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CONTRACT 6262 Professional Services Agreement CLOSEDAgreement No. 6262 Agreement No. _[City Clerk assigns]_ PROFESSIONAL SERVICES AGREEMENT BETWEEN OF EL SEGUNDO AND CPS HR CONSULTING This AGREEMENT is made and entered into this 11 ffi day of January, 2022, by and between the CITY OF EL SEGUNDO, a municipal corporation and general law city ("CITY") and COOPERATIVE PERSONNEL SERVICES dba CPS FAR CONSULTING, a California Joint Powers Authority ("CONSULTANT"). The parties agree as follows: 1. CONSIDERATION. A. As partial consideration, CONSULTANT agrees to perform the work listed in the SCOPE OF SERVICES, below-, B. As additional consideration, CONSULTANT and CITY agree to abide by the terms and conditions contained in this Agreement; C. As additional consideration, CITY agrees to pay CONSULTANT a sum not to exceed seventeen thousand dollars ($17,000.,00) for CONSULTANT's services. CITY may modify this amount as set forth below. Unless otherwise specified by written amendment to this Agreement, CITY will pay this, sum as specified in the attached Exhibit "A," which is incorporated by reference. 2. SCOPE OF SERVICES, A. CONSULTANT will perform services listed in the attached Exhibit "A," which is incorporated by reference, B. CONSULTANT will, in a professional maniner, furnish all of the labor, technical, administrative, professional and other personnel, all supplies and materials, equipment, printing, vehicles, transportation, office space and facilities, and all tests, testing and analyses, calculation, and all other means whatsoever, except as herein otherwise expressly specified to be furnished by CITY, necessary or proper to perform and complete the work and provide the professional services required of CONSULTANT by this Agreement. 3. PERFORMANCE STANDARDS. While performing this Agreement, CONSULTANT will use the appropriate generally accepted professional standards of practice existing at the time of performance utilized by persons engaged in providing similar services. CITY will continuously monitor CONSULTANT's services. CITY will notify CONSULTANT of any deficiencies and CONSULTANT will have fifteen (15) days after such notification to City of El Segundo Professional Services (REV 201& 05) Page 1 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ cure any shortcomings to CITY's satisfaction. Costs associated with curing the deficiencies will be borne by CONSULTANT. 4. PAYMENTS. For CITY to pay CONSULTANT as specified by this Agreement, CONSULTANT must submit a detailed invoice to CITY which lists the tasks performed, the percentage of the task completed during the billing period, the cumulative percentage completed for each task, and the total cost of that work during the preceding billing month. 5. NON -APPROPRIATION OF FUNDS. Payments due and payable to CONSULTANT for current services are within the current budget and within an available, unexhausted and unencumbered appropriation of the CITY. In the event the CITY has not appropriated sufficient funds for payment of CONSULTANT services beyond the current fiscal year, this Agreement will cover only those costs incurred up to the conclusion of the current fiscal year. 6. FAMILIARITY WITH WORK. A. By executing this Agreement, CONSULTANT agrees that it has: Carefully investigated and considered the scope of services to be performed; Carefully considered how the services should be performed; and iii. Understands the facilities, difficulties, and restrictions attending performance of the services under this Agreement. B. If services involve work upon any site, CONSULTANT agrees that CONSULTANT has or will investigate the site and is or will be fully acquainted with the conditions there existing, before commencing the services hereunder. Should CONSULTANT discover any latent or unknown conditions that may materially affect the performance of the services, CONSULTANT will immediately inform CITY of such fact and will not proceed except at CONSULTANT's own risk until written instructions are received from CITY. i. TERM. The term of this Agreement will be from January 11, 2022, to June 30, 2022. Unless otherwise determined by written amendment between the parties, this Agreement will terminate in the following instances: A. Completion of the work specified in Exhibit "A' B. Termination as stated in Section 15. City of El Segundo Professional Services (REV 2018.05) Page 2 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ 8. TIME FOR PERFORMANCE. A. CONSULTANT will not perform any work under this Agreement until: CONSULTANT furnishes proof of insurance as required under Section 22 of this Agreement; and CITY gives CONSULTANT a written notice to proceed. B. Should CONSULTANT begin work on any phase in advance of receiving written authorization to proceed, any such professional services are at CONSULTANT's own risk. 9. TIME EXTENSIONS. Should CONSULTANT be delayed by causes beyond CONSULTANT's control, CITY may grant a time extension for the completion of the contracted services. If delay occurs, CONSULTANT must notify the Manager within forty-eight (48) hours, in writing, of the cause and the extent of the delay and how such delay interferes with the Agreement's schedule. The Manager will extend the completion time, when appropriate, for the completion of the contracted services. 10.CONSISTENCY. In interpreting this Agreement and resolving any ambiguities, the main body of this Agreement takes precedence over the attached Exhibits, this Agreement supersedes any conflicting provisions. Any inconsistency between the Exhibits will be resolved in the order in which the Exhibits appear below: A. Exhibit: A: Scope of Work. 11.CHANGES. CITY may order changes in the services within the general scope of this Agreement, consisting of additions, deletions, or other revisions, and the contract sum and the contract time will be adjusted accordingly. All such changes must be authorized in writing, executed by CONSULTANT and CITY. The cost or credit to CITY resulting from changes in the services will be determined in accordance with written agreement between the parties. 12.TAXPAYER IDENTIFICATION NUMBER. CONSULTANT will provide CITY with a Taxpayer Identification Number. 13. PERMITS AND LICENSES. CONSULTANT, at its sole expense, will obtain and maintain during the term of this Agreement, all necessary permits, licenses, and certificates that may be required in connection with the performance of services under this Agreement. 14. WAIVER. CITY's review or acceptance of, or payment for, work product prepared by CONSULTANT under this Agreement will not be construed to operate as a waiver of any rights CITY may have under this Agreement or of any cause of action arising from City of El Segundo Professional Services (REV 2018.05) Page 3 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ CONSULTANT's performance. A waiver by CITY of any breach of any term, covenant, or condition contained in this Agreement will not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant, or condition contained in this Agreement, whether of the same or different character. 15.TERMINATION. A. Except as otherwise provided, CITY may terminate this Agreement at any time with or without cause. B. CONSULTANT may terminate this Agreement at any time with CITY's mutual consent. Notice will be in writing at least thirty (30) days before the effective termination date. C. Upon receiving a termination notice, CONSULTANT will immediately cease performance under this Agreement unless otherwise provided in the termination notice. Except as otherwise provided in the termination notice, any additional work performed by CONSULTANT after receiving a termination notice will be performed at CONSULTANT's own cost; CITY will not be obligated to compensate CONSULTANT for such work. D. Should termination occur, all finished or unfinished documents, data, studies, surveys, drawings, maps, reports and other materials prepared by CONSULTANT will, at CITY's option, become CITY's property, and CONSULTANT will receive just and equitable compensation for any work satisfactorily completed up to the effective date of notice of termination, not to exceed the total costs under Section 1(C). E. Should the Agreement be terminated pursuant to this Section, CITY may procure on its own terms services similar to those terminated. F. By executing this document, CONSULTANT waives any and all claims for damages that might otherwise arise from CITY's termination under this Section. 16.OWNERSHIP OF DOCUMENTS. All documents, data, studies, drawings, maps, models, photographs and reports prepared by CONSULTANT under this Agreement are CITY's property. CONSULTANT may retain copies of said documents and materials as desired but will deliver all original materials to CITY upon CITY's written notice. CITY agrees that use of CONSULTANT's completed work product, for purposes other than identified in this Agreement, or use of incomplete work product, is at CITY's own risk. 17. PUBLICATION OF DOCUMENTS. Except as necessary for performance of service under this Agreement, no copies, sketches, or graphs of materials, including graphic art work, prepared pursuant to this Agreement, will be released by CONSULTANT to any City of El Segundo Professional Services (REV 2018.05) Page 4 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ other person or public CITY without CITY's prior writte 18.INDEMNIFICATION. A. CONSULTANT agrees to the following: n i. Indemnification for Professional Services. CONSULTANT will save harmless and indemnify and at CITY's request reimburse defense costs for CITY and all its officers, volunteers, employees and representatives from and against any and all suits, actions, or claims, of any character whatever, brought for, or on account of, any injuries or damages sustained by any person or property resulting or arising from any negligent or wrongful act, error or omission by CONSULTANT or any of CONSULTANT's officers, agents, employees, or representatives, in the performance of this Agreement, except for such loss or damage arising from CITY's sole negligence or willful misconduct. ii. Indemnification for other Damages. CONSULTANT indemnifies and holds CITY harmless from and against any claim, action, damages, costs (including, without limitation, attorney's fees), injuries, or liability, arising out of this Agreement, or its performance, except for such loss or damage arising from CITY's sole negligence or willful misconduct. Should CITY be named in any suit, or should any claim be brought against it by suit or otherwise, whether the same be groundless or not, arising out of this Agreement, or its performance, CONSULTANT will defend CITY (at CITY's request and with counsel satisfactory to CITY) and will indemnify CITY for any judgment rendered against it or any sums paid out in settlement or otherwise. B. For purposes of this section "CITY" includes CITY's officers, officials, employees, agents, representatives, and certified volunteers. C. It is expressly understood and agreed that the foregoing provisions will survive termination of this Agreement. D. The requirements as to the types and limits of insurance coverage to be maintained by CONSULTANT as required by Section 22, and any approval of said insurance by CITY, are not intended to and will not in any City of El Segundo Professional Services (REV 2018.05) Page 5 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including, without limitation, to the provisions concerning indemnification. MASSIGNABILITY. This Agreement is for CONSULTANT's professional services. CONSULTANT's attempts to assign the benefits or burdens of this Agreement without CITY's written approval are prohibited and will be null and void. 20.INDEPENDENT CONTRACTOR. CITY and CONSULTANT agree that CONSULTANT will act as an independent contractor and will have control of all work and the manner in which it is performed. CONSULTANT will be free to contract for similar service to be performed for other employers while under contract with CITY. CONSULTANT is not an agent or employee of CITY and is not entitled to participate in any pension plan, insurance, bonus or similar benefits CITY provides for its employees. Any provision in this Agreement that may appear to give CITY the right to direct CONSULTANT as to the details of doing the work or to exercise a measure of control over the work means that CONSULTANT will follow the direction of the CITY as to end results of the work only. 21.AUDIT OF RECORDS. CONSULTANT will maintain full and accurate records with respect to all services and matters covered under this Agreement. CITY will have free access at all reasonable times to such records, and the right to examine and audit the same and to make transcript therefrom, and to inspect all program data, documents, proceedings and activities. CONSULTANT will retain such financial and program service records for at least three (3) years after termination or final payment under this Agreement. 22.INSURANCE. A. Before commencing performance under this Agreement, and at all other times this Agreement is effective, CONSULTANT will procure and maintain the following types of insurance with coverage limits complying, at a minimum, with the limits set forth below: Type of Insurance Commercial general liability. Professional Liability Business automobile liability Workers compensation Limits $2,000,000 $1,000,000 $1,000,000 Statutory requirement B. Commercial general liability insurance will meet or exceed the City of El Segundo Professional Services (REV 2018.05) Page 6 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ requirements of the most recent ISO-CGL Form. The amount of insurance set forth above will be a combined single limit per occurrence for bodily injury, personal injury, and property damage for the policy coverage. Liability policies will be endorsed to name CITY, its officials, and employees as "additional insureds" under said insurance coverage and to state that such insurance will be deemed "primary" such that any other insurance that may be carried by CITY will be excess thereto. Such endorsement must be reflected on ISO Form No. CG 20 10 11 85 or 88, or equivalent. Such insurance will be on an "occurrence," not a "claims made," basis and will not be cancelable or subject to reduction except upon thirty (30) days prior written notice to CITY. C. Professional liability coverage will be on an "occurrence basis" if such coverage is available, or on a "claims made" basis if not available. When coverage is provided on a "claims made basis," CONSULTANT will continue to renew the insurance for a period of three (3) years after this Agreement expires or is terminated. Such insurance will have the same coverage and limits as the policy that was in effect during the term of this Agreement and will cover CONSULTANT for all claims made by CITY arising out of any errors or omissions of CONSULTANT, or its officers, employees or agents during the time this Agreement was in effect. D. Automobile coverage will be written on ISO Business Auto Coverage Form CA 00 01 06 92, including symbol 1 (Any Auto). E. CONSULTANT will furnish to CITY duly authenticated Certificates of Insurance evidencing maintenance of the insurance required under this Agreement and such other evidence of insurance or copies of policies as may be reasonably required by CITY from time to time. Insurance must be placed with insurers with a current A.M. Best Company Rating equivalent to at least a Rating of "A.W." F. Should CONSULTANT, for any reason, fail to obtain and maintain the insurance required by this Agreement, CITY may obtain such coverage at CONSULTANT's expense and deduct the cost of such insurance from payments due to CONSULTANT under this Agreement or terminate pursuant to Section 155. 23. USE OF SUBCONTRACTORS. CONSULTANT must obtain CITY's prior written approval to use any consultants while performing any portion of this Agreement. Such approval must approve of the proposed consultant and the terms of compensation. 24.1NCIDENTAL TASKS. CONSULTANT will meet with CITY monthly to provide the status on the project, which will include a schedule update and a short narrative description of progress during the past month for each major task, a description of the City of El Segundo Professional Services (REV 2018,05) Page 7 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ work remaining and a description of the work to be done before the next schedule update. 25. NOTICES. All communications to either party by the other party will be deemed made when received by such party at its respective name and address as follows: If to CONSULTANT: CPS HR Consulting 2450 Del Paso Rd, Ste 160 Sacramento, CA 95834 Attention: Robert J. Lavigna Phone: (608) 395-8472 Email: rlavigna@cpshr.us If to CITY: City of El Segundo 350 Main Street El Segundo, CA Attention: Human Resources Dept. Phone: (310) 524- 2381 Email: hr@elsegundo.org Any such written communications by mail will be conclusively deemed to have been received by the addressee upon deposit thereof in the United States Mail, postage prepaid and properly addressed as noted above. In all other instances, notices will be deemed given at the time of actual delivery. Changes may be made in the names or addresses of persons to whom notices are to be given by giving notice in the manner prescribed in this paragraph. 26.CONFLICT OF INTEREST. CONSULTANT will comply with all conflict of interest laws and regulations including, without limitation, CITY's conflict of interest regulations. 27.SOLICITATION. CONSULTANT maintains and warrants that it has not employed nor retained any company or person, other than CONSULTANT's bona fide employee, to solicit or secure this Agreement. Further, CONSULTANT warrants that it has not paid nor has it agreed to pay any company or person, other than CONSULTANT's bona fide employee, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Should CONSULTANT breach or violate this warranty, CITY may rescind this Agreement without liability. 28.THIR© PARTY BENEFICIARIES. This Agreement and every provision herein is generally for the exclusive benefit of CONSULTANT and CITY and not for the benefit of any other party. There will be no incidental or other beneficiaries of any of CONSULTANT's or CITY's obligations under this Agreement. 29.INTERPRETATION. This Agreement was drafted in and will be construed in accordance with the laws of the State of California, and exclusive venue for any action involving this agreement will be in Los Angeles County. City of E! Segundo Professional Services (REV 2018.05) Page 8 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ 30. COMPLIANCE WITH LAW. CONSULTANT agrees to comply with all federal, state, and local laws applicable to this Agreement. 31. ENTIRE AGREEMENT. This Agreement, and its Exhibit(s), sets forth the entire understanding of the parties. There are no other understandings, terms or other agreements expressed or implied, oral or written. This Agreement will bind and inure to the benefit of the parties to this Agreement and any subsequent successors and assigns. 32. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a whole, and in accordance with its fair meaning; it will not be interpreted strictly for or against either Party. 33. SEVERABILITY. If any portion of this Agreement is declared by a court of competent jurisdiction to be invalid or unenforceable, then such portion will be deemed modified to the extent necessary in the opinion of the court to render such portion enforceable and, as so modified, such portion and the balance of this Agreement will continue in full force and effect. 34.AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action has been taken by the Parties to authorize the undersigned to execute this Agreement and to engage in the actions described herein. This Agreement may be modified by written amendment. 35.ACCEPTANCE OF ELECTRONIC SIGNATURES. The Parties agree that this Agreement, agreements ancillary to this Agreement, and related documents to be entered into in connection with this Agreement will be considered signed when the signature of a party is delivered by electronic {.pdf) or facsimile transmission. Such electronic or facsimile signature will be treated in all respects as having the same effect as an original signature. 36.CAPTIONS. The captions of the paragraphs of this Agreement are for convenience of reference only and will not affect the interpretation of this Agreement. 37.TIME IS OF ESSENCE. Time is of the essence for each and every provision of this Agreement. 38. FORCE MAJEURE. Should performance of this Agreement be prevented due to fire, flood, explosion, acts of terrorism, war, embargo, government action, civil or military authority, the natural elements, or other similar causes beyond the Parties' reasonable control, then the Agreement will immediately terminate without obligation of either party to the other. City of El Segundo Professional Services (REV 2018,05) Page 9 of 11 Agreement No. 6262 Agreement No. [City Clerk assigns]_ 39.STATEMENT OF EXPERIENCE. By executing this Agreement, CONSULTANT represents that it has demonstrated trustworthiness and possesses the quality, fitness and capacity to perform the Agreement in a manner satisfactory to CITY. CONSULTANT represents that its financial resources, surety and insurance experience, service experience, completion ability, personnel, current workload, experience in dealing with private consultants, and experience in dealing with public agencies all suggest that CONSULTANT is capable of performing the proposed contract and has a demonstrated capacity to deal fairly and effectively with and to satisfy a public CITY. [Signatures on next page] City of El Segundo Professional Services (REV 2018.05) Page 10 of 11 Agreement No. 6262 Agreement No. _[City Clerk assigns]_ IN WITNESS WHEREOF the parties hereto have executed this Agreement the day and year first hereinabove written, CITY OF EL SEGUNDO P Rebecca Redyk/ Director of Human Resources ATTEST: for Tracy Weaver, City Clerk JoaquinVazquez, DeputyCity Attorney City of El Segundo Professional', Services (REV 2018.05) Page 11 of 11 30 am " 0 0 $0 6"] MIONTA [oil a 41=4 I TV*] Ms M, I Sandy Maabonald-Hopp, Chief Financial Officer Ernployee Engagement Survey Services 2022 January 11, 2022 SUBMITTED BY, EXHIBIT A Agreement No. 6262 City of8 Segundo Employee Engagement Survey Services zo2z January 11L2O22 Ms. Rebecca Redvk Human Resources Director City ofBSegundo, CA Dear Rebecca: CPS HR Consulting is pleased to subm,it this initial proposal to the City of El Segundo to work with the City to administer an empIoyee engagement survey process, This proposal is based on our recent discussion. CPS HRUsaself-supporting government agency that specializes lmaddressing the unique challenges faced by other government agencies, We understand the context and environment of government and have been atrusted advismrtnour pubUc-sectorclients for31years. CPS HRdelivers breaWLhnmughso|uthon»to our 1,3OOclients nationwide that dramatically transform public -sector organizations topositively impact the communities, they serve. We have also worked with government agencies for more than ten years to design, administer, analyze theresu|tsmf—and take action on— employee surveys. This work will beperformed by the CPS HRInstitute fmrPubOcSectmrEmp|oyeeEngegememtm"vvhichisUedbynationaUyrecmgoizedengogementexperts. CPS HR recognizes the importance of an employee survey process that will support the Otv'sviaimn, mission, values and strategic planning. Our process will create baseline and actionable data 1oenhance your ability to deliver consistently high-qwaUity services to your community, and also attract and retain talent. CPS HRoffers: • Asingm|arfucusomthe public sector, including how bodrive change Unthe unique environment of government; • Team members with deep expertise hnemployee engagement; • Aproven model for measuring engagement and acting omthe results; • Survey questions specifically designed forguxernment, but customized tmmeet your needs; and e National benchmark data from our survey of public- and private -sector employees. We are excited by the potential to work with you on this im:portant project. We also believe that we are uniquely suited to help you during the Covd-19 pandemic, We offer fully remote presentations, focus groups and action -planning sess,ions. Please contact me (6�08-395-8472, with questions orfor more information. Sincerely, p=r� ���.-� �,. Robert 1Lavigna Director EXHIBIT A Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2022 CPS HR understands that the City of El Segundo wants to survey its approximately 390 employees, The City expects a survey process that incorporates leading employee survey practices. In addition to the standard survey questions, you may also want to include up to three open-ended questions allowing written, responses. We expect that all but about 50 employees will be able to receive and respond to an online survey delivered via email to each employee's work email address. Our understanding is that all El Segundo employees will be encouraged to participate and will beable to complete the survey online, eitherthrough their computers, smart phones or through a paper password invitation. The City would like cost information on both the Institute's standard survey services as well as optional services such as focus groups and action -planning sessions, should you need support taking action on, the survey results. CPS HR is a self-supporting government agency that specializes in addressing the unique challenges faced by other government agencies. We recognize the importance of an employee survey process that will support the City's vision, mission, values and strategic planning.Our process will create baseline and actionable data to enhance the ability of El Segundo to deliver consistently high-quaility services and attract and retain talent. This project will be managed by the CPS HR Institute for Public Sector Employee Engagement. The Institute is devoted to helping public -sector organizations measure and improve engagement, and conducting research to advance the state of knowledge about employee engagement, particularly in the public sector. CPS HR frequently works with government agencies to design and administer employee surveys on engagement, strategic planning, performance management, training needs, and customer service, Project Team The Institute project team members willl include Project Director Bob Lavigna and Principal Consultant Janelle Callahan. If needed, we will also, assign additional consulting and administrative support staff. Bob Lavigna, a national authority on employee engagement, is the author of Engaging Government Employees: Motivate and Inspire Your People to Achieve Superior Performance (American Management Association), the only book that addresses the challenges of measuring and improving engagement in the unique environment of government. Bob has spoken about engagement throughout the U.S. and abroad. He was selected as "Public Official of the Year" by Governing, Magazine and is an elected Fellow of the National Academy of Public Administration. In a previous position, as VP -Research for the, nonprofit Partnership for Public Service, he produced the annual "Best Places in the Federal Government" ratings and rankings. He was also the Assistant Vice Chancellor and Directorof Human Resources at the University of Wisconsin, where he led the development and administration of three campus -wide engagement surveys. EXHIBIT Agreement No. 6262 City ofB Segundo JaneUe Callahan also led the "Best Places to Work in the Federal Government research and was a Research Fellow with The Engagement Institute"', o umrnmumi1y of practice that includes, public- and private -sector organizations committed to exploring and improving engagement. She has more than 15 yearsofexpehencemonduoLingreseamzhand'vvork|ngwbh|eadecstmsuppmrttheeffec±imenessnfpub[ic institutions. Prior tojoining CPS HR, Janelle worked forthe Partnership for Public Service, the newspaper Education Week, and the Institute for Learning |nnovation. She is directly involved herself in local government, serving, asaPlanning Commissioner for her home city, Bob will be responsible for the overall success of the project., Janelle, as Project Manager, will be the main contact on o]U operational' details. She will manage the survey schedule, administration, analysis, and reporting; troubleshoot any technical issues; and provide other assistance. We can provide more detailed r6sum6sseparately ifrequested. Methodology/Approach The CPS HR Institute for Public Sector Employee Engagement" will adapt our employee engagement model, shown below, to meet the City of E/ Segmmdo"s specific needs and requirements. Our approach/work plan proceeds from our process model. Adapted froEmployees (American Management Association) by Bob Lavigna We believe employee engagement can —and should — be measured. Government organizations should survey their employees tm measure engagement levels, and to understand what drives engagement. Surveying employees is only the start, however. The real payoff is identifying and taking action toimprove engagement. While there is no one -size -fits -all solution, to building a high level of engagement, the CPS HR[nsdtuteforPubUoSedorEmp|oVeeEnga8emmeutn^vvUl|everagedeomdemofnesearch,exper|ence, and insights to help guide E| Segundo on a path to improved engagement, as outlined in the model and description below. Also, as described below, we will not simply aippUy our model as an off -the -shelf tool. |myteed^ we will adapt ourapproa:ch to meet your specific needs and requirements, including offering a comprehensive survey question bank asthe starting point foryonrsurvey. In each section below, we describe how we will deliver all required'servi�es. Because this will be a highly collaborative effort, we also identify wh,ait we propose El Segundo's role will be in each phase. 1. Finalize and Plan Engagement Survey After we have a solid understanding of the City's goals and critical issues, we will work with you to finalize the survey and administration process. Our starting point will be CPS HIR Institute for Public Sector Employee EngagementTM Survey, with carefully constructed questions to measure engagement specifically EXHIBIT Agreement No. 6262 City ofEl Segundo inthe unique environment ofthe public sector, VVewill work with you Uzcustomize the survey bomeet your needs. Our standard survey includes about 50 questions in categories that include organizational mmiasiom; leadership; supervision; training and development; culture; and diversity, equity and inclusion. In addition, we can incorporate some questions from our national survey ufalmost 2O,OQQ public -sector employees onCOV|D-19workplace conditions. Below, as an illustration, are the questions in our survey that comprise our engagement index, We will workvvithBSegundo totaOorandfinaUoe1he sun/ey, including the demographic questions you dedde1u Employee Engagement Index (five -point response scale: "strongly dbagree"to "strongly agree") •| would recommend myorganization as a good place towork •|amproud when | tell others |ampart ofoyorganization • |fee| astnmmg personal attachment 10 my organization • Kdyorganization inspires me1mdothe best immyjob • | feel comfortable being myself otwork • My organization motivates mmtohelp achieve its mission. Optional: Wawill also develop and include uptothree open-ended questions, VVealso provide arange mfbendnmarksincluding from our online national survey ufthe U.S.workforce that represents a wide, range of industries/occupations and geographic locations, This dataset, available exclusively to our clients, will allow El Segmndo to compare its survey results (overall levels of engagement and question -by -question results) to the public sector as a whole, as well as to local government employees, the state and federal government workforces and private -sector employees. Unlike some other engagement survey providers, we do not use client data for benchmarks. Using client data can result in biased benchmarks because employees in organizations that use consulting services may differ from the general population, Further, client -based benchmarks will reflect the consultant's client profile, which will likely be skewed due to over -representation from certain geographic locations or industries where the consultant may focus. For these reasons, client benchmarks, even with extremely large numbers ofrespondents, donot offer high -quality comparisons [nthe section below, wedesoribethesteps CPS HRInstitute will take tonvorkvvithyou toplan and conduct the survey and take action on the results. Unless identified as~opkiomo|^"all the institute steps described below are included in, our standard package of services, Ouir optional services are listed and priced in the fee table at the end. Todesign the survey, the Institute will: 0 Provide our recommended survey questions as, amtading point. m Agree with EI Segundo on the questions to include in the survey, including up to 10 demographic questions (e.g.,gender, age, temure). m Create passwords linked to the personalized paper invitations for the approximately 50 employees who donot have oruse City email addresses, EXHIBIT A Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2022 1) Optional. agree on up to three open-ended narrative questions to include in the survey. Provide our communication guide and template, which includes communication suggestions and FAQs, to serve as a basis for a comprehensive communication strategy across El Segundo's workforce. Please note that the Institute will provide templates and advice, but the City will need to finalize any communications. ® Provide instructions for IT to "allow -list" our email invitations to ensure our emails are not diverted due to SPAM filters or network firewalls. e Program the survey in English. The City of El Segundo will: 0 Identify a point -of -contact for the Institute who can make, or coordinate, decisions on this project. Work collaboratively with the Institute to finalize the survey, including deciding which demographic questions to include, as well as any open-ended questions to include. Decide on up to 20 question -level breakout reports (e.g., departments). For smaller units, we will incorporate their results into the City-wide report. We can also roll up small -unit responses into a single separate category. Reporting needs must be identified at this stage. Provide an Excel file with accurate employee contact information (name, email address and organizational/work unit) for each employee. Please note: CPS HR needs to receive the final contact file and approved survey template one month before the desired launch date. Any subsequent changes to this final contact list — such as additions, deletions or other edits — may incur additional charges at the rate of $150/hour. Provide, in the contact file, the names and organizational/work units of the employees who do not use their City email addresses. Each of these employees will receive a unique password in a paper invitation. This will allow these employees to access the survey using the survey link and their password. Communicate to employees the cut-off date and who will be included in the survey (e.g., employees who started after the final contact file was submitted will not be included in the survey). Communicate about the upcoming survey by all -staff email and other forums (e.g., meetings, posters). Work with El Segundo IT to "allow -list" our email domain to ensure our email survey invitations with survey links are not rejected/SPAM filtered. Conduct the kick-off meeting We will conduct a remote kick-off (pre -survey) meeting with employees and stakeholders you designate. During the kick-off meeting, we will discuss the survey and survey process. In addition, we will cover what engagement is, why it matters (the business case for engagement), and actions that other public -sector organizations have taken to improve engagement. We will also emphasize that individual employee N EXHIBITA Agreement No. 6262 City mrEl Segundo Employee Engagement Survey Services 2o.2 2 survey responses will beconfidential; and the importance of communicating across the entire the City workforce to achieve a high response rate. The material we cover will also focus on how improving engagement can: help the City deliver the best possible services to its residents and stakeholders. Responsibilities to prepare for, and conduct, these meetings are as follows: The Institute* m Review background information, (e,g,, strategic plan/goals) to inform the meeting agenda. w Work collaboratively v«ithBSegomWmtosettbeagemdm. ° Conduct the remote kick-off meeting. w Optional: Conduct the kickoff inperson, with Bob Lavigma,atanadditional cost. The City of El Segundo: m Schedule the meeting, including inviting key leaders and other critical staff. Provide background information and feedback to help finalize the agenda. Toadminister the survey, the Institute will: Program and test the survey |nA|chemer"', our online survey platform. On request, x*ecan provide technical information/specificationis on the survey platform. Please note: ifrequired, vve can provide a 508-cnrmpOaot accessible survey for respondents. Some survey question types or administration techniques may not be possible if the survey must meet high accessibility standards. � Send an email invitation with the survey link tuabout 340 City employees, and also provide a Word file with personalized paper invitations for about 50 employees who do not regularly access their City email accounts. Employees will' be able to access the survey through desktop computers, mobile devices and smartphomes. In the invitation, we will emphasize that each employee's responses will be confidential. CPS HR assumes all employees who have access to email or the paper invitation will be able to complete the survey online, In the invitation, we will emphasize that each employee's responses will beconfidential. w Provide ainemail address for employees tucontact CPS HRwith technica[problems. Monitor and report on response rates during the survey period, and answer employee technical questions via email. The CPS HR Institute will provide two detailed response rate reports vvbOe the survey is being administered, and a final response rate report after the survey closes. w Send reminder emails to employees who have not yet responded during the survey period, EXHIBITA Agreement No. 6262 City ufEl 5e,gundm Employee Engagement Survey Service52022 City mfEUSegundo- Encourage employees to participate and, if necessary, answer any non -technical employee questions. ° ifnecessary, make arrangements (e.g., laptops or kiosks) for employees to complete the survey online. � Print and distribute the paper invitations with passwords. These invitations will be addressedto individual employees. VVestrongly recommend that the City distribute these invitations directly toeach employee and help them complete the survey immediately. Our analytical approach, applies a range of methods to identify strengths, opportunities for improvement and recommended actions. The CPS HR Institute will deliver a summary of findings report that includes El' Segundo -wide summary scores for level of engagement (Le., percent of employees who are fully engaged', somewhat -engaged and not emgaged). The I nstitute will ailso provide our proprietary benchmarks for overall engagement levels as well as for the individual questions imour survey. These benchmarks are for internal El Segundo use, tocompare the views of E| Segundo employees to other public- and private -sector employees, including in local We will also provide more detailed question'by-cluestionresults (i.e,percent positive, neutral and negative) for EUSegundooverall, and for upto 2Obreakouts (a.g,departments) throu8bour online tooi The tool will allow you to review, sort and drill down on questions, compare results with various benchmarks, and' download the results to Excel' or PDF. Please see the Appenclixfor online report samples. The Institute wUuse regression analysis Nidentify the questions that have the largest impact (i�the, key drivers) on the City of El Segundo engagement score, provided there are at least 100 responses. We will provide one key driver analysis for the entire City. In addition, if you chose to include up to three open-ended questions (an optional service), we will compile and report on the responses from the open-ended (verbatim) survey questions. Please note that wewill report these open-ended responses un-edited, except we will redact names/self-identification only, Our reporting will not include qualitative or content analysis of the written responses. There is an option for theCitytoeitherhaveaUkoommen1sinoneneport,orhawethecommemtsmepmrtedbydepart�mem1. The Institute will also offer recommendations to take action on key questions, from our resource library. These will range from no -cost quick wins tomore comprehensive solutions, Our recommendations will be smpp|emented by lists ofresources that include tools, temp|ates,, checklists, gmides, videos, articles and even books oneach key issue. 8Vealso believe it isimportant tmshare results with employees assoon aspossible afterthesurveydoses. Therefore, we will work with, you to plan how and when to share overall results with employees. We recommend sharing the City-wide results with employees within six weeks of the survey closing date, if possible, and breakout results (e.g., departments) soon after you release the City-wide results. EXHIBIT A Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2022 The Institute. a Provide access to our dynamic, web -based reporting tool that will allow El Segundo to conduct deep dives into question -level resuilts for the City overall, and for each of the up to 20 breakout groups. M Produce a PowerPoint El Segundo -wide overview report. 0 Conduct one key -driver analysis to determine which survey factors and questions have the largest impact on the City-wide employee engagement score. Recommend specific actions to improve employee engagement from our recommendations library, linked to El Segundo's overall survey results, Optional. At additional cost, conduct key -driver analyses for work units with at least 100 responses. Optional: At additional cost, provide recommendations for action for the organizational units identified for breakout reports. These recommendations will be based on, the unit results compared' to the overall El Segundo results. 0 Optional: Report the verbatim open-ended survey question responses with only names redacted. The City of El Segundo: 0 Share the 2022 overall results and describe next steps to employees, 01 Help protect the, Institute's proprietary benchmarks, * Complete our report access file to provide the email addresses of employees who need access to the survey resuilts reports. Please note that we, prefer to grant access for all the identified employees at one time based on the information you! provide in the report access, file. We cannot provide access on a rolling (one -by -one) basis, We also assume that only leaders and employees involved in action planning will need access to the online tool. * If any 508-compliant reports, are required, The City of El Segundo will be responsible for converting any PowerPoint or PDF deliverables to meet its specific needs. The online reporting tool is not 508-compliant because it is dynamic and interactive. We will present El Segundo's overall results in a remote meeting. We can also deliver this presentation in person, as an option at additional cost. We would need to know any Covid-19 precautions or requirements if you request any of our in -person options. Our analysis and reporting will reveal potential areas for El Segundo to focus on to improve employee engagement. Due to the large amount of data and reports that we will deliver, we can help you understand and take action on the survey results, and drill down on the results to identify strategies for taking action and improving engagement. An effective way to do this is by conducting focus groups and an action -planning workshop. These are optional, at additional cost. I EXHIBIT A Agreement No. 6262 City qfBSegundo Employee Engagement Survey Services 2022 Focus Groul2s These facilitated remote sessions allow small groups, ofemployees tm provide candid feedback on key areashigh|ightedintheoun/eyresu|ts.VVewvd|condmctthesess1mns,sorttbmcnn0denda|nexpmnseyintm categories and summarize the results inaPuwerPmintslide deck. Action -planning Workshop This remote facilitated and structured workshop will help your leaders (e.g, City-wide and from departments) discuss key, survey results and begin to develop action plans. Please note that we use Microsoft Teams for remote sessions, If you prefer different platform (e.g, Zoomm),E|Segundo may need Loprovide technical support, ° Present the survey results inaremote meeting. ° Optional: At additional cost, present the results in person with Bob Lavigna. w Optional: Atadditional cost, plan and conduct six remote focus groups (8Q'mlwmtesessions, with up to might employees per group) to drill down on the results. We will then submit a summary PowerPointreport nnthese discussions. w Optional: Atadditional cost, conduct remote action -planning workshop (two hours in, length, with up to 20 participants) with Ell Segundo execu�ives and/or implementation teams to help the City develop specific actions tmaddress issues identified inthe survey. * Note, we can, also conduct these sessions in person. On request, we can provide the costs for in - person sessions. The City ofBSegundo: ° Schedule the resuMspresentat|on,|ndudinginvitingkey|eademamndothercrb|ce|staff. ° Decide onthe actions tnimprove employee engagement. ~ Designate the employees who will participate in the focus groups and action-planni!ng workshop, if held, coordinate scheduling and resources (eg,, participants, dates, locations, AV), and provide participants with: any information and instructions they need to prepare for the sessions. 5^ Provide Follow-up Support Improving and maintaining employee engagement requires a sustained commitment to identify, act on, and evaluate the actions taken and understand what has, orhas not, worked. The Institute will support E| Segundo tosustain momentum and focus mmimprovement. Institute: w Provide two hours of telephone consulting on proposed actions, within 60 days of the clate we submit the results reports. The City ufE[Segundo: ° Identify any implementation concerns and how the Institute may he|p,. EXHIBIT A Agreement No. 6262 City of E! Segundo Employee Engagement Survey Services 2022 CPS HR frequently works with government organizations across the nation to design and administer employee surveys on engagement, strategic planning, performance management, training needs, and' customer service, our experts have enabled public -sector organizations, including local governments, to conduct engagement surveys of workforces with more than 10,000 employees. Some examples:. Los Angeles County, CA Employee Retirement Agency— 2021 • Alameda County, CA Water District-2018, 2021 • Dallas Area Rapid Transit — 2108, 2021 • Bolano County, CA -- 202.1 • Zone 7 (Live rmore-Amador Valley), CA "Water District — 2021 • Tulare County, CA Health and Human Services — 2021 • City of Norfolk, VA — 2021. • City of Memphis, TN — 2017, 2018, 2019, 2020 • City of Riverside, CA — 2020 Fairfax County, VA Department of Public Works — 2018, 2020 • Ventura County, CA-2019, 2020 • First S Santa Clara County, CA — 2020 • State of CA Environmental Protection Agency — 2020 • State of CA Water Board — 2020 County of Roanoke, VA-2019, 2020 City of Henderson, NV — 2018,.2019, 2020 City of Corvallis, OR — 2017, 2020 City of San Antonio, TX — 2018, 2019 01 State of CA Department of Transportation — 2019 Pinellas, FL Suncoast Transit Authority — 2018, 2019 City of Rochester, MN'— 2019 Hillsborough, FL Area Rapid Tra nsit — 2018 County of Los Angeles, Department of Human Resources — 2019 I nyo County, CA — 2019 State of CA Department of Housing and Community Development — 2018 State of CA Department of Water Resources 2018 We can provide specific references on request. EXHIBIT Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2022 Schedule and Fees To deliver exceptional service and successfully conduct the engagement survey, we propose the timeline of activities, listed in, the table below. Our schedule will enable us to work with, the City of Ell Segundo to conduct the survey, deliver results reports, support you to develop an action plan and implementation strategy, act on the plan, and evaluate progress. This schedule will require close communication between El Segundo and the CPS HR Institute, as well] as timely City feedback and' approval on survey stages and products. After we have a signed contract, we will create a project timeline, and set a target survey launch date., Next, once we agree on the survey questions, and receive El Segundo's list of employees with valid email addresses, we can launch the survey in approximately four weeks. The timeline also incorporates a three- week period for employees to, complete the survey, and four weeks for the Institute to analyze results and prepare reports. CPS HR will complete this project for a fixed fee of $,12,900 for all of the survey services included in the package below ("included services" in red). We also list costs for additional optional services (in blue). We will bill one-half of the standard services total ($6,450) after the survey closes, and the remaining amount ($6,540) after we submit reports. We will bill any optional services after we deliver them, CPS HR will honor this price quote for 60 days from the date of this proposal. We will be happy to discuss adjustments to this work plan that may also result in adjustments to our cost proposal. EXHIBIT A Agreement No. 6262 City of El 5egundo Employee Engagement Survey Services 2022 /00 ;1 11 =I W 1. Finalize and plan o Tailor and finalize the survey/process IncluIII dII e up to 3 open- $525 engagement survey., o Develop survey plan and milestones ended questions conduct kick -Off 0 Provide communication guide Conduct in -person Quote available meeting (weeks 1�6) * Conduct remote kick-off meeting kickoff on request 1 # Launch survey by sending email tations With individual survey I inks to about 340 employee's 2. Administer survey e Provide password inVitation0or about, (weeks 6_8) 50 employeesty print and distribute) e Monitor response rates and send 3 response rate reports 9 send email reminders to employees ................. * Answer employee questions via email ... . ... . . .... Weliver additional $100/report* # �rovidle results reports VowerPoiInt breakout reports Summary of finidings, question-levet Provide $150/report* reports for El Segundo, up to 20 recommendations and provide department/work unit question -level for action at the recommendations reports) department/ unit (weeks 9-14) * Provide 1 El Segundo -wide key driver level analysis Conduct additional $650/anadysis * Provide recommendations 'Or action key -driver a nailyses for El Segundo,overall (requires at least 100 responses) II 4. Present results and # Present results via remote meeting Presents results take action (week 15) . in person 5. Provide follow-up support (weeks o Provide 2 hours of telephone 16-24) consulting on proposed actions IIIII . . ............... .................. Conduct and report $7,580 on 6i remote focus groups and deliver summary PowerPoint 6� optional: Conduct report" focus groups/action- Conduct remote $2,340 planning workshops action -planning (weeks 1&24) workshop" Conduct in -person Quote focus groups or available, on action-planniing request * Additional analysis (e.g., new combinations of results) is not included. **If El Segundo chooses to conduct fewer or more focus groups or action-planniing session, we will adjust price EXHIBIT A Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2022 Appendix O fl n ice, Report rrcpoI !/ u f pl !, ' s Our online tool will allow you to compare your results with our national benchmarks, plus a benchmark we will create for the City of El Segundo's overall 2022 results (i.e., to allow departments/work units to analyze their results compared to the overall El Segundo results). The tool will allow you to easily select and view any benchmark gap, defined as the difference in the percentage of positive responses, ands download results to P0F or Excel. The screenshots below are examples from a sample report„ showing the overall Newel of engagement, engagement by demographic group, question -by -question results, and the demographic expansion for a sample question. This sample report is an example of an overall question - level report, or a breakout report with 10 or more responses. To protect confidentiality, we report levels of engagement and demographic results expansions only when there are 10 or more responses. SAMPLE REPORT a LEVEL OF ENGAGEMENT Report Overall - Sample What i's YOUr gender? SAMPLE REPORT so fies^pom,e 460 ftrrrrclvrxhm4 wr�ntin uri', r,i i .I 610aphy Nu,,u f.2UESHON h NEGAfilYk': NEUtbLiL, YCYS OWE MEAN GAP 116`i LL th ki„rr9 of wo,k 1 5r, 5.9'?`4 16.456 83.254 4.21 -5 l Wlmvv„^M us r,up,d E71m kvo¢Lejob 11% 1o:)°J'n 781,5 4 -Ti K/ph erns,-, r uad mt rEnryr,Ir swntl'k,Mir�s 19.2 JA 146yre 6Ci2I'llr 37 -14 1,rmwv h e tl cha11 r, d by noye,,,,k 20356 UY/11 66;d1,1,+ 368 -4 EXHIBIT A Agreement No. 6262 City of Ef Segundo Employee Engagement Survey Sew ceS 2022 Expand by I`ME , ItIsYOUfGcPdv? ® I MINIt 11" 1'. " 1 Pm 3 OTht, NotAvoim -I I iric = rot 10 o" wom .'spol I "t'i fo, t Iw, g"""P A hcfv.)OI to, EXHIBIT A Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2022 PDF and Excel Download Samples The example below shows how question -by -question results appear when downloaded into PDF or Excel. The gap column shows the difference in the percentage of positive responses for thi:s organization compared to our benchmarks for government overall (federal, state and local government employees combined). CPS, HR Amw CONSULTING lvm%� Survey Report: Sample Repol Benchmark. Government Sector Question I like the kind of work I do I know what is expected of me on the job My job makes good use of my skills and abilities A I j;Sample Report 2 !i Benchmark: Government Sector 3 Printed: 12/12/2019 4 5 Question 6 1 like the kind of work I do 7 1 know what is expected of me on the job 8 My job makes good use of my skills and abilities 9 111 am sufficiently challenged' by my work Responses:460 Negative Neutral Positive Mean Gap 5.5% 11.4% 83.2% 4.21 -5 Action Plan Reco niTienclations keports 11.1% 10% 78.9% 4 -12 19.2% 14.6% 66. % 3.7 -14 B C D E F G Negative Neutral 5.50% 11,40% 11.10% 10% 19.20% 14.60% 20.30% 13.50% Positive Mean 83.20% 4.21 78.90% 4 66.20% 3.7 66.20% 3.68 Gap from Category -5 My Work -12 My Work -14 My Work -4 My Work our reports will also enable El Segundo and its departments/work units to identify the specific questions to focus on in action, planning. We will provide customized recommendations reports for the key driver questions for the City overall, and as an optional service, for each of the up it 20 breakouts. Our recommendations are based on 1) the questions identified' as most important in the key driver analysis; or 2) the questions with the largest negative benchmark gaps (i.e., between the department/unit breakout and The City of El Segundo overall), Our online tool also allows users to enter, save and share notes. Here is an example of recommendations and resources from our recommendations library for a survey question in the "Leadership and Managing Change" survey category. EXHIB[TA Agreement No. 6262 City ofBSegundo Employee Engagement Survey Services 2022' Question: When changes are rnade in my orgciriization, they are usually for the better" Understanding the, Question Change can create uncertainty and anxiety for employees, This can be particularly true ifemmoloxees don't feel changes are commu nicated or managed well, or don't understand why the change is good for them orthe organization. Employees will beless apprehensive, about change |fthey believe that changes are positive. Thought Starters * Have here been recent changes that employees may beresponding to? ° What approaches, does the organization use, tmmanage and communicate about changes? o Do managers/supervisors understand their role in communicating about, and help employees adapt to,chan0es? w VVastheoaaoementchaingeinitlat|uethatvventvweO9VVhatdldyou|earn? ° Was there a recent change initiative that didn't go well? What did you learn? Action Plain Steps * Develop, commumicateand implement standard change management process. ° Ensure that managers/supervisors understand their key role in connmmumicating about, and implementing, change. � Help managers/supervisors develop (e.g., through training, coaching, and feedback} good communication skills. � Organizations can't over-comnrmunicate.Create a communication plan for major changes and then communicate early and often about the changes. Emphasize the reasons for the change, ° Because different employees respond to different forms of communication, use a variety of connrmumication media (e.g., email, meetings, forums, FAQs, posters, vvebsite). ° Pay particular attention to reaching out to employees who are more di�ff icu|ttn reach (e.g., who work |nthe field or on different shifts). ° As much as possible, involve employees in the change process (e.g., solicit their opinions before making changes). If employees feel that their opinions are heard they may be less likely to resist change. �r i EXHIBIT A Agreement No. 6262 City of EI Segundo Employee Engagement Survey Services 2o22 Sample Resources Leadership and Managing Chiange Guides, Templates, Checklists, and Other Resources o Prosci. "Resource Center: Explore Our Change Management Resources," Retrieved from https://www,prosci.com/resources o Society for Human! Resource Management. "Managing Organizational Change." Retrieved from https://www.sh!rm.org/resourcesandtools/tools-and- sampilesltoolkitsZpages/managingorganizafiona.tchange,aspx a Ramos, D. (2016, December). "Free Change Management Templates," Smortsheet. Retrieved from Lv(jps�:w wyv. s ai a r ts h e e t. co ni /f re e -q o Template. "Communication Strategy Temiplate - 11+ Word, PDF, Documents Download," Retrieved from hj!2://wwwv.temPlate.net plate/ Videos TED (2010,,May 10). "How great leaders inspire action I Simon Sinek." YouTube. Retrieved from littasILwwwyoLikLibecoiiiLwatcli?v=qPOHIF3Sfl4 * Kauffman Founders School (2014, July 23). "Leadership and Motivation: Motivating by Autonomy." YouTube. Retrieved from https://www.voutube.com/watch?v=ninclhmZLwOY * Lyon, A. (2017, May 30). "Leading by Example." YouTube. Retrieved from https://www.youtube.comi/watch?v=WtfnPOc5uPo McKinsey LD (2014, May 20). "McKinsey on Change Management." YouTube. Retrieved from https://www.youtube.com/watch?'v=k69i VAhEcCz EXHIBIT A Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2a.22 Articles o Lavigna, R, (2017, January). "Political' Transitions - A Unique Opportunity to Focus on Employee Engagement," PA Times. Retrieved from LitiqYj&Lginies. _lLq_ 2pj2ortu nit-yjocus-grn plQy!-e-ent o Checinski, M., Dillon, R., Hieronimus, S., & Klier, J. (2019,,March). "Putting people at the heart of public -sector transformatiions."' McKinsey& Company. Retrieved' from https:lZwww. mcki.nsey.com/industries/12ublic-and-social-sector/our-insights/putting-12eople-a,t-the- he a rt-of-pu bi ic-s ector-tra nsform at ions De Smet, A., Rubenstein, K., Schrah, G., Vierow, M., & Edmondson, A. (2021, February), "Psychological safety and the critical role of leadership development," McKinsey & Company. Retrieved from https:/Nww,mckinsey.com/business-functions /organization/" ­ our - insights/psychollogic:al-safety-anid-the-critical-role-of-leadershi-development Basford, T. & Schaninger, B. (2016, April), "The four building blocks of change." McKinsey Quarterly. Retrieved from https://www,mckinsey.com/business-functions/­organizatiion/"our-insightslthe-four- building-bIocks--of-change a Fernandez, S. & Rainey, H. G. (2006, April), "Managing Successful Organizational Change in the Public Sector." Public Administration Review. Retrieved from .edu L1t1L0 !Pj111j_aYj'i1_@Y1 —CU 11Y Ifiles ManavngChan&gpdf - lbarra, P. (2017, June). "Curating a Healthy Workplace Culture in Government." Governing. Retrieved from https://www.govern i ng. comla rchive/col-cu rati ng-health y-h igh -perform i ng-culture- govern ment-workforce, html o Brown, T. (2021, March). "6 Communication Tips to Keep Employees Engaged During Change." Association for Talent Development. Retrieved from https://www.td.org/insights/"`6-communicgtion- tips-to-keep-employees-engaged-during-change * Lavigna, R. (2016, November). "Employee Engagement: It's About Leadership," PA Times. Retrieved from ht�PJLP-L(liiLes—orgLeiap-lpy�.g:gogMeiiieiit-its-lead(Lr.sl-C_ip/ - Edgette, F. K. (2015, May). "The Personal Side of Public Leadership," Governing. Retrieved from htw/ww"i ggyr-rning r- ZvoicesLcol-persoi,ial-strateRies-traits-p�,iblic- leadeLship,libIll o Kamensky, J. (2013, March). ""The 7 Characteristics of Highly Successful Government Leaders." Government Executive., Retrieved from lit t..p://www.ggvexec. com/excel I e n ce amisi jLractiqg�sZjg 3LQj -haracteristics-l_ii2ily-successftalygvc-,ri,in,ieiit-leaciersL6'167S Ferguson, J., Ronayne, P., & Rybacki, M. (2014). "Public Sector Leadership Challenges: Are They Different and Does It Matter?" Center for Creative Leadership. Retrieved from LittpjwwWccl�Lwp-c_onteiitj!�l_�oacisZ20.t5/04/PublicSectorLeaciefgCipClialleiig.ts.L)cLI N EXHIBIT A Agreement No. 6262 City of El Segundo Employee Engagement Survey Services 2o22 Books Kotter, J'. P. (2008). Leading Change. Harvard Business Review Press. (!)ItjL �,gwww-amazrpn--com -New-Pireflce-Authol /1,/1422196431. Hiatt, J. M. (2006). ADKAR: A Model far Change in Business, Government and Our Community. Prosci Learning Center Publications. (littps://www.ciiTiazoii,cgiDL/�DlAR-Change-Business-goierririient- Conirnunit M113/1930885504) * Kouzes, J. M. & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jlosse,y-Bass. (htti2s:Z/www.amazon.comi/­gp/product/`Bo6XYZR8LZ/ref=dbs a def rwt bibl vppi io) * lbarra, H. (2015). Act Like a Leader, Think Like a Leader. Harvard Business Review Press. (https://www.amazon.com/Act-Like-Leader- Think/dP/1422184j22Zref=tnnrn h,rd swatch 0? encoding=UTF8&gid=&sr=) * Whitter, B. (2019),, Employee Experience: Develop a Happy, Productive and Supported Workforce for Exceptional Individual and Business Performance. Kogan Page. (https://www.amazoii.co,m/Employee-Experience-Productive-Exceptiona1- Performance/dp/0749491728) Mautz, S. (2015). Make It Matter: How Managers Can Motivate by Creating Meaning. AMACOM. (tlLtps://www.�llnclzoncojiiLN4ake-Matter-N/la�ia rs-MoUvate-CreatingLcip/0814 3(517)0 9.9 _ j— M