Deliver to: Main Reception Desk Maricopa County Community College District 2411 West 14th Street, Tempe, AZ 85281

MARICOPA COUNTY COMMUNITY COLLEGE DISTRICT REQUEST FOR PROPOSAL #3133-10

Quality Management Consulting

Proposal Closing Date: November 20, 2012 3:00 P.M. (local time)

Presented by

Carla Carter & Associates, Inc.

CENTER FOR CHANGE EXCELLENCE Scottsdale AZ

Office (480) 922-0043 | Fax (480) 922-0180 www.Changeexcellence.com | www.CenterforChangeexcellence.com

Email: ccarterinc@cox.net

Table of Contents ACKNOWLEDGMENT OF RECEIPT ..................................................................................................... 1 ACKNOWLEDGMENT OF RECEIPT OF AMENDMENT .................................................................. 2 MINIMUM REQUIREMENTS (SECTION 4.1 OF RFP) ....................................................................... 3

Must be licensed by the State the business is in, if services requested require such licensure. (Section 4.1.1 of RFP) ............................................................................................................................................. 3 Must provide a completed pricing schedule (Section 8) signed by an authorized company signatory. (Section 4.1.2 of RFP) ............................................................................................................................... 3

Must have carefully read and understand all parts of the RFP and certify that the Proposal is made in accordance therewith. (Section 4.1.3 of RFP) ........................................................................................... 3

Must submit written answers to the respondent questionnaire (Section 7). All answers must be in the order in which the questions were asked. (Section 4.1.4 of RFP) ............................................................. 3

SPECIFIC INSTRUCTIONS (SECTION 4.2 OF RFP) ........................................................................... 3

For each item in the table below, indicate if your organization can meet the requirement by responding Yes, No, or Partial. Provide additional detail for each Partial response. (Section 4.2.1 of RFP) .............. 3

RESPONDENT QUESTIONNAIRE (SECTION 7 OF RFP) .................................................................. 5

Provide a brief description of company, including the date the company was established, a brief corporate history, the number of companies/institutions using your training, the number of higher education clients, and the organization’s experience providing training for organizations similar in size and scope to this one. (Section 7.1 of RFP) .............................................................................................. 5

Carla Carter & Associates, Inc. Background.................................................................................... 5

Carla Carter & Associates, Inc. Sample of Clients/Projects – Abbreviated ..................................... 6

Number of years of service and experience of your company with the Arizona Quality Alliance and the Baldrige Award. (Section 7.2 of RFP) ...................................................................................................... 9

Describe your ability to successfully provide and/or comply with all of the items listed in Section 5, Scope of Work. (Section 7.3 of RFP) ........................................................................................................ 9

Training Courses Offered by CC & A to support MCCCD (Section 5.1 of RFP) ..........................10

Approaches (Section 5.2 of RFP) ....................................................................................................11

References (Section 5.2.3 of RFP) ..................................................................................................21

Resumes of direct contacts and consultants that could be utilized by MCCCD (Section 5.2.4 of RFP) .................................................................................................................................233

Carla C. Carter, PMP, CPT Dennis Sowards Chris Lockwood, PhD Alan Austin, CSSBB Larry Lambert, SSBB Leslie Orr Joellyn Pollock, PhD Paul Fields, PhD Judy Barrette Greg Crook, SSBB Jerald Erikson, PMP Larry Bassist Maria Muto-Porter Michelle Beaulieu-Hancock

Support (Section 5.3 of RFP) ..........................................................................................................35

Describe any other qualities, qualifications, and/or examples that further demonstrate your abilities to provide the services requested in the RFP. (Section 7.4 of RFP) ..........................................................355

PRICING SCHEDULE (SECTION 8 OF RFP) .......................................................................................36 SIGNATURE PAGE (SECTION 9 OF RFP)............................................................................................40 ATTACHMENT A – NOT REQUIRED ...................................................................................................41 ATTACHMENT B ......................................................................................................................................41

Bidders Statement ....................................................................................................................................41

Type of Business Organization .......................................................................................................41

Parent Company and Identifying Data ............................................................................................41 Private Business Contracts ..............................................................................................................42

Federal, State or Other Political Subdivision Contracts ..................................................................43

Additional Business Information .............................................................................................................48

Standard Business Hours .................................................................................................................48

General Information: .......................................................................................................................48

ATTACHMENT C ......................................................................................................................................50

MCCCD Student Information System Non-Disclosure Agreement .........................................................50

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Acknowledgment of Receipt Description: Quality Management Consulting RFP #: 3133-10 Please provide the requested information below as acknowledgment that you have received our Request for Proposal noted above. It is required that interested Bidders complete this acknowledgment and return via Fax to MCCD Purchasing at (480) 731-8190 or by mail. Failure to sign and return the "Acknowledge of Receipt" will result in your company not being sent any addenda/amendments to this RFP. All addenda/amendments will continue to be posted on our website at http://www.maricopa.edu/business/purchasing/.

Name of Firm: Carla Carter & Associates, Inc.

Address: 6036 East Mountain View Road

Scottsdale, AZ 85253

Fax #: (480) 922-0180 Tel. #: (480) 922-0043

Name (Print): Carla C. Carter Title President

Signature/Date:

E-Mail: ccarterinc@cox.net (primary) or carlacarter@changeexcellence.com

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Acknowledgment of Receipt of Amendment Description: Quality Management Consulting RFP #: 3133-10 Please fill in the requested information below as acknowledgment that you have received this addendum as noted above. Please include a signed copy of this Addendum Acknowledgment with your proposal when it is submitted.

Name of Firm: Carla Carter & Associates, Inc.

Address: 6036 East Mountain View Road

Scottsdale, AZ 85253

Fax #: (480) 922-0180 Tel. #: (480) 922-0043

Name (Print): Carla C. Carter Title: President

Signature: Date:

E-Mail: ccarterinc@cox.net (primary) or carlacarter@changeexcellence.com

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Minimum Requirements (Section 4.1 of RFP) Must be licensed by the State the business is in, if services requested require such licensure. (Section 4.1.1 of RFP) We are licensed in the State of Arizona, our Arizona Tax ID is 07-509-147r Must provide a completed pricing schedule (Section 8) signed by an authorized company signatory. (Section 4.1.2 of RFP) We have provided a current pricing schedule in section 8 of this proposal, it can be found on page 35. Must have carefully read and understand all parts of the RFP and certify that the Proposal is made in accordance therewith. (Section 4.1.3 of RFP) We have read and understand all parts of the RFP and have corresponded accordingly. Must submit written answers to the respondent questionnaire (Section 7). All answers must be in the order in which the questions were asked. (Section 4.1.4 of RFP) A completed section 7 follows starting on page 5of this response to proposal. Specific Instructions (Section 4.2 of RFP) For each item in the table below, indicate if your organization can meet the requirement by responding Yes, No, or Partial. Provide additional detail for each Partial response. (Section 4.2.1 of RFP)

# Required Items Yes/No/Partial 4.2.1.1 Lean Six Sigma for the Service Industry Y Details 4.2.1.2 PDCA and DMAIC in an Educational Environment Y Details 4.2.1.3 Systems Thinking in an Educational Environment Y Details 4.2.1.4 Analyzing Operational Performance in an Educational

Environment Y

Details 4.2.1.5 Process Mapping in an Educational Environment Y

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# Required Items Yes/No/Partial Details 4.2.1.6 Voice of the Customer Y Details 4.2.1.7 Analytical Tools – Pareto Charts, Fishbone Diagrams,

Histograms, Scatter Charts, Control Charts Y

Details 4.2.1.8 Process Control in an Educational Environment Y Details 4.2.1.9 Lean in an Educational Environment Y Details 4.2.1.10 Project Management in an Educational Environment –

PMBOK Practices Y

Details 4.2.1.11 AGILE Project Management Methodology Y Details 4.2.1.12 Roles, Responsibilities, and Critical Success Factors for

Meetings Y

Details 4.2.1.13 Process Improvement Selection in an Educational

Environment Y

Details 4.2.1.14 Root Cause Analysis in an Educational Environment Y Details 4.2.1.15 Design of Experiments in an Educational Environment Y Details 4.2.1.16 Theory of Constraints Y Details 4.2.1.17 Business Case, Feasibility Study, and Project Charter Y Details 4.2.1.18 Arizona Quality Alliance State Quality Award Criteria

and Baldrige Award Criteria, including examiner responsibilities.

Y

Details 4.2.1.19 Strategic Planning in an Educational Environment Y Details 4.2.1.20 Balanced Scorecard Y Details

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Respondent Questionnaire (Section 7 of RFP) Provide information to all sections below. Failure to provide required information may cause the proposal to be deemed non-responsive. Provide a brief description of company, including the date the company was established, a brief corporate history, the number of companies/institutions using your training, the number of higher education clients, and the organization’s experience providing training for organizations similar in size and scope to this one. (Section 7.1 of RFP) Carla Carter & Associates, Inc. Background Carla Carter & Associates, Inc. (CC & A) has over twenty years of experience operating in the organizational improvement and people development fields. A virtual consultant and training firm, all associates for MCCCD have been key players in the quality arena, leading clients to not only more efficient structures and processes, but also to higher levels of customer and employee satisfaction. Seven of CC & A’s clients have won more than 20 prestigious national or state performance excellence awards. In Arizona, that track record includes both State Quality Awards (three awards) and Showcase Awards (17 awards). CC & A is a powerhouse in the Quality Management field and has brought together a dynamic, inspirational team for MCCCD. The firm was founded in February 1990 and has had not only higher education clients, but associates who have tenure as faculty or administrators. To date, the firm and its associates have serviced six higher education clients in similar work – ASU, UOP, Central AZ College, Embry-Riddle, Brigham Young University and UT- Houston. Many of the firm’s clients are equal or greater in size than MCCCD and CC & A has serviced over 50 such organizations crossing many private and public sector industries. (See abbreviated sample project list below.) Our principal, Carla Carter, has been featured as one of the seven leading women in the Quality field today by Quality Digest magazine. In addition, she offers exceptional project management and change management expertise, among other competencies. Of the more than a dozen associates of the firm, more than half come out of the Quality profession and many are nationally noted authors and speakers with significant credentials in Lean, Six Sigma, project management. One is the preferred supplier for the PMBOK effort at Brigham Young University. All have in-depth experience which have led to both improved bottom-line results and enhanced cultures for their clients. CC & A associates make it their business to stay abreast of state-of-the-art techniques that really work (versus the latest fads) across the complementary disciplines. Clients who seek veterans who can move between the quality, organizational development and project management disciplines often call on CC & A because of the breadth, not only the depth, of our staff.

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The outcome of work performed for clients always meets requirements, but more often than not, exceeds requirements. This is evidenced by a third-party evaluation of the firm by Dun & Bradstreet which showed that CC&A outperformed the industry average in the following criteria deemed critical success factors:

1.Overall Satisfaction Rating 4. Quality 2.Timeliness 5. Cost 3. Problem Responsiveness 6. Quantity

We also carry a low risk rating from Dun’s, not only due to firm performance but also due to the length of time this Arizona-based corporation has been in business. The values of the firm and its associates are the primary reason for such impressive success measures. They are:

• We endeavor to deliver the highest quality and services to our customers. • We are dedicated veteran practitioners who achieve our customers’ objectives. • We provide quick, responsive service. • We transfer our knowledge and skills to our customers. • We believe that integrity and long-term relationships are paramount.

This small woman-owned business finds success particularly satisfying when it can quote clients making such statements as, “Carla, you and the associates have been an absolute joy to work with during this whole effort. I am not sure if I told you that or not, but it is meant truly.” Carla Carter & Associates, Inc. Sample of Clients/Projects – Abbreviated

Clients Deliverables American Airlines – SABRE • Quality System Design/Implementation

• Internal Consultant Training AMOCO – Chocolate Bayou Plant • Self-Directed Work Teams Army National Guard (multiple states) • Organization (Baldrige) Assessment

• Army National Performance Award Coaching and Training (won GOLD)

• Performance Measurement Training • Strategic Planning/Human Resource Planning • Process Improvement/Team Coaching • Executive Coaching

Arizona Department of Administration • Performance Measurement • Training & Curriculum Design • Strategic Planning • Leadership Assessment

Arizona Department of Education • Voice of the Customer data gathering • Lean Six Sigma Process Improvement • Organization Design

Arizona Department of Transportation • Strategic Planning Consulting and Training • Process Improvement (extensive)

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Clients Deliverables • Project Management Training (standard and

custom) • Quality System Design (ISO 9000 based) and

Implementation • Baldrige Training and Coaching • Performance Measurement Consulting and

Training • Curriculum Design (extensive) • Extensive Training in TQM subject matter • Team Building • Executive Coaching • Benchmarking

Arizona Governor’s Office for Excellence Institute (now running as AZ Learning Center)

• Arizona Leadership Academy Faculty (including Project Management)

• Benchmarking • Survey Feedback Methodology

Arizona Governor’s Office of Strategic Planning & Budgeting

• Consulting and Training Services – Strategic Planning/Performance Measurement

Arizona Health Care Cost Containment System

• Training and Curriculum Design • Strategic Planning

Arizona Quality Alliance • Benchmarking • Training of Examiners for the State Quality

Award (pro-bono) Arizona State University • Performance Measurement Training

• Curriculum Design Banner Healthcare of Arizona • Leadership Development

• Best Practices in Corporate Universities and Knowledge Management

• Balanced Scorecard Baptist/Arrowhead Hospitals (Abrazos Healthcare)

• Organization Restructuring

Brigham Young University • Project Management (PMBOK) Training • Six Sigma Training

Browning Ferris Industries • Quality System Implementation • Baldrige Assessment (extensive)

Bureau of Land Management • Human Resource Planning Consultation/Facilitation

• Strategic Business Planning • Development of Implementation Steps for

Knowledge Mapping • Development of Implementation Steps for

Communities of Practice Central Arizona College • Balanced Scorecard Training and Facilitation City of Goodyear, Arizona • Strategic Planning Consulting/Facilitation

• Middle Manager Training

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Clients Deliverables City of Mesa, Arizona • Culture Change

• Changing Managers Role • Process Improvement • Strategic Planning • Partnering Workshops • Efficiency Meeting Facilitation

Dell Computer • Organizational Redesign • Six Sigma Black Belt curriculum design

Embry Riddle Aeronautical University • Performance Measurement Training Federal Highway Administration Western Region

• Performance Measurement Training • Strategic Planning Facilitation

Gila River Indian Community • Strategic Planning • Partnering

Honeywell – Commercial Aviation Systems • Process Improvement • Quality Renewal/ISO 9000 preparation • Best practices in Operations

Honeywell – Satellite Systems Operations • Best practices in Operations • Benchmarking Training

Maricopa County

• Organization Assessment (Baldrige-based) • State Quality Award Training and Coaching (2

SQAs, 17 showcase) • Best Practice Research (Extensive) • Innovation Benchmarking • Idea Factory Design • Process Improvement • Strategic Planning • Scoreboard Design and Implementation • Meeting Facilitation

Motorola • Baldrige Assessment and Team Coaching Phoenix Art Museum • Strategic Planning State Farm • Best Practice Research U.S. Veterans Health Administration – 15 locations

• Process Improvement • Benchmarking • Team Development/Facilitation • Customized Curriculum • Extensive Training & Master Training in

Quality and Organizational Transformation University of Phoenix • Baldrige Coaching (1 SQA, 1 Showcase0

• Process Improvement • Strategic Planning • General Meeting Facilitation • Executive Development • Strategic Consulting

US Navy • Major Change Initiative to Build New Markets USDA Forest Service Region 6 • Acquisition Management Study

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Clients Deliverables • Human Resource Analysis

University of Texas- Houston • Continuous Quality Improvement • Quality Management, • Reengineering, • Business Process Management • Improvement Teams

Wells Fargo Bank of Arizona • Balanced Scorecard Development and Implementation

• Best Practices Research in Customer Loyalty/Value

• Project Management Training • Influence with Authority Training

Number of years of service and experience of your company with the Arizona Quality Alliance and the Baldrige Award. (Section 7.2 of RFP) Carter & Associates Inc. has been involved with the national Baldrige Award since its inception in 1987. Over 20 of the awards received by CC & A clients have been Baldrige-based, either nationally or in this state reflecting the many years of experience of the firm and its associates with both the national and the state award processes. Clients who have won the large number of awards cited above are from higher education, government and the Army. Specifically, as staff at the American Productivity & Quality Center (APQC), one of the three founding organizations of the national award, Carla and another of her associates on this proposal, Larry Lambert, were instrumental in the deployment of the Baldrige around the country through both training and assessment using the criteria. (The Malcolm Baldrige National Quality Improvement Act of 1987 was developed through the actions of the National Productivity Advisory Committee, chaired by Jack Grayson, who founded the nonprofit APQC organization.) Three ex-APQCers are on this team being offered to MCCCD and also offer significant experience in benchmarking best practices through their work there with the Center’s International Benchmarking Clearinghouse. In Arizona, Carla and her associate, Dennis Sowards, were founding members of the Arizona Quality Alliance and Dennis was its first Executive Director. Carla has been on the Board of Overseers early in its history and again for almost a decade. She trains the judges, the examiners and has been an examiner and a mentor for the state organization. Dennis moved from the administrative role to a judge then mentor role with AQA. Dr. Chris Lockwood, also on this proposal, has also been a judge for the award for many years. Other associates also have experience but not the decade long experiences cited above. Describe your ability to successfully provide and/or comply with all of the items listed in Section 5, Scope of Work. (Section 7.3 of RFP)

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Training Courses Offered by CC & A to support MCCCD (Section 5.1 of RFP) CC & A’s expertise to be utilized by MCCCD is detailed below against RFP requirements. All topics are areas of strength of the firm and can be offered by CC & A; many of the certifications can be accommodated by the firm. If they cannot, they are noted. Balanced Scorecard – to be led by Carla Carter with Dr. Chris Lockwood and Alan Austin (subcontractors) (Section 5.1.1 of RFP)

• The Balanced Scorecard: An Introduction (4 hour course) • Using the Balanced Scorecard to Get Results ( 8 or 16 hours – 16 hour course results in a

completed Scorecard for an intact work unit) • Balanced Scorecard Professional (BSP) – CC & A does not offer certification courses • Balanced Scorecard Master Professional (BSMP) – CC & A does not offer certification

courses Lean Six Sigma (Service/Educational Environment) – to be led by Alan Austin and Greg Crook with support by Larry Lambert (subcontractors – all Black Belts) (Section 5.1.2 of RFP)

• Lean Six Sigma Champion • Lean Six Sigma Master Black Belt • Lean Six Sigma Black Belt • Lean Six Sigma Green Belt • Lean Six Sigma Yellow Belt • Lean Six Sigma Overview

Business Process Management – to be led by Carla Carter (with support of all subcontractors except Dr. Paul Fields – PMBOK expert) (section 5.1.3 of RFP)

• Process Design/Mapping/Implementation • Process Improvement – the AIMS method and many statistical tools • 5S Workshop: Lean Techniques for Improving the Workplace • LEAN Thinking • Certified Business Process Professional (CBPP) Preparation Course – not offered

by CC & A Project Management – First to be trained by Carla Carter, the rest to be led by Dr. Paul Fields (subcontractor) (Section 5.1.4 of RFP)

• Project Management • PMBOK Overview • Project Management Professional (PMP) Preparation Course • Program Management Profession (PgMP) Preparation Course • PMI Agile Certified Practitioner (PMI-ACP) Preparation Course • PMI Risk Management Professional (PMI-RMP) Preparation Course • PMI Scheduling Professional (PMI-SP) Preparation Course

Any other Training Courses pertaining to (Section 5.1.5 of RFP): To be led by Carla Carter and trained by many associates on this proposal (subcontractors)

• Strategic Management • Quality Management

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• Baldrige National Quality Award – – standard and also special training offered by CC & A for clients who are actually going to apply for the national or state award

• Business Process Management (See above list under 5.1.3 as well) • Team Leader/Team Facilitator

Any other Training Courses pertaining to (Section 5.1.5 of RFP): To be led by Carla Carter and many of her associates on this proposal (subcontractors) Continued….

• Successful Management of the Project Development Process – customized to this process via case study while instilling education and a disciplined practice of critical project management and PMBOK tools

• Partnering for Better Relationships and Results • Performance Measurement • Strategic Planning • Benchmarking Best practices • Customer Service: Beyond the Standard • Statistical Process Control • Design of Experiments

Approaches (Section 5.2 of RFP) CC & A has successfully provided the vast majority of items required by MCCCD in education, government, private industry and non-profit organizations. Depending on the engagement, different approaches are used to fit the customer’s requirements. Training Approach CC & A is a veritable treasure chest of experienced, pragmatic, well-regarded courses and trainers. The firm’s approach to this work is based on the combined expertise of its associates who have succeeded in both private industry and public sector. CC & A believes that training is an investment in the people of an organization. Like the best of investments, training must be linked with the business strategy, planned in advance, focused on specific learning objectives and quickly applied to ensure measurable increases in efficiency and quality of work. Our trainers collaborate closely with our clients, both leaders and subject matter experts, to determine the training needed and the most effective, timely and cost effective method of delivering that training. “Concept to application” is a goal whenever possible. We believe that people learn in many different ways, and that adult learners like practical experience, so we build that in to all courses. We prefer to offer small segments of lecture followed by practical application of the skills/subject matter, so our classroom training is filled with experiential exercises or real-time applications. If offered as Web-based training, we tend to design for the same practice as much as we are able. Our CBT courses, if needed, are customized for each client, aligning with the organization’s philosophy and experience. While mainly instructor led, synchronous remote training via webinar methods can occur if MCCCD needs to have simultaneous participation at multiple sites. If MCCCD has video conferencing, CC & A is

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experienced with that technology as well. Online courses are available but not the norm. If needed, they would need to be designed and CC & a staff can do that as well. Our goal is to integrate the training delivery to the right people at the right time to meet both the short-term and long-term business needs of each client- and to optimize individual or team development. To elaborate on one of the many categories of courses in this RFP, CC & A will show the approach to Lean Six Sigma training. Lean Six Sigma Lean Six Sigma is a disciplined approach to reducing waste and minimizing defects in any type of process. It stems from the manufacturing industry but has evolved to be a method used extensively in the service industry as well. Lean Six Sigma focuses on reduction of waste, increased quality, increased profitability, and customer satisfaction. It is used by organizations to more effectively and efficiently meet the needs of customers and stakeholders. The integration of Lean with Six Sigma is credited to Michael George from the early 2000’s who authored Lean Six Sigma: Combining Six Sigma with Lean Speed. Lean Six Sigma projects combine Lean's waste elimination goals with Six Sigma’s quality improvement goals. The DMAIC problem solving methodology is the core of Six Sigma. It includes both statistical and non-statistical techniques used for continuous process improvement such as process definition, process flow diagrams, data collection techniques, measurement techniques, causes of process variation, pareto diagrams, histograms, cause and effect diagrams, control charts, process capability and performance measurement, among others. Lean Six Sigma courses (Green Belt through Black Belt) are lengthy but are broken into chunks to give students time to work in between on assignments that will directly benefit the organization. An example of a course is: Session One

• Introduction to Lean Thinking and Six Sigma philosophies and methods • DMAIC – the primary method to achieve gains to support customer requirements • Using DMAIC to understand cause and effect relationships • Identifying high value projects • Understanding effective performance measures • Process capability – What is it? Why it Matters? • Practicum: Analyzing a Case Study Project • Practical Experience: Finding a high value project

Session Two • Review of student-selected projects • Applying Lean methods (flow, 5S, etc.,) to projects • Using performance measures to analyze value and opportunity • Statistical methods for process control • Kaizen methods for rapid improvement • Measuring the outcomes to prove value • Sustaining the gains • Wrap up: Where do you go from here?

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Train-the-Trainer CC & A has been certifying master trainers for our clients for two decades. The best method is to have the certifying individual attend the course as a participant, then co-teach the course with a CC & A team member. Preparation with the CC & A team member might be required depending on the experience of the candidate with content or training, and follow-up coaching and mentoring would definitely be time well spent. Depending on the individual’s experience with training and group process, a third course, entirely trained by the candidate, is sometimes needed. If this is the case, the CC & A team member is an observer who offers feedback upon the course completion. Our ‘students’ tend to excel when completing master training in this manner and the trainer guide offered to the candidate becomes an invaluable tool for him/her. Consulting and Coaching Steeped in knowledge, skill and ability to make change and improvement initiatives successful, CC & A staff have studied with the best and delivered the best to our customers. It is important to diagnose well and early what is needed to ensure success in order for every method/tool/step taken be one that adds value. Scoping the effort helps to uncover the best pathway to achieve needed change. Early clarity - not only in what the need to be addressed is, but also in what reasonable steps should be taken to achieve the goals established – is essential. This includes identifying the roles that need to be played by those involved, not just the role of the coach or consultant. Identifying measures of success at this early stage is also important. In terms of the role played by the associate in coaching a team, or consulting to an organizational unit, the culture and experience of MCCCD will play an important part in the determination. For purposes of this proposal, CC & A is not providing the many models that MCCCD cites, since the review panel already will know the Balanced Scorecard, Lean Six Sigma, etc. These models are readily available in print, on the web, in curriculum, and are public domain. Depicting them again is assumed to be redundant. Instead, we believe it is important for MCCCD to see how the firm sets up consulting or coaching engagements for success. The Role/Consultant Model The first step for any consultant is to understand the strategy and goals of its client so that the engagement, whether it be designing a quality system, or offering training to its employees because the system has been developed, aligns with the customer’s objectives and needs. It takes a flexible, creative and honest relationship builder and problem solver to make an effective consultant, whether internal or external. Gordon and Ronald Lippitt, well-known names to OD professionals, summarized the competencies and skills needed for success in facilitating change. These include over twenty competences that range from knowledge in the behavioral sciences to skills such as design/facilitation of change processes, communication and teamwork to abilities such as integrity, responsibility, honesty and intelligence. As change management evolved to needing more business results purposes took hold, such as in the TQM era, business oriented skills and abilities and quality-based performance excellence

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competencies were added to the list. Examples range from knowledge of business process and methods to improve them, planning and measurement techniques, and even knowledge transfer capabilities techniques. While competencies expanded, the role of the consultant (or coach) still follow the model and must be worked out with the client prior to an initiative beginning. The model which anchors CC & A in engagements needing consulting or coaching follows.

MULTIPLE ROLES OF THE CONSULTANT

Objective Observer

Process Counselor Fact Finder

Identifier of Alternatives and Linker

to Resources

Joint Problem Solver

Trainer / Educator

Information Specialist Advocate

CLIENT

CONSULTANT

LEVELS OF CONSULTANT ACTIVITY

Non-Directive Directive Raises questions for reflection

Observes problem solving process and raises issues mirroring feedback

Gathers data and stimulates thinking

Identifies alternatives and resources for client and helps assess consequences

Offers alternatives

and participates in decisions

Trains clients

Regards, links, and provides policy or practice

decisions

Proposes guidelines,

persuades, or directs in the

problem solving or

improvement process

CC & A associates are flexible and can adapt to the need. In quality management efforts, we find that team coaching plays a large part in execution for results. So real-time coaching of improvement teams, for example, require more directive activity if the people have not been involved in many improvement teams in the past. If they have, the method and roles, once clear, allow the CC & A associate to play a more non-directive role. Each improvement team and each team leader is different. This is true for teams gathered to write and apply for the State Quality Award as well. Grounding the team leader and the consultant/coach together to collaboratively achieve team goals and determine group process is important. Meeting Facilitation and Management CC & A has a robust group of meeting facilitators who are called upon by some clients who want meetings led well and sometimes when the meeting will be difficult. Many of CC & A’s references can give examples of meetings that needed the exceptional competency of CC &A associates. Besides begin clear about the purpose of the meeting, a timed agenda is used to help the meeting leader or facilitator keep the group on track. A sound grounding in group dynamics is important to gauge the attendee’s diverse perspectives and still lead the group to effective decisions or other outcomes.

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There are a myriad of techniques available to the facilitator to aid in reaching consensus, aiding decision-making and achieving the client’s goals and objectives. Some of the facilitation techniques that can be used are round robin, structured brainstorming techniques, such as nominal group technique and affinity diagramming. Others include rational thinking tools such as criteria matrix diagramming. One other, large search conferencing, is used when very large numbers of people are to be involved in the decision to be made or the direction to be taken. For brevity sake, only these few are described in this proposal. Round Robin Technique A basic tool of the facilitator, the round robin technique, allows each meeting participant a turn to speak on an issue or offer ideas. While basic, many meetings do not give enough time to move around the meeting table to give everyone a chance to speak. Structured Brainstorming Techniques During structured brainstorming, guidelines include recording all ideas on flip chart or on index cards, never criticizing or evaluating ideas, building on each other’s ideas and encouraging creativity. There are many structured brainstorming techniques. Some are described below.

Nominal Group Technique This is a round-robin approach where each person gives an idea in order. If they don’t have one when their turn comes up they can “pass”. The session continues until everyone in the group says “pass”. A multi-voting technique or consensus building tools can be used to determine the final ideas to address. Affinity Diagramming With this technique, ideas, opinions, issues, etc., are solicited and organized into groupings based on the interrelationships among the items. It is largely a creative rather than a logical process. The goal of affinity diagramming is to sort through large volumes of information efficiently and identify new patterns or categories of information. Affinity diagrams are used when ideas need to be organized and when new solutions (breakthrough thinking) are needed.

Criteria Matrix Diagramming This tool can be used when the group is trying to prioritize new actions to be taken. It can organize large amounts of information, graphically show the logical connecting point between any two or more items, reveal related items in each set, and code each relationship to show its strength. A cumulative numerical “score” of each option against the decision criteria allows a comparison between any combination of the given items at one time. Groups then make a subjective decision based on the “quantitative” outcomes driven by the tool.

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THE CC & A STORY BY EXAMPLE Telling the CC & A story may be best served by providing examples of work performed for clients. Example 1.Business Process Management A recent example was the need to assess and improve the Grant Management function for the Department of Education to better serve its customers, both public and charter schools in Arizona. Three goals were established by leadership reading the Grant Management core business process.

1) Discovering the customer needs to offer “Knock Your Socks Off Service” a goal in the new administration’s strategic plan, was anchored by a Voice of the Customer effort with both public and charter school officials involved in the grant process.

2) Grant Process Improvement was given a short turnaround time. A Kaizen Event, a well-established LEAN Six Sigma method, was conducted using DMAIC with the internal, informal leaders of the grant function across the agency. Not only were the activities and steps of the process improved, the requirements for an improved automated system which would have the capacity to serve the needs were also developed.

3) Grant Function Restructuring – Using the firm’s broad experience in organization design, a creative solution integrating process management and knowledge management structures was recommended to bring better process management and broader knowledge and perspective to staff . The goal of the new structure was to assure more cohesive, effective service and more comprehensive understanding of each school’s needs and to increase DOE’s ability to serve.

Note: Role clarification was important and a special tool (RACI), adapted from the discipline of organizational design, was integrated into the DMAIC method. This is just one example of the firm’s ability to take its broad and deep experience and customize a solution that works for its clients. Example 2. Baldrige/State Quality Award Coaching Another example is the use of the State Quality Award as an ongoing improvement initiative within Maricopa County. The recently retired County Manager had succeeded in developing a culture of customer service, but had not achieved the success desired with its TQM and process improvement effort in past years. A creative solution was needed to encourage county departments to more fully embrace process/program improvement on an ongoing basis. The AZ State Quality Award assessment and evaluation process was determined to be a sound learning and improvement tool and after gathering positive feedback by the new County Manager from past applicants, it has recently been determined that the program will continue in 2013. Through strong leadership and exceptional support of teams’ efforts, 35 County departments have been actively involved in assessing themselves against the quality award criteria, closing the loop with the executive office by identifying their strengths and opportunities and submitting action plans to improve upon completion of the award cycle. While learning and improvement

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was the continually stated goal of the effort, recognition of the organizations receiving AQA awards were also designed into the process. Over the eight years the effort has been in place, agencies within the County have received two State Quality awards and 19 Showcase in Excellence awards. It should be noted that CC & A has worked with higher education clients in this same endeavor, but process by process, team by team. CC & A was the reviewer of the application writing team’s work in earlier years with University of Phoenix – Phoenix Campus- when it won the State Quality Award in 1998 and has again recently been engaged as the Institutional Quality Office spearheads a return to the award process using the Showcase award method at its corporate level to build the foundation to apply for the State Quality Award. UOP received Showcase awards in 2010 and 2011. She also assisted in designing the new UOP Quality System model which integrated requirements of the Higher Learning Commission and also distinguished the quality management “system” from its methods and tools used (i.e., Six Sigma). Example 3. Project Management Brigham Young University Dr. Paul Fields and his associates designed and delivered project management courses as part of the Conferences and Workshops offers through the Brigham Young University (BYU) Division of Continuing Education. The courses prepared participants to take the Project Management Professional (PMP), Certified Associate in Project Management (CAPM) and other certification examinations. The courses have been offered continuous every eight weeks for three years. Course participants have achieved a 100% pass rate on the examinations. The courses focus on mastery of the professional skills in the Project Management Body of Knowledge (PMBOK), not just on rote memorization of terms and facts to pass the certification exams. Through the BCG courses participants are able to immediately implement on-the-job the new skills they learn in the training sessions. The training philosophy is to “Connect Theory with Practice”. Through real-world application, participants gain valuable insights and judgment beyond just the skills sufficient to pass the exams. Participants repeated have said the BCG training courses were not only career-changing, but even life-changing experiences. State of Arizona Two CC & A associates designed and taught the mandatory project management course for the AZ Leadership Academy out of the Governor’s Office. The training manager at the Arizona Department of Transportation (ADOT) determined that project management was a core competency of their middle manager. CC & A was brought in to offer the successful PM course to its staff. The ability to transfer the successful class developed for one arm of State government to another was seen as cost effective and special ADOT examples replaced generic State examples and was taught to hundreds of middle managers and supervisors. Two years later, the Engineering division determined that their project delivery process needed to be better understood, so they came to CC & A to integrate the project management course with the project delivery process. A special case study was developed to show how PMBOK tools should be used by ADOT project managers and outside consultant project managers to best

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execute the work of the division. One phase of the project development process was chosen and a real ADOT project used to take the participants through this course, which increased the professionalism of project management for the firm. At first the plan had been to turn over the training to internal staff, but senior management determined the class was so successful with CC & A that senior executives would be involved in the opening morning’s training and activities, but that CC & A should remain the trainer of choice. Over 300 participants attended this course, which was one of the highest rated courses in ADOT history. In fact, there are many new project managers at ADOT today and senior executives have called upon CC & a once again to review plans to renew this offering in the upcoming fiscal year. Example 4.Quality Management ADOT created a quality team to steer an ISO-based system within its Engineering Division. The team knew what they wanted, but did not have a grasp of how to implement such an initiative so that it would bring the desired results. CC & A was called in to not only help develop the steps and curriculum to succeed, but to also become part of the steering team so that change management and sound strategic decisions would be made throughout the effort. Executive leadership was engaged, sponsors determined, charters written, models of the Quality System created, areas to be involved prioritized and curriculum and staffing determined. All technical areas attended customized training and completed at least one business process analysis. Over $3million in quantifiable ROI results were reported to the then Governor’s Efficiency Review panel from this initial deployment. A LEAN application was used to perform this work. Results included multiple millions in cost savings, significant cycle time reductions and better flow and customer-supplier relationships. The effort included clarification of roles and responsibilities and measures of performance. In the more complex teams, internal or external best practices were adopted and installed. One of these, the Stages Deliverables Team, had to do with how projects were managed for quality and a special quality checklist sub-process was created to ensure that the QC function was performed by the contractor and that a structured QA method installed inside ADOT to assure the deliverables were accurate and complete. In these types of projects, the concern was also focused on reducing waste (rework) and increasing the quality of the project delivered. Finally, an ISO-Audit follow-up process was designed and staff trained to review, one year later, that the teams implemented what they said they implemented. This assured the results recommended were realized. A typical outcome of one simple quality review process is offered as an example on the next page..

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Example 5: Strategic Management – Innovation-Collaboration Initiative In 2009, eleven cross-organization teams were chartered to catapult collaboration across diverse teams improving key business success areas of Maricopa County. CC & A was the external resource co-managing the overall effort with the internal strategic project manager. Each team was chartered and regular reporting meetings were established. More than 50% of the teams met

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with great success and inroads into Green Government, Wellness, Non-Tax Revenue Generation, Youth Programs and Innovation had lasting effects on the organization. But it became clear that the overall culture of the organization needed to be addressed. The Innovation and Collaboration (I-C) team effort was moved forward as a high strategic priority. This was the team where our principal, Carla Carter, was a full member. The Team Leader was the County Manager himself. Early the following year, the members embarked upon a national benchmarking project on Innovation and Collaboration, reviewing the practices of such organizations as Mayo Clinic, IBM, Ideas America, TSA and Proctor & Gamble. The goal was to understand the methods being put in place and the ways the organizations shifted their cultures to result in increased idea generation/implementation and greater collaboration across their enterprises. The result was a model of Innovation-Collaboration still being followed with clarity about the role of the I-C team members themselves as change champions. The team has improved the traditional suggestion program, reducing cycle time and increasing tangible rewards to employees with implemented ideas. In spring of 2011, the I-C team launched the first pilots of the Idea Factory, an enterprise wide crowdsourcing/social media web based tool to further generate innovative ideas in a collaborative mode. It also conducted the first large search conference on Innovation for middle managers and supervisors to engage them as co-creators of the effort. Within the first three months of its launch, 13 cross-functional teams representing 26 departments were busy at work taking the ideas that had graduated to the product development stage through their paces. (The product development process was based on learning from the initial best practice research, adapted to fit the county’s needs). The hard dollar ROI is still out; but many creative solutions and innovations have been surfaced due to this effort. From employee to juror shuttles to improve efficiency and address green government goals to annual park passes that employees can purchase through the payroll system, the county’s new Innovation Manager gets feedback that employees like having a say and working across the organization. She sees the implementation and the collaboration as rewards for employees. At this time, over 200 ideas have been generated and they keep coming every day. Over 40 ideas have or are going through the development stage. The effort has been so successful internally that the longer-term strategic intent of offering a similar approach to all 3 million plus citizens of the county has moved into the planning stage. Other notable assistance for clients: Effective implementation of change is a strong suit for C & A as well, often brought in to help with the execution strategy for approaches desired to be implemented in organizations. This was the case with the implementation of the Balanced Scorecard in each leader’s performance plan for Wells Fargo AZ, and a Scoreboard performance measurement system developed from Covey’s Leadership curriculum at MCDOT which identified five uses of measures to bring the Scoreboard system to life. This is just to name two examples. Meeting facilitation is a strong suit for the firm, whether it be with strategic planning, an important business issue, partnering facilitation, issue resolution meetings or other important meetings addressing business issues. We have given a glimpse of group process techniques we

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might use, but it is important to note that several members of this team are certified in ADOT’s nationally benchmarked Partnering porcess, which is a method of building mutually beneficial goals/relationships to improve results. Strong in knowledge and methodology transfer, CC & A has extended the use of partnering well beyond ADOT into other organizations, public and private, as a way to set goals and establish better relationships and outcomes, including in higher education. Additionally, CC & A’s national network of experts is strong. An example that will benefit MCCCD is the addition of Dr. Paul Fields, who provides all PMI approved PMBOK courses for Brigham Young University. References (Section 5.2.3 of RFP) The following individuals have agreed to act as references for various RFP requirements: Arizona Department of Education - Six Sigma Process Improvement and Organization Design, Strategic Planning, Meeting Facilitation Elliott Hibbs, Deputy Superintendent Phone: (602) 364-2347 | Email: Elliott.Hibbs@azed.gov University of Phoenix – State Quality Award Training and Coaching of Applicants Wayne Foraker, Senior Director, Office of Institutional Quality, Baldrige Fellow Phone: 480-557-3285 | Email: Wayne.Foraker@phoenix.edu St. Vincent de Paul (Ex- Maricopa County) State Quality Award Coaching, Strategic Management, Meeting Facilitation David Smith, Chief Operations Officer (ex-County Manager) Phone: 602-261-6845 (office), 480-550-2138 (cell) | Email: DSmith@svdp-phx-az.org ACCCHS - Training Design and Delivery for State Quality Award Gloria Diaz, Organization Development Consultant, ex-AQA Board of Directors, current Board of Overseers, Baldrige Examiner Phone: (602) 561-2423 cell | Email: Gloria.Diaz@azahcccs.gov Arizona State University – Training Design and Delivery for State Quality Award Jane Humble, Quality Management Professor, Baldrige Examiner Phone: 480-727-1304 | Email: Jane.Humble@asu.edu Arizona Department of Transportation – Quality System Design, Process Improvement, Meeting/Partnering Facilitation/Mentoring Contact 1: Bahram Dariush, Local Public Agency Manager Phone: 602-712-8427 | Email: bdariush@dot.state.az.us Contact 2: Julio Alvarado, State Engineer’s Office Phone: (602) 370-5322 | Email: JAlvarado@azdot.gov

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Contact 3: Bonnie Opie, Facilitator (mentored in ADOT’s quality system) Communication and Community Partnerships Phone: (928) 759-2426 x 3602 | Cell: (602) 708-7342 | Email: bopie@azdot.gov Maricopa County – Continuous Improvement Teams, Innovation, Meeting Facilitation, Strategic Planning, Performance Measurement Contact 1: Linda Mushkatel, Special Projects Manager 301 W. Jefferson 10th Floor, Phoenix, AZ 85003 Phone: (602) 506-7062 | Cell: (480) 688-3537 | Email: lmushkat@mail.maricopa.gov Contact 2: Rodrigo Silva, Assistant County Manager Phone: (602) 506-8515 | Cell: (602) 525-3201 | Email: rsilva@mail.maricopa.gov Contact 3: Al Kattan, PMO & Construction Division Head Phone: (602) 506-4618 | Cell (602) 723-7180 | Email: AlKattan@mail.maricopa.gov Brigham Young University – Division of Continuing Educations – PMBOK Training Robert Holcombe, Administrator, Conferences and Workshops Phone: 801-422-6760 | Email: Robert.holcombe@byu.edu FMGROUP INC – Strategic Planning, Meeting Facilitation Michael Fries, President Phone: (602) 277-7877 | Email:mtfries@fmgroup.net See pp. 41-46 for project descriptions and reference detail

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Resumes of direct contacts and consultants that could be utilized by MCCCD (Section 5.2.4 of RFP) Carla C. Carter CPT, PMP. MBA, President of CC & A

With over twenty years of experience in management and consulting roles focused on organizational change and individual development, Carla is president of Carter & Associates, Inc. in Phoenix, Arizona. Her accomplishments span the fields of organization assessment, strategic planning, quality systems, business process improvement, operations and human resources. Seven of her clients have won over twenty prestigious national or state excellence awards.

Her education clients have included Arizona State University, University of Phoenix, Embry-Riddle University, and Central AZ College. Her partial private industry and non-profit client projects include work in such firms as Motorola, Dell Computer, Wells Fargo Bank Arizona, Banner Health Arizona, Arizona Public Service, Honeywell (Commercial Aviation and Satellite Systems), Abrazos Healthcare, Wilson Electric – Special Systems Division, FM Group Inc., Central Arizona Project (CAP), Arizona Quality Alliance, American Airlines – SABRE, Browning Ferris Industries, the Phoenix Art Museum, Valle del Sol, and College Bound Mesa. In the public sector, she has assisted federal, state, county and municipal organizations. Some of these include the US Navy, the Army National Guard, the Veterans’ Health Administration and Veteran’s Services, the Federal Highway Administration, Bureau of Land Management, Maricopa County, eight different cities in the greater metro Phoenix area and many State agencies, primarily in Arizona. In Arizona, she has assisted more almost a dozen state agencies. At ADOT, she has personally supported eight different lines of business. At Maricopa County, she and her team have worked with eleven different business units, capturing 21 State Quality Awards over the past eight years. Carla was named “one of seven leading women in the Quality field today” by Quality Digest magazine for her ability to install best practice systems and processes that get both commitment and results from the people involved in change initiatives. She is also known for her exceptional ability in leadership development, organization design/implementation, customer satisfaction, training and meeting facilitation and performance measurement. Carla is a member of the Arizona Quality Alliance (AQA) Board of Overseers, having served pro-bono for more than a decade. In that role, she has trained the judges and examiners and mentored examiner teams. She is also a founding member of the Arizona Transportation Partnering Excellence Award Committee. Carla has also held special positions as the only outside member of an AZ State Governor’s Quality Policy Advisory Committee and was one of two outside members of another’s Advisory Council on Strategic Planning. While she emphasizes change projects and training, she is also an executive coach and has supported many leaders to improve their relationships and results.

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Carla C. Carter CPT, PMP. MBA (Continued) She authored Human Resources Management and the Total Quality Imperative, published by AMACOM of New York, as well as Making Measurement Work, plus numerous magazine and journal articles. She is a well-known speaker and cited in Who’s Who in America. She received her MBA from Arizona State University’s Executive Program in 1985 and her BA in Communications from Western Michigan University in 1971. She is a certified PMP from the Project Management Institute and a CPT from the International Society for Performance Improvement. Carla is a member of the Organization Development Network (ODN), the American Society of Training & Development (ASTD), the Arizona Quality Alliance (AQA), the American Society for Quality (ASQ), and the Society for Human Resources Management (SHRM). Dennis Sowards Dennis is a Senior Consultant and Facilitator with Carla Carter & Associates with over 20 years of senior level experience with a record of achievement in Continuous Improvement, Total Quality Management, Industrial Engineering, and Management Consulting. Strengths include proven leadership and technical analysis in problem solving, measurement, group facilitation and the ability to function effectively in a rapidly changing technological and organizational environment. Dennis has accomplished the following: Facilitated clients in assessing the quality of their management using a Baldrige Lite

approach. These clients were able to set action plans to move them to higher levels of performance and several received AZ state quality awards.

Implemented Lean practices including the 5S’s in fabrication shops. This reduced waste, increased productivity and eliminated the need to expand the shop. The program received the 2001 Mechanical Contractors of America Association (MCAA) E. Robert Kent for Management Innovation and was recognized in PM Magazine (Feb. 2003/Volume 20, Number 12).

Coordinated and provided training in the implementation of the Last Planner, a Lean Construction method for improving the management of projects.

Coordinated the identification and implementation of Critical Success Factors (CSF) to measure client companies’ success.

Assisted in establishing and facilitating the strategic planning process for clients. This process was referenced as a key practice of Kinetics when it was named Contractor of the Year by Contractor Magazine (January 2003.)

Coordinated and analyzed Employee Satisfaction and Customer Satisfaction Survey processes.

Chaired the SMACNA team to develop the High-Performing contractor assessment model. This model is being used by contractors to improve the quality of how they manage. Co-author of Creating High-Performing Contracting Company, SMACNA 2002

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Dennis Sowards (Continued) Facilitated the Microchip Partnering program for 1999 – 2002. This teaming effort brought a

core set of contractors together with Microchip facilities management to improve communications, services, safety and productivity.

Designed and tested a new approach to delivering materials to job sites, improving productivity by 2%.

Facilitated several process improvement task forces that accomplished: o A redesigned the job estimating, set-up and pre construction planning process,

eliminating duplication of efforts. o A reduction of errors in invoices and purchase orders by over 60% o An increase in billings and collections

Served as a judge for the Arizona State Quality Award program. Dennis Holds an MBA and BSE from Arizona State University and is certified as a Quality Auditor through the American Society for Quality. He has advanced education in different disciplines as far ranging as Lean Design and Implementation to facilitation to the Malcolm Baldrige Quality Award. He has published articles in several national publications including Contractor Magazine and Quality Progress and is the lead author of the SMACNA book – Creating the High-Performing Contracting Company. He has presented locally and national at conferences by ASQ, ASTD, AQA, MCAA & SMACNA. Dr. Chris Lockwood Dr. Chris Lockwood is a Senior Consultant with Carla Carter and Associates and on the faculty of Northern Arizona University where he teaches both undergraduate and graduate courses in leadership, organization strategy and human resource management. He serves on the Arizona Governor’s Advisory Council on Quality and is an active trainer and consultant. Chris has also served as a judge for the Arizona Governor’s Awards for Quality based on the national Malcolm Baldrige criteria. Chris has a Ph.D. in business administration from Arizona State University. His thirty years of management practice, training and consulting experience have focused on organizational assessment, strategic management, employee selection and measurement improvement issues. Chris has published numerous articles in management journals and in the proceedings of national conferences. His work has appeared in Arizona Business, the Journal of Applied Psychology, Journal of Vocational Behavior, Organizational Behavior Teaching Review, and Personnel Administrator. Dr. Lockwood’s professional memberships include the Academy of Management, the American Society for Quality, the Arizona Quality Alliance, the Decision Sciences Institute, and the Strategic Management Society.

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Alan Austin Jr., CSSBB . Alan is a Project Manager, Senior Consultant and Trainer for Carla Carter & Associates Inc.. He provides executive level consulting to organizations and individuals regarding strategy, execution, leadership and performance improvement. Projects have included extensive success in Lean Six Sigma, but Alan brings executive level expertise to the firm in strategic business roles and in high level university administrator roles, including the development of a strategic management process designed to incorporate feedback and participation from multiple constituencies as well as assure alignment with long-term vision and mission of the organization. The process also provides the foundation for linking the strategic planning, budgeting, promotion, and MBO (management by objective) processes into an integrated strategic model. Most pertinent to MCCCD, Alan held the position of Chief Operations Officer for University of Texas – Houston Health and Science Center. He was responsible for Administration, Finance and Continuous Improvement. The University of Texas – Houston Health Science Center (UT-Houston) is a comprehensive health sciences university with an operating budget in excess of $500 million, more than 10,000 people, and over 2.5 million square feet of physical space. As chief operating officer (1998 – 2000), he led more than 100 people with operating and capital budgets of approximately $50 million. Human resources, facility operations, procurement, capital asset management, and continuous improvement were part of his organization. As leader of the continuous improvement initiative for seven years, he organized and facilitated the leadership team, established a strategic framework for improvement activities, championed new projects, identified opportunities for improvement, coached organizational leadership, and created a compelling “Case for Action.” Tangible 20:1 return on investment in higher productivity and lower cost. Some accomplishments include: • Increased productivity from streamlining several processes. Examples include reducing

the time needed to reimburse employees for travel from more than three weeks to less than 30 minutes and eliminating more than $250,000 of the annual costs associated with a state mandated reappointment process;

• Increased service levels to the university community by consolidating four separate departments into a single team. This change resulted in lower staffing costs, higher client satisfaction, and elimination of more than 90 percent of the associated cycle-time;

• Saving more than $10 million in utility expenses by bringing together a cross-functional team (including faculty researchers) to improve managing energy utilization for the health science center;

• Cutting overhead by more than $2 million a year through the elimination of 15 percent of the budgeted positions and over half of the managerial layers in administration & finance;

• Providing expanded opportunities for professional development to all employees in Process Management, Reengineering, Seven Habits of Highly Effective People, Principle-centered Leadership, and Total Quality Management.

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Alan Austin Jr., CSSBB (Continued) In addition, he has held international executive administrative positions. He held the position of Vice President of Finance and Administration for the American University of Nigeria, managing financial and administrative operations of the university, including budgeting, financial reporting, accounting, purchasing, and human resources. He also held the position of Chief Operating and Finance Officer for Masdar Institute of Science and Technology, a graduate level research university.

As a consultant with APQC Consulting Group (APQC-CG), his specialties included strategic thinking and planning, leadership skills, statistical methods, measurement system development (particularly the Balanced Scorecard), quality improvement, change management, and reengineering. He also conducted more than 50 seminars for many different organizations across the country. Topics included Six Sigma, Strategic Quality Planning, Team Leader and Team Member Training, Developing and Deploying Effective Measurement Systems, Developing Internal Consultants, and Coaching and Mentoring Skills for Leaders. While at APQC-CG, Alan used MBNQA criteria with client to develop Organizational (Balanced) Scorecard resulting in them winning VA Quality Excellence recognition. He also used TOC principles and tools (especially Current Reality Trees) as part of improvement efforts and root cause analysis activities. Education and Professional Development • Certified Six Sigma Black Belt, American Society for Quality (2012). • Master of Business Administration, University of Houston (1989). • Bachelor of Science in Statistics, Brigham Young University (1985). Larry Lambert, SSBB Larry is a Senior Consultant and Trainer with Carla Carter & Associates, Inc., and principal of L2 Consulting Group. He has more than twenty years of experience consulting internationally with business, governmental and non-profit organizations on how to link people and processes to drive financial results. He is a result oriented, consultant with a diverse background in process improvement, training and development, organizational assessments, strategic planning, managing change, measuring results and benchmarking, with extensive experience in managing large global, domestic and team projects for a variety of organizations Larry has worked with teams at Dell Computer, Motorola Inc., Department of Veterans of Affairs, UDC, State of Arizona, Arizona Army National Guard, Motorola Ltd. East Kilbride, Scotland, Boeing, Chambers Electronic Communications and American Productivity and Quality Center (APQC). Larry’s broad range of responsibilities has included Director/Sr. Manager of Business Process Improvement and Training and Development, UDC and Dell Computer, Sr. Vice President, APQC, Manufacturing Support Manager, Motorola Inc. and Director SEQUAL V, Motorola Ltd.

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Larry Lambert (Continued) Some of his accomplishments are as follows: • $500 million car sales and collection company. The issue was how to reduce the cost of

reconditioning used cars. The results included selected and trained team members, conducted a detailed assessment of all processes and costs associated with reconditioning, reconstructed processes and jobs in 13 reconditioning centers across the United States, and identified annual cost savings of $2.5 mm.

• #1 seller of PC's in the United States. The issue was how to implement a Six Sigma / Business Process Improvement initiative globally. The results included creating an international team to plan, manage, and measure the implementation of BPI, trained 25 black belts / 50 green belts / senior management team globally, documented cost savings of $15 mm in 12 months, and annual cost savings will exceed $400 mm in 2002

• Health care system improvement in US. The issue was the need to install a quality system, including strategic planning and process improvement, in a system that was meeting competitive pressure.

• Semiconductor manufacturing company. The issue was how to staff and train the workforce for the first domestic 6” wafer fabrication plant and produce first silicon in 9 months. The results included hiring and training the startup team in 4 months, implementing a Six Sigma/team-based approach to production with first silicon out of production in 8 months.

• Aircraft manufacturing company. The issue was how to link the company goals to the training plan and measure ROI. The results included conducting focus groups representing all major support and manufacturing functions, developing the Integrated Education System (IES) to link training plans to company goals and developing a measurement system to measure training ROI.

• Facilitated an internal partnering, culture change project for the Special Systems division of Wilson Electric. Process used partnering principles to clarify the roles and requirements of departments across the internal organization, identify key issues, take action to improve performance and offer the firm a more smooth running operation from sales to installation and customer service.

In addition to public speaking, Larry is a certified Six Sigma Black Belt and has volunteered as a Quality Award examiner for the states of Arizona and New Mexico, including the Arizona Student Team Event. He holds a special education degree from Arizona State University and Larry co-authored The Benchmarking Management Guide and Mentoring: A Transition. Leslie Orr Ms. Orr is a Consultant and Designer with Carla Carter & Associates, Inc. and has 20 years of professional experience in the analysis, educational design and development field. She has successfully been a consultant/contractor for such entities as Training Associates, Inc., America West Airlines, and Right Management Consultants. Leslie has also been a training manager for the Scottsdale Insurance Company and Motorola's Cellular Division and a regional consultant for Motorola University. Leslie developed best practices programs for Motorola University, which she delivered in Asia (including Beijing China), UK and Europe. Leslie also worked with

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Leslie Orr (Continued) Motorola customers in Asia, Europe and the U.S., developing needs assessments that were used to design training solutions for all these business units. More recently, Leslie has worked on process improvement processes, mapping process steps and creating task analyses, helping organizations to streamline work and improve efficiency. Leslie started her instructional design career as a lead instructional designer for Applied Learning (now Deltak NETG). She has since become a leader in competency-based profiling and performance analysis. Leslie has had extensive experience in all aspects of instructional design, from in-depth front-end analysis to development of training in various media such as paper-based, video, and multimedia. She has coupled these skills with Six Sigma concepts (TQM), IEEE 1074 and ISO 9000 standards. She has managed multimillion-dollar budgets and has been recognized as a key individual in reducing overall training costs while maximizing production and performance. She is an instructor in communications and management at the University of Phoenix. Leslie has a Masters of Arts in Communication from Purdue University, a Bachelor of Science in Communication from Illinois State University and a Certificate in Instructional Design and Evaluation from Governor State University. Joellyn Pollock, PhD Joellyn Pollock is Senior Consultant and Trainer for Carla Carter & Associates, Inc. She is also founder of Instructional Innovators, dedicated to improve client’s performance. She offers strategic planning facilitation, leadership, teams coaching, and end-to-end process improvement. As Vice President of Quality at American Express, Joellyn conducted strategic planning sessions for multiple business units on an annual basis. She deployed the Six Sigma initiative and implemented a governance infrastructure that included customer focus, benchmarking, metrics development and implementation, centralized standards, and regulatory affairs. As a result, she has been successful with external clients including Charles Schwab, Maricopa Community Colleges, St. Joseph’s Hospital, Harper-Harris Career Consultants, and the Bureau of Land Management. Fulfilling her goal to become a National Malcolm Baldrige Quality examiner, Joellyn volunteered for three years to this National Institute of Science and Technology’s annual process of evaluating service and manufacturing industries, health care companies, and educational organizations on their achievements in implementing quality processes that drove improved business results. She volunteered as an Arizona State quality examiner for two years and a state judge for the annual process for three years. Joellyn has consulted and trained organizations in total quality concepts and process improvement using a variety of methodologies including six sigma. This directly resulted in reduced cycle time by eliminating duplication in processes, improved customer satisfaction

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Joellyn Pollock (Continued) through fewer errors (in a hospital!), bottom line cost saves by standardizing procedures, and increased quality through common language and understanding among employees. Her clients benefiting from this expertise include Jewish Family and Children’s Services, American Express, and University of Phoenix. Joellyn earned her Ph.D. from ASU in Educational Technology. As a foremost expert in computer-based learning, she was honored with the Association for Educational Communication and Technology (AECT) professional organization’s coveted conference internship for high achieving doctoral students. She presented her cutting edge findings at numerous national conferences, consulted with the Department of Defense in Maryland, and co-authored a textbook, Instructional Design: Strategies and Tactics, that incorporates electronic media considerations into traditional instructional design methodologies. She has designed training for Intel Corporation, American Express, Bureau of Land Management, University of Phoenix, and RL Kotrozo Stockbrokerage. Joellyn is a member of the Arizona State University Extended Education Dean’s Council and two subcommittees, Organization Development Network (ODN), Arizona Quality Alliance (AQA), Association of Quality and Participation (AQP), and former president of the Phoenix local chapter and national board member of American Society of Training and Development (ASTD). Dr. Paul J. Fields, PhD Dr. Paul Fields is a project manager and senior consultant/trainer with Carla Carter & Associates and chief executive officer with Breakthrough Consulting in Provo, Utah. Paul is solely responsible for the continuing work performed in offering the PMBOK courses for Brigham Young University. He has 18 years higher education teaching experience at Brigham Young University, United States Naval Postgraduate School and James Madison University. In his career, Paul has trained over 2,000 practicing professionals in project management and quality management. In addition to his years in higher education, Paul has 12 years industry experience in manufacturing and services industries and has Developed and delivered over 200 programs in over 40 countries around the world. His expertise areas include: Project Management, Program Management, Agile Project Management, Project Risk Management, Project Scheduling Management, Quality Management, Training Design and Delivery. Dr. Fields has a PhD, Business Administration, Penn State University and a BS and Master of Engineering, Brigham Young University.

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Judith Barrette Judy Barrette is a Senior Consultant and Trainer for Carla Carter & Associates, Inc. She is a Quality Specialist having worked as an independent consultant since 2006 primarily with the Arizona Department of Transportation where she served as an Organization and Employee Development Manager from 1981 to 2006. In her capacity as a Quality Specialist consultant, she implemented ISO 9000 principles and processes in the revitalized Quality System at ADOT. She assisted teams with identifying, mapping the “AS IS” and “TO BE” work processes, then improving and implementing needed changes including writing procedures for each process. Ensuring both efficiency and quality goals are achieved. Prior to being an independent consultant, Judy worked for ADOT in Organization and Employee Development, she served as the Director of OED, responsible to implement the strategic plan for organization development and training. Administered the employee training data system. Supervised the training, video and career development, quality staff for the agency. Served as liaison to the Arizona Government University. She was also a training officer at the Department of Economic Security in the Division of Developmentally Disabilities from 1974 to 1981 and trained staff on how to train mentally retarded individuals in basic life skills, using behavior modification. She is part of many organizations, including: • Member of the Arizona State Personnel Board 1992-1996 • Founder and President of a nonprofit organization “Employees Helping Employees” which

assists State Employees who may be having financial problems. • Member of American Society for Training and Development, American Society for Quality,

International Society for Performance Improvement, International Association of Facilitators, National Transportation Training Directors, Chief Learning Officers, Arizona Government University.

Judy is a Arizona State certified Community College Instructor, for Management Supervision, Instructional Design, Presentation Skills, she is the Author of “Assembling Course Manuals” a how to book on writing lesson plans and she is a Master Certified Trainer for Achieve Global Her education includes an A.S. English from Waubonsee Community College, Sugar Grove, Illinois; and a B.S. Applied Behavioral Analysis, from George Williams College, Aurora, Illinois. Greg Crook, SSBB Greg Crook is a senior consultant and senior trainer for Carla Carter & Assocites Inc. He has been practicing Process Improvement and Change Management for more than 10 years, as both an internal and external consultant. He brings a strong analytical base, BSEE, to the process

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Greg Crook, SSBB (Continued) improvement methods, integrated with the skills and knowledge to implement the people changes necessary to make lasting improvement. Greg has been involved in process improvement in a variety of industries including, aerospace, food manufacturing, financial, and pharmacy benefit management. He is experienced developing and delivering training in the statistical and change tools for process improvement and management, and the process facilitation and project management to insure project success. Some highlights of his project work include:

• Internal consultant for Holsum Bakery for Strategic Planning process training and process facilitation, annual Quality Management training, and Process Improvement and management training and facilitation.

• Consulted on preparation work and facilitation of Strategic Planning sessions for mid-sized Arizona based Credit Union

• Internal consultant for Holsum Bakery in the development and preparation of Arizona Quality Award, including Showcase Award, applications, including site visit management.

Greg is experienced with process and value stream mapping, statistical analysis, design of experiments, MBTI, and Predix PDP tools. He has volunteered as examiner for the Arizona State Quality Award and has written applications for Showcase Awards and the State Quality Award. He has also been an internal examiner at Honeywell Intl. using the National Baldrige Criteria. His BSEE was awarded from University of New Haven in 1973. He Holds both a Six Sigma Green Belt And a Lean Six Sigma Black Belt Jerald Erickson Jerald is a Senior Consultant and Trainer with Carla Carter & Associates, Inc. and a lead instructor for Breakthrough Consulting in Provo, Utah. He is part of the faculty that provides PMBOK courses for Brigham Young University. He has 32 years industry experience, including 20 years of project management experience including 14 years project management training experience at California State University – Sacramento. Jerald has trained over 1,000 practicing professionals in project management. Jerald holds a Master of Project Management from Golden Gate University and a Project Management Professional (PMP) certification from Professional Management Institute. His primary expertise areas include: Project Management, Project Evaluation, Application of Technology in Project Management. Larry Bassist Larry is a Senior Consultant and Trainer with Carla Carter & Associates, Inc. and a lead instructor for Breakthrough Consulting in Provo, Utah. He has developed and delivered pragmatic courses in a wide range of topics from project management to on the job training.

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Larry Bassist (Continued) In his 21 years of industry experience, 11 have been as a higher education instructor at Brigham Young University and Utah Valley State University. Larry has trained over 500 practicing professionals in quality management and has also trained Project Management and Training Administration courses. He has an MS, Applied Statistics, Brigham Young University and a BS, University of California - Los Angeles. Maria Muto-Porter Maria Muto is a Senior Designer and Editor with Carla Carter & Associates, and has worked in the these fields for almost two decades. She has designed and delivered customized training programs for over eight years. Clients have spanned a variety of industries and include Honeywell Worldwide, Motorola, Phelps Dodge, Dial Corporation, Sara Lee, Del Webb, Erricson’s, GES, American Airlines, and others. Before becoming an independent contractor, Maria worked for Arizona State University’s Center for Executive Development for almost a decade, moving up from a marketing coordinator position to her final role as acting director. During her tenure there, she redesigned and ran a successful two-year management development program designed as a non-credit alternative to an MBA. Maria also supported faculty development into the executive education arena, and worked with clients throughout the Southwest to design and deliver results-oriented training. Some of the programs designed by Maria are:

• The preliminary program kicking off an intense change in a firm’s approach to quality, with the goal of coming off probation for non-compliance to its main client’s quality standards. The program addressed problems with disenfranchised employees, and pulled no punches about the risk of non-compliance. The firm came off probation successfully and it commented on the dramatic change in energy around the issue of quality. Maria received a Certificate of Excellence for her contribution to this success.

• A week-long residential management development program for a Fortune 100 firm designed for a diverse group of multi-national managers drawn from over 20 divisions and 90 locations worldwide. The remarkable success of this program—the first provided by the corporation—led to the development of an integrated training plan for the entire corporation.

• A diversity program designed for a global division of a firm with branches as far flung as Singapore, Australia, and the UK. The program had to cover sensitive issues while maintaining a culturally neutral approach. The program was well received at every location.

Maria has been a writer and editor for over two decades, including editing Commercial Leasing Update magazine, a regional commercial real estate magazine, and Builder Design Center magazine, a national magazine focused on the design side of the new home industry. In addition, she served as a free-lance editor for numerous articles, businesds plans and numerous books on

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business topics, and numerous articles for professional and trade journals. Her freelance writing credits include blogs, online articles for Young Entrepreneur online and a number of blogs for design and building supply organizations. She holds a BA in English Literature from Kenyon College (Ohio) and an MBA from Arizona State. She is an active member of the American Society for Training and Development. Michelle Beaulieu-Hancock Michelle Beaulieu-Hancock is the Office Manager and Primary Desktop Publisher for Carla Carter & Associates, Inc. and is the President of MTB Virtual Business Services. She has more than 18 years’ experience in her desktop publishing and administrative field. She has been a major contributor to a dozen state quality award applications, creating models, graphics and results charts for CC & A clients. Her experience and expertise includes desktop publishing, coordination of public and private proposals, creation and coordination of marketing and training materials and presentations, creation of graphics, forms, letters, newsletters, charts, project tracking, survey compilations, management reports and implementation of supervisory personnel policies and procedures. She has experience working with Local and Federal entities that include: • Cities and Towns- Phoenix, Scottsdale, Avondale, Buckeye, Safford, Casa Grande, Gilbert,

Mesa, Peoria, Glendale • State Entities - Arizona Department of Transportation, Arizona Department of Administration,

Arizona Flood Control District, Arizona Department of Corrections, Arizona Department of Health, Arizona Health Care Cost Containment, Maricopa County, Arizona State Procurement Office

• Federal Government - Department of Health and Human Services, Department of Justice, Department of Labor, Federal Highway Administration, Bureau of Land Management, USDA Forest Service, FDIC, Department of Treasury, Department of the Navy, USAID

In her positions at various firms, Michelle has implemented training policies and procedures, created corresponding training manuals, and trained her piers as well as higher management in organizational proceedings that each company adopted. Over the course of her career, Michelle has received the “Rising Star” award for her effort to start a more productive marketing system for Glamour Shots. As Assistant Customer Service Manager, she won a Customer Service Award for having the “happiest customers in the state” from Showcase Honda. In 1998, she won an “Outstanding Project Support” award for her assistance and project management support for the Phoenix International Raceway Addition from Huitt-Zollars.. Michelle’s educational background includes accounting class attended at Paradise Valley Community College, 1993-1994; Professional Career Development Paralegal Studies at PCDI, 1994-1995, Preliminary Liens for Arizona State course attended in 1997; and Merex Corporation Business Grammar course attended in 1999, Quickbooks course attended in 2002.

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Support (Section 5.3 of RFP) CC & A has a strong support staff supporting its client needs. Two key positions are noteworthy. Editorial competencies are often needed by CC & A clients to assure that content of reports and curriculum guides are clear and succinct. Desk-top publishing skills assist the firm in not only creating well-presented reports and power point presentations, but also in developing graphics that depict the models and methods used so that people can easily grasp the concepts. Two of CC & A’s virtual staff who specialize in these areas are part of this proposal. However, it should be noted that CC & A consultants develop their own process maps and other key content as they have strong competencies themselves and we find that the understanding of working directly with clients bring insights that would be lost by delegating such responsibilities. The editorial and desk-top publishing specialists are used only on an ‘as-need’ basis only. Follow-up is generally conducted by the assigned consultant/trainer as needed and often is aligned with internal staff that is responsible for ongoing implementation and reporting. Follow-up is generally part of the implementation plans for change, whether it be assessing the effectiveness of the change or the measurement of the results. Our principal, Carla Carter, also follows up to assure the overall effort is meeting the client’s goals and to assure the firm has an overall grasp of the needs and experiences of the client organization. She also assures that the various staff working on the engagement is aligned and understands the big picture. Depending on the engagement, this can be through regular project team meetings, through individual communications, through CC & a required reporting, etc. CC & A is often charged with mentoring or master-training internal staff to assume responsibility for the approaches and methods that have been installed. Transitioning to internal staff is important to institutionalizing the new way of working and to eliminate the cost of outsourced resources. Whether this mentoring takes the form of direct one-on-one coaching and feedback or is embedded through new process maps and procedures to be followed by the organization, CC & A has a strong track record of smooth transition. It is with a great sense of pride that CC & A looks back at its engagements and sees internal staff taking the helm and even being promoted into positions of higher caliber and responsibility. It is also with a great sense of pride that CC & A can see its efforts continue well after they are no longer engaged. Transferring the knowledge and skills from CC & A to our client organizations is common practice. Describe any other qualities, qualifications, and/or examples that further demonstrate your abilities to provide the services requested in the RFP. (Section 7.4 of RFP) Many examples of the wide variety of Quality Management service and results have already been provided. There are three areas of excellence that are not reflected as an MCCCD requirement that deserve attention. Benchmarking Best Practices – CC & A has performed benchmarking studies fir a wide variety of clients in topics ranging from Innovation, Diversity, Performance Measurement, Transportation of rapid transit to road building, Strategic Planning, Sales Force Composition and

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Incentives to Quality System/Process Design, to name a few. The purpose of these studies has been to ignite the creative thinking of client organizations to look beyond their current state to achieve high performance, to gather evidence of best practice for quality award applications and to offer competitive intelligence. Additionally, CC & A has trained courses in this content for clients and also for the Arizona Quality Alliance members. Knowledge Management/Transfer – CC & A has been a local leader in knowledge management and has supported organizations in gathering the tacit knowledge of retiring professionals whose knowledge might otherwise “walk out the door”. The firm has benchmarked best practices, has designed communities of practice and has taught courses and written toolkits in KM topics. Leadership Development – Many of the CC & A staff on this proposal have been involved extensively in their careers in leadership development. From designing and training courses to facilitating leadership team meetings/retreats to executive coaching to executive presentations, leadership development is a strong suit for the firm. Pricing Schedule (Section 8 of RFP) The undersigned has read and understands all conditions and terms of RFP 3133-10, is authorized to submit this proposal on behalf of the company, and hereby offers to perform the services for the pricing indicated below: 8.1 Products/Services as requested in this RFP: Materials $ 75 standard* (*8 hour standard course materials are reflected) Labor/ho

ur $210 on average Taxes None

(Cost absorbed by firm) Total $285 per hour Materials for courses vary based on curriculum content and length of course.

4-8 hour course materials = $75 16 hour course materials = $120 24 hour course materials = $165 More than 24 hour course materials = $200 40 hour + course materials = $300

Customized design of course depends on scope: Charged at $150 per hour with approved scope and estimate approved by client. (See Labor rate detail.) 8.2 Prompt Payment Discount: N/A

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Additional Pricing Other required services/fees, if any, not specifically requested in the RFP (list below) Training Pricing Standard Pricing – includes materials and instructor for 20 students: (No travel included) On Site Off Site 4 hour course $2,825 $3,075 8 hour course $4,000 $4,250 16 hour course $7,550 $8,050 24 hour course $9,000 $9,750 30 hour course $10,750 $11,750 50 hour course* $15,000 $16,250 90 hour course** $25,000 $27,750 Standard pricing includes the Lean Six Sigma courses. “Belt” certification by ASQ at the non-member rate varies with the level, such as Green Belt ($359), Black Belt ($459) or Master Black Belt ($2495). There is a method whereby MCCCD could become the “certifying” body which would save costs. (CC & A did this with Dell.) Pricing on this strategy would need to be quoted separately, but CC & A has maintained pricing above at 20 students per instructions for all but PMBOK courses. Non-standard pricing for PMBOK courses – includes travel plus materials and instructor for 20 students:

PMBOK Course Cost Off Site Fee (Maximum) Travel Cost

Total Course Cost

20 hour course $8,390 $1500 $9,890 20 hour course $8,390 $250 per day $1500 $10,140 25 hour course $9,500 $1750 $11,250 25 hour course $9,500 $250 per day $1750 $11,500 40 hour course $12,000 $2000 $14,000 40 hour course $12,000 $250 per day $2000 $14,250 50 hour course $15,000 $2500 $17,500 50 hour course $15,000 $250 per day $2500 $17,750 Note 1: Certification costs with the Project Management Institute for the PMP designation varies based on whether the person wants to add their membership at a much reduced rate to their certification fee. This is an important choice for many, thus CC & A leaves the taking and passing of the certification exam up to the individual participants. Cost for non-member testing is $555 for computer-based and $400 for paper-based testing. Note 2:Off-site fees are based on motel/hotel costs near Sky Harbor airport. This will eliminate rental car costs for the very few out-of-state trainers. However, there may be less expensive options soon. For example, ADOT is seriously considering returning to outside rental of its excellent HRDC facility. CC & A quotes the above prices, but will work with MCCCD to keep them as low as possible when the time comes.

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Train the Trainer Pricing Based on the past training experience of the person/s being master trained, a pricing table does not suffice. The standard train-the-trainer process is described on p. 12. The cost for master trainer guides along with coaching time for the individual are the added consideration to the prices above. These charges would be quoted separately. SEE NEXT PAGE FOR COURSES AND THEIR LENGTH AND POTETNIAL INSTRUCTORS. Balanced Scorecard – to be led by Carla Carter with Dr. Chris Lockwood and/or Alan Austin (subcontractors) (Section 5.1.1 of RFP)

• The Balanced Scorecard: An Introduction - 4 hours • Using the Balanced Scorecard to Get Results – 8 hours or 16 hours if an intact team

wants to complete their Scorecard in a two-day classroom setting. • Balanced Scorecard Professional (BSP) – CC & A does not offer these certification

courses Lean Six Sigma (Service/Educational Environment) – to be led by Alan Austin and Greg Crook with support by Larry Lambert (subcontractors – all Black Belts) (Section 5.1.2 of RFP)

• Lean Six Sigma Champion - 4 hours • Lean Six Sigma Master Black Belt – 30-40 hours beyond the course below (mainly

consultative vs. traditional classroom) • Lean Six Sigma Black Belt – 90 hours • Lean Six Sigma Green Belt - 50 hours • Lean Six Sigma Yellow Belt – 8 hours • Lean Six Sigma Overview – 4 hours

Business Process Management – to be led by Carla Carter (with support of all subcontractors except Dr. Paul Fields – PMBOK expert) (section 5.1.3 of RFP)

• Process Mapping/Implementation – 4 hours • Process Improvement – the AIMS method and many statistical tools – 16 hours • 5S Workshop: Lean Techniques for Improving the Workplace – 4 hours • LEAN Thinking – 8 hours • Certified Business Process Professional (CBPP) Preparation Course – not offered

by CC & A Project Management – First to be trained by Carla Carter, the rest to be led by Dr. Paul Fields (subcontractor) (Section 5.1.4 of RFP)

• Project Management – 16 hours • PMBOK Overview – 20 hours • Project Management Professional (PMP) Preparation Course 40 hours • Program Management Profession (PgMP) Preparation Course – 50 hours • PMI Agile Certified Practitioner (PMI-ACP) Preparation Course – 25 hours • PMI Risk Management Professional (PMI-RMP) Preparation Course – 40 hours • PMI Scheduling Professional (PMI-SP) Preparation Course 40 hours

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Any other Training Courses pertaining to (Section 5.1.5 of RFP): To be led by Carla Carter and many of her associates on this proposal (subcontractors)

• Strategic Management – 16 hours (can be taught with a Baldrige focus and has been) • Quality Management - 8 or 16 hours • Baldrige National Quality Award (or State Award) – standard – 8 (or 16 hours

depending on if a case study with practical application is used) • Business Process Management 8 hours (See above list under 5.1.3 as well) • Team Leader/Team Facilitator – 16 hours • Partnering for Better Relationships and Results - 4 hours introductory or 8 hours with an

intact supplier partner • Performance Measurement - 8 hours • Strategic Planning – 8 hours • Benchmarking – 8 hours • Customer Service: Beyond the Standard – 4 hours or 8 hours • Statistical Process Control – 24 hours • Design of Experiments – 24 hours

For special projects or coaching intact process improvement teams or meeting facilitation, the following labor rates are offered:

Year 1 Year 2 Year 3 Project Manager $225 $225 $240 Senior Consultant/Facilitator $210 $210 $225 Consultant/Facilitator $195 $195 $210 Technical Assistant $160 $160 $175 Senior Designer $150 $150 $165 Designer $120 $120 $135 Editor $90 $90 $100 Desktop Publisher $55 $55 $65 Administrative Support $40 $40 $50

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Signature Page (Section 9 of RFP) Pursuant to Arizona Revised Statutes 35-391.06 & 35.393.06, proposer certifies that it does not have a scrutinized business operation in either Sudan or Iran. SIGNATURE: PRINTED NAME: CARLA C. CARTER TITLE: PRESIDENT COMPANY: CARLA CARTER & ASSOCIATES, INC. ADDRESS: 6036 E. MOUNTAIN VIEW ROAD CITY, STATE, ZIP: SCOTTSDALE, AZ 85253 TELEPHONE: (480) 922-0043 FAX NUMBER: (480) 922-0180 EMAIL: CCARTERINC@COX.NET Is your firm a: ( X ) Corporation ( ) Partnership ( ) Individual ( ) Joint Venture *If a corporation, answer the following: (a) Where incorporated: Arizona (b) Date incorporated: 1990 (c) Have your Articles ever been suspended or revoked? ( ) Yes ( X ) No If yes, when, for what reason, and when were they reinstated? Has your firm or its parent or subsidiaries ever been debarred or suspended from providing any goods or services to the Federal Government or other public entities? No If yes, when, for what reason, and when were they reinstated:

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Attachment A – Not required for response per K Killourie Attachment B Bidders Statement Interested Bidders are asked to review and provide, as completely and accurately as possible, a written response on each applicable section below: Type of Business Organization Please check the appropriate box(es). The Bidder represents that it operates as: X A CORPORATION incorporated under the laws of the State of Nevada ______ An INDIVIDUAL ______ A PARTNERSHIP ______ A NON-PROFIT ORGANIZATION ______ A JOINT VENTURE Federal Employer Identification Number: Parent Company and Identifying Data A "parent" company, for the purposes of this provision, is one that owns or controls the activities and basic business policies of the Bidder. To own the Bidding company means that the "parent" company must own more than 50 percent of the voting rights in that company. A company may control a Bidder as a "parent" even though not meeting the requirements for such ownership if the "parent" company is able to formulate, determine or veto basic policy decisions of the Bidder through the use of dominant minority voting rights, use of proxy voting or otherwise. The Bidder: ________ IS X IS NOT owned or controlled by a “parent” company If the Bidder IS owned or controlled by a "parent" company, Bidder shall provide the name, address, phone and fax numbers, and Federal I.D. No. of the company.

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Private Business Contracts MCCCD requires a minimum of five (5) current and local references for which you are providing same or similar products and services specified herein. Please indicate below the businesses for which you have provided such during the past two (2) years:

1. Company Name: University of Phoenix (Carla Carter)

Address: 1625 West Fountainhead Parkway, Tempe, AZ 85282 Phone #: (480) 557-3285 Fax #: (480) 303-5832

Email: Wayne.Foraker@phoenix.edu

Contact Person: Wayne Foraker, Senior Director, Office of Institutional Quality

Contract Period From: February 2010 To: December 2010

Describe Services: Trained and coached teams applying for the 2010 Arizona Performance Excellence Award program; trained and mentored the Institutional Quality Senior Director and his staff in designing the strategy for the applications with the applicants, reviewing the written application content and reviewing the feedback reports once received from AQA. During this time, assisted in the design of the university’s quality model,, integrating Baldrige with the Higher Learning Commission’s model.

2. Company Name: Brigham Young University – Continuing Educations (Dr. Paul Fields)

Address: 130 Harman Continuing Education Building, Provo, UT 84602

Phone #: (801) 422-6760 Fax #: (801) 422-0730

Email: Robert.holcombe@byu.edu Contact Person: Robert Holcombe, Administrator, Conferences and Workshops

Contract Period From: January 2010 To: present

Describe Services: Developed, and delivered Professional Development Program including Quality Management and Project Management certification examination preparation training for all American Society for Quality (ASQ) and Project Management Institute (PMI) certifications. Training included Six Sigma Black Belt and Six Sigma Green, Project Management Professional, and Certified Associate in Project Management. Training courses are provided on the BYU campus in Provo, Utah, at the BYU Salt Lake Center, and by tele-training to locations all across the USA and around the world.

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3. Company Name: Prudential Arizona Properties ( Greg Crook)

Address: 6702 East Cave Creek Road, Cave Creek, AZ

Phone #: (480) 575-6675 Fax #: (480) 575-6678

Contact Person: Mr Russ Kort (Former VP Sales for Flower Foods Phoenix)

Contract Period From: 2005 To: 2010

Describe Services: Internal consultant at Holsum Bakery (division of Flower Foods) for process redesign, improvement, and Black Belt Coaching. 4. Company Name: Baker Group (Dennis Sowards)

Address: 4224 Hubbell Ave Des Moines, Iowa 50317 Phone #: (515) 299-4000 Fax #: (515) 266-1025

Email: kummd@thebakergroup.com Contact Person: Mr Doug Kumm

Contract Period From: 2008 To: present

Describe Services: Performing Lean implementation with services ranging from 5S to Last Planner to Root Cause Analysis training.

5. Company Name: Dee Cramer, Inc. (Dennis Sowards)

Address: 4221 E Baldwin Rd Holly, Michigan 48442

Phone #: (810) 579-5000 Fax #: (810) 579-2664

Email: mattc@deecramer.com Contact Person: Mr. Matt Cramerh

Contract Period From: December 2010 To: present

Describe Services: Lean implementation conducting 5S training and deployment, VSM and process improvement.

Federal, State or Other Political Subdivision Contracts MCCCD is also interested in speaking with public agencies or educational institutions for whom you have provided such products and services covered herein: 1. Company Name: Arizona Department of Education (Carla Carter, Larry Lambert)

Address: 1535 W Jefferson Street Bin2, Phoenix, AZ 85007

Phone #: (602) 364-2347 Fax #: (602) 542-5440

Email: Elliott.Hibbs@azed.gov

Contact Person: Elliott Hibbs, Deputy Superintendent

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Contract Period From: November 2011 To: March 2012

Describe Services: Grant Management Process Improvement and Restructuring was a strategic priority for the Department in its goal to achieve “Knock Your Socks Off Service”. Beginning with Voice of the Customer data collection to determine strengths and gaps from the customer point of view, a Kaizen Event using the Six Sigma DMAIC method was held which improved service, increased consistency and reduced cycle time for the Grant Management Division. Simultaneously, a more effective and efficient structure was designed which brought process management and knowledge transfer to the forefront as keys to more effective and efficient operations. Lean Six Sigma results estimated cycle time decreases of 50%, and the improvements are well on their way through implementation. Past efforts with Mr. Hibbs include strategic planning, quality policy and process improvement over more than a decade. many years.

2. Company Name: AZ Department of Transportation (Carla Carter, Larry Lambert)

Address: 206 S 17th Ave MD 102A Phoenix, AZ 85007

Phone #: (602) 370-5322 Cell | 602) 712-7391 Main Line Fax #: (602 712-8315

Contact Person: r Julio Alvarado, State Engineer’s Office

Contract Period From: March 2006 To: present

Describe Services: Multiple process improvement or process management projects over many years coaching teams in improving processes such as: Quality Checklists, Post Design, LPA Oversight and Monitoring, Engineering Consultant Quality, Project Finals, Administrative processes, among others. Julio was also part of the Quality Steering Team overseeing the implementation of the ISO-based Quality System for the Engineering Division where over 20 successful LEAN process improvement projects were completed valued at over $4 million. This work also included training and process/procedure documentation.

3. Company Name: Arizona Department of Transportation (Carla Carter)

Address: 205 S. 17th Ave, Room 295E, MD 614, Phoenix, AZ 85007

Phone #: (602) 712-8427 Fax #: (602) 712-7630

Email: bdariush@dot.state.az.us

Contact Person: Bahram Dariush, Transportation Engineering Manager

Contract Period From: 2003 To: present

Describe Services: Recently Mr. Dariush has taken the helm of a new Local Public Agency section and Carla has been asked to coach a team that is developing the framework and core process for oversight and monitoring local agency projects. But as long ago as 2003, Project Management was seen as a core for ADOT and a generic training course was created. In 2005, Statewide Project Management commissioned a customized offering for ADOT engineering PMs which included a case study based on a real project and intertwined project management tools/skills with education about

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ADOT’s Project Development process. This was mandated and offered to hundreds of ADOT PMs and consultants. In 2007, an initial process improvement was conducted which resulted in quality improvements to the project management process and in 2008, a larger cross-functional team was chartered to more fully improve the process. Mr. Dariush has been a part of many of these efforts over the years.

4. Company Name: Maricopa County (Carla Carter, Dennis Sowards)

Address: 301 West Jefferson, 10th Floor, Phoenix, AZ 85003

Phone #: (602) 506-3415 (County Manager’s Office) Fax #: (602) 506-3328

Email: DSmith@svdp-phx-az.org Contact Person: David Smith was the County Manager, he has since retired from Maricopa County and now is the Chief Operating Officer. For a reference on the below project you can reach him directly at St Vincent de Paul at (602) 261-6845 | Cell (480) 550-2138 or DSmith@svdp-phx-az.org

Contract Period From: 2004 To: April 2012

Describe Services: Mr. Smith recently retired from the County as County Manager and is the Chief Operating Officer at St. Vincent de Paul. His reference is related to the highly successful State Quality Award program he led for eight years as the County Manager. Beginning in 2004 as a strategic objective, he used the State Quality Award program to act as the County’s improvement initiative to accelerate learning and process analysis in the organization. Over the years, 35 different work teams applied for the award, all with strong results in improving their process or program. Recognition was awarded for as wide ranging services as Adult Education, Animal Licensing, Scoreboard Measurement, Expedited Permitting, Supervision of the Seriously Mentally Ill and Medical Inventory, to name a few. During this time, Maricopa County received more awards than any other organization in the State of Arizona. The new County Manager has determined that the program has great value, receiving very positive feedback from employees, and he will be continuing it.

5. Company Name: Maricopa County (Carla Carter)

Address: 301 West Jefferson, 3rd Floor, Phoenix, AZ 85003

Phone #: (602) 506-7062 | Cell (480) 688-3537 Fax #: (602) 506-3063

Email: lmushkat@mail.maricopa.gov

Contact Person: Linda Mushkatel, Special Projects Manager

Contract Period From: February 2009 To: present

Describe Services: Primary work with Linda directly was to co-manage 11 CII (continuous improvement) teams for the County Manager and to support the ongoing success of the County Innovation Team since the end of the larger effort. Conducted benchmarking in innovation for the team, adapted best practice to design the County Idea Factory (a web-based crowdsourcing collaboration and idea generation methodology, assisted in designing a product development process to move the ideas to implementation and streamlined the suggestion system process. A special success was the Designing for

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Innovation Forum which was spearheaded by Ms. Carter to engage a large number of middle managers in design thinking and co-creating the Innovation effort for the County in a large search conference setting.

6. Company Name: Maricopa County (Carla Carter, Dennis Sowards)

Address: 2500 S 27th Ave Phoenix, AZ 85009

Phone #: (602) 506-8515 | Cell (602) 525-3201 Fax #: (602) 372-7556

Email: rsilva@mail.maricopa.gov

Contact Person: Rodrigo Silva, Assistant County Manager

Contract Period From: June 2007 To: November 2011

Describe Services: Multiple projects varying from Strategic Planning to :State Quality Award coaching to facilitation of a CII (continuous improvement team) and focus groups with alliance partners. Pre-planning with key members of the Alliance led to the design of a three-year strategic plan.. This was the first strategic plan for the newly formed non-profit that includes member organizations and representatives with their own missions and visions collaborating as partners in their overarching cause - ending animal homelessness and elevating the professionalism of the animal community in Arizona. In the two-day retreat, member representatives completed a SWOT analysis that led to the identification of the strategic issues to be addressed. From that point, they were able to develop the entire plan including the vision, the strategic goals with supporting objectives and create the actions to be taken through 2011 that would lead them to success and garner greater funding from their donors/stakeholder groups.

7. Company Name: Maricopa County Department of Transportation

Address: 2901 W. Durango, Phoenix, Arizona 85009

Phone #: (602) 506-4618 | Cell (602) 723-7180 Fax #: (602) 506-4750

Email: AlKattan@mail.maricopa.gov

Contact Person: Al Kattan, PMO & Construction Division Head

Contract Period From: April 2009 To: August 2012

Describe Services: The Transportation Department’s new leader initiated a Scoreboard Measurement system to shift the culture to high performance. CC & A was brought in to assist with implementation and five uses of measures (taken from the principal’s book, Making Measurement Work, were implemented to bring the Scoreboard to life. Mr. Kattan sponsors the use “set targets and improve”. LEAN process improvement teams addressed project status reporting, fleet equipment purchasing, design review, traffic calming, among others. C C & A oversaw the improvement effort, coaching a several of the teams and assisted in improving the measures of performance and the communications and buy-in of the staff to the new expectations. She has recently designed a training program to finish the current improvement of the scoping process with an internal subject matter expert.

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8. Company Name: Arizona Department of Transportation (Carla Carter, Judy Barrette)

Address: 6989 E. 2nd St., Prescott Valley, AZ 86314

Phone #: (602) 708-7342 Cell | (928) 759-2426 X3602 Fax: (928) 772-3399

Email: bopie@azdot.gov

Contact Person: Bonnie Opie, Partnering Facilitator

Contract Period From: May 2005 To: Present

Describe Services: Ms. Opie is being asked to speak to the training, team coaching and personal mentoring of the successful Quality System effort at ADOT. In this effort over 20 sections analyzed their processes resulting in over $4 million in reported savings to the Governor. This effort was in full swing before the economy spiraled and has since been supported by the few internal staff mentored to continue the improvement effort. . Ms. Opie is a prime example of talent unleashed and she learned how to coach teams using the ISO-based improvement process. She was promoted to a senior facilitator role in ADOT’s Partnering Office and recently recommended Carla Carter be brought back to handle work she could not service. On both ADOT’s Partnering and the State Training contract, Ms. Carter is actively supporting a project under each that Bonnie was too busy to accept herself.

9. Company Name: Arizona State University – Polytechnic Campus (Carla Carter)

Address: TEIM Dept., Santa Catalina Hall 251 D | 7271 East Sonoran Arroyo Mall, MC 2880, Mesa, AZ 85212-6415

Phone #: (480) 727-1304 Fax #: (480) 727-1538

Email: Jane.Humble@asu.edu Contact Person: Jane Humble, PhD, Asc. Professor – Technology Management

Contract Period From: 2003 To:Present

Describe Services: Dr. Humble has been a national Baldrige examiner and also played similar roles for the State. As a member of the Board of Overseers for the State Quality Award, Dr. Humble has been involved in the design and delivery of training for examiners with Ms. Carter. They are colleagues, not client/supplier, but it seems fitting to add Dr. Humble as a reference because she can portray Ms. Carter’s competencies and skills in the classroom with bright, dedicated working professionals and add perspective regarding how she thinks Ms. Carter would be accepted in higher education regarding Quality topics.

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Additional Business Information Standard Business Hours 1. Days of week available for services: Monday through Friday 2. Business hours of operation: 8:00am to 5:00pm 3. On-call/emergency service hours:

Phone Number(s): (480) 922-0043

Web Address: www.ChangeExcellence.com

Fax Number: (480) 922-0180

General Information: 4. Business License Number: FIN 88-0282052 | AZ Tax ID # 07-509-147r 5. Number of years in business under current name: 22 years 6. Number of offices in the State of Arizona: One 7. Business Classification (check applicable category):

Minority Owned Business (MBE)

Woman Owned Business (WBE) X

Does your firm hold this certification from any other agencies or companies?

No: _X__ Yes; _____ With Whom? 8. Name and address of office assigned to handle the MCCCD account:

6036 East Mountain View Road, Scottsdale, AZ 85253 9. Account Manager Information

Name: Carla C. Carter

Phone: (480) 922-0043

Pager: (602) 579-2510 Mobile

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10. Contractors License Number(s):

TYPE NUMBER

11. Do you ever sub-contract any of your services? NO X YES

If YES, which services? CC & A is a management consulting and training firm with subcontractor associates. Services provided by subs includes training, consulting, coaching and facilitation. Editing, desktop publishing and administrative support are also provided by independent contractors. Subcontractors are covered under CC & A insurance.

ATTACH ADDITIONAL SHEETS IF NECESSARY TO FURTHER DESCRIBE THE EXPERIENCE AND QUALIFICATIONS OF YOUR FIRM FOR PROVIDING THE PRODUCTS/SERVICES UNDER THE CONTRACT.

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Attachment C MCCCD Student Information System Non-Disclosure Agreement Carla C. Carter Name October 30, 2012 Date President Job Title Carla Carter & Associates, Inc. Company Name I, Carla C. Carter , agree that when given access to the Maricopa County Community College District Student Information System (SIS) database or file, I will not reveal or attempt to reveal any individually identifiable information furnished, acquired, retrieved, or assembled by me in connection with the SIS database for any purpose; I will not disclose to the public or otherwise, information from which a student’s records could be identified; I will not permit any other person to use a SIS account or password; I will not attempt to identify individual students in the SIS database by joining that data with other data available to me; I will ensure that information extracted from the SIS database is safeguarded and stored in a location and medium not accessible to anyone else but a MCCCD authorized person; I will report any loss or breach of security to the MCCCD Purchasing Office (Attn: Keith Killourie / 480-731-8518) immediately; I have read and agree to be bound by the Non-Disclosure Agreement between Maricopa County Community College District and my Company. Signature / Date Carla Carter & Associates, Inc. Company Name Please note we have signed copies of this form from each of our subcontrators on file, should you require copies of each, please let us know.