HomeMy Public PortalAboutAB 03-67 Attachment B
PROPOSAL AND AGREEMENT
For Consulting Services Between
The City of McCall, Idaho and BDPA, Inc.
SECTION ONE
Client Identification
Contract made this _______day of ___________, 2003
between the City of McCall, a municipal corporation organized and existing under the laws of the State of Idaho, herein referred to as Client, and BDPA, Inc., of Boise, Idaho, herein
referred to as Consultants.
SECTION TWO
Recitals
1. Client is in the business of providing municipal services to citizens of McCall, and in the conduct of such business desires to
have the following services/tasks be performed or provided by consultant:
Develop a Performance Management System
2. Consultants agree to perform these services for Client under
the terms and conditions set forth in this Agreement. In consideration of the mutual promises set forth herein, it is agreed by and between Client and consultant as follows:
A. Project
Committee and Developmental Process
The Consultants propose working with a project advisory committee comprised of 7-9 Client employees.
Using a proven model, the Consultants will
facilitate the committee’s development of project goals, detailed expectations based on city values and individual job or classification responsibilities, a performance instrument(s)
and instructions, an approach for training supervisors and employees, and a means to tie pay to performance via a link the City’s new compensation plan. All recommendations from the
Committee will be subject to approval by management. The developmental model includes the following steps:
Identify and define the system’s goals, outcomes and strategies
Determine the
approach, components and administrative guidelines
Identify performance targets and measurements
Determine the best way to link performance to pay
Train managers and supervisors
Educate
employees
7. Evaluate the process (…revise accordingly every year)
The performance management system will be based on developing employees, improving their performance, and rewarding employees for their outstanding contributions.
Typically, an organization
identifies four primary components in a performance management system: 1) a process of self-appraisal, 2) performance expectations of every employee regardless of hierarchical position,
3) specific job-related expectations, and 4) a goal-setting process based on performance or skill improvement.
The Consultants have estimated that four (4) meetings with the Committee
will be necessary for successful completion of the project. If the process requires more than four meetings, the costs will be adjusted accordingly based on travel expenses and hourly
rates.
B. Meeting Agendas and Assignments
The following outlines the proposed subject matter for four (4) meetings with the project committee; each meeting will last no longer than
three (3) hours. There may be some overlap of subject matter from one meeting to the next, and the “assignments” following each committee meeting will require considerable time by committee
members (and city supervisors and employees, particularly between the third and fourth meeting). This is a very ambitious schedule, yet the Consultants will do everything possible to
meet it. The Consultants will prepare all project materials.
1. The first meeting will focus on establishing goals, outcomes and strategies to accomplish goals; determining components
of the performance management system; and identifying core expectations or City values. These expectations, when defined, will apply to every employee. Core expectations for managers
and supervisors will also be discussed. It will be necessary for committee members to bring to this first meeting a copy of the City’s mission statement and City values (if they exist).
At the end of the meeting, committee members will be given sample definitions of core expectations and asked to reach a consensus on competencies in advance of the second meeting.
2. The
second meeting will consist of refining the core expectations and developing reasonable performance indicators that do not require complex recording or statistical calculations. In
addition, the consultants will introduce a process to develop job-specific performance expectations. BDPA will present suggested formats for the performance management components. Between
the second and third meeting, BDPA will assist committee members and all Department Heads to develop job-specific performance expectations for their own jobs. This is an important step
because management will require a thorough understanding of determining core expectations for each job classification and developing reasonable performance indicators.
3. The third
meeting will be spent reviewing job-specific expectations and determining the best approach for developing job-specific expectations among all employees and their supervisors. A process
of goal-setting will be introduced. Between the third and fourth meeting, BDPA will assist managers and supervisors develop job-specific expectations for all City employees, individually
or in small groups.
The fourth meeting will focus on linking performance to pay, developing administrative guidelines, preparing training materials for employees and supervisors, and
producing a “user’s guide”
describing the performance management system. BDPA will develop all materials for the City to distribute to all employees.
The Consultants recognize that the Client is in its budget
process and will need to address funding very soon to support the performance management system. The Consultants will work with the Client through the committee process, or through separate
meetings with the City Manager, City Clerk/Treasurer to provide guidance and information relating to market trends and pay for performance approaches.
Performance Management Training
The
Consultants will develop a training outline and assist City staff in preparing to hold informational meetings with employees. The Consultants will not be involved in the actual presentations
to City employees. The Consultants will prepare and conduct one training session for supervisors and managers on ways to effectively implement the performance management system, including
approaches to performance planning, setting goals, maintaining continuity and objectivity, providing positive and negative feedback, documenting performance on an ongoing basis, developing
a performance improvement plan, and preparing for the annual performance review meeting.
Meetings with the Mayor and City Council
The Consultants have proposed one meeting with the
City Council, to keep them informed and involved throughout the process.
Project Outcomes
At least one committee comprised of 7-9 employees will provide advisory content and guidance
to the project.
BDPA will prepare all materials. Updated job descriptions/classification specifications will serve as the foundation in developing job-related performance standards.
BDPA will assist managers and supervisors in developing job specific performance expectations for their own jobs. The managers and supervisors will be expected to take part in meetings
with their staff and BDPA to develop job specific performance expectations for each job classification.
The City Council and all employees will be kept current on committee recommendations
through on-going communications.
The City Manager will have the final decision-making authority on the design of all components.
City supervisors and managers will be trained on how
to implement the system, develop appropriate goals for improvement and skill enhancement, providing feedback, and documenting performance. City employees will be trained on the performance
management design and process, planning and goal setting, and assessment reviews.
BDPA will develop a user’s guide explaining the process, forms, etc. for distribution to all employees.
Project Timeline
The project timeline is estimated at approximately four months, with an average of one meeting every three weeks, given availability of staff and work schedules. The
time commitment for this project on the part of Client staff is significant and critical; it will require managers and supervisors to meet with employees to develop baseline performance
expectations, and that has proven to be time intensive. Training of managers and supervisors will occur as the last step in the project, estimated to occur in the summer of 2003.
Fixed
Fee Schedule
Consultants will perform all tasks outlined in the work plan for a fixed fee of $ 8,439. The fixed fee includes all related expenses and is based on an hourly rate of $65.00
per hour. Related expenses are estimated at 15% to include the costs of printing, overhead, postage, telephone and consumable supplies.
TASK
HOURS
PROFESSIONAL
SERVICES
RELATED
EXPENSES
TOTAL
4 Committee mtgs. @ 3.0 hours each + 2 hrs.
prep per meeting x
2 consultants
32
$ 2, 080
$ 312
$ 2,392
Consultation
with City staff to develop job-specific expectations
30
$1,950
$ 293
$2,243
Training for managers and supervisors
1 sessions @ 6 hrs. x 2 consultants plus 12 hours preparation
24
$ 1,560
$ 234
$ 1,794
Employee Handbook
10 hours prep and 100 copies
15
$ 975
$ 200*
$ 1,175
Travel: 6 trips @225 miles per trip**
$ 493
$ 493
One meeting
with City Council
4
$ 260
$ 82
$ 342
TOTAL
105
$ 6,825
$ 1,614
$ 8,439
* Estimated cost of printing handbook
** Mileage based on IRS reimbursement of 36.5 cents
per mile
Payment Schedule
The payment schedule shall be as follows:
Thirty-three percent (33%) of the total contract amount, or $2,813, shall be paid to the consultants upon approval
of the contract by the Client or following the first meeting with Client representatives, whichever is sooner.
Thirty-three percent (33%) of the total contract amount, or $2,813, shall
be paid to the consultants after the second meeting of the committee.
Thirty-three percent (33%) of the total contract amount, or $2,813, shall be paid to the consultants upon completion
of the training session for supervisors.
If additional meetings with the Committee or if meetings with the City Council are scheduled, the Consultants will bill the Client separately for professional hours ($65/hour) and travel
costs.
SECTION THREE
Status of Consultant
This contract calls for the Consultants to perform professional services as an independent contractor and Consultants will not be considered
an employee of the Client for any purpose.
SECTION FOUR
Insurance
The Consultants shall provide all of its own insurances necessary to protect Client against claims for worker’s compensation
and for liability arising out of the sole negligence of consultant or its employees, agents, representatives, etc.
SECTION FIVE
Limitation of Liability
The Consultants are performing
the specified work on behalf of the Client and only for such specified purposes. Under no circumstances will Consultants’ liability to Client for any negligent act or omission relating
to or arising out of the project exceed the Consultants’ total fee for the services rendered.
SECTION SIX
Confidentiality/Proprietary Interests
The Consultants and Client recognize
that the Consultants may, in the course of performing its services, acquire or have access to information and data which may be confidential or personal to the individual/entity disclosing
such information or data. While Consultants’ tasks and the project being undertaken may require disclosure of such information to Client in a general, statistical or other non-specific
manner, Client understands and accepts Consultants’ limitation that in order to obtain the information and data necessary to perform the assigned tasks and to complete the project in
question, all of the information specifically obtained by Consultants in carrying out and completing the project is confidential and proprietary to Consultants and is not subject to
disclosure to Client as part of the project.
SECTION SEVEN
Cancellation
The parties agree that the Client may cancel the project at any time upon thirty (30) days written notice to
consultant, and subject to payment to Consultants for all services rendered by Consultants toward the completion of the project, up to the time of cancellation, based on the benchmarks
or percentages of completion of the total project set forth in this proposal, plus a termination charge of 25% of the total remaining value of the contract.
SECTION EIGHT
Services After
Termination
Inasmuch as the Consultants will acquire or have access to information that is of a highly confidential and secret nature it is expected that Consultants will not use or
disclose any proprietary or confidential information obtained from Client during the period of the project without Client’s written approval.
SECTION NINE
Legal Assistance
The Consultants do not render legal advice or legal opinion in its services or products. Such advice may only be given by a licensed, practicing attorney.
Therefore, the Consultants request that the Client confer with their representing counsel on any issues requiring legal review.
SECTION TEN
Equal Opportunity Employer
The Consultants
certify that it is an equal opportunity employer and agrees to provide all services called for by this contract in accordance with all state and federal statutes governing civil rights
and employment discrimination. Consultants shall further comply with such other relevant legislation as may be required by Client.
BDPA, Inc. City of McCall
By______________________
__________ By________________________________
Title______________________________ Title______________________________
Date______________________________ Date______________________________