HomeMy WebLinkAboutContract 27604 CITY $ECRETARY
CONTRACT NO.
04-05-02 I i`I
STATE OF TEXAS §
KNOW ALL BY THESE PRESENTS:
COUNTIES OF TAR RANT,
DENTON AND WISE §
CONTRACT FOR PROFESSIONAL CONSULTING SERVICES
This contract is made by the City of Fort Worth,Texas,a municipal corporation situated in
Tarrant County, Texas, hereinafter called "City", and Grote Consulting Corporation, a Texas for-
profit corporation, hereinafter called "Consultant", both parties acting herein by and through their
duly authorized representatives:
1. Scope of Services.
Consultant agrees to provide consultation services to enable City to create a new performance
management system utilizing accepted best practices,as described in detail in Exhibit"A": "City of
Fort Worth Recommended Plan of Action to Develop a Performance Management System."Same is
attached hereafter and incorporated herein for all purposes by reference. In the event of a conflict
between the terns of this Contract and the terms of Exhibit"A,"this Contract shall control.
2. Compensation.
The amount to be paid to consultant for all services performed hereunder shall not exceed
Sixty thousand dollars ($60,000).
3. Term.
The term of this Contract shall commence the date of full execution by City and Consultant
and,with the exception of on-going maintenance and monitoring as delineated in Exhibit"A,"shall
terminate no later than the 31st day of October 2002,unless terminated earlier as provided herein.
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4. Termination.
a. City may terminate this Contract at any time for cause amounting to a material
breach of this Contract by Consultant, by notice in writing to Consultant. Upon
receipt of such notice, Consultant shall immediately discontinue all services and
work and the placing of all orders or the entering into contracts for all supplies,
assistance, facilities and materials in connection with the performance of this
Contract and shall proceed to cancel promptly all existing contracts insofar as they
are chargeable to this Contract.If the City terminates this Contract under this Section
4.a., the City shall pay Contractor for services actually performed in accordance
herewith prior to such termination,less such payments as have been previously made
to consultant, in accordance with a final statement submitted by Consultant
documenting the performance of such work.Consultant may terminate this Contract
at any time if any payment due hereunder is not made by the City.
b. In the event no funds or insufficient funds are appropriated and budgeted by City in
any fiscal period for any payments due hereunder("Default Period"),City will notify
Consultant of such occurrence prior to the beginning of the Default Period,and this
Contract shall terminate on the last day of the fiscal period for which appropriations
were received without penalty or expense to City of any kind whatsoever with respect
to the Default Period, except as to the portions of the payments herein agreed upon
for which funds shall have been appropriated and budgeted. City agrees to
appropriate and budget, as practicably as possible after the Default Period,amounts
sufficient to cover any payments owed but not paid to Consultant as of the beginning
of the Default period, and to promptly pay these amounts to Consultant. City has
informed Consultant that, concurrently with approval of this contract, City will
appropriate and budget 100%of the fluids specified hi this Contract,so that all funds
will be appropriated and budgeted prior to the commencement date of this Contract.
C. Upon termination of this Contract for any reason, and subject to paragraphs 13 and
14, Consultant shall provide the City with copies of all completed or partially
completed documents prepared under this Contract.
5. Indemnification.
a. Each party to this Contract("Indemnified Party")shall indemnify and hold the other
party ("Indemnified Party") and its officers, agents and employees harmless from
any loss,damage,liability or expense for damage to property and injuries,including
death, to any person, including but not limited to officers, agents, employees or
subcontractors of the Indemnified Party, which may arise out of any negligent act,
error or omission of the Indemnifying Party in connection with this Contract. The
Indemnifying Party shall defend at its own expense any suits or other proceedings
brought against the Indemnified Party,its officers, agents and employees, or any of
them,resulting from such negligent act,error or omission;and shall pay all expenses
and satisfy all judgments which may be incurred by or rendered against them or any
of them in connection therewith resulting from such negligent act,error or omission.
6. Insurance.
a. Consultant shall not commence work under this Contract until it has obtained all
insurance required under this section and such insurance has been approved by the
City, nor shall Consultant allow any subcontractor to commence work on its
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subcontract until all similar insurance of the subcontractor has been so obtained and
approval given by the City.
b. Workers' Compensation Insurance:Consultant shall take out and maintain during the
life of this Contract statutory Workers' Compensation Insurance for all of its
employees performing any of the services hereunder,and,in case any work is sublet,
Consultant shall require the subcontractor similarly to provide Workers'
Compensation insurance for all of the latter's employees unless such employees are
covered by the protection afforded by Contract's insurance. In case any class of
employee who engages in hazardous work under this Contract is not protected under
the Workers' Compensation statute, Consultant shall provide and shall cause
subcontractor to provide adequate and suitable insurance for the protection of
employees not otherwise protected.
C. Public Liability and Property Damage Insurance. Consultant shall take out and
maintain during the life of this Contract such public liability and property damage
insurance as shall protect Consultant and any subcontractor performing work covered
by this Contract from claims for personal injuries, including death, as well as from
claims for property damages or losses which may arise from operation under this
contract, whether such operations be by Consultant or by any subcontractor or by
anyone directly or indirectly employed by either of them. The amount of such
insurance shall be as follows:
(1) Public Liability Insurance. In an amount no less than Two Hundred Fifty
Thousand Dollars($250,000)for injuries,including accidental death,to any
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one person; and subject to the same limit for each person,in an amount not
less than Five Hundred Thousand Dollars ($500,000) on account of one
accident;
(2) Property Damage Insurance. In an amount not less than Five Hundred
Thousand Dollars ($500,000);
(3) Umbrella Policy. In an amount not less than One Million Dollars
($1,000,000).
d. Proof of Insurance Coverage. Contractor shall furnish the City with a certificate of
insurance as proof that it has obtained for the duration of this Contract the insurance
amounts required herein. Consultant's insurance policy shall provide that the insurer
shall give the City thirty(3 0)days'prior written notice before altering,modifying or
terminating the insurance coverage.
7. Independent Contractor.
Consultant shall perform all work and services hereunder as an independent contractor and
not as an officer,agent or employee of the City. Consultant shall have exclusive control of,and the
exclusive right to control, the details of the work performed hereunder. Nothing herein shall be
construed as creating a partnerslup or joint venture between the City and the Consultant,its officers,
agents, employees and subcontractors; and the doctrine of respondeat superior shall have no
application as between the City and the Consultant.
8. Disclosure of Conflicts.
Consultant warrants to the City of Fort Worth that it has made full disclosure in writing of
any existing or potential conflicts of interest related to the services to be performed hereunder.
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Consultant further warrants that it will snake prompt disclosure in writing of any conflicts of interest
which develop subsequent to the signing of this Contract.
9. Right to Audit.
Consultant agrees that the City shall,until the expiration of three(3)years after final payment
under this contract,have access to and the right to examine at reasonable times any directly pertinent
books, documents, papers and records of the consultant involving transactions relating to this
Contract. Consultant agrees that the City shall have access during normal working hours to all
necessary Consultant facilities and shall be provided adequate and appropriate work space in order to
conduct audits in compliance with the provisions of this section. The City shall give Consultant
reasonable advance notice of intended audits.
Consultant farther agrees to include in all its subcontractor agreements hereunder a provision
to the effect that the subcontractor agrees that the City shall, until the expiration of three (3)years
after final payment of the subcontract, have access to and the right to examine at reasonable times
any directly pertinent books, documents, papers and records of such subcontractor involving
transactions related to the subcontract,and further that City shall have access during normal working
hours to all subcontractor facilities and shall be provided adequate and appropriate work space in
order to conduct audits in compliance with the provisions of this paragraph. City shall give
subcontractor reasonable notice of intended audits.
10. Prohibition of Assignment.
Neither party hereto shall assign,sublet or transfer its interest herein without the prior written
consent of the other party, and any attempted assignment, sublease or transfer of all or any part
hereof without such prior written consent shall be void.
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11. Non-discrimination.
As a condition of this Contract,Consultant covenants that it will take
all necessary actions to insure that, in connection with any work
under this Contract, Contractors, its associates and subcontractors,
will not discriminate in the treatment or employment of any
individual or groups of individuals on the grounds of race, color,
religion, national origin, age, sex or physical handicap unrelated to
job performance, either directly,indirectly or through contractual or
other arrangements.
12. Choice of Law; Venue.
a. This Contract shall be construed in accordance with the internal law of the State of
Texas.
b. Should any action,whether real or asserted,at law or in equity,arise out of the terms
of this contract, venue for said action shall be in Tarrant County, Texas.
13. Rights in Results of Services.
The materials and methods used in the provision of Consultant's services are proprietary to
Consultant. All rights, including copyrights, in and to such materials and methods shall remain the
property of Consultant. City is granted a limited right of internal reproduction and distribution of
materials prepared specifically for City under this Contract.
14. Confidential Information.
City aclazowledges and agrees that any and all information(in whatever form)relating to the
business of Consultant and acquired by City under this Contract,or otherwise,is and shall remain,to
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the extent permitted by law, confidential information of Consultant to the extent that it includes
valuable and proprietary trade,business and industry secrets of Consultant. City agrees to maintain
in confidence and(except as otherwise provided in paragraph 13)to refrain, directly or indirectly,
from copying, using,transferring, disclosing or exploitirig in any manner any of such confidential
information during the term of this Contract and following termination thereof, for any reason.
EXECUTED on this /Mday of 4ggZ . 2002.
S CI OF FORT WORTH
City Secr tary Charles Boswell
Assistant City Manager
Contract Authorization
Date
APPS OVED \ O RM AND LEGALITY:
s
AssistAil City Attorney
GROTE CONSULTING RPORATIO
By:
DIC ROTE
President
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C0T ��ECrlEIKV2Y
City of Fort Worth
Recommended Plan of Action
to Develop a
Performance Management System
OBJECTIVES
The purpose of this project is to help the City of Fort Worth develop a new performance
management system. This new system will produce the following results for Fort Worth:
1. There will be consensus among the senior leadership team about the most
important competencies required for success among Fort Worth managers,
technical/professional employees, and non-management associates.
2. The performance management system will support the city's compensation
system and will assist city managers make appropriate and defensible
compensation decisions.
3. Department heads will have greater ability (and accountability) to run their
departments as business units.
4. Fort Worth will have a performance management process that incorporates
accepted best practices. Among these "accepted best practices" are the
following elements:
• Every city employee — at every level — will understand just how his or
her job contributes to Fort Worth's overall mission.
• The appraisal tool will identify and assess the core competencies identified
by senior city leadership as critical to success for every City of Fort Worth
employee.
• We will identify all of the various "job families" in the city (e.g.,
managerial, professional/technical, operations, support, etc.) and the
competencies that are most critical to successful performance for each of
these job families.
❑ Each employee in the identified job families will set goals and objectives
that support overall departmental and city-wide objectives.
❑ Each city employee will understand the most important elements of his or
her job and the way that their performance on the job will be measured.
❑ There will be a process for regular, on-going performance feedback, a
mid-year review, and formal performance assessment on at least an
annual basis.
❑ The appraisal forms will be comprehensive, understandable, relatively
simple to use, and accepted as appropriate by all organization members.
5. The members of the Fort Worth management team will be trained to be highly
effective performance managers. Among the knowledge and skills they will gain
are the following:
• The ability to create and gain agreement on specific, challenging and
measurable goals.
• The ability to create an infectious sense of enthusiasm and commitment to
the city's overall mission and the specific goals of their department.
❑ Knowledge of the factors that actually generate motivation and the ability
to use those factors to increase both job performance and satisfaction.
• The willingness to set demanding standards of performance and to
muscle-build their organization to achieve excellent results.
• The ability to accurately evaluate — precisely and unarguably — an
individual's strengths and weaknesses, particularly in hard-to-measure
professional and knowledge-worker jobs.
• The ability to discuss a performance evaluation in a way that removes
defensiveness, builds good working relationships, and leads to genuine
change.
❑ The ability to identify an individual's development needs and the skills
needed to help that person come up with a workable plan that will
improve performance.
• The ability to identify that small minority of truly exceptional Fort Worth
employees whose retention is critical to ongoing organization success and
to apply appropriate retention tactics.
• The ability to identify that small minority of City of Fort Worth non-
contributors and confront them with the requirement that they either
change or leave.
HOW WE WILL Do IT
In my book, The Complete Guide to Performance Appraisal, I explain that creating a
performance management system that is fully successful involves seven steps:
1. Identify senior management's objectives and expectations for the
performance management system so that they can be incorporated into the
system and communicated to all of the organization's employees and
managers.
2. Identify the core competencies that senior management wants every member of
the organization to demonstrate.
3. Construct a performance management system (forms, procedures, policies)
that links individual performance with organization objectives and
meets all of the expectations of managers, employees, senior leadership, and
HR.
4. Develop effective training and reference materials to make sure that all
members of the organization completely understand the purpose, procedures
and administrative mechanics of the new system.
5. Deliver the training program in such a way that it produces not only the
knowledge and skills required to use the performance management system
well but the motivation and enthusiasm to do so.
6. Make sure that everybody affected by the new City of Fort Worth performance
management system understands and supports the new approach.
7. Provide on-going support and assistance to make sure that the new
system remains completely up-to-date and effective following
implementation.
RECOMMENDED STEP-BY-STEP PLAN
The detailed plan of action will be determined following discussions between the City of Fort
Worth's human resources management team and Dick Grote. We propose the following
initial plan of action as an effective process for achieving the goals described above:
ONE: The consultant, Dick Grote, will visit Fort Worth for a project planning meeting
with the HR project manager and other senior human resources managers. The
objective of this meting will be to establish a detailed and comprehensive scope-and-
sequence plan of action for the complete project.
Two: Grote will meet with the City Manager, the Assistant City Managers, and key
senior City of Fort Worth leadership team members for a meeting of approximately
three hours. There will be two primary objectives for this meeting:
1. A senior management executive overview to review the overall project plan,
explain what"accepted best practices" in performance management are, and
identify the objectives that senior management wants to accomplish through
its performance management system.
2. Determine the core competencies that senior management wants to hold
every City of Fort Worth employee accountable for demonstrating.
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THREE: Grote will work with the City of Fort Worth on an on-going basis to complete his
work helping the senior management group identify core competencies, begin the actual
project work with project managers and HR staff, and work with the city's new
performance appraisal implementation team. These groups and Grote will discuss and
resolve many of the important elements of an effective appraisal system, including the
following:
❑ Determination of the different job families
❑ Determination of which competencies are to be assessed
❑ Number of forms needed
❑ Form design and contents
❑ Balance between RESULTS and COMPETENCIES/PERFORMANCE FACTORS
❑ Who appraiser(s) should be
❑ Self-appraisal?
❑ Upward appraisal?
❑ Number of performance levels
o Names/labels for performance levels
❑ Appraisal period
❑ Number of meetings
❑ Pay/performance linkage
❑ Approval requirements
❑ Training requirements
❑ Communication requirements
FOUR: During this process, Grote will develop the draft forms, operating system,
training design, administrative elements and implementation plan for review and
approval by City of Fort Worth leaders. During this development period, Grote will be
in regular contact with the Fort Worth project manager for guidance and approval of
drafts. Grote will probably also need to meet on-site for a final review of all
performance management materials and to begin the development of the training
design.
FIVE: Following approval by the City, Grote and the Fort Worth HR leadership team
will determine the most appropriate training delivery process to meet Fort Worth's
management development needs. The most likely approach will be traditional
classroom-based, instructor-led management seminars; however, web-based or CD-
ROM based interactive training and other possibilities may also exist. Whatever the
delivery system, Grote Consulting will design the actual training program and
develop all training and reference manuals.
Six: After approval of the training approach and materials by the City of Fort Worth,
Grote will create the training process required to inaugurate the system and develop
the skills and motivation to use it effectively by all Fort Worth appraisers. Grote will
also design an appropriate training/orientation programs required for non-
management Fort Worth employees / appraisees.
Once the training element of the system has been completed, the system will be
officially implemented and will go into full operation. However, more work is required to
assure total success.
SEVEN: Assuming that the performance management system provides for a mid-year
review (recommended), Dick Grote will meet with Fort Worth management after the
mid-year review has been completed to review the results and determine any changes
required to assure the system's on-going effectiveness.
EIGHT: Following this six-month review meeting, Grote will then meet annually for
one day with the City of Fort Worth. The agenda for these meetings will be
specifically determined as the time for the meeting approaches, but is likely to
include the following items:
❑ Refresher training for Fort Worth appraisers
❑ Training for new Fort Worth appraisers
❑ On-going review of performance management activities and results
❑ Updating forms and procedures to assure the incorporation of best-
practice methodologies
❑ Operational changes to forms, competencies, system structure, based on
Fort Worth experience etc.
MANAGEMENT FORUM: As part of this plan of action, Dick Grote will also speak at the City
of Fort Worth's Management Forum to build understanding, acceptance and support for
the city's new performance management system.
ONGOING TECHNICAL SUPPORT: Beginning with the start of the project, the Fort Worth
HR Director and the senior management team will have unlimited technical support
through 1-800 access to Grote Consulting for discussion and recommendations any time
a performance management issue that is particularly difficult or precedent setting arises.
CONSULTANT QUALIFICATIONS
Dick Grote is uniquely qualified to provide assistance to the City of Fort Worth in developing
a best-practice performance management system:
❑ Grote is the author of the book, The Complete Guide to Performance Appraisal.
Published by the American Management Association, the book was a major book club
selection and is now in its sixth printing. Grote's new book, The Performance
Appraisal Question and Answer Book, will be also published by the American
Management Association and will be released in April, 2002.
❑ Grote served as the subject-matter expert for the 1999 national benchmarking study
of best practices in performance appraisal sponsored by the American Productivity
and Quality Center (APQC) and Linkage, Inc. and underwritten by DDI and 19 major
public- and private-sector sponsors.
• Dick Grote's article about the results of the APQC benchmarking study, "Secrets of
Performance Appraisal: Best Practices from the Masters," was the cover story in the
May, 2000 issue of Across the Board, the publication of The Conference Board.
• Grote's article, "Performance Appraisal Reappraised," appeared in the January-
February 2000 issue of the Harvard Business Review. The article highlights the
innovative approaches America's public sector organizations are taking in developing
performance management systems.
❑ In 2000 and 2001, Dick Grote presented a pre-conference workshop, "Performance
Management: Best Practices; New Directions," for the SHRM Annual Conference in
Las Vegas and will conduct a similar workshop at the Linkage Organizational
Excellence Conference in Chicago. He delivered the closing general session address
for The Conference Board's annual HR Conference in New York and for the
International Personnel Management Association's (IPMA) annual conference in San
Francisco. He has spoken at every Governing magazine national conference since
1999.
❑ Grote has recently created performance management systems for a wide variety of
organizations, including Miller Beer, Andersen Worldwide, CARE, Caterpillar, Texas
Instruments, the City of Houston, the City of Irving, the City of Winston-Salem, the
Minnesota Department of Transportation, and the National Security Agency.
• Grote has developed an enormous library of resource materials on performance
management that make the difficult job of using a performance management system
straightforward and trouble-free. Grote will specifically provide a license for the City
of Fort Worth to use any of this library of materials as part of this project.
• Dick Grote has been a consultant in performance management for 24 years.
Performance management is our only business. Public sector is our specialty.
ADMINISTRATION AND INVESTMENT REQUIREMENTS
Dick Grote, president of Grote Consulting Corporation, will be the project manager and will
personally facilitate all meetings and construct all forms and documents. Dick Grote will
also design and conduct all training programs.
Grote Consulting's fees are always based on the nature of the project, the objectives to be
accomplished, and the value to the client organization, and not on units of time. This
arrangement encourages you to call us or to extend meetings without worrying if the meter
is running, and allows us to perform unscheduled work or to suggest additional areas of
focus without concern for increasing your investment.
The professional fee for all project activities required to develop the City of Fort Worth
performance management system, will not exceed $60,000. This project fee includes
❑ Working with Fort Worth senior HR and operating management to identify job
families and core competencies.
• Conducting all system development meetings with the HR professional staff,
the senior city leadership, and the performance appraisal implementation
team.
• Development of unique Fort Worth performance appraisal forms,
administrative procedures, materials and resources.
• Development and delivery of the Train-the-Trainer program for the new
appraisal system to a group of City of Fort Worth trainers.
❑ Conducting one training program for a group of senior city managers and the
group of trainers.
❑ Access to Grote Consulting's master performance appraisal form, model forms
from other organizations, and Grote Consulting's library of performance
management intellectual property.
❑ Revisions to materials as required.
❑ Production of electronic versions and camera-ready final copies of all
materials, including a license to use and reproduce all materials for use within
Fort Worth.
❑ Complete technology transfer.
The professional fee also includes Dick Grote's presentation at the city's Management Forum
and unlimited 1-800 telephone technical support at any time following implementation for
help with unusually difficult or precedent-setting performance management issues.
Grote Consulting's standard arrangement for payment of the professional fee for the similar
projects is one-third at the time of the acceptance of the agreement, one-third at the
conclusion of the system design meeting, and the final third at the conclusion of the first
training program. Travel expenses outside the D/FW area, if any, are calculated on the basis
of actual and reasonable. Expenses are compiled and invoiced with the professional fee. All
Grote Consulting's normal business expenses (phone, fax, mail, etc.) are included in the
professional fee.
Administrative Information
Dick Grote regularly writes about best-practice techniques and approaches used by our
clients. Grote Consulting agrees that any of Dick Grote's writings that mention the City of
Fort Worth or its system will be reviewed and approved in advance by the City. The City of
Fort Worth agrees to refer any external inquiries about its performance management
system to Grote Consulting for response and agrees not to provide any materials containing
Grote Consulting's intellectual property to any person or organization external to Fort
Worth. In return, Grote Consulting agrees to secure the City of Fort Worth's permission
before referring any prospective client to the city for information.
Grote Consulting Corporation and the City of Fort Worth agree that all work performed on
this project is for the sole and exclusive use of City of Fort Worth, and not for any other
entity.
We will sign nondisclosure agreements as requested. All of our work is conducted within
strict bounds of confidentiality.
This project is noncancellable, and agreed-upon payment terms are due as described.
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However, you may postpone or delay any part of the work in progress without penalty. In
addition, our work is guaranteed. If we do not meet your objectives, and cannot meet them
after your notification and an attempt to correct the shortcoming, we will refund your full
fee. This has been our commitment to our clients for over 24 years.
Acceptance
Submitted by Grote Consulting Corporation Accepted for the City of Fort Worth by:
by:
Dick Grote Name:
President Title:
15303 Dallas Parkway, Suite 645 Address:
Addison, Texas 75001-6725
972-702-7555 Telephone:
972-702-7560 Fax Fax:
March 21, 2002 Date:
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City of Fort Worth, Texas
Mayor and Council Communication
DATE REFERENCE NUMBER LOG NAME PAGE
3/26/02 **C-190157 14GROTE 1 of 2
SUBJECT PROFESSIONAL SERVICES AGREEMENT WITH GROTE CONSULTING CORPORATION
FOR ASSISTANCE IN DESIGNING AND IMPLEMENTING A NEW PERFORMANCE
EVALUATION SYSTEM
RECOMMENDATION:
It is recommended that the City Council authorize the City Manager to execute a professional services
agreement with Grote Consulting Corporation for assistance in designing and implementing a new
performance evaluation system, at a cost not to exceed $60,000.
DISCUSSION:
The Public Strategies Group (PSG) was engaged in FY2000-2001 to conduct a strategic assessment of
City governmental operations. The purpose of the review was to identify opportunities for the City to
"take it to the next level". PSG identified key findings and recommendations in five areas of public-
sector organizational effectiveness:
Core (clarity of purpose); and
Customer (orientation toward interest of its residents); and
Consequences (accountability for performance); and
Control (decision-making alignment); and
Culture (work environment).
In the area of Consequences, PSG recommended that the performance management system provide
organizational accountability for producing results- for citizens and create the conditions to continually
improve performance. The performance management tools should be integrated at all levels of the
organization so there is alignment between the City's goals and the work that employees do every day.
The City's executive team strongly agreed with this recommendation, and in November 2001, during
the Department Head Retreat, identified as a high priority a redesign of the City's performance
appraisal tool.
While the City's current performance appraisal tool addresses the two key areas of performance ("how
we get the job done" and "what we get done"), it is not aligned with the strategic goals and is not
customized for the wide variety of jobs in the City. Also, it is not utilized as a performance management
tool, and the relationship it creates between performance and pay is not integrated with accomplishments
that support the City's•strategic goals.
As one of the first major process changes related to becoming a high performance organization and
one that "touches" all employees, it is critical that the performance evaluation incorporate components
that can serve as building blocks for future improvement in other processes. Developing such a
comprehensive system requires expertise not currently available in-house.
Grote Consulting Corporation focuses on performance management: performance appraisal systems
and discipline systems. Dick Grote is a nationally recognized expert on such systems, often quoted in
the Harvard Business Review and author of The Complete Guide to Performance Appraisal.
City of Fort Worth, Texas
Mayor and Council Communication
DATE REFERENCE NUMBER LOG NAME PAGE
3/26/02 **C-19015 1 14GROTE 2 of 2
SUBJECT PROFESSIONAL SERVICES AGREEMENT WITH GROTE CONSULTING CORPORATION
FOR ASSISTANCE IN DESIGNING AND IMPLEMENTING A NEW PERFORMANCE
EVALUATION SYSTEM
The scope of work for this contract includes:
• Creating a new performance appraisal system unique to the City of Fort Worth that incorporates.
all accepted best practices, as well as being customized for the City.. The system will include
appraisal forms for each job family and will recognize citywide competencies expected of all
employees, as well as job-specific competencies related to job families. Input from all levels of
the organization will be sought to ensure alignment. Emphasis will be placed on utilizing the
process as a performance-planning tool; and
• Ensuring that managers and supervisors are trained in the use of the new process by designing
and conducting a "Train the Trainer" program. Trainers throughout the City will then present the
training to managers and supervisors; and
• Designing the training program for the management and supervisory training, with emphasis on
the fact that performance management is an on-going process, not just an annual evaluation that
includes setting performance goals, measuring results, making the results matter, and learning
from the results. Included also will be skill training in dealing effectively with performance
problems.
M/WBE - A waiver of the M/WBE requirements was requested by the Human Resources Department
and approved by the M/WBE Office because the subcontracting/supplier opportunities are negligible
from the purchase source.
FISCAL INFORMATION/CERTIFICATION:
The Finance Director certifies that funds are available in the current operating budget, as appropriated,
of the General Fund. No funds were included in the Human Resources Department budget for this
expenditure, however, the department expects to absorb this expenditure within its existing appropriation.
CB:n
Submitted for City Manager's FUND ACCOUNT CENTER AMOUNT CITY SECRETARY
Office by: (to)
Charles Boswell 8511
Originating Department Head:
Linda Cobb 7783 (from) APPROVED 03/26/02
GG01 539120 0141000
Additional Information Contact:
Libby Lanzara 8552