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Agenda 09/22/2020 Item #16E10 (Contract #20-7715 Contract Employment Services)09/22/2020 EXECUTIVE SUMMARY Recommendation to award Request for Proposal ("RFP") 20-7715, Contract Employment Services, to Key Staff, Inc., as the primary vendor, and 22°d Century Technologies, Inc., as the secondary vendor. OBJECTIVE: To transition current temporary and contracted staff to one agency -wide contract that meets the County's needs to support operations, programs and initiatives with flexibility as demands fluctuate. CONSIDERATIONS: Services of contract employment agencies have been routinely used in the successful operation of the County to perform a variety of entry-level, semi -technical and skilled work on an as -needed basis. These contracted resources supplement permanent staffing when County divisions experience staffing shortages due to attrition, leaves of absence, and surges in demand to allow efficient, continued operation of services to the residents and visitors of Collier County. The County's temporary employee pool (the "job bank") has been in existence since the 1990's and was established to provide divisions with a small group of staff on stand-by to fill in for short-term absences of an administrative nature. Over time, it has evolved to meet the needs of our organization, growing beyond only administrative staff to employing individuals in more than 50 classification titles from the County's Pay Plan including skilled trades, technical and professional positions. Administering the employment of temporary County staff encompassed increasing effort by division staff as well as the Human Resources, Information Technology and Risk Management teams. Additionally, changes in requirements for employing temporary workers prompted an evaluation of the County's practices to determine if alternative staffing models were available. In researching options for the County, staff discovered that a number of other government agencies in the state of Florida are using a contracted employment services model. These include Orange County, City of Tampa, Punta Gorda and Lee County. Based on this information, Procurement and Human Resources staff developed the scope of services for temporary employment to include categories and job titles held by current temporary and contract staff. On January 9, 2020 the Procurement Services Division issued Request for Information ("RFI") No. 20-7714, Contract Employment Services to over 5000 vendors that were identified under the temporary personnel and/or employment services categories. Following issuance of the RFI, the Procurement Services and Human Resources Divisions coordinated a workshop on February 10, 2020, to answer vendor questions and determine if vendors had the capacity to meet the County's business and operational needs. The RFI resulted in the receipt of favorable responses and affirmation that multiple vendors would be able to meet the County's requirements. Subsequently, the Procurement Services Division released RFP No. 20-7715 on March 20, 2020, to eight thousand four hundred eighty-one (8,481) vendors for the Contract Employment Services project. Interested firms reviewed one hundred forty-three (143) solicitation packages and the County received twenty-seven (27) proposals by the April 28, 2020 deadline. A selection committee convened to review and rank the proposals on August 4 and 5, 2020. Upon review of the proposals submitted, the selection committee ranked Key Staff Inc. and 22°d Century Technologies, Inc. as the top two responsive vendors. Staff recommends award to Key Staff Inc., as the primary vendor, and 22°d Century Technologies, Inc., as the secondary vendor, and seeks the termination of existing clerical services contract number 18-7304 with Premier Staffing Source, Inc.; Balanced Professionals Staffing, Inc.; and Sunshine Enterprise, Inc. as primary, secondary, and tertiary vendors respectively. When an operating division needs temporary employment services under one of the associated categories Packet Pg. 1831 09/22/2020 and job titles from the solicitation, its designated representative will first contact the primary vendor. If the primary vendor does not respond to the request within two (2) business days, or if the qualifications of a recommended contracted staff member are not commensurate with County needs, staff is may then engage with the secondary vendor, who shall have two (2) business days to respond. During emergency activations, County divisions may augment permanent staffing utilizing through these approved vendor(s). Contract staff may be given an emergency assignment based on division or organization needs when permanent employees have been deployed in support of the activation or emergency. In these cases, payment for contracted staff will align with the pay provisions for permanent full -and part-time staff under CMA 5900, Cessation of Normal Government Activities. The proposed attached Agreements have a three-year term, with two additional one-year renewal options. FISCAL IMPACT: Analysis of the previous two fiscal years, shows that the marked -up cost of temporary employees ranged from 18% to over 50% over salaries depending on the specific benefits included. Under the terms of these contracts, the primary vendor, KeyStaff, Inc., mark-up percentages will range from 18% to 28%, based on the category of staff requested; the secondary vendor, 22"d Century Technologies, Inc. carries a mark-up of 24% for all staffing categories. This is inclusive of administrative costs and all benefits offered to temporary staff under both agencies. As funds have already been budgeted by individual divisions for Fiscal Year 2021 for the costs of temporary employment, transition to the contract employment model should not incur any additional costs to the County for implementation. Multiple purchase orders may be issued each year across the County for these contracted services. GROWTH MANAGEMENT IMPACT: There are no Growth Management impacts associated with this action. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for Board approval. -SRT RECOMMENDATION: To approve the award of RFP # 20-7715 to Key Staff, Inc., as the primary vendor, and 22" d Century Technologies, Inc., as the secondary vendor, to provide Contracted Employment Services to County Divisions; authorize the Chairman to sign the associated Agreements; and authorize the termination of the current temporary services contracts. Prepared by: Amy Lyberg, Division Director, Human Resources ATTACHMENT(S) 1. [Linked] Key Staff Proposal (PDF) 2. [Linked] 20-7715 Keystaff VendorSigned (PDF) 3.20-7715 Keystaff Insurance 9-10-20 (PDF) 4. [Linked] 22nd Century Proposal (PDF) 5. [Linked] 20-7715 22ndCenturyTechnologies_VendorSigned (PDF) 6.20-7715 22ndCenturyTechnologies_Insurance 9-11-20 (PDF) 7.20-7715 - NORA final signed (PDF) Packet Pg. 1832 16.E.10 09/22/2020 COLLIER COUNTY Board of County Commissioners Item Number: 16.E.10 Doe ID: 13561 Item Summary: Recommendation to award Request for Proposal ("RFP") 20-7715, Contract Employment Services, to Key Staff, Inc., as the primary vendor, and 22nd Century Technologies, Inc., as the secondary vendor. Meeting Date: 09/22/2020 Prepared by: Title: Division Director - Human Resources — Human Resources Name: Amy Lyberg 09/15/2020 8:59 AM Submitted by: Title: Division Director - Human Resources — Human Resources Name: Amy Lyberg 09/15/2020 8:59 AM Approved By: Review: Administrative Services Department Procurement Services Procurement Services Procurement Services Administrative Services Department County Attorney's Office Office of Management and Budget Office of Management and Budget County Attorney's Office County Manager's Office Board of County Commissioners Paula Brethauer Level 1 Department Reviewer Sandra Herrera Additional Reviewer Evelyn Colon Additional Reviewer Opal Vann Level 1 Purchasing Gatekeeper Len Price Level 2 Department Head Review Scott Teach Level 2 Attorney Review Debra Windsor Level 3 OMB Gatekeeper Review Laura Wells Additional Reviewer Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Nick Casalanguida Level 4 County Manager Review MaryJo Brock Meeting Pending Completed 09/15/2020 12:08 PM Completed 09/15/2020 2:05 PM Completed 09/15/2020 2:17 PM Completed 09/15/2020 2:59 PM Completed 09/15/2020 3:59 PM Completed 09/15/2020 4:38 PM Completed 09/15/2020 4:49 PM Completed 09/16/2020 8:41 AM Completed 09/16/2020 9:17 AM Completed 09/16/2020 11:05 AM 09/22/2020 9:00 AM Packet Pg. 1833 16.E.10.c ACCOR E CERTIFICATE OF LIABILITY INSURANCE I DATEIN E/19/2020 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THI: CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIE: BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZE[ REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject t( the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to tht certificate holder in lieu of such endorsement(s). PRODUCER CONTACT NAME: Nick Laky The Odell Studner Group, LLC PHONE FAX 200 North Warner Road, Suite 450 AIC No Ext : 484-582-6033 AIC No): 484-582-6034 King of Prussia PA 19406 ADDRESS: nlaky@odellstudner.com INSURER(S) AFFORDING COVERAGE NAIC # INSURERA: Zurich American Insurance Company 16535 INSURED INSURER B : KeyStaff, Inc. 1610 Southern Blvd INSURER C West Palm Beach FL 33406 INSURERD: INSURER E : COVERAGES CERTIFICATE NUMBER: 399186762 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIO[ INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THI: CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MM/DD/YYYY POLICY EXP MM/DD/YYYY LIMITS A X COMMERCIAL GENERAL LIABILITY PRA969852308 3/7/2020 3/7/2021 EACH OCCURRENCE $ 1,000,000 CLAIMS -MADE OCCUR DAMAGE TO RENTED PREMISES Ea occurrence $ 1,000,000 MED EXP (Any one person) $ 10,000 PERSONAL & ADV INJURY $ 1,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 3,000,000 POLICY ❑ PRO- JECT ❑ LOC PRODUCTS - COMP/OP AGG $ 3,000,000 $ OTHER: A AUTOMOBILE LIABILITY PRA969852308 3/7/2020 3/7/2021 COMBINED SINGLE LIMIT Ea accident $ 1,000,000 BODILY INJURY (Per person) $ ANY AUTO ALL OWNED SCHEDULED AUTOS AUTOS BODILY INJURY (Per accident) $ X DAMAGE (Pe acRTY cident) $ HIRED AUTOS X NON -OWNED AUTOSA X UMBRELLA LIAB X OCCUR UMB946715708 3/7/2020 3/7/2021 EACH OCCURRENCE $ 4,000,000 AGGREGATE $ 4,000,000 EXCESS LAB CLAIMS -MADE DED X RETENTION $ 0 $ A WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N WC343481416 1/1/2020 1/1/2021 X PER OTH- STATUTE ER ANY PROPRIETOR/PARTNER/EXECUTIVE E.L. EACH ACCIDENT $ 1,000,000 OFFICER/MEMBER EXCLUDED? ❑ N / A E.L. DISEASE - EA EMPLOYEE $ 1,000,000 (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ 1,000,000 A Professional Liability PRA969852308 3/7/2020 3/7/2021 Limit Per Claim $1,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) General Liability coverage includes 30 day notice of cancellation. Collier County Board of County Commissioners is included as an Additional Insured with regard to General Liability coverage on a primary and non-contributory basis, when required by a written contract, but only as respects liability arising from the named insured's operations on behalf of the Additional Insured and subject to policy terms and conditions. CERTIFICATE HOLDER CANCELLATION Collier County Board of County Commissioners 3295 Tamiami Trail East Naples, FL 34112 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORI THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED It ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE (3uw_ r M CD N CD r I� N U C (C L S �I (a to N Y L0 r ti ti O N c a) !_ t V ns .r a ©1988-2014 ACORD CORPORATION. All rights reserved. ACORD 25 (2014/01) The ACORD name and logo are registered marks of ACORD Packet Pg. 1834 CERTIFICATE OF LIABILITY INSURANCE DATE( 16.E.10.f 1 09/11 /2020 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THI: CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIE! BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZE[ REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject t( the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to thi certificate holder in lieu of such endorsement(s). PRODUCER CONTACT NAME: Benjamin Levenson InsureYourCompany.com PHONE ggg 242-4675 FAX (732) 862-117, An ISU Network Member A/C No E:t): ( A/c No E-MAIL OUrcom an Insure 225 Cordons Corner Road Suite 1 H ADDRESS: Ben C Y P Y•com Manalapan NJ 07726 INSURER(S) AFFORDING COVERAGE NAIC # INSURERA: Atlantic Specialty Insurance Company 27154 INSURED INSURER B : Wesco Insurance Company 25011 22nd Century Technologies Inc Hartford Insurance 30104 220 Davidson Avenue, Suite 118 INSURERC: Somerset NJ 08873 INSURER D : INSURER E : COVERAGES CERTIFICATE NUMBER: 110731 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIO1 INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THI; CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MM/DD/YYYY POLICY EXP MM/DD/YYYY LIMITS A X COMMERCIAL GENERAL LIABILITY 711016584-0001 02/07/2020 02/07/2021 EACH OCCURRENCE $ 1,000, CLAIMS -MADE � OCCUR DAMAGE TO ante)$ PREMISES(E. occur 300, X MED EXP (Any one person) $ 10, CGL/Auto Deductible $2500 X Contractual Liability X x PERSONAL & ADV INJURY $ 1,000, GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 2,000, POLICY � JECT PRO- � LOC X PRODUCTS - COMP/OP AGG $ 2,000, $ OTHER: A AUTOMOBILE LIABILITY 711016584-0001 02/07/2020 02/07/2021 Ea a.deDtSINGLELIMIT $ 1,000, BODILY INJURY (Per person) $ ANY AUTO ALL OWNED SCHEDULED AUTOS AUTOS x X X BODILY INJURY (Per accident) $ X PROPERTY DAMAGE Per accident $ 50, HIRED AUTOS X NON -OWNED AUTOS Deductible $ 1, A X UMBRELLA LIAB X OCCUR 711016584-0001 02/07/2020 02/07/2021 EACH OCCURRENCE $ 12,000, AGGREGATE $ 12,000, EXCESS LLIAB CLAIMS -MADE x x DED X RETENTION $ 10,000 $ B WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N ANYPROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? ❑N (Mandatory in NH) N/A X W WC3483989 07/31 /2020 07/31 /2021 X PER OTH- STATUTE ER E.L. EACH ACCIDENT $ 1,000, E.L. DISEASE - EA EMPLOYEE $ 1,000, If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ 1,000, A Professional Liability 760010565-0001 02/07/2020 02/07/2021 $10,000,000 Each Claim / $10,000,000 Aggrega C 3rd Party Fidelity Crime Bond 13TP0322385 02/07/2020 02/07/2021 $5,000,000 Each Loss / $5,000,000 Aggregate A Cyber Liability 760010565-0001 02/07/2020 02/07/2021 $5,000,000 Each Claim / $5,000,000 Aggregate C EPL-Employment Practices Liab. 13KBO343846 11/18/2019 11/18/2020 $1,000,000 Each Claim / $1,000,000 Aggregate DESCRIPTION OF OPERATIONS / LOCATIONS I VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Collier County Board of County Commissioners as additional insured CERTIFICATE HOLDER CANCELLATION Collier County Board of County Commissioners 3295 Tamiami Trail E SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORI Naples FL 34112 THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED It ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE ACORD 25 (2014/01) CERT N0:110731 © 1988-2014 ACORD CORPORATION The ACORD name and logo are registered marks of ACORD Alan Levenson 09/11 /2020 All rights reserved. Packet Pg. 1835 DocuSign Envelope ID: 15CDBOC6-DF43-44OC-A9AC-1927807A7D50 16.E.10.g Comer County Administrative Services Department Procurement Services Division Notice of Recommended Award 0 Solicitation: 20-7715 Title: CONTRACT EMPLOYMENT SERVICES Q. c Due Date and Time: April 28, 2020 at 3:00 p.m. Company Name City State Final Ranking Responsive/ Responsible KEYSTAFF, INC. PALM BEACH GARDENS FL 1 Y/Y 22ND CENTURY TECHNOLOGIES, INC. SOMERSET NJ 2 Y/Y AD-VANCE PERSONNEL SERVICES, INC. BRADENTON FL 3 Y/Y BLUE ARBOR, INC. NEW BERN NC 4 Y/Y TRYFACTA, INC. PLEASANTON CA 5 Y/Y A & ASSOCIATES, INC WEST PALM BEACH FL 6 Y/Y 4 BEST BUSINESS CORP. WEST PALM BEACH FL 7 Y/Y COGENT INFOTECH CORP. PITTSBURGH PA 8 Y/Y CRESCENT BUSINESS SERVICES, INC. ST. AUGUSTINE FL 9 Y/Y GL STAFFING SERVICES, INC. MARGATE FL 10 Y/Y BEACON SYSTEMS, INC CORAL SPRINGS FL 11 Y/Y PREMIER STAFFING SOURCE, INC. LANHAM MD 12 Y/Y P.I.E. MANAGEMENT, L.L.C. DETROIT MI 13 Y/Y JMI PROFESSIONAL SERVICES, INC. LUTZ FL 14 Y/Y PRECISION STAFFING, INC. DBA AP RECRUITERS & ASSOC. WEST PALM BEACH FL 15 Y/Y CAREERS USA, INC. BOCA RATON FL 16 Y/Y CDS RESOURCES, LLC FT. LAUDERDALE FL 17 Y/Y WOLFCREEK CONSULTING INC. CORAL SPRINGS FL 18 Y/Y DISKRITER INC. PITTSBURGH PA 19 Y/Y STAFFACTORY LLC LOS ANGELES CA 20 Y/Y SUNSHINE ENTERPRISE USA L.L.C. OVIEDO FL 21 Y/Y BALANCE PROFESSIONAL, INC DBA BALANCE STAFFING HOLLYWOOD FL 22 Y/Y INFORMATION SYSTEMS CONSULTANTS, INC. AVON IN 23 Y/Y COMPLIANCE SOLUTIONS LLC SUGAR LAND TX 24 Y/Y REMEDY INTELLIGENT STAFFING ATLANTA GA 25 Y/Y PACKPLUS INC. NORTH MIAMI BEACH FL N/A N/N ANYTIME LABOR — SOUTHEAST FLORIDA LLC KEARNEY MO N/A N/N m u� M Packet Pg. 1836 DocuSign Envelope ID: 15CDBOC6-DF43-440C-A9AC-1927807A7D50 16.E.10.g Utilized Local Vendor Preference: Yes [::] No 0 Recommended Vendor(s) For Award: On March 20, 2020, the Procurement Services Division released Request for Proposal No. 20-7715 to Eight Thousand Four Hundred Eighty -One (8,481) vendors for the Contract Employment Services project. One Hundred Forty -Three (143) bid packages were reviewed, and Twenty -Seven (27) Submittals were received by the April 28, 2020 deadline. A selection committee convened on August 4 and 5, 2020. Packplus Inc. and Anytime Labor -Southeast Florida LLC were deemed non -responsive and non -responsible for failure to submit all of the required evaluation criteria. The final ranking resulted in a tie between Diskriter Inc. and Wolfcreek Consulting Inc. and a tie between Staffactory LLC and Sunshine Enterprise USA L.L.C. Pursuant to the solicitation documents and the Collier County Procurement Manual, the order of ranking was determined by separate coin toss for each tie. Award is recommended to KeyStaff, Inc., as Primary Vendor, and 22nd Century Technologies, Inc, as Secondary Vendor. Required Signatures Project Manager: KRIS MEDINA DocuSigned by: Y' 6 LLt r NLJ,i" 7A81 RMF3ND8... Procurement Strategist: SUE ZIMMERMAN DocuSigned by: StkZ FRQAR2R9Rf1RFAAQ Procurement Services Director: ccDocuSigne�dJby: �- 9a a,wiT era 8/28/2020 Date m u� M Packet Pg. 1837 `'Qs�i- ML ..ii� • 1' F q • a { 4001W.. ._ �.11 People. Partner. Prosper. KeyStaff R SECTION 1 ABILITY OF THE PROFESSIONAL PERSONNEL Cover Letter ✓ Key Personnel & Staff Qualification ✓ Company Organizational Chart for Collier County ✓ Collier County Start-up Team ✓ Resumes for Start up Team (experience of team) ✓ Valid Sunbiz for State of Florida W-9 Copy of Business Plan (2020 Goals) {EYST FF IS PROUD TO ACHIEVE 3 1 • A �- BUILDING• STRONG -WORKPLACES KeyStaff' April 2, 2020 Sue Zimmerman, Procurement Strategist Collier County Procurement Services Division 3295 Tamiami Trail East, Bldg C-2 Naples, Florida 34112 Dear Sue, Thank you for this opportunity to respond to this RFP for Contract Employment Services. We had the privilege of providing information for your RFI and attending your services orientation. As I mentioned before, it is important to choose a creditable and financially stable company with the ability to handle a large payroll and all of the diverse needs of Collier County. It can be the difference between a well -run operation where employees are happy and problems are few, or conversely a negative situation where poor placements and poor management create issues and liabilities and waste the valuable time of your management staff. KeyStaff would love the opportunity to be the staffing partner you choose for Collier County. We are a stable organization that has been in business for over 23 years and we are a minority owned company. We specialize in administrative, labor & professional staffing and we are able to handle your accounting, administrative, labor, skilled trades, project management, childcare and recreation activities you specified in your RFP. We can help you meet your minority goals because we are certified with the State of Florida, as well as nationally with WBENC. I want to stress my personal interest in working with Collier County and commitment to your staff if you choose KeyStaff as your partner. We can provide many examples of KeyStaff's abilities to provide the County with the best service. One similar situation where KeyStaff provided labor, administrative and professional placements was to Department of Military Affairs in St. Augustine, Florida. We had tartup team that transitioned employees and hired new staff. We put an on -site manager in place and provided all the necessary support and direction for this person to be successful. See the following 3 reference letters attesting to the service provided by KeyStaff to them over the course of 8 years. Due to pricing, we did not retain the contract when it went out to bid, but when the next contractor failed, we stepped in to make sure the departments did not shut down and the employees did not go without pay. KeyStaff' In mid -December 2019, we began proving staffing services for Sarasota County, and the transition to KeyStaff was smooth after many years with the same provider. Many managers and employees, had high anxiety on how to make this change when they had worked with the same staffing service for so many years. Sarasota County is a new customer to KeyStaff that can attest to a very recent successful transition. We fully understand what it takes to provide good service to many managers and departments throughout the County all having their unique requirements. It is a big job, where you have a lot of bosses, we understand what it takes to manage the process. urrently do not have an office in Collier County but would be willing to secure an office location upon award of the contract. In addition to fair wages, it has been our experience that offering some benefits to employees can have a big impact on retaining and recruiting staff. We are offering the employees who work at Collier County 11 paid holidays, and the employees who transfer to KeyStaff will receive this benefit immediately, We awithout a waiting period. re offering 5 days of PTO time, and we will also pay 50% of the medical insurance offered by KeyStaff as an additional benefit. I hope to show you with this proposal that KeyStaff is the right choice for Collier County. I can tell from the RFP that Collier County is the right match for KeyStaff. I promise you that you can count on me and the staff at KeyStaff to be there for Collier County to provide you with excellent service, you have my word. Sincerely, Jana rT'hoemke President KeyStaff Office — 800-608-2662 Fax-561-688-0759 Cell phone- 561-309-5963 ithoemke@mvkeystaff.com www.mvkeystaff.com STATE OF FLORIDA Department of Military Affairs Offire of tke Abintant 'entral St. Francis Barracks, P.O. Box 1008 St. Augustine, Florida 32085-1008 April 26, 2017 Keystaff, Inc. Attention: Ms. Jana Thoemke (President) 3540 Forest Hill Blvd. Suite #203 West Palm Beach, Florida 33406 SUBJECT: Letter of Recommendation Dear Ms. Thoemke: 1. The purpose of this memorandum is to provide a recommendation on behalf of Keystaff, Inc., during our contract service period for outstanding temporary staffing services and support to the Department of Military Affairs (DMA). Keystaff, Inc., had provided consistent, professional, and excellent service since our initial contract period that began in 2009. To show their attentiveness in the industry after their contract expired, a new contract vendor was awarded the contract but defaulted before their contract expired. Keystaff Inc., being proactive, heard of our situation, made the initial contact, and offered their support if needed. We accepted and within 24 hours, the DMA was back in business; thereby, avoiding a total shutdown of several major operational programs supported by their employees. As the HR Director and Contract Manager for this contract, Keystaff s high personal standard for excellence and support, which included a sense of urgency during our time of need, has been nothing short of full cooperation, compliance, and professionalism. 2. Keystaff has supported every reasonable endeavor requested of them without reservations. Within the State of Florida, there are many unique rules pertaining to the Public Sector environment and Keystaff, Inc., faced every challenge to provide the necessary services, support, and administrative hurdles asked of them. Their organization's key personnel are always responsive, timely, courteous, and provide the necessary communications needed to ensure closure on actions. Their total support to the DMA and willingness to ensure compliance in all employment facets has served us well. 1 highly recommend Keystaff, Inc., for any support needed regarding temporary employment services and support. 3. If you have any questions or need to validate any information, you may contact me at (904) 823-0239 or email at joseph.m.camit.nfgg)rnail.mil. Si rely, Joseph P. Cam Director of Human Resources & Contract Manager = STATE OF FLORIDA Department of Military Affairs QY$fire of t4r Abillhat $n1jeral, t* 5t. Francis Barracks, RO. Sox 1008 5t. Augustine, Florida 32085-1008 March 20, 2013 Keystaff, Inc. Attention; Ms. Jan Thoemke (President) 1800 Forest Hill Blvd, Suite-B-8 West Palm Beach, Florida 33406 SUBJECT: Letter of Recommendation Dear Ms. Thoemke: 1. The purpose of this memorandum is to provide a recommendation on behalf of Keystaff, Inc., for their outstanding temporary staffing services and support to the Department of Military Affairs (DMA). Keystaff, Inc., has provided consistent, professional, and excellent service since our contract period began in 2009. As the HR Director and Contract Manager for this contract, Keystaff's high personal standard for excellence and support has been nothing short of full cooperation, compliance, and attentiveness to our needs and the needs of their employees. 2. Keystaff has supported every reasonable endeavor requested of them without reservations. Although the State of Florida has many unique rules pertaining to the Public Sector environment, Keystaff, Inc., has faced every challenge to provide the necessary services and support asked of them. Their organization's key personnel are always responsive, timely, courteous, and a pleasure to work with. Their total support to the DMA and willingness to ensure compliance in all employment facets has served us well and continue to. I highly recommend Keystaff, Inc., for any support needed regarding temporary staffing. 3. If you have any questions or need to validate any information, you may contact me at (904) 823-0239 or email at 'ose h.m.camit.nf raj ail.miI. Sincerely. Joseph P. Camit Director of Human Resources & Contract Manager STATE OF FLORIDA DEPARTMENT OF MILITARY AFFAIRS ST FRANCIS BARRACKS P.O. BOX 1008 ST AUGUSTINE, FLORIDA 32085 17 November 2009 SUBJECT: Letter of Recommendation To Whom It May Concern The purpose of this memorandum is to attest to the professionalism, dedication, and willingness of Keystaff, Inc., to support and ensure the services they offer are done timely and accurately in accordance with our contract. Their high personal standards, professional courtesy, and attention -to -detail are indicative of the characteristics needed to be one of the very best. Keystaff Inc. continuously demonstrated during the demanding transition period from our previous contract and continues to demonstrate consistency and professional support of our requirements as our contracted vendor in support of the Department of Military Affairs. With the termination of our previous contract, Keystaff had very short notice to get a plan together. Without fail, Keystaff Inc. coordinated the transition of over 130 employees, which included preparing modified employee handbooks, arranging briefings on Human Resources, Risk Management, Workers Compensation, Finance & Accounting, and Medical Insurance within two -weeks time. The transition was practically seamless, with any and all speed bumps promptly acted upon swiftly to correct. They have supported our efforts of supporting the Florida National Guard without hesitation. Keystaff Inc. went out of their way to provide the necessary services and support ensuring contracted employees' pay was not disrupted and their operation continued without interruption. With the uniqueness of our organizational mission in support of the Florida National Guard, Keystaff Inc., has been a pleasure to work with and they continue to perform above and beyond the minimum standards. Keystaff Ins.'s, entire staff has displayed nothing short of positive attitudes, selfless service, and dedication to their job and employer which has earned them our trust and confidence. Their support and willingness to ensure compliance in all employment facets is an asset to our agency. If you need to contact me for any reason, I can be reached at (904) 823-02392 or email at i oseph. cam it& us . army . m i I . S' .� L �JOSEPH P. CAMIT Director of Human Resources ABOUT US Who we are Jana Thoemke, President Jennifer Cruz, Vice President Jessi Everhardt, Professional Division Manager Jessica Irons, Admin Division Manager Incorporated in 1997, KeyStaff is a woman owned Florida corporation that has been serving Florida for over 23 years! Our current locations 1204 include West Palm Beach, Ft. Lauderdale, Sarasota & St. Petersburg Florida. I We are a skilled team of staffing professionals utilizing our years of I experience and knowledge to fulfill our clients needs. With divisions that focus in administrative and clerical roles, light industrial, and our professional level direct hire placements division, KeyTalent, we offer a variety of services meeting and exceeding our clients needs. Visit our website to learn more about who we are as a team and organization at www.mykeystaff.com! A Peode. Partner. Prosser. 4 Temporary Placement This Program addresses our client's immediate needs based on fluctuations in production, special projects or seasonal needs. Direct Hire This Program addresses our client's immediate needs based on fluctuations in production, special projects or seasonal needs. Contract to Hire Much like our Temp to Perm, many of our professional level placements are offered positions at the end of their contract. r 0 Long -Term Placement It is similar to a temporary assignment, but is a longer period of employment. It could be anywhere from a few months to a few years. lb6 0 Holiday Rush Our experienced recruiters can help you find the people you need to meet your holiday goals and start your season off strong. Contract A temporary assignment needed to fulfill an immediate need. Temporary to Permanent This program allows our clients to evaluate an individual, risk -free, before making a hiring decision. ffff Overnight Staff We specialize in the recruiting and placement of temporary workers for both day and overnight shifts. KEYSTAFF Full Service Staffing Organizational Chart for Collier County Admin Division Manager Staff Qualifications: We will have local staff who will interact daily with the Collier County staff. When we had the DMA contract (3 reference letters that were provided), we had two Managers over the course of the 8 years we provided services to them. Both of the Managers did an excellent job. I, Jana Thoemke, am confident that we will be able to find good staff to propose to your management if we are awarded the contract. I would personal be involved in the selection of the proposed manager for Collier County, as I was with DMA. We would look for someone with a strong staffing background and knowledge of this industry. The number of people we will hire for Collier County, will depend on if we are awarded the entire contract or a portion of the contract. We will train our new staff prior to the start up, and we will have our current staff onsite working with the new staff for as long as necessary. We have done this before, and we have a process that has been proven to work. The following resumes outline the experience I bring to Collier County and the experience of my staff. The staff on the start up team has been with me from 7-16 years. They are all very experienced and qualified. The people listed on this chart will be the people supporting the staff in the Collier office. Start-up Transition Team for Collier County This is the team we have used to start and transition many accounts. We will have these team members and more if needed. .c'�'. KeyStaff JANATHOEMKE President Executive Summary Executive with over 25 years of experience in the Staffing Industry. Competent in directing KeyStaff on a daily operational level, as well as overseeing the financial management of the company. Proven track record of success in maintaining revenue streams, utilizing sales abilities and uses creativity to secure new business. Innovative manager and team builder who brings the highest level of enthusiasm to running a business. Twenty years' experience in the development, growth and leadership of personnel, expert in analyzing existing operations and implementing the strategies, processes and technologies to improve organizational performance. Strong communication skills, along with the ability to independently plan and direct all levels of business affairs. Implemented multiple programs and training processes. which have had a positive affect operationally and financially. Possess strong P&L management, project management, and human resources experience. Professional Background President KeyStaff 2007to Present West Palm Beach, FL I purchased the remaining shares of KeyStaff to become the sole owner in December of 2007. 1 have set and implemented goals for the company, I give direction and leadership to ensure that everyone understands our mission, and we are in position to achieve our goals. My duties on a daily basis include working closely with our Staffing Managers to ensure quality service is being provided to the customers. I assist the Sales Manager in forecasting his territory and preparing bids and proposals. I work closely with our CFO on all financial matters relative to the operation of KeyStaff. • Increased sales through securing several large contacts. • Developed valuable business relationships with key clients/constituents • Earned a reputation as a valuable and cooperative coworker by being fair, honest, and willing to help others when needed; effectively resolving conflicts at appropriate times; and assisting new managers and other staff to become familiar with policy and operations Improved customer satisfaction through implementing changes in our hiring procedures Developed a successful sales and marketing plan within budget constraints Hired, trained and motivated sales, and staffing and administrative personnel off Vice President 1997 to 2007 Staff Plus/KeyStaff West Palm Beach, FL Started Staff Plus in 1997 and changed our name to KeyStaff in 1998. Assisted in developing and implementing company policies and procedures. P&L responsibility for each location. Developed staffing plans, prepared schedules, budgets, and growth projections for opening new locations. Developed and implemented a total quality process, which resulted in high standards being integrated into all operations of the company. Focused strongly on sales cost analysis, working directly with the sales team to develop effective presentations for our customers in West Palm Beach, Ft. Lauderdale and Sarasota markets. • Built market share in industrial business segments • Analyzed economic conditions, business trends, industry trends, and potential markets • Created integrated sales and marketing strategies, and coordinated program implementation for all KeyStaff offices • Held total responsibility for operations, staffing, sales, and net revenue • Managed all aspects of company from the day-to-day operations to forecasting for long -range goals Maintained above budget revenue and profit Additional Experience President IPN International Product Network Branch Manager ABMSecuntyServices Sales Representative ABMJanitorial Services Regional Manager/General Manger/Account Exec/Personnel Coordinator Personnel Pool of America (now known as Interim Personnel) 1996 to 1997 West Palm Beach, FL 1994 to 1996 West Palm Beach, FL 1990 to 1994 West Palm Beach, FL 1984 to 1990 West Palm Beach, FL off .c'�'. KeyStaff JENNIFER CRUZ Vice President Seasoned Recruiting Professional and Operations Manager with 17 years of extensive experience in Employment Agency multi -industry staffing. Adaptable and quick to respond in all situations while prioritizing needs of clients, employees, and vendors. Customer/Client based service advocate and leader that identifies customer/client needs, proactively anticipating any upcoming staffing changes. PROFESSIONAL EXPERIENCE 2017 - Present Vice President KeyStaff, Inc. KeyStaff is a WBENC certified, locally owned and operated, staffing agency servicing Florida since 1997. • Leads and directs operational teams (including training, knowledge management, workforce planning, quality management, performance management, etc.) companywide • Serves as lead liaison between client and recruiting teams with a focus on client care and service, ensuring premium results • Develops and nurtures client/customer relationships • Functions as a point of contact for all senior level accounts • Heads up Marketing Team ensuring KeyStaff branding reflects reputation and capabilities • Fosters team environment that provides extraordinary service for customers/clients • Maintains and reviews all fiscal reports for each Branch and company -wide • Develops strategies to ensure the customer/client experience is consistent with overall company strategy and values, and drive initiatives that maintains companies code of ethics • Creates and executes strategic sales and recruiting strategies to deliver maximum revenue potential. • Manages sales and recruiting procedures; support and enhance existing CRM infrastructure. • Defines and achieve metrics through improved sales and recruiting processes • Manages the sales and recruiting teams through motivation, coaching, and correction • Create monthly sales and recruitment activities and budget projections. 2012 - 2017 Regional Staffing Manager KeyStaff, Inc. • Lead and directed operational teams regionally to include three branches in Florida • Developed and implemented training plans, knowledge management, and internal staffing • Served as main point of contact for any escalated customer/client concerns ensuring favorable outcomes for client and company • Managed recruiting procedures, developed and implemented changes to advance processes • Developed and nurtured client/customer relationships • Develops strategies to ensure the customer/client experience is consistent with overall company strategy and values, and drive initiatives that maintains companies code of ethics 2010 — 2012 Branch Manager KeyStaff, Inc. 2006 — 2010 Staffing Specialist KeyStaff, Inc. 2003 — 2005 Payroll Specialist KeyStaff, Inc. TECHNICALSKILLS Excel I Outlook I Microsoft Office I Customer Service I Operations Management I Database Management I Data Analysis I Vendor Relations I Quality Control I Workforce Management I Training and Development I RM Software I TempWorks I Google Suite I Cloud Based Management off 'o' KeyStaff ow=:4 JESSICA IRONS Clerical Division Manager Managing Recruiter with a focus in Administrative and Clerical roles across all industries. Uses 15+ years' experience in recruiting and staffing to evaluate and anticipate client and customer needs, adapting in an ever -changing environment. PROFESSIONAL EXPERIENCE 2019- Present Clerical Division Manager KeyStaff, Inc. KeyStaff is a WBENC certified, locally owned and operated, staffing agency servicing Florida since 1997. • Serves as the lead recruiter and manager of KeyStaff's Clerical Division • Anticipates clients needs to ensure prompt candidate placement • Develops ads and posts using varying platforms to source for top talent • Keeps updated with new technology implemented in clerical and administrative fields • Develops relationships with clients to learn business needs and understand the ideal candidate • Oversees all recruiters assigned to the Clerical Division • Serves as a point of contact for all clients • Develops staffing strategies to ensure prompt staffing and minimize lag time in fills 2010 - 2018 Operations Manager KeyStaff, Inc. • Built partnerships and alliances with other organizations • Supported employee communication with management • Promoted company culture encouraging high morale and top performance • Developed and implemented policy, planning, and strategy decisions for the organization • Oversaw budgeting, reporting, planning and auditing of employee files • Ensured all legal and regulatory documents were filed and monitored according to laws and regulations • Identified and addressed problems/opportunities for the company 2006 - 2010 Staffing Specialist KeyStaff, Inc. • Recruited and staffed via full -cycle recruitment according to client needs • Partnered with Keeper of Records in Unemployment and Workers Compensation cases • Managed employment processes including coaching, disciplinary actions, and terminations • Maintained internal database of all employee files and records • Served as liaison and lead recruiter for assigned client • Reported all daily activity to Branch Manager 2004 - 2006 Administrative Assistant KeyStaff, Inc. • Served as the first point of contact for incoming clients and potential employees • Ensured all files are prepared and filed accordingly • Maintained schedule and tasks for Mgmt. • Answered calls and emails according to company policy • Provided next level customer service to all guests TECHNICAL SKILLS Excel I Outlook I Microsoft Office I Customer Service I Operations Management I Database Management I Data Analysis I Vendor Relations I Quality Control I Workforce Management I Training and Development I RM Software I TempWorks I Google Suite I Cloud Based Management off pop- KeyStaff1 RAY GALINDEZ Sales Manager & Recruitment Professional Bilingual/Spanish Top -producing Executive and Direct Marketing Sales professional credited with business expansion, revenue growth, and high rate of satisfaction among business clients. Effective and tenacious negotiator remaining calm under pressure, and capable of adapting to the varying range of client business needs. PROFESSIONAL EXPERIENCE 2018— Present Sales Manager KeyStaff, Inc. 2013-2018 Client Development Specialist KeyStaff is a WBENC certified, locally owned and operated, staffing agency servicing Florida since 1997. • Develop and build client relationships at all supervisory and management levels • Fill client orders with qualified field staff promptly • Ensure weekly quality and productivity checks (audits) are performed • Ensure daily and weekly quotas are met • Assist in growth and development by expanding client usage through quality staffing and customer service • Perform and manage all aspects of the operations of the company related to the use of client site facilities, productivity tracking processes and client established metrics • Hire, train, coach and mentor branch personnel and or field staff leads • Manage office profitability • Assist the Credit Department in the collection of receivables • Operate in compliance and efficiently with KeyStaff's proprietary software program • Select, train and provide an environment for individual development of each staff member • Establish weekly, monthly and annual goals and develop strategies to achieve goals • Act as CSR hen required, recruit, and select interviews for field staff employees • Resolve issues for clients, branch personnel and field staff • Communicate and coordinate the various aspects of branch operations required to ensure compliance (Worker's Compensation, Unemployment, Human Resources, Legal, WOTC, etc.) • Financial management of branch operations (budgeting, forecasting, monthly P&L review, credit and collections, etc.) • Develop a fully operational and qualified staff by hiring and training employees according to established company guidelines • Identify developmental/career opportunities to ensure staff retention • Coach and counsel employees on behavioral and performance issues, document and take corrective action as necessary 2013-2014 Career Center Advisor Florida Career College • Accountable for direct support service to individual prospective students • Responsible for executing all elements of a proactive student outreach strategy • Establish rapport and build relationships with all students • Maintain up to date knowledge of schools, programs, procedures, careers, and any other service provided by Florida Career College • Guide prospective students through the campus admissions process and overcome any obstacles that may arise • Work closely with the Admissions, Education and Business departments to ensure students success in their prospective fields of study • Conduct mock interviews, dress for success and job fairs on campus • Build relationships with clients in the area in order to enhance the opportunity for student placements • Accurately forecast projected new students on a periodic basis off • Exemplify professionalism and a positive attitude for each prospective student • Conducted Verification of Employment on every student placed • Consolation with clients after the initial phone screen to explain company process and follow SOP 2009-2013 Front Desk Coordinator/Billing Specialist Uptown Pediatrics • Generate and distribute weekly schedule for doctors and clerical staff • Participate in monthly management team meetings • Developed and administrated employee training and staff -retention programs • Oversee training of front desk staff in policies, procedures and EMR Programs • Assist Practice Administrator with front office employee hiring, training and staff -retention programs • Monitor performance metrics and formulate an action plan for improvement as necessary • Work with Financial office to monitor financial reports including cop -pay collection, authorizations, registration errors, etc. • Process prior authorizations for medication and procedures EDUCATION 2005 LANGUAGES CORE SKILLS &COMPETENCIES Long Island University Physical Therapy Bachelors of Science ENGLISH SPANISH Native Native LEADERSHIP & MANAGEMENT CUSTOMER SERVICE SALES & MARKETING Articulate Communicator Empathetic Listener Budget Control Strategic Vision & Project Planning Calm Under Pressure Competitive Drive Operational Efficiencies Deadline Driven Efficient Negotiator Talent Acquisition Mutual Compromise Finder New Business Team Builder & Staff Leader Professional & Tenacious New Product Launches off KeyStaff JACK HOPSON Safety & Risk Manager PROFESSIONAL EXPERIENCE 2006 - Present Safety & Risk Manager KeyStaff, Inc. Directs, develops and oversees the general health and safety policies and procedures for KeyStaff. Ensures the client companies working with KeyStaff are in compliance with OSHA and other state, local or industry specific regulations and periodically conducts safety audits at client companies. Implements initiatives to reduce and prevent accidents, occupational illnesses and exposure to long term health hazards. Files and manages all Worker's Compensation claims and minimizes losses through proper management. Also, handles all UC Claims and is the Custodian of Records for KeyStaff. Active member of the National Safety Council Prior to 2006 President & Business owner First Electronics Business owner Electronics Repair and Service organization. Handles responsibilities such as creating business plans, arranging financing, hiring staff, reviewing sales, developing marketing strategies, overseeing daily activities, and identifying business opportunities. Managed all aspects of the business and had many large local clients in Omaha Nebraska like the Henry Dorley Zoo and Nebraska Furniture Mart. Managed office staff and a crew of electronic technicians that provided a service to repair tv's, computers, electronic video equipment and more. Qualifications Numerous credit hours and training in Safety Administration Background in Industrial Electronics, Consumer Electronics, CET and CSM Certified Background in Computer Technology, Microsoft and Unix Industrial Electronics and Master Service for Sharp, Panasonic, and Sony Education William Jewel College -Liberty Mo. Physics/Math University of Missouri — KS- Math University of Iowa- Remote Learning & technical training Iowa Western and Digital Engineering Iowa State- Audio Technology 419/2020 Detail by Entity Name DivisioN of CORPORATIONS R� of I rut �Uc iW .+rilfC Il� F7�/lif r'f l I: s�fi l f f p j��;2a[urfuuiezt�isIr� 1 ❑Ivislan of Cornoratinri I Search Record 1 ❑awii By j Detail by Entity Name Florida Profit Corporation KEYSTAFF, INC. Filing Information Document Number P97000077947 FEIIEIN Number 41-1887214 Date Filed 09/0811997 State FL Status ACTIVE Last Event REINSTATEMENT Event Date Filed 1113012000 Principal Aojjress 1610 southern Blvd West Palm Beach, FL 3340E Changed: 04/02/2020 Mailing Address 5790 DIXIE BELL ROAD PALM BEACH GARDENS. FL 33418 Changed: 01/18/2012 Registered Agent Name & Address THOEMKE, JANA 5790 DIXIE BELL ROAD PALM BEACH GARDENS, FL 33418 Name Changed: 04/16/2015 Address Changed: 02/25/2008 Officer/Director Detail Name & Address Title D THOEMKE, JANA 5790 DIXIE BELL RD PALM BEACH GARDENS, FL 33418 search.sunbiz.orgllnquirylCorporationSearchl5earchResultDetaii?inquirytype=EntityName&directionType=lnitial&searchNamearder-KEYSTAFF P970... 1!2 4/2/2020 Detail by Entity Name ,xm �- .e P. Report Year Filed Date 2018 03/07/2018 2019 02/12/2019 2020 01/1312020 Qctt'umenl Image 0111312020 •• ANNUAL REPORT view Imago in POF formal 0211212019 - ANNUAL REPORT View image in PDF format 0 310 h201 8 - ANNUAL REPORT View image in Paf< fprnal 0111812017 - ANNUAL. REPORT View [mega in PDF formal 0112012Q16 -- ANNUAL REPORT View image in PDF format 0612912Q15 AME}JQFD ANNUAL REPSL View Image in POF formal 9411W2915-•-Ai4END ED ANNUAL REPORT View image In PDF formal 01/1212016 •• ANNUAL REPORT View Imps in PDF formal Q1QdLQIA ANNUAL REPORT View Image in PDF foetal 0Ill W2013 --ANNUAL REPORT View Image in PDF format f1111fV2Q1$--ANNUAL REPORT View image In POF formal 0110712011 •- ANNUAL REPDRI View imago In PDF format 02/0412010 ANNUAL REPORT Vlew image In PDF formal 01/29/2009 - ANNUAL REPORI View imago in PDF Formal Li2/2512Q08 -- ANNUAL REPORT View image in POF format J 01123/2007 - ANNUAL REPORT View image in PDF format 1 03101312008 -- ANNUAL REPORT View image in PDF formal 04, 211,2005 •- ANNUAL REPORT View image in POF format OU01200 -- ANNUAL REPORT View image in PDF format DWI 112003 ..ANNUAL REPORT Vow. Image in PDF formal View image in PDF format {I,baligQ01 •- O}NOir Rail l View image in PDF format View Image in POF formal View image in PDF formal View image in PDF formal Q511411FlEi@ Nan1e Chang@ View image in POF format '— Q31" 7.211(199_•• ANNUAL REPORT View image in PDF format &2&1998 - ANNUAL REPORT View image in PDF format W71aPif;'i^•IMITT 7- 7111=! ;, - r sea rch.sunbix.org/InquiryICorpora tionSearch;SearchResuIMeta tl?inquirytype=EntitVName&directionTVpe=lnitia4&sea rchName0rder=KEYSTAFF P970... 2/2 � Request for Taxpayer Give Form Form (Rev -0ctobar 2018) Identification Number and Certification to the requester. Do net Department of the Treasury send to the IRS. Internal Revenue Serviee ■ Go to www.irs.gov/FormW9 for instructions and the latest information. 1 Name ias shown on your income tax return). Name is required on this line; do not leave this line blank. KeyStaff, Inc 2 Susinass nameldisregarded entity name, if different from above m 3 Check appropriate box for federal tax classification of the person whose name is entered on line 1. Check only one of the 4 Exemptions (codes apply only to M following seven boxes. certain entities, not individuals; see o ❑ Individual/sole proprietor or ❑ C Corporation E 5 Corporation ❑ Partnership ❑ Trust/estate instructions on page 3): csingle member LLC Exempt payee code (if any) ❑ Limited liability company. Enter the tax classification (C=C corporation, S--S corporation, P=Partnership) ■ `p Note: Check the appropriate box in the line above for the tax classification of the single -member owner. Do not check Exemption from FATCA reporting C fA LLC if the LLG is classified as a single -member LLC that is disregarded from the owner unless the owner of the LLC is another LLC that is disregarded from for federal code (if any) G7 not the owner U.S. tax purposes. Otherwise, a single -member LLC that is disregarded from the owner should Check the approprate box for tha tax classification of its owner. g❑ Other (see instructions) (Applies to accounts m mmnw ov25,ce me u SJ N 5 Address (number, street, and apt. or suite no.) See instructions. Requester's name and address {optional) P.Q. Box 4249 B City, state, and ZIP code St Paul,MN 55104 7 List account number(s) here (optional) Taxpayer Identification Number (TIN) Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid Social security number �n backup withholding. For individuals, this is generally your social security number (s. However, fora _ m ICJ resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, lateate r. For other entities, it is your employer identification number (E€N). If you do not have a nurn ber, see How to get a TIN, later, or Note: If the account is in more than one name, see the instructions for line 1. Also see What Name and Employer identification number Number To Give the Requester for guidelines on whose number to enter. 77—� MMMM94"MMMo Certification Under penalties of perjury, I certify that: 1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and 2. I am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the intemal Revenue Service (IRS) that I am subject to backup withholding as a result of a failure to report all Interest or dividends, or (c) the IRS has notified me that I am no longer subject to backup withholding; and 3. 1 am a U.S. citizen or other U.S. person (defined below); and 4. The FATCA codes) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct. Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage interest paid, acquisition or abandonment of secge4roperty, 5Aaeektion of debt, contr ns to an individual retirement arrangement (IRA), and generally, payments other than interest and dividends, you arl not Ku to sign th Ication, but you must provide your correct TIN. See the instructions for Part II, later. `Her Signature of � Here U.S. person IN - Data ■ 1 J General Instructi6ns Section references arg-td the Internal Revenue Code unless otherwise noted. Future developments. For the latest information about developments related to Form VV-9 and its instructions, such as legislation enacted after they were published, go to www.irs.gov/FormW9. Purpose of Form An individual or entity (Form W-9 requester) who is required to file an information return with the IRS must obtain your correct taxpayer identification number (TIN) which may be your social security number (SSN), individual taxpayer identification number (ITIN), adoption taxpayer identification number (ATIN), or employer identification number (EiN), to report on an information return the amount paid to you, or other amount reportable on an information return. Examples of information returns include, but are not limited to, the following. • Form 1099-INT (interest earned or paid) ■ Form 1099-01V (dividends, including those from stocks or mutual funds) • Form 1099-MISO (various types of income, prizes, awards, or gross proceeds) • Form 1099-B (stock or mutual fund sales and certain other transactions by brokers) • Form 1099-S (proceeds from real estate transactions) • Form 1099-K (merchant card and third party network transactions) • Form 1098 (home mortgage interest), 1098-E (student loan interest), 1098-T (tuition) • Form 1099-C (canceled debt) ■ Form 1099-A (acquisition or abandonment of secured property) Use Form W-9 only if you are a U.S. person (including a resident alien), to provide your correct TIN. If you do not return Form W-9 to the requester with a TIN, you might be subject to backup withholding. See What is backup withholding, later. Cat. No. 10231 X Form w-9 (Rev. 10-2018) Business Plan 23 years in business still requires annual changes & evaluation Following pages are my plan for 2020 When I started in business over 23 years ago, and I, Jana Thoemke, had a formal business plan at that time, which is no longer relative to our business. For many years now, at the beginning of each new year, I meet with staff members and we discuss and write down what we did to improve in the previous year, and what we plan to do improve in the year ahead. We are always trying to make significant improvements every year. We also discuss how we will continue to grow our business, and what positive changes we can make. Every year I write this down to keep us on track, and I refer to it in my process for the following year. I am including some of this plan for you, as requested, in the following pages. This was written in January 2020, prior to COVID-19 situation. I currently have my full staff working and we are positioning ourselves for success when our clients return to work. , , KeyStaff VERSION 1.0 1/27/20 goo KeyStaff R BUSINESS PLAN FOR 2020 SALES & MARKETING CHANGES FOR 2020 AND FORWARD PRESENTED BY: JANA THOEMKE Confidential BUSINESS PLAN FOR 2020 Forecast US GDP growth in 2020 is currently forecast to be over 2.0%. The unemployment rate remains low and inflation is on target. In September SIA projected the US staffing industry will grow 3.0% in 2019 to reach a record $152.1 billion. This represents the tenth consecutive year of growth. SIA forecasts 3.0% growth for the industry in 2020. HOW WE IMPROVED IN 2019 In 2019 most of our focus was on Operations. We improved our on-line application, and interviewing process to include an online interviewing questionnaire completed by the Staffing Specialists. We implemented the "Safety Starts with Me" process and improved our training and safety communications with new hires and employees. We implemented a program to recognize all employee who are hired permanently. We started to improve our Social Media efforts. In 2020 we will focus on increasing our sales with clients who are safety conscience and continuing to improve our social media efforts to help us in primary recruiting but also in building sales. KEYSTAFFS SOCIAL MEDIA EFFORTS & GOOGLE The last quarter of 2019 we began to improve our social media efforts with Facebook, LinkedIn, Twitter and Instagram. We posted weekly updates. We have a Halloween party for employees; we gave away Thanksgiving dinners and TV's at Christmas, we hosted Santa at Hoffmans's Winter Wonderland for most of December. We reached out to employees by phone, email and we worked at improving our social media efforts. We began posting our job openings consistently on Linkedin, Facebook and Twitter. KeyStaff's Staffing Specialists have made efforts to ask for new hires and applicants to like us on social media. Our efforts are resulting an increased number of people looking for KeyStaf£ Due to all efforts we are having approximately 20 new 1/27/20 Business plan for 2020 1 Confidential applications being submitted to our website a day in our service markets. For example, Google reported that 6,437 people looked for KeyStaff in West Palm Beach the last 30 days (from 12/24/19- 1/24/20) and 5004 people looked for KeyStaff in Ft. Lauderdale. It looks like we are starting to make progress from the google statistics listed on the following pages. As far as our website page placement (SEO placement), we are very poorly positioned in this area. It does make a big difference in the candidates you receive and how they find you. Current most of our candidates are looking for us directly and searching for KeyStaff (you will see this in our examples below). To hire a company to fix this for us is $1,500.00 per month and could take 6 months to get us to where we need to be at in page placement and driving people to our website, a $9,000- dollar investment to really do it right. This is something I would like to do in the future, but not this year. In the meantime, Jessi will try to make some SEO improvements for us. The SEO Score is a measure of how well the user -facing and technical aspects of your site contribute to search engine optimization, and ultimately, higher rankings and organic traffic. Your site's final SEO Score is determined by its performance in four subcategories: Technical, Content, User Experience, and Mobile. KeyStaff s current SEO Score is 58 and we will check it again and our progress at the beginning of 2021. Our plan this year with social media is to continue to improve our efforts with additional postings and planned events. Posting our blogs on our website will help our SEO as well. Our goals with our social media sites are focused to attact employees to engage and apply at KeyStaff. Although this year with our new marketing plans, we will market webinars to add value to our clients and to attract new clients on LinkedIn as it is the most professional venue for social media. The sales staff actively uses LinkedIn to reach their contacts. We will continue to work to drive traffic to our website for both potiental employees and clients. 1/27/20 Business plan for 2020 2 Confidential KeyStaff- West Palm Google Search How customers search for your business 1 month 0 Direct Customers who find your listing searching for your business name or address ©Discovery Customers who find your listing searching for a category, product, or service 0 Branded Customers who find your listing searching for a brand related to your business C 1/27/20 Business plan for 2020 3 Confidential KeyStaff Ft. Lauderdale Google Search How customers search for your business 1 month ODirect Customers who find your listing searching for your business name or address 0 Discovery Customers who find your listing searching for a category, product, or service 0 Branded Customers who find your listing searching for a brand related to your business i n ■ Ri icinaccac rn�iti� rarant nhntnc ttirnirall�� rnrai�ro mnro rlirlrc to thair infohcitac Pnct nhntnc O 1/27/20 Business plan for 2020 4 Confidential KeyStaff- West Palm Google Search Queries used to find your business • Send feedback Q The most popular queries for your business by unique users 1 month Query Users 1 keystaff 81 2 key staff 33 3 key staffing 27 4 staffing agency 23 5 keystaff inc 16 6 temp agency near me 15 7 atlantic aviation pbi, southern boulevard, west palm beach, fl 12 8 staffing agency near me 12 9 1610 <10 10 agencia de colocacion <10 1/27/20 Business plan for 2020 5 Confidential KeyStaff Ft. Lauderdale Google Search Queries used to find your business - Send feedback The most popular queries for your business by unique users 1 month Query Users 1 keystaff 54 2 key staff 28 3 key staffing 27 4 staffing agency 25 5 1500 <10 6 aerotek near me 410 7 agencia empleo <10 8 agencias de empleo <10 9 agencias de empleo near me <10 10 agencies -10 1/27/20 Business plan for 2020 6 Confidential KeyStaff- West Palm Google Search Customer actions The most common actions that customers take on your listing 1 month Total actions 602 60 IN 30 15 0 Dec 29 Jan 5 Jan 12 Jan 19 KeyStaff Ft. Lauderdale Google Search Customer actions The most common actions that customers take on your listing 1 month Total actions 371 32 24 15 8 0 Jan 5 Jan 12 Jan 19 (D ■ & Visit your website 159 ® 4(:� Request directions 105 ■ ` Call you 338 ■ S) Visit your wehsite 105 Request directions 69 ■ ` Call you 197 O 1/27/20 Business plan for 2020 7 Confidential KeyStaff- West Palm Google Search Phone calls When and how many times customers call your business Day of week 1 month Total c Mon 114 120 90 60 30 0- 0 E Mon Tue Wed 0 Do you want more calls? Create an ad Thu Fri Sat Sur KeyStaff Ft. Lauderdale Google Search Phone calls When and how many times customers call your business Day of week - 1 month Total calls 206 Mon ,47 so 60 40 20 0 Mon Tue Wed Thu Fri Sat K a 1/27/20 Business plan for 2020 8 Confidential KeyStaff- West Palm Google Search Photo views The number of times your business photos have been viewed, compared to photos from other businesses All photos t month 1,000 750 50C 250 Q � Dee 29 Jan 5 Jan 12 Jan 19 ■ You 13 9K ■ Businesses like you 1.b8K OYour photos receive 725% more views than similar businesses. Post more to stay ahead Photo quantity The number of photos that appear on your business, compared to photos from other businesses You Businesses like you 0 5 10 15 2Q Customer photos ■ Owner photos 0 0 1/27/20 Business plan for 2020 9 Confidential KeyStaff Ft. Lauderdale Google Search Photo views The number of times your business photos have been viewed, compared to photos from other businesses All photos 1 month son 22r 150 75 Dec 29 ,lan 5 Jan 12 Jan 111 0 Your photos receive about as many views as similar businesses. Post more photos Photo quantity The number of photos that appear on your business, compared to photos from other businesses You Businesses like you 0 1.5 3 4.5 6 ■ You 177K ■ Businesses like you 3.73K Customer photos ■ Owner photos O 1/27/20 Business plan for 2020 10 Confidential Our agenda for the months ahead includes the following events that we will promote: January 1/25/20 Mud Girl Run for Breast Cancer February 2/1/20 Little Smiles- Stars Ball 2/5/20 Safety Meeting 2/14/20 Valentine's Day give away baskets (baskets include movie theatre tickets, popcorn, candy, gift card etc. Post videos from marketing company Post monthly blog from marketing on LinkedIn March 2020 3/6/20 Employee Appreciation Day post sites "thanks for all they do" 3/7/20 Cardinal Newman fundraising auction event (KeyStaff sponsors) 3/11/20 Safety Meeting 3/17/20 Come see us in the office on March 17t" for a St. Patrick's Day gift. (gift bag with colored twizzlers for a rainbow and rolos for pot of gold). Maybe take to clients too. Post video from marketing company Post monthly blog on LinkedIn Post HR e-magazine on LinkedIn (every other month) April 2020 4-3-2020 The Lord's Place — KeyStaff joins the Lord's Place in sleeping out for homelessness awareness 4-22-20 Secretary's/ Administrative Professional Day (April 22nd 2020) — Thank you to all of our Admin Staff and we will go around and take roses or carnations to our Admin staff working that day. 4-8-2020 Safety Meeting Post videos from marketing company 1/27/20 Business plan for 2020 11 Confidential Post on LinkedIn weekly about webinar in May Post monthly blog on LinkedIn SALES PLAN OVERVIEW /COORDINATING WITH MARKETING EFFORTS OBJECTIVE The main objective is to further develop our business and increase our sales. We have made a commitment to implement a marketing plan that allows us to target our contacts through email campaigns, webinars and social media efforts. It is also providing us unique marketing materials to use in our sales process. This marketing plan will help us in reaching out to our current clients and sales database with a meaningful message. It is an added value for the sales team who will have more materials and videos to assist them in the sales process. It will also help us in targeting additional HR managers throughout the counties we service. I think the marketing materials will help us immediately this year in our sales efforts. This will be developed over a period of years where we are doing this consistently. I believe that we need to continue to develop our Direct Hire division, KeyTalent, over the next five years. Our goal is to double our sales in this Division in 2020. We are moving David into the direct hire salesperson position for this division, and we should see more results in the first quarter. OVERVIEW OF ACTIONS My goal is to secure at least 2 solid county or government contracts this year, totaling a minimum 200 employees working per week at approximately 6400 hours per week totaling minimum of 4.5 million in sales. I am being very selective, and I will only bid on accounts that are a right fit for KeyStaf£ 1/27/20 Business plan for 2020 12 Confidential I will also contact all of the WBENC members throughout this year. Ray has outlined the goals and direction for the sales team this year and mapped out a plan to meet these goals in a separate document. HOW WE WILL USE THE MARKETING TO OUR ADVANTAGE 10,011101)�:(1)ti. Each month we will make 4 new videos. One for sales (generally with a client testimonial), one for recruiting for social media, one for KeyTalent sales, and one for safety to send to employees and post as well. We may use some of our videos for additional training for our employees. 1ANI : I:Al 1111 .:X -PIP We are now set up to provide webinars quarterly to our clients and prospects. What is most exciting is that we are able to offer SHRM credit for continuing education requirements for our Webinars. We think this will be a great way to add value to our clients. We have set up a marketing plan to reach out to our customers and prospects and follow up after the webinars as well. 31LOGO We are posting a blog to our website and LinkedIn monthly. I Z I US. "0 % II\Il�;, We will be printing 150 HR Magazines and 75 LI Magazines every 2 months. A total of 6 times within a year. These magazines contain relevant and important information for our clients and focus on the current issues they are facing in the workplace. We will be split these magazines between the salespeople. They will be dropped off at our client and prospect locations. 1/27/20 Business plan for 2020 13 Confidential Following the release of hardcopy magazine, we will receive an e- magazine. We will send the e-magazine to clients and prospects who did not receive the hard copy. ADDITIONAL CHANGES WILL BE MADE IN OUR SALES PROCESS 1FANDWMTTE Y N®TESa We have incorporated writing handwritten notes back into the sales process. No one is doing it anymore and it will help us stand out. We write a note thanking the contact that takes the time to meet us and mail it. This will be noted in Tempworks and on the Client Development Trackers. NETIl WO R=G -0 It has gotten much more difficult to get appointments and get past the gate keepers. A referral from a client or meeting someone who can refer us in, can increase our chances of getting a meeting. Ray has joined the Hispanic Chamber of Commerce in Palm Beach County and he has also joined the Ambassador Committee to meet and welcome new members. Jen has agreed to join the Women's Executive group. I will be attending some functions with Women's Chamber of Commerce of the Palm Beach's to see if I feel this is worthwhile for connections as well as the Rotary Group of West Palm Beach. We are also joining the Hispanic Chamber in Ft. Lauderdale which John and Ray will work together to maximize our contacts in this organization. The rest of the sales reps will chose an organization in their territory and commit to increasing our networking in 2020. BTAD F RE0RGVANHZAUH0N00 FOR =YII°P�JLIENUo David will be moving to the KeyTalent Division and he will sell direct hire accounts. Jessi and David have a good working relationship and they should be a good team. 1/27/20 Business plan for 2020 14 Confidential IFGR ICEYOUAIFo We need maximize our coverage in the Counties we are currently servicing. Stanley is moving to a new territory, further North including Ft Pierce and Port St. Lucie. We have new sales reps starting in Broward and Dade County. ACCC;G iL�TUS UG CC;IL03IE EN 2020o Listed in detailed sales plan for 2020 provided by Sales Manager, Ray Galindez. 1/27/20 Business plan for 2020 15 J� 00owk KeyStaff SECTION 2 CERTIFIED MINORITY BISINESS ENTERPRISE ✓ State of Florida certificate ✓ WEBENC Certificate ✓ Collier County Anticipated Disadvantaged, Minority, Women or Veteran Participation Statement Looking for6re�alent? ffe Key ta I Temporary Placement, Temporary to Permanent, and Direct Hire Placement Agency www.mykeystaff.com 1-800-608-2662 C] LA u. U. OL � E " a v r� • � D • 4—j 0 a, ►) P 0 o cm I q ell. P 47 ' 10 In m r G' 1 744 00 '--d C1 w IL a } tLi ZE Q a W W = C7 0 �d W o KIM L'3 -v � L Ci f f: MIA [q O C7} N U z 4Lu 7 m R3 c � � o a c QU a N i N Q U 43 m E EL 0 {i m lLJ w boo a r7j � Ca m Q z ND WE C: 99Jo OEM r 4 ry N N N [V co (� � N C rlb V Q C � 0. lL a� U n r 7 � m c N o gE S 9932 Gs�J$7� �H c k2 C�y stcnDI m04 i sr m 8 h � 0 z D3 ao t .. u�i U N 0. Q � � 2 Z i� EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COUNTY ANTICIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT will be verified. unvefi%-Ne statuses wfll require the PR N-IE to either Droivde a revissed statement of provide source docurnentatton that %i!ziclares a A. PRIME VEN DORIC ONTRACTORINFORMATION P R I 1A E NA N1 r- I PRIME FL-D NUMBER I CONTRACT DOLLAR ANIOUNT IS THE PRUE A FLoRiaX:CERnvED D1SAD1.1A,*4TAGM, WETERM Y N 5 THE ACnVl7Y OF TKS CONTRACT.- MINORM OR WOMEN SUSM ESS ENTERPRiSE? DEE? Y N CONSTRUCT]ON y N (D6VMK1W5E) OR HAVE A SMALL DISADVAKAGED BUSMESS U CERTIF"TION FROM THE SMALL BU51NM MSS? Y N CONSULTAnON? y IN ADMIMSTRATIONIF ASE;NX-EDIWLEDVETEPAV WBE? N OThEp.? C, "I Sas &A? N f E%-f S 0", Ev !-',tC+N V N IFYE:,,F-V51G%NUMBER B. IF PRI ME HAS S UBC ONTRACTO R 0,11k S UPPLI E R WHO IS A DISADVANTAGED MINORITY, WOMEN -CI W NED, SMALL BUSINESS CONCERN OR SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SECTION OBE lc?,''` 5E I jTYFf0FW0RX0R ErINKITYCUDIE I I SUB,,'SUPPJER PERCI%T OF (G14TR4CT V"Fnam NAME SPECIALTY Isee Besowl DOLLAR AM1C4UNTI D 111, L Lp F_ - --.,LS I I C. SE(TION TO BE COMPLETED BY PRIME VENDOR/( ONTRACTO R NAME OF SUBMrFTER DATE TrTIE OF SUBtAr7TER �10 c� —Moemv)e' ql(") '� re'5-dej+ EMAIL ADDRESS OF PRWAE ISUBMWTER) TELEPHONE NUM&ER -T - FAX NUMBM e NOTE : This information is wed to track and report anticipated DBE or P.,zBE participinion in federally-furided contracts, 7. he anticipated 05E or m BE amount is voWntary and will oat become part of the contraoual terms, This form must be submitted at time of response to a soficitation.. 1 and whim awarded a county contract, the prime will be asked to update the information for the grant compliance files. ................... H,ispznic .4nierican Na tive Americ a n NA Asian-FacificArnencan AFC, 'M otkwr,: not of any other group listed 0 D,SECTION TO BE CONIPLETED BY COLLIER COUNTY NAME F [ACCEP'TED BY: I DATE I EXHIBIT I - 8 KeyStaff SECTION 3 PAST PERFORMANCE Summary of References ✓ Reference 1—Department of Military Affairs (DMA) ✓ Reference 2- Sarasota County ✓ Reference 3- RGF (news article) ✓ Reference 4-Your Home Advantage (YHA) ✓ Reference S- E-Z Weld lob KeyStaff References Department of Military Affairs- Our contract with the DMA as for 5 years and then we came back to help out when the next contractor failed. Our services to the DMA pan over the course of 8 years. I have provided 3 letters of reference on our services to them. Joe Camit our contact is still in his position and I have provided his contact information. We provided a wide range of staff to DMA rom professional positions, general maintenance, administrative staff as well as cleaning and cafeteria staff. DMA ad a very specific billing needs, which we were able to accommodate. Sarasota County- This is the county reference that we are providing. My experience working with Sarasota County, makes me want to work with other counties. We have only been providing services here for over 3 months, but it will give you a very good idea of our transition process and what you can except when working with KeyStaff. All of the positions we fill here have very specific requirements and require us to recruit and screening. The managers want to review resumes and interview our top candidates. I have provided some of the job titles and departments where we currently have staff to give you an idea of the job orders we are filling for them. We work with HR, but all of the managers contact us directly. The manager we put in charge of this account is very detailed and organized and this is necessary for success. RGF — We have been providing staffing services at RGF for 14 years. They design and manufacture a lot of specialty products. We have always had a staff of around 35-40 people. We provide them with production, quality control, shipping & receiving, welders, and some administrative staff. One product they manufacture is air filter systems, and due to COVID-19 they have ramped up to 80 people per day in the last week, and we have responded to their needs. See the attached brief article. Your Home Advantage (YHA)/Humana — We worked with YHA/Humana for 7 years. For most of the years we supplied call center personnel, and well as some nursing staff. We had 350-400 temporary call center employees working a day for many years. Your Home Advantage was purchased by Humana and eventually Humana instituted a Vendor Management System. We have provided our contact for this contract; he is currently with a new company. EZ- Weld — Ez-Weld is a manufacturer of adhesive products. We have worked with Ez-Weld for over 16 years. We have provided administrative, warehouse and production personnel. The amount of staff has very greatly over the years. Keeping a client for 16 years with changing personnel and ownership can only be accomplished with consistently providing good service. off coVier County Administrative Services Deparfinent Procurement Services division Form 5 Reference Questionnaire (USE. ONE. FORM FOR F.AC'HREOUIRFD REFERENCE) Solicitation: 20-7715 Reference Questionnaire for: KevStaff, inc (Name of Company Requesting Reference Information) Collier County (Name of Individuals Requesting Reference Information) Name: Joe Camit Company:Department of Military Affairs (DMA) (Evaluator completing reference questionnaire) (Evaluator's Company completing reference) Email: joseph.m.camit.nfg@mail.mil FAX: 904-823-0262 Telephone: 904-823-0239 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Admin/Professional/Labor/Janitorial/all Completion Date: 2009-2014 & the end of 2016-2017 needs requested Project Budget: 2.5 million annually Project Number of Days: 5+ years Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work. 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 Overall comfort level with hiring the company in the future (customer satisfaction). TOTAL SCORE OF ALL ITEMS off ***UPDATED JANUARY 28, 2020*** coMer County Administrative Services Deparfinent Procurement Services division Form 5 Reference Questionnaire (USE. ONE. FORM FOR F.AC'HREOUIRFD REFERENCE) Solicitation: 20-7715 Reference Questionnaire for: KevStaff, inc (Name of Company Requesting Reference Information) Collier County (Name of Individuals Requesting Reference Information) Name: Heather Deyrieux Company: Sarasota County (Evaluator completing reference questionnaire) (Evaluator's Company completing reference) Email: hdeyrieux@scgov.net FAX: 941-861-5824 Telephone: 941-861-5816/ 941-237-0624 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the frm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Admin/Professional/Labor /all needs Completion Date: current contract requested Project Budget: 1.4 million + Project Number of Days: 4 months Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work. 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 Overall comfort level with hiring the company in the future (customer satisfaction). TOTAL SCORE OF ALL ITEMS off ***UPDATED JANUARY 28, 2020*** coMer County Administrative Services Deparfinent Procurement Services division Form 5 Reference Questionnaire (USE. ONE. FORM FOR F.AC'HREOUIRFD REFERENCE) Solicitation: 20-7715 Reference Questionnaire for: KevStaff, inc (Name of Company Requesting Reference Information) Collier County (Name of Individuals Requesting Reference Information) Name: Scott Frum Company: RGF (Evaluator completing reference questionnaire) (Evaluator's Company completing reference) Email: sfrum@rgfcom FAX: 561-848-9454 Telephone: 561-848-1826 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Assembly/Warehouse/Quality Completion Date: 2006-present Control/Labor/Clerical Project Budget: 1.6- 4 million Project Number of Days: 14 years Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work. 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 Overall comfort level with hiring the company in the future (customer satisfaction). TOTAL SCORE OF ALL ITEMS off ***UPDATED JANUARY 28, 2020*** coMer County Administrative Services Deparfinent Procurement Services division Form 5 Reference Questionnaire (USE. ONE. FORM FOR F.AC'HREOUIRFD REFERENCE) Solicitation: 20-7715 Reference Questionnaire for: KevStaff, inc (Name of Company Requesting Reference Information) Collier County (Name of Individuals Requesting Reference Information) Name: Remy Dulay (Evaluator completing reference questionnaire) Email: FAX: Company: Your Home Advantage/purchased by Humana (Evaluator's Company completing reference) Telephone: 954-531-4011 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Call Center Reps /Nurses/ clerical/all Completion Date: 2013-2020 needs requested Project Budget: 10 million annually Project Number of Days: 7years Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work. 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 Overall comfort level with hiring the company in the future (customer satisfaction). TOTAL SCORE OF ALL ITEMS off ***UPDATED JANUARY 28, 2020*** coMer County Administrative Services Deparfinent Procurement Services division Form 5 Reference Questionnaire (USE. ONE. FORM FOR F.AC'HREOUIRFD REFERENCE) Solicitation: 20-7715 Reference Questionnaire for: KevStaff, inc (Name of Company Requesting Reference Information) Collier County (Name of Individuals Requesting Reference Information) Name: Rich Gustke (Evaluator completing reference questionnaire) Email: FAX: 848-8958 Company: E-Z Weld (Evaluator's Company completing reference) Telephone: 561-844-0241 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Assembly/Warehouse/Quality Control Completion Date: 2004-present /Clerical Project Budget: has varied over the years Project Number of Days: 16 years Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work. 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 Overall comfort level with hiring the company in the future (customer satisfaction). TOTAL SCORE OF ALL ITEMS off ***UPDATED JANUARY 28, 2020*** STAREThe Palm Beach Post Coronavirus Florida: Sales boom at this Riviera Beach air purifier factory so do jobs By Susan Salisbury Special to the Post Posted Mar 28, 2020 at 11:02 AM Sales of RGF Environmental's patented equipment are booming. The products have been shown to kill 99 percent of viruses and keep them from spreading — but the Riviera Beach company says its equipment has not been tested specifically against COVID-19 yet. TO OUR READERS: This content is being provided for free as a public service to our readers during the coronavirus outbreak. Please support local journalism by subscribing to The Palm Beach Post. If you want breaking coronavirus news directly in your inbox, sign up for our Coronavirus Newsletter. When Mathew Charles of RGF Environmental Group heard about the ................................................................................................................... coronavirus outbreak in China late last year, he knew that demand for the ......................................... Riviera Beach -based company's indoor air purification systems would increase. "When it started to come over to the U.S. a fire drill went off," Charles, RGF's vice president of national air product sales, said Thursday. "Today we had 760 ....................................................................................... orders by 10 o'clock this morning. It's crazy." In February the wave of requests from heating, ventilation, and air conditioning, ............................................................................................................................................ or HVAC, contractors RGF sells to worldwide, especially for its hospital units, began to hit. >>WANT Coronavirus news as it happens? Sign up for our Breaking ................................................................................................................................................................................................................................................................. News Coronavirus email RGF's patented equipment has been shown to kill 99 percent of viruses and keep them from spreading. However, neither RGF nor anyone else has tested such systems specifically for COVID-19 yet. RGF is not making any medical claims that its equipment provides a line of defense against the coronavirus. .............................................................................I............................. RGF, situated on nine acres with 130,000 square feet of manufacturing, warehouse and office facilities in the Port of Palm Beach's Enterprise Zone, is a ..................................................................................................................... certified research and innovation company. Ron Fink, CEO and president, founded the company in 1985. "We've had about a 500 percent increase in sales across the board — residential, commercial, hospitals and assisted living facilities. We can't keep up. We are running three shifts, 24 hours a day, seven days a week. We have 180 employees and growing," Charles, who has been with RGF for 13 years, said. >>HOW TO PROPERLY WASH YOUR HANDS: To fight off the virus, ................................................................................................................................................................................................................................................................... read this Prior to the December outbreak of the respiratory disease that is now a pandemic, the company had 140 employees. Since then, it has hired 40 new employees in all departments including shipping, production, accounting and customer service and expects that to continue. Jobs are posted on Linked In. The company asks that no one contact it by phone about a job. In a typical month prior to COVID-19, RGF might ship 10,000 units, Charles said. Now there are 50,000 or so units on back order, and the wait has increased to eight to 12 weeks from four to six weeks. "We have had to focus a little more on New York," Charles said. "The rest of the country is super -busy as well. The U.S. is proactive with this type of thing." >>PBC cases rise to 174 as FEMA says no to testing site ...................................................................................................................................................................................................... The company manufactures about 100 models of air purification systems. It also makes water and food purification equipment, but demand for that has held steady. Because demand from hospitals and first responders has skyrocketed, RGF has put manufacturing of residential equipment on hold for now. But Charles said that HVAC contractors who work with brands such as Trane, Carrier and York might have some residential purification equipment on hand. Charles said that RGF's systems use hydro -peroxide and are placed in HVAC ductwork. The advanced oxidation technology neutralizes airborne pollutants including bacteria, viruses, odors and mold. Third -party testing on H 1N 1 and Avian influenza demonstrated inactivation rates of 99 percent within six hours. >>As unemployment spirals, how much is too much to offer those laid ....................................................................................................................................................................................................................................................................... off? "We haven't tested for COVID-19. Nobody has. We tested all the other coronaviruses such as H IN 1 when that came up," Charles said. That said, the company says there's no reason to think that the air purification systems won't kill COVID-19 in the air and keep it from spreading, as it does with other coronaviruses. But without testing specifically for the virus at the center of the global pandemic, the company won't go any further than to say there is the potential. "We can't make that claim," Charles said. "Anybody saying they kill COVID ... nobody has been able to test it, so they can't make that claim." The company is evaluating testing options with partners in both the U.S. and China. RGF sells to distributors in 60 countries, including India, Dubai and China. Deliveries to China are going by ship and that can take six to eight weeks. The Chinese government used RGF's systems to help prevent the spread of Severe Acute Respiratory Syndrome, or SARS, and Avian flu. "Nobody can plan for a pandemic," Charles said. "It's impossible. We upped our levels. We are just now starting to get behind and should be back up by the end of April." Charles predicts that even after the pandemic is over, interest in indoor air quality will "go through the roof." 11 moKeyStaff: R SECTION 5 TRANSITION PLAN Start-up Transition Team for Collier County ✓ Start up Expectations ✓ Proposed General Timeline for Smooth Transition ✓ What happens next ✓ Expectations within the first 6 month ✓ KeyStaff Support System off Start-up Transition Team for Collier County This is the team we have used to start and transition many accounts. We will have these team members and more if needed. Startup Expectations What the startup team will do if awarded the contract for Collier County • Award of Contract- once everything is signed and approved, we can proceed with the process • Meetings will take place in person and by phone, depending on what works best for the Collier County Managers in charge of this process • If we have 30-60 days, we will first secure an office location, while interviewing and choosing the final candidates for the Manager and staff for Collier County. Collier County Managers can be a part of this decision if they choose. We would recommend having 60 days notice, but we can work with 30 if needed. • Our transition team is already in place, and we would set the dates for us to come on -site and meet with all employees that are moving over to KeyStaff. By this time, we will have made a decision on our new manager, and they will be a part of this team. We do this process in 2-3 county building locations, and this will take coordination with our Collier Manager to set up times with the departments to come to the location. We would need a conference room with some space. This can probably be done over the course of one — two weeks, depending on the number of employees we are on -boarding. We answer questions and make sure everyone knows how to reach us. We move employees through the on -boarding process by setting up stations. Our application process is on-line, and it is best if it can be done prior to us coming onsite and meeting with each employee (but it can be done after as well). Stations will include: Welcome & Sign -in, Benefits, Drug testing, Safety, 1-9 & BG, Timeclock instructions, Meet your Manager. If we work directly with County Managers, we suggest inviting them to meet with us as well when their staff is meeting with us. That way their questions can also be answered. Drug testing will be arranged on this day and BG screening and reviewing ID's for 1-9's. All other processes will take place behind the scenes. • After the orientation and prior to the start date, we hope to find out what positions are open and begin the recruiting process, so we have candidates to present when we receive the PO's. We will need to identify all your billing & reporting processes to ensure we provide you with the proper reports and billing etc. Generally new PO's need to be issued and we need to process all current positions with your required paperwork, and it has been our experience that our employees cannot start until this process is completed. We have no problems in customizing anything that would be required. • We have time -keeping options available. If you and your managers would choose to record hours electronically, via the computer or an app for the phone, we have a process available for this option. It is what Sarasota County currently is doing with us and it is working out very well. If paper timecards are what is currently being used, we can do this as well. • If you have other ideas on how you would like the transition to go, we are open to doing whatever works the best for the County. This is just what has worked well for us in the past. .� KeyStaff R Proposed General Timeline for Smooth Transition How KeyStaff will ensure a smooth transition for Collier County Managers and employees based on 60-day time frame. We could do it in less, but this is our initial recommendation based on the number of employees involved. In the first 30 days 1. KeyStaff receives verbal award of the contract (60 days from this date) 2. Meet with Collier County Staff involved with process- review and agree on process going forward and get an understanding of communication with Collier County Managers and Departments. 3. We begin our process and identify office space and lease 4. We recruit and screen candidates for our local staff 5. The contract is signed and approved by Collier County Board of Commissioners 6. We sign lease and set up office 7. Finalizing hiring of new employees (Collier County Managers can be involved in the decision if they choose) 8. Begin our internal training process for new staff 9. Meet again with County Staff and agree on plan for on -boarding employees to KeyStaff and prepare of filling open positions as well as PO and quote process to start employees when PO's are issued and start date set 10. Identify areas of probable needs and start creating a pool of candidates 11. If possible, we would receive a list of employees who would be transferring to KeyStaff and we would contact them by phone and email, and we would start having them complete our on-line application. If they have issues with computers, we can provide a paper application process. In the next 30 days 1. Over the course of a week or two depending on the number of employees, we would set up at 2-3 County locations for convivence of employees and managers and meet with each employee. Collier County Management would schedule employees by Departments in groups of 10-15 per hour to move through our stations. They would meet their direct KeyStaff manager and all KeyStaff people that they would need to know. We would provide them with all information as they moved from one station to the next and we will answer all of their questions. Our stations include, welcome, benefits, application, time keeping procedures, safety, drug testing and BG screening, 1-9 Processing. We do this process until all departments have been scheduled and the majority of employees have attended. 2. We meet again to make sure we have all billing set up correctly and all issues address prior to start date of employees. Discuss any issues on current staff due to background screening and drug testing. 3. If it is advised that we have an office on -site in one of the buildings for convenience of the Collier County Management, we will also get this set up. KeystaffN What happens Next... 1. We have received all the PO's for the working employees, and we are able to start them on an agreed upon date. 2. We have received PO's and provided quotes on all of the additional needs, and we have started providing candidates and filling those orders as quickly as possible. 3. Our staff starts visiting Collier County Managers on location to see the work environment and gets a better idea of the right candidates to meet their needs. The managers that have the most need will be the priority in the on -location meetings. 4. Some members of our transition team will be on -site for as long as necessary to ensure a smooth transition. We will provide whatever additional staff is needed during transition time to make sure everything is handled professionally, and all open orders are filled. Expectations within the first 6 months • We will edit our handbook to be specific to Collier County's needs and requirements. We did this at the DMA and also for Sarasota County. This will take some input from HR Managers at Collier County. We will do this initially and review it again around 6 months to see if we have gain additional knowledge that can be added. • Around six months we will survey our employees and the Managers we work with to get their feedback on our services and how we might improve or help them. We will share the results with our primary contact. • Every 6 months we will evaluate each working employee, as outlined under "Personnel Evaluations" we will use a simple format with questions that are relative to the employees' position and we will discuss with each supervisor employee in his/her division completing a quick and painless evaluation. This will help us by giving us valuable feedback that we can pass on to the employee. KeyStaff Jessica Irons Administrative Division Manager/ Jessi Evenhardt Permanent Placement Wlean y Jamie Matos Payroll & billing Sara O'Rourke KeyStaff Manager and Staffing Specialists for Collier County Jana Thoemke President Jennifer Cruz Vice President Jack Hopson Safety Kelly Weedman CFO RECRUITING SPECIFICALLY FOR COLLIER COUNTY POSITIONS Recruiting is what we do everyday. We will become engaged in the community to find the best people for our openings. We focus on colleges and veteran recruiting. We attend job fairs and host job fairs. We meet with churches and we develop contacts at many local social organizations that help place employees. We have even held up signs and passed out flyers when necessary. We are a company that thinks outside the box. In the past when times demanded, we had a "KeyStaff recruiting Motorhome" because it was necessary, and we will do whatever it takes to find the staff to fill our positions. We also recruit through social media, such as Linkedln, Facebook and Twitter, we run ads on job boards, and we get most of our employees through referrals every day. As previously mentioned, we also use paid recourses. KeyStaff actively searches the job boards, Craig's List, Indeed, Linkedln, Zip Recruiter, and Indeed to find candidates for our openings. We are not new to this process, and we have the resources and process in place to gear up quickly and bring in the staff to fill your openings. �:..�.uofiez � r KeyStaff • w KeyStaff R SECTION 4 DAY TO DAY MANAGEMENT Timeline to provide and execute services What Happens Next Duties of KeyStaff's Collier County Branch Manager Quality & Schedule Control Support for Collier County KeyStaff Team Employee Benefits -Ensuring Longevity, & Quality Personnel Evaluations Recruiting Sources Screening Sources Training Provided On-the-job Inspections Electronic Timekeeping & Reports Available Invoicing Procedures & Sample Invoices What Makes KeyStaff Different Solution and County Advantages .� KeyStaff R Proposed General Timeline for Smooth Transition How KeyStaff will ensure a smooth transition for Collier County Managers and employees based on 60-day time frame. We could do it in less, but this is our initial recommendation based on the number of employees involved. In the first 30 days 1. KeyStaff receives verbal award of the contract (60 days from this date) 2. Meet with Collier County Staff involved with process- review and agree on process going forward and get an understanding of communication with Collier County Managers and Departments. 3. We begin our process and identify office space and lease 4. We recruit and screen candidates for our local staff 5. The contract is signed and approved by Collier County Board of Commissioners 6. We sign lease and set up office 7. Finalizing hiring of new employees (Collier County Managers can be involved in the decision if they choose) 8. Begin our internal training process for new staff 9. Meet again with County Staff and agree on plan for on -boarding employees to KeyStaff and prepare of filling open positions as well as PO and quote process to start employees when PO's are issued and start date set 10. Identify areas of probable needs and start creating a pool of candidates 11. If possible, we would receive a list of employees who would be transferring to KeyStaff and we would contact them by phone and email, and we would start having them complete our on-line application. If they have issues with computers, we can provide a paper application process. In the next 30 days 1. Over the course of a week or two depending on the number of employees, we would set up at 2-3 County locations for convivence of employees and managers and meet with each employee. Collier County Management would schedule employees by Departments in groups of 10-15 per hour to move through our stations. They would meet their direct KeyStaff manager and all KeyStaff people that they would need to know. We would provide them with all information as they moved from one station to the next and we will answer all of their questions. Our stations include, welcome, benefits, application, time keeping procedures, safety, drug testing and BG screening, 1-9 Processing. We do this process until all departments have been scheduled and the majority of employees have attended. 2. We meet again to make sure we have all billing set up correctly and all issues address prior to start date of employees. Discuss any issues on current staff due to background screening and drug testing. 3. If it is advised that we have an office on -site in one of the buildings for convenience of the Collier County Management, we will also get this set up. KeystaffN What happens Next... 1. We have received all the PO's for the working employees, and we are able to start them on an agreed upon date. 2. We have received PO's and provided quotes on all of the additional needs, and we have started providing candidates and filling those orders as quickly as possible. 3. If recommended by HR our staff starts visiting Collier County Managers on location to see the work environment and gets a better idea of the right candidates to meet their needs. Starting with the managers that have the greatest needs for employee staffing. 4. Some members of our transition team will be on -site for as long as necessary to ensure a smooth transition. We will provide whatever additional staff is needed during transition time to make sure everything is handled professionally, and all open orders are filled. oo '01"c'�' KeyStaff Duties for KeyStaff's Branch Manager for Collier County -Reports to Jennifer Cruz, Vice President -Based out of KeyStaff's Collier County office but travels between County locations as needed -All Staff will be 100% dedicated to servicing the Collier County Contract -Responsible to fill all open positions (will have support additional local recruiting staff & additional KeyStaff Managers assisting based on openings and needs) -On- going meetings with Collier County Contract Manager ■On -going community recruiting ■ Involved with and over -sees the Interviewing, Processing, Hiring, Testing and Placements of all County Applicants -Handles all WC issues according to KeyStaff Procedures -Reviews weekly payroll to ensure everyone is paid correctly and makes sure all employee questions are answered. -Facilitate surveys and employee reviews and make sure documented ■Ensures that the terms of the KeyStaff contact are being met. 1440 KeyStaff Quality &Schedule Control How KeyStaff will establish, monitor and ensure quality service for the Collier County contract: 1. All communications that is emailed will flow the email CC@mvkeystaff.com. This email will go to a team of KeyStaff Managers who will be monitoring how quickly we fill openings and we will be able to ensure a team of people are kept in the loop of any activity and issues (we do this for Sarasota County and we also did this with DMA). PO's come to this address and Dept Managers are encouraged to use this address. 2. We have an internal order management process to be able to see all open orders and progress made on these orders. 3. Each Manager of KeyStaff sends out an "End of the Day" update on all things that occurred and were accomplished in the day. This is another way we work together to manage the needs of our clients. 4. Kelley Chapman our Sarasota County Manager for KeyStaff will also mentor and support our Collier County Manager. 5. As previously mentioned, we will send out a survey to employees and managers around 6 months of service to get feedback on any areas to improve. 6. Every 6 months we will get written feedback on all employees working (example provided in previous section). 7. Jen Cruz our Vice President speaks with our Managers daily to provide directions and support. She also regularly checks in with clients and departments to ensure we are providing good service. Jessica Irons Administrative Division Manager/ Jessi Evenhardt Permanent Placement Wlean y Jamie Matos Payroll & billing Sara O'Rourke KeyStaff Manager and Staffing Specialists for Collier County Jana Thoemke President Jennifer Cruz Vice President Jack Hopson Safety Kelly Weedman CFO Example of the most common job titles and departments at Sarasota County that we have staff currently and are filling openings Job Title Department Survey Party Specialist Capital Projects Project Manager IV Capital Projects Project Manager III Capital Projects Administrative Specialist II Communications Welcome Center CSR Communications Digital Media Specialist Communications Stock Clerk Emergency Services Manager III Division Chief Special Risk Emergency Services Fire Code Plans Examiner Emergency Services Business Professional III Emergency Services Community & Employee Educator I Extension & Sustainability Project Manager/ Administrator General Services Building Attendant General Services Trades Worker I General Services Customer Service Representative Libraries and Historical Resources Administrative Specialist III Libraries and Historical Resources Equipment Operator II Neighborhood Parks & Maintenance Service Landscaper Parks, Rec, & Natural Resources Environmental Specialist I Parks, Rec, & Natural Resources Administrative Specialist I Parks, Rec, & Natural Resources Administrative Specialist II Parks, Rec, & Natural Resources Attendants Parks, Rec, & Natural Resources Trades Worker Parks, Rec, & Natural Resources Parks Recreation Specialist III Parks, Rec, & Natural Resources Business professional II Parks, Rec, & Natural Resources P & R Specialist III Parks, Rec, & Natural Resources Environmental Specialist I Parks, Recreation and Natural Resources Environmental Specialist II Planning & Development Services Business Professional III EIT Administrative Specialist I Planning & Development Services Development Review Committee Facilitator Planning & Development Services Building Inspector Planning & Development Services Permit Records Scanning Clerk Planning & Development Services Building Plans Examiner Planning & Development Services Clerical Support Public Utilities Code Enforcement Officer Public Utilities Legal Assistant/Paralegal Public Utilities Data Entry Clerk Public Utilities Administrative Specialist Public Utilities Financial Specialist I Solid Waste Traffic Signs & Markings Supervisor Public Works, Transportation, Traffic Operations CDL Tester SCAT Administrative Specialist II SCAT Attendant (PARK) Parks and Recreation Administrative Specialist II Stormwater Bus Attendant SCAT Skilled Trade Worker I Parks and Recreation Customer Service Representative I Libraries and Historical Resources off Example of the job titles we filled and departments at from Department of Military Affairs (pay rates are set by departments and these are maximum guidelines) APPENDIX A Staffing Title, Maximum Hourly Rates, and Position Descriptions Effective February 17, 2017 1, Administrative Assistant $22.62 2. Administrative Services Manager $27.12 3. Bookkeeping, Accounting, and Auditing Clerks" $16.68 4. Budget Analyst $29.69 5. Business Continuity Planner $29.99 6. Cashier * $13.51 7. Community Assistance Consultant $29.87 8. Computer Support Specialist $33.55 9. Distributive Learning Program Manager $61.00 10. Electrical and Electronic Repairer, Commercial & Industrial Equipment $26.70 11. Electrical and Electronic Equipment Assembler $23.18 12. Executive Secretaries & Executive Administrative Assistants $25.65 13, Education (Adult Basic & Secondary Education & Literary Teacher & Instructors) $34.45 14. Emergency Management Program Coordinator $41.27 15. Environmental Scientist / Environmental Specialist $23.83 16. First Line Supervisor/ Manager Housekeeping/ Janitor Workers $17.81 16. First Line Supervisor of Landscaping, Lawn Service, & Groundskeeping Workers $18.51 18. General Laborer $12.50 19. Human Resources Specialist $23.93 20. Janitors and Cleaners, Except Maids and Housekeeping Cleaners * $14,60 21. Landscaping and Groundskeeping Worker $12.50 22. Maids and Housekeeping Cleaners * $12.87 23. Maintenance and Repair Workers, General $17.61 24. Management Analyst $32.43 25. Mobile Heavy Equipment Mechanics, Except Engines $20,17 26. Museum Technician $18.36 27. Master Electrician $29.90 28. Medical Assistant $18.51 29. Office Clerk, General " $20,62 30. Recreation Attendant* $13.34 31. Retail Store First -Line Supervisor/ Manager * $37.00 32. Security Manager $46.56 33. Stock Clerk * $16.70 34. Telecommunication Specialist $37.00 35. Residential Instructor/ Counselor $23.83 36. 37. * Titles requiring bonding; Hourly Rates shown are maximum pay rates excluding contracted markup percentage! Administrative Staffing Around the Office � Accounting Clerks Administrative Assistant Receptionist Billing Clerks Customer Service Specialists Dispatch Representatives Order Takers Quality Assurance Operations � Reservations Medical Front Office KeyStaff Retention Associates Survey Takers Technical Support � Executive Secretary File Clerks General Office Clerks Information Technology Mail Room Clerks Payroll Clerk Data Entry Clerk Light Industrial/labor Staffing Around the Warehouse )F 43 )-OQ4 )F 43 Awl its NMI T � ht 18, 08 (6, 09 :60x4Ox4Ocm rehouse Workers Assembly Line Workers Electrical Assemblers Stock Clerks � Inventory Personnel -�- General Labor KeyStaff Shipping & Receiving -�- Loaders/Unloader � Order Fulfillment � Janitorial/Maintenance -�- Forklift Operators Hospitality Staffing Around the Table Banquet Servers Bartenders Event Set-up Banquet Cooks Line Cooks Chefs KeyStaff Managers Guest Services Agents Housekeeping Laundry Dishwashers Reservations Agents A"* KeyTa e n ``=- - Professional Placement Division at KeyStaff,lnc. "MOM RtyIdLt:!IIL "A Talent Si. Industries Served Information Technology STEM Fields (Science, Technology, Engineering, Medical) Admin, Office, Call Center, Accounting and Finance NP's, RPN's, LPN's, Physicians, Home Health Aids General Professionals (Legal, Human Resources, Management, Logistics) KeyStaff Peoole. Partner. Pros er. i1 r971 - Zm 05 1 : Paid Holidays (11 paid holidays) PTO /Vacation 1 week paid (can be paid without time off) Paying 50% of health insurance (payroll deduction > Medical, Dental, Vision > Short Term Disability, Term Life > Satisfies Individual Mandate (ACA) Free Direct Deposit or Pay Card options www.MyKeysi:alrlr.com 000 KeyStafF p 1 You are Important to KeyStaff You have been specifically chosen you to work at Collier County. The quality of work you do each day is a direct reflection upon KeyStaff. We understand this... and we know you are working hard. We will do everything possible to ensure that you are happy and productive in your position with Collier County. 2 Medical Insurance Benefits -paycheck deduction-KeyStaff is paying 50% • Medical Plan - Accident/Sickness/Wellness • Prescription Drug Reimbursement • Vision • Dental Plan • Short Term Disability 3 Paid Holidays KeyStaff is offering employees who work at Collier County 11 paid Holidays. You must be considered full time to qualify for benefits and be scheduled over 30 hours a week. Current working staff who transferred to KeyStaff qualify for paid holidays without any waiting period. • New Year's Day • Martin Luther King Day • President's Day • Memorial Day • Fourth of July • Labor Day • Veteran's Day • Thanksgiving Day • Friday after Thanksgiving • Christmas Eve • Christmas Day New employees must work 650 hours (which is approx. 4 months) to qualify for paid holidays. IN Essential Staff CARE An IAG Solution oil �e6- 4111111 BENEFITS THAT BEN EFITYOU HEALTH COVERAGE AVAILABLE, INCLUDING DENTAL, VISION, & M E! KeyStaff partners with Essential Staff Care to deliver benefits to our employees. ESC can be reached at 1-866-798-0803. FIXED INDEMNITY PLAN The Fixed Indemnity plan is a weekly coverage plan that helps cover physician office visits, p inpatient and outpatient surgery, T o a L P E q emergency room visits, and ' - prescription drugs. Coverage Options Include: Medical Dental REQUENTLY ASKED QUESTIONS Vision Life Insurance Canlelect dental orvisioncoverage Without Short -Term Disability ecting medicalcoverage? No, you must elect the Fixed Indemnity edicalbenefitsbefore youchooseto enroll in e dental, vision, term life, or short-term ability benefits. Can I getcoverageformydependentsand not yself? Fixed Indemnity Medical No, you mustelect thebenefitsforyourself for Dental ur dependents to have coverage. Vision Whencan Icancelorchangemycoverage? Life You may cancel or lower your coverage level Short-term Disability any time. You may only add or increase your MEC Wellness Plan nefits during open enrollment. MEC WELLNESS PLAN The MEC plan (minimum essential coverage) is an ACA (Affordable Care Act) compliant plan and will relieve youofthe Individual Mandate. This is a monthly coverage plan that covers the 63 wellness and preventive services that are outlined by the Affordable Care Act Coverage Includes: Preventative Care Services $19.96 $9.98 $5.40 $2.70 $2.42 $1.21 $.60 $.30 $4.20 $2.10 $58.19 $29.10 Howwill IbebilledfortheFixedlndemnityand Ebw*. EC plans? The Essential StaffCARE Fixed Indemnity & www.EmnffalStaffCARE,com ECWellnesspremiumswill bedeductedfrom urpaycheck. Youwill see these deductions on FOR ADDITIONAL FREQUENTLY ASKED QUESTIONS AND NETWORK INFORMATION FOR THE FIXED INDEMNITY MEDICAL PLAN, VISIT W WW.ESC-ENROLLMENT.CQM/FAQIND. FOR QUESTIONS AND A FULL weekly basis. LIST OF PREVENTIVE SERVICES COVERED BY THE MEC WELLNESSPREVENTNEPLAN, ASWELL AS THE MEC SBC, PLEASE VISIT WWW.ESC-FNROLLMENT.COM/FAQMFCL, $if 4 Paid Time Off- PTO KeyStaff is offering employees who work at Collier County paid time off. Employees earn one week (5 days) of vacation pay after 1,500 hours worked in a calendar year. This is paid at time of request by the employee and does not have to be taken in "real" time off. Employee may cash in hours for extra cash, or take the time off, but the hours will not roll over to the next year. Hours must be used or cashed out by the end of the year on 12/31. Pay rate for this is averaged over the career hours worked. Use of PTO must be coordinated with your Collier County supervisor. PTO accruals do not carry over from calendar year to calendar year. PTO will only be paid in full day increments. PTO will be paid at current hourly rate. Request for paid days off must be submitted 2 weeks in advance of the days to be paid. 5 Direct Deposit or Cash Card Options KeyStaff is offering employees who work at Collier County free direct deposit. This is a great convenience for you, and you only need to submit information during the on-line application or submit a voided check to your KeyStaff Representative. We also offer a free pay card option for employees that prefer not to have a bank account, through Global Cash Card. This program allows employees to have their pay directly credited to a pay card that can be accessed at most large retailers and all ATM's. of 2 Announcing Global Cash and ........................................................ Dear Valued Employee, Keystaff is excited to announce we are adding an excellent new benefit for our employees, the Global Cash Card paycard program. All employees will have the option of choosing one of our preferred payroll options: Direct Deposit to a financial institution of your choice - Global Cash Card Paycard Ask us how to sign up for a paycard today! ..........................................................: Easy Enrollment! No credit check No bank account needed Guaranteed approval "Phone carrier charges may apply We make paycards easy Exciting Paycard Features: • Signature Purchases o Use your paycard as a credit (signature) transaction wherever Visa is accepted without any fees o Use your paycard at grocery stores, retail stores, gas stations, on the Internet, and any place that accepts Visa • Account Alerts* 0 Be notified via e-mail or text for loads or low balances on your card • Two-way texting* 0 Check card balance and view recent activity at no fee • Family Cards 0 Request additional cards for family members at no fee • Bill Pay 0 Pay bills direct to merchant or at www.globalcashcard.com for no fee • Rewards program 0 Receive discounts at restaurants, retail stores, movies, and much more! Enroll in auto, home, and health insurance at group rates We make paycards easy Use anywhere Visa or is accepted! Access funds at millions of ATMs/retailers Over 60,000 surcharge -free ATM locations worldwide Global Cash Card Visa Payroll Card is issued by B of I Federal Bank or MetaBank pursuant to a license from Visa U.S.A Inc., respectively. Global Cash Card MasterCard Prepaid Card is issued by B of I Federal Bank or MetaBank pursuant to a license from MasterCard International Incorporated. MasterCard and the MasterCard and mark are registered trademarks of MasterCard international incorporated. B of I Federal Bank and MetaBank, Members FDIC. Global Cash Card is an Independent Sales Organization ("ISO") pursuant to an agreement with B of I Federal Bank and MetaBank. FSMKT 116 2/14 go* 0M.-I KeyStaff Global Cash Card Fine Print Highlights • Activate card online a www.globalcashcard.com/activate or call 866-929-8096 • There is a .50 charge each time you use your PIN • Run card as a credit to avail .50 charge. Remember credit charges take up to three days to appear on activity so don't overspend! • Can make online payments • Call customer service and order personalized card but keep this card as a back up • Two -Way Texting & Ap available. After setting up phone number online text BAIL to 28547 and receive your balance back instantly • No monthly fee if direct deposit is set up. After 90 days with no deposits then • $3.00 fee • If card ever lost or stolen call 949-751-0360 • When purchasing gas you must pay inside and tell the cashier exact amount. If you pay at the pump the gas station can hold up to $100.00 on your card until it clears. • When paying for restaurants, hotels, car rentals, etc. a "preauthorized" amount will be held on your card. • Maximum ATM withdraw limit is 5 a day/$500 in one ATM transaction. • Maximum reload a month is $2,500/minimum reload $10.00 via Western Union/MoneyGram • Maximum transactions in one day is $7,500 • You can call customer service and request additional cards linked to your account. • No ATM withdraw fee if you go to one of the following Allpoint ATM locations: • -=> 7-Eleven • => Safeway • => CVS • => Costco • => Target • => Walgreens • => Winn Dixie • => Or look up other locations a allpointnetwork.com 5 Family & Medical Leave of Absence The Federal Family and Medical Leave Act (FMLA) allows employees to take an unpaid leave of absence up to a maximum of twelve (12) weeks in connection with the birth of an employee's child, placement of a child with an employee for adoption or foster care, or a serious health condition of an employee or an employee's immediate family mber (child, spouse, or parent). In order to determine your eligibility for FMLA leave, employee must make a specific request for such leave and qualify as follows: • Employee must have been employed for a t least (12) months and worked at least 1,230 hours in the preceding (12) months. • Employee must submit appropriate documentation supporting his/her own serious health condition and the length of such condition (from physician or practitioner) or documentation supporting immediate family mbers own serious health condition and the length of such condition or documentation supporting the adoption of foster placement of a child. FMLA leaves are grated for a maximum of (12) weeks in a rolling twelve (12) month period. In the case of employees own or a family mbers serious health condition, leaves are granted the length of the disability only. off �•J Military Leave of Absence KeyStaff grants un unpaid Military Leave of Absence to employees to attend scheduled drills or training, or if called to temporary active duty with the U.S. Armed Services. Employees on active duty training assignments or inactive duty training drills are required to return to work for the first regularly scheduled shift after the end of training, allowing reasonable travel time. Upon completion of military service, every reasonable effort will be made to return eligible employees to their previous position or a comparable one. They will be treated as though they were continuously employed for purposes of determining benefits based on length of service, if applicable. rA Worker's Compensation KeyStaff provides omprehensive workers' compensation insurance program. This program covers injuries and illnesses sustained in the course of work that requires dical, surgical or hospital treatment. Subject to the applicable legal requirements, workers' compensation insurance may provide other benefits. Work related injuries st be reported immediately by the injured party to his/her worksite supervisor and KeyStaff staff to avoid a possible loss of benefits. To help ensure a safe and heathy work environment, employees o are injured on the job may be required to provide body substance samples (such as blood and or urine) to determine the illicit or illegal use of drugs or alcohol. A positive test result or refusal to submit may result in disciplinary action and may result in a loss of workers' compensation benefits as allowable under applicable state law. KeyStaff nor the insurance carrier will be liable for the payment of workers' compensation benefits for injuries that occur during a member voluntary participation of any off -duty recreational, social or athletic activity sponsored by KeyStaff. of Wage, benefits packages, and personnel evaluations provided to temporary employees The following pages outline our benefits to Collier County employees, highlights include: 1. 11 paid holidays 2. Earn one week of PTO time (can be cashed in without time off) 3. 50% paid of medical insurance 4. Direct deposit or cash card Personnel Evaluations The following example has been provided of a very simple but effective performance scale survey. We have used every evaluation over the years and have found that we cannot effectively give an evaluation without the input of the supervisor. Trying to get the supervisors time and input has been the challenge. So we have found that if we keep it short and sweet, we are more likely to get the information we need on an on -going basis. We would propose to do evaluations on each employee every 6 months. We would make a sheet up for each employee and meet with the department manager and discuss each employee briefly hitting all the highlights. KeyStaff PERFORMANCE SCALE SURVEY Completed by KeyStaff Manager w/Dept. Supervisory Company Name: Employee Name: Supervisor: For each item identified below, circle the number to the right that best fits your judgment of the employees performance. Use the rating scale to select the performance. Scale E x Performance Values P Good c e I o I r e n t 1 2 3 4 5 1. On time and ready for work when shift starts 2. Follows instruction and respects the rules 1 2 3 4 5 3. No cell phone use during shift 1 2 3 4 5 4. Courteous and helpful with fellow co-workers 1 2 3 4 5 5. Maintains a clean workspace 1 2 3 4 5 6. Meets production quota / quality work 1 2 3 4 5 1 2 3 4 5 7. Communicates effectively with supervisor & KeyStaff 1 2 3 4 5 8. Wears proper work attire 1 2 3 4 5 9. Follows proper safety protocol 1 2 3 4 5 10. 1 2 3 4 5 11. 12. 1 2 3 4 5 01 M&M KeyStaff RECRUITING Some ways we do this everyday Recruiting Sources used by KeyStaff for the County KeyStaff actively searches Monster, Career6uilder, Craig's List, Indeed, Linkedln, Zip Recruiter, and Indeed to find candidates for our openings. We also focus on college and veteran recruiting. We attend job fairs and host job fairs. We meet with churches and we develop contacts at social organizations that help place employees. We also recruit through social media, such as Linkedln, Facebook and Twitter, we run ads on job boards, and we get most of our employees through referrals every day. KeyStaff .90 KeyStaff 10 Step Screening Process • Personal Interview • Reference Checks • School & Certificate Verification • Integrity Test • Skill Testing —IBM • E-Verify • Drug Testing (will sent out- Labcorp) • Background Screening (will follow direction of Collier County procedures) • KeyStaff/Collier County Orientation & Handbook • Safety Training Video &Test .lob Placement to Match Qualification Screening Screening sources used to validate credentials of temporary employees-E-Verify statement of understanding • Recruiters verify employment or we use Trak-1 to verify employment and/or education when required. • We required everyone to take an integrity test (information to follow) we use Insight Testing for this service. • We use IBM Testing for skill testing to test all aspects of knowledge (100's of tests of available). • Meeting the terms of the contract we will send out all candidates to LabCorp or desired facility for drug testing, we have Labcorp contracts set up in every area we service. We also have the ability to facilitate our own drug testing, with verified results. We are fully trained, and we have a process, we send out positive results to an MRO at the clinic or all results. This could be an option if needed. • We will follow the direction of Collier County for background screening procedures. Our current screening company is Trak-1 and we can set up a package that meets all the needs of the County. They also do Level II background screening for KeyStaff. What has worked out great for us with Trak-1 is custom packages that we set up with all your requirements and our Staffing Specialists, this ensures that all the correct screening gets done. If Collier County has procedures in place that you want for us to use, this will be our priority. • We have used the E-Verify System since the beginning which goes back to when it was "Basic Pilot" Program in 2007. We have been using it for 13 years now. KeyStaff The KeyStaff Difference The Interview Recruiting is what we do, and we interview & screen candidates everyday. A candidate applies & receives a personal interview. TheApplication The Application Process begins and the candidate learns about KeyStaff and opportunities and moves forward to completes our hire package. The Screening Drug testing & background checks are completed on EVERY KeyStaff employee Tne Testi n� Integrity Testing is completed on EVERY KeyStaff employee. Other tests are completed based on job skills. CAI SCREENING PROCEDURES Assignment Policies • E-Verify Social Security Verification • Integrity Testing -Insight (will use Collier Counties preference) 000' I E-Verify This business uses h Verily In u> hiring practiccc to achtose a lawful workforce. www. dhs.gov/E-Verify n INSIGHT WORLDWIDE Background Screening • Track-1 Technology Cio TRAKA (Will send out DT to lab for Collier County) Drug Screening Program • Onsite instant results • Capability for 10-Panel • Clinical lab verifies all positive results • Applicants/Employees are offered chemical assessments for positive results. INTEGRITY TESTING Behavioral Hiring Assessments 4K Every employee has passed the integrity testing before placed on assignment. KeyStaff partners with Insight Testing. These assessments help us to: ✓ Increase employee retention ✓ Avoid workers' compensation fraud ✓ Save costly turnover ✓ Reduce workers' compensation claims ✓ Maintain a trustworthy, productive workforce IBM Talent Assessment How They Do Things We partner with IBM Talent Assessments online testing software to offer a variety of customized tests that measure skill sets, technical knowledge, personality profiles, and more! KeyStaff delivers individuals that are not only qualified, but possess the can -do attitude that drives success. Training Training provided to employees by KeyStaff • A very specific employee orientation will be developed for new employees placed at Collier County. This will include all necessary information to be successful in their new position. Within the first 6 months we put together a handbook that is specific to the County employees which will incorporate our handbook with details relative to the County requirements (i.e. no smoking, appropriate conduct etc.) • W ave safety training available on CD's as well as short monthly videos we send out links to employees. W an provide specific safety if required by the County or beneficial for certain positions. • KeyStaff offers free IBM tutorials and training on today's most popular software applications and operating systems. W ffer free training for office skills, word processing, spreadsheets, presentation graphics and database applications. KeyStaff ■ Capability & proposed methods to add positions or other categories • KeyStaff has the ability and capabilities to recruit for all of your needs. We accepted all 8 Categories. Methods to ensure longevity of quality employees for Collier County • Fair and competitive wages are critical to recruiting and retaining qualified staff. Many people will want to work for the County in hopes of having an opportunity to be hired full time. It appears that Collier County provides fair wages which will help the recruiting process. • Often staffing services do not have benefits like paid holidays, and company contributions to their health insurance, these are benefits that will help in recruiting and retaining good staff. • KeyStaff prides itself on making sure we are properly communicating with employees and following up with them to ensure we are creating a positive work environment. See google reviews on following page. • We do things for our employees, sometimes the little things add up to be big things for some people. On the next page you will see some photos from some recent employee raffles and parties. To see more of Keystaff employees and activities go to www.mykeystaff.com . These are the type of things we would do for KeyStaff employees at Collier County. KeyStaff Peoole. Partner. Prosser Al ,� eyStaff TN YOU'RE 1MVITED a �' I , OILS AHD GHOULS n Ej [osrmlB unCONED s mraoresrol i THURSDAY, OCTOBER 30TH A" 4PM-BPM �. � w I M f y Or 4 mil �' • • �`°1„ ®,ram hula 1yy��F [N S ENTER TO WIN KEYSTAFF'S \ FIVE LUCKY WINNERS WILL TAKE HOME ,- I A TURKEY & ALL OF THE FIXINGS! I TO EI You M &T- ' gE AN ACTIVE KEYSTAFF EMPLOYEE 1\ f ` I LIKE/FOLLOW KEYSTAFF ON FACEBOOK [%KEYSTAFF) & MTAGRAM (@KEYSTAFF_1N0 LIKEISHARE THIS POST ■ ',.. ��-_ THE DRAWING WILL BE HELD ON FACEBOOK LIVE WEDNESDAY. NOVEMBER 20TH AT 330 PM !w'nI s IGIVEAWAYU KEYSTAFF WILL BE GIVING AWAY FOUR MOVIE/DATE NIGHT GIFT BASKETS THIS VALENTINES DAY! Q S� KS �� WHAT'S INCLUDED' ` I N x �^ Movie Theatre Gitt Certificate, Candy, Cookies, and other Y.£ goodies for you and your date to enjoy' RULES_ t.You must 6e an actively working KeyStaff Employee. _ 6 2.You must "Like" our Facebook page prior to the Feb 14th drawing. t\ Alk I ram/ 98 Tr KeyStaff, Inc. Website Directions Save 4.8 * * * * -* 99 Google reviews Employment agency in Glen Ridge, Florida io You manage this Business Profile 10 KeyStaff, Inc "I,=., Discove ,/'� Palm Beams, Address: 1610 Southern Blvd, West Palm Beach, FL 33406 Hours: Closed - Opens 8AM IV Phone: (561) 688-9184 Edit your business information - Manage this listing Add missing information Add appointment link KeyStaff offers webinars to our clients :400 .�- KeyStaff SHRM RECERTIFICATION PROVIDER Join KeyStaff quarterly for webinars focusing on topics you want to hear! Our webinars offer a plethora of information that helps you keep up with industry changes. Earn CEUs while learning! KeyStaff Webinar Series — Next Event: April 14th, 2020 — Fine -Tuning the "New Normal" for Your Workforce with Valerie Grubb. Staffing Helps Webinar — In this webinar you will learn: • Remote interviewing, pre -boarding and onboarding best practices • How you can you keep a remote workforce engaged and accountable • Tools to develop and/or reskill your workforce • How to reward or highlight team/individual success/performance in a virtual environment Register at www.mykeystaff.com TODAY! KeyStaff, Inc. 1 (561) 688-91841 1610 Southern Blvd. West Palm Beach, FL 1 www.mykeystaff.com off Procedures and methods of on-the-job inspections • Your KeyStaff Manager will meet with Collier County Department Managers and inspect the performance of the temporary staff on an on -going basis. Part of his/her duties will be to travel about the county to ensure that Managers are happy with our service and employees performing their duties. By communicating with the Managers we can determine if they are having any issues with our staff and if corrections are needed, we will counsel and work with employees to improve the situation whenever possible. Invoicing procedures & sample invoice Following this pages are 3 examples of billing: • Example #1 is one invoice with multiple departments with backup. • Example #2 is one department with timesheet backup • Example #3 is a copy of a page from DMA billing which was a custom billing to meet their specific requirements. Our pay period run Monday through Sunday and we pay weekly on Fridays. We bill weekly by mail or email. We are flexible to meet your billing and reporting requirements. KeyStaff Remit To: KeyP.O. Boaff Inc ® KeyStaff P.O. Box4249 St. Paul, MN 55104 INVOICE (651)224-0656 (p) (651)379-0002(f) a ;Invoice Date Invoice # 6/2/2019 1452220 Customer # Invoice Amt Fort Lauderdale, FL 33311 108494 $13,752.64 Terms: Net Due Upon Receipt Of Invoice Employee PO Number Type Units Rate Amount Weekending Date: 6/2/2019 Department: 5101-02 Capricien, Jean Luc Reg 40.00 14.30 $572.00 Capricien, Jean Luc OT 2.07 19.14 $39.62 Charles, Pricile Reg 39.54 14.30 $565.42 cherizard, lynda Reg 40.00 14.30 $572.00 cherizard, lynda OT 7.11 19.14 c $136.0.. Delatour, Jose Fils Reg 30.52 13.00 $396.7E Frezin, Guerline Reg 39.17 14.30 2 $560.1.. Jacob Napoleon, Martine Reg 39.15 14.30 $559.8E Jaques, Ronel Reg 40.00 14.30 $572.00 Jaques, Ronel OT 0.45 19.14 $8.61 Total This Department: $3,952.48 Reg Hours: 268.38 OT Hours: 9.63 Head Count: 7 Department: 5105-02 Cedieu, Manauchka Reg 40.00 14.30 $572.00 Cedieu, Manouchka OT 8.06 19.14 $154.27 Durrant, Wendell Reg 39.38 14.30 $563.13 Medelus, W ilmide Reg 38.51 14.30 $550.69 Thomas, Oliver Reg 39.25 14.30 $561.28 Page 1 of 3 Email Billing w/ Timecard(s) epartment: 5203.02 Icina, Johny exandre, Gilberthe ampbell, Richard harles, Kenol iarles, Kenol Teri, Florentin aneus, Abner m-ronard, delorme E!ronard, delorme chel, Sherly P. arre. Gilbert epartment: 5503-02 Itidor, Rodrigue Itidor, Rodrigue ruins, Joshua amier, Ilfrance Jean amier, Ilfrance Jean ancois, anita wett, David MMONS, HENRY LEWIS MMONS, HENRY LEWIS Total This Department: $2,401.37 Reg Hours: 157.14 OT Hours: 8.06 Head Count: 4 Reg 32.27 13.00 $419.51 Reg 33.57 13.00 $436.41 Reg 32.11 13.00 $417.43 Reg 40.00 14,30 $572.OG OT 4.20 19.14 $80.39 Reg 30.08 14.30 $430.14 Reg 32.44 14.30 $463.89 Reg 40.00 13.00 $520.00 OT 3.12 17.40 $54.29 Reg 34.20 13.00 $444.60 Reg 33.57 14.30 $480.05 Total This Department: $4,318.71 Reg Hours: 308.24 OT Hours: 7.32 Head Count: 9 Reg 40.00 14.30 $572.00 OT 1.37 19.14 $26.22 Reg 32.46 14.30 W4.18 Reg 40.00 14.30 $572.00 OT 9.17 19.14 . $175.51 Reg 32.02 13.00 $416.26 Reg 13.46 13.00 $174.98 Reg 40.00 13.00 $520.00 OT 7.41 17,40 $128.93 Total This Department: $3,050.08 Reg Hours: 197.94 OT Hours: 17.95 Head Count: 6 Total This Weekending Date: $13,752.64; Page 2 of 3 Email Billing w/ Timecard(s) Reg: 931.70 OT: 42.96 1 Total - This Invoice $13,752.64 Page 3 of 3 Email Billing w/ Timecard(s) eiQ r. .o oTb soN n01 b m==nahi7sb t Ir17?t�j �Omr� V1 t1Tr m.•. .v1 rl m n O. p. 7 Sb bOtT N FNf OO! 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A In W V 1 V i ^NNNNrt 1 ♦NNNN N N N a- Ra h.'- �tn77' CUC�U't=V �V 4 a CtT o,� tT o.. a t7�m mmm�i7T �'Oi y�Cy1 '101��P� Ir tT a tT �_T ry'CN V L'ICn�y�j [� V10�M O�GC LO. 9 LO r t��l n v�i M 7 IV Ot 4 Pf Q I!1 rf t�l ? �%1 rl Q; Z 7 :z !1D 1`�1 u = - c C O .-7 FJ O UAru4 yy 6 . o �CaTE -1U V Ed A ZU05 4 tl f3 t`i��0.iGm� u. J inU a N Remit To: Keystaff Inc. P.O. Box 4249 St. Paul, MN 55104 (651)224-0656 (p) (651)379-0002(f) er�+�aa�i,�C. KeyStaff INVOICE Invoice Date Invoice # 6/2/2019 1452205 Customer # Invoice Amt 112231 $768.00 PO Number Terms: Net 30 Days From Date Of Invoice Employee Description Reg Hrs Rate OT Hrs OT Rate Total Concepcion, Tristy Weekend Date: 6/2/2019 Office Manager 32.00 $24,00 0.00 $36.00 $758.00 32.00 0.00 Please Pay $768.00 Pam- 1 of 1 Email Billino w/ Timecard(s) Weekly Time Sheet Visit us online at: www.m ke sta#.com KeyTalent P: (561) 688-9184, Ext, 160 F: (561) 688-0759 Iceytalent(a mykeystaff com Please send all completed timecards to payroll(@mvkeystaff.com Employee Name: G �fi� ,� i �i Week Ending: /) t C company: IC4 F f e C� 1 c f c.1 "�4 Address: 5,u„atu, C lieru, i cerwnes mar cne signer is a duly authorized officer or agent of CLIENT that hours are correct, and that work was performed in a satisfactory manner by EMPLOYEE named hereon. All services certified by CLIENT that have been performed will be invoiced to CLIENT at the agreed hourly rate per the Service Order. Such Service Order may be oral or written. Payment is due upon presentment of invoice. Invoices not paid within (30) business days are subject to a FINANCE CHARGE of 1,5% per month on the average daily balance. If collection requires legal action, CLIENT agrees to pay costs thereof and reasonable attorney's fees. Returned checks are subject to a $30 service charge. CLIENT recognizes the employer -employee relationship between KEYSTAFF, INC. ('XSI") and its personnel, including but not limited to EMPLOYEE named hereon, and CLIENT accepts the obligation to discuss all matters concerning their employment, work assignment, pay procedures, etc. with KSI. Should a lawsuit be necessary to enforce this agreement, CLIENT hereby waives any objection to venue or personal jurisdiction and agrees to be subject to the jurisdiction of the courts located in Palm Beach County. In the event EMPLOYEE named heron Is hired by CLIENT within one hundred and eighty (180) days of the date hereof CLIENT shall be liable to KS1 upon demand for a Ilquidation fee of $4000 or 20%, whichever is greater, of the EMPLOYEE'S current annual salary. This will be calculated by the currently used hourly pay rate. CLIENT further agrees that (a) KSI shall not be liable for, and KSI's insurance does not cover, loss or damage caused by tortious or criminal acts of EMPLOYEE which occur while EMPLOYEE is performing work under CLIENT'S directions or control, while EMPLOYEE has access permitted or entrusted by CLIENT to premises, cash, negotiable instruments, computer software or other valuables or while EMPLOYEE Is operating motor vehicles, machinery, computers or equipment owned or leased by CLIENT, and CLIENT THEREFORE ACCEPTS FULL RESPONSIBILITY FOR ALL CLAIMS, INCLUDING THE DEFENSE THEREOF. INVOLVING BODILY INJURY, PROPERTY DAMAGE, FIRE, THEFT, COLLISION, CARGO DAMAGE, COPYRfGHT INFRINGEMENT OR PUBLIC LIABILITY SUSTAINED OR INCURRED BY ANY PERSON AS A RESULT OF SUCH ACTIONS; and (b) CLIENT shall defend, indemnify and save KSI harmless from any and all fines, penalties and assessments, including attorney's fees, incurred by KSl as a result of any alleged violations of any Federal, State, or local law, regulation or ordinance relating to health, safety or environmental hazards with respect to any pre ises owned prcontrolled by CLIENT and to which KSI employees are assigned. ure Employee Sign N C d O U d R 7 W u N pLL Nf CN w J U CJ .. _ o O - m I L N � w w ww www ww wwN ww wNw w w ww w w.n I ) �,,, y .n wN wNw �� 8 8 8 8 aNw & Si Si Se 8 8 8 8 8 8 8 S 8 8 f m + ww ww Qw ww w w ww ww w wN ww ,v rn dWWW ~ o > x � N 1 w w y LL � „ n �� ~~ n n n n ti ..� • 3 � a w w w .n N �n v. v. w w w ,n w w . i rvf; $n $8T � a Re` 11l 22 SR 88 88 88 88 88 a 88 f"� > Nw ww NN Nw � Jill Iq nM MS „�.,, Stop r, lilt Ill lilt i a N ig O N O b p E O F O o E E O E E 9 O ee F o f O > y n q $ at q g N `(!> b 6 A C� ;;xx;zx w:zzY 3'yz ;; zs;zx ��yxx xx �x z�zz e 6 0 2 t5 Q Q 0 E � m m m � a � _. „" _�^ m - ..:�.. �; ,•. ,.: .� � -il :',,.`. ;:, a v � `e''N ". „' N h Mf e � u °�i /T. i w % w ��.°a � a m �. - Examples of reports to be made available to Collier County • Most all our reports that we provide to our clients are custom reports based on their needs. We will identify this in our meetings prior to providing services. We provide Sarasota County a custom report at the end of each month and reports to multiple people highlighting different employment aspects of importance. Some reports we will track manually, some reports we can pull from our payroll system, and other reports can be available through our electronic pay clock system should Collier County choose this option. • The electronic pay clock is very user friendly. This allows employees to enter their own time and then their managers approve the employee hours electronically. This can be done on the computer or on their phone through an app. There are a ton of great reports to pull from including, employee audits, period totals, YTD summaries reports etc. that would be available to the Department Managers (Reports and information to follow). KeyStaff Electronic Pay Clock System © Home z E C 4 6 Secure https.: appspayclock—, In/Out Board Nam. Ay<otlt, mane Cody, Chinn Doe, Jane Employee, Test Fair— Eric Faison, Celeste Halliday. Samatha Je/hey, Jamie Knowles, KrM. Kowolski, Richard Montgomery, Raymond Montgomery, Tim Phillips. Tim Schmidt, Angre Schmidt, Path Scott. Alex Stribling, Ah— x Hours/Wages Overview C,, Hdxlay —Regular C . Exceptions Overview NM No pat x O X I a 000 M-w- KeyStaff KeyStaff's Electronic Payroll Portal Employee Time & Attendance Simplified = Faster payroll Processing • Process payroll anytime, anywhere - Out of the office or working remotely? No worries, you have access to employee timesheet data, reports, and calculations within the time clock software to complete payroll processing quickly directly from your mobile device. • No more manual work - Our software automatically performs employee timecard calculations and will accurately apply your company's payroll rules related to daily or weekly overtime and regular hours. • Correct errors in real-time - No more tracking down the individual employee or manager to verify time punches when it is time to process payroll. • Freedom from maintenance - Securely hosts your PayClock database online, there is no requirement of software installation or networks to maintain for you. View & Print In Depth Reports • PayClock Online reports are organized into six groups: Payroll, Attendance, List, Schedule, Management and Admin. • Our clients can select specific employees to include a desired time period for any report. • Our clients can select which pay codes to show on many of the summary reports. • Report settings can be personalized and saved by an individual user. • Most summary level reports include a drill -down function that allows the user to view employee level detail. • All reports can be viewed on screen, printed or exported to Excel, PDF, or HTML. • ACA Report for Applicable Large Employers (ALE) provides worked hours totals, look backs, calculation of full-time, part-time, seasonal and Full -Time Equivalent (FTE) employees for Affordable Care Act reporting. } ..; .r. W iri Yr Management Reports • ACA Report • Employee Overtime • Pay Code Totals i i i • Benefit Time • Department Wage Summary • Timecard Notes • Employee Daily • Future Punches Payroll Reports • Department Totals • Department Hours worked by Attendance Reports • Planned Non - Worked Time • Employee Absentee • Employee Monthly Activity List Reports • Employee Information • Employee Payrate Schedule Reports • Budget vs. Actual • Budget vs. Projected • Employee Accrual History • Employee Dept. Totals • Employee Details • Employee Punch Compliance • Employee Attendance • Exception Report • Emergency Contact • Employee Personal • Schedule vs. Actual • Weekly Schedule • Employee Timecard • Employee Totals • Period Totals • Transaction Listing • Future Non - Work • Missing punch • Employee Setup • Employee Schedule „wr��r1ff41eEs,eE�sr�FFP11rff)ef1I1r?"j 51'e ;s row w � r4ND 0r�R 1. Owner Involvement — A passion that starts from the top. 2. Longevity and Consistency — Consistent service and upholding a philosophy of service and responding to your needs with a sense of urgency. 3. Certified Minority Ownership - Certified by State of Florida and nationally by WBENC. 4. Commitment to Safety - We have a full time Safety Director and we are committed to providing a safe working environment and helping our clients with safety. 5. HR Director- We have a HR Director that is a member of SHRM and she keeps us up to date on the changes that are occurring in the marketplace and our requirements. 6. Experience — We have successfully met the needs of similar clients and have provided you with some references. 7. A Committed Team — A dedicated and experienced team of recruiters that use their skills to find your organization the type of talent needed! 8. Experience — Backed by 23 years of service to our clients. „w��r1ff14,eFs,eFysr�FF 011rff1ff1Vr?'1'1 owCf01ffr10iVx011 fiVT�Es 51e 1s How ive Y1,41yo 0G(F/ 1. Everything starts with our ability to hire the right person for the job. Putting the right candidate in the right position is the key. How do we do this better than our competitors? It starts with our internal process of training our Staffing Specialists and Recruiters. Our process includes thorough screening with integrity testing, skill testing, background screening, drug testing, Collier County orientation, training, and we offer an online application process for greater efficiency. We conduct job interviews, where we listen and ask questions. We are proposing to pay for 11 holidays, PTO time of one week (can be taken as cash vs time off), and 50% of health insurance costs because we know this will help our abilities to recruit and retain the best candidates for your open positions. It is also our goal to provide a better benefits package for the current staff that would transfer to KeyStaff with no waiting period for holidays. 2. We customize our solutions for you. We write a handbook specific to the County. We add your specific forms to our online application and have a custom application for Collier County. We create an orientation for employees based on your requirements. We will customize reports, we are very flexible to meet your needs. 3. Once we are providing service, we ensure quality through surveys, and, employee evaluations every 6 months. Your KeyStaff Manager will meet and communicate with County Managers, meeting face to face with the departments that use the most staff. 4. The onboarding process that we have outlined in this proposal works effectively for a smooth startup transition. We have a plan and process that we have used many times that works effectively. This means less issues for your team. 5. We are very service oriented company. Our clients will attest to this fact. 6. We are offering an electronic time keeping option with reports to your Managers to improve your process. 7. The staff that will be supporting the Collier County Manager and staff, have 7-16 years of industry experience with KeyStaff. They are all very experienced and qualified. There will be many people involved in making us successful at Collier County. „w��r1ff14,eFs,eFysr�FF 011rff1ff1Vr?1111 CFO WTVAPOMIM��Y 51,,f ;s row we Y541YO 0�7_1 1. KeyStaff is a company that believes in providing more than just people. If you look at the HR Magazine (e-magazine copy), we have provided to you, you will see that being part of the solution to our clients in our goal. We just recently sponsored a webinar in April for SHRM credits and we do this every other month for our clients and prospects. Human Resources is much more complicated than it was 20 years ago. You need partners that are fully engaged and working with you to provide your managers and your customers with the best possible resources and service. 2. Our process for account management works, you can ask one of our newer clients, Sarasota County, about our process. We heard that they had been with the same service for over 10 years. There was a great deal of anxiety regarding change for many managers and employees. I put this in as an example of how KeyStaff stands out with service. We also have successfully provided service to the Department of Military Affairs for many years. What is the difference? For one thing, KeyStaff actually follows through and does what we commit to do. I have been blessed to have loyal and committed employees who care about this company like it was their own. KeyStaff has a process and approach that works, you can see this with the three letters of reference we received from the Department of Military Affairs. 3. It's our plan to make Collier County our one and only client for this office location, and all of our attention and efforts will be dedicated to providing you and your managers with the best service. 4. We are a "no-nonsense get the job done” type of company! You will have the President of the company involved making sure you get the service we are promising. Hire with confidence IBM Talent Assessments Full product catalog �!ew µ �"`,�Y �baMre55 Op Pa ioMll;.n� tao e — s- is MV 1.50�-� IBM° Talent Assessments use behavioral science techniques to measure traits, skills, and off -the -shelf mobile fit of candidates and/or employees. 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Highlights • Accounting • Accounts Payable/Receivable • Authority • Bank Teller/Cash Handling • Bookkeeping • Commercial Banking/Collections/ Insurance • Credit Analyst/Management • Data Entry • Dependability • Detail Orientation • Financial Analysis/Management • Initiative • Numerical Reasoning • Situational Judgment View all accounting/finance assessments —> • Attention to Detail • Computer Literacy • Data Entry/Typing • Etiquette • Filing • Following Instructions • Grammar/Spelling • Initiative • Integrity • Optimism • Math • Reading/Writing/Proofreading • Reasoning • Retention • Situational Judgment • Team Orientation View all administrative assessments --> IBM Talent Assessments Catalog i What kind of job are you trying to fill? 4 Job Function Description Highlights Call Center/Customer Your organization's reputation is at stake with every Service service interaction. Ensure your representatives are qualified in assessing customers' needs and processing information professionally and efficiently. Cybersecurity Cybersecurity Aptitude Tests identify talent with the ability to support efforts to counter cyber threats. By assessing the behavioral attributes and cognitive aptitude required for success in cyber roles, the tests focus on identifying latent ability — traits that are hidden and not yet developed — in cyber roles rather than existing skill. Healthcare The healthcare industry is growing at a rapid rate and our assessments employ extensive research techniques to meet the industry's testing demands Our assessments effectively identify a variety of skill sets ranging from medical records and billing to administrative and clinical personnel. • Analytical • Concern for Others • Data Entry/Spelling • Dependability • Detail Orientation • Inbound/Outbound • Initiative • Listening Skills • Multi -tasking • Retention • Self Control • Situational Judgment • Team Orientation • Technical Support • Telephone Etiquette View all call center/customer service assessments --> • Commercial Cyber Aptitude Test (CCAT) • Defense Cyber Aptitude Test (DCAT) View all cybersecurity assessments —> • Analytical • Assistants (Dental, Medical, Office, Physician) • Authority • Dependability • Detail Orientation • Initiative • Medical Billing/Coding • Nursing • Pharmaceutical • Situational Judgment • Team Orientation • Terminology • Therapy (Occupational, Physical, Respiratory) View all healthcare assessments —> IBM Talent Assessments Catalog i What kind of job are you trying to fill? 5 Job Function Description Highlights Hospitality Hiring for the numerous positions within the hospitality industry can be daunting. But while the range of positions is vast, they have one thing in common: front -of -house positions can be the determining factor in brand loyalty. Assess which candidates will be the best and brightest representatives for your organization. Industrial/Warehouse With a severe shortage of skilled workers for industrial jobs and continued growth in the industry, it's imperative to find skilled candidates with the aptitude to fill open jobs. Select the right candidates with an assortment of assessments measuring positions ranging from an apprentice to master level. • Compliance • Dependability • Developing Talent • Execution of Operational Standards • Guest Service • Hospitality • Initiative • Leads by Example • Managing Performance/Pressure • Problem Solving/Decision Making • Situational Judgment • Sociability View all hospitality assessments —> • Attention to Detail • AutoCAD/SolidWorks • Compliance • Dependability • Engineering • HVAC • Integrity • Machinery (Forklift, Lathe, Milling, Press Brake) • Manufacturing/Warehouse Knowledge • Math/Measurement • Mechanical/Spatial Reasoning • Optimism • Print Reading • Reading Comprehension • Safety • Situational Judgment • Team Orientation View all industrial/warehouse assessments —> IBM Talent Assessments Catalog i What kind of job are you trying to fill? 6 Job Function Description Highlights IT/Technical Technical assessments can be a critical element of the interviewing process, providing essential information about the actual skill set of any candidate. Keep up with the pace of change in technology by evaluating your applicants' IT capabilities, from hundreds of assessments covering basic computer knowledge to advanced programming. Legal Employment in the legal industry has fluctuated, but despite the recent uptick in legal employment, there are still a disproportionate number of applicants for the number of positions. Using assessments will help narrow down your large applicant pool to candidates that have the essential expertise for a variety of legal positions. Management Selecting and developing the next generation of leaders has significant consequences to the future growth of your organization. Designed for selection and development in upper mid -level and executive roles, this family of assessments ranges from fully automated to consultant -driven and can even incorporate an interview. • .NET (ASP, C#, Framework) • Data (Architecture, Mining, Modeling, Warehousing) • Database Administration/Development • Networks • Programming (Agile, Angular, Hadoop, Java, PHP, Python, Ruby) • Reasoning • Security • SQL • Systems • Technical Support • Web Design View all IT/technical assessments —> • Basic Litigation Knowledge • Court Reporting • Legal Filing Skills • Legal Spelling • Legal Staff Skills • Legal Vocabulary • Paralegal Skills • Patent Prosecution • Typing View all legal assessments • Accelerating Innovation • Authority • Dependability • Developing Talent • Fostering Collaboration • Managing Performance/Pressure • Multitasking • Organization • Problem Solving/Decision Making • Situational Judgment • Sociability • Team Orientation View all management assessments —> IBM Talent Assessments Catalog i What kind of job are you trying to fill? 7 Job Function Description Highlights Retail Continuous innovation and customer engagement are a must in order to thrive in the new retail landscape. What makes some companies successful while others fail? Identify, engage, and retain top store associates to ensure exceptional customer experiences. Sales Rarely do organizations question the importance of hiring a great sales person. Our assessments provide a way to accurately measure the skills, fit, and behaviors of getting in the door, demonstrating value to the prospect, presentation, and closing the deal. Directly impact your business by hiring people that bring in the money! Software Software applications have become essential to everyday business needs. Our Microsoft assessments provide full program simulations and we have partnered with Microsoft to provide accessible solutions to those with disabilities. Our simulations require the test taker to complete an actual software task in a fully functional software environment. To provide the utmost reliability, our simulations support a variety of ways to answer questions, including menus, icons, double-clicking, single clicking, right -clicking, and short-cut keys without any need for a plug-in. • Cash Handling • Compliance • Dependability • Detail Orientation • Development • Initiative • Numerical Reasoning • Situational Judgment • Stress Tolerance • Team Orientation View all retail assessments —> • Authority • Dependability • Inbound/Outbound • Initiative • Persistence • Situational Judgment • Team Orientation • Writing/Communication View all sales assessments • Adobe Acrobat • Adobe Dreamweaver • Adobe Illustrator • Adobe InDesign • Adobe Photoshop • Microsoft Access • Microsoft Excel • Microsoft Internet Explorer • Microsoft Outlook • Microsoft PowerPoint • Microsoft Windows • Microsoft Word • QuickBooks Pro View all software assessments —> IBM Talent Assessments Catalog i What kind of job are you trying to fill? 8 Learn more about the types of insights we provide Abilities Reasoning assessments designed to identify individuals' capacity to evaluate, analyze, approach problems, and find resolutions. Highlights • CAT Logical Reasoning Test • CAT Numerical Reasoning Test • CAT Verbal Reasoning Test Behavior & Personality Assessments tailored to individual positions at various levels and industries. We combine predictive personality traits with position -appropriate situational judgment items and reasoning ability where fitting. Highlights • Selectors for Professional and/ or Manager roles • Performance Indicators • Selectors for Hourly Roles You recently completed a verbal ability test. This online test is designed to provide a fair, objective, rapid and practical measure of your skills in evaluating verbal information, skills that are relevant in many roles. To give meaning to your scores, they have been compared to a group of comparable participants. When interpreting the test scores it is important to remember that all scores are relative to this group, Remember too that while verbal ability is important for many jobs, it is only part of the picture. 0 30 �. Your overall score is 85 percentile. This means you scored better than 85 % of the comparison group participants Analytical Team Dnanla4nn Numerical Reason rig Peveloprnem Numerical Reason In g AnalyricaJ - Development �_ Team t]rlent0tion ` Energy Autnonty Irill [,aIlve I Sltuallonal I Judgment o k nergy I"Wative situatrnndl AWhnrlty DotallQrlentatron ludgment [V 20 30 40 5b t.0 M 80 91 I.:.. IBM Talent Assessments Catalog I Learn more about the types of insights we provide 9 Fit What the overall score means: Comprised of our Cultural Match This person fits the Call Center Representative job profile better than 87 percent of candidates. and Job Fit offerings, this family of assessments is designed to Weak Fit Strong Fit meet many needs, including How the candidate compares to the job profile: selection across multiple This chart compares the candidate's work preferences to the job profile. The bars display how strongly the positions, and identifying candidate preferred each work dimension. The black dotted line is the Ideal Job Profile, and displays the candidates whose values best relevance of each work dimension to the job. The candidate is a good fit if the bars are close to the dotted line. If a candidate scored the same (tied) on multiple work dimensions, they were given the same ranking. match those of your organization and the job in question. Highlights sin e r • Job Fit Bank Teller a • Job Fit Call Center N • Job Fit Hospitality Associate a 4 • Job Fit Industrial Warehouse Worker a • Job Fit Retail Associate z • Job Fit Sales o • Organizational Culture Match E •, �� ' J Social Investigative Artistic Enterprising Conventional Realistic Least Relevant - - - - - -------------- - - - - -- Most Relevant Skills detail Score Report W stolim 790-; Type Level Thnr Content validated assessments I C^°ct IWff- �. •.t—.a.-, Ani"t.�. 9— t> edco.04 2 carnet CdMft+ AJR Antes 1.— fi3000? measure specific skills or 3 Caner C-- wrwtiow" sm►vent= tm.th. C—M PAII Ewe 00C4.00 bmw mat W s Correct P.xrw ,r— Cw.detiCtrYt1•r rtrtrsr.i. aacaa5 knowledge in accounting, 11 C&� 7e bt«s74 ago W9015 C¢nu Oiw —qq M GndnnCtAlrlelr ank 000007 C-- rr.& °`—d CI.M �'�'r °"` °°e002 administrative, call center, 9 .Carved t'Jr*I—i Orm WC1MIYr'iye IYI, DOW03 financial, healthcare, industrial, 10 Calea 11 o�nn Odn. farms ar.!■O�ttw IlWltlttrk ra.cau.ysar m .e+.�C—" e090.02 I� uom11 legal, software, and IT/technical positions. Question Level Statistics Highlights Level Numhar ofquestinns N-nb,r C0 E-Ct Total Percentage • Basic Office Skills.t. • Call Center Environment fit« i3 • Data Entry • Microsoft Office • Typing Question Type Statistics Type MunlbCr Or Qdes:1011x Number Correct Total Parcer."o WPr. CnW b Canlanty t7pq InoopbM N to -mph Q IN, Jrwnr En.p. C..h FM M S 1 3 [per '11 Ca.l:> M r t a3a Tarr 43 .•i ,r� Test Description The Accounts Receivable assessment is designed for an Accounts Receivable Clark Position. Topics include AIR Principles, Crellit to Customer. InvocelBiHing Concepts, Journal Entries, Cash Flow, Applying Payments, and Collections. Assessments for .t+ccount€ Payable and Bookkeeping are also available IBM Talent Assessments Catalog I Learn more about the types of insights we provide 10 Specialty Offerings These are unique assessments designed to get to the heart of matters not commonly addressed. Outcome -focused assessments that can be used individually or in combination with other assessments, these are applicable across industries and address key factors such as willingness to follow safety guidelines, sales capacity, teamwork, engagement, retention, and customer service focus. Highlights • Leadership Behavioral Assessment • Leadership Preference • Learning Styles Questionnaire • Motivation Questionnaire • Occupational Personality Inventory • Onboarding Assessment Inspiring People Easily convinced of others arguments _ -_ Has strong views and is vocal with them Likely to back down in the face of opposition Stands their ground when challenged Views self as follower rather than leader 1 2 a a 5 s e 9 o Views self as a leader of others Prefers to look to others for direction Takes charge and directs others Avoids being in control of others Prefers a position of power and control 2 a a 5 6 a 9 o Reserved and prefers a subordinate role Might appear as a dominant person Uncomfortable with rapid decisions ■ -_ - -_ -_ - - Easily makes rapid decisions Discomfort with changing environments Enjoys rapidly changing situations 1 2 a a 5 6 7 s 9 10 Overly considerate when drawing conclusions Likely impetuous and risk -oriented Works best at a steady pace Thrives in fact paced environment Prefers shorter, focused work activities Sustains activities for long periods of time Energy level stems from reaction to need 2 a a 5 6 7 a 9 10 Encrav stems from the need for activity Does not try to push own opinion - Persuasive and convincing Avoids debates and conflicts Likes opportunities to debate a point 1 z a a 1 5 a 7 a 9 10 O en and willin to concede to others' ideas Shares reasoning to sell a point Is reluctant to initiate conversations Very comfortable dealing with new people Nervous in the presence of others and social Takes charge in social meetings events + s a a a s a 9 1s Successful giving presentations and public Is reserved and seems to lack assurance speaking Achieving Excellence Demotivated by challenging targets • Personal accomplishments are important Personal life comes before work -r Constantly searches for challenges "A successful career t a successful life" + s 3 4 5 s s s 1• "A successful career = a successful life" Dislikes competitive environments -_ - -_ - - Enjoys beating others Prefers to support and help others Energized by competition Avoids competitive situations + x a a 5 a t a s 1n Will seek out com etmon Fails to deliver on commitments Less likely to take responsibility ■ - , - Has high standards Manages multiple responsibilities Lacks proactivity and structure + x a a 5 a 7 a s 10 Proactive and structured Believes detail gets in the way - - • High level of attention to detail Seen as expedient Delivers extremely accurate and precise work Tasks done quickly and much lessprecisely+ s 3 a 5 6 e s +• Finds it difficult to see the bigger picture Puts off unpleasant tasks Likes seeking ambitious challenges Is less action -oriented than most Takes action on job responsibilities Looks to others to lead the way+ s 3 4 5 6 a s 1s Effectively starts taslks/pro ects from scratch Tends to be very unstructured • . Highly methodical and organized Can flex approach Finds ambiguity difficult Does not value planning and organization + a 3 4 5 6 s s Needs a structured environment Avoid situations that require taking chances • Seek and earn larger gains than most Comfortable with minimal risk Likes high pressure situations High l i hl uncomfortable taking risks + 2 3 4 5 6 e s Likes risky behavior far more than most Tends to be very upfront Keeps emotion in check Expresses emotions openly Rarely displays emotion openly Places importance in showing their feelings + s 3 4 s s e s Perceived as lacking emotional sensitivity IBM Talent Assessments Catalog I Learn more about the types of insights we provide 11 Learn more about our test experience options Computer Adaptive Computer Adaptive Testing (CAT) is designed to adjust the difficulty of the items administered based on the test taker's responses (success or failure), thereby minimizing seat time and increasing test security. As such, the items that test takers are presented vary depending on test taker behaviors. These assessments are designed to identify individuals' cognitive abilities including numerical, verbal, and logical reasoning. Data Entry Data entry assessments require the test taker to type information into a simulation of a spreadsheet or form. The session consists of entering a series of numbers or characters. The results report indicates the speed, in keystrokes per hour, and accuracy of the data entry session. These assessments are available in audio, hardcopy, onscreen, one screen, or multi - screen formats. Section 2 Numerical Reasoning Practice Items ABC Technologies - Revenue by Division 2015 (Total = £22 million) 10% 12% low • CenVifuges 45% . M�crascoces Mass Speccrameters + Bal anwz 33% Question 9 of 9 If ABC Technologies' total revenue was £25 million dollars in 2016, and the Balances Division's revenue decreased by 20 % (as a percentage of annual revenue). What is the Balances Division's annual revenue for 2016? Overall Assessment Progress INESSIN� £1,600,000 ",000,000 £2,400,000 I i_:� 13,200,000 Correct. To determine the Balances Division's 2016 annual revenue, you must first determine their 2016 proportion of overall revenue. This can be done by taking the Balances Division's 2015 proportion of annual revenue (10%), and decreasing it by 20 %, resulting in an 8 % proportion of overall revenue for 2016. Then, you can multiply ABC Technologies' 2016 overall revenue (£25 million) by .08 in order to arrive at the answer. ® Save and finish later Data Entry Type the information from the table to the corfespondmg table below it. 0se the'TAS' or'Enter' key to advance to the next field or SHIFT -TAB to move backwards. The data you input wNl go ACROSS each column_ Select the "Finish" button to complete this seclion 536873 58756 87530 2368 978241 Row4391 103598 32561 2793 657109 980615 41498 890155 4713 33159 79056 32912 7315 321919 901532 901573 E 2079 109753 qRM8 1025 F3645 95785 2073 R18753 B0152 29345 2431 543256 3236�1- mmmmm IBM Talent Assessments Catalog I Learn more about our test experience options 12 Fill -in -the -blank A fill -in -the -blank question consists of a phrase, sentence, or paragraph with a blank space where the test taker types the appropriate answer. Fit Comprised of our Cultural Match and Job Fit offerings, these assessments are designed to meet many needs, including selection across multiple positions, career development, and identifying candidates whose values best match those of your organization and the job in question. Fill -in -the -blank} Screen 1 of 5 Type the answer to the arithmetic question on the left to the corresponding field on the right. Do not use any symbols_ such as currency, decimals. or periods in your response. Select the "Submit" button to go to the next Screen. 4a3 14+8= 24+52= 57+102= =tl—t Job Fit Oue5ti0n 1 011 Select which ofthe followingjobcharacteristics are most important to you and least important to you by dragging and dropping each item into one of the boxes at the bottom ofthe screen. The text in the boxes will indicate how many items you need to add to each box in order to move forward to the next. step. Once you have completed step 4. you will move to a final summary page (step 5) where you can review and make changes to your selections before submitting them_ 0v rall Assessment Progress Abide by pn5.Wprnin d rs Create new desegns or mode rdaintama Work mu[me FT- to others. Anaty-tlata Dernrurs}ratewigHrefly rmke m part-t d-Lsions T rb others Be creatrva Develop ne]atbrcehlps Llperate.egr[Iprr rtlmechsery Think c ffi-Vy Be in a leadership posIr— Embrace the unconventfwrel 0versee hus§LessecMjob . linderstend how ifutgs wark Be orgaruz Engage in manual lobar PeY att-t—WtletaAs Ilse- to developsa-- Be thorwgh aMtorp—c Eyskrate complex concepts. Perfarm cbllcetdWks Ilse math or sclervJe Ba unique —"mime and work with ideas Perform physical®car ,s. Ilse my krmghat( E uild¢r 1epa7 thhup Express rrryselfad'stically Provide aid Su fhose.h creed Work rnpeborat-ly Care for It —around me Fod b-4 In my wok Sh o w.once. ford—e needs. Work --art or musk CoachMevelnp others. F¢9ow dhedions exadty So-d IF"prohle— Work wflh my hands Codeleatego-Ize utFon ion Hare the power to erred change Solve p[adlral pimhlerm: work whit plants oranrre Cammunlcafe my epbbnsN FtiTyrnwtn sktrs ventures Spendtune outdoors work wtlh powerfulpoop� Condud'reseaich Keep.1.1 Antah records start up new wolada C p¢rdktate business oyieratfons Lesm new dWtgs. -ake risks In ardor to succaetl Extremely Important Extremely Unimportant Add 2 items Add 2 items Start over IBM Talent Assessments Catalog I Learn more about our test experience options 13 Likert A response style that asks test takers to specify their level of agreement. It is the most widely used approach to scaling responses. A common Likert scale could include: Strongly Disagree, Disagree, Neither Agree Nor Disagree, Agree, and Strongly Agree. Multiple Choice A response style that asks test takers to select an answer from a list. Section i 1. 10 nol walk to he load what to do- 2. Some people pm6abty say that I am overachieving. 3. I slrOggle with wblk Thal Ihvdfv" adhwing to a strict press. 4.1 set vary high standards for myself- S. I am deeply moved by the feelings of people around me, 6. 1 do not slop urfill things aala perfect. ?-I sometimes sacririce quaiily for the sake i3Fspead. 8.1lhardly@"roxre,M IWO%g4mywary, 9. I jump into action be Fare others. i�: want to arohW" Mo h+ghast rasoM. MSava aiW finish later Section 2 Numerical Reasoning Practice Items ABC Technologies - Revenue by Division 2015 (Total = E22 million) 30% 12% 1■ Centrifuges 45% • Microscopes Mass Spectrometers L0 • Betsnces 33% Question 9 of 9 6.�.rall Assrssmeryt Proyfass S6onsily 51igow Not sura'in-914tEy Strordy Dtsaprea Dlesgrae bo.,eeii Agr@e Agree Overall Assessment Progress If ABC Technologies' total revenue was £25 million dollars in 2016, and the Balances Division's revenue decreased by 20 % (as a percentage of annual revenue). What is the Balances Division's annual revenue for 2016? i'� £1,600,000 •',, E2,000,000 r) E2,400,000 _ £3,000,000 E3,200,000 Correct. To determine the Balances Division's 2016 annual revenue, you must first determine their 2016 proportion of overall revenue. This can be done by taking the Balances Division's 2015 proportion of annual revenue (10%), and decreasing it by 20%, resulting in an 8 % proportion of overall revenue for 2016. Than, you can multiply ABC Technologies' 2016 overall revenue (£25 million) by .08 in order to arrive at the answer. ® Save and finish later IBM Talent Assessments Catalog I Learn more about our test experience options 14 Open Response These are unscored environments for Writing Samples, Reasoning, Translation Samples, and Code Samples. Gauging certain skills can be a highly subjective endeavor. While you may be able to write a grammatically correct sentence, it does not guarantee that you are a "good writer," so we leave it to you to determine the level of writing effectiveness represented by the candidate's sample. We do believe that providing a controlled, immediate writing environment helps to assess the skills of the writer, in context. It is for this reason that we provide this environment and encourage customers to use it, free of charge. Proofreading Proofreading assessments present test takers with a text passage that contains spelling, grammar, and punctuation errors. These assessments measure a person's ability to recognize and correct the errors within the text passage. Please read the following instructions caretully and begin writing in response to its hypothetical parameters. Question 1 of 1 You are the documentation writerfor Veg-VitaPhooe, a company offering voicemail service to small businesses. Create instructional material that explains how to retrieve vokemail messages. You can make up any sequence of steps for users to get their messages_ Explain how to retrieve messages from both a primary work phone and remotely. You can assume that some users are famillar with voicemail systems. however some may not have any familiarity with them. - Give a brief overview of the task_ Use a paragraph tormat to explain the sequence of steps. - Use examples where appropriate. - Offer users resources for further help, if needed. - Present your ideas clearly and logically. - Review your sample for any errors in spelling, punctuation, and capitalization_ - Feel free to create any details as a this were a real case scenario. This Is the text box Finch Renew the passage and correct, as appropriate. When you are finished making your edits, select the "Submit" button to score this assessment- 1 - To modify a word. select the word you want to edit. After you have made your changes. select "Apply Changes". The changes you made will now be highlighted 2. To correct punctuation errors, select the word closest to the punctuation and modify it and select "Apply Changes". 3. To undo any change that you've made, select the highlighted word. The original word will appear next to "Original Text:". Select the "Revert" link to replace your change with the original text and the word will no longer be highlighted. At Cafe Luca, entrees were of mixed quality. but the nightly pasta special was a delight saffron pasta was served with prawns, arugula, and fresh tomato. The saffron sauce was marvelous, and the dish client skimp on this luxurious spice. The prawns are of a genorous size, and they mingled perfectly with the slightly tart arugula to from a Distinctive pasta dish worth reccommending. On the other hand. the risotto dish was disappointing. "Risotto con Salsicce' is a traditional rice dish cooked with fresh sausage, peppers. spinach. and parmesan. But once again, the chef had a heavy hand with the salt shaker, and the perfectly -cooked risotto was marred by the blandness of the scompanying sausage. Whatever you do, save roam for desert. as that is where this restaurant truly shines. There version of tiramisu, the famous italian sweet, was rich and moist, and ifs presentation on a plate dusted with chocolate made it a feast for the eyes as well as the taste buds. The "Creme Brulee" {a smooth cool custard encased in a crunchy shell of caramelized sugar was nothing short of divine! You have 15 change(s) left to make. Time Remaining 00:2941 IBM Talent Assessments Catalog I Learn more about our test experience options 15 Simulation These assessments simulate the environment of a Microsoft desktop application. On each question, test takers are presented with a task and must correctly perform a step or series of steps to complete the task. If the task is completed correctly, the question is scored as correct. These assessments support the vast majority of short cut keys; applicants will not be adversely scored for using the most efficient means possible to answer questions. Spelling Spelling assessments measure the test taker's ability to spell correctly. The test taker is asked to identify whether a word is spelled correctly and, if this is not the case, they are tasked with correcting the spelling of the words via audio or onscreen formats. Question 2 of 30 Inserts ;R�'.�, 'r.',:�,v=>A�_.`�': ;�•�'.7, 'c�v=;�f': ;JL��'.2, '':; ,J A "7 h ' = Revenue - Microsoft Excel Home Insert Page Layout Formulas Data Review View -` A Caltbri - Ll _ ] j+ General ^ �9 Insert - �Lr' E - L:A- H I U - A p" _ — — - $ - % + Delete - Styles Paste - _ ee - i • _- _' '�l- !60o .:oo r Format- Sort & Fintl & ,2- Fitter- Select - Clipboard r, Font = ding A2 confirm A B C Choose from the following to continue. i 1 Revenue 0 8 &i p A o so E3 J I : 2 Quarterl Quart 3 Year2006 5,469,123.00 5,489, 4 Year2D07 6,412,329.00 6,458, 5 Difference Re eat Question Next Question _ 6 Growth 7 8 9 10 11 12 13 e + ► kiI Sheetl Sheet2 Sheet3 tj 04 1 rill ► i Ready I mom go 10076 — + Spelling Decide if the displayed word below is spelled correctly. It the word is spelled correctly. you can proceed to the next question by selecting the "Submd" button If the word is spelled incorrectly. make the necessary corrections and proceed to the next question by selecting the "Submit" button. If you need to revert back to how the word was originally presented, you can select Reset. Question 1 of 50 Accountent Reset Overall Assessment Progress I IBM Talent Assessments Catalog I Learn more about our test experience options 16 Typing Typing assessments measure the speed and accuracy of a test taker's typing. The assessment presents the user with a passage he/she must type as accurately and quickly as he/she can. This assessment should be given to anyone whose typing speed needs to be measured. These assessments are available in audio, hardcopy, and onscreen formats. Typing Sudoku® is a Japanese puzzJe game that has become extremely popular around the world..A basic Sudoku game is based on a 9 x g grid, where the player needs to add missing numbers so that each column and now is filled with the digits from t to 9. It is a great way for the young and old to challenge their minds and sharpen theirdeductive abilities. While the modern version of Sudoku was first introduced in 1970, the history of thls deceptively simple game can be traced far into the past and it is certain to continue well into the future. Its position next to the crossword puII1e in newspapers across the country guarantees its place in puaJe game history. Tme Remaining 99:99:58 IBM Talent Assessments Catalog I Learn more about our test experience options 17 IBM Talent Assessments Full product catalog Select a category to see full list of available assessments. Accounting/Finance Administrative Call Center/Customer Cybersecurity Service Healthcare Hospitality Industrial/Warehouse IT/Technical Legal Management Retail Sales Software Get in touch to discuss the right assessment solution for your business —> Job Function Title Accounting/Finance 1. Accounting Terminology - Advanced 43. Learning Styles Questionnaire 2. Accounting Terminology - Basic 44. Loan Officer Skills 3. Accounts Payable 45. Loan Processing 4. Accounts Receivable 46. Loan Underwriting Knowledge 5. ACCPAC Pro Series 47. MAS 90 - Bookkeeping 6. ADP - Payroll 48. Motivation Questionnaire 7. Advanced Accounting 49. MYOB Accounting Plus 8. Auditing 50. Occupational Personality Inventory 9. Bank Teller Selector (OPI) 10. Bank Teller Skills 51. Onboarding Assessment 11. Basic Bank Teller Skills 52. Partnership Tax Accounting 12. Bookkeeping - Professional 53. Payroll 13. Budget Aide Skills 54. Payroll Clerk 14. Budget Officer Skills 55. Payroll Management 15. Business Income Tax 56. Peachtree 2007 16. BusinessObjects 5 - Client 57. PeopleSoft Financials 17. Cash Handling 58. Property Insurance 18. Casualty Insurance - Automobile 59. Property Management 19. CAT Logical Reasoning Test 60. Purchasing Fundamentals 20. CAT Numerical Reasoning Test 61. QuickBooks Pro 2006 21. CAT Verbal Reasoning Test 62. QuickBooks Pro 2007 22. Commercial Banking Knowledge 63. QuickBooks Pro 2008 23. Commercial Collections 64. QuickBooks Pro 2009 24. Commercial Insurance Knowledge 65. QuickBooks Pro 2010 25. Corporate Tax Accounting 66. QuickBooks Pro 2011 26. Cost Accounting 67. QuickBooks Pro 2012 27. Credit Analyst 68. QuickBooks Pro 2013 28. Credit Management 69. QuickBooks Pro 2015 29. Engagement Indicator Assessment 70. QuickBooks Pro 2017 30. Financial Analysis 71. Quicken 2012 31. Financial Management 72. Quicken 2013 32. Financial Math 73. Reconciliation 33. Financial Spelling 74. Sage Line 50 34. Fixed Assets 75. Sage Line 50 v12 35. General Accounting 76. Sage MAS 90/200 36. General Ledger Knowledge 77. Sage Peachtree Pro 2012 37. Great Plains 78. Sage Simply Accounting Pro 2012 38. Job Fit - Bank Teller 79. SAP for Users 39. Individual Income Tax 80. Simply Accounting 2006 40. International Financial Reporting 81. Simply Accounting 2010 Standards 82. SQL Server Integration Services 41. Investment Management: US 83. Teamwork Indicator Assessment Equities and Equities Products 84. Title Insurance Knowledge 42. JD Edwards Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 19 Job Function Title Administrative 1. Administrative Selector 2. Advanced Spelling 3. Algebra 4. Analytical Skills 5. Arithmetic [fill -in -the -blank] 6. Audio Typing [5 Minutes] 7. Basic Arithmetic [fill -in -the -blank] 8. Basic English - Images 9. Basic Numeric Conversion 10. Basic Office Skills 11. Basic Office Skills [No Math] 12. Basic Office Skills [No Verbal] 13. Basic Reading Comprehension 14. Basic Spelling 15. Bookkeeping 16. Business Etiquette 17. Business Systems Analyst 18. Business Writing 19. Cash Handling 20. CAT Logical Reasoning Test 21. CAT Numerical Reasoning Test 22. CAT Verbal Reasoning Test 23. Clerical Proofreading 24. Coding 25. Comparison Skills 26. Computer Literacy - Advanced 27. Computer Literacy - Basic 28. Corrective Proofreading - Independent Films 29. Corrective Proofreading - Reply Letter 30. Corrective Proofreading - Restaurant Review 31. Customer Service Mindset Survey 32. Data Entry 10 Key [Hardcopy] 33. Data Entry 10 Key [Onscreen] 34. Data Entry 10 Key Quick Test [Hardcopy] 35. Data Entry 10 Key Quick Test [Onscreen] 36. Data Entry 10 Key With Decimals [Hardcopy] 37. Data Entry 10 Key with Decimals [Onscreen] 38. Data Entry Alpha Numeric [Hardcopy] 39. Data Entry Alpha Numeric [Onscreen] 40. Data Entry Check Number Database [Hardcopy] 41. Data Entry Check Number Database [Onscreen] 42. Data Entry Inventory Database [Hardcopy] 43. Data Entry Inventory Database [Onscreen] 44. Email Etiquette 45. Engagement Indicator Assessment 46. English as a Second Language 47. Filing by Name 48. Following Verbal Instructions [audio] 49. Following Written Instructions 50. French -English Bilingual 51. French -English Bilingual (Intermediate) 52. German -English Bilingual 53. Haitian Creole -English Bilingual 54. Healthcare Benefits Knowledge 55. Human Resources Basics 56. Human Resources Benefits Knowledge 57. Internet Basics 58. Internet Research Skills 59. Interviewing and Hiring Concepts 60. Italian -English Bilingual 61. Learning Styles Questionnaire 62. Listening Skills [audio] 63. Logical Reasoning - Classifying 64. Logical Reasoning - Decision Making 65. Logical Reasoning - Deduction 66. Logical Reasoning - Drawing Conclusions 67. Mailroom Management Skills 68. Marketing Fundamentals 69. Matching - Addresses 70. Matching - Images 71. Matching - Passage Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 20 Job Function Title Administrative, cont'd 72. Math Word Problems 107. Translation Sample - English to 73. Motivation Questionnaire Spanish 74. Numeric Filing 108. Translation Sample - French 75. Numeric Proofreading Canadian to English 76. Occupational Personality Inventory 109. Translation Sample - Italian to (OPI) English 77. Office Abbreviations 110. Translation Sample - Portuguese to 78. Office Filing Skills English 79. Office Grammar and Spelling 111. Translation Sample - Spanish to 80. Office Management Skills English 81. Office Math Skills 112. Typing - General [1 Minute 82. Office Reasoning Sample - People Hardcopy] Management 113. Typing - General [1 Minute 83. Office Reasoning Sample - Problem Onscreen] Solving 114. Typing - General [3 Minutes 84. Office Reasoning Sample - Project Hardcopy] Event Planning 115. Typing - General [3 Minutes 85. Office Reasoning Sample - Project Onscreen] Time Management 116. Typing - General [5 Minutes 86. Office Telephone Etiquette Hardcopy] 87. Onboarding Assessment 117. Typing - General [5 Minutes 88. PeopleSoft HRMS Onscreen] 89. Portuguese -English Bilingual 118. U.S. Cities Spelling 90. Project Management for IT 119. Vocabulary Professionals 120. Vocabulary - Homonym Usage 91. Project Management Fundamentals 121. World Cities/Countries Spelling 92. Proofreader Marks 122. Writing Sample - Advertising/ 93. Punctuation Marketing 94. Reading Comprehension 123. Writing Sample - Collection Letter 95. Recruiting Fundamentals 124. Writing Sample - Customer Service 96. Retention 125. Writing Sample - Email 97. SAS 9 - Data Analyst 126. Writing Sample - Market Research 98. Shorthand 127. Writing Sample - Persuasive 99. Software Quality Assurance 128. Writing Sample - Sales 100. Software Testing Correspondence 101. Spanish -English Bilingual 129. Writing Sample - Social Media 102. Teamwork Indicator Assessment (Blog) 103. Technical Terminology 130. Writing Sample - Technical Writing 104. Translation Sample - English to [List Form] French 131. Writing Sample - Technical Writing 105. Translation Sample - English to [Paragraph Form] Italian 132. Writing Sample - Thank You Letter 106. Translation Sample - English to Portuguese Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 21 Job Function Title Call Center/Customer Service 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. Call Center 911 Operators Call Center Advanced Spelling [audio Call Center Basic Spelling [audio] Call Center Consumer Collections Call Center Customer Service Scenarios Call Center Customer Service Scenarios [audio] Call Center Customer Service Survey Call Center Data Entry [audio] Call Center Environment [audio] Call Center German -English Bilingual [audio] Call Center Inbound Sales Skills Call Center Italian -English Bilingual [audio] Call Center Listening Skills [audio] Call Center Manager Selector Call Center Math Call Center Outbound Sales Skills Call Center Portuguese -English Bilingual [audio] Call Center Reference Manual Call Center Retention [audio] Call Center Spanish -English Bilingual [audio] Call Center Technical Support Call Center Technical Support [audio] Call Center Telephone Etiquette Cybersecurity 1. Commercial Cyber Aptitude Test (CCAT)* 2. Defense Cyber Aptitude Test (DCAT)* *Please contact one of our sales representatives or business partners for more information about and access to this assessment. 24. Call Center U.S. Cities Spelling [audio] 25. Call Center U.S. Geographical Locations 26. Call Center U.S. State Abbreviations [audio] 27. Call Center World Geography 28. Call Centre French Canadian -English Bilingual [audio] 29. CAT Logical Reasoning Test 30. CAT Numerical Reasoning Test 31. CAT Verbal Reasoning Test 32. Customer Service Indicator Assessment 33. Customer Service Mindset Survey 34. Engagement Indicator Assessment 35. Job Fit - Call Center 36. Inbound Call Center Selector 37. Learning Styles Questionnaire 38. Motivation Questionnaire 39. Occupational Personality Inventory (OPI) 40. Onboarding Assessment 41. Outbound Call Center Selector 42. Service Associate Selector 43. Teamwork Indicator Assessment 44. Writing Sample - Customer Service Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 22 Job Function Title Healthcare 1. Age Appropriate Testing 42. Medical Terminology - 2. Bloodborne Pathogens - Infection Musculoskeletal Control 43. Medical Terminology - Nervous 3. CAT Logical Reasoning Test System 4. CAT Numerical Reasoning Test 44. Medical Terminology - Oncology 5. CAT Verbal Reasoning Test 45. Medical Terminology - Ophthalmology 6. Cultural Diversity 46. Medical Terminology - Pediatrics 7. Dental Assistant 47. Medical Terminology - Pharmacology 8. Dental Hygienist 48. Medical Terminology - Prefixes/ 9. Dosage Calculation Suffixes/Combining Forms 10. Engagement Indicator Assessment 49. Medical Terminology - Psychiatry 11. General Pharmaceutical Knowledge 50. Medical Terminology - Radiology 12. HBV - Infection Control/Vaccination 51. Medical Terminology - Reproduction 13. Healthcare Industry Terminology 52. Medical Terminology - Respiratory 14. Healthcare Manager Selector 53. Medical Terminology - Root Words 15. HIPAA - Clinical Staff 54. Motivation Questionnaire 16. HIPAA Administration 55. Nurse Practitioner 17. Joint Commission 56. Nursing - Critical Care 18. Learning Styles Questionnaire 57. Nursing - ER 19. LPN/LVN 58. Nursing - OR 20. Medical Assistant - Advanced 59. Nursing Assistant 21. Medical Assistant - Basic 60. Occupational Personality Inventory 22. Medical Billing (CMS-1500) (OPI) 23. Medical Billing (UB-04) 61. Occupational Therapy 24. Medical Billing Knowledge 62. Onboarding Assessment 25. Medical Claims Processing 63. OSHA 26. Medical Collections 64. Pharmaceutical Terminology 27. Medical Office Personnel Skills 65. Phlebotomy 28. Medical Receptionists 66. Physical Therapy 29. Medical Records Coding [CPT] 67. Physician Assistant 30. Medical Records Coding [ICD-10] 68. Radiologic Technologist 31. Medical Records Coding [ICD-9] 69. Registered Nurse (RN) 32. Medical Records Legal Issues 70. Respiratory Therapy 33. Medical Spelling 71. Surgical Technology 34. Medical Terminal Digit Filing 72. Teamwork Indicator Assessment 35. Medical Terminology - Abbreviations 73. Typing - Medical [1 Minute Hardcopy] 36. Medical Terminology - Cardiovascular 74. Typing - Medical [1 Minute Onscreen] System 75. Typing - Medical [3 Minutes 37. Medical Terminology - Dental Hardcopy] 38. Medical Terminology - ER 76. Typing - Medical [3 Minutes Onscreen] 39. Medical Terminology - Gastrointestinal 77. Typing - Medical [5 Minutes 40. Medical Terminology - General Hardcopy] 41. Medical Terminology - Integumentary 78. Typing - Medical [5 Minutes Onscreen] System Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 23 Job Function Title Hospitality 1. Cash Handling 10. Motivation Questionnaire 2. CAT Logical Reasoning Test 11. Occupational Personality Inventory 3. CAT Numerical Reasoning Test (OPI) 4. CAT Verbal Reasoning Test 12. Onboarding Assessment 5. Engagement Indicator Assessment 13. Restaurant Manager Selector 6. Hospitality Associate Selector Assessment Assessment 14. Teamwork Indicator Assessment 7. Hotel Manager Selector 8. Job Fit - Hospitality Associate 9. Learning Styles Questionnaire Industrial/Warehouse 1. Arithmetic 32. Electrical Engineering: Electronics 2. Arithmetic [fill -in -the -blank] and Communications 3. Assembly and Matching 33. Electrical Engineering: Power and 4. AutoCAD 2004 Control 5. AutoCAD 2006 34. Electricians 6. AutoCAD 2007 35. Electronic Schematics 7. AutoCAD 2009 36. Engagement Indicator Assessment 8. AutoCAD 2010 37. English Ruler Reading 9. AutoCAD 2013 38. Entry Level Industrial Skills 10. AutoCAD 2018 39. Finish Carpentry 11. Basic Arithmetic 40. Flooring Skills 12. Basic Arithmetic [fill -in -the -blank] 41. Food Production 13. Basic CNC 42. Forklift Operation 14. Basic Electronics 43. General Maintenance 15. Basic Industrial Math 44. Hazardous Material Handling 16. Basic Industrial Skills 45. Home Inspection Skills 17. Basic Injection Molding Skills 46. HVAC 18. Basic Reading Comprehension - 47. Job Fit - Industrial - Warehouse Light Industrial Worker 19. Basic Ruler Reading 48. Lathe Operator 20. Basic Warehouse Knowledge 49. Learning Styles Questionnaire 21. Blueprint Basics 50. Manufacturing Basics 22. Blueprint Reading 51. Map Reading Skills 23. CAT Logical Reasoning Test 52. Masonry 24. CAT Numerical Reasoning Test 53. Matching - Alphanumeric 25. CAT Verbal Reasoning Test 54. Matching - Alphanumeric List 26. Class [A] Automotive Mechanics 55. Matching- Digit Numeric 27. Class [B] Automotive Mechanics 56. Matching - Digit Numeric List 28. Class [C] Automotive Mechanics 57. Matching - Industrial Images 29. Color Identification 58. Matching - Numeric 30. Counting 59. Matching - Numeric List 31. Distribution Associate Selector 60. Math and Reasoning Skills Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 24 Job Function Title Industrial/Warehouse, cont'd 61. Mechanical Engineering: Machine 82. Resistor Color Code and Tool Design 83. Revit Architecture 2013 62. Mechanical Engineering: 84. Rough Carpentry Thermodynamics Fundamentals 85. Safety in the Workplace 63. Mechanical Reasoning 86. Shipping and Receiving Clerk Skills 64. Metalworking Skills 87. Shop Math 65. Metric Ruler Reading 88. Soldering 66. Micrometers and Calipers 89. SolidWorks 2006 67. Microstation V8i 90. SolidWorks 2012 68. Milling Machine 91. Solidworks 2013 69. Motivation Questionnaire 92. Spatial Reasoning 70. Occupational Personality Inventory 93. Teamwork Indicator Assessment (OPI) 94. Tools and Fasteners 71. Onboarding Assessment 95. Unit Conversion 72. Pick/Pack 96. Warehouse Safety and Inventory 73. Plastic Fabrication Skills Management 74. PLC Programming 97. Weights and Measures [Standard 75. Plumbing Quality and Metric] 76. Press Brake Operation 98. Welding 77. Print Reading - Construction 99. Wholesale Distribution Knowledge 78. Print Reading- Electrical 100. Woodworking 79. Print Reading- Manufacturing 101. Workplace Hazardous Materials 80. Product Packaging Skills Information System (WHMIS) 81. Quality Assurance Inspection IT/Technical 1. NET Framework 2.0 19. Active Server Pages 2. NET Framework 3.0 20. Adabas DBA 3. NET Framework 4.0 21. Adabas Natural 4. NET Framework 4.5 22. Adabas Programming 5. NET Programming - ASP 2.0 23. Adobe ColdFusion 10 6. NET Programming - ASP 3.5 24. Adobe ColdFusion 8 7. NET Programming - ASP 4.0 25. Adobe ColdFusion 9 8. NET Programming - ASP 4.5 26. Adobe Dreamweaver CS5 9. NET Programming - ASP 5.0 27. Adobe Dreamweaver CS6 10. NET Programming - C# 2.0 28. Agile Software Development 11. NET Programming - C# 3.0 29. AION Programming 12. NET Programming - C# 4.0 30. AJAX 13. NET Programming - C# 5.0 31. AngularJS 1.4 14. NET Programming - C# 7.0 32. AngularJS 1.6 15. NET Programming - MVC 33. ANSI SQL Framework (ASP 5) 34. Apache Hadoop 2.8 16. ABAP/4 for SAP 35. Apache Struts 2.5 17. ActionScript 3.0 36. Apache Web Server 18. Active Directory Domain Services 37. AS/400 Operations Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 25 Job Function Title IT/Technical, cont'd 38. Assembler 75. Code Sample - JavaScript - File 39. Assembler for IBM Mainframe Operations 40. Basic Wireless Communication 76. Code Sample - VB Script - Date/ 41. BizTalk Server 2006 Time Operations 42. BizTalk Server 2010 77. Code Sample - VB.NET - Date/Time 43. Borland C++ Builder Operations 44. BroadVision 78. Code Sample - Visual Basic - Date/ 45. BusinessObjects 5 - Designer Time Operations 46. BusinessObjects XI Release 2 79. Code Sample - Visual Basic - File 47. C Programming Operations 48. C++ Programming 80. ColdFusion 4 49. Cascading Style Sheets 81. ColdFusion MX 6.1 50. Cascading Style Sheets 2.1 82. ColdFusion Scripting and 51. Cascading Style Sheets 3.1 Development 52. Cascading Style Sheets 4.0 83. ColdFusion MX 7 53. CAT Logical Reasoning Test 84. COM/DCOM Development in Delphi 54. CAT Numerical Reasoning Test 85. COM/DCOM Development in Visual 55. CAT Verbal Reasoning Test Basic 56. CGI Concepts 86. Commercial Cyber Aptitude Test 57. CICS/COBOL (CCAT)* 58. Cisco Networking 87. Computer Technician Skills 59. Cisco Router 88. COOL: Gen 60. Citrix for Client Server Applications 89. CORBA 61. Citrix MetaFrame 90. Core Java 62. Citrix WinFrame 91. Crystal Reports 11.0 63. Clipper 92. Crystal Reports 14.1 64. Cloud Computing Core Concepts 93. Crystal Reports 7.0 65. COBOL 94. Crystal Reports 8.0 66. COBOL 400 95. Crystal Reports 8.5 for Developers 67. COBOL II 96. Data Architecture 68. Code Sample - ASP - File 97. Data Mining Concepts Operations 98. Data Modeling Concepts 69. Code Sample - ASP.NET - Date/ 99. Data Warehousing Concepts Time Operations 100. DB2 5.x DBA 70. Code Sample - C Sharp - Date/Time 101. DB2 Developer Operations 102. DB2 v.8 Mainframe DBA 71. Code Sample - C Sharp - File 103. DB2 v.8 UDB DBA Operations 104. Delphi 3 72. Code Sample - Java - Date/Time 105. Delphi 5 Operations 106. DHTML 73. Code Sample - Java - File 107. Dreamweaver Operations 108. Dreamweaver 8 74. Code Sample - JavaScript - Date/ 109. E Commerce Concepts: Deployment Time Operations 110. EDI (Electronic Data Interchange) Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 26 Job Function Title IT/Technical, cont'd 111. Engagement Indicator Assessment 155. Logical Reasoning - Deduction 112. Enterprise JavaBeans [EJB] 156. Logical Reasoning - Mathematical 113. Enterprise JavaBeans [EJB3] 157. Lotus Domino 6 for Developers 114. Ethernet Networking 158. Lotus Notes 4.0 for Developers 115. FORTRAN 77/90 159. Lotus Notes 4.5 for Developers 116. GroupWise 5.x 160. Lotus Notes 5.0 for Developers 117. Gupta Centura 161. Lotus Notes Administration 118. HTML 2.0/3.0 162. Macintosh Technician OS 9 119. HTML 4.0 163. Macintosh Technician OS X 120. HTML 5.0 164. Macromedia Director MX 2004 121. HTML Webmaster 165. Macromedia Flash 5 122. IBM AIX 5.1 Administrator 166. Macromedia Flash MX 2004 123. IBM DB2 10.5 167. Macromedia Flash Professional 8 124. IMS 168. Microsoft Access 2000 for Developers 125. iNet+ 169. Microsoft Access 2002 for Developers 126. Informatica 170. Microsoft Access 2003 for Developers 127. Informatica Cloud 171. Microsoft Access 2007 for Developers 128. Informix 172. Microsoft Access 2013 for Developers 129. Internet Security 173. Microsoft Dynamics GP 10 130. J2EE 174. Microsoft Exchange Server 2000 131. J2SE Administration 132. Java EE 6 175. Microsoft Exchange Server 2003 133. Java EE 7 Administration 134. Java EE 8 176. Microsoft Exchange Server 2007 135. Java Entry Level Administration 136. Java Hibernate 3.3 177. Microsoft Exchange Server 2010 137. Java Hibernate 4.3 Administration 138. Java SE 6 178. Microsoft Exchange Server 2013 139. Java SE 7 Administration 140. Java SE 7 Swing 179. Microsoft Exchange Server 5.5 141. Java SE 8 180. Microsoft Internet Information Server 142. Java Server Pages [IIS] 4.0 143. Java Servlets 181. Microsoft Internet Information 144. Java Servlets 3.0 Services [IIS] 7.0 145. Java Swing 182. Microsoft Office 2003 Help Desk 146. JavaScript 183. Microsoft Office 2007 Help Desk 147. JavaServer Faces 2.0 184. Microsoft Office 2010 Help Desk 148. JCL 185. Microsoft Office 2013 Help Desk 149. jQuery 1.7 186. Microsoft Office SharePoint Server 150. LAN Concepts 2007 151. Learning Styles Questionnaire 187. Microsoft Office XP Help Desk 152. Linux Administration 188. Microsoft Project 2013 153. Load Runner 11 189. Microsoft SharePoint 2010 for 154. Load Runner 9 Developers Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 27 Job Function Title IT/Technical, cont'd 190. Microsoft SharePoint 2013 for Administrators 191. Microsoft SharePoint Server 2010 for Administrators 192. Microsoft Site Server 3.0 193. Microsoft Systems Management Server 2.0 [SMS] 194. Microsoft Transaction Server 195. Microsoft Visio 2002 196. Microsoft Visio 2003 197. Microsoft Visio 2007 198. Microsoft Visio 2010 199. Microsoft Visio 2013 200. Microsoft Visual Studio 2010 201. Microsoft Visual Studio 2015 202. Microsoft Windows 2000 Data Center Administration 203. Microsoft Windows 2000 Professional Installation 204. Microsoft Windows 2000 Server Administration 205. Microsoft Windows 2000 Server Installation 206. Microsoft Windows 2000 Server Installation Procedures 207. Microsoft Windows 2000 Technical Skills 208. Microsoft Windows 2003 Server Administration 209. Microsoft Windows 2003 Server Installation Procedures 210. Microsoft Windows 2008 Server Administration 211. Microsoft Windows 2012 Server Administration 212. Microsoft Windows 7 Technical Skills 213. Microsoft Windows 8 Technical Skills 214. Microsoft Windows NT 4.0 Server Administration 215. Microsoft Windows NT 4.0 Server Installation 216. Microsoft Windows NT 4.0 Workstation Installation 217. Microsoft Windows Vista Technical Skills 218. Microsoft Windows XP Technical Skills 219. Motivation Questionnaire 220. MVS 221. MySQL 222. MySQL 5.7 223. Netscape Webserver 224. Network Administration 225. Network Security 226. Network Virtualization 227. Network -Attached Storage (NAS) 228. Novell Directory Services 229. Novell NetWare 3.12 230. Novell NetWare 4.x 231. Novell NetWare 5.x 232. Object Oriented Programming [OOP] 233. Object PAL 5.0 234. Objective-C 2.0 235. Occupational Personality Inventory (OPI) 236. CLAP Concepts 237. Onboarding Assessment 238. Oracle 10g DBA 239. Oracle 10g for Developers 240. Oracle 11g Release 2 DBA 241. Oracle 11g Release 2 for Developers 242. Oracle 11i DBA 243. Oracle 12c DBA 244. Oracle 12c for Developers 245. Oracle 7.3 DBA 246. Oracle 7.3 Developer 247. Oracle 8 DBA 248. Oracle 8 Developer 249. Oracle 8.i 250. Oracle 9i DBA 251. Oracle 9i for Developers 252. Oracle Applications DBA 253. Oracle Designer 2000 254. Oracle Developer 2000 Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 28 Job Function Title IT/Technical, cont'd 255. Oracle E-Business Suite R12 - 296. SAS 9.3 Technical 297. Service -Oriented Architecture 256. Oracle Essbase 11 298. Siebel 7 257. Oracle Financials 11 299. Smalltalk 258. Oracle Forms 10g 300. Solaris 10 Administrator 259. Paradox Application Language 4.0 301. Spring Framework 2.5 260. Pascal 302. Spring Framework 4.0 261. PeopleCode 8.5 303. SPSS 262. PeopleSoft 7 DBA 304. SQA Robot 263. PeopleSoft 7 Developer 305. SQL Entry Level 264. PeopleSoft 8 DBA 306. SQL for Client -Server Applications 265. PeopleSoft 8 Developer 307. SQL for Desktop Applications 266. Peoplesoft 9 DBA 308. SQL Server 2000 DBA 267. PeopleSoft 9 Developer 309. SQL Server 2000 for Developers 268. Per[ 5 310. SQL Server 2005 DBA 269. Per[ 6 311. SQL Server 2005 for Developers 270. PHP 4 312. SQL Server 2008 DBA 271. PHP 5 313. SQL Server 2008 for Developers 272. PHP 5.3 314. SQL Server 2008 R2 Analysis 273. PHP 7.0 Services 274. PL/SQL 315. SQL Server 2008 Reporting Services 275. PowerBuilder 10 316. SQL Server 2012 DBA 276. PowerBuilder 12.6 317. SQL Server 2012 for Developers 277. PowerBuilder 4.0 318. SQL Server 2012 Integration 278. PowerBuilder 5.0 Services 279. PowerBuilder 6.0 319. SQL Server 2012 Reporting Services 280. PowerBuilder 8.0 320. SQL Server 2014 DBA 281. Programming Concepts 321. SQL Server 2014 for Developers 282. Project Management for IT 322. SQL Server 2014 Integration Professionals Services 283. Python 3.5 323. SQL Server 2014 Reporting Services 284. QuickTest Professional 9 324. SQL Server 6.5 285. Rational Rose 325. SQL Server 6.5 Developer 286. Relational Database Design 326. SQL Server 7.0 DBA [RDBMS] 327. SQL Server 7.0 Developer 287. RPG III 328. SQL Server Integration Services 288. RPG IV [RPG ILE] 329. SQL Server Reporting Services 289. Ruby 1.8 330. Storage Area Network (SAN) 290. Ruby 1.9 331. Sybase 11 291. Ruby 2.3 332. Sybase 12 292. Ruby on Rails 3.0 333. Sybase DBA 293. SAP Database 334. Sybase Developer 294. SAS 6 - IT Professional 335. Teamwork Indicator Assessment 295. SAS 8.2 336. Technical Support - IT/Network Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 29 Job Function Title IT/Technical, cont'd 337. Technical Support Processes 360. Visual InterDev 6.0 338. Telecommunications 361. Visual J++ 1.1 339. TestDirector 8.0 362. Visual J++ 6.0 340. Transact SQL 363. VMware ESX 4.1 341. UML 364. VMware ESXi 6.0 342. UNIX Administrator 365. VMware Workstation 11 343. UNIX Programming 366. VMware Workstation 7 344. UNIX Shell Programming 367. WAN Architecture 345. UNIX Users 368. Web Commerce Security 346. VBScript 369. WebLogic Portal 7.0 347. Visual Basic 2010 370. WebLogic Server 12c 348. Visual Basic 2012 371. WebLogic Server 7.0 349. Visual Basic 4.0 372. WebSphere 4.0 350. Visual Basic 5.0 373. WebSphere Application Server 7 351. Visual Basic 6.0 374. WebSphere MQ V5 352. Visual Basic 6.0 for Applications 375. WinRunner 6.02 (VBA) 376. WinRunner 7.6 353. Visual Basic 9.0 377. Wireless Networking 354. Visual C++ 2010 378. XML 355. Visual C++ 4.0 379. X Window System 356. Visual C++ 6.0 357. Visual FoxPro 3.0 *Please contact one of our sales representatives or business partners for 358. Visual FoxPro 6.0 more information about and access to 359. Visual FoxPro 8.0 this assessment. Legal 1. Basic Litigation Knowledge 19. Onboarding Assessment 2. CAT Logical Reasoning Test 20. Paralegal Skills 3. CAT Numerical Reasoning Test 21. Patent Prosecution 4. CAT Verbal Reasoning Test 22. Sexual Harassment 5. Concordance 23. Teamwork Indicator Assessment 6. Concordance 10 24. Typing - Legal [1 Minute Hardcopy] 7. Court Reporting 25. Typing - Legal [1 Minute Onscreen] 8. EEOC Compliance 26. Typing - Legal [3 Minutes Hardcopy] 9. Engagement Indicator Assessment 27. Typing - Legal [3 Minutes Onscreen] 10. Learning Styles Questionnaire 28. Typing - Legal [5 Minutes Hardcopy] 11. Legal Abbreviations 29. Typing - Legal [5 Minutes Onscreen] 12. Legal Assistant 13. Legal Filing Skills 14. Legal Spelling 15. Legal Staff Skills 16. Legal Vocabulary 17. Motivation Questionnaire 18. Occupational Personality Inventory (OPI) Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 30 Job Function Title Management 1. Call Center Manager Selector 14. Office Reasoning Sample - People 2. CAT Logical Reasoning Test Management 3. CAT Numerical Reasoning Test 15. Onboarding Assessment 4. CAT Verbal Reasoning Test 16. Restaurant Manager Selector 5. Engagement Indicator Assessment Assessment 6. Healthcare Manager Selector 17. Retail Manager Selector 7. Hotel Manager Selector 18. Sales Manager Selector 8. Leadership Behaviors Assessment* 19. Teamwork Indicator Assessment 9. Leadership Preference* 10. Learning Styles Questionnaire *Please contact one of our sales representatives or business partners for 11. Manager Selector more information about and access to 12. Motivation Questionnaire this assessment. 13. Occupational Personality Inventory (OPI) Retail 1. Cash Handling 9. Occupational Personality Inventory 2. CAT Logical Reasoning Test (OPI) 3. CAT Numerical Reasoning Test 10. Onboarding Assessment 4. CAT Verbal Reasoning Test 11. Retail Associate Selector 5. Engagement Indicator Assessment 12. Retail Manager Selector 6. Job Fit - Retail Associate 13. Teamwork Indicator Assessment 7. Learning Styles Questionnaire 8. Motivation Questionnaire Sales 1. Call Center Inbound Sales Skills 10. Occupational Personality 2. Call Center Outbound Sales Skills Inventory (OPI) 3. CAT Logical Reasoning Test 11. Onboarding Assessment 4. CAT Numerical Reasoning Test 12. Sales Concepts 5. CAT Verbal Reasoning Test 13. Sales Manager Selector 6. Engagement Indicator Assessment 14. Sales Selector 7. Job Fit - Sales 15. Teamwork Indicator Assessment 8. Learning Styles Questionnaire 16. Writing Sample - Sales 9. Motivation Questionnaire Correspondence Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 31 Job Function Title Software 1. ACCPAC Pro Series 44. Microsoft Access 2013 2. Adobe Acrobat 7.0 Standard 45. Microsoft Access 2013 Tutorial 3. Adobe Acrobat 8.0 Standard 46. Microsoft Access 2016 4. Adobe Acrobat 9.0 Standard 47. Microsoft Access 2016 Tutorial 5. Adobe Acrobat X 48. Microsoft Excel 2007 - Normal User 6. Adobe Acrobat XI 49. Microsoft Excel 2007 - Power User 7. Adobe Dreamweaver - Creative 50. Microsoft Excel 2007 - Whole Test Cloud 51. Microsoft Excel 2010 - Normal User 8. Adobe Flash CS3 Professional 52. Microsoft Excel 2010 - Power User 9. Adobe Flash Professional CS5 53. Microsoft Excel 2010 - Whole Test 10. Adobe Flex 3 54. Microsoft Excel 2013 - Normal User 11. Adobe Illustrator - Creative Cloud 55. Microsoft Excel 2013 - Power User 12. Adobe Illustrator CS 56. Microsoft Excel 2013 Tutorial 13. Adobe Illustrator CS2 57. Microsoft Excel 2013 - Whole Test 14. Adobe Illustrator CS3 58. Microsoft Excel 2016 - Normal User 15. Adobe Illustrator CS5 59. Microsoft Excel 2016 - Power User 16. Adobe Illustrator CS6 60. Microsoft Excel 2016 - Whole Test 17. Adobe In Design - Creative Cloud 61. Microsoft Excel 2016 Tutorial 18. Adobe In Design CS 62. Microsoft FrontPage 2003 19. Adobe In Design CS2 63. Microsoft Internet Explorer 10.0 20. Adobe In Design CS3 64. Microsoft Internet Explorer 10.0 21. Adobe In Design CS4 Tutorial 22. Adobe In Design CS5 65. Microsoft Outlook 2007 23. Adobe In Design CS6 66. Microsoft Outlook 2010 24. Adobe PageMaker 7 67. Microsoft Outlook 2013 25. Adobe Photoshop - Creative Cloud 68. Microsoft Outlook 2013 Tutorial 26. Adobe Photoshop CS 69. Microsoft Outlook 2016 27. Adobe Photoshop CS2 70. Microsoft Outlook 2016 Tutorial 28. Adobe Photoshop CS3 71. Microsoft PowerPoint 2007 - 29. Adobe Photoshop CS4 Normal User 30. Adobe Photoshop CS5 72. Microsoft PowerPoint 2007 - Power 31. Adobe Photoshop CS6 User 32. Core[ WordPerfect X6 73. Microsoft PowerPoint 2007 - Whole 33. Desktop Publishing Theory Skills Test 34. FileMaker Pro 6 74. Microsoft PowerPoint 2010 - 35. Legal MacPac 2000 Normal User 36. Lotus Notes 4.5 for Users 75. Microsoft PowerPoint 2010 - Power 37. Lotus Notes 5.0 for Users User 38. Lotus Notes 6.5 for Users 76. Microsoft PowerPoint 2010 - Whole 39. Lotus Notes 8.5 for Users Test 40. Macintosh Basics OS 9 77. Microsoft PowerPoint 2013 - 41. Medisoft Normal User 42. Microsoft Access 2007 78. Microsoft PowerPoint 2013 - Power 43. Microsoft Access 2010 User Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 32 Job Function Title Software, cont'd 79. Microsoft PowerPoint 2013 Tutorial 80. Microsoft PowerPoint 2013 - Whole Test 81. Microsoft PowerPoint 2016 - Normal User 82. Microsoft PowerPoint 2016 - Power User 83. Microsoft PowerPoint 2016 - Whole Test 84. Microsoft PowerPoint 2016 Tutorial 85. Microsoft Project 2000 86. Microsoft Project 2003 87. Microsoft Project 2007 88. Microsoft Project 2010 Professional 89. Microsoft Project 2013 90. Microsoft Publisher 2002 91. Microsoft Publisher 2007 92. Microsoft Publisher 2010 93. Microsoft Publisher 2013 94. Microsoft Windows 7 95. Microsoft Windows 7 Tutorial 96. Microsoft Windows XP 97. Microsoft Word 2007 - Normal User 98. Microsoft Word 2007 - Power User 99. Microsoft Word 2007 - Whole Test 100. Microsoft Word 2010 - Normal User 101. Microsoft Word 2010 - Power User 102. Microsoft Word 2010 - Whole Test 103. Microsoft Word 2013 - Normal User 104. Microsoft Word 2013 - Power User 105. Microsoft Word 2013 Tutorial 106. Microsoft Word 2013 - Whole Test 107. Microsoft Word 2016 - Normal User 108. Microsoft Word 2016 - Power User 109. Microsoft Word 2016 - Whole Test 110. Microsoft Word 2016 Tutorial 111. Peachtree 2007 112. QuarkXPress 5 Advanced 113. QuarkXPress 5 Basics 114. QuarkXPress 6 115. QuarkXPress 9 116. QuickBooks Pro 2006 117. QuickBooks Pro 2007 118. QuickBooks Pro 2008 119. QuickBooks Pro 2009 120. QuickBooks Pro 2010 121. QuickBooks Pro 2011 122. QuickBooks Pro 2012 123. QuickBooks Pro 2013 124. QuickBooks Pro 2015 125. QuickBooks Pro 2017 126. Quicken 2012 127. Quicken 2013 128. Sage Peachtree Pro 2012 129. Sage Simply Accounting Pro 2012 130. Simply Accounting 2006 131. Simply Accounting 2010 132. Summation iBlaze 3.0 Looking for a specific language? Don't see the assessment Back to catalog home you're looking for? We can help. Get in touch to discuss 4 IBM Talent Assessments Catalog 33 © Copyright IBM Corporation 2019 IBM Corporation New Orchard Road Armonk, NY 10504 Produced in the United States of America July 2019 IBM, the IBM logo, ibm.com, and Kenexa are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at www.ibm.com/legal/ copytrade.shtml. Adobe is a registered trademark of Adobe Systems Incorporated in the United States and/or other countries. Microsoft, Windows, and Windows NT are trademarks of Microsoft Corporation in the United States, other countries, or both. This document is current as of the initial date of publication and may be changed by IBM at any time. Not all offerings are available in every country in which IBM operates. 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IBM does not provide legal advice or represent or warrant that its services or products will ensure that the client is in compliance with any law or regulation. l� Please Recycle IBM Talent Assessments Catalog LOS14071-USEN-04 KeyStaff SECTION 6 COST/MARK-UP TO COUNTY ✓ Exhibit A mark—up ✓ Tab 1— Interest form dl& V,� 00 PASSION, AND YEARS or EXPERIENCE t ,fl4W ta4, §Fa" of Exhibit ® Discipline ■ Mark-up 1 1 mm 1 Category 1: Financial/Accounting 7N 18% 2 Category 2: Clerical/Administrative 18% 1 3 Category 3: Manual Labor/Maintenance 25% 4 Category 4: Skilled Tradesworkers 28% 5 Category 5: Technical Staff 20% Category 6: Planning/Inspecting/Project 6 Management 20% 7 Category 7: Childcare 20% 8 Category 8: Recreation Activities 22% �060 KeyStaff Tab 1 Collier County RFP Solicitation #20-7715 — Contract Employment Services (Submit Form with Proposal) Indicate Index Discipline Category Interest with a Checkmark 1. Category I: Financial/Accounting_ t. Interested 2. Cate o 2:Clerical/Adniinistrati►e ' Interested 3- Category 3: Manual Labor/Maintenance C Interested 4 Category 4: Skilled Tradesworkers Interested 5. Cate o 5: Technical Staff V Interested 6- Cate v 6: Plan nin/Ins ectin /Project Management Interested 7. Category 7: Childcare Interested 8. Category 8: Recreation Activities Interested Signe Print Title: Firm's Name: KeyStaff SECTION 7 ALL OTHER REQUIRED FORMS Vendor Checklist Insurance and Bonding Requirements (copy of certificate) ✓ Acknowledgement of Terms, Conditions & Grant Clauses Certification Regarding, Debarment, Suspension, Ineligibility and Voluntary Exclusion Collier County Anticipated Disadvantaged, Minority, Women or Veteran Participation Statement Lobby Certification Tab 1 Areas of Interest ✓ Vendor Declaration Statement IV Conflict of Interest Certification Affidavit Immigration Affidavit Certification Form 4 Vendor Submittal -Local Vendor Preference Certification r,. 1 t. 1p YOU �. People. Partner. Prosper. * 409 1) Cv+r C014.nty Administrative Services DepartinV t Procurement Services DKision Vendor Check List IMPORTANT: Please review carefully and submit with your Proposal/Bid. Vendor should checkoff each of the following items: R( General Bid Instructions has been acknowledged and accepted. Collier County Purchase Order Terms and Conditions have been acknowledged and accepted. Form 1: Vendor Declaration Statement Form 2: Conflict of Interest Certification Proof of status from Division of Corporations - Florida Department of State (If work performed in the State) - httR//dos myflorida corn/sunbiz/ should be attached with your submittal. Vendor MUST be enrolled in the E-Verify - https://www.e-verify.gov/ at the time of submission of the proposal/bid. Form 3: Immigration Affidavit Certification MUST be signed and attached with your submittal or you MAY be DEEMED NON -RESPONSIVE 5eC_ 10V\ 7 E-Verify Memorandum of Understanding or Company Profile page should be attached rth your submittal. Form 4: Certification for Claiming Status as a Local Business, if applicable, has been executed and returned. Collier or Lee County Business Tax Receipt should be attached with your submittal to be considered. C+zUN 44.-7 Form 5: Reference Questionnaires form MUST be utilized for each required reference and included with your submittal, or you MAY be DEEMED NON -RESPONSIVE. geGF V_1' AA- 3 Form 6: Grant Provisions and Assurances package in its entirety, if applicable, are executed and should be included with your submittal. All forms must be executed, or you MAY be DEEMED NON -RESPONSIVE.. 'tin 4:L� M/ Vendor W-9 Form. Sec (-l-o-n -),+- [� Vendor acknowledges Insurance Requirements and is prepared to produce the required insurance certificate(s) within five (5) days of the County's issuance of a Notice of Recommend Award. 3ec+,-Crri __G—I ❑ The Bid Schedule has been completed and attached with your submittal, applicable to bids. ER/ Copies of all requested licenses and/or certifications to complete the requirements of the project. / / All addenda have been signed and attached, or you MAY be DEEMED NON -RESPONSIVE. County's IT Technical Architecture Requirements has been acknowledged and accepted, if applicable. Any and all supplemental requirements and terms has been acknowledged and accepted, if applicable. Insurance / Bond Type Required Limits 1. ® Worker's Compensation Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits and Requirements Evidence of Workers' Compensation coverage or a Certificate of Exemption issued by the State of Florida is required. Entities that are formed as Sole Proprietorships shall not be required to provide a proof of exemption. An application for exemption can be obtained online at https:Hap_ps fldfs comr'bocexempt` 2. ® Employer's Liability $_1,000,000 single limit per occurrence 3. ® Commercial General Bodily Injury and Property Damage Liability (Occurrence Form) patterned after the current $_1,000,000 single limit per occurrence, $2,000,000 aggregate for Bodily ISO form Injury Liability and Property Damage Liability. This shall include Premises and Operations; Independent Contractors; Products and Completed Operations and Contractual Liability. 4. ® indemnification To the maximum extent permitted by Florida law, the ContractorNendor shall defend, indemnify and hold harmless Collier County, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Contractor/ Vendor or anyone employed or utilized by the ContractorNendor in the performance of this Agreement. 5. ® Automobile Liability $_1,000,000_ Each Occurrence; Bodily Injury & Property Damage. /N Ownedon-owned/Hired; Automobile Included 6. ® Other insurance as noted: ❑ Watercraft $ Per Occurrence ❑ United States Longshoreman's and Harborworker's Act coverage shall be maintained where applicable to the completion of the work. $ Per Occurrence ❑ Maritime Coverage (Jones Act) shall be maintained where applicable to the completion of the work. $ Per Occurrence ❑ Aircraft Liability coverage shall be carried in limits of not less than $5,000,000 each occurrence if applicable to the completion of the Services under this Agreement. $ Per Occurrence ❑ Pollution $ Per Occurrence ® Professional Liability $ _1,000,000_ Per claim & in the aggregate ❑ Project Professional Liability $ Per Occurrence ❑ Valuable Papers Insurance $ Per Occurrence ❑ Cyber Liability $ Per Occurrence ❑ Technology Errors & Omissions $ Per Occurrence 7. ❑ Bid bond Shall be submitted with proposal response in the form of certified funds, cashiers' check or an irrevocable letter of credit, a cash bond posted with the County Clerk, or proposal bond in a sum equal to 5% of the cost proposal. All checks shall be made payable to the Collier County Board of County Commissioners on a bank or trust company located in the State of Florida and insured by the Federal Deposit Insurance Corporation. 8. ❑ Performance and Payment For projects in excess of $200,000, bonds shall be submitted with the executed contract Bonds by Proposers receiving award, and written for 100% of the Contract award amount, the cost borne by the Proposer receiving an award. The Performance and Payment Bonds shall be underwritten by a surety authorized to do business in the State of Florida and otherwise acceptable to Owner; provided, however, the surety shall be rated as "A-" or better as to general policy holders rating and Class V or higher rating as to financial size category and the amount required shall not exceed 5% of the reported policy holders' surplus, all as reported in the most current Best Key Rating Guide, published by A.M. Best Company, Inc. of 75 Fulton Street, New York, New York 10038. 9. ® Vendor shall ensure that all subcontractors comply with the same insurance requirements that he is required to meet. The same Vendor shall provide County with certificates of insurance meeting the required insurance provisions. 10. ® Collier County must be named as "ADDITIONAL INSURED" on the Insurance Certificate for Commercial General Liability where required. This insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Vendor's policy shall be endorsed accordingly. 11. ® The Certificate Holder shall be named as Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR Collier County Government, OR Collier County. The Certificates of Insurance must state the Contract Number, or Project Number, or specific Project description, or must read: For any and all work performed on behalf of Collier County. 12. ® On all certificates, the Certificate Holder must read: Collier County Board of County Commissioners, 3295 Tamiami Trail East, Naples, FL 34112 13. ® Thirty (30) Days Cancellation Notice required. 14. Collier County shall procure and maintain Builders Risk Insurance on all construction projects where it is deemed necessary. Such coverage shall be endorsed to cover the interests of Collier County as well as the Contractor. Premiums shall be billed to the project and the Contractor shall not include Builders Risk premiums in its project proposal or project billings. All questions regarding Builder's Risk Insurance will be addressed by the Collier County Risk Management Division. 3/3/20 - CC Vendor's Insurance Statement We understand the insurance requirements of these specifications and that the evidence of insurability may be required within five (5) days of the award of this solicitation. The insurance submitted must provide coverage for a minimum of six (6) months from the date of award. i� Name of Firm�ol.�2&�U3 ! %�i��. �--, Date Vendor Signature Print Name Insurance Agency Agent Name Telephone Number _' 1 p ACOR177 CERTIFICATE OF LIABILITY INSURANCE ��. TE (MM/DD/YYYY) 712/23/2019 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER The Odell Studner Group, LLC 200 North Warner Road, Suite 450 King of Prussia PA 19406 NAME: CONTACT Joseph Abraham PHONE FAX WC,No Ext : 484-586-3940 A/c No):484-586-3960 AODRE-MAIL Ess: jabraham@odelistudner.com INSURER(S) AFFORDING COVERAGE NAIC # INSURER A: Zurich American Insurance Company 16535 INSURED KeyStaff, Inc. 1610 Southern Blvd West Palm Beach FL 33406 INSURER B : INSURER C : INSURERD: INSURER E : INSURER F COVERAGES CERTIFICATE NUMBER: 518545104 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSIR I LTR TYPE OF INSURANCE DDL SUBR POLICY NUMBER POLICY EFF MM/DD/YYYY POLICY EXP MM/DD/YYYY LIMITS A X COMMERCIAL GENERAL LIABILITY PRA969852307 3/7/2019 3/7/2020 EACH OCCURRENCE $ 1,000,000 CLAIMS -MADE FiI OCCUR DAMAGE TO RENTED PREMISES Ea occurrence $1,000,000 MED EXP (Any one person) $10,000 PERSONAL & ADV INJURY $ 1,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 3,000,000 PRODUCTS - COMP/OP AGG $ 3,000,000 POLICY PRO ❑ LOC JECT OTHER: A AUTOMOBILE LIABILITY PRA969852307 3/7/2019 3/7/2020 COMBINED SINGLE LIMIT Ea accident $ 1,000,000 BODILY INJURY (Per person) $ ANY AUTO BODILY INJURY (Per accident) $ ALL OWNED SCHEDULED AUTOS AUTOS XNON-OWNED AUTOS AUTOS LX DAMAGE PerOP PROPERTYGE $ $HIRED $ A X UMBRELLA LAB X OCCUR UMB946715707 3/7/2019 3/7/2020 EACH OCCURRENCE $ 4,000,000 AGGREGATE $4,000,000 EXCESS LAB CLAIMS -MADE DIED I X RETENTION $ n $ A WORKERS COMPENSATION WC343481416 1/1/2020 1/1/2021 ER I H X STATUTE ER AND EMPLOYERS' LIABILITY Y / N ANY PROPRIETOR/PARTNER/EXECUTIVE E.L. EACH ACCIDENT $1,000,000 E.L. DISEASE - EA EMPLOYE $1,000,000 OFFICER/MEMBER EXCLUDED? ❑ (Mandatory in NH) N/A E.L. DISEASE -POLICY LIMIT $1,000,000 If yes, describe under DESCRIPTION OF OPERATIONS below A Professional Liability PRA969852307 3/7/2019 3/7/2020 Limit Per Claim $1,000,000 Aggregate Limit $3,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Alternate Employer Endorsement applies on the Workers Compensation policy when required by written contract. GERTIFIGA I t HULUtK I IV1I SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. Proof of Insurance AUTHORIZED REPRESENTATIVE V 1V?55-ZUl4 At UKU liVKrUKF111VIV. A11 FI91ILi ICDCIVVU. ACORD 25 (2014/01) The ACORD name and logo are registered marks of ACORD EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES FEDERAL EMERGENCY MANAGEMENT AGENCY PUBLIC ASSISTANCE This project activity is funded in whole or in part by the Federal Government, or an Agency thereof. Federal Law requires that the Applicant's contracts relating to the project include certain provisions. Per uniform requirements of federal awards (2 CFR Part 200.23) the definition of CONTRACTOR is an entity that receives a contract (including a purchase order). Compliance with Federal Law, Regulations and Executive Orders: The Sub -Recipient (County) agrees to include in the subcontract that (i) the subcontractor is bound by the terms of the Federally -Funded Subaward and Grant Agreement, (ii) the subcontractor is bound by all applicable state and Federal laws and regulations, and (iii) the subcontractor shall hold the Division and Sub -Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. Specifically, the Contractor shall be responsible for being knowledgeable and performing any and all services under this contract in accordance with the following governing regulations along with any and all other relevant Federal, State, and local laws, regulations, codes and ordinances: o 2 C.F.R. Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards 0 44 C.F.R. Part206 o The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended, 42 U.S.C. 5121 et seq., and Related Authorities 0 FEMA Public Assistance Program and Policy Guide, 2017 (in effect for incidents declared on or after April 1, 2017) Reporting: The contractor will provide any information required to comply with the grantor agency requirements and regulations pertaining to reporting. It is important that the contractor is aware of the reporting requirements of the County, as the Federal or State granting agency may require the contractor to provide certain information, documentation, and other reporting in order to satisfy reporting requirements to the granting agency. Access to Records: (1) The contractor agrees to provide the County, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representative's access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representatives' access to construction or other work sites pertaining to the work being completed under the contract. DHS Seal, Logo, and Flags: The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre- approval. No Obligation by Federal Government: The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. Program Fraud and False or Fraudulent Statements or Related Acts: The contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. EXHIBIT I - 1 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Energy Efficiency Standards: The contractor agrees to comply with mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act. Termination: Should the Contractor be found to have failed to perform his services in a manner satisfactory to the County as per this Agreement, the County may terminate said Agreement for cause; further the County may terminate this Agreement for convenience with a thirty (30) day written notice. The County shall be sole judge of non-performance. In the event that the County terminates this Agreement, Contractor's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Contractor shall not be entitled to any other or further recovery against the County, including, but not limited to, any damages or any anticipated profit on portions of the services not performed. Rights to Inventions Made Under a Contract or Agreement: If the Federal award meets the definition of "funding agreement" under 37 CFR §401.2 (a) and the County wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that "funding agreement," the County must comply with the requirements of 37 CFR Part 401, "Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements," and any implementing regulations issued by the awarding agency. Changes: See Standard Purchase Order Terms and Conditions. Procurement of Recovered Materials (§200.322) (Over $10,000): (1) In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA designated items unless the product cannot be acquired (i) Competitively within a timeframe providing for compliance with the contract performance schedule; (ii) Meeting contract performance requirements; or (iii) At a reasonable price. (2) Information about this requirement is available at EPA's Comprehensive Procurement Guidelines web site, htt s;iiwww.e a. ovJsmmicom rehensive- rocurement- uideline-c - pLqg ram Suspension and Debarment: (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by the County. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. Contracting with small and minority businesses, women's business enterprises, and labor surplus area firms §200.321 (a) The Solicitor must take all necessary affirmative steps to assure that minority businesses, women's business enterprises, and labor surplus area firms are used whenever possible. (b) Affirmative steps must include: (1) Placing qualified small and minority businesses and women's business enterprises on solicitation lists; (2) Assuring that small and minority businesses, and women's business enterprises are solicited whenever they are potential sources; EXHIBIT I - 2 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES (3) Dividing total requirements, when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses, and women's business enterprises; (4) Establishing delivery schedules, where the requirement permits, which encourage participation by small and minority businesses, and women's business enterprises; (5) Using the services and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce; and (6) Requiring the prime contractor, if subcontracts are to be let, to take the affirmative steps listed in paragraphs (1) through (5) of this section. Equal Employment Opportunity Clause (§60-1.4): Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer, recruitment, or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting officer setting forth the provisions of this nondiscrimination clause. II. The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. Ill. The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. IV. The contractor will send to each labor union or representative of workers with which it has a collective bargaining agreement or other contract or understanding, a notice to be provided by the agency contracting officer, advising the labor union or workers' representative of the contractor's commitments under section 202 of Executive Order 11246 of September 24, 1965, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. V. The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. EXHIBIT I - 3 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES VI. The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the contracting agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. VI 1. In the event of the contractor's non-compliance with the nondiscrimination clauses of this contract or with any of such rules, regulations, or orders, this contract may be canceled, terminated or suspended in whole or in part and the contractor may be declared ineligible for further Government contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. Vill. The contractor will include the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as may be directed by the Secretary of Labor as a means of enforcing such provisions including sanctions for noncompliance: Provided, however, that in the event the contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction, the contractor may request the United States to enter into such litigation to protect the interests of the United States. Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708) (over $100,000): Where applicable, all contracts awarded by the solicitor in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The (write in the name of the Federal agency or the loan or grant recipient) shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. EXHIBIT I - 4 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." Administrative, Contractual, or Legal Remedies (over $150,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competentjurisdiction. Clean Air Act and Federal Water Pollution Control Act: (over $150,000) (1) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. (2) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. (3) The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. (4) The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Byrd Anti -Lobbying Amendment (31 U.S.C. § 1352 (as amended) (over $100,000): Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." State Provisions Convicted Vendor and Discriminatory Vendors List Those who have been placed on the convicted vendor list following a conviction for a public entity crime or on the discriminatory vendor list may not submit a bid on a contract to provide any goods or services to a public entity, may not submit a bid on a contract with a public entity for the construction or repair of a public building or public work, may not submit bids on leases of real property to a public entity, may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with a public entity, and may not transact business with any public entity in excess of $25,000.00 for a period of 36 months from the date of being placed on the convicted vendor list or on the discriminatory vendor list. Lobbying: No funds received pursuant to this Agreement may be expended for lobbying the Legislature, the judicial branch or any state agency. Inspector General Cooperation: The Parties agree to comply with Section 20.055(5), Florida Statutes, for the inspector general to have access to any records, data and other information deemed necessary to carry out his or her duties and incorporate into all subcontracts the obligation to comply with Section 20.055(5), Florida Statutes. Record Retention - The contractor shall maintain and retain sufficient records demonstrating its compliance with the terms of the Agreement for a period of at least five (5) years after final payment is made and shall allow the County, FDEM, or its designee's access to such records upon request. EXHIBIT I - 5 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Acknowledgement of Terms, Conditions, and Grant Clauses Certification If the vendor subcontracts any of the work required under this Agreement, a copy of the signed subcontract must be available to the Department for review and approval. The vendor agrees to include in the subcontract that (1) the subcontractor is bound by the terms of this Agreement, (ii) the subcontractor is bound by all applicable state and federal laws and regulations, and (iii) the subcontractor shall hold the Department and Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. The recipient shall document in the quarterly report the subcontractor's progress in performing its work under this agreement. For each subcontract, the Recipient shall provide a written statement to the Department as to whether the subcontractor is a minority vendor as defined in Section 288.703, Fla. Stat. On behalf of my firm, I acknowledge, the grant requirements identified in this document. Vendor/Contractor Name Date Authc ,v�p - ..8 f�ese /�rh� �ecbe��rz�rcP cat. a3 EXHIBIT I - 6 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY and VOLUNTARY EXCLUSION Contractor Covered Transactions (1) The prospective subcontractor of the Sub -recipient, Collier County, certifies, by submission of this document, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. (2) Where the Sub -recipient's subcontractor is unable to certify to the above statement, the prospective contract shall attach an explanation to this form. CONTRACTOR IVQI I IC QI IU I ILIC I1v1(0 !8)L Street Address City, State, Zip 0�'224gILI(0 DUNS Number [ - )gog0 Date Sub -Recipient Name: Collier County Board of County Commissioners DEM Contract Number: Z0001 FEMA Project Number: 4337DRFLP0000001 EXHIBIT I - 7 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceeding $100.0001 The undersigned [Contractor] certifies, to the best of his or her knowledge, that 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit, Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. irm ontractor's Authorized Official Name and Title of Contractor's AiDthorized Official EXHIBIT I - 9 Co ler County Administrative Services Depaftent Procurement Services Division Form 1: Vendor Declaration Statement BOARD OF COUNTY COMMISSIONERS Collier County Government Complex Naples, Florida 34112 Dear Commissioners: The undersigned, as Vendor declares that this response is made without connection or arrangement with any other person and this proposal is in every respect fair and made in good faith, without collusion or fraud. The Vendor hereby declares the instructions, purchase order terms and conditions, requirements, and specifications/scope of work of this solicitation have been fully examined and accepted. The Vendor agrees, if this solicitation submittal is accepted, to execute a Collier County document for the purpose of establishing a formal contractual relationship between the firm and Collier County, for the performance of all requirements to which the solicitation pertains. The Vendor states that the submitted is based upon the documents listed by the above referenced Solicitation. Further, the Vendor agrees that if awarded a contract for these goods and/or services, the Vendor will not be eligible to compete, submit a proposal, be awarded, or perform as a sub -vendor for any future associated work that is a result of this awarded contract. IN WITNESS WHEREOF, WE have hereunto subscribed our names on this UJAday of ( , 2070 in the County of �2k'M j_1,fj20_h , in the State of Firm's Legal Name: Address: City, State, Zip Code: W'5 f Florida Certificate of Authority Document Number Federal Tax Identification Number *CCR # or CAGE Code *Only if Grant Funded Telephone: Email: Signature by: (Typed and written) Title: tj14 OTi cle ,T1 3 Send payments to: (required if different from above) Contact name: Title: Address: City, State, ZIP Telephone: Email: Office servicing Collier County to place orders (required if different from above) Contact name: Title: Address: City, State, ZIP Telephone: Email: Additional Contact Information coi4—aiJname used as payee I IN �ltillip -Mum MoMaw M j -�� COST C;0L4-Hty Administrative Services Depadrmnt Pmurement Services Division Form 2: Conflict of Interest Certification Affidavit 'The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated with this solicitation does not pose an organizational conflict as described by one of the three categories below: Biased ground rules — The firm has not set the "ground rules" for affiliated past or current Collier County project identified above (e.g., writing a procurement's statement of work, specifications, or performing systems engineering and technical direction for the procurement) which appears to skew the competition in favor of my firm. Impaired objectivity — The firm has not performed work on an affiliated past or current Collier County project identified above to evaluate proposals / past performance of itself or a competitor, which calls into question the contractor's ability to render impartial advice to the government. Unequal access to information — The firm has not had access to nonpublic information as part of its performance of a Collier County project identified above which may have provided the contractor (or an affiliate) with an unfair competitive advantage in current or future solicitations and contracts. In addition to this signed affidavit, the contractor / vendor must provide the following: 1. All documents produced as a result of the work completed in the past or currently being worked on for the above -mentioned project; and, 2. Indicate if the information produced was obtained as a matter of public record (in the "sunshine") or through non-public (not in the "sunshine") conversation (s), meeting(s), document(s) and/or other means. Failure to disclose all material or having an organizational conflict in one or more of the three categories above be identified, may result in the disqualification for future solicitations affiliated with the above referenced project(s). By the signature below, the firm (employees, officers and/or agents) certifies, and hereby discloses, that, to the best of their knowledge and belief, all relevant facts concerning past, present, or currently planned interest or activity (financial, contractual, organizational, or otherwise) which relates to the project identified above has been fully disclosed and does not pose an organizational conflict. State of !— County of &m-Ye"I The fore oing instrument was acknowledged before me b means of hysical presence or ❑ online notarization, this �_ day g name of erson acknowle in of /' Ll (month), Q_(year), by /tNa� �jOP� GP ( g g) Personally Known OR Produced Identification .1� 7_znw� Type of Identification Produced (Signature ofX0,tary Public -State of Florida) o #_eele (Print, Type, r Stamp Commissioned Name of Notary Public) $Ute of . • 'My Ooion Expires 08/26/2029 M mmfasCw=W9 on No. GG 913041 Co T C014 ty Administrative Services Department Procurement Services DKision Form 3: Immigration Affidavit Certification This Affidavit is required and should be signed, by an authorized principal of the firm and submitted with formal solicitation submittals. Further, Vendors are required to be enrolled in the E-Verify program (https://www.e-verify.gov/), at the time of the submission of the Vendor's proposal/bid. Acceptable evidence of your enrollment consists of a copy of the properly completed E- Verify Company Profile page or a copy of the fully executed E-Verify Memorandum of Understanding for the company which will be produced at the time of the submission of the Vendor's proposal/bid or within five (5) day of the County's Notice of Recommend Award. FAILURE TO EXECUTE THIS AFFIDAVIT CERTIFICATION AND SUBMIT WITH VENDOR'S PROPOSALBID MAY DEEM THE VENDOR'S AS NON -RESPONSIVE. Collier County will not intentionally award County contracts to any Vendor who knowingly employs unauthorized alien workers, constituting a violation of the employment provision contained in 8 U.S.C. Section 1324 a(e) Section 274A(e) of the Immigration and Nationality Act ("INA"). Collier County may consider the employment by any Vendor of unauthorized aliens a violation of Section 274A (e) of the INA. Such Violation by the recipient of the Employment Provisions contained in Section 274A (e) of the INA shall be grounds for unilateral termination of the contract by Collier County. Vendor attests that they are fully compliant with all applicable immigration laws (specifically to the 1986 Immigration Act and subsequent Amendment(s)) and agrees to comply with the provisions of the Memorandum of Understanding with E-Verify and to provide proof of enrollment in The Employment Eligibility Verification System (E-Verify), operated by the Department of Homeland Security in partnership with the Social Security Administration at the time of submission of the Vendor's proposal/bid. - �T Ei kdW Print N&ne and Title State of / ` GL- Countyof 4a-,4 The foregoing instrument was acknowledged before me by means of WtphysicaI presence or ❑ online notarization, this ?1,,2 day of (month), (year), by 6- (name of person acknowled ing). ignature of ary Public - 9tate of Florida) (Print, Type, or Sfamp Commissioned Name of Notary Public) Personally Known OR Produced Identification Type of Identification Produced Ck* Morro State o1 Ftwrido fc�� My Commtasion Expires 08/2SMM �N � Cownius N0. GG D13041 Cc► ler t �o'14nty Administrative Swices DgmrhwM Procurement Services Division Form 4: Vendor Submittal - Local Vendor Preference Certification (Check Appropriate Boxes Below) State of Florida (Select County if Vendor is described as a Local Business) ❑ Collier County A) /A ❑ Lee County Vendor affirms that it is a local business as defined by the Procurement Ordinance of the Collier County Board of County Commissioners and the Regulations Thereto. As defined in Section Fifteen of the Collier County Procurement Ordinance: Local business means the vendor has a current Business Tax Receipt issued by the Collier County Tax Collector prior to bid or proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier County from which the vendor's staff operates and performs business in an area zoned for the conduct of such business. A Post Office Box or a facility that receives mail, or a non -permanent structure such as a construction trailer, storage shed, or other non -permanent structure shall not be used for the purpose of establishing said physical address. In addition to the foregoing, a vendor shall not be considered a "local business" unless it contributes to the economic development and well-being of Collier County in a verifiable and measurable way. This may include, but not be limited to, the retention and expansion of employment opportunities, support and increase to the County's tax base, and residency of employees and principals of the business within Collier County. Vendors shall affirm in writing their compliance with the foregoing at the time of submitting their bid or proposal to be eligible for consideration as a "local business" under this section. A vendor who misrepresents the Local Preference status of its firm in a proposal or bid submitted to the County will lose the privilege to claim Local Preference status for a period of up to one year under this section. Vendor must complete the following information: Year Business Established in ❑Collier County or ❑ Lee County: Number of Employees (Including Owner(s) or Corporate Officers): N `A Number of Employees Living in ❑ Collier County or ❑ Lee (Including Owner(s) or Corporate Officers): If requested by the County, Vendor will be required to provide documentation substantiating the information given in this certification. Failure to do so will result in vendor's submission being deemed not applicable. Sign and Date Certification: Under penalties Operjury, I certify that the information shown on this form is correct to my knowledge. Company Name: Date: Address in Collier or Lee Court-, Signature: Title: / �-e Si6b4— levy 0A 'Ioirj &t aA EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES EXHIBIT i - 8 YO O OLU N F LLI w„ \'JJ b,Q s w bO W o ; v� ..�- y P�CI W b U:; EL m% S�. Pa o ccc . W CL � ° •N cn 44 4M U V a CA N +-+ O O N � 4: •� M M --i .-•-4 It cd Ois9. � O -d ai s m u a� rr 1n� CA 4-J V v ? q Cd •0 •�•MG^ 341 O 00 U U M 000 �•� u �� Z)o _rZ w o etc ) ry O v' V I"��, ,�; �< R Magazine" Sta NOW TO DRTVE Taln7tAcqhjsition ,a C. industry leaders t1irough tepc [Vorkrce arming r —I L _j IN THIS ISSUE Kaizen: A Method for Continuous Improvement in HR -the Pros, Cons, and Impacts of Technical and Managerial Job Progression The Importance of Transparency in Leadership LETTER FROM THE40...1�60 PRISIOINT Welcome to the inaugural issue of our new Ow publication, KeyStaff HP Insights. In each issue we will focus providing information KeyStaff to help companies improve their methods for finding, hiring, and retaining the best workers they can f i nd. START WITH EMPLOYEES ANDTHE REST FOLLOWS FROM THAT. — HERB KELLEHER Jana Thoemke the owner of KeyStaff has been in the staffing industry for over 30 years. KeyStaff originated in South Florida but has been serving Florida Counties for over 23 years. According to Jana, she has built the company on a few simple philosophies #1 respond to every client need with a sense of urgency and learn your client's business like it is your own. #2 Respect your co- workers and treat every KeyStaff employee with respect and #3 Have fun, laugh and love what you do everyday. KeyStaff's team is comprised of long-term employees who manage the company like it is their own. They pride themselves on providing excellent service, and they guarantee that they will put forth 100% of themselves,100% of the time. They are genuinely interested and partake in the success or struggles of each of their clients. KeyStaff's commitment to their clients goes beyond providing personnel, they believe in taking a consultative approach to improve their client's workforce and workplace. Who is KeyStaff? KeyStaff is your strategic partner, your trusted advisor, they are honest and principled, passionately committed to matching the right people to the right positions, making a difference in the lives of our employees, and truly understanding their part in the success of our client's business. KeyStaff specializes in clerical, light industrial, hospitality, and professional placements. What makes KeyStaff different from the other competitors? They have a unique evaluation process, where they analyze your workplace and often work your jobs to fully understand your environment and needs. This process has given us so much confidence that we are able to offer working interviews (4 hours) at no charge to the client. KeyStaff also offers HR & Safety Managers on staff to assist their clients. They are minority certified meeting all your minority requirements. When you need a partner, you can truly count on, it's KeyStaff. Don't just take their word on it, listen to what their clients have to say. Give us a call today! Jana Thoemke President 2 VOL. IX, ISSUE 11 IIRINSIGImITSI�///// EMERGING TRENDS 6 Kaizen: A Method for Continuous Improvement in HR By Ashley Wilson HIRING STRATEGY 8 Improve the Employee Experience of HR Transformation By Amie Deak HIRING STRATEGY 10 Why (and How) to Measure Quality of Hire By Kelly Peters RETENTION 12 Work Celebration Ideas to Keep Employees Engaged By O.C. Tanner VOL. IX, ISSUE II WORKFORCE MANAGEMENT 14 The Pros, Cons, and Impacts of Technical and Managerial Job Progression By Dan Walter LEADERSHIP 16 The Importance of Transparency in Leadership By Darren Perucci EMPLOYEE RELATIONS 18 Report Summary: "The Death of the Traditional Paycheck" Byloyce Maroney EMPLOYEE RELATIONS 19 3 Ways to Build Healthy Employee —Manager Relationships By Andrew Taylor EMPLOYEE ENGAGEMENT 20 Commonality and Employee Engagement By Mark Sawyier ASK THE EXPERT WATER COOLER CHRONICLES RECIPE 21 What happens when my SHRM or HRCI 22 Out of Sight, Out of Mind 22 Radishes with Butter and Salt certification expires? By Mike McKerns By Jessica Miller -Merrell INSIGHTS 3 ////////// HR INSIGHTS from the eyes of industry leaders PUBLISHER & EDITORIAL DIRECTORS Mamu Media LLC EDITOR IN CHIEF Mike McKerns MANAGING EDITOR DIRECTOR OF SALES Marsha Brofka-Berends Robert S. Herbein III CONTRIBUTING WRITERS Linda Brenner Arnie Deak Joyce Maroney Jessica Miller -Merrell Kelly Peters Darren Perucci Mark Sawyier O.C. Tanner Andrew Taylor Dan Walter Ashley Wilson DESIGN The Office of Kristian Bjornard HOW TO DRIVE Talent Acquisition through strdtegz� Workfor P.,lanning RENNER In the human resources world, it's hard , to find a term more nebulous, more .CD misunderstood, and more hated than .16 strategic workforce planning (though onboarding might run a close second). Fortunately, strategic workforce planning is started to shed some of its negative connotations, as more and more companies recognize the important role it plays in improving hiring and retention results. 4 VOL. IX, ISSUE 11 In any effort, the absence of a concrete goal makes it impossible to achieve desired results. Nonetheless, talent acquisition (TA) teams frequently work without clear goals (for example, recruiters often say that their priorities are "to fill jobs fast" and "to keep hiring managers happy"). This ambiguity is complicated by the fact that hiring priorities are difficult to identify. As it relates to talent acquisition, strategic workforce planning (SWP) identifies future hiring needs and priorities aligned to business strategy. But achieving that goal is easier said than done, because the different parties involved often have different agendas and preferences. In many organizations senior leaders vie for top priority for their own needs, for example, or they have different opinions about which roles are most urgent to fill (with some prioritizing the most frequently hired roles and others placing the highest value on those roles closest to the customers). Because these debates often lie outside the purview of the talent acquisition team, the absence of strategic TA representation means that conversations —and decisions —about hiring priorities and workforce strategy can lose steam and fall off the HR planning agenda. But unless different groups in the organization can agree on TA priorities and decisions, no TA strategy can be completely successful. HOW TALENT DRIVES BUSINESS VALUE Markets set a company's business value based on reasonable projections of future cash flow driven by asset performance. There are two types of assets to consider. The first type comprises tangible assets (equipment, buildings, trucks, etc.), all of which companies report in their financial documents. The second type includes intangible assets (brands, customer relationships, IP, proprietary technology, etc.), none of which companies report (unless they sell or acquire another company). Nearly 90 percent of the value of the average company is attributable to intangible assets created solely by its people.' An organization's human capital creates intellectual capital, intangible assets that can be thought of as the valuable accumulations of employees' intellectual output overtime. To measure the value of SWP and talent acquisition investments in an organization, one must first understand how value is created (and will be created) within that specific business. For public companies, a review of public documents (such as investor presentations and 10-Ks) provides a solid baseline understanding. For example, it is easy to determine that in a company such as Raytheon, a relatively small team of engineers creates the greatest amount of the organization's business value. Brand managers and product innovation professionals lead the way at Coca-Cola and Proctor & Gamble. And at a pharmaceutical firm such as Merck, the R&D department creates value by developing patentable new drugs. Great hires in a business's key asset -creation areas will result in huge gains in business value. Poor hires, on the other hand, will create great risk. For this reason alone, strategic workforce planning is essential to determining the most critical roles in the organization. Only through SWP can organizations identify talent acquisition priorities, establish goals, and effectively deploy resources HOW TO DEVELOP A STRATEGIC AND TARGETED WORKFORCE PLANNING PROCESS Efforts to build workforce plans across entire swaths of the business (by level, by geography, etc.) are typically too unwieldy to enable concrete, actionable priorities and next steps. Given the importance of critical roles in an organization, starting with a very narrow targeted role or functional vertical (for example, research, data analytics, merchandising, or brand management) and creating a strategy from there is the key to successful planning: 1. Using the methodology described above, build a case for identifying the roles and skills that are most essential to creating future business value for the organization. Meet with several key business, talent management, and HR leaders to get their understanding and buy in. Discussions should cover both the need for prioritizing workforce planning efforts and the reasons why this particular group of jobs and skills was identified as key. 2. For this group of roles or functional area, col- lect the following information: —One or two years of hiring, attrition, and internal movement data, sorted by role or by employee —Organizational charts —Business plans (both short term and long term) for the function 3. Analyze the data and prepare materials for a half -day workshop with the senior leader and his or her direct reports. 4. Conduct the half -day workshop with the leadership team: —Present an overview of the session's goals (specifically, workforce planning and strategic priorities and plans for talent acquisition). —Review the team's hiring and attrition trends for the previous one or two years. —Get the team's input on specific replacement and new hiring needs and plans for the next six to twelve months. —Taking into consideration business goals and scenario planning, discuss and capture known high-level hiring needs beyond one year. —Facilitate a discussion about the critical- ity of the roles (or groups of roles) and the availability of talent in the marketplace for the skills required. 5. After the workshop, summarize and pres- ent the group's results and identify talent priorities, estimated numbers, timing, and provisional approaches. 6. Develop the talent acquisition strategy required to find, attract, and win people to fill the identified roles, beginning with the roles deemed most critical and requiring the scarc- est skills available in the marketplace. 7. Set talent acquisition goals (e.g., speed, cost, quality, diversity) and targets by sourcing channel, then align resources to execute plans to secure the future workforce. By prioritizing the most essential skills, workforce planning efforts deliver the most important information and action steps to key business areas first. From this starting point, one can methodically move on to other functional areas. THE RESULTS This method of targeted and strategic workforce planning will yield numerous, concrete results: Alignment among senior leaders and key stakeholders regarding workforce planning and talent acquisition priorities Lists of specific hiring plans and priorities to revisit and update on a quarterly basis follow- ing the working session Assessment, by business leaders, of the criticality and availability of skills for their predicted openings Prioritized, data -driven, TA forecasts and plans for the specific functional area Goals, tactics, and measures of success for the TA team for these targeted roles Success in hiring cannot be achieved without clearly articulated aims. Organizations that want to improve their hiring need to define goals that are business -based, accurate, measurable, and value- added. The only way to accomplish that is through targeted and strategic workforce planning. ■ Linda Brenner is the managing director and founder of Talent Growth Advisors. She has built a team of finance, HR, talent acquisition, talent management, marketing, and operations experts with wildly diverse backgrounds and one thing in common: exceptional problem -solving skills. Brenner can be reached at linda@talentgrowthadvisors.com. i. Talent Growth Advisors. undated. "Intellectual Capital Index." Talent Growth Advisors website, talentgrowthadvisors.com/our-big-idea/ici. INSIGHTS 5 EMERGI TRENDS NG Kaltzelloo0 Atho ntr Med C� HP\ �Mp�o\/emeont,« Today, all businesses are under immense pressure to improve their efficiency and communication and to ensure continuous improvement within the organization. Situated at the company's center, the human resources department connects all employees at all phases of their time with the company: HR welcomes new employees, liaises with them during promotions, and conducts exit interviews right before they leave. This centrality means that, simply through its usual operations, HR has the power to change the culture of an entire organization. For that reason, many strong HR teams have adapted kaizen as a guiding philosophy. WHAT IS KAIZEN? Named after the Japanese word for improvement, kaizen is "a business management system or philosophy aimed at producing ongoing incremental improvements throughout an organization, especially in quality and efficiency." By emphasiz- ing continuous improvement, seemingly small changes build up over time and (hopefully) lead to major improvements in the long term. Kaizen arose in postwar Japan and has since been applied to the world of business and has driven countless success stories. For example, the founder of Toyota, Eiji Toyoda, was so inspired by Henry Ford's philosophy of always encouraging workers to share their ideas for improvement that he adopted that approach in the renowned Toyota Production System. 6 VOL. IX, ISSUE 11 X Kaizen offers an alternative approach to "old school" methods, which seek to improve results by implementing either a radical change overnight or ' top -down strategies. Under the old strategies, improvements don't necessarily arise from the proposed change. The result is both more waste and frustrated employees —neither of which is desirable. Owners who care about their busi- nesses and their employees need to implement changes that increase profits while also benefiting all people. HOW KAIZEN BENEFITS HR HR units can use kaizen to achieve numerous goals. For example, kaizen Of can help an organization become more efficient, have better communica- tion (both internally and externally), develop and implement an effective performance evaluation system, and improve the quality of resources avail- able for recruitment. But there are a few areas in which kaizen can have an especially strong impact. COST REDUCTIONS IMPROVED TEAM SPIRIT Kaizen can be particularly effective on the bottom line. For example, in "kaizen Kaizen raises team morale by bringing cross sections of one organization, a single event in one work cell resulted in a ioo the company together, solving percent increase in work cell throughput and a $750,000 inventory reduc- current problems or stressors, tion: That's just one case, of course, but such positive effects are typi creating new approaches to difficult challenges, improving communication, and empowering employees. Such initia- tives help employees feel more emotionally invested in the organization's success, thus reducing turnover (and saving the company pre- cious time and resources). 61 000 cal when kaizen is involved. By improving human productivity, implementing technology solutions where staffing isn't necessary, and driving performance management systems, kaizen can lower staff costs. Recruitment costs can drop when HR implements pro- cesses that eliminate wasted time and effort and doubles down on the most efficient ways of recruiting. At the same time, using kaizen for onboarding and training programs can cut training costs. And a kaizen-based approach to travel, accommodation, cleaning, print- ing, and other administrative areas can reduce those costs as well. BETTER LEADERS Kaizen empowers all employees to take on leadership roles and cultivate positive change and improvements within their own teams. Their input on what they think can be improved —and how to do so —is actively encouraged, and once a plan is implemented they can measure its effectiveness. Giving em- ployees this responsibility helps them to develop the valuable leadership skills needed to advance in the organization and become effective leaders. INCREASED CUSTOMER SATISFACTION When kaizen improves an organization's day-to-day IV operations, those changes benefit not only employees but also customers. At the Hospital Samaritano in Sao Paulo, Brazil, for example, kaizen focused on several specific areas ("reduce administrative time of authorization process; improve productivity of authorization unit and call center; structure authorization unit and call center to support long- term growth; smooth interfaces") produced a significant rise in customer satisfaction' When implemented correctly, the kaizen approach of continu- ous improvement is an invaluable tool that can yield positive results across many industries. By using one seemingly small change as a starting point and building on it each day, even the most dysfunctional organization can reap the benefits of kaizen. ■ Ashley Wilson is a content creator who writes about business and technology. She can be reached via Twitter at @ashleygwilson. i. "kaizen."zoao.The American Heritage Dictionary ofthe English Language. Wisconsin Manufacturing Extension Partnership. aoro. "Success Story: DeCrane Aircraft Seating Company." Wisconsin Manufacturing Extension Partnership website April, www.wmep.org/wp-content/uploads/zor5/o3/DeCraneSuccessNEWD- ESIGN_o.pdf. Kaizen Institute. undated. "Transactional Processes: Administration and Service." Kaizen Institute website, kim.kaizen.com/kimglobal/images/custom/website/ cas estudies/E%zo-%zoHealthcare_Hospital%z o Samaritano_D aily%zoKaizen_con- flict-z or3 o zi9-154118.pdf. INSIGHTS 7 HIRING STRATEGY IMPROVINR THI �ioyee ormation The description of every big HR transformation includes one big, scary, experience -upending word: change. Transformation changes work for everyone —not just HR people but every other employee, too. And few things are more stressful for employees than change, whether it takes the form of the implementation of new software, the introduction of new processes to learn, or the development of a reworked company organizational chart. And although it's easy for HR leaders (and the vendors who sell to them) to focus on the end product (a shiny, new way of doing things!), it's also important to think about how to reach that goal. What is the messy, emotional process employees will go through to get to the other side of the HR transformation? And how can organi- zations be sure they're thinking about the employee experience when planning major HR changes? PREPARE FOR THE HUMAN SIDE OF CHANGE Change is always more difficult than anyone expects. If change were as simple as repro- gramming an algorithm, then people would embrace it all the time. But change doesn't work that way. And people are complicated: they're not robots but creatures of habit, and their behaviors can not be created or elimi- nated with a push of a button. For example, consider marriage. Obvi- ously, it's a big life change that endures well beyond the actual wedding day. Even when people have plenty of time to prepare for AMIE DEAK it (which is usually the case), marriage still creates anxiety because there are so many variables to consider. On their wedding day people want everything to be perfect; they worry about the weather, whether their fami- lies will get along, and if they will remember their vows. But marriage ecompasses far more than the wedding day. It also involves figuring out how to live together as a couple, adjusting daily routines and expectations, and learning how to communicate and work together as partners. In other words, change has a human ele- ment. Because so many external factors affect human experience, companies that are con- sidering change need to think not just about the end result but about their organizational culture as well: What are the current attitudes and beliefs about change? How will these emotional factors affect the change process? It is critical to assess how teams feel about proposed changes, to explore their perceived obstacles to change, and to determine the organization's overall readiness for change. People need time to process information in digestible chunks, they need to feel safe to disclose how they really feel about an impending change, and they deserve to be supported throughout the entire process. By starting culturally where employees are, HR can be deliberate and intentional about building a plan that provides the communi- cation and support they need throughout the process. FIND A CHANGE CHAMPION No matter how well intentioned a change is, it will affect employees in some capacity. There maybe confusion about the implemen- tation of even a small change, for example. The introduction of a new process may lead to frustration. And even more frustration may result when employees do not know where or how to voice their concerns. 8 VOL. IX, ISSUE 11 To counter these bad feelings, create a liaison between employees and manage- ment —a change management champion —to carry the banner for change and give voice to employees' concerns. Having someone in this role from the beginning will make the process easier and more focused for all involved and help the company earn the trust it needs to carry out change successfully. Designating change management cham- pions will also ensure that management has a clear and consistent process for communi- cating about the change. Although it's up to the executive team to determine the overall message, the next level of leaders will need to communicate that information to their own domains, with the message tailored for the needs of each department or team. DEVELOP TWO-WAY COMMUNICATION One of the most immediate ways to im- prove employee engagement is to make sure employees feel that they have a voice —and that their voice matters —by finding ways to create effective two-way dialogue with them. During a major change, collaborate with change champions to figure out how to involve employees and go the extra mile to hear what they have to say. Pulse surveys can be enormously helpful to check the cultural temperature, but they may not be enough to capture the intelligence needed when mak- ing a big transformation. One option to consider is a town hall meeting, which gives leaders a chance to engage with employees directly and to capture trends in attitudes, fears, and beliefs. Another useful tool, smaller group sessions, gives leaders opportunities to ask more granular questions about how change will affect employees at work. Regardless of the option used, send a power message of solidar- ity by communicating a summary of what employees say and how management plans to address their needs. Most importantly, listen to what people have to say and be certain to communicate clearly. Communicating with consistency and clarity creates a culture of trust. The level of trust can improve how an employee experiences change, even when manage- ment's decision is unpopular. When considering the next transforma- tive project or shopping for the next big HR tech platform, keep "employee experience" top of mind. Focus on listening, preparing, and supporting employees through these changes. Be intentional about creating and investing in an organizational culture that embodies change. In order to transform HR for the better, management must work hand in hand with the employees that transforma- tion will affect. ■ Arnie Deak is an advisor at IA, which she joined after ao years in the healthcare industry. She is a change agent with experience building programs, planning and executing key initiatives, managing complex stakeholder relationships, and transforming organiza- tional culture. She can be reached at adeak@ia-hr.com. INSIGHTS 9 HIRING STRATEGY TO Measure Quality OF HIRE 10 VOL. IX, ISSUE 11 With unemployment hitting historic lows, recruiters and hiring managers are under more pressure than ever to find the right people for open roles. As they prioritize maximizing efficiency and cutting costs, teams trying to meet the need for speed in hiring can rush the recruitment process. But this "find anyone" strategy ignores a key element of recruitment: candidate quality. Making a bad hire —someone who ends up being a poor performer —can cost a company thousands of dollars, not to mention losses in morale and productivity. Finding the right person means attracting an employee who will be able to contribute to the company's success. So how can an organization be sure it's hiring the right employees? Meet the holy grail of recruiting metrics: quality of hire (QoH), the value a new hire adds to a company based on his or her contribution to its long-term success. Tracking QoH is key to building a recruitment process that attracts and retains top talent. Measuring this metric can be tricky, however, because the results are shaped in large part by how an organization defines "quality." One survey of small- and mid -sized businesses across different industries yielded interesting findings about how some companies track their own QoH. Only 64 percent of survey respondents said they currently measure the quality of their hires, whereas 36 percent don't track this metric at all.` Because they aren't measuring QoH, many hiring teams have no idea how their current recruitment process influences company success. At the same time, most companies aren't getting a complete view of their candidates' quality. Tracking QoH is a process that should start as soon as candidates enter the recruitment funnel and continue throughout the employee life cycle. Yet only zo percent of respondents said they're monitoring this metric at the earliest point of the recruit- ment process, before candidates are hired (and 58 percent of respon- dents said they start measuring QoH only at the go -day mark!). To most companies, the need to track posthire metrics (such as per- formance and productivity) is obvious. But they often don't realize that considering QoH before an offer is made is just as important. By using prehire metrics (such as assessment scores and engagement) to track QoH as soon as candidates enter the recruitment funnel and continu- ing throughout their employment, companies can achieve a compre- hensive assessment of their hires. Tracking QoH is key to a team's future success in recruitment. Here's how any organization can create and use its own formula to measure QoH: i. Define quality: Talk with company leaders to define what employee success means to the organization. Which values and competencies do the leadership and the team as a whole prioritize? Make a compre- hensive list of employee success criteria, then narrow it down to four or five key data points that include both prehire and posthire metrics (such as preemployment assessment scores, time to hire, ramp -up time, and productivity). a. Quantify each criteria: Assign a value to each chosen criteria based on its importance to the organization. Select point values and weights for each item in order to calculate a comprehensive QoH score. 3. Establish a timeline and collect feedback: Once an employee has been on the job for anywhere between two and six months, send managers a survey to measure their impression of the new hire thus far. Have them rate the new hire according to certain criteria and point values. Pair these surveys with regular performance reviews that assess and rate the same criteria. 4. Track results to prove recruiting ROI: Track QoH scores through- out the employee life cycle. Review them monthly to start, using the indi- vidual scores to calculate an overall score. This calculation should be an average of the success criteria and should follow this formula: success criteria 1 + success criteria 2 + success criteria 3 + success criteria 4 4 CALCULATION SAMpI—� ohire. I,o ment assessment scores 'time t ,reemp Y e ' Product[vttY ro.mp-u? tim 4 With a custom formula in hand, start tracking scores for each metric, for each employee, and for the organization as a whole. Use the results to identify trends in the company's recruitment process and to demonstrate its ROI to leadership. When assessing these scores to glean the most actionable take- aways, considering the follow questions: Individual piece of criteria Are there individual criteria that consistently score low? If so, are these prehire or posthire? Are there ways to adjust the process to target higher -scoring candidates in this area? Individual employee Is this employee consistently missing the mark on certain criteria? Is this person's comprehensive QoH score trending significantly up or down? Can the organization provide this team member with resources to improve his or her score in certain areas? Organization as a whole How has the company's QoH score changed over time, and what external factors may be affecting this? Are certain departments or teams scoring higher or lower than others? If so, how can the company adjust its recruitment prac- tices to standardize overall QoH? Do certain stages in the process prompt lower scores? Quality of hire is a critical metric for determining the success of a company's recruitment strategies, which in turn help shape the or- ganization's long-term health and prosperity. Once a company truly understands this, it can develop and implement strategies for measur- ing —and improving —its quality of hire. ■ Kelly Peters is a communications and content manager at JazzHR (www.jazzhr. com), where they're on a mission to make recruiting and hiring easy, effective, and scalable no matter what growth looks like at your company. The Jazz Performer Platform doesn't just help your company grow, it can help your recruiting process grow up, putting you on the path to hiring "Performers Only." i. JazzHR. 2019. "JazzHR SMB Recruiting Report "JazzHRwebsite, December, info. j azzhr.com/rs/599-YTR-991/images/JazzHR-SMB-Recruiting-Report-Dec-2oig.pdf. INSIGHTS 11 = RETENTION Work Celebration Ideas to Keep Employees Engaged BY O.C. TANNER Birthdays, anniversaries, holidays —there's a reason everyone circles these events in their calendars every year. They help people commemorate significant life moments, mark milestones, and connect with the people they care about. Special events can unite people not only in their personal lives but in their workplaces, too —especially when such events celebrate work accomplishments. When news of success spreads throughout an orga- nization, employees feel more appreciated, which in turn makes them feel happier in their jobs (and therefore more productive and less likely to leave). Celebrating team anniversaries and milestones helps employees unite over their collaborative efforts —and reinforces how much those efforts contribute to the company's success. However, it's extremely difficult to keep employees engaged if the company's celebrations remain the same year after year. Here are a few creative ways to breathe new life into office events and celebra- tion activities. 40} 4 TURN THE OFFICE PARTY INTO A FAMILY AFFAIR All people want their loved ones to be proud of them, which is why it's great to let employees invite their friends and family to company anniversaries. If the weather's good, take the party outside with barbeque, ice cream cones, live entertainment, and a bouncy castle for the kids. SPEND A THRILLING DAY AT AN AMUSEMENT PARK Has the workplace felt sluggish lately? Inject some excitement into the work day by getting employees out of the office and onto a roller coaster. If the group is large enough, the organization can even rent out the entire park so everyone can enjoy a day of fun, food —and no lines. DOCUMENT THE TEAM IN IMAGES Hire an outside professional to take pictures and record videos of both significant and everyday moments in the office over the course of a year and combine them all into a video. Showcase this video at the team's annual anniversary celebration —then post it on social media so employees can share it. GO ON A COMPANY -WIDE SCAVENGER HUNT This activity is great for employees who like a little more action in their celebrations. Because they require minimal effort to create, picture -based hunts are especially easy to plan and execute. (Don't forget to allocate prizes for the winners!) GIVE AWAY CUSTOM MERCHANDISE Who doesn't love getting free stuff? Design custom company mer- chandise (perhaps with a special anniversary logo and slogan) and present it to employees at the next significant celebration event. HOST AN OFFICE AWARD CEREMONY Create interesting award categories (such as "Most Years in Service" and "Best Meeting Notetaker"), then roll out the red carpet at a special event and present each winner with a custom award and prize package. PLAN A COMPANY -WIDE POTLUCK Encourage employees to bring dishes from their home states or coun- tries, from their cultural heritages, or even from their childhoods. Sharing a meal can help people get to know each other better. EXPLORE VIRTUAL REALITY Give team members an unforgettable experience through virtual reality technology that lets them visit new worlds, compete in games, or go on fantastical adventures together. (Rent VR equipment for an afternoon in the office, or take everyone to a local VRvenue.) THROW A THEMED PARTY Poll employees for theme ideas (favorite movies, books, or TV shows, for example), then throw an in -office party with decor, cuisine, cos- tume contests, and trivia quizzes influenced by the one that gets the most votes. ENJOY A NIGHT OUT ON THE TOWN For a more off-the-cuff celebration, invite employees out for happy hour. Try some local dining hotspots, grab a few drinks, harmonize together at a karaoke bar, or enjoy a casual evening walk with the whole team. TREAT EMPLOYEES TO AN ONSITE PERSONAL WELLNESS DAY Survey employees about what activities they would enjoy for an in -office day of wellness. Possibilities might include an instructional lecture with breakfast, a massage at lunchtime, and a sundae bar and dance lessons in the evening! PLAN A PARTY AROUND THE COMPANY'S MISSION To help employees feel a sense of purpose within the organization, design a celebration around the unique achievements, awards, and activities that reflect and celebrate the company's mission. VISIT AN ESCAPE ROOM TOGETHER Solving puzzles together can help employees develop their skills as a team while having a great time. Some vendors can even bring por- table escape rooms (in trailers) right to the office! MOVE THE CELEBRATION OUTDOORS Celebrate team achievements by taking employees outside for some fresh air and invigorating activities. Visit an archery range, go rock climbing, tackle a paintball course, or try hatchet throwing —then wind down and relax afterward with a casual picnic. HOST A PARTY FOR BOTH EMPLOYEES AND CLIENTS It's always good to recognize employees in front of their coworkers, but thanking them in front of clients takes this recognition a step further. A party for both celebrates the team and introduces clients to the people who keep the company running. When coming up with new plans to celebrate milestones, achieve- ments, and anniversaries, it's always good to get feedback and ideas from the team. This lets them give input that directly influences the organization's culture —and ensures that the company always chooses the perfect ways to celebrate and unite its people. ■ O.C. Tanner helps organizations inspire and appreciate great work. Thousands of clients globally use its cloud -based technology, tools, and awards to provide meaningful recognition for their employees. Learn more at www.octanner.com. WORKFORCE MANAGEMENT Career progression has historically focused on providing growth for individual contributors and for managers. The pay for each path can vary according to several different criteria. For example, earning potential is linked to the individual's skills, talent, and performance; to the performance of his or her department; or to the company as a whole. Pay may also be linked to the size of the role, the number of staff reporting to an individual, and the job risk related to a manager's performance and to the performance of his or her reports. Individual contributors generally have zero or very few direct reports. They may provide leader- ship or guidance through both words and action, but are seldom personally responsible for the growth, performance, decisions, or actions of anyone else. For many job families, the maximum earning potential for individual contributors is constrained by the broad availability of similarly skilled talent, the value the position delivers to the company, and the limited requirements for the position. For other job fami- lies, maximum earning potential can rival and even exceed that of someone on the managerial path. Individual contributors with the highest earning potential include those whose jobs are the most 14 VOL. IX, ISSUE 11 difficult to fill, those with the most significant impact and influence more people? Do power or control FFA on departmental or company success, and those with the highest market demand for similar talent. Roles requiring advanced degrees often fall into this category, as do senior sales positions. These types of roles have limited budget control or financial plan- ning, and reporting consists mainly of individual project -based results. Managerial positions nearly always require direct reports or coreports. These individuals are responsible not only for their own performance but also for the performance of those who directly or indirectly report to them. Managers are often individuals who have good technical skills and even better people skills. Managerial roles focus on controlling costs and increasing profits. They must create and execute on both strategic and tactical plans for growth through proper employment and motivation of people and assets. They must also understand and stay up to date on financial information they need to make adjust- ments and report to their superiors when necessary. THE STRATEGIC CHALLENGE Not every person can move from a technical or professional track to a managerial track —nor should that be everyone's goal. The very best individual performers can make generally equivalent income (and in some roles even greater sums of money) than similarly positioned managers. For this reason, many track changers are among the better performers — but not the highest performers —in their specialties. Such an employee may have better opportunities for advancement as a manager than as a potentially industry -leading or industry -changing specialized professional. Although the move to manager is gener- ally communicated as a promotion, it is often a pro- motion in future potential rather than a promotion in current status and can result in what is essentially a lateral move regarding base pay. The challenge for the organization is to communicate the new role 's potential for future growth in a way that clarifies expectations. It is critical for the company to clearly define the management role, its expectations of a manager, and what it means to be a company leader. When the role doesn't come with a pay change or increase, the chief HR officer should anticipate —and be prepared to ad- dress —the questions and pushback that might come from a promoted employee. Seizing the opportunity to shift to manage- ment signifies someone's willingness to climb the ladder in the long term. And so much depends on each individual's aspirational state of mind. Does someone prefer to be a leader of ideas or a leader of actions and people? Can that person advance further motivate someone? It is true that technicians and salespeople often outearn their bosses. But being a boss carries a certain level of reward and satisfaction in and of itself. And because a managerial role is the precursor to a potential executive role, the right candidate will eventually outearn the career path compensation opportunities he or she would have had as a strong technician. So the question is whether someone chooses to take the long view or the short view. THE TACTICAL SOLUTION When talent pools are especially restricted, the upper ranges of base pay for the best technical and profes- sional roles can easily meet and exceed the pay levels of their associated managers. This can exacerbate the potential value of equity compensation that may be held from an earlier stage in the company's growth cycle. One tactical approach is to provide greater short-term incentive opportunities for those on the managerial track. By leveraging pay on company, group, and individual performance, these programs can offset the additional personnel accountability and financial responsibilities associated with the management track. The addition of managing people and money is a clear advancement risk for anyone choosing the management track. A clearly communicated incen- tive for high performance conveys the company's understanding of the added impact of the new posi- tion. In the absence of a short-term incentive plan, a company may want to consider augmenting the long- term compensation for the individual. Long-term incentives, especially when linked to company -wide financial or stock price performance, show recogni- tion of the managers' broader impact on company success. A properly designed and understood incen- tive plan can ensure that individuals understand the value of their new roles and that the company has both the time and focus to ensure that they are suc- cessful in them. The new manager's success depends on regular communication and training. Even individuals who have the perfect personality and mindset to be man- agers will need training on how to best execute their new roles. The combination of training and incen- tives are the best way to deliver on the goals of both the individual and the company. ■ Dan Walter is a managing consultant at FutureSense (www.futuresense.com), where he specializes in the executive, equity, and incentive compensation and gi pay for Performance. He is the coauthor ofEverythin� in Compensation Is Communication and The Decision 1 Guide to Equity Compensation. MLEADERSHIP The Importance of TrAkum*-art in Leadership W` When asked which work topics they care most about, most employees will rank transparency in their organization's leadership near the top of their lists. Yet one-third of the respondents to one recent survey said "their employer is not always honest and truthful with them."' These findings are unfortunate, because transparency in leadership can spark impressive results that benefit everyone in the organization. I 1 16 VOL. IX, ISSUE 11 WHAT DOES IT MEAN TO LEAD WITH TRANSPARENCY? Transparency in leadership means keeping employ- ees in the loop, sharing the good and the bad (while not oversharing), and welcoming honest feedback from team members. There should be no unpleas- ant surprises, no concerns around uncertainty, and no wishy-washy behavior that may weaken a leader's reputation. Transparent leaders strive to practice what they preach, set crystal-clear expecta- tions, and communicate effectively with every member of their teams. Leading with transparency requires a will- ingness to be honest and open with employees, even if doing so makes the leader feel somewhat vulnerable. When employees can see and evaluate everything a leader does, it's essential that he or she leads the organization with integrity, in ways that are true to its values. In return, employees will give their loyalty and trust. When someone leads with transparency, he or she sets a standard for the rest of the company to meet. The importance of transparency in leader- ship becomes more apparent as it fosters a work- place culture of open communication and account- able behavior for both employees and leaders. THE BENEFITS OF TRANSPARENT LEADERSHIP When a firm understands the importance of —and consistently implements —transparency in leader- ship, it can expect to see numerous benefits. GREATER EMPLOYEE ADVOCACY When choosing to be open and honest with employees, a leader can help them feel valued by in- viting their feedback. By showing them how much the organization values their contributions and opinions, a leader builds a foundation of trust and loyalty that nurtures greater employee advocacy — which in turn helps to build the employer's brand. At the same time, showing interest and ap- preciation can also humanize leaders, making them more relatable in the eyes of their teams. By pre- senting themselves as actual human beings (instead of as mysterious bosses hidden behind intimidating office doors), transparent leaders will earn greater understanding and support from their employees, who will then be more likely to accept negative news or open themselves up to constructive feed- back if they feel they have a personal connection with their leaders. WELL -MANAGED EXPECTATIONS Withholding information often leads to misunder- standings and unmet expectations. Leading with transparency helps ensure that both employee expectations and employer expectations are ap- propriately set and fulfilled. With clear, open, and frequent communication, employees are less likely to make false assumptions about their jobs or their organizations. IMPROVED EMPLOYEE PERFORMANCE As greater transparency fosters greater employee advocacy, these highly engaged employees are more likely to achieve higher performance and productivity in their jobs. HOW TO BE A MORE TRANSPARENT LEADER Becoming a more transparent leader may require some thoughtful changes to one's managerial ap- proach (and it will take some time for the benefits to spread throughout the organization), but the results will be well worth the effort. Establish a consistent policy for leaders to be transparent about business developments and decisions. Conduct regular meetings with the entire company, each department, and individuals to make sure that everyone is informed about new developments, that clear expectations have been set, and that every employee has the chance to stay in the loop. Encourage employees to give honest feedback about company policies and recent changes or announcements. (Consider using an employee satisfaction survey for gathering this data.) Adopt an open-door policy and ask team mem- bers in upper management to do the same. Take the time to get to know employees and meet with them one on one. Use this time to form personal connections with employees and express a commitment to transparency. Understanding the importance of transpar- ency in leadership is the first step toward achieving it. When leaders make a personal commitment to greater transparency and start working toward it immediately, they —and their organizations —are already well on their way to reaping its benefits. ■ Darren Perucci is a demand generation manager for Bam- booHR, where he loves finding new ways to reach new audi- ences and is passionate about delivering the best experience to readers. Visit them at www.bamboohr.com. i. American Psychological Association. 2014. "Employee Distrust is Pervasive in U.S. Workforce." American Psychological Association website, April 23, www.apa.org/news/press/ releases/aoi 4/04/employe e-distrust. 1Q69lei 1.1&�VA h� REPORT SUMMARY: "THE DEATH OF THE TRADITIONAL PAYCHECK" BY JOYCE MARONEY The Workforce Institute at Kronos Incorporated recently released the results of a survey titled "The Death of the Traditional Paycheck, " which focused on "how immediate access to earned wages (i.e., on -demand pay) and financial wellness can support recruitment, retention, and a better employee experience."' The data revealed that the current paycheck system presents many challenges for workers, most of whom are ready for a change to the status quo. MOST AMERICANS HAVE MONEY -RELATED DIFFICULTIES For example, one recent study by the Federal Reserve on household financial stability found that a significant portion of the population would have trouble dealing with an unexpected $400 expense: 39 percent would be unable to cover it with funds on hand (or with a credit card paid off before interest is charged), "27 percent would borrow or sell something to pay for the expense, and 12 percent would not be able to cover the expense at all'; at the same time "another 12 percent of adults would be unable to pay their current month's bills if they also had an unexpected $400 expense that they had to pay.' Z Another troubling finding in the report is that "one -fifth of adults had major, unexpected medical bills to pay in the prior year [and] one-fourth of adults skipped necessary medical care in 2018 because they were unable to afford the cost."' Such financial insecurity in employees' lives takes a toll on their businesses: "The Death of the Traditional Paycheck" indicated that 53 percent of Americans experience financial stress that interferes with their ability to do their work." (At first glance that high number might seem to be an error. But the fact is that despite the overall growth of the U.S. economy in recent years, many Americans continue to struggle financially.) Age and parental status correlate to higher stress levels: younger employees (under age 45) are far more likely to see their work lives affected by this stress, as are employees who have children under the age of 18. Nearly three-quarters of the respondents "want access to their wages before their pay day," yet only 6 percent have this option. Some want this access for discretionary spending, such as holiday gift shopping (10 percent) or off -the -clock social activities (11 percent). But most indicated a desire for "early access to earned wages to simply cover bills, especially emergency expenses such as a car repair (32 percent) or unplanned medical care (19 percent)." In fact, some survey respondents were so interested in getting their wages sooner that a surprising number of them said they'd even pay for this access: The vast majority of hourly (75 percent) and salary (71 percent) workers would consider paying up to a $5 fee reason- able to access $50 of their wages before pay day. Nearly one in 10 (8 percent) workers would consider a staggering $50 fee reasonable to access $50 of their earned wages early, which could signal a desperation among some for safe and reliable access to their own money as an alternative to short-term pay day loans. Most (70 percent) respondents believed that the traditional pay period that covers a 40-hour workweek over five consecutive days is "outdated" Not surprisingly, employees experiencing financial stressors are most likely to desire on -demand access to their pay. For example, at the $50,000/year threshold for household income, support for early access to wages jumps from 67 percent to 87 percent. And given the choice, 43 percent of employees would swap regularly scheduled pay days for the ability to retrieve their earnings on demand, with renters (51 percent) more likely than homeowners (39 percent) to choose this option. FINANCIAL WELLNESS AS A DESIRED BENEFIT Workers want their employers to help them with unexpected expenses, with 64 percent of them interested in short-term loans, early access to their wages, or other financial support from their employers. But workers want more than financial assistance: they want educational assistance as well. Specifically, 74 percent of respondents would rather "work for an employer that offers financial planning, budgeting, and automated savings tools over one that does not." This comes as no surprise to payroll expert Martin Armstrong, who says, "Employers have embraced the responsibility of offering physical wellness programs to employees, and as we welcome 2020 it's time they consider doing the same with financial wellness and on -demand pay." Times are changing —and companies need to change with them. Considering that over half (57 percent) of the survey respondents say they value on -demand pay enough to put in extra time and effort at work to get it, organizations must start working toward meeting those needs if they want to stay competitive. ■ Joyce Maroney is the executive director of the Workforce Institute at Kronos Incorporated, a leading provider of workforce management and human capital management cloud solutions. She can be reached on Twitter at @a WF_Institute. i. The Workforce Institute. zoi9. "The Death of the Traditional Paycheck? U.S. Workers Want Faster Access to Wages, Finds Workforce Institute at Kronos Survey." The Workforce Institute website, December 18, workforceinstitute.org/the-death- of-the-traditional-p ay-check-u-s-workers-want- faster-acces s-to-wages-finds-workforce-institute- at-kronos-survey/. z. Board of Governors of the Federal Reserve System. 2or9. "Report on the Economic Well -Being of U.S. Households in 2oi8." Board of Governors of the Federal Reserve System website, May, www. fe deralre serve.gov/publications/files/z or 8-rep ort- economic-well-being-us-households-zoigoS•pdf. 3. Ibid. 4. These figures and all the subsequent ones in this article are from: The Workforce Institute. 2or9. 18 VOL. IX, ISSUE 11 EMPLOYEE RELATIONS 3 Ways to Build Healthy Employee -Manager Relationships BY ANDREW TAYLOR Everyone has to deal with various ups and downs in their work relationships. Sometimes the coworkers are great and the bosses are nightmares —or the other way around. When employees and managers work well together, though, those relationships can yield plenty of benefits for everyone involved (including the organization in general). For that reason, companies should prioritize building and nurturing healthy employee —manager relationships, starting with these three strategies. CHALLENGE EACH OTHER Employee engagement is usually talked about primarily as a pain point for managers. But being disengaged or essentially "checked out" for 40 or more hours each week sounds like a bad time for anybody. All people want to be engaged in what they're doing. Everyone needs to be challenged. But not just any challenge will do. Burnout is a real thing, and employees want work that is challenging in a meaningful way, not just challenging because it's demanding. Meaningful work is certainly a driver of en- gagement, and people are willing to compromise a great deal to have it. In fact, one recent study found that "on average, employees will give up 23 percent of their total future lifetime earnings —nearly a quarter of their in- come —in exchange for work that is always meaningful."' CELEBRATE WINS When a team wins, the victory goes to everyone involved. But it's also important to recognize individuals for their contributions to that effort. Unfortunately, many people tend to shy away from taking credit for their accomplish- ments. Sometimes this is out of fear of being perceived as arrogant. Or perhaps they want to avoid taking attention from anyone else's hard work. The need for employees to speak up on their own be- half diminishes, however, when they have a manager who makes it a point to highlight team members' unique con- tributions whenever possible. And that's one great way to strengthen employee —manager relationships: if people spend less time worrying about elevating themselves and instead put that energy into elevating those around them, everyone is lifted up and celebrated. Not having to manage a personal brand with constant self -promotion can be amazingly freeing. When employ- ees and managers do that for each other by highlighting each other's successes, that lifts a tremendous burden off everyone's shoulders —and suddenly gives them time to focus on the things that really matter. TRUST EACH OTHER If an organization wants people to care about their work, it must trust them to do that work by allowing them to take ownership of it. For certain types of work, rigid workflows are of course absolutely necessary. (For ex- ample, no one would want to drive a car that was built by an assembly line professional who took creative liberties in the production of that car.) But when that rigidity is imposed when it isn't required, it can restrict the develop- ment of trust. People who are trusted enough to complete a project to the best of their abilities are likely to be more invested in producing the best possible results. When the trust between employees and the business is mutual, the busi- ness and its people take care of each other. That works on every level within an organization —and certainly in employee —manager relationships. Keep in mind, though, that building trust does take time. An employee and manager who have worked as a team for years will likely have a much stronger degree of trust in their relationship than an employee and manager who have just started to work together. Employees who want to build trust in their work dynamic need to give their managers reasons to trust them, and managers need to do the same with their employees. In order to establish trust in an employee -manager relationship, it's important that all parties do their part —regardless of where they fall in the hierarchy. By following these three strategies, employees and managers can strengthen the relationships they have with each other. By making each other feel challenged, celebrated, and trusted, they set the stage for increased engagement and productivity. ■ Andrew Taylor is the PR and marketing writer at Ultimate Software (ultimatesoftware.com), a leading provider of cloud -based HCM solutions, where he develops content that empowers organizations to achieve their human capital management (HCM) goals while putting their people first. 1. Andrew Reece, Gabriella Kellerman, and Alexi Robichaux. ao18. "Mean- ing and Purpose at Work." BetterUp website, get.betterup.co/rs/600- W TC-654/images/betterup-meaning-purpose-at-work.pdf. INSIGHTS 19 Susan and John are two coworkers who regularly cross paths in the office hallways but don't even know the other person's name. After John shares a photo of his cat on a company -wide digital community, the next time Susan sees him she says, "Oh! You posted that adorable cat photo the other day! You're John, right?" Suddenly two people who might otherwise have never traded two words are having a conversation! Often criticized as nothing but a waste of time, shar- ing pet photos in the workplace is a social activity with the potential to connect colleagues and increase employ- ee engagement. It's just one example of how people look for points of commonality when meeting new people and building new relationships. "Where are you from?" and "What do you do?" often figure among the things people say when meeting others for the first time. Such ques- tions are designed to spark conversation around points of shared experience and interests. In the absence of personalized experience with some- one, people default to common interests as the basis for trust. Because trust is essential to an engaged workforce — and commonality is often where trust begins —compa- nies that want to increase employee engagement need to recognize the importance of fostering commonality in the workplace. Because digital communication offers a unique opportunity to build incremental units of trust through- out a very large number of people, it's a valuable tool for strengthening connections among members of a company. More so than live conversations (which have time and location limitations), digital communication increases the potential for employees to discover new commonality with one another, whether or not they already know each other. Susan and John won't necessar- ily become best friends because of a single cat photo. But they now have a point of commonality, which they can use to build personal connectivity and conversations on topics other than work. In many large enterprise organizations, employees have a vast network of colleagues with whom they never interact. Rather than view this network as a negative, management should consider it an untapped market for future workplace relationships. By providing employee - led digital communities, an organization opens up previously unavailable avenues for building workplace relationships. Thanks to the technology now available, it's increas- ingly possible for people to have digital relationships. A digital conversation on topics of mutual interest can lay the foundation for a better working relationship based on commonality. A single cat photo can help employees discover a new connection that grows into a relation- ship based on more than just a shared interest in cats or photography. An employee resource group (ERG) is a great example of a space in which points of commonality can serve as sites for relationship building and increasing engagement. The standard ERG organization construct is usually based on commonalities such as gender or ethnicity, but other factors can be used instead (or added). Giving employees the ability to create their own, organic com- munities by grouping themselves around defined points of commonality (such as hobbies or other interests) can help prevent silos and echo chambers within the organi- zation by enabling employees to discover similarities with people they might not otherwise think to interact with. By establishing and supporting those organic groups, the company can also help build meaningful experience - based trust among employees. Many employees already connect with each other socially (for example, by text or social media) outside of the office. But by accepting the human desire to belong as part of the company culture and providing a place for employees to find points of commonality in the work- place, an organization can increase employee engage- ment. The more people have in common with each other, the more they trust each other, the better their work will be, and the more engaged they will be at their jobs. ■ Mark Sawyier is the cofounder and CEO of Bonfyre. He believes that people are any company's the most valuable asset and works to demonstrate how workplace culture influences organizational growth. He can be reached on Twitter at @marksawyier. ASK THE EXPERT \\ What ha peas wheNR�� cemt exp�re� i3Y JESSICA MILLER-MERRELL Recruiting and HR professionals sometimes find it hard to keep track of the activities and learning sessions that support their SHRM or HRCI certifications, much less get their information submitted on time. If you let your certifications lapse (meaning you did not recertify within the deadline and grace periods), there are different rules for SHRM and HRCI for how to get your certification credentials back. WHAT TO DO IF YOUR SHRM-SCP OR SHRM-CP HAS EXPIRED In order to maintain your SHRM certifica- tion (which expires every three years), you must do one of the following: Earn 6o professional development credits (PDCs) within that period. PDCs can be earned in many ways, such as attending conferences and seminars, volunteer- ing, and contributing resources to the advancement of the HR profession. Retake the certification exam As of August 1, 2019, the new recertifica- tion cycle for SHRM certification holders who recertify early will begin the day after they recertify. Their end date will continue to be on the last day of their birth month. SHRM certification holders who recertify with more than 6o PDCs in their account will be able to carry over up to zo credits to their new cycle. Should you fail to enter your PDCs into the SHRM certification portal by your re- certification end date, you will have 6o days to do so before your credential expires. As of August i, 2or9, SHRM certification holders who are working toward recertification can earn PDCs for activities they participate in during that grace period. In addition to the recertification application fee, a $So nonrefundable late fee will be applied at the time of submission. Failure to complete recertification requirements within the appro- priate timeframe will result in the revocation of your SHRM certification credential. In short, once the post -expiration grace period has passed, there is no way to retroac- tively enter PDCs and recertify. At that point the only way to reactivate SHRM certifica- tion status is by retaking the test (which costs $ioo for SHRM members and $150 for non- members). If you do not pass the exam, your credential will be removed and you will have to reapply to take the exam during a future exam window and pass it in order to become certified again. Additionally, you will not be able to pursue recertification through PDCs if you are unsuccessful in passing the exam for recertification. WHAT TO DO IF YOUR HRCI CERTIFICATION HAS EXPIRED All certifications from the HR Certification Institute (HRCI) are valid for three years. You are required to recertify every three years to maintain your credentials. There are two ways to obtain recertification: Accumulate and record HR-related con- tinuing education activities. 41 Take the exam again. r If your HRCI certification has expired, in order to get out of HRCI certification jail and keep your status you have to pay a fee and re- enter all the recertification credits you took. HRCI gives you 12 months to recertify, with a $ioo additional fee after your certi- fication cycle ends. During this time, your credential is temporarily suspended until you submit your completed recertification appli- cation and payment. During this suspension period you may not use the designation, but you may earn recertification credit. After completing a minimum of 6o HR- related recertification activities or continu- ing education programs, you may submit your application and payment for recertifica- tion to the HR Certification Institute. Is it easier to recertify than to start the process all over again or to have to jump through special hoops to lift a suspension? Absolutely. But things happen, and some- times credentials expire. Fortunately, when that happens, it's not the end of the world, and there are clear procedures for getting your credentials back in order! ■ Jessica Miller -Merrell is a workplace change agent focused on human resources and talent acquisition. Named to Haydn Shaughnessy's 2013 list of top So social media power influencers, she's the founder of Workology (formerly Blogging4Jobs). She can be contacted on Twitter at (&jmillermerrell. INSIGHTS 21 jWATER COOLER CHRONICLES RECIPE RADISHES WITH BUTTER AND SALT BY MIKE MCKERNS HOW MANY OF YOUR EMPLOYEES WORK REMOTELY and spend very limited time (or perhaps no time at all) in the office? Technology has given us the abil- ity to work at home, on a train, in a Starbucks, and even on a beach with near seamless connectivity to and integration with the corporate office. In fact, as I write this I'm sitting in my living room, with my feet propped up on the otto- man, a cup of coffee by my side, and a crackling fire in the woodstove. After over a decade of working outside a traditional office setting, I would find it pretty tough to make the transition back to that environment. My workplace arrangement hasn't always been without challenges, though. When I first traded the traditional 9-to-5 office setting for my home office, I struggled with the lack of social interaction I had with my coworkers and sometimes felt out of the loop. HR needs to pay more attention to —and work harder to eliminate (or at least mitigate) —the alienation that remote workers often experience. Em- ployees who feel out of touch can become turnover risks. Also, when organiza- tions have mostly an office -based work culture, remote employees can end up being forgotten and overlooked for projects and promotions. To keep remote teams working at maximum efficiency and to keep them as integrated as possible into the organization, try some of the following strategies: Assign a remote worker as a mentor for a new employee. Not only does this help a remote employee feel more socially connected to the office, but it's also a great opportunity for her to share her knowledge and experience with a colleague. Have weeklyvideo meetings with remote team members. Just because someone is far away doesn't mean there's no need for him to check in regularly with his manager. Schedule quarterly, face-to-face meetings with remote workers. In - person contact helps strengthen employee —manager relationships. And bringing remote workers into the office from time to time helps them and their colleagues touch base with each other. Pick up the phone. Text -based communication is notoriously bad at conveying nuance and tone. If you interact with your remote employees primarily via e-mail, chat, or other messaging, make it a point to have regular phone chats with them from time to time —particularly if there's a message that you think could be misinterpreted if delivered only via text. Schedule overlaps. Set schedules so that your remote workers' hours overlap with the hours of the office -based workers. This doesn't have to happen for every shift on every day, but it should be a frequent occurrence to keep those two colleague groups in touch with each other (and to help remote workers feel more like part of an active community). When done well, remote work opportunities can be a win -win for every- one involved: the employee gets to shape his or her work environment, and the organization gets to keep a talented worker on board. Just remember, though, that even though they aren't in the office, remote workers are still part of the company. So be sure to make the extra effort to ensure that they feel that way. ■ Mike McKerns is the editor in chief of HR Insights and cofounder of Mamu Media LLC. He can be reached at editor@mamumediallc.com. 22 VOL. IX, ISSUE 11 water: ©IStock.com/Grafissimo Temperatures are warming up, hibernators are emerging from their dens and burrows, and the hearty casseroles and rib -sticking stews of winter are making way for lighter fare. The first produce of spring is some of the tenderest and sweetest you'll find, so take advantage of this season's bounty to enjoy a special treat: radishes with butter and salt. This classic French dish is incredibly versatile: it works equally well as a side salad, an after -school snack, an hors d'ouevre, picnic fare, or a refreshing pick-me-up. Fresh, speedy, unfussy, and delicious —what more could you want? YIELD: 6 servings TIME: about io minutes WHAT YOU'LL NEED: 1/2 lb fresh young radishes ibaguette 6 Tb unsalted butter flaky sea salt DIRECTIONS Nutrition Facts Amount per Serving Calories: 244 cal Fat: 100g Dietary fiber: 3.3g Sugars: 8.7g Protein: 4.5g r. Trim and scrub the rashes, then slice them very thinly. 2. Cut the baguette lengthwise into two halves, then cut each half into three equally sized pieces. 3. Spread i Tb of the butter on each one side of each piece of bread. 4. Cover each buttered side of bread with overlapping layers of sliced radishes. 5. Sprinkle a generous pinch (or more) over the top of each radish - covered piece of bread. ■ o I . , KT -1 ►�:&9C.lI: Professional Placement Division at KeyStaff, Inc. KeyTalent is KeyStaff's answer to your professional staffing needs! Keeping up with the daily ins and outs of running a business is a full-time job, finding that Rockstar individual to join your team shouldn't be! q'k 1 • L 1 • - • • KeyTalent Candidate Highlight 15 years of committed domestic and international John K., Global Supplier Supplier Quality and Supplier Development experience Quality Engineer with a history of growing suppliers through realistic expectations and hands-on support. Experienced in multiple industries and have technical experience with Wisconsin, Open to numerous manufacturing processes. Able to operate Relocation across multiple functions such as Supplier Quality, Supplier Development, Plant Quality, Purchasing, and Strategic Sourcing. Global experience in Europe, NA, and extensive APAC experience with over 42 trips in the last 20 years including multiple Expat assignments in China and Taiwan. Bilingual English & Mandarin. KS Jennifer Cruz Jessi Everhardt Jessica Thoemke Vice President at KeyStaff, Inc. Professional Placement Manager at KeyTalent Clerical Division Manager 0: (561) 688-9184 0: (561) 688-9184 0: (561) 688-9184 C: (561) 293-6931 C: (561) 329-2111 C: (561) 329-7619 jencruz@mykeystaff.com jessi@mykeystaff.com jessica@mykeystaff.com Client & employee retention is My recruiting style comes from an Our initiative is to better understand paramount to our success & reputation. HR perspective where the candidate how our clients operate their business in We build lasting relationships, and we matters, and so does the job. It's important order for us to provide effective staffing take ownership and accountability. that the two not only fit together, but solutions. that they complement each other as well. It's my recipe for success! rJ�:%I-M IIIL KS In 013111 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES EXHIBIT i - 8 YO O OLU N F LLI w„ \'JJ b,Q s w bO W o ; v� ..�- y P�CI W b U:; EL m% S�. Pa o ccc . W CL � ° •N cn 44 4M U V a CA N +-+ O O N � 4: •� M M --i .-•-4 It cd Ois9. � O -d ai s m u a� rr 1n� CA 4-J V v ? q Cd •0 •�•MG^ 341 O 00 U U M 000 �•� u �� Z)o _rZ w o etc ) ry O v' V I"��, ,�; �< R 22nd Century Technolo ies Inc. /h Collier County, RFP #20-7715 Due date: Apr 28, 2020 3:00:00 PM EDT Contest r Employment Services Prepared by 22nd Century Technologies, Inc. 6415, Lake Worth Middle, Suite 208, Greenacres, FL 33663 3270 Suntree Blvd., Suite 159, Melbourne, FL 32940 Ph. 888-998-7284 Fax 732-537-o888 E-Mail: Govt@tscti.com MEMOR Solicitation #20-7715 Contract Employment Services fe I@ - Cover Page Date: 04/28/2020 Sue Zimmerman, Procurement Strategist 3295 E. Tamiami Trail Building C2, Naples FL 34112 Dear Sue, 22nd Century Inc. is pleased to respond to Collier County (County), Solicitation #20-7715, titled "Contract Employment Services" that requires qualified and interested firms to provide services in recruiting and placement of various staffing positions as needed in accordance with the terms, conditions and specifications stated in the solicitation. Incorporated in 1997, 22nd Century is an Staffing Services provider located at 06 different locations in all across the USA. We have extensive experience in providing staffing services on strategic to various Local, State and Federal government customers ISO 9001:2015 certified processes. With D&B Open rating score of 92, we have been successfully serving customers with high customer satisfaction. We are currently serving on 202 contracts with various government agencies including CareerSource South Florida, Florida Department of Management Services, Miami- Dade County, Orange County Public Schools, Palm Beach County, Florida International University, Jackson Health System, University of Central Florida, The City of Ocala, The School Board of Broward County, Broward County Sheriffs Office, Department of Military Affairs and more.. 22nd Century has 02 offices at Greenacres and Melbourne in the State of Florida where our local Project Managers are based and providing employment services to the Florida based customers on time. We also have our partners near or in collier and Lee County. We assure the County that if awarded the contract, 22nd Century will open a local office in the Collier or Lee County to support this contract. Commitment to Provide the Services With the necessary expertise, relevant local past experience with 202 clients, effective knowledge of business processes within both public and commercial organizations, and the commitment of its management, 22nd Century is fully prepared and committed to provide Contract Employment Services to the County in order to meet its requirements. We have limited our response to the specific items described in solicitation and strongly believes that our response meets the requirements of County. If the County determines that 22nd Century's response is deficient in any way, we respectfully request to be promptly notified and be given the opportunity to correct any such deficiency. The representative mentioned below is fully authorized to bind 22nd Century to the period in which County is evaluating proposals. Should you need additional information on these or any other services, please contact me at the contact information provided below. We look forward to a mutually rewarding partnership. Eva Gaddis-McKnight, Administrator Telephone: 888-998-7284 Fax. 732-537-0888 E-Mail: govt@tscti.com zo�9Page 2 of 62 Largest Staffing Firms in the US Solicitation #20-7715 Contract Employment Services Table of Contents CoverPage................................................................................................................................................... 2 Tableof Contents........................................................................................................................................ 3 Evaluation Criteria No. 1: Ability of Professional Personnel................................................................... 5 Evaluation Criteria No. 2: Certified Minority Business Enterprise.......................................................16 Evaluation Criteria No. 3: Past Performance..........................................................................................17 Reference Questionnaire 1 - Department of Military Services, State of Florida...............................18 Reference Questionnaire 2 — City Of Ocala, Florida..........................................................................19 Reference Questionnaire 3 — County of Ventura, CA......................................................................... 21 Reference Questionnaire 4 — Healthcare Agency, County of Ventura, CA ....................................... 23 Reference Questionnaire 5 — Department of Health, State of New Jersey ........................................ 25 Evaluation Criteria No. 4: Day -To -Day Management........................................................................... 27 Evaluation Criteria No. 5: Transition Plan.............................................................................................. 29 Evaluation Criteria No. 6: Cost/Mark-Up to County............................................................................. 36 Insurance and Bonding Requirements....................................................................................................41 Form 1: Vendor Declaration Statement................................................................................................... 44 Form 2: Conflict of Interest Certification Affidavit................................................................................. 46 Form 3: Immigration Affidavit Certification........................................................................................... 47 Form 4: Vendor Submittal — Local Vendor Preference Certification..................................................... 48 Proof of status from Division of Corporations - Florida Department of State ...................................... 49 E-Verify Memorandum of Understanding.............................................................................................. 51 W-9 Form................................................................................................................................................... 61 InsuranceRequirements...........................................................................................................................62 2019 Largest Staffing Firms in the US MEfr9BEA Solicitation #20-7715 Contract Employment Services Tab 1 Collier County RFP Solicitation #20-7715 — Contract Employment Services (Submit Form with Proposal) Index Discipline Indicate Category Interest with a Checkmark 1 - Category 1: Financial/Accounting Interested 2• 1 Category 2: ClericaI/Administrative Interested 3. Category 3: Manual LaborlMaintenance Interested 4• Category 4: Skilled Tradesworkers V Interested 5. Cate ory 5: Technical Staff Interested 6. Category G: Plan nin /ins pectin IPro'ect Management Interested 7. Category 7: Childcare V Interested $- Cate or S: Recreation Activities Interested Signed by:� Print Name: Eva Uadis-McKnig it 04/28/2020 Title: Administrator Date: Firm's Name: 22nd Century Technologies, Inc. 2019Papof . G Largest Staffing Firms in the US MEMOU Solicitation #20-7715 Contract Employment Services oil - Evaluation Criteria No. 1: Ability of Professional Personnel This criterion measures the ability of professional team personnel as shown by their level of experience on contracts of similar type, size and complexity. This criterion measures how well the team is staffed to address all facets of providing temporary labor as requested by Collier County. It measures how well the team is organized to deliver the requested service for the COUNTY. Preference will be given to teams with knowledge and experience of local labor conditions, recruitment practices, and who demonstrate a strong commitment to team collaboration. Preference will also be given to teams (both individual within the teams and the companies making up the team) that have worked together on successful delivery of similar contracts. It measures the overall level of the team's qualifications to successfully complete the project. A copy of your corporate Business Plan should be provided as part of this criteria. 22nd Century is handling employment service contract with more than 15 government agencies in the State of Florida. We are well versed with the rules, regulations, laws, terms and conditions of the State as well as various agencies. We have a number of local Project Managers with extensive experience of working on similar contracts and providing services successfully. Considering that experience, 22' Century will propose the services of our highly qualified and experienced local account management team comprising a primary Project Manager and Alternate Project manager, Recruitment Manager, Customer Support Executive, and a team of the dedicated domain specified recruiters. This team is also handling the contract with various agencies in the State of Florida successfully. Our dedicated Project Manager will coordinate requests under this contract with the County. 22nd Century is also proposing the services of alternate Project Manager who will be responsible for working with the primary Proj ect Manager on the County's requirement, in case the primary Project Manager is unavailable (due to vacation, leave of absence, attendance at a conference, day off, etc.), all the communication and management of the contract will be managed by the alternate Project Manager without any uninterrupted services. This team is already providing employment services to the clients including but not limited to the CareerSource South Florida, Florida Department of Management Services, Miami- Dade County, Orange County Public Schools, Palm Beach County, Florida International University, Jackson Health System, University of Central Florida, The City of Ocala, The School Board of Broward County, Broward County Sheriffs Office, Department of Military Affairs and more. Following are the staff 22nd Century will dedicate to this project. 1. Sandeep Singh — Project Manager (Primary point of contact for the County) 2. Annie S. Joseph— Secondary Project Manager (Secondary point of contact for the County, in case the primary Project Manager is unavailable) 3. Suchika Mehta — Recruitment Manager (Manage a team of recruiters) 4. Claudia Camel — Customer Support Executive 5. Recruitment team (5 — 25 domain -specified recruiters) Upon award of the contract, 22nd Century will assign Mr. Sandeep Singh as a Primary Project Manager. He will have full authority to represent the 22nd Century with the County and its clients and to commit all necessary corporate resources in a timely and responsive manner upon receipt of request from the County Contracting Officer and/or Contract Officer Technical Representative (CO/COTR). Through this designated personnel, the County's CO/COTR will be just one link away from the President and CEO of the company, and thus the County and its clients will at all times have the fullest and most responsive attention from 22nd Century. 22nd Century's policy is to mandate that our Project Managers meet at least monthly with each CO/ COTR to proactively ensure that expectations are being met, and to ensure that potential risks are identified and dealt with before they become issues. He also ensure that a strong communication channel gets built, so that the CO/ COTR feel comfortable reaching out to them at any time. Largest Staffing Firms in the US W1000 Solicitation #20-7715 + Contract Employment Services Single point of contact for the 22nd Century's similar clients where maintaining and strengthening relationships with clients through the delivery of high quality client service and keeping an excellent attention to detail. During his time in 22nd Century, he has been involved in various state and local government contracts including many contracts within the State of Florida. The portfolio includes clients such as Florida Dept. of Military Affairs, Miami- Dade County, Miami Dade Public Schools, Palm Beach County, The City of Ocala, Broward County Sheriffs Office, University of Central Florida, and many more. As an Project Manager, he is accountable for the overall operation of his clients, including setting business strategy and supporting his management team in business development, service delivery, employee retention, recruiting, and expense management. • Involved in a transition of temporary employees, and carry out staff performance reviews. • Expert for selecting, training, and developing the management team and for monitoring performance. • Knowledge of the business strategy and support the management team in business development, service delivery, Client and employee retention, recruiting, and expense management (e.g., workers' compensation, unemployment compensation, general operating expenses). • Review contractual performance of both parties to ensure compliance with terms and to identify conflicts or changes requiring resolution at contract renewal. • Developed repeatable services and recruitment processes to ensure creative sourcing of qualified candidates through a wide variety of channels, including Direct sourcing, Employee referrals, Community involvement, Job fairs, Internal employee database. • Maintained deadlines on deliverables and communicate on an ongoing basis about contractual issues. • Assisted the PMs and SMEs with weekly and monthly reporting — both internally and externally. • Hold weekly and monthly staff meetings. • Use the latest service management tools, techniques, and trends. Education • PGDIM, International Marketing • Business Administration, Commerce 22nd Century Technologies, Inc. 2013 — Present Project Manager Project Manager — in charge of Delivery and Program Management for the following 22nd Century local clients in the Florida: o The State of Florida, Department of Management Services o Miami- Dade County o Orange County Public Schools o Palm Beach County o Florida International University o Jackson Health System o University of Central Florida o The City of Ocala o The School Board of Broward County • Broward County Sheriffs Office o University of Central Florida o Department of Military Affairs Dept. of Military Affairs, FL Contract Type: Staff Augmentation A brief description of the nature of the work performed • Provided more than 190 candidates with excellent turnaround time, he has provided the candidate within 2-4 hours to DMA. • Cultivating and managing relationships, maintaining a high level of customer satisfaction by providing candidate as per requirement, if required, he provided replacement of the candidate within 24 hours. • Provided candidates report in a timely manner; resolve issues, and measure the performance of the candidate. • If required, schedule necessary training for the candidates • Face facing interaction with the client by their permission to perform gap analysis. • Develop and execute a contact strategy to optimize coverage and opportunity detection. 2019 Largest Staffing Firm Firms in the US ME1000 Solicitation #20-7715 401M Contract Employment Services • Evaluate competitive activity and business operations and determine recommendations to restructure the organization, to improve customer satisfaction and retention. Miami Dade County, Florida Contract Type: Staff Augmentation A brief description of the nature of the work performed • Served as primary liaison to ensure successful execution • Improved the quality control and customer service by developing and administering training programs for supervisors, and the quality control department. • Decreased employee turnover rate by ensuring the most qualified candidates were hired. • Precisely followed all steps of the hiring process including, but not limited to, ensuring completion of new -hire paperwork and conducting reference checks. • Effectively developed and maintained business relationships by thorough means of communication over the phone, via email and business meetings. • Reviewed benefits package with candidates, quoted pay rates/ bill rates to candidates and clients respectively; approved time sheets • Maintain proper documentation of worker's compensation reports, unemployment forms, training and certifications, i9 authorizations, and worksite evaluations. • Work with local industries to coordinate job fairs and recruiting events. Brain storm new initiates for generating revenue beyond the staffing concept. • Managed and trained employees on electronic time card approval system. • Developed and delivered comprehensive on -boarding procedures and facilitated new hire orientations. • Responsible for issue resolution and management. The City of Ocala Contract Type: Staff Augmentation A brief description of the nature of the work performed • Provided resources to the City with minimum turnaround time and providing their reports on a regular basis • Develop a healthy relationship with the City by having one on one meeting with the contract manager on monthly basis. • He is measuring the performance of the candidates and if required, providing replacement of the candidate within 24 hours. • Evaluate competitive activity and business operations and determine recommendations to restructure the organization, to improve customer satisfaction and retention. Palm Beach County Contract Type: Staff Augmentation A brief description of the nature of the work performed • Identify & analyze the requirements & propose customized solutions for talent acquisition/branding needs. • Persistently sourced, recruited, and interviewed professionals through a combination of job board research, outbound calling, networking, and client referrals. • Organized and conducted by -weekly sales meetings to discuss sales goals • Developed and cultivated business relationships with key colleges, universities and professional associations to build and sustain a pipeline of qualified applicants • Sourced, prescreened, analyzed candidate's resume based upon the position description. • Scheduled and conducts phone screens to access candidates and provided an evaluation of candidates to the hiring manager in a timely manner • Attended key jobs fairs and community events that are of value and are effective in the identification of viable applicants • Consistently entered detailed candidate and client data into a proprietary database. • Responsible for producing and editing weekly schedules that incorporate staffing strategies and plans. • Provide employees with information relevant to benefits, compensation, and retirement. HCL Jun 2004 — Feb 2010 Project Manager • Work with product leads to ensure requirements are gathered, and clear for the appropriate teams. • Ensure a consistent and shared understanding of best practices across teams and functions. Ensure standards for communications and reporting are being followed. • Participate in the initial planning until work packages or activities are assigned 2019 Largest Staffing Firms in the US (�EfdBfA Solicitation #20-7715 Contract Employment Services • Assist with problems related to team member performance Telefocus Communications Aug 1999 — Jul 2004 Field Manager • Manage a team of 6-18 field interviewers on an assigned project as well as for all project field data collection tasks within a geographical region; • Assist with interviewer recruiting tasks, writing and reviewing project materials, mentoring of the interviewing staff and other relevant tasks as directed by the Regional Manager; • Supervises Field Interviewers and their data collection activities, including weekly calls in which cost and production are reported and discussed; • Provide guidance when problems arise; interpret and clarify data collection procedures; motivate field interviewers, and make data driven decisions using a variety of reports produced from CM Field; • Conduct skill training for Field interviewers including telephone training, in -person training, refresher training during the project, and other training deemed necessary by the project. Leads telephone post -training discussions; • Gives work related performance and quality feedback to interviewing staff; • Develop strategies during field period to include overall fielding plans, travel, cost and production, and project shutdown. Assign and re -assign (or re -distribute) cases to interviewing staff. Personnel QualificationsKey • Sandeep's experience in staffing & recruiting spans over 14 years servicing in the State of Florida. He has been with 22nd Century for more than 06 years, sourcing quality talent for some of the local agencies within the State of Florida. His key responsibilities will be the following. • Key person for managing contract with the County and interacting with the County's Project Manager. Sandeep Singh, Project Ensuring & track the County contract requirements. Manager (Key Person) Educate existing/ new Project Executive with the County contract requirements. Percent of time: 100% Quarterly meetings with the County to monitor 22nd Century contract performance • To know 22nd Century standing & performance on the contract. • Weekly meeting with Back Office Staffing Operation & Employee Care Team to give update on 22nd Century performance & upcoming activities under contract. • Ensuring that Monthly Compliance Reports are being submitted in time to the County and sending weekly dashboard reports to Executive Management. • Annie has extensive experience in staffing industry. Annie S. Joseph, She will act as an alternate Project Manager and work with the primary Project Manager, in Alternate Project case the primary Project Manager is unavailable (due to vacation, leave of absence, Manager (Key Person) attendance at a conference, day off, etc.), all the communication and management of the Percent of time: 60% contract will be managed by Jessica without any uninterrupted services. • She has experience of providing employment services to the local clients. • Suchika has engaged with 22nd Century since last 7 years as a Recruitment Manager in the Florida government division of 22nd Century. She brings over 10 years of expertise in the recruitment and resource management and holds a Bachelor degree. Her success can be Suchika Mehta, demonstrated by association with some of our prestigious clients where we provided the similar Recruitment Manager staffing services. Her key responsibilities will be the following. Percent of time: 50% Key person for managing staffing need of the County requisitions. • Ensuring and track the staffing requirements of the County. • Setting up activity to complete the County resume submittal within 2-3 hours. ■ Training and skill enhancement to existing & new recruiters on the County staffing requirements. ■ Arranging & managing interview schedules between the County & consultants. ■ An experienced Finance manager holds Master's degree in Finance with 15+ years of Ravinder Sharma, Finance Manager expertise. He will be responsible for the areas ranging from P&L/financial statements, management Percent of time: 25% reports, general ledger, accounts payable/ receivable, reconciliations, and job costing. He possesses a dynamic organization, project planning, time management, and multi -tasking abilities. Claudia Camel, A result -driven professional with over 10 years of experience focused on Florida based 2019 Largest Staffing Firms in the US MENIGH Solicitation #20-7715 Contract Employment Services 4011 Employee -Care Customer support and staffing. Strong experience in Resource management, Candidate Manager or Customer tracking, Onboarding, Benefits processing, Orientation, Training, and Paperwork processing. Service Responsible for 22nd Century employee care, which resulted in long retention of our consultants. Percent of time: 25% Manage consultants at the County sites. • Key person to keep consultants motivated and up to date. • Take care of consultant's requests/ issues and resolve all the requests. • Works closely with Project Manager and Project Executive to follow the progress of contract. • Ensure that consultants are up to date with latest work techniques & get those required trainings. • Create a training request if staff would like to participate in the County or outside training. 22" Century corporate Business Plan 22nd Century will use applicant tracking tool and enhance our staffing best practices. 22nd Century business plan is tailored to support the County facilities. We will enable the County to proactively plan, execute, measure, and continuously improve each staffing initiative. Following is our program implementation plan to accomplish the project work and deliverables in the Scope of Work Initiation During the Initiation phase, we determine the nature and scope of the requirement. Our management approach will be proactive and conduct needs assessments to assess the business environment to ensure that all necessary controls are incorporated into the project. 22nd Century analyzes the business needs/requirements in measurable goals; reviews the current operations; and analyzes the costs and benefits. Wherever appropriate, 22nd Century utilizes in person meeting and training to save on travel and meeting costs. In addition, 22nd Century trained a small cadre of users and provided support for management to create applicable reports. 22nd Century has well defined and proven approach of for incumbent capture. In case, the contract is not new and was previously awarded to another company, 22nd Century considers retaining the current staff to be very critical in maintaining continuity of operations. Our objective is to retain highly skilled and motivated personnel approved by the COR. Planning and Design After Initiation, we plan the requirements to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As we plan any contract requirement, we maintain our commitment to quality and our commitment to developing an approach that is based on the most current industry standards. Our planning consists of the following steps: • Determining how to plan (e.g. by level of detail or rolling wave); • Developing the scope statement • Selecting the planning team • Identifying requirement • Identifying the activities needed to complete job description and networking the activities in their logical sequence; • Estimating the resource requirements for the activities; • Estimating time for activities; • Developing the schedule; • Developing the budget; • Gaining formal approval to begin work. Execution 22nd Century's Execution phase stage is where we implement our plan to accomplish the contract's requirements. Execution process involves coordinating people and resources, as well as integrating and Largest Staffing Firms in the uS MEMOR Solicitation #20-7715 Contract Employment Services performing the activities of the project in accordance with the project management plan. We utilize our local team members who will have local office to help bolster our ability to provide capacity for this contract. We constantly evaluate our plan during the Execution phase and make changes as necessary to afford the most effective plan that embraces efficiency and cost savings. 22nd Century's recruitment and placement ensure low turn -over, which ensures costs savings for our client. First, we recruit potential employees from industry -specific sites and job boards. Second, once candidates have been identified, their skills are thoroughly measured against our customers' needs. Testing is conducted to evaluate skill levels, interests, and aptitudes. 22nd Century utilizes the ProveIt! Testing System. This state-of-the-art, web -based testing system provides a comprehensive employee assessment and evaluation service designed to lower the cost of staffing by reducing poor hiring choices and turnover. Personality assessments are performed and three references are contacted. Third, 22nd Century conducts criminal background checks and drug screenings. Results of tests and assessments are then carefully evaluated against customer criteria. Fourth, once an applicant has been screened, interviewed, tested, referenced, and is eligible for hire, the applicant is then eligible to be matched and assigned to a job order. Last, 22nd Century works with applicants as they receive job offers and provide orientation including sexual harassment and other required training. We want to ensure the employee receives the highest quality of care and attention at the beginning of his/her placement and beyond. Likewise, it is our mission to provide a seamless transition as the employee begins work. Monitoring and Controlling 22nd Century monitors and controls all processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the contract requirement. Our process includes: • Measuring the ongoing project activities (where we are); • Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be); • Identifying corrective actions to address issues and risks properly (How can we get on track again); • Influencing the factors that could circumvent integrated change control so only approved changes are implemented • Project Maintenance is an ongoing process, and it includes: Continuing support of end users; Correction of errors; Updates of the software over time In multi -phase projects, the monitoring and controlling process provide feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan. A significant element in ensuring accuracy, consistency, and quality is the built-in Quality Assurance (QA) reviews that are performed on all requirements to our clients. In our management approach, we have incorporated internal reviews and reviews with the customer. This mechanism ensures that quality is built into every product we deliver. Agreed -on reviews will be scheduled as milestones in the task plan for each task order. We recognize that the reconciliation of cost and schedule information on the monthly progress report is both complex and critical to accuracy. As a result, we have incorporated several QA reviews in our process for generating this report to ensure accuracy, completeness, currency, and quality. Our Project Manager (AM) and the QA analyst will provide a second review to ensure that all changes have been incorporated and that the report is complete, accurate, and consistent. The QA analyst will sign off on the report and deliver it to the AM for signature and submission to the County. Closing Process 22nd Century's closing process includes the formal acceptance of the requirement and the ending thereof. We archive all activities and document lessons learned. This phase consists of: 2019 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services I@— • Requirement close: Finalize all activities across all of the process groups to formally close the project or a project phase. • Contract closure: Complete and settle each requirement (including the resolution of any open items) and close each requirement applicable to the project or project phase. 22nd Century's Approach 22nd Century's well-defined recruitment approach ensures that we are able to attract the best talent available at competitive rates, thus providing highly qualified personnel on time so that County expectations are always met and often, exceeded. Through experience, 22nd Century has in place a detailed and proven process to select and manage employees and ensure the selection of the best resources with proven experience and a history of customer satisfaction. We form a team where the members complement each other. The team approach offers less conflict, stronger capability through specialization & synergies, quicker response & a cohesive approach that ultimately results in less risk; & offers the customer the best combination of performance, cost, and delivery for the services being acquired. For the County, we will consult with the contract officer to determine which of the incumbent staff are to be retained. Depending on County requirements, we will augment any personnel gaps as and when required. 22nd Century's proven recruiting process includes proactive and reactive approaches to recruit the candidates that match the skill sets related to the County's needs. 22nd Century's Proactive Approach building the candidates network Step 1— Understanding the Client: After securing the contract, 22nd Century identifies the team and the defined responsibilities for each member of the contract. The first step in this process is that the Project Manager drafts a report that reflects our understanding of the County. This report provides input to the Recruitment Manager about the nature of work at the County site. It also details the County's future acquisition and plans for their needs. It also explains the location parameters. Step 2 — Building and Maintaining the Network: Based on the input received from the Project Manager, the recruitment team starts the proactive approach to identify the resources internally and externally to build a database for the County. This work includes making calls to candidates, introducing our new client and establishing a relationship with them. Our team also shares our success of this contract and the nature of work involved with our previous consultants who worked with us in the past. 22nd Century uses Job Fairs, advertisements, and referrals to build our consultant database. The consultants are added to our database only after the screening process. 22nd Century's Reactive Approach The work is initiated as soon as we get the task order/sourcing requirement from the County. The task order is immediately entered into our centralized A recruiting portal, JobDiva. The Project Manager AL understands the requirement of the County and s�.rt based upon the task order received from them. rater w SUR aae.baae This includes an understanding of the project ��•i requirements, SOW, qualification, experience, E rnt IMCM$WP Candidate r+�ea,cdec mandatory and desirable skill set requirement. P`War" PcKwiting The Project Manager drafts a requisition about ROOM M the requirement and submits the requirement in Job"O" rob rails -464 JobDiva along with sending it to the recruitment A& lisemmr manager. From there, the recruitment team will • source the candidate using one of the following sources. After finding 4-5 consultants per requirement, the screening process is triggered. zot9Page 11 of 62 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services Isol- • Internal Staff. 22nd Century has a staff fall under similar positions mentioned in the solicitation across the U.S. 22nd Century regularly checks on project end dates of these candidates and submit those, whose projects are going to end and are a good match for the requirement. • Internal Referrals: In parallel, we share the requirements with our candidates by posting them on our internal web site for internal referrals. • Internal Resume Pool: 22nd Century has an internal resume pool of more than 3M pre-screen resources, which is growing every day as we work proactively on building database after understanding our County's requirements. We have more than 6,000 pre -vetted candidates in 22nd Century's JobDiva database who are local to the State of Florida. • Job Boards: 22nd Century has accounts with popular job websites, such as Monster, Dice, Indeed, CareerBuilder, LinkedIn etc. This provides access to a wide pool of resources across the nation. • Advertisement: 22nd Century posts all the requirements on its own website and with other government employment agencies. • Utilize the incumbent staff (if applicable & required): Many times, our clients prefer retaining the incumbent staff because of their knowledge of clients' environment/customized applications and/or high-performance levels. We have a proactive hiring policy in place in order to cater to incumbent staff that ensures uninterrupted services to the client. • Teaming with local govt. employment agencies: 22nd Century is a teaming partner with the local agencies in the State of Florida. On occasions, we rely on our local teaming partners to augment our temporary employee staffing capabilities. • Use Internship Program: 22nd Century offers an internship program and had the tie-up with multiple Colleges and Universities. In this program, we offer a temporary job to recently graduate. We trained them on niche technologies and improve their skill set and give them a chance to start their professional career. • Local Employment Posting Papers and Websites: We understand that many candidates review free employment -related websites (e.g. Craigslist) and papers that can be found in local establishments and many support organizations missions and we post on these sources. • Local Job Fairs: In addition to selected advertising in local media, 22nd Century's recruiting/management team sponsors and participates in the regular job fair, hosts recruiting open houses, saturates local markets with recruiting and referral fliers, and works closely with state and local job -assistance agencies to ensure every possible sourcing option is pursued. Additional examples include multi-lingual job postings and diversity -based referral bonus programs. Internal Staff /Internal Referrals Continuous Staffing Approach Web Portals & job boards Internal Resume Database Local Employment Agencies 8c Sub Contractors Talent Resource Management System Methods to fill work order 2019 Largest Staffing Firms in the US Page 12 of 62 MENIGH Solicitation #20-7715 Contract Employment Services Our Recruitment Process Process ResponsibilityRecruitment Client Requisition ✓ Analyze staff requisition and write a synopsis of the requisition Project Manager ✓ Submit position description and client requirements in JobDiva tool Identify Consultant ✓ Assign to 22nd Century team lead through JobDiva tool ✓ Check if there is matching skilled consultant available "on the bench" ✓ Identify existing skill sets and candidates within 22nd Century JobDiva database Recruitment Manager ✓ Share job profile with all consultants by posting it on our website and sending a mailer to approved consultants for referrals ✓ Post job to external job sites 22nd Century website, Dice, Monster, CareerBuilder Pre -Screening & Security Prescreening Prescreening ✓ Execute a comprehensive prescreening that confirms previous experience, motivation, salary, skill level, and potential team -fit. Pre -Screening includes online test and internal tools Recruitment Team and ✓ Discuss salary requirements and relocation needs with candidates and update in JobDiva Qualified Screening ✓ Evaluate attitude and aptitude by discussing team scenarios Team ✓ Provide 22nd Century overview and explain benefits Employee Care Security Prescreening ✓ Review existing clearances; Check references and conduct basic background checks Technical Interview with Technical Experts Technical Skill Evaluation ✓ Conduct initial assessment of the candidate's qualifications Recruitment team and ✓ Conduct detailed interviews based on job requirement Qualified team of Soft Skills Evaluation technical experts ✓ Evaluate candidate's communication, creativity, analytical thinking, diplomacy, flexibility, change - readiness, problem -solving, leadership, team building, and listening skills Evaluation ✓ Prepare the feedback form to summarize the results of the interview and update JobDiva with Project Manager/ qualified consultants Recruitment Team ✓ Relay interview results to the consultants ✓ Check consultant's references Consultant presentation and Setting up Client Interview ✓ Create skill matrix matching required skills with experience of consultants to present consistent skill summary Recruitment team ✓ Submit resumes with a Skill summary of the selected consultants and references Project Manager ✓ Discuss interview schedule with the hiring manager for pre -qualified consultants ✓ Set face to face or telephone interview depending upon the Count 's requirements Final Security Screening ✓ Conduct criminal, credit and background check including driving record and sexual offender database search Employee care ✓ Conduct drug test for selected consultants; verify employment, education, certifications & licenses Offer ✓ Complete all due diligence before extending an offer to successful consultants ✓ Extend the offer Employee care ✓ Share candidate's decision or initial response with hiring managers ✓ Submit Security Forms to the Client Joining ✓ Inform the joining date of the candidate to Client Employee care ✓ Conduct e-Verification joins Project Manager ✓ Candidate the project on a specified date Ongoing Support and Training ✓ Conduct training on need/ project basis Employee care ✓ Update PDP Personal Development Plan of each consultant 2419 Page Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services Screening of the Candidate(s) 22nd Century has streamlined screening process with the goal to make a successful match for the County. 22nd Century full -service Talent Acquisition Team (TAT) screen the candidate's qualifications for the position. Our TAT comprises: • Recruiters (across levels & domains) with a mix of Resourcing background (1-7 years of experience) • Recruitment Managers with a mix of Talent Acquisition and Managerial background (7-12 years of experience) • Project Managers with a mix of Project Management & Service Delivery background (10-15 years of experience) • A panel of Screening Experts (Leads / Managers) 22nd Century build and execute a quality screening process which significantly improves our chances of identifying the candidates who are the right fit for the position and who integrate well. We conduct screening at different stages such as in -person interviews, assessments and detailed reference checks. Our goal of a quality screening process is to make a successful match for our clients and therefore, we ensure to consistently provide better staffing services. The first step in our interview methodology is short -listing of qualified resumes by Recruiters. At this stage, the Recruiters conduct first level screening by juxtaposing a Job Description with our exhaustive Question Bank. The 22nd Century proprietary Questions Bank includes thousands of questions across technologies, skill -set and domains. It is also the duty of a Recruiter to verify the contents of a resume for authenticity by conducting reference checks and a thorough HR evaluation by virtue of an interview. Following this, a Recruitment Manager conducts resume and candidate assessment. Depending on the skill -set and level of experience, he calls upon the Screening Experts to conduct a thorough Interview of the candidates in line with our understanding of a client requirement. Once a candidate is cleared by the Screening Experts, the Recruitment Manager conducts a final round of discussion with the candidate before forwarding his resume to the Project Manager. The Project Manager then assesses the candidate's fitment vis-a-vis a client requirement - taking into consideration the feedback (which is documented in prescribed formats — at all levels) he receives from the Recruiter, Recruitment Manager, and the Screening Expert. It is only once the Project Manager is completely satisfied with a resume that it is presented to the client. Initial screening Fall to meet minimum quallfiratian Passed Failed to enm plete job Campletedapplicatian application orfailed job Passed Specification LmpiuymenttesI Failed Test Passed Passed Conditianal job Comprehensive i nten few offer Failed to impress i n tcry iewer and jab expectations / meet I I Sackgmund Examination - l Problem if tequimd encountered l Passed l Ike ject Applicanl I Medicavpiysi®]examination f l Unfit 10 do e88ential cc'4 uirnd (conditional job offer I ele menu of jab Able to perform l esse rrtialelme ents of jab I Ike rmanent job offer 2419 Page 14 of r Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services Selecting the Candidate(s) After testing, if we find the candidate proficient, we conduct a thorough background check on the candidate's education, reference, work experience, skill set/certification and criminal record. In addition to our thorough selection process, we also rely upon third -party vendors like Intelius and Cleves Research to perform checks against public databases. After the selection of the candidate, we have a well-defined and documented Background Check Policy to perform as pre -employment checks at its own cost. Under this policy, depending upon the County's requirement, candidates are subjected to compulsory pre -employment background ASSESSME"A J checks. If the candidate is being selected by the County, 22nd Century Plioms will perform a background check on the selected candidates. The SUCCESSFUL candidate is notified and is required to sign a consent and authorization HIRE form as to the procedures set forth in our Background Check Policy. APTA PERSONALITY—, We notify the County in writing regarding the result of the background checking conducted for a candidate. The candidates successfully clearing the background check to proceed to join the client project. zo�9Page 15 of 62 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services (all - Evaluation Criteria No. 2: Certified Minority Business Enterprise Submit certification with the Florida Department of Management Service, Office of Supplier Diversity as a Certified Minority Business Enterprise. Not applicable. zo�9 . Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services to I@ - Evaluation Criteria No. 3: Past Performance This criterion measures the professional team's past experience with providing temporary labor similar in size, type and complexity as this contract. Preference will be given to temporary labor contracts fulfilled within the last five (5) years. The County requests that the vendor submits no fewer than three (3) and no more than five (5) completed reference forms from clients whose contracts are of a similar nature to this solicitation, as a part of their proposal. Provide information on the contracts completed by the Proposer that best represent similar size, scope and complexity of this proposed contract using form provided in Attachment B — Form 8. Proposer may include two (2) additional pages for each contract to illustrate aspects of the current or previous contracts that provides the Committee information to assess the experience of the Proposer on relevant work. Reference #01 Name of the Client Organization: State of Florida Department of Military Services (DMA) Address: 82 Marine Street, Saint Augustine, FL 32084 Contract Type: Agency -wide Centralized contract Nature of Contract Work: Non -IT Location of Performance: FL Period of Performance: 9th Feb 2017 — 30th Jun 2020 Dollar Value Estimated $2M Annually Description of Services Provided: 22nd Century is working with DMA and is succesfully providing Non -IT services • Administrative Assistant • General Laborer • Administrative Services Manager • Human Resources Specialist • Bookkeeping, Accounting, and Auditing Clerks • Janitors and Cleaners, Except Maids and • Budget Analyst Housekeeping Cleaners • Business Continuity Planner • Landscaping and Groundskeeping Worker • Cashier . Maids and Housekeeping Cleaners • Community Assistance Consultant • Maintenance and Repair Workers, General • Computer User Support Specialist • Management Analyst • Distributed Learning (DL) Program Manager • Mobile Heavy Equipment Mechanics, Except • Electrical and Electronic Repairer, Commercial Engines & Industrial Equipment • Museum Technician • Electrical and Electronic Equipment Assembler • Master Electrician • Executive Secretaries and Executive • Medical Assistant Administrative Assistants • Office Clerks, General • Education (Adult Basic & Secondary Education • Recreation Attendant & Literary Teacher & Instructors) • Retail Sales First -Line Supervisor/Manager • Emergency Management Program Coordinator . Security Manager (Anti -Terrorism Program • Environmental Scientist / Environmental Coordinator) Specialist • Stock Clerk • First Line Supervisor/ Manager Housekeeping/ • Residential Instructor Janitor Worker • Telecommunication Specialist • First Line Supervisor/ Manager Landscaping/ Lawn/ Ground zo�9Page 17 of 62 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services fe 11 Reference Questionnaire 1 - Department of Military Services, State of Florida !�]YV$atw+0 a4rriii'� :�O�irL=1Cl;I Fhr�rncus Sri,�r },7re Rcftrcnet {�urstiunnairc Wkiwilo ♦, 2.U-7715 Refrrcnce Qursliannairr fOr (Name of Company Requesting Re Nrrnse duals Requesting Rtfem4lso lnRwmatian) N ; jsx P-Camit CQmrp : Depmrn m of M 11 ilary A ffsirs (Gwalumor wnrpkting rtfurneo queslionnaire) (rwtiluawr's Company cotnplgtingrofcrcnea) inil. nfgAWai l rair FAX: (904) U3.OI6.' Tely hone: '#4d 8a3-0�39 Colliet County has irnptemenrcd a pirmsstMi co4ccls rrferense ir&vmaiia(«n rums and thrirk-ry personnel to be uscif in the selection of firms to Nrform this prajgti, The Namu v the Company listed In the 5ubjcmc above has lined )nu ss a clkmi for which they have pmviously perfomwdv,nrk, please compktc tryPt~ rate Mh CriTCria 10the hest Of your icrwWj0dgebn 3 sCAC-Of L to 10, wilh 10 rcprestpdng that yew were very salixifed (anrf woald hire the firm'individual again) and I rcVcscwrr r that }xm were wry unswisfigd (ami world newer hint the flrm.'indivdiaal again), if You ria rot have 9u#f eient knowkdgc of past perfoi marnc In a panimlar area, leave it blank and the item or faun will be sccRrd"0,' Projed Dewriplion, Tames l:mdslrnTncnl Serric i'rujegt 13ud�tr � �lilli�+n Compklion Dale: luny 30, 'PQ2 Projcel Number orl)ays; S'WOd iiltce 1Lh fcb 2017 Itim Cileria Seam 1 Abitily to mana;�t th; project cpptg (minimi�c change grdtrs to sc,xpe). 10 2 Ability to maiir"in projccvw cduLe (wrrploce of -time or gaily). 10 3 Quality nfa+o L 8 4 Quality of c-unstilwivc advice provided on the project 8 5 I'mEc3sionalimri and ability w raw gcparsanncl, 8 ,6 Prajectt+d ninixvalion (eornplaeai ducunrcrnq, final in%aim, frda] profit iwmwr; invoices: manuals ar going forward dacurnentatkm, etc.) 10 7 Ability to v rbagy i;ommunicait and dwuntcni info mabon tkwly And swmi mtly. 9 9 Abiliity to ptanagr risks and untxp"itd Ixojecl eircuino2q cC . $ 9 Ability to fallow rontrmt documents, polities, procedure Kr rulM ttgmLations, etc, 10 OreraR*mfbrl level with hiringthe cony Nity in the future (cam inter ntisf�rfl0r . 4 TOTAL SCORR OF ALL 1UNP,; Si nati e �c 4e� a'et 4 -0- 2019 l , r • l Largest Staffing Firms in the US Solicitation #20-7715 Contract Employment Services Reference Questionnaire 2 — City Of Ocala, Florida CvIize-r COZIMty Administrative S&mws Deparonent Pr Temenl Services Division Reference Questionnaire Solicitation: 20-7715 Reference Questionnaire for: 22nd Century (Name of Company Requesting Reference Information) (Name of Individuals Requesting Reference Information) Name: Tiffany Kimball (Evaluator completing reference questionnaire) FAX: Company: City of Ocala (Evaluator's Company completing reference) �lEfdBfA own Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of I to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and I representing that you were very unsatisfied (and would never hire the firmlindivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Temporary Personnel Services Project Budget: 100K+ Completion Date: March 15, 2020 Project Number of Days: Started since March 16, 2016 Item Citeria Score Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 9 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 99 Excellent results and staff provided under our temp staffing contract by this company. Ss nature zot9Page 19 of 62 Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Name of the Client Organization: City of Ocala, FL Address: 110 SE Watula Avenue, 3rd Floor, Ocala, Florida 34471 Contract Type: Public Administration Nature of Contract Work: Non -IT Period of Performance: March 16, 2016 — March 15, 2019 Dollar Value: $100K+ Description of Services Provided: 22nd Century is working with City of Ocala and is succesfully providing Temporary ersonnel Services. • Administrative Support Services • Labor Services • Skilled Labor Services • ContractAdministration Services: (Contract Specialist/Writer) • Craft Works: Wk 2019 Largest Staffing Firms in the US Page 20 of 62 �lEfdBfA Solicitation #20-7715 Contract Employment Services Reference Questionnaire 3 — County of Ventura, CA co lier County A&ninistatiWe Services Department procurement SeM Division Reference Questionnaire 20-7715 Reference Questionnaire for: 22nd Century Technologies, Inc. (Namo of Company Requesting Reference Information) Kulpreet Singh Requesting Reference Name: Kelly Akers Company: County of Ventura (Evaluator completing reference questionnaire) (Evaluator's Company completing reference) Email: keliy.akers@ventura.org FAX: 805-650-4044 Telephone: 605-662-6542 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firmlindivdival again). If yuu do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: TEMPORARY STM+ING SERVICES Project Budget: $t0,000,000 Completion Date: August 31 at, 2022 Project Number of Days: 1825 days Item Clterla Score 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work, LD 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. ko 6 Project administration (completed documents, final invoice, finai product turnover; invoices; manuals or going forward documentation, etc.) CA 7 Ability to verbally communicate and document information clearly and succinctly. C% 8 Abiltity to manage risks and unexpected project circumstances. q 9 Ability to follow contract documents, policies, procedures, rules, regulations, eta. t0 to Overall comfort level with hiring the company in the future (customer satisfaction). 1a TOTAL SCORE OF ALL ITEMS SIGNATURE: �, Q Q, , � P§� 211A. ILan 2019 tit' 21 of r Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Client #: County of Ventura, CA Contract number & title J Temporary Staffing Services, 7603 Address J 800 S. Victoria Ave, Ventura CA 93009-1080 Duration I Sep 2017 — Aug 2022 Contract Type County -wide Nature of Contract Work Non -IT Description of work 22nd Century is working with County of Ventura, CA and is successfully providing labor, material and supervision necessary to furnish Temporary Staffing Services to the County of Ventura to fill job titles in various categories. 22nd Century has placed more than 150 resource on the following labor categories. • Accounting Assistant I • Librarian • Office Assistant III • Management Assistant III • Administrative Assistant II • Management Assistant II • Administrative Assistant 1 • Office Assistant • Bi-Lingual Office Assistant II • Office Assistant 11 • Community Health Worker • Office Assistant IV • Community Service Coordinator • Office Systems Coordinator I • Community Services Worker . Office Systems Coordinator III • Community Services Worker III • Purchasing Technician • Cook • Records Technician I • Courier 11 • Records Technician II • Custodian 11 • Records Technician III • Desktop Support Analyst • Senior Accountant • Engineering Aide • Stationary Engineer • Tile Setter . Technical Support Specialist • Training F,ducation Assistant zo�9Page 22 of 62 Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Reference Questionnaire 4 — Healthcare Agency, County of Ventura, CA Collier County Administrative Services Department PrOGUreINenu 5erviees Division Reference Questionnaire Solicitation: 20-7715 Reference Questionnaire for: 22nd Century Technologies, Inc. (Name of Company Requesting Reference Information) Sandeep Singh (Name of Individuals Requesting Reference Information) Name: Wesley Clark (Evaluator completing reference questionnaire) Email: wesley.clark@ventura.org FAX: Company: Health Care Agency, Ventura, CA (Evaluator's Company completing reference) Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best ofyour knowledge on a scale of I to 10, with 10 representing that you were very satisiFed (and would hire the firm/individual again) and I representing that you were very unsatisfied (and would never hire the firm/indivdival again). Ifyou do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: TEMPORARY STAFFING SERVICES Project Budget: More than $100,000 Completion Date: August 31, 2022 Project Number of Days: t825 days Item Citerfa Score 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). CU 3 Quality of work. Cj 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) / 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. 20 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. / D 10 Overall comfort level with hiring the company in the fixture (customer satisfaction). r 1 TOTAL SCORE OF ALL ITEMS '4)4 a�� - 91 2019 1a1' 23 1 r Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services fe I@ - Client #: County of Ventura, CA (Healthcare Agency) Contract number & title Temporary Staffing Services, 7603 Address 800 S. Victoria Ave, Ventura CA 93009-1080 Duration Sep 2017 — Aug 2022 Contract Type Count -wide Nature of Contract Work Non -IT Description of work t 22nd Century is working with Healthcare Department of County of Ventura, CA and is successfully providing labor, material and supervision necessary department. The County of Ventura is a general law county, governed by a five -member Board of Supervisors, elected at -large for a staggered four-year term in their respective districts, and the chairmanship rotates annually. The Board of Supervisors is responsible for providing policy direction, approving the County budget, and representing the County in a number of areas including special districts. Board actions can apply countywide or only in unincorporated areas. We have placed multiple resource on the following labor categories. • Food Services Assistant III • Food Services Assistant 11 • Graphic Technician I • GSA Maintenance Worker II • Health Education Assistant I • Health Education Assistant II • Housekeeper I • Medical Billing Specialist II • Medical Office Assistant 11 • Medical Office Assistant III • Medical Office Assistant IV • Microbiologist III • Nutritionist III • Inventory Management Assistant II • Inventory Management Assistant III 2019 Largest Staffing Firms in the US Page 24 of 62 *FM#FR Solicitation #20-7715 Im Contract Employment Services If Reference Questionnaire 5 — Department of Health, State of New Jersey Co Ter Comity ad,;r,i;>,�w semis Departtriant Rmze�+�,rrt SeMces ��011 Reference Questionnaire Solicitation: 20-7715 Reference Questionnaire for: 22nd Century Technologies.Inc, (Name of Company Requesting Reference Information (Name of Individuals Requesting Reference Information) Name )"rankie Camera (Evaluator completing reference questionnaire) Company: Department of Health (Evaluator's Company completing reference) Collier County has implemented a process that collects reference information on fums and the key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firmlindividual again) and 1 representing that you were very unsatisfied (and would never hire the ftnn/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Temporary Service Worker Completion Date: Feb 2020 Project Budget: _5M Project Number of Days: 6L07 Item Clterin Score l Abilityto manage the project costs minimize change orders to s_ cope). g 2 Ability to maintain project schedule (complete on -time or early): g 3 - Quality of work._ _ 9 9 Quality of consultattve advice provided on the project. g 5 Profcmianalism and ability to manage p—ersonnel 9 fi Project administration (completed documents, final invoice, final product 9 turnover; invoices; manuals or gc)ing forward documentatton, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 9 8 Abillity to manage risks and unexpected project circumstances. 9 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 9 10 Overall comfort level with hiring the company to the future (customer g i satisfaction). �— TOTAL SCORE OF ALL ITEMS _ 1 90 Signature 31 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services Client #: Department of Health, State of New Jersey Contract Details Payrolling, Staffing and MSP services Address Duration Contract Type Dollar Value Nature of Contract Work 140 E Front St, Trenton, NJ 08608 June 2018 - Present Statewide $245M Non IT Description of work 22nd Century is solely providing services to the health department of the State of New Jersey. We have placed more than 1200 candidates on this contract in last 6 months. We are providing the following labor services to the County. • Unskilled Laborers Semi -Skilled Laborers • Skilled Laborers Specialty Skilled Personnel 2019 Largest Staffing Firms in the US Page 26 of 62 MEMOR Solicitation #20-7715 Contract Employment Services to I@ - Evaluation Criteria No. 4: Day -To -Day Management The professional team's approach to management and execution of work with respect to location of various key contract team members will be evaluated under this criterion. The Proposer shall demonstrate from contract kick-off how they will establish the contract location in order to manage day-to-day information collection and distribution between internal and external team members, and County staff involved in providing temporary labor to Collier County. Our project plan is based on our strong commitment to and use of process and process improvement. Our project management practices incorporate the approach of the Project Management Institute (PMI) and ensure the task will be effectively managed. Our Account Managers maintain close supervision of the ongoing process of assignment and careful selection of the personnel best suited and qualified to meet the County's mission and expectations. The success of our Management team in providing high quality, on - schedule service delivery is borne out by our high Customer Satisfaction scores (averaging over 90%) and the fact that our contracts have been renewed / extended on options years by various clients. Our team has the capability and experience to deliver quality work on time and within budget. Monitor 14 Initiate Assign Execute On -Board and Close Control > A • Aelmouledsement • Upload requisition • Identify Candidates • Get Dn-boarding From Timesheet Filling and • Regmremeut closure: Finalize all activities across ir>fa. Application an recen�ng DPP qualificationPp signed. A roi-A all of the process groups to requirement Tracking Soft -are • Pre -Screen Staff • Orientat m • Generatin, and formally close the Assign role and • Conduct urten-ien & ' Follow-ups submitting Invoice requirement. processes for staffing Tests • Process re'Am • Submit final invoice actiLri ies, including: • Conduct background • Issue escalation & � SuresniiL- checks and security resolution(ifneeded) Intmievv checks • Candidate assessnent 4 Orientation • Coordinatemtenuen: report S Training with POC Clientsatfsfaction 4, Reporting Assessment Report E Imoidus Different phases of ordering and fulfillment of temporary staffing requirement are provided below: 1. Project Kickoff Meeting: Immediately upon award, 22nd Century will conduct an orientation briefing after award at the County facility at a mutually agreeable date and time. The purpose of the meeting is to introduce the key team members and explain their role, review the communication ground rules and set expectations, and assure a common understanding of the sub -task requirements and objectives. During the meeting our Account Manager address any questions; identify points of contact; review and identify any government furnished equipment, material, or information required; and review our current program management processes for any recommended changes or improvements. Specifically, we: 1) discuss our approach to managing the contract, generating related documentation, and achieving successful milestone exits, 2) discuss our approach to supporting compliance with the County's processes, and 3) discuss how effective project management will lead to achieving County to Operate on schedule and within budget. 2. Initiate: The work is initiated as soon as we get any staffing requirement from the County. Along with sending the acknowledgment to the County, staffing requirement is immediately entered into our Applicant Tracking System (JobDiva). 3. Assign: Based upon the staffing request received from the County, our Project Manager understands the job requirement. This includes an understanding of the project requirements, SOW, environment, zot9 Page of Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services (&I@ — qualification, experience, mandatory and desirable skill set requirement. The Project Manager drafts a requisition about the requirement and submits the requirement in JobDiva. The Project Manager and Recruitment manager assigns this requirement to the dedicated recruitment team for the County. 4. Selection: During selection phase, the dedicated recruitment team utilizes different sources like JobDiva, internal staff, proprietary pre -vetted resume database, tie-up with Local Employment Agencies and Universities, referrals of internal employee and through different job portal to find qualified candidates. After sourcing candidates, our account management team and SMEs will perform screening and interview coordination with the County. After getting approval from the County, 22nd Century will start background check process and share the reports and other pr e-employment document with the County. 5. E-On-Boarding: E-On-boarding of candidates are managed by Applicant Tracking System (JobDiva) owned by 22nd Century. During this phase, we will share the candidates document with the County and coordinate start date, security check and other formalities with the County and candidate. During this phase, we will also conduct a new hire orientation, ethics training and we interact with the employees to educate about our work culture and benefits. 6. Monitor and Control: The Project Monitoring and Controlling Process group includes the processes to ensure that the project is managed and executed according to the Project Plan. Dedicated account management will work with the County and temporary staff for timely filling of timesheet and generating error free invoices. The team will conduct regular meeting with the County to check the performance of our proposed employee and different type of feedback. Project Monitoring and Controlling includes tracking, reviewing and managing the progress and performance of the project along with managing changes when required. The Project manager will provide regular status report to the County. 7. Close: 22nd Century closing process includes the formal acceptance of requirement(s) and the ending thereof. We archive all activities and document lessons learned. This phase consists of finalize all activities across all of the process groups to formally close the requirement. Complete and settle each requirement (including the resolution of any open items and invoices). With a trained team consisting of 150+ domain -specific recruiters, data miners, and research analysts, proprietary database of 2M+ pre -vetted resume database and 3646 internal employees, 22nd Century is capable to provide the County with consultant within 24 hours. To match the County's SLA, 22nd Century tied -up with multiple suppliers, universities and local employment agencies in the State of VA. This provides us a nationwide access to a wide pool of resources. To augment the capability of our recruiters, we have premium account of all the popular job websites, such as Linkedin, Monster, Dice, Indeed, CareerBuilder, etc. The figure below illustrates the details steps involved in our project plan. zo�9Page 28 of 62 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services re I@ - Evaluation Criteria No. 5: Transition Plan This criterion measures the team'sproposed resources for the transition of current temporary labor resources from the expiring contract to this contract. Plan to address timelines for ensuring no gap in providing resources; availability of proposer's staff for this effort; and recruitment plan for filling all current requests for temporary labor that may be open at the time of contract award. During Transition, 22nd Century reviews staff and incumbent practices and make corrections to fix past errors and refine processes to gain maximum efficiency. We develop a new culture for the program to change the tone and raise expectations. Our transition begins on the day of award and our team will move swiftly, working with our client's program managers to identify what this new culture should look and feel like. Immediate Transition of Incumbent Personnel Upon contract award, the first priority for 22nd Century will be to retain and transition incumbent personnel that are qualified to continue working on the contract. 22nd Century's local Project Manager will be in place on the day of award. We will rely on available performance evaluations and reviews from superiors to identify the management team from the incumbents. We will then identify any other current employees who are interested in applying, and begin sourcing our pool of available talent that may qualify. Our management team will perform a similar analysis on the incumbent consultants working on the program. Each professional will be reviewed for past performance, interviewed to determine their interest in continuing and their ability to fit into the culture that will be created in the new environment. Consultants will be asked to come to our local office to meet with 22nd Century recruiters trained in behavioral interviewing to complete interviews and to document each professional's willingness and ability to continue. 22nd Century will also deploy internal back office personnel, including FSOs, CSRs, and Human Resource Specialists, to rapidly onboard consultants and ensure timely and accurate submission of all paperwork and background screens. The candidates can complete all necessary onboarding paperwork with the guidance of 22nd Century personnel at our nearest local facility. They will have direct access to a 22nd Century point of contact for any questions throughout the process. Transition Schedule Due Diligence with consultants (1 to 3 Days) — Initial coordination and communication with designated client managers — Initial communication with Consultants (Con Call, Written, and/or In -Person) — Consultant Open House with 22nd Century — New Hire packages completed — Completion of employment documentation retrieval Planning (2 to 3 Days) — Create a consultant transition project plan (Tasks/Communication/Training/Etc.) — Set dates and review project plan with client, Federal Program Managers — Obtain client approval on plan and transition dates — Set communication plan for all parties (Consultants/Client/22nd Century) Execution and Closing (5 - 10 Days) — Formal kickoff calls with all consultants with Go -Live dates — Execute transition project plan (Tasks/Communication/Training/Etc...) — Document and communicate updates to 22nd Century Leadership and client management team daily — Communicate any trailing issues and resolution plan zo�9Page 29 of 62 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services (all- 22nd Century has developed a clear checklist -based plan that will help ensure a smooth transition of employees. This template is used by 22nd Century's HR, in conjunction with its leadership, to effectively track transition between roles. Incumbent Role Exit Date Current Role New Role Current Supervisor New Supervisor Current Department New Department Successor New Role Start Date Current Role New Role Current Supervisor New Supervisor Current Department New Department 22" Century's Role Accountabilities and Expectations 22nd Century summarize the key accountabilities and expectations of the incumbent's role. This summary will highlight specific tasks and initiatives that the successor must take on, including success enablers. We attach the job description for a full description of accountabilities and expectations. Accountability Success Enablers [Describe goal] [Describe enabler] [Describe goal] [Describe enabler] [Describe goal] [Describe enabler] [Describe goal] [Describe enabler] [Describe goal] [Describe enabler] [Describe goal] [Describe enabler] Incumbent Knowledge Transfer Requirements 22nd Century document the knowledge and skills requirements for the key role, as well as any additional knowledge and skills possessed by the key role incumbent that will aid. Key Knowledge/Skill Transfer Method(s) Incumbent/Successor Responsibilities in Transfer Time Frame for Transfer Com letion [Knowledge/skill] [Transfer method] [Responsibilities] [Time Frame] [Knowledge/skill] [Transfer method] [Responsibilities] [Time Frame] [Knowledge/skill] [Transfer method] [Responsibilities] [Time Frame] [Knowledge/skill] [Transfer method] [Responsibilities] [Time Frame] [Knowledge/skill Transfer method [Responsibilities] Time Frame [Knowledge/skill [Transfer method] [Res onsibilities] [Time Frame [Knowledge/skill [Transfer method] [[Responsibilities] Time Frame [Knowledge/skill] [Transfer method] [Responsibilities] [Time Frame] Knowled e/skill Transfer method Res onsibilities Time Frame [Knowledge/skill Transfer method [Responsibilities] Time Frame zo�9Page 30 of 62 Largest Staffing Firms in the US MFMGfA Solicitation #20-7715 Contract Employment Services 22"d Century's Role Transition Checklist The Role Transition Checklist offers a guideline for key transition activities that must be completed by certain dates to facilitate the transition. Transition Administration Activities Overseen b New Supervisor)Completion Date Comments New position, accountabilities, and expectations discussed by the account manager. Effective date and probation period established for new position — agreed to by 22" d Century, current supervisor, and new supervisor. Support role of incumbent during transition period finalized if applicable). HR/Payroll notified of pending position changes. Training requirements for new position discussed and executed/in progress. Current and new staff notified of position change. IT/Facilities notified of pending location and access changes. Exit interview of incumbent conducted if applicable). other activity] other activity] Current Role Hand-off Activities Overseen b Current Supervisor)Completion Date Comments Information provided on relevant business issues Information provided on projects, initiatives, and tasks Information provided on direct reports if applicable) Location of documents and records disclosed Key contact information provided Current colleagues notified Current customers notified if applicable) Current vendors/service providers notified if applicable) Relevant system IDs and passwords exchanged/reset Final employee performance review conducted by current supervisor other activity] other activity] New Role Orientation Activities Successor (Overseen by New Supervisor) Completion Date Comments Changes made effective in HR/payroll systems Physical relocation carried out if applicable) Information provided on relevant business issues Information provided on projects, initiatives, and tasks Information provided on new direct reports Location of documents and records disclosed Key contact information provided New colleagues notified New customers notified if applicable) New vendors/service providers notified if applicable) Relevant system IDs and passwords exchanged/reset Meet with new team Probation period review conducted by new supervisor Insert other activity] Insert other activity] zo�9Page 31 of 62 Largest Staffing Firms in the US MEMBfB Solicitation #20-7715 Contract Employment Services (&I@- 22 Century's timekeeping practices and requirements as well as the invoicing process. 22nd Century's Timesheet tracking policy is a checkpoint to track employee hours, analyze employee effort, track employee productivity, and evaluate various project schedules. At the end of the week, timesheet analysis as well as productivity reports are generated and sent to the Project Manager for reference basis. 22nd Century uses QuickBooks Premier accounting software to record financial transactions and uses QuickBooks Time and Expense to collect and record time and attendance information. The accounting and timekeeping system "Officeclip" which identifies labor hours'/costs charges as either direct or indirect for each work. The timesheet information is automatically imported into the QuickBooks Premier accounting system. 22nd uses a web -based payroll/purchase order system called OfficeClip which is a time tracker. 22nd Century use it to manage Expenses, Time Off and send Invoices to customers. Our Timesheet approval process makes sure that the employee timesheet is validated and approved by an authorized project manager, supervisor or other designated person. This practice ensures that the employee works as per the client policy and reports the work done correctly for proper invoicing and billing. Notifications are sent when timesheet is approved, rejected or submitted. Our Timesheet Software tracks the time spent on a project, the budget for a project and resource allocation. With this software, the County will be able to measure the project and employee Office Clip Electronic Timesheet includes • Automated approval workflow and email notifications. • Configurable abilities to create new work authorizations. • Appropriate access to work orders through grouping and project definitions. • Audit logs and custom reports for employee and approved activity. • Prior period corrections with required approval in the current period. • Multiple hierarchical levels of approval. • Effective procedures for labor cost accounting (cost accounting standards, contract terms). performance, and also get an exact idea of how much work is done. For: K. D mo Pciod Sunmg- Jan Zg, 2019 - - The week For whkh 0—heet is Task entered for earl. Project to he FJ1ed .Sav39 Jau?9 Jan 311 JanM Fehl FebI F.h3 Gystemer: Task Ysvjecl 7 ta1 The (]Son) {Tu.1 (TS".d) (l'hn) (FA)(s.qf {Snn] Pmwerr k r - - filch � C Oc:SamPi<. _. Dc.,rlopmem 03:00 05 00 06.0 07:00 [in1C is in Enler the working hours spent an a Pmjer[ be [rack-1 T Acepnm]RC Pr_._ Markcn6a Ox 00 0' 00 :03 00 j 0100 v, W 10-00 ComPam_Oc:SaivPle__. .� 7:alamp ., �ol:w ��-a1;t�A. o1.Q0 E7 P3:00 _ Go�pm_v_L3c:ien.i>s... R.e..•rh .. D 02:p• O 06:W OS.00 In the details [�•� 1, U�'+�11 linY,i g�-� y iY-�' OOP LPG C:ILCY SIIC details of the wo �k � [ 10 o:G done D.—I �[ a:ao �DDDOQ� �-v.L ❑�I.i31 Pn.i:. lh:w.'i Uewks I - DDDDOQ� a:ao 2t�v it�w lr: ono T—L: os uv u9,w Faros W;00 Q7:00 0-W vivo- 4a90 Enter comments before �5O1Of so bmitta g a Sirn—h—t Adia-1 laf atwn j I` rommenm; .joell [Beck P-C. t36]][9_P 6eoior cbma eeGera.__h Anaclk.ae : mTh—b—ls. III S Add a[[achmen [s in File Na. BY Oa $ix.. the roan of dnn:ments (� Feld. jae D_ K Jan 31, 1: 10 PtiS 139.3 KB 1B or _elpts [i] AWA F:1.. Acnoes L3 Smn y Siva; 7,y} Tlo.esh¢c�For app ol><al 2419 1a1' 32 1 [ Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Consolidated View of Timesheets: Timesheet List screen gives a quick view of current and past timesheets. It shows the total number of hours worked by each employee for a particular organization. This screen also shows the status of timesheets whether a user has submitted a timesheet or whether a timesheet is approved or rejected. Inlox Oufbox Ambi' eti E) Leek Stanusg Name Emp Id Svft-, Total Cormnents Actions Cl : Qi l i K. D 00001 53-00 testutg 10.5.10 Rdnw f $ Cl 34S -13 S K, 11. D11-00I 35-20 I}otuments riot attached 10.5.10 RelcLw 1 0 ❑ ?01'-:_'-_'= K. k' (7CW3 :: u" 15.33 10.5.10 Release e 48 ❑ '1017,1211 K,D OC>7U1 16-00 :Chedcprajeetdrtaila 10.5-101tdtase / 4 El iL.LL-06 K. D OC'00I Smvd 11-15 check for DCAA commems 10.5 10 Reieaw ❑ 2(1j7-IU New I{, V OC40= 26_20 test 10.5.10 Release ❑ rnJ7-1Q- K, D DC041 37-00 10 5.10 Release Types of Approvals OfficeClip provides various option for timesheet routing. • Manual Routing: In this type of routing, the timesheet can be routed to anyone in the organization. While submitting a timesheet, the employee can select an approver from the dropdown list and submit his timesheet. • Automated Routing: In this type, the administrator sets up an approver for the user, and once the timesheet is submitted, it is automatically routed to the approver. Routing can be done to at most three different people. Scalp WOTHOw Step 1: Select Tree of Rounng. o Disable Routing (Do nos allow crcarion of wricshees far she group) 0 '4Jwrnal R,autwg (Cast be routed to anvone in the group, anyone can appmve) D SmgIe Person Automated Routing G Two Perm Automated Routing 0 Three Perwn.Autorw d Pouting Submit To; K. Demo (tiemoofficeclip:com} + then Submit To OC, Sample (oc@gma1com) F (Final Approi-A) Step'_ Set Conuttunication options Nonfy Users tf: Approved ❑ Rtjectrrk ❑ Submitted B Sa s @ Cancel Applicable For? Ca, Tess (Jest'dafficechp.cOrn) 2019 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services 1011 i imesneet wormiow for MM& La}bur Fcamres Funcnaas Time Format hh:msn `umber of Font•afd Pmods 5 Nutn6a of Bac3cttirtd Periods AuTo Appro+e: Proxy Data Etun•. iimcshCt SZ bMIS5fon1aigtt{atfOn Duplicate TuneAmft: A& Apptme&Next Button: ij YeD 1[ark Darg OCA-A ne £airnat selecced a-111 apply in 113e tune enh}• screens i + , Atom rota' of insseshe-ts in ehe Rntue) Allax A [U$y Of PO lurar1h=0I • If ser. the rmusheen of users c m 6•e Bulk Approl-vd) • i Tf see_ the umeshetls of users can lx ap�itix•td 1ti•�Ntaut eipproter} LAllo3La 3 iMLrL.Atr=M tU =lcr tLmt-shrel firt 11CWo(Orlkt9) Dcdat send agriFKwim f rNautos admuualralors ii•rho tunc9heel is not wttimmd on taw) do * � irl€��ti• ealt;of aavluirte 41nt911CeL� iat 1$Csenie ger�od} NO v CTrthrfe mr mate than one ttmeiheer& to app vor. use kppca: e & Next burrow Auto approve timesheet Mobile Access: OfficeClip Mobile Timesheet App is an efficient time tracker where users can create a timesheet, and submit it to the supervisor for approval. OfficeClip Mobile App also keeps track of expenses for a project. Creating Invoices • Creation of Invoices automatically from timesheet (or manually) • Ability to receive payments (via third party payment processor) • Sending invoices via email and presenting it to the customers via customer portal • Capture and process notes and disputes related to the invoices Export invoice to pdf, excel and word file Before creating an Invoice, 22nd Century can set up certain things to be added in an invoice like the taxes, terms, etc. We can add their organization logo, address, email, notes and other details which the customer can see in the invoice. In the taxes section, we can add up different kinds of taxes that are levied on the goods that are supplied by their organization. 22nd Century can create an invoice with different kinds of templates. We can also customize the templates as per the organizational requirements. Quotes and Estimates can also be generated, and they can later be converted into an invoice. zol9 Page 34 of Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Sample Invoice t22nd Century Technologies, Inc. �-- e.,rsvec.N dtQW1 "low 8251, Greensboro Drive, Suite 250 McLean, VA 22101-3612 FIN : 22-3502121 i Office of Acquisitions i State Invoice Date Invoice# 413.0120.19 4727- i Designated Bili'fng Office i State of Contract Number Terms Ship Via F.C,B Orher Thirty Day 6/412019 Hours Item Code: Description Bill Rate Current Cumulative 169.5 171 173.5 Susan Ho... Vikas Shar... Sandra D .., Susan Howells eriod 04101/19 to 04,30/19) Vikas Sharma Period04101119 to 44/3049) San(ka D Troatuian�(Period 04'01119 to 04!3019) Purchase Ondet#F/f�FF�hFFFF� 146.87 04 23 131 '3 24.894,47 33 _ • ,91 9.840.29 15.704.91 -.114.19 DUNS No. 022619588, Cage Code-3DYY9. For lncoices:Contact Mnshie. Tota I Point of Contact: Shiv (Manager Accounts) 2019 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services re I@ - Evaluation Criteria No. 6: Cost/Mark-Up to County This criterion measures the vendors evaluation of the market as to the broad categories which are attached to this RFP as Exhibit `A ". The County reserves the right to select, and further negotiate, prior to contract execution, the percentage mark-up for the vendor. The percentage mark-up is inclusive of all charges including, but not limited to: vendors services, administrative overhead, tools, equipment, travel, fuel, etc. Vendors must provide a percentage mark-up using the unit of measured specified by the County. All percentages will remain firm for a period of one hundred and eighty (180) calendar days from date ofbid opening. After award by the Board ofCounty Commissioners, prices may only be adjusted as outlined in the Contract. 22' Century is proposing a markup of 24% for all the categories which are attached to this RFP as Exhibit "A". 22' Century confirms that all percentages will remain firm for a period of one hundred and eighty (180) calendar days from date of bid opening. After award by the Board of County Commissioners, prices may only be adjusted as outlined in the Contract. 2019 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services (wil— l. Fixed contractor mark-up for each category for the duration of the contract, which may include overhead, benefits, insurance, Workers' Compensation, employee travel, testing/screening fees, etc. 22nd Century has provided a fix mark-up for each category for the duration of the category. 2. No additional surcharges or fees will be allowed except as noted at the annual rate adjustment period. 22nd Century agrees and understood. 3. Provide a quote in advance of placement for each worker that includes a resume, brief description of assignment, the category selected, the employee hourly rate and the contractor's mark-up. 22nd Century agrees and comply with the statement. 4. Notify the temporary staffing agency worker of his/her work assignment, location of work and directions to the work location. 22nd Century agrees and understood. 5. Temporary staffing agency workers shall be neat, clean, well-groomed and courteous, and shall be fully dressed including shirt and shoes. Workers must conform with CMA 5309, "Appearance and Personal Hygiene". (See Exhibit B) The County may, at their discretion, provide uniforms to the workers at no cost to the staffing agency or assigned workers. 22nd Century agree and assures that the workers must conform with CMA 5309, "Appearance and Personal Hygiene". (See Exhibit B). 6. Temporary staffing agency workers may be required at various locations throughout Collier County, including, but not limited to, Marco Island, Copeland, Everglades City, Orange Tree/Ave Maria, Immokalee and North Naples. 22nd Century agrees and understood. 22nd Century and its Project Management team is capable to provide service to above mentioned locations by utilizing its local experience with various agencies in the State of Florida. 7. Per IRS and Florida Retirement System (FRS) requirements, any employee who has retired from a position with an FRScovered employer may not be re-employed by an FRS agency or a vendor/third party providing services to an FRS employer in the first six months following their separation date through the Deferred Retirement Option Program (DROP), normal retirement, or date on which they have taken a distribution from their FRS account. The temporary staffing agency must confirm that the worker being assigned is not an FRS retiree nor has the individual taken a withdrawal in the previous 6-month period. 22nd Century agrees and understood. 8. Confirm, prior to placement, that workers are able to verbally receive and understand instructions in English. 22nd Century agrees and understood. 9. Comply, both the temporary staffing agency and workers, with all applicable regulations of the County, the State and the Federal government; full cooperation is expected and zo�9Page 37 of 62 Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services required. Should the minimum employee pay rate fall below the Federal or State minimum wage, the contractor shall notify the County so that compensation is commensurate with all wage practices. 22nd Century agrees and understood. 10. In the event the temporary employee does not arrive for work, the temporary staffing agency shall be responsible for assigning a new temporary employee before the next scheduled work day. Failure to perform shall result in the County invoking liquidated damages and repetitive failures to perform shall subject the temporary staffing agency to be found in default of the Agreement. 22nd Century agrees and understood. 11. Overtime: Must receive pre -approval from County designee and shall only apply when worked in excess of forty (40) hours per week by the same employee at the request of the County. Hours worked on weekends will be treated as straight time unless they are in excess of a forty (40) hour work week. All overtime will be paid at one and one-half (1.5) times the agreed upon employee's hourly rate of pay. 22nd Century comply with the above -mentioned statement. 12. Submit invoices on all contract workers, including, but not limited to: a. The Division that the worker is assigned and the purchase order number b. The name of the worker and the employee hourly rate c. Signed and approved time sheet/card with number of hours worked by the employee during a date range (i.e. week, month, etc.) d. Approval from County of overtime e. The contractor mark-up f. Total cost assessed to the County 22nd Century comply with the above -mentioned statement. 22nd Century uses QuickBooks Premier accounting software to record financial transactions and uses QuickBooks Time and Expense to collect and record time and attendance information. The accounting and timekeeping system "Officeclip" which identifies labor hours'/costs charges as either direct or indirect for each work. With the help of these tools, 22nd Century will submit invoices comprising above mentioned information. 13. Temporary staffing work with the County is at will unless otherwise stated in a written agreement signed by the Board of County Commissioners. This means that either the County or the worker can terminate the employment of the temporary staffing agency worker at any time and for any reason, with or without notice. 22nd Century agrees and understood. 14. Contract Transition Plan: As the County currently has existing temporary clerical and labor services under contract, new temporary staffing agencies shall be required to accommodate a transfer/hire of those workers which the County deems necessary at an hourly rate (to the worker) equal to or above their current hourly rate. This shall NOT affect incoming or new workers, only existing, transitioning clerical workers or laborers previously working under contracts #16-6545 and #18-7304. Transfer of existing staff, including an orientation to the vendor's employment practices must be conducted prior to the official start of the awarded contract to ensure seamless County operations. The 2019 Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services @oil transition plan must also include information on the agency's timekeeping practices and requirements as well as the invoicing process. 22nd Century agrees and understood. Please refer to the evaluation criteria 05. 15. Buy Out/Purchase: If the temporary staffing agency worker is offered and accepts a position with the County, there shall be no requirement of the County to "buy out" or purchase any remaining contractual term between the worker and the employing agency. The County will not guarantee the current contracted pay rate upon hire to a County position. 22nd Century agrees and understood. 16. Upon award/activation of this contract Collier County requires a project manager be assigned and on -site within an agreed upon response time and for this individual to be dedicated to this project until completion. If requested, the project manager or another staffing agency representative may be required to be on site throughout Collier County (Marco Island, Everglades City, Immokalee, etc.) to recruit and onboard new temporary staff. The staffing agency must have a project manager available to assist the County's representatives) for the duration of the agreement to resolve issues which may arise between the County and the staffing agency. It is the expectation of Collier County that all vendors conduct business compliant with applicable local, state and federal codes and regulations. Upon award, 22nd Century will assign one local Project Manager for this contract within an agreed upon response time. The Project Manager will be 100% dedicated for this project until completion. The Project Manager will be responsible for handling routine activities or issues related to the project with our client and ensure the smooth functioning of the project on a daily basis. As a healthy practice, our Project Manager interacts with the Contract Officer by holding one to one meeting on a weekly or monthly basis with the permission of the client, and addresses problems and concerns affecting the project as well as shares other relevant information. 17. Upon separation of a temporary staffing agency worker, ensure that any property that was issued by the County to perform the job functions is returned to Collier County (uniforms, personal protective equipment, badge, cellular phone, etc.). 22nd Century agrees and understood. 2019 Wk Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services W1V2019: Detail by ErMy Name DIvi SION OF CORPORATIONS It ray u�+}fcfuf 3uut+�t/I•'frerftlsi wHfwire Ulpartment of State 1 Division of Corporations I Search Records I Detail By Document Numher 1 Detail by Entity Name Foreign Profit Corporation 22ND CENTURY TECHNOLOGIES, INC Filing Information Document Number F99000002920 FEIIEIN Number 22-3502121 Date Filed 06/08/1999 State NJ Status ACTIVE Last Event CANCEL ADM DISS/REV Event Date Filed 10/29/2008 Event Effective Date NONE Principal Address 220 Davidson Avenue Suite 118 Somerset, NJ 08873 http.//search.sunh I—rq/I nq uiry{Corp orati onSea rch/Search ResultDdail7l nq ul rytyp e=EntltyName&d ire ctio nType=ln Itial &search Name Order=22N DCENTU.RYTECH N CLOGIES % 20F 99 000002 92 00 &aggre... 1 A ❑e8R W e1 W — Changed: 01f23f2i M.iiipg Address 220 Davidson Avenue Suite 118 Somerset, W 08873 Changed. 01f23f2018 1129 e9 � AgprY NartleR Address NRAI SERVICES, INC 1 200 South Pine Island Road Plantation. FL 33324 Name Changed: 111 2013 Address Changetl: 04f30r201 4 nrnrFrm-rnrtrr nem-1 Name & Address Title President Singh, SATVINDER 220 Davidson Avenue Suite 118 Somerset, W 00073 Annual Reports Rep ort Year Filed Date 2016 03f30f2016 rclallb Riorgll gllryJGoipo atb lSea cl,BearcY Rea lllpelalr?I�gll�a-El t�r✓an e%d Yectlol T}rye-Il ll�k%ea lcYNan eG Me N22NbC E1fTl1 RVT�HNGIAGIES9631F99®�N3I]% Vie... y{ 2419 P.,• 40 of I Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Insurance and Bonding Requirements INSURANCE AND BONDING REQUIREMENTS Insurance I Bond Type Required Limits 1. ® Worker's Compensation Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits and Requirements Evidence of Workers' Compensation coverage or a Certificate of Exemption issued by the State of Florida is required. Entities that are formed as Sole Proprietorships shall not be required to provide a proof of exemption. An application for exemption can be obtained online at httosaiapps.tldfs.com/bocexempt_ 2. ® Employer's Liability S_1,000,000 single limit per occurrence 3. ® Commercial General Bodily Injury and Property Damage Liability (Occurrence Form) patterned after the current S 11000,000 single limit per occurrence, $2,000,000 aggregate for Bodily ISO form Injury Liability and Property Damage Liability. This shall include Premises and Operations; Independent Contractors; Products and Completed Operations and Contractual Liability. 4. ® Indemnification To the maximum extent permitted by Florida law, the Contractor/Vendor shall defend, indemnify and hold harmless Collier County, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Contractor/ Vendor or anyone employed or utilized by the ContractorlVendor in the performance ofthis Agreement. 5. ® Automobile Liability $_110001000_ Each Occurrence; Bodily Injury & Property Damage, Owned/Non-ownedlHired; Automobile Included 6. ® Other insurance as noted: ❑ Watercraft $ Per Occurrence ❑ United States Longshoreman's and Harborworker's Act coverage shall be maintained where applicable to the completion of the work. $ Per Occurrence ❑ Maritime Coverage (Jones Act) shall be maintained where applicable to the completion of the work. S Per Occurrence ❑ Aircraft Liability coverage shall be carried in limits ofnot less than $5,000,000 each occurrence if applicable to the completion of the Services under this Agreement. $ Per Occurrence ❑ Pollution $ Per Occurrence ® Professional Liability $ _1,000,000 Per claim & in the aggregate ❑ Project Professional Liability S Per Occurrence ❑ Valuable Papers Insurance $ Per Occurrence ❑ Cyber Liability S Per Occurrence ❑ Technology Errors & Omissions $ Per Occurrence 7. ❑ Bid bond Shall be submitted with proposal response in the form of certified ftmds, cashiers' check or an irrevocable letter of credit, a cash bond posted with the County Clerk, or proposal bond in a sum equal to 5% ofthe cost proposal. All checks shall be made payable to the Collier County Board of County Commissioners on a bank or trust company located in the State of Florida and insured by the Federal Deposit Insurance Corporation. 2419 Page 41 of 62 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services I@- 8. ❑ Performance and Payment For projects in excess of $200.000. bonds shall be submitted with the executed contract Bonds by Proposers receiving award. and written for 1001/6 of the Contract award amount, the cost borne by the Proposer receiving an award. The Performance and Payment Bonds shall be underwritten by a surety authorized to do business in the State of Florida and otherwise acceptable to Owner: provided, however: the surety shall be rated as "A--" or better as to general policy holders rating and Class V or higher rating as to financial size category and the amotmt required shall not exceed 50/a of the reported policy holders' surplus, all as reported in the most current Best Key Rating Guide, published by A.M. Best Company. Inc. of 75 Fulton Street. New York. New York 10038. 9. ® Vendor shall ensure that all subcontractors comply with the same insurance requirements .that he is required to meet. Tire same Vendor shall provide County with certificates of insurance meeting the required insurance provisions. 10. ® Collier County must be named as "ADDITIONAL INSURED" on the Insurance Certificate for Commercial General Liability where required. This insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Vendor's policy shall be endorsed accordingly. It. ® The Certificate Holder shall be named as Collier County Board of County Commissioners. OR_ Board of County Commissioners in Collier County, OR Collier County Government. OR Collier County. The Certificates of Insurance must state the Contract Number, or Project Nuumber, or specific Project description, or must read: For any and all work performed on behalf of Collier County. 12. ® On all certificates, the Certificate Holder must read: Collier County Board of County Commissioners, 3295 Taniiami Trail East. Naples, FL 34112 13. ® Thirty (30) Days Cancellation Notice required. 14. Collier County shall procure and maintain Builders Risk Insuurance on all construction protects where it is deemed necessary. Such coverage shall be endorsed to cover the interests of Collier County as well as the Contractor. Premiums shall be billed to the project and the Contractor shall not include Builders Risk premiums in its project proposal or project billings. All questions regarding Builder's Risk Imm-ance will be addressed by the Collier County Risk Management Division. 3/3120 - CC Vendor's Insurance Statement We understand the insurance requirements of these specifications and that the evidence of insurability maybe required within five (5) days of the award of this solicitation. The insurance submitted must provide coverage for a minimum of six (6) months from the date of award. Name of Firm Vendor Signature Print Name Insurance Agency Agent Name 22nd Century Technologies, Inc. Eva Gaddis-McKnight, Administrator I n s ureyourc ompany. co m Benjamin Levenson Date 04/28/2020 Telephone Number 888-242-4675 2419 1a1' 42 of 62 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services Vendor Check List Admirdstrative services Departrnent ProwrerTomtS O,hes Division Vendor Check List f PORTANT: Please review carefully and submit with your Proposal(Bid. Vendor should checkoff each of the following items: General Bid Instructions has been acknowledged and accepted. Collier County Purchase Order Terms and Conditions have been acknowledged and accepted. Form 1: Vendor Declaration Statement Form 2: Conflict of Interest Certification 03/04/2019 Proof of status from Division of Corporations - Florida Department of State (If work performed in the State) - http://dos.mvflc,rida.corn/sunbiz/ should be attached with Your submittal. Vendor MUST be enrolled in the E-Verify - https://www.e-varify.gov/ at the time of submission of the proposal/bid. Form 3: Immigration Affidavit Certification MUST be signed and attached with your submittal or you MAY be DEEMED NON -RESPONSIVE E-Verify Memorandum of tTnderstanding or Company Profile page should be attached with your submittal. Form 4: Certification for Claiming Status as a Local Business, if applicablehas been executed and returned. Collier or Lee County Business Tax Receipt should be attached with your submittal to be considered. Form 5: Reference Questionnaires form MUST be utilized for each required reference and included with your submittal, or you MAY be DEEMED NON -RESPONSIVE. Form 6: GTant Provisions and Assurances package in its entirety, if applicable, are executed and should be included with your submittal. All forms must be executed, or you MAY be DEEMED NON -RESPONSIVE. Vendor W-9 Form. Vendor acknowledges Insurance Requirements and is prepared to produce the required insurance certificate(s) within five (5) days of the County's issuance of a Notice of Recommend Award. �J The Bid Schedule has been completed and attached with your submittal, applicable to bids. Copies of all requested licenses and/or certifications to complete the requirements of the project. All addenda have been signed and attached, or you MAY be DEEMED NON -RESPONSIVE. County's IT Technical Architecture Requirements has been acknowledged and accepted, if applicable. Any and all supplemental requirements and terms has been acknowledged and accepted, if applicable. '*UPDATED JANUARY 28, 2020"' 2419 1a1' 43 of 62 Largest Staffing Firms in the US MEsi M Solicitation #20-7715 Contract Employment Services to Form 1: Vendor Declaration Statement Cozer County AdmHshabve Services [Departmerri Procurenxnt S&vices Division Form 1: Vendor Declaration Statement BOARD OF COUNTY CONMSSIONERS Collier County Government Complex Naples, Florida 34112 Dear Commissioners: The undersigned, as Vendor declares that this response is made without connection or arrangement with any other person and this proposal is in every respect fair and made in good faith, without collusion .or fraud. The Vendor hereby declares the instructions, purchase order terms and conditions, requirements, and specifications/scope of work of this solicitation have been fully examined and accepted. The Vendor agrees, if this solicitation submittal is accepted, to execute a Collier County document for the purpose of establishing a formal contractual relationship between the firm and Collier County, for the performance of all requirements to which the solicitation pertains. The Vendor states that the submitted is based upon the documents listed by the above referenced Solicitation. Further, the Vendor agrees that if awarded a contract for these goods and/or services, the Vendor will not be eligible to compete, submit a proposal, be awarded, or perform as a sub -vendor for any future associated work that is a result of this awarded contract. IN WITNESS WHEREOF, WE have hereunto subscribed our names on this 96 day of April 2020in the County of Green -acres , in the State of Florida Firms Legal name: 22nd Century Technologies, Inc. Address: 6415, Lake worth Middle, Suite 208 City, State, zip code: Greenacres, FL 33663 Florida certificate of Florida Certificate of Authority Document Number: F99000002920 Authority Document Number Federal Tax FIN: 22-3502121 Identification Number *CCR # or CAGE Code CAGE: 3DYY9 *Only if Grant Funded Telephone: 888-998-7284 Email: GoVt@tsctii./cc)m Signature by. (Typed and written) Title: Eva Gaddis-McKnight, Administrator —UPDATED JANUARY 28, 2020- 2419 1 1' 44 of 62 Largest Staffing Firms in the US MFMGFR Solicitation #20-7715 Contract Employment Services oil - Additional Contact Information Send payments to: 22nd Century Technologies, Inc. (required if different from Company name used as payee above) Contact name: Kulpreet Singh Title: Manager Address: 220 Davidson Avenue Suite, 118 City, State, ZIP Somerset, NJ 08873 Telephone: 989-999-7294 Email: Goyt@tscti.com Office servicing Collier County to place orders (required if different from above) Contact name Same as above Title: Address: City, State, ZIP Telephone: Email: "'UPDATED JANUARY 28, 2020"' 2419 Page 45 of 62 Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Form 2: Conflict of Interest Certification Affidavit C01 ier County AdministraWe SeMces Deparhnent Procurement Seances Umsren Form 2: Conflict of Interest Certification Affidavit The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated with this solicitation does not pose an organizational conflict as described by one of the three categories below: Biased ground rules — The firm has not set the "ground rules" for affiliated past or current Collier County project identified above (e.g., writing a procurement's statement of work, specifications, or performing systems engineering and technical direction for the procurement) which appears to skew the competition in favor of my firm. Impaired objectivity — The firm has not performed work on an affiliated past or current Collier County project identified above to evaluate proposals / past performance of itself or a competitor, which calls into question the contractor's ability to render impartial advice to the government. Unequal access to information — The firm has not had access to nonpublic information as part of its performance of a Collier County project identified above which may have provided the contractor (or an affiliate) with an unfair competitive advantage in current or future solicitations and contracts. In addition to this signed affidavit, the contractor 1 vendor must provide the following: 1. All documents produced as a result of the work completed in the past or currently being worked on for the above -mentioned project; and, 2. Indicate if the information produced was obtained as a matter of public record (in the "sunshine") or through non-public (not in the "sunshine") conversation (s), mceting(s), document(s) and/or other means. Failure to disclose all material or having an organizational conflict in one or more of the three categories above be identified, may result in the disqualification for future solicitations affiliated with the above referenced project(s). By the signature below, the firm (employees, officers and/or agents) certifies, and hereby discloses, that, to the best oftheir knowledge and belief, all relevant facts concerning past, present, or currently planned interest or activity (financial, contractual, organizational, or otherwise) which relates to the project identified above has been fully disclosed and does not pose an organizational conflict. 22nd Century Technologies, Inc. Company Name Signature Eva Gaddis-McKnight, Administrator Print Name and Title State of Florida county of Greenacres The foregoing instrument was acknowledged before me by means of O physical presence or ❑ online notarization, this 28 day of April (month), 2020 (year), by Kulpreet Singh (name of person acknowledging). (Signature of Notary Public - State of Florida) l4— (Print, Type; or St Irumssioned Name of Notary Public) Personally Known OR Produced Identification Personally Known Type of Identification Produced I"PREETrWPLGLKOFIEWARM E(T:W4 POMM. 0 33"Mt! ...UPDATED JANUARY" 28, 2020- 2019 Largest Staffing Firms in the US Page 46 of 62 MEMOR Solicitation #20-7715 Contract Employment Services fe I@ - Form 3: Immigration Affidavit Certification Corer CaraItty Administrative Services Department Procurement Services Division Form 3. Immigration Affidavit Certification This Affidavit is required and should be signed, by an authorized principal of the firm and submitted with formal solicitation submittals. Further, Vendors are required to be enrolled in the E-Verify program (httosalwww.e-verifvgovl), at the time of the submission of the Vendor's proposalfbid. Acceptable evidence of your enrollment consists of a copy of the properly completed E- Verify Company Profile page or a copy of the fully executed E-Verify Memorandum of Understanding for the company which will be produced al the time of the submission of the Vendor's proposal/bid or within jive (5) day of the County s Notice of Recommend Award. FAILURE TO EXECUTE THIS AFFIDAVIT CERTIFICATION AND SUBMIT WITH VENDOR'S PROPOSAL/BID MAY DEEM THE VENDOR'S AS NON -RESPONSIVE. Collier County will not intentionally award County contracts to any Vendor who knowingly employs unauthorized alien workers, constituting a violation of the employment provision contained in 8 U.S.C. Section 1324 a(e) Section 274A(c) of the Immigration and Nationality Act ("INA"). Collier County may consider the employment by any Vendor of unauthorized aliens a violation of Section 274A (e) of the INA. Such Violation by the recipient of the Employment Provisions contained in Section 274A (e) of the INA shall be grounds for unilateral termination of the contract by Collier County. Vendor attests that they are fully compliant with all applicable immigration laws (specifically to the 1986 Lmmigration Act and subsequent Ameadment(s)) and agrees to comply with the provisions of the Memorandum of Understanding with E-Verify and to provide proofofenrollment in The Employment Eligibility Verification System (E-Verify), operated by the Department of Homeland Security in partnership with the Social Security Administration at the time of submission of the Vendor's proposal bid. 22nd Century TechnoloLyies. Inc. Company Name Signature Eva Gaddis-McKnight, Administrator Print Name and Title State of Florida County of Greenacres The foregoing instrument was acknowledged before me by means of ❑ physical presence or ❑ online notarization, this 28 day of April (month), 2020 (year), by KU112reet Singh (name ofperson acknowledging). Personally Known OR Produced Identification Personally Known Type of Identification Produced (Signature ofNotary Public - State ofFlonda) (Print, Type, or Stamp Commissioned Name of Notary Public) Y,d� s k%- - pYf �. KIJLMHT SMlrill �NiM1 �t� l�K � ilEwlpts�T � tinK J COMM. a Zll6p0 �,.n+r MrCOMMIS510iMEla�f3lT111Y22 """UPDATED JANUARY 28, 2020- 2019 Largest Staffing Firms in the US Page 47 of 62 �lEfdBfA Solicitation #20-7715 Contract Employment Services Form 4: Vendor Submittal — Local Vendor Preference Certification Coker Cou-nty Administrative Services Deparbnent Pm---t Sew D, is Form 4: Vendor Submittal— Local Vendor Preference Certification (Check Appropriate Boxes Below) State of Florida (Select County if Vendor is described as a Local Business) ❑ Collier County ❑ Lee County Vendor affirms that it is a local business as defined by the Procurement Ordinance of the Collier County Board of County Commissioners and the Regulations Thereto. As defined in Section Fifteen of the Collier County Procurement Ordinance: Local business means the vendor has a current Business Tax Receipt issued by the Collier County Tax Collector prior to bid or proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier County from which the vendor's staff operates and performs business in an area zoned for the conduct of such business. A Post Office Box or a facility that receives mail, or a non -permanent structure such as a construction trailer, storage shed, or other non -permanent structure shall not be used for the purpose of establishing said physical address. In addition to the foregoing, a vendor shall not be considered a "local business" unless it contributes to the economic development and well-being of Collier County in a verifiable and measurable way. This may include, but not be limited to, the retention and expansion of employment opportunities, support and increase to the County's tax base, and residency of employees and principals of the business within Collier County. Vendors shall affirm in writing their compliance with the foregoing at the time of submitting their bid or proposal to be eligible for consideration as a "local business" under this section. A vendor who misrepresents the Local Preference status of its firm in a proposal or bid submitted to the County will lose the privilege to claim Local Preference status for a period of up to one year under this section. Vendor must complete the following information: Year Business Established in ❑Collier County or ❑ Lee County: 00 Number of Employees (Including Owner(s) or Corporate Officers): 5000+ Number of Employees Living in ❑ Collier County or ❑ Lee (Including Owner(s) or Corporate Officers): 00 If requested by the County, Vendor wilt be required to provide documentation substantiating the information given in this certification. Failure to do so will result in vendor's submission being deemed not applicable. Sign and Date Certification: Under penalties of neriury, I certify that the information shown on this form is correct to my knowledge. Company Name: 22nd CentilryTecbnolo�zies, Inc. Address in Collier or Lee County: NA Signature: Date: 04/27/2020 Title: Administrator ... UPDATED JANUARY 28, 2020 ° �- 2419 1 age 48 of 62 Largest Staffing Firms in the US ME10a R. Solicitation #20-7715 + Contract Employment Services Proof of status from Division of Corporations - Florida Department of State 2019 FOREIGN PROFIT CORPORATION ANNUAL REPORT DOCUMENT# F99000002920 Entity Name: 22ND CENTURY TECHNOLOGIES, INC. Current Principal Place of Business: 220 DAVIDSON AVENUE SUITE 118 SOMERSET, NJ 08873 Current Mailing Address: 220 DAVIDSON AVENUE SUITE 118 SOMERSET, NJ 08873 US FEI Number: 22-3502121 Name and Address of Current Registered Agent: NRAI SERVICES, INC 1200 SOUTH PINE ISLAND ROAD PLANTATION, 1 33324 US FILED Apr 29, 2019 Secretary of State 7878275091 CC Certificate of Status Desired: No The above named entity submits this statement for the purpose of changing its registered office or registered agent, or both, in the State of riorida. SIGNATURE: Electronic Signature of Registered Agent Date Officer/Director Detail Title PRESIDENT Name SINGH, SATVINDER Address 220 DAVIDSON AVENUE SUITE 118 City -State -Zip: SOMERSET NJ 08873 I hereby certify that the mforrriat on indicated on this report orsupotemenfal reports true and accurate and that my erectrcrtic signature shall have the same ?egaf effect as ifinede under oath; that I am an officer or director or the corporation or the receiver or trustee empowered to execute this report as required by Chapter 607 Ronda Statutes: and that my name appears aho- or on an attachment with all other ilk. empowered SIGNATURE: SATVINDER SINGH PRESIDENT 04/29/2019 Electron lc Signature of Signing OfficeriDirector Detail Date Page 49 of 62 MFMRFA Solicitation #20-7715 Contract Employment Services fe 11 Vj 2019 Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services to 11 E-Verify Memorandum of Understanding py� �t ggy gq j i yq g f$ 5S 1 ! pe Ip� �y Exit �. ,,r. f.[dp'oy[' enf bigi Jd!!6y 3`� riff ati"a'i9 d /fhh {s. Your company is pow registered fur F.-Verify. All lasers wi!I receiva their User namL- and Passwords via email. If tha am all is not rccai,red withiM 4B hours; please centatt USCIS Vefifitation Division at $3B•464-4218. Plcase DO NOT REGISTER AGAIN, IMPORTANT! You should print the MOU, and stare it adith your roman Re sowfes Manager. IegM crrunsnI. an❑ othrr appro pr i a to staff. Llir(gipL ;F V5LDsl113iUu nLq d2nt2knd Security I VSCilasn3hip and -Sqrvjroz 2419Page 1 G I Largest Staffing Firms in the US �! E sti48f A Solicitation #20-7715 Contract Employment Services Company ID Number: 121603 THE I t"1°, UF1 Md)Cpli:lM FOR 1',�ll'S.it� fill tit �"1;ltll'It :41'1C3� i;9I':1iI(TRANM➢ 7M OF C�N111•,l S 1ANt1IM; ARTICLE I PURPOSE AND AUTHORITY This Memorandum of Understanding (MOU) sets forth the points of agreement between the Social Security Administration (SSA), the Department of Homeland Security (DHS) and 22nd Century Technologies, Inc. (Employer) regarding the Employer's participation in the Employment Eligibility Verification Program (E-Verify). E-Verify is a program in which the employment eligibility of all newly hued employees will be confirmed after the Employment Eligibility Verification Form (Form I-9) has been completed. Authority for the E-Verify program is found in Title IV, Subtitle A, of the Illegal Immigration Reform and Immigrant Responsibility Act of 1996 (HRiRA), Pub. L. 104-208, 110 Stat. 3009, as amended (8 U.S.C. § 1324a note). ARTICLE II FUNCTIONS TO BE PERFORMED A. RESPONSIBILITIES OF THE SSA 1. Upon completion of the Form 1-9 by the employee and the Employer, and provided the Employer complies with the requirements of this MOU, SSA agrees to provide the Employer with available information that allows the Employer to confirm the accuracy of Social Security Numbers provided by all newly hired employees and the employment authorization of U.S. citizens. 2. The SSA agrees to provide to the Employer appropriate assistance with operational problems that may arise during the Employer's participation in the E-Verify program. The SSA agrees to provide the Employer with names, titles, addresses, and telephone numbers of SSA representatives to be contacted during the E-Verify process. 3. The SSA agrees to safeguard the information provided by the Employer through the E- Verify program procedures, and to limit access to such information, as is appropriate by law, to individuals responsible for the verification of Social Security Numbers and for evaluation of the E-Verify program or such other persons or entities who may be authorized by the SSA as governed by the Privacy Act (5 U.S.C. t) 552a), the Social Security Act (42 U.S.C. 1306(a)), and SSA regulations (20 CFR Part 401). 4. SSA agrees to establish a means of automated verification that is designed (in conjunction with DHS's automated system if necessary) to provide confirmation or tentative nonconfumation of U.S. citizens' employment eligibility and accuracy of SSA records for both citizens and aliens within 3 Federal Government work days of the initial inquiry. 5. SSA agrees to establish a means of secondary verification (including updating SSA records as may be necessary) for employees who contest SSA tentative nonconfirmations that is designed to provide final confirmation or nonconfirmation of U.S. citizens' employment 2419 Page Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services oil Company ID Number: 121603 eligibility and accuracy of SSA records for both citizens and aliens within 10 Federal Government work days of the date of referral to SSA, unless SSA determines that more than 10 days may be necessary. In such cases, SSA. will provide additional verification instructions. B. RESPONSIBILITIES OF THE DEPARTMENT OF HOMELAND SECURITY 1. Upon completion of the Form I-9 by the employee and the Employer and after SSA verifies the accuracy of SSA records for aliens through E-Verify, DHS agrees to provide the Employer access to selected data from DHS's database to enable the Employer to conduct: • Automated verification checks on newly hired alien employees by electronic means, and • Photo verification checks (when available) on newly hired alien employees. 2. DHS agrees to provide to the Employer appropriate assistance with operational problems that may arise during the Employer's participation in the E-Verify program. DHS agrees to provide the Employer names, titles, addresses, and telephone numbers of DHS representatives to be contacted during the E-Verify process. 3. DHS agrees to provide to the Employer a manual (the E-Verify Manual) containing instructions on E-Verify policies, procedures and requirements for both SSA and DHS, including restrictions on the use of E-Verify.. DHS agrees to provide training materials on E-Verify. 4. DHS agrees to provide to the Employer a notice, which indicates the Employer's participation in the E-Verify program. DHS also agrees to provide to the Employer anti- discrimination notices issued by the Office of Special Counsel for Immigration -Related Unfair Employment Practices (OSC), Civil Rights Division, and U.S. Department of Justice. 5. DHS agrees to issue the Employer a user identification number and password that permits the Employer to verify information provided by alien employees with DHS's database. b_ DHS agrees to safeguard the information provided to DHS by the Employer, and to limit access to such information to individuals responsible for the verification of alien employment eligibility and for evaluation of the E-Verify program, or to such other persons or entities as may be authorized by applicable law. Information will be used only to verify the accuracy of Social Security Numbers and employment eligibility, to enforce the immigration and Nationality Act and federal criminal laws, and to ensure accurate wage reports to the SSA. 7. DHS agrees to establish a means of automated verification that is designed (in conjunction with SSA verification procedures) to provide confirmation or tentative nonconfirrnation of employees' employment eligibility within 3 Federal Government work days of the initial inquiry. 8. DHS agrees to establish a means of secondary verification (including updating DHS records as may be necessary) for employees who contest DHS tentative nonconfrrmations and photo non -match tentative noneonfirmations that is designed to provide final confirmation or nonconfirmation of the employees' employment eligibility within 10 Federal Government work days of the date of referral to DHS, unless DHS determines that more than 10 days may be necessary. In such cases, DHS will provide additional verification instructions. 2019 Largest Staffing Firms in the US MEM8fA Solicitation #20-7715 Contract Employment Services to I@ - Company ID Number: 121603 C. RESPONSIBILITIES OF THE EMPLOYER 1. The Employer agrees to display the notices supplied by DHS in a prominent place that is clearly visible to prospective employees. 2. The Employer agrees to provide to the SSA and DHS the names, titles, addresses, and telephone numbers of the Employer representatives to be contacted regarding E-Verify. The Employer agrees to become familiar with and comply with the E-Verify Manual, 4. The Employer agrees that any Employer Representative who will perform employment verification queries will complete the E-Verify Tutorial before that individual initiates any queries. A. The employer agrees that all employer representatives will take the refresher tutorials initiated by the E-Verify program as a condition of continued use of E- Verify. B. Failure to complete a refresher tutorial will prevent the employer from continued use of the program. 5. The Employer agrees to comply with established Form I-9 procedures, with two exceptions: If an employee presents a "List B" identity document, the Employer agrees to only accept "List B" documents that contain a photo. (List B documents identified in 8 CF.R. § 274a.2 (b) (1) (B)) can be presented during the Form I-9 process to establish identity). If an employee presents a DHS Form 1-551 (Permanent Resident Card) or Form 1-766 (Employment Authorization Document) to complete the Form 1-9, the Employer agrees to make a photocopy of the document and to retain the photocopy with the employee's Form 1-9. The employer will use the photocopy to verify the photo and to assist the Department with its review of photo non -matches that are contested by employees. Note that employees retain the right to present any List A, or List B and List C, documentation to complete the Form 1-9. DHS may in the future designate other documents that activate the photo screening tool- 6. The Employer understands that participation in E-Verify does not exempt the Employer from the responsibility to complete, retain, and make available for inspection Forms 1-9 that relate to its employees, or from other requirements of applicable regulations or Iaws, except for the following modified requirements applicable by reason of the Employer's participation in E- Verify: (1) identity documents must have photos, as described in paragraph 5 above; (2) a rebuttable presumption is established that the Employer has not violated section 274A(a)(1)(A) of the Immigration and Nationality Act (INA) with respect to the hiring of any individual if it obtains confirmation of the identity and employment eligibility of the individual in compliance with the terms and conditions of E-Verify ; (3) the Employer must notify DHS if it continues to employ any employee after receiving a final nonconfirmation, and is subject to a civil money penalty between $500 and $1,000 for each failure to notify DHS of continued employment following a final nonconfhmation; (4) the Employer is subject to a rebuttable presumption that it has knowingly employed an unauthorized alien in violation of section 274A(a)(1)(A) if the Employer continues to employ any employee after receiving a final nonconfirmation; and (5) no person or entity participating in E-Verify is civilly or criminally liable under any law for any 2s}19 ' Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services Company ID Number: 121603 action taken in good faith on information provided through the confirmation system. DHS reserves the right to conduct Form I-9 compliance inspections during the course of E-Verify, as well as to conduct any other enforcement activity authorized by law. 7. The Employer agrees to initiate E-Verify verification procedures within 3 Employer business days after each employee has been hired (but after both sections I and 2 of the Form 1-9 have been completed), and to complete as many (but only as many) steps of the E-Verify process as are necessary according to the E-Verify Manual. The Employer is prohibited from initiating verification procedures before the employee has been hired and the Form I-9 completed. If the automated system to be queried is temporarily unavailable, the 3-day time period is extended until it is again operational in order to accommodate the Employer's attempting, in good faith, to make inquiries during the period of unavailability. In all cases, the Employer must use the SSA verification procedures first, and use DHS verification procedures and photo screening tool only after the the SSA verification response has been given. 8. The Employer agrees notto use E-Verify procedures for pre -employment screening of job applicants, support for any unlawful employment practice, or any other use not authorized by this MOU. The Employer must use E-Verify for all new employees and will not verify only certain employees selectively. The Employer agrees not to use E-Verify procedures for re -- verification, or for employees hired before the date this MOLT is in effect. The Employer understands that if the Employer uses E-Verify procedures for any purpose other than as authorized by this MOU, the Employer may be subject to appropriate legal action and the immediate termination of its access to SSA and DHS information pursuant to this MOU. 9. The Employer agrees to follow appropriate procedures (see Article Iii.B. below) regarding tentative nonconfrrmations, including notifying employees of the finding, providing written referral instructions to employees, allowing employees to contest the finding, and not taking adverse action against employees if they choose to contest the finding. Further, when employees contest a tentative nonconfirmation based upon a photo non -match, the Employer is required to take affirmative steps (see Article III.B. below) to contact DHS with information necessary to resolve the challenge. 10. The Employer agrees not to take any adverse action against an employee based upon the employee's employment eligibility status while SSA or DHS is processing the verification request unless the Employer obtains knowledge (as defined in 8 C_F.R. § 274a.1 (1)) that the employee is not work authorized. The Employer understands that an initial inability of the SSA or DHS automated verification to verify work authorization, a tentative nonconfirmation, or the finding of a photo non -match, does not mean, and should not be interpreted as, an indication that the employee is not work authorized, In any of the cases listed above, the employee must be provided the opportunity to contest the finding, and if he or she does so, may not be terminated or suffer any adverse employment consequences until and unless secondary verification by SSA or DHS has been completed and a final nonconfirmation has been issued. If the employee does not choose to contest a tentative nonconfirmation or a photo non -match, then the Employer can find the employee is not work authorized and take the appropriate action. 11. The Employer agrees to comply with section 274B of the INA by not discriminating unlawfully against any individual in hiring, firing, or recruitment or referral practices because of his or her national origin or, in the case of a protected individual as defined in section 274B(a)(3) of the INA, because of his or her citizenship status. The Employer understands that such illegal practices can include selective verification or use of E-Verify, discharging or refusing to hire eligible employees because they appear or sound "foreign", and premature termination of 2419 Page Largest Staffing Firms in the US MEM8fA Solicitation #20-7715 Contract Employment Services oil - Company ID Number: 121603 employees based upon tentative nonconfirmations, and that any violation of the unfair immigration -related employment practices provisions of the 1NA could subject the Employer to civil penalties pursuant to section 274B of the INA and the termination of its participation in E- Verify. If the Employer has any questions relating to the anti -discrimination provision, it should contact OSC at 1-800-255-7688 or 1-800-237-2515 (TDD). 12. The Employer agrees to record the case verification number on the employee's Form I-9 or to print the screen containing the case verification number and attach it to the employee's .Form 1-9. 13. The Employer agrees that it will use the information it receives from the SSA or DHS pursuant to E-Verify and this MOU only to confirm the employment eligibility of newly -hired employees after completion of the Form I-9. The Employer agrees that it will safeguard this information, and means of access to it (such as PINS and passwords) to ensure that it is not used for any other purpose and as necessary to protect its confidentiality, including ensuring that it is not disseminated to any person other than employees of the Employer who are authorized to perform the Employer's responsibilities under this MOU. 14. The Employer acknowledges that the information which it receives from SSA is governed by the Privacy Act (5 U.S.C. § 552a (i) (1) and (3)) and the Social Security Act (42 U.S-C. 1306(a)), and that any person who obtains this information under false pretenses or uses it for any purpose other than as provided for in this MOU may be subject to criminal penalties. 15. The Employer agrees to allow DHS and SSA, or their authorized agents or designees, to make periodic visits to the Employer for the purpose of reviewing E-Verify -related records, i.e., Forms 1-9, SSA Transaction Records, and DHS verification records, which were created during the Employer's participation in the E-Verify Program. In addition, for the purpose of evaluating E-Verify, the Employer agrees to allow DHS and SSA or their authorized agents or designees, to interview it regarding its experience with E-Verify, to interview employees hired during E-Verify use concerning their experience with the pilot, and to make employment and E-Verify related records available to DHS and the SSA, or their designated agents or designees. Failure to comply with the terms of this paragraph may lead DHS to terminate: the Employer's access to E-Verify. ARTICLE III REFERRAL OF INDIVIDUALS TO THE SSA AND THE DEPARTMENT OF HOMELAND SECURITY A. REFERRAL TO THE SSA 1. If the Employer receives a tentative nonconfirmation issued by SSA, the Employer must print the tentative nonconfirmation notice as directed by the automated system and provide it to the employee so that the employee may determine whether he or she will contest the tentative nonconfirmation. 2. The Employer will refer employees to SSA field offices only as directed by the automated system based on a tentative nonconfirmation, and only after the Employer records the case verification number, reviews the input to detect any transaction errors, and determines that the employee contests the tentative nonconfirmation. The Employer will transmit the Social Security Number to SSA for verification again if this review indicates a need to do so. The 2419 Page Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services oil - Company 1D Number: 121603 Employer will determine whether the employee contests the tentative nonconfirmation as soon as possible after the Employer receives it. 3. If the employee contests an SSA tentative nonconfirmation, the Employer will provide the employee with a referral letter and instruct the employee to visit an SSA office to resolve the discrepancy within 8 Federal Government work days. The Employer will make a second inquiry to the SSA database using E-Verify procedures on the date that is 10 Federal Government work flays after the date of the referral in order to obtain confirmation, or final nonconfirmation, unless otherwise instructed by SSA or unless SSA determines that more than 10 days is necessary to resolve the tentative nonconfirmation., 4. The Employer agrees not to ask the employee to obtain a printout from the Social Security Number database (the Numident) or other written verification of the Social Security Number from the SSA. B. REFERRAL TO THE DEPARTMENT OF HOMELAND SECURITY 1. If the Employer receives a tentative nonconfirmation issued by DHS, the Employer must print the tentative tionconfirmation notice as directed by the automated system and provide it to the employee so that the employee may determine whether he or she will contest the tentative nonconfirmation. 1 If the Employer finds a photo non -match for an alien who provides a document for which the automated system has transmitted a photo, the employer must print the photo non -match tentative nonconfirmation notice as directed by the automated system and provide it to the employee so that the employee may determine whether he or she will contest the funding. 3, The Employer agrees to refer individuals to DHS only when the employee chooses to contest a tentative nonconfirmation received from DHS automated verification process or when the Employer issues a tentative nonconfirmation based upon a photo non -match. The Employer will determine whether the employee contests the tentative nonconfirmation as soon as possible after the Employer receives it. 4. If the employee contests a tentative nonconfirmation issued by DHS, the Employer will provide the employee with a referral letter and instruct the employee to contact the Department through its toll -free hotline within 8 Federal Government work days. 5. If the employee contests a tentative nonconfirmation based upon a photo non -match, the Employer will provide the employee with a referral letter to DHS. DHS will electronically transmit the result of the referral to the Employer within 10 Federal Government work days of the referral unless it determines that more than 10 days is necessary. 6. The Employer agrees that if an employee contests a tentative nonconfirmation based upon a photo non -match, the Employer will send a copy of the employee's Form 1-551 or Form I- 766 to DHS for review by: • Scanning and uploading the document, or • Sending a photocopy of the document by an express mail account (furnished and paid for by DHS). zo�9Page 57 of 62 Largest Staffing Firms in the US �lEfdBfA Solicitation #20-7715 Contract Employment Services oil Company 1D Number; 121603 The foregoing constitutes the full agreement on this subject between the SSA, DHS, and the Employer. The individuals whose signatures appear below represent that they are authorized to enter into this MOU on behalf of the Employer and DHS respectively. To be accepted as a participant in E-Verify, you should only sign the Employer's Section of the signature page. If you have any questions, contact E-Verify Operations at 888464- 4218. Employer 22nd Century Technologies, Inc. Kulpreet Singh Name (Please type or print) Title Electronically Signed 05/2012008 Signature Date Department of Homeland Security -- Verification Division USCIS Verification Division Name (Please type or print) Title Electronically Signed 05/20/2008 Signature Date 2019 Largest Staffing Firms in the US Solicitation #20-7715 Contract Employment Services �lEfdBfA own Company ID Number: 121603 INFORMATION REQUIRED FOR THE E-VERIFY PROGRAM Information relating to your Company: Company Name: 22nd Century Teelmologles, Inc. Company Facility Address: 2 Executive Drive Suite # 230 Somerset NJ 08873 Company Alternate Address: County or Parish: SOMERSET Employer Identification Number: 222502121 North American Industry Classification Systems Code: 518 Parent Company: Number of Employees: 20 to 99 Number of Sites Verified for: 46 Are you verifying for more than I site? If yes, please provide the number of sites verified for in each State. e NEW JERSEY 17 site(s) WASHINGTON 5 site(s) TEXAS 2 site(s) ILLINOIS 13 site(s) • FLORIDA 5 site(s) • CALIFORNIA 3 sire(s) CO_NNECTICUT I site(s) Information relating to the Program Administrator(&) for your Company on policy questions or operational problems: Name: Ku€greet Singh Telephone Number: (732) 537 - 9191 .ext 101 Fax Number: (732) 537 - 0888 E-mail Address: prince@tsctLcom Name: Satviuder Singh Telephone Number: (732) 537 - 9191.ext 268258 Fax Number: (732) $37 - 0888 Email Address: satsingh@tsetl.com 2419 Iai, Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services fe I@ - Company M Number: 121603 zo�9Page 60 of 62 Largest Staffing Firms in the US (alEfdBfA Solicitation #20-7715 Contract Employment Services W-9 Form Form W-7 Request for Taxpayer Give Form to the (Rev. December Identification Number and Certification requester. Do not antof Department of the Treasury the send to the IRS. Internal Revenue Service 1 Name (as shown on your income tax return). Name is required on this line; do not leave this line blank. 22nd Century Technologies, Inc. N 2 Business name/disregarded entity name, if different from above w Same as above a 3 Chack appropriate box for federal tax classification; check only one of the following seven boxes: 4 Exemptions (codes apply only to o ❑ Individual/sole proprietor or ❑ C Corporation ❑./ S Corporation ❑ Partnership ❑ T--estate certain entities, not individuals; see instructions on page 3): 0 2 c 2.. single -member LLC ❑ Limited liability company. Enter the tax classification (C-C corporation, S-S corporation, P=partnership) IllP Exemptpayee code if an y ( y) `p 2 Note. For a single -member LLC that is disregarded, do not check L-C; check the appropriate box in the ling above for Exemption from FATCA reporting the tax classification of the single -member owner. code (if any) a- C � El Other (sae instructions) Ill ftual - 5 Address (number, street, and apt. or suite no.) Requester's name and address (optionao ?' 220 Davidson Avenue Suite, 118 N 6 City, state, and ZIP code cn Somerset, NJ OSS73 7 List account numbers) here (optional) IMM Taxpayer Identification Number (TIN) Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid I social security number backup withholding. For individuals, this is generally your social security number { However, fora page _ m _ resident alien, sole proprietor, or disregarded entity, see the Part I instructions on page 3. For other entities, it is your employer identification number (EIN). If you do not have a number, see How to get a TIN on page 3. or Note. If the account is in more than one name, see the instructions for line 1 and the chart on page 4 for Employer identification number guidelines on whose number to enter. F--T] I _ I _ I _ I Under penalties of perjury, I cattily that: 1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and 2. lam not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am no longer subject to backup withholding; and 3. 1 am a U.S. citizen or other U.S. person (defined below); and 4. The FATCA codes) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct. Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax retum. For real estate transactions, item 2 does not apply. For mortgage interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and generally, payments other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions on page 3. Sign signature of Here U.S.person►� Date► 04/28/2020 General Instructions • Form 1098 (home mortgage interest), 1098-E (student loan interest), 1008-T (tuition) Section references are to the Internal Revenue Code unless otherwise noted. • Form 1099-C (canceled debt) Future developments. Information about developments affecting Form W-9 (such • Form 1099-A (acquisition or abandonment of secured property) as legislation enacted after we release it) is at wwwJrs.gov/fw9. Use Form W-9 only if you are a U.S. person (including a resident alien), to Purpose of Form provide your correct TIN. An individual or entity (Form W-9 requester) who is required to file an information If you do not return Form W-9 to the requester with a TIN, you might be subject return with the IRS must obtain your correct taxpayer identification number (RN) to backup withholding. See What is backup witl on page 2. which may be your social security number (SSN), individual taxpayer identification By signing the filled -out form, you: number (ITIN), adoption taxpayer identification number (ATIN), or employer 1. Certify that the TIN you are giving is correct (or you are waiting for a number identification number (EINt to report on an information return the amount paid to to be issued), you, or other amount reportable on an information return. Examples of information returns include, but are not limited to, the following: 2. Certify that you are not subject to backup withholding, or • Form 1099-INT (Merest earned or paid) 3. Claim exemption from backup withholding if you are a U.S. exempt payee. If • Form 1099-01V (dividends, including those from stacks or mutual funds) applicable, you are also certifying that as a U.S. person, your allocable share of any partnership income from a U.S. trade or business is not subject to the • Form 1099-MISC (various Types of income, prizes, awards, or gross proceeds) withholding tax on foreign parthers' share of effectively connected income, and • Form 1099-8 (stock or mutual fund sales and certain other transactions by 4. Certify that FATCA codes) entered on this forth (if any) indicating that you are brokers) exempt from the FATCA reporting, is correct. See What is FATCA mportkg? on • Form 1099-5 (proceeds from real estate transactions) page 2 for further information. • Form 1099-K (merchant card and third party network transactions) Cat. No. 10291X Form W-9 (Rev. 12-2014) 2419 1a1, 61 1 r Largest Staffing Firms in the US MEMOR Solicitation #20-7715 Contract Employment Services Insurance Requirements 22" d Century acknowledges the Insurance Requirements and is prepared to produce the required insurance certificate(s) within five (5) days of the County's issuance of a Notice of Recommend Award. zo�9 .. Largest Staffing Firms in the US EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES FEDERAL EMERGENCY MANAGEMENT AGENCY PUBLIC ASSISTANCE This project activity is funded in whole or in part by the Federal Government, or an Agency thereof. Federal Law requires that the Applicant's contracts relating to the project include certain provisions. Per uniform requirements of federal awards (2 CFR Part 200.23) the definition of CONTRACTOR is an entity that receives a contract (including a purchase order). Compliance with Federal Law, Regulations and Executive Orders: The Sub -Recipient (County) agrees to include in the subcontract that (i) the subcontractor is bound by the terms of the Federally -Funded Subaward and Grant Agreement, (ii) the subcontractor is bound by all applicable state and Federal laws and regulations, and (iii) the subcontractor shall hold the Division and Sub -Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. Specifically, the Contractor shall be responsible for being knowledgeable and performing any and all services under this contract in accordance with the following governing regulations along with any and all other relevant Federal, State, and local laws, regulations, codes and ordinances: 0 2 C.F.R. Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards 0 44 C.F.R. Part 206 0 The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended, 42 U.S.C. 5121 et seq., and Related Authorities 0 FEMA Public Assistance Program and Policy Guide, 2017 (in effect for incidents declared on or after April 1, 2017) Reporting: The contractor will provide any information required to comply with the grantor agency requirements and regulations pertaining to reporting. It is important that the contractor is aware of the reporting requirements of the County, as the Federal or State granting agency may require the contractor to provide certain information, documentation, and other reporting in order to satisfy reporting requirements to the granting agency. Access to Records: (1) The contractor agrees to provide the County, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representative's access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representatives' access to construction or other work sites pertaining to the work being completed under the contract. DHS Seal, Logo, and Flags: The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre -approval. No Obligation by Federal Government: The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. Program Fraud and False or Fraudulent Statements or Related Acts: The contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. EXHIBIT I - 1 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Energy Efficiency Standards: The contractor agrees to comply with mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act. Termination: Should the Contractor be found to have failed to perform his services in a manner satisfactory to the County as per this Agreement, the County may terminate said Agreement for cause; further the County may terminate this Agreement for convenience with a thirty (30) day written notice. The County shall be sole judge of non-performance. In the event that the County terminates this Agreement, Contractor's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Contractor shall not be entitled to any other or further recovery against the County, including, but not limited to, any damages or any anticipated profit on portions of the services not performed. Rights to Inventions Made Under a Contract or Agreement: If the Federal award meets the definition of "funding agreement" under 37 CFR §401.2 (a) and the County wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that "funding agreement," the County must comply with the requirements of 37 CFR Part 401, "Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements," and any implementing regulations issued by the awarding agency. Changes: See Standard Purchase Order Terms and Conditions. Procurement of Recovered Materials (§200.322) (Over $10,000): (1) In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA designated items unless the product cannot be acquired (i) Competitively within a timeframe providing for compliance with the contract performance schedule; (ii) Meeting contract performance requirements; or (iii) At a reasonable price. (2) Information about this requirement is available at EPA's Comprehensive Procurement Guidelines web site, https://www.epa.gov/smm/comprehensive-procurement-guideline-cpq- rp ogram Suspension and Debarment: (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by the County. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. Contracting with small and minority businesses, women's business enterprises, and labor surplus area firms §200.321 (a) The Solicitor must take all necessary affirmative steps to assure that minority businesses, women's business enterprises, and labor surplus area firms are used whenever possible. (b) Affirmative steps must include: (1) Placing qualified small and minority businesses and women's business enterprises on solicitation lists; (2) Assuring that small and minority businesses, and women's business enterprises are solicited whenever they are potential sources; EXHIBIT I - 2 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES (3) Dividing total requirements, when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses, and women's business enterprises; (4) Establishing delivery schedules, where the requirement permits, which encourage participation by small and minority businesses, and women's business enterprises; (5) Using the services and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce; and (6) Requiring the prime contractor, if subcontracts are to be let, to take the affirmative steps listed in paragraphs (1) through (5) of this section. Equal Employment Opportunity Clause (§60-1.4): Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer, recruitment, or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting officer setting forth the provisions of this nondiscrimination clause. The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. III. The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. IV. The contractor will send to each labor union or representative of workers with which it has a collective bargaining agreement or other contract or understanding, a notice to be provided by the agency contracting officer, advising the labor union or workers' representative of the contractor's commitments under section 202 of Executive Order 11246 of September 24, 1965, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. V. The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. EXHIBIT I - 3 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES VI. The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the contracting agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. VI I. In the event of the contractor's non-compliance with the nondiscrimination clauses of this contract or with any of such rules, regulations, or orders, this contract may be canceled, terminated or suspended in whole or in part and the contractor may be declared ineligible for further Government contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. Vill. The contractor will include the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as may be directed by the Secretary of Labor as a means of enforcing such provisions including sanctions for noncompliance: Provided, however, that in the event the contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction, the contractor may request the United States to enter into such litigation to protect the interests of the United States. Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708) (over $100,000): Where applicable, all contracts awarded by the solicitor in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The (write in the name of the Federal agency or the loan or grant recipient) shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. EXHIBIT I - 4 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." Administrative, Contractual, or Legal Remedies (over $150,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competentjurisdiction. Clean Air Act and Federal Water Pollution Control Act: (over $150,000) (1) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. (2) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. (3) The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. (4) The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Byrd Anti -Lobbying Amendment (31 U.S.C. § 1352 (as amended) (over $100,000): Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." State Provisions Convicted Vendor and Discriminatory Vendors List Those who have been placed on the convicted vendor list following a conviction for a public entity crime or on the discriminatory vendor list may not submit a bid on a contract to provide any goods or services to a public entity, may not submit a bid on a contract with a public entity for the construction or repair of a public building or public work, may not submit bids on leases of real property to a public entity, may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with a public entity, and may not transact business with any public entity in excess of $25,000.00 for a period of 36 months from the date of being placed on the convicted vendor list or on the discriminatory vendor list. Lobbying: No funds received pursuant to this Agreement may be expended for lobbying the Legislature, the judicial branch or any state agency. Inspector General Cooperation: The Parties agree to comply with Section 20.055(5), Florida Statutes, for the inspector general to have access to any records, data and other information deemed necessary to carry out his or her duties and incorporate into all subcontracts the obligation to comply with Section 20.055(5), Florida Statutes. Record Retention - The contractor shall maintain and retain sufficient records demonstrating its compliance with the terms of the Agreement for a period of at least five (5) years after final payment is made and shall allow the County, FDEM, or its designee's access to such records upon request. EXHIBIT I - 5 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Acknowledgement of Terms, Conditions, and Grant Clauses Certification If the vendor subcontracts any of the work required under this Agreement, a copy of the signed subcontract must be available to the Department for review and approval. The vendor agrees to include in the subcontract that (1) the subcontractor is bound by the terms of this Agreement, (ii) the subcontractor is bound by all applicable state and federal laws and regulations, and (iii) the subcontractor shall hold the Department and Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. The recipient shall document in the quarterly report the subcontractor's progress in performing its work under this agreement. For each subcontract, the Recipient shall provide a written statement to the Department as to whether the subcontractor is a minority vendor as defined in Section 288.703, Fla. Stat. On behalf of my firm, I acknowledge, the grant requirements identified in this document. Vendor/Contractor Name 22nd Century Technologies, Inc. Date 04/28/2020 Authorized Signature EXHIBIT I - 6 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY and VOLUNTARY EXCLUSION Contractor Covered Transactions (1) The prospective subcontractor of the Sub -recipient, Collier County, certifies, by submission of this document, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. (2) Where the Sub -recipient's subcontractor is unable to certify to the above statement, the prospective contract shall attach an explanation to this form. CONTRACTOR 22nd Century Technologies, Inc. By: " vq44� Signature Eva Gaddis-M Name and Title t, Administrator 6415, Lake Worth Middle, Suite 208 Street Address Greenacres. FT, 33663 City, State, Zip 02-8619588 DUNS Number 04/28/2020 Date Sub -Recipient Name: DEM Contract Number FEMA Project Number: Collier County Board of County Commissioners Z0001 4337DRFLP0000001 EXHIBIT I - 7 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COUNTY ANTICIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT Status will be .,erified. Unverifable statuses will require the PRIME to either proivde a reaised statement or provide scurce documentation that validates a status. A. PRIME VENDORICONTRACTOR INFORMATION PRIME NAME PRIME FED NUMBER CONTRACT DOLLAR AMOUNT 22nd Century Technologies, Inc. 22-3502121 TBD ISTHE PRIME A FLORIDA-CERTIFIED DISADVANTAGED, VETERAN Y f/ 5THE ACTIVITYOFTHIS OONTRACT._ MINORITY OR WOMEN BUSINESS ENTERPRISE? DBE? Y ,r CONSTRUCTION? Y N (DBE/MBE}WBE) OR HAVEASMALL DISADVANTAGED BUSINESS &A CERTIFICATION FROM THE SMALL BUSINESS MBE? Y CONSULTATION? Y N ADMINISTRATION? ASERVICE DISABLED VETERAN WBE? Y OTHER? Y N SIDS BA? Y IS TH 5 SUBMISSION A REVISION? Y IF YES, RE'.' SION NUMBER B. IF PRIME HAS SUBCONTRACTOR OR SUPPLIER WHO IS A DISADVANTAGED MINORITY, WOMEN -OWNED, SMALL BUSINESS CONCERN OR .SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SECTION DBE M/WBE SUBCONTRACTOR OR SUPPLIER TYPE OF WORK OR ETHNICITY CODE SUB/SUPPLIER PERCENT OF CONTRACT VETERAN NAME SPECIALTY {See Below) DOLLAR AMOUNT DOLLARS NA NA NA NA NA NA C. SECTION TO BE CON1PLETED BY PRIIv1E VENDC►R/CONTRACTOR NAME OF SUBMITTER DATE TnU OF SUBMTTER 22nd Century Technologies, Inc. 04/28/2020 Administrator EMAIL ADDRESS OF PRIME {St1BFMI TIERI TELEPHONE NUMBER FAX NUMBER Govt@tscti.com 888-998-7284 732-537-0888 NOTE: This information is used to track and report anticipated DBE or MBE participation in federally -funded contracts_ The anticipated DBE or NI BE amount is vol untary and will not become part of the contractual terms. This form must be submitted at time of response to a solicitation. f and when awarded a County contract, the prime will be asked to update the information for the grant compliance files. D. SECTION TO BE COMPLETED BY COLLIER COUNTY DEPARTMENTNAME - - L- EF. F ',7F.-CT n IIFEIIRPP or POlR '. GRANT PROGRAM/CONTRACT ACCEPTED BY: DATE ETHMpTY ®E Black American BA HispanicAmerican HA NativeAmeri[an NA Subcont.;,sian.:merican SAA Asian -Pacific American APA Non-f.linoriT: L':omen NR4N, Other: rlat of any other group listed O EXHIBIT I - 8 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceeding $100,000) The undersigned [Contractor] certifies, to the best of his or her knowledge, that 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. 22nd Century Technologies, Inc. Contractor (Firm Name) A", 4�& - )W(X4, Signature of Contractor's Authord6d Official Eva Gaddis-McKnight, Administrator Name and Title of Contractor's Authorized Official 04/28/2020 Date EXHIBIT I - 9 FIXED TERM SERVICE MULTI -CONTRACTOR AWARD AGREEMENT # 20-7715 for Contract Employment Services THIS AGREEMENT, made and entered into on this day of 2020 , by and between 22nd Century Technologies, Inc. authorized to do business in the State of Florida, whose business address is 1200 South Pine Island Road Plantation FL 33324 , (the "Contractor") and Collier County, a political subdivision of the State of Florida, (the "County"): WITNESSETH: AGREEMENT TERM. The Agreement shall be for a three (3 ) year period, commencing FE-1 upon the date of Board approval P an and terminating on three ( 3 ) year(s) from that date or until all outstanding Purchase Order(s) issued prior to the expiration of the Agreement period have been completed or terminated. The County may, at its discretion and with the consent of the Contractor, renew the Agreement under all of the terms and conditions contained in this Agreement for two ( 2 ) additional one (1 ) year(s) periods. The County shall give the Contractor written notice of the County's intention to renew the Agreement term prior to the end of the Agreement term then in effect. The County Manager, or his designee, may, at his discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred and eighty (180) days. The County Manager, or his designee, shall give the Contractor written notice of the County's intention to extend the Agreement term prior to the end of the Agreement term then in effect. 2. COMMENCEMENT OF SERVICES. The Contractor shall commence the work upon issuance of a ❑W Purchase Order ❑ . 3. STATEMENT OF WORK. The Contractor shall provide services in accordance with the terms and conditions of FE-1 Request for Proposal (RFP) ❑ ❑ 9the ` # 20-7715 including all Attachment(s), Exhibit(s) and Addenda and the Contractor's proposal referred to herein and made an integral part of this Agreement. M The Contractor shall also provide services in accordance with Exhibit A — Scope of Services attached hereto. Page I of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) 0 3.1 This Agreement contains the entire understanding between the parties and any modifications to this Agreement shall be mutually agreed upon in writing by the Parties, in compliance with the County's Procurement Ordinance, as amended, and Procurement Procedures in effect at the time such services are authorized. 3.2 FE-1 The procedure for obtaining Work under this Agreement is outlined in Exhibit A — Scope of Services attached hereto. 4. THE AGREEMENT SUM. The County shall pay the Contractor for the performance of this Agreement based on Exhibit B- Fee Schedule, attached hereto and the price methodology as defined in Section 4.1. Payment will be made upon receipt of a proper invoice and upon approval by the County's Contract Administrative Agent/Project Manager, and in compliance with Chapter 218, Fla. Stats., otherwise known as the "Local Government Prompt Payment Act". 4.1 Price Methodology (as selected below): REM mateFials plus the i mateFials plus the i e material or equipment invoices, and other reimbursable documentation for the project. ❑E Unit Price: The County agrees to pay a firm total fixed price (inclusive of all costs, including labor, materials, equipment, overhead, etc.) for a repetitive product or service delivered (i.e. installation price per ton, delivery price per package or carton, etc.). The invoice must identify the unit price and the number of units received (no contractor inventory or cost verification). Page 2 of 17 Fixed Term Service Multi -Contractor Agreement 2017,008 (Ver.1) _� AQ 4.2 Any County agency may obtain services under this Agreement, provided sufficient funds are included in their budget(s). 4.3 Payments will be made for services furnished, delivered, and accepted, upon receipt and approval of invoices submitted on the date of services or within six (6) months after completion of the Agreement. Any untimely submission of invoices beyond the specified deadline period is subject to non-payment under the legal doctrine of "laches" as untimely submitted. Time shall be deemed of the essence with respect to the timely submission of invoices under this Agreement. 5. SALES TAX. Contractor shall pay all sales, consumer, use and other similar taxes associated with the Work or portions thereof, which are applicable during the performance of the Work. Collier County, Florida as a political subdivision of the State of Florida, is exempt from the payment of Florida sales tax to its vendors under Chapter 212, Florida Statutes, Certificate of Exemption # 85-8015966531 C. 6. NOTICES. All notices from the County to the Contractor shall be deemed duly served if mailed or emailed to the Contractor at the following: Page 3 of 17 Fixed Tenn Service Multi -Contractor Agreement 2017.008 (Ver.1) ■ Company Name: 22nd Century Technologies, Inc. Address: 6415 Lake Worth Middle, Suite 208 Greenacres FL 33663 Authorized Agent: Satvinder Singh, President Attention Name & Title: Eva Gaddis-McKnight, Administrator Telephone: (888) 998-7284 E-Mail(s): Govt(a-)_tscti.com All Notices from the Contractor to the County shall be deemed duly served if mailed or emailed to the County to: Board of County Commissioners for Collier County, Florida Division Director: Amy Lyberg Division Name: Human Resources Division Address: 3303 Tamiami Trail East Naples, FL 34112 Administrative Agent/PM: Kris Medina, Manager Telephone: (239) 252-8465 E-Mail(s): Kris. Medina(@,colliercountyfl.gov The Contractor and the County may change the above mailing address at any time upon giving the other party written notification. All notices under this Agreement must be in writing. 7. NO PARTNERSHIP. Nothing herein contained shall create or be construed as creating a partnership between the County and the Contractor or to constitute the Contractor as an agent of the County. 8. PERMITS: LICENSES: TAXES. In compliance with Section 218.80, F.S., all permits necessary for the prosecution of the Work shall be obtained by the Contractor. The County will not be obligated to pay for any permits obtained by Subcontractors. Payment for all such permits issued by the County shall be processed internally by the County. All non -County permits necessary for the prosecution of the Work shall be procured and paid for by the Contractor. The Contractor shall also be solely responsible for payment of any and all taxes levied on the Contractor. In addition, the Contractor shall comply with all rules, regulations and laws of Collier County, the State of Florida, or the U. S. Government now in force or hereafter adopted. The Contractor agrees to comply with all laws governing the responsibility of an employer with respect to persons employed by the Contractor. Page 4 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) ■ 9. NO IMPROPER USE. The Contractor will not use, nor suffer or permit any person to use in any manner whatsoever, County facilities for any improper, immoral or offensive purpose, or for any purpose in violation of any federal, state, county or municipal ordinance, rule, order or regulation, or of any governmental rule or regulation now in effect or hereafter enacted or adopted. In the event of such violation by the Contractor or if the County or its authorized representative shall deem any conduct on the part of the Contractor to be objectionable or improper, the County shall have the right to suspend the Agreement of the Contractor. Should the Contractor fail to correct any such violation, conduct, or practice to the satisfaction of the County within twenty-four (24) hours after receiving notice of such violation, conduct, or practice, such suspension to continue until the violation is cured. The Contractor further agrees not to commence operation during the suspension period until the violation has been corrected to the satisfaction of the County. 10. TERMINATION. Should the Contractor be found to have failed to perform his services in a manner satisfactory to the County as per this Agreement, the County may terminate said Agreement for cause; further the County may terminate this Agreement for convenience with a thirty (30) day written notice. The County shall be the sole judge of non-performance. In the event that the County terminates this Agreement, Contractor's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Contractor shall not be entitled to any other or further recovery against the County, including, but not limited to, any damages or any anticipated profit on portions of the services not performed. 11. NO DISCRIMINATION. The Contractor agrees that there shall be no discrimination as to race, sex, color, creed or national origin. 12. INSURANCE. The Contractor shall provide insurance as follows: A. W Commercial General Liability: Coverage shall have minimum limits of $1,000,000 Per Occurrence, $ 2,000,000 aggregate for Bodily Injury Liability and Property Damage Liability. This shall include Premises and Operations; Independent Contractors; Products and Completed Operations and Contractual Liability. B. FO-1 Business Auto Liability: Coverage shall have minimum limits of $1,000,000 Per Occurrence, Combined Single Limit for Bodily Injury Liability and Property Damage Liability. This shall include: Owned Vehicles, Hired and Non -Owned Vehicles and Employee Non -Ownership. C. A-1 Workers' Compensation: Insurance covering all employees meeting Statutory Limits in compliance with the applicable state and federal laws. The coverage must include Employers' Liability with a minimum limit of $1,000,000 for each accident. Page 5 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) D. FM� Professional Liability: Shall be maintained by the Contractor to ensure its legal liability for claims arising out of the performance of professional services under this Agreement. Contractor waives its right of recovery against County as to any claims under this insurance. Such insurance shall have limits of not less than $1,000,000 each claim and aggregate. Special Requirements: Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR, Collier County Government shall be listed as the Certificate Holder and included as an "Additional Insured" on the Insurance Certificate for Commercial General Liability where required. This insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Contractor's policy shall be endorsed accordingly. Current, valid insurance policies meeting the requirement herein identified shall be maintained by Contractor during the duration of this Agreement. The Contractor shall provide County with certificates of insurance meeting the required insurance provisions. Renewal certificates shall be sent to the County thirty (30) days prior to any expiration date. Coverage afforded under the policies will not be canceled or allowed to expire until the greater of: thirty (30) days prior written notice, or in accordance with policy provisions. Contractor shall also notify County, in a like manner, within twenty-four (24) hours after receipt, of any notices of expiration, cancellation, non -renewal or material change in coverage or limits received by Contractor from its insurer, and nothing contained herein shall relieve Contractor of this requirement to provide notice. Contractor shall ensure that all subcontractors comply with the same insurance requirements that the Contractor is required to meet. 13. INDEMNIFICATION. To the maximum extent permitted by Florida law, the Contractor shall defend, indemnify and hold harmless Collier County, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, whether resulting from any claimed breach of this Agreement by Contractor, any statutory or regulatory violations, or from personal injury, property damage, direct or consequential damages, or economic loss, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Contractor or anyone employed or utilized by the Contractor in the performance of this Agreement. This indemnification obligation shall not be construed to negate, abridge or reduce any other rights or remedies which otherwise may be available to an indemnified party or person described in this paragraph. This section does not pertain to any incident arising from the sole negligence of Collier County. Page 6 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) 13.1 The duty to defend under this Article 13 is independent and separate from the duty to indemnify, and the duty to defend exists regardless of any ultimate liability of the Contractor, County and any indemnified party. The duty to defend arises immediately upon presentation of a claim by any party and written notice of such claim being provided to Contractor. Contractor's obligation to indemnify and defend under this Article 13 will survive the expiration or earlier termination of this Agreement until it is determined by final judgment that an action against the County or an indemnified party for the matter indemnified hereunder is fully and finally barred by the applicable statute of limitations. 14. AGREEMENT ADMINISTRATION. This Agreement shall be administered on behalf of the County by the Human Resources Division 15. CONFLICT OF INTEREST. Contractor represents that it presently has no interest and shall acquire no interest, either direct or indirect, which would conflict in any manner with the performance of services required hereunder. Contractor further represents that no persons having any such interest shall be employed to perform those services. 16. COMPONENT PARTS OF THIS AGREEMENT. This Agreement consists of the following component parts, all of which are as fully a part of the Agreement as if herein set out verbatim: Contractor's Proposal, Insurance Certificate(s), 0 Exhibit A Scope of Services, Exhibit B Fee Schedule, ■❑ RFP/ ❑ q&❑ QthF #20-7715 including Exhibits, Attachments and Addenda/Addendum, ❑ subsequent quotes, and 0 Other Exhibit/Attachment: Federal Contract Provisions and Assurances. 17. APPLICABILITY. Sections corresponding to any checked box ( ■ ) expressly apply to the terms of this Agreement. 18. SUBJECT TO APPROPRIATION. It is further understood and agreed by and between the parties herein that this Agreement is subject to appropriation by the Board of County Commissioners. 19. PROHIBITION OF GIFTS TO COUNTY EMPLOYEES. No organization or individual shall offer or give, either directly or indirectly, any favor, gift, loan, fee, service or other item of value to any County employee, as set forth in Chapter 112, Part III, Florida Statutes, Collier County Ethics Ordinance No. 2004-05, as amended, and County Administrative Procedure 5311. Violation of this provision may result in one or more of the following consequences: a. Prohibition by the individual, firm, and/or any employee of the firm from contact with County staff for a specified period of time; b. Prohibition by the individual and/or firm from doing business with the County for a specified period of time, including but not limited to: submitting bids, RFP, and/or quotes; and, c. immediate termination of any Agreement held by the individual and/or firm for cause. 20. COMPLIANCE WITH LAWS. By executing and entering into this Agreement, the Contractor is formally acknowledging without exception or stipulation that it agrees to comply, at its own expense, with all federal, state and local laws, codes, statutes, ordinances, rules, regulations and requirements applicable to this Agreement, including but not limited to those dealing with the Immigration Reform and Control Act of 1986 as Page 7of17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended; taxation, workers' compensation, equal employment and safety including, but not limited to, the Trench Safety Act, Chapter 553, Florida Statutes, and the Florida Public Records Law Chapter 119, including specifically those contractual requirements at F.S. § 119.0701(2)(a)-(b) as stated as follows: IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: Communication and Customer Relations Division 3299 Tamiami Trail East, Suite 102 Naples, FL 34112-5746 Telephone: (239) 252-8999 The Contractor must specifically comply with the Florida Public Records Law to: 1. Keep and maintain public records required by the public agency to perform the service. 2. Upon request from the public agency's custodian of public records, provide the public agency with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in this chapter or as otherwise provided by law. 3. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the contract if the Contractor does not transfer the records to the public agency. 4. Upon completion of the contract, transfer, at no cost, to the public agency all public records in possession of the Contractor or keep and maintain public records required by the public agency to perform the service. If the Contractor transfers all public records to the public agency upon completion of the contract, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Contractor keeps and maintains public records upon completion of the contract, the Contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the public agency, upon request from the public agency's custodian of public records, in a format that is compatible with the information technology systems of the public agency. If Contractor observes that the Contract Documents are at variance therewith, it shall promptly notify the County in writing. Failure by the Contractor to comply with the laws referenced herein shall constitute a breach of this Agreement and the County shall have the discretion to unilaterally terminate this Agreement immediately. Page 8 of 17 Fired Term Service Multi -Contractor Agreement 2017.008 (Ver.1) 21. OFFER EXTENDED TO OTHER GOVERNMENTAL ENTITIES. Collier County encourages and agrees to the successful Contractor extending the pricing, terms and conditions of this solicitation or resultant Agreement to other governmental entities at the discretion of the successful Contractor. 22. PAYMENTS WITHHELD. The County may decline to approve any application for payment, or portions thereof, because of defective or incomplete work, subsequently discovered evidence or subsequent inspections. The County may nullify the whole or any part of any approval for payment previously issued and the County may withhold any payments otherwise due to Contractor under this Agreement or any other Agreement between the County and Contractor, to such extent as may be necessary in the County's opinion to protect it from loss because of: (a) defective Work not remedied; (b) third party claims failed or reasonable evidence indicating probable fling of such claims; (c) failure of Contractor to make payment properly to subcontractors or for labor, materials or equipment; (d) reasonable doubt that the Work can be completed for the unpaid balance of the Contract Amount; (e) reasonable indication that the Work will not be completed within the Contract Time; (f) unsatisfactory prosecution of the Work by the Contractor; or (g) any other material breach of the Contract Documents. If any conditions described above are not remedied or removed, the County may, after three (3) days written notice, rectify the same at Contractor's expense. The County also may offset against any sums due Contractor the amount of any liquidated or unliquidated obligations of Contractor to the County, whether relating to or arising out of this Agreement or any other Agreement between Contractor and the County. 24. STANDARDS OF CONDUCT: PROJECT MANAGER, SUPERVISOR, EMPLOYEES. The Contractor shall employ people to work on County projects who are neat, clean, well-groomed and courteous. Subject to the American with Disabilities Act, Contractor shall supply competent employees who are physically capable of performing their employment duties. The County may require the Contractor to remove an employee it deems careless, incompetent, insubordinate or otherwise objectionable and whose continued employment on Collier County projects is not in the best interest of the County. I n. , , -• - - - - .- ---- -- - Page 9 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) ago A ■ 1. A. 1 �.\.. • • • �• ••. • • • •go la ■ 1. A. 1 �.\.. • • • �• ••. • • • •go la 'Tom" WIN 28. SUBMITTALS AND SUBSTITUTIONS. Any substitution of products/materials from specifications shall be approved in writing by the County in advance. 29. CHANGES IN THE WORK. The County shall have the right at any time during the progress of the Work to increase or decrease the Work. Promptly after being notified of a change, Contractor shall submit an estimate of any cost or time increases or savings it Page 10 of 17 Fixed Tenn Service Multi -Contractor Agreement 2017,008 (Ver.1) foresees as a result of the change. Except in an emergency endangering life or property, or as expressly set forth herein, no addition or changes to the Work shall be made except upon modification of the Purchase Order by the County, and the County shall not be liable to the Contractor for any increased compensation without such modification. No officer, employee or agent of the County is authorized to direct any extra or changed work orally. Any modifications to this Agreement shall be in compliance with the County Procurement Ordinance and Procedures in effect at the time such modifications are authorized. 30. AGREEMENT TERMS. If any portion of this Agreement is held to be void, invalid, or otherwise unenforceable, in whole or in part, the remaining portion of this Agreement shall remain in effect. 31. ADDITIONAL ITEMS/SERVICES. Additional items and/or services may be added to this Agreement in compliance with the Procurement Ordinance, as amended, and Procurement Procedures. 32. DISPUTE RESOLUTION. Prior to the initiation of any action or proceeding permitted by this Agreement to resolve disputes between the parties, the parties shall make a good faith effort to resolve any such disputes by negotiation. The negotiation shall be attended by representatives of Contractor with full decision -making authority and by County's staff person who would make the presentation of any settlement reached during negotiations to County for approval. Failing resolution, and prior to the commencement of depositions in any litigation between the parties arising out of this Agreement, the parties shall attempt to resolve the dispute through Mediation before an agreed -upon Circuit Court Mediator certified by the State of Florida. The mediation shall be attended by representatives of Contractor with full decision -making authority and by County's staff person who would make the presentation of any settlement reached at mediation to County's board for approval. Should either party fail to submit to mediation as required hereunder, the other party may obtain a court order requiring mediation under section 44.102, Fla. Stat. 33. VENUE. Any suit or action brought by either party to this Agreement against the other party relating to or arising out of this Agreement must be brought in the appropriate federal or state courts in Collier County, Florida, which courts have sole and exclusive jurisdiction on all such matters. 34. 0 KEY PERSONNEL. The Contractor's personnel and management to be utilized for this project shall be knowledgeable in their areas of expertise. The County reserves the right to perform investigations as may be deemed necessary to ensure that competent persons will be utilized in the performance of the Agreement. The Contractor shall assign as many people as necessary to complete the services on a timely basis, and each person assigned shall be available for an amount of time adequate to meet the required service dates. The Contractor shall not change Key Personnel unless the following conditions are met: (1) Proposed replacements have substantially the same or better qualifications and/or experience. (2) that the County is notified in writing as far in advance as possible. The Contractor shall make commercially reasonable efforts to notify Collier County within seven (7) days of the change. The County retains final approval of proposed replacement personnel. Page 11 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) - •- -- �- ---• -- • ..... - -- - - ---- , --- -- - - . - -. - - - .•.• ■. FW ORDER OF PRECEDENCE (Grant Funded). In the event of any conflict between or among the terms of any of the Contract Documents and/or the County's Board approved Executive Summary, the terms of the Agreement shall take precedence over the terms of all other Contract Documents, except the terms of any Supplemental Conditions shall take precedence over the Agreement. To the extent any conflict in the terms of the Contract Documents cannot be resolved by application of the Supplemental Conditions, if any, or the Agreement, the conflict shall be resolved by imposing the more strict or costly obligation under the Contract Documents upon the Contractor at County's discretion. 36. ASSIGNMENT. Contractor shall not assign this Agreement or any part thereof, without the prior consent in writing of the County. Any attempt to assign or otherwise transfer this Agreement, or any part herein, without the County's consent, shall be void. If Contractor does, with approval, assign this Agreement or any part thereof, it shall require that its assignee be bound to it and to assume toward Contractor all of the obligations and responsibilities that Contractor has assumed toward the County. 37. SECURITY. The Contractor is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records on each employee and make them available to the County for at least four (4) years. All of Contractor's employees and subcontractors must wear Collier County Government Identification badges at all times while performing services on County facilities and properties. Contractor ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the contractor's business. The Contractor shall immediately notify the Collier County Facilities Management Division via e-mail (DL-FMOPS@colliergov.net) whenever an employee assigned to Collier Page 12 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. Failure to notify within four (4) hours of separation may result in a deduction of $500 per incident. 38. ❑ IV ME (Intentionally left blank -signature page to follow) Page 13 of 17 Fixed Tenn Service Multi -Contractor Agreement 2017.008 (Ver.1) IN WITNESS WHEREOF, the parties hereto, by an authorized person or agent, have executed this Agreement on the date and year first written above. ATTEST: Crystal K. Kinzel, Clerk of Courts & Comptroller 0 (SEAL) Dated: Contractor's Witnesses: Ka�-A s1yaA Contractor's First Witness kQLUCr i q i Ncdf TT y e/print witness nameT Contractor's Second Wit ss 4ATV ! Ni��E-P- S (NCIR TTypelprint witness nameT Approved as to Form and Legality: County Attorney Print Name BOARD OF COUNTY COMMISSIONERS COLLIER COUNTY, FLORIDA Burt L. Saunders , Chairman 22nd Century Technologies, Inc. Contractor R.. Page 14 of 17 Si gnature IN Fixed Term Service Mull i-Contractor Agreement 2017.008 (Vent 0Qo Exhibit A Scope of Services FE-1 following this page (pages 1 through 20 ) ❑ this exhibit is not applicable Page 15 of 17 Fixed Tenn Service Multi -Contractor Agreement 2017.008 (Ver.1) m RFP# 20-7715 "Contract Employment Services" EXHIBIT A SCOPE OF SERVICES =AWARD This Agreement is awarded on a Primary and Secondary basis. Primary: KeyStaff, Inc. Secondary: 22nd Century Technologies, Inc. If the Primary is non -responsive to the County's request in a period of two (2) business days, or if the qualifications of a recommended contracted staff member are not commensurate with County needs, staff are authorized to engage with the Secondary. The Secondary will have two (2) business days to respond. DETAILED SCOPE OF WORK The Temporary Staff Agency ("Contractor" and "Vendors") will provided temporary staff to perform a variety of unskilled, serni- technical and skilled work functions for various Divisions and Departments within Collier County Government. The job titles included within the categories in Exhibit A-1 are representative of positions currently requiring temporary staffing from time to time but are not exhaustive of all County positions. Additional job titles may be added to a category based on the County's need with notice provided to the staffing agency under contract with approval of the Human Resources division. No contract amendment will be required to add, remove or revise job titles. The Temporary Staff Agency shall provide temporary employees within two (2) weeks from contact to the County's Project Manager. The County may ask for as many interviewees from the firm as it takes to satisfy management. Assignments should not exceed one fiscal year (October I through September 30); however, in areas where special work/project(s) are required to meet business needs firm will seek to obtain authorization from Human Resources prior to staffing assignment. Contract employees shall be assigned according to the following categories, titles and hourly pay rates/ranges described in Exhibit A-1. STAFFING AGENCY REQUIREMENTS The Temporary Staff Agency shall provide: • Provide a timely and effective sourcing strategy that identifies qualified candidates for referral, including those from diverse backgrounds • Provide a timely and effective screening process that ensures all referred candidates fit the knowledge, skills, and experience requirements for the position, possess the personal characteristics required for successful job performance, and, are a salary fit. • Conduct at least one face-to-face interview with each potential candidate prior to referral: provide a resume for each referred candidate. • Conduct reference checks with individuals who are or have been in the position to evaluate the candidate's performance on the job. Through these reference checks, verify the candidate possesses the knowledge, skills and experience to meet the requirements of the job and has the personal characteristics required for successful job performance. • Finalize a process with the County for interviews and coordinate applicant's participation in interviews. • Debrief with the County following interviews and identify additional candidates if necessary. • Verify the selected candidates' educational background, the possession of any required licenses and certifications, if applicable, and conduct a background investigation. • In the event politically sensitive or potentially embarrassing issues arise in the candidate's background, conduct in-depth interviews with principal parties to clarify the event and contact the County's Human Resources Employment Operations Manager for review. • Notify rejected applicants. Page 1 of 4 Exhibit A- Scope of Services C:.t RFP# 20-7715 "Contract Employment Services" BACKGROUND SCREENING REQUIREMENTS Collier County may require that temporary personnel provided to perform work for the County to successfully complete a drug test and National Criminal Records Check prior to commencing employment with Collier County. Temporary Staff Agency employees may be required to successfully pass a Urine Drug Screen before starting employment with Collier County. A qualified laboratory approved by the County must be utilized to perform the test. Any Temporary Staff Agency applicant who refuses to test, or whose test results are positive, will be denied employment. At a minimum, the drug test must test for the presence of Amphetamines/Methamphetamines, Cannabinoids-THC/Marijuana, Cocaine, Opiates, and PCP (5-Panel Test). Temporary Staff Agency employees must undergo and successfully pass the following national criminal records checks (All background checks must be screened by Collier County Facilities Management): National Federal Criminal Search; National Criminal Database; County Criminal Database; National Sex Offender Registry and Violent Abuse Registry. Collier County reserves the right to require a Level II background check through the Florida Department of Law Enforcement (FDLE); Department of Elder Affairs (DOEA); or Department of Children and Family Services (DCF), based on the nature of the temporary assignment. Staffing agency will be responsible to track and send contracted employees to be rescreened after (5) years to adhere to Collier County Ordinance 2007-64. The Temporary Staff Agency will be responsible to pay the Collier County fingerprint background check fee regardless if the worker is contracted or fails the background screening. For individuals who will be assigned to work in Sheriff's facilities, the worker must pass the Collier County Sheriffs Office background screening prior to being contracted. All applicable fees, if any, will be the responsibility of the staffing agency. Temporary Staff Agency that provide personnel for positions/categories that require a driver's license shall ensure that the individual possesses a valid Florida license, with no more than three (3) moving violations in the previous three (3) year period. During the period of the assignment, the staffing agency employee who is required to drive must continue to have a driving record that complies with County driving requirements. When considering candidates who will ultimately be referred to Collier County BCC for employment, the Temporary Staff Agency agrees to contact the County's HR Employment Operations Manager for additional guidance if candidates fall into one or more of the following categories: • The candidate is unable to successfully pass a five (5) panel drug screen. • The candidate has a first -degree misdemeanor conviction (or equivalent from another state) within the past 10 years. • The candidate has any level felony conviction within the past 10 years. • The candidate has a felony conviction which involves violence or weapons, regardless of when it occurred, or drug sale, drug manufacturing or drug trafficking convictions. • If the candidate is a former Collier County BCC employee, contact the County's Human Resources Employment Operations Manager to verify the employee left in good standing. STAFFING AGENCY CRITERIA In no case will a Temporary Staff Agency employee be permitted to perform supervisory responsibilities over County personnel or other Temporary Staff Agency workers. Temporary Staff Agency employees may, upon receipt of licensure or certifications, be eligible to move to a different category of work or different position title under the Detailed Scope listed above and be paid at a different base pay rate. Changes will be permitted only per request of the County's Project Manager overseeing the temporary agency employee. All other protocols regarding placement of temporary workers will be followed with a change of position. If the Temporary Staff Agency does not supply the services for the requested position title, Temporary Staff Agency workers may be required to become employed by a different vendor. The Temporary Staff Agency may, at their discretion, pay for training or travel for a temporary agency worker to receive licensure or certification(s). Temporary agency workers may also pay for training or travel related to attaining a license or certification. At no time will the County pay, or reimburse the Temporary Staff Agency or their worker, for training or travel associated with attainment of a license or certification. Temporary Staff Agency workers may, upon approval of the County's Division Director responsible for oversight of the system or program (Human Resources, Information Technology, Procurement, Risk Management, etc.), receive approval to drive a County Page 2 of 4 Exhibit A- Scope of Services RFP# 20-7715 "Contract Employment Services" vehicle; have access to a network account; be granted authority for elevated system privileges; or have authorization to make purchases. Additional background screenings may be required prior to granting permissions for these activities. In addition, the Temporary Staff Agency is expected to provide and/or adhere to the following terms and conditions: 1. Fixed contractor mark-up for each category for the duration of the contract, which may include overhead, benefits, insurance, Workers' Compensation, employee travel, testing/screening fees, etc. 2. No additional surcharges or fees will be allowed except as noted at the annual rate adjustment period. 3. Provide a quote in advance of placement for each worker that includes a resume, brief description of assignment, the category selected, the employee hourly rate and the contractor's mark-up. 4. Notify the Temporary Staff Agency worker of his/her work assignment, location of work and directions to the work location. 5., Temporary Staff Agency workers shall be neat, clean, well-groomed and courteous, and shall be fully dressed including shirt and shoes. Workers must conform with CMA 5309, "Appearance and Personal Hygiene". (See Exhibit B of Solicitation #20- 7715) The County may, at their discretion, provide uniforms to the workers at no cost to the staffing agency or assigned workers. 6. Temporary Staff Agency workers may be required at various locations throughout Collier County, including, but not limited to, Marco Island, Copeland, Everglades City, Orange Tree/Ave Maria, Immokalee and North Naples. 7. Per IRS and Florida Retirement System (FRS) requirements, any employee who has retired from a position with an FRS - covered employer may not be re-employed by an FRS agency or a vendor/third party providing services to an FRS employer in the first six months following their separation date through the Deferred Retirement Option Program (DROP), normal retirement, or date on which they have taken a distribution from their FRS account. The Temporary Staff Agency must confirm that the worker being assigned is not an FRS retiree nor has the individual taken a withdrawal in the previous 6-month period. 8. Confirm, prior to placement, that workers are able to verbally receive and understand instructions in English. 9. Comply, both the Temporary Staff Agency and workers, with all applicable regulations of the County, the State and the Federal government; full cooperation is expected and required. Should the minimum employee pay rate fall below the Federal or State minimum wage, the contractor shall notify the County so that compensation is commensurate with all wage practices. 10. In the event the temporary employee does not arrive for work, the Temporary Staff Agency shall be responsible for assigning a new temporary employee before the next scheduled workday. Failure to perform shall result in the County invoking liquidated damages and repetitive failures to perform shall subject the Temporary Staff Agency to be found in default of the Agreement. 11. Overtime: Must receive pre -approval from County designee and shall only apply when worked in excess of forty (40) hours per week by the same employee at the request of the County. Hours worked on weekends will be treated as straight time unless they are in excess of a forty (40) hour work week. All overtime will be paid at one and one-half (1.5) times the agreed upon employee's hourly rate of pay. 12. Submit invoices on all Temporary Staff Agency workers detailing the following information: a. The Division that the worker is assigned b. The purchase order number c. The name of the worker and the employee hourly rate d. Signed and approved time sheet/card with number of hours worked by the employee during a date range (i.e. week, month, etc.) e. Approval from County of overtime (if applicable) f. The contractor mark-up g. Total cost assessed to the County 13. Temporary staffing work with the County is at will unless otherwise stated in this Agreement #20-7715 signed by the Board of County Commissioners. This means that either the County or the worker can terminate the employment of the Temporary Staff Agency worker at any time and for any reason, with or without notice. Page 3 of 4 Exhibit A- Scope of Services ■ RFP# 20-7715 "Contract Employment Services" 14. Contract Transition Plan: As the County currently has existing temporary clerical and labor services Linder contract, new temporary staffing agencies shall be required to accommodate a transfer/hire of those workers which the County deems necessary at an hourly rate (to the worker) equal to or above their current hourly rate. This shall NOT affect incoming or new workers, only existing, transitioning clerical workers or laborers previously working under contracts #16-6545 and #18-7304. Transfer of existing staff, including an orientation to the vendor's employment practices must be conducted prior to the official start of the awarded contract to ensure seamless County operations. The transition plan must also include information on the agency's timekeeping practices and requirements as well as the invoicing process. 15. Buy Out/Purchase: If the Temporary Staff Agency worker is offered and accepts a position with the County, there shall be no requirement of the County to "buy out" or purchase any remaining contractual term between the worker and the employing agency. The County will not guarantee the current contracted pay rate upon hire to a County position. 16. Upon award/activation of this contract Collier County requires a Project Manager be assigned and on -site within an agreed upon response time and for this individual to be dedicated to this project until completion. If requested, the Project Manager or another staffing agency representative may be required to be on site throughout Collier County (Marco Island, Everglades City, Immokalee, etc.) to recruit and onboard new temporary staff. The staffing agency must have a Project Manager available to assist the County's representative(s) for the duration of the Agreement to resolve issues which may arise between the County and the staffing agency. It is the expectation of Collier County that all vendors conduct business compliant with applicable local, state and federal codes and regulations. 17. Upon separation of a Temporary Staff Agency worker, ensure that any property that was issued by the County to perform the job functions is returned to Collier County (uniforms, personal protective equipment, badge, cellular phone, etc.). Page 4 of 4 Exhibit A- Scope of Services EXHIBIT A-1 POSITION CATEGORIES Contractors will be required to understand and comply with all applicable laws and regulations of any governmental entity (OSHA, DOT, EPA, ANSI, FDEP. NFPA, DCF, etc.). Specific required licenses, certification, and additional background screenings will vary depending on area of assignment. Divisions will be required to provide background screenings requirements that will derive from the list within the RFP "Background Screening Requirements". Category 1: Financial/Accounting, including, but not limited to: Accountant- Perform professional and technical accounting and financial duties for a County Division. Performs avarietyof accounting duties pertaining to the preparation, maintenance and administration of the Division budget. Analyzes historical costs and projects future financial needs. Prepares the annual budget for the division. Administers the approved budget; monitors expenditures; prepares budget reports; and prepares budget amendments as necessary. Performs Division accounts receivable functions. Prepares accounts receivable invoices; prepares billings for client services; receives and reconciles payments; assigns payments to proper cost center; verifies posting of receivables; maintains accounts receivable records; and prepares bank deposits. Performs division accounts payable functions. Prepares purchase order requests; prepares invoices for payment authorization; assigns expenditures to proper cost center and submits to Finance division; verifies positing o expenditures. Maintains accounts payable ledger and records. Enters and maintains automated and manual accounting records. Performs data entry for accounting operations and verifies accuracy. Reconciles General ledger accounts. Base Hourly Rate: $23.89 - $30.77 Accounting Technician - Performs entry level accounting and administrative work for an assigned accounting function i.e. grants administration or lease management. Receives, and processes financial documents for assigned accounting functions (i.e. purchase order requisitions, invoices, etc.); reviews documents; ensures accuracy; completes with appropriate information such as account codes, assigning vendor numbers, etc. Enters information into automated financial information systems and submits for processing. Prepares and processes documents for assigned accounting functions (i.e. invoices/bills for services County services, receipts for incoming payments and revenues, etc.) ensures accuracy, completeness, appropriate coding, etc. Accepts and posts payments for assigned programs/functions and prepares receipts for same. Monitors accounting activities and compares with established budgets and/or projections. Prepares reports of accounting activities such as grant reporting summaries, reports of budget deviations, revenue and sales reports, revenues and expenditures reports, etc. Base Hourly Rate: $19.15 - $25.51 Fiscal Technician - Performs technical accounting and clerical duties for an assigned division, department and/or accounting program. Receives and processes financial documents for assigned accounting functions (i.e. purchase order requisitions, utility fees, invoices, etc.); reviews documents; ensures accuracy; completes with appropriate information such as account codes, vendor numbers, etc. Enters information into automated financial information systems and submits for processing. Prepares documents for assigned accounting programs (invoices, bills, check requests, purchase orders, adjustments, etc.) ensures accuracy and completeness; obtains appropriate signatures when applicable, and submits/distributes for processing. Base Hourly Rate: $16.54 - $21.99 Grants Coordinator — To secure and administer grant programs within various departments including State and Federal grants. Oversees implementation of grants, monitors grant activity timeliness and compliance and oversees preparation of regular progress updates and financial/statistical reporting. Ensures that all aspects of programmatic management, procurement of various contractors/consultants, scheduling of public meetings, record keeping for auditing purposes, preparing work plans for construction projects, and developing various reviews, executive summaries, resolutions, participating party agreements, and review of budget amendments and ensure all are completed according to schedule. Base Hourly Rate: $26.31 - $33.89 Page 1 of 16 Exhibit A-1 Position Categories Grants Support Specialist - Provides project administrative support for the operation of grant programs within Community & Human Services Division. Prepares various state and federal government mandated reports. Maintains files for grants programs. Maintains files for grants programs including recipient information. Ensures that programs remain in compliance by preparing state and federal monitoring reports including research & compilation of data/information, data entry, copying, mailing & filing. Inputs data from subrecipients, vendors, fiscal staff, and grant agencies into the systems and translates to an internal schedule of expenditures for tracking/monitoring by fiscal personnel. Provides assistance and advice to subrecipients/vendors on their specific projects regarding invoicing, documentation of form preparation and contract/grant compliance. Prepares assigned portions of documentation of form preparation, contract compliance and compliance requirements. Establishes and maintains automated and manual client records and files. Provides assistance and information to internal and external callers and visitors regarding the division, its programs and services and the administrative support functions. Ensures that all program complaints are referred to the appropriate staff member or agency. Refers callers/visitors to appropriate staff as needed. Performs special projects as assigned. Base Hourly Rate: $18.24 - $24.24 Senior Grants and Housing Coordinator - This position functions as the divisional lead for the development of the required grant planning and affordable housing implementation tasks. Lead staff member for the entire life cycle of grant planning including development of a Five -Year Consolidated Plan, One Year Action Plans, adjustments to both, and development of the Consolidated Annual Performance Evaluation Report to meet federal guidelines. Also, provides technical advisement on all HUD grant applications and awards, and oversees the fair and equitable grant award selection process. Functions as the expert in affordable housing activities to meet Growth Management and Land Development Code requirements. Advises on and shapes policy and oversees implementation of final requirements. Provides guidance and is a technical resource for a variety of federal/state grant programs, including coordinating grant planning documents and efforts, and develops compliant contract language, assures compliance with federal/state rules and regulations, and coordinates grant application development with large teams of internal and external members. Provides technical and grant writing assistance as needed. Base Hourly Rate: $27.63 - $35.59 Category 2: Clerical/Administrative, including but not limited to: Administrative Assistant - Performs a variety of administrative duties for the division to include preparing and/or processing budget, purchasing, payroll and accounting documents. Coordinates the preparation of budget development documents; tracks expenditures and revenues; and prepares budget amendments. Records and deposits monies received by the division. Prepares and/or reviews procurement docurnents to include bid specifications, invoices; contracts, etc. Supervises and/or performs dataentry for purchase orders. Reviews and approves invoices and processes for payment. Base Hourly Rate: $18.24 - $24.24 Administrative Secretary - Prepares division records, reports and forms; prepares correspondence and letters; receives documents and/or retrieves information from drafts, summaries, databases or other source documents; and incorporates information into prepared materials; and proofreads for accuracy and completeness. Copies and distributes documents as appropriate. Base Hourly Rate: $16.54 - $21.99 Customer Service Representative - Answers Division telephones; assists callers with questions regarding division programs, services or procedures; refers callers to other staff members as appropriate; and takes messages. May operate switchboard. Receives, screens and assists visitors and/or customers; provides information; and/or directs visitors to appropriate staff member or division. Provides information regarding division programs; explains policies and procedures; receives applications, payments, requests and/or complaints; and researches and provides information from division databases or records as requested. Provides forms, applications, receipts or other documents to visitors/customers upon request. Assists customers with completing forms. Performs general clerical work to support division programs and operations. Enters and maintains information in division databases; retrieves information upon request; copies and files documents, schedule conference rooms or meetings; maintaining mailing lists. Base Hourly Rate: $13.47 - $17.91 Page 2 of 16 Exhibit A-1 Position Categories ■ Customer Service Specialist - Prepares division records, reports and forms; prepares correspondence and letters; receives documents and/or retrieves information from drafts, summaries, databases or other source documents; and incorporates information into prepared materials; and proofreads for accuracy and completeness. Copies and distributes documents as appropriate. Prepares and processes administrative documents (i.e. payroll, accounts payable, invoices, etc.). Prepares and processes program/operational documents (permits, work orders, project records, etc.). Researches, assembles and compiles information needed to complete documents. Base Hourly Rate: $15.75 - $20.94 Executive Secretary - Serves as initial point of contact for assigned executive. Receives and screens calls and visitors; provides assistance and information; responds to complaints, inquiries and requests for information; and researches, collects and distributes information; and refers callers/visitors to other divisions as appropriate. Maintains frequent communication with all levels of County government, external agencies, local businesses, community groups, the media, constituents, and the general public. Presents a professional and positive image for the County. Prepares a variety of documents, correspondence, and materials as requested. Researches, assembles and summarizes information for requested reports and materials; transcribes letters and memos from tape; prepares statistical summaries and narrative reports; collects information from other County managers and personnel for incorporation into prepared reports and executive summaries; and copies and distributes documents as appropriate. Base Hourly Rate: $19.15 - $25.51 Inventory Control Specialist - Plans, organizes, and schedules inventory management activities which includes: procurement, receipt, storage, issuance, item management and accounting for a wide variety of equipment/supplies/materials. This work requires a basic understanding and application of the theories, principles and practices of inventory management usually gained through schools or equivalent experience. Places orders for inventory, non -inventory and special -order items. Obtains informal quotes for parts, safety supplies, consumable supplies, equipment and contracted services. Monitors status of pending orders and initiates A/P process when items are received. Serves as a liaison between the vendor representatives, operating section personnel, and the Procurement Division; ensuring material updates are completed timely and accurately. Receives and processes financial documents for assigned accounting functions (i.e., purchase order requisitions, checks, invoices, etc.); reviews documents, ensures accuracy and completes with appropriate information such as account codes, vendor numbers, etc. Base Hourly Rate: $16.54 - $21.99 Library Assistant - Performs a variety of routine support (non-professional) duties relating to the overall operation of the public library. Performs circulation duties; checks books in and out; retrieves books from book drop; takes overdue fines, writes receipts, and completes daily cash receipts; issues library cards; requests inter -library loan services; assists in managing circulation and patron services. Operates library facility; shelves books and audio -video; reads shelves; ensures shelves are in order; and assists in removing and restocking library inventories. Provides customer service to library patrons. Base Hourly Rate: $12.22 - $16.24 Museum Assistant - Assist the Museum Manager in the operations, maintenance and security of the Museum. Maintains museum facilities and exhibits; contacts repair persons or specialized Museum staff for assistance as needed. Provides clerical support; compiles information and prepares reports on museum operations, activities, and visitations. Greets visitors; conducts tours of the museum; speaks to groups. Develops presentations and activities; assists with implementing museum programs. Base Hourly Rate: $15.75 - $20.94 Operations Coordinator - Performs varied administrative technical and advanced general assistance duties in support of division management staff; to compile information for use in record keeping and report preparation; to lead and participate in assigned office and administrative activities and to provide professional, effective and efficient public service assistance to the general public. Work involves preparing and processing varied administrative documents such as payroll, budget, purchasing, etc.; preparing a variety of operational documents, forms, reports, records and summaries; entering data and retrieving information from division databases; and maintaining automated and manual files. Base Hourly Rate: $18.24 - $24.24 Page 3 of 16 Exhibit A-1 Position Categories Planning Technician - Perform professional work collecting, organizing, evaluating, and reporting planning data in conjunction with and for other Planning staff members. Processes land use petitions and site development plans and distributes to appropriate divisions for review; processes carnival petitions; processes the transmittal and adoption of Growth Management Plan amendments; processes commercial Certificates of Adequacy. Researches special projects required by Planning staff or management in conjunction with petitions, special projects, Commissioner requests, and public requests. Maintains zoning atlas maps; maintains divisional files. Prepares and computes monthly activity measures reports, correspondence, and a variety of divisional records. Base Hourly Rate: $18.24 - $24.24 Purchasing Technician - Prepares a variety of procurement documents. Assists with preparing request for proposal (RFP) and Invitation for bid packages; compiles data and supporting documentation; copies, mails and distributes bid and proposal documents and addenda; prepares purchase orders, requisitions, letters, bid tabulation forms, mailing lists, etc. Processes purchase orders. Receives and reviews purchase orders for completeness and required authorizations. Records approved purchase orders and submits to appropriate purchasing agent. Distributes purchase orders to divisions as appropriate. Establishes, updates and maintains division databases, such as vendor applications, vendor subscriber files, proposal and bid records, etc.; establishes and updates schedules for various committee and/or bid/proposal meetings. Base Hourly Rate: $17.37 - $23.09 Category 3: Manual Labor/Maintenance, including but not limited to: Animal Care Specialist - Cares for, cleans, grooms, and feeds all domestic and exotic animals received into the animal control center; moves animals to proper shelter and ensures no threat to one another; observes disposition of animals for adaptability. Cleans and maintains shelter facilities, grounds, and equipment; mows/trims lawn, picks up trash, and waters plants, operates shelter cleaning equipment; maintains livestock and livestock area/pens. Ensures animals have sufficient food and water; prepares appropriate food mixtures for animals according to type, size, and age; sanitizes and disinfects animal quarters and food/water dishes. Observes and examines animals for signs of illness or injury; prepares and administers medications, vaccinations and worming treatments; cleans and treats wounds; requests veterinarian services as necessary; performs routine lab work to include blood and fecal testing and skin scraping. Base Hourly Rate: $14.15 - $18.80 Automated Meter Reading Technician - reads water meters and record water consumption for use in generating water bills and ensuring water meter accuracy. Performs and tests the automated meters with a Read One Pro and other electronic devices. Tests meters to ensure proper operations and accurate readings; inspects/observes condition of meters; checks meters for leaks, high readings, damage, or illegal connections; performs basic repairs and reports more complex problems to supervisor. Base Hourly Rate: $$15.75-20.94 Line Service Technician I - Performs customer service type ramp duties and assist with the safety related operations and associated maintenance activities required to ensure that the Airport is operated in accordance with policies set forth by the Board of County Commissions and Airport Authority. Responsible for various aircraft ground support/line service functions, including but not limited to fueling, parking, lavatory service, towing and luggage handling and various customer service functions. Base Hourly Rate: $14.15 - $18.80 Maintenance Worker - Performs general repair and maintenance work on County buildings, equipment, grounds, and related facilities within an assigned County division; performs semi -skilled and manual work involving grounds maintenance, parks/recreational facility maintenance, aquatic facility maintenance, aquatic control, lake/beach maintenance, road/bridge maintenance, roadside maintenance, traffic operations, road sign installation, water utilities maintenance, building maintenance, plumbing maintenance, custodial maintenance, or other projects within the assigned division; assists skilled -trade employees or other workers as needed. Base Hourly Rate: $ 12.22 - $16.24 Page 4 of 16 Exhibit A-1 Position Categories r�s Plant Operator, Trainee - Performs entry-level work involving operation and maintenance of plant systems and related equipment for an assigned division/function, which may involve water treatment plant systems, wastewater treatment plant systems, cooling plant systems, or other facilities as assigned. This classification works under the close supervision of licensed operators and is intended to serve as a training position. Controls plant operations of water treatment plant systems, wastewater treatment plant systems, cooling plant systems, or other assigned facilities in accordance with all established regulations, standards, and procedures; operates and monitors plant/systems via computer; conducts visual plant inspections and monitors plant operations/processes to ensure proper operations and to detect equipment failures, potential leaks, or other problem situations; makes adjustments in equipment operations as appropriate; performs preventive maintenance checks and procedures on plant equipment; reports faulty equipment or problem situations to appropriate personnel. Base Hourly Rate: $15.75 - $20.94 Solid Waste Specialist - Screens, identifies, and monitors waste entering the landfill scale house operations while providing cashier and customer service. Performs daily maintenance of the landfill operations center. Weighs inbound and outbound trucks at the County's landfills and inspects loads for potential hazards. Identifies all material types and ensures that the load is brought to the proper location/locations within the landfill for recycling, burial or diversion. Provides assistance to customers atthe Solid & Hazardous Waste Management facilities. Base Hourly Rate: $15.75 - $20.94 Utility Technician - Maintains utility systerns, equipment, and facilities. Employees in this classification perform various tasks involving maintenance of utility systerns, equipment, and facilities in an assigned section of the Public Utilities Department or other County division, which may include water distribution systems, wastewater collections, water treatment facilities, field operations, or other areas. Coordinates and/or performs the installation of backflow prevention devices to prevent contamination and bacteria from entering water supply line or distribution system; issues daily work orders; identifies and troubleshoots problem situations or potentially dangerous cross -connections; installs, repairs, and tests backflow prevention devices. Coordinates issuing and maintenance of water meters; evaluates sites for meter installations and meets with contractors and locators; raises meter boxes; installs water meters; replaces older, worn, or malfunctioning water meters with new meters; repairs, calibrates, and tests large meters and/or electronic meters. Base Hourly Rate: $15.75 - $20.94 Category 4: Skilled Tradesworkers, including but not limited to: Automotive Technician, Apprentice - Performs supervised technical and mechanical work involving repair and maintenance of vehicles, light/heavy equipment, fire/emergency vehicles, grounds maintenance equipment, and other automotive/mechanical machinery. Examines vehicles/equipment to determine necessary repair or maintenance work; conducts diagnostic testing; consults with drivers or equipment operators to obtain input on problems, assist in diagnosing problems, or prevent future problems; determines parts/supplies necessary to conduct repairs. Performs routine and preventive maintenance on vehicles and equipment; pumps fuel into vehicles; checks fluid levels and replaces fluids as needed; drains/replaces oil; changes/replaces filters and batteries; removes/replaces belts, hoses, fuses, bulbs, blades, and other parts; flushes radiators and coolant systems; replaces spark plugs and wires; lubricates mechanical parts and greases equipment; services air conditioning systems; aligns wheels; checks air pressure level of tires; patches holes/punctures in tires; repairs/replaces damaged tires; rotates and balances tires. Base Hourly Rate: $16.54 - $21.99 Automotive Technician, Journeyman - performs skilled and general mechanical manual work involving repair and maintenance of vehicles, light/heavy equipment, fire/emergency vehicles, maintenance equipment, and other automotive/mechanical machinery. Receives work orders and performs independent skilled mechanical repair work on vehicles, trucks, light equipment, heavy machinery, grounds maintenance equipment, ambulances, fire trucks, small engines, or other automotive/mechanical equipment. Inspects, tests, and diagnoses problems involving various systems/components of vehicles or equipment, such as gasoline/diesel engines, ignition systems, computerized engine controls, electronic fuel injection systems, transmissions, differentials, steering systems, electrical systems, suspension systems, hydraulic systems, brake systems, drive train systems, engine cooling systems, fuel systems, charging systems, starting systems, exhaust systems, emission systems, inflatable restraint systems, heating/air conditioning systems, or lighting systems. Examines vehicles/equipment to determine necessary repair or maintenance work; conducts diagnostic testing; consults with drivers or equipment operators to obtain input on problems, assist in diagnosing problems, or prevent future problems; determines parts/supplies necessary to conduct repairs. Page 5 of 16 Exhibit A-1 Position Categories Base Hourly Rate: $18.24 - $24.24 Equipment Operator - Drives or operates trucks, tractors, and other equipment where driving and maneuvering the vehicle constitutes the majority of the work required to complete tasks for various maintenance, upkeep, and/or construction projects; equipment in this classification does not involve the operation of additional mechanisms other than those that are simple and routine requiring little extra dexterity and finesse. Drives single, tandem, and tri-axle dump trucks or brush trucks in order to transport and haul materials between original and final destinations for use in maintenance and construction projects; positions vehicle to allow for the most efficient and effective loading or dumping of materials; secures all doors, gates, and fasteners to prevent spillage or loss of load; operates dumping mechanism to dump materials at appropriate locations; operates truck and dumping mechanism simultaneously to spread materials along prescribed path to required specifications. Base Hourly Rate: $14.15 - $18.80 Equipment Operator, Senior - Operates various equipment and vehicles to complete tasks related to the maintenance, upkeep, installation, and construction of County grounds, property, utilities, rights -of -way, and other infrastructure for divisional operations; drives vehicles over public roads, work sites, rights -of -way, parks, public works facilities, and other County property; maneuvers in and around traffic, parked cars, equipment, utilities, and other obstacles; obeys all traffic laws and safety guidelines; monitors immediate environment and work area to ensure the safety of operator, other workers, the equipment, and the public. Operates backhoe to perform basic digging, trenching, and clearing of land or materials for maintenance and upkeep projects for public utilities and other infrastructure; controls placement of equipment and determines optimum approach to each digging scenario in order to minimize destruction of property and avoid electric, water, sewer, and other public utility lines. Base Hourly Rate: $17.37 - $23.09 Heavy Equipment Operator - Maneuvers heavy equipment and operates complex mechanisms involving digging, moving earth and materials, grading, loading, and performing similar tasks in order to advance projects relating to construction and maintenance of County streets, utilities, and other infrastructure; equipment is primarily driven and operated on -site, but does require some driving over public roads; maneuvers in and around traffic, crew workers, equipment, utilities, and other obstacles; obeys all traffic laws and safety guidelines; monitors immediate environment and work area to ensure the safety of operator, other workers, the equipment, and the public. Operates excavator, trackhoe, and backhoe to perform skilled digging and trenching for maintenance, upkeep, and construction projects for public utilities and other infrastructure, where exacting tolerances and specification are required; controls placement of equipment and determines optimum approach to each digging scenario in order to minimize destruction of property and avoid electric, water, sewer, and other public utility lines. Operates a track or rubber -tired loader with large volume and weight capacities to load materials into trucks or move them over short distances; positions equipment and controls height, angle, and position of scoop for optimum delivery of payload; controls amount and weight of materials being lifted to avoid exceeding equipment capacity. Operates motor -grader, scraper, and excavator with blade attachment to set gradients for large construction and maintenance projects such as roads, landscaping, embankments, and other projects requiring exacting specifications related to slope, angle, and pitch; determines appropriate settings and adjusts blades for height, angle, and pitch to achieve desired outcome; maneuvers equipment and operates mechanisms to skillfully set gradient, smooth surfaces, and spread materials. Operates bulldozer, scraper, and compactor to move earth, gravel, sand, and other materials for large construction and maintenance projects; operates mechanisms to establish rough grades or to smooth and compact surfaces in preparation for pavement, construction, or other work. Base Hourly Rate: $19.15 - $25.51 Instrumentation/Electrical Technician - Performs specialized electrical work associated with installation, programming, and repair of equipment/machinery at wastewater treatment plants, wastewater collection facilities, off -site operations, and related facilities. Installs, programs, calibrates, and/or repairs a variety of instrumentation and electronic equipment at utility plants and related facilities, which may include variable frequency drives, flow meters, transducers, generators, transfer switches, programmable logic controls, integrated controls, motor control panels, electrical services, branch circuits, sub -feeders, lift station panels, data flow systems, or antennas. Operates central telemetry computer to program, monitor, and control lift stations; troubleshoots telemetry computer problems; troubleshoots lift stations; programs lift station configuration; designs and builds electrical controls; builds screens and control logic; generates trend data and reports; modifies configuration of external hardware; calculates electrical loads and hydraulics on lift stations. Base Hourly Rate: $19.15 - $25.51 Page 6 of 16 Exhibit A-1 Position Categories Line Service Technician I1 - Performs fueling of aircraft and helicopters according to specifications and to Airport Authority fuel program and procedures. Checks and add proper oil in accordance with the specifications of the aircraft as requested by customer. Checks tire pressure and performs lavatory services as requested. Tow aircraft to secure tie- down are hangars, pulls aircraft out of hangars for departure using appropriate tug and tow for specific aircraft. Directs aircraft to proper parking areas. Performs FAR Part 139 airfield inspections and advises supervisors of all noted discrepancies. Performs daily and monthly fuel truck safety inspections. Ensures vehicles are in safe operating order and running properly. Escorts various private and company personnel unfamiliar with the airport grounds as requested to ensure safety compliance. Assist with daily fuel farm inspections including performing pre -loading and quality control inspections. Reviews updated operations manual for various aircraft as needed. Can manage the daily ramp schedule and activities by planning ahead for aircraft parking, utilizing appropriate Airport procedures in absence of the Airport Operations Supervisor. When requested insures effective and safe refueling of helicopters while they are still in operation. Manages and completes all high -risk towing, ensuring that all aircraft are appropriately and safely removed from hangars following Airport procedures. Can perform airport morning opening and nightly closeout procedures and can conduct all pre- closing/opening inspections. Base Hourly Rate: $17.37 - $23.09 Maintenance Specialist - Performs specialized maintenance work within an assigned County division, which may involve water utilities maintenance, plumbing maintenance, aquatic control, lake/beach maintenance, grounds maintenance, parks/recreational facility maintenance, aquatic facility maintenance, road/bridge maintenance, roadside maintenance, traffic operations, road sign installation, building maintenance, custodial maintenance, or other projects within the assigned division; assists skilled -trade employees or other workers as needed. Base Hourly Rate: $16.54 - $21.99 Plant Operator - Operate, monitor, and maintain water/wastewater treatment plant systems and related equipment to provide quality drinking water for public use and to produce quality effluent water in compliance with federal, state and local requirements. Operates water/wastewater treatment plant equipment to maintain adequate water flow, proper water treatment, and proper plant functions; monitors plant treatment process and distribution system; shuts down and starts plant as necessary; fills and pumps tanks at remote pump stations; monitors chemical levels in water; monitors and fills day tanks of sulfuric acid, caustic, scale inhibitor, fluoride, phosphate, and salt; transfers chemicals from bulk storage to day tanks to fill hoppers; adjusts and fills chemical feeders as needed; adjusts and monitors ammonia feeds and chlorine feeds; monitors and records differential pressures on cartridge filters; runs reverse osmosis series; monitors membrane and reverse osmosis membranes for efficiency; monitors and adjusts pH of pre -/post -feeds to membranes and distribution system; opens/closes fill valves; changes chlorine cylinders; adjusts high service pumps for distribution flow; adjusts and monitors sulfuric acid pumps, sodium hydroxide pumps, scale inhibitor pumps, phosphate pumps, transfer pumps, and concentrate pumps; adjusts well flows; monitors and records deep well injection flows; adjusts and monitors odor control caustic pumps, GST levels, cleanwell levels, and concentrate well levels; resets tripped wells; cleans degasifiers towers and odor control towers; controls suction pressures; monitors feed pressures and skid pressures; monitors weather station and logsdata. Base Hourly Rate: $19.15 - $25.51 Recycling pecialist - Researches and develops new/innovative hazardous waste collection and proper disposal programs including HHW collection, recycling and waste reduction procedures and programs; researches existing HHW collection, recycling and waste reduction programs and federal, state, and local legislation pertaining to solid waste disposal, HHW collection, waste reduction and recycling. Creates, produces and presents educational programs for HHW collection & disposal, business recycling and all MSW and recycling collection. Provides solid & hazardous waste (including Household Hazardous Waste recycling and waste reduction) on -site service and public outreach, information and education via the creation and dissemination of literature, websites, a hotline, special events, customer surveys, PSAs and advertising/marketing campaigns. Provides updates to the divisional page of the County web site relating to HHW. Identifies and administers new grant opportunities; processes applications and quarterly reports and monitors innovative HHW collection & disposal, recycling and waste reduction grants; presents opportunities to the Manager, Division Director, Department Head, and BCC. Provides input as needed for contracts and contract monitoring in relation to HHW collection, waste reduction, collection and recycling. Reviews invoices from all contractors for services performed. Performs daily work activities within the Household Hazardous Waste Collection Facility including lab packaging and disposing of Household Hazardous Waste (HHW) and scheduling of waste shipments. Base Hourly Rate: $21.43 - $27.60 Page 7 of 16 Exhibit A-1 Position Categories Tradesworker, Apprentice (Electrical HVAC Plumbing Structural) - to perform general unskilled and semi -skilled work functions associated with assisting upper level trades workers with routine maintenance and construction work in one or more trade areas, such as carpentry, electrical, plumbing, HVAC, painting, mechanical, and concrete/masonry. Receives work orders and performs work functions associated with various trades including HVAC, plumbing and pipefitting, mechanical, electrical, masonry, and carpentry under the supervision of upper tradespersons. Performs assigned construction, maintenance, and/or repair tasks associated with seasonal, special event, and/or daily operation of the county; retrieves tools for and assists skilled and semi -skilled workers as necessary; sets up appropriate signage to warn of hazards. Obtains, prepares, and delivers materials to the job site for installation by journey or master workers; sets up and works from a variety of ladders and scaffolding; keeps workers supplied with materials and tools; responds to directions from experienced tradespersons. Assists with troubleshooting plumbing, electrical and mechanical problems; read blue prints, schematics, flow charts, lab reports, and various manuals to diagnose and/or repair dysfunctional units or areas of disrepair. Base Hourly Rate: $16.54 - $21.99 Tradesworker, Journeyman (Electrical, HVAC, Plumbing, Structural) - performs skilled and general work functions associated with routine maintenance and construction work in one or more trade areas such as carpentry, electrical, plumbing, HVAC, painting, mechanical, and concrete/masonry. Oversees work of apprentice tradespersons; directs and guides unskilled and semi -skilled workers performing work functions associated with various trades including HVAC, plumbing and pipefitting, mechanical, electrical, masonry, and carpentry. Receives work orders and performs assigned construction, maintenance, and/or repair tasks associated with seasonal, special event, and/or daily operation of the county; sets up appropriate signage to warn of hazards. Troubleshoots plumbing, electrical and mechanical problems; reads blue prints, schematics, flow charts, lab reports, and various manuals to diagnose and/or repair dysfunctional units or areas of disrepair. Base Hourly Rate: $18.24 - $24.24 Traffic Signal Technician, Apprentice - Under general supervision, observes and aids in the installation, maintenance, and troubleshooting of traffic signal systems and related components to ensure safe, efficient, and continuous flow of traffic. Observes and aids in the maintenance, troubleshooting, testing and calibrating of traffic signal system electrical components and roadway lighting electrical circuits. Observes and aids in programming, timing and phasing into controllers; inspects/verifies time of day for each controller in coordinated systems; records changes in timing, wiring, or any junction. Aids in maintaining signal head lenses, reflectors, and disconnects; installing electrical wiring and replacing signal heads, lamps, and other hardware; operates Platform Truck and MOT truck. Base Hourly Rate: $19.15 - $25.51 Veterinary Technician - Sedates and prepares animals for surgery, including weighing and shaving animals, calculating drug dosages, and preparing injections. Assists Shelter Veterinarian in surgical procedures by monitoring anesthesia, heart rate and blood pressure, running the autoclave, cleaning instruments and "gloving in" when necessary. Sanitizes and prepares instruments for surgery using an autoclave. Cleans and monitors animals during recovery and after surgery. Assists Veterinarian with medical emergencies including placement of IV catheters, monitoring of vital signs, and providing fluid therapy. Prepares and administers medications (orally, subcutaneous, intra-muscular, and intravenously) and vaccinations according to instructions and direction from the Veterinarian. Draws up, logs and administers controlled substances under supervision of veterinarian. Performs venipuncture to draw blood samples from animals. Runs and interprets diagnostic tests using blood samples. Collects fecal samples from animals and processes for results. Uses a microscope to examine fecal flotations; interprets and communicates results to Veterinarian. Performs skin scrapings from animals with skin problems. Examines skin scrapings and interprets results to determine if the animals are infected with parasitic mites. Communicates results to Veterinarian. Performs basic bandaging and wound care for animals. Cares for, cleans, and feeds animals in assigned areas. Observes and evaluates animals for signs of illness, injuries and parasites. Assists Animal Control Officers, Customer Service Reps., and Kennel Technicians, in the absence of veterinarian, in performing basic procedures on injured animals such as triage, wound care, bandaging, SQ fluids etc). Restrains animals for medical exams and procedures. Base Hourly Rate: $15.75 - $20.94 Page 8 of 16 Exhibit A-1 Position Categories Category 5:Technical Staff, including but not limited to: Applications Analyst - Provides support and software solutions for assigned County information system programs and applications, which may include Web applications, business applications developed in-house, and/or applications purchased from vendors (i.e. intra-agency financial applications). Performs work, which involves facets of new and existing applications, from development and installation through maintenance, troubleshooting and upgrades/modifications. Defines requirements, develops specifications and documents processes for new software applications and modifications to existing software. Meets with users/customers to define user needs; analyzes business functions and work processes; determines technical needs; identifies system compatibility and capacity issues; identifies hardware and other equipment needed to support programs. Communicates with internal and external users to provide an analysis in the development of productions applications, requiring a general understanding of divisional processes. Designs, writes and tests new software applications and/or modifications/upgrades, which meet identified needs. Prepares and maintains system/program documentation. Tests prototype applications and works through operational problems. Installs and configures software/applications. Establishes user access levels, system security protocols. Designs, writes and maintains GIS script programs. Base Hourly Rate: $26.31 - $33.89 Business Technology Analyst - Provide independent development and verification of automated systems' workflows and processes, modifications, and reports; performs a variety of routine administrative functions in the County's automated systems. Performs a variety of specialized system functions, including, but not limited to, developing, configuring, testing, approving and implementing software configuration changes which result in business process changes; tests and approves system patches and upgrades functionality. Performs specialized technical research in support of business processes, including, but not limited to, identifying, establishing and customizing workflows, reviewing business processes, developing and updating business processes during upgrades or new installation. Performs a variety of routine administrative functions in the systems' modules, including, but not limited to, monitoring work flows and related documents, adding and maintaining master data, as well as having an operational role in work flow processing. Base Hourly Rate: $18.24 - $24.24 Geographical Information System (GIS) Technician - Maintain a database of Geographical Positioning System (GPS) co-ordinates for the development of reclaimed, wastewater and other appropriate county layers of the geographical information system (GIS). Provide data from the GIS for county divisions to assist in locating utilities, emergency repair, customer tie-ins, and maintenance of lines, valves, lift stations and other appropriate county needs. Verifies accuracy of GIS information for use by the division; verifies accuracy of legal descriptions, zoning and site plans, or surveys from computer records; acquires and maintains the GIS database for the division in which assigned. Maintains and updates GIS database; maintains index of GIS updates in division; operates and maintains a Trimble Pro XRS GPS; ability to maintain a database of GPS co-ordinates using Path Finder Office software. Assists divisions with emergency shut down situations; assist with stake and locates in the field as well as with office duties during clerical staff absences. Ability to read, understand and communicate the meaning of engineering/construction drawings and as -built drawings. Receives and responds to special requests for GIS information from department staff or other County divisions. Base Hourly Rate: $18.24 - $24.24 Geographical Information System (GIS) Technician Senior - Performs technical work at the advanced level in the development and maintenance of geographic database and in the preparation of cartographic and other illustrative products utilizing geographic information systems software. The work requires knowledge of database development and automated drafting techniques and procedures atthe advanced vocational level. The scope of work is differentiated from the lower level classification in that employees are responsible for the more complex assignments and projects. Compiles complicated topographic and planimetric information for the production of maps including the gathering of field data. Enters data into the GIS database through conversion of existing files and databases. Transfers complicated graphical and non -graphical information from existing documents to layout maps and/or forms. Processes data gathered from digitizing and scanning for accessing in order to complete mapping projects. Performs quality control by comparing completed maps and data to original datasets to locate and correct errors. Base Hourly Rate: $23.89 - $30.77 Page 9 of 16 Exhibit A-1 Position Categories Vic;;= Operations Analyst - Conducts operational and legal research, productivity analyses and management studies to assist in the management of divisional operations, programs, and services with tasks such as compiling and/or monitoring various administrative, legal and statistical data pertaining to departmental operations; researching information pertinent to task or project; analyzing data and identifies trends; preparing or generating reports; preparing legal documents and agreements; and providing technical assistance and information to management to aide decision making, May perform financial reviews and analyses for the division to include compiling and evaluating operational data and cost histories; monitoring and reviewing billing activities, expenditures, and financial reports; conducting detailed cost analysis; making recommendations to improve cost and operational effectiveness; and participating in budget development. Coordinates special projects for the division, including the planning, design, implementation, and evaluation of moderate construction/maintenance projects, management studies, introduction of new programs, and various professional services to incorporate assistance with defining the scope of the project; identifying and recommending proper allocation of financial, material, and human resources committed to the project; formulating solutions and resolving problems; facilitating implementation of the project; and providing administrative support to the project as needed. Oversees professional contractors and/or consultants providing services for projects with tasks to include participating in the evaluation and selection of contractors/consultants; interfacing with and monitoring of the contractors/consultants to ensure timely and quality completion of project; facilitating cooperation with the project throughout the organization; and providing information and support as needed. Base Hourly Rate: $25.06 - $32.28 Network Administrator - Installs varied hardware, software and peripheral equipment for the information systems network, including the installation and configuration of servers, switches, UPS, software, printers, routers, hubs, and bridges. Manages the establishment and maintenance of user accounts to include establishing user access to the network, and the type and level of access and connectivity (i.e. user's ability to send data, to access the internet, to connect via dial -up modes, to use specific software applications, printers, etc.). Maintains network connections for the constitutional officers. Monitors network operations. Ensures the network is operating effectively and that its data and access are secured. Identifies and troubleshoots hardware and software problems. Analyzes network operations, compatibility and connectivity, and other parameters/characteristics; identifies potential problems which could result in network downtime; and develops and implements preventive measures as appropriate. Provides assistance and information pertaining to the network as requested. Develops and implements Network software and related applications as needed. Base Hourly Rate: $27.63 - $35.59 Network Specialist- Provides technical support to the County's information system's network. Work involves receiving and responding to e-mails and requests pertaining to network operations; performing network administration work such as establishing and maintaining user accounts; and performing diagnostic and maintenance tasks to facilitate effective utilization of the network. Receives and reviews e-mails, "alerts" and work orders pertaining to the network, its operations and its utilization by system users and Information Technology (IT) staff. Reviews and responds and/or initiates appropriate actions based upon nature and urgency of e-mail/request. Prepares and sends e-mails providing requested information or informing user/staff of status and initiated response. Performs a variety of network administration duties including creating and maintaining user accounts. Verifies and establishes user access to the network and the type and level of access and connectivity (i.e. user's ability to send data, to access the internet, to connect via dial -up modes, to use specific software applications, printers, etc.). Makes modifications and updates to accounts as needed; and closes obsolete accounts. Creates e- mail accounts, Changes, transports and maintains data back-up media. Reviews varied network logs and transactions; documents and reports log and diagnostic data. Base Hourly Rate: $18.24 - $24.24 Programmer/Analyst, Senior - Provides support and software solutions for assigned County information system programs and applications, which may include Internet -based applications, business applications developed in-house, and/or applications purchased from vendors (i.e. Microsoft SharePoint, SAP, Esri ArcGIS and Microsoft SQL Server). Performs duties involving all facets of new and existing applications, which includes development through programming, installation, maintenance, troubleshooting and upgrades/modifications. Ensures software applications and related services meet identified County needs and performance specifications; works with vendors to resolve performance and operational problems. Coordinates applications development, implementation, modification and maintenance work with vendors. Defines requirements, develops specifications and documents processes for new software applications and modifications to existing software. Meets with users/customers to define user needs; analyzes business functions and work processes; determines technical needs; identifies system compatibility and capacity issues; identifies hardware and other equipment needed to support programs. Designs, writes and tests new software applications and/or modifications/upgrades which meet identified needs. Prepares and maintains system/program documentation. Tests prototype applications and works through operational Page 10 of 16 Exhibit A-1 Position Categories problems. Installs and configures software/applications. Establishes user access levels, system security protocols. Provides training and assistance to users. Responds to user demands, questions and requests for assistance. Provides information and explanations regarding software and applications. Troubleshoots assigned programs/applications; resolves software application, operating system and network issues that prevent clients form accessing and utilizing information technology. Initiates and participates in system upgrades. Performs project management duties for assigned software/applications projects. Identifies project scope, milestones and sequence of project steps/actions; creates and maintains project deadlines; and documents and communicates project status. Prepares reports on project schedules and status and submits to management. Designs, develops, tests and maintains databases for assigned applications. Designs database structure and defines database environment. Assists Database Administrator with monitoring database performance; ensures data integrity; and manages data transfers, migrations, conversions and/or connections. Base Hourly Rate: $30.46 - $39.23 Radio System Analyst - Performs administrative and operational tasks to ensure the 800 MHz trunked radio system provides reliable radio communications for county government, law enforcement, fire services, EMS, and other external governmental agencies using the radio system under the direction of the Radio System Manager. Monitors radio system performance and operational parameters using radio network diagnostic programs, statistical data, audio and visual observation to ensure 24/7/365 readiness of the radio system. Prioritize, assign and oversee emergency, routine and periodic radio system maintenance with the contract service provider. Create and/or maintain radio system databases for subscriber equipment and system infrastructure. Base Hourly Rate: $19.15 - $25.51 Technical Support Professional - Provide technical support and customer assistance to information system users. Work involves responding to questions, calls and e-mails from system users and providing technical assistance, problem resolution and customer service; developing and conducting user training; and installing, maintaining and troubleshooting personal computers, terminals, networks, and other hardware and peripheral equipment. Work may also involve providing support, database maintenance and data reporting for assigned software applications. Provides assistance and technical support to information system users. Receives and responds to calls and e-mails from users reporting problems and/or requesting assistance; provides technical advice; walks user through the problem's resolution; and explains system procedures, limitations and/or sequences. Base Hourly Rate: $23.89 - $30.77 Category 6:Planning/Inspecting/Project Management, including but not limited to: Animal Control Officer - Patrols county streets and responds to dispatched calls from citizens concerning animal control issues such as potential animal abuse, animal bites, stray/nuisance animals, wild/dangerous animals, and injured/dead animals. Tracks and traps/captures animals; assists with locating lost pets; may remove animals from roofs, trees, and under houses; irnpounds animals in violation of ordinances; assist with disaster animal response. Handles animals, restraining as appropriate; administers medical aid to injured animals; transports to animal shelter, veterinarian, or as otherwise directed; prepares and administers medications, vaccinations and worming treatments. Enforces the provisions of federal, state, and local codes and ordinances providing for regulation, care and registration of animals. Assists in subduing feral animals; arranges quarantines with owners of animals for rabies observations; returns animals to owners after appropriate detainment or after having been found; decapitates and ships specimens to the state lab for rabies testing as necessary. Investigates, collects evidence, establishes files, prepare and type investigative reports, and compiles animal control related cases; prepares for, attends, and testifies in courtroom hearings and judicial proceedings as necessary. Base Hourly Rate: $17.37 - $23.09 Code Enforcement Investigator-- Interprets code requirements for contractors, homeowners, engineers, architects, and attorneys. Performs pro -active patrols of assigned area within the county to detect violations; removes signs on right- of - way along roadways. Performs specialized tasks as assigned relating to management and enforcement of garbage collection contract ensuring haulers, containers, and services comply with all county codes and ordinances. Receives, investigates, and validates complaints of violations to the county's ordinances, codes, and regulations in relation to the most common violations regarding operational and tag requirements of all vehicles, parking and storage requirements of recreational vehicles, prohibition of weeds, litter and exotics, fence permits, prohibited uses of unimproved property, vertical construction requirements, canopy tents and/or shade permit requirements, and regulations pertaining to the number and type of animals in residential areas. Obtains witness and/or complainant staternents. Performs on -site inspections pertaining to assigned specialty such as in -home inspections, observing new signage and changes to existing signs, and/or various health and safety related nuisance issues. Page 11 of 16 Exhibit A-1 Position Categories Base Hourly Rate: $18.24 - $24.24 Environmental Specialist - Perform environmental monitoring, inspection, or code enforcement in a division or specialized program involving pollution control, hazardous waste management, planning/development, natural resources, or related area. Interprets, applies, and enforces the provisions of environmental regulations and other applicable federal, state, and local codes, laws, rules, regulations, specifications, standards, policies and procedures; researches codes/regulations issues as needed; initiates any actions necessary to correct deviations or violations. Provides information and technical assistance. Base Hourly Rate: $22.50 - $28.98 Field Inspector, Senior..- Performs field inspections of site development, subdivision development, utility development, residential/commercial construction, stormwater management systems, beach re -nourishment, inlet dredging, and other construction/repair projects conducted by private contractors or County construction crews to ensure project compliance with applicable codes, standards, and approved construction plans/specifications. Interprets, explains, and ensures compliance with applicable state, county, and local codes, ordinances, regulations, standards, specifications, policies and procedures, as well as approved construction plans/specifications; initiates any actions necessary to correct deviations or violations; researches code books, construction standards, technical manuals, or other resources as needed. Provides information and technical assistance concerning development plans, construction requirements, non-compliance issues, and related issues; meets with and discusses problem areas with contractors, developers, engineers, architects, and property owners; recommends solutions to problems; responds to questions, concerns, or complaints. Coordinates inspection activities with other County divisions, consulting engineers, contractors, property owners, utility representatives, outside agencies, or other individuals; schedules inspections and meetings; schedules and/or attends pre - construction meetings and preliminary walk-throughs. Reviews development plans, construction plans, specifications, right-of-way permits, and related documentation for compliance with applicable engineering codes, ordinances, and regulations; reviews as -built drawings, mylars, density reports of sub -grade and lime rock, and roadway core reports for asphalt and lime rock depths; reviews boring sample reports; inspects beach re -nourishment and coastal dredging projects for conformity to plans and specifications along with conformance to regulatory permit conditions; initiates and monitors corrective action for non-conformance items; checks submittals for lake excavations; reviews lake excavation files for littoral bonds and bond amounts to be returned after lake acceptance; verifies calculations submitted by engineers in design of projects, including pipe size, flow rates, low/high water tables, slopes, grades, speed limits, turn lane lengths/widths, driveways, and other data. Performs plan checks at project sites to ensure compliance with approved plans; compares as -built drawings with field conditions during preliminary walk-through inspections; takes photographs to document field conditions. Inspects projects for preliminary acceptance and final acceptance; conducts final walk- through inspections. Records failed inspections and submits notices to contractors/owners and to supervisor; posts failed inspection notices at job sites. Base Hourly Rate: $29.01 - $37.36 Inspector - Performs field inspections of site development and other construction/repair projects conducted by private contractors to ensure project compliance with applicable codes, standards, and approved construction plans/specifications. Interprets, explains, and ensures compliance with applicable state, county, and local codes, ordinances, regulations, standards, specifications, policies and procedures, as well as approved construction plans/specifications; initiates any actions necessary to correct deviations or violations; researches code books, construction standards, technical manuals, or other resources as needed. Provides information and technical assistance concerning development plans, construction requirements, non-compliance issues, and related issues; meets with and discusses problem areas with contractors, developers, engineers, architects, and property owners; recommends solutions to problems; responds to questions, concerns, or complaints. Reviews construction plans, specifications and related documentation for compliance with applicable engineering codes, ordinances, and regulations; reviews as -built drawings, mylars, density reports of sub -grade and lime rock, and roadway core reports for asphalt and lime rock depths. Conducts field inspections of construction projects; inspects drainage structures for dirt, wood, nails, and lifting rings; reviews traffic control signage; inspects all structures on projects; inspects signage, striping, sidewalks, and handicap ramps; inspects roadway sub -grades and densities; inspects common areas and easements for exotic vegetation; conducts exotic vegetation removal inspections; inspects final course of asphalt; inspects right-of-way conditions; inspects projects for appropriate Maintenance of Traffic (MOT) operations through construction work zones. hrspects projects for preliminary acceptance and final acceptance; conducts final walk-through inspections. Base Hourly Rate: $22.50 - $28.98 Page 12 of 16 Exhibit A-1 Position Categories Laboratory Technician_- Perform routine field collection and laboratory testing/analysis samples from various sources to ensure quality and to ensure compliance with federal, state and local standards. Performs general cleaning/maintenance tasks necessary to keep labware, equipment, and tools in operable condition; including washing re -usable labware, cleaning shop/work areas; monitors equipment operations to maintain efficiency and safety. Monitors inventory levels of equipment, chemicals, and supply items; ensures availability of adequate materials to conduct work activities; initiates orders for new or replacement materials. Follows safety procedures, utilizes safety equipment, and monitors work environment to ensure safety of employees and other individuals. Maintains logs, charts, computer records, and other records of sampling activities, laboratory analysis, testing results, or other activities in compliance with regulatory reporting requirements and laboratory certifications on quality control, quality assurance, and laboratory procedures. Base Hourly Rate: $17.37 - $23.09 Planner- Performs intermediate professional work collecting, organizing and evaluating planning data. Employees in this classification assist boards and commissions; conduct research; develop ordinance amendments; administer sub - department regulations; coordinate divisional plan reviews; maintain records; and prepare reports. Presents petitions before the Collier County Planning Commission. Provides support to various sections within the deparhnent regarding verbal clarification and/or interpretations and research; conducts and develops research relevant to planning through the use of the Internet, libraries, professional organizations, experts, surveys, field interviews, committees, public meetings, etc. Provides the public with information related to the status of projects; assists the public at the front counter for any and all questions related to zoning and development regulations. Conducts site visits of properties related to petition submittals and zoning certificatesfor compliance. Base Hourly Rate: $22.50 - $28.98 Planner, Senior - Performs intermediate professional work conducting plan review of site development and site improvement plans for compliance with the Land Development Code (LDC); researches, reviews, prepares, and/or approves executive summaries, zoning certificates for all businesses obtaining occupational licenses, temporary use permits, and building permits; reviews applications for development in redevelopment areas. Updates, reviews or prepares Land Development Code ordinances and amendments; prepares staff -initiated Growth Management Plan amendments; provides staff review and analysis of public initiated Growth -Management Plan amendments; provides technical planning review and processing of Growth Management Plan amendments. Provides support to various sections within the department regarding verbal clarification and/or interpretations and research; conducts and develops research relevant to planning through the use of the Internet, libraries, professional organizations, experts, surveys, field interviews, committees, public meetings, etc.; researches and reviews innovative planning initiatives toward the development and potential implementation for Collier County. Provides the public with information related to the status of projects; assists the public at the front counter for any and all questions related to zoning and development regulations; answers questions from the public concerning population, demographics, and redevelopment issues. Base Hourly Rate: $27.63 - $35.59 Project Manager (non -Professional Engineer) - Defines project controls, objectives, including performance, costs and schedule objectives. Consults with division management or other officials to review status of division projects, review/resolve problems, receive advice/direction, and provide recommendations. Prepares and administers project budgets; submits justifications for budget requests; monitors expenditures to ensure compliance with approved budget. Prepares project schedules; monitors progress of project in meeting established schedule. Coordinates process for bidding and contracting of services; prepares Requests For Proposal (RFPs) for engineering services, design services, construction services, inspection services, maintenance services, or other services as required; prepares bid packages; conducts pre -bid and pre -construction meetings; issues addendums to clarify questionable issues; participates in negotiations of scope of services and fees for professional services agreements; makes recommendations to Boards regarding selection of vendors and awarding of contracts; compiles language for contracts and specifications packages. Performs professional and technical work in supporting business applications including planning, design, analysis, implementation, integration, and management of technical systerns for adepartment/division. Base Hourly Rate: $30.46 - $39.23 Page 13 of 16 Exhibit A-1 Position Categories Project Manager, Associate (non -Professional Engineer) - Provides direction, guidance and assistance to contractors and work crews on routine projects; coordinates daily work activities; organizes, prioritizes, and assigns work; monitors status of work in progress and inspects completed work; confers with contractors and work crews, assists with complex/problem situations, and provides technical expertise. Ensures compliance with all applicable codes, laws, rules, regulations, standards, policies and procedures; ensures adherence to established safety procedures; monitors work environment and use of safety equipment to ensure safety of employees and other individuals; interprets construction plans and specifications; researches code books as needed; initiates any actions necessary to correct deviations or violations. Consults with division management or other officials to review status of routine division projects, review/resolve problems, receive advice/direction, and provide recommendations. Base Hourly Rate: $23.89 - $30.77 Project Manager, Senior (Licensed) - Perform professional engineering work involving the design, review, and oversight of various construction and development projects to ensure compliance with all applicable laws and standards. Provides direction, guidance and assistance to contractors and work crews; coordinates daily work activities; organizes, prioritizes, and assigns work; monitors status of work in progress and inspects completed work; confers with contractors and work crews, assists with complex/problem situations, and provides technical expertise. Interprets, explains, and ensures engineering compliance with applicable codes, ordinances, resolutions, regulations, standards, specifications, policies and procedures, as well as approved construction plans; researches codes, engineering standards, technical manuals, or other resources as needed; initiates any actions necessary to correct deviations or violations. Consults with division management or other officials to review status of routine division projects, review/resolve problems, receive advice/direction, and provide recommendations. Base Hourly Rate: $35.26 - $45.42 Site Plans Reviewer - Perform professional engineering work involving the design, review, and oversight of various construction and development projects to ensure compliance with all applicable laws and standards. Interprets, explains, and ensures engineering compliance with applicable codes, ordinances, resolutions, regulations, standards, specifications, policies and procedures, as well as approved construction plans; researches codes, engineering standards, technical manuals, or other resources as needed; initiates any actions necessary to correct deviations or violations. Reviews site development plans, construction/engineering plans, permit applications, and specifications to ensure compliance with applicable codes, ordinances, and engineering standards; reviews engineering studies, engineering reports, and cost estimates; reviews changes to construction plans; provides recommendations and comments on development plans. Performs site visits, field inspections, or land surveys of projects and developments; inspects projects to ensure compliance with approved plans and specifications; conducts inspections or collects data at sites; performs surveying to collect data; sets elevation; takes photographs and measurements of field conditions, Performs engineering analysis and prepares engineering reports; evaluates problems and recommends solutions. Base Hourly Rate: $30.46 - $39.23 Site Plans Reviewer Associate - Interprets, explains, and ensures engineering compliance on routine projects with applicable codes, ordinances, resolutions, regulations, standards, specifications, policies and procedures, as well as approved construction plans; researches codes, engineering standards, technical manuals, or other resources as needed; initiates any actions necessary to correct deviations or violations. Reviews site development plans, construction/engineering plans, permit applications, and specifications to ensure compliance with applicable codes, ordinances, and engineering standards; reviews engineering studies, engineering reports, and cost estimates; reviews changes to construction plans; provides recommendations and comments on development plans. Performs project management; prepares, reviews, and monitors project schedules and budgets; monitors construction and maintenance contracts/agreements. Performs site visits, field inspections, or land surveys of projects and developments; inspects projects to ensure compliance with approved plans and specifications; conducts inspections or collects data at sites; performs surveying to collect data; sets elevation; takes photographs and measurements of field conditions. Performs engineering analysis and prepares engineering reports; evaluates problems and recommends solutions. Conducts engineering work relating to transportation engineering; prepares designs for roadway, drainage, and utility projects; reviews construction plans involving connection of water, sewer, fire, and irrigation systems into County public utility lines; evaluates and recommends alternatives or solutions to problems involving intersections, drainage problems, and public safety issues; conducts traffic studies. Conducts engineering work on routine projects relating to engineering plan review; coordinates subdivision plan approvals, plat recording, and acceptance of subdivision improvements; reviews plans and specifications for development applications; reviews lot line adjustments and writes approval letters; reviews construction plans involving connection of water, sewer, fire, and irrigation systems into County public utility lines; reviews details of construction plans with appropriate utility agency; conducts field inspections for development Page 14 of 16 Exhibit A-1 Position Categories applications; approves or disapproves plans/permits as appropriate; conducts additional reviews to ensure compliance as needed; prepares amendments to land development code. Base Hourly Rate: $23.89 - $30.77 Category 7: Childcare, including but not limited to: Childcare Worker - Provides direct supervision to a specific group of children and to be present with that group at all times. Supervises the children taken into their care, responds to emergencies and remains accountable for the welfare of the children at all times. Directs and responds to children's activities and needs both indoors and at outdoor play areas. Follows safety procedures, utilizes safety equipment, and monitors environment to ensure safety of children, other employees, and other individuals. Adheres to Department of Children and Families (DCF) policies and procedures for childcare at all times. Base Hourly Rate: $11.64 - $15.47 Category 8: Recreation Activities, including but not limited to: Athletic Training (individual or group) - Must possess Fitness Trainer certification(s). Base Hourly Rate: $20.00 - $45.00 Group Fitness Instructor (Pilates Yoga, Zumba, Spinning, etc.) - Must possess required teaching certification(s) for the fitness class to be conducted. Base Hourly Rate: $20.00 - $45.00 Instructing/coachingorganized sports (Soccer, Swimming Volleyball Archery Tennis Pickleball Wrestling Martial arts etc. Base Hourly Rate: $10.00 - $45.00 Lifeguard - Ensures the safety of aquatic facility users by preventing accidents, providing water safety education, and executing professional lifesaving services to swimmers in need and maintain swimming pool and facility. Monitors swimmers to determine if emergency life-saving services are needed; rescues distressed swimmers; and provides CPR/AED as needed. Prevents injuries by monitoring the facility and facility use; provides water safety education; and monitors water quality. Maintains high level of skill and emergency rescue readiness through drills, in-service trainings, and physical conditioning. Maintains discipline at facility; ensures that safety rules and regulations are followed; reports problems to supervisor; and assists with removal of patrons causing disturbances or an unsafe environment. Provides basic first aid; monitors first aid supplies; restocks first aid cabinets; and completes injury/accident reports. Provides customer service; answers questions and provides information to visitors; assists the public when clearing pools. Base Hourly Rate: $12.83 - $17.05 Meal Site Coordinator - Operates the County's Senior Food Program congregate meal site where meals are served 5 days pet- week. Opens/closes the meal site, unlocks/locks doors and turns lights on/off; monitors facilities and amenities; records/calculates senior meal counts and daily usage of facilities, explains food program rules/regulations, completes annual nutrition assessments with seniors, and provides monthly nutritional counseling. Provide customer service functions; assistance and information related to seniors, activities, forms, fees, or other issues; distributes pamphlets, flyers, and registration forms; responds to routine questions/complaints and initiates problem resolution. May assist with office functions; taking food temps, receive food deliveries, orders supplies, registers participants for programs. Receives moneys in donations for meals, coordinates meal services with center's activities and food pantry. May inspect equipment for safety; may prepare records and reports pertaining to senior food programs. Enters data from daily operations into computer for production of reports; submits registration forms and customer count forms with lists to add new clients and remove expired clients; completes work order forms to request maintenance/repair work. Ensure the cleanliness of the facilities: cleans, mop floors; dusts fixtures and furniture; cleans counters; empties trash; stocks supplies; initiates calls for police, fire, or emergency medical services as needed. Takes and records attendance; maintains sanitary conditions; organizes program supplies. Monitors inventory levels of forms, supplies, and materials; ensures availability of adequate supplies and materials to conduct work activities; initiates requests for new/replacement materials; receives and distributes incoming deliveries. Base Hourly Rate: $12.22 Page 15 of 16 Exhibit A-1 Position Categories c�,A Parks and Recreation Assistant - Operates the County's park facilities, including beach, gymnasium, swimming pool, fitness center, community centers, athletic fields, or other facilities; opens/closes park, booths, learning center, snack room, or other facilities; unlocks/locks doors and turns lights on/off, monitors facilities and amenities; records/calculates visitor counts and daily usage offacilities, explains facility procedures, rules, and regulations to visitors; reports problems to park ranger. May perform customer service functions; assist with office functions; and/or perform cashier functions. Base Hourly Rate: $12.22 - $16.24 Parks & Recreation Program Leader - Plan and organize recreational activities; supervise activities and participants; recruit and register participants; assure safety of activities; teach rules and skill of the activities; and oversee work of subordinates and volunteers. Participates in short- and long-range planning; obtains permission and permits where applicable. Greets the public at the front desk; answers the telephone; gives information over the phone and in person; receives and documents fees; balances cash drawer. Supervises all aspects of special events; makes provisions for parking and security; assists with clean-up after event. Assists with contracts, special events, and other information needed to run programs. Issues equipment; ensures cleanliness and operability of equipment. Prepares and maintains logs and reports of daily activities; prepares forms for registration; registers participants; prepares attendance sheets; files program information. Base Hourly Rate: $15.00 - $19.94 Park Ranger - Patrols parks and recreation facilities for compliance with County ordinances, rules, policies, and regulations; patrols and inspects the boardwalk and beaches; patrols beaches for injured wildlife and captures and transports wildlife to appropriate authority. Inspects and maintains County vehicle and equipment. Obtains traffic counts at parks; enforces parking ordinances; controls and directs traffic and crowds at major events. Controls inventory of supplies; distributes equipment to various sites as needed; distributes financial supplies to collection sites. Researches, develops, and presents interpretive programs; anticipates public interest regarding educational needs; targets, organizes, and schedules field trips, community service, girl scouts, schools, etc.; prepares visual and educational props for presentations; provides education through personal contact with the public. Base Hourly Rate: $15.75 - $20.94 Referee and/or Scorekeeper Base Hourly Rate: $11.00 - $25.00 Page 16 of 16 Exhibit A-1 Position Categories (rc P:(1 Exhibit B Fee Schedule following this page (pages 1 through Page 16 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) RFP Solicitation #20-7716 — Contract Employment Services EXHIBIT B FEE SCHEDULE 22nd Century Technologies, Inc. (SECONDARY CONTRACTOR) Discipline Markup* Category 1: Financial/Accounting 24% Category 2: Clerical/Administrative 24% Category 3: Manual Labor/Maintenance 24% Category 4: Skilled Tradesworkers 24% Category 5: Technical Staff 24% Category 6: Planning/Inspecting/Project Management 24% Category 7: Childcare 24% Category 8: Recreation Activities 24% *Percentage mark-up shall remain firm for the initial three (3) year term after contract has been awarded. Requests for consideration of a percentage adjustment must be made prior to the contract renewal date thereafter and submitted in writing to the Division Director -Human Resources. Percentage adjustments are dependent upon the most recent 12-month Consumer Price Index for all Urban Consumers (CPI-U) for the Miami -Ft. Lauderdale area, budget availability, and program manager approval and cannot exceed 3% annually, whichever is less. Other ExhibittAttachment Description: Federal Contract Provisions and Assurances 0 following this page (pages 1 through 9 ) ❑ this exhibit is not applicable Page 17 of 17 Fixed Term Service Multi -Contractor Agreement 2017.008 (Ver.1) EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES FEDERAL EMERGENCY MANAGEMENT AGENCY PUBLIC ASSISTANCE This project activity is funded in whole or in part by the Federal Government, or an Agency thereof. Federal Law requires that the Applicant's contracts relating to the project include certain provisions. Per uniform requirements of federal awards (2 CFR Part 200.23) the definition of CONTRACTOR is an entity that receives a contract (including a purchase order). Compliance with Federal Law, Regulations and Executive Orders: The Sub -Recipient (County) agrees to include in the subcontract that (i) the subcontractor is bound by the terms of the Federally -Funded Subaward and Grant Agreement, (ii) the subcontractor is bound by all applicable state and Federal laws and regulations, and (iii) the subcontractor shall hold the Division and Sub -Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. Specifically, the Contractor shall be responsible for being knowledgeable and performing any and all services under this contract in accordance with the following governing regulations along with any and all other relevant Federal, State, and local laws, regulations, codes and ordinances: o 2 C.F.R. Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards o 44 C.F.R. Part 206 o The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended, 42 U.S.C. 5121 et seq., and Related Authorities o FEMA Public Assistance Program and Policy Guide, 2017 (in effect for incidents declared on or after April 1, 2017) Reporting: The contractor will provide any information required to comply with the grantor agency requirements and regulations pertaining to reporting. It is important that the contractor is aware of the reporting requirements of the County, as the Federal or State granting agency may require the contractor to provide certain information, documentation, and other reporting in order to satisfy reporting requirements to the granting agency. Access to Records: (1) The contractor agrees to provide the County, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representative's access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representatives' access to construction or other work sites pertaining to the work being completed under the contract. DHS Seal, Logo, and Flags: The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre- approval. No Obligation by Federal Government: The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. Program Fraud and False or Fraudulent Statements or Related Acts: The contractor acknowledges that 31 U.S.C, Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. EXHIBIT I - 1 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Energy Efficiency Standards: The contractor agrees to comply with mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act. Termination: Should the Contractor be found to have failed to perform his services in a manner satisfactory to the County as per this Agreement, the County may terminate said Agreement for cause; further the County may terminate this Agreement for convenience with a thirty (30) day written notice. The County shall be sole judge of non-performance. In the event that the County terminates this Agreement, Contractor's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Contractor shall not be entitled to any other or further recovery against the County, including, but not limited to, any damages or any anticipated profit on portions of the services not performed. Rights to Inventions Made Under a Contract or Agreement: If the Federal award meets the definition of "funding agreement" under 37 CFR §401.2 (a) and the County wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that "funding agreement," the County must comply with the requirements of 37 CFR Part 401, "Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements," and any implementing regulations issued by the awarding agency. Changes: See Standard Purchase Order Terms and Conditions. Procurement of Recovered Materials (§200.322) (Over $10,000): (1) In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA designated items unless the product cannot be acquired (i) Competitively within a timeframe providing for compliance with the contract performance schedule; (ii) Meeting contract performance requirements; or (iii) At a reasonable price. (2) Information about this requirement is available at EPA's Comprehensive Procurement Guidelines web site, https://www.epa.gov/smm/comprehensive-procurement-guideline-cpq- rp o ramam Suspension and Debarment: (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by the County. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. Contracting with small and minority businesses, women's business enterprises, and labor surplus area firms §200.321 (a) The Solicitor must take all necessary affirmative steps to assure that minority businesses, women's business enterprises, and labor surplus area firms are used whenever possible. (b) Affirmative steps must include: (1) Placing qualified small and minority businesses and women's business enterprises on solicitation lists; (2) Assuring that small and minority businesses, and women's business enterprises are solicited whenever they are potential sources; EXHIBIT I - 2 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES (3) Dividing total requirements, when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses, and women's business enterprises; (4) Establishing delivery schedules, where the requirement permits, which encourage participation by small and minority businesses, and women's business enterprises; (5) Using the services and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce; and (6) Requiring the prime contractor, if subcontracts are to be let, to take the affirmative steps listed in paragraphs (1) through (5) of this section. Equal Employment Opportunity Clause (§60-1.4): Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer, recruitment, or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting officer setting forth the provisions of this nondiscrimination clause. II. The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. III. The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. IV. The contractor will send to each labor union or representative of workers with which it has a collective bargaining agreement or other contract or understanding, a notice to be provided by the agency contracting officer, advising the labor union or workers' representative of the contractor's commitments under section 202 of Executive Order 11246 of September 24, 1965, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. V. The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. EXHIBIT I - 3 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES VI. The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the contracting agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. VII. In the event of the contractor's non-compliance with the nondiscrimination clauses of this contract or with any of such rules, regulations, or orders, this contract may be canceled, terminated or suspended in whole or in part and the contractor may be declared ineligible for further Government contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. Vill. The contractor will include the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as may be directed by the Secretary of Labor as a means of enforcing such provisions including sanctions for noncompliance: Provided, however, that in the event the contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction, the contractor may request the United States to enter into such litigation to protect the interests of the United States. Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708) (over $100,000): Where applicable, all contracts awarded by the solicitor in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The (write in the name of the Federal agency or the loan or grant recipient) shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. EXHIBIT I - 4 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." Administrative, Contractual, or Legal Remedies (over $150,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competentjurisdiction. Clean Air Act and Federal Water Pollution Control Act: (over $150,000) (1) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. (2) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. (3) The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. (4) The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Byrd Anti -Lobbying Amendment (31 U.S.C. § 1352 (as amended) (over $100,000): Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." State Provisions Convicted Vendor and Discriminatory Vendors List Those who have been placed on the convicted vendor list following a conviction for a public entity crime or on the discriminatory vendor list may not submit a bid on a contract to provide any goods or services to a public entity, may not submit a bid on a contract with a public entity for the construction or repair of a public building or public work, may not submit bids on leases of real property to a public entity, may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with a public entity, and may not transact business with any public entity in excess of $25,000.00 for a period of 36 months from the date of being placed on the convicted vendor list or on the discriminatory vendor list. Lobbying: No funds received pursuant to this Agreement may be expended for lobbying the Legislature, the judicial branch or any state agency. Inspector General Cooperation: The Parties agree to comply with Section 20.055(5), Florida Statutes, for the inspector general to have access to any records, data and other information deemed necessary to carry out his or her duties and incorporate into all subcontracts the obligation to comply with Section 20.055(5), Florida Statutes. Record Retention - The contractor shall maintain and retain sufficient records demonstrating its compliance with the terms of the Agreement for a period of at least five (5) years after final payment is made and shall allow the County, FDEM, or its designee's access to such records upon request. EXHIBIT I - 5 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Acknowledgement of Terms, Conditions, and Grant Clauses Certification If the vendor subcontracts any of the work required under this Agreement, a copy of the signed subcontract must be available to the Department for review and approval. The vendor agrees to include in the subcontract that (1) the subcontractor is bound by the terms of this Agreement, (ii) the subcontractor is bound by all applicable state and federal laws and regulations, and (iii) the subcontractor shall hold the Department and Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. The recipient shall document in the quarterly report the subcontractor's progress in performing its work under this agreement. For each subcontract, the Recipient shall provide a written statement to the Department as to whether the subcontractor is a minority vendor as defined in Section 288.703, Fla. Stat. On behalf of my firm, I acknowledge, the grant requirements identified in this document. Vendor/Contractor Name 22nd Century Technologies, Inc. Date 04/28/2020 Authorized Signature EXHIBIT I - 6 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY and VOLUNTARY EXCLUSION Contractor Covered Transactions (1) The prospective subcontractor of the Sub -recipient, Collier County, certifies, by submission of this document, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. (2) Where the Sub -recipient's subcontractor is unable to certify to the above statement, the prospective contract shall attach an explanation to this form. CONTRACTOR 22nd Century Technologies, Inc. Ifl Signature Eva Gaddis-McKnight, Administrator Name and Title 6415 Lake Worth Middle Suite 208 Street Address Greenacres. FL 33663 City, State, Zip 02-8619588 DUNS Number 04/28/2020 Sub -Recipient Name: Collier County Board of County Commissioners DEM Contract Number: Z0001 FEMA Project Number: 4337DRFLP0000001 EXHIBIT I - 7 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COUNTY ANTICIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT will he Yerifted. Unverifable statuses will require the PRIME to either proivde a revised statement or provide source documentation that validates a PRIME NAME PRIME FUD NUMBER CONTRACT DOLLAR AMOUNT 22nd Century Technologies, Inc. 22-3502121 TBD 15 THE PRIME A FLORIDA-CERTIFIED DISADVANTAGED, VETERAN Y Vy US THE ACTIVITY OF THIS CONTRACT..- MINORITY ORWOr4ENBUSINESS ENTERPRISE? DBE? Y CONSTRUCTION? Y N (,DBE/MDEP/BE) OR HAVE A SMALL DISADVANTAGED Y BUSINESSSACERTIFICATION FROM THE SMALL BUSINESS MBE? Y W CONSULTATON? Y N ADMINISTRATION? A SERVICE DISABLED VETERAN? WBE? Y OTHER? Y N SDB BA? Y IS TH=S SUBMISSION A REVISION? Y 0 EF YES, REVISION NUMBER IDBE MfWBE I SUBCONTRACTOR OR SUPPLIER I TYPE OF woo OR I ETHNICITY CODE I SUB(SUPPLIER I PERCENT OF CONTRACT VETERAN NAME SPECIALTY ISee Below) DOLLAR AMOUNT DOLLARS NA I NA NA NA NA NA TOT NAME OF SUBMITTER DATE TITLE Of SUBMMER 22nd Century Technologies, Inc. 04/28/2020 Administrator EMAIL ADDRESS OF PRIME ISUBMITTER) TELEPHONE NUMBER FAX NUMBER Govt@tscti.com 888-998-7284 732-537-0888 NOTE: This information is used to track and report anticipated DBE or MEE participation in federally -funded contracts. The anticipated DBE or MBE amount is voluntary and will not become part of the contractual terms. This form must be submitted at time of response to a solicitation. if and when awarded a county contract, the prime will be asked to update the information for the grant compliance files. ETHNICITY CODE BalackArnerican BA Hispanic American HA NativeAmerican NA Subcont. Asian American SAA Asian -Pacific Ame€ican APA Non -Minority Women NMW other: not of any other group listed 1 o DEPARTMENTNAME I COLLIER CONTRACT#(IFB/RFPorPO/RE0) I GRANT PROGRAM{CONTRACT I IIACCEPTED BY: I DATE EXHIBIT I - 8 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceeding $100.000) The undersigned [Contractor] certifies, to the best of his or her knowledge, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. 22nd Century Technologies, Inc. Contractor (Firm Name)` Signature of Contractor's Authoriz`gd Official Eva Gaddis-McKnight, Administrator Name and Title of Contractor's Authorized Official 04/28/2020 Date EXHIBIT I - 9 Page 1 of 1 / ACORN ® CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DDIYYYY) 09/11 /2020 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT NAME: Benjamin Levenson InsureYourCompany.com PHONE ggg 242-4675 FAX (732) 862-1177 A/C No Ext : ((A/cNo An ISU Network Member E-MAIL OUrcom an Insure ADDRESS: Ben C Y P Y•com 225 Cordons Corner Road Suite 1 H INSURER(S) AFFORDING COVERAGE NAIC # Manalapan NJ 07726 INSURERA: Atlantic Specialty Insurance Company 27154 INSURED INSURER B : Wesco Insurance Company 25011 22nd Century Technologies Inc INSURERC: Hartford Insurance 30104 220 Davidson Avenue, Suite 118 Somerset NJ 08873 INSURER D : INSURER E : INSURER F : COVERAGES CERTIFICATE NUMBER: 110731 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MM/DD/YYYY POLICY EXP MM/DD/YYYY LIMITS A X COMMERCIAL GENERAL LIABILITY 711016584-0001 02/07/2020 02/07/2021 EACH OCCURRENCE $ 1,000,000 CLAIMS -MADE � OCCUR DAMAGE TO ante)$ PREMISES(E. occur 300,000 X MED EXP (Any one person) $ 10,000 CGL/Auto Deductible $2500 X Contractual Liability X x PERSONAL & ADV INJURY $ 1,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 2,000,000 POLICY � JECT PRO- � LOC X PRODUCTS - COMP/OP AGG $ 2,000,000 $ OTHER: A AUTOMOBILE LIABILITY 711016584-0001 02/07/2020 02/07/2021 IOMIII E. .deDtSINGLELIMIT $ 1,000,000 BODILY INJURY (Per person) $ ANY AUTO ALL OWNED SCHEDULED AUTOS AUTOS x X X BODILY INJURY (Per accident) $ X�/ PROPERTY DAMAGE Per accident $ 50,000 NON -OWNED HIRED AUTOS X AUTOS Deductible $ 1,000 A X UMBRELLA LIAB X OCCUR 711016584-0001 02/07/2020 02/07/2021 EACH OCCURRENCE $ 12,000,000 AGGREGATE $ 12,000,000 EXCESS LLIAB CLAIMS -MADE x x DED X RETENTION $ 10,000 $ B WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N ANYPROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? ❑N (Mandatory in NH) N/A X W WC3483989 07/31 /2020 07/31 /2021 X PER OTH- STATUTE ER E.L. EACH ACCIDENT $ 1,000,000 E.L. DISEASE - EA EMPLOYEE $ 1,000,000 If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ 1,000,000 A Professional Liability 760010565-0001 02/07/2020 02/07/2021 $10,000,000 Each Claim / $10,000,000 Aggregate C 3rd Party Fidelity Crime Bond 13TP0322385 02/07/2020 02/07/2021 $5,000,000 Each Loss / $5,000,000 Aggregate A Cyber Liability 760010565-0001 02/07/2020 02/07/2021 $5,000,000 Each Claim / $5,000,000 Aggregate C EPL-Employment Practices Liab. 13KBO343846 11/18/2019 11/18/2020 $1,000,000 Each Claim / $1,000,000 Aggregate DESCRIPTION OF OPERATIONS / LOCATIONS I VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Collier County Board of County Commissioners as additional insured CERTIFICATE HOLDER CANCELLATION Collier County Board of County Commissioners 3295 Tamiami Trail E SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE Naples FL 34112 THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE D�'A 9 �W ACORD 25 (2014/01) CERT N0:110731 © 1988-2014 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD Alan Levenson 09/11 /2020