RFP for Continuous Quality Improvement Plan

Agency: Washington County
State: Minnesota
Type of Government: State & Local
NAICS Category:
  • 541611 - Administrative Management and General Management Consulting Services
  • 541618 - Other Management Consulting Services
Posted Date: Nov 27, 2023
Due Date: Jan 8, 2024
Bid Source: Please Login to View Page
Contact information: Please Login to View Page
Bid Documents: Please Login to View Page
Bid Title: RFP for Continuous Quality Improvement Plan
Category: Washington County Office of Administration
Status: Open

Description:

Washington County is issuing this request for proposal (RFP) for a new countywide Continuous Quality Improvement (CQI) Program and Plan.

Publication Date/Time:
11/27/2023 8:00 AM
Publication Information:
Country Messenger
Closing Date/Time:
1/8/2024 4:00 PM
Contact Person:
Kelli Matzek, Senior Planner
Email: Kelli.Matzek@co.washington.mn.us
Related Documents:

Attachment Preview

Request for Proposals (RFP) for
Washington County Continuous Quality
Improvement Plan
RFP release date: November 27, 2023
Submission due date: January 8, 2024
A great place to live, work and play…today and tomorrow
Government Center | 14949 62nd Street North | P. O. Box 6 | Stillwater, MN 55082-0006
P: 651-430-6001 | F: 651-430-6017 | TTY: 651-430-6246
www.co.washington.mn.us
Washington County is an equal opportunity organization and employer
Table of Contents
1. Proposal Submittal............................................................................................................................................. 3
2. Introduction ....................................................................................................................................................... 3
2.1. Description of Washington County............................................................................................................ 3
2.2. Project Context and Overview ................................................................................................................... 4
2.3. Project Goals .............................................................................................................................................. 5
2.4 Project Schedule .............................................................................................................................................. 6
2.5 Project Budget ................................................................................................................................................. 6
3. Scope of Work and Deliverables ........................................................................................................................ 6
3.1. Project Management ................................................................................................................................. 6
3.2. Stakeholder Engagement........................................................................................................................... 6
3.3. Environmental Scan and Needs Assessment ............................................................................................. 7
3.4 Continuous Quality Improvement Plan Development..................................................................................... 7
4. Proposal Submittal Requirements ..................................................................................................................... 7
4.1. Cover Letter ............................................................................................................................................... 8
4.2. Table of Contents....................................................................................................................................... 8
4.3. Project Understanding ............................................................................................................................... 8
4.4. Study Approach and Methodology ............................................................................................................ 8
4.5. Stakeholder Engagement Plan................................................................................................................... 8
4.6. Work Plan and Schedule ................................................................................................................................. 8
4.7. Project Team ................................................................................................................................................... 8
4.8. Examples of Similar Work ............................................................................................................................... 8
4.9. Proposal Summary .......................................................................................................................................... 9
4.10. Cost and Fee Schedule .................................................................................................................................. 9
4.11. References .................................................................................................................................................... 9
4.12. Appendix A.................................................................................................................................................... 9
5. Proposal Evaluation ........................................................................................................................................... 9
6. Proposal Questions .......................................................................................................................................... 10
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Washington County, MN – Continuous Quality Improvement RFP
1. Proposal Submittal
To be considered, an electronic version of the proposal shall be submitted no later than 4:00 PM CST on
January 8, 2024, to:
Kelli Matzek, Senior Planner
Kelli.Matzek@co.washington.mn.us
Evaluation Schedule
RFP Solicitation Release
RFP Questions Due to County
County Response to Questions Released
Proposals Due
Consultant Interviews (if necessary)
Anticipated Consultant Selection
Anticipated Scoping with Successful Consultant
Anticipated Execution of Consultant Contract
Anticipated Date
November 27, 2023
November 30, 2023, 4:00 PM CST
December 5, 2023, 4:00 PM CST
January 8, 2024, 4:00 PM CST
January 24, 25, & 26, 2024
January 29, 2024
Week of January 29, 2024
February 19, 2024
2. Introduction
The Washington County Office of Administration is issuing this request for proposals (RFP) for a new
countywide Continuous Quality Improvement (CQI) Program and Plan.
2.1. Description of Washington County
As one of Minnesota’s original nine counties, Washington County is on the eastern edge of the Twin Cities
Metropolitan area and is comprised of 423 square miles of land. The county seat is in Stillwater, Minnesota
on the scenic St. Croix River. Washington County is the fifth largest county in the State of Minnesota in
population, housing 4% of the state’s population and 8% of the Twin Cities Metropolitan Area’s population.
Washington County’s eastern border is defined by the St. Croix River, which separates the State of
Minnesota from Wisconsin.
The county was established in 1849 and has the powers, duties, and privileges granted counties by state law,
codified in Minn. Stat. § 373. The county serves an estimated population of 262,748 with a projected 2040
population of 340,910. The 2020 diversity of residents was estimated at 17.4% persons of color and 82.6%
white, non-Hispanic. More information on county demographics can be found at:
https://www.co.washington.mn.us/93/Demographics
The county’s fiscal year begins Jan. 1 and ends Dec. 31. The county is governed by a five-member board of
county commissioners representing separate districts within the county. In addition, the offices of county
attorney and sheriff are elected on a county-wide basis.
The county offers a full range of services, such as property tax administration, public safety, parks,
community health, and solid waste management. The county employs 1,364 employees, with 1325 of these
positions being full-time designations. Staff work across 12 departments, which are listed below:
- Accounting and Finance
- Administration
- Community Corrections
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Washington County, MN – Continuous Quality Improvement RFP
- Community Services
- County Attorney
- Human Resources
- Information Technology
- Libraries
- Property Records and Taxpayer Services
- Public Health and Environment
- Public Works
- Sheriff’s Office
In addition to the 1,325 staff, the organization also employs approximately 80 seasonal staff each year,
working in multiple departments. Like other agencies, in the past 3 years, the county has seen 142 retirees,
and experienced a turnover rate that is slightly higher than the state average.
Washington County staff operate out of 17 buildings in the area, as the organization operates seven public
libraries, has multiple service centers throughout the county, and works within county and regional parks.
Staff members are also temporally distributed, with approximately 160 staff members working outside of
typical office hours (9 to 5), the majority of which are within the Sheriff’s Office.
Organizational changes occurring at the county include a demand for changing service delivery. With the
onset of the COVID-19 Pandemic and the integration of new technologies, the county is working on
increasing service delivery to fit the heightened demand from the community. Simultaneously, the county is
also changing its operations internally by allowing workers to work remotely, in a hybrid setting, or mostly
in-person. Washington County is working to integrate Diversity, Equity, and Inclusion (DEI) into the
organization’s culture and services by creating Employee Resource Groups and reimagining the Countywide
Strategic Plan to include goals that incorporate themes of equity and inclusion.
2.2. Project Context and Overview
Washington County is seeking to revisit all aspects of continuous quality improvement and develop a new
internal infrastructure and plan that is able to meet the needs of all departments and teams.
History
Washington County has documentation of countywide quality improvement efforts going as far back as the
1990s, though it is expected some departments performed quality improvement work prior to that time.
The county formalized QI work through a countywide Quality Improvement Plan. The most recent Quality
Improvement Plan paired with the Strategic Plan’s implementation guide, had a lifetime of 2018-2022.
The existing Washington County Quality Improvement Plan is a document that outlines the organization’s
approach to ensuring high efficiency and performance in county programs and services. This has previously
been accomplished by establishing roles and metrics that are intended to assess the efficiency of county
programs and track Washington County’s progress toward achieving its Vision, Mission, Goals and Values as
stated in the County Strategic Plan.
The existing QI plan outlines the governance structure within the county to include the Performance
Measurement Improvement Team (PerMIT). This interdepartmental working group is currently the primary
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Washington County, MN – Continuous Quality Improvement RFP
driver for ensuring continuous improvement across the organization and within each member’s respective
departments. Many departments also have a Quality Improvement Council, which tracks department
metrics and reports to the department’s PerMIT member. In addition to the two QI Teams, PerMIT members
annually assist in the preparation of a report that highlights trending data on Key Performance Indicators,
showing the efficiency or effectiveness of a department’s program. This report’s assembly takes place
alongside department progress meetings, which gives each department a chance to present their annual
innovations and progress to the County Administrator and Deputy County Administrators.
2023 Continuous Quality Improvement Plan Efforts:
Washington County has undergone significant organizational and leadership changes within the last five
years. Of the twelve department directors, eleven of them were not in their current role prior to 2019, along
with the Executive Leadership (County Administrator and two Deputy Administrators). In addition to the
sunsetting of the existing five-year Quality Improvement Plan in 2022, the movement in leadership along
with the shift in telework options and completion of QI projects has led to Washington County’s interest in
pursuing an RFP to revisit and reimagine the purpose of CQI at the county.
Recent information gathered from PerMIT and other existing leadership groups within Washington County
has affirmed there is a need in assessing the existing structure and implementation process for continuous
quality improvement. Additionally, the county’s recent employee engagement survey has affirmed the need
for a better CQI Framework as total employee engagement, though still quite high, has decreased slightly
since 2020. While some of the key concerns come from outside of the realm of Continuous Improvement,
the survey indicated that over a third of staff members are unsure of what their workplace’s quality
standards are for service delivery. The expiration of Washington County’s 2018-2022 Quality Improvement
Plan and the significant changes mentioned above offers a prime opportunity to re-evaluate the goals and
governance structures in place and shift the way quality improvement has been realized at Washington
County.
Washington County is currently in the process of updating the countywide Strategic Plan, including a new
set of Mission, Vision, Goals and Values for the organization. This timely update pairing will lend to an
overlapping schedule, but also opportunities for the sharing of pertinent and timely collected information
and guidance.
This project will be a collaborative effort between Washington County. All work performed under the
anticipated contract must be carried out in accordance with the procedures, requirements, and regulations
of Washington County.
2.3. Project Goals
The goals for this Continuous Quality Improvement Plan process and resulting plan are to:
Identify current continuous quality improvement best practices and how they could be implemented
within Washington County departments and programs, with consideration for accessibility and staff
capacity
Solicit stakeholder engagement and incorporate results into clear, streamlined, and measurable
goals and action items
Create a scalable and clear Continuous Quality Improvement Program that is relevant and valuable
to each department, while reflective of the county’s strategic plan goals
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