CONSULTING AGREEMENT
Consulting Agreement
THIS AGREEMENT, made and entered into this 29th day of June, 1998, by and.
between the City of Clearwater, a municipal corporation, hereinafter referred to as
"City," and Steven Rosenthal, aka "The Training Tree, Inc.", hereinafter referred
WITNESSETH:
Whereas, City desires to utilize the consulting services of Steven Rosenthal In the
Human Resources Department ; and
Whereas, Employee desires to perform certain services for City ona consulting basis
; and
NOW, THEREFORE, in consideration of the mutual covenants herein contained, the
parties agree as follows:
Section 1. Consulting Relationship.
It is agreed by the parties that the Employee's employment relationship with the City,
for the Human Resources Department shall include the terms, duties and
responsibilities, salary, and compensation which are set forth herein and that the
consultant shall not be entitled to any salary or benefits other than as expressly set
forth herein.
Section 2. Term.
Employee will begin provision of services under this Consulting Agreement effective
July 1 ,1998. The term of this Consulting Agreement shall begin on the Effective
Date and shall end on September 30, 1998. Nothing in this Agreement shall be
construed to establish any right of the Consultant to continued employment with the
City nor shall anything in this Consulting Agreement prevent, limit, or otherwise
interfere with the right\ of the City Manager to terminate this Consulting Agreement
and the services of Employee at any time in accordance with the provisions herein set
forth. Nothing in this Agreement shall prevent, limit, or otherwise interfere with the
right of the Consultant to terminate this Agreement at any time in accordance with
the provisions herein set forth.
Section 3. Scope of Duties and Responsibilities.
a. The Consultant shall perform a variety of human resources and/or labor relations
activities as explained ,assigned and agreed to with the consultant. These
activities may include but not be limited to: Executive Recruiting, Coordinating the
Creation of Division Procedure Manuals and Civil Service Rule Revisions , Creation
of Consolidated Human Resources Rules, Regulations and Policies, Labor Relations
Training for HR staff, Involvement In Benefit Program Construction and General
Human Resources.
Page 1
b. It is understood that the Consultant will be providing direction, guidance, and
general supervision on some initiatives and will be coordinating resources of
people and equipment of the Human Resources Department.
Section 4. Compensation
a. Consultant will be paid a monthly retainer of $3250.00 for up to 50 hours per
month of consulting services. This retainer will include both hours on an off site.
b. Consultant shall receive additional compensation above the included hours
referenced herein at the per hour rate of $40.00 off site hour and $60.00 on site.
Section 5. Licenses/Certifications
Employee is responsible for obtaining and maintaining at all times any necessary
licenses or certifications which may be required to perform the duties and
responsibilities set forth herein.
Section 6. Facilities, etc.
City will provide appropriate office space, facilities, equipment, and support as in its
judgment is necessary for the Consultant to perform the duties and responsibilities
set forth herein.
Section 7. Termination of Consulting Agreement by Either Party Upon Notice.
City may terminate this Agreement at any time upon thirty calendar days' written
notice to Employee. City retains the right to preclude Consultant from performing
any duties or responsibilities and/or from appearing on the premises during such
thirty-day period; however, whether or not City exercises such right, consultant shall
be paid during such period.
Consultant may terminate this Agreement at any time upon thirty calendar days'
written notice to City. Should Consultant not continue to perform the duties and
responsibilities as herein referenced during the notice period, and the City wishes
these services to be provided the Consultant shall forfeit the right to be paid for such
time.
Section 8. Entire Agreement.
This Consulting Agreement is the entire agreement of City and Employee. Oral
changes to this Agreement will have no effect. This Agreement may not be amended
or modified except by written agreement signed and dated by both parties.
Page 2
~
. .
Section 9. Construction of Agreement; Venue.
This Agreement shall be governed by and construed in accordance with the laws of
the State of Florida. Venue in any action regarding this Agreement shall be in Pinellas
County, Florida.
IN WITNESS WHEREOF, the parties hereunto have executed this Agreement the year
and date first above written.
::~u::n:LE~t~~~
--
Page 3
~ ORGANIZATIONAL
RESEARCH &
SOLUTIONS, INc.
March 10, 1999
Paul O'Rourke, Human Resources Administrator
City of Clearwater
100 S. Myrtle Avenue
Clearwater, FL 33756
Dear Paul:
This letter outlines the proposed activities, responsibilities, and fees for me to assist the City of Clearwater
with the selection processes for the positions of Parks and Recreation Director and Planning &
Development Services Administrator.
BACKGROUND
The City of Clearwater ("City") wishes to implement selection processes for the positions of Parks and
Recreation ("P&R") Director and Planning & Development Services ("PDS") Administrator. The P&R
Director position has already been advertised and approximately 60 resume packages have been
received. The PDS Administrator position has not been advertised. It is understood that the City requires
an assessment process that may include a structured panel interview, meeting(s) with departmental
employees, meetings with other department directors/administrators, tour of facilities, and/or paper/pencil
work attitude/orientation tests.
PROPOSAL
Organizational Research & Solutions, Inc. ("ORS") proposes to assist the City with these processes. The
tasks and responsibilities for each selection process are broken out below.
Parks and Recreation Director
Step
1: Design assessment process, construct structured panel interview, and obtain other
assessment devices (consult with HR Administrator, review current questions, meet
with subject matter experts to design new questions).
2: Create assessment schedule and coordinate resources with Clearwater personnel.
Est. Time
12 hours
4 hours
TOTAL = 16 hours
Planninq & Development Services Administrator
Step
1: Write, revise, and coordinate placement of job advertisement with various advertising
outlets.
2: Design assessment process, construct structured panel interview, and obtain other
assessment devices (consult with HR Administrator, review current questions, meet
with subject matter experts to design new questions).
3: Create assessment schedule and coordinate resources with Clearwater personnel.
Est. Time
4 hours
12 hours
4 hours
TOTAL ="'hours
~c{J
5132 Sterling Manor Drive. Tampa, Horida 33647.813.972.8189
RESPONSIBILITIES
City of Clearwater:
1. Work with ORS to determine assessment processes and create the structured panel interview.
2. Determine list of finalists for position.
2. Contact final candidates and arrange for their travel to the City for the assessment process on
selected date(s).
3. Arrange for resources (e.g., rooms; vehicles; outside personnel) necessary to implement the
assessment process.
ORS:
1 . Create job advertisement and coordinate placement of advertisement in appropriate outlets with
Clearwater personnel.
2. Meet with subject matter experts to create structured panel interview.
3. Create assessment schedule and coordinate with City of Clearwater personnel to secure
necessary resources.
4. Assist with results interpretation.
5. Provide guidance to City personnel as needed.
FEES FOR SERVICES
Fees associated with the Parks and Recreation Director position, based on an estimated 16 hours of
work, are $800.00. Fees associated with the Planning & Development Services Administrator position,
based on an estimated 20 hours of work, are $1,000.00 (Total = $1,800.00). Fees for advertising and
purchase of professionally published assessment devices will be paid for by the City of Clearwater. Fees
incurred by job candidates associated with their travel to the City will be paid for by the City of Clearwater.
Sincerely,
N~-'
Mark L. Poteet, Ph.D.
President, Organizational Researc~ Inc.
Approved for the City. of Clearwater: ------.
Date: 3/11 / l' Cj
~
------
~ ORGANIZATIONAL
RESEARCH &
SOLUTIONS, INC.
February 9, 1999
Paul O'Rourke, Human Resources Administrator
City of Clearwater
100 S. Myrtle Avenue
Clearwater, FL 33756
Dear Paul:
As indicated to you in an emailon Friday, I was just starting the process of revising the current
Police Sergeant's test during my last few days. The FOP Contract states that a written
examination should be given, and the current test has been used for two consecutive terms with
no major revisions. Given that the union contract also states that each applicant has the right to
review the answer key, and that a relatively high number of Officers passed on the second
administration (compared to the first), I recommended and the Police Department approved
substantially revising the current test. I was working with Lieutenants Don Hall and Steven
Burch on this project. The purpose of this letter is to brief you on the status of this project,
outline what actions need to be accomplished to revise the current written examination, and
outline my fee for this service if you wish to have me finish this project.
Status of Project
The Police Department has already completed a task & KSA job analysis of the Police Sergeant
position. I am in possession of the results of this job analysis. Further, I have met with
Lieutenant Hall and obtained more job analysis information from him on the types of knowledge
required by Police Sergeants. Finally, as I do not anticipate that the core areas of knowledge
assessed by the test will change dramatically, I have also instructed Lieutenants Hall and Burch
to review the current test items and beg!n writing new items.
Actions to be Accomplished
In order to complete the revision of the Police Sergeant's test, the following actions should be
accomplished. These actions are designed to be in accordance with SlOP's Principles for the
Validation and Use of Personnel Selection Procedures and Uniform Guidelines on Employee
Selection Procedures.
5132 Sterling Manor Drive' Tampa. Florida 33647' 813.972.8189
Step 1: Complete Job Analysis. In order to translate the Police Department's job analysis
results into a revised selection procedure, a couple of actions needed to take place: (1)
creation of task-KSA matrix; and (2) ratings of the importance of each KSA relative to one
another. It is envisioned that this can take place in single meetings of 1.5-2 hours with groups
of incumbent Police Sergeants. Results of these steps will be combined with the earlier job
analysis results to provide information for test revision.
Step 2: Revise Written Examination. New test items will be developed for the written
examination to measure important knowledge areas identified by the job analysis. Currently,
Lieutenants Hall and Burch should be revising and writing new items so as to get a "head start"
on this step. ORSwill assist them in writing new items. Further, other testing procedures may
be recommended, depending on the results of the job analysis.
Step 3: Revise Selection Procedure. The new test(s) should be pilot-tested by administering it
to the current Police Sergeants. To save money, Clearwater HR personnel can oversee the
administration of this test. ORS will review the results of the test to ensure that it possesses
adequate measurement properties (e.g., reliability; item difficulty; etc.). Revisions to the new
test will be made as needed. This is the final product that will be used to test for Police
Sergeants.
One possible concern with the proposed action plan is that it will delay the date when Police
Sergeants can actually be tested. This is especially concerning because the Union Contract
states that the test/vacancy must be announced 60 days in advance of the actual test date.
Further, after taking the test, Sergeant applicants must be provided with 14 days to review and
challenge the answer key. The Human Resources Department then has 14 days to review the
challenges and issue a final answer key, and an additional 14 days to grade the test and publish
an eligible list. Thus, from the date of the announcement, it could take up to 102 days to publish a
new eligible list. The current Police Sergeant eligible list expires on April 29, 1999. As a result,
there will be an undetermined amount of time when there is nd eligible list for the position of
Police Sergeant.
To address this concern, Clearwater may proceed with announcing the test/vacancy as soon as
Step 2 is in progress. At this time, the overall content/scope of the tests will be determined. The
60-day period between the announcement and administration of the test can be used to
accomplish the rest of Steps 2 & 3 (write items, pilot and revise items). Thus, Clearwater will not
have to wait until Step 3 is accomplished before announcing the test/vacancy. This will shorten
considerably the period when there is no eligible list for Police Sergeant.
Fee for Services
The fee for my services, as outlined above, is $3,000.00. This is based on an estimated sixty
(60) hours of work (Step 1=28 hours; Step 2=16 hours; Step 3=16 hours). This proposal covers
the job analysis and revision of the current written knowledge examination. Any additional
test(s) that need to be created as a result of the job analysis will require a separate proposal
from ORS.
I will be in contact within the next couple of days to answer any questions about this proposal.
Sincerely,
~.
Mark L. Poteet, Ph.D.
President, Organizational Research & Solutions, Inc.
~
Approved for the City of Clearwater: ---
Dale ~ ~/ err
{
~-
References
Equal Employment Opportunity Commission, Civil Service Commission, Department of Labor, and
Department of Justice. (1978). Uniform guidelines on employee selection procedures.
Federal Register, 43 (166),38295-38309.
Society for Industrial and Organizational Psychology, Inc. (1987). Principles for the Validation
and Use of Personnel Selection Procedures. (Third Edition) College Park, MD:Author.
'" "'- ,.
~ ORGANIZATIONAL
RESEARCH &
SOLUTIONS, INC.
February 4, 1999
Paul O'Rourke
Human Resources Administrator
City of Clearwater
100 S. Myrtle Avenue
Clearwater, FL 33756
Dear Paul:
Thank you for the opportunity to propose to assist you and the City of Clearwater with the
aptitude and skill assessment of employees being assisted by the Employee Staffing Team. The
intent of this letter is to detail Organizational Research & Solutions' (ORS) proposed course of
action for helping the City of Clearwater, FL, with this project.
BACKGROUND
ORS understands that the City of Clearwater in general, and its Employee Staffing Team in
particular, require assistance in determining the skills, aptitudes, and qualifications of certain
employees for alternative job placements. These employees most often will include those injured
on or off their original job, those unable to work because of a medical condition, or employees
whose positions are eliminated because of reclassification or job redesign.
The Employee Staffing Team assumes responsibility for the permanent placement of employees
in new positions for which they are qualified and/or can be trained. Many times these
employees require additional training if they are placed in positions which are substantially
different than their original position (e.g., labor employee moving into clerical position).
The Employee Staffing Team has access to various career and job interest inventories and
personality-type indicators (e.g., Holland Self-Directed Search; MBTI),in addition to some specific
clerical skills tests (Le., typing, data entry, error detection). The Team is interested in rounding
out their current set of tests with a broad range of general and specific aptitude and skills tests.
The goal of the combined assessment process (interest inventories; type indicators; aptitude and
skills test) is to provide the Employee Staffing Team with information that it can use to more
accurately place employees into positions for which they have greater chances of success.
PROPOSAL
ORS proposes to provide aptitude and skill assessment services for employees being assisted
by the Employee Staffing Team. ORS, in conjunction with a representative of the Employee
Staffing Team, will determine which of a variety of aptitude and skills tests will be most
appropriate for each employee depending on the type( s) of positions in which he/she is going to
be placed. The chosen tests will be administered by the City of Clearwater, and scored and
interpreted by ORS. ORS will provide the City of Clearwater with a list of various aptitude and
skills tests from which to choose. Special testing requests will be handled on a case-by-case
basis.
RESPONSIBILlTIE9\ND 11MB..Jf\E
5132 Sterling Manor Drive. Tampa. Florida 33647.813.972.8189
".'-,
City of. Clearwater:
1. Work in conjunction with ORSto determine which tests are most appropriate to use for a
given individual. This indudes forwarding any supporting documentation (e.g., job
descriptions) to ORS.
2. Administer the tests in a manner specified by the test publisher and/or ORS.
3. Return completed tests to ORS in a timely manner.
ORS:
1. Score the tests.
2. Interpret the scores on each test.
3. Provide a written report on the test results. Barring extenuating circumstances (e.g.,
consultant out of town), the written report will be generated and provided to Clearwater
within 48 hours of receipt of the completed tests. The written report will indude:
a. Summary of performance on each test administered.
b. Overall summary of performance for candidate.
c. Narrative on positions for which the candidate seems best suited.
4. Provide verbal feedback to Clearwater representative and answer questions as needed.
I propose that this project commence once the final list of possible tests is compiled.
FEESFOR SERVICES
Fees for this service are $150 per candidate tested, based on an estimated three hours of work
per candidate. Costs of the test answer forms will also be charged back to the City of
Clearwater. Normally, this cost should not exceed $25 per candidate. Fees will be billed as they
occur.
I will speak with you in the next few days to finalize particulars about this project and answer
any question you may have. Thanks again for the opportunity to propose on this project.
Sincerely,
r1"(~
Mark L. Poteet, Ph.D.
President, Organizational Research & Solutions, Inc.
~
Approved for the City of Clearwater: -=--
Date: ~""> s! 1'1
~--
Test
Revised Beta
Examination (2nd
Edition)
KSAO's Measured
General Nonverbal
Intellectual Abil ity
Wesman Personnel General Mental
Classification Test Ability
Wonderlic
Personnel Test
Revised Minnesota
Paper Board Form
Test
Perceptual Speed
Test
Bennett
Mechanical
Comprehension
Test
General Mental
Ability
Ability to visualize
and manipulate
objects in space
Ability to rapidly
identify similarities
and differences in
visual configurations
Aptitude to learn
mechanical skills
EST Testing Model
Description
6 subtests form overall score:
Picture Completion
Mazes
Paper Form Boards
Picture Absurdities
Clerical Checking
Coding
2 subscales:
Verbal reasoning ability
Numerical reasoning ability
3 subseales:
Ability to Learn
Ability to Understand Instructions
Ability to Solve Problems on the Job
Uses geometric shapes
Uses diagrams, numbers, and written
material
68 frequently encountered
mechanisms are presented; requires
no special knowledge; requires
application of a physical law or
mechanical operation, and focus on
spatial perception and tool
knowledge rather than manual
dexterity
Time of
Administration
15 minutes;
individual or
group
28 minutes,
individual or
group
12 minutes,
individual or
group
20 minutes;
individual or
group
5 minutes;
individual or
group
30 minutes;
individual or
group
Cost of
Administration
$4.20
$2.40
$3.40
$2.74
$2.66
$7.08
Notes
Appropriate for
individuals who read
poorly or not at all.
Contains minimum
scores required for over
12,000 job titles.
Fourth grade reading
level; appropriate for
designers, draftsmen,
electricians, or engineers
Suitable for visual
inspectors, proofreaders,
and clerical personnel
Fourth grade reading
level; appropriate for
mechanical, technical,
and manufacturing jobs
EST Testing Model (continued)
Time of Cost of
Test KSAO's Measured Descriotion Administration Administration Notes
Customer Service Customer service 7 subscales: Untimed $11.65 Appropriate for jobs
Skills Inventory* orientation Pressure tolerance (normally 30 requiring customer
Realistic orientation minutes) service orientation
Time appraisal
Independent judgment
Responsiveness
Sensitivity
Balanced judgment
Precision orientation
Short Employment Clerical Aptitude Applicant must locate and verify a 5 minutes; $2.74 5th Grade reading level;
Test: Clerical name in an alphabetical list and individual or appropriate for clerical
Aptitude** read and classify the dollar amount group positions
entered opposite that name. Speed
and accuracy determine test score.
Employee Aptitude Multiple Aptitudes 10 Tests: 5 minutes or $2.70 per test; Requires 6th grade
Survey associated with Verbal Comprehension less per test; $10.80 per 4- reading level; Publisher
General Mental Numerical Ability individual or test battery recommends various 4-
Ability Visual Pursuit group test batteries for different
Visual Speed and Accuracy types of jobs; e.g.,
Space Visualization clerical, productionl
Numerical Reasoning mechanical, technical,
Verbal Reasoning professional.
Word Fluency
Manual Speed and Accuracy
Svmbolic Reasonina
Survey of Personal Job-Related 6 scales: Untimed; $5.18 Appropriate for a wide
Values"* Personality Practical Mindedness typically 15 variety of occupations
Achievement minutes;
Variety individual or
Decisiveness group
Orderliness
Goal Orientation
Notes. Unless otherwise indicated, cost of administration figures are per applicant.
*The City of Clearwater should have about 5-10 of these tests already purchased.
-As this test is sold only to HR Departments, the City of Clearwater may need to purchase this test.. ORS will check on this.
***The City of Clearwater has already purchased several copies of this test.
~ ORGANIZATIONAL
RESEARCH &
SOLUTIONS, INC.
January 28,1999
Paul O'Rourke
Human Resources Administrator
City of Clearwater
100 S. Myrtle Avenue
Clearwater, FL 33756
DearPaul:
Thank you for the opportunity to propose to assist you and the City of Clearwater with the
design and implementation of a new performance appraisal system. The intent of this letter is to
detail Organizational Research & Solutions' (ORS) proposed course of action for helping the City
of Clearwater, FL, with this project. The information that follows is based on the few
discussions we have had regarding the need for this performance appraisal system.
BACKGROUND
Traditionally, performance appraisal within the managerial ranks at the City of Clearwater has
been more of an after-thought and not viewed as a particularly effective means of managing
performance. Rewards, both monetary and non-monetary, historically have been based more on
longevity with the organization rather than merit. An employee who exceeds his or her goals
and performs in a outstanding manner typically receives the same wage increase as an
employee who performs at a moderately successful level. In theory, those who do not perform
at a satisfactory level do not receive the merit wage increase. Practically, the great majority of
employees receive satisfactory ratings. Thus, what results is a system where nearly every
managerial employee receives the same wage increase, irrespective of their individual levels of
performance. The City of Clearwater believes that this system does not reward employees for
high performance and reinforces "satisfactory" levels of performance as the standard.
Thus, the City of Clearwater wishes to implement a new performance appraisal system for
Executive-level employees (e.g., Administrators; Directors; Assistant Directors). It is my
understanding that this performance appraisal system may serve as a model for and be adapted
to and implemented throughout a larger part of the organization (e.g., Division Managers;
Professional and Technical employees) at a later date, pending the outcomes of this initial
implementation.
The initial purposes and objectives of the new performance appraisal system, as outlined to me,
include the following:
· To help create and reinforce a pay-for-performance structure and mentality throughout
the affected groups of employees;
· To more effectively and accurately hold employees accountable for their performance;
· To reinforce and evaluate how well employees perform and "live" according to the
Values of the organization; and
· To encourage and motivate employees to achieve higher levels of performance.
5132 Sterling Manor Drive. Tampa. Florida 33647.813.972.8189
, ,
These purposes and objectives, and the system itself, stem from the need for Clearwater's
executive employees to help make Clearwater the preferred place to live, work, and visit. In
order to ensure the success of the City Manager's broad redevelopment plan, entitled "One City.
One Future.", the executive staff within the City will need to do more with existing resources,
encourage and garner superior performance from their employees, and create programs and
services that contribute to the well-being of the organization and the City.
PROPOSAL
ORS proposes to work with the City of Clearwater to design and implement a performance
appraisal system for executive employees. The action plan that follows is based on several
principles of organizational system design that research has demonstrated results in more
successful systems, both from a process and outcome perspective. These principles include:
Communication: Communication between senior management, design team members, and
users of the human resources system will help ensure that all individuals have a common
understanding of the issues and content of the system.
Employee Participation: Participation from employees who will actually be using the system
will help ensure that the system best meets their needs and will increase their buy-in to the
system. "Imposing" a new human resources system on employees without their participation
significantly increases the likelihood that the system will not be accepted.
Integration with Other Systems: Human resources systems that are integrated with other
existing systems and the culture of the organization stand much better chances of success.
Throughout the project, the Project Team will work to ensure the integration of the performance
appraisal system with Clearwater's culture and systems.
Flexibility: Rarely does the same human resources system work for all groups of employees.
Thus, it is recognized that certain components of the system may need to be changed before it
can be implementedto other members of the organization (e.g., Division Managers).
Time: To the degree that the performance appraisal system is intended to affect larger
organizational change, additional time will be needed in order to evaluate the system's
effectiveness. Changes in behavior and values do not take place in the short-term.
The proposed action plan consists of several broad steps that require the involvement of key
employees. These steps are outlined below:
Step 1. Form Project Team and Review Board. A project team will be formed to work with ORS
in designing and implementing the performance appraisal system. Project team
members should include representatives from the Human Resources Department (who
will "own" the system); Legal Department (to ensure the legality of the system); Human
Relations Department (to review fairness of system); and sample executives who will
ultimately use the system. A Review Board consisting of the City's top leadership and
owners of the system (e.g., H.R.Administrator) should be formed to review the Project
Team's progress and ensure that system is aligned with the City's strategic values.
Step 2. Assess the Current Organizational Situation. The Project Team should conduct an
investigation of the current organization. Factors to be investigated should include (i)
the organizational culture and climate with respect to trust, support, openness, and
participation; (ii) effectiveness and pitfalls of the current performance appraisal system;
(iii) legal requirements of the system; and (iv) integration of the current and proposed
system with other human resources systems. The goal of this step is to generate a list
of organizational characteristics that will need to be addressed in the design of the
performance appraisal system.
Step 3. Review Purposes and Objectives. Several initial purposes of the proposed
performance appraisal system have been identified based on our prior discussions.
Reviewing these with the Project Team will ensure that all team members have a
shared understanding of the purpose of the system. Further, there may be additional
purposes and objectives identified by the team that can be incorporated into the design
of the system (e.g., development, career planning).
Step 4. Review other Municipality's Performance Appraisal Systems. It is recognized that other
municipalities within the state of Florida may have systems that are designed to achieve
some of the same objectives that the City of Clearwater wishes to achieve. The Project
Teamwill investigate some of these municipality's systems and identify best practices
and "lessons learned." This should help to facilitate a smooth design and
implementation process for the City of Clearwater's system.
Step 5. Design Performance Appraisal System. A large part of the project timeline will be
devoted to designing the performance appraisal system for the City of Clearwater.
Some issues that need to be considered include: (i) when will performance be
appraised?; (ii) how often will performance be appraised?; (iii) how will performance
be appraised?; and (iv) who will appraise performance? The best practices identified
from Step 4, established findings from the performance appraisal research literature,
the purposes and objectives of the City of Clearwater's system, the Values of the City
of Clearwater, and the organizational context and situation unique to the City of
Clearwater will all be used to guide the design of the system.
Step 6. Implement the Performance Appraisal System. As this system is being designed
primarily for use by Executive-level employees, the first implementation affords the
opportunity to test the system before its implementation to a much larger group of
employees (e.g., SAMP 2 and above). An orientationltraining program may be needed
to facilitate the implementation of the system. Further, to the extent that the system is in
conflict with a strong organizational culture (e.g., participative system vs. a dictatorial
culture), more in-depth human resources initiatives may be needed.
Step 7. Evaluate the Performance Appraisal System. After its initial implementation (typically at
the end of the first full rating cycle, Le., one year), the system should be evaluated to
determine whether it achieved its stated objectives. The evaluation should focus on
employee's satisfaction with the system, legal defensibility of the system, distribution of
performance ratings, and desired changes in the system.
RESPONSIBILITIES
This proposal deals only with the design and implementation of the performance appraisal
system for executive-level employees. A separate proposal will be required if ORS is requested
to modify and/or adopt the system organization-wide or to a larger group of employees. Further,
this proposal does not cover the design and delivery of any formal training associated with
implementing the performance appraisal system. It does, however, include formal communication
to employees as part of the design and implementation process. ORS will willingly submit
proposals for these projects should it be desired.
My role in this project will encompass the following: (i) facilitate discussions and decision-making
by the Project Team; (ii) help research and evaluate various issues detailed in the action plan; (iii)
provide subject matter expertise as it relates to overall design and implementation features of the
system; (iv) create forms, manuals, and communication as needed; and (v) provide overall
oversight to the project. Periodic project status reviews will also be provided to the Review
Board by the consultant.
Throughout the design and implementation of the performance appraisal system, Clearwater's
employees will be used whenever possible (e.g., on the Project Team). Clearwater employees
will be expected to work with the consultant in accomplishing the tasks outlined in the above
paragraph. Further, the use of Human Resources technical personnel will be useful for
accomplishing general clerical/administrative duties associated with the project, such as creating
performance appraisal form, writing policies, contacting other municipalities and gathering
information, writing procedures manual, writing communication plan, and coding data gathered
during the process. Employee participation has the dual benefit of (1) ensuring employee
involvement in the design of the system and (2) saving the City of Clearwater money on
consulting costs.
It is recognized that the material produced in conjunction with this project may be subject to
public inspection as required by Florida Public Records Law. All specific forms, materials,
communication, etc., created specifically for and tailored to Clearwater's performance appraisal
system will be the property of the City of Clearwater and shall not be used by ORS for material
gain with any other client. Any material or information not specifically related to the City of
Clearwater's performance appraisal system, or related to the practice of performance appraisal
or Industrial and Organizational Psychology in general, will not be owned by the City of
Clearwater.
llMING
As I understand, the executive team at the City of Clearwater will be meeting at an off-site
retreat in the beginning of February, 1999, to finalize the City's Values, Goals. and Objectives.
Therefore, I propose that work on this project commence soon after this meeting. It is
understood that the new performance appraisal system should be ready for initial implementation
by October 1, 1999. ORS will maintain involvement in an advisory capacity throughout the
implementation of the system and will work closely with the City of Clearwater in evaluating the
system once it has been implemented for one rating cycle.
. ,
FEES FOR SERVICES
My professional fees for this project will be $8,400.00. This figure represents 21 days of work
at the rate of $400.00 per day. The estimated 21 days to complete this project are broken down
per step as follows:
Step
Step 1: Form Project Team and Review Board
Step 2: Assess the Current Organizational Situation
Step 3: Review Purposes and Objectives
Step 4: Review other Municipality's Performance Appraisal Systems
Step 5: Design Performance Appraisal System
Step 6: Implementthe Performance Appraisal System
Step 7: Evaluatethe Performance Appraisal System
*1 day = 8 hours
Est. Time*
0.5 day
2.0 days
1 .0 day
3.0 days
9.0 days
3.0 days
2.5 days
TOTAL = 21 days
The time estimates provided above are for the consultant's time. Actual time required by City of
Clearwater staff (Le., Project Team members; Human Resources Personnel) to help accomplish
each of the steps may be more or less depending on the nature of the tasks.
To lower administrative costs, work requiring the use of office supplies (e.g., brochures, printing
of final forms) will be performed using City of Clearwater supplies. Otherwise, the following
out-of-pocket expenses will be charged back to the City of Clearwater: (i) final (not draft)
printing of formal communication, induding but not limited to brochures and forms; (ii) mailing
costs; and (iii) any travel fees associated with visiting other municipalities. Both professional
fees and expenses are billed monthly.
I will speak with you in the next few days to answer any questions you may have regarding this
proposal and to discuss any revisions you require. If you agree to this proposal, please sign one
copy of this letter and return it to me. Thanks again for the opportunity to propose on this project.
Sincerely,
Mark L. Poteet, Ph.D.
President, Organizational Research ~ Inc.
Approved for the City of Clearwater: _
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