active participant maintains high -quality historical customer knowledge. 3. CDWG structures sales teams to ensure that each one has segment -specific knowledge. ■ If the member is a local school district, their sales team specializes in school districts. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 429 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 28 ■ If the member is a state or local government, their sales team specializes in this area. ■ Our sales teams are deeply connected to their customers, with the average Account Manager having a decade of experience in their role. 4. CDWG is a leader in the industry growing organically and through strategic acquisitions. In the last several years, we have acquired a number of companies that focus on Cloud solutions and professional and managed services. ■ We are constantly evaluating which emerging technologies our organization needs to best serve the ever -evolving needs of our customers Additionally, while many vendors provide "managed services," very few offer the full lifecycle of services from assessment to design and implementation. Our managed services offerings are staffed and supported by our own badge offered engineers using tools and intellectual property developed in our innovation labs. data management Data management solution which uses technologies such as thin provisioning, de -duplication and automated storage tiering to improve storage utilization. Data Center Management and CDWG We know the data center better than just about anyone CDW brings a team of experts to every data center project. Our solution architects and data center specialists evaluate each customer's specific environment to create a custom solution to meet their goals. Our data center engineers apply decades of technical expertise to building the actual solution and offer ongoing support to keep it running at its best. Our data center offerings include: Hyperconverged infrastructure Hyperconverged infrastructure combines servers, data storage, networking equipment and software into a single, unified computing system, allowing IT teams to manage their data center centrally. Next-gen storage and backup Data is growing at an unprecedented rate. A cohesive storage strategy helps your customers minimize costs, increase data security and maximize their data center solution. CDW's hardware and software knowledge and nationwide expertise maximize customers' next - generation backup solutions by designing and implementing an integrated solution that makes business sense in every choice. Virtualization Virtualization improves data center performance, reduces costs and makes backups and redeployments easier. Power and cooling CDW's modular, scalable power and cooling solutions help keep data center energy costs low and prevent downtime caused by overheating and power outages. Managed services © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 430 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 29 Managing a new data center is a big project. CDW can make it much easier. CDW Managed Services and CDW Aggregation Services save customers more than 20 percent on average compared with an internal IT -managed infrastructure — and improve the overall quality of support. Professional services Handling a data center can be a tough and time consuming task for an IT department. CDW can shoulder the burden of data center implementation, migration, integration, staff training and continued management so IT teams can contribute to more business -critical initiatives. Configuration services CDW's certified configuration centers can provide a custom preconfigured data center solution that minimizes customer downtime and disruption. Visual Communications Visual communications that integrate audio, video, voice and presentation capabilities. We Get Professional AN From complex video wall solutions supporting mission critical operations centers, to training rooms and live broadcast systems, CDWG's design services, leading partner portfolio, project management and integration services are committed to providing top quality Professional Audio - Visual (Pro AN) services to State and Local Government customers. From Blueprint to Design, CDWG will deliver your Pro AN solutions into a new state of readiness. CDWG designs promote a collaborative and collegial atmosphere as well as better decision -making. Pro/AV is more than just a matrix of inputs and outputs. Discerning users require a new level of collaboration and integration. CDWG delivers Pro AN solutions supporting: ■ Video Walls ■ Digital Display and Projection Room ■ Controls ■ IPTV and Video Streaming ■ Production and Media Management ■ Broadcast Solutions ■ Digital Signage ■ Video Distribution Systems Below is an example of a video wall designed for one of our emergency response clients. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 431 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 30 Figure 10: CDWG Video Wall Design for Public Safety Top partners include: CINEMASSIVE exterity 11 44=�p CHkIS T/E L0; PLANAR NEC Hiperwall Support for Video & AV Projects CDWG in conjunction with Exertis Broadcast can fulfill all your audio, video, voice and presentation capabilities. We offer, Pre -Sales Engineering, Installation Services, Programming Services and Fulfillment and Logistics Services. Our process to fulfil your requirements involve the following steps • Needs analysis • Engineering ■ BOM ■ preSOW /Services Quote • Installation • Programming • Commissioning ■ Training © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 432 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 31 Success Story: Walmart Custom Video Distribution Solution CDW reached out to Exertis Broadcast's Team CDW looking for video distribution solution for Walmart's TV display walls. Engagement After reviewing the needs with Walmart, we realized a product did not exist in production with all the features Walmart required. Exertis Broadcast then worked directly with our partner Gefen to build them a HDMI splitter to Walmart's exact specifications. The custom splitter was built, and a proto-type hand delivered to Walmart within 4 weeks to meet tight testing deadlines. Walmart tested and moved forward with deploying in all 4000+ stores. The Walmart TV display wall have never looked better and can all be managed remotely. The customer wanted to work with a knowledgeable partner and find a solution that would not break the bank. Solution We were able to provide the customer with a custom video distribution solution. Outcome Custom AV and Video products built to client specifications. The Exertis Broadcast team can work with our manufacture partners to design and build hardware specific to CDW customer needs. For more information on CDWG and Exertis capabilities, please see the following sections under UCC (Unified Communications and Collaboration) and Broadcast Studio UCC (Unified Communications and Collaboration) UCC video teleconferencing solutions that provide for critical infrastructure, emergency operations centers, command rooms, fusion centers, training rooms, and classrooms. CDWG offers on -premises, cloud -based and hybrid business communication solutions to help you create a flexible, scalable environment. No matter the environment — emergency operations centers, command rooms, fusion centers, training rooms, and/or classrooms, our vast video teleconferencing solutions help Cobb County and OMNIA Partners meet their business -critical needs. We have provided more detailed information regarding emergency operations centers and command rooms in our response to the Law Enforcement section. The needs for these types of rooms are so unique we have a dedicated Public Safety team built to address these types of engagements. Video Communication We can help you equip, set up and manage immersive telepresence rooms as well as formal and informal videoconferencing hubs, including cloud video bridges — all from leading partners CDW partners with Cisco to help you radically improve the way you keep your business moving to the cloud and help keep innovation within your grasp. With our deep expertise in Cisco solutions and a team of experienced collaboration experts, we help you understand your opportunities to move to the cloud environment while maintaining the needed CUCM on - premises requirements and providing extended support. For organizations that are ready to move to the cloud, Dedicated Instance is an add -on service within Webex Calling that provides a bridge allowing for a cloud experience that also supports requirements such as CUCM on -premises support. CDW will provide you with support to implement this service, ensuring you are set up to meet both cloud and on -premises requirements. CDW is the partner to help from day one implementation to extended support. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 433 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 32 Managed Collaboration Anywhere Powered by Cisco Webex Calling with Dedicated Instance can help you achieve: ■ Operational Efficiencies • Agility • Increased Performance Orchestrating the Right Solution Moving calling to the cloud can be challenging for UCM customers. The cost and burden of replacing older endpoints, rebuilding complex dial plans and integrations can be greater than any savings that can be realized by moving to the cloud. Managed Collaboration Anywhere Powered by Cisco Webex Calling with Dedicated Instance provides UCM customers a non - disruptive, low -impact migration path to the cloud. With Webex Calling you have the flexibility to distribute users across multi -tenant and dedicated instance call control, and to adjust them over time as needed to address their cloud calling business requirements. CDW helps you integrate your organization to the cloud, allowing both cloud and CUCM functionality to work together as one platform. CDW isn't just here for implementation; we partner with you to ensure a consistent experience you can expect by providing updates and changes with our extended support. CDW is here to help 24x7x365 through our customer portal, phone or email. Services Overview The following services are included in Managed Collaboration Anywhere Powered by Cisco Webex Calling with Dedicated Instance Professional and Managed Services: Table 1: Managed Collaboration Anywhere Services Service Offered Common Device 50% 50% 0% CDW Services Portal Managed Services Customer Success Manager Incident/Problem Management PSTN Provider Incident Management Upgrade Management Firmware Management Dial Plan Configuration Management MACD Service Service Hours Included Included Included Included Included Included Included Included Included Included Included Included Included Included Included Included Included T&M Included Included T&M Unlimited 200 hrs/yr T&M 100 hrs/yr 50 hrs/yr 25 hrs/yr CDWG has 20 years of managed services experience, 225 managed services analysts and engineers, and 1,000 global engineers. Traditionally, IT organizations have been good at installing a new piece of technology but commonly fail at realizing the user adoption goals and potential of new tools. This can mean a huge financial investment goes down the drain. More importantly, the added user confusion and loss of productivity from a failed change is a huge risk. The problem hasn't consistently been one simple problem like business buy -in, technical issues, end -user training, or support staff being ready to troubleshoot problems. Instead, it has been because of a lack of targeted and coordinated planning, enablement, marketing, and communications. Our Adoption Services cover all of these aspects and bring them under a single plan and execution. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 434 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 33 End -user enablement is about ensuring the end -user is ready to use Cisco Webex Meetings and Collaboration Meeting Rooms (CMR). This effort includes: ■ End -user training Training guides As part of the Adoption Management Planning for end -user enablement, CDWG will validate and plan the following training sessions all to be delivered via Webex with up to 20 participants per session: For Cisco Webex Meetings General End -User, conduct up to one (1) 90-minute training session(s) for Webex Meetings (including Collaboration Meeting Rooms (CMR)), Webex Meetings Desktop App, and iOS/Android Mobile App For Cisco Webex Meetings Power End -User, conduct up to one (1) 120-minute training session(s) for Webex Meetings (including Collaboration Meeting Rooms (CMR)), Webex Meetings Desktop App, and iOS/Android Mobile App For Cisco Webex Meetings General End -User with Video Device training, conduct up to one (1) 90-minute training session(s) for Webex Meetings (including Collaboration Meeting Rooms (CMR)), Webex Meetings Desktop App, and iOS/Android Mobile App and Cisco Video Device For this project, CDWG defines a General Cisco Webex End -User as an individual who requires training to support normal tasks for scheduling and hosting Webex meetings. The following topics are included: Attending meetings Meeting controls Scheduling meetings Hosting meetings Sharing content Joining from desktop Joining from mobile Joining from video rooms For this contract, CDWG defines a Power Cisco Webex End -User as an individual who requires an advanced level of Cisco Webex to support additional tasks such as scheduling for others in the company (i.e., Administrative Assistant leveraging alternate host) or will be a department point of contact for Webex questions. During the end -user training for Power Users, advanced topics will be covered such as: Alternate hosts Uploading/sharing files Meeting recording Whiteboarding Hosting from desktop Hosting from mobile Hosting from video rooms Permissions and panels Engagement tools (chats/polls) © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 435 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 34 For this contract, CDW•G defines a General Webex End -User with Video Device as an individual who requires training to support normal tasks for scheduling and hosting of Webex Meetings as well as joining from video devices. The following topics are included: Attending meetings Meeting controls Scheduling meetings Hosting meetings Joining from desktop Joining from mobile Using Touch 10 controller On -screen controls/terms Managing single/dual self -views Single/dual views during calls Managing calls Contact profiles Layout adjustment Sharing content Attending scheduled meetings Modernizing Today's Classrooms At CDW•G, one of our dedicated verticals is the education sector, both K-12 and Higher Education. We understand the unique needs of the education sector, and have specialized resources dedicated to modernizing today's classrooms to provide educators and students alike access to top quality immersive and integrative technologies to bolster their learning. CDW Blueprint to Design® is an ideal tool to help districts, schools and teachers reimagine their classrooms and building space to ensure they're maximizing learning outcomes. The program was created in 2017 and helps educators navigate the addition of classroom IT products and technology and create collaborative learning environments. And since then, more than 900 K-12 schools and universities have participated in the program, including the Rochester City School District, where CDW helped design a truly modern classroom. Our K12 Strategist, teamed with the depth of our CDW Solution Architects and Account Team, work together to helps educators figure out the best classroom design for their space, ensuring that each area has a purpose and takes advantage of the entire room. Since CDW•G is vendor neutral, and have a wide offering of different teleconferencing software, we recommend the best vendor for that given classroom, school, or district. Broadcast Studio Broadcast studio solutions for staff that oversee communications and public broadcast efforts which provide integration (system design engineering), fabrication, budgeting, scheduling, engineering, architectural planning (technical grounding, power distribution and facility load requirements), and equipment specification (video, audio, network and storage technologies). CDWG has broad capabilities across the broadcast space. While we have direct relationship with a number of top -of -the -line products in various AV categories, we have found the largest © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 436 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 35 benefit to our customers when we utilize our trusted partner Exertis Broadcast. While this is not an exhaustive list of what CDWG can provide in this space, we felt it was a good encapsulation of our abilities. One of the benefits CDWG brings to Cobb County and OMNIA Partners is our ability to orchestrate a complete solution from video to audio to networking to storage. We work with a wide array of storage providers from Nutanix to Pure, and our architects are specially equipped with an understanding of all product lines to be able to provide the best solution. We like to think of our solution architect as puzzle masters — finding all the different pieces from various manufacturers and putting them together into a masterpiece for our customers. Further outlined below in the Law Enforcement section, CDWG's design services, leading partner portfolio, project management and integration services are committed to providing top quality Professional Audio -Visual (Pro AN) services to State and Local Government customers. From Blueprint to Design, CDWG will deliver your Pro AN solutions into a new state of readiness. CDWG designs promote a collaborative and collegial atmosphere as well as better decision -making. Pro AN is more than just a matrix of inputs and outputs. Discerning users require a new level of collaboration and integration. CDWG delivers Pro AN solutions supporting: ■ Video Walls ■ Digital Display and Projection Room ■ Controls ■ IPTV and Video Streaming ■ Production and Media Management ■ Broadcast Solutions ■ Digital Signage ■ Video Distribution Systems Top partners include: CINEINIASSIVE PLANAR exterity CHkIST/E . NEC U;R Hiperwall Through leveraging Exertis, we ensure our customers are receiving the most up to date knowledge and emerging technologies in the broadcast studio space. Like any engagement where we work with partners, the customer, in this case Cobb County and OMNIA Partners, will continue to have their single point of contact with their CDWG Account Manager. The Account © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 437 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 36 Manager will bring together the customer and Exertis to full scope out the requirements of the project and ensuring alignment with the end goal. Exertis Broadcast is CDW's Video and Pro AV eXe r t i S I BROADCAST expert. Exertis Broadcast is staffed by industry experts who provide CDW with complete sales support and AV video workflow solutions including system design, needs analysis, demos, proof -of -concept, and on -site client consultation. Exertis Broadcast has a team of sales, engineering, marketing and support staff dedicated to CDW. They work with CDW Account Managers, Business Development, Partner and Product Management, Solution Architects and Consultants daily to specify AV and video projects for their end users. Exertis Broadcast meets with the CDW end user for project needs analysis, providing a complete design of their video workflow. Pre -sales engineers will also provide product demonstrations, assist with setting up and supporting proofs of concept, and consult with you to establish AV and video technology standards across the organization. The Exertis Broadcast team provides post -sales support and training once the project is commissioned. They provide a full turnkey solution for many of our solutions including installation, commissioning, maintenance and training services. Exertis Broadcast provides technical support for CDW's Field Solution Architects and Inside Solution Architects for system review and design verification with their video and AV solutions. Exertis Broadcast can go onsite with or without CDW to support the project, provide needs analysis, presales support and consultation. The Exertis Broadcast team works daily to grow CDW's video and AV practice with the addition of new partners. We have added several partners over the past year to augment CDW capabilities. New partners added in the last 12 months include: Table 2: Video and AV Partners Allen & Heath Atomos Castus ClearCom Focusrite Lume Cube PrompterPeople Vitect Birddog Clevertouch Mackie CADAudio Epiphan Panopto © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 438 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 37 Law Enforcement Public safety solutions such as in -car video, body worn cameras, license plate recognition, mobile computing, city surveillance, and digital evidence management. Technology has come a long way from being merely a �u�l1C convenience to being a must -have for public safety. , I Today's offerings can raise operational efficiency, ease Safety the constraints of distance, speed critical communication and heighten safety for everyone. But transformation can be difficult. Between technology's rapid-fire changes and public safety's inherent rules, needs and challenges, you need a special kind of knowledge to make IT perform — without having to be an expert. CDWG for Public Safety: Expertise That Works Your mission is safeguarding the public. Ours is helping you do it. We are a specialized practice devoted to public safety issues, with more than 10 years and hundreds of engagements to our credit. Our team of dedicated account managers will guide you to the most impactful choices, address all the requirements, policies and strategies you face every day, and show you how the pieces fit together. First responders save lives and protect property every day. Technology challenges involving mobility, data interoperability and information sharing may hinder those efforts. But where does an agency start? What are their options? How do agencies obtain tech that works for wherever, whenever? The answers to these questions are the purpose of the CDWG Public Safety Team. At CDWG, we collaborate with fire, police, emergency medical services, emergency management and other agencies to help them understand their options. A little guidance goes a long way, and our knowledge and expertise in deploying technology will support decision - makers in choosing public safety solutions. Modern-day emergency management and first response requires fast and always -available access to information. Without it, police officers, first responders, and emergency personnel are at a disadvantage against criminals and natural disasters alike. Innovative digital solutions provide new, engaging approaches to fulfilling missions and keeping communities safe. Things are constantly changing but one constant that has remained throughout the last two decades is that Major Events Drive Digital Trends. Highlights in recent American History prove the axiom. Examples include; ■ The 9/11 Attacks — Recommendations were brought forth from the 9/11 Commission Report but the standout topic in technology was Radio Interoperability ■ Hurricane Katrina — Demonstrated the need for more resilient data and radio communications capabilities as well as more robust disaster recovery plans ■ The active shooter at Virginia Tech University — Ushered in a mad dash to acquire citizen alert and notification systems ■ The Boston Marathon Bombing — Revealed gaps in the ability to perform analytics on video and image big data ■ Officer involved shootings and in -custody deaths in Ferguson, Mo., New York, Baltimore and Charlotte — Drove federal involvement resulting in proliferation of body worn camera deployments © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 439 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 38 COVID 19-Pandemic and Civil Unrest — We are only beginning to comprehend the impact Covering the Spectrum of Capabilities Video Cut travel time. Reduce resource allocations. Raise situational awareness and speed response. Do remotely what was once possible only in person. In -vehicle video, capture and management Body -worn cameras Interview room monitoring Fixed security Surveillance Analytics Collaboration and telepresence Case management Cloud solutions Mobility Accelerate collaboration and communication from anywhere. Mobile data laptops and tablets Data collection and scanners Mobile printing GPS and automatic vehicle location Mobile access routers Wi-Fi solutions Advanced authentication Virtual private network mobile software Cloud solutions Data Center Support growing data loads. Ensure enough bandwidth for increasingly complex communication. Keep it all secure. Servers and storage area networks Hyperconverged infrastructure Backup and recovery Virtualization Cybersecurity Unified communications Enterprise wireless Alert and mass notification systems Power and cooling • Cloud solutions © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 440 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 39 Digital Workspaces: Creating a better user experience while streamlining device management and improving access to information ■ Handheld and Mobile Data Terminals ■ High Performance Workstations ■ Mobile Gateways and Routers ■ Virtual Desktop and Application Delivery Mission Effectiveness: Digital Transformation yielding force multiplication, force protection, and delivering more rapid positive outcomes ■ Cyber and Physical Security ■ Collaboration, Data Center, and Cloud Strategies • Communications Infrastructure, ESINet, Radio Backhaul • Surveillance, Recognition, and Evidence Management Command, Control & Intelligence ■ Mission Critical Operations Centers • Data Visualization & Analytics • Situational Awareness Planforms • Mobile & Deployable Solutions Major Public Safety Events Drive Digital Trends. CDWG's Next Generation Public Safety approach addresses not only those trends from the past but aids agencies in preparing for whatever is next. Next Generation Public Safety is best described as a process of efforts towards Digital Transformation in Government and is a continual, phase -based effort from Assess & Envision through Planning & Design culminating in Implementation & Optimization. The achievable goals of Digital Transformation include: ■ Decreased maintenance and improved operational efficiencies may relieve technology staff of mundane systems management tasks allowing for greater resource effort applied to evaluation, innovation and adoption activities. ■ Long-term cost savings can be applied to new investments in deep learning and artificial intelligence. Elevating the safety and security posture and improving compliance adherence offers unquantifiable rewards and helps in eliminating distractions. The overarching goal of Next Generation Public Safety Transformation is the development of a State -of -Readiness that provides the flexibility to adapt to future innovation. Rapidly absorbing those technologies today that are considered novel is a lofty goal. In the transformational era of tomorrow this capability becomes a general requirement. Nothing should be able to disrupt the digitally transformed agency. It is today's technology challenges that propel our CDWG Public Safety Team forward. Since 2005, the CDWG Public Safety Team has been delivering technology solutions supporting mission critical environments in Emergency Management, Fire & Rescue, Emergency Medical, Law Enforcement as well as the Critical Infrastructure protection. Our focus has changed over the years to keep pace with the challenges of the day. The one thing has remained the same is that Public Safety agencies large and small turn to CDWG to assist in developing solutions supporting Mission Critical operations. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 441 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 40 opCom Alert Notification Figure 11: CDWG Public Safety Service Timeline Public safety begins with an experienced and well -briefed sales team who comprise the primary point of contact for all of our customers. The sales teams are supported by a host of solution architects from a variety of disciplines and Public Safety Strategists that provide customers, CDWG personnel and partners with subject matter expertise. Our comprehensive approach includes: Supply: We have a large inventory of technology items you use every day Design/Build: Our Solution Architects can help you through the myriad of choices with respect to designing the solutions necessary to develop the next generation of public safety tools Contracting: Reduce the administrative cost, required span of control and headaches in your next project with a single agreement and responsible party delivering what you ask for Strategy Development/Envisioning: Moving into real time policing, developing a new emergency operations center, security center or tactical operations center. Our Senior Strategist can help you develop and document a plan of action. We Get Mission Critical Operations Historically, Mission Critical Operations in Public Safety Work have included emergency operations centers, dispatch or communication centers, fusion centers, and the standard agency data center. The last decade has given rise to a new breed of operation center including those supporting real time crime fighting, joint task force collaboration, cyber intelligence and excellence as well as network operations. Regardless, these centers are where people and advanced technologies intersect. Enhanced situational awareness, data correlation and decision support systems combine to aid in visualizing a common operating picture in the next generation of Operation Centers. The end -game to this is force protection, force multiplication and the rapid delivery of positive outcomes. At the end of the day, next generation technologies widen the view of operations by integrating advanced data analytics with video surveillance systems, sensors and other technologies that gain better situational awareness. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 442 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 41 CDWG and its powerful partners expand the value of these technologies delivering hindsight, insight and foresight to Public Safety. In preparing for the demands of tomorrow, a Next Generation approach is required to address the priorities of today. These must include future challenges. Solutions must also always work. It will not do for a critical solution to fail during a major response. The CDWG and Partner designs keep that thought at the forefront. CDWG provides Technology Design/Build & Prime Contracting Services for the completion or rehabilitation of Mission Critical Operation Centers. We understand the importance of recognizing the unique needs of Law Enforcement, Emergency Management and Fire/Rescue. CDWG provides solution sets which give our customers a near future -proof platform for placing critical information into the decision -making process. Physically Secure & Cybersafe Ready & Resilient Technology Infrastructure l _ pDesktop Video Walls, Sit and Stand Content platform Computers Displays, Projectors Consoles, Furniture,Workstations, deployment and integration IDT, Smartboards, Audio Room Architectures, Computer Flooring Video Teleconferencing, Surveillance, Analytic Re -enforcement & Room Control. and Architectural Video Streaming, Alert Notification and and Recognition systems as well as Design & Implementation. Services Ergonomic, lighting Information Sharing application deployment and P Y and acoustic study as Platforms. Design & development. wells as complete Implementation installation. Expert Project Management Consolidated Support & Maintenance Figure 12: CDWG Public Safety Offerings We Get Spatial Engineering Our spatial design strategies consider how people are routed throughout your work center daily and during times of crisis to maximize optimal communication between operators and key stakeholders. When you choose to employ our experienced team of spatial engineering partners, we will work together determine the configuration that best supports your organization's communication and collaboration objectives, ensuring continuity of operations and minimizing the impact of the upset condition. Our public safety console environment solutions are designed with the operator in mind. An operator's comfort is paramount to their productivity and overall health. Our ergonomically designed control room solutions encompass a variety of self -adjustable components and accessories, which are designed to be an extension of an individual's day-to-day operations. Our partner solutions enable greater environmental controls such as temperature and fan controls, height adjustments, lighting, and other elements to mitigate fatigue and improve operator alertness. Our situational lighting solutions enhance communication, awareness, and coordination, which support effective incident deployment strategies amid emergencies. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 443 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 42 CDWG and its partners provide ergonomic solutions and spatial engineering services to transform your next center into a state-of-the-art facility. We lead the overall center design/build efforts, in conjunction with industry leading partners. Partners we work with often include: va ri Humanscale Figure 13: CDWG Spatial Engineering Sample We Get Situational Awareness CDWG partners with leading software companies to provide for a myriad of solutions to help our customers solve their problems. Workflow management, citizen portals, asset and inventory management, dispatch, records management, and situational awareness platforms can all be implemented by CDWG and its partners. A common operation picture (COP) is a continuously updated overview of an incident compiled throughout an incident's life cycle from data shared between integrated communication, information management, and intelligence and information sharing systems. The goal of a COP is real-time situational awareness across all levels of incident management and across jurisdictions. The objective of a COP for support in a coalition environment is to decrease the Decision Cycle Time (OODA loop - Observe, Orient, Decide, Act). Cobb County and OMNIA Partner Law Enforcement Agencies need their agents, analysts, first responders, and officers to be able to make decision quickly and efficiently, with accurate information. CDWG understands this need and our applications help to orient data , create the Common Operating picture, and allow life-saving decisions to be made. The needed data often exists in multiple legacy solutions, on the web and in an unstructured form. Making sense of the data and achieving the ability to turn data into actionable intelligence in real-time takes a great deal of integration. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 444 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 43 CDWG and its partners provide the platforms to get started quickly as well as the integration, development and orchestration expertise to move forward ahead of the pace of change. CDWG has a long history of developing Microsoft -based solutions into usable applications for emergency management and law enforcement. Our recent acquisitions of IGNW, Aptris, and Aeritae are evidence of CDW's continued commitment to providing world -class software development, integration and orchestration services. CDWG works with industry leading partners within the situation awareness platform, including: kD EARTH ++++a bleau -:= servicenow, Microsoft HITACHI Gologle Inspire the Next We Get Surveillance Video surveillance capabilities have come a long way over the years. Legacy systems, made up of cameras and digital video recorders, primarily captured and replayed past events, limiting organizations to a reactionary security approach. Enhanced by analytics software, today's video surveillance solutions give organizations the tools they need to take proactive safety and security measures. The benefits now include utilizing surveillance to ease road congestion or monitor high pedestrian traffic areas, enhanced video surveillance enables digital transformation across every agency type, and more. By integrating advanced data analytics software and Internet of Things (IOT) sensors with IP- based cameras and video management systems, CDWG expands the value of surveillance technology. That means Cobb County benefits from not just hindsight, but also insight and foresight. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 445 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 44 r0� I:IILII1169Eel :1116 WHAT HAPPENED? With traditional, forensics - based applications for video, you can investigate a recorded event, identify a bad actor, monitor facilities, analyze a complete process in a system or validate that a system worked as planned. INSIGHT: WHAT'S HAPPENING NOW? Video analytics can elevate your security team's situational awareness and enable you to identify and react to events in real time. Analytics can unlock operational value by monitoring the flow of people, goods, or processes and triggering a response based on predetermined criteria. c� FORESIGHT: WHAT WILL HAPPEN NEXT? With predictive analytics, you can leverage video data to identify trends and forecast events, giving your team foresight into the next threat and helping operations pinpoint future process flaws to improve decision -making. Some of the leading manufacturers CDW•G partners within this space include: AXIS_ C O M M U N I C A T I O N S Cisco Merakl Mobility milestone Hanwha ARCULES F L I R 0 BOSCH V Verkada Mobility services to keep users connected, responsive and secure such as email protection, download prevention, containerize content on devices, self-destructing content, and content linked back to the user. Procuring, configuring and refreshing mobile devices across different operating systems and carriers can be a challenge. From smartphones, tablets and notebooks to routers and point of sale systems, we can help you integrate your software and services to get the most out of your devices. Configuration and Activation CDW's configuration experts work with your IT staff and your carriers to ensure your enterprise mobile devices are automatically activated, enrolled and ready to use right out of the box. We © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC (" CDWG"). Page 446 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 45 offer software configuration and imaging services for Windows, iOS or Android, and our tagging, tracking and laser etching services help you streamline asset management. Procure and Provision Our Mobility Management Portal simplifies administration of devices, including selection, deployment, expense management and help desk services. Employees can order from a predefined catalog, perform upgrades or make changes to existing services — all in accordance with your internal mobile device policies. Device as a Service (DaaS) DaaS gives your organization fully supported, customized devices for a monthly subscription fee, allowing you to shift procurement costs to an operating expense. We'll take care of managing technology refreshes, securing your devices, procuring management software, providing help desk services and recycling devices. Why CDWG Unmatched Expertise Our mobility experts have helped thousands of customers craft BYOD and mobile device policies from the ground up. Flexible Financing Options We will work with you to determine the best financing method for your organization, be it a traditional purchase, lease or through a monthly subscription. Industry -Leading Partnerships Our partnerships with the industry's top mobile providers give you access to the widest selection of devices, mobile OS and carriers — with top-notch customer service to boot. Mobile App Development and Strategy Mobile apps are both an opportunity and a challenge for organizations looking to improve worker productivity and customer experiences. A solid mobile application strategy, from procurement to management to development, will put you ahead of the competition. Our Enterprise Mobility Management (EMM) and workspace collaboration solutions can help you manage and secure your mobile environment across multiple devices and platforms. Our Mobile and Productivity App Services The ubiquity of smartphones and tablets has changed the way organizations deliver information. We can help mobilize your operations to streamline workflows, boost productivity and reduce expenses. App Strategy Before your organization selects off -the -shelf or customized apps, we'll help you develop a strategic view of your mobile app initiatives. We'll help you map deployment and development decisions based on your needs, budgetary constraints and IT infrastructure. Your custom app strategy will serve as a critical roadmap as you migrate to a more mobile environment. Mobile Application Development Mobile app development allows your organization to meet stringent requirements around performance, functionality and user experience. Our partner network of tier 1 developers provides native, HTML5 or hybrid apps based on your needs. Additionally, we offer Mobile © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 447 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 46 Application Development Platforms (MADP) for organizations that want the tools to quickly create, deploy and maintain apps in house. Your Custom App Store Give your employees a central point of access for the apps and tools they need to be productive. Your centrally managed and custom -branded app store can include both IT - approved, off -the -shelf apps and custom -developed mobile apps. Content Sharing & Management The right file -sharing and online collaboration tools can help you tap into vital knowledge instantly and share it throughout your organization. Our cloud -based software as a service (SaaS) solutions can help encourage innovation and build relevant communities while maintaining the security of your corporate data. Choose from top partners such as Box, Google Workspace and Office 365. Office Productivity Apps How can you get more from your employees and your budget? For many organizations, it means getting a little creative. It means embracing innovation. It means moving software to the cloud with SaaS productivity apps. We can help you select the right productivity app and design a customized, scalable solution that grows with your business. Enterprise Portals Enterprise portals give your organization a single, secure place to store, organize, share and access information from almost any device. Web -based SaaS portals enable online collaboration — anywhere, anytime. We'll help you customize an enterprise portal that fits your needs, budget and business goals. Strategies Designed for Growth Our collaborative approach to enterprise mobile apps prioritizes your objectives, budget and timeline. We'll help you design a comprehensive mobile app strategy with simple management tools, robust security and scalable features that evolve with new technologies. Cross -Industry Expertise We have specialized teams across a number of industries — including retail, healthcare, energy and utilities, and K-12 and Higher Education. Our experts can help you mobilize existing workflows and unlock new strategies that transform the way your team works. End to End Services and Support Our planning services and assessments ensure your productivity strategy is aligned with your business goals. We also offer full implementation, training and adoption services to help your employees mobilize faster, giving you a better return on your investment. Mobility Management, Collaboration, and Security We provide a full range of proven mobile device management and collaboration tools as well as end -to -end security from the industry's leading providers. We help you simplify mobility management and mitigate risks so you can spend less time on tasks and more time on projects. Enterprise Mobility Management (EMM) EMM takes the burden of day-to-day mobile management off IT's hands and empowers workers with uninterrupted access to the tools they need. Our mobility management and security J CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 448 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 47 services include mobile device management, mobile application management, mobile content management, custom app stores and mobile device policy definition. Mobile Workspaces Many clients are turning to mobile workspaces for secure mobility. We offer leading workspace solutions including desktop virtualization, application virtualization, EMM and file sharing, all supported by our professional services to ease selection and deployment. Procurement and Expense Management In addition to simplified procurement of devices, our Mobility Management Portal provides help desk services — including phone, online chat and self-service support — as well as expense management services with custom reporting to ease the burden on your IT staff. End -to -End Security With more than 15 years of experience with security solutions, our mobility and security teams work together to provide risk mitigation advice, including network and mobile security, data loss prevention and advanced threat protection technologies. Streamlined Productivity Our custom solutions give you device management, app store and sign -on options, as well as the option to grant users access to legacy applications without the cost of mobile app development. Simple Payments and Cost Controls With Mobile Expense Management, you can automate the tedious review, approval and payment process. You can also get insight into cost -saving opportunities and alerts about compliance issues. Industry -Leading Partnerships We work with the industry's leading brands, giving you unmatched choice and expertise in selecting the best mobility management, collaboration and security solutions. Work From Home (WFH) Work from home productivity involves more than just a functioning laptop. Networks need enough capacity and secure endpoints for workers to access their files and applications from anywhere, and employees need access to cloud applications to take full advantage of the collaboration tools available to them. CDW can help you build or expand your WFH strategy so employees can accomplish more in more places. An example of a tool to work from home is Zoom Together, Zoom and CDW bring you the communications technology your business needs to evolve. Business Communications CDW can help you develop a flexible collaboration solution based around your Zoom platform, to fit your user needs and goals. Digital Workspace Consultation Available free of cost, CDW's collaboration workshop lets you explore your full Zoom capabilities and develop a customized communications strategy. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 449 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 48 Digital Workspace Services Whether your communications are in the cloud, on -premises or a hybrid solution, CDW Amplified TM Workspace services meet you where you are, with comprehensive support. Asset Management Asset management solutions to identify and manage installed software, hardware and license entitlements. We Understand IT Asset Management IT Asset Management (ITAM) is a set of processes and tools that enables organizations to manage their IT assets on an ongoing basis, so that they can establish controls, gain visibility into their environment, optimize costs, and maintain license compliance. At CDW, our wide range of IT Asset Management solutions is customized to assist Cobb County in maturing your own Asset Management practice, while always aligning to Cobb County's specific business goals. These are the Elements of Successful Asset Management 9 8 Q is 0 People Processes Technology Communication Continuous Improvement Figure 14: Elements of Successful Asset Management Our IT Asset Management Strategy Focuses on Four Solution Types: Project Based Engagement Gain Visibility Into Your License Position. This customized engagement helps ensure that you gain control of your software environment, by providing an Effective License Position (ELP). Great for True -Up and Renewal time! Maturity & Risk Start Planning Your ITAM Strategy And Understand Your Risk Identify the stakeholders, policies and inventory processes at the heart of your ITAM practice. Technology Platforms Using Industry -Leading Platforms for Successful Asset Management. Having access to accurate, real-time inventory data empowers better decision -making and drives business outcomes Ongoing Solutions Our Ongoing Services Are Tailored to Your Business Needs — Increasing ROI Customized engagements that ensure consistent visibility into assets and drive continuous improvement © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 450 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 49 ITAM Maturity Assessment With such a large portion of their IT budgets dedicated to software, organizations need a way to manage hardware and software assets on an ongoing basis. CDW's IT Asset Management (ITAM) practice offers a focused approach to tracking the location and configuration of IT assets, helping organizations not only optimize costs but also maintain license compliance, streamline contract negotiations, support mission -critical technology rollouts and prepare for digital transformation CDW's Asset Management Maturity Assessment combined with our proven engagement framework allows us to help our customers: ■ Define a vision for a successful practice ■ Document recommendations on policy/process/procedures ■ Build a roadmap for implementing your Asset Management practice ■ Improve service levels ■ Provide the ability to optimize costs and utilization of assets ■ Ensure supply meets the demands of the business and that IT assets directly support specific business productivity requirements in the most efficient and reliable way possible ■ Mitigate risks associated with governance practices, compliance requirements, and business continuity ■ Provide the ability for true cost allocation Building Long-term Capability Through Technology CDW recommends using an industry -leading Asset Management technology platform to manage and discover your environment. Our goal is to align the appropriate technology to help meet your business goals and drive IT initiatives. Our strategy includes: • Understanding your existing investments in asset management ■ If no asset management technology is in place, we can then assist in making technology recommendations, aligning resources for product demonstrations, and working with the vendor to set up proof of concept. ■ Working with Cobb County to understand short and long-term business goals ■ We can help Cobb County assess if your current investments are able to achieve these goals. ■ Assessing additional applications ■ We can help evaluate whether integration with specific business applications and/or systems are required to support you. Empowering Your Practice Continuous improvement and internal communication are key in a successful ongoing Asset Management program. With an IT platform as the foundation, CDW can provide customized, ongoing consulting that can positively impact a customer's ROI. Ensure Proper Communication With our partners at Universal Management Solutions (UMS), we can work with Cobb County to design an ongoing IT Asset Management (ITAM) strategy and support services- so you can focus on more strategic IT efforts. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 451 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 50 Ensure All Cobb County's Publishers Are Listed We can ensure that Cobb County is spared the ongoing process of publisher contract management, or we can focus on just a short list of concerns. We can be flexible to accommodate Cobb County. With visibility gained into the entire publisher environment, CDW will identify the redundant products in your environment, allowing for rightsizing your licensing investments Software Management and CDW With assessments, technology validations, deployments, ongoing management and experts on - hand. CDW can help with every phase of the software solution. Our services and specialists include: ■ Test Assessment and Roadmap: We develop a three-year roadmap for your customer's software environment with assessment and envisioning sessions, proofs of concept, health checks, product and licensing program comparisons, contract negotiation and image processing services. ■ Onsite Software Deployment: Our experts install and configure Cobb County's on - premises software for desktops, notebooks, tablets, smartphones, servers and routers. ■ CDW Software Asset Management: Hosted by CDW and powered by Snow Software, our license management service gives customers a clear view of the software being used across their devices. ■ Software Asset Management (SAM) Specialists: Our certified SAM specialists analyze customers' licenses and provide reconciliation services to help them understand where gaps exist between entitled and employed licenses. ■ Licensing Account Executives: Experts perform onsite reviews of the software environment. We use this information to recommend the best products and licensing programs for your budget, and help manage those assets throughout the contract. ■ Partner and Technical Specialists: During initial consultation, our presales systems engineers answer any in-depth software, licensing and technical questions. Data Protection Data protection to protect, backup, recover and archive data and applications. Data is your organization's most precious asset, but storing and protecting that data can be a challenge. Your IT team must contend with a laundry list of internal and external threats while also managing increasingly complex hybrid storage environments. Those tasks are made even more difficult when you consider the growing number of data -intensive applications your users depend on every day. Overcoming data protection and storage hurdles requires solutions and services that suit your needs and environment, as well as a trusted partner like CDW that can help you navigate your options. Investing in storage through CDW can help address: ■ Risk ■ Agility ■ Cost Partnering with CDW for data protection and storage can help you achieve other key organizational and IT objectives, including: © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 452 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 51 ■ Mitigating risk ■ Managing storage resources productively ■ Supporting diverse user requirements • Maintaining cost controls Why You Should Partner with CDW Because every dollar counts, your organization needs to maximize the value of its data storage and protection investments. CDW's tenured and certified solution architects can build a customized plan that ensures you unlock the storage performance and resilience you need within your preferred budget and spending model. We also deliver: ■ Vendor -agnostic expertise driven by our industry -leading partnerships ■ A full -stack approach that supports you at every stage of your journey ■ Dedicated support from a team that's worked with organizations of all sizes Energy and Water Conservation Energy and water conservation solutions to deploy advanced metering infrastructure (AMI) systems designed to measure, collect, analyze and monitor usage real time. Examples of projects include automated meter projects, SCADA (Supervisory Control and Data Acquisition) projects, and security projects. CDW has long been conscious of our impact on the environment especially regarding our energy consumption, and we have taken significant steps to effectively manage our consumption of resources and lessen our environmental impact. ISO 14001:2015 Certification Our environmental policy and Environmental Management System (EMS) define the structure, practices and procedures for our environmental program. As part of our commitment to continuous\®,qi improvement, we regularly evaluate the efficiency of our use of natural s resources. We seek to identify and address opportunities to improve by reducing waste to landfill through enterprise -wide recycling initiatives, implementing innovative packaging solutions, and integrating principles ISO of environmental responsibility throughout our business. All CDW distribution centers and two of our U.K. offices hold ISO 14001 14001.2015 certification, the international standard for Environmental Management. Figure 15: ISO These certifications ensure consistency and effectiveness in our EMS 1400 Certification and demonstrate our long-established commitment to managing our business responsibly. Energy Management — Carbon Emissions At CDW, we look for opportunities to make meaningful reductions in our carbon footprint. Given the non -manufacturing nature of our operations, our facilities do not represent our greatest source of emissions. Rather, shipping and logistics functions present an opportunity for us to focus on carbon emission reductions through our relationships with value chain partners. Approximately 98% of our US shipments are delivered by carriers enrolled in the US EPA SmartWay Transport Partnership, which helps companies advance supply chain sustainability by measuring, benchmarking and improving freight transportation efficiency. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 453 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 52 We also have programs aimed at consolidating freight volume and reducing the number of shipments and vehicles needed to complete a delivery, which enables our carrier partners to reduce carbon emissions. beGreen Program CDW implemented a formal beGreen program to foster a culture of environmental responsibility that encourages coworkers to reduce, reuse and recycle. Our beGreen initiative provides coworkers with the platform to share ideas and take collective action to improve our environment. Areas of focus include: ■ Coworker education ■ Community awareness ■ Recycling ■ Resource conservation CVOW jj�GREEN.' Figure 16: CDWG's beGreen Initiative Our beGreen program continues to provide coworkers with a platform to share ideas and take collective action to protect our environment. The program is managed by a cross -functional team of coworkers from multiple CDW locations, and participation continues to be strong since its inception 13 years ago. Reducing and eliminating waste through recycling, wherever possible, is ingrained throughout our organization. Our coworkers develop and lead efforts to help reduce waste to landfill from personal consumption and business use. Our dedicated beGreen staff continually looks for more ways to be environmentally responsible. Financial Services Financing options such as lease, lease to own, lease with option to own, and IT as a Service. CDWG's Financing Solutions Team helps members navigate through all the available payment solution options (leasing, financing, subscriptions, etc.) CDW's Financial Partners provide to select the best option to fit the customer's needs. For members with a Master Lease Agreement established, we more than likely have a partnership in place with their provider, or can establish one, to extend their existing agreement to incorporate purchases from CDW-G. We are a recognized force with many of our Financing Partners, such as our 2017 HP PartnerOne Financial Services Partner of the Year Award and the 2019 Cisco Capital Central Partner of the Year Award. Often, we leverage relationships with our partners to offer more advantageous rates, terms, and structures. For members that have diversity requirements to meet, we can recommend WBE certified partners. At CDWG, we focus on providing the best solutions in the industry —not simply the latest solutions from a single provider. CDWG can facilitate an agreement between Cobb County and a variety of leading financing companies that can help you obtain the payment terms that best fit your unique needs and budget requirements. Cobb County can secure a payment solution structure with maximized options and terms. Our Premier Financing Partners include: ■ Arrow Capital Solutions ■ Cisco Capital ■ Dell Financial Services © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 454 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 53 ■ HPE Financial Services ■ Lenovo Financial Services ■ LEAF Commercial Capital, Inc. Success Story: IT as a Service United States Census Program The Decennial Census is a once -a -decade activity that takes years of planning to carry -out the largest peacetime workforce United States " mobilization in the US. CDWG began developing and planning Census our technical and operational solution in 2015, well in advance of 2017 date. The US Census Decennial the contract award program 2020 mission is a Constitutionally mandated program established to accurately count each person in the US and count them only once. This is accomplished over a series of Census Field operations carried out across the USA and its territories with the final objective to provide the complete Census report to the US President by end of year. Since 2017 DWG has been providing the US Census Bureau mobile technology under a large Device -as -a -Service prime contract. This contract includes full life -cycle technology management from leveraging CDWG's ISO accredited secure supply chain practices to acquire, configure, test, ship and recover/disposition over 650,000 mobile devices. In addition to cellular assignment and activation, CDWG also provides device security via Mobile Device Management with active tracking, monitoring and managing of the very large fleet of deployed devices. CDWG also offers Program Management, Technical solution architecture (Win10 and iOS), Asset Management, Contract and Subcontract management, consolidated shipping and reverse logistics, and Tier 2/3 Help Desk support. CDW/CDW•G have maintained performance throughout the COVID 19 pandemic and have shared with our Census customer our best practices utilized to ensure that there is no disruption in our services. We proposed 7 Small Business/Diverse suppliers and have subcontracted more than 20% of the program total to SB entities. Other Services and Solutions Services and solutions not listed above that may be proposed by Offeror. As organizations face limited time, budgets and talent to tackle the ever-growing list of challenges running their day-to-day operations, IT leaders need a way to handle priority projects without overtaxing internal staff. CDW Staff Augmentation and Ad Hoc Support Services help meet the demands of your organization in unique ways. We provide skilled staff to augment your team with expertise in a wide range of technologies, offering an objective view of IT that ensures you'll always receive the right solution to your problems — not just the one that's convenient. CDW AMPLIFIED TM Services Portfolio Cobb County and Omnia Partners will benefit from accessing a comprehensive set of services that offer an unparalleled breadth of services. Our portfolio of services includes data center, networking, hybrid cloud, end user workspace and collaboration, application development, data analytics, and technical support and service desk services. Our services are purpose-built, with pre -defined service descriptions, statements of work, deliverables, service level objectives, and © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 455 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 54 pricing. The benefit for your members is the ease they can transact with CDWG from solution planning to service startup. A summary of our entire Services portfolio is presented below. CDW AMPLIFIED TM Infrastructure Services provide the expertise, tools, and resources to scale and future -proof Members' critical data center and network architecture. For example, our service engineering can help scale and optimize an existing on -premise data center to meet increasing application workload or design and implement a solution for migrating applications and infrastructure to a hybrid cloud solution. With the acquisition of Aptris, CDW now provides ServiceNow services for the design, orchestration, and management of customer's ServiceNow applications, including ITSM, ITOM, SecOps, CSM, and HR Management. Our entire Infrastructure Services portfolio includes: ■ Networks: Enterprise Data Center Networking, Software Defined Networks (SDN), Wireless Networking • Hybrid Cloud: Hyperconverged/Private Cloud Deployments and Public Cloud solutions for Azure and AWS Services ■ Operating System (OS): Management administration of virtual/physical server and OS, Infrastructure Application support, Database Services, and ServiceNow Services. ■ Data Center: Power/Cooling, Storage, Compute, Data Protection, Virtualization, Software -defined Data Center and Networking CDW AMPLIFIED TM Workspace Services provide a comprehensive approach for end users, educators, and students to work from anywhere, on any device, at any time. Our two configuration centers can support complex deployments, including staging, imaging, integration, kitting, and deploying up to 10,000 devices per day. Workspace Services also provides integrated solutions for managing the security risks to endpoint devices to remain productive and secure. Workspace Services includes: ■ Collaboration: Voice, Video, Messaging, Conferencing, Contact Center, Productivity Applications, and Content Management. ■ Endpoint Services: End User Compute, Mobility, Unified Endpoint Management & Security, and Managed Print Services CDW AMPLIFIED TM Security Services help customers with ever -evolving security threats and maintains compliance with their industry and regulatory standards. Cybersecurity risks are higher than ever, and organizations require continuous defense, detection, and dynamic responses against evolving threats while maintaining industry compliance. CDW Amplified TM Security services provide independent evaluations of a customer's security posture and help fortify against identified weaknesses. Our security engineers can design comprehensive strategies and solutions for protecting critical IT resources and data. Our security engineers hold certifications in CISSP, CISA, CISM, CIPP, Ethical Hacking, ISO Auditing, and ITIL. Our Professional Services can orchestrate advanced network defense techniques such as next - generation firewalls, advanced endpoint protection, content security, and access management. Security Services includes: • Information Security: Risk and compliance assessment, penetration testing, and comprehensive security assessments, vCISO advisory services • Detect and Respond: Security Incident Response services, Log aggregation and Correlation, Security Incident and Event Management (STEM) • Physical Security: Physical access controls, Video Surveillance, Environmental Sensors © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 456 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 55 • Secure Platform: Managed Next -Generation Firewall (NGDW), Intrusion Protection System (IPS), Identity and Access Management (IAM), and Network and Managed Zero - Day Endpoint Protection • Managed Cloud SIEM with vulnerability and threat intelligence, advanced analytics, prioritized alerting and reporting, and end -to -end incident response CDW AMPLIFIEDTm Development Services help customers address their growing technical debt in their legacy application stacks and software delivery processes. Development Services provides modern, cloud -native technologies and industry -leading best practices to allow customers to develop applications that revolutionize their infrastructure and solve business issues. CDW AmplifiedTm Development Services help our customers modernize and streamline their application delivery with the following services: • Software Engineering: Custom Software Design and Consulting, Application Architecture, Agile Development using DevOps, and software engineering utilizing Continuous Integration/Continuous Development (Cl/CD) methodologies. • Application Modernization: Refactoring legacy applications to modern application principles using containers, microservices, and event -based architectures. CDW AMPLIFIEDTm Data Services help customers make data -driven decisions by leveraging the benefits of a modernized data warehouse. Data Services also provides Artificial Intelligence (AI) and Machine Learning (ML) services for clients to develop actionable insights and realize the full benefit of their data warehouse. Data Services includes: Data Modernization: Builds solutions to modernize Data Warehousing applications using multiple vendor platforms Data Analytics: Creates advanced data visualizations and analytics solutions utilizing vendor platforms from Microsoft, AWS, Google, Splunk, and Tableau Al and ML: Builds and deploys AI/ML solutions for operational izing customer data that can help predict and proactively respond to emerging market trends and demand CDW AMPLIFIED TM Support Services deliver custom warranty, maintenance, and technical support services that augment a customer's IT staff so they can focus on maximizing business outcomes. Support Services includes: ■ CDW Technology Support Service (CTS): Provides a 7x24 single point of contact support for technical and maintenance support on Cisco, Microsoft, and Palo Alto Networking products. Our expertise provides faster response times and more cost- effective solutions when compared to OEM branded technical support. ■ E-Learning Technical Support: Our IT and AV support professionals provide a highly responsive Level 1 service desk for Educational institutions that rely on hybrid or remote learning for their student's educational needs. Staff Augmentation Services: Many managed service providers offer IT staff augmentation as part of their service offerings. What differentiates CDWG's Technical Resourcing is our 20+ years of experience providing IT services and solutions and our sole focus on Information Technology and Engineering resourcing. As an IT engineering company that provides advanced Application Services, DevOps, Cybersecurity, Cloud Architecture, and Big Data, we understand the skill sets and experience a member needs. Members can be confident in CDWG's ability to identify candidates that meet the technical requirements of the role. This level of technical acumen uniquely positions us to help Members fill their most challenging IT staffing requirements seamlessly and expediently. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 457 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 56 We use the same recruiting team to attract candidates for internal postings and customer positions. This provides us a competitive edge compared to other staffing firms that do not have the domain knowledge or bench of proven candidates. Our strength and value lies in providing a white -glove experience compared to other staffing MSPs. Our recruiters do not just gather and forward resumes from job postings. Instead, each recruiter discusses the role with the hiring manager to understand both the client culture and the soft and hard skills needed for a successful placement. Our goal is to respond with one to two quality candidates within a week of meeting the hiring manager. Our experience is we can fill 81 % of the openings with one or two candidates, cutting down on time spent in multiple interviews . Project Management Services CDWG's Project Management Office's (PMO) mission is to drive excellence and leadership in Project and Program Management for all of our customers. We leverage a proven methodology based on the Project Management Institute's (PMI) standards and best practices while tailoring projects to meet business outcomes and requirements. Our PMO is an active member of the PMl Global Executive Council whose role is to lead and direct the future of the project management profession and ensure its continued growth and success. We have over 160 customer -facing Project and Program Managers, with over 70 being PMP Certified. Our project methodology is scalable to any project size, customer -value driven, and flexible enough to integrate with your member's methods as needed. By being PMl aligned, we focus on communication, quality management, and continual improvement during all phases of the project. More information on these phases is described below. ■ Project Initiation confirms the initial contract, the scope of work, resource requirements, prepares the kickoff meeting. ■ Planning focuses on discovering and understanding requirements and stakeholders, communication plans, and delivers the project plan. ■ Execution manages the design, implementation, testing, and migration of services, coordinating CDW engineers and the member's project resources. ■ Closure finalizes the handoff to operational support, project closure documentation, and final project closure meetings. The closeout meeting is also the opportunity to review the customer's perspective of success and lessons learned during the project. ■ Monitor and Control occur throughout the project's lifecycle to ensure that the project status, budget, and milestones are monitored and reported on a timely basis. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 458 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 57 Experience [RFP 5.41 Include a list of the five (5) most relevant or comparable contracts completed by your firm during the past five (5) years with a public entity. For each contract, provide the following information. a. Scope of services/contract description. b. Dollar value of contract. c. Assigned project personnel. d. The contracting entity's contact person, current phone number, and current e-mail address as reference information. Reference 1 1 Client Name: I Collier County, FL Scope of Services/Contract Description Collier County utilizes the OMNIA Partners contract (formerly National IPA) for all goods and services that CDW is able to source for them. Typical manufacturers include, but are not limited to, Cisco, Vmware, CrowdStrike, NetApp, APC, Microsoft, and Dell. Dollar Value of Contract $4.3M Annually Assigned Project Personnel Name Anson Hira, Advanced Technology Account Executive Name Kyle Johnson, Executive Account Manager Name AJ Lucci, Regional Manager POC Name Mark Fowski Telephone 239-252-8322 Email mark.fowski@colliercountyfl.gov Reference 2 1 Client Name: I Orange County, FL Scope of Services/Contract Description Orange County utilizes the Sourcewell contract for all goods and services that CDWG is able to provide or source. CDWG has provided professional services of advanced technology solutions including, but not limited to: MS Exchange, MS Active Directory, M365, VMware, Nutanix, Juniper, PeopleSoft, Security managed services, and Staff Augpersonnel. Dollar Value of Contract $10.1 M Assigned Project Personnel Name Anson Hira, Advanced Technology Account Executive Name Kyle Johnson, Executive Account Manager Name AJ Lucci, Regional Manager POC Name Mack RiCharde Telephone 407-836-5200 Email mack.richarde@ocfl.net Reference 3 1 Client Name: I Nashville Electric Service Board, TN Scope of Services/Contract Description NES has approved the NIPA Corporative contract for all CDWG purchases. They have been utilizing this contract since 2015. CDWG has performed the following services for NES: © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 459 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 58 ServiceNOW Integration, Splunk Installation and Data Migration, Nutanix install and configuration and Wireless Site Survey. Dollar Value of Contract $1.5M Assigned Project Personnel Name Robert Sullivan, Executive Account Manager Name Griffin Curcio, Executive Account Manager Name Austin Hudson, Nashville Advanced Technology Account Executive POC Name Matt Dodd Telephone 615-747-3199 Email hdodd@nespower.com0 Reference 4 Client Name: I City of Boca Raton Scope of Services/Contract Description City of Boca Raton has leveraged the OMNIA Technology Contract through CDWG for 90% of their IT Hardware and Software needs for more than 7 years. In addition, the city has utilized our Affiliate, Sirius, a CDW company, for nearly the same tenure as their primary IT professional services provider. Dollar Value of Contract $2.7M Annually Assigned Project Personnel Name Ray Clyne, Advanced Technology Account Executive Name Roger Heroux, Executive Account Manager Name AJ Lucci, Regional Manager POC Name Jol n Aver Telephone 561-367-7062 Email 'avery@myboca.us Reference 5 Client Name: I City of Atlanta Scope of Services/Contract Description The City of Atlanta has awarded CDWG their hardware/software sourcing contract over the course of the past 14 years for four, consecutive contract cycles. CDWG was the sole- awardee for two of the four contract awards, including the flagship contract. In addition to the Hardware/Software sourcing contract, CDWG provides professional IT services for the city, including all agencies in the "General Fund", as well as Atlanta Department of Watershed management and Atlanta Department of Aviation, Hartsfield Jackson International Airport. Dollar Value of Contract $14.2M Annually Assigned Project Personnel Name Dan Gallagher, Advanced Technology Account Executive Name Mike Zorica, Executive Account Manager Name AJ Lucci, Regional Manager POC Name Errika Stewart Telephone 404-330-6204 Email estewart@atlantaga.gov © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 460 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 59 Product Information/Service Capability [RFP 5.5] a. Provide detailed information on service capability and the availability of service centers for maintenance and repairs on a national level. Indicate how many authorized service centers will be available for each state. Will pick up and delivery services be available for service of large equipment items? For today's State, Local, and Education leaders, the speed of digital priorities is critical to success. Yet, technical complexities can slow progress. Our full -stack engineering services team focuses on digital transformation — from code and applications to cloud, data and security — to help our SLED customers accelerate innovation, enhance citizen experiences and optimize collaboration, all while delivering agility and cost efficiencies. We maintain a working ecosystem of coworkers and partners to address the myriad service requirements of our customers. FULL STACK. FULL LIFECYCLE. FULL OUTCOMES. Desired Outcomes — • 250,000. customers recognize CDW as their expert partner Continuous Operations - • Managed Services NPS 60. • Service Desk 6. Languages • 550. Coworkers • 6 Operations Centers • 24/7Coverage Proven Quality • 10,000, Certifications • Delivery to 157 Countries • Professional Services NPS 70. • 26 U.S. Cities, 10 International locations Service Centers Fr MULTICLOUD Q Figure 17: Full Stack Lifecycle Trust at Scale • 4,500 expert sellers • 500 Field Sellers • 900 Solution Architects • 1,000 Consultants and Engineers • 300 Software Engineers • 1 Million. Sq. Ft. distribution space • 10,000 configurations per day Unmatched Expertise • 20. Partner Early Field trials • 1,200 Solutions Partners • All industry verticals • Full -stack hybrid cloud • 50. Partner Advisory boards Our operational footprint is abundantly national, with offices located in every region and two state-of-the-art distribution centers strategically located for the fastest possible service. In addition to our local branches, we have over 1,100 services professionals and a fast-growing network of trusted service and solutions partners. The number of authorized service centers depends on many factors so we cannot give a definite number at this point. However, we can explicitly confirm we have authorized service centers available for any agency who wishes to purchase off this contract. Break -Fix We typically provide break/fix services through our partner network, though we can do that through a managed service as well. The choice of partner network depends on a multitude of factors including location in the United States, brand of product, budget, turnaround time, etc. Our team is happy to discuss in further detail regarding a particular instance. Config. Centers © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 461 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 60 OMNIA Partners Members can rely on CDWG to preconfigure their technology solutions and provide custom turnkey solutions for plug and play deployment. We offer a wide array of services to address the various tasks involved in configuration projects including hardware and software installation and configuration, domain integration, branding, labeling, asset management, delivery & distribution. Two State -of -the -Art Configuration Centers IS09001 IS014001 IS020243 IS027001 IS028000 Quality Environmental Risk Management Information Security Secure Supply Chain CDWG operates redundant, environmentally controlled ISO and PCI certified centers in Vernon Hills, IL, and North Las Vegas, NV to provide faster delivery and reduced shipping expense. Our Distribution and Integration Centers have a combined one million sq. ft. including 75,000 sq. ft. dedicated to configuration and another 50,000 sq. ft. dedicated to staging. CDW can scale to meet your needs. Local Branches CDW is headquartered just outside of Chicago, III., and we have 28-plus local branch offices throughout the United States and Canada. So, chances are, we're within driving distance of your office. And even if a customer is located in an area without a local branch, our network of trusted service providers — all trained to follow the same consistent approach, processes, methodologies and professional manner of CDW badged engineers — ensure that your organization will still get the full attention and resources it deserves. Depending on the location and particulars of the system or product that needs servicing, costs can vary. Due to this complexity, our team will work with each agency as needs arise to provide a custom State of Work that includes costs to the customer. Pick -Up & Delivery We can facilitate pickup and delivery services for an additional cost. Regarding delivery of large equipment, we maintain our own inventory and relationships with the top delivery providers to ensure timely and safe delivery. We also have direct relationships with major manufacturers where we can leverage their dropship channels for delivery. In our experience, the type of pick-up services that our customers require vary. As a result, we require more details to document our process. However, we will work with all customers to accommodate requested pick-up services and their unique specifications. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 462 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 61 Configuration Services Overview Cobb County and OMNIA Partners can rely on CDWG to preconfigure their technology solutions and provide custom turnkey solutions for plug and play deployment. We offer a wide array of services to address the various tasks involved in configuration projects including hardware and software installation and configuration, domain integration, branding, labeling, asset management, delivery & distribution. Our Configuration Centers roll out 2,600,000 products every year - more than 10,000 custom units a day. Capabilities Overview Our configuration team can provide many services, including: • Hardware Integration: Including installation of memory, hard drives, NIC cards, video cards and a variety of other components. ■ Software Configuration: Your computers, mobile devices and servers will come with OSs and apps pre -installed. We offer White Glove Service to prep and provision Chromebooks. ■ Custom Imaging: Including image creation, maintenance and deployment, we can host a secondary server to connect to your SCCM or other image deployment server via VPN. Customizable options include pre- and post -imaging tasks like domain join and security upgrades. ■ Rack Configuration: We mount and configure your network and security devices, rack - mount servers, chassis blade servers, storage, KVMs, UPSs and PDUs into a rack structure, then cable and label before shipping. ■ Mobility Services: We configure and activate your tablets, phones, handhelds and Wi-Fi hotspots. Additionally, services that include MDM enrollment, App installations, IOS and Android updates are also available. ■ Custom Laser Engraving: Your logos and other important information can be engraved onto notebooks, mobile devices and other equipment. We can laser engrave static content and/ or one field of dynamic content, such as the device serial number. ■ Asset Tagging and Reporting: You have the option to use CDW/CDWG-branded labels, customer -provided labels, or our team can build custom labels that we print on -demand, including UID/IUID identification labels for U.S. Government applications. Extensive information on your devices is available via the Order Reporting and Hardware Asset Management functions on your CDW Account Center. ■ Network and Security Device Configuration: We configure firewalls, routers, switches, access points and IP phones for all the largest manufacturers. These services include system software/firmware upgrade or downgrade; uploading master configuration files; configuration of IP address, subnet mask and default gateway. All customization is based on your organization's unique specifications. ■ Burn -in Services: We run your devices for 12 hours or more to ensure all components are working properly. ■ Custom Packaging: This includes kitting, palletization, inserts and welcome letters and box labeling. ■ Buy and Hold Services: This allows you to purchase products and have them held in a secure location anywhere from three months up to a year. CDW handles the configurations, customizations, logistics and shipping requirements to ensure your pre- defined deployment schedule is met. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 463 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 62 Configuration Services Project Management CDWG offers Configuration Services Project Management which works to ensure the success of projects and ongoing programs. Here are some of the key PM activities. Serve as the main point of contact (POC) for overall project communication, including escalations Communicates expectations and holds Internal CDW Services team accountable for meeting project timelines ■ Establish and manage project schedule and expectations The schedule is based on the customer's expected delivery and deployment dates and well as approved SLA and configuration volume commitment from the CDW Services Team Schedules are subject to change. Schedule crashing may result in higher cost to meet increasing demand and/or it may not be feasible to meet requested deadlines due to insufficient planning and limited resource availability ■ Manage rollout/delivery schedule ■ Assign roles and responsibilities to members of the project team ■ Conduct regular cadence calls with stakeholders (internal and/or external) ■ Actively track and report status for open Configuration Services orders in the project ■ Order and status reports on an agreed to schedule ■ Format of reports can vary based on customer requirements and needs of the project ■ Track and manage product availability for CDW Configuration Services to meet deployment schedule ■ Manages escalated orders and changes in the schedule ■ Escalate issues to management as needed Quality Assurance All Configuration Center workers are trained on CDWG's best practice quality assurance procedures that include a comprehensive check of each system we touch. First, we verify the compatibility of all components to be installed. Second, we verify that each component is installed properly, and the hardware installation is complete. Finally, we ensure that all hardware and software are functioning according to manufacturer specifications. Each step is completed by a qualified technician and verified by a QC technician. CDW is ISO 9001:2008 compliant and the names of the primary technician and QC technician are recorded for all orders. All team members are held accountable for adhering to our quality assurance procedures. If any issues are encountered, CDWG will contact you immediately to resolve the issue. CDWG also offers a Burn -in Service (available in 12 hour increments) which includes running a diagnostic program (where applicable) to test basic functionality. This service is designed to reduce the number of items that fail after a short period of use. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 464 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 63 Any defective or damaged devices that are discovered during the configuration or warehousing process will be removed from stock and replaced with new, functional devices. The damaged or defective devices will be returned to the manufacturer on CDWG's behalf. This process will not require the customer's involvement and should happen transparently to the customer. Additional notes for Imaging and Software configurations: CDWG has a team of engineers, technicians and team leaders trained to work on image and software deployments. Customer specific deployment instructions are strictly followed to ensure your devices are imaged and configured your way. Managed Services - Service Levels CDW's Managed Services offerings allow Cobb County and OMNIA Partners to contract for support of your networks, systems, databases, and select applications. Our modular approach to IT management allows you to select services that best support your individual organization goals and current capabilities. CDWG provides three levels of managed services: ■ Advanced Monitoring ■ Proactive Maintenance ■ Availability Management Each of the levels encompasses the previous levels (i.e. Silver includes Bronze). There is no loss in service when moving to a more comprehensive level, meaning that no operational tasks are lost when moving between levels. Advanced Monitoring (Bronze) Advanced Monitoring includes comprehensive monitoring and alerting for supported technologies. In addition to basic availability monitoring of devices and services, CDW also provides error/exception monitoring, threshold monitoring and performance utilization monitoring. All monitoring data is available through a web -based reporting engine. Proactive Maintenance (Silver) Proactive Maintenance includes patching services. CDW proactively monitors vendor patch availability, analyzes patch necessity and priority, and applies recommended patches to your system. Availability Management (Gold) Availability Management includes break/fix engineering support and an SLA for device availability. CDW's SLA for all Gold level modules is a 99.9% monthly services uptime guarantee. Additional details for all three service levels are outlined in the table on the following page. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 465 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 64 24/7/365Operations Engineers on T&M Basis Critical Service and Event Monitoring SNMP Variables Performance Thresholds System Events Client Alert Notifications Performance Reporting Proactive System Patching Hot Fixes Service Packs Firmware Updates Break/Fix Support Change Control Engineering Support 99.9% Uptime SLA Life Cycle Management Predictable Monthly Fee Table 3: Service Levels GOLD SILVER BRONZE b. Provide available payment terms and payment methods - purchase order, credit card (procurement card), etc. If credit cards are accepted, may credit card payment(s) be made online? CDWG accepts payment through: Credit Cards* (American Express, Discover, MasterCard, Visa) Checks EDI EFT (Electronic Funds Transfer) Procurement Cards With a credit card order, CDWG requires the credit card information at the time you place the order. Please note that we do not accept credit cards for term accounts. CDW•G's standard payment terms are net 30 days from the date the invoice is issued. While CDWG appreciates prompt payment, we do not offer discounts for early payment. Prompt payment ensures that CDWG is able to continue offering low prices while managing our costs. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 466 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 65 Payments can be made to the following addresses: CDW Government 75 Remittance Drive Suite 1515 Chicago, IL 60675-1515 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 467 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 66 Pricing [RFP 5.6] a. Suppliers shall provide pricing based on a discount from a manufacturer's price list or catalog. Prices listed will be used to establish the extent of a manufacturer's product lines, services, warranties, etc. that are available from Supplier and the pricing per item. Multiple percentage discounts are acceptable, if where different percentage discounts apply, different percentages are specified. Additional pricing and/or discounts may be included. • Include an electronic copy of the catalog from which discount is calculated. Electronic price lists must contain the following: (if applicable) — - Manufacturer part # - Supplier's Part # (if different from manufacturer part #) - Description - Manufacturer's Suggested List Price and Net Price - Net price to Cobb County, GA (net price shall include freight and any additional fees that may be charged such as credit card processing, administrative fees, etc.) Media submitted for pricing must include the Supplier's company name, solicitation name and bid #, and the bid opening date on a Flash Drive. b. Provide details of and propose additional discounts for volume orders, special manufacturer's offers, minimum order quantity, free goods programs, total annual spend, etc. (if offered). c. If used, trade-ins, leasing/financing, or other offerings are available, provide applicable pricing and discounts. Catalog Pricing Category Description Discount from CDV _.Mi I Advertise A Accessories (A) 6.75% B Power, Cooling & Racks (B) 5.00% C Desktop Computers (C) 3.00% C/DT PC Compatible Desktop Computer (DT) 2.10% C/DM Apple Desktops (DM) 0.50% D Data Storage/Drives (D) 5.50% E Enterprise Storage (E) 5.00% F Point of Sale/Data Capture (F) 4.25% H Servers & Server Management (H) 4.00% J** Services (CDW Delivered) (J) 0.00% L Notebook/Mobile Devices (L) 2.50% L/NM Apple Notebooks (NM) 0.50% L/NB Notebook Computers (NB) 2.10% L/NB/CBK Chromebooks (CBK) 0.00% L/RD Tablets (RD) 2.25% N NetComm Products (N) 5.50% O Carts and Furniture (0) 5.00% P Printing & Document Scanning (P) 3.00% Q** Services (Partner Delivered) (Q) 3.00% J CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 468 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 67 R Client Configure -to -Order (R) 2.50% S Software (S) 4.00% T Collaboration Hardware (T) 4.25% V Video & Audio (V) 3.50% W Cables (W) 15.00% CDW•G will provide Customer with a discount as a percentage off of CDW•G's Nationally Advertised Price (NAP) for the CDW•G defined Product Categories listed above, provided that Customer references this Agreement when placing an order with CDW•G. Prices include lowest ground freight within the 48 contiguous United States when referencing this Agreement. All orders are subject to CDW•G's standard shipping policies in effect at the time of order placement. In those instances that call for express or overnight delivery, shipping costs will be pre -paid by CDW•G and added to the customer invoice. We reserve the right to amend our price offering to accommodate the negotiated and mutually agreed upon Administrative Fees. Clarifications * "Advertised Price" or "Nationally Advertised Price" or "NAP", refers to CDW-G's List Price, a publicly available and verifiable price at cdwg.com ** These are services tied to CDW•G internal taxonomy J and Q, which includes subset of offerings such as configurations, warranty, and specific installation services, and are not subject to a Statement of Work. These do not include the services broken out in the individual tabs, including other professional services, which require a mutually executed Statement of Work between CDW•G and Customer. Our Infrastructure as a Service portfolio of AWS, GCP, and Azure is offered in conjunction with our Managed Cloud as a Service. If there is a CDW•G Nationally Advertised Price (NAP) available for above offerings, OMNIA Members will receive a discount of 2% off CDW•G NAP. The NAP is publicly available J CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 469 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 68 pricing for hundreds of thousands of offerings available 24/7, which is competitively benchmarked with competitive market conditions and adjusted frequently to provide a transparent public auditable index. If NAP doesn't exist, then CDWG will rely on MSRP pricing available to CDWG or based on CDWG quoted price. VelocityDigital Role DVS F-CTO Hourly Rate $350.00 DVS Digital Strategy Consultant $305.00 DVS Digital Product Strategist $270.00 DVS Principal Engineer / Tech. Lead $350.00 DVS Architect $300.00 DVS Senior Engineer $250.00 DVS Engineer $225.00 DVS Associate Engineer $200.00 DVS Program Manager $245.00 DVS Sr. Technical Project Manager $230.00 DVS Technical Project Manager $205.00 DVS Project Coordinator $165.00 CDWG's full -stack engineering services team, a part of a specialized group identified as Digital Velocity Solutions (DVS), focuses on digital transformation from code to cloud, and data center to database. The roles listed below are for the skilled engineers that make up this practice. For this proposal, we are offering the following DVS roles: ■ DVS F-CTO ■ DVS Digital Strategy Consultant ■ DVS Digital Product Strategist ■ DVS Principal Engineer / Tech. Lead ■ DVS Architect ■ DVS Senior Engineer ■ DVS Engineer ■ DVS Associate Engineer ■ DVS Program Manager ■ DVS Sr. Technical Project Manager ■ DVS Technical Project Manager ■ DVS Project Coordinator The responsibilities of each role are dependent on the statement of work breakdown in the specifics of the project. All of these roles work within the Digital Velocity Solutions team and uphold the go -to -market strategy of DVS. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 470 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 69 Managed Service Basic / Essential / Premium Support for • AZURE Basic Service - $OK to $10K Managed Services Monthly Price* Fees are based on a percentage of the customer's actual consumptionof As Invoiced Basic Service - $10K to $250K As Invoiced Basic Service - $250K+ As Invoiced Essential Service - $OK to $35K As Invoiced Essential Service - $35K to $75K As Invoiced Essential Service - $75K+ As Invoiced Premium Service - $OK to $100K As Invoiced Premium Service - $100K to $250K As Invoiced Premium Service - $250K+ As Invoiced * If CDW-G is billing the customer for Basic consumption, no pricing uplift is applied. Pricing WHO PEOPLE GET AZURE Essential Basic 5400/most under $2.250 Premium Indudedwth(DWbillingem cloudcomumptton 18% $2,2S11035,000 15%,35,001 to $75,000 pkk 2 OS wid DB Bundk Sand• orte pricing (no conwmptim): 12%. $75,001. 52,500/mod unit& $10.000 $310W/mo d under 10,000 569/mo it undec$1000 2S%-$10,001 to$100.000 33%.$10.001 to$100,000 5% $1.001to$10,000 20%-$100.001 to$250,000 28% 5100,001to$1501000 3% 510,001to$250,000 15%-5250,001. 23%-5250,001 2.5%- $25O,001. iT (in) © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 471 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 70 ServiceNow Engagement Manager $235 ServiceNow Business Process Consultant $255 ServiceNow Principal Consultant $275 ServiceNow Organizational Change Management Consultant $275 ServiceNow Integration Expert $250 ServiceNow Quality Assurance Expert $200 ServiceNow Solution Architect $255 ServiceNow Technical Consultant / Developer $220 ServiceNow Trainer $235 A continuation of our ServiceNow solutions practice as listed above in our managed services category, this section of ServiceNow solutions related services pricing encompasses several roles that Cobb County and OMNIA Partners can successfully utilize in the creation and implementation of ServiceNow solutions initiatives and projects. Amplified IT SaaS Offerings* Option Discount off MSRP Gopher products 2% Little SIS L Amplified Services 2% Google for Education (GFE) Option Discount off MSRP GFE Audit - K-12 2% GFE Audit - Higher Ed 2% GFE KickStart Package 2% GFE Support - Support Hours 2% GFE Support - 20 Support Hours 2% GFE Support - 40 Support Hours 2% GFE Support - Adhoc Support Hours 2% North American GFE Technical Collaborative 2% GFE Training/Consultancy - Full Day Onsite 2% GFE Chrome Checkup Amplified IT Training 2% Option Discount off MSRP Amplified IT Admin Level 1 Certification Training - Self -Paced 2% Amplified IT Admin Level 2 Certification Training - Self -Paced 2% Amplified IT Admin Security Specialist Certification Training - Self -Paced 2% Amplified IT Admin Security Bundle 2% *These services are available to education entities only. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 472 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 71 Staff Augmentation •. Infrastructure Architects ..Senior $170.00 . Level $180.00 $195.00 Solutions Architects $175.00 $195.00 $215.00 Site Reliability Engineers $185.00 $195.00 $205.00 Network Administrators $100.00 $115.00 $125.00 Network Engineers $135.00 $150.00 $165.00 Network BAs/BSAs $130.00 $135.00 $140.00 Systems Administrators $115.00 $130.00 $145.00 Systems Engineers $140.00 $155.00 $170.00 Systems BAs/BSAs $135.00 $145.00 $155.00 Storage Engineers $165.00 $160.00 $195.00 Virtualization Engineers $135.00 $155.00 $180.00 Salesforce Administrators $125.00 $155.00 $185.00 Salesforce Engineers $175.00 $195.00 $215.00 Salesforce Developers $165.00 $175.00 $185.00 ServiceNow Administrators $155.00 $165.00 $175.00 ServiceNow Engineers $165.00 $180.00 $195.00 ServiceNow Developers $150.00 $165.00 $180.00 SolarWinds Engineers $165.00 $180.00 $205.00 AWS Engineers $185.00 $205.00 $225.00 AWS Developers $170.00 $175.00 $180.00 Azure Engineers $180.00 $195.00 $215.00 Azure Developers $135.00 $145.00 $160.00 GCP Engineers $200.00 $235.00 $265.00 GCP Developers $200.00 $235.00 $265.00 Front-end Developers $165.00 $170.00 $175.00 Back -end Developers $170.00 $180.00 $185.00 Scala Developers $200.00 $215.00 $225.00 Project Managers $135.00 $150.00 $165.00 Scrum Masters $165.00 $180.00 $195.00 DevOps Engineers $165.00 $175.00 $190.00 Software Development Engineer in Test $170.00 $180.00 $195.00 InfoSec Analysts $145.00 $160.00 $175.00 Quality Assurance Analysts $140.00 $150.00 $160.00 Quality Assurance Engineers $140.00 $150.00 $160.00 The market for qualified resources is more competitive than ever and finding reliable talent can be difficult. CDWG's Staff Augmentation services take the hassle out of resourcing. We maintain relationships with thousands of qualified resources and provide organizations with the best candidates the first time around. Whether Cobb County and OMNIA Partners need a resource for just a few weeks, several months, semi -permanent, or permanently, our critical © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 473 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 72 TTM (Time to Market) solutions will help Cobb County and OMNIA Partners scale up or down rapidly depending on where they are in the project lifecycle. Managed Services Application I Item Microsoft System Center Configuration Manager (SCCM) - Gold T Rate $517.50 Microsoft Active Directory - Small Environment 2-10 DCs - Gold $545.10 DHCP Support add to MS AD above $155.94 Microsoft Active Directory - Medium Environment 11-20 DCs - Gold $828.00 Microsoft Active Directory - Large Environment 21+ DCs - Gold $1,587.00 Microsoft Active Directory Federation Services (ADFS) - Gold $745.20 Mimix/iTERA for iSeries - Gold (Priced PER "a" and "b" side) $207.00 Managed Services Backup Item IBM Tivoli Storage Manager Gold .7;— i $2,070.00 Commvault RMS Backup Environment SM: 1-250 VMs - Gold $1,138.50 Cohesity RMS SM: 1-250 VMs - Gold $1,138.50 Commvault RMS Backup Environment Med: 251-600 VMs - Gold $1,656.00 Commvault RMS Backup Environment Large: 601-1000 VMs - Gold $2,070.00 Commvault RMS Backup Environment XL: 1000+ VMs - Gold $2,622.00 Veeam RMS SM: 1-250 VMs - Gold $1,138.50 Veeam RMS Med: 251-600 VMs - Gold $1,656.00 Veeam RMS Lrg: 601-1000 VMs - Gold $2,070.00 Veeam RMS XL: 1000+ VMs - Gold $2,622.00 EMC Avamar RMS SM: 1-250 VMs - Gold $1,138.50 EMC Avamar RMS Med: 251-600 VMs - Gold $1,656.00 EMC Avamar RMS Lrg: 601-1000 VMs - Gold $2,070.00 EMC Avamar RMS XL: 1000 VMs - Gold $2,622.00 EMC Data Domain - Gold $2,070.00 Microsoft System Center DPM - SM <100 - Gold $1,656.00 Microsoft System Center DPM - Med 100 - 500 - Gold $2,070.00 Microsoft System Center DPM - Lrg >500 Gold $2,622.00 Microsoft System Center DPM - XL - Gold $3,312.00 Managed Services • Item Windows 0/S - Gold qmm� $77.63 Linux 0/S (Red Hat/ SUSE) - Gold $155.94 AIX O/S - Gold $295.32 IBM System I - Gold $1,242.00 Managed Services Security Item Cisco ASA -Gold Rate $560.28 Cisco Firepower Services (Per Sensor) - Gold $313.26 Cisco Firepower Threat Defense - Gold $614.10 Palo Alto Firewall wo Panorama - Gold $523.02 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 474 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 73 Palo Alto Firewall w Panorama - Gold $523.02 Palo Alto Panorama - Gold $253.92 Cisco Identity Services Engine (ISE) - Gold $513.87 Fortinet Firewall wo FortiManager - Gold $523.02 Fortinet Firewall w FortiManager - Gold $523.02 Fortinet FortiManager- Gold $253.92 Fortinet FortiAnalyzer-Gold $77.28 Cisco Umbrella - Gold (Per User) Managed Services Virtuallization Item VMware ESXi - Gold $0.84 Rate $200.10 Nutanix AHV - Gold $200.10 Microsoft Hyper-V - Gold Managed Services Storage Item Controller: IBM Storage Virtualization (priced per controller) - Gold $200.10 Rate $1,035.00 Storage: Disk per 1 TB Raw [For first 100 TB] - Gold $16.56 Storage: Disk per 1 TB Raw [For TBs over 100 TB] - Gold $2.21 SAN Switch - Gold $227.70 Controller: NetApp (Priced per controller) - Gold $1,035.00 Controller: EMC (Priced per controller) - Gold $1,035.00 Controller: IBM (Priced per controller) - Gold Managed Services UC Item Call Control: Cisco Analog Voice Gateway- Gold $1,035.00 Rate $18.63 Call Control: Cisco CUCM/IM&P Server - Gold $517.50 Call Control: Cisco Unity Connection (UCONN) - Gold $379.50 Call Control: Cisco Voice Gateway - Gold $69.00 Call Control: Cisco Business Edition 6000 Lifeline - Gold $772.39 Call Control: Cisco Attendant Console (CUxAC) - Gold $517.50 Call Control: VistaPoint Attendant Console - Gold $517.50 Call Control: Cisco Call Manager Express - Gold $172.50 Call Control: Cisco Unified Border Element (CUBE) - Gold $172.50 Call Control: Cisco Prime License Manager (ELM/PLM) - Gold $138.00 Call Control: Cisco Prime Collaboration Deployment - Gold $138.00 911: Cisco Emergency Responder (CER) - Gold $379.50 Voice Mail: Cisco Unity Express - Gold $172.50 Notification: InformaCast from Singlewire - Gold $379.50 Call Experience Testing - 2CPH - Gold Managed Services Contact Center Item Exony Virtual Integration Manager (VIM) - Gold $472.10 Rate $450.00 FontontactCenter: act Center: Unified Contact Center Enterprise Server (UCCE) - Gold $434.70 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 475 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 74 (Includes: CVP Call Server, CVP Reporting Server, CVP VXML Server, Call Server, Data Server. Administration Server (AW-HDS-DDS), Historical Data Server (HDS), Client Administrative WorkStation (Client AW), Central Controller, Dialer, Logger, CUIC, Rogger, and Peripheral Gateway (PG). ) Contact Center: Cisco / Calabrio Quality Management (QM) - Gold $434.70 Contact Center: Cisco / Calabrio Workforce Management (WFM) - Gold $386.40 Contact Center: Virtualized Voice Browser (VVB) - Gold $103.50 Contact Center: UCC Express (UCCX) / Finesse - Gold (Contact Center Express, Cisco Finesse, or IPIVR/VRU) $434.70 Contact Center: Cisco Unified Intelligence Center - Gold $432.54 Contact Center: SocialMiner - Gold $434.70 Contact Center: 2Ring Dashboards and Wallboards - Gold $434.70 Contact Center: Email Interaction Manager (EIM/WIM/CIM) - Gold $434.70 Contact Center: Enterprise Chat and Email (ECE) - Gold $434.70 Contact Center: eGain Analytics - Gold $386.40 Contact Center: ESNA Cloudlink - Gold $138.00 CVP: CVP Operations Console - Gold $386.40 CVP: SIP Proxy (CUSP) - Gold $193.10 CVP: Ingress Gateway - Gold $103.50 CVP: VXML Gateway - Gold $103.50 Bucher and Suter (Connector for Salesforce.com) - Gold Managed Services UC Video Item Cisco WebEx Meetings Server (CWMS) - Gold $138.00 Rate $379.50 Cisco WebEx Cloud Connected Audio - Gold $424.81 Cisco Meeting Place Express - Gold $379.50 UC Video: Cisco Meeting Server (CMS) - Gold $207.00 UC Video: Cisco Meeting Manager (CMM) - Gold $207.00 UC Video: Cisco Telepresence Content Server - Gold $379.50 UC Video: Expressway-C / Expressway-E - Gold $207.00 UC Video: Telepresense Management Suite (TMS) - Gold $517.50 Cisco Webex Hybrid Directory Connector - Gold $207.00 UC Video: PEXIP Infinity / Infinity Connect Management Node - Gold $207.00 UC Video: PEXIP Infinity / Infinity Connect Conferencing Node - Gold $207.00 UC Video: MSE Chassis - Gold $138.00 UC Video: MCU MSE Blade - Gold $103.50 UC Video: Gateway (GW) MSE Blade - Gold $103.50 UC Video: Endpoint Management - Gold $69.00 UC Video: Telepresense Server Blade - Gold $103.50 UC Video: Telepresense MCU - Gold Managed Additional Item Managed Services Engineering and Consulting $103.50 Rate $240.00 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 476 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 75 These rates are subject to re-evaluation after the initial 3-year contract term. Time and materials support - out of scope services Hourly price is $240 Recurring services are subject to monthly minimum fees and time and materials support is subject to additional terms Unscheduled after hours support is 2x hourly rate with a 2 hour minimum requirement Managed Services Application requires a specific Statement of Work executed between the customer and CDW-G. Managed cloud services operate in conjunction with a consumption -based model and are calculated on a solution -specific basis. Other Role Associate Consulting Engineer Hourly Rate $175.00 Consulting Engineer $215.00 Senior Consulting Engineer $225.00 Technical Lead / Principal Consulting Engineer $255.00 Enterprise Consulting Architect $255.00 Business Consulting Analyst $245.00 Project Administrator $165.00 Project Manager $210.00 Senior Project Manager $215.00 Enterprise Project Manager, PMO Lead $230.00 Program Manager $230.00 Technical Architect $350.00 Incident Responder/Forensic Analyst $350.00 Our project managers and consultants work directly with you to design and implement every facet of Cobb County and OMNIA Partners solutions. After assessing the current environment and business objectives, we'll produce a detailed project blueprint. Partnering with existing staff, CDWG will oversee the full implementation of the solution. We will conduct a quality assurance methodology and troubleshoot as necessary. An in-depth closeout meeting to make sure Cobb County and OMNIA Partners are ready to take the reins. Our end -to -end support ensures that the solution can improve customer experience, increase efficiency, and free up your team to focus on what matters. CDWG services offer you an unusual combination of the close relationship and easy access of a local provider who understands Cobb County and OMNIA Partners environment inside and out, and the scale, efficiency, and resources of a multinational provider. Our deep expertise across a full range of integrated technology solutions backed by deep industry specialization allows us to provide flexible, end -to -end services to our customers. Our on -demand resources assist and scale your IT team's needs, freeing them up to focus on delivering bottom -line value and innovation. CDWG understands each solution is unique and For all hourly rates proposed by CDWG in this pricing file and contained within our proposal, our offer is contingent on a 5% year over year escalation, on the contract's annual anniversary date, which will act as a not to exceed rate. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 477 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 76 CDWG has been very successful in managing labor rates during unstable market conditions including taking advantage of our vast in-house, in -market resources and certified, approved subcontract pool while also leveraging remote services, where practical and applicable. During the contract term, CDWG reserves the right to propose changes to labor rate categories to reflect extraordinary market conditions which might impact labor rates and present to Cobb County and OMNIA Partners for review and approval. Cobb County and OMNIA Partners will review and approve such rates through a mutually agreed upon amendment no later than 30 calendar days upon presentation. Services requiring a specific Statement of Work (SoW) must be mutually executed between the customer and CDWG before work begins. We have provided a sample SoW in Appendix A. OMNIA and its members/participating entities acknowledge that CDWG is not the provider of the Cloud Services and in purchasing the Cloud Services, Cobb County, OMNIA, and its members/participating entities rely only on the Cloud Service Provider's service descriptions and the terms and conditions set forth in the Cloud Provider's Services Terms and Conditions. Accordingly, Cobb County and OMNIA Partners shall consider the Cloud Service Provider to be the party responsible for providing the Cloud Services and Cobb County, OMNIA Partners, and its members/participating entities, may be required to execute additional agreements, prior to provisioning/purchase of certain cloud offering." For any service engagement, if there are applicable Travel and Expenses (T&E) charges, they will be agreed and mutually executed upon in a comprehensive Statement of Work. However, CDWG will utilize its national footprint of service providers and in -market engineers. We also utilize remote technologies and services where applicable to mitigate such expenses. For all non -cloud consumption -based offerings, our price list can be found at the following link: CDW Premium Page - Cobb County Purchasing Department (cdwq.com) CDWG is excited by the prospect of supporting Cobb County and OMNIA Partners in their mission to create a relevant yet flexible contract solution to provide IT solutions among public sector entities. To this effect, we've developed this page to fulfill the request for electronic price lists (where applicable) as outlined in the RFP. On this landing page, evaluators can access solution information (Manufacturer Part #, CDW•G part #, Description, Nationally Advertised Price, and Price to Cobb County) by clicking on the "Contracts" page, then clicking the available link, and then selecting the category of interest for relevant solutions. This price list includes, where applicable, manufacturer part number, offeror part number, description, manufacturers suggested list price and net price, and net price to OMNIA Partners. Cloud offerings are constantly evolving and increasingly complex, with a range of subscription and consumption -based offerings, SaaS, IaaS, PaaS, among others. CDWG's pricing is based on publisher list price (MSRP), where available to CDW-G. In cases, where MSRP pricing is not available and/or the offering is unique, pricing will be based on CDWG quoted price. This structure provides the necessary flexibility, to enable OMNIA Members/participating entities to make purchases offerings, as cloud offerings evolve, through life of our contract. AWS, Azure, and GCP utilize price calculators for typical engagements and other variables to determine price specific to customer's needs. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 478 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 77 For more information directly from each manufacturer, please visit the following links for more information: • Azure • AWS • GCP SaaS Pricing for Gopher Products and Additional SaaS for Amplified IT The offered pricing discount above applies to a la carte and bundle packages of Gopher applications. SaaS items are priced at a 2% Discount off MSRP. Amplified IT MSRP can be found at the following link: https://www.amplifiedit.com/msrp/ b. Subject to applicable law, Supplier represents that under this Agreement it will make reasonable commercial efforts to offer prices that are competitive with the prices Supplier offers to other similarly situated customers purchasing a comparable volume of the same products at the same time and under the same terms and conditions. When possible, our account teams will work with manufacturers to provide even deeper discounts to the competitive offering we are proposing. As we are leveraging our purchasing power in the marketplace, we are not at this time offering discounts on volume orders for this contract. This purchasing power allows us the ability to provide great prices, no matter if you purchase 1 item or 1,000 items. c. We do not plan to include leasing or financing options at this time, though if Cobb County and/or OMNIA Partners is interested in learning more, we have an entire team and partner network who can provide financing options. Financial Statements [RFP 5.7] Proposers shall submit a recent history of financial solvency and provide the following: a. Financial Statement: Include the most recent, independently certified financial statement. Financial statements must include a balance sheet and income statement. b. Name and address of firm preparing the attached financial statement including a letter stating the independent audit or review has been performed by the firm. c. State whether the Proposer has ever had a bankruptcy petition filed in its name, voluntarily or involuntarily. If yes, specify all relevant details. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 479 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 78 CDWG cannot supply a Dun & Bradstreet report as it violates our contract with Dun & Bradstreet. Cobb County and OMNIA Partners can obtain a report for CDWG from Dun & Bradstreet. CDW Government LLC's Dun & Bradstreet number is: 02-615-7235. Our parent company, CDW Corporation, has a 5A3 D&B rating. CDW Corporation's Dun & Bradstreet number is: 80-806-8253 As a publicly owned company, our financial statements are publicly available. A link to our 10k report can be found here. https://s23.g4cdn.com/113947819/files/doc financials/2020/ar/CDW- 2020-An n ual-Report-Form-10K. pdf Quarterly report link https://investor.cdw.com/financials/quarterly-results/default.aspx CDWG has not had a bankruptcy petition filed in its name, voluntarily or involuntarily. As required with this RFP, we have included our Financial Ratio Evaluation Template, in which we scored a 3 on the Flash Drive. This document is titled CDWG Response to Cobb County OMNIA_RFP 23-6692 Financial Ratio Evaluation Template. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 480 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 79 National Contract [RFF a. Include a detailed response to Attachment A, Exhibit A, OMNIA Partners Response for National Cooperative Contract. Responses shall highlight experience, demonstrate a strong national presence, describe how Supplier will educate its national sales force about the contract, describe how products and services will be distributed nationwide, include a plan for marketing the products and services nationwide, and describe how volume will be tracked and report to OMNIA Partners. b. The successful Supplier will be required to sign Attachment A, Exhibit B, OMNIA Partners Administration Agreement, Suppliers shall have any reviews required to sign the document prior to submitting a response. Supplier's response shall include any proposed exceptions to the OMNIA Partners Administration Agreement. a) We have included a detailed response to Attachment A, Exhibit A, OMNIA Partners Response for National Cooperative contract in the following section Supplier Response and included all applicable required forms in Appendix B: Required Forms. These sections thoroughly explain our experience, our strong national presence, how we will educate our national sales force, how products and services will be distributed nationwide, our marketing plan and how volume will be tracked. b) We understand we will be required to sign Attachment A, Exhibit B, OMNIA Partners Administration Agreement, Suppliers shall have any reviews required to sign the document prior to submitting a response. We have provided our proposed exceptions in Appendix E: Exceptions. We look forward to negotiating in good faith with Cobb County and OMNIA Partners. Supplier Response [RFP 3.0] Supplier must supply the following information for the Principal Procurement Agency to determine Supplier's qualifications to extend the resulting Master Agreement to Participating Public Agencies through OMNIA Partners. Company [RFP 3.1] A. Brief history and description of Supplier to include experience providing similar products and services. Founded in 1984, CDW LLC (CDW) is a leading provider of technology solutions to over 250,000 customers composed of small-, medium-, and large -sized public and private entities. CDW Government LLC (CDW•G) is a wholly owned subsidiary of CDW, incorporated in 1998 to address the specific needs of our government, education, and healthcare customers. Our unique company structure provides our customers products and services only a large national reseller can provide, combined with a local presence typical of a small business. We have a large manufacturer presence in our offices across the country and are blanketed in the field with our field account executives. To provide each customer with one contact who is knowledgeable of every nuance of their organization Account Teams are further segmented by agency type, Education (K12/High Ed) or Government. This allows us to provide each customer with one contact who is knowledgeable of every nuance of their organization. CDWG is one of the largest direct marketing resellers in the US, currently carrying more than 100,000 name -brand technology products from over 1,100 leading IT manufacturers. CDWG © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 481 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 80 delivers more than just products; we deliver IT solutions and services in a manner consistent with procurement guidelines and customer preferences. We offer flexibility in how customers engage with and buy from us. We have the subject matter experts to advise on the right IT solutions and the purchasing avenues to accommodate efficient and seamless procurement. We pride ourselves on our innovation and ceaseless desire to deliver an excellent customer experience. B. Total number and location of salespersons employed by Supplier. CDWG currently employs more than 6,000 coworkers, part of our larger organization of 13,900 coworkers nationwide and in Canada, with more than 28 different locations. Located across the US, CDWG has more than 1,225 Account Managers and 60 Advanced Technology Account Executives forming Account Teams segmented into five verticals: Higher Education, K-12 Education, Healthcare, Federal Government, and State & Local Government. At CDWG, we connect our customers to their technology and unlock additional value that goes beyond the business challenges they need to solve. As IT solutions have evolved, we recognize that their utilization now means different things across the nation. Whether it's State Agencies, Local Governments, Universities, or K-12 classrooms, we have adapted along with SLED customers' changing needs to help them maximize their investments and identify new ways to make the IT products and related services truly work for them. Our sales force acts as the core of this effort. Employing an iterative approach to identifying, deploying, and adjusting IT solutions, our sellers and supporting teams ensure that customers have dynamic solutions addressing current and anticipated needs. Our Account Teams are organized geographically enhancing their knowledge of the local landscape including key partnerships and local practices for contracting. Supporting our Account Teams are technology specialists and engineers, including segment -specific experts, like our K-12 Classroom Strategists. All of these coworkers will act as an extension of our Account Teams in support of Cobb County and OMNIA Partners. Through their expertise in specific solution sets, our subject matter experts advise customers on the technology to make informed decisions in support of mission -critical objectives. Wherever Cobb County and OMNIA partners are located, CDWG will meet these customers' needs. Account Managers per segment: ■ State and Local Government: -r225 ■ Higher Education: —200 ■ K-12 Education: —350 ■ Healthcare: —250 ■ Federal Government: —200 C. Number and location of support centers (if applicable) and location of corporate office. CDWG Headquarters is located at 230 N. Milwaukee Ave., Vernon Hills, IL 60061. At CDWG, our sales strategy is based on being a locally -focused organization with a national presence. We want OMNIA Partners to understand the breadth and depth of our organization. Our sales offices are widespread throughout the US., allowing our sales teams to be where OMNIA Partners are located. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 482 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 81 CDWG has two warehouses and more than 25 US sales offices, including a state-of-the-art 5,000 sq ft office in the Nashville area. Our office locations include: Table 4: CDWG Office Locations 70ttice Locations Chandler, AZ Glendale, CA Shelton, CT Tampa, FL Chicago, IL Lincolnshire, IL Vernon Hills, IL Evansville, IN Indianapolis, IN Detroit, MI Grand Rapids, MI Minneapolis, MN Las Vegas, NV Cherry Hill, NJ Eatontown, NJ Cincinnati, OH Cleveland, OH Nashville, TN Dallas, TX Reston, VA Bellevue, WA Appleton, WI Madison, WI Milwaukee, WI Wausau, WI New York City, NY D. Annual sales for the three previous fiscal years. CDW-G is a wholly -owned subsidiary of CDW LLC. CDWG has a consistent history of demonstrating continued revenue growth, as shown in the table below. OMNIA Partners should take note of that CDWG itself is financially stable, and has the ability to leverage additional financial stability through CDW LLC. Net sales for the past three years have been the following Table 5: Annual Revenue CDW and CDWG Annual Revenue 2021 $20.82 Billion 2020 $18.47 Billion 2019 $18.03 Billion a. Submit FEIN and Dunn & Bradstreet report. FEIN CDWG FEIN: 36-4230110 Dunn & Bradstreet Number: $8.18 Billion $8.13 Billion $6.9 Billion We appreciate the Cobb County's request for our most recent Dunn & Bradstreet Business Report; however, providing copies of CDW•G's Dunn & Bradstreet Business Report creates a breach of contract with Dunn & Bradstreet, and as such, Cobb County can choose to directly obtain a copy of the report using CDWG's Dunn & Bradstreet Number 02-615-7235. E. Describe any green or environmental initiatives or policies. CDWG has long been conscious of our impact on the environment, especially regarding our energy consumption, and we have taken significant steps to effectively manage our consumption of resources and lessen our environmental impact. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 483 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 82 CDWG recognizes the need for responsible environmental management and conservation of resources and has demonstrated its commitment to environmental management and principles of sustainable development through its beGreenTM program. The beGreenTM program provides coworkers a platform to reduce, reuse and recycle to make CDWG's operations leaner, more efficient and more environmentally responsible. Since the program's inception, we have seen overwhelming coworker participation in beGreen TM. CDWG has a cross -functional team of coworkers who contribute to program management and work to ensure the consistency and integrity of the beGreenTM program standards. CDWG has recycling programs for paper, aluminum, glass, plastic, corrugate, batteries, and wooden pallets. Our dedicated beGreenTM staff continually looks for more ways to be environmentally responsible. beGreenTM focuses on several key areas: Coworker education ■ Community awareness recycling ■ Resource conservation 4GREEN. ■ ISO14001 ISO 14001:2015 Certification Figure 18: CDWG beGreen CDWG has achieved the ISO 14001:2015 Environmental Initiative Management System (EMS) standard certification. The certification has been awarded to CDWG's Vernon Hills, IL and North Las Vegas, NV distribution centers and attached offices. CDWG's distribution centers use 100% recyclable packing material and shipping containers that also provide maximum protection for your IT assets. As part of our EMS, we conduct in-depth internal audits and self -assessments to support continual improvement. We review our significant environmental impacts each year and set targets to reduce them. EPA Green Power Partnerships CDWG participates in the United States Environmental Protection Agency's (EPA) Green Power Partnership program. In 2008, we began purchasing 100% green power for our two data centers in the Madison, Wisconsin area through the Madison Gas and Electric (MGE) Green Power Tomorrow program. We purchase almost 12 million kilowatt-hours per year of renewable energy, making CDWG the largest private buyer in MGE's Green Power Tomorrow program. F. Describe any diversity programs or partners supplier does business with and how Participating Agencies may use diverse partners through the Master Agreement. Indicate how, if at all, pricing changes when using the diversity program. If there are any diversity programs, provide a list of diversity alliances and a copy of their certifications. OMNIA Partners promote diversity and local business initiatives through their procurement requirements. There are many types of diverse supplier requirements, including minority- and women -owned businesses, small businesses, veteran owned businesses, and LGBT-owned businesses. OMNIA Partners' ideal vendor on this contract will empower and work with all types of diverse suppliers in the marketplace, not just one or two. CDWG does not hold small or diverse business certifications. Our focus is creating a meaningful sourcing plan with minority, small, local, veteran -owned, and other diverse suppliers. We have the privilege, opportunity, and responsibility to partner with diverse suppliers and bring them with us to Cobb County and OMNIA Partners opportunities. In our experience, customer diversity initiatives are not always met by one or two specific certifications. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 484 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 83 In our experience, customer diversity initiatives are not always met by one or two specific certifications. CDWG is an ideal partner because our diverse supplier network contains partners with the following certifications, among others: ■ Minority Business Enterprise (MBE) ■ Historically Underutilized Business (HUB) ■ Women Business Enterprise (WBE) ■ Lesbian Gay Bisexual Transsexual Business Enterprise (LGBTBE) ■ Veteran Business Enterprise (VBE) ■ US Business Leadership Network Disability Supplier Diversity Program (USBLN DSDP) ■ Women -Owned Small Business (WOSB) ■ Small Disadvantaged Business (SDB) ■ Service -Disabled Veteran -Owned Small Business (SDVOSB) ■ Small Business ■ HUBZone Supplier Diversity Program CDWG's Supplier Diversity program goal aims increase procurement opportunities for direct and indirect spending with diverse businesses across the BD country. The CDWG philosophy on diversity extends beyond our coworkers, the R customers we serve, and the communities we live in to include our valued BILLION DOLLAR supplier partnerships. Our commitment to strategically partner with qualified ROUNDTABLE businesses enables CDWG to provide the best customer experience while contributing to economic growth in diverse communities. One of our greatest points of pride at CDWG is that in 2019, our diversity efforts were recognized and CDWG was formally inducted into the Billion Dollar Roundtable. This is an exclusive group of U.S.-based companies that procure more than $1 billion annually from minority- and women -owned businesses. To read more about this group, please see https://www.billiondollarroundtable.org/. Our 2021 annual spend with small and diverse businesses via our Business Diversity Program grew to a record $3.4 billion. These diverse businesses profited from increased revenue through CDW's creation of 29,254 jobs and more than $1.7 billion paid in wages. Since launching our Supplier Diversity Program, total spending with small and diverse businesses is above $20 billion. Our Director of Business Diversity, Kristin Malek, was named one of DiversityPlus Magazine's Top 25 Women in Power Impacting Diversity 2021. Other accolades of diversity excellence in 2021 include: ■ US Veterans Magazine Best of the Best Supplier Diversity Program ■ Professional Women's Magazine Best of the Best Supplier Diversity Program ■ Black EOE Journal Best of the Best Supplier Diversity Program ■ HISPANIC Network Magazine Best of the Best Supplier Diversity Program ■ Supplier Diversity Program Best of the Decade by MBN Diversity One more important aspect of the CDWG Business Diversity program is our support and participation in various organizations and events focused on developing relationships and business opportunities within diverse communities. CDWG is a National Corporate Member of © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 485 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 84 the National Minority Supplier Development Council, Inc. and The Women's Business Enterprise National Council. We also support other organizations with a supplier diversity focus, such as the Chicago Minority Business Development Council, Inc., the Women's Business Development Center of Chicago, the Minority Business Development Agency of Chicago, and the National Veteran -Owned Business Association, and the National Gay & Lesbian Chamber of Commerce. CDWG contributes financially to these organizations and engages in advisory councils, attends and hosts events, and provides resources to support these organizations' focus on continued growth and success. In addition, 50% of our Executive Council (our C-Suite executive board; i.e. CEO, COO, CFO, CIO, etc.) members are women. Using CDWG Diversity Partners CDWG is continuously developing other diverse partnerships to meet our customers' needs. These relationships include, but are not limited to, product manufacturers, distributors, and service providers nationwide who support direct (Tier 1) and indirect (Tier 2) fulfillment through presales and service engagements. We recruit diverse and disadvantaged partners locally and regionally since customer spending goals are typically tied to local laws and require the partner to be certified within their city or state. These various engagement models allow Participating Agencies the choice to engage with the diverse partner that suits their technology needs and where the diverse partner's business is best suited to provide support in the sales cycle. We realize that each customer has unique targets that require a thoughtful and dynamic approach to strategic sourcing. Our Business Diversity program offers a broad and robust partner network. The following are a few ways that CDWG can support Participating Public Agencies in meeting their diverse supplier goals: ■ Educate users on CDWG's business diversity program and how to initiate a planning session ■ Conduct customer -focused planning sessions with CDWG Account Manager and supplier diversity program representative ■ Utilize information gathered from planning sessions to develop custom plans to achieve customer goals around supplier diversity ■ Perform ongoing engagement to adjust plans as necessary More details on our Tier I and Tier II Programs can be found below Tier I Program CDWG is continuously developing other diverse partnerships to meet customers' Tier I needs, which is where customer spending goes directly to the diverse firm. We offer an online registration tool where businesses can register for future opportunities with CDW-G. Our growing list of suppliers means that Cobb County and OMNIA Partners can count on CDWG to deliver against their diversity spending targets. CDWG has also partnered with diverse leasing companies to support Cobb County and OMNIA Partners Tier I spend requirements. Tier II Program To foster even more opportunities for small, diverse businesses, we a Tier 11 Supplier Diversity Program in 2009 for its key manufacturing, distribution, and logistics partners. The program's © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 486 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 85 goal is simple: to further opportunities for competitive diverse companies to supply goods and services. In this model, CDWG purchases the products from diverse suppliers and delivers them to our customers. CDWG can provide Tier II reporting to customers that track their spending (typically for tax incentives), ensuring that suppliers meet contract compliance and obligations. G. Indicate if supplier holds any of the below certifications in any classified areas and include proof of such certification in the response: CDWG does not meet any of the below certifications in any classified areas. Though not a woman -owned company, it is important to note that since January 1, 2019, CDW has been led by a woman executive —CEO Christine Leahy. Leahy has been with the company for 17 years, previously served as the company's chief revenue officer, and was the company's first general counsel. Women comprise over half the U.S. population but remain underrepresented in leadership positions. Less than 10% of the top executives in Fortune 100 companies are women while only 6.6% of Fortune 500 CEOs are women. Considering these statistics, along with a general underrepresentation of women in IT, CDW-G is setting the pace with Leahy as the second female CEO of a Fortune 500 company in Illinois, and with female leaders making up 40% of our executive leadership. Fairygodboss recognized CDW (and thus CDW•G), ranked 2nd, as one of the best places for women to work. At CDW-G, we aim for equity from the inside out, and our executives are leading by example. CDWG does not hold any certifications in any of the classified areas listed below. Table 6: Minority Certifications a. -•• Minority Women Business Enterprise ponse No b. Small Business Enterprise SBE or Disadvantaged Business Enterprise DBE No c. Historically Underutilized Business HUB No d. Historically Underutilized Business Zone Enterprise HUBZone No e. Other recognized diversity certificate holder No H. List any relationships with subcontractors or affiliates intended to be used when providing services and identify if subcontractors meet minority -owned standards. If any, list which certifications subcontractors hold and certifying agency. As needed throughout the contract, CDWG may look to bring on additional vendors. CDWG has partnerships with more than 1,000 diverse organizations all across the US. The way that CDWG categorizes our subcontractors and affiliates is unique. CDW-G sometimes contracts with third parties to deliver services when there are constraints on our resources. Our Partner Services group manages these companies. These incorporate in-depth processes for determining who we work with. Our Partner Services team is comprised of Professional Service Managers and billable project managers who oversee partner management and project oversight. These service managers work directly and collaboratively with our operations team which is comprised of billing administrators and project coordinators that are engaged at the deal level. Each partner receives a review throughout the year ranging from quarterly to yearly depending on their level of engagement with CDWG along with © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 487 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 86 engagement level surveys to manage and control quality. Partners are held to a minimum survey score to continue performing work for CDWG. Depending on the unique needs of each opportunity, the CDWG Account Teams will work with OMNIA Partners to develop a solution that is both comprehensive and strategic to the specific partner. The partner chosen will be specialized based on the work and needs of the customer. Details of the chosen partner will be provided to the interested party during scoping. Many of our partners include certifications as defined in our Diversity Programs section above, and listed additionally below: ■ Minority Business Enterprise (MBE) ■ Historically Underutilized Business (HUB) ■ Women Business Enterprise (WBE) ■ Lesbian Gay Bisexual Transsexual Business Enterprise (LGBTBE) ■ Veteran Business Enterprise (VBE) ■ US Business Leadership Network Disability Supplier Diversity Program (USBLN DSDP) ■ Women -Owned Small Business (WOSB) ■ Small Disadvantaged Business (SDB) ■ Service -Disabled Veteran Owned Small Business (SDVOSB) ■ Small Business ■ HUBZone Post-scoping, our services projects follow our Project Management Engagement Methodology which includes a heavy emphasis on communication among the parties to the contract, especially between CDWG and the customer. These communication points include regular meetings and reports to monitor status, risks, issues, and plans. Our manufacturing partners (such as Cisco, HP, and Microsoft) are considered subcontractors when they perform services engagements with us. We work very closely with our manufacturing partners and have many of their badged workers in our locations working with our engineering teams and brand managers. In this way, our CDWG teams stay current with our vendor partner offerings as well as plans for product end -of -life and new product introductions. Our sales teams meet with our manufacturing partners quarterly and participate in sales training regularly to stay up to date on their latest offerings and offer you the peace of mind that you have a knowledgeable sales staff supporting you. I. Describe how supplier differentiates itself from its competitors. Technology requires more than fulfilment — it warrants a vendor who provides quality products and customer experience. A significant priority in SLED IT initiatives is flexible, adaptive technology that can securely promote user needs. It's not enough to provide customers with access to products they want quickly and efficiently. Procurement officers need to understand their options, and SLED agencies need to know their products are securely sourced. Our position as a leading technology solutions provider with extensive experience working with OMNIA Partners, a mature public sector practice, robust relationships with SLED customers across the nation, mature logistics capabilities, secure and responsible sourcing processes, a fully developed contract management department, and an in-depth marketing approach all combine to create a procurement solution that no other vendor can offer. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 488 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 87 OMNIA Partnership & Contract Experience Not only is our sales force well -versed in growing contracts but they are experienced in promoting OMNIA Partners contracts, specifically. We believe the contract structure that Cobb County and OMNIA Partners offer combined with our expertise in promoting dynamic procurement solutions with our broad customer ecosystem offer a unique opportunity to optimize contract adoption and growth. Collectively, we can remove the complexity of procurement and technology that our customers often encounter. Additionally, CDWG's program management department is singularly devoted to managing contracts. Its responsibilities are separate from those held by account managers. Members of the program management department work full-time to maintain contract compliance and administer contract procedures, including contract launch. CDWG invests in these resources based on our understanding that contracts are complex sets of commitments. As depicted, we continuously evolve to support our key strategic relationship with OMNIA Partners. We look forward to the possibility of working with Cobb County to apply best practices and lessons learned from our OMNIA relationship to further this evolution. Public Sector Expertise We have over 30 years of extensive experience in providing solutions to public sector customers across segments (federal, education, state and local). Our parent company, CDW LLC, was established in 1984, and CDWG was established in 1998 in order to better serve our government, state & local, and education customers. CDWG is now among the largest K-12 technology solutions providers as a trusted IT partner to more than 15,000 K-12 schools, as well as approximately 3,000 colleges and universities. Public sector business comprised roughly 40% of our total annual revenue in 2021. We 2021Net Sales —520.8E maintain over 1,000 contracts in order to serve these ■ Corporate (>25U employees) customers efficiently and ■ Small Business (<250 employees) compliantly. Our portfolio ■ Government (Federal, State and Local demonstrates widespread E Education (K-12, Higher Ed) adoption and relevance with customers actively ■ Healthcare transacting across all 50 ■ Other (Canada, UK) states. Figure 19: Distribution of 2021 Net Sales Blended Distribution Model A significant advantage that differentiates CDWG in the marketplace is our ability to deliver the right products, at the right value, right when you need them. Many of our competitors rely on what we refer to as "virtual warehouses." This occurs when a reseller is entirely reliant on their distribution and OEM partners for packaging and shipping customer solutions. This introduces extended lead times and uncertainty in sourcing and supply chain security. At CDWG, we have blended the best of our OEM's and distribution partners' fulfilment capabilities with our own distribution centers to optimize quick and accurate fulfilment. Onsite Inventories In fact, many technology manufacturers choose CDWG as their primary reseller because of our vast large, on -hand inventories and effective inventory management procedures. CDWG has two large strategically located distribution centers controlled by a Warehouse Management © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 489 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 88 System (WMS) that ensures speed and accuracy throughout the order fulfilment and distribution processes. CDWG's marketing and purchasing departments continuously monitor trends within the IT industry to ensure that we are stocking the latest technology for immediate shipment. With our secure supply chain, we also take proactive measures to reduce the risk of obsolescence and other inventory discrepancies that contribute to increased costs. Strong Manufacturer and Distribution Partnerships Our delivery model combines manufacturers, distribution channel partners and leading carriers to facilitate quick product turnaround. As one of the largest direct market resellers, CDWG has established very good working relationships with the major manufacturers in the technology industry. Our buying power attracts the industry's top manufacturers -and their best prices and rebates. To supplement our direct purchasing model, CDWG has strong affiliations with principal channel distributors. We have partnered with numerous distributors to supplement our direct purchasing model. Such partners include Tech Data, Ingram Micro, SYNNNEX, Avnet, Arrow Electronics, and D&H Distributing Company. They send us daily Electronic Data Interchange (EDI) downloads which provides visibility to inventory items and pricing broken down by local or remote facilities. Furthermore, our top three distribution partners provide real time inventory information which is subsequently available to members through our online catalog. In -Depth Marketing Approach We also differentiate ourselves from our competitors through our in-depth marketing approach. We utilize an in-house marketing process based on strategy and we keep customer business outcomes in mind while we utilize our deeply rooted customer network as a function of our account management relationships. CDWG will utilize a number of proven activities to publicize and promote this new Agreement. Our live touch approach includes a proactive communication program, as well as both inside and field sales teams meeting with eligible users. Our customers rely on their account manager as an expert resource; this includes leveraging contracts. Most often, when a customer purchases from a specific contract, it is because of a direct suggestion from their account manager. CDWG's sales and marketing plan combines past CDWG marketing successes with a strategy to effectively capture net new business. We leverage our reporting capabilities to determine potential target customers. After determining targets, CDWG can then educate them on the benefits of the new contract and grow net -new business. Through this method, the Cobb County, OMNIA Partners and CDWG will gain traction with users faster than a supplier that does not have these existing relationships in place. Contract Management Touched upon earlier, CDWG is extremely dedicated to the quality and reliability of our procurement management process. Some vendors, even large suppliers, do not have a team dedicated to managing their contracts. Instead, these companies rely on the sales team to manage compliance issues and reporting. We can imagine that this results in delayed responses, unreliable support, and in worst cases, inaccurate reporting. A differentiator for CDWG is our Program Management Department, a group of more than 100 coworkers devoted to the full scope of contractual sales, including managing contracts. Keeping our contract management within one group makes oversight and structured processes easy to implement. In turn, this eases oversight responsibilities to one central group and allows CDWG to standardize our contract management processes and share best practices — in turn reducing risks and improving efficiencies. With an average of over ten years of industry experience and active participation in National Contract Management Association, CDWG program managers are qualified to advise and serve our customers at all stages of the contract process. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 490 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 89 J. Describe any present or past litigation, bankruptcy or reorganization involving supplier. As of the date of submission, there are no known present or past litigation, bankruptcy, or reorganization involving CDW•G. K. Felony Conviction Notice: Indicate if the supplier a. is a publicly held corporation and this reporting requirement is not applicable; b. is not owned or operated by anyone who has been convicted of a felony; or c. is owned or operated by and individual(s) who has been convicted of a felony and provide the names and convictions. CDW•G is a publicly held company and this reporting requirement is not applicable. L. Describe any debarment or suspension actions taken against supplier As of the date of submission, there are no known debarment or suspension actions taken against CDW•G. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 491 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 90 Distribution, Logistics [RFP 3.2] A. Each offeror awarded an item under this solicitation may offer their complete product and service offering/a balance of line. Describe the full line of products and services offered by supplier. For this response, CDWG is pleased to offer all of the providers and services CDWG offers Our line of products and services can be found at www.cdwq.com. B. Describe how supplier proposes to distribute the products/service nationwide. Include any states where products and services will not be offered under the Master Agreement, including U.S. Territories and Outlying Areas. CDWG provides nationwide delivery for our hardware products and has a robust system in place to secure timely delivery. A full description of our distribution centers can be found in the Description of Facilities section below. Many of our top manufacturers and software publishers' representatives are onsite at CDWG's sales offices to facilitate requests for information and assist with designing the best possible solutions. ■ We receive detailed insight into supply chain availability, manufacturing delays, distribution shortages, and overstocks, as well as other disruptions related to supply and demand variability ■ We often secure additional inventory to offset any known supply issues ■ CDWG works closely with our vendor partners to train and certify our account managers and technical staff and to deploy and manage technologies in customer environments ■ CDWG has received awards and recognition from our partners for developing and delivering exceptional solutions Products and services will be offered to all states under the Master Agreement, including US Territories and Outlying Areas where allowable and applicable by local government regulations, CDWG contractual limitations, and our relationships with the respective manufacturers. Additionally, due to the relationships which CDWG has with both OEM partners and shipping carriers, we ensure the traceability of products regardless of their origin. If products are shipped directly from a manufacturer location, our logistics and drop ship team maintain active communication with the manufacturer and the preferred carrier to not only ensure that the correct number and model of products are being shipped but that shipment schedules are being met. We do not procure from gray market vendors and only work directly with manufacturers and their authorized sources. Our supply chain complies with industry standards to support the IT needs of public sector customers. Our catalog contains a vast range of manufacturers, so customers can expect transparency since we do not manufacture products ourselves. The Government Industry Data Exchange Program provides a report of counterfeit or suspected counterfeit products weekly. We cross-reference this list with our inventory and sales. To date, none (0%) of the products we've carried or sold have been classified as counterfeit. All of CDWG's shipping and quality processes are based on the ISO 9001:2015 certification standards, of which we are certified. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 492 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 91 C. Describe how Participating Agencies are ensured they will receive the Master Agreement pricing; include all distribution channels such as direct ordering, retail or in-store locations, through distributors, etc. Describe how Participating Agencies verify and audit pricing to ensure its compliance with the Master Agreement. As with all of our contracts, this contract will be assigned a Program Management team led by a Program Manager who will ensure contract deliverables are met as well as ensure the correct contract price is maintained. The Program Manager regularly conducts self -audits to ensure pricing compliance and takes corrective action when needed. Compliance Immediately upon award of a contract, the Program Manager reviews and disseminates the contract documents and all related proposal documents, recording all items that CDWG will need to manage. The Program Manager is responsible for ensuring that CDWG observes all legal statutes included in the contract as well as all business commitments. For example, if CDWG commits to a pricing structure based on a certain discount from advertised pricing, it is the Program Manager's responsibility to record the pricing in the contract management software, which then locks the structure for purchases made under the contract. Since the Program Manager is often the person most familiar with the contract, they will also make recommendations for improvements and efficiencies based upon their constant analysis of the contract's provisions and trends with Cobb County and OMNIA Partners' use of the contract. Automated Contract Management System Upon award, we will load the contract structure into our internal contract editor system which will then create a customer premium page with a distinct URL that will reflect the contracted price. Once the structure is loaded, no additional manual intervention is needed to maintain it. End users will be able to view and verify the contracted pricing through this unique URL without the need to log in with a password. Distribution Channels CDWG offers various distribution methods for our customers. It is of the utmost importance that our customers can purchase from us however is easiest from them. CDWG works with several other companies to help to process, handle, and/or ship hardware products to customers. In addition to the manufacturer and distributor partners we work with, we have built strong relationships with industry well-known carriers such as Fed Ex Parcel, UPS Parcel, UPS Freight, FedEx Air Freight, CEVA LTL services (less than truckload), and local messenger services. We will provide Cobb County a Premium Page in which they can quickly and efficiently place and track the status of their orders. As one of the largest direct market resellers, CDWG has established very good working relationships with the major manufacturers in the technology industry. Our buying power attracts the industry's top manufacturers -and their best prices and rebates. Most manufacturers send us daily Electronic Data Interchange (EDI) downloads with pricing and product availability information. Also, we receive timely notification regarding product changes and Iifecycles. To supplement our direct purchasing model, CDWG has developed strong affiliations with principal channel distributors. They send us daily EDI downloads which allows us visibility to inventory items and pricing broken down by local or remote facilities. Furthermore, our top three distribution partners provide real time inventory information. Our two distribution centers are located in close proximity to principal distributors; this enables us to obtain competitively priced, non -stocked items relatively quickly. CDWG can secure non - of -stock product(s) from our local distribution network normally within 24 hours with a few more © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 493 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 92 obscure products taking up to 48 hours, depending on your requirements. The value-added benefits of our highly automated state-of-the-art distribution systems are that Cobb County and OMNIA Partners will receive the right products quickly, configured correctly and ready to use; this will enable your employees to maintain a high level of productivity and to better serve your customers. Customers at any time can reach out to their dedicated Account Manager to place an order via phone or fax is that is the preferred method. D. Identify all other companies that will be involved in processing, handling or shipping the products/service to the end user. We work with several, authorized, channel partners to deliver solutions to OMNIA Partners. These include OEMs, Publishers, Cloud Solution Providers, and Distribution Partners. CDW•G works with several other companies to help to process, handle, and/or ship hardware products to customers. In addition to the manufacturer and distributor partners we work with, we have built strong relationships with industry well-known carriers such as FedEx Parcel, UPS Parcel, UPS Freight, FedEx Air Freight, CEVA LTL services (less than truckload), and local messenger services. Depending on the unique needs of each opportunity, CDW•G will work with these resources in conjunction with Cobb County and OMNIA Partners to choose additional vendors that best fit based on the work and needs of the customer. Details of the chosen vendor will be provided to the interested party during scoping. E. Provide the number, size and location of Supplier's distribution facilities, warehouses and retail network as applicable. Unlike many solutions integrators, CDW•G operates physical warehouses as opposed to the virtual warehouse methodology. We have two large, strategically located distribution centers controlled by a state-of-the-art Warehouse Management System (WMS) that ensures speed and accuracy throughout the order fulfillment and distribution processes. We have a 450,000- square-foot distribution center located at our headquarters in Vernon Hills, IL, and a 513,000- square-foot distribution center located in North Las Vegas, NV. These locations facilitate quick distribution of products to our growing customer base throughout the country. The Vernon Hills distribution center focuses on distributing products to customers east of the Mississippi River while the Las Vegas distribution center primarily serves the western part of the United States. Our Configuration Centers are PCI Certified and Hold Several Iso Certifications: © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 494 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 93 Quality Environmental Risk Management Information Security Secure Supply Chain We hold more than $500M of inventory in our two in-house distribution centers that total almost one million square feet. Our ISO 9001-, 14001-, and 28000-certified, strategically located distribution centers provide speed, accuracy, and excellent geographic coverage across the US. Our product lineup includes desktops, notebooks, servers, peripherals, networking and communications equipment, software, accessories, plotters, network printers, desktop printers, and print supplies. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 495 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 94 Marketing and Sales [RFP 3.3] A. Provide a detailed ninety -day plan beginning from award date of the Master Agreement describing the strategy to immediately implement the Master Agreement as supplier's primary go to market strategy for Public Agencies to supplier's teams nationwide, to include, but not limited to: CDWG has a long-standing relationship with OMNIA Partners (and previously with affiliates of OMNIA including NIPA and US Communities GPA). CDWG is vendor agnostic. This is not our primary go to market strategy. We continue to lead and facilitate our growth strategy with numerous public entities which utilize the multiple OMNIA contracts CDWG has been named to. CDWG will continue to partner with OMNIA Partners through this contract, if awarded, and other contracts to identify additional members under this solicitation. CDWG must abide with various regulations and requirements in multiple jurisdictions including some with mandatory use requirements, exclusions, or preference of public entities on utilization of specific contracts. We have included a cohesive marketing plan and pledge to continue focusing on the growth of this contract's awareness and success. Beginning with the date a contract is executed, the CDWG Team, in conjunction with our Executive Leadership, will work to implement the Master Agreement within our computer system and communicate it to the sales team. We will provide Cobb County and OMNIA Partners with specific dates of implementation upon award and with a firm understanding of the contract terms. We maintain an ecosystem of coworkers committed to successfully managing all aspects of a contract through its entire lifecycle. From our Executive Leadership to the Contract Management group, our team of coworkers will collaborate to customize a detailed and effective plan to launch and grow this contract. CDWG has a successful contract launch history where we focus on five areas of the contract which are: Intake CMSet-Uand Education Measure Growth Compliance Figure 20: Contract Launch Progression This methodology allows our coworkers to efficiently get brought up to speed about this new agreement and begin contract growth with Cobb County and OMNIA Partners. Our process is as follows: 1. The Program Manager receives the executed Master Agreement and other relevant signed documents and saves CDW•G's contract library 2. The Program Manager sets up the pricing in our Contract Management System I The Program Manager works with our in-house eProcurement team to create a homepage specific for Cobb County and OMNIA Partners. ensuring contract -compliant pricing, as well as the various logins and security settings for OMNIA Partners. CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 496 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 95 4. The Program Manager oversees training for our sales teams supporting Cobb County and OMNIA Partners on the contract terms and deliverables. 5. The Program Manager will provide Cobb County and OMNIA Partners reports as required by the contract language and analyze the success of the program, making recommendations for improvements throughout the contract's duration. Manager will log on iea^'u regaraing -a Figure 21: Program Management Growth Methodology We are excited to bring this proven growth methodology, also displayed in the depiction above, to the contract in partnership with Cobb County and OMNIA Partners. i. Executive leadership endorsement and sponsorship of the award as the public sector go -to -market strategy within first 10 days We maintain an ecosystem of coworkers committed to successfully managing all aspects of a contract through its entire lifecycle. From our executive leadership to contract management, our coworkers will collaborate to customize a detailed yet effective plan to launch and grow this contract. CDWG has a successful contract launch history where we focus on five areas of the contract which are: Intake, Set -Up & Compliance, Education, Measure and Growth. By focusing on these areas specifically, we launch contracts to the CDWG teams with the most powerful and applicable details to optimize the success of this new Agreement. We bring leaders from across our public sector teams together with OMNIA Partners multiple times a year to review contract initiatives, joint goals, and customer feedback. Our ongoing effort in specific target accounts help increase contract utilization and drive contract adoption amongst nonparticipating agencies. We meet monthly to review the current state of the business and execution of our growth and marketing strategies. CDWG's leadership team is securely behind the growth and strategy of this program for both Cobb County, GA and nationwide. CDWG executive leadership commits to endorse and sponsor the award within the first 10 days of the contract. ii. Training and education of Supplier's national sales force with participation from the Supplier's executive leadership, along with the OMNIA Partners team within first 90 days CDW•G's program management department is singularly devoted to managing contracts. Its responsibilities are separate from those held by account managers. Members of the program management department work full-time to maintain contract compliance and administer contract CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 497 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 96 procedures, including contract launch. CDWG invests in these resources based on our understanding that contracts are complex sets of commitments. CDWG's Program Manager, Francie Gribble, has in-depth working knowledge of OMNIA Partners including the former cooperatives, National IPA and TCPN. She collaborates with CDWG's marketing department to create awareness and training campaigns to enable our national sales force. Over the first 90 days, in partnership with the OMNIA Partners team, Francie and other key members of the CDWG executive leadership team will outline their strategy to implement this contract within our portfolio. With our experience on both OMNIA and other cooperative contracts, our robust implementation plan ensures we are able to bring our national sales force up to speed quickly, Gribble will work directly with our sales leadership, Cobb County, and OMNIA Partners to develop and execute a training program for our sales force swiftly following contract signature. Training content will cover contract scope and operations, growth strategy endorsed by executive leadership, and the contract benefits. We expect this to happen within the first 30-45 days of contract signature. The documentation Gribble compiles in conjunction with our marketing department will be customized depending on the needs and the region of the seller to ensure our messaging matches the customers within that geography. Our sellers will then be equipped with relevant collateral to communicate with customers the benefits and strength of this contract. Curriculum development, trainings, and collateral creation will be completed within 90 days of contract award. However, CDWG doesn't stop at 90 days. We have continuous, ongoing training with our national sales force for the life of the contract. B. Provide a detailed ninety -day plan beginning from award date of the Master Agreement describing the strategy to market the Master Agreement to current Participating Public Agencies, existing Public Agency customers of Supplier, as well as to prospective Public Agencies nationwide immediately upon award, to include, but not limited to: Just as our contract management team leads contract launch and maintenance requirements, our sales force upholds strategic relationships with current and potential OMNIA customers. These relationships uniquely position us to develop and deliver an awareness and growth campaigns to members through a trusted advisor network. Our account teams have long- standing customer relationships in which they often become an extension of their customers' IT and purchasing teams. Our account managers speak with their customers weekly, if not daily. As a result, our customers turn to their account managers for purchasing recommendations, including which contracts to leverage. Within 90 days of contract award, we will leverage this trusted advisor network and our marketing capabilities (e.g., customer -facing collateral, email campaigns, call campaigns, social media, etc.) to quickly and effectively alert registered and potential customers of the new contract and its benefits. i. Creation and distribution of a co -branded press release to trade publications To successfully implement a marketing plan, marketers must first know their audience and how to access them. CDWG partners with various trade publications to access our target customers. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 498 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 97 Within 90 days of contract launch, our marketing team will work with OMNIA Partners to develop content to disseminate to customers. Below, we have outlined potential avenues in which we can access target customers. Publications. CDWG partners with industry experts to publish sector -specific online and hardcopy magazines for State (StateTech) — shown in the graphic on the right, K-12 (EdTech Focus on K-12) and Higher Education (EdTech Focus on Higher Education). To successfully implement a marketing plan, marketers must first know their audience and how to access them, and these publications help access our target customers. All of the aforementioned publications deliver relevant content via print, blog, video case studies, and e-newsletters on topics including classroom, cloud, data center, hardware, software, security and services. Additional publications include: ■ CoSN ■ EdTech Magazine: Focus on Higher Ed ■ EdTech Magazine: Focus on K-12 Education ■ EDUCAUSE ■ GovExec ■ GovTech ■ NASCIO ■ NASTD ■ State Tech Magazine Advertisements and Cobranding. Figure 22: State Tech Sample CDWG works with internal and external marketing teams to profile CDWG and partner delivered technology productions, solutions and services on customized flyers that are easily accessed electronically or printed to hand out. Custom flyers are created for all CDWG contracts. The example below is for a statewide hardware contract with the State of Utah for PC Stores and following CDWG guidelines was designed to bring value to those new to CDWG as well as long-time agency users and partners, with information that includes: ■ Quantified examples of CDW•G's experience and approach to serving the State; ■ Samplings of our breadth and depth of industry partnerships ■ Contract specifics where customers can find CDWG delivered solutions and services; a ■ Contact details for Account Managers and Field Account Executives We are able to do the same thing for Cobb County on this contract and other OMNIA Partners, should you want to. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 499 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services Meet the newest member of your technology team: CDW-G, your new partner under the PC Sores Contract for the State of Utah. Count on CDW G for one -stop simplicity in product procurement across 12 essential technology categories — including client computing, networking equipment and power and coring solutions — plus our entire catalog of software offerings (under Contract No. MA2800). Utah's dedicated CDWG account team provides unparalleled convenience and expertise for your technology procurement. WE GET IT. rn� Natlonwide public sector experience 20 years of service to Utah 0 Problem -solving experience focused on you attention from dedicated 0Individual CDW•G account managers Solutions that address every need Convenient, state-of-the-art distribution center in Las Vegas For more details, reach out to your CDW G account manager: Matt Olazewsid Rk:k Mwdnu Fxeaiclve account manage' ti ontnct orc:yram manage' T: 84 7.419-8288 T: 84 7.3 71.7182 E: mattolvacdwg.corn E: richmar;�odwgcom STRONG PARTNERSHIPS. STRONG RESULTS This contract encompasses CUW-G's hardware portfolio ensuring solutions that arecrafted from the strongest offerings and vendors In th._ Industry, Including: Computersand Desktop, offxeprinters accessories and plotters 3D printers Consumer electronics Apple branded IDprinters products Classroom devices Audiovisual ctluipmmcnt arilaccessories Unintenrptiblepower supply (UPS) 0 Mt FMwYtuAc4..c Go gle ASM : Mmusu#t EP" aCX?I- Figure 23: CDWG Custom Flyers PEOPLE % GET IT' 98 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDW-G"). Page 500 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 99 Social Media CDWG meets our customers where they are on today's technology horizon. The CDW Social Squad are employees educated on and active in social media. This Social Squadpushes customized content to and through social media outlets including relevant articles, emerging technology news, information on available contracts and upcoming events in customer -specific markets. We can customize this content to be relevant to Cobb County and OMNIA Partners. With over 1,700 entries and counting across topics including Cloud, Data Center, Digital Workspace, Networking, Security, and Software, CDW's Solutions Blog delivers evocative and relevant content. Authored by our own subject matter experts, articles are written to help our customers navigate and digest the overwhelming amount of data that comes at them every day as they work to make better decisions for more effective and efficient solutions that meet their individual goals. ii. Announcement, Master Agreement details and contact information published on the Supplier's website within first 90 days We will create a customized tab on our OMNIA Partners Premium Page so customers can easily shop for featured products. It will be active on the first day the contract goes live and feature co -branded material with your organization's logo and message. This website will include up-to-date pricing on all eligible products. Authorized users and administrators access the information they need when they need it and benefit from real-time updates to inventory and price. iii. Design, publication and distribution of co -branded marketing materials within first 90 days Our standard contract launch process includes developing collateral to promote contract awareness and education among internal and external stakeholders. Content will focus on the administrative and strategic value of utilizing this new Agreement. Specifically, we will highlight the convenience of the online marketplaces, as well as the cost and time savings associated with consolidating transactional procurement needs by leveraging the new Agreement. Possible outlets to disseminate content include our internal Corporate Communications, our Public Sector Publications (State Tech & Ed Tech), a sale- led communications campaign, and Social Media. We use Twitter, Facebook, and Linkedln as avenues for marketing, education, updates and general communication with customers. Active social media helps customers stay informed with links, posts and articles of interest in the way that they choose to receive information. We also maintain an internal group that is focused on submitting and curating social media content called the Social Squad. It even has its own app available for Android. Social Squad members are encouraged to submit content on a number of topics, including industry news, products and deals, emerging technologies, product launches, featured partners, and more. We are able and willing to participate in co -branding marketing opportunities with Cobb County and OMNIA Partners. For instance, a combined OMNIA and vendor branding logo can be created to include in social media advertisements, the Agreement's customized Premium Page, customer -facing digital and print one -pagers, and customer -facing emails. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 501 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 100 Upon contract award, intend to conduct a collaborative kick-off meeting dedicated to developing our go -to -market strategy including the development and distribution of co -branded marketing materials within the first 90 days. iv. Commitment to attendance and participation with OMNIA Partners at national (i.e. NIGP Annual Forum, NPI Conference, etc.), regional (i.e. Regional NIGP Chapter Meetings, Regional Cooperative Summits, etc.) and supplier -specific trade shows, conferences and meetings throughout the term of the Master Agreement v. Commitment to attend, exhibit and participate at the NIGP Annual Forum in an area reserved by OMNIA Partners for partner suppliers. Booth space will be purchased and staffed by Supplier. In addition, Supplier commits to provide reasonable assistance to the overall promotion and marketing efforts for the NIGP Annual Forum, as directed by OMNIA Partners. CDWG has enjoyed participating in the NIGP Annual Forum in past years and will continue to do so with commercially reasonable efforts. We believe in the mission to "develop, support and promote public procurement" and look forward to sharing our best practices with other non - competing OMNIA Partners vendors. vi. Design and publication of national and regional advertising in trade publications throughout the term of the Master Agreement CDWG will advertise the contract in our own highly viewed publications and our contract specific email campaign. We will continue to promote the contract via avenues such as our EdTech and State Tech publication sites. vii. Ongoing marketing and promotion of the Master Agreement throughout its term (case studies, collateral pieces, presentations, promotions, etc.) CDWG will market and promote the contract, through various avenues such as announcements in our publications, email campaigns, as well as on the contract's CDWG premium page. We look forward to working with OMNIA Partners to develop our marketing strategies even further and propose a marketing strategy meeting to discuss a refreshed approached and specific goals/targets for the new contract. Below is a sample of the ongoing email campaign we currently conduct for our OMNIA agreement. viii. Dedicated OMNIA Partners internet web -based homepage on Supplier's website with: • OMNIA Partners standard logo; • Copy of original Request for Proposal; • Copy of Master Agreement and amendments between Principal Procurement Agency and Supplier; • Summary of Products and pricing; • Marketing Materials • Electronic link to OMNIA Partners' website including the online registration page; • A dedicated toll -free number and email address for OMNIA Partners © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 502 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 101 CDWG currently hosts a dedicated web -page for our OMNIA agreements www.cdwq.com/omniapartners including all contract documentation, marketing materials, products and pricing and relevant links. Upon award we will create a dedicated tab on this premium page. The updated Premium Page will include the following: Cobb County and/or OMNIA Partners standard logo Copy of original Request for Proposal Copy of Master Agreement and amendments between Principal Procurement Agency and Supplier Summary of products and pricing Marketing materials An electronic link to OMNIA Partners' website including the online registration page A dedicated toll -free number and email address for Cobb County and/or OMNIA Partners Our team will review the tailoring of our current Premium Page with the OMNIA Partners team to ensure that the dedicated webpage meets all of the Participating Entities' needs. C. Describe how Supplier will transition any existing Public Agency customers' accounts to the Master Agreement available nationally through OMNIA Partners. Include a list of current cooperative contracts (regional and national) Supplier holds and describe how the Master Agreement will be positioned among the other cooperative agreements. As Cobb County and OMNIA Partners may know, CDWG currently holds a significant number of cooperative purchasing contracts including OMNIA Partners, Public Sector (fkna NIPA), Association of Educational Purchasing Agencies (AEPA), and Sourcewell (fkna NJPA). CDWG is solutions -focused, vendor agnostic and provides consultation to assist our customers to select the contract best suited for their specific procurement needs. For all of our national contracts, we have maintained the transparency of our contract portfolio to our customer and negotiated the removal of language such as "most favored customer" and requirements such as this. CDWG continues to prove without a doubt that we can keep our commitment to making this contract prosperous amongst our portfolio of offerings. We have transitioned a number of customers and their solicitation opportunities to OMNIA Partners contracts, in the form of participating agreements. Moving forward, we will continue to loop new members into the contract and sustain the growth. CDWG currently holds a significant number of cooperative purchasing contracts including Omnia Partners/National Intergovernmental Purchasing Agency (National IPA), Association of Educational Purchasing Agencies (AEPA), and Sourcewell. CDWG is solutions -focused and provides consultation to assist our customers to select the best contract vehicle suited for their specific procurement needs. We continue to maintain transparency of our contract portfolio to our customers and will work with customers upon their request to transition customers to ensure it is in the best interests of purchasing entities, CDWG, OMNIA Partners, and customers. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 503 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 102 D. Acknowledge Supplier agrees to provide its logo(s) to OMNIA Partners and agrees to provide permission for reproduction of such logo in marketing communications and promotions. Acknowledge that use of OMNIA Partners logo will require permission for reproduction, as well. CDWG acknowledges and agrees to provide its logo(s) to OMNIA Partners, Public Sector and agrees to provide permission for reproduction of such logo in marketing communications and promotions. We additionally acknowledge that use of OMNIA Partners, Public Sector logo requires permission for reproduction, as well. The core component of CDW•G's brand identity is its corporate logo; therefore, we ask that you carefully consider the following guidelines when using it. When using the CDWG logo, you agree to the following: 1. You may use the logo(s) only in the exact form provided by CDWG and only to accurately and actively link from a website that is under your control to the home page of CDW.com (or another address provided by CDWG) and for no other purpose. 2. You may not incorporate the logo(s) into any other logo or design. 3. You may not to use the logo(s) in a way that suggests that you or your company or products are affiliated with CDWG or its products or services in any way. 4. You may not display the logo(s) on any website that disparages CDWG or its products or services, infringes any CDWG intellectual property or other rights, or violates any law or regulation. 5. No other logo or design element should appear within 0.5 inches of the CDWG logo. 6. You may not frame or alter the CDWG website in any way. 7. At CDW•G's direction, you will immediately remove the logo(s). 8. Your limited right to use the logo(s) does not constitute a grant of any other right or license. All other rights are reserved by CDW-G. 9. CDW•G disclaims all warranties, express and implied, regarding the logo(s), including warranties against infringement. You agree to indemnify CDWG from and against any and all claims and liabilities arising out of your use of the logo(s). E. Confirm Supplier will be proactive in direct sales of Supplier's goods and services to Public Agencies nationwide and the timely follow up to leads established by OMNIA Partners. All sales materials are to use the OMNIA Partners logo. At a minimum, the Supplier's sales initiatives should communicate: i. Master Agreement was competitively solicited and publicly awarded by a Principal Procurement Agency ii. Best government pricing iii. No cost to participate iv. Non-exclusive CDWG confirms we will be proactive in direct sales to Public Agencies nationwide and our initiatives will, at a minimum, communicate points i-iv stated above. Master Agreement was competitively solicited and publicly awarded by a Principal Procurement Agency ��. Best government pricing O CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 504 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 103 111. No cost to participate IV. Non-exclusive We are happy to create a contract announcement flyer with the new contract information. A sample from an existing agreement is included below. We would like to further discuss the inclusion of II and IV, and will revise our marketing pieces to include a mutually agreeable message that best represents the value of the contract. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 505 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services PEOPLE OMNIA WHO.......a GET IT A WINNING PARTNERSHIP IN STRATEGIC SUURCING We are pleased to announce that CDW •G has been awarded a special contract with OMNIA Partnem for the sale of Information Ter Imlogy Solutions and Services. under Agreement 2018011-01. Contract 2018011-01 is now available for OMNIA Partners participants for all of your technology needs. STRONG PARTNERSHIP. STRONG SOLUTIONS CDWG and OMNIA Partners have worked collaboratively to help you successfully convert to the new program. if you have any questions about the transition or process, please contact your CDW G account nxYuwer for additional assistance. We look forward to serving you under our new agreement with DMNIA Partners. ?Y1 CONTRACT BENEFITS INCLUDE: + Term: 3/1/1R to 2/28/23 with two, one-year renewals ♦ Competitive pricing across CDW•G'sentire portfolio of products and solutions. ♦ Access to a multitude of services and custom configurations, including equipment staging ♦ Pricing on products made by the following partners: 0 A%P ft*-daN llwiblt1011.d 0W/ a M r face 00 �; sy�,n,� `RUCKUS- YGM vmware aF Figure 24: OMNIA Partners and CDWG 104 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG'). Page 506 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 105 F. Confirm Supplier will train its national sales force on the Master Agreement. At a minimum, sales training should include: i. Key features of Master Agreement ii. Working knowledge of the solicitation process iii. Awareness of the range of Public Agencies that can utilize the Master Agreement through OMNIA Partners iv. Knowledge of benefits of the use of cooperative contracts CDW•G acknowledges and complies with the above requirement. CDW•G's Program Manager, Francie Gribble will work directly with our sales leadership, Cobb County, and OMNIA Parnters to develop and execute a training program for our sales force. Training content will address all of these elements. Our sellers will then be equipped with relevant collateral to communicate with customers. Curriculum development, trainings, and collateral creation will be completed within 90 days of contract award. At a minimum, training will include the following topics: Key features of Master Agreement II. Working knowledge of the solicitation process III. Awareness of the range of Public Agencies that can utilize the Master Agreement through OMNIA Partners G. Provide the name, title, email and phone number for the person(s), who will be responsible for: i. Executive Support • Name: David Hutchins • Title: VP, Strategic Programs and Sales Enablement • Email: David.hutchins@cdwg.com • Phone:847-968-9782 ii. Marketing • Name: Lauren Bull • Title: Manager — Public Sector Field Marketing • Email:lbull@cdw.com • Phone:847-968-0257 iii. Sales • Name: AJ Lucci • Title: Sales Manager • Email: ajlucci@cdwg.com • Phone:312-705-9355 © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 507 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 106 iv. Sales Support • Name: Rob Sullivan • Title: Executive Account Manager • Email: robesul@cdwg.com • Phone:312-705-9505 v. Financial Reporting • Name: Francie Gribble • Title: Program Manager • Email: frances.gribble@cdwg.com • Phone:629-208-8229 vi. Accounts Payable • Name: **we assign Accounts Payable personnel for each manufacturer, not per customer or per contract, contact details can be shared post award for a particular manufacturer if necessary • Title: • Email: • Phone: vii. Contracts • Name: Francie Gribble • Title: Program Manager • Email: frances.gribble@cdwg.com • Phone:629-208-8229 H. Describe in detail how Supplier's national sales force is structured, including contact information for the highest -level executive in charge of the sales team. The CDWG customer support models starts with our account managers. As part of the CDW Experience, we organize our sales force differently from other companies in order to best serve our customers. First, our account managers are trained to become experts within the public sector segment they support — K-12, Higher Education, State & Local government, Federal government and Healthcare. The advantage is that they can address the very specific needs of their unique customers. To further equip our account managers to support their customers, CDWG divides the salesforce into distinct geographic regions to ensure that sellers are prepared to support the local landscape in a way that is unmatched by other vendors, both small local and national companies. Each member has a dedicated account manager who maintains overall responsibility for coordinating all CDWG resources to achieve the highest standards of customer service. They are the first line of contact for orders, questions, and marketing implementation. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 508 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 107 CDWG account managers, their supporting product specialists, and their sales managers understand the current technology trends and are specialized to only work with public -sector customers. This is one of the great benefits of partnering with CDWG. OMNIA Partners members will have access to much more than a single resource; members will also have access to an entire sales and support team ready to address any member's need. CDWG, from the executive level down to your account manager, is focused on ensuring that OMNIA Partner's members' needs are consistently and satisfactorily met. To simplify the customer service process, we recommend OMNIA members bring any issues or inquiries to the attention of their dedicated account manager. Members' CDWG account managers are the center of their customer service and support experience. CDWG account managers' first step is always to listen. Then they evaluate and determine the best next steps. If the account manager cannot correct the issue, they will escalate it to their sales manager. If the sales manager cannot correct the issue, they will escalate it to the director. Escalation continues all the way up to the executive leader who oversees this contract, our Vice President of Government and Strategic Programs, Ben Bourbon and David Hutchins, respectively, until we provide a suitable solution to the performance issue. While this type of escalation is rare, we always work to sufficiently and expeditiously resolve any escalations. Usually, resolution is as simple as walking a few desks over to explain the situation. Account Managers Sales Managers Sales Directors Vice Presidents CDWG's resolve any issues engage to resolve engage additional engage leadership President and escalate if any issue and if resources and from ail resources ensures comp,Et_ needed needed escalate escalate if needed resolution Figure 25: CDWG's Escalation Process The beauty of this approach is that the customer does not have to manage the process, hunt down contacts or explain their issue many times over. They are kept in the loop on progress of the resolution, while their CDWG team takes care of the rest. Because we designate an actual person and not a faceless inbox, they can reach out to their account manager whenever they feel necessary. For mission critical issues, we follow the same path with expedited timelines. If problem resolution is specific to a coworker, such as performance of an account manager, the customer is encouraged to reach out to the coworker's manager, who will then take the appropriate steps to address. Contact information for your account manager, sales manager and customer relations can all be found easily in your cdw.com account center. A follow-up step in our incident escalation process involves taking the incident resolution process one step further. Our sales teams work hand -in -hand with our Program Management team to ensure that for issues requiring significant escalation, we determine proactive measures © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 509 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 108 to prevent the problem from recurring. We want to understand why it happened to make sure it doesn't happen again. This is one of the reasons we are consistently lauded for outstanding customer service. Beware of proposed incident escalation paths that go no further than issue resolution. Vendors that correct the problem but acknowledge it no further than incident escalation/resolution will be able to offer only temporary fixes. They won't understand the causes of where they failed to meet member expectations. Cobb County and OMNIA Partners can be confident in this contract's level of Executive Sponsorship within CDWG, as well. AJ Lucci, Sales Manager; Don McCarthy. Director SLG East, Ben Bourbon, Vice President of Government Sales; and Chris Webb, Director, Capture are all high-level, accessible, points of contact focused on the success of this Agreement. Contact information for the highest level of the executive sales team is • Name: Don McCarthy • Title: Director, Area Sales • Email: Donamcc@cdw.com • Phone:847-419-6317 I. Explain in detail how the sales teams will work with the OMNIA Partners team to implement, grow and service the national program. An OMNIA member's first point of contact with CDWG is their dedicated account manager. As such, we understand how critical it is for our account managers understand the scope and benefits of the OMNIA agreement. In conjunction with the technical trainings offered to our CDWG account teams, our Program Management team will train our sales teams regarding the OMNIA agreement with CDW-G. The diverse nature of our training program gives each account team confidence to support OMNIA members through the entire sales cycle from project inception, purchase, solution deployment, and post -sale support. Our account teams clearly and concisely deliver the value of the OMNIA agreement to non-members helping to drive increased adoption and contract growth. Public sector customers are seeking a digital platform for quick and simple procurement of transactional items. Our account managers, across all segments and regions nationwide, will be poised and prepared to guide and educate members on this new procurement option. Tenured CDWG account managers are actively marketing the current City of Mesa OMNIA agreement to customers and are very familiar with its benefits, including product categories, administrative fee structure, and flexibility. While there will be subsequent trainings upon award, the Online Marketplace contract will easily be added to our account manager's repertoire to become an arrow in their OMNIA quiver. The ramp up time for our account managers will be far quicker than account managers who lack such familiarity with OMNIA agreements. In addition to our Account Managers, our Business Development team is actively engaged with OMNIA Regional Managers and leaders in Partner Development and Strategic Accounts to review the state of our joint business, develop growth goals and strategies and execute prescriptively to drive business the OMNIA Partners portfolio. This new contract will fit seamlessly into the overall program allowing us to quickly develop and expand contract usage utilizing a proven model. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 510 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 109 I. Explain in detail how Supplier will manage the overall national program throughout the term of the Master Agreement, including ongoing coordination of marketing and sales efforts, timely new Participating Public Agency account set-up, timely contract administration, etc. As with all of our contracts, the Online Marketplace contract will be assigned a Program Management team led by a Program Manager (PM) who will ensure c contract compliance and administer contract procedures, including contract launch. The Program Manager regularly conducts self -audits to ensure pricing compliance and takes corrective action when needed. Upon award, CDWG's Program Manager, Francie Gribble, will work directly with Cobb County and OMNIA Partners to stand-up all aspects of the new Agreement within our system (e.g., member lists, pricing, reporting, fee schedules, and other compliance requirements). We will load the contract structure into our internal contract editor system which will then create a customer premium page with a distinct URL that will reflect the contracted price. Once the structure is loaded, no additional manual intervention is needed to maintain it (this non- manual process only applies to catalog contract using CDWG categories). We also have processes in place to ensure that the contract prices proposed are maintained throughout the life of the contract. CDWG will use automated internal systems as well as Program Management personnel to manage the proposed price structure. After contract launch, the Program Management team is responsible for adding new members to the contract by linking their account to the new contract. Contract stand-up also includes creation of internal and external resources to aid our customers and sales teams in transitioning to the new Agreement. Our ongoing marketing efforts will include the previously discussed topics — i.e., training, publications, attendance at events — to ensure this contract is continually being marketed from contract launch through completion. J. State the amount of Supplier's Public Agency sales for the previous fiscal year. Provide a list of Supplier's top 10 Public Agency customers, the total purchases for each for the previous fiscal year along with a key contact for each. Due to confidentiality reasons CDWG does not release the financial information of Our customers. Should this contract be accepted, CDWG can solicit each customer individually to determine whether their financial information may be shared. The following are our 2021 top Public Agency OMNIA Customers: Table 7: CDWG Top 10 Public Agency Customers NYC Dept Of Info Tech & Telecom NYC Cyber Command New York City Department of Education NYPD NYC HRA MTA Headquarters Kern County High School District NYC Dept Of Health & Mental Hygiene NYC Department of Education NYPD © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 511 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 110 K. Describe Supplier's information systems capabilities and limitations regarding order management through receipt of payment, including description of multiple platforms that may be used for any of these functions. eCommerce Platform — Web based Your customizable CDWG web portal is available to authorized users 24 hours per day, provides real-time information, and facilitates researching, ordering and tracking purchases. Whether you are a first time shopper or an existing customer of CDWG, we can ensure your order routes to the appropriate account management team that supports the shoppers entity, based on the contract being used. eProcurement Platform — Punch Out Catalog As a company, CDWG is highly experienced in implementing B2B solutions. Since 2001, we have integrated with over 9,000 entities (13,000 customers) and work with over 80 different marketplaces, ERPs and SRMs. Our in-house staff of over 200 IT personnel are dedicated solely to our web, internal, and e-commerce IT systems. Our mature e-procurement practice also means Cobb County won't have long to wait to begin using their system. By integrating quicker than our competitors, CDWG simplifies procurement for eProcurement customers by allowing them to buy IT the way they need based on their specific requirements. CDW•G's punch out offers the shopper dynamic price offerings, product information and availability while providing industry standard information back into our customers e-procurement platform, such as UNSPSC and contract information. CDWG can support customers who wish to utilize Cobb County award(s) through an eProcurement platform. Application Programming Interface (API) CDWG can review customer specific requests where order process automation is needed, but further customization is required. This process may include technologies such as JSON or SFTP, but may be accommodated based upon the scope of the project. L. Provide the Contract Sales (as defined in Section 12 of the OMNIA Partners Administration Agreement) that Supplier will guarantee each year under the Master Agreement for the initial three years of the Master Agreement ("Guaranteed Contract Sales"). 00 in year one $ .00 in year two $ .00 in year three To the extent Supplier guarantees minimum Contract Sales, the Administrative Fee shall be calculated based on the greater of the actual Contract Sales and the Guaranteed Contract Sales. While we cannot provide guaranteed minimum contract sales, CDWG has a proven record of winning and growing OMNIA agreements, and the resources needed to do so. OMNIA Partners has our commitment to do the same here. M. Even though it is anticipated many Public Agencies will be able to utilize the Master Agreement without further formal solicitation, there may be circumstances where Public Agencies will issue their own solicitations. The following options are available when responding to a solicitation for Products covered under the Master Agreement. CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 512 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 111 i. Respond with Master Agreement pricing (Contract Sales reported to OMNIA Partners). ii. If competitive conditions require pricing lower than the standard Master Agreement not -to -exceed pricing, Supplier may respond with lower pricing through the Master Agreement. If Supplier is awarded the contract, the sales are reported as Contract Sales to OMNIA Partners under the Master Agreement. iii. Respond with pricing higher than Master Agreement only in the unlikely event that the Public Agency refuses to utilize Master Agreement (Contract Sales are not reported to OMNIA Partners). iv. If alternative or multiple proposals are permitted, respond with pricing higher than Master Agreement, and include Master Agreement as the alternate or additional proposal. Detail Supplier's strategies under these options when responding to a solicitation. As an impartial solutions provider, our first and primary goal is to serve the needs of the customer from a technology and procurement perspective. We act in a consultative, objective manner to aid customers in developing the procurement strategy to best fit their needs. In honoring this commitment, we have maintained the transparency of our contract portfolio to our customers and negotiated the removal of language such as "most favored customer" and other requirements. We commend Cobb County and OMNIA Partners for creating a contract vehicle to facilitate easy transactional buying at competitive pricing for its users. We certainly see the strategic fit this contract demonstrates within the SLED space and we will position this agreement when it best suits their procurement needs. When responding to a solicitation that directly disclaims the terms and conditions of this Master Agreement, we will comply with all appropriate contractual terms. Subject to applicable law, we represent that under this Agreement we will make reasonable commercial efforts to offer prices that are competitive with the prices offered to other similarly situated customers purchasing a comparable volume of the same products at the same time and under the same terms and conditions. Subject to applicable law, Supplier represents that under this Agreement it will make reasonable commercial efforts to offer prices that are competitive with the prices Supplier offers to other similarly situated customers purchasing a comparable volume of the same products at the same time and under the same terms and conditions. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 513 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 112 Appendix A: Sample SOW See following pages for a Sample SoW that would need to be mutually agreed upon for all Service engagments. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 514 of 1928 STATEMENT OF WORK Project Name: Seller Representative: Customer Name: CDW Affiliate: Solution Architect: SOW Created Date: Version: Drafted By This statement of work ("Statement of Work" or "SOW") is made and entered into on the last date that this SOW is fully executed as set forth below ("SOW Effective Date") by and between the undersigned, [CDW Affiliate] ("Provider," and "Seller,") and [Customer Name] ("Customer," and "Client,"). This SOW shall be governed by that certain [Governing Agreement Name] between [CDW Affiliate] and [Customer Name], dated [Governing Agreement Date] (the "Agreement"). If there is a conflict between this SOW and the Agreement, then the Agreement will control, except as expressly amended in this SOW by specific reference to the Agreement. References in the Agreement to a SOW or a Work Order apply to this SOW. PROJECT SCOPE SERVICE DESCRIPTION GENERAL RESPONSIBILITIES AND ASSUMPTIONS • Customer is responsible for providing all access that is reasonably necessary to assist and accommodate Seller's performance of the Services. • Customer will provide in advance and in writing, and Seller will follow, all applicable Customer's facility's safety and security rules and procedures. • Customer is responsible for security at all Customer -Designated Locations; Seller is not responsible for lost or stolen equipment, other than solely as a result of Seller's gross negligence and willful misconduct. • This SOW can be terminated by either party without cause upon at least fourteen (14) days' advance written notice. CONTACT PERSONS Each Party will appoint a person to act as that Party's point of contact ("Contact Person") as the time for performance nears and will communicate that person's name and information to the other Party's Contact Person. Proprietary and Confidential Page 1 [CDW Affiliate Logo] Page 515 of 1928 Customer Contact Person is authorized to approve materials and Services provided by Seller, and Seller may rely on the decisions and approvals made by the Customer Contact Person (except that Seller understands that Customer may require a different person to sign any Change Orders amending this SOW). The Customer Contact Person will manage all communications with Seller, and when Services are performed at a Customer -Designated Location, the Customer Contact Person will be present or available. The Parties' Contact Persons shall be authorized to approve changes in personnel and associated rates for Services under this SOW. CHANGE MANAGEMENT This SOW may be modified or amended only in a writing signed by both Customer and Seller, generally in the form provided by Seller ("Change Order"). Services not specified in this SOW are considered out of scope and will be addressed with a separate SOW or Change Order. In the event of a conflict between the terms and conditions set forth in a fully executed Change Order and those set forth in this SOW or a prior fully executed Change Order, the terms and conditions of the most recent fully executed Change Order shall prevail. PROJECT SCHEDULING Customer and Seller, who will jointly manage this project, will together develop timelines for an anticipated schedule ("Anticipated Schedule") based on Seller's project management methodology. Any dates, deadlines, timelines or schedules contained in the Anticipated Schedule, in this SOW or otherwise, are estimates only, and the Parties will not rely on them for purposes other than initial planning. TOTAL FEES The total fees due and payable under this SOW ("Total Fees") include both fees for Seller's performance of work ("Services Fees") and any other related costs and fees specified in the Expenses section ("Expenses"). SERVICES FEES EXPENSES CUSTOMER DESIGNATED LOCATIONS Seller will provide Services benefiting the locations specified on the attached Exhibit ("Customer -Designated Locations"). PROJECT SPECIFIC TERMS Proprietary and Confidential Page 2 [CDW Affiliate Logo] Page 516 of 1928 SIGNATURES In acknowledgement that the parties below have read and understood this Statement of Work and agree to be bound by it, each party has caused this Statement of Work to be signed and transferred by its respective authorized representative. This SOW and any Change Order may be signed in separate counterparts, each of which shall be deemed an original and all of which together will be deemed to be one original. Electronic signatures on this SOW or on any Change Order (or copies of signatures sent via electronic means) are the equivalent of handwritten signatures. [CDW Affiliate Name] By: Name: Title: Date: Mailing Address: [Affiliate Address line 1] [Affiliate Address line 2] [Customer Name] By: Name: Title: Date: Mailing Address: Street: City/ST/ZIP: EXHIBIT CUSTOMER -DESIGNATED LOCATIONS Seller will provide Services benefiting the following locations ("Customer -Designated Locations"). Location(s) Proprietary and Confidential Page 3 [CDW Affiliate Logo] Page 517 of 1928 Cobb County Purchasing, Technology Product Solutions and Related Services 116 Appendix B: Required Forms See following pages for our signed forms required with this submission. © CDW Government LLC 2022 1 230 N. Milwaukee Ave. I Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal/Quote ("RFP/RFQ") furnished by Cobb County Purchasing are the Proprietary and Confidential property of CDW Government LLC ("CDWG"). Page 518 of 1928 BID SUBMITTAL FORM SUBMIT BID/PROPOSAL TO: Cobb County Purchasing Department 122 Waddell Street NE Marietta, GA 30060 BID/PROJECT NUMBER: 23-6692 Request for Proposals Technology Product Solutions and Related Services Cobb County Purchasing Department DELIVERY DEADLINE: OCTOBER 13, 2022 BEFORE 12:00 (NOON) EST (NO BIDS/PROPOSALS WILL BE ACCEPTED AFTER THIS DEADLINE). Bid Opening Date: October 13, 2022 @ 2:00 P.M. in the Cobb County Purchasing Department, 122 Waddell Street NE, Marietta, Georgia, 30060. BUSINESS NAME AND ADDRESS INFORMATION: Company name: CDW Government LLC Contact name: Eric Moore Company address: E-mail address: 230 N Milwaukee Ave, Vernon Hills, IL 60061 eric.moore@cdwg.com Phone number: 765-749-9981 Fax number: 847-465-6800 NAME AND OFFICIAL TITLE OF OFFICER GUARANTEEING THIS QUOTATION: David Hutchins (PLEASE PRINT/TYPE) NAME VP Strategic Programs SIGNATURE OF OFFICER ABOVE: (SIGNATURE) TELEPHONE: 847-968-9782 FAX: 847.465.6800 TITLE BIDDER WILL INDICATE TIME PAYMENT DISCOUNT: CDW•G does not offer Time Payment Discounts BIDDER SHALL INDICATE MAXIMUM DELIVERY DATE (UNLESS OTHERWISE SPECIFIED IN BID SPECIFICATIONS) N/A Bids received after the date and time indicated will not be considered. Cobb County reserves the right to reject any and all bids, to waive informalities, to reject portions of the bid, to waive technicalities and to award contracts in a manner consistent with the county and the laws governing the state of Georgia. The enclosed (or attached) bid is in response to Bid Number 23-6692; is a firm offer, as defined by section O.C.G.A. (s) 11-2-205 of the code of Georgia (Georgia laws 1962 pages 156-178), by the undersigned bidder. This offer shall remain open for acceptance for a period of 90 calendar days from the bid opening date, as set forth in this invitation to bid unless otherwise specified in the bid documents. Page 519 of 1928 Cobb County... Expect the Best! REQUEST FOR PROPOSALS Sealed Bid # 23-6692 Technology Product Solutions and Related Services Cobb County Purchasing Department Bid Opening Date: October 13, 2022 Pre -Proposal Meeting via WebEx: September 14, 2022 at 3:00 PM Eastern Join from meeting link https://cobbcounty.webex.com/cobbcounty/j.php?MTID=m6334eOc9eOf46364cc2157383bc375a6 Meeting number (access code): 2317 292 4027 Meeting password: fxZKmmi3p93 Join by phone +1-415-655-0004 US Toll Proposals Are Received in the Cobb County Purchasing Department 122 Waddell Street NE Marietta, GA 30060 Before 12:00 (Noon) By the Bid Opening Date Proposal Will Be Opened in the Cobb County Purchasing Department at 2:00 pm 122 Waddell Street NE Marietta, GA 30060 VENDORS ARE REQUIRED TO SUBMIT THE ORIGINAL, TWO (2) COPIES & TEN (10) FLASH DRIVES OF BID (UNLESS OTHERWISE SPECIFIED IN BID SPECIFICATIONS) NAME: CDW Government LLC ADDRESS: 230 N Milwaukee Ave, Vernon Hills, IL 60061 REPRESENTATIVE: David Hutchins PHONE: 847-968-9782 FAX: 847.465.6800 E-MAIL david.hutchins@cdwg.com NOTE: The Cobb County Purchasing Department will not be responsible for the accuracy or completeness of the content of any Cobb County Invitation to Bid or Request for Proposal or subsequent addenda thereto received from a source other than the Cobb County Purchasing Department. Page 520 of 1928 CONTRACTOR AFFIDAVIT & AGREEMENT (EXHIBIT A) This affidavit must be signed, notarized and submitted with any bid requiring the performance of physical services. If the affidavit is not submitted at the time of the bid, the bid will be determined non -responsive and will be disqualified. By executing this affidavit, the undersigned contractor verifies compliance with O.C.G.A. §13-10-91, stating affirmatively that the individual, firm or corporation which is contracting with Cobb County, Georgia, has registered with, is authorized to use, and is participating in a federal work authorization program (an electronic verification of work authorization program operated by the U.S. Department of Homeland Security or any equivalent federal work authorization program operated by the U.S. Department of Homeland Security to verify information of newly hired employees, pursuant to the Immigration Reform and Control Act of 1986 (IRCA)). The undersigned contractor further attests that it will continue to use the federal Employment Eligibility Verification (EEV) work authorization program throughout the contract period. The undersigned further agrees that should it employ or contract with any subcontractor(s) or should its subcontractor(s) employ other subcontractor(s) for the physical performance of services pursuant to the contract with Cobb County, Georgia, the contractor or subcontractor will: (1) Notify the County within five business days of entering into a contract or agreement for hire with any subcontractor(s); (2) Secure from any subcontractor(s) and/or their subcontractor(s) verification of compliance with O.C.G.A. § 13-10-91 on the attached Subcontractor Affidavit (EXHIBIT A-1) prior to the commencement of any work under the contract/agreement; (3) Secure from any subcontractor(s) and/or their subcontractor(s) a completed Immigration Compliance Certification (EXHIBIT A-2) prior to the commencement of any work under the contract/agreement; (4) Provide the subcontractor(s) with legal notice that Cobb County, Georgia, reserves the right to dismiss, or require the dismissal of, any contractor or subcontractor for failing to provide the affidavit and/or for failure to comply with the requirements referenced in the affidavit; (5) Maintain records of such compliance and provide a copy of each such verification to Cobb County, Georgia, at the time the subcontractor(s) is retained to perform such services or upon any request from Cobb County, Georgia; and (6) Maintain such records for a period of five (5) years. 731442 03/26/2008 EEV (E-Verify) Program Number a K� BY: Authorized Officer or Agent [Contractor Name] David Hutchins Printed Name SWORN AND SUBSCRIBED BEFORE ME ON THIS THE 11th DAY OF October 2022 2 EEV Program Date of Authorization CDW Government LLC Contractor Business Name 10/11/2022 Notary Public Commission Expires: May 31, z026 ELIZABETH HILTS Effective 09-20-2013 �,..�� ���., NOTARY PUBLIC,iy My Commission E-vires M&y31,2026 %�:'••'"?�'•• }: '.► 25 Page 521 of 1928 SUBCONTRACTOR AFFIDAVIT & AGREEMENT (EXHIBIT A-1) By executing this affidavit, the undersigned subcontractor verifies its compliance with O.C.G.A. § 13-10- 91, stating affirmatively that the individual, firm or corporation which is engaged in the physical performance of services on behalf of Cobb County, Georgia, has registered with, is authorized to use, and is participating in a federal work authorization program (an electronic verification of work authorization program operated by the U.S. Department of Homeland Security or any equivalent federal work authorization program operated by the U.S. Department of Homeland Security to verify information of newly hired employees, pursuant to the Immigration Reform and Control Act of 1986 (IRCA)). The undersigned contractor further attests that it will continue to use the federal Employment Eligibility Verification (EEV) work authorization program throughout the contract period. The undersigned further agrees that should it employ or contract with any subcontractor(s) or should its subcontractor(s) employ other subcontractor(s) for the physical performance of services pursuant to the contract with Cobb County, Georgia, the undersigned subcontractor will: (1) Notify the County within five business days of entering into a contract or agreement for hire with any subcontractor(s); (2) Secure from any subcontractor(s) and/or their subcontractor(s) verification of compliance with O.C.G.A. § 13-10-91 on this Subcontractor Affidavit form (EXHIBIT A-1) prior to the commencement of any work under the contract/agreement; (3) Secure from any subcontractor(s) and/or their subcontractor(s) a completed Immigration Compliance Certification (EXHIBIT A-2) prior to the commencement of any work under the contract/agreement; (4) Provide the subcontractor(s) with legal notice that Cobb County, Georgia, reserves the right to dismiss, or require the dismissal of, any contractor or subcontractor for failing to provide the affidavit and/or for failure to comply with the requirements referenced in the affidavit; (5) Maintain records of such compliance and provide a copy of each such verification to Cobb County, Georgia, at the time the subcontractor(s) is retained to perform such services or upon any request from Cobb County, Georgia; and (6) Maintain such records for a period of five (5) years. N/A EEV (E-Verify) Program Number BY: Authorized Officer or Agent [Subcontractor Name] EEV Program Date of Authorization Subcontractor Business Name Printed Name Date SWORN AND SUBSCRIBED BEFORE ME ON THIS THE DAY OF , 202 Notary Public Commission Expires: Effective 09-20-2013 26 Page 522 of 1928 IMMIGRATION COMPLIANCE CERTIFICATION (Required to be completed by Contractors and all Subcontractors) (EXHIBIT A-2) I certify to the Cobb County Board of Commissioners that the following employees will be assigned to: Cobb County/OMNIA Technology Product Solutions and Related Services (Project Name/Description) AJ Lucci Dan Gallagher Heather Kohls Don McCarthy Rob Sullivan Keshun Morgan Anup Sreedharan Francie Gribble I further certify to Cobb County, Georgia the following: • The E-Verify program was used to verify the employment eligibility of each of the above -listed employees hired after the effective date of our contract to use the program; • We have not received a Final Nonconfirmation response from E-Verify for any of the employees listed. • If we receive a Final Nonconfirmation response from E-Verify for any of the employees listed above, we will immediately terminate that employee's involvement with the project. • I have confirmed that we have an I-9 on file for every employee listed above and that to the best of my knowledge all the I-9s are accurate. • To the best of my knowledge and belief, all of the employees on the above list are legally authorized to work in the United States. • If any other employee is assigned to this Cobb County project, a certification will be provided for said employee prior to the employee commencing work on the project. To the best of my knowledge and belief, the above certification is true, accurate and complete. Sworn to by: aa.c,et;z,c� Signature of Officer _David Hutchins, VP Strategic Programs P Date 10/11/2022 SWORN AND SUBSCRIBED BEFORE ME ON THIS THE 11th DAY OF October 92022 Notary Public Commission Expires: May 31, 2026 ELIZABETH HILTS NOTARY PUBLIC My Commlwlon ExpIrea May 31,202E Employer Name & Address: CDW Government LLC Effective 09-20-2013 27 230 N Milwaukee Ave Vernon Hills, IL 60061 Page 523 of 1928 Attachment A OMNIA P A R T N E R S Requirements for National Cooperative Contract To Be Administered by OMNIA Partners The following documents are used in evaluating and administering national cooperative contracts and are included for Supplier's review and response. Exhibit A — Response for National Cooperative Contract Exhibit B — Administration Agreement, Example Exhibit C — Master Intergovernmental Cooperative Purchasing Agreement, Example Exhibit D — Principal Procurement Agency Certificate, Example Exhibit E — Contract Sales Reporting Template Exhibit F — Federal Funds Certifications Exhibit G — New Jersey Business Compliance Exhibit H — Advertising Compliance Requirement Version August 19, 2022 Page 524 of 1928 Exhibit A Response for National Cooperative Contract 1.0 Scope of National Cooperative Contract Capitalized terms not otherwise defined herein shall have the meanings given to them in the Master Agreement or in the Administration Agreement between Supplier and OMNIA Partners. 1.1 Requirement The Cobb County, GA (hereinafter defined and referred to as "Principal Procurement Agency"), on behalf of itself and the National Intergovernmental Purchasing Alliance Company, a Delaware corporation d/b/a OMNIA Partners, Public Sector ("OMNIA Partners"), is requesting proposals for Technology Product Solutions and Related Services. The intent of this Request for Proposal is any contract between Principal Procurement Agency and Supplier resulting from this Request for Proposal ("Master Agreement") be made available to other public agencies nationally, including state and local governmental entities, public and private primary, secondary and higher education entities, non-profit entities, and agencies for the public benefit ("Public Agencies"), through OMNIA Partners' cooperative purchasing program. The Principal Procurement Agency has executed a Principal Procurement Agency Certificate with OMNIA Partners, an example of which is included as Exhibit D, and has agreed to pursue the Master Agreement. Use of the Master Agreement by any Public Agency is preceded by their registration with OMNIA Partners as a Participating Public Agency in OMNIA Partners' cooperative purchasing program. Registration with OMNIA Partners as a Participating Public Agency is accomplished by Public Agencies entering into a Master Intergovernmental Cooperative Purchasing Agreement, an example of which is attached as Exhibit C, and by using the Master Agreement, any such Participating Public Agency agrees that it is registered with OMNIA Partners, whether pursuant to the terms of the Master Intergovernmental Purchasing Cooperative Agreement or as otherwise agreed to. The terms and pricing established in the resulting Master Agreement between the Supplier and the Principal Procurement Agency will be the same as that available to Participating Public Agencies through OMNIA Partners. All transactions, purchase orders, invoices, payments etc., will occur directly between the Supplier and each Participating Public Agency individually, and neither OMNIA Partners, any Principal Procurement Agency nor any Participating Public Agency, including their respective agents, directors, employees or representatives, shall be liable to Supplier for any acts, liabilities, damages, etc., incurred by any other Participating Public Agency. Supplier is responsible for knowing the tax laws in each state. This Exhibit A defines the expectations for qualifying Suppliers based on OMNIA Partners' requirements to market the resulting Master Agreement nationally to Public Agencies. Each section in this Exhibit A refers to the capabilities, requirements, obligations, and prohibitions of competing Suppliers on a national level in order to serve Participating Public Agencies through OMNIA Partners. Version August 19, 2022 Page 525 of 1928 These requirements are incorporated into and are considered an integral part of this RFP. OMNIA Partners reserves the right to determine whether to make the Master Agreement awarded by the Principal Procurement Agency available to Participating Public Agencies, in its sole and absolute discretion, and any party submitting a response to this RFP acknowledges that any award by the Principal Procurement Agency does not obligate OMNIA Partners to make the Master Agreement available to Participating Procurement Agencies. 1.2 Marketing, Sales and Administrative Support During the term of the Master Agreement OMNIA Partners intends to provide marketing, sales, partnership development and administrative support for Supplier pursuant to this section that directly promotes the Supplier's products and services to Participating Public Agencies through multiple channels, each designed to promote specific products and services to Public Agencies on a national basis. OMNIA Partners will assign the Supplier a Director of Partner Development who will serve as the main point of contact for the Supplier and will be responsible for managing the overall relationship between the Supplier and OMNIA Partners. The Director of Partner Development will work with the Supplier to develop a comprehensive strategy to promote the Master Agreement and will connect the Supplier with appropriate stakeholders within OMNIA Partners including, Sales, Marketing, Contracting, Training, and Operations & Support. The OMNIA Partners marketing team will work in conjunction with Supplier to promote the Master Agreement to both existing Participating Public Agencies and prospective Public Agencies through channels that may include: A. Marketing collateral (print, electronic, email, presentations) B. Website C. Trade shows/conferences/meetings D. Advertising E. Social Media The OMNIA Partners sales teams will work in conjunction with Supplier to promote the Master Agreement to both existing Participating Public Agencies and prospective Public Agencies through initiatives that may include: A. Individual sales calls B. Joint sales calls C. Communications/customer service D. Training sessions for Public Agency teams E. Training sessions for Supplier teams Version August 19, 2022 Page 526 of 1928 The OMNIA Partners contracting teams will work in conjunction with Supplier to promote the Master Agreement to both existing Participating Public Agencies and prospective Public Agencies through: A. Serving as the subject matter expert for questions regarding joint powers authority and state statutes and regulations for cooperative purchasing B. Training sessions for Public Agency teams C. Training sessions for Supplier teams D. Regular business reviews to monitor program success E. General contract administration Suppliers are required to pay an Administrative Fee of 3% of the greater of the Contract Sales under the Master Agreement and Guaranteed Contract Sales under this Request for Proposal. Supplier will be required to execute the OMNIA Partners Administration Agreement (Exhibit B). 1.3 Estimated Volume The dollar volume purchased under the Master Agreement is estimated to be approximately $20 million annually. While no minimum volume is guaranteed to Supplier, the estimated annual volume is projected based on the current annual volumes among the Principal Procurement Agency, other Participating Public Agencies that are anticipated to utilize the resulting Master Agreement to be made available to them through OMNIA Partners, and volume growth into other Public Agencies through a coordinated marketing approach between Supplier and OMNIA Partners. 1.4 Award Basis The basis of any contract award resulting from this RFP made by Principal Procurement Agency will, at OMNIA Partners' option, be the basis of award on a national level through OMNIA Partners. If multiple Suppliers are awarded by Principal Procurement Agency under the Master Agreement, those same Suppliers will be required to extend the Master Agreement to Participating Public Agencies through OMNIA Partners. Utilization of the Master Agreement by Participating Public Agencies will be at the discretion of the individual Participating Public Agency. Certain terms of the Master Agreement specifically applicable to the Principal Procurement Agency (e.g., governing law) are subject to modification for each Participating Public Agency as Supplier and such Participating Public Agency may agree without being in conflict with the Master Agreement as a condition of the Participating Agency's purchase and not a modification of the Master Agreement applicable to all Participating Agencies. Participating Agencies may request to enter into a separate supplemental agreement to further define the level of service requirements over and above the minimum defined in the Master Agreement (e.g., governing law, invoice requirements, order requirements, specialized delivery, diversity requirements such as minority and woman owned businesses, historically underutilized business, etc.) ("Supplemental Agreement"). It shall be the Version August 19, 2022 Page 527 of 1928 responsibility of the Supplier to comply, when applicable, with the prevailing wage legislation in effect in the jurisdiction of the Participating Agency. It shall further be the responsibility of the Supplier to monitor the prevailing wage rates as established by the appropriate department of labor for any increase in rates during the term of the Master Agreement and adjust wage rates accordingly. In instances where supplemental terms and conditions create additional risk and cost for Supplier, Supplier and Participating Public Agency may negotiate additional pricing above and beyond the stated contract not -to -exceed pricing so long as the added price is commensurate with the additional cost incurred by the Supplier. Any supplemental agreement developed as a result of the Master Agreement is exclusively between the Participating Agency and the Supplier (Contract Sales are reported to OMNIA Partners). All signed Supplemental Agreements and purchase orders issued and accepted by the Supplier may survive expiration or termination of the Master Agreement. Participating Agencies' purchase orders may exceed the term of the Master Agreement if the purchase order is issued prior to the expiration of the Master Agreement. Supplier is responsible for reporting all sales and paying the applicable Administrative Fee for sales that use the Master Agreement as the basis for the purchase order, even though Master Agreement may have expired. 1.5 Objectives of Cooperative Program This RFP is intended to achieve the following objectives regarding availability through OMNIA Partners' cooperative program: A. Provide a comprehensive competitively solicited and awarded national agreement offering the Products covered by this solicitation to Participating Public Agencies; B. Establish the Master Agreement as the Supplier's primary go to market strategy to Public Agencies nationwide; C. Achieve cost savings for Supplier and Public Agencies through a single solicitation process that will reduce the Supplier's need to respond to multiple solicitations and Public Agencies need to conduct their own solicitation process; D. Combine the aggregate purchasing volumes of Participating Public Agencies to achieve cost effective pricing. 2.0 REPRESENTATIONS AND COVENANTS As a condition to Supplier entering into the Master Agreement, which would be available to all Public Agencies, Supplier must make certain representations, warranties and covenants to both the Principal Procurement Agency and OMNIA Partners designed to ensure the success of the Master Agreement for all Participating Public Agencies as well as the Supplier. 2.1 Corporate Commitment Supplier commits that (1) the Master Agreement has received all necessary corporate authorizations and support of the Supplier's executive management, (2) the Master Agreement is Supplier's primary "go to market" strategy for Public Agencies, (3) the Version August 19, 2022 Page 528 of 1928 Master Agreement will be promoted to all Public Agencies, including any existing customers, and Supplier will transition existing customers, upon their request, to the Master Agreement, and (4) that the Supplier has read and agrees to the terms and conditions of the Administration Agreement with OMNIA Partners and will execute such agreement concurrent with and as a condition of its execution of the Master Agreement with the Principal Procurement Agency. Supplier will identify an executive corporate sponsor and a separate national account manager within the RFP response that will be responsible for the overall management of the Master Agreement. 2.2 Pricing Commitment Supplier commits the not -to -exceed pricing provided under the Master Agreement pricing is its lowest available (net to buyer) to Public Agencies nationwide and further commits that if a Participating Public Agency is eligible for lower pricing through a national, state, regional or local or cooperative contract, the Supplier will match such lower pricing to that Participating Public Agency under the Master Agreement. 2.3 Sales Commitment Supplier commits to aggressively market the Master Agreement as its go to market strategy in this defined sector and that its sales force will be trained, engaged and committed to offering the Master Agreement to Public Agencies through OMNIA Partners nationwide. Supplier commits that all Master Agreement sales will be accurately and timely reported to OMNIA Partners in accordance with the OMNIA Partners Administration Agreement. Supplier also commits its sales force will be compensated, including sales incentives, for sales to Public Agencies under the Master Agreement in a consistent or better manner compared to sales to Public Agencies if the Supplier were not awarded the Master Agreement. 3.0 SUPPLIER RESPONSE Supplier must supply the following information for the Principal Procurement Agency to determine Supplier's qualifications to extend the resulting Master Agreement to Participating Public Agencies through OMNIA Partners. 3.1 Company A. Brief history and description of Supplier to include experience providing similar products and services. B. Total number and location of salespersons employed by Supplier. C. Number and location of support centers (if applicable) and location of corporate office. D. Annual sales for the three previous fiscal years. a. Submit FEIN and Dunn & Bradstreet report. Version August 19, 2022 Page 529 of 1928 E. Describe any green or environmental initiatives or policies. F. Describe any diversity programs or partners supplier does business with and how Participating Agencies may use diverse partners through the Master Agreement. Indicate how, if at all, pricing changes when using the diversity program. If there are any diversity programs, provide a list of diversity alliances and a copy of their certifications. G. Indicate if supplier holds any of the below certifications in any classified areas and include proof of such certification in the response: a. Minority Women Business Enterprise ❑ Yes Pq No If yes, list certifying agency: b. Small Business Enterprise (SBE) or Disadvantaged Business Enterprise (DBE) ❑ Yes ® No If yes, list certifying agency: c. Historically Underutilized Business (HUB) ❑ Yes Pq No If yes, list certifying agency: d. Historically Underutilized Business Zone Enterprise (HUBZone) ❑ Yes ® No If yes, list certifying agency: e. Other recognized diversity certificate holder ❑ Yes LN No If yes, list certifying agency: H. List any relationships with subcontractors or affiliates intended to be used when providing services and identify if subcontractors meet minority -owned standards. If any, list which certifications subcontractors hold and certifying agency. I. Describe how supplier differentiates itself from its competitors. J. Describe any present or past litigation, bankruptcy or reorganization involving supplier. K. Felony Conviction Notice: Indicate if the supplier a. is a publicly held corporation and this reporting requirement is not applicable; b. is not owned or operated by anyone who has been convicted of a felony; or c. is owned or operated by and individual(s) who has been convicted of a felony and provide the names and convictions. L. Describe any debarment or suspension actions taken against supplier Version August 19, 2022 Page 530 of 1928 3.2 Distribution, Logistics A. Each offeror awarded an item under this solicitation may offer their complete product and service offering/a balance of line. Describe the full line of products and services offered by supplier. B. Describe how supplier proposes to distribute the products/service nationwide. Include any states where products and services will not be offered under the Master Agreement, including U.S. Territories and Outlying Areas. C. Describe how Participating Agencies are ensured they will receive the Master Agreement pricing; include all distribution channels such as direct ordering, retail or in-store locations, through distributors, etc. Describe how Participating Agencies verify and audit pricing to ensure its compliance with the Master Agreement. D. Identify all other companies that will be involved in processing, handling or shipping the products/service to the end user. E. Provide the number, size and location of Supplier's distribution facilities, warehouses and retail network as applicable. 3.3 Marketing and Sales A. Provide a detailed ninety -day plan beginning from award date of the Master Agreement describing the strategy to immediately implement the Master Agreement as supplier's primary go to market strategy for Public Agencies to supplier's teams nationwide, to include, but not limited to: i. Executive leadership endorsement and sponsorship of the award as the public sector go -to -market strategy within first 10 days ii. Training and education of Supplier's national sales force with participation from the Supplier's executive leadership, along with the OMNIA Partners team within first 90 days B. Provide a detailed ninety -day plan beginning from award date of the Master Agreement describing the strategy to market the Master Agreement to current Participating Public Agencies, existing Public Agency customers of Supplier, as well as to prospective Public Agencies nationwide immediately upon award, to include, but not limited to: i. Creation and distribution of a co -branded press release to trade publications ii. Announcement, Master Agreement details and contact information published on the Supplier's website within first 90 days iii. Design, publication and distribution of co -branded marketing materials within first 90 days Version August 19, 2022 Page 531 of 1928 r--------------------------------------------------------------------------------------------------------- 7 ARKANSAS APPRAISER LICENSING & s CERTIFICATION BOARD r This is to certify that Dallas Bartholomew License #: RA 4412 has complied p with the requirements of Arkansas q , Code Section §17-14-201 et seq,; and is the holder of a valid certificate. This card is for identification purposes only. 12/31 /2023 ExExpiration Date Chairman p , ' _______________ Page_1159 of 1928 '