HomeMy WebLinkAboutContract 42516 CITY SECRET
Con ulting Contract
it'I'A
0 F F I Cs L R
CITY
Initials & Date: 1 of 18 T A R Y
FT, W(WA7fW1j
CITY SECRETARY
CONTRACT NO. 2
CONSULTING CONTRACT
THIS CONTRACT ("Contract"} is made and entered into, as of September 8, 2011 ("Effective
Date"), by and between the City of Forth Worth ("CITY") located at 1000 Th rockmorton, Fort Worth,
Texas 76102 and Troy L. Coleman, Ph.D., Inc. (dba Coleman & Associates Consultants) ("CA"), a Texas
corporation located at P.O. Box 140836, Dallas,Tx 75214(collectively, "the Parties").
RECITALS
WHEREAS, CITY desires to retain a person or firm to provide human resources,talent
management and leadership development consulting services;and
WHEREAS,CA warrants that it is qualified and able to render these services;
NOW,THEREFORE,the Parties hereby agree as follows:
1. SCOPE OF SERVICES.
A. Services to Be Provided. CA shall provide the services described in as set forth
in the attached Task Order that specifically references this Contract(the "Task Order"). The
Task Order shall be substantially in the form attached hereto as Exhibit"A". The terms and
conditions of this Contract shall apply to any and all Task Orders executed by the parties during
the term of this Contract. CA will supply all tools, materials,and equipment required to perform
the Services.
B. Standard of Quality. CA warrants that it has the expertise or has experts
available to assist in the design and delivery of Services under this Contract in a manner
consistent with generally accepted standards of CA's profession. CA further warrants that it will
perform said Services in a legally adequate manner and in accordance with instructions received
from CITY.
C. Compliance With Laws. CA shall comply with all applicable federal, state, and
local laws, codes, ordinances, regulations, orders, and decrees. CA represents and warrants to
CITY that CA shall, at its own cost and expense, keep in effect or maintain at all times during the
term of this Contract any licenses, permits, insurance and approvals which are legally required
for CA to practice its profession or are necessary and incident to the due and lawful prosecution
of the Services it performs under this Contract.
2. COMPENSATION.
A. Schedule of Payment. The compensation to be paid b CITY to CA for the
Services rendered hereunder shall be according to the rate schedule se forth in the applicablei
0FFF4C IAA. � 0 R D
i
CITY C E TA R Y
nr H IrX
Initials & Date: 7I 2 of 18 Kul
`� I P
Task order. CITY shall not be required to compensate CA for services performed beyond those
specifically outlined in the applicable Task order.
B. Invoicing and Payment. CA shall submit monthly invoices to CITY for the
Services rendered during the preceding month. invoices must be submitted via email to Chief
Rudolph Jackson, Rud .Jackson fortworthgov.org for services based on time and materials,
must indicate the hours actually worked during the invoice period by describing: (1) the task(s)
performed and (2) the hours (or fractions of hours) spent on the task(s). CA shall maintain and
provide, if requested, all back-up information related to specific charges within an invoice
including, but not limited to, receipts for project-related expenses. All invoices shall show all
other directly related costs and expenses by line item. CITY will pay CA within thirty (30) days
following receipt and approval of a proper CA invoice.
FAILURE TO SUBMIT TIMELY INVOICES MAY RESULT IN DELAY OF PAYMENTS TO CA AND/OR
THE CESSATION OF ACTIVITIES UNDER THIS CONSULTING CONTRACT. ABSENT
EXTRAORDINARY CIRCUMSTANCES, CITY WILL NOT PAY INVOICES SUBMITTED OVER NINETY
(90) DAYS FROM THE DATE THAT SERVICES RELATED TO SUCH INVOICES ARE RENDERED.
C. Taxes and other Charges, CA shall be solely responsible for all taxes, fees, duties, or
other charges required by a government or governmental agency, which relate to payments
received by CA.
D. Travel and other Expenses. Unless otherwise agreed to in writing, CA shall be solely
responsible for all costs and/or expenses incurred by CA in the performance of the services
under the Task order, including, but not limited to,travel and lodging.
3. TERM OF CONTRACT. The term of this Contract is one (1) year from the Effective Date
(initial Term) hereof and thereafter shall automatically renew for successive one-year terms
unless terminated pursuant to Section 9 of this Contract.
4. RELATIONSHIP BETWEEN THE PARTIES.
A. CA enters into this Contract as, and shall remain, an independent contractor. CA is
not an agent or employee of CITY, nor shall CA be entitled to any benefits accorded to CITY's
employees, including but not limited to workers' compensation, disability insurance, vacation,
or sick pay. Neither CA nor its officers, employees, agents, and subs, if any, shall have any
power to bind or commit CITY to any decision or course of action, and shall not represent to any
person or business that they have such power.
B. General Technical Direction. The work shall be performed under the general
technical direction of a Fort Worth Fire Department Deputy Chief ("Program Manager") as set
forth in the Task order, but CA shall determine the method, details, and means of performing
the Services. CA shall be required to coordinate all activities under this Contract with the
Program Manager and provide all necessary cooperation with CITY's other employees.
Whenever CA has knowledge or becomes aware that any actual or potential situation is delaying
or threatening to delay timely performance, CA shall within five (5) days give written notice to
the CITY Program Manager.
Initials & Date: T-0, 16117 k 3 of 18 10/17/2011
5. PROPERTY OF CITY. Any and all documents, information, and reports prepared by
and/or provided to the CA by CITY pursuant to this Contract or the Task order shall be the sole
property of CITY. When the Contract terminates, CA shall immediately return to CITY all
property belonging to CITY.
6. NONDISCLOSURE OF CONFIDENTIAL INFORMATION. All data and information
furnished to CA by CITY shall be regarded as "Confidential Information" and shall at all times
remain the property of CITY. The Confidential Information shall be held in confidence and
safekeeping by CA for the sole use of CA in performing its obligations under this Contract and in
connection with CITY's business. CA warrants, covenants and agrees that during the term of this
Contract, and for a period of one (1) year thereafter, CA will not use any of the Confidential
Information or data for any purpose other than in the operation of CITY's business, unless such
information is generally known and available or obtained by CITY from sources under no
obligation of confidentiality to CITY. Upon the termination of this Contract, CA shall return to
CITY all Confidential Information provided to CA and/or pursuant to this Contract. For purposes
of this Contract, "Confidential Information"shall include:
A. The methods and processes relating to the procedures of CITY, including those
in the process of development and any of those developed during the term of this Contract;
B. Any information which is the subject of any trademark, copyright, patent, or
which is covered under any applicable Trade Secret Acts;
C. The proprietary products and methods of CITY, or any used by CITY, in
connection with this Contract; and
D. Any other confidential information or data relating to CITY's business that is not
publicly known.
The terms of this Section 6 shall survive the expiration or termination of this Contract.
7. OTHER CONTRACTUAL RELATIONSHIPS AND CONFLICT OF INTEREST.
A. Non-Exclusive Relationship. Subject to the limitations contained in subdivision B
of this Section, CA may perform services for and contract with as many additional persons or
companies as CA, in its sole discretion, sees fit. However, CA shall at all times be subject to and
bound by the provisions in Section 7 regarding Confidential Information.
B. Conflict of Interest. CA shall exercise reasonable care and diligence to prevent
any actions or conditions which could result in a conflict with CITY's interests. During the term
of this Contract, CA shall not accept any employment or engage in any consulting work that
creates a conflict of interest with CITY or in any way compromises the Services to be performed
under this Contract. CA shall immediately notify CITY of any and all violations of this Section
upon becoming aware of such violation or the potential for such violation.
8. TERMINATION.
A. Either party may terminate this Contract for any reason by giving thirty (30) days
written notice to the other party.
Initials & Date: 7"C", l ! 4 of 18 10/17/2011
B. Notice. All notices or other communications required or which may be given by
either party under this Contract shall be in writing, shall be delivered to the addresses set forth
below,and shall be effective, as follows:
For CITY: For the CA:
Rudolph Jackson,Chief Troy L.Coleman,Ph.D., Principal
Fort Worth Fire Department Coleman&Associates Consultants
1000 Throckmorton P.D. Box 140836
Fort Worth,TX 76102 Dallas,TX 75214
C. payment for Services. In the event of termination, the CA shall be paid for all
services performed prior to the effective date of termination, less any damages suffered as a
result of CA's failure to comply with the terms of this Contract. Such payment shall be in
accordance with the applicable Task Order. However, if this Contract is terminated because the
work of CA does not meet the terms or standards specified in this Contract, then CITY shall be
obligated to compensate CA only for that portion of CA's services that comply with the
standards specified herein.
9. INSURANCE: CA shall obtain, and keep in force during the term of this agreement and
for a period of two years following completion of the work,the following insurance coverage.
• Commercial General Liability
$1,000,000 per occurrence
$2,000,000 aggregate
• Professional Liability
$1,000,000 per claim and aggregate
• Automobile Liability
$1,000,000 combined single limit,or
$ 250,000 bodily injury per person
$ 500,000 bodily injury per accident
$ 100,000 property damage
Coverage shall be on "any auto", including leased, hired, owned, non-owned and
borrowed vehicles.
Workers'Compensation Insurance
Statutory limits for Workers' Compensation, and
Employers Liability limits at a minimum of
$100,000 each accident/occurrence
$100,000 disease-each employee
$500,000 bodily injury/disease policy limit
General Liability and Automobile Liability policies shall be named as an Additional Insured.
All policies shall be endorsed with waivers of subrogation in favor of the City.
Initials & Date: 5 of 18 10/17/2011
The insurers for all policies must be licensed or approved to do business in the State of Tesas
and have a minimum rating of A- V11 in the current A.M. Best Key Rating Guide, or have
reasonably equivalent financial strength and solvency to the satisfaction of the City's Risk
Management Division.
Programs of self-insurance in lieu of commercial insurance policies shall be subject to approval
by the City's Risk Manager. In lieu of traditional insurance, alternative coverage maintained
through insurance pools or risk retention groups must also be approved.
CA shall provide the City with certificates of insurance documenting coverage as outlined above,
prior to commencing any operations under this agreement.
Failure on the part of the City to request documentation of insurance required herein shall not
be construed as a waiver of the requirement for same.
10. NONDISCRIMINATION. CA agrees to comply with all federal, state, and City of Fort
Worth discrimination, harassment, and civil rights laws. CA further agrees that it shall not
discriminate in the conduct of the work under this Contract against any of its employees,
applicants for employment, or volunteers because of race, color, creed, religion, national origin,
sex, age, marital status, sexual orientation, medical condition, or physical or mental disability,
transgender,gender identity, or gender expression.
11. INDEMNIFICATION. CA agrees to indemnify, defend, and hold harmless CITY, its
officers, employees, agents, successors, and permitted assigns from and against any and all
actions, claims, demands, losses, expenses (including attorneys' fees and litigation expenses),
damages, and liabilities to anyone who may be injured or damaged by reason of CA's willful
misconduct or negligent performance of this Contract.
12. AUDIT. CA agrees that the City shall, until the expiration of three (3) years after the
termination of this Contract, have access to and the right to examine, whether in hard copy or
electronic format, any directly pertinent books, documents, papers and records of CA involving
transactions relating to this Contract. CA agrees that the City shall have access during normal
working hours to all necessary CA facilities and shall be provided adequate and appropriate
workspace in order to conduct audits in compliance with the provisions of this section. City shall
give CA reasonable advance notice of intended audits. This provision shall survive the
termination of this Contract.
13. AMENDMENT. This Contract may be amended or modified only by written Contract of
a l l parties.
14. GENERAL PROVISIONS.
A. Assignment. CA shall not assign, delegate,or transfer its duties, responsibilities,
or interests in this Contract without the prior express written consent of CITY. Any attempted
assignment without such approval shall be void and, at CITY's option, shall immediately
terminate this Contract and any license or privilege granted herein.
Initials & Date: Tr. 1& L 6 of 18 10/17/2011
B. Jurisdiction and Venue. This Contract shall be construed in accordance with the
laws of State of Texas as if drafted by both parties. Venue of any disputes arising out of this
Contract shall be in the appropriate court in Tarrant County in Fort worth,Texas.
15. CONTRACT READffl UNDERSTOOD AND FAIR. CA and CITY acknowledge and agree that:
(1) they have carefully read and considered all provisions of this Contract; (2) they have been
given ample opportunity to consult with independent counsel regarding its contents; (3) they
understand its terms and conditions; (4) the terms and conditions are fair and reasonable; and
(5) the restrictions and covenants contained in the Contract are reasonable and necessary to
protect CITY's and CA's interests and rights in their relationship.
Executed by CITY and CA on the date shown next to their respective signatures.
(I�WY 1-(Sla V tt k, �_�N t n4tr
Troy L.Coleman, Ph.D.,Principal
C'j4 � Fort worth Coleman&Associates Consultants
1000 Throckmorton P.O. Box 140835
Fort worth,TX 76102 Dallas,TX 75214
BY By.WIMP-
Au d Signature Authorizh Signature
Name: a e S Name: e L a CA Affkw�u I'Pk 7,
Title: Ass#*S4-ar?+
r7 aq er Title:
Date: Date:
NO M&C REQUIRED
Azw
a,�o�Qua
v0 .
, 0 Attested by: L 0 0
�D O
0
• ri
1 f-'`
v a ,d
Marty Hendn'x, y Secretary � 000() J00
.�
0FF1% 1AL PtCORD
CITY So.:C ETARY
FT. WORTH, TIC
Initials & Date: T [ 7 of 18 1 X11 1
EXHIBIT A
CO L E\1 A%&,
A Alf
� (A. L.I,IA\
Propes.a! for
Talent Management and Leadership Development
ANL--
W-I%Cz�z ad to ttm
Faft Worth Fire Departnient
P.O. Box 140836
TOx" 75214
To& 214-370X33
Fa,xy 214.370.97SS
Initials & Date: 8 of 18 10/17/2011
Proposal for CFW Fire Department
Talent Management & Leadership Development
Introduction
Talent management and leadership development represent an "int'egrat'ed system that presents a
comprehensive, competency-based process by which an organization projects its future and defines the
steps by which it will locate, attract, recruit, appraise, develop, train, retain, recognize, reward,
compensate, motivate, support, and continually build the readiness for organizational leadership and
contributor continuity".
The Fort Worth Fire Department (FWFD), to be most effective, must adopt an attitude built around the
premise that "we must develop our talent like our life depends on it"— because it does. To maximize
organizational competitiveness and success, talent and leadership needs must be identified, and
targeted training and organizational development must be clearly aligned with the business objectives
and operating strategy of the organization. These factors must be clearly defined and have goals that
are consistently communicated and reinforced.
Initially, to achieve the interrelated goals of this project" we propose to engage an in-depth discussion
with FWFD senior leadership and other organizational leaders exploring the various facets of employee
engagement and talent management. This includes:
1. Identifying the current leadership and competency strengths in the FWFD,
2. Recognizing leadership and competency shortcomings,
3. Identifying current bench strength for leadership and key contributor roles,
4. Identifying leadership passages—what it takes to progress as a competent leader,
5. Establishing the FWFD corporate brand and planning to meet future talent needs,
6. Designing and implementing a program of training, professional development,and formalized
coaching and mentoring that supports the goals for managing department talent needs and
reinforces the development of its leadership.
These steps involve assessing the organization and assessing the organization's core leadership team to
establish a benchmark or competency profile for leadership. Once the "competency model" is set, the
leadership potential of program participants will be assessed and their profile results -- individually and
as a group — will be compared against the defined competency model. Development of program
participants will be based on the competency areas that show gaps between the individual's profile and
the desired profile. We believe that a program of dedicated training and professional development
tailored to address defined needs, coupled with formal mentoring and coaching will prepare "high
potential" employees for contributing successfully in the new roles they will be asked to play in the
evolving Fort Worth Fire Department organization.
With this, our proposal is divided into five parts. The parts are described in the following pages. In
addition, we provide a partial list of clients for which we have performed similar work. We also present
pricing for the work we propose, and we discuss the outcomes projected for the work we engage for this
project.
Initials & Date: ! 9 of 1 S 10/17/2011
Project Work
Part 1: Design Competency Model&Administer ASSESS System Survey
In this part of the proposed work, CA will work with the FWFD leadership team to define those
competencies and related behaviors that contribute to operational and organizational success. From a
Competency Library of 38 competencies, no more than 12 competencies will be chosen to represent the
FWFD Competency Model. CA proposes to meet with the Chief and key leaders to review and discuss
the definitions of the competencies (and their related behaviors) in the competency library, determine
the competencies that are most relevant to performance success in the FWFD, and choose 12
competencies that most directly apply to department success. It is this defined competency model and
its related behaviors that will be the foundation for the training we design and deliver, and that model
will also be the base for any additional training and professional development prescribed for individuals
and members of the "potential leaders group". This group will be the high potential individuals that will
represent a key part of the future direction and leadership for the department.
There are three key elements to Part 1:
• Develop Competency Model
• Administer ASSESS Survey online
• Produce Individual &Group Feedback Reports
Group feedback sessions (Up to three, half hour sessions) will allow participants to understand how
their individual report compares with the profile of the group, all of which will be compared against the
defined competency model. Participants will review their results and learn how to interpret the data
presented in their report, and they will understand how to use the Development Suggestions section of
the report with their mentor or coach as part of their personal development.
Part 2: Design Leadership Development Training Process
This part of the proposed work focuses on the design of key training components, materials, activities,
and learning aids that reinforce the established training goals. Training design will incorporate key
elements of leadership and leadership development including, but not necessarily be limited to:
■ Essentials of leadership
■ Effective Interpersonal Communication
■ Leading a diverse and inclusive work environment
■ Pathways to critical tactical and administrative decision making
■ Managing personal responsibility
■ Resolving interpersonal disputes
■ Motivating and managing employee performance
■ Maintaining the FWFD brand
Initials & Date:Te, /&117111 10 of 18 10/17/2011
• Critical event analysis and decision making
• Discipline without punishment
• Negotiating mutually beneficial outcomes
• Understanding and managing organizational politics
Personal checklists, problem solving worksheets, case studies, and other role-play activities will be used
in a six-hour session that will focus on individual and group processing that simulates the essential work
elements and decision making routinely performed by leaders at successive levels in the FWFD. We
anticipate the work in the six-hour training session will be foundational to the ongoing professional
development offered and the coaching made available to leadership development participants. These
activities and events will work together to build competencies for leadership for the department.
Part 3: Design Train-The-Trainer Program
CA will design a Train-The-Trainer (TTT) program and prepare it to equip FWFD facilitators with the
insight and practice needed to facilitate subsequent sessions for the remaining members of the FWFD as
part of the department's In-Service training program, and as part of the specific professional
development for those promoted to supervisory and managerial positions in the department.
A manual that instructs the FWFD facilitator how to use the learning aids as they facilitate each
scheduled training session. They will be instructed on how to set up and introduce exercises and
activities that are integral to the training program. They will learn how to address questions arising from
the natural flow of the training process. In addition, participants will be taught how to manage the
dynamics of the classroom.
We suggest FWFD facilitators work in two-person teams co-facilitating each session to maximize the
effectiveness of the process facilitation. In the TTT program, we distinguish the role of the trainer and
the class facilitator. our process requires the use of skills as a training session "facilitator".
Each FWFD facilitator will receive his or her own manual and each will be provided access to all the
materials to be used during the training process.
Part 4: Facilitate Talent Management and Leadership Development Training Sessions
CA staff will co-facilitate up to four TMLD sessions that involve identified leadership candidates who may
be existing supervisors eligible for promotion, individuals generally considered "high potentials", and
others chosen by the Fire Chief. This group will be among the first to experience and participate in the
leadership development and talent management training process.
The sessions will be scheduled and conducted in FWFD facilities based on the convenience and
availability benefitting the FWFD. If necessary, make-up sessions may be made available to those for
whom the regular schedule of sessions cannot accommodate.
Each participant will receive a training manual that includes key points that may be referenced during
the training, but will be available for their personal reference after the training is concluded. The
manual will be rich with leadership tips, decision making processes, and other points of reference that
support the continued development of FWFD leaders during their routine work assignments.
Initials & Date:Tate 1A &,% ty 11 of 18 10/17/2011
A part of the training process will focus on "branding". We will discuss the concept and how it applies to
maintaining high standards of performance for individuals and groups within the FWFD. The
organization must build the "brand" by which it chooses to be known in order to be more attractive to
prospective employees, retain critical talented members and appeal to the department's customer base.
Branding is...
"...creating and maintaining a unique identity differentiating you, your skills, competencies, capabilities,
experience, and reputation from others".
Building the "corporate brand" requires intentionally creating and maintaining organizational culture,
processes and experiences for which the Fort Worth Fire Department will be known as an "excellent
place to work" and as a reliable service delivery organization. It is such a "brand"that will help sell the
organization's attractiveness needed to appeal to the interests and needs of those highly talented
workers who will want to join and contribute to the goals and success of the organization. Steps to
establishing the FWFD "brand" include:
1. Capturing, in words, images,and practices, how you want to be known.
2. Create a "sexy" moniker that sizzles.
3. Practice "self-selling"--internally and externally.
4. Inspire commitment to the organization and "what it stands for".
5. Promote organizational loyalty.
f. Present a proposition for compelling performance and service delivery.
The TMLD training will respond to identified leadership needs of the organization and it will capture the
notion that leadership must be required at all levels and all ranks.
Aligned with other suggested approaches to training and professional development include brown-bag
lunches, partnerships with area colleges and universities, rotational "stretch" assignments, formal
mentoring and coaching, and leadership assignments spearheading high-profile special projects
important to the organization. Temporary assignments that go beyond "riding up" will offer
constructive skill development and experience that will add value to the leadership capacity for the
individual and the FWFD. Collectively these experiences will present the foundation for building the
leadership core for your organization's future.
Part 5: Facilitate Train-The-Trainer
The Train-The-Trainer (TTT) program should consist of the FWFD facilitators who have attended the six-
hour training session. These participants may be chosen from among individuals who may have
responsibility for technical training in the department, and those who may have a personal interest in
the training process. Each person should have participated in one of the scheduled training sessions
which will allow them to have a greater appreciation for the content and process of the training. The
instruction provided in the TTT will acquaint participants with the mechanics for:
Introducing the session and "kicking off'the training activities,
■ Communicating the goals for the training,
Initials & Date: 144 r 12 of 18 10/17/2011
• Setting up learning activities, processing checklists, discussing and processing case studies,
• Handling questions,
■ Managing the dynamics of the training environment,
■ Handling difficult participants,
■ Bringing closure to activities and exercises, and
■ Wrapping up the training session restating goal attainment
The TTT program is the process by which trainers of technical topics and processes will become
acquainted with "facilitating" training sessions that may have more chances for values conflicts and
challenging communications among participants. The FWFD facilitators will be expected to facilitate
sessions during routine In-Service training cycles focusing on the course topics, engaging new entrants
into the FWFD, and updates for those who may need additional training and exposure in the critical
leadership and talent management topics.
Proposal Summary
The CA proposal looks critically at the issues surrounding Talent Management and Leadership
Development. It is our intent to focus the attention of the FWFD toward on the critical importance
building an identity based on a set of core competencies, build a reputation based on "kept promises"
made to the employees of the department and to the customers you serve. Leadership development is
vital to sustaining the ability to respond to the emergencies routinely experienced by the department
and manage the down time employees experience between those calls.
This training and the project target the necessity for strategically and intentionally building bench
strength that will help the department maintain its success for years and decades to come and as more
seasoned leaders depart. Passing the mantle is about making sure that there are skilled and competent
leaders who are prepared to step in and step up to the call for leadership as the department evolves. It
is important to formally teach "the ropes to skip and the ropes to know". This involves having a plan for
teaching the"leadership passages" required to be successful.
Leadership passages are defined as progressive levels of leadership characterized by increased
responsibilities, a need for a higher level skill and competency set, operational complexity, and
autonomy.
CA will present recommendations for continuing the leadership development efforts that support
successful talent management including the following:
1. Introducing the use of formalized individual development plans (IDPs) and explain how the IDPs
provide a systematic approach to ongoing competency development.
2. Preparing and publishing a catalog of training and development opportunities, structured, short-
term assignments that will engage participants in performing in "growth assignments" to
sharpen their talents for contributing in more responsible roles. These assignments will present
quantifiable performance standards for managers and supervisors relative to the development
of"high potential"employees for increased "bench strength".
3. Tasking key staff to build and implement a comprehensive recruiting and retention program to
support "open recruiting" in search of the best talent to fit the needs of the FWFD based on the
Initials & Date: ( 13 of 18 10/17/2011
established criteria, including state civil service requirements, for attracting, retaining and
promoting"high potential"employees—those who will have the greatest likelihood for success.
4. Making it easy for "high potential" employees to access and participate in the training and
development and formal coaching and mentoring efforts.
The process will serve as the basis for training and leadership development, and it will also provide the
department with sufficient details for planning the recruitment, retention and development of staff and
leaders who will contribute to the ongoing success of the department.
Proposal Elements Restated
• Part 1= Design Competency Model&Administer ASSESS
o Develop Competency Model
o Administer ASSESS Survey
o Produce Individual &Group Feedback Reports
• Part 2=Design Leadership Development Training Process
o Leadership&Team Mastery
o The Administrative Leader(AC—IB)
o Interpersonal &Cross Cultural Communication Training
o Creating&Maintaining Workplace Inclusion MD&SH)
o Resolving Disputes
o Building Effective Work Teams
• Part 3=Design Train The Trainer Program
o TTT Concept and Manual
o TTTTrainingProcess—Using The Training Manual
• Part 4=Facilitate TMLD Training Sessions
o CA Facilitates Up To Four Sessions
• Part 5= Facilitate TTT
o CA Co-Facilitates Up To Four Sessions with FWFD Trainers
Initials & Date: 14 of 18 10/17/2011
Project Pricing
Part Activity Estimated Price
1 Design Leadership Competency Model $1,100 Model Set Up Included $3,300.00
2 Administer ASSESS Survey&Produce Reports(24 x$275) $6,600.00
3 Design Leadership Development Training Process $7,500.00
4 Design Train The Trainer Program $4,,800.00
5 Facilitate Talent Mgt.&Leadership Development Training Up to Four Sessions $8,000.00
6 Facilitate Train The Trainer Program Four Sessions $5,000.00
Project Expenses $1,800.00
TOTAL PRICE ESTIMATE $37,000.08
The ig ricin�►for the project as pro2vsed will not exceed$45.000.on,inclusive of expenses.
We look forward to reviewing and discussing our proposal with you to make sure we fully collaborate in
the design and delivery of each part of the work we set out to do. It is most important that the work
addresses your needs.
Project Timeline
From the date we are authorized to begin work on the project,we project concluding the assignment
within 12 weeks.
Invoicing
CA requests a Project Start Up fee of 10% of the total project amount at the time you issue an
authorization for us to begin work on the project. You will be invoiced at the conclusion of each part,
minus the Project Start Up fee which is deducted from the amount of the last invoice we submit.
We look forward to working with you on this very important engagement.
Initials & Date: rM'I cz It( 15 of 18 10/17/2011
Partial Client List and References
This partial client list represents some of the clients for which we have designed and produced work and
consultations in the areas of organizational Analysis, Training and organizational Development,
Strategic and Workforce Planning and Talent Management, Diversity and Workplace Inclusion Training
and Development, Employee and Personality Assessments, Employee Testing and Performance
Management and 360 Degree Feedback,and HR Consulting and Process Facilitation.
Client Project Contact Person Contact
Argus Services Corp. HR Consulting Zachary Walker, Former CEO 214-334-7192
City of Arlington,TX Diversity Consultation&Training Jim Holgerssen,City Manager 817-459-6101
Arlington Police Department Leadership Development&Talent Management Dr.Theron L Bowman,Police Chief 817-459-5701
City of Austin,TX Training and Executive Recruitment Marc Ott,City Manager 817-454-5005
City of Dallas,TX Strategic Planning&Leadership Development Mary Suhm,City Manager 214-370-3296
Dallas Fire Rescue Department Leadership Development&Workplace Inclusion Eddie Burns, Fire Chief 214-670-4610
DFW Airport Board,TX Strategic Planning, Diversity Training Jeff Fegan,CEO 972-973-5200
County of Durham, NC Strategic Planning, HR Consulting Sharon Goode Laisure,HR Director 919-225-9769
City of Fort Worth,TX Strategic Planning, Diversity Training Bridgette Garrett,Executive Manager 817-392-8518
City of Gainesville, FL HR Consulting, Promotional Assessments Paul White,City Manager 561-845-4010
City of Glenn Heights,TX Process Facilitation,CARE Intervention Jacqueline Lee,City Manager 972-223-1690
JC Penney Diversity Training Wynn Watkins 972-431-1972
City of Kalamazoo, MI Dispute Resolution, Diversity Training Marc Ott,(former City Manager) 817-454-5005
City of Lancaster,TX Personality Assessment, Leadership Dev. Rickey Childers,City Manager 469-334-7127
City of Little Elm,TX CARE Intervention Ivan Langford,Town Manager 214-975-0405
NFBPA Leadership Dev., Mentoring,Coaching John Saunders,CEO 202-408-9300
City of Oakland,CA Promotional Testing and Assessments James Williams, Deputy Fire Chief 510-238-4051
Prince George's County, MD Promotional Testing and Assessments Tyrone Wells, Fire Chief 301-883-5240
Resource One Credit Union Performance Management System Tish Holland,VPHR 214-565-5353
City of Riviera Beach, FL Sexual Harassment and Inclusion Training Gloria Shuttlesworth,Asst.City Mgr. 561-385-8000
San Diego Int'I Airport,CA Workforce Planning, HR Consulting Thella Bowens,CEO 619-400-2400
City of University Park Employee Ethics&Workplace Inclusion Luanne Hanford, HR Director 214-987-5305
U.S.Veteran's Affairs Workforce Planning, HR Consulting,Training Arto Woods,Deputy Administrator 410-828-6619
Additional listing of our clients can be found on our website at:
www.colemanandassociatesconsultants.com.
Initials & Date: 16 of 18 10/17/2011
Our Firm
Coleman & Associates Consultants is a human resources consulting firm that offers professional
solutions geared to meet the competitive, changing needs of today's business environments. our
professional services align strategies for deploying our clients' people to support the success of
achieving its vision, core values and strategic business goals. The services and consulting approach
incorporate clients' needs and performance expectations with employees' personal and professional
needs to support an organizational culture.
Utilizing a personalized management approach, we consistently realize measurable results for our
clients. Moreover, by focusing on strategic vision, mission and workplace procedures and practices, we
assist clients and individuals in managing costs by targeting ways to improve efficiencies and enhance
productivity and employee performance results.
Our services include, but are not limited to:
❖ Employee Selection & Employee Development
❖ Leadership Development&organizational Development
❖ organization Analysis& Process Function Analysis
❖ Performance Assessment& Performance Management
•�• Personality Assessments& Executive Coaching
❖ Workforce Planning&Talent Management
Our Core Values
Coleman & Associates Consultants embraces a set of sustaining values by which we design and deliver
programs and services to our clients. Those values are:
❖ Competence
❖ Consistency
❖ Compassion
•`• Credibility
We believe these values help us successfully partner with our clients as we seek to achieve the goals and
exceed the expectations of any engagement we undertake.
Initials & Date: 7V.. s 17 of 18 10/17/2011
Initials & Date: le/1-1 l// 18 of 18 10/17/2011
Klein, Jessica
From: Nevans, Catherine
Sent: Wednesday, November 02, 2011 1:40 PM
To: Klein, Jessica
Subject: RE: Consulting Contract
Jessica:
I checked with Leann and it does not need an M &C.
Assistant to Doug Slack,Vicki Ganske, Leann Guzman,Charlene Sanders, and Monica Wood
(317)392..7644(817)392-8359 Fax
Think Green-do not print this email unless necessary
From: Klein, Jessica
Sent: Tuesday, November 01, 2011 10:50 AM
To: Neva ns, Catherine
Subject: Consulting Contract
Cathy,
Does the Consulting Contract with Coleman &Associates Consultants that was sent to the CSO require an M&C? If so,
please have a hard copy routed to our office.
Jessica Klein
Administrative Technician
City Secretary's Office
City of Fort Worth
(817)392-6090
1