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HomeMy WebLinkAboutCity of Tamarac Resolution R-2005-079Temp. Reso. #10695 April 13, 2005 Revised 4/18/05 Page 1 CITY OF TAMARAC, FLORIDA RESOLUTION NO. R-2005- 71 ....1 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA, AUTHORIZING THE APPROPRIATE CITY OFFICIALS TO AWARD RFP 05-08R, FOR A "CLASSIFICATION AND COMPENSATION STUDY" AND THE DEVELOPMENT OF A "PERFORMANCE MANAGEMENT SYSTEM", AND TO EXECUTE AN AGREEMENT WITH MGT OF AMERICA, INC. FOR A COST NOT TO EXCEED $67,000; PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABLITY; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City's Strategic Plan Tamarac 2004 includes a project under the Management Practices' Strategic Objective to analyze the City's Compensation and Classification Plan and enhance the City's Performance Evaluation System; and WHEREAS, the City's FY 2005 Budget includes funds to pay for the services of a professional Human Resources Consultant to conduct a Classification and Compensation Study for general bargaining unit and non -bargaining unit positions in the City and to improve the City's Performance Management System; and WHEREAS, in response to this identified need, the City requested competitive proposals from qualified firms by issuing Request for Proposals (RFP) 05-08R, "Compensation & Classification Study"; and WHEREAS, the City of Tamarac publicly advertised RFP 05-08R on March 6 and March 13, 2005, a copy of said RFP is attached hereto as Exhibit "1 "; and; Temp. Reso. #10695 April 13, 2005 Revised 4/18/05 Page 2 WHEREAS, five (5) proposals were received and opened on March 28, 2005, from the following companies: FTiTI 1. HR Management Partners 2. MGT Of America, Inc. 3. Slavin Management Consultants 4. Waters Consulting Group, Inc. 5. The University of Florida; WHEREAS, the proposal submitted by the University of Florida was considered non -responsive since they failed to agree to the City's requirements for indemnification, insurance coverage, and the provision of complete cost information as specified by the proposal requirements; and WHEREAS, upon review and consideration by an Evaluation Committee consisting of the Assistant City Manager, the Director of Finance, the Director of Utilities, the City Building Official, and the Director of Human Resources, oral presentations were provided by all of the remaining four (4) firms on April 8, 2005; and WHEREAS, subsequent to the oral presentations, the Evaluation Committee determined that MGT of America, Inc. has provided the proposal response which best meets the requirements of the City, a copy of said Committee ranking, and vendor's RFP submittal are attached hereto as Exhibit "2" and Exhibit "Y respectively; and WHEREAS, it is the recommendation of the Evaluation Committee and the Purchasing and Contracts Manager that RFP 05-08R, "Compensation and Classification Study", and the development of a "Performance Management System" be awarded to, Temp. Reso. #10695 April 13, 2005 Revised 4/18/05 Page 3 and an agreement executed with, MGT of America, Inc. for a cost not to exceed $67,000, including reimbursable expenses; and WHEREAS, the City Commission of the City of Tamarac, Florida deems it to be in the best interest of the citizens and residents of the City of Tamarac to award RFP 05-08R, "Compensation and Classification Study", and the development of a "Performance Management System" for a cost not to exceed $67,000, and to execute an Agreement with MGT of America, Inc. a copy of said Agreement is attached hereto as Exhibit "4". NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA: SECTION 1,_._ That the foregoing "WHEREAS" clauses are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this Resolution. SECTION 2: That the award of RFP 05-08R, "Compensation and Classification Study" and the development of a "Performance Management System" for a cost not to exceed $67,000, and the execution of an Agreement with MGT of America is hereby approved. ECTION 3: All Resolutions or parts of Resolutions in conflict herewith are hereby repealed to the extent of such conflict. Temp. Reso. #10695 April 13, :2005 Revised 4/18/05 Page 4 SECTION 4: If any clause, section, other part or application of this Resolution is held by any court of competent jurisdiction to be unconstitutional or invalid, in part or application, it shall not affect the validity of the remaining portions or applications of this Resolution. SECTION 5: This Resolution shall become effective immediately upon its passage and adoption. PASSED, ADOPTED AND APPROVED this ..��day of n), 2005. ATTEST: MARION SWENSON, CMC CITY CLERK I HEREBY CERTIFY that I have approved this RESOLUTION as to form. SAMUEL S. GOREN INTERIM CITY ATTORNEY JOE SCHREIBER MAYOR RECORD OF COMMISSION VOTE. MAYOR SCHREIBER, DIST 1: COMM. PORTNER DIST 2: V/M TALABISCO DIST 3: COMM. SULTANOF r' DIST 4: COMM. ROBERTS= 1 L 0 Purchasing and Contracts Division DATE: March 3, 2005 City of Tamarac EXHIBIT 1 "Committed to Excellence... Always" ToR, 10695 REQUEST FOR PROPOSALS ALL QUALIFIED PROPOSERS: RFP NO.05-08R Sealed Proposals, addressed to the Purchasing and Contracts Manager of the City of Tamarac, 6roward County, Florida, will be received in the Purchasing Office, 7525 NW 88th Avenue, Room 108, Tamarac, Florida 33321-2401 until 4:00 PM local time, March 28, 2005 for a CLASSIFICATION & COMPENSATION STUDY. The City is soliciting proposals on behalf of the Human Resources Department to obtain the services of a qualified firm to conduct a classification and compensation study for selected bargaining and non -bargaining positions as identified herein, and the development of a performance management system. Sealed Proposals must be received and time stamped in the Purchasing Office, Room 108, either by mail or hand delivery, on or before the date and time referenced above. Any Proposals received after 4:00 p.m. on said date will not be accepted under any circumstances. Any uncertainty regarding the time a Proposal is received will be resolved against the Proposer. Official time will be measured by the time stamp in the Purchasing Office.. City reserves the right to reject any or all Proposals, to waive any informalities or irregularities in any Proposals received, to re -advertise for Proposals, to award in whole or in part to one or more Proposers, or take any other such actions that may be deemed to be in the best interests of the City. Proposal documents may be obtained from the Purchasing Office or via the Internet at http://www-tamarac.orci/Dept/fin/purch/solicitations.html. For inquiries, contact the Purchasing Office at (954) 724-2450. Keith K. Glatz, CPPO Purchasing and Contracts Manager Publish Sun -Sentinel: Sunday, March 6 and March 13, 2005 7525 NW 88th Avenue ■ Tamarac, Florida 33321-2401 ■ (954) 724.2450 ■ Fax (954) 724-2408 a wwW.tamarac.org EgU,':31 Oppartunity Employer 4 4 of Tamarac Purc,hosing & Cont! acts [Vvision REQUEST FOR PROPOSALS RFP 05-08R CLASSIFICATION & COMPENSATION STUDY Definition- A Request for Proposal (RFP) is a method of procurement permitting discussions with responsible Offerors and revisions to proposals prior to award of a contract. Proposals will be opened in private. Award will be based on the criteria set forth herein. I. INTRODUCTION The City is soliciting proposals on behalf of the Human Resources Department to obtain the services of a qualified firm to provide professional consulting services. Specifically, Consultant will conduct a classification and compensation study for selected bargaining and non -bargaining positions as identified herein. The City also desires Consultant to propose the development of a new performance management system to work with the classification and compensation system as a separate optional proposal. II. INFORMATION For information pertaining to this Request for Proposals (RFP), contact Purchasing and Contracts Manager Keith Glatz, CPPO, at (954) 724-2450. Such contact shall be for clarification purposes only. Material changes, if any, to the scope of services or proposal procedures will be transmitted only by written addendum. It is preferred that all questions be submitted in writing, either via fax or email. Fax questions to (954) 724-2408 or email to purchasingtamarac.or .All questions shall be submitted by no later than the "Deadline for Written Questions" date shown below. 111111. SCHEDULE OF EVENTS The schedule of events related to this Request for Proposals shall be as follows'. RFP Document issued March 3, 2005 Deadline for Written Questions March 18, 2005 Deadline for Receipt of Proposals March 28, 2005 Evaluation of Proposals March 29 - April 6, 2005 Presentations by Short-listed Proposers (if applicable) April 8, 2005 Final Ranking of Firms April 11, 2005 Anticipated Award by Commission April 27, 2005 All dates are tentative. City reserves the right to change scheduled dates. 2 City of Tamarac INSTRUCTIONS TO OFFERORS STANDARD TERMS AND CONDITIONS RFP 05-08R 1. GENERAL TERMS AND CONDITIONS Purchasina & Contracts Division These General Terms and Conditions apply to all offers made to the City of Tamarac by all prospective Proposers, including but not limited to, Requests for Quotes, Requests for Proposal and Requests for Bid. As such the words "bid", "proposal" and "offer' are used interchangeably in reference to all offers submitted by prospective Proposers. The City of Tamarac reserves the right to reject any or all proposals, to waive any informalities or irregularities in any proposals received, to re -advertise for proposals, to enter into contract negotiations with the selected Proposer or take any other actions that may be deemed to be in the best interest of the City of Tamarac. 2. DEFINED TERMS Terms used in these Instructions to Offerors are defined as follows: 2.1 "Offeror' - one who submits a Proposal in response to a solicitation, as distinct from a Sub -Offeror, who submits a Proposal to the Offeror. 2.2 "Proposer'- one who submits a Proposal in response to a solicitation. The terms "Offeror" and "Proposer' are used interchangeably and have the same meaning. 2.3 "Successful Offeror"- the qualified, responsible and responsive Offeror to whom City (on the basis of City's evaluation as hereinafter provided) makes an award. 2.4 "City" - the City of Tamarac, a municipal corporation of the State of Florida. 2.5 "Proposal Documents" - the Request for Proposals, Instructions to Offerors, Offerors Qualifications Statement, Non -Collusive Affidavit, Certified Resolution, Vendor Drug -Free Workplace, Offerors Proposal, Proposal Security and Specifications, if any, and the proposed Contract Documents (including all Addenda issued prior to opening of Proposals). 2.6 "Consultant" - the individual(s) or firm(s) to whom the award is made and who executes the Contract Documents, 3. SPECIAL CONDITIONS Where there appears to be variances or conflicts between the General Terms and Conditions and the Special Conditions and/or Scope of Work outlined in this proposal, the Special Conditions and/or the Scope of Work shall prevail. 4. EXAMINATION OF CONTRACT DOCUMENTS AND SITE 4.1. Before submitting a Proposal, each Offeror must visit the site (if applicable to the project) to become familiar with the facilities and equipment that may in any manner affect cost or performance of the work; must consider federal, state and local laws, ordinances, rules and regulations that may in any manner affect cost or performance of the work, must carefully compare the Offerors observations made during site visits or in review of applicable laws with the Proposal Documents; and City of i umatac T !'urchasing & Contn)cts Jivi,sion must promptly notify the Purchasing and Contracts Manager of all conflicts, errors and discrepancies, if any, in the Proposal Documents. 4.2. The Offeror, by and through the submission of a Proposal, agrees that Offeror shall be held responsible for having examined the facilities and equipment (if applicable); is familiar with the nature and extent of the work and any local conditions that may affect the work, and is familiar with the equipment, materials, parts and labor required to successfully perform the work. 5. OMISSION OF DETAILS / VARIANCES AND EXCEPTIONS 5.1 The apparent silence of the requirements as to any detail, or the apparent omission of a detailed description concerning any point, shall be regarded as meaning that only the best commercial practice is to prevail, and that only material and workmanship of the finest quality is to be used. All interpretations of the specifications shall be made on the basis of this statement. Omission of any essential details from these specifications will not relieve the Proposer of supplying such services or product(s) as specified. 5.2 For the purpose of evaluation, the Offeror must indicate any variance or exceptions to the stated requirements, no matter how slight. Deviations should be explained in detail. Absence of variations and/or corrections will be interpreted to mean that the Offeror meets all the requirements in every respect. 6. INTERPRETATIONS AND ADDENDA If the Offeror is in doubt as to the meaning of any of the Proposal Documents, believes that the General Conditions, Special Conditions and/or Technical Specifications contain errors, contradictions or obvious omissions, or has any questions concerning the information contained in the RFP documents, the Offeror shall submit a written request to the Purchasing Office for interpretation or clarification. Such request must reference RFP name and number, and should be received by the Purchasing Office at least ten (10) calendar days prior to the Proposal opening date. Questions received less than ten (10) calendar days prior to the Proposal opening may not be answered. Interpretations or clarifications in response to such questions will be issued in the form of a written addendum transmitted via either fax or email to all parties recorded by the Purchasing Office as having received the Proposal Documents. The issuance of a written addendum shall be the only official method whereby such an interpretation or clarification will be made. 7. COSTS AND COMPENSATION 7.1. Costs and compensation shall be shown in both unit prices and extensions whenever applicable. In the event of discrepancies existing between unit prices and extensions or totals, the unit prices shall govern. 7.2. All costs and compensation shall remain firm and fixed for acceptance for 120 calendar days after the day of the Proposal opening. 7.3. The price proposal shall include all franchise fees, royalties, license fees, etc., as well as all costs for transportation or delivery as applicable within the scope of the solicitation. of Try nat,ac' Purchasrnc a Cootr3cts Divinion 8. NON -COLLUSIVE AFFIDAVIT Each Offeror shall complete the Non -Collusive Affidavit form and shall submit the form with their Proposal. City considers the failure of the Offeror to submit this document may be cause for rejection of the Proposal. 9. PUBLIC ENTITY CRIMES In accordance with Florida Statutes §287.133 (2)(a): A person or affiliate who has been placed on the convicted vendor list following a conviction for public entity crime 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 public entity, may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with any public entity, and may not transact business with any public entity in excess of the threshold amount provided in Florida Statutes §287.017 for Category Two, for a period of 36 months from the date of being placed on the convicted vendor list. 10. CONFLICT OF INTEREST The award of any contract hereunder is subject to the provisions of Chapter 112, Florida Statutes. Offerors must disclose with their Proposal the name of any officer, director, partner, proprietor, associate or agent who is also an officer or employee of City or any of its agencies. Further, all Offerors must disclose the name of any officer or employee of City who owns, directly or indirectly, an interest of five percent (5%) or more in the Offeror's firm or any of its branches or affiliate companies. 11. PERFORMANCE BONDS AND INSURANCE Upon award of a contract, the Successful Offeror, as required within the scope of the solicitation, may be required to submit performance bonds and/or payment bonds. Offeror shall provide certificates of insurance in the manner, form and amount(s) specified. 12. SUMMARY OF DOCUMENTS TO BE SUBMITTED WITH PROPOSALS The following is a summary of documents required to be submitted for this proposal. Failure to include a technical proposal, cost proposal, bid surety (if required below), or any other document that, by its omission, may prejudice the rights of other respondents, may result in immediate rejection of your proposal. Other forms or documents which, by their nature do not impact price or the Offerors cost of doing business, should accompany the Proposal; but must be provided within three (3) business days of the City's request to be considered responsive. 12.1 Technical Proposal & Work Plan 12.2 Cost/Price Proposal (See "Cost/Price Proposal" herein) 12.3 Project schedule which includes a breakdown of estimated hours to be worked by each of your project team members 12.4 References Forms (1 Reference per page for a total of 5) 12.5 Certification Form City of Tarr atac Purchasing & Contracts Division 12.6 Certified Resolution Form (or firm's own Corporate Resolution) 12.7 Offeror's Qualifications Statement 12.8 Vendor Drug Free Workplace 12.9 Non -Collusive Affidavit 12.10 Proof of applicable insurance 13. SUBMISSION OF PROPOSALS 13.1 Proposals must be typed or printed in ink. Use of erasable ink is not permitted. All corrections to prices made by the Offeror should be initialed. 13.2 Proposals must contain a manual signature of a corporate officer or designee with the proven authority to bind the firm in matters of this nature. The address and telephone number for any communications regarding the Proposal must be included. 13.3 Proposals shall contain an acknowledgment of receipt of all addenda. 13A Proposals by corporations must be executed in the corporation's legal name by the President or other corporate officer, accompanied by evidence of authority to sign. Evidence of authority shall be provided on the enclosed Certified Resolution form, or by the company's own Corporate Resolution. 13.5 Proposals by partnerships must be executed in the partnership name and signed by a partner, whose title must appear under the signature. 13.6 Proposals shall be submitted to the Purchasing Office on or before the time indicated in the Request for Proposals. Proposals shall be submitted in a sealed envelope (faxed proposals will not be accepted under any circumstances). The envelope should be clearly marked on the exterior with the applicable solicitation name and number. The envelope should state the name and address of the Offeror and should be include all documents as specified in the Request for Proposals. Purchasing and Contracts Division staff is not responsible for the premature opening of a Proposal that is not properly addressed and identified. 13.7 In accordance with Florida Statutes, Chapter §119.07(1)(a) and except as may be provided by other applicable state and federal law, the Request for Proposals and the responses thereto are in the public domain. However, Proposers are requested to specifically identify in the submitted Proposal any financial information considered confidential and/or proprietary which may be considered exempt under Florida Statutes §119.07(t). 13.8 All Proposals received from Offerors in response to the Request for Proposals will become the property of City and will not be returned. In the event of Contract award, all documentation produced as part of the Contract shall become the exclusive property of City. 13.9 The Proposer preparing a submittal in response to this RFP shall bear all expenses associated with its preparation. The Proposer shall prepare a submittal with the understanding that no claim for reimbursement shall be submitted to the City for the expense of proposal preparation and/or presentation. of Tamarac 14. MODIFICATION AND WITHDRAWAL OF PROPOSALS Purchasing & Contracts Division 14.1 Proposals may be modified or withdrawn by a duly executed document signed by a corporate officer or other employee with designated signature authority. Evidence of such authority must accompany the request for withdrawal or modification. The request must be delivered to the Purchasing Office at any time prior to the deadline for submitting Proposals. Withdrawal of a Proposal will not prejudice the rights of an Offeror to submit a new Proposal prior to the Proposal opening date and time. No Proposal may be withdrawn or modified after the date of proposal opening has passed. 14.2 If, within twenty-four (24) hours after Proposals are opened, any Offerorfiles a duly signed, written notice with the Purchasing Office, and within five (5) calendar days thereafter demonstrates to the reasonable satisfaction of City, by clear and convincing evidence, that there was a material and substantial mistake in the preparation of its Proposal, or that the mistake is clearly evident on the face of the Proposal, but the intended correct Proposal is not similarly evident, Offeror may withdraw its Proposal and any bid security will be returned. Thereafter, the Offeror will be disqualified from further bidding on the subject Contract. 15. REJECTION OF PROPOSALS 15.1 To the extent permitted by applicable state and federal laws and regulations, City reserves the right to reject any and all Proposals, to waive any and all informalities not involving price, time or changes in the work with the Successful Offeror, and to disregard all nonconforming, non -responsive, unbalanced or conditional Proposals. Proposals will be considered irregular and may be rejected if they show serious omissions, alterations in form, additions not called for, conditions or unauthorized alterations, or irregularities of any kind. 15.2 City reserves the right to reject the Proposal of any Offeror if City believes that it would not be in its best interest of to make an award to that Offeror, whether because the Proposal is not responsive, the Offeror is unqualified, of doubtful financial ability, or fails to meet any other pertinent criteria established by City within the scope of the solicitation. 16. QUALIFICATIONS OF PROPOSERS 16.1 Each Offeror shall complete the Offeror's Qualifications Statement and submit the form with the Proposal. Failure to submit the Offerors Qualifications Statement and the documents required thereunder may constitute grounds for rejection of the Proposal. 16.2 As a part of the evaluation process, the City may conduct a background investigation including a criminal record check of Proposer's officers and/or employees, by the Broward County Sheriff's Office. Proposer's submission of a proposal constitutes acknowledgement of and consent to such investigation. City shall be the sole judge in determining Proposer's qualifications. 16.3 No proposal shall be accepted from, nor will any contract be awarded to, any person who is in arrears to City for any debt or contract, who is a defaulter, as surety or otherwise, of any obligation to City, or who is deemed irresponsible or unreliable by City. City will be the sole judge of said determination. of Tamarac 4 C Purchasing 4 Contracts Division 17. 16.4 City reserves the right to make a pre -award inspection of the Offerors facilities and equipment prior to award of Contract. 16.5 Employees of the Proposer shall at all times be under its sole direction and not an employee or agent of the City. The Proposer shall supply competent and physically capable employees. The City may require the Proposer to remove an employee it deems careless, incompetent, insubordinate or otherwise objectionable. Proposer shall be responsible to the City for the acts and omissions of all employees working under its directions. INSURANCE 17.1 Offeror agrees to, in the performance of work and services under this Agreement, comply with all federal, state, and local laws and regulations now in effect, or hereinafter enacted during the term of this agreement that are applicable to Offeror, its employees, agents, or subcontractors, if any, with respect to the work and services described herein. 17.2 Offeror shall obtain at Offeror's expense all necessary insurance in such form and amount as required by this proposal or by the City's Risk Manager before beginning work under this Agreement. Offeror shall maintain such insurance in full force and effect during the life of this Agreement. Offeror shall provide to the City's Risk Manager current certificates of all insurance required under this section prior to beginning any work under this Agreement. 17.3 Offeror shall indemnify and save the City harmless from any damage resulting to it for failure of either Offeror or any Sub -Offeror to obtain or maintain such insurance. 17.4 The following are required types and minimum limits of insurance coverage, which the Offeror agrees to maintain during the term of this contract: Line of Business/ Coverage Occurrence Aggregate Commercial General Liability $1,000,000 $1,000,000 Including: Premises/Operations Contractual Liability Personal Injury Products/Completed Operations Cross Liability and Severability of Interest Clause Automobile Liability $1,000,000 $1,000,000 Workers' Compensation & Employer's Statutory Liability 17.5 The City reserves the right to require higher limits depending upon the scope of work under this Agreement. 17.6 Neither Offeror nor any Sub -Offeror shall commence work under this contract until they have obtained all insurance required under this section and have City of rarriaroc IVA" Flw-ehasrmg & Contracts Division supplied the City with evidence of such coverage in the form of an insurance certificate and endorsement. The Offeror will ensure that all Sub -Offerors will comply with the above guidelines and will maintain the necessary coverages throughout the term of this Agreement. 17.7 All insurance carriers shall be rated at least A-VII per Best's Key Rating Guide and shall be licensed to do business in Florida. Policies shall be "Occurrence" form. Each carrier will give the City sixty (60) days notice prior to cancellation. 17.8 The Offeror's liability insurance policies shall be endorsed to add the City of Tamarac as an "additional insured". 17.9 The Offeror shall be responsible for the payment of all deductibles and self - insured retentions. The City may require that the Offeror purchase a bond to cover the full amount of the deductible or self -insured retention. 17.10 If the Offeror is to provide professional services under this Agreement, the Offeror must provide the City with evidence of Professional Liability insurance. "Claims -Made" forms are acceptable only for Professional Liability. 17.11 The Successful Offeror agrees to perform the work under the Contract as an independent contractor, and not as a subcontractor, agent or employee of City. 18. INDEMNIFICATION 18.1 GENERAL INDEMNIFICATION- Consultant shall, in addition to any other obligation to indemnify the City and to the fullest extent permitted by law, protect, defend, indemnify and hold harmless the City, their agents, elected officials and employees from and against all claims, actions, liabilities, losses (including economic losses), costs arising out of any actual or alleged- a). Bodily injury, sickness, disease or death, or injury to or destruction of tangible property including the loss of use resulting therefrom, or any other damage or loss arising out of or resulting, or claimed to have resulted in whole or in part from any actual or alleged act or omission of the Consultant, any sub -Contractor, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable in the performance of the Work; or b). violation of law, statute, ordinance, governmental administration order, rule, regulation, or infringement of patent rights by Consultant in the performance of the Work- or c). liens, claims or actions made by the Consultant or any sub -contractor under workers compensation acts; disability benefit acts, other employee benefit acts or any statutory bar. Any cost of expenses, including attorney's fees, incurred by the City to enforce this agreement shall be borne by the Consultant. 18.2 Upon completion of all Services, obligations and duties provided for in this Agreement, or in the event of termination of this Agreement for any reason, the terms and conditions of this Article shall survive indefinitely. 18.3 The Consultant shall pay all claims, losses, liens, settlements orjudgments of any nature whatsoever in connection with the foregoing indemnifications including, but not limited to, reasonable attorney's fees (including appellate attorney's fees) and costs. City of farrrarac TQ V ' Purchasing 9 Contracts Division 18.4 City reserves the right to select its own legal counsel to conduct any defense in any such proceeding and all costs and fees associated therewith shall be the responsibility of Consultant under the indemnification agreement. Nothing contained herein is intended nor shall it be construed to waive City's rights and immunities under the common law or Florida Statute 768.28 as amended from time to time. 18.5 The Successful Offeror shall pay all claims, losses, liens, settlements or judgments of any nature whatsoever in connection with the foregoing indemnifications including, but not limited to, reasonable attorney's fees (including appellate attorney's fees) and costs. 19. DELIVERIES Any item requiring delivery by the Offeror of by sub -contractors shall be delivered F.G.B. destination to a specific City address. All delivery costs and charges must be included in the bid price. If delivery of an item is required, the City reserves the right to cancel the delivery order(s) or any part thereof, without obligation if delivery is not made at the time specified in the proposal 20. WARRANTIES 20.1 Successful Offeror warrants to City that the consummation of the work provided for in the Contract documents will not result in the breach of any term or provision of, or constitute a default under any indenture, mortgage, contract, or agreement to which Successful Offeror is a party. 20.2 Successful Offeror warrants to City that it is not insolvent, it is not in bankruptcy proceedings or receivership, nor is it engaged in or threatened with any litigation, arbitration or other legal or administrative proceedings or investigations of any kind which would have an adverse effect on its ability to perform its obligations under the Contract. 20.3 Successful Gfferor warrants to City that it will comply with all applicable federal, state and local laws, regulations and orders in carrying out its obligations under the Contract. 20.4 All warranties made by Successful Offeror together with service warranties and guarantees shall run to City and the successors and assigns of City. 21. CONDITIONS OF MATERIALS All materials and products supplied by the Offeror in conjunction with this proposal shall be new, warranted for their merchantability, fit for a particular purpose, free from defects and consistent with industry standards. The products shall be delivered to the City in excellent condition. In the event that any of the products supplied to the City are found to be defective or do not conform to the specifications, the City reserves the right to return the product to the Bidder at no cost to the City. Successful Offeror shall furnish all guarantees and warranties to the Purchasing Division prior to final acceptance and payment. The warranty period shall commence upon final acceptance of the product. 10 ro City of ia�ara�_ Fcrcasinn&Contracts Division _ 22. COPYRIGHTS OR PATENT RIGHTS The Offeror warrants that there has been no violation of copyrights or patent rights in manufacturing, producing or selling the goods shipped or ordered as a result of this bid. The seller agrees to hold the City harmless from all liability, loss or expense occasioned by any such violation. 23. SAFETY STANDARDS The Proposer warrants that any product(s) supplied to the City shall conform with all respects to the standards set forth in the Occupational Safety and Health Act and its amendments to any industry standards, if applicable. 24. INSPECTION The City shall have the right to inspect any materials, components, equipment, supplies, services or completed work specified herein. Any of said items not complying with these specifications are subject to rejection at the option of the City. Any items rejected shall be removed from the premises of the City and/or replaced at the entire expense of the successful vendor. 25. NON-DISCRIMINATION AND EQUAL OPPORTUNITY EMPLOYMENT During the performance of the Contract, the successful Offeror shall not discriminate against any employee or applicant for employment because of race, religion, color, gender, national origin or physical or mental handicap if qualified. The successful Offeror will take affirmative action to ensure that employees are treated during employment, without regard to their race, religion, color, gender or national original, or physical or mental handicap, Such actions must 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 successful Offeror(s) shall agree 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 successful Offeror further agrees that he/she will ensure that Subcontractors, if any, will be made aware of and will comply with this nondiscrimination clause. 26. TAXES Successful Offeror shall pay all applicable sales, consumer use and other similar taxes required by law. 27. PERMITS, FEES AND NOTICES Successful Offeror shall secure and pay for all permits and fees, licenses and charges necessary for the proper execution and completion of the work, if applicable. The costs of all permits, fees, licenses and charges shall be included in the Price Proposal except where expressly noted in the specifications. a City of TC3ro'.. rac l ;'i Purchasing & C:antracts Civision 28. PERFORMANCE Failure on the part of the Offeror to comply with the conditions, terms, specifications and requirements of the bid shall be just cause for cancellation of the proposal award. The City may, by written notice to the Proposal, terminate the contract forfailure to perform. The date of termination shall be stated in the notice. The City shall be the sole judge of nonperformance. 29. TERMINATION FOR CAUSE AND DEFAULT 29.1 Default by Contractor: In addition to all other remedies available to the City, this Agreement shall be subject to cancellation by the City should the Contractor neglect or fail to perform or observe any of the terms, provisions, conditions, or requirements herein contained, if such neglect or failure shall continue for a period of thirty (30) days after receipt by Contractor of written notice of such neglect or failure. 29.2 Failure on the part of the Offeror to comply with the conditions, terms, specifications and requirements of the RFP shall be just cause for the cancellation of the RFP award. The City may, by written notice to the Offeror, terminate the contract for failure to perform. The date of termination shall be stated in the notice. The City shall be the sole judge of non-performance. 30. TERMINATION FOR CONVENIENCE OF CITY Upon seven (7) calendar days written notice delivered by certified mail, return receipt requested, to Successful Offeror, City may without cause and without prejudice to any other right or remedy, terminate the agreement for City's convenience whenever City determines that such termination is in the best interests of City. Where the agreement is terminated for the convenience of City, the notice of termination to Successful Offeror must state that the Contract is being terminated for the convenience of City under the termination clause and the extent of termination. Upon receipt of the notice of termination for convenience, Successful Offeror shall promptly discontinue all work and, to the extent indicated on the notice of termination, shall terminate all outstanding subcontracts and purchase orders as they relate to the terminated portion of the Contract, shall refrain from placing further orders and/or contracting with subcontractors, and shall complete any continued portions of the work. 31. FUNDING OUT This agreement shall remain in full force and effect only as long as the expenditures provided for in the Agreement have been appropriated by the City Commission of the City of Tamarac in the annual budget for each fiscal year of this Agreement, and is subject to termination based on lack of funding. 32. AUDIT RIGHTS City reserves the right to audit the records of Successful Offeror, relating to this contract, at any time during the term of the Contract, and for a period of three (3) years after completion of contract. If required by City, Successful Offeror shall agree to submit to an audit by an independent Certified Public Accountant selected by City. Successful Offeror shall allow City to examine and review the records of Successful Offeror at any and all times during normal business hours during the term of the Contract. M - CAM F City of Tamarac � Purchasing & Cor,tracts Division 33. ASSIGNMENT 33.1 Successful Offeror shall not assign, transfer or subject the Contract or its rights, title, interests or obligations therein without City's prior written approval. 33.2 Violation of the terms of this paragraph shall constitute a breach of the Contract by Successful Offeror and City may, at its discretion, cancel the Contract. All rights, title, interest and obligations of Successful Offeror shall thereupon cease and terminate. 34. EMPLOYEES Employees of the successful Contractor shall at all times be under its sole direction and not an employee or agent of the City. The Contractor shall supply competent and physically capable employees. The City may require the Contractor to remove an employee it deems careless, incompetent, insubordinate or otherwise objectionable. Bidder shall be responsible to the City for the acts and omissions of all employees working under its directions. 35. TAXES The City of Tamarac is exempt from all Federal, State, and Local taxes. An exemption certificate will be provided where applicable upon request. 36. GOVERNING LAW The laws of the State of Florida shall govern this Agreement. Venue shall be Broward County, Florida. N City of Ta r_arac - _.._...._ P.rrchas,ing & Contracts w jmiion B. STATEMENT OF WORK RFP 05-08R CLASSIFICATION & COMPENSATION STUDY PURPOSE In order to meet our strategic objective to attract and retain a highly talented and motivated workforce, the City seeks to hire a qualified firm to provide professional consulting services to: Task 1: Conduct a comprehensive classification and compensation study for selected bargaining and non -bargaining positions. Task 2: Develop a new performance management system to support the classification and compensation system as_a separate option within the proposal. OVERVIEW The City of Tamarac is a full -service, progressive, award -winning municipality serving approximately 56,000 residents. Located about 15 miles west of Fort Lauderdale and 35 miles northwest of Miami, Tamarac is in west central Broward County and covers approximately 12 square miles. The City operates under a Commission/Manager plan and is characterized by cordial Commission/staff relations. The City Manager is responsible for the day-to-day operations of the City. The City has twelve (12) departments: Community Development, Finance, Human Resources, City Clerk's Office, Building and Code Compliance, Public Works, Fire Rescue, Utilities, Parks and Recreation, Information Technology, City Attorney and City Manager's Offices (which includes Public Information and provides support services to the Mayor and Commission. Police services are contracted with the Broward Sheriff's Office. The City employs approximately 425 regular full-time and regular part-time employees, and the proposed classification and compensation study will cover about 325 of these positions. The City's labor/management climate is one of cooperation and collaboration. Training and staff development is emphasized and the City's administration is seeking to further increase the City's efficiency and effectiveness, and to achieve higher levels of employee and customer satisfaction through participation in the Sterling Criteria for Organizational Performance Excellence. The City currently has approximately 425 regular full-time and regular part-time positions, as described below: General Bargaining Employees (FPE) 220 Non -Bargaining Employees Administrative (Confidential) 24 Professional/Managerial (including Fire Mgmt.) 68 Executive 13 Sub -Total 325 Fire — Bargaining (not part of proposed study) 100 Total 425 14 of Famarac ;'i Purchasing & Cor.trrcts Division Current Classification and Compensation Program The City's non -bargaining employees are compensated through a pay for performance system implemented in 1998. See Exhibit A — "Pay for Performance System". The City's bargaining employees receive pay raises in accordance with collective bargaining agreements negotiated between the City and the Federation of Public Employees (FPE). See Exhibit B — "Applicable Articles of Collective Bargaining Agreement between the City of Tamarac and the FPE". The contract between the City and the FPE expires on September 30, 2005. The City will be required to negotiate with the FPE in order to implement any changes in compensation proposed as a result of this study. The City evaluates and adjusts its pay plans every 12 to 18 months. The City's positions and job descriptions are regularly revised, re-evaluated and re-classified as needed when conditions or duties change. See Exhibit C — "Sample Job Descriptions". However, the City has not completed a comprehensive, simultaneous classification and compensation review of all positions since 1995. See Exhibit D — "Bargaining Classification Plan effective 101112004" and Exhibit E — "Non -Bargaining Classification Plan effective 11112005". The Bargaining Pay Plan includes several skill- or certification -based classifications and pay schedules which have been implemented for selected positions. The City has a very competitive benefits program which includes defined benefit and defined contribution retirement plans, excellent health insurance coverage with a substantial contribution toward dependent care, deferred compensation plans, flexible spending accounts for medical and dependent care expenses, City -paid life and disability insurance, and. subsidized dental insurance benefits, The City also provides generous personal, sick and vacation leave for employees. Therefore, the benefits plan is not proposed to be reviewed at the current time and is not part of this study. Current Performance Management System The City's bargaining and non -bargaining employees are evaluated based on a performance appraisal system that was implemented in 1995. See Exhibit F (2 forms) —, Archer Performance Appraisal Form for all Employees and (for Supervisors). The City desires a system which better supports the City's mission, core values, and strategic objectives, and allows managers more flexibility in identifying goals and objectives for specific positions. C. SCOPE OF PROPOSAL Task 1 a. Consultant will evaluate regular full-time and part-time bargaining unit (non- exempt) positions (except the Fire bargaining unit positions), and non - bargaining positions including administrative (confidential, non-exempt) positions, professional/managerial (exempt) positions, and executive (exempt, department director) positions in the City (including managerial positions in Fire Service). b. Consultant will develop a comprehensive classification and compensation system that supports the City's mission and strategic objectives, and is designed to support a more competitive., flexible, customer and results -oriented organization. 15 City of Tamara: po"Chasing & Contracts Civimon Task 2 Consultant shall develop a new performance management system to support the. classification and compensation system as a separate option with this proposal. D. SERVICES TO BE PROVIDED BY TASK 1. Task 1 -The proposal to conduct a comprehensive classification and compensation study shall fully describe the proposed methodology and include the following services: a. Development of the City's compensation philosophy, including recommendations regarding our desired position within the appropriate geographic market. b. The proposed communications program for employees, supervisors and managers in order for the consultant to provide information and obtain information and feedback throughout each step of the process, including meetings with and presentations to employees, City administration officials including Human Resources Department staff, the Project Steering Committee (made up of 5 department directors and chaired by the HR Director), management team, the City Manager and the City Commission. C. Review of all positions and the job evaluation methodology proposed to allocate positions within a classification system that supports the City's mission and strategic objectives to include the development of the appropriate data collection instruments and the specific process proposed. The proposal should describe the assistance to be provided by the consultant to employees and supervisors during the data collection and review phase of the study, and include the percentage and /or number of employees who will participate in job analysis interviews with the consultant. d. Review and update of job descriptions to ensure compliance with the requirements of the ADA and FLSA. e. Review of pay for comparable positions in the appropriate geographic market for each position and the design of a compensation system which is consistent with the City's compensation philosophy, and is internally equitable, flexible and competitive with the appropriate geographic market. f. Development of multiple alternative recommendations demonstrating the methodology the City should use to implement the new classification and compensation system, including the placement of all employees within the classification and compensation system, and the advantages, disadvantages and costs of each alternative. (Recommendations should specifically address implementation for bargaining positions within a unionized environment.) g. Describe process for the consultant review and timely response to employees who have inquiries or appeals, and appropriate meetings with union representatives. 16 City of Tamarac Purchasing & Contracts Division h. Recommend classification and pay administration practices to include consideration of pay for performance, incentives and rewards for individuals and groups, skill -based pay or alternative reward strategies which may be suitable for specific classifications that support our recruitment and retention efforts. Pay administration policies should include, but are not limited to, policies regarding movement through ranges, adjustments within pay grade, reclassifications, promotions, transfers, demotions, and career ladders. Provide a manual of instructions, training materials and provide actual training to Human Resources staff to administer the proposed classification and compensation system, indicating the staffing and technology required, and the availability of software for that purpose. Provide process for follow-up services after implementation of the program. The consultant may propose additional or alternative tasks deemed necessary to complete Task 1. 2. Task_2 - Performance Management System: The proposal to develop a performance management system to support the City's mission and strategic objectives shall fully describe the proposed methodology and include the following services: a. Develop and recommend performance management system objectives and criteria, and the methodology proposed to develop them. b. Develop and recommend a new or revised performance appraisal instrument(s) which supports the City's mission and strategic objectives, and works in concert with the classification and pay systems. c, Prepare a performance management system manual and instructions. d. Develop and conduct supervisory training program. The consultant may propose additional or alternative tasks deemed necessary to complete Task 2. E. MINIMUM REQUIREMENTS Consultant shall have a proven track record of conducting compensation and classification studies for similar organizations including Florida public sector agencies, and specific experience in successfully developing and implementing classification and compensation plans in a unionized environment. Consultant shall be of sufficient size and with sufficient staffing to provide contracted services in a timely manner. F. DELIVERABLES Consultant shall provide a comprehensive report that includes the classification and pay plan, including all class and job specifications, and describes the study methodology, process, findings and recommendations, and includes all the materials described in Section D — "Services to be Provided". M 1AM Ci"y of r3mar�3c Flwcha,inq & Contracts Givi,ion G. PERFORMANCE SCHEDULE Consultant should be able to start work immediately upon contract execution and complete all components of the classification and compensation study within 100 days. As part of the proposal, Consultant should provide a proposed detailed project schedule. Consultant shall also provide a proposed project schedule for the optional performance management project. I. PROPOSAL SELECTION The City Manager will appoint an Evaluation and Selection Committee to review Proposals. The City reserves the right to select the Proposer who represents the best value, and to accept or reject any proposal submitted in response to this solicitation. The City's Evaluation and Selection Committee will act in what they consider to be the best interest of the City and its residents. Price shall not be the sole determining factor for selection, as indicated in the following section. II. EVALUATION OF PROPOSALS A. EVALUATION METHOD AND CRITERIA A Selection/Negotiation Committee has been appointed by the City Manager and will be responsible for selecting the most qualified firm and then negotiating a contract. The Proposers with the highest -ranked submittals may be asked to make a detailed presentation of their product/service to the Evaluation and Selection Committee. All Proposers are advised that in the event of receipt of an adequate number of Proposals which in the opinion of the Evaluation Committee require no clarification and/or supplementary information, such Proposals may be evaluated without discussion. Hence, proposals should be initially submitted on the most complete and favorable terms which Proposers are capable of offering to the City. After presentations, firms will be assigned a final score, with the highest -ranked firm moving forward to the negotiation phase. Upon successful negotiation, a recommendation for award will be considered by the City Commission. No work on this project shall proceed without written authorization from the City of Tamarac. The City reserves the right to enter into contract negotiations with the selected Proposer. If the City and the selected Proposer cannot negotiate a successful contract, the City may terminate such negotiations and begin negotiations with the next selected Proposer. No Proposer shall have any rights against the City arising from such negotiations. The City's evaluation criteria may include, but shall not be limited to, the following: 18 of Tamarac Ri Rirchasing & Contracts Division 1. Compliance with Request for Proposals [Mandatory]. This refers to the adherence to all conditions and requirements of the Request for Proposals. 2. QuallitV of -Response, Technical Approach, and Work Plan a. Clearly demonstrated understanding of the scope, objectives and work to be performed. b. Completeness and reasonableness of the Offeror's plan/proposal for accomplishing the goals, objectives and tasks. c. Level of knowledge and creativity and demonstrated by the Offeror's proposed methodologies for meeting the requirements of this proposal. d. Ability to respond to City's needs as set forth in the RFP. 3. Qualifications and Experience of the Firm/Project Staff. Offeror's capability in all respects to perform fully the contract requirements, and the tenacity, perseverance, experience, integrity, and reliability which will assure good faith performance, as well as satisfactory reference verification. This criteria includes: a. The experience of the firm and its record on engagements of a similar nature, including the ability to serve in a similar capacity for other units of government or organizations. b. Personnel to be assigned to the project, and their education, capabilities, qualifications and experience with similar projects c. Reference information gathered from other entities regarding the past experience of the firm- and d. Other areas addressed in the Statement of Work herein. 4. Schedule. This refers to the proposed detailed project schedule and the Offeror's ability to meet the City overall performance schedule. 5. Costs (Price). This refers to the proposed contract fee and reimbursement expense budget. (Please note that price is only one factor for consideration of award). a. The Offeror shall propose a not -to -exceed amount for complete execution of this project as detailed in the Specifications or Statement of Work herein. b. If proposing costs which may include alternate programs or services not covered in the base bid pricing, the Offeror, when offering such alternative services must provide a detailed explanation of additional optional services to be offered. B. ACCEPTABILITY OF PROPOSALS The Offer shall be evaluated solely in accordance with the criteria set forth herein. The proposals shall be categorized as follows: 19 C. 191 of Tamarac P rch,�sina & Gonfric(s Division 1. Acceptable, 2. Potentially Acceptable: i.e., reasonably susceptible to being made acceptable. OR 3. Unacceptable. AWARD OF AGREEMENT Award shall be made by the City to the responsible Offeror whose proposal is determined to be the most advantageous to the City, taking into consideration price and the evaluation criteria set forth herein. The City of Tamarac reserves the right to accept the Proposal as a whole, or any component thereof, if it appears to be in the best interest of the City. WEIGHTED CRITERIA Points will be assigned to each proposal based on the following weighted criteria: 1. Compliance with Request for Proposal (Mandatory) N/A 2. Quality of Response, Technical Approach & Work 35 points Plan 3. Qualifications of the Firm/Project Staff, including 35 points References 4. Schedule 15 points 5. Costs (Price) 15 points These weighted criteria are provided to assist Proposers in the allocation of their time and efforts during the proposal preparation process. The criteria also guide the Evaluation Committee during the short -listing and final ranking of proposers by establishing a general framework for those deliberations. Once the Proposals are evaluated, a "short-list" may be selected to make presentations to the Evaluation and Selection Committee, prior to a recommendation for award. Note: the Costs (Price) component will be scored by awarding the maximum number of points to the lowest cost responsive proposal, and calculating a ratio between the lowest price and all other prices: Example: Proposal A Price = $100 Proposal B Price = $120 Proposal C Price = $150 Points: Proposal A: (Lowest Price/Maximum Points) = 15 Points Proposal B: $100/$120 = .83 x 15 points = 12.5 Points Proposal C: $100/$150 = .66 x 15 points = 9.9 Points 20 of Tarnarac. E. DISCUSSIONS & PRESENTATIONS Purchasing & ConGz,ict s Division The short-listed Proposers may be requested to make presentations to the Committee. The City may require additional information after evaluation of the submittals, and Proposers agree to furnish such information upon the City's request. All Proposers are advised that in the event of receipt of an adequate number of proposals, which in the opinion of the Evaluation Committee require no clarification and/or supplementary information, such proposals may be evaluated without discussion or need for presentations. Hence, proposals should be initially submitted on the most complete and favorable terms which offerors are capable of offering to the City. The Evaluation Committee may conduct discussions with any Proposer who submits an acceptable or potentially acceptable proposal. Proposers shall be accorded fair and equal treatment with respect to any opportunity for discussion and revision of proposals. The Evaluation Committee reserves the right to request the Proposer to provide additional information during this process. F. RIGHT TO REJECT PROPOSALS To the extent permitted by applicable state and federal laws and regulations, City reserves the right to reject any and all Proposals, to waive any and all informalities not involving price, time or changes in the work, and to disregard all nonconforming, non -responsive, unbalanced or conditional Proposals. Proposals will be considered irregular and may be rejected if they show serious omissions, alterations in form, additions not called for, conditions, unauthorized alterations, or irregularities of any kind. City reserves the right to reject any Proposal if City believes that it would not be in its best interest to make an award to a particular Proposer, either because the Proposal is not responsive, the Proposer is unqualified, of doubtful financial ability, or fails to meet any other pertinent criteria established by City within the scope of this solicitation. G. PROPOSAL COPIES Return one (1.1 original and five (5) copies of your Technical „Proposal, and one U original and five 5 copies of your Cost/Price Proposal in a separate, sealed envelope, marked with your firm's name and "RFP 05-08R, CLASSIFICATION AND COMPENSATION STUDY", to the City of Tamarac, Purchasing & Contracts Division, 7525 NW 88th Avenue, Tamarac, Florida 33321, attention: Keith K. Glatz, CPPO, Purchasing & Contracts Manager. Any addenda become part of this Request of Proposal and the resulting agreement. The Cost/Price Proposal form included herein should be signed by an authorized company representative, dated and returned with the Proposal. 7 Ci;y of Tamarac . Purchasing & Contracts D vision Separate Sealed Envelope The Cost/Price Proposal shall be submitted in a separate, sealed envelope, separate from but included with the Technical Proposal. Failure to submit a complete Technical and Cost/Price Proposal may result in disqualification of the Proposal. No negotiations, decisions or actions shall be initiated or executed by the Proposer as a result of any discussions with any City employee. Only those communications that are issued in writing from the Purchasing & Contracts Division may be considered as a duly authorized expression. Also, only communications from Proposers that are signed in and in writing will be recognized by the City as duly authorized expressions on behalf of the Proposer. Contact with personnel of the City of Tamarac other than the Purchasing and Contracts Manager or designated representative regarding their request for proposals may be grounds for elimination from the selection process. 22 City of Tamarac ----� .-W.._ __ --- F �a rhas;r.g 8 Contracts Division �J COST/PRICE PROPOSAL RFP 05-08 CLASSIFICATION & COMPENSATION STUDY 1. BASE PROPOSAL - Task 1: Classification & Compensation Study: Not to Exceed Cost of $ Reimbursable Expenses: $ Total Estimated Hours Required to Complete Base Proposal Tasks: 2. OPTIONAL PROPOSAL - Task 2: Performance Management System: Not to Exceed Cost of $ Reimbursable Expenses: $ Total Estimated Hours to Complete Optional Proposal Tasks: GRAND TOTAL [Base Proposal (Task 1) + Optional Proposal (Task 2)]: Grand Total Not to Exceed Cost of: $ Reimbursable Expenses Not to Exceed: $ Please include your project schedule which includes a breakdown of estimated hours to be worked by each of your project team members. SUBMITTED BY: Company Name: Address: City: Telephone: Email: State: Zip: 23 u� Ll srtle "r' ,��J•R N; n R F P 05-08 R CLASSIFICATION AND COMPENSATION STUDY EXHIBITS SECTION EXHIBITS A THROUGH F (35 PAGES) EXHIBIT A - 05-08R CITY OF TAMARAC PERFORMANCE -BASED PAY SYSTEM FOR NON -BARGAINING EMPLOYEES May 13, 1998 PURPOSE: To establish a performance -based pay system to attract and retain a competent and well -trained workforce to provide excellent services to the citizens of Tamarac. POLICY: This pay system provides for regular pay adjustments linked to the comprehensive performance evaluation, subject to the review and approval of the City Manager. Any related performance -based pay increases will be provided for non- bargaining (including executive, managerial/professional and administrative) regular full- time or part-time employees with at least one year of service. This performance -based pay system replaces the current practice of providing across- the-board increases for all non -bargaining employees, regardless of the employee's performance. In the first fiscal year (October 1, 1997-September 30, 1998), pay adjustments effective April 1, 1998 will be provided for eligible employees whose annual evaluations were due in the first 6 months of the fiscal year based on their performance. Pay adjustments for employees whose evaluations are due in the second 6 months of FY 1998 (April 1998- September 1998) will be effective on their anniversary date, and will be based on their annual performance evaluation. Additionally, in this first year only, if a review of actual pay indicates that the employee's pay is not competitive in the local market, a market adjustment of up to 5% may be provided as determined by the City Manager upon notification to the City Commission effective January 1, 1998. In Fiscal Year 1999 (October 1, 1998-September 30, 1999) and thereafter, each employee's annual evaluation date will become the effective date of any future performance -based increases. (Evaluation dates are generally set from hire, promotion, reclassification or demotion, whichever is later, as specifically defined in the performance evaluation program implemented in October 1997.) Performance evaluations and any pay adjustments for non -bargaining employees whose one-year anniversary is after October 1998 will be effective on their annual evaluation date. Performance -based increases to base pay are recommended to range from 0% to 5%. Effective October 1, 1998, an optional additional lump sum performance reward of up to an additional 2.5% of pay may also be approved for significant and extraordinary contributions. The performance -based pay system is based on the employee's annual performance evaluation. The performance evaluation document (currently the Archer Performance Appraisal System, or as modified, improved or replaced) will be the foundation of the performance -based pay system, and may be supplemented by additional information describing the employee's performance and accomplishments. The department director may recommend a pay adjustment based on the 03/02/05 Page 1 of 35 RFP 05-08R Exhibits A-F performance evaluation, supplemented by any additional documentation as noted above, within the adjustment range shown below: Level General Definition Adiustment Range Performance Exceeds Superior performance; most work 5% Requirements is characterized by unusual (3.6 or above) accomplishments; significantly and consistently performs at level that expected Performance Meets Meets major requirements, is 3% - 4% Requirements consistently effective and competent, (Between 2.75 - 3.59) achieves results expected Performance Below Needs improvement to meet major 0% - 2% Requirements (Needs requirements, work is fairly accept - Improvement) able in some respects but does not (Below 2.75) meet expectations Effective October 1, 1998, non -bargaining employees whose performance not only exceeds requirements, but who have made significant and extraordinary contributions in the prior year may receive, upon recommendation by their department director and approval by the City Manager, a lump sum performance reward of up to 2.5% of their pay and a certificate or letter of commendation to recognize and reward their significant and extraordinary achievements. The department director must provide detailed documentation specifically describing the employee's extraordinary and outstanding achievements, and award of the lump sum performance reward must be approved in advance by the City Manager. The lump sum performance reward provides an additional incentive that is not added to base pay. Therefore, in order to get a lump sum performance reward again, the employee must make significant and extraordinary contributions in addition to exceeding requirements and expectations in their annual performance evaluation in future years. This evaluation and pay system allows the City to compensate its top performers with a pay increase that is greater than the equivalent of a cost -of -living adjustment, and provides the equivalent of an across -the board adjustment to employees whose performance meets expectations and requirements. Employees whose performance exceeds requirements may receive a higher pay increase of 5%, with the opportunity 03/02/05 Page 2 of 35 RFP 05-08R Exhibits A-F to also receive a lump sum to reward superior performance. This performance - based pay system provides an incentive for employees to improve and maintain a high level of performance in order to receive pay increases. The performance based pay system also serves as an incentive system for employees whose performance is below expectations since only nominal pay increases, if any, are provided if the employee's performance needs improvement. Employees whose performance is below expectations shall be re-evaluated after three months to determine if their performance has improved, and could be eligible for an adjustment to their pay if their performance meets expectations upon re- evaluation. Any incremental pay increase resulting from a performance re-evaluation would be effective on the date of the re-evaluation in which the employee achieved satisfactory performance, with no change in the employee's original anniversary date. In summary, the three components of this performance -based pay system for non - bargaining employees, which replaces the current practice of providing annual across- the -board pay increases, regardless of performance, are as follows: a.) Performance -based pay of 0 to 5% in lieu of an annual across-the-board increase based on an annual performance evaluation. b.) In the first year only, if a review of actual pay indicates that an employee's pay is not competitive in the local market, a one-time market adjustment of up to 5% may be provided as determined by the City Manager upon notification to the City Commission. c.) Effective October 1, 1998, up to 2.5% lump sum performance reward for an employee's whose performance not only exceeded requirements, but who also made significant and extraordinary contributions in the annual review period, as recommended by the department director and approved by the City Manager. 03/02/05 Page 3 of 35 RFP 05-0SR Exhibits A-F EXHIBIT B - 05-08R COLLECTIVE BARGAINING CONTRACT BETWEEN THE CITY OF TAMARAC AND THE FPE -- OCTOBER 1 2002 THROUGH SEPTEMBER 30, 2005 ARTICLE 11 WAGES 11.1 Effective October 1, 2002, all full-time employees and all part-time employees shall receive a three percent (3%) increase, and the minimum of the pay range shall be increased by 2% and the maximum of the pay range shall be increased by 3%. Employees above the new maximum of the pay range, or who would exceed the maximum by some amount with a 3% increase, will receive only a lump sum by such amount of the 3% as is above the pay range maximum. 11.2 Effective October 1, 2003, all full-time employees and all part-time employees shall receive a three and a half percent (3.5%) increase. The minimum and maximum of the pay ranges shall be increased by an amount to be determined by the City of at least 2% but not in excess of 3.5%. Employees above the new maximum of the pay range, or who would exceed the maximum by some amount with a 3.5% increase, will receive only a lump sum by such amount of the 3.5% as is above the pay range maximum. 03/02/05 Page 4 of 35 RFP 05-08R Exhibits A-F 11.3 Effective October 1, 2004, all full-time employees and all part-time employees shall receive a three and a half percent (3.5%) increase. The minimum and the maximum of the pay ranges shall be increased by an amount to be determined by the City of at least 2% but not in excess of 3.5%. Employees above the new maximum of the pay range, or who would exceed the maximum by some amount with a 3.5% increase, will receive only a lump sum by such amount of the 3.5% as is above the pay range maximum. 11.4 All full-time, regular employees who have completed at least 84 months (seven (7) years) of full-time service by 12/31, shall receive a lump sum LONGEVITY payment annually in the amount of two and one half percent (2.5%) of their annual gross salary. Upon completion at least 120 months (ten (10) years) of full-time service by 12/31, the amount of the lump sum LONGEVITY payment shall increase by one half of one percent (total payment of three percent (3%) of their annual gross salary). Actual payment by separate check or direct deposit as applicable will be made to employees of record on the first regularly scheduled pay day in December. 03/02/05 Page 5 of 35 RFP 05-08R Exhibits A-F EXHIBIT C - 05-08R SAMPLE JOB DESCRIPTIONS CITY OF TAMARAC, FLORIDA JOB DESCRIPTION, OCTOBER 2000 JOB TITLE: MAINTENANCE WORKER III - STORMWATER PUBLIC WORKS DEPARTMENT GENERAL STATEMENT OF JOB Under regular supervision, acts as a lead worker in performing technically skilled public works maintenance and construction activities. Employees in this class typically operate a variety of tools, vehicles and equipment to accomplish duties. Work usually requires maintaining close engineering tolerances. Assists in the supervision and review of work performed by maintenance crews. Reports to Stormwater Supervisor or designee. SPECIFIC DUTIES AND RESPONSIBILITIES ESSENTIAL JOB FUNCTIONS Leads personnel in performing a variety of construction and maintenance activities including but not limited to the repair, reconstruction and maintenance of roadways and sidewalks; asphalt paving and patching; repairing canal crossings and concrete surfaces. Also rebuilding and reshaping roadway shoulders and drainage systems, cleaning and replacing culverts and catch -basins. Placing riprap along canal banks. Installing and repairing highway safety features including guardrail, sign replacement, pavement striping and marking, and concrete repairs. On a limited basis operates tracked and wheeled earthmoving, road -building and other related equipment such as road rollers, combination backhoes with hydraulic loading lift and back hoe digging shovel; skid steer loaders and dozers. Drives vehicle to worksite unless it is transported in other vehicle and makes settings of the attachments if required. Performs such operations as loading earth, gravel or other loose materials onto trucks, smoothing and packing hot asphalt on road construction or resurfacing projects and installing concrete catch basins, and underground stormwater drainage pipes. Transports construction equipment; performs operator prechecks on equipment, checks lubricants, cooling systems, hydraulic systems, and electrical systems and makes necessary minor adjustments. Assists in the inspections of canal systems for aquatic plant encroachment. Assists in the application of herbicide or biological agent. Removes obstructions hindering water movement. Assists in applying herbicides to the roadsides, medians and waterways owned and operated by the City and ensures that signs are posted to notify public of pending pesticide applications. Performs mechanical harvesting, removes plant material manually when conditions permit. Assists in operating a computerized spray rig and amphibious vehicles used in spraying and removing vegetation from canals and waterways and clean up of canal debris and tree removal. Removes extraneous material from waterways which may include heavy objects, dead fish and containers of unknown contents. Performs repairs, maintenance and operation of flood control gates, sometimes during heavy rain and high wind, in order to control canal elevations to prevent flooding. (c) David M. Griffith & Assoc., Ltd., 1994 03/02/05 Page 6 of 35 RFP 05-08R Exhibits A-F Lays -out construction projects in accordance with specifications. Constructs forms and pours concrete for concrete slabs and curbing. Trains subordinate personnel in equipment usage, safety, and construction/maintenance techniques. Exercises care and safety in the use of equipment and tools required to complete assigned tasks; assures the establishment of safe work zones and compliance with all applicable safety requirements. Performs simple maintenance on vehicles and equipment. Operates a variety of tools and equipment such as vehicle, truck, asphalt roller, street cutter, compactor, striping machine, power tools, hand tools, telephone, two-way radio, computer and survey equipment. Interacts and communicates with Public Works supervisors, employees and the public. ADDITIONAL JOB FUNCTIONS Responds to emergencies 24 hours a day. Performs related duties as required. MINIMUM TRAINING AND EXPERIENCE Requires high school diploma or GED, and at least three years experience performing public works or large scale commercial construction/maintenance tasks, or an equivalent combination of training and experience that provides the required knowledge, skills and abilities. Must obtain a valid State of Florida Class "B" CDL and a Stormwater Class "C", and obtain an OSHA approved trench safety certificate within the six (6) month probationary period. The probationary period may be extended for up to six (6) months (for a total of twelve months) in order to allow for this requirement to be met. MINIMUM QUALIFICATIONS OR STANDARDS REQUIRED TO PERFORM ESSENTIAL JOB FUNCTIONS Physical Requirements: Must be physically able to operate a variety of specialized equipment including vehicles, trucks, tractors, power and hand tools, two-way radios, etc. Must be able to exert up to twenty pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects. Physical demands are in excess of those of sedentary work; must be able to remain on feet for extended periods of time and perform manual labor. Must be able to lift/carry weights of fifty to 100 pounds. Data Conception: Requires the ability to compare and/or judge the readily observable, functional, structural or compositional characteristics (whether similar to or divergent from obvious standards) of data, people or things. Interpersonal Communication; Requires the ability of speaking and/or signaling people to convey or exchange information. Includes receiving assignments and/or directions from supervisors. Language Ability: Requires the ability to read a variety of work orders, equipment instructions, maps, safety warnings, etc. Must be able to speak with clarity, voice control and confidence and to articulate information to others. (c) David M. Griffith & Assoc., Ltd., 1994 03/02/05 Page 7 of 35 RFP 05-08R Exhibits A-F MAINTENANCE WORKER III -- STORMWATER PUBLIC WORKS DEPARTMENT Intelligence: Requires the ability to understand detailed but uninvolved written or oral instructions; to deal with problems involving a few concrete variables in or from standardized situations and to acquire knowledge of topics related to primary occupation. Must have the ability to comprehend and interpret received information. Verbal Aptitude: Requires the ability to record and deliver information, to follow oral and written instructions. Must be able to communicate effectively and efficiently with co-workers and supervisors. Numerical Aptitude: Must be able to add and subtract totals, multiply and divide. Form/Spatial Aptitude: Requires the ability to inspect items for proper length, width and shape, and visually read various information. Motor Coordination: Requires the ability to coordinate hands and eyes accurately in using specialized machinery and to operate motor vehicles. Manual Dexteri : Requires the ability to handle a variety of items including control knobs, switches, power tools, hand tools, etc. Must have medium levels of eye/hand/foot coordination. Color Discrimination: Requires the ability to differentiate between colors and shades of color. Interpersonal Temperament: Requires the ability to deal with people beyond receiving instructions. Must be adaptable to performing under minimal levels of stress when confronted with an emergency or tight deadline. The worker may be subject to danger or risk to a significant degree. Physical Communication: Requires the ability to talk and/or hear: (talking: expressing or exchanging ideas by means of spoken words, hearing: perceiving nature of sounds by ear). Must be able to hear and understand communications through a telephone. PERFORMANCE INDICATORS Knowledge of Job: Is knowledgeable in the methods, policies and procedures of the Public Works Department pertaining to specific duties of the Maintenance Worker III. Is knowledgeable in the laws, ordinances, standards and regulations pertaining to the specific duties and responsibilities of the position. Has comprehensive knowledge of the technical terminology used within the department. Has knowledge of the standard tools, materials and practices of the trade. Has skill in the care and use of required tools and equipment. Has knowledge of the occupational hazards and safety precautions of the trade. Is able to make minor repairs and adjustments to equipment. Is able to use limited independent judgment in performing routine tasks. Knows how to perform duties in a courteous manner and with the utmost integrity in the best interest of the public. Is able to communicate effectively with co-workers and supervisors. Is able to read and interpret work orders, policy and procedure manuals and other materials pertaining to the responsibilities of the job. Is capable of working under stressful conditions as required. Has the ability to perform simple mathematical calculations. Is able to offer assistance to fellow employees as necessary. Has the ability to learn and utilize new skills and information to improve job performance and efficiency. Is Able to serve the public and fellow employees with honesty and integrity in full accord with the letter and spirit of City Code, Administrative Policies including Ethics and Conflict of Interest policies. quality of Work: Maintains high standards of accuracy in exercising duties and responsibilities. Exercises immediate remedial action to correct any quality deficiencies that occur in areas of responsibility. Maintains an effective working relationship with all supervisors, co-workers and the public. (c) David M. Griffith & Assoc., Ltd., 1994 03/02/05 Page 8 of 35 RFP 05-08R Exhibits A-F MAINTENANCE WORKER III — STORMWATER PUBLIC WORKS DEPARTMENT Quantity of Work: Performs described "Specific Duties and Responsibilities" and related assignments efficiently and effectively in order to produce quantity of work which consistently meets standards and expectations of the City. De endabili : Assumes responsibility for completing assigned work. Completes assigned work within deadlines in accordance with directives, City policy, standards and prescribed procedures. Remains accountable to assigned responsibilities in the technical, human and conceptual areas. Attendance: Attends and remains at work regularly and adheres to City policies and procedures regarding absences and tardiness. Provides adequate notice to higher management with respect to vacation time and time -off requests. Initiative and Enthusiasm: Maintains an enthusiastic, self-reliant and self-starting approach to meet job responsibilities and accountabilities. Strives to anticipate work to be done and initiates proper and acceptable direction for the completion of work with a minimum of supervision and instruction. Judgment: Identifies or assists in identifying alternative solutions to routine problems or situations. Implements decisions in accordance with prescribed and effective policies and procedures and with a minimum of errors. Seeks experienced advice where appropriate. Cooperation: Accepts supervisory instruction and direction and strives to meet the goals and objectives of same. Questions such instruction and direction when clarification of results or consequences are justified, i.e., poor communications, variance with City policy or procedures, etc. Offers suggestions and recommendations to encourage and improve cooperation between all staff persons and departments within the City. Relationships with Others: Shares knowledge with managers, supervisors and staff for mutual and City benefit. Contributes to maintaining high morale among all City employees. Develops and maintains cooperative and courteous relationships with department employees, staff and managers in other departments, representatives from organizations, and the public so as to maintain good will toward the City and to project a good City image. Tactfully and effectively handles requests, suggestions and complaints from other departments and persons in order to maintain good will within the City. Emphasizes the importance of maintaining a positive image within the City. Interacts effectively with higher management, professionals and the public. Coordination of Work: Completes work in the time frame given by supervisor. Avoids duplication of effort. Estimates expected time of completion of elements of work and establishes a personal schedule accordingly. Attends required meetings, planning sessions and discussions on time. Implements work activity in accordance with priorities and estimated schedules. Safety and Housekeeping: Adheres to all safety and housekeeping standards established by the City and various regulatory agencies. Sees that the standards are not violated. Maintains a clean and orderly workplace. Applicant Certification: I certify that I have read the above job description, understand the essential job functions, minimum qualifications and performance indicators. I also certify that to the best of my knowledge, I am able to perform the essential job functions with or without accommodation, possess the minimum qualifications and can meet the minimum requirements of the performance indicators. Applicant Date (c) David M. Griffith & Assoc., Ltd., 1994 03/02/05 Page 9 of 35 RFP 05-08R Exhibits A-F CITY OF TAMARAC, FLORIDA JOB DESCRIPTION, SEPTEMBER 2003 JOB TITLE: PLANNING AND ZONING MANAGER COMMUNITY DEVELOPMENT DEPARTMENT GENERAL STATEMENT OF JOB Under limited supervision, supervises, plans and coordinates the activities of the Planning and Zoning Division, including the Geographic Information System (GIS) Program in order to ensure the proper planning and management of City and community property. Responsible for comprehensive planning, current planning, zoning administration, site plan review, subdivision review, community beautification, and landscape reviews. Reviews work of subordinates for completeness and accuracy. Reports to the Director of Community Development. ESSENTIAL JOB FUNCTIONS Supervises the operation of the Planning and Zoning Division; including the GIS program; assigns case loads and establishes work schedules; directs and supervises duties of assigned staff; reviews job performance, evaluates and makes recommendations as appropriate. Acts as primary liaison with the public and City officials in the receipt, processing, review and recommendation of all land development applications. Responds to public inquiries regarding City development and planning. Chairs the Development Review Committee. Responsible for the coordination of City departments in the development review process. Interprets, monitors and amends the City Code of Ordinances in relation to land development, comprehensive planning and code enforcement. Prepares and presents staff recommendations in both written and verbal form to the public and to City officials. Serves as staff liaison, makes presentations to, and meets with the Planning Board, Annexation Committee, department managers, community groups, developers, property owners and attorneys regarding planning or code related projects. Interprets, monitors and amends the City's Comprehensive Plan and Future Land Use Plan map. Prepares land planning designs and reviews the designs of others. Prepares recommendations concerning land use amendments, code amendments, rezoning, site plans, subdivision development, landscape plans, easements, annexation, etc. Conducts statistical research and analysis concerning land use and the population. Monitors, evaluates, and recommends appropriate changes to the City's Concurrency Management System, and capital improvement program as it relates to the comprehensive plan and State statutes. (c) David M. Griffith & Assoc., Ltd., 1994 03/02/05 Page 10 of 35 RFP 05-08R Exhibits A-F PLANNING AND ZONING MANAGER, COMMUNITY DEVELOPMENT DEPARTMENT Analyzes, recommends and processes amendments to the City's Comprehensive Plan, Land Development Regulations, and other governmental plans that may affect the City. Attends and participates in a variety of meetings such as regional and county planning coordination meetings. Assists in the preparation of the budget of the Community Development Department. Reviews all Planning and Zoning Division expenditures. Receives, reviews, prepares and/or submits various records and reports including technical reports, architectural drawings, flow charts, statistical analyses, personnel appraisals, invoices, newspaper copy, monthly reports, progress reports, charts and diagrams, ordinances, resolutions, and procedures. Interacts and communicates with a variety of groups and individuals such as supervisors, department managers and other City personnel, professional peers, consultants, governmental officials and the general public. Uses a variety of office and specialized equipment in the performance of job duties: computer, CD Rom, two-way radio, facsimile machine, copier, telephone, drafting and graphics equipment and camera. ADDITIONAL JOB FUNCTIONS May organize master development files, and assist in occupational license and housing matters and grant applications. Advises other departments on planning, zoning, and development issues. Assists the Director of Community Development with the economic development program as needed. MINIMUM TRAINING AND EXPERIENCE Requires Bachelor's degree in urban planning, public administration or related field, and at least five years of experience in urban planning, to include two years supervisory experience, or equivalent combination of education and experience that provides the required knowledge, skills and abilities. American Institute of Certified Planners certification and/or Master's degree preferred. Must possess a valid Florida state driver's license. Requires strong oral and written communication skills, and planning/organizational skills. MINIMUM QUALIFICATIONS OR STANDARDS REQUIRED TO PERFORM ESSENTIAL JOB FUNCTIONS Physical Requirements: Must be physically able to operate a variety of automated office machines and equipment which includes vehicles, computer, two-way radio, copier, facsimile machine, microfilm viewer, camera, tape recorder, telephone, etc. Must be able to exert up to ten pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects. Physical work is in excess of sedentary job: must stoop, kneel, crouch and crawl, climb and balance, walk or stand for long periods of time during field inspections. Must be able to lift/carry weights of ten to thirty pounds. (c) David M. Griffith & Assoc., Ltd., 1994 03/02/05 Page 11 of 35 RFP 05-08R Exhibits A-F PLANNING AND ZONING MANAGER, COMMUNITY DEVELOPMENT DEPARTMENT Data Conception: Requires the ability to compare and/or judge the readily observable, functional, structural or compositional characteristics (whether similar to or divergent from obvious standards) of data, people or things. Interpersonal Communication: Requires the ability of speaking and/or signaling people to convey or exchange information. Includes receiving and giving assignments and/or directions. Language Ability: Requires the ability to read a variety of codes, deeds, procedures manuals, complaint forms, notices, ADA manuals, City maps, zoning maps, computer manuals, union contracts, dictionary, etc. Requires the ability to enter data into computer and prepare reports, correspondence, etc., with proper format, punctuation, spelling and grammar, using all parts of speech. Must be able to speak with poise, voice control and confidence and to articulate information to others. Intellli ence: Requires the ability to apply principles of logical thinking to define problems, collect data, establish facts and draw valid conclusions; to apply principles of influence systems in public education efforts and in the supervision of staff; to make independent judgments in the absence of supervisor; to acquire knowledge of topics related to primary occupation. Must have the ability to comprehend and interpret received information. Verbal Aptitude: Requires the ability to record and deliver information, to explain procedures, to give and follow oral and written instructions. Must be able to communicate effectively and efficiently in a variety of technical and/or professional languages including legal, construction, computer, accounting, electrical, mechanical and others used within the department. Numerical Aptitude: Requires the ability to add and subtract totals, to multiply and divide, to determine percentages and decimals, to use practical applications of algebra, trigonometry and statistics. Fonn/S atial Aptitude: Requires the ability to inspect items for proper length, width and shape. Motor Coordination: Requires the ability to coordinate hands and eyes rapidly and accurately in using automated office equipment and communications machinery. Requires the ability to operate motor vehicles. Manual Dexterity: Requires the ability to handle a variety of items including office equipment, control knobs, switches, etc. Must have minimal levels of eye/hand/foot coordination. Color Discrimination: Requires the ability to differentiate between colors and shades of color. Interpersonal Temperament: Requires the ability to deal with people beyond giving and receiving instructions. Must be adaptable to performing under minimal levels of stress when confronted with an emergency or deadline. Physical Communication: Requires the ability to talk and/or hear: (talking: expressing or exchanging ideas by means of spoken words; hearing; perceiving nature of sounds by ear). Must be able to hear and understand communications through a telephone. (c) David M. Griffith & Assoc., Ltd., 1994 03/02/05 Page 12 of 35 RFP 05-08R Exhibits A-F PLANNING AND ZONING MANAGER, COMMUNITY DEVELOPMENT DEPARTMENT PERFORMANCE INDICATORS Knowledge of Job. Has thorough knowledge of the methods, procedures and policies of the Planning and Zoning Division, Community Development Department and City as they pertain to the performance of duties of the Planning and Zoning Manager. Is knowledgeable in the laws, ordinances, standards and regulations pertaining to the specific duties and responsibilities of the position. Is able to ensure departmental compliance with all laws and regulations through effective supervision. Is able to conduct inspections and investigations and to follow-up with appropriate action and paperwork. Has reasonable knowledge of the organization of the Community Development Department and of related departments and agencies. Is able to control the activities of the Planning and Zoning Division through effective supervision. Is able to perform employee evaluations and to make recommendations based on results. Knows how to apply supervisory and managerial concepts and principles. Has the ability to offer training and assistance to co-workers and employees of other departments as required. Has the ability to offer instruction and advice to subordinates regarding departmental policies, methods and regulations. Has the ability to use independent judgment as needed in performing routine and non -routine tasks. Is able to take the initiative to complete the duties of the position without the need of direct supervision. Is able to read and interpret codes, deeds, procedures manuals, complaint forms, notices, ADA manuals, City maps, zoning maps, computer manuals, union contracts, etc. Requires the ability to enter data into computer and prepare reports, correspondence and related materials pertaining to the responsibilities of the job. Knows how to prepare technical reports, ordinances and resolutions. Has comprehensive knowledge of the terminology and various professional languages used within the department. Has considerable knowledge of the functions and interrelationships of City and other governmental agencies. Knows how to maintain effective relationships with personnel of other departments, professionals and members of the public through contact and cooperation. Knows how to react calmly and quickly in emergency situations. Knows how to make public presentations. Has skill in the use of computers, office machinery and tools. Is able to compile, organize and utilize various financial information necessary in the preparation of the division budget, and knows how to prepare and monitor the budget. Quality of Work: Maintains high standards of accuracy in exercising duties and responsibilities. Exercises immediate remedial action to correct any quality deficiencies that occur in areas of responsibility. Maintains high quality communication and interaction with all City departments and divisions, co-workers and the public. Quantity of Work: Performs described "Specific Duties and Responsibilities" and related assignments efficiently and effectively in order to produce quantity of work which consistently meets standards and expectations of the City. Dependability: Assumes responsibility for completing assigned work. Completes assigned work within deadlines in accordance with directives, City policy, standards and prescribed procedures. Remains accountable to assigned responsibilities in the technical, human and conceptual areas. Attendance: Attends and remains at work regularly and adheres to City policies and procedures regarding absences and tardiness. Provides adequate notice to higher management with respect to vacation time and time -off requests. Initiative and Enthusiasm: Maintains an enthusiastic, self-reliant and self-starting approach to meet job responsibilities and accountabilities. Strives to anticipate work to be done and initiates proper and acceptable direction for the completion of work with a minimum of supervision and instruction. 03/02/05 Page 13 of 35 RFP 05-08R Exhibits A-F PLANNING AND ZONING MANAGER, COMMUNITY DEVELOPMENT DEPARTMENT Judgment: Exercises analytical judgment in areas of responsibility. Identifies problems or situations as they occur and specifies decision objectives. Identifies or assists in identifying alternative solutions to problems or situations. Implements decisions in accordance with prescribed and effective policies and procedures and with a minimum of errors. Seeks expert or experienced advice where appropriate and researches problems, situations and alternatives before exercising judgment. Cooperation: Accepts supervisory instruction and direction and strives to meet the goals and objectives of same. Questions such instruction and direction when clarification of results or consequences are justified, i.e., poor communications, variance with City policy or procedures, etc. Offers suggestions and recommendations to encourage and improve cooperation between all staff persons and departments within the City. Relationships with Others: Shares knowledge with managers, supervisors and staff for mutual and City benefit. Contributes to maintaining high morale among all City employees. Develops and maintains cooperative and courteous relationships with department employees, staffers and managers in other departments, representatives from organizations, and the public so as to maintain good will toward the City and to project a good City image. Tactfully and effectively handles requests, suggestions and complaints from other departments and persons in order to maintain good will within the City. Emphasizes the importance of maintaining a positive image within the City. Interacts effectively with higher management, professionals and the public. Coordination of Work: Plans and organizes daily work routine. Establishes priorities for the completion of work in accordance with sound time -management methodology. Avoids duplication of effort. Estimates expected time of completion of elements of work and establishes a personal schedule accordingly. Attends required meetings, planning sessions and discussions on time. Implements work activity in accordance with priorities and estimated schedules. Safety and Housekeeping: Adheres to all safety and housekeeping standards established by the City and various regulatory agencies. Sees that the standards are not violated. Maintains a clean and orderly workplace. Planning: Plans, directs and uses information effectively in order to enhance activities and production of the department. Knows and understands the expectations of the City regarding the activities of the department and works to see that these expectations are met. Designs and formulates ways, means, and timing to achieve the goals and objectives of the department and the City. Within constraints of City policy, formulates appropriate strategy and tactics for achieving departmental and City objectives. Effectively and efficiently organizes, arranges and allocates manpower, financial and other designated resources to achieve the goals and objectives of the department and the City. Organizing: Organizes work and that of subordinate staff well. Ensures that staff members know what results are expected of them and that they are regularly and appropriately informed of all City and department matters affecting them and/or of concern to them. Staffing: Works with the Personnel Department, and upper management where appropriate, to select and recommend employment of personnel for the department who are qualified both technically and philosophically to meet the needs of the department and the City. Personally directs the development and training of department personnel ensuring that they are properly inducted, oriented and trained. 03/02/05 Page 14 of 35 RFP 05-08R Exhibits A-F PLANNING AND ZONING MANAGER, COMMUNITY DEVELOPMENT DEPARTMENT Leading: Provides a work environment which encourages clear and open communications. Has a clear and comprehensive understanding of the principles of effective leadership and how such principles are to be applied. Provides adequate feedback to staff so they know whether their performance levels are satisfactory. Commends and rewards employees for outstanding performance yet does not hesitate to take disciplinary action when necessary. Exercises enthusiasm in influencing and guiding others toward the achievement of City goals and objectives, Controlling: Provides a work environment which is orderly and controlled. Coordinates, audits, and controls manpower and financial resources efficiently and effectively. Coordinates, audits, and controls the utilization of materials and equipment efficiently and effectively. Has a clear and comprehensive understanding of City standards, methods and procedures. Delegating: Assigns duties to staff as necessary and/or appropriate to meet department goals, enhance staff abilities, build confidence on the job and assists staff members in personal growth. Has confidence in staff to meet new or additional expectations. Decision Making: Uses discretion and judgment in developing and implementing courses of action affecting the department. When a particular policy, procedure or strategy does not foster the desired result, moves decisively and explicitly to develop and implement alternatives. Creativity: Regularly seeks new and improved methodologies, policies and procedures for enhancing the effectiveness of department and City. Employs imagination and creativity in the application of duties and responsibilities. Is not adverse to change. Human Relations: Strives to develop and maintain good rapport with all staff members. Listens to and considers their suggestions and complaints and responds appropriately. Maintains the respect and loyalty of staff. Policy Implementation: Has a clear and comprehensive understanding of City policies regarding the department and City function. Adheres to those policies in the discharge of duties and responsibilities and ensures the same from subordinate staff. Policy Formulation: Keeps abreast of changes in operating philosophies and policies of the City and continually reviews department policies to ensure that any changes in City philosophy or practice are appropriately incorporated. Also understands the relationship between operating policies and practices and department morale and performance. Works to see that established policies enhance same. 03/02/05 Page 15 of 35 RFP 05-08R Exhibits A-F EXHIBIT D - 05-08R The City of Tamarac BARGAINING CLASSIFICATION PLAN Effective October 1, 2004 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum 6 21,130 26,017 30,903 Title Building Custodian - Building Maintenance (Public Works) Maintenance Worker I (Building) Maintenance Worker I (Landscape) Maintenance Worker I (Parks & Recreation) Maintenance Worker I -Field Ops. (Public Works) Maintenance Worker I-Stormwater Mgmt. (Public Works) Maintenance Worker I P/T (Parks & Recreation) Utilities Service Apprentice (Utilities -Construction) Utilities Service Apprentice (Utilities -Maintenance) 11/01/04 7 22,451 27,642 32,832 Bus Driver (Parks and Recr) Bus Driver P/T (Parks and Recr) Recreation Assistant P/T (Parks and Rec) 8 23,769 29,267 34,764 Maintenance Worker II (Parks & Recreation) Maintenance Worker II - Field Maint. (Public Works) Maintenance Worker II -Landscape (PW Field Ops.) Maintenance Worker II -Streets (PW Field Ops.) Maintenance Worker II - Stormwater (Public Works) Permit Clerk I (Building) Secretary (Parks/Rec) Records Clerk (City Clerk's Office) 9 25,091 30,892 36,693 Customer Service Rep./Cashier P/T (Parks & Recreation) Equipment Operator I (PW Field Ops.) Transportation Dispatch Clerk (Parks/Rec) Purchasing Clerk (Purchasing) 9/11" 25,091 32,821 40,551 Customer Service Representative Broadband (Customer Serv) 03/02/05 Page 16 of 35 RFP 05-08R Exhibits A-F The City of Tamarac BARGAINING CLASSIFICATION PLAN Effective October 1, 2004 11101 /04 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum Title 10 26,407 32,514 38,620 Building Custodian Crewleader (PW Bldg. Maint ) Maintenance Worker III -Storm (Public Works) Maintenance Worker III -Landscape (PW Field Ops.) Maintenance Worker III -Streets (PW Field Ops.) Maintenance Worker III -Parks (Parks and Rec) Recreation Programmer I (Parks & Recreation) Senior Bus Driver (Social Services) Stormwater Specialist (PW Field bps.) Utilities Service Worker I - (Utilities - Construction) Water System Operator I - (Utilities - Support Services) Wastewater Service Worker I - (Utilities - Maintenance) Water Plant Operator Trainee (Utilities) WPO 26,407 40,234 54,060 Water Plant Operator Broadband 11 27,728 34,139 40,551 Accounting Clerk (Accounting) Building Maintenance Technician (PW Bldg. Maint.) Building Maintenance Technician (Parks & Recreation) Equipment Operator II - Stormwater (Public Works) Equipment Operator II - Streets (Public Works) Equipment Operator II -Trans. & Distrib. (Utilities) Mechanic I - Maintenance (Utilities) Office Specialist (City Clerk) Office Specialist (Community Development) Office Specialist (Fire) Office Specialist (PW Administration) Office Specialist (PW Stormwater) Office Specialist (Social Services) Office Specialist (PW Fleet) Office Specialist -Support Services (Utilities) Senior Permit Clerk (Building) 03/02/05 Page 17 of 35 RFP 05-08R Exhibits A-F The City of Tamarac BARGAINING CLASSIFICATION PLAN Effective October 1, 2004 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum Title 11/01/04 12 29,049 35,764 42,480 Building Services Coordinator (Building) Engineering Services Coordinator (PW) Field Technician - Engineering (Utilities) Information and Resource Coordinator (City Clerk) Mechanic I - Fleet Services (Public Works) Occupational License Specialist (Community Development) Parks & Rec. Crewleader (Pks. & Rec. Field Maint.) Public Works Services Coordinator (Public Works) Planning Coordinator (Community Development) Purchasing Coordinator (Purchasing) Records Coordinator (City Clerk) Senior Customer Service Representative (Finance) Utility Coordinator (Utilities) Utilities Service Worker 11 - (Utilities - Construction) Utility Material Resource Coordinator (Utilities) Wastewater Service Worker II -Maintenance (Utilities) Water System Operator II -Support Svcs. (Utilities) 12114" 29,049 37,694 46,339 Code Officer Series (Building and Code Compliance) 13 30,365 37,388 44,411 Carpenter - Building Maintenance (Public Works) Drafter II (Utilities Engineering) Landscape Crewleader (Public Works Field Ops.) Stormwater Crewleader (Public Works) 14 31,687 39,013 46,339 Buyer (Purchasing) Fleet Mechanic II - (Public Works) Mechanic It - WW System (Utilities) Streets Crewleader (Public Works Field Ops.) Utilities Service Worker III - Construction (Utilities) Utility Services Representative - Construction Wastewater Service Worker III (Utilities) Water Plant Operator C - Water Treatment (Utilities) 15 33,005 40,638 48,271 Electrician - Building Maintenance (Public Works) Electrician -Wastewater (Utilities) Mechanic III - VWV System (Utilities) Fleet Mechanic III (Public Works) Recreation Programmer II (Parks & Recreation) Special Events Specialist (Parks & Recreation) Systems Coordinator (Public Works) Technical Support Representative I (MIS) Transportation Supervisor (Social Services) Utilities Technician (Utilities) 03/02/05 Page 18 of 35 RFP 05-08R Exhibits A-F The City of Tamarac BARGAINING CLASSIFICATION PLAN Effective October 1, 2004 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum Title 16 34,324 42,262 17 35,643 43,886 18 36,964 45,512 19 38,282 47,135 20 39,604 48,761 22 42,242 52,011 20/22' 39,604 50,691 24 44,879 55,257 25 46,200 56,884 11 /01 /04 50,200 Chemist - Water System (Utilities) Parks Maintenance Supervisor (Parks & Rec. Field Maint.) 52,130 Backflow Technician (Utilities) Customer Service Supervisor (Customer Service) Distribution Supervisor -Trans. & Distrib. (Utilities) Engineering Review Technician (Public Works) Engineering Technician (Utilities) Maintenance Supervisor -Wastewater (Utilities) Senior Code Officer (Building and Code Compliance) Senior Mechanic - Fleet Services (Public Works) Senior Tradesperson - Building Maintenance (Public Works) Technical Support Representative II (IT) Transmission Supervisor -Trans. & Distrib. (Utilities) Wastewater Supervisor - WW System (Utilities) Water Accountability Supervisor (Utilities) Water Plant Operator B - Water System (Utilities) Senior Occupational License Spec. (Community Development) 54,060 SCADA System Specialist (Utilities) Instrument & Control Technician (Utilities) 55,988 Facility Management Sup. - Bldg. Maint. (Public Works) Stormwater Supervisor - Field Ops. (Public Works) Landscape Supervisor (Public Works) 57,919 Fleet Service Supervisor - Fleet Services (Public Works) Streets Supervisor (Public Works Field Ops.) Water Plant Lead Operator (Utilities) 61,779 Engineering Construction Inspector (Utilities) Engineering Const. Insp./Plans Exam. -Engineering 61,779 Electrical Inspector/Plans Examiner (Building) Plumbing Inspector (Building) Plumbing Inspector -Will Call (Building) Structural Inspector (Building) Structural Inspector/Plans Exam. P/T (Building) 65,636 Senior Engineering Construction Inspector (Public Works) 67,568 27 48,837 60,131 71,425 Chief Electrical Inspector (Building) 03/02/05 Page 19 of 35 RFP 05-08R Exhibits A-F The City of Tamarac BARGAINING CLASSIFICATION PLAN Effective October 1, 2004 11 /01 /04 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum Title Chief Mechanical Inspector (Building) Chief Plumbing Inspector (Building) Chief Structural Inspector (Building) 03/02/05 Page 20 of 35 RFP 05-08R Exhibits A-F The City of Tamarac JOB CLASSIFICATION LIST -GRADE ORDER BARGAINING POSITIONS Effective October 1, 2004 SKILL -BASED PROGRESSION BROADBAND Building Inspector Pay Plan $19.04 $19.62 $20.40 $22.22 Pre -Provisional L Provisional Licensed Plans $29,70 Inspector Inspector Inspector Examiner MAX $39,604 $40,809 $42,424 $46,209 $61,779 Code Enforcement Officer Pay Plan $13.97 $14.70 $15.44 $16.17 $16.91 Pre- Milestone Milestone Milestone Milestone Certified 1 2 3 4 $29,049 $30,580 $32,110 $33,642 $35,172 Water Plant Operator Pay Plan $12.70 $15.23 $17.14 $17.77 $25.99 Water Plant lWater Plant lWater Plant Water Plant Maximum Oper Trainee 10perator G 1 Operator B I Operator A $26,407 $31,687 $35,643 $36,964 $54,060 Customer Service Pay Plan $12.06 $13.40 Cust Sery Cust Sery Representative 1 lRepresentative II $25,091 $27,862 $17.65 Milestone 1 $22.28 5 IMAX $36,705 $46,339 03/02/05 Page 21 of 35 RFP 05-08R Exhibits A-F EXHIBIT E - 05-08R The City of Tamarac NON -BARGAINING CLASSIFICATION PLAN Effective January 1, 2005 Revised effective 01/01/05 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum Title 8 22,457 29,798 37,139 9 23,705 31,454 39,202 11 26,196 34,759 43,322 Administrative Secretary (City Manager) Administrative Secretary (HR) Legal Secretary (City Attorney) HR Support Specialist I (Human Resources) 12 27,444 36,415 45,385 Fiscal Services Coordinator (Finance) HR Support Specialist II (Human Resources) 13 28,690 38,068 47,446 Administrative Coordinator (Building) Administrative Coordinator (City Manager) Administrative Coordinator (Community Development) Administrative Coordinator (Finance Administration) Administrative Coordinator (Fire) Administrative Coordinator (IT) Administrative Coordinator (Parks & Recreation Administration) Administrative Coordinator (HR) Administrative Coordinator (Public Works Administration) Administrative Coordinator (Utilities Admin.) Administrative Coordinator (Mayor/Commission) 14 29,938 39,724 49,510 15 31,183 41,376 51,569 Office Supervisor (Building) Payroll Coordinator (Finance) Public Information Coordinator (City Manager) 16 32,430 43,031 53,631 Executive Assistant (City Attorney) Accounting and Revenue Specialist 03/02/05 Page 22 of 35 RFP 05-08R Exhibits A-F The City of Tamarac NON -BARGAINING CLASSIFICATION PLAN Effective January 1, 2005 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum 17 33,676 44,684 55,692 18 34,923 46,339 57,754 19 36,169 47,992 20 37,417 49,648 21 22 23 Ikl 38,663 51,301 39.911 52,957 41,155 54,608 42,401 56.261 Revised effective 01/01/05 Title Accountant I (Accounting) Senior Executive Assistant (Mayor/Commission) Senior Executive Assistant (City Manager) Parks & Recreation Site Supervisor (Parks & Recreation) Assistant City Clerk (City Clerk) Assistant Planner (Community Development) Special Events Coordinator (Parks and Recreation) Social Services Supervisor 59,814 Human Resources Analyst (HR) 61,879 Accountant II (Accounting) Engineer I (Public Works) Management & Budget Analyst (Budget) Management Analyst (CM) Associate Planner (Community Development) Training Specialist P/T (HR) 63,939 Special Events Manager (Parks & Recreation) Community Education Preparedness Specialist (Fire) GIS Manager (Community Development) Network Analyst (IT) Senior Procurement Specialist (Finance) Systems Analyst (IT) Benefits Coordinator (HR) Safety Coordinator (HR) 66,003 Project Manager (Public Works) Administrative Services Manager (Parks and Recreation) Senior Human Resources Analyst (Human Resources) 68,060 Construction Superintendent -Trans. & Distrib. (Utilities) Laboratory Manager (Utilities Administration) Maintenance Superintendent-WW System (Utilities) Parks Superintendent (Parks & Recreation) Recreation Superintendent (Parks and Recreation) Public Works Superintendent (Public Works) Special Projects Coordinator (City Manager's Office) Budget and Contracts Manager (Public Works) 70,121 HTE Support Specialist P/T (Information Technology) 03/02/05 Page 23 of 35 RFP 05-08R Exhibits A-F The City of Tamarac NON -BARGAINING CLASSIFICATION PLAN Effective January 1, 2005 Revised effective 01/01/05 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum Title 25 43,649 57,917 72,184 Engineering Coordinator (Utilities -Engineering) Senior Planner (Community Development) 26 44,896 59,572 74,247 Engineer II P/T Temporary (PW) (Underfill) 27 46,142 61,225 76,308 Code Enforcement Manager (Building and Code Compliance) Finance and Policy Officer (Finance) Management & Budget Officer (Underfill of Budget Admin.) Water Plant Superintendent -Water System (Utilities) Building Operations Manager Revenue Officer (Finance) Economic Development Manager (Community Development) 28 47,389 62,880 78,370 Support Services Manager (Utilities) Public Information Officer (City Manager) 29 48,635 64,533 80,430 Budget Administrator (Underfill Grade 27) Controller (Accounting) Planning & Zoning Manager (Community Development) Engineer II (Public Works) 31 51,128 67,841 84,553 Purchasing & Contracts Manager (Purchasing) Operations Manager (Utilities) Operations Manager (Public Works) Risk and Safety Manager (Human Resources) Assistant City Engineer (Public Works) Assistant Director of Parks and Recreation Systems and Network Manager (Information Technology) 32- 52,375 69,496 86,616 Assistant Director of Human Resources (Human Resources) 33 53,621 71,149 88,676 Asst. Director of Public Works/Capital Projects Manager Asst. Director of Utilities 34 54,868 72,803 90,738 03/02/05 Page 24 of 35 RFP 05-08R Exhibits A-F The City of Tamarac NON -BARGAINING CLASSIFICATION PLAN Effective January 1, 2005 Revised effective 01/01/05 ANNUAL SALARY RANGE Grade Minimum Mid -Point Maximum Title FBC 58,695 75,570 92,445 Battalion Chief - Fire Rescue FDC 60,585 78,004 95,422 Fire Division Chief - Fire Rescue FAC 62,475 80,437 98,399 Assistant Fire Chief - Fire Rescue DFC 64,365 82,947 101,529 Deputy Fire Chief - Fire Rescue 03/02/05 Page 25 of 35 RFP 05-08R Exhibits A-F The City of Tamarac NON -BARGAINING CLASSIFICATION PLAN Effective January 1, 2005 Revised effective 01/01/05 ANNUAL SALARY RANGE Grade Minimum Mid -Faint Maximum Title Level 1 52,500 69,661 86,822 City Clerk Level II 60,900 80,807 100,714 Chief Building Official IT Director Human Resources Director Assistant City Attorney (City Attorney's Office) Level 111 67,200 89,166 111,132 Assistant City Manager Community Development Director Finance Director Parks & Recreation Director Public Works Director Utilities Director Level IV 73,920 98,083 122,245 Deputy City Manager Fire Chief 03/02/05 Page 26 of 35 RFP 05-08R Exhibits A-F UA I tr Name-------,. EXHIBIT F PG.1 ARCHER PERFORMANCE APPRAISAL FORM FOR ALL EMPLOYEES Department .lob Position/Grade _ , � � Date assigned to Present. Position Review Date This performance appraisal is for performance from _ - to Annual Review Other --_.._ M._,_..,.._.... Rater's Name ry� _.._ _ W Tel. Number PERFORMANCE APPRAISAL SYSTEM STEP JOB DESCRIPTION: Review the employee's job description or classification specification as part of the appraisal process to be sure you both agree on what the job responsibilities are, Update the job description, within the parameters of the classification specification, and submit it to Human Resources or request a jab audit it you feel changes should be made. HOW WELL YOU DO THE JOB; Bate the employee on each of the factors listed, based on the job requirements defined in the job description, procedures, etc., and based on the expectations of performance identified for the employee as work is assigned throughout the performance period. HOW TO IMPROVE: 3 Identify areas of improvement, either to meet or exceed expectations and list specific steps (including can -the -job training or format training) the employee can take to improve his/her performance rating. 03/02/05 Exhibit F - Pages 51-59 EMPLOYEE NAME EMPLOYEE NUMBER FOR ALL EMPLOYEES EXHIBIT PC,2 ICHOWLIMCIC Or Joe L.°wt"!i (l/lw rr-ulwz!]ndl- t: !xrr:�n1 Exhil�'a n+uArrr+tp .nr)prst;tnpin9QI Toche1C11 r c;r f01Po:r11" .,1 In snrrsa !c-?'r.r.t '4,A lr.pr!ehti 01 )*Ck Kn ✓w5 SR I(-., l;'Cevl.r_e.'r:OW.Itl',vw (Y)C.1.'.. 5:3A4"1 'N' Ia II'Jna. ?IL„ nccdrr.. ",vr'tiIN.f' in't+ 'dnydl fpnccpewl T'xl-hilt/ NR.77p:11•nrF x::r� q! ,:1 rgrt^rpl la. Y'•j..:fl-»R1nta It:4, [�"•r'•s rtlwMr:r!ulyxlPrrr•,a sr;':Ra :ylcLtirtlnl rejl,FrtfpruerllF ��, `: Ki`C+s tr'rw Mo tAl III%. rr1tu 126IM:t^ 4-1 ,y'..I'f:M•i«C; if4•r..lx rl`+l,'. Cxhbl7w Rtod&PMIP yrllatiryp?YTa'/�,1pCr�' terd.p K-,Knal EcF.pfl] lfflk'uouifTlwPr7 nq 71 Kr ms hvx Ic w' tk 'wrlr, u4{'3. •.."rw11 wN:) Iv Y.1)r( w,,T- ..-'l •Nt k' Ir/ ,lA 11109 IU r•'t%:1' yrmr41�r7 tic of Ipr•: Kmo Irgprppfsoflw/aff71'rM'w/faatl�A/ CUALITY OF VYMJFiK se4*+m j1-e, ^w. 111.11 ,e c;rr✓'.:n{:.nr N1CL\nlfafenh'y :x»•swlra. p►it•d C104F dnd In Good Ow�w ?r ;,rr _ICr., •Ir: P. 1.Il vo. 0 ga-AzNH:, 16 ff 114.rarl ur 11kr, p,, SNddnq�.lnuav*n6:ft,:tls.ar I`rt•rrntir 1nConIV�I Fr+fM A�J•:6 work Iful b y Cott Vk46 (rrdr Fmc i, free GLr j•'r1kr. [Ipa' Iree, �dr ys(a kJM.:+.M1.5. w11{;rl!tllr Ws., :r.(u lll-✓I. 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Ntr.'av tQ.Ims rovVrb+work Sn fdn MIh01A IIx11rif,^aIIUn,' Arw.aYa ,>: •.ctila!r. � w,xk to Se Jr.-,e Nover 1135 1r bg kal :a lin ADM ++Ii.wawo"'a,CYK •r61 i:CJlr,.y CatlyJtleuslr�r BjfO3:ros WGrk YHIh l Alw>tyY d(7"wbSctlgS wOrK vtna ays JINN*, . ucs wan twe. a 64 ^o. E� *r rsy ra rCrd9 CC 3a co a3sa uxtaauy .,yr.a «x,- AV-1. r.:,rr- Frequanity i.�u% 4`.-r llwi ivaaerr7r^ In A?Wooll c1d A,-IyFt r M -1 t:fJF=`V17 rp.lhnn F114r�i}KAIa. ""'L''.r! S^;.rtxr•: tr'l'IAwpy lfgF*,), '. h•Alowo—1,n ul Arr.ryv 'AA* IrateAnr;4:A.iax wtvt in 'Ctl�rra 11r1„Y1111LV1•J. n❑}-r!:u�rm �IllaatnRc. 1n711.'Y;Lxr4{ L'.x�r:ldM "'.: {,!N(Nfiy 7111!tC�?#ICYa tnrlealuhricUs ul Frrgw,atly tvracasl{' �a+rkgtaoiterrY At', Mr►+Y>r lwlrcalliw LgrlsMylrent9l d r .: 1':d�itli0pf:,`.', '. d4citkxes widr y'4at atC4r71Cy. 4sa'abro wntr grrlt dtclJrwtj'. Acceptsin&V.,2a1N1 fjM 4Jim, 441. •1r;,r;fir la A vpb,-;�,jAw rr,70.ryrp 7wyari:fr Accef"n-vi Y1xeaI,rI t1f k0 i, n. Dwm Arty'wth 9o14mi 1 1'..vyrml,:4n f}x% not Sry to avdld urlpt-nvuil bows Sa17,ra w44r"Viz `,a !:a w {Ae_.ant Ry7VJA(y w,1i1,•nwom to d0 u(v IN):1A [. ".Uscsopodeffertin ppnllllfldrl[l raw7~rfy Ar!Sl Wq 6,,-radfarl lcrwafd WWAryia(j.",1r, tha Okt1a 0tt(lf; I0A}yrIJ ssiWRr n1s c4srr5.+4rq aa6ag,�7antz I. wlgnmcwta umuaflywtrA: vvilh Jr.-':ap^ls/,n.,xl,.t I',(Jw nlry .n;x.c r•."h aF4 C.:rrYrJNCataS Svrrv. aw x -1-1 l lu1 unll wpl w:ln 4w'a e,nl,x nrl vgln•r•.:ur9 Zrf.Tuhr'akrv, NIII'i Va(laHy w fci; w vV WN, m 'Ncve: ►rrrtrapm)f r•.-.rkz wt•1 anq ;n nnunca[es Set voa 4S d rnbd4l rPf *wuvI0 sI,d well witn ll w• Ii cD•wwvues. cM}Tun cal'nrA vriMl Lv -I e,> , 444wW works,vA !+ and ecrrrp^ttrnales f'nrgwnry a+cakt wrlh JrN1 wm t MCI AfA! ucrrvamv ss .1 rnoaol ftlr wwVVkIq wo ; '..MSIHnt'pltktlt}rr'Mf:CruCJiG a�ItA'traaM1altywbd'•M�112txlpMprs�pUd(C.. COr•'llh'rl�dtirg+HVlcatf7��'prdkG Vsl.+Nypta+s tlC pr531zP5 +»r•,';ts.x ffareryrrl., a 1111 nvl oIt!:I nil AfwlYb mans ttr.' ^wqw : rf.vicec1010l i01�t,rla-S•ij 'M:rk; I,ytiit t!NK':vrnlly (llfifxrr"y. x!i/t4w ra►6 bJ oa Y•0M art' 3•)d`ri, AA/ofy r.ia Iw i3::'roork �l:yrr a rin. lvovw fw& to do r. yx( ;,wr a:dlrY, 0-gips SIAtlMq'I. "JrbW7 fiiJV(C9s''YJCxfAIFS, rlArory akbi4`S rfr xllu4A.'yl�F�;lw1,.'.' ,. 5rrvra as A :aG mr,%* for Iminweidrrq : Nina al r�aY•Ir/C45:iJrQiH. `rraAmra a paod Work o,avy t.'I:rin.an,x :I I} Na GalfrrYlt worn, I,.ar A "J rr•.l any, ;yr p;cNrenr wnrx UlaC:l•. !rb'rCrhllnr':S, Crr•1 p'A', r"ani n:(Ixt :� !'.tl rrv(ra.. g•'+..111'rr'p•^r ii% Ui pn Carlsrxrontry cbsnnrlk sawrty rasa erlu Srtiwx :atr4Y a L• w .,s,ny ar sarrry d7r1(07,1wus ,lvJarcdnjliUa6K-nrg, ,unntA C.tlrilrXl If4,IlAtiGt7, rules &4 fgJ1a-ces.1eu +:n 4} rnal,a 31J C`BSrI'?n9 for'rr ro'llrlmt Utp*At/U S rgp:ntitdloy br IF) Y, y Arts I G:BY 6iP'7 ++ J yS C4 uWyCar 1lsrinlfy CI+]n,L ; I'.ywn 9Br1 iD , lit Co•aorAdrt, bf co-w Ywy a. uo* mwcmlt11tTlr for N IWerry of others. 03/02/05 Exhibit F - Pages 51-59 Avlerlfnn F:uallr A:iiirvl � crVlJi"d Ov tl'1(i rurrincr ra:t!o - IVtJ�.<;dll'd trNl:^. i �rTAL� EXHIBIT F PG, 3 ul:� EXHIBIT F K 4 ME rolyil PERFORMANCE�LSTIFICATION FOR . FOR ALL HATINGS ABOVE AND BELOW A `T) ACCONIPLSH GOALS (INCLUDING D. 4 A F Nnrr$rnr of „bmrrc,a ibis Nun�p..(M In�Hnp rNx •MA.'n .?.'fs'•' . 03/02/05 Exhibit F Pages 51-59 APPRAISAL FORM INSTRUCTIONS EXHIBIT F PC J Appraise the performance of this employee on the factors contained in this form for the period under review_ Be objective and do not let your appraisal of one factor influence your appraisal of another. Each factor to be evaluated has five levels of achievement by which it may be measured. Each level is defined with examples of performance which may be accepted as characteristic of that level, If the employee job performance or level of achievement generally corresponds to the example cited, check that particular box, The five rating levels are defined as follows: RATING LEVEL GENERAL DEFINITION 5 Substantially exceeds Extraordinary performance; work is always expert, exemplary expectations and flawless; 0ways exceeds job requiremerts and results expected by a sutwantial degree- 4 Exceeds expectations Superior performance; most work is characterized by unusual accomplishments beyond the job requirements; significantly and consistently performs at a level above that expected,, 3 Meets expectations Meets major job requirements; is consistently affective and competent: achieves results expected. Below expectations Needs improvement to meet major job requirements; wok is fairly acceptable in some respects but does not meet expectations, Substantially below Performance is unacceptable; substantial improvement is expectations necessary to meet job requirements, Tothe right of the performance rating factors, you will see blank columns to help you tell the employee ham well the job was done and how to improve performance. JUSTIFICATION FOR PERFORMANCE RATING; Give specific examples to justify why the performance factor rating was given to the employee for all evaluations either above or below a'3" SPECIFIC GOALS FOR IMPROVEMENT: Identify steps the employee can take to improve and show when the steps should be finished. TRAINING NEEDED TO ACCOMPLISH GOALS: List the on-the-job or formal training you think is nodded to help the employee rneet the g"s for improvement. CALCULATION of OVERALL RATING To determine the overall rating for a non -supervisory employee, select one of the following methods depending on whether factor weights were LSOd.. • It factor weights were not used. take the Total of "Average Factor Ratings" and divide by the total number of factors evaluated (usually 1 1) to determine The Overall Raung - If factor weights were used, the Total of Weiighted Ratings equals The Overall Rating l The total of Factor Weights must add up to 1.00. 03/02/05 Exhibit F - Pages 51-59 ADDITIONAL COMMENTS: EXHIBIT F iG.6 EMPLOYEE: Please acknowledge that Ibis performance appraisal has been reviewed with you by signing your name and indicating the date of the review in the spaces below. Also, indicate whether you Mend to submit a written statement (due within 10 days from the date of your review) for any ratings or comments in which there were significant disagreements between you and your supervisor. Written Statement Yes No Employee Rater Manager (if Applicable) Director Human Resources Date Date Date Date Date 03/02/05 Exhibit F - Pages 51-59 EMPLOYEE NAME EMPLOYEE NUMBER EXHIBIT F PC, 7 -�' TIALLY c) SUBSTAN FACTORS AND DEFINITIONS BELOW EXPECTAtIONS t. Trr c,llF uI,-, d JIKI[�&;4' 60 CV-n II,, Qwa a Ali.rpb 004Ap?cwjAb *1 w-1jmt;0p; plwl, vnor;nr. -A wsj:kp,;�jIk:r:,,rrw-, 4 hor rx0%.1 :—,%,I tiff IoD Lprangiriva Dom 0i't"MAF wiv. Nits a pwo cd VY10% a poiw ,e 5 of 1emi74tir.1 ()eI4 a j fmir lcb of dffycli?Pwllq kANPVW 4 Dowl a tiff 0 al tansyit p1CV".01 maxiing r-rI.VA0 10 t1liz: 11140 It.' ir.A,C� poor iI!ti t,r art Cram a f*4 cf, i.1 �U,;:m-1 A'd li'11-1r71 , r.)W ,- - 1 .1 K 11 C4wff1&Am Building CM" pvswirl omm j"T, if IA If.; poor;Iju A I r--m7a (it JaMaInQ =*40M pi,; 0*9t 3; powcb og ;tpyorty dixc4iriir.4 r1a!a teM, po 1, DL4civitiming Employ"s CiONTROLUII4C .Lvo, t.-t, '—I, IV enalcInwer fitanpowet Z. 1111 11 poof If-b &I CarT;d-v !et'voal rks i fmrk.ti .)I crmlmll" 1AWKid Ooo4Aptacrpoul mewlats, Ataff,MVIC ,C. FqL4prnirnhVaAwiaIw 1XIN4rA-, tp.,K, of fIj,-f •,t0 L of tkofall-j #c;tD- fe �rr, El Aelw-' •q awjnTmn#W Oc4alOng AsaignrmN, AffA%Prx b4ta wr*Y. 0tirl, -00 *r3i A-sc- 404" of Polemilall - mxwy ov<*xkwaor oc*qatm foll"s little e Do DECISION :FLAKING Said.— M, h-2 co--- boo ocralluripiry imr-irei if-r �4 &"I courlo 01 ^"Pon i% 77 X, C.M:.)jfj 4+1Ijjjj-S r-1­1 Implomemii no" 16 Decahow a^clslcrs mitr nr lw P, k-,pierlwna >,6isitwsr. �P Aw tuAly proax sljr�lft% O-W-Ok^% FINII1~0f, tx-lrl� COXATIVITY jyv"o jw.-A WR ww we a .1,1 V, Lc ks U Pto rrolt,t4l —er-T, 4L5- 1 -10 15 -1rR'1 -S 0'0',E C#tsiywi for ChAmw v-q kI!uii 'I Armqs ab�i rxxe,• ty ­ AL*s tMIA"t tf 801 a a csa�v b:f 11 hWWf iii0M PKbidrft u qqcwlFnM, m owasraov pruWemwJ(1pparrlu Lion Iw 11.0 EJAPPLOVIR3 RELATIONS L supporvEff"t �eiw S poiW 01,�Pf! !I(An IN OAPF �JVIPNt)WA %W $nIxrAI* Piro orpwwwaic- 04ony W.1h lrftraau 111, 11 Ak NXICY 11110PLEMENTArION Ifif-I. !,0 iX tly ",wt1A4-9y 141019 P11 QOVTTO by '41"! %]I"I' m az Job AUthotlqy Hits "LIU AyvQ~&rym"w6bl pi,4-9 t aaZeMy- t POLOCY F001101MATION Air.orlu.2"J's13 21" ChWOW4 to P'Nicylpmcetilifeg 1"lob Nw-o'scl al Chan ea P-91wiii [it@ ffp.).r re 9 1`1n0"-1" ..-I I,,- N"-sion-Wre VIIII IV JIwm" Vw •C31F-,y aan!^ uixla. k64 10 4MM 00W.- N-1�1 UJIUZ/vO C-Allivit v - Filyes J !-Jo REVIEW PERIOD EXHIBIT F PG, 8 MEETS EXPECTATIONS 7 (4) EXCEEDS I SUBSTANTIALLY(3) EXCEEDSEXPECTATIONS -.. ooes it good Icti c( soling nlalkir; haft. Ql excepnonar Ice,) Vl'linir`,] AJw6y9 ittl$ rral'511c gnals'cL+leClws. q:;nl:n!gnamrt,x. /[:dr541: �G,51 �:'f:r.^pa.". h•n': 9. Glans good 51m101, rlil0cslar PlanarxcBpdrenaJsrra+rra'yltY='lirarq Klm:BhalagylYstticsv+4--topOnArml aLtx•T'1(rj f�pld5r'Ct]fOMI•'LG. ],K'�t•CYing (�„s•/tni>bjrr`L:IIVn�- ' ]L4,IY ytinll!•.rrnr:ht,'. 15oeae tlatl dcnniirxrnlc o'' A � t�0liYlAxce llunaflahor, RwJaenaxrrdonlNrAr jcl4?ot'^ �r�uy,, �St+� } ' �,• r t ptA/la, ' Gpfol�SrCari,H}pIAM1i,, �' mmmunlCaiire�'plan3;�r..,.ljr ul v�. AJ {� t:7 , yt� l"el&iahoodio'JrlrrdfxiC✓t:,dl:._;tlihli ntcK :vtrmrpaona(jltiVI.rr<npn,t Alwaysafrtivgt5'.`drt11C:5 n0npdw r itarpu,%ur rca.•.urc;. .a:•1c.-a,rr7 Ton;,W'ot r�,wlrrea. re:r;urces rspflmalllr. 111vs a goodlr,t•. nrrr l •Iryixloc:ttirp poor 6eA "cepoonarlan arranyirwy Always arral'+aas'aAocatcs nnarldsl !Inaf+cial reBcvrCt'9• " arocaling tilarew resources. 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Jaualfy apprakuz5 2no impact of willic;y Cona7ztwr!Jy:au!7rnir.U•: the IrlFar7 of Always appraiser, Ma impact of p<bcY hanpes prdiry r1.t res charigjrs. Jatratly aen.5 I: dlryand pf4codurp! iti Can1J> levlfJy Bea p slcy artcf .' Always aoaa Pricy 8611 procedutse an I WA to nM01 ¢9"., pr dlreh &11 v)ds to m--c gunii tot*Y,�'b (met gaatfl), -lrnnr/1 t EXHIBIT F PG, 9 0 • R F P 05-08 R CLASSIFICATION AND COMPENSATION STUDY REQUIRED FORMS SECTION 1. References (5 pages) 2. Certification (1 page) 3. Certified Resolution (1 page) 4. Offeror's Qualification Statement (5 pages) 5. Non -Collusive Affidavit (2 pages) 6. Vendor Drug -Free Workplace (1 page) City of Tamorac Purchasing & Contracts Division REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years. - Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Studyl% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Page 1 of 5 Reference;; City of Tamarac ;t Purchasing & Contracts Division REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: I Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System R,efert�n::e!s Page 2 of City of ramarjic y , Purchasing &_ C:cr•,tracts Division, REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Page 3 of 5 Reterencea City of Tamarac ` Purchasing & Cori,+racts Division S REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: Your Company Name Address City State zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Flage 4 of 5 Referer:ces City of Tarr.-rr:7c ,� Purchasing & Contracts Divisvor, REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: I Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Page 5 of 5 References S City of Tamarac Prucha:.ir g & CorGarts 1)rW;sron �... ..........._.......--... __...._...., P CERTIFICATION THIS DOCUMENT MUST BE SUBMITTED WITH THE BID We (1), the undersigned, hereby agree to furnish the items)/service(s) described in the Invitation to Bid. We (1) certify that we(I) have read the entire document, including the Specifications, Additional Requirements, Supplemental Attachments, Instructions to Bidders, Terms and Conditions, and any addenda issued. We agree to comply with all of the requirements of the entire Invitation To Bid. Indicate which type of organization below- INDIVIDUAL PARTNERSHIP 1:1 CORPORATION OTHER ❑ If "Other", Explain. - Authorized Signature Title Company Name City/State/Zip Fax Number Name (Printed Or Typed) Federal Employer I.D./Social Security No. Address Telephone Contact Person Page 1 o; 1 C"81tificatron City of Tamarac - CERTIFIED RESOLUTION Patchasing & Cooteacts Division I (Name), the duly elected Secretary of (Name of Corp.), a corporation organized and existing under the laws of the State of , do hereby certify that the following Resolution was unanimously adopted and passed by a quorum of the Board of Directors of the said corporation at a meeting held in accordance with law and the by-laws of the said corporation. "IT IS HEREBY RESOLVED THAT (Name)", the duly elected (Title of Officer) of (Name of Corp.) be and is hereby authorized to execute and submit a Bid and/or Bid Bond, if such bond is required, to the City of Tamarac and such other instruments in writing as may be necessary on behalf of the said corporation; and that the Bid, Bid Bond, and other such instruments signed by him/her shall be binding upon the said corporation as its own acts and deeds. The secretary shall certify the names and signatures of those authorized to act by the foregoing resolution. The City of Tamarac shall be fully protected in relying upon such certification of the secretary and shall be indemnified and saved harmless from any and all claims, demands, expenses, loss or damage resulting from or growing out of honoring, the signature of any person so certified or for refusing to honor any signature not so certified. I further certify that the above resolution is in force and effect and has not been revised, revoked or rescinded. I further certify that the following are the name, titles and official signatures of those persons authorized to act by the foregoing resolution. NAME TITLE SIGNATURE Given under my hand and the Seal of the said corporation this (SEAL) M — day of 20—. Secretary Corporate Title NOTE: The above is a suggested form of the type of Corporate Resolution desired. Such form need not be followed explicitly, but the Certified Resolution submitted must clearly show to the satisfaction of the City of Tamarac that the person signing the Bid and Bid Bond for the corporation has been properly empowered by the corporation to do so in its behalf. Page 1 of 1 Certified f7asolution Ci � 9 C;rfy of7 rmarcac Pwcha im fi Contfacts Divir,ian o._ _...._.. -- - - - OFFEROR'S QUALIFICATION STATEMENT The undersigned certifies under oath the truth and correctness of all statements and of all answers to questions made hereinafter: SUBMITTED TO: City of Tamarac Purchasing and Contracts Manager 7525 NW 88t" Avenue Tamarac, Florida 33321 Company - Contact Name: Address: City, State, Zip Telephone No. Fax No. Check One Corporation Partnership Individual Other 1. State the true, exact, correct and complete name of the partnership, corporation, trade or fictitious name under which you do business and the address of the place of business. The correct name of the Offeror is - The address of the principal place of business is: 2. If Offeror is a corporation, answer the following: a) Date of Incorporation: b) c) d) e) f) State of Incorporation: President's name - Vice President's name: Secretary's name: Treasurer's name: g) Name and address of Resident Agent - Page 1 of 5) offeror's Qualification Statement City of Tarnarac t Putchzismc �' (n(tacts Di�iision ...__— - —_.....__.._.. __.__.... ---.... .... ._ 3. If Offeror is an individual or a partnership, answer the following: a) Date of organization: b) Name, address and ownership units of all partners: c) State whether general or limited partnership.- 4.. If Offeror is other than an individual, corporation or partnership, describe the organization and give the name and address of principals: 5. If Offeror is operating under a fictitious name, submit evidence of compliance with the Florida Fictitious Name Statute. 6. How many years has your organization been in business under its present business name? a) Under what other former names has your organization operated? 7. Indicate registration, license numbers or certificate numbers for the businesses or professions, which are the subject of this Bid. Please attach certificate of competency and/or state registration. 8. Have you personally inspected the site of the proposed work? YES ❑ NO 9. Do you have a complete set of documents, including drawings and addenda? El YES F—] NO 10. Did you attend the Pre -Proposal Conference if any such conference was held? F-1 YES [:] NO Page 2 of 5 Offeror's Qualification Staternent City of Tamarac (` T ry. PLRchasinc 6 Conttacts iDivisior 11. Have you ever failed to complete any work awarded to you? If so, state when, where and why: 12. State the names, telephone numbers and last known addresses of three (3) owners, individuals or representatives of owners with the most knowledge of work which you have performed and to which you refer (government owners are preferred as references). Name Address Telephone 13. List the pertinent experience of the key individuals of your organization (continue on insert sheet, if necessary). 14. State the name of the individual who will have personal supervision of the work: 15. State the name and address of attorney, if any, for the business of the Offeror: 16. State the names and addresses of all businesses and/or individuals who own an interest of more than five percent (5%) of the Offeror's business and indicate the percentage owned of each such business and/or individual: _.._.. ..._............... .......... .._. - ... _ .... _ ........ ............... ........ . ....... ........ .... ........ ........... 17. State the names, addresses and the type of business of all firms that are partially or wholly owned by Offeror: Page 3 of 5 Offera's Qualification Stafemeni T ra City of Tar-nw'ac Prirchosirg S Contracts Dimion t 18. State the name of Surety Company which will be providing the bond, and name and address of agent: 19. Bank References: Bank µ _ _ Address 20. Attach a financial statement including Offeror's latest balance sheet and income statement showing the following items: a) Current Assets (e.g., cash, joint venture accounts, accounts receivable, notes receivable, accrued income, deposits, materials, real estate, stocks and bonds, equipment, furniture and fixtures, inventory and prepaid expenses): b) Net Fixed Assets c) Other Assets d) Current Liabilities (e.g., accounts payable, notes payable, accrued expenses, provision for income taxes, advances, accrued salaries, real estate encumbrances and accrued payroll taxes). e) Other Liabilities (e.g., capital, capital stock, authorized and outstanding shares par values, earned surplus, and retained earnings): 21. State the name of the firm preparing the financial statement and date thereof: 22. Is this financial statement for the identical organization named on page one? FIYES FNO 23. If not, explain the relationship and financial responsibility of the organization whose financial statement is provided (e.g., parent -subsidiary). P-3ge 4 of 5 Offer of s OualificuVor, Statr;ment city of T amwoc Purchasing , Conttacts Division e ... ........ --- The Offeror acknowledges and understands that the information contained in response to this Qualification Statement shall be relied upon by owner in awarding the contract and such information is warranted by Offeror to be true. The discovery of any omission or misstatement that materially affects the Offeror's qualifications to perform under the contract shall cause the owner to reject the proposal, and if after the award, to cancel and terminate the award and/or contract. Signature ACKNOWLEDGEMENT OFFEROR'S QUALIFICATION STATEMENT State of County of On this the day of , 20 _ , before me, the undersigned Notary Public of the State of Florida, personally appeared and (Name(s) of individual(s) who appeared before notary) whose name(s) is/are Subscribed to within the instrument, and he/she/they acknowledge that he/she/they executed it. WITNESS my hand and official seal. NOTARY PUBLIC SEAL OF OFFICE: NOTARY PUBLIC, STATE OF FLORIDA (Name of Notary Public: Print, Stamp, or Type as Commissioned) ❑ Personally known to me, or ❑ Produced identification: (Type of Identification Produced) ❑ DID take an oath, or ❑ DID NOT take an oath Page 5 of 5 Offerors Qualification Statement City of Tcarrarar, \ - _ r'urrh3 ;ing s .orcr,us Division -- —. --- . NON -COLLUSIVE AFFIDAVIT State of ) )SS. County of ) being first duly sworn, deposes and says that: 1. He/she is the (Owner, Partner, Officer, Representative or Agent) of the Offeror that has submitted the attached Proposal; 2. He/she is fully informed respecting the preparation and contents of the attached Proposal and of all pertinent circumstances respecting such Proposal; 3. Such Proposal is genuine and is not a collusive or sham Proposal, 4. Neither the said Offeror nor any of its officers, partners, owners, agents, representatives, employees or parties in interest, including this affiant, have in any way colluded, conspired, connived or agreed, directly or indirectly, with any other Offeror, firm, or person to submit a collusive or sham Proposal in connection with the Work for which the attached Proposal has been submitted; or to refrain from bidding in connection with such Work; or have in any manner, directly or indirectly, sought by agreement or collusion, or communication, or conference with any Offeror, firm, or person to fix the price or prices in the attached Proposal or of any other Offeror, or to fix any overhead, profit, or cost elements of the Proposal price or the Proposal price of any other Offeror, or to secure through any collusion, conspiracy, connivance, or unlawful agreement any advantage against (Recipient), or any person interested in the proposed Work; 5. The price or prices quoted in the attached Proposal are fair and proper and are not tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of the Offeror or any other of its agents, representatives, owners, employees or parties in interest, including this affiant. Signed, sealed and delivered in the presence of: BY Witness w Witness Printed Name Title _ �— C ?ga 1 of 2 Non-Coflusive Affidavit Cay of Tamarac State of Florida County of ! y Purchasing hr Contracts Dnri�ion ACKNOWLEDGMENT NON -COLLUSIVE AFFIDAVIT On this the _ day of , 20, before me, the undersigned Notary Public of the State of Florida, personally appeared and (Name(s) of individual(s) who appeared before notary) whose name(s) is/are Subscribed to within the instrument, and he/she/they acknowledge that he/she/they executed it. WITNESS my hand and official seal. NOTARY PUBLIC SEAL OF OFFICE: NV I HILT rUMLIU, 01 H I C Ur- rLUMIuN (Name of Notary Public: Print, Stamp, or Type as Commissioned) ❑ Personally known to me, or ❑ Produced identification: (Type of Identification Produced) ❑ DID take an oath, or ❑ DID NOT take an oath ... _.... - Page 2 of 2 Non Coiiwvve Affidavit City ct 1 nrr?�rac: Pu ch �srng �' Contracts !?ivtsion a VENDOR DRUG -FREE WORKPLACE Preference may be given to vendors submitting a certification with their bid/proposal certifying they have a drug -free workplace in accordance with Section 287.087, Florida Statutes. This requirement affects all public entities of the State and becomes effective January 1, 1991. The special condition is as follows: IDENTICAL TIE BIDS - Preference may be given to businesses with drug -free workplace programs. Whenever two or more bids that are equal with respect to price, quality, and service are received by the State or by any political subdivision for the procurement of commodities or contractual services, a bid received from a business that certifies that it has implemented a drug -free workplace program shall be given preference in the award process. Established procedures for processing tie bids will be followed if none of the tied vendors have a drug -free workplace program. In order to have a drug -free workplace program, a business shall: Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition. 2. Inform employees about the dangers of drug abuse in the workplace, the business's policy of maintaining a drug -free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the penalties that may be imposed upon employees for drug abuse violations. 3. Give each employee engaged in providing the commodities or contractual services that are under bid a copy of the statement specified in subsection (1). 4. In the statement specified in subsection (1), notify the employees that, as a condition of working on the commodities or contractual services that are under bid, the employee will abide by the terms of the statement and will notify the. employer of any conviction of, or plea of guilty or nolo contenders to, any violation of chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later that five (5) days after each conviction. 5. Impose a section on, or require the satisfactory participation in a drug abuse assistance or rehabilitation program if such is available in the employee's community, by any employee who is so convicted. 6. Make a good faith effort to continue to maintain a drug -free workplace through implementation of this section. As the person authorized to sign the statement, I certify that this form complies fully with the above requirements. Authorized Signature Company Name , _ gFj ? ;, 1 G7rug 1 c � bvarkpt rce Ctty of ; amarac SAMPLE AGREEMENT BETWEEN THE CITY OF TAMARAC AND h' 1101asinq & Contracts Dili ion THIS AGREEMENT is made and entered into this day of 20 by and between the City of Tamarac, a municipal corporation with principal offices located at 7525 N.W. 88th Ave., Tamarac, FL 33321 (the "City") and , a corporation with principal offices located at (the "Consultant") to provide consulting services for a Compensation and Classification Study. Now therefore, in consideration of the mutual covenants hereinafter set forth, the City and Consultant agree as follows: 1) The Contract Documents The contract documents shall consist of this Agreement, Request for Proposals Document No. 05-08R, including all conditions therein, including any General Terms and Conditions, Statement of Work referenced as Exhibit A, any other provisions contained within the Proposal document, any and all addenda, Proposal executed and submitted by the Consultant, insurance certificate(s), the City Resolution awarding the project, and all modifications issued after execution of this Agreement. These documents form the Agreement, and all are as fully a part of the Agreement as if attached to this Agreement or repeated therein. 2) The Work 2.1. The Consultant shall perform all work for the City required by the contract documents as set forth below: 2.1.1 Consultant shall furnish all labor, materials, and equipment necessary to conduct a classification and compensation study for selected bargaining and non -bargaining positions. 2.1.2 Consultant shall perform Tasks 1 and 2 according to the specifications contained in the Statement of Work referenced as Exhibit A and included herein as if set forth in full. 2.1.3 Consultant shall supervise the work force to ensure that all workers conduct themselves and perform their work in a safe and professional manner. Consultant shall comply with all OSHA safety rules and regulations in the operation of equipment and in the performance of the work. Consultant shall at all times have a competent field supervisor on the job site to enforce these policies and procedures at the Consultant's expense. City of Tamarac Purchasing, .c Contracts Division 2.1.4 Consultant shall provide the City with seventy-two (72) hours written notice prior to the beginning of work under this Agreement and prior to any schedule change with the exception of changes caused by inclement weather. 2.1.5 Consultant shall comply with any and all Federal, State, and local laws and regulations now in effect, or hereinafter enacted during the term of this Agreement, which are applicable to the Consultant, its employees, agents or sub -consultants, if any, with respect to the work and services described herein. 3) Insurance 3.1. Consultant shall obtain at Consultant's expense all necessary insurance in such form and amount as specified in the original bid or proposal document or as required by the City's Risk and Safety Manager before beginning work under this Agreement including, but not limited to, Workers' Compensation, Commercial General Liability, and all other insurance as required by the City, including Professional Liability when appropriate. Consultant shall maintain such insurance in full force and effect during the life of this Agreement. Consultant shall provide to the City's Risk and Safety Manager certificates of all insurances required under this section prior to beginning any work under this Agreement. The Consultant will ensure that all subcontractors comply with the above guidelines and will retain all necessary insurance in force throughout the term of this agreement. 3.2. Consultant shall indemnify and hold the City harmless for any damages resulting from failure of the Consultant to take out and maintain such insurance. Consultant's Liability Insurance policies shall be endorsed to add the City as an additional insured. Consultant shall be responsible for payment of all deductibles and self-insurance retentions on Consultant's Liability Insurance policies. 4) Schedule The work to be performed under this Agreement shall be commenced after City execution of this Agreement. The work shall be completed no later than 20 5) Contract Sum The Contract Sum for the above work is Dollars and cents 6) Payments The City shall pay in full the Contract Sum to the Consultant upon completion of the work listed in Paragraph 2 of this Agreement unless the parties agree otherwise. The City shall pay the Consultant for work performed subject to the specifications of the job and subject to any additions and deductions by subsequent change order provided in the contract documents. All payments shall be governed by the Florida Prompt Payment Act, F.S., Part VII, Chapter 218. City of Tamarac lez Purchasingfi Contiac ,s Drum ran 7) Indemnification 7.1. GENERAL INDEMNIFICATION: Consultant shall, in addition to any other obligation to indemnify the City and to the fullest extent permitted by law, protect, defend, indemnify and hold harmless the City, their agents, elected officials and employees from and against all claims, actions, liabilities, losses (including economic losses), costs arising out of any actual or alleged- a). Bodily injury, sickness, disease or death, or injury to or destruction of tangible property including the loss of use resulting therefrom, or any other damage or loss arising out of or resulting, or claimed to have resulted in whole or in part from any actual or alleged act or omission of the Consultant, any sub - Consultant, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable in the performance of the Work; or b). violation of law, statute, ordinance, governmental administration order, rule, regulation, or infringement of patent rights by Consultant in the performance of the Work; or c), liens, claims or actions made by the Consultant or any sub -consultant under workers compensation acts; disability benefit acts, other employee benefit acts or any statutory bar. Any cost of expenses, including attorney's fees, incurred by the City to enforce this agreement shall be borne by the Consultant. 7.2. Upon completion of all Services, obligations and duties provided for in this Agreement, or in the event of termination of this Agreement for any reason, the terms and conditions of this Article shall survive indefinitely. 7.3. The Consultant shall pay all claims, losses, liens, settlements or judgments of any nature whatsoever in connection with the foregoing indemnifications including, but not limited to, reasonable attorney's fees (including appellate attorney's fees) and costs. 7.4. City reserves the right to select its own legal counsel to conduct any defense in any such proceeding and all costs and fees associated therewith shall be the responsibility of Consultant under the indemnification agreement. Nothing contained herein is intended nor shall it be construed to waive City's rights and immunities under the common law or Florida Statute 768.28 as amended from time to time. 8) Non -Discrimination The Consultant agrees that it shall not discriminate against any of its employees or applicants for employment because of their age, handicap, race, color, religion, sex, or national origin, and to abide by all federal and State laws regarding non-discrimination. The Consultant further agrees to insert the foregoing provisions in all subcontracts hereunder except subcontracts for standard commercial supplies or raw materials. Any violation of such provisions shall constitute a material breach of this Agreement. 9) Independent Contractor Consultant is an independent contractor under this Agreement. Personal services provided by the Consultant shall be by employees of the Consultant and subject to City at i EHr77ar-OC, Purchasing & C,ontra(, s Division supervision by the Consultant, and not as officers, employees, or agents of the City. Personnel policies, tax responsibilities, social security and health insurance, employee benefits, purchasing policies and other similar administrative procedures applicable to services rendered under this Agreement shall be those of the Consultant. 10) Assignment and Subcontracting Consultant shall not transfer or assign the performance required by this Agreement without the prior consent of the City. This Agreement, or any portion thereof, shall not be subcontracted without the prior written consent of the city. 11) Notice Whenever either party desires or is required under this Agreement to give notice to any other party, it must be given by written notice either delivered in person, sent by U.S. Certified Mail, U.S. Express Mail, air or ground courier services, or by messenger service, as follows: CITY City Manager City of Tamarac 7525 N.W. 88th Avenue Tamarac, FL 33321 With a copy to City Attorney at the same address. CONSULTANT 12) Termination 12.1 Termination for Convenience: This Agreement may be terminated by the City for convenience, upon seven (7) days of written notice by the terminating party to the other party for such termination in which event the Consultant shall be paid its compensation for services performed to termination date, including services reasonably related to termination. In the event that the Consultant abandons this Agreement or causes it to be terminated, Consultant shall indemnify the city against loss pertaining to this termination. 12.2 Default by Consultant: In addition to all other remedies available to the City, this Agreement shall be subject to cancellation by the City for cause, should the Consultant neglect or fail to perform or observe any of the terms, provisions, conditions, or requirements herein contained, if such neglect or failure shall continue for a period of thirty (30) days after receipt by Consultant of written notice of such neglect or failure. City of Famar'ac p(rrcha;inc; c' contrar,;s Drvhsron 13) Agreement Subject to Funding This agreement shall remain in full force and effect only as long as the expenditures provided for in the Agreement have been appropriated by the City Commission of the City of Tamarac in the annual budget for each fiscal year of this Agreement, and is subject to termination based on lack of funding. 14) Venue This Agreement shall be governed by the laws of the State of Florida as now and hereafter in force. The venue for actions arising out of this agreement is fixed in Broward County, Florida. 15) Signatory Authority The Consultant shall provide the City with copies of requisite documentation evidencing that the signatory for Consultant has the authority to enter into this Agreement. 16) Severability; Waiver of Provisions Any provision in this Agreement that is prohibited or unenforceable in any jurisdiction shall, as to such jurisdiction, be ineffective to the extent of such prohibition or unenforceability without invalidating the remaining provisions hereof or affecting the validity or enforceability of such provisions in any other jurisdiction. The non -enforcement of any provision by either party shall not constitute a waiver of that provision nor shall it affect the enforceability of that provision or of the remainder of this Agreement. 17) Merger; Amendment This Agreement constitutes the entire Agreement between the Consultant and the City, and negotiations and oral understandings between the parties are merged herein. This Agreement can be supplemented and/or amended only by a written document executed by both the Consultant and the City. Remainder of This Page Left Intentionally Blank 5 City of Tamarac Purrh asinr ,'_� Contracts Division IN WITNESS WHEREOF, the parties have made and executed this Agreement on the respective dates under each signature. CITY OF TAMARAC, signing by and through its Mayor and City Manager, and CONSULTANT, signing by and through its , duly authorized to execute same. CITY OF TAMARAC Joe Schreiber, Mayor Date ATTEST: Jeffrey L. Miller, City Manager Marion Swenson, CIVIC Date: City Clerk Approved as to form and legal sufficiency: Date Mitchell S. Kraft, City Attorney ATTEST: Company Name (Corporate Secretary) Signature of President/Owner Type/Print Name of Corporate Secy. Type/Print Name of President/Owner (CORPORATE SEAL) Date 6 City of Tamarac CORPORATE ACKNOWLEDGEMENT STATE OF SS COUNTY OF P�rrchasing & C.ortracts Diii.ion I HEREBY CERTIFY that on this day, before me, an Officer duly authorized in the State aforesaid and in the County aforesaid to take acknowledgments, personally appeared f , of Corporation, to me known to be the person(s) described in and who executed the foregoing instrument and acknowledged before me that he/she executed the same. WITNESS my hand and official seal this. day of , 20_ Signature of Notary Public State of Florida at Large Print, Type or Stamp Name of Notary Public ❑ Personally known to me or ❑ Produced Identification Type of I. D. Produced ❑ DID take an oath, or ❑ DID NOT take an oath. 7 EXHIBIT 2 4/18/2005 CLASS AND COMP STUDY RFP 05-08R Committee Evaluation Totals AFTER PROPOSALS AND PRESENTATIONS T,Rr 10695 Proposer's Name: Univ. of MGT of HR Mgmt. I Waters Slavin Florida America Partners Consulting No Conflict of Interest No No No No No Adhered to the Instructions No Yes Yes Yes Yes QUALITY OF RESPONSE, TECH APPROACH, WORK PLAN (35 POINTS) ASSISTANT CITY MANAGER 33 29 30 20 BUILDING OFFICIAL 33 28 26 21 FINANCE DIRECTOR 35 25 25 20 HR DIRECTOR 35 28 30 30 UTILITIES DIRECTOR 35 1 25 1 25 1 20 STAFF QUALIFICATIONS, FIRM'S REFERENCES (35 POINTS) ASSISTANT CITY MANAGER 32 29 28 20 BUILDING OFFICIAL 34 27 26 20 FINANCE DIRECTOR 35 30 30 20 HR DIRECTOR 35 32 35 25 UTILITIES DIRECTOR 30 25 30 20 SCHEDULE (15 POINTS) ASSISTANT CITY MANAGER 15 12 10 7 BUILDING OFFICIAL 15 15 14 10 FINANCE DIRECTOR 15 15 15 10 HR DIRECTOR 15 15 15 10 UTILITIES DIRECTOR 10 15 10 10 PRICE (15 POINTS) ASSISTANT CITY MANAGER 12.39 15 14.31 11.88 BUILDING OFFICIAL 12.39 15 14.31 11.88 FINANCE DIRECTOR 12.39 15 14.31 11.88 HR DIRECTOR 12.39 15 14.31 11.88 UTILITIES DIRECTOR 12.39 15 1 14.31 11.88 TOTAL POINTS ASSISTANT CITY MANAGER 92.39 85 82.31 58.88 BUILDING OFFICIAL 94.39 85 80.31 62.88 FINANCE DIRECTOR 97.39 85 84.31 61.88 HR DIRECTOR 97.39 90 94.31 76.88 UTILITIES DIRECTOR 87.39 80 .31 61.88 TOTAL POINTS 0 468.95 425 j::479 2t).55 322.4 FINAL RANKING ASSISTANT CITY MANAGER 1 2 3 4 BUILDING OFFICIAL 1 2 3 4 FINANCE DIRECTOR 1 2 3 4 HR DIRECTOR 1 3 2 4 UTILITIES DIRECTOR 1 2 1 3 1 4 RANK 1 2 1 3 1 4 Udrive/2005 Bids/ 05-08R/05-08R Evaluation Total Worksheet 032905.xis EXHIBIT LR,10695 A Technical Proposal to Conduct a Classification and Compensation Study for the City of Tamarac Submitted to: The City of Tamarac Purchasing and Contract Division 7525 Northwest 88th Avenue, Room 108 Tamarac, Florida 33321-2401 Submitted by: A Technical Proposal to Conduct a. Classification and Compensation Study Submitted to: Mr. Keith K. Glatz, CPPO Purchasing and Contracts Manager City of Tamarac Purchasing and Contracts Division 7525 Northwest 88th Avenue, Room 108 Tamarac, Florida 33321-2401 Submitted by: MGT- .'000'000"a2dw of Ain -erica 2123 Centre Pointe Boulevard Tallahassee, Florida 32308-4930 March 28, 2005 innovative March 25, 2005 Mr. Keith K. Glatz Purchasing and Contracts Manager City of Tamarac Purchasing and Contracts Division 7525 Northwest 88th Ave., Room 108 Tamarac, FL 33321-2401 Dear Mr. Glatz: MGT of America, Inc, (MGT), is pleased to submit this proposal to conduct a Classification and Compensation Study (RFP # 5-08R) for the City of Tamarac. MGT is uniquely qualified to meet the demands of this challenging project, given that our proposed team includes professionals with extensive human resources and local government experience, as well as proven ability to communicate and market new policy proposals. Working with government partners to create innovative and effective solutions in the public sector is all we do at MGT. Founded in 1974, and today with six offices across the country, MGT is one of the nation's leading public sector management consulting firms. As a Florida company, most of that experience has been right here in Florida. After a comprehensive review of the RFP, MGT understands that the major objectives of the study are to: ■ evaluate current regular full-time and part-time bargaining unit and non -bargaining unit positions; ■ develop a comprehensive classification and compensation system that supports the City's mission and strategic objectives, and is designed to support a more competitive, flexible, customer- and results -oriented organization; and ■ develop a new performance management system to support the classification and compensation system as a separate option with this proposal. We want the elected officials, employees, and taxpayers of Tamarac to feel confident after reading our report that they have received their tax dollars' worth of value. Our recommendations are sensitive to the fact that resources and budgets are not unlimited, so our reports are always fiscally responsible and reasonable. And because we know who pays the bills, we make sure our recommendations are able to stand up to the toughest scrutiny and questioning from the taxpayers themselves, as well as city officials who must make the tough decisions. Mr. Keith K. Glatz, CPPO March 25, 2005 Page 2 We look forward to working with the city's management team and employees. Please feel free to contact Jeffrey Ling, Ph.D., Partner, at (850) 386-3191 if you have any questions or require clarification on any aspect of our proposal. We look forward to the opportunity to exceed your expectations. Sincerely, J. Kent Caruthers Deputy CEO and Senior Partner N:\Proposal\063\05Prop\10182\Proposal Sections\Technical Proposal\Cover Letter.doc M6T TABLE OF CONTENTS PAGE EXECUTIVE SUMMARY.................................................................................................. i 1.0 METHODOLOGY AND WORK PLAN .................. ............................................. 1-1 1.1 Overview of Classification and Compensation Study.............................1-1 1.2 Classification and Compensation ......... .... ............................................. 1-2 1.3 Major Work Tasks...............................................................................1-10 1.4 Detailed Work Plan — Classification and Compensation Study ............1-15 1.5 Overview of Optional Performance Management System Project ........ 1 -26 1.6 Detailed Work Plan — Performance Management System ...................1-30 1.7 Proposed Time Line............................................................................1-32 2.0 QUALIFICATIONS AND EXPERIENCE OF THE FIRM....................................2-1 2.1 Leading Firm in Human Resources Consulting ......................... ............ .2-1 2.2 Relevant Experience.............................................................................2-3 2.3 References............................................................................................2-8 2.4 Client Listing.........................................................................................2-8 3.0 STAFFING ORGANIZATION AND QUALIFICATIONS ........................... .......... 3-1 3.1 Proposed Management Structure and Organizational Chart, ................. 3-1 3.2 Qualifications of Key Personnel .................... ......................................... 3-3 APPENDICES Appendix A: Job Content Questionnaire® Appendix B: Management Issues Paper® Appendix C: Detailed Resumes Appendix D: Required Forms Appendix E: Certificate of Insurance COST PROPOSAL INCLUDED UNDER SEPARATE COVER EXECUTIVE SUMMARY MGT of America, Inc., is pleased to submit our proposal to conduct a Classification and Compensation Study for the City of Tamarac. Our proposal is highly responsive to the requirements within the City's RFP. This section provides an overview to our understanding of the proposed scope of services for the classification and compensation study. Task 1: Conduct a comprehensive classification and compensation study for selected bargaining and non -bargaining positions. MGT of America, Inc. (MGT), proposes to conduct a classification and compensation study for the City of Tamarac. We conceptualize the project as consisting of classification analysis, compensation analysis, and the merger of classification and compensation analysis. As specified in the RFP we will complete the project within 100 days of an agreed upon project start date. The final report will contain the following components: • Introduction — specifies the purpose of the study. ■ Methodology — outlines the assumptions, methodology, and major work steps. • Review of Current System — highlights the advantages and disadvantages of the current classification and compensation system. ■ Market Analysis — presents the results of the salary survey. ■ Proposed Classification and Compensation System — provides a summary of proposed classification changes and proposed pay plan. ■ Implementation — presents the cost implications of the proposed solution and the necessary administrative steps. ■ Class Descriptions — contains the revised class descriptions with current job tasks and revised FLSA designations. • Communication Plan — specifies the manner in which proposed changes are to be communicated to employees. Task 2: Develop a new performance management system to support the classification and compensation system as a separate option within the proposal. The results of the performance appraisal component will be a fully developed performance management system that features performance appraisal tool and an automated management system contained within the JETS software. The performance tool links the compensation, classification, and class specification automated Page i AA'maaa� Executive Summary components directly to the performance management tools. The City of Tamarac will have the full functionality to assess performance, determine the allocation of compensatory resources across individuals, groups, departments, and pay plans. The tool prints forms as well as accepts automated responses. MGT staff would provide detailed training to all designated managers and staff on the use of the tool and the utility to the City. The MGT Advantage MGT's approach to both classification and compensation provides a number of advantages to the City of Tamarac. Among the key components are: Automation — MGT has committed substantial resources to develop a system where City employees can submit their job information on-line. This approach saves time and money and reduces the potential for error that exists with transcription. Data Collection Tools — MGT has used its Job Content Questionnaire® (Appendix A) and Management Issues Paperso (Appendix B) in numerous local government settings, and the instruments have been validated in numerous settings. JET® Software -- MGT has developed proprietary software that integrates the Job Content Questionnaire* information, Management Issues Papers* and class description components. The software allows us to develop numerous implementation scenarios to provide the City with the best option for implementing the proposed solution. Performance Pro Software — MGT's Performance Pro software is designed to work with our JET"' software to seamlessly integrate the classification, compensation and performance evaluation processes. Experience — MGT has conducted classification and compensation studies, and designed and implemented performance management systems in numerous local government settings across the nation and within the State of Florida. Our consultants understand the unique issues associated with working in the public sector. This experience helps MGT work with its clients to develop innovative solutions. MGT has much to offer to the City of Tamarac. We appreciate the opportunity to submit this proposal and look forward to your response. MGTPage " r~� Za 1.0 METHODOLOGYAND WORK PLAN 1.1 Overview of Classification and Compensation Stud After a comprehensive review of the RFP, MGT believes that the major objectives for the classification and compensation study for the City of Tamarac (City) are to: ■ assist the City with developing an overall classification and compensation philosophy that equitably compensates employees for their contributions in accomplishing the City's objectives; ■ use this philosophy to develop a classification system for all employees that is easily understood, defensible, and consistent with the city's philosophy and federal and state law; ■ determine the market value of each classification within the City's classification structure. By determining market value, the City will clarify external equity relationships with its labor market competitors. a make use of all relevant data to merge internal equity and external equity considerations and produce an overall classification and compensation system that properly rewards employees; n review the city's current classification descriptions and update them based on current conditions. Class descriptions should be based on work currently performed, and reflect current terminology and changes brought by technological updates. Additionally, the class descriptions should be updated to be consistent with recent changes to the Fair Labor Standards Act (FL.SA) and the Americans with Disabilities Act (ADA); produce a report that clearly specifies the study's methodology, assumptions, results, and recommendations. The recommendations should include an implementation schedule, implementation costs, and an explanation of how the program will be implemented; i.e., what implementation options or strategies will best meet the City's needs; ■ provide the City with the necessary tools and training to maintain the proposed compensation and classification system; and ■ provide the City with a comprehensive, well -reasoned classification and compensation system that is based on current classification and compensation philosophy. MGT is uniquely qualified to conduct the defined scope of work. As an industry leader in management consulting for state and local governments across the nation, we understand the complexity of classification and compensation systems. Our consultants have firsthand knowledge of human resource management issues and are prepared to MGT Page 1-1 of Arriericu' Methodology and Work Plan work collaboratively with all parties to make sound, easily implemented recommendations. In particular, we understand: ■ the need to ensure an appropriate number of system job classifications to enable the human resources department to manage the system effectively; ■ methods for working collaboratively with a broad range of stakeholders to generate solutions; ■ the Florida, regional and national labor markets; • the need to maintain fairness and competitiveness; and ■ policies and procedures that lead to effective salary administration, hiring and promotion practices, reduced employee turnover, better recruitment techniques, and improvements in employee morale. We will work closely with the City's Human Resources Director and Project Steering Committee at key project points to ensure an ongoing communication of issues, concerns, and study methodology. We believe such communications are particularly important at the outset of the study, at which time your compensation history and salary administration priorities will be shared and discussed in detail. Most important, MGT recognizes that in the current fiscal environment, every dollar matters. We are committed to providing recommendations that produce both internal and external equity while keeping in mind the interests of the other major stakeholders —namely, the taxpayers of Tamarac. 1.2 Classification and Compensation In this section we present our general approach and underlying philosophy to conducting a classification and compensation study. While MGT firmly believes in maintaining maximum flexibility to meet your specific needs, we also believe that our potential clients should know our standard approach to classification and compensation analysis. This approach is presented immediately below. 1.2.1 Classification Employee classification begins with a thorough understanding of two key issues: an organization's work mission and the manner in which each job fits into this overall mission. All organizations are required to perform specific work tasks and structure themselves in such a way as to perform these tasks most effectively and efficiently. Whether it is formalized or not, each organization has an overall work mission consisting of specific subtasks. Each job contributes to one or more work tasks and the value of each job varies depending on that job's total contribution to the overall work mission. In other words, classification depends on the work mission, the structure designed to carry out this mission, and the perceived value of each position in the overall accomplishment of the organization's work mission. MGT Page 1-2 7; n ,; Methodology and Work Plan MGT realizes that different organizations will have different work missions. For example, within the realm of local government, different cities perform different service mixes. Some cities offer more services than others do. Consequently, classification systems will vary depending on the work to be performed and the resulting structures developed to perform this work. When organizations develop these employment structures they make determinations about the level of qualifications, skills, knowledge, and abilities necessary to perform each job. When done properly, organization design will match the work mission and each job will serve one or more overall work objectives. Over time, new positions become necessary and technology and other factors restructure the nature of the work performed. If the overall classification design does not keep up with these changes, then a misalignment between the total work mission and the job classifications emerges. This is why all organizations (including city governments) must periodically evaluate their work mission and the resulting classification system. MGT begins each engagement by meeting with the Human Resources team to ascertain the client's overall work mission and obtain the employee database. At this time we discuss the rationale for the current composition of the classification structure and obtain background information on the structure's evolution. Another important activity undertaken at this time is the distribution of MGT's Job Content Questionnaires® (JCQs) and Management Issues Papers® (MIPs). These documents are critical to the job evaluation component. Once the employee database is obtained, it is then cleaned and made ready for MGT's customized software. After these items have been accomplished, MGT will provide the City with an initial written data assessment. We then conduct a general analysis to determine if any inconsistencies or problems with the current classification system exist. Typically, this analysis focuses on issues such as salary compression, outlier analysis, range distribution analysis, and checking for the degree of the "topping out" phenomena. This preliminary analysis helps us to better understand the current classification and compensation structure and alerts us for potential trouble spots. Reviewing current job descriptions is an integral part of the classification process. Job descriptions reveal the intended work tasks for each class, and serve as an indicator for the City's division of labor. Job descriptions provide an excellent frame of reference for later analysis of actual work tasks performed, and any deviation detected in work task analysis helps point out misalignment of the work mission and work performed. MGT has developed the capacity to have City employees enter their JCQ information directly into an established database through direct on-line access. This process not only reduces costs, it provides for greater accuracy. Once these data are entered, the next step is to examine the work tasks contained in the JCQs and develop job families. Job families are groupings of job classes based on similar types of work performed. Jobs are placed into job families to help us structure our analysis based on the actual work performed rather than simply relying on department designations and job titles. After the jobs are grouped into job families, MGT will conduct a series of interviews with department heads to identify any issues that these key stakeholders may have related to classification or compensation. Department heads are likely to have the MGT Pacre 1-3 o Methodology and Work Plan most thorough understanding of the work that is performed within their departments and how that work fits together and relates to the overall work mission. Once these interviews are conducted, we will conduct a series of focus groups with employees in each department. These focus groups are essential to uncover issues harbored by rank and file employees and to give employees more input into the classification and compensation process. Rank and file employees are much more likely to accept future recommendations if they feel they have had an opportunity to participate. Failure to receive employee input will likely lead to more appeals once the process is completed. The heart of the classification process is job evaluation. The next step in the process is to review the JCQs and MIPs at a central location and identify possible misclassifications. Once this is complete, all jobs are evaluated for each compensable factor and scores are assigned to each position. After the initial review is done, potential problems are identified and positions are identified for possible further evaluation. At this point, all positions have been evaluated and reclassification can take place. Possible outcomes include position reclassification, class elimination, additional classes, and the merger of existing classes. Special attention is paid to those positions identified for further analysis in the previous steps. The final step in the classification process is to present a report to the City that contains a summary of the point classification scores and the relative rankings of each class. It is expected that the City will provide feedback, and some minor alterations are to be expected. Once these steps have taken place, the classification component of the study is complete and the classification component can be merged with the market study. This is done through basic regression analysis. This process is covered in greater detail in section 1.2.3. The classification process is presented schematically in Exhibit 1-1. 1.2.2 Compensation MGT's approach to compensation analysis is based on the belief that compensation should be market -based, internally equitable, and strongly tied to organizational goals. These three factors are not always reflected in the current compensation system. The process of producing a compensation system that reflects these goals requires extensive analysis of the labor market, the relationship between jobs in the internal hierarchy, and assurance that the relative worth of each job to the organization is properly rewarded. After MGT has obtained information related to the City's pay policies, a general analysis is conducted to determine if the current policies are a good match with the City's stated compensation philosophy. This analysis also identifies any potential pay issues related to specific incumbent classes. MGT Page 1.4 Methodology and Work Plan EXHIBIT 1-1 CITY OF TAMARAC PROPOSED CLASSIFICATION PROCESS Internal Considerations Classification Evaluation: Job Content Analysis Conduct aGeneral Analysis to ' determine inconsistencies or problems with current classification system Develop Job Families based on the broad type of'� work performed Conduct Interviews and Focus Groups to gather additional information that may not ,have '' been included in other documentation collected Evaluate JCQs and MIPs and summarize information in a central location. Also, ,flag ,outlying incumbents for additional analysis Evaluate Jobs for Each Compensable'Factor to determine initial score and identify those that may need additional analysis Utilize Position Evaluation` and Reclassification to conduct further analysis for those incumbents and classifications identified earlier Provide Interim Evaluation Reports to review the point factoring and relative rankings of classes and update as necessary RT Page 9-S Methodology and Work Plan Prior to conducting the actual market survey, MGT will work with City officials to establish an overall pay plan. This analysis will focus on any expectations regarding the number of pay grades, range widths, percentage differences between grades, step plans versus open range plans, and the expected time to reach full job competency. This step allows MGT to construct the framework of the pay plan system; however, the determination of the actual salary ranges must wait until the actual market analysis is complete. Determining the actual market rates for the respective classes requires close coordination with the City. A key component in defining the market is establishing the parameters of the analysis. Some organizations prefer to survey the marketplace. Others prefer to use readily accessible secondary data. Still others prefer a combination of the two approaches. MGT is comfortable with all three approaches, but prefers the combined option. Secondary data often provide a solid baseline for readily agreed upon classes, but survey data are useful for providing supplemental data for classes that are somewhat unique to the City of Tamarac. Another key component in market analysis is the determination of classes for which data will be collected. The selection of benchmark positions to be surveyed is a critical component in the compensation process. Typically, MGT likes to survey approximately 40 to 50 positions. Although it would be ideal to survey all positions, this is usually not possible when the total number of classifications is much greater than 50, since the survey response rate is directly related to the survey's length. Put simply, the more positions that are included, the lower the response rate tends to be. Benchmark positions are selected in consultation with the City and should reflect a broad range of departments, pay grades, and work functions. After the benchmarks are selected, the peer organizations are selected and a database of potential contacts is created. The selection of peer organizations can be contentious if employees have been dissatisfied with past peer selection. To ensure employee buy -in, MGT recommends that the selection of peers be a collaborative process between MGT and the City's project team. MGT likes to select the peer organizations based on the local labor competition. Peer organizations should be those organizations that compete with the City for labor. Different employee levels sometimes require slightly different peers since the labor market often varies depending on the job that needs to be filled. Once the peers are selected, the survey is produced and sent to the City for final approval. After approval is obtained, the surveys are sent to the peer organizations for completion by their human resources personnel. MGT will do everything we can to ensure survey participation, but it must be recognized that survey participation on the part of the peers is a voluntary process. For this reason, MGT believes it is necessary to establish guidelines for the necessary response levels, and consensus must be reached before project initiation on the use of supplemental data sources. Supplemental data sources can be a valuable source of information, but the guidelines for their use must be established prior to the survey's submission. Once the surveys are sent to the peer organizations, MGT conducts the necessary follow-up calls to prompt responses and clarify any information that may be unclear. The compensation information that is received is placed in a database, cleaned, validated, and summarized. A separate report will be issued to the City that shows the results of the compensation survey. The overall compensation process is illustrated in Exhibit 1-2. MGT Page 1-6 o Methodology and Work Plan EXHIBIT 1-2 CITY OF TAMARAC PROPOSED COMPENSATION PROCESS External Considerations Compensation Evaluation: Market Analysis Conduct a General Analysis to determine actual pay'' practices and evaluate those °incumbents outside of the current city Determine Basic Structure of Proposed Pay Plan that reflects how the county currently values jabs based on current pay practices Establish Benchmarks that represent the span of salary' ranges. and the classifications assigned to them Determine Peer Organizations to survey for market salary comparisons Prepare and Customize survey contents to meet the. City's approval Collect, Validate, and Summarize survey responses Provide Draft of Survey Summary to the City and update as necessary TPage 1-7 Methodology and Work Plan 1.2.3 Merqing. Classification With Compensation The process of merging the classification and compensation study elements is the most difficult portion of any classification and compensation study. MGT has considerable experience performing this task and utilizes regression analysis to accomplish this work task. Regression analysis is a statistical technique that produces a line of best fit between two different variables. In this case, the JCQ point scores of the benchmark positions are used to predict the dollar value of the survey midpoints for these positions. A regression line is created that places each benchmark position along the line. The underlying premise of the regression analysis is that job classifications with greater relative worth to the organization will be valued more highly in the marketplace. Thus, higher JCQ values will be associated with higher salary levels. Regression analysis also produces a slope coefficient that permits us to predict dollar values for each position based on the number of JCQ points accumulated. It is important to note that the regression line is the result of the "best fit" between points and dollar ranges. Job classifications seldom if ever fall perfectly onto the regression line. The line can be considered the starting point for future job placement. After the regression line is created, it is possible to slot the remaining unsurveyed positions along the line based on the knowledge of the internal relationships between jobs. This information is acquired both from the JCQ points and the previous classification analysis performed. Slotting the unsurveyed positions is a process that requires great care, experience, impartiality, and judgement. These are the attributes that MGT's experienced staff can provide to the City to ensure a classification and compensation system that is both externally and internally equitable and valid. After the slotting process is complete, MGT will work with the City to produce an implementation system that will include implementation costs and an overall implementation plan. MGT is able to use its customized software to produce different implementation scenarios and can produce the phased -in implementation plan that the City desires. Exhibit 9-3 shows the total compensation and classification plan from start to finish. 1.2.4 Class Descri tions Typically, MGT likes to provide class descriptions toward the end of the study process. Class descriptions can be produced quickly and easily in MGT's customized software and can reflect different levels of sophistication. The software can draw directly from the factor evaluations and work tasks that have been entered into the JCQs, thus ensuring integration of class descriptions to the classification process. The JCQs that have been completed by City employees provide a rich source of data to be used in the revision of class descriptions. From these evaluation tools, MGT can determine current work tasks, amount of experience required, educational requirements, and levels of responsibility. They also provide critical information for the determination of exempt/nonexempt status under FLSA and any special requirements a job may have for ADA consideration. MGT Page 1-8 of A.'.0 Methodology and Work Plan EXHIBIT 1-3 CITY OF TAMARAC PROPOSED CLASSIFICATION AND COMPENSATION MERGER Orientation Session and Data Collection Obtain Employee Database, Clean and Provide Interim Data Assessment Report External Considerations Internal Considerations i i Compensation Evaluation: Market Analysis Classification Evaluation: Job Content Analysis Conduct a General Analysis to determine actual pay practices and evaluate those incumbents outside of the current system Determine Basic Structure of Proposed Pay Plan that reflects how the city currently values jobs` based on current pay practices Establish Benchmarks that represent the span of salary ranges and the classifications assigned to them Determine Peer Organizations to survey for market salary comparisons Prepare and Customize survey contents to meet the City's approval Collect, Validate, and Summarize survey responses I Provide Draft of. Survey Summary to the City and update as necessary Conduct a General Analysis to determine inconsistencies or problems with current classification system Develop Job Families based on the broad type I of work performed Conduct Interviews and Focus Groups to gather additional information that may not have been included in other documentation collected Evaluate JCQs and MIPs and summarize information in a central location. Also, flag outlying incumbents for additional analysis Evaluate Jobs for Each ' Compensable Factor': to determine initial score and identify those that may need additional analysis Utilize Position Evaluation and Reclassification to conduct further analysis for those incumbents and classifications identified earlier Provide Interim Evaluation Reports to the City to review the point factoring and relative' rankings of classes and update as necessary Reconcile internal and external considerations using regression analysis Slot classification along the regression line I Refine pay line to meet the City's needs I MST Page 1-9 off Methodology and Work Plan 1.3 Wor Work Tasks In this section, we provide an overview of major study activities. After describing the initial start-up activities, we divide the activities into classification, compensation, reports, and system maintenance sections. 1.3.1 lnifial Meetings and Orientation Sessions Upon agreement to proceed, MGT's study team will meet with your HR Director and Project Steering Committee to discuss the study's objectives, along with the strengths and limitations of the current classification and compensation systems. MGT will seek input into your classification and compensation philosophies and preferences and address alternative compensation systems. MGT's representatives will then request documentation about current programs and discuss these systems to develop an understanding of your concerns. During these initial meetings, MGT will review the scope, content, and methodology of the study; encourage employee cooperation and commitment; and establish appropriate time frames for completing and returning necessary forms. Another major activity that takes place during the orientation sessions is the distribution and review of MGT's JCQs and MIPs. These documents, which are critical to the study's successful completion, are detailed in the classification section below. Our orientation briefings are a key component in the communication process, allowing staff members to ask questions and clarify their own roles and responsibilities during the study process. Similarly, these meetings allow employees to develop an understanding of their role in the study process and the importance of providing detailed information that may ultimately lead to revisions in the classification and compensation systems. 1.3.2 Classification Study MGT employs a number of specially designed tools to assist us in conducting a thorough classification study. Among the tools are our registered JCQ, MIP, and JET° (Job Evaluation Tool) software. As effective as these tools have been, however, the heart of our classification process is our staffs cumulative experience and expertise. MGT has conducted numerous public sector classification studies and is familiar with nearly all municipal jobs and the relationship between these jobs. This experience is critical to completing the study in an efficient and timely manner. Job Evaluation The first step in MGT's classification study is to gain a thorough understanding of the work performed by each city employee. This is done via the use of MGT's JCQ. MGT anticipates that all employees in each job classification included in the study will complete a comprehensive JCQ. The questionnaire will be used as a basis to: ■ document job duties; ■ analyze each job; ■r�T Page 1-10 of .4meriea Methodology and Work Plan assist in determining necessary education, experience, and training (including certification and licenses) for individual positions; and x produce job factor scores. MGT will explain how to complete the questionnaire and the types of data required. Supervisors, principals, and department heads will be asked to review the forms completed by employees for completeness and accuracy, making additional comments as necessary. The JCQ includes various factors, such as: ■ judgment/decisions about data, people, and things; ■ cognitive requirements; ■ reasoning requirements; ■ mathematical requirements; ■ language requirements; ■ mental requirements; • vocational/educational and experience preparation; ■ Americans with Disabilities Act Requirements; ■ physical and dexterity requirements; ■ environmental hazards; and ■ sensory requirements. The questionnaire to be used in your proposed study will rely on a recognition process rather than the less precise recall approach. Our standardized questions are tailored to reflect work examples common to both field- and office -based staff, as necessary. The JCQ asks employees to recognize and check a level of responsibility or complexity that is appropriate for their job in each of the factors listed and provide a short written statement about why they picked that level. Based on the information provided in the completed JCQ, each job class is then normally evaluated by MGT's JETS' software. The evaluation from this system results in a quantitative score for each job and establishes the relative ranking of positions within the compensation system. A sample copy of a portion of our questionnaire is provided In Appendix A to this proposal. MGT's JCQ is a standardized instrument that allows for objective analyses of job content across organizations. Classification Designation The process of determining and recommending job classification titles that reflect existing technology and recent nomenclature is accomplished through examining both the work performed and the relationship between classifications. The JCQ is extremely important in this process, but the MIP (provided in Appendix B) is equally important because the use of these papers helps MGT staff identify potential misclassifications and recommend possible changes. These documents are filled out by managers and alert MGT staff to possible rank and title issues that may exist. Classification System The final development of the complete classification system is a result of using the information collected from the JCQ, MIP, existing job descriptions, organizational charts, MGT Page 1-11 Methodology and Work Plan and interviews to assemble a classification system that properly defines each employee's work duties and the proper relationship between job classifications. The classification system will build on current strengths and will address the problems that arise in any classification system over time. Additionally, the use of the JCQ during the classification process ensures that the system will be flexible enough to accommodate new positions brought about by the evolution of work responsibilities. The point factor system behind the JCQ ensures easy placement of new positions based on scores awarded to different levels of work performance. Class Descriptions The production of revised class descriptions is accomplished by using the data provided in the existing class descriptions and updating them with the information obtained from the JCQs. In addition to the necessary knowledge skills and abilities, the class descriptions will also include key work tasks entered in the JCQs and additional information such as FLSA status and ADA compliance information. City class descriptions will be produced in a consistent, easily understood format that can be used for recruitment and maintenance purposes. 1.3.3 The Compensation Study The basis of any compensation system is to establish existing market pay levels and to place employees within these levels. Thus, compensation systems hinge upon the ability to conduct a proper market analysis. This analysis is typically done through a market survey. However, usually not every position can be surveyed since response rates decline dramatically as the number of positions to be surveyed increase. MGT will work with the City's HR Director and Project Steering Committee to determine a representative sample of benchmark positions that will be surveyed. These benchmark positions will form the initial salary line off which MGT will slot the remaining positions. Through the use of benchmarks, slotting, and point factoring, we will be able to establish a compensation system that is both market based and internally consistent. MGT's JETS software uses regression analysis to integrate job evaluation points with salary data (average market midpoints) and calculate a pay line. The pay range midpoint is used in the regression analysis because it is accepted as the market value of a position. The pay line is then used as a base in developing the pay plan or plans. At this point in the study, MGT will work with the City's project director to determine what type of compensation architecture will best support the City's operational needs and mission. The next step is to establish the structure and pay range width from minimum to midpoint and from midpoint to maximum. Traditionally, pay structures have pay ranges that are equal in width from minimum to midpoint and from midpoint to maximum. In the 1990s, pay structures were altered by decreasing range width from minimum to midpoint and increasing range width from midpoint to maximum. This change is attributed to a recognition that midpoint is market value. Consequently, position incumbents should move toward market value within a reasonable time frame for the level of the position in the organization. Ur7T Page 1-12 Methodology and Work Plan The final step in determining the pay line involves determining point breaks (evaluation point ranges or internal rankings assigned to each pay grade). The point breaks utilized by MGT's JET® software are typically established as a direct result of research and MGT's statistical analysis of comparative differences. Compensation Survey MGT's approach to obtaining accurate market data is to consider the relevant labor market for each specific type of labor. Generally speaking, the greater the level of skill and education required, the broader the relevant labor market becomes. For example, most cities require laborers to perform routine maintenance. Ordinarily, these are relatively low skill positions, and the relevant labor market consists of a relatively small geographic area. Contrast this position with the position of City Manager. City Managers are usually highly educated and have much greater mobility. Therefore, the relevant market area for City Managers may better be defined as the entire state. Typically, most cities compete in a relatively compact labor market. Candidates are ordinarily recruited from an area that is within driving distance because city pay levels do not usually afford the opportunity for migration. MGT ordinarily considers county and municipal governments in the surrounding geographic area as the primary competitors for labor. For some positions, the private sector is also a competitor; however, many city positions do not have private sector equivalents for the simple reason that if the private sector could perform the service profitably, it would already be doing so. When considering the relevant labor market, MGT likes to work with the City's human resources director, since he or she is likely to have a good understanding of the local labor market. The use of secondary data can help refine the search parameters and offer additional data points. Our standard criteria for selecting comparable jurisdictions are geographic proximity, population equity, and tax base. Geographic proximity captures the willingness of potential workers to commute to work. Population equity captures the relative scope of services provided, while tax base captures the district's ability to compensate employees. These three components allow us to develop a clear picture of the total compensation structure within the relevant labor market. Private sector peers are usually provided by the city, based on recent experience in recruitment and retention. Compensation Plan Many of the aspects for developing the final compensation plan have already been discussed above. The competitive advantage that MGT offers its clients is a tested automated system that incorporates information from the market survey and the ability of our software to generate a system that is internally equitable and reflective of the marketplace. After this is accomplished, the use of the JET® software allows us to produce various compensation scenarios to best fit the City's needs. Our software package allows us to efficiently provide the City with timely, flexible, and defensible solutions. A-T Page 1-13 Methodology and Work Plan Merging Compensation with Classification The process of merging the classification and compensation components produces a classification and compensation system that is both internally and externally equitable. The classification component focuses on producing a system that is characterized by internal equity and rewards most highly those employees who are most valuable to the organization's work mission. However, internal equity is not the only consideration. The labor market produces some situations where skills that are in high demand need to be rewarded above where internal equity alone would suggest. External equity is ensured by the market analysis conducted. Integrating these two components in a systematic way lies at the heart of the study, and MGT does this through the use of advanced regression analysis and careful slotting based on JCQ data. 1.3.4 Reports MGT's final recommendations for your classification and compensation plans will reflect your mission and the compensation philosophy that best supports that mission. We will provide a draft report with detailed cost recommendations (by individual employee, based on the employee database developed at the beginning of the study) to the City's project director to ensure that all aspects of the proposed report meet your standards and provide viable recommendations. After reviewing the draft report with the City's project director and other designated officials, we will make any needed revisions and submit the final report. We will also meet to review the final results of the study and discuss alternatives for funding the recommendations made in the final report. Our final report will contain a written implementation plan that the City can use to implement the recommendations contained in the report. The implementation plan is provided to assist the City in placing employees into the revised pay plan and resolving issues associated with changes to the overall classification and compensation systems. 1.3.5 Plan Maintenance If selected, MGT will provide the City with a copy of our JET® software and provide two days of training to city HR personnel. For those clients who wish to retain a longer - term relationship, MGT offers a maintenance agreement at a nominal charge. Our ultimate goal is to leave our clients with a classification and compensation system with which they can feel comfortable. But for those clients who would like the additional security of a maintenance agreement, we are happy to provide such agreements and the services that accompany these agreements. MGT Page 1-14 Methodology and Work Plan 1.4 Detailed Work Plan - Classification and Compensation Study Listed below is the detailed work plan that MGT proposes to use for the City of Tamarac's classification and compensation study. CLASSIFICATION COMPONENT TASK 1.0; FINALIZE PROJECT WORK PLAN AND CONDUCT PROJECT ORIENTATION Objectives: ■ Agree on the scope and breadth of the study. ■ Establish a project management plan. ■ Gain a comprehensive understanding of the City's specific objectives and expectations. ■ Finalize schedules to ensure completion by within the required 100 day framework. m Make logistical and contractual arrangements. Activities: 1.1 Meet with the City's Human Resources Director and Project Steering Committee to accomplish the following: ■ understand the City's basic work mission and compensation and classification philosophies; ■ review the technical approach and work plan to make any necessary modifications; • finalize the project schedule and assign project responsibilities; and ■ establish a schedule for communicating project activities. 1.2 Meet with the City's Human Resources Director, Steering Committee, and department heads to review the objectives of the study and identify policy and issue concerns to be addressed while conducting the study. 1,3 Provide department heads and key staff members with the opportunity to identify pay and classification problems relating to their own areas of responsibility through the provision of Management Issues Papersm (MIPs). These initial forms serve two major purposes: (1) to afford top managers the opportunity to express their concerns to the consulting team in brief, written fashion; and (2) to identify for the MGT consulting team some key areas of work focus, thus directing the analysis and review process in the proper direction. We have found over the years that WU Page1-15 Awn n Methodology and Work Plan these initial MIPs are invaluable in setting the stage for focusing on study concerns. 1.4 Obtain pertinent reports and background materials relevant to the review, including: ■ existing class descriptions, pay plan(s), and any agreements with organized groups; ■ tables of organization and descriptions of major responsibilities in each department; ■ elements of the personnel policy that relate to position classification, class descriptions, and pay plan issues; ■ any previous studies, program evaluations, or other reports that are applicable to this project; ■ staffing level data including performance measures; and ■ if available, any guidelines used to place new or reclassified positions within the current structure. 1.5 Revise the original work plan and finalize the time lines for each project task, adjusting the following elements, as needed: ■ data collection approach, in terms of questionnaires and related documentation; ■ interview plan; ■ tentative project schedule; • revised time schedule for deliverables; and N study monitoring procedures. 1.6 Develop a communication plan that will keep City employees aware of the study's progress and inform them of upcoming steps. Key Project Deliverables: ■ Initiation meetings and orientation sessions ■ Revised work plan and time lines ■ Project Director summary of issues ■ Project management plan ■ Project communication plan MGT Page 1-16 Methodology and Work Plan TASK 2.0: GATHER AND EVALUATE CURRENT JOB DATA Objectives: ■ Provide comprehensive questionnaires (JCQs) to capture job data that is consistent with MGT's Job Evaluation Tool (JET®), for such factors as education, experience, supervision, guidelines, complexity, scope and effect, physical demands, and work environment. ■ Conduct department head interviews. ■ Conduct employee focus groups. ■ Obtain additional firsthand knowledge of job duties within the departments through department managers. Activities: 2.1 Administer the Job Content Questionnaire and Management Issues Papers®. If necessary, hold an orientation session to help supervisors answer questions regarding the survey instrument. 2.2 Arrange and conduct interviews with each of the department heads and elected officials to receive their input on classification and compensation issues. 2.3 Administer the remaining MIPs and work with supervisors to answer any questions they may have regarding the survey instrument. 2A Schedule and conduct departmental focus groups to acquire additional job -related data. 2.5 Review all additional data sources such as organizational charts, class descriptions, strategic plans, and any other such information that may be relevant to the study. Key Project Deliverables: ■ JCQ designed to capture current job data ■ MIPs for completion by supervisory level personnel ■ Orientation briefings for department heads, managers, and supervisors ■ Department head interviews ■ Focus Groups MST Page 1-17 a% America Methodology and Work Plan TASK 3.0: EVALUATE THE CURRENT CLASSIFICATION PLAN Objectives: ■ Evaluate the current classification plan(s) for both general bargaining employees and non -bargaining employees in terms of its appropriateness in meeting the city's objectives. ■ Evaluate the administrative classification plan(s) in terms of capacity to: - recognize significant differences among work tasks; be managed efficiently; contribute to the City's overall efficiency and effectiveness; and determine what redesign elements would be appropriate for establishing a more effective system of pay delivery. Activities: 3.1 Review and evaluate the structure of the current classification plan(s) in terms of: ■ duplicative and/or overlapping classifications. Where it appears that classifications are excessive and do not reflect a reasonable distinction of job duties, classifications may be consolidated. One of the benefits of this action is to make the plan more efficient and more manageable for the human resources staff; ■ classification voids or gaps. Where it appears that there is an insufficient number of classes to support the nature of the work being conducted, expansion of classes may occur; and ■ elimination of classifications that are no longer needed. 3.2 Compare the classification plan to class specifications to determine whether a proper classification description exists for each job. Key Project Deliverables: ■ Review of existing classification plan ■ Review of existing job descriptions MGT Page 1-18 Methodology and Work Plan TASK 4.0: DEVELOP PROPOSED CLASSIFICATION PLAN Objectives: ■ Review JCQ and MIP information. ■ Identify the classification of all existing positions utilizing MGT's point factor job evaluation system. ■ Recommend changes, additions, or modifications to the City's pay plan to support a new classification system. ■ Provide interim evaluation reports to the City. Activities: 4.1 Review the work performed by each job classification. 4.2 Review the JCQ scores and identify the classification of each position. 4.3 Develop an initial set of recommended changes in the structure of the current classification system. 4.4 Review the recommended changes with the Human Resources Director and Project Steering Committee and make appropriate revisions. 4.5 Provide a complete listing of the allocation of job classes to pay bands or range assignments. The listing will be sorted in the following ways: (1) alphabetical order by job class title; (2) in descending order by range; and (3) by old class title and new class title. A final group of all listings will accompany the draft report. Key Project Deliverables: ■ Recommended classification changes ■ A report showing the classification of all existing employees under the new system, including current titles and current pay grades, and proposed titles and proposed pay bands or grades TASK 5.0: PRODUCE REVISED CLASS DESCRIPTIONS Objective: ■ Produce a set of revised class descriptions that are consistent, reflect the work currently being performed, and comply with federal and state statutory requirements. AT - Page 1-19 of A�.icna Methodology and Work Plan Activities: 5.1 Review current class description format and contents. 5.2 Agree upon a class description format. 5.3 Update current class descriptions with information obtained from JCQs and current class descriptions. 5.4 Produce a set of up-to-date class descriptions. Key Project Deliverables: ■ Sample class description template ■ A set of revised class descriptions based on current requirements COMPENSATION COMPONENT TASK 1.0: REVIEW EXISTING COMPENSATION STRUCTURE Objective: ■ Obtain a complete understanding of the city's current compensation philosophy as it relates to the work mission. Activities: 1.1 Obtain the existing pay structure and compensation philosophy. 1.2 Review the existing pay structure and look for potential problems to be resolved. 1.3 Produce a summary of the current compensation system. Key Project Deliverable: ■ Summary of existing compensation plan TASK 2.0: DETERMINE BASIC STRUCTURE OF PROPOSED PAY PLAN Objective: ■ Work with the City to determine the best possible compensation plan. Activities: 2.1 Develop classification and pay structure that best fits the city's needs. NZOT Page 1-20 Methodology and Work Plan 2.2 Identify appropriate compensation incentives related to acquisition of relevant education, certifications, and skills 2.3 Determine the number of grades, range widths, and minimum and maximum for each proposed grade. Key Project Deliverable: ■ Proposed compensation plan TASK 3.0: ESTABLISH SURVEY BENCHMARKS Objective: ■ Determine the proper benchmarks for comparison against peer organizations. Activities: 3.1 Review the existing classifications for possible inclusion in the benchmark survey. 3.2 Determine the proper number of benchmark classes for inclusion in the market survey. 3.3 Review any secondary data for classes to include in the market analysis. 3A Select the proper classifications for inclusion in the benchmark survey. Selection criteria should include the following: ■ all departments should be represented; ■ all current pay grades should be represented; ■ classifications with large numbers of incumbents should be represented; and ■ benchmarks should be diverse and representative of the workforce. 3.5 Provide the list of benchmark positions to the Project Steering Committee for review and comment. 3.6 Make any necessary changes to the benchmark list. Key Project Deliverable: ■ List of benchmark positions to be included in the salary survey ■����AwT Page 1-21 of Anu+icuu� Methodology and Work Plan TASK 4.0: DETERMINE PEER ORGANIZATIONS Objective: ■ Provide a list of peer organizations to survey. Activities: 4.1 Review with the Project Steering Committee any peer organizations that it recommends for inclusion in the survey. 4.2 Select a list of public and private sector peers to include in the salary survey. Selection criteria should include: ■ number of employees; ■ proximity; ■ revenue base; and ■ recent labor competition. 4.3 Select secondary data information for inclusion. 4.4 Agree on the proper mix of primary and secondary data sources. 4,5 Obtain a listing of the contact information for peer organizations and verify this information through phone calls. 4.6 Alert peer organizations that the survey will be coming shortly. Key Project Deliverables: ■ List of peer organizations and contact information for each w Secondary data for inclusion TASK 5.0: PROVIDE SURVEY SUMMARY TO THE CITY Objective: a Provide a written summary of the survey results to the City. Activities: 5.1 Prepare and customize the survey contents to meet the City's approval. 5.2 Mail the survey to the survey targets and/or create an on-line version to facilitate rapid collection and compilation of the data. 5.3 Conduct necessary follow-up through 5.4 Collect survey results and enter into database. MST Page 1-22 Methodology and Work Plan 5.5 Validate information. 5.6 Summarize survey information in written report. 5.7 Provide written summary to the City. Key Project Deliverable: m Written summary of the compensation survey results MERGING THE COMPENSATION AND CLASSIFICATION PROCESSES 11 TASK 1.0: CONDUCT REGRESSION ANALYSIS Objectives: ■ Reconcile JCQ values and survey results for the benchmark positions. ■ Produce a regression line to plot the unsurveyed positions against. Activities: 1.1 Run regression analysis on benchmark positions to provide a line of best fit between the JCQ scores and salary midpoints. 1.2 Establish JCQ point ranges for each pay grade. 1.3 Match JCQ point ranges with dollar ranges to establish slotting sequence for unsurveyed positions. Key Project Deliverables: ■ Initial regression analysis ■ JCQ ranges TASK 2,0: SLOT UNSURVEYED POSITIONS ALONG REGRESSION LINE Objective: ■ Place the unsurveyed positions into the proposed pay plan. X-T Page 1-23 U Amerka Methodology and Work Flan Activities: 2.1 Take JCQ scores from unsurveyed positions and place classifications along the regression line. 2.2 Adjust classifications as needed to reflect market and internal equity. 2.3 Review placement of individuals within respective classes and respective classes within the overall classification and compensation system. Key Project Deliverables: w JCQ scores for each position ■ List of classifications and proposed salaries TASK 3.0: PROVIDE DRAFT REPORT TO THE CITY Objective: ■ Provide the City with a draft report. Activities: 3.1 Take key project milestones from Tasks 1.0 and 2.0 and produce a comprehensive draft report. 3.2 Develop an implementation plan to include timing and implementation costs. 3.3 Submit the draft report to those executives or officials designated by the City. Key Project Deliverable: ■ Draft report for the City TASK 4.0: PROVIDE FINAL REPORT AND PRESENTATION TO THE CITY Objectives: w Produce a final report for the City. ■ Give a PowerPoint presentation to the City highlighting the study's key findings and recommendations. Activities: 4.1 Review City's comments concerning rough draft. 4.2 Make necessary revisions. AGPage 1-2�4 nnu.t�a.■T Methodology and Worh Plan 4.3 Provide the City with a final report. 4.4 Produce PowerPoint presentations. 4.5 Make PowerPoint presentation. Key Project Deliverables: ■ Final report for the City ■ PowerPoint presentation of the study's key findings and conclusions TASK 5.0: INSTALL SOFTWARE AND PROVIDE TRAINING TO CITY PERSONNEL Objectives: a Install JETS software on city's computer system. ■ Set up training session for city's Human Resources personnel and provide training on JET° software. Activities: 5.1 Arrange with city officials to install JETS software on Human Resources computers. 5.2 Install software on city computer system. 5.3 Arrange for training on JETS' software. 5.4 Provide HR personnel with training on JEr software, Key Project Deliverables: ■ Installation of JET® software ■ Two-day training session for HR personnel WT_ Page, 1-25 Methodology and Work Plan 1.5 Overview of Optional Performance Management System Project The City's RFP requests this second and optional component of our overall proposal. The City seeks assistance to develop a performance management system that supports it's mission and strategic objectives. Specific objectives and work products include: ■ Develop and recommend performance management system objectives and criteria, and the methodology proposed to develop them. ■ Develop and recommend a new or revised performance appraisal instrument(s) which supports the City's mission and strategic objectives, and works in concert with the classification and pay systems. ■ Prepare a performance management system manual and instructions. ■ Develop and conduct a supervisory training program. This request blends ideally with the consulting philosophy and approach that MGT strives to implement with its clients as described in the following section. 1.5.1 MGT's Philosophy -to -Performance Evaluation As local governments continue to respond to the demand for more services with fewer resources, it is increasingly important that performance become a central component in overall management decision -making. More public sector organizations are building structures for making this change and substantial gains have been realized in cost effectiveness, service provision, and customer satisfaction. A few of the tools currently being utilized include pay for performance, individual level work plans, performance measurement assessment systems, and other incentive structures. These tools, and others like them, are components of a growing performance -based management approach that has as its aim increased governmental efficiency and effectiveness. Performance -centered methods of management have become a well -accepted method of improving an organization's service and employee productivity. Conceptually, performance -based management provides a strategic and integrated approach to delivering high quality services to customers by improving the performance of human capital and the tools they use to operate. In other words, performance -based management is a means of getting better results from an organization, team, and individuals by managing their performance through goals, standards, and processes. The real challenge to implementing a performance -based method of management is the actual integration of its tools into the overall human resource management system. In essence, performance management is the center of the human resource management system (Exhibit 1-4). WT_ Page 1-26 ;fAyn"i ua Methodology and (Mork Plan EXHIBIT 1-4 RELATIONSHIP OF PERFORMANCE MANAGEMENT TO HUMAN RESOURCE MANAGEMENT SYSTEMS Performance management impacts all of the major components in human resources management: ■ Compensation — The value of each combination of knowledge, skills or competencies as they pertain to reaching the organization's strategic objectives ■ Classification and Organization — The manner in which people are organized given their capabilities and the business processes and necessary skills involved in service delivery. ■ Development — The system for improving the performance of individuals as well as increasing individual capabilities through interventions, coaching, and training. a Evaluation — The system used to assess the performance of individuals to determine their relative competencies in accomplishing assigned work tasks and responsibilities. MGT has created performance appraisals that not only meet the demands of the human resources management system in place by formalizing critical linkages, but also we have developed tools that increase the overall performance of the organization. Our approach centers on several key elements: ■ The performance appraisal tool should link directly to the strategic direction of the organization; MGT Page 1-27 of7—=a Methodology and Work Plan ■ The structure of the tool should tie back to the job, classification, and overall human resource management system; a The tools should be accessible and beneficial to managers and employees; and ■ The overall system should allow for the realities of modern governance, such as work evolution, budget constraints, and political realities. Philosophically, performance evaluation is the underpinning of performance management, and should be placed at the center of any management plan that seeks to reward outstanding performance rather than simple longevity. When used in conjunction with an actively maintained classification system and such tools as certification pay, performance management can transform the area of compensation management and help management drive the organization to its overall performance goals. 1.5.2 Approach to Performance Evaluation MGT's approach to performance evaluation is based on reviewing the current appraisal system, assessing the validity and reliability of the current system, and building upon its strengths. The overall process is listed below: ■ Analyze the documents and information received. Set up an analysis matrix that includes any concerns and factors, such as process, forms, criteria, and training. n Create a protocol for meeting with the Department Heads that emphasizes the current process, process uniformity, and areas of improvement. ■ Gain approval for the protocol from the Human Resources Director and prepare materials for the session. ■ Conduct the session with Department Heads and determine the strengths, weaknesses, opportunities, and threats related to the current appraisal process. Isolate specific factors that relate to fairness, equity, and performance enhancement at the individual, group, and organization level. ■ Meet with the Project Steering Committee to discuss the specific comments as they relate to performance assessment and employee pay increases. Create a listing of the issues and concerns of employees related to evaluation, pay increases, and the appraisal process. ■ Analyze the past results of the use of the appraisal tool across department, classification, and business unit . MGT Page 1-28 o ��a Methodology and Work Plan ■ Create a matrix that matches the concerns and perceptions of employees with the findings from the quantitative and qualitative analysis. ■ Compare the current processes, procedures, and outcomes to the MGT database of best practices in performance assessment and pay management. Consider the strategic direction, business objectives, and past experience of the City in validating the comparisons. ■ Isolate the process or component areas where inequity is created in the current processes, procedures, and outcomes. ■ Recommend areas for improvement in process, forms, criteria, and training. Each area should have individual as well as unified recommendations pertaining to addressing the goals of the city and current shortcomings. Signify which recommendations are based on real and perceived problems and issues. ■ Test the recommendations with the routines found in MGT's performance assessment tool, Performance Pro, and make any necessary adjustments. At this point the current system has been analyzed and it is possible to develop the revised performance evaluation system. MGT's Performance Pro software is designed to work with our JETS software to seamlessly integrate the classification, compensation and performance evaluation processes. Implementation of the performance evaluation system is accomplished as follows: ■ Discuss the recommendations and potential system with the Human Resources Director and the Project Steering Committee. ■ Produce an employee performance appraisal system that will measure and evaluate employee performance and seamlessly merge with the current classification, management, and operational systems. ■ Discuss the recommendations and the proposed results of the proposed system with Human Resources Director and the Project Steering Committee. ■ Create a document summarizing the new system derived from the recommendations. The system documentation will include procedures, forms, and training materials for managers and employees. The purpose of the document is to serve as a "tool kit" for implementing a new appraisal system. ■ Discuss the implementation strategy. ■ Present the proposed system to city decision -makers. MGTPage 1-29 of Methodology and Work Plan ■ Make any necessary adjustments. ■ Issue a final report and the system documentation. ■ Create the structure in JETS to manage the selected process. ■ Provide training on the new system to human resource staff. As seen above, MGT's Performance Pro software is integral to the performance evaluation process. The system is designed to calculate cost increases based on the current budget parameters. The following section outlines the work plan for developing the performance management system. 1.6 Detailed Work Plan —Performance Management System Listed below is the detailed work plan that MGT proposes to use for developing the City of Tamarac's performance management system. TASK 1.0: EVALUATE CURRENT APPRASlAL SYSTEM AND MAKE RECOMMENDATIONS Objectives: ■ Collect data on the current appraisal system in addition to that provided in the City's RFP. ■ Review the current appraisal system. ■ Assess the validity and reliability of the current system. ■ Make recommendations for improvement. Activities; 1.1 Analyze the document and information received in Task 1.0. Set up an analysis matrix that includes any concerns and factors, such as process, forms, criteria, and training. 1.2 Create a protocol for meeting with the Department Heads that emphasizes the current process, process uniformity, and areas of improvement. 1.3 Gain approval for the protocol from the Human Resources Director and the Project Steering Committee and prepare materials for the session. 1.4 Conduct the session with Department Heads and determine the strengths, weaknesses, opportunities, and threats related to the current appraisal process. MGT Page -30 af7Asner - Methodology and Work Plan Isolate specific factors that relate to fairness, equity, and performance enhancement at the individual, group, and organization level. 1.5 Meet with the Project Steering Committee members to discuss the specific comments as they relate to performance assessment and employee pay increases. Create a listing of the issues and concerns of employees related to evaluation, pay increases, and the appraisal process. 1.6 Analyze the past results of the use of the appraisal tool across department, classification, and business unit. Assess the results using bivariate and multivariate statistics to determine the significance of variation. 1.7 Create a matrix that matches the concerns and perceptions of employees with the findings from the quantitative and qualitative analysis. 1.8 Compare the current processes, procedures, and outcomes to the MGT database of best practices in performance assessment and pay management. Consider the strategic direction, business objectives, and past experience of the City in validating the comparisons. 1.9 Isolate the process or component areas where inequity is created in the current processes, procedures, and outcomes. 1.10 Recommend areas for improvement in process, forms, criteria, and training. Each area should have individual as well as unified recommendations pertaining to addressing the goals of the City and current shortcomings. Signify which recommendations are based on real and perceived problems and issues. 1.11 Test the recommendations with the routines found in MGT's performance assessment tool, Performance Pro, and make any necessary adjustments. Key Project Milestones: ■ Issue Matrix w Protocol for Department Head Meeting a Data Analysis a Recommendations TASK 2.b: ` DEVELOP PERFORMANCE MANAGEMENT SYSTEM Objectives: ■ Discuss the recommendations and potential system with the Human Resources Director and the Project Steering Committee. MGT Page 1-31 Methodology and Work Plan ■ Produce an employee performance appraisal system that wili measure and evaluate employee performance and seamlessly merge with the current classification, management, and operational systems. Activities: 2.1 Present and discuss the recommendations for the new system. 2.2 Create a document summarizing the new system derived from the recommendations. The system documentation will include procedures, forms, and training materials for managers and employees. The purpose of the document is to serve as a "tool kit" for implementing a new appraisal system. 2.3 Discuss the implementation strategy with the Project Steering Committee. 2.4 Present the proposed system to City decision -makers. 2.5 Make any necessary adjustments. 2.6 Issue a final report and the system documentation. 2.7 Create the structure in JET° to manage the selected process. 2.8 Provide training on the new system to human resource staff. Key Project Milestones: ■ Draft and final new appraisal system documentation ■ Automate the system in JETS ■ Final report ■ Training materials 1.7 ProLosed Time Line Exhibit 1-5 shows MGT's proposed time line for the completion of the classification and compensation study. We are providing the City with a time line by task indicating initiation and completion of the study. The deliverables specified in the work plan for each task will be delivered upon completion of each task. MGT is prepared to begin this project on May 1, 2005, and conclude with the delivery of the final report no later than the first week of August 2005. M�T Page 1-32 Methodology and Work Plan EXHIBIT 1-5 PROPOSED TIME LINE ryQ TASKS y Phase l: Classification Component Task 1.0: Finalize Project Work Plan and Conduct Project Orientation Task 2.0: Gather and Evaluate Current Job Data Task 3.0: Evaluate the Current Classification Plan Task 4.0: Develop Proposed Classification Plan Task 5.0 Produce Revised Class Descriptions Phase U: Compensation Component Task 1.0 Review Existing Compensation Structure Task 2.0: Determine Basic Structure of Proposed Pay Plan Task 3.0: Establish Survey Benchmarks _ Task 4.0 Determine Peer Organizations Task 5.0 Provide Survey Summary to the City Phase Ill: Merging the Compensation and Classification Processes Task 1.0 Conduct Regression Analysis Task 2.0 Slot Unsurveyed Positions Along Regression Line Task 3.0 Provide Draft Report to the City Task 4.0 Provide Final Report and Presentation to the City Task 5.0 Install Software and Provide Training to City Personnel e MST Page 1-33 v 2.0 FIRM QUALIFICATIONS AND EXPERIENCE ' in Human Resources Consul#in_g 2.� Ex.,p errence es __-- -- MGT has experience in providing sound, practical, implementable solutions to state and local governments around the country. MGT has been in continuous business since 1974, and has the necessary financial ability to perform the functions required by this RFP and to provide those services represented in this response. MGT is recognized as one of the nation's leading management consulting firms that conduct studies in the area of human resources. With our extensive understanding of human resource operations, our consulting team has the necessary background and skills to fully understand and effectively address the major human resource issues facing the City. MGT started conducting human resource studies for clients in 1974, and has over 30 years of experience in conducting staffing analysis, job evaluations, and salary studies. We offer the City not only the stability of extensive experience with this type of project, we also offer the City an innovative methodology that has been reengineered within the past few years to prepare clients for the compensation, classification, and benefit issues of the 215t century. MGT holds firmly to the concept that our job is to help clients become more proficient and progressive than other competitors in their field. We have conducted studies for a wide range of public and private sector clients, including: ■ state, regional, and local governments; ■ school boards and state departments of education; ■ community colleges, universities, Governors' offices, blue ribbon committees, legislatures, and Boards of Regents; and ■ specialized districts (such as transportation, aviation, and water management authorities) and health and human service organizations (including state hospitals, medical facilities, aging and elder affairs, mental and public health, social services, juvenile justice, and drug and substance abuse centers). The high levels of satisfaction these clients have with our services are reflected in the fact that a significant portion of our work is repeat business. Some of the project types we have focused on include: ■ compensation and classification systems; ■ performance evaluation and appraisal system design; • staffing and salary studies; ■ recruitment, hiring, and retention studies; ■ strategic planning; ■ workforce planning; `■�� Page 2-1 Firm Qualifications and Experience ■ performance auditing; ■ operational efficiency analysis; ■ staff diversity; ■ alternative reward structures; and • labor pool availability. This broad range of experience has allowed us to gain valuable insights into the operations and management of every aspect of human resources. Consequently, MGT has a unique understanding of how crucial the human resources area is in the operation of an effective and efficient organization. We also have developed useful methods and tools that will assist our clients in implementing and maintaining our study recommendations, strategies, and work products. 2.2 Relevant Experience Our broad range of experience, working on both personnel initiatives and an array of other management challenges, helps MGT provide our clients a seasoned and complex perspective on challenges and solutions. This range of consulting experience, coupled with the fact that all our senior staff have worked in the public sector at some senior level, means we have the hands-on experience to "hit the ground running" when selected to work on a project. Below, we have selected representative projects to illustrate our recent classification, compensation, and human resources experience. Additional project abstracts are available upon request. Classification and Compensation plan Client: City of Lake Worth, Florida MGT is assisting the City of Lake Worth in updating the city's classification and compensation system. In addition to redesigning these systems, MGT is updating the city's classification descriptions and designed the city's first performance evaluation system. Compensation and Classification Study Client: Hillsborough County, Florida MGT is conducting a compensation and classification study for all of Hillsborough County's classified and nonclassified employees. Over 10,000 employees are included in the study. MGT conducted a job evaluation and analysis for all job classifications, as well as a market survey of the surrounding labor market to gather wage and salary information. As a result, the county's compensation and classification study reflected both internal and external equity. MGT Page 2-2 Firm Qualifications and Experience Human Resources Staffing Analysis Client: Orange County, Florida MGT is providing human resource staffing and process analysis to Orange County. MGT consultants will review current operations, review processes, identify areas for efficiency improvements and create a transition and implementation plan. Classification and Compensation Study Client: Alachua County, Florida MGT is conducting a comprehensive classification and compensation study for Alachua County. As a result of the study, the county's classification and compensation study will reflect both internal and external equity. Step and Grade Consulting Client: Hidalgo County, Texas MGT is assessing Hidalgo County's compensation and classification system. As part of the study, MGT staff is conducting management interviews, employee focus groups, a regional salary survey and job analysis. The report will reflect data on internal and external equity and provided the county with a 21st century human resource management system. Compensation and Classification Study_ Client: City of Waynesville, North Carolina MGT is conducting a compensation and classification study for the City of Waynesville. The major objectives of the study are to determine whether the current plan has both internal and external validity, and to make recommendations where appropriate for improvement. MGT Page 2-3 j Firm Qualifications and Experience Compensation Study Client: Baltimore City Community College, Maryland MGT is assisting Baltimore City Community College with an analysis of its human resource management system. The study will include a review of faculty and nonfaculty staff at three campuses and central administration. The study will identify critical areas for improvement in the system, classifications that need to be updated, and compensation structures that could be made more competitive with the market. Prevailing „Salary Study Client: Austin Independent School District, Texas MGT is conducting a prevailing wage study of construction occupations. MGT is surveying construction trades employers in 18 counties in central Texas to develop wage and benefits rates for tradespersons in 40 different construction jobs. The District will use the data for its $280 million construction program. ClassificationCompensation^and Benefits Study Client: City of Baton Rouge and Parish of East Baton Rouge, Louisiana MGT performed a classification, compensation, benefits, and staffing study for the City of Baton Rouge and Parish of East Baton Rouge. The study included a staffing analysis of all departments and established internal equity within the city's classification plan and based the city's pay plan around the area's labor market. The analysis was facilitated by MGT's JET* software. The study included an evaluation of the city's benefits plan. MGT also performed a staffing analysis for the city to align the city's resources with its labor needs. Review and Analysis of Full -Time Equivalent Positions Client: City of Key West, Florida MGT assisted the City of Key West with a study to improve the overall operational efficiency of the city's workforce. The study's primary purpose was to analyze the staffing levels for all the city's department and determine if the city is adequately utilizing all of its existing resources. As part of the study, MGT mapped the city's primary business operations, assessed the quality of service delivery, reviewed the structural soundness of the city's organization and determined if operations met the city's primary service needs. As a result of the study, the city enacted a number of recommendations related to organizational structure, technology use and staffing levels. ���l�' Page 2-4 of Ame�icp, Firm Qualifications and Experience Human Resources Management Review Client: City of West Palm Beach, Florida MGT assessed the performance and management of the city's human resource function. MGT assessed the current staff, processes, and tools in conjunction with customer satisfaction to determine the best method of improving service, quality, and productivity. Classification and Compensation Study Client: City of Belle Glade, Florida MGT performed a classification and compensation study for all positions within the City of Belle Glade. The project included the collection and review of current job data, employee interviews, market surveys, job analysis, and the evaluation and classification of all municipal positions. The study concluded with a comprehensive report and summary that included specific recommendations for pay levels for all city positions. Job Classification and Staffing Analysis Client: Citrus County, Florida MGT conducted a comprehensive job classification, pay review, and staffing analysis for Citrus County. MGT evaluated the current classification plan, conducted a market survey, conducted a salary survey, and completed a staffing analysis. Approximately 230 class specifications were developed, including recommendations for revisions in the current classification and compensation plan. Recognizing the complexity of the project, MGT performed a job classification study and a pay review that would allow the county to operate as economically and efficiently as possible, while maintaining competitiveness in the area labor market. MGT also provided the county with implementation costs and guidelines for the plan. Compensation Study Client: Alachua County Property Appraiser's Office, Florida MGT assisted the Alachua County Property Appraiser's Office in the classification of ten key positions. MGT also conducted a market salary survey and provided the Office with a total compensation and classification plan. MGT Page 2-5 of A--.. Firm Qualifications and Experience Pay and Classification Study Client: City of Longview, Texas MGT conducted a pay and classification study for the City of Longview. The study included analysis and recommendations on appropriate classification and pay ranges for all positions in the city development of a pay for performance plan for city employees, and development of new class descriptions for all job classes. Compensation and Classification Stud Client: City of Leesburg, Florida MGT performed a compensation and classification study for all included classifications in the City of Leesburg. Project tasks included job analysis, pay plan development, market salary survey and analysis, class description development, and JET` software and training delivery. Com rehensive Salary Survey Client: Florida League of Cities MGT conducted a salary survey for the Florida League of Cities of its classifications system in order to assess external equity. The study included analyzing job duties, creating an electronic survey, issuing the survey, and analyzing the results. The results led to a number of recommendations for improving salary administration. Fair Labor Standards Act Audit Client: City of North Miami, Florida MGT updated the Fair Labor Standards Act status of the City of North Miami positions. Compensation and Classification Plan Client: City of Lakeland, Florida MGT performed a comprehensive compensation and classification study for the City of Lakeland. The city has over 2,000 employees, and includes an electric utility. MGT Page 2-6 677A .ricu Firm Qualifications and Experience Compensation and Classification Study Client: City of La Porte, Texas MGT contracted with the City of La Porte to perform a comprehensive compensation and classification study. The city employs over 350 employees, and serves a population of over 32,000 citizens. The study also included an analysis of the Fair Labor Standards Act status of all positions, the updating of job descriptions, and a point factor evaluation of all jobs within the city's system. Compensation and Classification Study Client: St. Clair County, Michigan MGT performed a compensation and classification analysis for St. Clair County. In addition to the classification and compensation work, MGT assisted the county with integrating its performance management system with its compensation plan, Performance Review and SallaEy Survey Client: Hidalgo County Clerk's Office, Texas MGT conducted a study of the operations of the Hidalgo County Clerk's Office. Developed recommendations and implementation plans to improve organizational and operational efficiency, focusing on technology capabilities, financial controls, and human resource issues. Additionally, based on the findings in the review, MGT made recommendations as to strategic planning needs for the office. MGT was recently retained to assess the county's entire compensation and classification system. Employee Compensation Survey Client: Solid Waste Authority of Palm Beach County, Florida MGT assisted the Palm Beach Solid Waste Authority in updating its compensation system. MGT provided a compensation analysis of all classifications after surveying the local market place on a series of benchmark classes. In addition to conducting the survey and providing the analysis, MGT provided the Authority with implementation recommendations to facilitate the recommendations. MGTPage 2-7 Firm Qualifications and Experience 2.3 References We are pleased to provide the City with five references, listed on the following page, who can attest to MGT's qualifications to conduct the classification and compensation study for the City of Tamarac. We invite you to contact them for confirmation of our ability to provide professional, timely, and quality consulting services for our clients. 2.4 Client Listing In addition to our human resource experience, we have provided a representative listing of MGT's local government clients in Exhibit 2-1. Florida clients have been highlighted in bold face. MGT Page 2-8 Firm Qualifications and Experience REFERENCES CLIENT CONTACT PROJECT DESCRIPTION Annette 1, Bookter, Ph.D. MGT performed a classification, compensation, benefits, Human Resources Director and staffing study for the City of Baton Rouge and Parish City of Baton Rouge of East Baton Rouge. The study established internal equity 1755 Florida Street within the city's classification plan and based the city's pay Baton Rouge, LA 70802 plan around the area's labor market. The analysis was facilitated by MGT's JETS' software. The study included an (225) 389-3129 evaluation of the city's benefits plan. MGT also performed a staffing analysis for the city to align the city's resources with its labor needs. Contract Period: April 2003 - July 2003 Ms. Betty Baker MGT conducted a comprehensive classification and Director, Administrative Services compensation study for the county. MGT is conducting a Alachua County job evaluation and analysis for all job classifications, as P.O. Box 1467 well as a market survey of the surrounding labor market to Gainesville, FL 32602 gather wage and salary information. As a result of the (352) 374-5202 study, the county's classification and compensation study will reflect both internal and external equity. Contract Period: February 2004 — June 2004 Nancy Callahan Orange County, Florida, hired MGT to provide human Compensation Manager resource staffing and process analysis. MGT consultants Orange County Human Resources reviewed current operations and processes, identified P.O. Box 1393 areas for efficiency improvements, and created a Orlando, FL 32802 transition and implementation plan. (407) 836-5661 Contract Period: December 2004 -- January 2005 Bob Chandler MGT conducted a compensation and classification study Civil Service Board for all classified and nonclassified employees. Over 10,000 Hillsborough County employees were included in the study. MGT conducted a P.O. Box 1110 job evaluation and analysis for all job classifications, as Tampa, FL 33601 well as a market survey of the surrounding labor market to (813) 272-5625, ext. 322 gather wage and salary information. As a result, the county's compensation and classification study reflected both internal and external equity. Contract Period: January 2005 — March 25, 2005 Debra Laster MGT assisted the Palm Beach Solid Waste Authority in Director of Employee Relations updating its compensation system. MGT provided a Solid Waste Authority of Palm Beach compensation analysis of all classifications after 7501 North Jog Road surveying the local marketplace on a series of West Palm Beach, FL 33412 benchmark classes. In addition to conducting the survey (561) 640-4000 and providing the analysis, MGT provided the Authority with implementation recommendations to facilitate the recommendations. Contract Period: May 2004 —August 2004 MGT Page 2-9 Firm Qualifications and Experience EXHIBIT 2-1 PARTIAL LISTING OF MGT'S LOCAL GOVERNMENT CLIENTS Abbeville County, SC City of North Miami Beach, FL Little Rock Coalition/Alliance, AR Alachua County, FL City of North Port, FL Los Angeles County, CA Albuquerque Police Department, NM City of Oklahoma City, OK Macon County, NC Apomattox Regional Library System, VA City of Oakland Park, CA Manatee County, FL Bastrop County, TX City of Oberlin, OH Metropolitan Government of Nashville- Bexar County, TX City of Opelika, AL Davidson County, TN Birmingham -Jefferson County Transit City of Pflugerville, TX Miami -Dade County, FL Authority, AL City of Phoenix, AZ Nez Perce Tribe, Lapwai, ID Brevard County Sheriff's Office, FL City of Plano, TX Northwestern Regional Housing Authority, NC Broward County, FL City of Reno, NV Nueces County, TX Cameron County, TX City of Richmond, VA Okaloosa County, FL Capital Area Training & Employment City of Sacramento, CA Okeechobee County, FL Consortium, FL City of San Antonio, TX Orange County, FL Capital Metropolitan Transportation City of Sandersville, GA Palm Beach County, FL Authority, TX City of St. Petersburg, FL Pensacola Area Housing Commission, FL Central. Florida Jobs and Education City of Tallahassee, FL Pinellas County, FL Partnership City of Victoria, TX Polk County, FL Charlotte County, FL City of West Palm Beach, FL Prince William County, VA Chatham County, GA City of Winter Springs, FL Putnam County, FL Chesapeake Department of Human Cleveland County, NC Reeves County, TX Resources, VA Collier County, FL Sacramento County Management Cherokee County, NC Columbia County Property Appraiser, FL Association, CA Chesterfield County, VA Crosstown Community Economic Sacramento Housing and Redevelopment Citrus County, FL Development Initiative, FL Agency, CA Citrus County Mosquito Control Board, Dallas Convention and Visitors Bureau, TX Sacramento Regional Transit District, CA FL Dallas Fort Worth International Airport, TX San Mateo County, CA City of Albany, GA Davidson County, NC Santa Clara County Social Services Agency, City of Alice, TX DeKalb County, GA CA City of Apopka, FL District of Columbia Sarasota County, FL City of Asheville, NC Dorchester County, SC School Readiness Coalition of Bay and City of Austin, TX Dougherty County, GA Jackson County, FL City of Baltimore, MD Douglas County Transportation Authority, GA Scotland County, NC City of Baton Rouge, LA Durham County, NC Seminole County, FL City of Belle Glade, FL Durham County MHDDSAS Department, NC Seminole County Sheriffs Department, FL City of Brownsville, TX El Paso County, TX Solid Waste Authority of Palm Beach City of Cayce, SC Everett Chamber of Commerce, WA County, FL City of Clearwater, FL Florida Gulf Health Systems Agency Southwest Florida Water Management City of Columbia, MO Florida Housing Finance Corporation District City of Cocoa Beach, FL Fulton County, GA Southwest Okaloosa County, FL City of Corpus Christi, TX Gadsden County, FL St. Lucie County Children's Services City of El Paso, TX Georgetown County, SC Council, FL City of Fort Lauderdale, FL Hanover County, VA St. Lucie County, FL City of Fort Worth, TX Harrison County, MS Tallahassee Housing Authority, FL City of Fredericksburg, TX Haywood County, NC Taylor County, FL City of Hollywood, FL Hidalgo County, TX Texas Association of County and District City of Houston, TX Health Systems Agency of South Florida Clerks City of Huntsville, TX Highlands County, FL Texas Conference of Urban Counties City of Irving, TX Hillsborough County, FL Texas Municipal League City of Jackson, MS Inyo County, CA Town of Canton, NC City of Jacksonville, FL I Jacksonville Economic Development Town of Lauderdale -by -the -Sea, FL City of Kansas City, MO Council, FL Town of Maiden, NC City of Key West, FL Jacksonville Transportation Authority, FL Town of West Jefferson, NC City of Lake Mary, FL Johnston County, NC Travis County, TX City of Lake Worth, FL Juvenile Welfare Board of Pinellas County, Village of Wellington, FL City of Lauderdale -by -the -Sea, FL FL Wake County, NC City of Little Rock, AR Kansas City Area Transportation Authority, MO Washington D.C. Financial Responsibility City of Longwood, FL Kent County 17" Circuit Court, MI Assistance City of Macon, GA Lee County, FL Washington Suburban Sanitary Commission City of Marathon, FL Lee County Sheriffs Office, FL Webb County, TX City of Memphis, TN Leon County, FL Wells Branch Municipal Utility District, TX City of Miami, FL Leon County Tourist Development Council, Willacy County, TX City of New Orleans, LA FL Workforce Central Florida MGT Page 2-10 of 3.0 STAFFING ORGANIZATION AND QUALIFICATIONS MGT is well -qualified to conduct a classification and compensation study for the City of Tamarac. The qualifications and experience of the firm and its proposed staff scheduled to undertake the responsibility for the successful completion of this important project are presented within this section. We believe MGT has exactly the right mix of firm and personnel experience to assist the City with the proposed project. As a national management consulting firm that has provided outstanding client services for 30 years, MGT recognizes that the ultimate success of any study depends on the qualifications of the project team and the structure and management assigned to direct it. We have the proven ability to work together as an efficient and productive team, even under tight time constraints. We also have a clear understanding of responsibilities, assignments, time frames, and deliverables the City will require, as well as the order in which project activities must be accomplished to ensure the desired project outcome. The following pages show the project assignments of our key consultants and include resume summaries. 3.1 Proposed Mana ement Structure and Organizational Chart Exhibit 3-1 illustrates the proposed organizational structure for managing the project. The structure is carefully designed to clearly identify the roles and responsibilities of each team member. City of Tamarac Project Director. We will look to the City to designate an individual to serve as Project Director for this study. That individual will serve as MGT's single point of contact during the study. MGT will confer with the City's Project Director for overall project guidance and direction. All project correspondence, progress reports, MGT Page 3-1 �r Staffing Organization and Qualifications EXHIBIT 3-1 PROPOSED PROJECT STAFF AND ORGANIZATION City of Tamarac Project Director MGT's Partner -in -Charge Dr. Jeffrey Ling Consultant Team Mr. Greg Soltysiak, Project Manager Mr. Todd Osburn Ms. Amy Brown Additional project, editorial, and clerical staff as needed and final reports will be delivered to the Project Director for dissemination to City leaders. MGT's Partner -in -Charge. MGT's Partner -in -Charge will be the primary person responsible to the City for ensuring that MGT's work fulfills all contractual requirements, produces a quality report, and meets all project deadlines. He will be the main point of quality control, have final authority for the project and deliverables, and will help resolve any issues or conflicts identified during the project. MGT's Project Manager. MGT's Project Manager's responsibilities include developing study procedures, maintaining frequent contact with the City's Project Director, making assignments to project staff, monitoring all work activities, and developing the final report. He will be available and accessible throughout the cortract period and will respond immediately to inquiries. MGT Pace 3-2 Staffing Organization and Qualifications Project Consultant Team. The Project Consultant Team will have responsibility for performing their respective portions of the study under the guidance of MGT's Project Manager, completing the necessary research and analyses in their area, and developing relevant portions of the draft and final reports. 3.2 Qualifications of Key Personnel As noted earlier, a key factor to the success of this project is the quality of the consulting team assigned to conduct the study. The consulting team must have expertise not only specific to their area of review, but also must be thoroughly cognizant of the unique issues the City faces. MGT has selected an outstanding team of experts who have worked together on many other similar projects. Each member possesses unique knowledge and skills that combine to produce a well-rounded team capable of handling the many aspects of this project. In addition, staffing will be sufficient to respond on relatively short notice to requests for additional services during the course of the contract, if required. The following resume summaries of each team member provide highlights of the qualifications, education, and experience related to their role in the study. Each resume includes examples of similar experience in the State of Florida and outside the State of Florida. Detailed resumes are available upon request. MGT'S PARTNER -IN -CHARGE: DR. JEFFREY LING Dr. Ling is a partner with MGT and the director for the firm's human resources practice area. His consulting experience includes human resource management, strategic planning, and public sector management. He has taught at the College of Wooster and Iowa State University and worked in domestic and international management. His project experience includes serving as. MGT Page 3-3 of d Staffing Organization and Qualifications ■ Partner -in -Charge of classification and compensation studies for the Florida cities of Miami, Leesburg, Lakeland, and Lake Worth. ■ Partner -in -Charge of a compensation, classification, benefit and staffing study for the City of Baton Rouge and Parish of East Baton Rouge, Louisiana. ■ Partner -in -Charge of classification and compensation studies for the Florida counties of Hillsborough and Alachua. ■ Partner -in -Charge of classification and compensation studies for the Texas cities of Longview, Brownsville, and La Porte. ■ Partner -in -Charge of a human resources staffing and process analysis for Orange County, Florida. ■ Partner -in -Charge of a salary survey for the Florida League of Cities of its classifications system in order to assess external equity. ■ Partner -in -Charge of a project to assist the Palm Beach Solid Waste Authority in updating its compensation system. ■ Partner -in -Charge of a project for the City of West Palm Beach to assess the performance and management of the city's human resource function. w Partner -in -Charge of a project to assist the Florida State Board of Administration with a compensation and classification study of all nonbrokerage employees. ■ Partner -in -Charge and Project Director to assist the City of West Palm Beach with assessing the current staff, processes, and tools in conjunction with customer satisfaction to determine the best method of improving service, quality, and productivity. ■ Project Director of a comprehensive statewide human resources strategic plan for the Executive Branch of the Florida Government. ■ Project Director for a comprehensive salary and benefits survey for the State of Florida Department of Management Services. The survey was a high -profile study that was presented to the Florida State Legislature and the Governor's Office for review. Dr. Ling received his master's and doctoral degrees from Florida State University in political science and his bachelor's degree in political science from the University of Tampa. MST Page 3-4 OfO ti Staffing Organization and Qualifications PROJECT MANAGER: MR. GREG SOLTYSIAK Mr. Soltysiak is a senior consultant with MGT. He has devoted most of his career to strategic human resources research and planning. Mr. Soltysiak has delivered human resource management programs, including compensation, employee relations, executive search, employment systems, and management development. He has worked with a broad range of private and public organizations, including local and state government, schools, higher education, associations, health care, retailing, banking, and insurance. Prior to joining MGT, Mr. Soltysiak served as Director of Human Resources at KPMG and as a manager for human resources consulting at Plante and Moran. His experience included the use and application of Lawson HR database management system; labor market analyses and pay recommendations for management and nonmanagement positions; and job analysis and preparation of job descriptions. Mr. Soltysiak also has managed and performed complex and critical projects to provide modern and effective HR programs and systems; provided expert advice and counsel to management in areas such as personnel policies, employee discipline, sexual harassment, wage -hour laws, FMLA, ADA, and workforce diversity; completed audits of employment programs; and developed new approaches procedures, forms, and processes. In addition, Mr. Soltysiak founded and managed a firm specializing in compensation systems, design and validation of employee assessment procedures, and employment tests and executive search. Mr. Soltysiak has worked on several projects at MGT including: ■ Consultant on a compensation and classification study for all Hillsborough County, Florida, classified and nonclassified employees. Over 10,000 employees were included in the study. ■ Consultant on a classification and compensation study for the City of Lake Worth, Florida. MGT Page 3-5 Staffing Organization and Qualifications ■ Consultant on a classification and compensation study for Alachua County, Florida. ■ Consultant on an analysis of Baltimore City Community College's human resource management system. ■ Serving as a Project Manager to the Florida Department of Corrections (DOC). Responsible for the overall management and direction of the People First implementation plan for the DOC. Mr. Soltysiak holds a master's degree in labor and industrial relations and a bachelor's degree in business administration from Michigan State University. TEAM MEMBER: MR. TODD OSBURN Mr. Osburn is a senior consultant with MGT. His experience includes human resource management, pay system development, and government efficiency analysis. Before joining MGT, Mr. Osburn was a Research Assistant and Instructor at Florida State University. Before working at FSU, he was Vice President of Operations at IMCO Division Incorporated. Mr. Osburn has worked on several projects at MGT including: ■ Project Director of classification and compensation studies for the Florida cities of Miami and Lake Worth. ■ Project Director of a compensation, classification, benefit and staffing study for the City of Baton Rouge and Parish of East Baton Rouge, Louisiana. ■ Project Director of classification and compensation studies for the Florida counties of Hillsborough and Alachua. ■ Project Director of a compensation and classification analysis for the Tallahassee office of Citizens Property Insurance Corporation. • Project Director of a human resources staffing and process analysis for Orange County, Florida. ■ Project Director of a compensation and classification study for St. Clair County, Michigan. ■ Director of a project for the City of West Palm Beach to assess the performance and management of the city's human resource function. MGT Page 3-6 �f Staffing Organization and Qualifications ■ Director of a project to review all policies, procedures, and regulations of Charlotte County (Florida) to determine how the information could be made accessible to employees. ■ Consultant on a project to develop a comprehensive statewide human resources strategic plan for the Executive Branch of Florida Government. ■ Consultant on a project for the Florida House of Representatives to conduct an analysis of the competitiveness of the compensation provided to legislators and judges. ■ Analyst on a project to assist the Florida Office of the Governor and Florida Department of Management Services to respond to the Legislature's request for an evaluation of the competitiveness of the compensation provided to State of Florida law enforcement officers. Mr. Osburn holds a bachelor's degree in political science (magna cum laude) from Kent State University and a master's in political science from Bowling Green State University. TEAM MEMBER: MS. AMY BROWN Ms. Brown is a senior analyst with MGT. She has a demonstrated expertise in quantitative research and evaluation, demographic and market research, database design and analysis, survey design and implementation, and statistical analysis. Ms. Brown's project experience includes serving as: ■ Team Member on a compensation and classification study for all classified and nonclassified employees for Hillsborough County, Florida. ■ Team Member on a human resource staffing and process analysis for Orange County, Florida. ■ Team Member on classification and compensation study for the Florida city of Lake Worth. ■ Team Member on a project to assess Hidalgo County's (Texas) compensation and classification system. As part of the study, MGT will conduct management interviews, employee focus groups, a regional salary survey, and job analysis. ■ Team Member on a project to assist the Palm Beach (Florida) Solid Waste Authority in updating its compensation system. ■ Team Member on a compensation and classification study of all non - brokerage employees for the Florida State Board of Administration. MGT Page 3-7 o Staffing Organization and Qualifications ■ Team Member on a project to review all policies, procedures, and regulations of Charlotte County, Florida, to determine how the information could be made accessible to employees. ■ Team Member on a project to assist the Charlotte County (Florida) Schools with assessing the compensation and classification structure for all personnel. The study will include an assessment of internal and external equity. • Team Member on an assessment of the Summit County (Ohio) Education Service Center's management team and make recommendations on how best to implement a pay for performance system. ■ Team Member on a project to assist Baltimore City (Maryland) Community College with an analysis of its human resource management system. She graduated cum laude from Florida State University and holds a bachelor of arts degree in philosophy and creative writing. ADDITIONAL PROJECT STAFF A team of experienced support staff will contribute to this study, as needed. MST Page 3-8 of A JOB CONTENT QUESTIONNAIRE° NAME OFFICIAL JOB TITLE YOUR WORKING JOB TITLE PREPARED FOR: City of Tamarac PHONE DEPARTMENT (Unofficial "Title -- if different than Official ,lob Title) Please return to your immediate supervisor by the end of the day, (Date). MGT of America 2123 Centre Pointe Boulevard Tallahassee, Florida 32308 (850) 386-3191 Voice (850) 385-4501 Fax www.MGTofAmerica.com job Content Questionnaire® INTRODUCTION The following pages are designed to collect information about your role with the City of Tamarac and the job that you perform. The information that you submit will be used to examine internal salary equity, after it is reviewed by your supervisor. Additional survey data and salary reports will be used to determine external salary equity (that is, how well your position is compensated compared to other positions in the marketplace). Together, the data collected during this study will be analyzed to develop a pay and classification structure for the City of Tamarac that is equitable, valid, and stable over time. The results may be used to • Make pay adjustments to align individuals performing substantially similar jobs with the City of Tamarac or in other organizations • Identify positions requiring additional job analysis This tool is NOT designed to • Determine how well you perform your job • Decide whether there are individuals who should be released or demoted from their current position • Reduce individual salaries This tool will include the following sections • Basic Job -Related Information • Job Description and Responsibilities • Work Performed, Responsibility and Leadership, and Decision Making Job Factors • Financial, .Environmental, and Physical Job Factors BASIC JOB INFORMATION SECTION 1.0 EMPLOYMENT STATUS Workweek in hours ❑ Less than 15 ❑ 15 -- 20 ❑ 21 — 30 ❑ 31 - 37.5 51atus (please choose one) ❑ Full time ❑ Part time ❑ 40 ❑ Greater than 40 MSTHuman Resources Management Consulting Division of'�Anuric�a Job Content Questionnaires JOB DESCRIPTION AND RESPONSIBILITIES SECTION 2.0 JOB DESCRIPTION In the space provided below, please give a brief, general description of the purpose ofyour position. This description does not have to be the same as your formal job description, but it can be if you choose. Indicate the number offull-time and part-time individuals you Supervise: Directly*: full-time _T part-time Indirectly**: full-time part-time • *Direct supervision is the management or oversight of employees who report work to you without the coordination of anyone else. Please do not include subcontractors. • **Indirect supervision is the management or oversight of employees whose work you monitor through coordination with other individuals. Please do not include subcontractors. SECTION 3.0 JOB DUTIES In the space provided below, please list the major job tasks of your position. For each task, indicate whether you complete the task Daily, Weekly, Monthly, or Annually. Also, please indicate the percent of your time that you spend on each task on a monthly basis. Finally, check the five tasks that most clearly define your job. ESSENTIAL TASKS a d z OQ� �E"■CZ c FREQUENCY % OF TIME MOST IMPORTANT (If you need more space, continue on a sheet of paper and staple it to the back of the questionnaire.) MST of Human Resources Management Consulting Division Page 3 Job Content Questionnaire' SECTION 4.0 RESPONSIBILITY WITHIN THE ORGANIZATION Please check the box nest to the statement that most closely matches the work that you perform on a regular basis. If there is more than one statement that seems to apply to the type of work that you perform, please check the boxes for those that may also apply. MAY ALSO CLOSEST FACTOR APPLY FACTOR I work according to set procedures. My supervisor checks my work daily. I work according to some procedures but decide how or when to do things. My supervisor reviews my work about once a week. I am given a general outline of work to be performed and am free to develop work methods and sequences. My supervisor reviews my work periodically. I work within broad policy and organizational guidelines and do independent planning and implementation. I report progress of major activities through periodic conferences and meetings. I plan, organize, and implement programs within major organizational policies. I report program progress to executive level administration through reports and conferences. I research and formulate long-range goals for the organization. I develop policy and position papers and negotiate with chief administrative officers and/or elected officials. Please give example of job tasks performed to support the choices above. SECTION 5.0 ROLE WITHIN THE ORGANIZATION Please indicate which of the following statements most close!y matches.the work that you perform on a regular basis. ❑ Clerical/Manual ❑ Technical/Paraprofessional ❑ Administrator ❑ Managerial/Professional ❑ Executive/Advanced Professional If you chose Clerical/Manual or Technical Paraprofessional, please skip to SECTION 6.0. If you chose Administrator, please skip to SECTION 5.1. If you chose Managerial/Professional, please skip to SECTION 5.2. If you chose Executive/Advanced Professional, please skip to SECTION 5.3. SECTION 5.1 ROLE WITHIN THE ORGANIZATION- ADMINISTRATOR A 0 .f A!GT Human Resources Management Consulting Division Page 4 job Content QuestionnoireP Do you spend more than 50 percent of your time performing office or non -manual work of substantial importance directly related to management policies or general business operations? ❑ Yes ❑ No Do you customarily and regularly exercise discretion and independent judgement? Discretion and independent judgement must be exercised with regard to matters of importance or consequence, without close supervision, The following skills are examples of administrative tasks that are not considered to require discretion and independent judgement: ■ Routine, repetitive, or clerical tasks ■ Inspecting, measuring, or comparing to a standard ■ Following standardized procedures, techniques, or procedures w Utilize special training to perform a defined function ■ Carry out practices according to standards set by a supervisor ❑ Yes ❑ No SECTION 5.2 ROLE WITHIN THE ORGANIZATION- MANAGERIAL/PROFESSIONAL Do you spend more than 50 percent of you time working as a professional in either a learned or artistic profession? "Learned" professions require advanced learning acquired by a prolonged course of specialized intellectual instruction. "Artistic" professions include those that produce original or creative work depending primarily on invention, imagination, or talent. ❑ Yes ❑ No Do you customarily and regularly exercise discretion and independent judgement? Discretion and independent judgement must be exercised with regard to matters of importance or consequence, without close supervision. The following skills are examples of administrative tasks that are not considered to require discretion and independent judgement: ■ Routine, repetitive, or clerical tasks ■ Inspecting, measuring, or comparing to a standard ■ Following standardized procedures, techniques, or procedures • Utilize special training to perform a defined function ■ Carry out practices according to standards set by a supervisor ❑ Yes ❑ No Is your professional work considered computer -related? Computer -related occupations have primary duties that include at least one of the following (or similar) tasks: ■ Application of systems analysis techniques and procedures, including consulting with users, to determine hardware, software, or system functional specifications ■ Design, development, documentation, analysis, creation, testing or modification of computer systems or programs ■ Design, documentation, testing, creation, or modification of computer programs related to machine operating systems ❑ Yes ❑ No SECTION 5.3 ROLE WITHIN THE ORGANIZATION- EXECUTIVE Do you spend more than 50 percent of your time in the management of the organization, a division, or subdivision? MST® oAmerico Human Resources Management Consulting Division Page 5 Job Content QuestionnaireO Management duties may include: ■ Interviewing, selecting, and training employees ■ Setting and adjusting employees' rates of pay and hours of work ■ Directing employees work ■ Evaluating employee performance ■ Handling employee complaints and grievances ■ Disciplining employees ■ Planning the work and determining the sequence or type of work performed ❑ Yes ❑ No SECTION 6.0 VOCATIONAL/EDUCATIONAL PREPARATION What level of education is required for your position? ❑ Up to and including some high school ❑ Completion of high school ❑ Some College ❑ Completion of associate's degree ❑ Completion of bachelor's degree ❑ Some graduate work ❑ Completion of master's degree ❑ Completion of doctorate degree ❑ Other ❑ Other What certifications, licenses, or professional designations, if any are re, quired for your position? What certifications, licenses, or professional designations, if any are preferred for your position? SECTION 7.0 EXPERIENCE REQUIRED How much experience is required for your position? ❑ No experience required ❑ Six Months ❑ 1 Year ❑ 2 Years ❑ 3 Years ❑ 4 Years Can education be substituted for experience? ❑ Yes ❑ No MGT�oeriu ❑ 5 Years ❑ 6 Years ❑ 7 Years ❑ 8 Years ❑ Over 8 Years Can experience be substituted for education? ❑ Yes ❑ No Human Resources Management Consulting Division Page 6 Job Content (questionnaire® JOB FACTORS SECTION 8.0 WORK PERFORMED This section relates to the broad type of work you perform in your job (the essential tasks you identified on the previous page). Please read each of the sentences below, and check the box representing the closest match to the work that you described on the previous page.. If there is more than one statement that seems to apply to the type of work that you perform, please check the boxes for those that may also apply. MAY ALSO CLOSEST FACTOR APPLY FACTOR *Perform clerical or manual tasks; *May copy, compile, or enter data, or compute data using addition, subtraction, multiplication, and division; or corn are items a ainst a standard *Perform clerical or manual tasks involving intensive understanding of a restricted field, unit or division; *May summarize, tabulate, or format data or information, or gather data and information for later evaluation; or perform arithmetic operations including basic geometry or al ebra, including computing discounts, interest rates, ratios and/or percents *Perform specialized technical work involving data collection, evaluation, analysis, and troubleshooting, or reports on operations and activities of a department, or performs general coordination of individual or departmental activities; *May use descriptive statistics, advanced geometry or algebra; requires the use of a wide range of administrative and/or technical methods in the solution of problems *Perform entry level professional work including basic data analysis and synthesis, or report on operations and activities of an organization; or perform quality assurance and compliance activities; *May use advanced algebra, inferential statistics, and/or financial models *Perform professional level work requiring a wide range of administrative, technical, scientific, engineering, accounting, legal, or managerial methods applied to complex problems; *May plan or direct the sequence of de artment or division activities *Perform professional or managerial work including advanced data analysis and synthesis; *May develop policies, procedures, or methodologies based on new facts or knowledge; or interpret or a p1X established policies *Perform advanced professional work methods to formulate important recommendations or make technical decisions that have an organization -wide impact; *May require the use of creative ability and resourcefulness in the analysis and solution of complex problems; may develop new approaches or methodologies to solve problems not previously encountered *Perform executive or expert professional work to establish policy, long-range plans, and programs, identify funding sources and allocate funds; *May develop or use theoretical mathematical concepts to formulate new techniques, or make decisions that impact both the organization and the discipline Please give example of job tasks performed to support the choices above. Human Resources Management Consulting Division Page 7 fob Content Questionnaire® SECTION 9.0 RESPONSIBILITY AND LEADERSHIP This section relates to the amount of leadership your job requires. Please read each of the sentences below, and check the box representing the closest match to the work that you described on the previous page. If there is more than one statement that seems to apply to the type of work that you perform, please check the bores for those that may also apply. MAY ALSO CLOSVS,f FACTOR APPLY FACTOR *Follow instructions or work orders; or read routine sentences, instructions, regulations, or procedures; *Communicate using routine sentences, complete routine job forms and incident reports, or communicate routine information regarding daily activities *Follow technical instructions, procedure manuals and charts to solve practical problems, or compose routine or specialized reports or forms and business letters, or ensure compliance with clear guidelines and standards; *Communicate to convey or exchange general work - related information or service to internal or external customers T *Follow complex technical instructions, solve technical problems, or disseminate information regarding policies and procedures; may compose unique reports or analysis, or provide extensive customer service to internal or external customers; *Communicate information to guide or assist people; may ive instructions or assignments to hel crs or assistants *Follow complex rules or systems, using professional literature and technical reports; or enforce laws, rules, regulations, or ordinances; *Communicate with internal and external groups, write manuals and complex reports, persuade or influence others in favor of a service, point of view, or course of action *Supervise, instruct, or train others through explanation, demonstration, and supervised practice or make recommendations based on technical expertise; *May have first -level supervisory duties including administration of performance feedback; or coordinate work activity schedules for teams; *Communicate information among co-workers, customers, vendors, and management; or speak before professional and civic.groups; may write complex articles and reports or develop presentations for specialized audiences; may read scientific or technical journals or re orts *Direct, manage, or lead others; may determine work procedures, assign duties, maintain harmonious relations, or promote efficiency; may develop and administer operational programs; or may write or present extremely complex papers and reports; *Communicate with operational and functional leaders; read and interpret professional materials involving advanced bodies of knowledge *Formulate and issue policies, procedures, and instructions; responsible for long term planning within a department or division; *Communicates through negotiation and consensus building to exchange ideas, information, and opinions or develop decisions, conclusions, or solutions *Guide organization -wide development; leads the development of organization mission, vision, and principles; directs capital improvement initiatives; *Communicate with key stakeholders to effect.long term planning and to secure organization osition and resources Please give example of job tasks performed to support the choices above. MST® of A�»�eric Human Resources Management Consulting Division Page 8 job Content Ouestionnairen SECTION 10.0 DECISION MAKING This section relates to the amount of decision -making your job requires. Please read each of the sentences below, and check the box representing the closest match to the work that you described on the previous page. If there is more than one statement that seems to apply to the type of work that you perform, please check the boxes for those that may also apply. MAY ALSO CLOSEST FACTOR APPLY FACTOR *Perform routine or semi -routine work under direct supervision; *Work in a very stable environment with clear and uncomplicated written/oral instructions *Requires very few decisions, affecting only the individual *Perform semi -routine work involving set procedures, but which may require problem -solving, serve customers or co-workers, or respond to requests; *Work in a stable environment with clear and uncomplicated written/oral instructions but with some variations from the routine; may be responsible for providing information to others; *Requires some decisions that affect a few co- workers *Perform semi -skilled work involving some set procedures and frequent problem solving; *Work in a somewhat fluid environment with rules and procedures having many variations from the routine *Requires frequent decision making affecting co-workers or the general public; may be responsible for providing information to those who depend on a service or product *Perform skilled work involving almost constant problem solving; *Work in a moderately fluid environment with guidelines and rules having frequent variations from the routine; *May be responsible for actions of others, requiring almost constant decisions affecting co-workers, crime victims, patients, customers, clients or others in the general ublic *Perform coordinating work involving guidelines and rules with constant problem solving; *Work in a very fluid environment with guidelines having significant variation; *May be responsible for actions of others requiring development of procedures and constant decisions affecting subordinate workers, crime victims, patients, customers, clients, or others in the general public *Perform management and supervisory work involving policy and guideline interpretation, solving both people and work related problems; *Work in a dynamic environment, responsible to assist in developing policies and practice; *Decision -making is a significant part of job, affecting a large segment of the organization and the general public *Perform advanced professional work involving the application of principles of logical thinking to diagnose or define problems, collect data and solve abstract problems with widespread unit or organization impact *Decision -making is almost the entire focus of job, affecting most segments of the organization and the general public; *Work in a highly dynamic environment, responsible to establish oals, objectives and policies *Perform executive work involving the application of broad principles of professional management and leadership to new problems for which conventional solutions may or may nor exist; *Decision -making is the primary aspect of the job, affecting organization, related organizations, and major segments of the general population. * Responsible for long-range goals, planning, and methodologies; works in an evolving environment with emerging knowledge and technologies, com etin riorities, and changing olitics Please give example of job tasks performed to support the choices above. Human Resources Management Consulting Division Page 9 fob Content Questionnaire's SECTION .11.0 FINANCIAL AUTHORITY Please read each of the sentences below, and check the boxes next to each factor representing the financial authority your job entails. ❑ None/Not Applicable ❑ Handle cash transactions; prepare and process purchase orders ❑ Bill or reconcile records, including departmental budget records and other related information such as subcontracts ❑ Manage inventory, property, or loss control ❑ Administer benefits by determining individual eligibility and coverage levels ❑ Purchasing authority; the ability to purchase goods or services worth more than $100 without securing approval from another authority ❑ Manage or administer budget within assigned department ❑ Budget or allocate funds within or across departments or divisions Please give example of job tasks performed to support the choices above. SECTION 12.0 TOOLS AND EQUIPMENT USAGE Please read each of the sentences below, and check the boxes next to each factor representing the tools or equipment you use in various ways to complete your job. ❑ None/Not Applicable ❑ Use office machines such as copiers or calculators ❑ Use computers for data entry; handle, use, or repair hand-held power equipment or light machinery ❑ Use computers for word processing, spreadsheets, PowerPoint presentations or custom applications; operate or repair large shop equipment and machines, vehicles, or firearms SECTION 12.0 TOOLS AND EQUIPMENT USAGE, Contd. 0 MST Human Resources Management Consulting Division Page 10 job Content Questionnairea Please read each of the sentences below, and check the boxes next to each factor representing the tools or equipment you use in various ways to complete your job. ❑ Use, develop, or repair electronics or complex software, hardware, or network systems; operate, install, test or inspect heavy or complex machinery ❑ Supervise the activities of those operating or repairing complex machinery or technology systems ❑ Interpret policy and establish methods and procedures for acquiring, installing, testing, operating or repairing machinery or technology systems ❑ Establish policy for the acquisition, installation, testing, operation, and maintenance of machinery or technology systems ❑ Establish long-range plans and programs for capital improvements, major construction projects, or new technology systems Please give example of job tasks performed to support the choices above. SECTION 13.0 PHYSICAL REQUIREMENTS This section relates to the amount of physical ability your job requires. Please check each factor that is required to complete an essential job function (which you identified in Section 2.0 - Job Descriptions and Responsibilities). ❑ None/ Not Applicable ❑ Lift more than 20 lbs. ❑ Lift more than 40 lbs. ❑ Lift more than 60 lbs. ❑ Vision: any ❑ Vision: color perception ❑ Sense of Smell ❑ Sense of Taste ❑ Hearing: any ❑ Hearing: above average ❑ Speaking ❑ Depth perception ❑ Texture perception ❑ Any other physical requirement for essential job tasks: SECTION 13.0 PHYSICAL REQUIREMENTS, Contd. This section relates to the amount of physical ability your job requires. Please check each factor that is required to complete an essential job function (which you identified in Section 2.0 - Job Descriptions and Responsibilities). MGrHuman Resources Management Consulting Division of A_.n_ 1 Page I 1 Job Content Questionnaires Please give example of job tasks performed to support the choices above. SECTION 14.0 SUPERVISOR'S COMMENTS Instructions: Please review the questionnaire carefully and check if you agree or disagree with the emplovee's choices or statements. Note any additional information that you feel is important to the understanding of this employee's work. If you disagree with any of the levels checked or statements made in this questionnaire, we ask that you do not change any res onse nor ask the Mplovee to change a response.. Rather, please indicate your comments on this page. If you need additional room, please add a page and staple it securely to this questionnaire. Each section must he reviewed. Failure to review each.section thoroughly and to complete this section of the questionnaire will result in a delay in the evaluation process. Thank you for your time and careful attention to this process. SECTION AGREE DISAGREE COMMENTS 1.0 2.0 3.0 4.0 5.0 6.0 TO 8.0 9.0 10.0 11.0 v 1z.o 13.0 I certify that I have read and reviewed this questionnaire and that I have noted any additional information or areas of disagreement to the best of my ability. Supervisor's Signature bate Additional Comments: Human Resources Management Consulting Division Page 12 Management Issues Paper' This tool is designed to collect information about specific concerns that you may have related to the compensation and classification system for the City of Tamarac. The information that you submit will be used to assist MGT of America, Inc. in the overall job evaluation and make recommendations for updating and improving the current system. Author of Management Issue Paper°: Your Name: Your Classification Title: Department Name: Management Issue Detail: I. OFFICIAL CLASSIFICATION TITLE (Job Title) RELATED TO ISSUE: II. EMPLOYEES IN CLASS RELATED TO THE ISSUE (please list names of class incumbents. The back of this paper may be used for additional space if necessary): Ill. DESCRIPTION/RESOLUTION OF ISSUE: Pease Check all that apply ❑ NATURE OF ISSUE Recruitment/Retention of qualified employees RECOMMENDED RESOLUTION Current Pay Grade/Salary Range should be Recommended New Pay revised/updated Grade or Salary Range: ❑ Classification Title should be revised/updated Recommended New Title: Path/Advancement for this Recommended New Series ElCareer Classification or Advancement level:: ❑ Other (please briefly describe) IV. BACKGROUND OF ISSUE A. Please briefly describe the nature of the issue(s) checked in Part III: B. Are other related classifications comparable to this classification in terms of required skill, effort, responsibility or working conditions? Please list titles and pay grades: City of Tamarac Page 1 of 1 JEFFREY LING PARTNER -IN -CHARGE MGT OF AMERICA, INC. EDUCATION Ph.D., Political Science, Florida State University, 1996 M.S., Political Science, Florida State University, 1993 B.A., Political Science, University of Tampa, 1990 RANGE OF EXPERIENCE Dr. Ling's experience includes strategic planning, statistical analysis, research methodology, data management, technology analysis, change management, and risk analysis. Dr. Ling has taught courses addressing research methodology, statistical analysis, technological innovations, and political economy at various universities. Similarly, he has planned, organized, and managed studies on survey analysis, government efficiency, technology planning, information utilization, public opinion, market expansion, and privatization. Each of these studies dealt with summarizing major alternatives for decision -makers and providing viable recommendations. Dr. Ling has consulting experience in state and local government evaluation, research management, efficiency analysis, survey analysis, statistical modeling, and technology planning. PROFESSIONAL AND BUSINESS HISTORY MGT of America, Inc., Partner, May 2004—present; Principal, September 2000—April 2004; Senior Associate, November 1999—September 2000; Senior Consultant, April 1999-- November 1999; Consultant, 1998-1999; Senior Analyst, May 1998—November 1998 The College of Wooster, Assistant Professor, 1997-1998 Iowa State University, Visiting Scholar, 1995-1997 Florida State University, Research Assistant, 1992-1995 Stinger Systems, Market Analyst, 1990-1992 PROFESSIONAL AND BUSINESS EXPERIENCE Personnel Studies Partner -in -Charge contracted by Hillsborough County, Florida, to conduct a compensation and classification study for all classified and nonclassified employees. Over 10,000 employees were included in the study. The study involved a job evaluation and analysis for all job classifications, as well as a market survey of the surrounding labor market to gather wage and salary information. JEFFREY LING PAGE 2 Personnel Studies (Continued) Partner -in -Charge of an update to the compensation and classification study perfcrmed for Citrus County Mosquito Control in 2000. The primary purpose of the update was to track the movement of the labor market during the intervening four years. Partner -in -Charge of a compensation and classification study of all non -brokerage employees, conducted for Florida State Board of Administration. The study involved reviewing the current organizational structure, assessing internal equity, comparing current positions to the state market, and making position level recommendations for pay and class changes. Partner -in -Charge of an Employee Compensation Survey conducted by the Solid Waste Authority of Palm Beach County, Florida. The survey provided a compensation analysis of all classifications after surveying the local market place on a series of benchmark classes and also provided PBSWA with implementation recommendations to facilitate the recommendations. Partner -in -Charge of a project to conduct a salary study for the Florida State Board of Administration. Partner -in -Charge of a project to assist Citizens Property Insurance Corporation, Florida's largest nonprofit insurance company, with recruiting and selecting the organization's president. Partner -in -Charge of a project to perform a comprehensive classification and compensation study for Alachua County, Florida. Partner -in -Charge of a project to modernize Fayette County's human resources processes, including installing MGT's proprietary J.E.T. software to assist the County in maintaining its compensation and classification system. Partner -in -Charge of a classification, compensation, and benefits study for the City of Baton Rouge, Louisiana. Partner -in -Charge of a project that assisted the Tallahassee office of Citizens Property Insurance Corporation in integrating its current compensation and classification system with its Jacksonville office broad banding structure. Partner -in -Charge of a project that assisted Darton College with a compensation and classification study of non -instructional personnel. Partner -in -Charge of a project that developed a personnel policies manual for American Traveler employees, and contracted for the production of additional manuals. Partner -in -Charge of a project that conducted a review of Collier County Florida's current Human Resources policies and procedures and made recommendations for improvement. JEFFREY LING PAGE 3 Personnel Studies (Continued) Partner in Charge and Project Director to assist the City of West Palm Beach with assessing the current staff, processes, and tools in conjunction with customer satisfaction to determine the best method of improving service, quality, and productivity. Project Director on a project to assist the Florida Department of Management Services in managing the implementation of an automated personnel system that will consolidate agency systems into a single unified database. Project Director on a project to conduct a geographic assessment of Florida's labor market for the Florida Department of Management Services on the ability of the state to recruit and retain high -quality employees. Project Director on a comprehensive Statewide Human Resources Strategic Plan for the Executive Branch of Florida Government. Collected best practice data and performed cost benefit analysis in order to produce a five-year plan for the State of Florida. Project Manager for a comprehensive salary survey for the State of Florida Department of Management Services. Miscellaneous Consulting Project Director of a project that updated the Fair Labor Standards Act status of the City of North Miami, Florida, positions. Partner -in -Charge and Project Director of support given for Miami -Dade County, Florida, during the 2004 General Bond Program. The project facilitated over 40 community town hall sessions and made recommendations on projects to pursue as part of the bond initiative. Project Director of an employer needs assessment conducted for Workforce Central Florida. The assessment required focus groups, interviews, and a five -county phone/Web surrey. Partner -in -Charge of a Compensation Study Update for Citrus County, Florida. The study conducted an update to the compensation and classification study performed for Citrus County Mosquito Control in 2000. The primary purpose of the update was to track the movement of the labor market during the intervening four years. Partner -in -Charge of a Classification and Compensation Study for the City of Key West, Florida. The study involved conducting a market survey of benchmark classifications and used the Job Content Questionnaire to provide the City with an analysis of the City's external and internal equity. JEFFREY LING PAGE 4 Miscellaneous Consulting (Continued) Team Member of a Management and Performance Review of the Regional Educational Service Centers for the Legislative Budget Board, Texas. The project involved conducting detailed reviews of the 20 RECs in the areas of governance and management, financial condition and funding adequacy, number and geographic distribution of RESCs, institutional structure, program and academic delivery, human resources management, facilities use and management, asset and risk management, purchasing and contract management, and management information services. Partner -in -Charge of project conducted by the City of Key West to improve the overall operational efficiency of the City's workforce. The study's primary purpose was to analyze the staffing levels for the entire City's department and determine if the City was adequately utilizing all of its existing resources. Partner -in -Charge and Project Director of a Comprehensive Salary Survey for Florida League of Cities. The study included analyzing job duties, creating an electronic survey, issuing the survey, and analyzing the results. The results led to a number of recommendations for improving salary administration. Partner -in -Charge of a project conducted by Hidalgo County, Texas, to assess its compensation and classification system. The project consisted of conducting management interviews, employee focus groups, a regional salary survey, and job analysis, and provided the county with a 21 st century human resource management system. Partner -in -Charge of a project conducted by Charlotte County, Florida, to review all policies, procedures, and regulations of the County to determine how the information could be made accessible to employees. During the study, two documents were produced: a new County Employee Handbook and new County Policy Manual. Team Member of a Public Involvement Strategies and Facilitation project conducted by the City of Marathon, Florida. The project involved building public support for the sewer infrastructure project through extensive public involvement, stakeholder input, consensus building, and public education. Partner -in -Charge and Project Director of a project conducted by Miami -Dade County, Florida, to assist with facilitating 26 community town hall meetings to determine the level of support for the General Obligation Bond. Partner -in -Charge and Project Director on a project review for Miami -Dade County, Florida, to assist with planning the General Obligation Bond project plan and materials. Partner -in -Charge of a project to assist the Florida Department of Veterans' Affairs with a feasibility study to determine the feasibility of adding additional long-term care facilities to the FDVA offerings. Partner -in -Charge of a project to assist the City of Miami with assessing the current compensation and classification system, evaluating the level of competitiveness of its compensation, and analyzing the results of collective bargaining for the last ten years. JEFFREY LING PAGE 5 Miscellaneous Consulting (Continued) Team Member on a project that assisted the Commonwealth of Puerto Rico's Administration of Corrections with the implementation of more than 250 recommendations for improvement in operations, security, organizational structure, management, technology, and strategic planning. Partner -in -Charge of a project that provided litigation support to the law office of Cooper, Byrne, Blue & Schwartz that was representing the Florida State Board of Administration in a case involving gender discrimination. Project Director of a study that assisted the Maui County, Hawaii, Workforce Investment Board with conducting a comprehensive needs assessment of Maui County's workforce. Partner -in -Charge of a project to assist the Florida's Citizens Property Insurance Corporation with a macro -level organizational redesign study. Partner -in -Charge of a project that conducted an executive compensation study for the Florida Transportation Commission. The study's purpose was to examine the compensation structure for mid- and upper -level managers within Florida's Department of Transportation. Partner -in -Charge and Project Director on a project that assisted the Florida Office of the Attorney General with litigation support for a case related to compensation equity in the OAG's Medicaid fraud unit. Partner -in -Charge of a project where MGT of America assisted the Florida Department of Management Services with conducting job application development sessions in the development of the Fleetdirect Fleet Management System. Partner -in -Charge of a project where MGT assisted Collier County, Florida, with a performance audit of the County's Human Resources Department. Principal on a project that conducted a statistical analysis of TANF recipients for Workforce Central Florida. Partner in Charge for a project to assist Isocorp with system design and business requirements to help the Agency for Workforce Innovation produce an RFP for system integration. Partner -in -Charge of a project that performed a compensation and classification analysis for St. Clair County, Michigan. Partner -in -Charge on a study to assist the Alachua County Property Appraiser's Office in the classification of 10 key positions. In addition to the classification work, MGT conducted a market salary survey and provided the County Appraiser's Office with a total compensation and classification plan. JEFFREY LING PAGE 6 Miscellaneous Consulting (Continued) Executive Director of a project that assisted the Palm Beach County Workforce Development Board with strategic planning, statistical modeling, and performance measurement development. Partner -in -Charge of performing a three-year project to collect information on the State of Michigan's Work First participants. Partner -in -Charge of a project that duplicated and bound additional copies of a report for American Traveler Staffing Professionals. Partner -in -Charge of a project for that conducted a review of employee appeals related to the City's Compensation and Classification Study for the city of Chesapeake, Virginia. Partner -in -Charge of a project that conducted a Legislative Study for the Florida Chamber of Commerce. Project Director of a Strategic Plan for Miami -Dade County, Florida Partner -in -Charge of a project to provide technical assistance to a Fleet Support project for the Florida Department of Management Services. Partner -in -Charge of a Classification and Compensation Study for Fayette County, Georgia. Partner -in -Charge and Director of a project where MGT conducted a Management Assessment for Escambia County, Florida. Partner -in -Charge of a project that conducted a Compensation Study for the St. Johns County Property Appraiser. Director of a project to assist the State of Massachusetts with an assessment of women in the construction industry as well as recommendations on how the state should implement its associated programs. Partner -in -Charge and Project Director of a Compensation and Classification Plan for the City of Lakeland, Florida. Technical Advisor on a project to produce a strategic plan for the development of a Virtual Library for the State of Florida. Partner -in -Charge of a Classification and Compensation Study for the City of Leesburg, Florida. Team Member on a project for the City of LaPorte, Texas, to perform a comprehensive compensation and classification study. Director of a project for Workforce Central Florida to assist with the development and analysis of an employer's need assessment of firms in a five -county area. JEFFREY LING PAGE 7 Miscellaneous Consulting (Continued) Partner -in -Charge of a pay and classification study for the Florida On -Line High School, consisting of a market salary and benefits survey, pay plan development, class description development, employee performance evaluation system, J.E.T. software and training, a personnel policies and procedure manual, and an employee handbook. Partner -in -Charge and Director of a project to assist the Florida State Technology Office and Department of Management Services with the creation of new information technology classes, a new compensation methodology, and a business case for delivery to the Florida Legislature. Partner -in -Charge of a project to conduct a compensation and classification study for the Nassau County Property Appraiser's Office that included a salary survey, job analysis, pay plan development, and salary adjustment recommendations. Director of a project to assist the Florida Department of Transportation with the development of the system architecture and requirements for the State of Florida Commercial Vehicle Information Systems and Networks. Director of a project to assist the Georgia State Finance and Investment Commission with the creation of their information technology strategic plan. Director of a project for the State of Michigan and Health Management Associates to assist with assessing the level of customer satisfaction and outcome attainment among Work First program participants. Project Director of a project that conducted additional economic research for the Florida Office of the Film Commissioner. The purpose of the research was to gain insight into the economic activity in the film industry of specific Metropolitan Statistical Areas. Project Director of a project to monitor and report on the BSFA Student Financial Aid Database project on behalf of the Technology Review Workgroup of the Florida Legislature. Project Director of a project where MGT was retained by the association that represents the 20 elected public defenders in the State of Florida to assist with strategizing for the 2001 Legislative Session. Specifically, assisted in assembling materials to make the case that funding for attorneys working for the public defenders should be increased to a minimal level. Project Director of a project that completed an overall compensation analysis to review for inequities within and across classes and to identify possible corrective action for the South Carolina Department of Public Safety. Project Director of an evaluation project management plan to assist with developing, designing customer surveys, and the corresponding sampling methodology for the Florida Department of Transportation. Project Director on a project to perform evaluation services including performance measure assessment and profiling model creation for the Palm Beach County Workforce Development Board. JEFFREY LING PAGE 8 Miscellaneous Consulting (Continued) Project Director on a project to develop a detailed project management plan for B>MG Worldwide and the State of Florida as they prepared and operated the Florida Pavilion for the 2000 Summer Olympic Games in Sydney, Australia. Project Director on a study for the Florida Office of the Attorney General to provide support in a lawsuit against the Office by a current employee. Project Director of an economic impact study for the Florida Film Commissioner to assess the importance of the entertainment industry in Florida. Project Director on a project for the Florida House of Representatives to conduct an analysis of the competitiveness of the compensation provided to legislators and,judges. The study addressed the possible impact of compensation on attracting the best candidates into public service. Project Director on a project for the Florida Office of the Governor Technology Review Workgroup (TRW) to serve as project monitor on the implementation of the State of Florida Student Financial Aid Database Project. Project Director of a project to assist the Florida Office of the Governor and Florida Department of Management Services to respond to the Legislature's request for an evaluation of the competitiveness of the compensation provided to State of Florida law enforcement officers. Project Director on a study to assist the Attorney General of the State of Florida to explore opportunities and possible strategies for increasing the allocation of funds to the Attorney General for improving recruitment and retention. Consultant on a study of the information technology resources of St. Lucie County Government in Ft. Pierce, Florida. Developed recommendations for improving the efficiency, effectiveness, and customer services of the department. Statistical Consultant on analysis of Department of Children & Families Medicaid provision data for the State of Florida. Research Manager for a report to Florida Department of Transportation on 1996 Road Related Automobile Crashes, Project Director of a Statewide Survey for the State of Iowa. The study was conducted of telecommunication services and information technology for municipal governments. Evaluated the effectiveness of public and private sector partnerships for capacity development at the state level. Senior Consultant for the 1999 Sole Practitioner Survey for the Florida Institute of CPAs. Revised the annual questionnaire to meet FICPA specifications, and provided oversight in the preparation of the annual report. JEFFREY LING PAGE 9 Miscellaneous Consulting (Continued) Technical Advisor on a project to conduct an economic development strategic plan of the southside area of Tallahassee, Florida, for the Crosstown Community Economic Development Initiative. Project Manager on a statistical analysis for a survey of Florida Institute of Certified Public Accountants member firms concerning their estimated level of participation in the newly enacted certified audit program. Team Member on a Management Plan for the Florida Association of Court Clerks. Research Manager on a Management Review for Thorndike and Geller. Coordinated research into technology utilization for local government and service management. The project concentrated on increasing access to local government, while managing the information gained from citizens in the most effective ways. Lead Analyst on an Efficiency Study for Dover Farms. Performed labor efficiency analysis to determine the most cost-effective method of crop removal during the peak seasons. Proposed computer -based solutions for production and labor management. Project Manager on a project for the design and completion of a telephone survey for the Florida Institute of Certified Public Accountants membership concerning proposed bylaw changes and membership category designations. Project Manager of the Annual Florida Institute of Certified Public Accountants Sole Practitioner Survey, 1993--1998. Reviewed data collection instruments and activities for accuracy, validity, and reliability, and supervised the data analysis and preparation of the final report. Project Director of a Risk Analysis for Global Development Systems. Managed the creation of risk analysis reports for companies involved in international trade and investing. Created custom computer solutions for tracking and analyzing risk factors. Research Analyst on a project for Thornton and Associates. Coordinated the development of mathematical models for spatial capacity analysis of tourist facilities in Northern Georgia. Market Analyst for Stinger Systems. Analyzed and expanded governmental contracts, including planning, implementing, and managing a marketing plan for expansion into Latin America and Africa. Coordinated import/export transactions and integrated production marketing solutions to increase the productivity of software and hardware products. Supervised the restructuring of the United States national marketing plan for business unit sales. Also streamlined and presented major data projects to management while coordinating staff, providing weekly reports, and maintaining the project budget. Project Director of a project for office America to establish and implement a marketing plan for business -to -business and direct sales of computer hardware in Africa and Latin America. Project Manager for the conceptual design of an automated inventory and production system for Office America. JEFFREY LING PAGE 10 Miscellaneous Consulting (Continued) Analyst on a Technology Integration Project for the City of Tampa and Hillsborough County. Created custom solutions for technology integration in multiple issue areas in order to increase task efficiency in data management. CURRENT AND PAST PROFESSIONAL AFFILIATIONS American Political Science Association American Statistical Association Project Management Institute PRESENTATIONS American Political Science Association International Personnel Management Association Florida State Personnel Association Florida Public Personnel Association National Association of State Personnel Executives Florida Government Technology Conference Florida Government Information Services Association GA Board of Health Conference National Association of Workforce Boards Kansas Public Personnel Conference Texas County Leadership Institute Workforce Planning for the 21" Century GREG SOLTYSIAK PROJECT MANAGER MGT OF AMERICA, INC. EDUCATION M.A., Labor & Industrial Relations, Michigan State University, 1975 B.A., Business Administration, cum laude, Michigan State University, 1971 RANGE OF EXPERIENCE Mr. Soltysiak has extensive professional consulting experience in key human resource management functions, including compensation and benefits, employee relations, executive search, employment systems, management development, organization analysis, and strategic planning. He has worked with a broad range of public and private organizations, including local and state government, K-12 schools, higher education, health care, retailing, banking, and insurance. This experience includes several years in leadership positions with regional and national CPA and management consulting firms. He has managed and performed complex and critical projects to provide modern and effective FIR programs and systems, and has provided expert advice and counsel to management in such areas as personnel policies, employee discipline, sexual harassment, wage -hour laws, FMLA, ADA, and workforce diversity. In addition to his consulting activities, Mr. Soltysiak conducts seminars and workshops, and speaks to professional and business groups on a variety of compensation and human resource management topics. PROFESSIONAL AND BUSINESS HISTORY MGT of America, Inc., Senior Consultant, May, 2004—present Tallahassee Memorial HealthCare, Compensation Analyst, January 2003—April 2003 Management Advisors, Inc., President, 1988—December 2002 Plante & Moran, Manager, Human Resources Consulting, 1985-1988 KPMG Peat Marwick, Detroit, Director of Human Resources, 1984-1985 Consulting Resources Corporation (CRC) ; President, Okemos, Michigan, 1978-1984. Ernst & Young, Manager, Organization and Personnel Consulting, 1975-1978 The University of Michigan, Division of Management Education, Graduate School of Business Administration, Program Director, 1972-1975; Senior Compensation Analyst, Human Resources Department GREG SOLTYSIAK PAGE 2 PROFESSIONAL AND BUSINESS EXPERIENCE Compensation/Classification Studies and Salary Surveys Team Member contracted by Hillsborough County, Florida, to conduct a compensation and classification study for all classified and nonclassified employees. Over 10,000 employees were included in the study. The study involved a job evaluation and analysis for all job classifications, as well as a market survey of the surrounding labor market to gather wage and salary information. Served as project director and/or staff member to design and implement pay programs in over 200 public and private sector organizations. These programs frequently emphasize pay -for -performance strategies, encompass all organizational functions, and include both management and non -management employees. Worked closely with senior management in developing and implementing policies and practices that contribute to positive employee relations and cost-effective operations. Designed and conducted labor market pay and benefit surveys. Developed job evaluation point -factor systems, including selection, definition, and quantification of factors specific to organization mission and policy orientation. Prepared tailored job analysis and employee information gathering questionnaires. Wrote job descriptions. Created pay structures; i.e., pay levels, ranges, and assigned classifications, as well as direct -market pricing of executive jobs. Developed pay -far -performance programs, including appraisal tools specific to executive, management, and nonsupervisory employees. Developed annual and short- term incentive plans. Prepared cost analyses and projections of program implementation and payroll impact. Ensured compliance with state and federal wage -hour laws. Presented new program objectives, features, and operation to board members, senior management, and all other levels within the organization. General Human Resources and Employee Relations Project Director for a project contracted with Florida Department of Corrections for the implementation of its PeopleSoft® system. The project provided project management expertise by supplying the Department with the project manager on a contract basis. Identified legal requirements and government reporting regulations and ensured that policies, procedures, and reports were in compliance. Developed and implemented plans, programs, and procedures for recruitment, testing, selection, and job placement. Developed contacts with educational institutions, employment agencies, placement firms, and other sources of applicants. GREG SOLTYSIAK PAGE 3 General Human Resources and Employee Relations (Continued) Created Internet Web -based recruiting strategies for attracting and recruiting candidates Developed and implemented new employee orientation programs. Designed data and performance measures on recruitment activities, applicant flow, interviews, hires, transfers, promotions, and terminations. Reviewed, analyzed, and recommended changes to employee benefit programs such as health insurance, disability insurance, life insurance, workers' compensation, employee assistance, retirement, and other plans. Provided guidance regarding government regulations, benefit program trends, and prevailing practices among similar organizations. Conducted needs analysis studies and confered with managers and supervisors to determine training needs. Formulated training policies, programs based on needs analyses, and customer service requirements.. Selected and recommended appropriate instructional procedures or methods such as individual training, group instruction, self -study, lectures, demonstrations, simulation exercises, role-playing, and computer -based training. Consulted with managers to assess needs for HR-related information and determined scope of HRIS. Researched HRIS vendors to determine if market products matched organization needs and budgets. PAST CLIENTS A representative sample of public sector, governmental, education, and not -for -profit clients include: ■ Calhoun County, Mich. ■ Capital Area Community Services • City of East Lansing ■ City of Marshall, Mich. ■ City of Roseville, Mich. ■ Delta Township, Mich. ■ Detroit Medical Center ■ Eaton County, Mich. ■ Eaton Intermediate School District ■ Ingham Intermediate School District ■ Howell Carnegie District Library, Mich. ■ Hurley Medical Center, Mich. ■ Lansing Community College ■ Library of Michigan GREG SOLTYSIAK PAGE 4 PAST CLIENTS (Continued) ■ Legislative Service Bureau, Mich. ■ Marion Health Center, Iowa ■ Marionjoy Rehabilitation Hospital, III. ■ Michigan Dental Association ■ Michigan Department of Civil Service ■ Michigan Electric Cooperative Association ■ Michigan Hospital Association ■ Michigan Office of the State Employer ■ Michigan State University ■ Michigan Supreme Court, State Court Administrative Office ■ Minnesota Supreme Court ■ Northeast Michigan Community Service Agency ■ Northwest Jackson Community School District ■ Oakland County, Mich. • Sparrow Regional Hospital System, Mich. ■ Southeast Michigan Transportation Authority ■ St. Joseph Mercy Hospital, Mich. ■ Tamarack Rehabilitation Center, Mich. ■ Top O'Michigan Electric Cooperative ■ Urban Institute, Washington, D.C. ■ VFW National Home ■ Waverly Community School District PROFESSIONAL AFFILIATIONS Big Bend SHRM, Tallahassee, Florida World of Work (Formerly, American Compensation Association) TODD L. OSBURN CONSULTANT TEAM MEMBER MGT OF AMERICA, INC. EDUCATION ABD, Political Science, Florida State University, 1997 M.A., Political Science, Bowling Green State University, 1992 B.A., Political Science (magna cum laude), Kent State University, 1985 RANGE OF EXPERIENCE Mr. Osburn's range of experience includes qualitative and quantitative work in the fields of workforce development, human service, human resources, and educational technology. He has extensive experience in the areas of statistical modeling, database research, and quantitative analysis. In addition, Mr. Osburn has worked extensively in the area of performance management with an emphasis on developing and refining performance measurement indicators used in the continuous improvement process. PROFESSIONAL AND BUSINESS HISTORY MGT of America, Inc., Senior Consultant, January 2004—present; Consultant, September 2000—January 2004; Senior Analyst, November 1999—September 2000; Analyst, May 1998—November 1999; Research Associate, 1997-1998 Florida State University, Research Assistant and Teaching Instructor, 1993-1997 IMCO Division Incorporated, Vice President/Operations Manager, 1987--1990; Inside Sales Desk, 1985-1987 PROFESSIONAL AND BUSINESS EXPERIENCE Human Resources Consulting Project Director contracted by Hillsborough County, Florida, to conduct a compensation and classification study for all classified and nonclassified employees. Over 10,000 employees were included in the study. The study involved a job evaluation and analysis for all job classifications, as well as a market survey of the surrounding labor market to gather wage and salary information. Project Director of an update to the compensation and classification study performed for Citrus County Mosquito Control in 2000. The primary purpose of the update was to track the movement of the labor market during the intervening four years. Project Director of a compensation and classification study of all non -brokerage employees, conducted for Florida State Board of Administration. The study involved reviewing the current organizational structure, assessing internal equity, comparing current positions to the state market, and making position level recommendations for pay and class changes. TODD L. OSBURN PAGE 2 Human Resources Consulting (Continued) Team Member of an employer needs assessment conducted for Workforce Central Florida. The assessment required focus groups, interviews, and a five -county phoneMeb survey. Project Director of an Employee Compensation Survey conducted by the Solid Waste Authority of Palm Beach County, Florida. The survey provided a compensation analysis of all classifications after surveying the local market place on a series of benchmark classes and also provided PBSWA with implementation recommendations to facilitate the recommendations. Team Member of a project conducted by Hidalgo County, Texas, to assess its compensation and classification system. The project consisted of conducting management interviews, employee focus groups, a regional salary survey, and job analysis, and provided the county with a 21 st century human resource management system. Project Director of a project to conduct a salary study for the Florida State Board of Administration. Project Director of a project to assist Citizens Property Insurance Corporation, Florida's largest nonprofit insurance company, with recruiting and selecting the organization's president. Team Member on a project to perform a comprehensive classification and compensation study for Alachua County, Florida. Team Member on a project to assist the City of Miami with assessing the current compensation and classification system, evaluating the level of competitiveness of its compensation, and analyzing the results of collective bargaining for the last ten years. Project Director on a project to modernize Fayette County's human resources processes, including installing MGT's proprietary J.E.T. software to assist the County in maintaining its compensation and classification system. Project Director on a classification, compensation, and benefits study for the City of Baton Rouge, Louisiana. The study established internal equity within the City's classification plan and based the City's pay plan around the area's labor market. The analysis was facilitated by MGT's J.E.T. software. The study included an evaluation of the City's benefits plan. MGT also performed a staffing analysis for the City to align the City's resources with its labor needs. Project Director on a project that conducted an executive compensation study for the Florida Transportation Commission. The study's purpose was to examine the compensation structure for mid- and upper -level managers within Florida's Department of Transportation. Project Director of a compensation and classification analysis for the Tallahassee office of Citizens Property Insurance Corporation. TODD L. OSBURN PAGE 3 Human Resources Consulting (Continued) Consultant on a compensation and classification study of all administrative and clerical staff for the Memphis City Schools in Tennessee. The study involved making classification revisions, correcting internal equity issues, and recommending external equity options. Consultant on a classification and compensation study for the Rockford Public School District in Illinois. Consultant on a compensation and classification study of non instructional personnel for Darton College, Georgia. The study was designed to assist the college with determining the proper compensation and classification levels of administrative staff. Consultant on a project that assisted the Florida Office of the Attorney General with litigation support for a case related to compensation equity in the OAG's Medicaid fraud unit. Lead Consultant on a project that conducted a review of Collier County Florida's current Human Resources policies and procedures and made recommendations for improvement. Project Director of a project where MGT assisted the Florida Department of Management Services with conducting job application development sessions in the development of the Fleetdirect Fleet Management System. Project Director of a project where MGT assisted Collier County, Florida, with a performance audit of the County's Human Resources Department. Consultant on a project to assess the performance and management of the City of West Palm Beach's human resource function. MGT assessed the current staff, processes, and tools in conjunction with customer satisfaction to determine the best method of improving service, quality, and productivity. Director on a project that performed a compensation and classification analysis for St. Clair County, Michigan. Project Director on a study to assist the Alachua County Property Appraiser's Office in the classification of ten key positions. In addition to the classification work, MGT conducted a market salary survey and provided the County Appraiser's Office with a total compensation and classification plan. Project Director of a classification and compensation study for Fayette County, Georgia. Analyst on a study for the Florida Office of the Attorney General to provide support in a lawsuit against the Office by a current employee. Performed a statistical analysis of the current pay structure and provided evidence necessary for determining the equity in employee rank and pay. TODD L. OSBURN PAGE 4 Human Resources Consulting (Continued) Analyst on a project for the Florida House of Representatives to conduct an analysis of the competitiveness of the compensation provided to legislators and judges. The study addressed the possible impact of compensation on attracting the best candidates into public service. Analyst on a project to assist the Florida Office of the Governor and Florida Department of Management Services to respond to the Legislature's request for an evaluation of the competitiveness of the compensation provided to State of Florida law enforcement officers. Project Director of a project to assist the association that represents the 20 elected public defenders in the State of Florida with strategizing for the 2001 Legislative session. Specifically, MGT staff assisted in assembling materials to make the case that funding for attorneys working for the r:iblic defenders should be increased to a minimal level. Analyst on a project to conduct a geographic assessment of Florida's labor market for the Florida Department of Management Services on the ability of the state to recruit and retain high -quality employees. Analyst on a study to assist the Attorney General of the State of Florida to explore opportunities and possible strategies for increasing the allocation of funds to the Attorney General for improving recruitment and retention. Team Leader of a comprehensive statewide human resources strategic plan for the Executive Branch of Florida Government. Collected best practice data and performed cost benefit analysis in order to produce a five-year plan for the State of Florida. Team Leader on a comprehensive salary survey for the State of Florida Department of Management Services. Team Member on a redesign of the compensation and classification plan for the City of Richmond, Virginia. AMY K. BROWN CONSULTANT TEAM MEMBER MGT OF AMERICA, INC. EDUCATION B.A., cum laude, Philosophy and Creative Writing, Florida State University, 1998 RANGE OF EXPERIENCE Ms. Brown has a demonstrated expertise in communications and marketing, quantitative research and evaluation, demographic and market research, database design and analysis, survey design and implementation, and statistical analysis. Her specific project experience includes work on several needs assessments, funding allocation studies, human resource studies, and organizational reviews. She is proficient in WordPerfect, Word, Excel, HTML, Lotus programs, PageMaker, AS400, and Photoshop. She also possesses experience in Web design, including the use of HTML and database applications. PROFESSIONAL AND BUSINESS HISTORY MGT of America, Inc., Senior Analyst, July 2004—present; Analyst, February 2003—June 2004; Research Associate, October 2002—February 2003 The Florida Bar, Assistant Editor, Joumal and News, November 2000—October 2002; Public Information Assistant, Public Information and Bar Services, May 1999—November 2000 The Florida Flambeau, Staff Writer, August 1997--February 1998 North Florida Safety Council, Special Supervision Services Administrator, June 1998—May 1999 PROFESSIONAL AND BUSINESS EXPERIENCE Team Member contracted by Hillsborough County, Florida, to conduct a compensation and classification study for all classified and nonclassified employees. Over 10,000 employees were included in the study. The study involved a job evaluation and analysis for all job classifications, as well as a market survey of the surrounding labor market to gather wage and salary information. Team Member of support given for Miami -Dade County,Florida, during the 2004 General Bond Program. The project facilitated over 40 community town hall sessions and made recommendations on projects to pursue as part of the bond initiative. Team Member of a compensation and classification study of all non -brokerage employees, conducted for Florida State Board of Administration. The study involved reviewing the current organizational structure, assessing internal equity, comparing current positions to the state market, and making position level recommendations for pay and class changes. AMY K. BROWN PAGE 2 PROFESSIONAL AND BUSINESS EXPERIENCE (Continued) Team Member of an employer needs assessment conducted for Workforce Central Florida. The assessment required focus groups, interviews, and a five -county phone/Web survey. Team Member of a Classification and Compensation Study for the City of Key West, Florida. The study involved conducting a market survey of benchmark classifications and used the Job Content Questionnaire to provide the City with an analysis of the City's external and internal equity. Team Member of a Management and Performance Review of Texas A&M University. The review involved conducting interviews, focus groups, surveys, and open forums to obtain substantial input from students, faculty, staff, and citizens. From the detailed reviews, commendations and recommendations were developed to assist the Legislative Budget Board and Texas A&M University. Team Member of a project conducted by Hidalgo County, Texas to assess its compensation and classification system. The project consisted of conducting management interviews, employee focus groups, a regional salary survey, and job analysis, and provided the county with a 21st century human resource management system. Team Member of a project conducted by Charlotte County, Florida to review all policies, procedures, and regulations of the County to determine how the information could be made accessible to employees. During the study, two documents were produced a new County Employee Handbook and new County Policy Manual. Team Member for a compensation study conducted by Charlotte County Public Schools, Florida. The study included an assessment of internal and external equity. The report provided a 21 st century solution to the school district's human resource management needs. Team Member of a Development of an Enrollment Costing Model project conducted by Ohio Governor's Commission on Higher Education and the Economy. The project consisted of developing a model with a series of policy levers to determine the costs of enrolling additional students with different assumptions. Team Member of project to conduct an Analysis and Assessment of Selected Business Practices by Tidewater Community College, Virginia. Team Member of a Proposal Development Analysis project conducted by Henry and Rilla White Foundation of Florida. The project evaluated selected Foundation proposals against proposals submitted by competitors, analyzed these proposals for both style and content issues, and provided recommendations to strengthen proposal form and content. Team Member on a project to assist the Cal Poly Pomona Foundation, Inc., Housing Service with the development of a long-range strategic plan for its student apartment housing known as University Village. AMY K. BROWN PAGE 3 PROFESSIONAL AND BUSINESS -EXPERIENCE (Continued) Team Member on a project to develop a comprehensive student housing plan for Florida ABM University. Team Member on a project to assist the University of Michigan, Flint, in developing and carrying out their RFP process for engaging a builder/developer for the introduction of student housing on the campus using a privatized model. Team Member on a project to provide assistance to the Illinois Board of Examiners and the Executive Director with the implementation of service delivery processes and procedures for a successful and timely transition to expanded responsibilities. Team Member on a project to assess the feasibility of initiating an effort to consolidate the City of Tallahassee and Leon County governmental functions. Team Member on a project to conduct a survey of employees in selected county departments in Miami -Dade County. Team Member on a study for the University Center of Lake County to conduct a community needs assessment of higher education. Team Member on a study for the Illinois Quad City Chamber of Commerce on a project to conduct a community needs assessment of higher education. Team Member on a project for the University of North Florida to prepare a facilities program plan with a feasibility analysis for the university's proposed new student life center. Team Member on a project that conducted a process reengineering review and assessment of the operational production of print materials and publications for both internal and external use for The University of North Florida. Team Member on a study that assisted the Georgia Board of Regents address its concerns about high administrative costs by studying the feasibility of consolidating selected administrative support functions at the smaller campuses. Team Member on a project to conduct a workflow assessment for the State of Florida, Division of Elections, Bureau of Election Records. Team member on a study for the Rockford Area Chamber of Commerce and the Rockford Council of 100 in Illinois that conducted a needs assessment study for higher education in the surrounding area. Team Member on a project for the Florida Credit Union League to conduct a series of market research efforts regarding the organization's training and education services. Research Associate for a student housing market study for the University of South Florida. AMY K. BROWN PAGE 4 PROFESSIONAL AND BUSINESS EXPERIENCE (Continued) Research Associate on a project that conducted research and analysis and provided other support to the Florida Legislature regarding the implementation of Revision 7 to Article V of the State Constitution. Research Associate for student housing feasibility studies for Laramie County Community College, Wyoming. Research Associate on a project that developed a plan to expand the functions of the Illinois Board of Examiners. Designer of the Journal and News Web pages for The Florida Bar's Web site. Also maintained the site and initiated use of searchable databases on-line. Traveled to various meetings, conventions, and events across the state to report on the Bar's association functions, criminal justice conferences, and court programs. Communicated on a daily basis with members of the legal system, including lawyers, judges, court clerks, and Supreme Court justices. As an Assistant Editor, wrote, edited, produced, and photographed articles for The Florida Bar News (circulation 70,000). Edited and proofread articles for The Florida Bar Journal, a scholarly magazine (circulation 65,000). Edited, proofread, and produced The Florida Bar Journal directory, a 1,000+ page directory of Florida's legal community. Coordinated activities of the editorial board. Posted Journal and News articles on the Web site and designed the publications' Web presence. Initiated use of searchable databases for Joumal and News on-line. Traveled to various meetings, conventions, and events across the state to report on Bar association functions, criminal justice conferences, and court programs. Communicated on a daily basis with members of the legal system, including lawyers, judges, court clerks, and Supreme Court justices. As a Public Information Assistant, created, posted on-line, and distributed via e-mail and fax the Bar's "Daily News Summary," a summary of news articles of interest to the legal profession, to 500+ recipients. Wrote and edited the "Board Information Papers," a series of Bar position papers designed to educate the media about current issues impacting the legal profession, and posted on-line. Updated the Bar's Web site on a daily basis using HTML and databases. Communicated with various media outlets regarding Florida Bar activities. As a staff writer wrote and edited articles for daily citywide newspaper. Prepared monthly Florida Department of Law Enforcement and Department of Highway Safety & Motor Vehicles reports for the Special Supervision Services (SSS) caseload. Acted as liaison to probation/DHSMV for DUI and Special Supervision Services clients. Managed case files for SSS and DUI clients, and communicated with treatment agencies regarding client progress. Reviewed and processed all applications for the SSS program. AMY K. BROWN PAGE 5 CURRENT AND PAST PROFESSIONAL. ASSOCIATIONS Member of Association for Institutional Research, 2003—present Member of Mensa, 1989—present Member of Golden Key National Honor Society, 1997—present 621 art gallery, board of directors, 2000-2002 Guardian advocate, 2001—present VWFS-FM (89.7), news director, 1999-2001; DJ, 1999—present of Tamarac. Purchasing & Contracts Division REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency eiease see page 2-9 of our proposal. Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Page 1 of 5 References City of rani ,,ac � Purchasing & Contracts Divisicn �Ht REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Please see page 2-y or our proposal. Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Page 2 of 5 References eof Tanaorac Purchasing & Contracts Division REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency 'Lease see page_Z-) of our proposal. Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in. Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Page 3 of 5 References City of Tamarac -e- REFERENCES & Contracts Division Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: Your Company Name Address City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Please see page Z-y oL our proposal References Page 4 of 5 of Tama1-0c C-W "' .- g Purchasing & Cont,-acts Division REFERENCES Please list government agencies and/or private firms with whom you have completed similar projects during the last five years: I Your Company Name I Address I City State Zip Phone & Fax Name of Project Manager Name of other Staff who worked on Assignment Name of Jurisdiction or Agency Please see page 2--9 of our proposal. Name/Title of Point of Contact at Agency Address City State Zip Phone & Fax Population of Jurisdiction Number of Job Classes in Study • Percentage Analyzed • Number of Benchmarks Used # of Positions in Study/% in Union Period of Time to Complete Study Year Completed Job Evaluation Method Used Outcome/Results Did you implement a new Performance Management System? Type of System Page 5 of 5 References 11 City of Tamarac P9 CERTIFICATION Purchasing $ Contracts Division THIS DOCUMENT MUST BE SUBMITTED WITH THE BID We (1), the undersigned, hereby agree to furnish the item (s)/service (s) described in the Invitation to Bid. We (1) certify that we(I) have read the entire document, including the Specifications, Additional Requirements, Supplemental Attachments, Instructions to Bidders, Terms and Conditions, and any addenda issued. We agree to comply with all of the requirements of the entire Invitation To Bid. Indicate which type of organization below: INDIVIDUAL PARTNERSHIPF-1 If "Other", Explain: Authiffrized Signature DeputY CEO and Senior Partner Title MGT of America, Inc. Company Name Tallahassee, FL 32308 City/State/Zip (850) 385-4501 Fax Number CORPORATION [E OTHER ❑ J. Kent uaruthers Name (Printed Or Typed) Federal Employer I.D./Social Security No. 2123 Centre Pointe Boulevard Address (850) 386-3191 Telephone Jeff Ling Contact Person Page 1 of 1 Certifrcatbo MGT OF AMERICA, INC. BOARD OF DIRECTORS SEPTEMBER 27, 1996 1. The meeting was called to order by Ken Boutwell at 1:45 p.m.. 2. A motion was made by Rebecca Ros Speed that the minutes from the previous meeting be approved. Jerry Ciesla seconded the motion. There was a unanimous vote. 3. Kent Caruthers gave the treasurers report. Denis Curry made a motion that the treasurer's report be accepted. Ray Thompson seconded the motion. The report was accepted by unanimous vote. 4. Speed made a motion that the slate of officers remain the same as last year with the addition of Greg Hartman, Steve Metcalf and Denis Curry as Assistant Treasurers and with Linda Recio as Senior Partner for Marketing. Steve Humphrey seconded the motion. The vote was unanimous. Therefore, the slate of officers for 1996-97 will be: President and Chief Executive Officer W. K. Boutwell, Jr. Secretary/Treasurer J. Kent Caruthers Deputy Chief Executive Officer J. Kent Caruthers Assistant Treasurers Denis Curry Greg Hartman Steve Metcalf Senior Partner for Finance and Planning J. Kent Caruthers Senior Partner for Tallahassee Staff Supervision Linda Recio Senior Partner for New Business Development Stephen F. Humphrey Senior Partner for Marketing Linda Recio Senior Partner for Northwestern Region Denis Curry Partner for Texas Greg Hartman Partner for North Carolina Steve Metcalf Executive Committee W. K. Boutwell Kent Caruthers Stephen F. Humphrey Linda Recio I& 5. Denis Curry made a motion that all actions taken by the partners during their meeting be ratified by the Board of Directors. Ed Humble seconded the motion. The motion passed unanimously. 6. Rebecca Ros Speed made a motion that authority to bind the firm in various capacities be based on title as follows: Proposals for Consulting Services Contracts Subcontract Agreements Checking Accounts Major Property Issues and Property Leases Debt, Bank Negotiations, Lock Boxes All Partners Senior Partners and Regional Directors Senior Partners and Regional Directors All Partners and Office Manager in Regional Offices President and Secretary/Treasurer President and Secretary/Treasurer 7, Ed Humble seconded the motion. The motion passed unanimously. S. Boutwell reminded everyone that all contracts must be reviewed by Director of Administrative Services before they are signed. 9. Denis Curry made a motion that the meeting be adjourned. Steve Humphrey seconded the motion. With a unanimous vote, the meeting was adjoumed at 11:00 a.m. Respectfully submitted, K. Caruthers Secretary 11 City of Tamarac e Purchasing & Contracts Division OFFEROR'S QUALIFICATION STATEMENT The undersigned certifies under oath the truth and correctness of all statements and of all answers to questions made hereinafter: SUBMITTED TO: City of Tamarac Purchasing and Contracts Manager 7525 NW 88th Avenue Tamarac, Florida 33321 Company: Contact Name: Address: City, State, Zip Telephone No. Fax No. MUT of America, inc. Jeff Ling L1L.i centre Pointe 131vd. 1'alJatlassee, t'L JZJUb (tS�U) Jbb-J1V1 ( tS-')U) Jbt ) -4DU1 Check One Corporation Partnership Individual 00ther 1. State the true, exact, correct and complete name of the partnership, corporation, trade or fictitious name under which you do business and the address of the place of business. The correct name of the Offeror is: MGT of America, Inc. The address of the principal place of business is: 2123 Centre Pointe Boulevard Tallahassee, FL 32308 2. If Offeror is a corporation, answer the following: a) Date of Incorporation: August 25, 1974 b) State of Incorporation: Florida c) President's name: W. 7 K. Boutw�ell d) Vice President's name: N/A e) Secretary's name: JTxent Caruthers f) Treasurer's name: J • Kent Caruthers g) Name and address of Resident Agent: N/A Page 1 of 5 Offerar's Qualification Statement City cf Tamarac Iew Purchasing & Contracts Division 3. If Offeror is an individual or a partnership, answer the following: a) Date of organization: b) Name, address and ownership units of all partners: N/A c) State whether general or limited partnership: 4. If Offeror is other than an individual, corporation or partnership, describe the organization and give the name and address of principals: N/A 5. If Offeror is operating under a fictitious name, submit evidence of compliance h the Florida Fictitious Name Statute. 6. How many years has your organization been in business under its present business name? 30 J a) Under what other former names has your organization operated? None 7. Indicate registration, license numbers or certificate numbers for the businesses or professions, which are the subject of this Bid. Please attach certificate of competency and/or state registration. FEIN 59-1576733 8. Have you personally inspected the site of the proposed work? OYES El NO 9. Do you have a complete set of documents, including drawings and addenda? EYES ❑ NO 10, Did you attend the Pre -Proposal Conference if any such conference was held? El YES 1:1 NO N/A Page 2 of 5 Offeror's Qualification Statement of Tamarac e Purchasing & Contracts Division 11. Have you ever failed to complete any work awarded to you? If so, state when, where and why: No 12. State the names, telephone numbers and last known addresses of three (3) owners, individuals or representatives of owners with the most knowledge of work which you have performed and to which you refer (government owners are preferred as references). Name Address _ Telephone Please see page L-d of our proposal. 13. List the pertinent experience of the key individuals of your organization (continue on insert sheet, if necessary). Please see page 3-3 of our proposal. 14. State the name of the individual who will have personal supervision of the work: Dr. Jeff Ling 15. State the name and address of attorney, if any, for the business of the Offeror: Mike Madson Madson, Vickers, & Goldman 1705 Metropolitan Boulevard, Suite 101, Tallahassee, Florida 32308 16. State the names and addresses of all businesses and/or individuals who own an interest of more than five percent (5%) of the Offeror's business and indicate the percentage owned of each such business and/or individual: None 17. State the names, addresses and the type of business of all firms that are partially or wholly owned by Offeror: None Paga 3 of 5 Offeror's Qualification Statement m^ -- of Tamarac 0 Purchasing & Contracts Division 18. State the name of Surety. Company which will be providing the bond, and name and address of agent: N/A 19. Bank References: _ _Bank Address -- Telephone Mr. William (Skip) Smith, Senior Vice President Capital City Bank 217 North Monroe Street, Tallahassee, Florida 32301 (850) 402-2295 20. Attach a financial statement including Offeror's latest balance sheet and income statement showing the following items: a) Current Assets (e.g., cash, joint venture accounts, accounts receivable, notes receivable, accrued income, deposits, materials, real estate, stocks and bonds, equipment, furniture and fixtures, inventory and prepaid expenses): b) Net Fixed Assets c) Other Assets d) Current Liabilities (e.g., accounts payable, notes payable, accrued expenses, provision for income taxes, advances, accrued salaries, real estate encumbrances and accrued payroll taxes). e) Other Liabilities (e.g., capital, capital stock, authorized and outstanding shares par values, earned surplus, and retained earnings): 21. State the name of the firm preparing the financial statement and date thereof: James Moore and Co., June 30, 2004 22. Is this financial statement for the identical organization named on page one? EYES FINO 23. If not, explain the relationship and financial responsibility of the organization whose financial statement is provided (e.g., parent -subsidiary). N/A Page 4 of 5 Offeror's Qualification Statement of Tamarac No Purchasing & contracts Division The Offeror acknowledges and understands that the information contained in response to this Qualification Statement shall be relied upon by owner in awarding the contract and such information is warranted by Offeror to be true. The discovery of any omission or misstatement that materially affects the Offeror's qualifications to perform under the contract shall cause the owner to reject the proposal, and if after the award, to cancel and terminate the award and/or contract. Signatuie ACKNOWLEDGEMENT OFFEROR'S QUALIFICATION STATEMENT State of If k—m County of t-co ...� On this the a5 14` day of �(`(`o� , 20 os , before me, the undersigned Notary Public of the State of Florida, personally appeared K • Cow'c .s and (Name(s) of individual(s) who appeared before notary) whose name(s) is/are Subscribed to within the instrument, and helshe/they acknowledge that he/she/they executed it. WITNESS my hand and official seal. NOTARY BLIC, STATE OF FL RIDA � :v'Aall .34[0 W�We] e»a1581 a Gwynn B. Carpenter =*= *= MY COMMISSION4 M 20674 EXPIRES June 13, 2006 p,R,,, Nnpn r,4au rsor c.vn i�usukar,cE. iNc Name of Notary Public: Print, Stamp, or Type as Commissioned) ff-P-ersonally known to me, or ❑ Produced identification: (Type of Identification Produced) ❑ DID take an oath, or ❑ DID NOT take an oath Page 5 of 5 Offeror's Qualification Statement ` MGT OF AMERICA, INC. TABLE OF CONTENTS JUNE 30, 2004 Independent Auditors' Report Financial Statements Balance Sheet Statement of income Statement of Changes in Stockholders' Equity Statement of Cash Flows Notes to Financial Statements Page(s) 2 3 4 rol 13ira JAM ES MOORE & CO., P. L. CERTIFIED PUBLIC ACCOUNTANTS To the Board of Directors, MGT of America, Inc.: We have audited the accompanying balance sheet of MGT of America, Inc. as of June 30, 2004, and the related statements of income, changes in stockholders' equity, and cash flows for the year then ended. These financial statements are the responsibility of the Company's management, Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of MGT of America, Inc. as of June 30, 2004, and the results of its operations and its cash flows for the year then ended in conformity with accounting principles generally accepted in the United States of America. Tallahassee, Florida August 18, 2004 MGT OF AMERICA, INC. BALANCE SHEET JUNE 30, 2004 ASSETS Current assets Cash and cash equivalents $ 232,216 Certificates of deposit 1$,947 Accounts receivable 5,432,656 Income taxes receivable 283,828 Prepaid income taxes 42,627 Total current assets 6,010,274 Property and equipment Furniture and equipment 1,623,534 Leasehold improvements 54,132 Computer software 90,568 Internally developed software 292,285 Internally developed software - in process 788,588 Less: Accumulated depreciation 1,214,370 Total property and equipment 1,634,737 Other assets Deposits and other 108,045 Total Assets $ 7,753,056 LIABILITIES AND STOCKHOLDERS' EQUITY Current liabilities Accounts payable and accrued expenses $ 1,683,566 Current portion of long-term debt 611,970 Line of credit 820,431 Unearned revenues 1,258,462 Deferred income tax 371,413 Income taxes payable 90,547 Total current liabilities 4,836,389 Long-term liabilities Long-term debt, less current portion 793,907 Deferred income tax 184,004 Total long-term liabilities 977,911 Stockholders' equity Class A common stock, $1 par value, 500,000 shares authorized, 322,242 issued and outstanding 322,242 Class B common stock, $1 par value, 50,000 shares authorized, 2,318 issued and outstanding 2,318 Additional paid -in capital 608,643 Retained earnings Unappropriated 2,378,507 Appropriated 33,028 Total retained earnings 2,411,535 Less: Treasury stock, at cost 1,405,982 Total stockholders' equity 1,938,756 Total Liabilities and Stockholders' Equity $ 7,753,056 The accompanying notes to financial statements are an integral part of this statement. -2. MGT OF AMERICA, INC. STATEMENT OF INCOME FOR THE YEAR ENDED NNE 30, 2004 Revenues Consulting fees Expenses Salaries and employee benefits Contract labor Travel Rent Office Depreciation and amortization Telephone Professional fees Copying Taxes, excluding income taxes Computer and data service Postage and delivery Insurance Tuition and conference fees Entertainment Dues and subscriptions Utilities Interest Janitorial and maintenance Bad debt Advertising Miscellaneous Donations Total expenses Income from operations Other income Gain on disposal/sale of property and equipment Miscellaneous other income Total other income Income before income tax expense Income tax expense Net income The accompanying notes to financial statements are an integral part of this statement. -3- $ 19,424,852 10,413,317 3,644,156 1,702,474 799,852 253,356 339,502 239,293 496,409 211,591 77,169 123,971 133,016 128,879 105,723 78,790 56,575 49,319 126,612 46,669 133,514 29,931 30,232 16,890 19,237,240 187,612 325 10,660 10,985 198,597 113,736 $ 84,861 / � � « cn \ P - k k 0 J MGT OF AMERICA, INC. STATEMENT OF CASH FLOWS FOR THE YEAR ENDED .TUNE 30, 2004 Increase (Decrease) in Cash and Cash Equivalents Cash flows from operating activities Cash received from customers Cash paid to suppliers and employees Miscellaneous receipts Interest received Interest paid Taxes received Taxes paid Net cash provided by operating activities Cash flows from investing activities Purchase of property and equipment Proceeds from sale of property and equipment Net cash used in investing activities Cash flows from financing activities Purchase of treasury stock Proceeds from new borrowings Repayment of debt Sale of treasury stock Proceeds from stock subscriptions Payment of dividends Net cash used in financing activities Net increase in cash and cash equivalents Cash and cash equivalents, beginning of year Cash and cash equivalents, end of year Reconciliation of net income to net cash provided by operating activities Net income Adjustments to reconcile net income to net cash provided by operating activities: Depreciation and amortization Decrease in accounts receivable Increase in income tax receivable Decrease in prepaid expenses Increase in deposits and other assets Increase in accounts payable and accrued expenses Increase in unearned revenues Increase in deferred income tax liability Increase in long-term deferred income tax liability Decrease in income tax payable Decrease in deferred income tax asset Gain on sale of property Total adjustments Net cash provided by operating activities The accompanying notes to financial statements are an integral part of this statement. -5- $ 19,997,617 (18,452,190) 9,519 1,141 (126,612) 156,360 (36,544) 1,549,291 (1,071,320) 1,465 (1,069,855) (52,293) 10,179,897 (10,659,428) 120,869 1,424 (3,618) (413,149) 165,929 $ 232,216 84,861 339,502 642,186 (283,828) 192,956 (35,825) 354,76 J; (69,421', ) 42,203 184,004 81,456 16,761 (325) ,464,430 $ 1,549,291 MGT OF AMERICA, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2004 (1) Sir—ni_ficant Accounting Policies: The following is a summary of the more significant accounting policies and practices of MGT of America, Inc. (the "Company"), which affect significant elements of the accompanying financial statements: (a) General—MGT of America, Inc. is a firm, which provides consulting services in the areas of education planning and analysis, management services and market surveys. (b) Property and Equipment —Property and equipment with a value greater than $500 and an estimated useful life in excess of one year are recorded at cost. Depreciation expense is computed using both straight-line and accelerated methods over the estimated useful lives of the assets ranging from three to thirty-nine years. (c) Cash and Cash Equivalents —For purposes of reporting cash flows, cash and cash equivalents include cash on hand, amounts due from banks and certificates of deposit with original maturities of three months or less. (d) Income Taxes —Income taxes are provided for the tax effects of transactions reported in the financial statements and consist of taxes currently due plus deferred taxes related primarily to the timing differences in reporting income and depreciation for financial statements and for tax purposes. The deferred tax assets and liabilities represent the future tax return consequences of those differences, which will either be taxable or deductible when the assets and liabilities are recovered or settled. Deferred taxes are also recognized for operating losses that are available to offset future taxable income and tax credits that are available to offset future Federal taxes. (c) Use of Estimates --The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect certain reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and reported amounts of revenues and expenses during the reporting period. Accordingly, actual results could differ from those estimates. (f) Revenue recognition —Revenue is recognized as services are rendered. The asset, unbilled receivables, represents revenues recognized in excess of amounts billed. The liability, unearned revenue, represents contracts that are billed prior to being earned. (g) Advertising ---Advertising costs are charged to expense when incurred. (h) Accounts Receivable --Accounts receivable are stated at the amount management expects to collect from balances outstanding at year-end. Accounts receivable are generally extended on a short-term basis; thus, trade receivables do not bear interest. Accounts receivable are recorded when invoices are issued and are presented in the balance sheet net of the allowance for doubtful accounts. Accounts receivable are written off when they are determined to be uncollectible. The allowance for doubtful accounts is estimated based on the Company's historical losses, the existing economic conditions and financial stability of customers. Based on management's assessment of the credit history with customers having outstanding balances and current relationships with them, it has concluded that realization losses on balances outstanding at year-end will be immaterial and therefore, no allowance for doubtful accounts is necessary at December 31, 2004, Sv MGT OF AMERICA, INC. NOTES TO FINANCIAL STATEMENTS DUNE 30, 2004 (1) Significant Accounting Policies: (Continued) (i) Internally developed software —Internally developed software for internal use is capitalized in accordance with Statement of Position 98-01, Accounting for the Costs of Computer Software Developed or Obtained for Internal Use. Research and development costs are expensed when incurred until technological feasibility has been established. Once technological feasibility has been established, software development costs are capitalized until the project is ready for its intended use. Significant modifications that enhance functionality are capitalized. Amortization is computed using the straight-line method over the estimated useful lives of the assets, which is generally three years. Software maintenance costs are expensed when incurred. Internally developed software to be sold, leased or otherwise marketed is capitalized in accordance with FASB Statement No. 86, Accounting for the Costs of Computer Software to Be Sold, Leased, or Otherwise Marketed. Research and development costs are expensed when incurred until technological feasibility has been established. Once technological feasibility has been established, software development costs are capitalized until the product is available for general release to customers. Significant modifications that enhance functionality are capitalized. Capitalized software costs are amortized on a product -by-product basis. Amortization expense is computed using the straight-line method over the remaining estimated economic lives of the products, which is generally three years. Costs related to maintenance of the computer product and customer support are charged to expense when related revenue is recognized or when those costs are incurred, whichever comes first. (2) Accounts Receivable: The following is a summary of receivables at June 30, 2004: Trade receivables Billed $ 3,385,986 Unbilled 2,041,330 Due from officers, directors and employees 5,340 $ 5,432,656 (3) Long-term Debt: Notes payable consist of the following at June 30, 2004: Note payable to bank, payable $14,858 monthly, including interest, commencing July 23, 2004 through May 23, 2007, with a final estimated payment of $14,888, including interest, due June 23, 2007, variable interest at .5 percent above the prime rate, not to exceed 17.70%, collateralized by all accounts, equipment, furniture, fixtures, and computer software development rights whether now owned or acquired. $ 500,000 Note payable to bank, payable $5,620 monthly, including interest, commencing May 22, 2002 through March 22, 2007, with final payment of $133,946, including interest, due April 22, 2007, variable interest at the prime rate not to exceed 17.70%, collateralized by all accounts receivable, inventory and equipment 281,977 Sj MGT OF AMERICA, INC. NOTES TO FINANCIAL STATEMENTS DUNE 30, 2004 (3) Long-term Debt: (Continued) Prime plus 2% variable rate note payable to individual, payable in 120 monthly payments, the first 48 monthly payments commencing .tune 1, 2002 are interest only, the remaining 72 monthly payments are payable $1,819, plus interest, through May 1, 2012, uncollateralized 131,000 Prime plus 2% variable rate note payable to individual, payable in monthly installments of $8,040, plus interest, through August 3I, 2005 and payable in monthly installments of $2,096, plus interest, from September 2005 through August 31, 2006, uncollateralized 120,987 Prime plus 2% variable rate note payable to individual, payable in monthly installments of $4,183, plus interest, through December 15, 2006, uncollateralized 121,311 Prime variable rate note payable to shareholder, interest accrued on a monthly basis, with interest being added to the principal amount at the end of each month through December 2003. Interest to be paid to shareholder on monthly basis on principal balance beginning January 2004, principal due upon request for payment by shareholder, collateralized by a lien on all furniture and equipment owned by Company. 112,041 Prime variable rate note payable to shareholders, interest accrued on a monthly basis, with interest being added to the principal amount at the end of each month, principal due upon request for payment by shareholder, collateralized by a lien on all furniture and equipment owned by Company. 138,561 Total long-term debt 1,405,877 Less: Current portion 611,970 Long-term debt, less current portion S 793,907 Maturities of long-term debt for each of the next five years and in the aggregate are as follows: Year Amount 2005 2006 2007 2008 2009 Thereafter -8- $ 611,960 299,247 385,503 21,833 21,833 65,501 $ 1,405,877 MGT OF AMERICA, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2004 (4) Employee Benefits: The Company sponsors a defined contribution plan that covers all of the Company's active employees who have obtained the age of 21. The employer may contribute on behalf of all employees a discretionary matching contribution. In addition, a qualified non -elective contribution may be contributed by the employer but shall be made only for or allocated to non -highly compensated individuals. Employee contributions are fully vested at the date of contribution. Company contributions are partially vested after 2 years and fully vested after 6 years. During the period July 1, 2003 through December 31, 2003, the Company made an elective matching contribution of up to 7% of an employee's elective deferral. Subsequent to December 31, 2003, the Company made no discretionary elective matching contribution. Company contributions to the plan for the year ended June 30, 2004 were $223,882. (5) Rentals Under O eratin Leases: The Company has various equipment rentals and building space rentals expiring in various years through 2011. Minimum future rental payments under non -cancelable operating leases having remaining terms in excess of one year as of June 30, 2004 and for the next five years are as follows: Year Amount 2005 $ 662,066 2006 584,964 2007 427,163 2008 375,016 2009 319,383 (6) Concentrations of Credit Risk: (a) Demand and Time Deposits —The Company maintains cash deposits with several banks. The Company has no policy requiring collateral to support its cash deposits, although accounts at each bank are insured by the Federal Deposit Insurance Corporation up to $100,000. At June 30, 2004, the Company's uninsured cash balance totaled $384,582. (b) Accounts Receivable —The Company is engaged in consulting projects under contracts with state and local governments, private industry and individuals. The Company has billed contract receivables, as follows at June 30, 2004: State and local governments $ 3,128,658 Private industry and individuals 257,328 $ 3,385,986 The Company has no policy requiring collateral or other security to support its contract receivables. None of the amounts due from stockholders or employees are collateralized. 9VE MGT OF AME.RICA, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2004 (7) Income Taxes: Amounts for deferred tax assets and deferred tax liabilities are as follows: Deferred tax asset $ 521,032 Deferred tax liability (892,445) Current long-term deferred tax liability (184,004) Net deferred tax liability $ (555,417) The, deferred tax liability results primarily from the different reporting methods for earned income, depreciation methods used for tax and accounting purposes, and costs associated with capitalized internally developed computer software for financial reporting purposes but expensed for income tax purposes. The components of the provision for taxes are as follows: Current Deferred $ 127,546 (13,810) $ 113,736 The tax provision differs from the expense that would result from applying statutory rates to income before income taxes because the Company estimates an effective rate of 35.0% Federal income tax when the timing differences reverse. The tax provision includes tax due on income for state and foreign purposes. (8) Treasury Stock: Treasury stock is shown at cost and as of June 30, 2004 consists of 54,223 shares of common stock. (9) Buy -Sell Agreement: Upon the death, permanent disability, retirement, resignation or termination (collectively, "change of status ") of any partner, the partner shall sell and the Company shall purchase Company stock owned by the partner under the terms and conditions outlined in the "Management Agreement:" .Initial Purchase - The purchase price per share shall be determined using the weighted -average valuation formula specified in the buy/sell agreement. Immediately, upon the partner's departure, the partner shall transfer to the Company the number of Class A shares the partner was required to own, pursuant to the management agreement existing among the several partners, as a condition to occupying the partner's most recent partner rank. In consideration for such transfer, the Company shall execute and deliver to the change -of -status partner a corporate promissory note ("promissory notes)") for the purchase price of such shares, payable in twelve equal monthly installments commencing on the first day of the first full month that commences at least 90 days after the partner's change in status. The valuation date for purposes of this initial purchase shall be the last day of the calendar quarter immediately preceding the partner's change in status. Conversion of Remaining Shares — Any remaining shares owned by such change -of -status partner shall be deemed immediately to have been converted to Class C shares, with relative rights of which are determined in accordance with Article III of the Company's Articles of Incorporation, to be amended in the 2004/2005 fiscal year. 9"0 MGT OF AMERICA, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2004 (9) Buy -Sell Aereement: (Continued) Purchase of Class C Shares — The Company's total obligation each month to fund the promissory notes related to the initial purchase and the repurchase of Class C shares shall in no event exceed, in the aggregate, 2.20% through September 1, 2005 and 1.80% thereafter of the Company's total gross revenue. The aggregate available funds shall be applied first to payments on promissory notes related to the initial purchase. To the extent that aggregate available funds are insufficient in any month to fund such payments, then aggregate available funds in the following month shall be used first to bring such promissory notes current before such month's aggregate available funds are devoted to any other purpose. The aggregate available funds shall then be applied to purchases of Class C common shares remaining in the ownership of change -of -status partners as follows: each month, the Company shall purchase an equal number of Class C shares from each change -of -status partner, with such number of shares calculated to equate to a share value of $6,250 for each change -of -status partner (or such lesser remaining amount as may be held by a particular change -of -status partner). For this purpose, the valuation date shall be the last day of the most recent calendar quarter at the time of each such purchase. To the extent that aggregate available funds are insufficient in any month to fund such purchases of Class C shares, then aggregate available funds in the following month, after having first funded payments for the promissory notes, shall be used next to bring current the Company's obligation to purchase Class C shares in such equal amounts from each change -of -status partner. The Class C purchase amount shall be adjusted annually as of December 31, in proportion to the increase, since the date of the previous adjustment in the Class C purchase amount, in the producer price index as published by the Bureau of Labor Statistics of the U.S. Department of Labor. Appropriation of Retained Earnings — The Company has appropriated a portion of its retained earnings for payment of promissory notes and for purchase of Class C shares. The maximum amount of such reserve shall be 2.2 percent of the Company's total revenue through September 1, 2005 and 1.8 percent of the Company's total revenue thereafter. As of June 30, 2004, the company had appropriated a portion of its retained earnings in the amount of $33,028, which includes reserves from May 1, 2004, the effective day of the new buyback agreement. In any one year, if the Company was required to purchase the stock of several partners as a result of a change -of -status, this could have a significant impact on the Company's debt structure and cash flows. (10) Voting Rights: Class A common stock is voting stock owned solely by the board of directors. Class B common stock is non -voting stock with a 3% guaranteed dividend owned by employees. The annual dividend on the Class B common stock is calculated at 3% of the per share fair market value at March 31. (11) Related Party Transaction: Building Rent. The Company rents its operating facilities from a company majority owned by shareholders of the Company. During the year ended June 30, 2004, the Company paid this related party $289,276 (approximately $13 per square foot) in rent which is included in rent expense. MGT OF AMERICA, INC. NOTES TO FINANCIAL STATEMENTS .TUNE 30, 2004 (11) Related Party Transaction: (Continued) Line of Credit. Also, the Company borrows under a line of credit from the same company. Borrowings outstanding under this line of credit as of June 30, 2004 was $188,500. Interest for borrowings under this line of credit is at the prime rate, not to exceed 17.70%. (12) Line of Credit: At June 30, 2004, the Company had a $2.5 million line of credit with a bank to be drawn upon as needed, with interest at the prime rate, not to exceed 17.70%. At June 30, 2004, the Company had $631,931 of outstanding lines of credit and $1,868,069 of unused lines of credit. (13) Acquisition of Business: On July 17, 2003, the Company purchased the assets of another corporation (the "seller") located in the State of Washington, which is in the business of developing specialized, custom computer software and systems. The acquisition was made for the purpose of pursuing certain business opportunities that can be maximized through the transactions specified in the purchase agreement. The purchase price of the seller's assets was $25,000 cash and common stock in the Company valued at $25,000. The value of the stock was determined based on the weighted average of the most recent four quarterly valuations in accordance with the Company's customary stock valuation formula. Under the terms of the acquisition agreement, the Company shall make additional contingent payments to the seller on or before November 30 for each of the next consecutive five years beginning November 30, 2004. These contingent payments are based on meeting certain future operating performance targets specified in the purchase agreement. These contingent payments are payable 80% cash and 20% stock. The maximum aggregate amount of all contingent annual payments shall be $2 million in cash and stock. No contingent payments were owed by MGT of America, Inc. at June 30, 2004. -12- of Tamarac 9 11MM9101 4 1111--11'JMIF13a .1��Ii State of Florida ) )ss. County of Leon J. Kent Caruthers deposes and says that: Purchasing & Contracts Division being first duly sworn, 1. He/she is the Deputy CEO and senior Partner , (Owner, Partner, Officer, Representative or Agent) of MGT of America, Inc. , the Offeror that has submitted the attached Proposal; 2. He/she is fully informed respecting the preparation and contents of the attached Proposal and of all pertinent circumstances respecting such Proposal; 3. Such Proposal is genuine and is not a collusive or sham Proposal; 4. Neither the said Offeror nor any of its officers, partners, owners, agents, representatives, employees or parties in interest, including this affiant, have in any way colluded, conspired, connived or agreed, directly or indirectly, with any other Offeror, firm, or person to submit a collusive or sham Proposal in connection with the Work for which the attached Proposal has been submitted; or to refrain from bidding in connection with such Work; or have in any manner, directly or indirectly, sought by agreement or collusion, or communication, or conference with any Offeror, firm, or person to fix the price or prices in the attached Proposal or of any other Offeror, or to fix any overhead, profit, or cost elements of the Proposal price or the Proposal price of any other Offeror, or to secure through any collusion, conspiracy, connivance, or unlawful agreement any advantage against (Recipient), or any person interested in the proposed Work; 5. The price or prices quoted in the attached Proposal are fair and proper and are not tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of the Offeror or any other of its agents, representatives, owners, employees or parties in interest, including this affiant. :iigne sealed and d Witness - red in the presence of; By J. Kent Caruthers Printed Name Deputy CEO and -Senior Partner Title Page 1 of 2 Non -Collusive Affidavit=` of Tamarac e Purchasing & Contracts Division r<<y11t1l`•au, 11=1•zCII1,l4.111 NON -COLLUSIVE AFFIDAVIT State of Florida County of %_,eto --*, On this the �5`6day of MQ..ci , 200J , before me, the undersigned Notary Public of the State of Florida, personally appeared _Z-Z;- V�,- C�,c """_+4.e r S and (Name(s) of individual(s) who appeared before notary) whose name(s) is/are Subscribed to within the instrument, and he/she/they acknowledge that he/she/they executed it. WITNESS my hand and official seal. NOTARY PUBLIC SEAL OF OFFICE; Gwynn B. Carpenter *_ MYCOMMISSION# DD120674 EXPIRES June 13, 2006 pry` ` 00NbF(? THRU TROY;AIN INSURANCE INC NOTARY PUBLIC, STATE OF LORIDA (Name of Notary Pubic: Print, Stamp, or Type as Commissioned) PCB ersonally known to me, or ❑ Produced identification: (Type of Identification Produced) ❑ DID take an oath, or ❑ DID NOT take an oath Page 2 of 2 Non -Collusive Affidavit oezCityof Tamarac Purchasing & Contracts Division VENDOR DRUG -FREE WORKPLACE Preference may be given to vendors submitting a certification with their bid/proposal certifying they have a drug -free workplace in accordance with Section 287.087, Florida Statutes. This requirement affects all public entities of the State and becomes effective January 1, 1991. The special condition is as follows: IDENTICAL TIE BIDS - Preference may be given to businesses with drug -free workplace programs. Whenever two or more bids that are equal with respect to price, quality, and service are received by the State or by any political subdivision for the procurement of commodities or contractual services, a bid received from a business that certifies that it has implemented a drug -free workplace program shall be given preference in the award process. Established procedures for processing tie bids will be followed if none of the tied vendors have a drug -free workplace program. In order to have a drug -free workplace program, a business shall: 1. Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition. 2. Inform employees about the dangers of drug abuse in the workplace, the business's policy of maintaining a drug -free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the penalties that may be imposed upon employees for drug abuse violations. 3. Give each employee engaged in providing the commodities or contractual services that are under bid a copy of the statement specified in subsection (1). 4. In the statement specified in subsection (1), notify the employees that, as a condition of working on the commodities or contractual services that are under bid, the employee will abide by the terms of the statement and will notify the employer of any conviction of, or plea of guilty or nolo contendere to, any violation of chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later that five (5) days after each conviction. 5. Impose a section on, or require the satisfactory participation in a drug abuse assistance or rehabilitation program if such is available in the employee's community, by any employee who is so convicted. 5. Make a good faith effort to continue to maintain a drug -free workplace through implementation of this section. As the person authorized to sign the statement, I certify that this form complies fully with the above requirements. MGT of America, Inc. Aut66rized Signature Company Name Page 1 of 1 Drug -Free Workplace '" AcoPn ctKi IFICATE OF LIABILITY INSURANCE OP ID DATE(MM,°D/YYYl) MGTOF-1 _07/14104 PRODUCER THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION Earl Bacon Agency, Inc ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE 3131 Lonnbl.adh Road HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR P.O. Box 12039 1 ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW, Tallahassee FL 32317 Phone:850-878-2121 Fax:850-878-2128 INSURED MGT of America, Inc. 2123 Centre Point Blvd. Tallahassee FL 32308 OVERAGES INSURERS AFFORDING COVERAGE INSURER A: Fidelity c Guaranty Ina Underw INSURER B: Commerce C Industries Ins Co INSURER C: Travelers Insurance company INSURER D: Granite Stain Ins CO INSURER E: United States Fid 6 Guar co NAIL # 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 CONTRACTOR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAYBE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES, AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. t LTR NSR TYPE, OF INSURANCE POLICY NUMBER ATE MM/DD/YY DATE MM/DD TIO LIMITS GENERAL LIABILITY EACH OCCURRENCE $ $1,000 000 A I X CQMMERCIALGENERALLIABILITY CLAIMS MADE lil OCCUR BKO1832135 UAMA 07/01/04 07/01/05 PREMISES(Eaaccurence) MED EXP (Any one person) $$ 300,000 $ $ 10,000 X Contractual Incl PERSONAL BADVINJURY $$1,000,000 $ $2 , 000, 000 GENERAL AGGREGATE GEN'L AGGREGATE LIMIT APPLIES PER- $ $2 OOO 000 PRODUCTS - COMP/OPAGG X POLICY JEPRQ CLOG T AUTOMOBILE LIABILITY ANY AUTO BA01807512 07/01/04 07/01/05 COMBINED SINGLE LIMIT (Ea accident) $ 1 r000 , 000 ALL OWNED AUTOS SCHEDULED AUTOS BODILY INJURY (Per person) $ $ IJ; X HIRED AUTOS NON -OWNED AUTOS BODILY INJURY (Per accident) $ X PROPERTY DAMAGE (Per accident) $ GARAGE LIABILITY AUTO ONLY - EA ACCIDENT $ OTHER THAN EA ACC $ ANY AUTO I $ AUTO ONLY: AGG I A EXCESS/UMBRELLA LIABILITY X OCCUR EICLAIMSMADE BKO1832135 07/01/04 07/01/05 EACH OCCURRENCE s3,000,000 AGGREGATE 1$3,000,000 $ DEDUCTIBLE $ RETENTION $none WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANY PROPRIETOR/PARTNER/EXECUTIVE 7692423 07/01/04 07/01/05 X TORY LIMITS ER E. L. EACH ACCIDENT $500000 E.L,DISEASE - EA EMPLOYEE $500000 OFFICERIMEMBEREXCLUDED? If yes, describe under E.L. DISEASE - POLICY LIMIT $500000 SPECIAL PROVISIONS below OTHER Workers Comp -CA 7692511 07/01/04 07/01/05 Empl Liab 1,000,000 C E&0$25 000 Ded. 104158954 0 ABRA++ 08/27/03 08/27/04 C1aimMade 21000,000 u—mAr I IUN Ur Url= w I IUNa I LVUA I IUNa f V tnIULE,S i ImAULUSIONS ADDED BY ENDORSEMENT I SPECIAL PROVI5IONS 'ERTIFICATE HOLDER SAMPL-1 Sample Certificate For Information. Purpose Only CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL 1 O DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO DO SO SHALL IMPOSE NO 09LIGATION OR LIABILITY OF ANY KIND UPON THE INSURER, ITS AGENTS OR REPRESENTATIVES. 0;.L1` 'i ce r-�' 0— � ORD 25 (2001108) ACORD CORPORATION 1988 AGREEMENT BETWEEN THE CITY OF TAMARAC ErkF MGT OF AMERICA, INC. THIS AGREEMENT is made and entered into this A-1 day of _ /OL t , 2005, by and between the City of Tamarac, a municipal corporation with principal offices located at 7525 N.W. 88th Ave., Tamarac, FL 33321 (the "City") and MGT. of America, Inc., a Florida corporation with principal offices located at 2123 Centre Pointe Blvd., Tallahassee, Florida 32308 (the "Consultant") to provide consulting services for a Compensation and Classification Study. Now therefore, in consideration of the mutual covenants hereinafter set forth, the City and Consultant agree as follows: 1) The Contract Documents The contract documents shall consist of this Agreement, Request for Proposals Document No. 05-08R, including all conditions therein, including any General Terms and Conditions and the Statement of Work, any other provisions contained within the Proposal document, any and all addenda, Proposal executed and submitted by the Consultant, insurance certificate(s), the City Resolution awarding the project, and all modifications issued after execution of this Agreement. These documents form the Agreement, and all are as fully a part of the Agreement as if attached to this Agreement or repeated therein. 2) The Work 2.1. The Consultant shall perform all work for the City required by the contract documents as set forth below: 2.1.1 Consultant shall furnish all labor, materials, and equipment necessary to conduct a classification and compensation study for selected bargaining and non -bargaining positions. 2.1.2 Consultant shall perform Task 1, a Classification and Compensation Study, according to the specifications contained in the Statement of Work referenced within the Proposal document and included herein as if set forth in full. 2.1.3 Consultant shall perform Optional Task 2, development of a Performance Management System, according to the specification contained in the Statement of Work referenced within the Proposal document, which is included herein. 2.1.4 Consultant shall provide the City with seventy-two (72) hours written notice prior to the beginning of work under this Agreement and prior to any schedule change. ....... ... ...... .. /i ....... 2.1.5 Consultant shall comply with any and all Federal, State, and local laws and regulations now in effect, or hereinafter enacted during the term of this Agreement, which are applicable to the Consultant, its employees, agents or sub -consultants, if any, with respect to the work and services described herein. 2.1.6 Project Team: Consultant shall employee the following Partners, Associates and Employees on this Project: Dr. Jeffrey Ling, Partner -In -Charge Mr. Greg Soltysiak, Project Manager Mr. Todd L. Osburn, Consultant Team Member Ms. Amy K. Brown, Consultant Team Member Ms. Lindsay Chilek, Employee Outreach Associate Consultant shall not make changes to the Project Team without obtaining the written consent of the City. 2.1.7 Project Team Roles: The Partner -In -Charge and the Project Manager shall be responsible for major presentations to employees, staff and management, as directed by the City. The Consultant Team Members shall be responsible for data collection and evaluation. The Employee Outreach Associate shall be responsible to assist the project team with employee interviews. All project team members shall be involved in the facilitation of focus groups as may be required. 3) Insurance 3.1. Consultant shall obtain at Consultant's expense all necessary insurance in such form and amount as specified in the original bid or proposal document or as required by the City's Risk and Safety Manager before beginning work under this Agreement including, but not limited to, Workers' Compensation, Commercial General Liability, and all other insurance as required by the City, including Professional Liability when appropriate. Consultant shall maintain such insurance in full force and effect during the life of this Agreement. Consultant shall provide to the City's Risk and Safety Manager certificates of all insurances required under this section prior to beginning any work under this Agreement. The Consultant will ensure that all subcontractors comply with the above guidelines and will retain all necessary insurance in force throughout the term of this agreement. 3.2. Consultant shall indemnify and hold the City harmless for any damages resulting from failure of the Consultant to take out and maintain such insurance. Consultant's Liability Insurance policies shall be endorsed to add the City as an additional insured. Consultant shall be responsible for payment of all deductibles and self-insurance retentions on Consultant's Liability Insurance policies. L'1 W)P .��..+I.Vili!7ff.l,: � ? ......... ......P!'i1f11 I� a', (JrfP...;)f i L)fIA81Uli Liability Insurance policies. 4) Schedule < `y U The work to be performed under this Agreement shall be commenced upon City execution of this Agreement. The Compensation and Classification Study (Task 1) shall be completed no later than August 19, 2005. The development of the Performance Management System (Task 2) shall be completed no later than October 31, 2005. �5) Contract Sum The Contract Sum for the above work is not to exceed Sixty -Seven Thousand Dollars and no cents ($67,000.00), which shall include the cost of reimbursable expenses 6) Payments The Consultant shall invoice the City of work completed during the previous calendar month. The Consultant shall provide a synopsis of the hours worked by each principal, employee or associate of the Consultant, and shall include all receipts for all reimbursable expenses, which shall accompany the invoice. The City shall pay the Consultant for work performed subject to the specifications of the project and subject to any additions and deductions by subsequent change order provided in the contract documents. All payments shall be governed by the Florida Prompt Payment Act, F.S., Part VII, Chapter 218. 7) Indemnification 7.1. GENERAL INDEMNIFICATION: Consultant shall, in addition to any other obligation to indemnify the City and to the fullest extent permitted by law, protect, defend, indemnify and hold harmless the City, their agents, elected officials and employees from and against all claims, actions, liabilities, losses (including economic losses), costs arising out of any actual or alleged: a). Bodily injury, sickness, disease or death, or injury to or destruction of tangible property including the loss of use resulting therefrom, or any other damage or loss arising out of or resulting, or claimed to have resulted in whole or in part from any actual or alleged act or omission of the Consultant, any sub - Consultant, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable in the performance of the Work; or b). violation of law, statute, ordinance, governmental administration order, rule, regulation, or infringement of patent rights by Consultant in the performance of the Work; or c). liens, claims or actions made by the Consultant or any sub -consultant under workers compensation acts; disability benefit acts, other employee benefit acts or any statutory bar. Any cost of expenses, including attorney's fees, incurred by the City to enforce this agreement shall be borne by the Consultant. 7.2. Upon completion of all Services, obligations and duties provided for in this Agreement, or in the event of termination of this Agreement for any reason, the terms and conditions of this Article shall survive indefinitely. T!..i '71.>ltii., .......... rit t; 7.3. The Consultant shall pay all claims, losses, liens, settlements or judgments of any nature whatsoever in connection with the foregoing indemnifications including, but not limited to, reasonable attorney's fees (including appellate attorney's fees) and costs. 7.4. City reserves the right to select its own legal counsel to conduct any defense in any such proceeding and all costs and fees associated therewith shall be the responsibility of Consultant under the indemnification agreement. Nothing contained herein is intended nor shall it be construed to waive City's rights and immunities under the common law or Florida Statute 768.28 as amended from time to time. 8) Non -Discrimination The Consultant agrees that it shall not discriminate against any of its employees or applicants for employment because of their age, handicap, race, color, religion, sex, or national origin, and to abide by all federal and State laws regarding non-discrimination. The Consultant further agrees to insert the foregoing provisions in all subcontracts hereunder except subcontracts for standard commercial supplies or raw materials. Any violation of such provisions shall constitute a material breach of this Agreement. 9) Independent Contractor Consultant is an independent contractor under this Agreement. Personal services provided by the Consultant shall be by employees of the Consultant and subject to supervision by the Consultant, and not as officers, employees, or agents of the City. Personnel policies, tax responsibilities, social security and health insurance, employee benefits, purchasing policies and other similar administrative procedures applicable to services rendered under this Agreement shall be those of the Consultant. 10) Assignment and Subcontracting Consultant shall not transfer or assign the performance required by this Agreement without the prior consent of the City. This Agreement, or any portion thereof, shall not be subcontracted without the prior written consent of the city. 11) Notice Whenever either party desires or is required under this Agreement to give notice to any other party, it must be given by written notice either delivered in person, sent by U.S. Certified Mail, U.S. Express Mail, air or ground courier services, or by messenger service, as follows: CITY City Manager City of Tamarac 7525 N.W. 88th Avenue Tamarac, FL 33321 With a copy to City Attorney at the same address. ......... r rtti;i' Dit?`'P,v? ................. I ..... CONSULTANT W. K. Boutwell, President MGT of America, Inc. 2123 Centre Pointe Blvd. Tallahassee, FL 32308 12) Termination 12.1 Termination for Convenience: This Agreement may be terminated by the City for convenience, upon seven (7) days of written notice by the terminating party to the other party for such termination in which event the Consultant shall be paid its compensation for services performed to termination date, including services reasonably related to termination. In the event that the Consultant abandons this Agreement or causes it to be terminated, Consultant shall indemnify the city against loss pertaining to this termination. 12.2 Default by Consultant: In addition to all other remedies available to the City, this Agreement shall be subject to cancellation by the City for cause, should the Consultant neglect or fail to perform or observe any of the terms, provisions, conditions, or requirements herein contained, if such neglect or failure shall continue for a period of thirty (30) days after receipt by Consultant of written notice of such neglect or failure. 13) Agreement Subject to Funding This Agreement shall remain in full force and effect only as long as the expenditures provided for in the Agreement have been appropriated by the City Commission of the City of Tamarac in the annual budget for each fiscal year of this Agreement, and is subject to termination based on lack of funding. 14) Venue This Agreement shall be governed by the laws of the State of Florida as now and hereafter in force. The venue for actions arising out of this agreement is fixed in Broward County, Florida. 15) Signatory Authority The Consultant shall provide the City with copies of requisite documentation evidencing that the signatory for Consultant has the authority to enter into this Agreement. 16) Severability; Waiver of Provisions Any provision in this Agreement that is prohibited or unenforceable in any jurisdiction shall, as to such jurisdiction, be ineffective to the extent of such prohibition or unenforceability without invalidating the remaining provisions hereof or affecting the validity or enforceability of such provisions in any other jurisdiction. The non -enforcement of any i;tly c r" "i <arrr<rr<� ; `` rr{;I r'� , c� Cr�r;tt .r;f<s I Frvf�irzrr provision by either party shall not constitute a waiver of that provision nor shall it affect the enforceability of that provision or of the remainder of this Agreement. 17) Merger; Amendment This Agreement constitutes the entire Agreement between the Consultant and the City, and negotiations and oral understandings between the parties are merged herein. This Agreement can be supplemented and/or amended only by a written document executed by both the Consultant and the City. Remainder of This Page Left Intentionally Blank ........ .................... ......._ rf.,.j: aifa•3r, < !.f)itiPi:f;� [Di ""i-o ...................... ... .................. ........................... J ............ IN WITNESS WHEREOF, the parties have made and executed this Agreement on the respective dates under each signature. CITY OF TAMARAC, signing by and through its Mayor and City Manager, and CONSULTANT, signing by and through its President, duly authorized to execute same. ATTEST: Marion Swenson, CIVIC City Clerk CITY OF TAMARAC Joe Schreiber, Mayor Avril AT Dt 1 Je frey L. Wfer, ity Manager r i I Z] a_& o Date: Approved -,as to form and legal sufficiency: ate City A orney ATTEST: Signature of Corporate Se retary J. Kent Caruthers Type/Print Name of Corporate Secretary (CORPORATE SEAL) ►d Company Na Sig atur X. Boutwell W. K. Boutwell Type/Print Name of President Date X -i!y Comm,ds S.. ivis"'. CORPORATE ACKNOWLEDGEMENT STATE OF :SS COUNTY OF I HEREBY CERTIFY that on this day, before me, an Officer duly authorized in the State aforesaid and in the County aforesaid to take acknowledgments, personally appeared W.K. Boutwell, President of MGT of America, Inc, a Florida Corporation, to me known to be the person(s) described in and who executed the foregoing instrument and acknowledged before me that he/she executed the same. WITNESS my hand and official seal this day of ! , 2005. �k%H1111111/ff�i w .SGaay19,2�iV. _ b ,p =1r� r.w N•:lr� z #DD165916 iGr bonded %flll! T ��1\\.�'� 8 1Y Signatu a of Notary Public State of at Large Print, Type or Stamp Name of Notary Public Personally known to me or ❑ Produced Identification Type of I.D. Produced ❑ DID take an oath, or DID NOT take an oath. From: Nancy Klucher At: Earl Bacon Agency FaxID: 8508782128 To: PAGT of America. Inc. Date. 411 M5 09-41 AM Page: 2 of 3 IZOMD CERTIFICATE OF LIABILITY INSURANCE CSR NK DATE(MM/C•D1n-YY'' MGTOF-1 04/18/05 PRODUCER THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION Earl Bacon Agency, Inc ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE 3131 Lonnbladh Road HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR P.O. Box 12039 ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. Tallahassee FL 32317 Phone:850-878-2121 Fax:850-878-2128 INSURED MGT of America, Inc. 2123 Centre Point Blvd. Tallahassee EL 32308 .V VCr'[NL�G.i INSURERS AFFORDING COVERAGE NAIL 9 INSURE 2A:� Fidelity & cuaranty Lns Und*. •__._.— INCURE? B. com.Z . A industries ins Ca INSURE? C. Traveless^Insurance Compa y INSURE?D. Granite State Ins Co INSURE? E. Vnitpd St,t.s eid & V.— C. THE POLICIES CF INS.IRANCE L'o ED EEI.OW HAVE BEEN ISSUFL TO TH W INSURED NAM-D A.50✓E FOP THE �OLICY PFRIOD INDICf_ ED. NOPNITHSTAN-- NG APJ" REULIREMENT, TERt,I OR CCND TIDN JF ANY COIJTPACT OR O-HEFT DOCUMENT �VITH REST-•ECI 10 VVHI:.I i T-iIS CFJ=TIP (,,\T- NVY EE ISSLED OR MAY PEPTAIV, THE INSUPANGE AFFORDED By IHE POL CIES DES-2RIk!E1L) HEREN IS SUBJECT FU ALL II-E TERMS, EXC_.J(flfxVS AND CONDITIONS CF _-I. CH POLICIES. AGGP.FGATE LI14'8 SHOWN MAY HAVE BEEN PEDU:TD D' PAID CLAWS R_ _._._., �.�...... .,..... LTR N5R TYPE OF INSURANCEA` POLICY NUMBER 1`0.. DATE (MWDDM) DATE JANIADIYY) LIMITS GENERAL LIABILITY F'ACH O,-CURRFN(,= $ $1 , 000 , 000 A XX cDrvvnrPrALGENERAL _IAFiIu BK01832135 07/01/09 07/01/05 rREMIs_.+;F,,r�ccl.rs�:a) $ $ 300,000rY CLAIMSMACE FX] OCCI IR MED E(F 'Any cre persar) $ $ 10 , 000 X Contractual Incl F'ERS_PIAI ,5 ADV INA.,R" G $1 , 000 , 000 $ $2 , 000 , 000 GEIEFAL AGG F,--.GAFF GENL ASGPEGATE LINITAPP_IES PFP _X PRODUCTS - r010P"OP AGG $ $2 , 000 , 000 POLICY 1 RO I J=CT Ll I.00 AUTOMOBILE LIABILITY ANY A.JTO BA01807512 07/01/04 COVBINGD SINGLE LIMIT (E;� :�cr.IJ�n-) 07/01/05 $ 1 OOO OO 0 � r ALL OVARJED AJTOS ........... _�.....__.._ —. EOOIL" INJLR" $ SDI-EDULED AUTO$ (per person' $ X HIREDAUTCS _ GODIL" INJLR" $F X NUN-;LVNEDAUTOS (Per accident) $ PP,O'ERT DAMAGE (Per eca dent) GARAGE LIABILITY AU" O OIJ_Y EA .ACCIDENT $ ANY AJIO OTHER-HAIh zA.nCC $ $ AU'O OIJ_Y: A:;G EXCESS/UMBRELLALIABILITY FAC-100CURRENC= $ 3,000,000 A X OCCUR-LAIAS14ADE BKO1832135 07/01/04 07/01/05 AGCRECAr'= $3,000,000 DEDUCTIBLE RETBN7I::N $ node ..•..... $ WORMERS COMPENSATION AND X T"P."LINIT, vEP. B EMPLOYERS' LIABILITY ANY P2UPRE-u:W-PTNEQyEaECU_N[ 7692423 07/01/04 .---'..-_ ............. ... 07/01/05 F _ EICHACCI_�HN ___....,,... $ 500000 OF ICT'IMEM3EREY.CL,IJGED? E_.CISF/,5F.-EAEh/PLVYEE $ 500000 It yen, domrlbe Urlde! $ 500000 SPECIAIw PROVICIONSCelow E._. CI:SE,,SE POLICY I_ MT OTHER D Workers Comp -CA 7692511 07/01/04 07/01/05 Empl Liab 1.,000,000 C E&0$25,000 Ded. 1 104158954 0 ABRA++ 08/27/04 L 07/01/0S ClaimMade 2,000,000 OE$CRIP'nON OF OPERA71ON51 LOCATIONS! VEHICLES 1 EXCLUSIONS ADDED BY ENDORSEMENT / SPECIAL PROVISIONS *45 Days Written Notice of Cancellation-NonRenewal *10 Days Written Notice of Cancellation -Nonpayment All Policies. City of Tamarac included as an additional insured under the general liability, Agreement #05-08R CERTIFICATE HOLDER CANCELLATION CITATA3 SHOULD ANY OF THE ABOVE CESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO A1AIL 45 * DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NANIED TO THE LEFT, BUT FAILURE TO DO $0 SHALL City of Tamarac IMPOSE NO OBLIGATION OR LIABILITY OF ANY HIND UPON THE INSURER, ITS AGENTS OR 7525 Northwest 88th Ave. REPRESENTATIVES. Tamarac FL 33321-2401 AUTHORI Dj?EP,pESQq;ATNE "-"" 4, 1411Ir"oI 0 ACORD CORPORATION 1988 From: Nancy Mucher At: Earl Bacon Agency FaxlD: 8508782128 To: MGT of America, Inc. Date: 4/18/05 09:41 Ah7 Pare: 3 of 3 IMPORTANT If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. A statement on this certificate does not confer rights to the certificate holder in lieu of such endersement(s). If SUEROGATION 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(sl. I■]6397W_lIAI=1 0 The Certificate of Insurance on the reverse side of this form does not constitute a centract behveen the issuing insurer(s), authorized representative or producer, and the certificate holder, nor does it affirmatively or negatively amend, extend or alter the coverage afforded by the policies listed thereon. AGQRD Z5 (200 OR8