The URL can be used to link to this page

CONTRACT 7013 Professional Services AgreementAgreement No. 7013 Agreement No. PROFESSIONAL SERVICES AGREEMENT " BETWEEN TM THE CITY OF EL SEGUNDO AND COOPERATIVE PERSONNEL SERVICES dba CPS HR CONSULTING This AGREEMENT is entered into this 1st day of July, 2024, by and between the CITY OF EL SEGUNDO, a municipal corporation and general law city ("CITY") and COOPERATIVE PERSONNEL SERVICES dba CPS HR CONSULTING, a California Joint Powers Authority ("CONSULTANT"). 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 twenty-five thousand dollars ($25,000.00) 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 manner, 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 .1. Rev 4/4/24 Agreement No. 7013 Agreement No. 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 (all as set forth in Exhibit "A") the tasks performed, the percentage of the task completed during the billing period, the cumulative percentage completed for each task, 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: i. 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. 7. TERM. The term of this Agreement will be from July 1, 2024, to June 30, 2025. 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. 8. TIME FOR PERFORMANCE. -2- Rev 4/4/24 Agreement No. 7013 Agreement No. 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 hours (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 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 -3- Rev 4/4/24 Agreement No. 7013 Agreement No. 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" 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. Notwithstanding the foregoing property of CITY, CONSULTANT retains all right, title, and interest in and to all intellectual property including but not limited to all training, testing or assessment products, inventions (patentable or otherwise), discoveries, improvements, copyrightable works, survey content, and any other media, materials, or other objects. -4- Rev 4/4/24 Agreement No. 7013 Agreement No. 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 other person or public CITY without CITY's prior written approval. All press releases, including graphic display information to be published in newspapers or magazines, will be approved and distributed solely by CITY, unless otherwise provided by written agreement between the parties. 18.INDEMNIFICATION. A. CONSULTANT agrees to the following: L 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. il. 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. 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 222, and any approval of said insurance by CITY, are not intended to and will not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including, without limitation, to -5- Rev 4/4/24 Agreement No. 7013 Agreement No. the provisions concerning indemnification. 19.ASSIGNABILITY. 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 is it 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: Commercial general liability Professional Liability Business automobile liability Workers compensation Limits $1,000,000 $1,000,000 $1,000,000 Statutory requirement B„ Commercial general liability insurance will meet or exceed the requirements of ISO-CGL Form No. CG 00 01 11 85 or 88. 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 -6- Rev 4/4/24 Agreement No. 7013 Agreement No. 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). Notwithstanding the foregoing, if CONSULTANT owns no autos, automobile insurance coverage will be satisfied under this Agreement if CONSULTANT furnishes a non -owned auto endorsement to its general liability insurance referenced above. 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:VII." 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 15. 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.INCIDENTAL 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 -7- Rev 4/4/24 Agreement No. 7013 Agreement No. 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: Attention: Janelle Callahan CPS HR Consulting 2450 Del Paso Rd., Ste 160 Sacramento, CA 95834 (916) 471-3381 jallahan@cpshr.us If to CITY: Attention: Dana Hang City of El Segundo 350 Main Street El Segundo, CA 90245 (310) 524-2381 dhang@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. PROHIBITED USE OF ARTIFICIAL INTELLIGENCE. A. Restriction on Artificial Intelligence Usage. CONSULTANT must not utilize, employ, or incorporate any form artificial intelligence, machine learning, or other similar technologies (collectively, "Al") in the provision of professional services in this Agreement without CITY's express written consent. B. Exclusions. The Al prohibition set forth directly above will not apply to general business tools and software that may have Al components but are not directly involved in the execution or delivery of professional services that this Agreement covers, provided that such tools and software do not significantly impact the quality or nature of such services. C. Notification. CONSULTANT must promptly notify CITY, in writing, of any proposal to employ Al in connection its provision of services to the CITY under this Agreement. CITY will have the sole discretion to grant or deny such proposal. 27.CONFLICT OF INTEREST. CONSULTANT will comply with all conflict of interest laws and regulations including, without limitation, CITY's conflict of interest regulations. -8- Rev 4/4/24 Agreement No. 7013 Agreement No. 28.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. 29.THIRD 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. 30.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. 31.COMPLIANCE WITH LAW. CONSULTANT agrees to comply with all federal, state, and local laws applicable to this Agreement. 32. ENTIRE AGREEMENT. This Agreement, and its Attachments, 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. 33. 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. 34.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. 35. AUTHORITYIMODIFICATION. 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. CITY's executive manager, or designee, may execute any such amendment on behalf of CITY. 36. ELECTRONIC SIGNATURES; SIGNATURE AUTHORITY. This Agreement may be executed by the Parties on any number of separate counterparts, and all such counterparts so executed constitute one Agreement binding on all the Parties -9- Rev 4/4/24 Agreement No. 7013 Agreement No. notwithstanding that all the Parties are not signatories to the same counterpart. In accordance with Government Code § 16.5, 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 transmission. Such electronic signature will be treated in all respects as having the same effect as an original signature. CONSULTANT warrants that its signatory (or signatories, as applicable) to this Agreement has the legal authority to enter this Agreement and bind CONSULTANT accordingly. 37.CAPTIONS. The captions of the paragraphs of this Agreement are for convenience of reference only and will not affect the interpretation of this Agreement. 38.TIME IS OF ESSENCE. Time is of the essence for each and every provision of this Agreement. 39. 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. 40. 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] -10- Rev 4/4/24 Agreement No. 7013 Agreement No. IN WITNESS WHEREOF the parties hereto have executed this contract the day and year first hereinabove written. CITY OF EL SEGUNDO COOPERATIVE PERSONNEL SERVICES dba CPS HR CONSULTING mgc Rebecca Redyk Sandy (MacDonald -Hopp Human Resources Director Chief Financial Officer ATTEST: Tracy Weaver, City Clerk APPROVED AS TO FORM: MARK D. HENS.EY, City Attorney L0 Taxpayer ID No. 68-0067209 Joaquin Iazquez, ssistant City Attorney M 14- 111wir xce- % S CU awl - -1 1- Rev 4/4/24 City of El Segundo Employee Eng�age!ment Slurvey Services A 202 June 20, 2024 SUBMITTED BY: VICKI QUINTERO BRASHEAR Director of Products and Services CPS HR Consulting 2450 Del Paso Road, Suite 220 Sacramento, CA 95834 P: 916-471-3481 v bLm N qgLLco5hws Tax ID: 68-0067209 www.cpshr.us Your Path to Performance Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 June 20, 2024 Rebecca Redyk Human Resources Director I City of El Segundo 350 Main Street El Segundo, CA 90245 1 310-524-2335 Submitted by email to: rred k else undo.or Dear Ms. Redyk: CPS HR Consulting is pleased to submit this proposal to the City of El Segundo to provide employee engagement services, including administration of a survey, in 2024. This initial proposal is based on services provided in 2022. A final proposal will be submitted with any options or services you select. CPS HR is a self-supporting government agency (joint powers authority) that specializes in addressing the unique challenges faced by other government agencies. We understand the context and environment of government and have been a trusted advisor to our public -sector clients for over 35 years. The Institute for Public Sector Employee Engagement"', a division of CPS HR, has worked with hundreds of government agencies to design, administer, analyze the results of — and take action on — employee surveys. We recognize the importance of supporting the City's vision, mission, values and strategic planning. Our process creates actionable data to attract and retain talent and to enhance your ability to deliver consistently high -quality services to your community. We offer: • A singular focus on the public sector, including an understanding of how to drive change in the unique environment of government; • Team members with deep expertise in employee engagement; • A proven model for measuring engagement and acting on the results; • Engagement questions specifically designed for government; • A customized survey to meet the needs of the City; • National benchmark data from our survey of public- and private -sector employees; and n A range of different services above and beyond the scope covered in this proposal to drive organizational excellence. Examples of these services include: DEI services, classification/compensation studies, training opportunities, workload assessments, and more. We are excited by the potential to work with you on this important project. Please contact Janelle Callahan (916-471-3381 or icallahanPcosfir.usl with questions or for more information. If you would like to proceed with a contract, please include our contracts manager Dimple Patel (916-471-3363 or dpatel@cpshr.us) on any contract -related correspondence. Sincerely, �m Vicki Quintero Brashear, Director of Products and Services, CPS HR Consulting K Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 CPS HR understands that the City wants to survey its approximately 400 employees and is expecting services that incorporate leading employee engagement practices. The City would like information on both the Institute's standard survey services, as well as pulse surveys and optional services. Our understanding is that all City employees will be encouraged to participate, and will be able to complete the survey online, either through their computers, or smart phones. The Institute for Public Sector Employee Engagement CPS HR launched the Institute for Public Sector Employee Engagement in January 2017. The Institute is devoted to helping public -sector organizations measure and improve employee engagement. The Institute also conducts research to advance the state of knowledge on employee engagement. Over the years the Institute has refined its approach and methodology by conducting hundreds of surveys and employee engagement related projects for clients. Project Team The project team members will include Project Lead Janelle Callahan orJose Gonzalez, and Senior Project Consultants Judy England Joseph, Belva Martin, or Lisa Bishop. If necessary, we will also assign additional consulting and administrative support staff. We can provide detailed resumes separately if requested. Project Lead Main point of contact. Expert on survey content, process, analysis and results reporting. Senior Consultant Provides specialized support for leaders to aid in organizational improvement. Director of Products and Services/Or anizational Available to connect you with other g y r services offered by Culture Manager CPS HR beyond the scope of the employee engagement initiative. Janelle Callahan has her M.A. in Human Services Psychology and helped start the Institute for Public Sector Employee Engagement in 2017. Prior to joining CPS HR, she worked for the Partnership for Public Service, where she led the Best Places to Work in the Federal Government research. She also worked for the newspaper Education Week, and the Institute for Learning Innovation, and has 20 years of experience conducting research and working with leaders to support the effectiveness of public institutions. Janelle is a Certified Human Capital Strategist and has published several articles on employee engagement. She is involved in local government and also served as a Planning Commissioner for the city of Shoreline, Washington where she resides. Jose Gonzalez is a dedicated public servant with over seven years of public service. Jose has a M.P.A. with a specialization in Employee -Employer Relations from California State University, Long Beach and holds a SHRM-CP designation from the Society of Human Resource Management. Before joining CPS HR, Jose held 3 Agreernent� 701 City o EI Segun o Employee Engagement Survey Services 2024 several human resource positions in both municipal government and school districts where he performed recruitment, selections, and employee -employer relations, interpreted collective bargaining agreements, performed reasonable accommodations and managed leaves, and led various projects in employee engagement and employee training. Jose currently resides in San Diego, California. Senior Project Consultants Judy England Joseph has more than 40 years of public -sector experience managing human resources, conducting organizational studies, leading projects, implementing change and training leaders. Judy served as a Senior Executive in the U.S. Government Accountability Office (GAO) and was the Director of Housing and Community Development Issues. As Director of Research for the Partnership for Public Service, her portfolio included the Best Places to Work in the Federal Government rankings. Since 2017, Judy has worked with CPS HR's Institute clients providing training, coaching, and consulting services. Judy is based in the Washington, D.C. area. Belva Martin has more than 40 years of experience helping government organizations recruit, develop, and retain talent. Belva served as a Senior Executive and Director in the U.S. Government Accountability Office (GAO), and her portfolio included Human Capital Management, EEO, and Diversity issues. Belva is an International Coaching Federation certified coach and worked with over 75 executives and managers at The Brookings Institute Executive Education program. She has delivered over 200 hours in training to federal leaders and managers on topics such as building high -performing teams and resilience. Belva is based in the Washington, D.C. area. Lisa Bishop has an MBA in Management and is an executive coach and trainer with CPS HR, with more than a decade of experience in assessment, employee engagement, executive coaching, and leadership development. She has worked with numerous public sector and nonprofit clients of CPS HR since 2018, and previously she was an employee engagement consultant to Kaiser Permanente leadership on its Best Place to Work initiative. In addition, she is a Member of the International Coaching Federation (ICF), and an Associate Certified Coach (ICF ACC). Lisa is based in the San Francisco Bay Area. As a full -service HR consulting firm, we offer many other products and services. If you are in need of additional support, our Products and Services Director, or Organizational Culture Manager, can assist you. Vicki Quintero Brashear, Director of Products and Services, has almost 20 years of human resources program experience which includes emphasis in the area of employment testing. Other areas of expertise with public agency clients include job analysis, standard setting, Subject Matter Expert panel facilitation, and test development and large-scale test administration. She is responsible for leading the Consulting Services Division as well as CPS HR's product development efforts. Brisha Young, Manager for Organizational Culture, has 15 years of human resources and labor relations experience. She has successfully led several organizational planning projects. Throughout her career, she has managed succession planning and performance management programs, created leadership and development programs. She is responsible for the Diversity, Equity, and Inclusion and Employee Engagement units at CPS HR. 4 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 The CPS HR Institute for Public Sector Employee Engagement will adapt our employee engagement model, shown below, to meet the City's specific needs and requirements. 4GSTEPS 1� j CPS HR a jj�j ONSULTING We believe employee engagement can — and should — be measured. Government organizations should survey their employees to measure engagement levels, and to understand what drives engagement. Surveying employees is only the start, however. The real payoff is identifying and taking action to improve engagement. While there is no one -size -fits -all solution to building a high level of engagement, the CPS HR Institute for Public Sector Employee Engagement"' will leverage decades of research, experience, and insights to help guide the City on a path to improved engagement, as outlined in the model and description below. Also, as described below, we will not simply apply our model as an off -the -shelf tool. Instead, we will adapt our approach to meet your specific needs and requirements, including offering a comprehensive survey question bank as the starting point for your survey. Please note that content is assumed to be an engagement survey with all participants receiving the same questions. This proposal does not include different questions for different groups of employees (e.g., branching/customized logic for internal customer satisfaction, or 360 assessments). Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 In each section below, we describe how we will deliver all required services. Because this will be a highly collaborative effort, we also identify what we propose the City's role will be in each phase. 1. Plan After we have a solid understanding of the City's goals and critical issues, we will work with you to finalize the survey instrument and administration process. Our starting point will be the City's previous survey from 2022, which is based on CPS HR's Institute for Public Sector Employee Engagement Survey. This survey is carefully constructed questions to measure engagement specifically in the unique environment of the public sector. We developed the standard survey questions based on national public sector surveys (U.S., U.K., Canada, Australia) and decades of research on employee engagement. The question selection process included several rounds of polling with a national sample of U.S. government and private sector employees, followed by factor analyses, reliability testing, and validity assessments. We can also help develop questions of interest to the City. We will work with you to customize the survey to meet your needs. Below, as an illustration, are the questions in our survey that comprise our engagement index. We will work with the City to finalize the survey, including the demographic questions you decide to include. Employee Engagement Index (five -point response scale: "strongly disagree" to "strongly agree") I would recommend my organization as a good place to work IN I am proud when I tell others I am part of my organization feel a strong personal attachment to my organization • My organization inspires me to do the best in my job Mi I feel comfortable being myself at work My organization motivates me to help achieve its mission. Optional: We will also develop and include up to three open-ended questions. We also provide a range of benchmarks, including from our online national survey of the U.S. workforce that represents a wide range of industries/occupations and geographic locations. This dataset, available exclusively to our clients, will allow the City 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 many other engagement survey providers, we do not use our client data for benchmarks, and instead provide these high -quality benchmarks from our national poll. In addition to our national benchmarks, we will create benchmarks specifically for the City. We provide an easy -to -use reporting tool for exploring your own trends for any surveys conducted by CPS HR, including engagement, DEI, and pulse surveys. Please note: this proposal does not include re -analysis of past results or inclusion of any other survey results not conducted by CPS HR. If you have analysis needs outside of this scope, please let us know. We are happy to explore options to help. In the section below, we describe the steps CPS HR's Institute will take to work with you to plan and conduct the survey and take action on the results. Unless identified as "optional," all the Institute steps described below are included in our standard package of services. Our optional services are listed and priced in the fee table at the end. 65 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 To design the survey, the Institute will: 0 Provide our recommended survey questions as a starting point. Agree with the City on the questions to include in the survey, including demographic questions (e.g., age, tenure), as well as any information tracked in the contact file. The contact file may include up to six organizational or demographic variables tracked on the backend (i.e., the information is linked to the respondent so that they do not have to answer the question in the survey). We generally recommend tracking organizational unit information only and allowing respondents to answer any demographic questions. 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 the City'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. 0 Program the survey. Please note that this proposal assumes an English -only survey. 0 Optional: We can provide survey translations in languages other than English. We collaborate with a professional language translation service to provide the highest quality translations. Our survey programming allows respondents are able to toggle back and forth between English and the other language. The City will: Identify a single 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 the open-ended questions to include. 11U Decide on question -level breakout reports (e.g., departments/divisions). For smaller units, we will incorporate their results into City-wide report. Please note: All report needs must be identified at this initial stage. Results reports cannot be combined or changed after the survey is conducted. 0 Provide an Excel file with accurate employee contact information (name, email address and organizational/work unit) for each employee. Please note: We need to receive the final contact file and approved survey template on the agreed upon due 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. a 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). Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 Work with the City's IT to "allow -list" our email domain to ensure our email survey invitations with survey links are not rejected/SPAM filtered. Conduct the survey kickoff presentations to leaders and employees We will conduct a survey kickoff presentation with employees and any stakeholders you designate. We will also brief City leaders in advance of the employee kickoff presentation. Any live presentations may be recorded and shared by the City. If requested, the Institute may provide a brief (5-minute) recording in lieu of a live presentation. During the leadership kickoff presentation, we will discuss the survey process. 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. For the employee kickoff presentation, we will explain the process and emphasize that individual employee survey responses will be confidential. For both presentations, we will communicate the importance of achieving a high response rate. Responsibilities to prepare for, and conduct, these meetings are as follows: The Institute will: Review background information (e.g., strategic plan/goals) to inform the meeting agenda. Work collaboratively with the City to set the agenda. Conduct the leadership kickoff presentation, which will focus on what engagement is, the business case for improving engagement, examples of actions taken by other public -sector jurisdictions, and the process the Institute and the City will use to conduct the survey and act on the results. Conduct the employee kickoff presentation, which will focus on what engagement is, the survey process, and confidentiality. Optional: Conduct the kickoffs in person, at an additional cost. The City will: Schedule the meetings, including inviting key leaders and other critical staff. Provide background information and feedback to help finalize the agenda. 2. Survey Employees To administer the survey, the Institute will: Program and test the survey in Alchemer, our online survey administration platform. On request, we can provide technical information/specifications on the survey platform. Please note: if required, we can provide a 508-compliant 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 to all 350 City employees, and also provide a file with paper invitations for about 50 employees without City email addresses. Employees will be able to access the survey through desktop computers, mobile devices and smartphones. In the invitation, VJ Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 we will emphasize that each employee's responses will be confidential. We assume all employees who have access to email or the paper invitation will be able to complete the survey online. Please note: This proposal does not include a paper survey option. If paper surveys or other options are needed, please let us know. We are happy to explore alternatives with you. Provide an email address for employees to contact CPS HR's Institute with questions or technical problems. Monitor and report on response rates during the survey period, and answer employee technical questions via email. CPS HR's Institute will provide two detailed response rate reports while the survey is being administered, and a final response rate report after the survey closes. Send reminder emails to employees who have not yet responded during the survey period. The City will: Encourage employees to participate and, if necessary, answer any non -technical employee questions. If necessary, make arrangements (e.g., laptops or kiosks) for employees to complete the survey online. 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 City-wide summary scores for level of engagement (i.e., percent of employees who are fully engaged, somewhat engaged, and not engaged). The Institute will also provide our proprietary benchmarks for overall engagement levels as well as for the individual questions in our survey. These benchmarks are for internal City use, to compare the views of City employees to other public- and private -sector employees, including in local government. We will also provide more detailed question -by -question results (i.e., percent positive, neutral and negative) for the City overall, and for the breakouts (e.g., departments) through our online tool. 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 Appendix for online report samples. Key Driver Analysis The Institute will use regression analysis to identify the questions that have the largest impact (i.e., the key drivers) on the City's engagement score, provided there are at least 100 responses. We will provide one key driver analysis for the entire City. • Optional: We can provide additional key driver analyses for any department with at least 100 responses. • Optional: We can add the City's key driver analysis weights to any department's report. The department would "inherit" the City's weights to see the importance, but it would still have their department scores (how positive or negative). For example, a high importance question might be Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 in the "improve" quadrant for one department (if it is also more negative), and in the "maintain" quadrant for another department (if it is also more positive). Stlt.ee Ditterettors The Institute will use logistic regression analysis to identify the questions with the largest differences between those who say they plan to stay compared with those who say they plan to leave,, provided there are at least 100 responses. We will provide one stay/leave analysis for the entire City. e^n-Endedestions Optional: For the three open-ended questions, we will compile and report on the responses from the open- ended (verbatim) survey questions. Please note that we will 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. Recommendations The Institute will also offer City-wide recommendations to take action on key questions from our resource library. These will range from no -cost quick wins to more comprehensive solutions. Our recommendations will be supplemented by lists of resources that include tools, templates, checklists, guides, videos, articles and even books on each key issue. The Institute will: Prepare an Executive Summary with the main findings and recommendations. Provide access to our dynamic, online reporting tool that will allow the City to conduct deep dives into question -level results for the City overall, and for each of the breakout groups. Produce a City-wide overview PowerPoint report. Conduct one key driver analysis to determine which survey factors and questions have the largest impact on City-wide employee engagement score. Conduct logistic regression analysis to determine which survey questions show the largest differentiation between those who plan to stay compared with those who plan to leave the City. Optional: Report the raw open-ended survey question responses with only names redacted. Recommend specific actions to improve employee engagement from our recommendations library, linked to City overall survey results. Optional: At an 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 City results. Optional: Conduct additional key driver analyses for any units with at least 100 responses. Optional: Add the City's overall key driver weights to a breakout report. 'C Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 The City will: 9 Share the overall results and describe next steps to employees. Help protect the Institute's proprietary benchmarks. Complete our report access file to identify leaders who need access to the survey results reports. Please note that we prefer to grant access for all the identified leaders at one time. We also assume that only leaders involved in action planning will need access to the online tool reports. Please note: if any 508-compliant reports are required, the City 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 believe it is important to share results with employees as soon as possible after the survey closes. Therefore, we will work with you to plan how and when to share overall results with employees. We recommend sharing 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 City-wide results. Our Project Lead and/or Senior Project Consultant will present the City's overall results in a webcast. On request, we will brief City leaders in advance of a presentation to all employees. Any presentations may be recorded by the City and shared with employees. If requested, the Institute may provide a brief recording in lieu of a live presentation. Our analysis and reporting will reveal potential areas for the City to focus on to improve employee engagement. Due to the large amount of data and reports that we will deliver, we can help the City understand and take action on the survey results, and drill down on the survey results to identify strategies for taking action and improving engagement. Customized It and Recommendations Session n Optional. We can offer each department leader (or designee) a customized 1-hour meeting where we will orient them to our online reporting tool, discuss their results, and identify, in consultation with them, the survey questions they may wish to act on. After this meeting, we will send each leader a customized action plan report with a set of possible next steps for each question. Individualized attention to a department leader's results, combined with our extensive experience advising on action planning, will enable leaders to quickly implement meaningful actions in response to the survey results. An important factor in any engagement initiative is to show employees that their time spent taking the survey was worthwhile because leaders listened and responded to their feedback. The Institute will: Present results in a webcast. The City will: Schedule any presentations or meetings, including inviting key leaders and other critical staff. Designate any participants for optional services, if held, coordinate scheduling and resources, and provide information and instructions to prepare for the sessions. rj Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 Other effective ways to follow up on survey results are to have focus groups or feedback sessions. Although focus groups and feedback sessions are typically conducted after a survey, sometimes an organization may want to obtain detailed employee feedback be ore a survey. If you have need of focus groups and feedback sessions for any reason, we are happy to discuss options. Focus Groups These sessions allow small groups of employees to provide candid feedback on key areas highlighted in the survey results as important to the engagement of City employees. We will conduct the sessions over the course of a week, sort the responses into categories and summarize the results in a PowerPoint slide deck. Focus groups provide a deep level of information and connection since they are conducted in a confidential manner with small groups of 6 to 8 employees. Feedback Sessions These sessions allow for a large number of employees to discuss and build upon each other's ideas. These sessions utilize an interactive facilitation method. Employee groups of 4 to 5 will sit at tables for approximately 20-30 minutes to discuss and write responses to questions. Then employees will disperse to another table to share and build upon ideas. Sessions typically include 30 to 40 employees total and are approximately 3 hours. After the sessions, we will prepare a PowerPoint with a summary of recommendations. Feedback sessions differ from focus groups in that information is gathered in an open forum over a short period of time. The Institute will: Optional: At additional cost, plan and conduct remote (or in -person) focus groups (90-minute sessions each, with 6 to 8 employees per group) to drill down on the results and develop recommendations from employees. We will then submit a summary PowerPoint report on these discussions with recommended next steps. Optional: At an additional cost, plan and conduct employee feedback sessions with a large group (30 to 40 employees). Each session is approximately 3 hours. Following the feedback session, we will provide a summary PowerPoint report and recommendations. Optional: Scheduling support for focus groups or employee feedback sessions. The City will need to email or announce the sign-up process created by CPS HR's Institute. If a specific group of employees is needed (e.g., supervisors), the City will need to help ensure that any sign-up links are shared with the right employees. A minimum of three business days is required to set up Bookings sign-up links. We recommend having at least three weeks for promotion of the sessions and employee sign up. The City will: Identify any implementation concerns and how the Institute may help. Schedule any presentations, meetings, or focus groups including inviting key leaders and other critical staff. 12 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 Designate any participants for optional services, if held, coordinate scheduling and resources, and provide information and instructions to prepare for the sessions. . Take Action We encourage the City to take action on at least one survey finding. Communicate progress and let employees know that it was their feedback that led to the change. Most organizations we work with take action on one or two organization -wide issues, and then also ask each department leader to take action on one or two issues in their department. If any City leaders need additional support implementing their action plan, we can provide support. Action Planning Workshops This structured workshop will help your leaders discuss key survey results and begin to develop action plans. We will provide templates and discuss common challenges. Following the workshop, leaders will need to finalize their own action plans. Action Planning Implernentation Support Services For additional support, we assist individual leaders or teams with developing and implementing action plans. Our Senior Consultant will plan a series of five meetings to set goals for the action plan, discuss concerns, and provide guidance. The Institute will: Optional: At additional cost, plan and conduct remote (or in -person) action planning workshops (two hours in length each, with up to 20 participants each) with designated by City leaders and implementation teams to help develop specific actions to address issues identified in the survey. Optional: Implementation support services for individual leaders or teams. The City will: Decide on the actions to improve employee engagement. 0 Identify any implementation concerns and how the Institute may help. Schedule any presentations, meetings, or focus groups including inviting key leaders and other critical staff. Designate any participants for optional services, if held, coordinate scheduling and resources, and provide information and instructions to prepare for the sessions. 13 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 Qualifications CPS HR's Institute 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 cities, to survey workforces of more than 10,000 employees. Some examples include: Alameda County, CA Water District- 2018, 2021 Association of California Water Authorities - 2019, 2021 Bend, OR Parks and Recreation - 2022 • City of Corvallis, OR - 2017, 2020 • City of Henderson, NV - 2018, 2019, 2020, 2022 • City of Houston, TX - 2023 mi City of Memphis, TN - 2017, 2018, 2019, 2020 City of Norfolk, VA - 2021, 2023 • City of Rancho Cucamonga, CA - 2017, 2021 • City of Riverside, CA - 2018, 2021 • City of Rochester, MN - 2019, 2022, 2023 • City of San Antonio, TX - 2018, 2019, 2023 • City of Ventura, CA - 2019, 2020, 2022 • County of Roanoke, VA - 2019, 2023 i County of San Diego, CA - 2022 • County of Steuben, NY - 2021, 2023 • Dallas Area Rapid Transit - 2018, 2021, 2023 • Fairfax County, VA Department of Public Works - 2018, 2020 • Los Angeles County, CA Employee Retirement Agency - 2021 • Pinellas, FL Suncoast Transit Authority - 2018, 2019, 2022 • School Employees Retirement System of Ohio - 2021, 2023 • State of CA Environmental Protection Agency- 2020 • State of CA Legislative Analyst's Office - 2021, 2022, 2023 • Texas Municipal Retirement System - 2018, 2019, 2022 • Zone 7 Water Agency, CA - 2021, 2022 We can provide specific references on request. 14 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 Schedule • • 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 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 the City and the CPS HR Institute, as well as timely City feedback and approval on survey stages and products. After we have a signed contract, our Project Lead will provide a list of potential project timelines available and agree on a target survey launch date. Next, once we agree on the survey questions, and receive the City'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 approximately four weeks to analyze results and prepare reports. Possible timelines include; ........ .�.... . _......._ ......._ Final Files Survey Launch Date ..... Survey Close Date Report Due Date Due to CPS HR 7/5/24 8/5/24 8/23/24 9/23/24 ....._, 7/12/24 8/12/24 8/30/24 9/30/24 ... 7 /19/24 8/19/24 9/9/24 10/8/24 _... 7/26/24 8/26/24 9/16/24 .......... 10/15/24wwm ...... 8/2/24 9/3/24 9/24/24 10/23/24 8/9/24 9/9/24 9/27/24 10/28/24 /24 9/16/24 ........ 10/4/24 .m-..._ ..— 11/4/24 _. 8/23/24 9/23/24 10/11/24 .....- 11/12/24 ...._ 8/30/24 '�.W9/30/24 „-....._, 10/18/24 11/18/24 CPS HR will complete this each survey (standard or pulse) for a fixed fee. The included services package is listed below (columns in red). We also list costs for additional optional services (columns in blue). Travel and materials are included in all fixed fees. We will bill one-half of the survey total after the survey closes, and the remaining amount after we submit reports. We will bill any optional services after we deliver them. After the City decides on the services it wishes CPS HR to provide, we will provide a revised proposal that includes a final list of all services and the total cost. This revised proposal will serve as the final scope of work and budget to include in the contract. CPS HR will honor this price quote for 90 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. The fixed fees would apply for any repeat surveys (standard or pulse) through December 31, 2027, if the amounts are included in our 2024 agreement. 1� Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 Standard Survey and h i1se Survey Packages The standard survey package includes kickoff and results presentations, approximately 70 questions in the survey, one key driver analysis, one recommendations report, and up to 20 breakout reports. The pulse survey package includes approximately 20 questions in the survey and up to 20 breakout reports. Pulse surveys typically include perceptions of changes made since the last survey, follow-up questions of interest to the City, or customized topical questions. The pulse survey package does not include kickoff or results presentations, a key driver analysis, or a stay/leave analysis. # Conduct additional kickoff presentations $450/meeting • Tailor and finalize the survey (about 70 (webcast) questions) and process • Develop survey plan and milestones in -person • Conduct in- P See Travel # Provide communication guide kickoff presentation Expense • Conduct one webcast kickoff (instead of webcast) 1. Plan presentation for leaders (Weeks 1— 6) . Conduct one webcast kickoff # Provide translation $1,200/per presentation for employees of survey in a language language other than English • Include up to 3 $660 open-ended questions • Launch survey by sending email invitations with individual survey links to 350 employees and by providing 50 paper password invitations (City to distribute) 2: Surveyw Monitor response rates and send 3 N/A N/A Administration response rate reports (Weeks 6 - 8) # Send email reminders to employees # Answer employee technical questions via email • Key driver weights r Provide an Executive Summary with the added to up to 20 main findings and recommendations. question -level $200 • Provide results reports (a summary of reports 3. Analysis and findings PowerPoint and up to 20 • Additional key driver Recommendations question -level reports) or stay/leave $650/each • Provide 1 City-wide key driver analysis (Weeks 9 —14) analyses • Provide 1 City-wide stay/leave analysis • Provide recommendations for action for o Additional question - the City overall level results reports $100*/report ffl Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 � ro re • Additional m i recommendations $150/report reports • Conduct additional $450/meeting results presentations (webcast) Present results in person (instead of webcast) See Travel r Conduct and report Expense on focus groups 4. Discuss Results • Present results via webcast (confidential with (Week 15) small groups) and deliver summary PowerPoint report See Follow -Up • Conduct and report Support on feedback Services sessions (large Details Below group in an open forum) and deliver summary PowerPoint report Conduct one action 5. Take Action N/A planning workshop See Follow -Up (Weeks 16 — 24) Implementation Support support for an Services individual leader (5 Details Below remote meetings) Total $14,550 Total TBD** * Additional analysis (e.g., new combinations of results) after the survey is conducted is not included. **All services listed are "Optional Services" and the City may determine from the list which items they desire to include as priced accordingly. The City is under no obligation to use the optional services shown here. M Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 r-r � a • r r - Include up to 3 a open-ended $660 questions � •Tailor and finalize the 'survey ,(about 20' 1. Plan (Weeks l — 6) questions) and process► Provide translation * Develop survey plan and milestones of survey in a $1,200 • Provide communication guide language other than English • Launch survey by sending email invitations with individual survey links to 350 employees and by providing 50 paper 2. Survey password invitations (City to distribute) _ Administration •' Monitor response rates and send N/A N/A (Weeks 6-8) response rate reports • Send email reminders to employees • Answer employee technical questions via email • Provide an Executive Summary with the main findings and recommendations' Deliver additional 3.'Analysis and • Provide results reports (summary of breakout reports * $100/report Recommendations findings PowerPoint and up to 20 r Deliver additional (Weeks9 —14) question. -level reports) recommendations $150/report • Provide recommendations for action for reports the City overall • Conduct and report on focus groups (confidential with small groups) and deliver summary See Follow -Up 4: Discuss Results' PowerPoint report Support PP (Week 15) N/A •Conduct and report Services on feedback Details Below sessions (large group in an open forum) and deliver summary PowerPoint report • Conduct one action planning workshop See Follow -Up 5. Take Action N/A • Implementation Support (Weeks 16 - 24) support for an I Services individual leader (5 Details Below remote meetings) Total $9,240 Total TBD** Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 * Additional analysis (e.g., new combinations of results) after the survey is conducted is not included. **All services listed are "Optional Services" and the City may determine from the list which items they desire to include as priced accordingly. The City is under no obligation to use the optional services shown here. For any Additional Follow-up Support Services, CPS HR will bill the City on a time and materials basis each month for work completed and a flat rate for travel expenses. A time and materials cost structure afford the greatest flexibility to the City in determining the number of sessions, focus areas, and level of support. Below you will find tables that outline estimated hours and costs. Focus Groups 30 hours for three focus groups . one Feedback Session 25 hours for _.. ......_.... session (up to 40 attendees) Two consultants will be needed for larger groups or multiple sessions. _._. Action Planning Workshop 15 hours for one session Action Planning Implementation 10 hours for a series of meetings Support Services � ..................... �._......... ._ ............ Employee Sign-up Support (Focus 10 hours (Senior Consultant rate) Groups or Feedback Sessions) .-..-. _........ _. Results Discussion and 2 hours (1-hour meeting and 1 hour for prep Customized Recommendations and follow-up) Report (for one department/unit leader) Customize support TBD *Final number of estimated hours depends on the City's specific needs, such as number of planning or follow-up meetings required, number of focus groups or sessions, or number of presentations. 19 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 Travel In the event the City desires to have in -person support by a Project Manager or Senior Project Consultant, which results in expenses incurred by CPS HR, the travel will be billed at the following flat rates, depending on consultant and client locations. The flat rate covers travel expenses such as consultant travel time, air, hotel, mileage, and per diem. The travel expenses shall be as follows as reflected on the chart below (per person, per trip, no longer than 5 days). One day trip by car (no overnight stay) $250 Two-day trip by car (one overnight stay) $1,000 ............ Two-da...�..... y trip.b.. y air (one overnight stay) $2,000 ................... _.... .._. Three-day trip by air (two overnight stay) $2,500 Four -day trip by air (three overnight stay) $2,750 Five-day trip by air (four overnight stay) $3,000 Appendix Online ReportSamples Our online tool will allow you to compare your results with our national benchmarks, plus a benchmark we will create for the City overall and pulse survey results (i.e., to allow departments/supervisors to analyze their results compared to the overall City-wide results). The tool will allow you to easily select and view any benchmark gap, defined as the difference in the percentage of positive responses, and download results to PDF or Excel. Sar-riplle Breakout Repor.u-- Views with 10 or More R sp inses This could be a report for a department or supervisor with 10 or more responses — includes levels of engagement and demographic drill -down expansions. 20 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 SAMPLE BREAKOUT REPORT - 10 OR MORE RESPONSES 10 ) LEVEL OF ENGAGEMENT Overall - Sample Breakout Report - 10 or More Responses HIMENINNIUMMM 0 Not Engaged (28%) VA Somewhat Engaged (44%) M Fully Engaged (27%) Response count 455 What is your gender? 1 Male Not Engaged (24%) '13 Somewhat Engaged (44%) 0 Fully Engaged (31%p Response mount 205 2. Female 9 Not Engaged (24%) � Somewhat Engaged (43%) N Fully Engaged (33%) Response count 175 NEGATNE NEUrm POSMW MEAN GAP l hke the hind of wwk I do 55% 114% 832% 421 -5 1 know what is expected of me an the pb 111% 10% 789% 4 -12 My job makes pmuw.. of irniy skills amid al Hdies 192% 146% 662% 37 -14 21 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 ill' 4 a M I'll W.11 K011111 2 '4 MM• ��s':, �s r r� ! • ouestim fit: I like the kind of work I do Weight Expand by: How long have you worked in your current position? H.Less than 1year Gap: A Government Sector. -5 Private Sector. -5 State Government -2 B. i to 4 years INNER 2 Negative (59b) SO Neutral (10%6 Posdrve (85W Response count 175 Samjp�e Breakout Report with 5 to 9 Responses This could be a report for a small department with 5 to 9 responses. This report does not include levels of engagement and demographic expansions. PDF and Excel Download Samples The example below also 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 this organization compared to our benchmarks for government overall (federal, state and local government employees combined). 22 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 CPS HR AMCONSULTING Survey Report: Sample Report Responses:460 Benchmark: Government Sector Question Negative Neutral Positive Mean Gap I like the kind of work I do 5.5% 11.4% 83.2% 4.21 -5 1 know what is expected of me on the job 11.1% 10% 78.9% 4 -12 My job makes good use of my skills and 19.2% 14.6% 66.2% 3.7 -14 abilities A B i_ C E f G 1 {Sample Report 2 Benchmark: Government Sector 3 (Printed:12/12/2019 4 5 I uestion Negative Neutral Positive Mean Gap from Category 6 11 like the kind of work I do 5.50% 11.40% 83.20% 4.21 -5 My Work 7 1 know what is expected of me on the job 11.10% 10% 78.90% 4 -12 My Work 8 My job makes good use of my skills and abilities 19.20% 14.60% 66.20% 3.7 -14 My Work 9 1 am sufficiently challenged by my work 20.30% 13.50% 66.20% 3.68 -4 My Work Action Plan Recommendations Reports Our reports will also enable the City and its departments to identify the specific questions to focus on in action planning. We will provide customized recommendations reports for the City overall and for any of the breakouts (as an option). Our recommendations are based on 1) the questions identified as most important in the key driver and stay/leave analyses; or 2) the questions with the largest negative benchmark gaps (i.e., between the department/unit breakout and the City 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. 23 Agreement No. 7013 City of El Segundo Employee Engagement Survey Services 2024 SurveyQuestion: "When changes are made in my organization, they are usually for the better" Understanding the Question Change can create uncertainty and anxiety for employees. This can be particularly true if employees don't feel changes are communicated or managed well, or don't understand why the change is good for them or the organization. Employees will be less apprehensive about change if they believe that changes are positive. Thought Starters Have here been recent changes that employees may be responding to? What approaches does the organization use to manage and communicate about changes? a Do managers/supervisors understand their role in communicating about, and help employees adapt to, changes? * Was there a recent change initiative that went well? What did you learn? Was there a recent change initiative that didn't go well? What did you learn? Action Plan Steps Develop, communicate and implement a standard change management process. * Ensure that managers/supervisors understand their key role in communicating about, and implementing, change. * Help managers/supervisors develop (e.g., through training, coaching, and feedback) develop communication skills. Organizations can't over -communicate. 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 communication media (e.g., email, meetings, forums, FAQs, posters, website). Pay particular attention to reaching out to employees who are more difficult to reach (e.g., who work in the 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. 24 C1 Take Action Add Notes: Agreement No. 7013 City of8Segundo Employee En_qagement Survey Services 2024 cm Sample Resources Leadership �� °�� n~~��`�.~~�� ~~�==�"��~~~��~~~�� ~~�~~~��~~ Guides, Templates, Checklists, and Other Resources * Prosci. "Resource Center: Explore Our Change Management Resources." Retrieved from Society for Human Resource Management. "Managing Organizational Change." Retrieved from ° Ramos, D. (2016, December). "Free Change Management Templates." Smmrtsheet. Retrieved from �Temp|ate."ConnmunicationStrateQyTemp|ate'11+VVord,PDF,DocumentsDoxvn|oad."Retrieved from Videos = TED (3010, May 10). "How great leaders inspire action | Simon Sinek." YnuTube. Retrieved from = Kauffman Founders School (2O14,July 23). "Leadership and Motivation: Motivating by Autonomy." YmuTube.Retrieved from a Lyon, A. (2017' May3O). "Leading by Examp|e." YouTube. Retrieved from = McKinsey LD (2014, K4ay2O). "McKinsey on Change Management." YouTube. Retrieved from 25 Agreement No. 7013 City qfBSegundo Employee Engagement Survey Services 2024 Articles*Lavigna, R. (2017, January). "Political Transitions - A Unique Opportunity to Focus on Employee En0a8ement."PATimes. Retrieved from = ChednsN,M,Dillon, R,Hieronirnus,S,& KUer,]./2O19,March\."Putting people otthe heart of pub|issectortransfornnotions." &YcK/nsey8> Company. Retrieved from * De5nnet,A,Rubenstein, K,5chroh,G,Vierom,K4,/&Edmondson, A.(2O2l,February). "Psychological safety and the critical role of leadership development." McKinsey & Company. Retrieved fromjwww.mckinsey,com business -functions or nizatio�nour-� w Basford, T. & Schaninger, B. (2016, April). "The four building blocks of change." McKinsey Quarterly. Retrieved from ° Fernandez, S. & Rainey, H. G. (2006, April). "Managing Successful Organizational Change in the Pub|icSector." Public Administration Review. Retrieved from ° |barra,P.(2O17,]une)."Curatin8aHealthy Workplace Culture inGovernnnent."Governing. Retrieved from Books * Kotter,]. P. (2008). Leading Change. Harvard Business Review Press. * Hiatt, ].M.(200G).ADKAR:AModel/or Change in Business, Government and Our Community.Pmsci Learning Center Publications. ( ° Kmuzes,l M. & Posner, B. Z. (2017). The Leadership Challenge: How tm Make Extraordinary Things Happen /nOrganizations. ]ossey'Bass. ~|barro,H./20lS\. Act Like oLeader, Think Like oLeader. Harvard Business Review Press. Whitter, B. (2019). Employee Experience: Develop a Happy, Productive and Supported Workforce for Exceptional Individual and Business Performance. Kogan Page. 26