HomeMy WebLinkAboutContract for Services with AspireOn for Employee Career Dev Training ProgramCity of Meridian
Project Identified:
Plan, Develop, and Implement a Centralized
Management and EmployTee Career
Development-Training Program by September 2003
Submitted To
Pauline Skeggs
Human Resource Director
By:
Table of Contents
Project Scope ............................................................... 3
Recommended Process to Accomplish Objectives ................... 4
Scope Outline ................................................................ 5
Position and Employee Needs Assessment ..................... 5
Manager/Leader Core Competency Assessment ............... 7
General Training Curriculum Identified (Training Toolbox) . 8
Design of Training and Development System .................. 9
Project Implementation ..................................................... 10
Responsibilities of City of Meridian ...................................... 11
Miscellaneous
Confidentiality ....................................................... 12
Professional and Business References ................................... 13
AspireOn Project Managers to be Utilized on this Project
Phil Stiffler Sr ........................................................ 14
Alvia Henderson-Buckner .......................................... 15
Deanna Combs ....................................................... 19
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Project Scope
Proposal Date: 06/17/2002
Submitted to: Pauline Skeggs
Human Resource Director
City of Meridian
Submitted by: AspireOn
9761 W. Sleepy Hollow Ln
Boise, ID 83703
208.853.6640
AspireOn is pleased to respond to the identified project (Challenge #3 within the City of
Meridian Strategic Plan) and have the opportunity to collaboratively provide the City of
Meridian with proven services, methods, and tools. AspireOn looks forward to assisting the
City in developing a customized and consistent system integrating values, goals, and
objectives for the ongoing retention, growth, and enhancement of their talent assets (all staff).
AspireOn is committed to providing the most efficient process possible while maintaining the
highest quality of service for a results oriented process to meet the City of Meridian's
objectives.
The City of Meridian has currently identified in their Strategic Plan the following project
scope to plan, develop, and implement a centralized management and employee career
development-training program by September 2003 (listed in order to be completed by on page
39 of the Strategic Plan):
- Conduct a broad based training needs assessment within all departments.
- Determine citywide and departmental core competencies.
- Design a general training curriculum (training "toolbox") with core and special
skill courses identified.
- Identify, target, and prioritize key core courses from the "toolbox" to address needs
and priorities.
- Identify special technical skills required in each department.
- Design elements of an overall employee development and training system for
implementation.
The following scope of work responds to the identified objective for a needs assessment, but
also outline ongoing elements reference above action items and ways in which AspireOn can
assist to reduce time and cost to the City of Meridian.
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Recommended Process to Accomplish Objectives
The following is AspireOn's recommended process to address identified action items in order
to create an integrated, targeted, consistent, and outcome based employee development and
training system. AspireOn possesses considerable background and experience working with
City and Public entities to assist in the development and success of their people and
organization. AspireOn will utilize this intellectual capital in providing services to the City of
Meridian.
- Identify core skilUknowledge competencies required for positions. In addition, survey
for competencies and technical. skills needed to achieve optimum performance of
employees, management, and personnel collaboratively with the City of Meridian.
o This element will fulfill a broad based training needs assessment within all
departments.
o This element will determine citywide and departmental employee core
competences.
o This element will identify special technical skills required in each department
o Results of this element will not only provide functional position/employee
requirements, but also provide key data base information for future updating of
position descriptions by the Human Resource Department.
o This effort will also provide information for a base level employee
skills/competency database.
- Provide initial analysis for leadership/managers to identify current and needed
competencies that support organizational objectives and strategic positioning for future
growth.
o This element will help determine citywide and departmental leadership/manger
core competencies.
o This element will provide immediate foundational leadership development
training that can be utilized in ongoing efforts identified.
o This training allows this group to provide enhanced input and information to
this overall process.
- Provide a training "toolbox" outlining training needed in core competencies and special
technical skills.
o This element will provide for the design of a general training curriculum with
core and special skill courses identified.
- Design a comprehensive and responsive system for an ongoing integrated and
consistent employee development and training process.
o This element will allow focused and targeted training of employees (to
enhance retention, reduce turnover, facilitate succession planning, new
employee training, and development for growth).
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Scope Outline
Cost elements are provided based upon best estimates (up to X hours) for each segment of
work. Actual hours will be documented and reported up to amount not to exceed limits noted.
I. Position and Employee Needs Assessment -The following items outline an assessment
process to identify core skilUknowledge competencies (broad based assessment in
addition to special technical skills) required for positions at the City of Meridian as well
as current general or common citywide and departmental core competencies desired for
employees.
A. Review all existing material (i.e. position description, data on previous training) to
collect the best information available on required competencies, training, and
positions within the City of Meridian.
Up to 20 hrs of review and analysis
8 hrs of support
B. Meet with Department Heads/Managers to collaboratively clarify, identify, and
collect additional information needed on department specific and citywide training
needs (reference special technical and functional competences for positions).
Up to 12 hours of interviews/meetings
C. Customize a competency evaluation survey using information gathered from
Section I A and B to be distributed to each department. These surveys will target
the identification of department/position specific competencies and technical skills
needed to achieve optimum performance. In addition, employees will respond with
information reference training they have completed as well as their perception of
training needed.
10 hrs of customization and creation
8 hrs of support
D. Compile and review data collected
15 hrs of review and assessment
20 hrs of support
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E. AspireOn recommends that "work groups" be identified at this time in each
department to work collaboratively with AspireOn on validating, confirming, and
clarifying findings. This will help to reduce overall time and cost to complete
action items identified by the City. Additional meetings with Department Heads,
Managers, and Supervisors may also be needed for required clarification.
20 hrs of interviews/meetings/further
analysis and collaboration with "work
groups"
F. Define position competency descriptions from data collected (that address position
needs, training, certifications, and education)
8 hrs of development
20 hrs of support
G. Meet with HR, Department Heads and Managers to obtain validation and buy-off
needs identified for completed position competency descriptions. Also in meeting
with the Leadership/Managers of each department, identify core leadership
elements (define what leadership is for the City of Meridian).
Up to 25 hrs of meetings
Total of Section I Not to Exceed: $14,665
Deliverables for Section I: Position competency descriptions and an inventory containing
staff data from survey and management discussions.
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II. Manager/Leader Core Competency Assessment - To be done in conjunction with
Section I to enhance validity and integrity of overall process by soliciting meaningful
data for overall core competencies of Management/Leadership within the City of
Meridian, which is different than the core competencies of the other staff. This section
will identify those competencies (input for focused training) while also providing
foundational training for ongoing efforts.
A. Provide leadership foundation introduction and expectations of positive process to
selected individuals.
2hr group session
B. Provide a leadership emotional competency profile and leadership enhancement
process for each department head and manager within the City (estimated at 20).
(Also reinforces competencies required for managers/leaders of this group)
Up to 20 profiles and analysis
C. Provide a foundational coaching session with each to establish target areas of
enhancement (1.5 hours per individual) and validate needed manager core
competencies.
Up to 30 hours of coaching
Total of Section II Not to Exceed: $11,000
Deliverables of Section II:
• Leadership report reference core competencies and training needs as identified from
core position needs assessment.
• Foundational Leadership Coaching
• Enhanced understanding of leadership/management responsibilities and behavioral
accountabilities.
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III. General Training Curriculum Identified (Training Toolbox)
A. Using information collected through the positional needs assessment process (items
I and II of this proposal), a "training toolbox" will be outlined identifying the
training curriculum needed to meet the needs of and enhance performance within
the City of Meridian. This curriculum "toolbox" will consist of a core
manager/supervisor toolbox, and core toolbox for all employees, and additional
needed programs to address department specific and function/position specific
competency or special technical skill needs.
15 hrs of development
15 hrs of support
Total of Section III Not to Exceed: $2,100
Deliverable of Section III: Toolbox menu.
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IV. Design of Training and Development System
A. Cross reference position competency information with compiled data from all
sources regarding relative level of training in order to focus and prioritize initial
training needs.
10 hrs of analysis
B. Work collaboratively with the HR Director to design a system for the ongoing
integrated and consistent employee and leadership development training process.
40 hrs of development
6 hrs of meetings
15 hrs of support
Total of Section IV Not to Exceed: 6 350
Deliverable of Section IV: Outlined and defined system for implementing and targeting
training efforts. The system will:
• Address program evaluation and/or development as applicable
• Detail scheduling, budgeting, and tracking elements of training efforts
• Integrate with Performance Management efforts as applicable
• Integrate with succession planning and career pathing as applicable
• Provide methods for evaluating and targeting training to individuals who need to
participate in training programs.
• Outline elements for maintaining a database of employee competencies and training
received (development of a true ongoing "gap" analysis tied to focused training).
• Address ramp-up training efforts for new hires or new managers/supervisors and
integrate with orientation efforts.
Alternatives methods to meet program needs once Section IV is completed:
• Customize programs available (inclusive of train the trainer)
• Evaluate, select, and contract for "toolbox" delivery by consultant
• Fully develop internal programs
• Identify (inventory) options for specialized/technical training
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Project Implementation
Upon execution of this document, AspireOn will take immediate action to begin planning,
collaboration, and coordination with the HR Director to devise a plan of action that will
optimize the implementation process. It is anticipated that Sections I and II as outlined above
will be completed by April 15, 2003 (assuming a January 1St starting date). Remaining
sections will be completed as expeditiously as possible and as collaboratively determined with
the HR Director to meet deadlines. AspireOn anticipates (given scheduling availability)
completion o f t his p roj ect a head o f t he i nitial d ates a s r eferenced i n t he s trategic p lanning
document.
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Responsibilities of City of Meridian
I. Prepare appropriate information in a timely manner, relative to item one of the Project
Scope, and provide to appropriate AspireOn representatives for review.
II. Commit necessary time and coordinate scheduling of group and sub group sessions
associated with accomplishing item one of the Project Scope.
III. Commit n ecessary a mployee a nd applicable se nior a xecutive t eam t ime f or c ollaboration
and meetings relative to accomplishing the outlined Project Scope.
IV. Provide project endorsement, from the City Mayor and applicable senior executive level,
communicating the importance and priority of the project to the organization.
V. Identify initial group for leadership coaching, present coaching program appropriately, and
facilitate scheduling of initial coaching sessions.
VI. City of Meridian will provide us with a point of contact for all scheduling and information
gathering.
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Miscellaneous
CONFIDENTIALITY. C ity of Meridian understands that it may be necessary to provide
AspireOn with access to certain confidentiaUproprietary information necessary to performing
the work outlined under the Project Scope. AspireOn agrees not to disclose any confidentiaU
proprietary information learned as a result of this project without the specific written consent
of City of Meridian. AspireOn fully understands that unauthorized disclosure of above
described information may cause irreparable or severe damage to City of Meridian.
ASPIltEON:
AspireOn:
Submitted: By:
Phil Stiffler
Chief Storyteller
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Professional & Business References
1. Jim Sanders
General Manager
Benton PUD
2721 West 10th Avenue
P.O. Box 6270
Kennewick, WA 99336-0270
(509) 582-1225
2. Ken Sugden
General Manager
Franklin PUD
1411 W. Clark
P.O. Box 2407
Pasco, WA 99302-2407
(509) 546-5947
3. John Darrington
City Manager
City of Richland
505 Swift Building
P.O. Box 190, MS #03
Richland, WA 99352
(509) 943-7381
4. Tim Rhodes
CEO
Provizio
2404 Bank Drive Suite #103
Boise, ID 83705
(208) 344-4814
5. Dan Presley
Director of Sales
Rapidigm
13555 SE 36th St
Bellevue, WA
(425) 643-2010
6. Stan Arlt
Public Works Director
City of Richland
840 Northgate Drive
P.O. Box 190, MS #26
Richland, WA 99352
(509) 942-7460
7. Bob Hammond
Public Works Director
City of Kennewick
210 W. 6th Ave
Kennewick, WA 99336-0108
(509) 585-4251
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AspireOn Project Managers to be Utilized on this Project
Phil Stiffler Sr.
Chief Storyteller and Co-Founder
AspireOn
9761 W. Sleepy Hollow Ln.
Boise, ID 83703
Ph. (208) 853-6640
Fax (208) 853-6642
Summary: Phil has over thirty years of broad based practical business/corporate and
consulting experience in management, relationship marketing, banking, corporate finance,
human resource development, and strategic planning. Phil formally incorporated his
consulting business as a co-founder of AspireOn in 1999. This established the entity to
formally market results-based consulting services for the performance success of AspireOn
clients. Drawing upon years of experience and practical knowledge combined with a forward
focused direction for the future, AspireOn provides customized outcome based services in the
areas of strategic positioning, leadership, talent, team, environment (culture) and
organizational enhancement.
Education:
Affiliations:
Eastern Washington University: B.A. -Finance
Graduate Degrees in Specialized Programs:
University of Washington: Pacific Coast Banking School
University of Oklahoma: National Commercial Lending School
University of Southern California: Strategic Planning
Past Professional and Civic Affiliations:
Board of the Chamber of Commerce
Economic Development Council
Adjunct faculty: Eastern Washington University Business School
(Entrepreneurship and Strategic Planning).
Phil provides ongoing leadership through a positive attitude, forward focused approach,
intense motivation, communication abilities, enthusiasm, and competitive desire to bring
success and optimum performance for the clients of AspireOn.
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Alvin L. Henderson-Buckner
Talent & Performance Architect
AspireOn
9761 W. Sleepy Hollow Ln.
Boise, ID 83703
Ph. (208) 853-6640
Fax (208) 853-6642
Summary: Twenty-one years experience with progressively increasing responsibilities in
human resources management with Morrison Knudsen Corporation (now Washington Group
International), an international design engineering, construction, mining & environmental
company (revenues in excess of $2 billion). Expertise includes policy development,
management consultation, employee counseling, conflict resolution, training and program
development, recruiting, affirmative action compliance, international human resources,
litigation support and negotiation. Eight years management/supervisory training program
delivery experience with the Idaho State Department of Corrections. Worked with the City of
San Francisco on a 2 billion dollar expansion of the San Francisco Airport in regard to
assessing the capabilities of a program manager, evaluation of the use of disadvantaged and
women owned business enterprises, and the ability of the teams to work in an integrated
environment.
Experience: Management Issues
Designed, implemented and trained managers and employees in a corporate-
wide performance review and career development program, shifting emphasis
from documentation to goals identification, increasing employee/manager
dialogue and achieving 45% compliance. Program provides information used
for promotions, terminations, and training program design. This program is
used by senior management to evaluate executive level staff.
Managed Domestic and International Human Resources in two divisions and
one subsidiary with employee populations from 250 to 1,200. Currently
responsible as Sr. Vice President Human Resources, at Corporate policy
making level, for all Human Resources functions, excluding Compensation and
Benefits.
Decreased operating budget by 50% while maintaining essential human
resources services.
Implemented corporate staff decentralization process resulting in eight million
dollar annual corporate overhead reductions.
Participated in two major acquisitions in two years, restructuring the human
resources management organization and integrating the workforces of three
companies totaling more than 39,000 employees.
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International human Resources Management
Designed compensation packages, working conditions and expatriate
orientation programs.
Managed corporate-wide international human resources program and policy
development Achievements included:
Revised method of paying certain employee premiums to minimize host
country taxes.
Employee Relations
Developed and designed adivision-wide Team -Building Program that
reduced employee turnover and complaints and increased productivity.
Provide counseling services to employees on work-related issues.
Management Consultation
Manage Employee Assistance/Drug Testing Programs service deliver.
Recruiting/Affirmative Action
Designed an Internal Skills Inventory that enables with E-mail capabilities to
input their current employment needs and pull-up current on-file resumes of
possible candidates.
Organized a job fair for Engineering, Geological, and Accounting
professionals t hat p roduced o ver 9 00 q ualified applicants a nd resulted i n 6 0
hires within 60 days.
Designed and developed a recruitment advertising strategy that built company
name recognition and maximized advertising dollars.
Identified and implemented Corporate-wide Affirmative Action Plan analysis
system eliminating manual computations and increasing plan compliance.
Hands-on participation in Boise Office OFCCP Compliance Review, which
resulted in a letter of compliance.
Extensive experience with local, state, regional and federal compliance
agencies/issues.
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Training
Designed, developed and delivered Employee Review training program for
managers/supervisors and employees, including career paths, career
development overview, and Supervisor/Employee Workbooks Trainer's
Guides.
Managed corporate-wide leadership program to educate senior management
personnel as to vision, direction, focus and goals of company's new executive
management. Program acceptance resulted in more requests for participation
than schedule would allow, with program being booked 18 months in advance.
Delivered short-term client systems training program (Crisis Intervention &
Problem Resolution) to state employees and trained trainers in program
delivery.
Downsizing
Wrote separation agreements for company personnel, from senior management
on down, which have stood up to legal counsel and outside review without
litigation or complaint.
Directed and successfully managed elimination of international construction
subsidiary involved in the infrastructure market.
Designed, directed and achieved an overall 10% reduction in corporate staff,
with no employee/company litigation.
Reduced HR staff by 35% and cut operating budget by 50% without loss of
essential services.
Developed and implemented adownsizing/layoff policy that released 300+
employees with one litigation which was settled in the company's favor at the
Federal Circuit level.
Designed, established and managed an Outplacement Center with a 70%
utilization rate and an 89% placement rate.
Policy Development
Strengthened company's employer/employee position by developing
termination categories based on the "at-will" employment doctrine, modifying
employee handbooks, applications and other communications tools.
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Currently developing Alternative Dispute Resolution Policy to reduce
discrimination and employment-related claims by providing employees with a
vehicle, other than litigation, for dispute resolution and reducing costs by
keeping matters in-house.
Developed and implemented the company's first Family Leave and enhanced
Maternity Leave policy.
Education/Certification:
Boise State University: Bachelor ofArts -Psychology
National Institute of Drug Abuse: Certified Trainer of Trainers
Associations:
National Society for Human Resource Management
National EEO Committee Association of General Contractors
Idaho Association on Affirmative Action
Region 9 OFCCP/Industry Liaison Group
Boise State University -Center for Management Development Advisory
Board Member
Family and workplace Consortium -Advisory Board Member - (Statewide
body devoted developing, supporting and fostering practices that support
working families).
United Way of Ada County Board Member
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Deanna L. Combs
Program Quality Manager & Head Coach
AspireOn
9761 W. Sleepy Hollow Ln.
Boise, ID 83703
Ph. (208) 853-6640
Fax (208) 853-6642
Summary: Spent 20+ years as a manager, facilitator, mediator and leader in the Federal
employment sector provided gaining a broad knowledge of the fundamental principles and
essential building blocks of a healthy, high-functioning organization. Has developed a deep
appreciation and skills to mediate resolutions, which heal human resource problems and result
in peaceable and mutually agreeable solutions. Deanna's foundation in employee
development and training has provided her the lifelong quest for learning and for making a
contribution to any effort with which she participates.
Experience: Management Consultant Evergreen Consulting
3~~ Performed under contract with Fluor Daniel Hanford and DOE-RL
Facilitated Strategic Planning, performance measurement planning and
team improvement projects.
__: Mediated workplace dispute cases and other conflicts to resolution
HR Manager and Quality Program Director U.S. Department of Energy
~= Managed Employee Relations and Training Programs
Administered and managed Performance management Systems
Managed staff and budgets for Federal Personnel. Operations
~° Directed the implementation of quality leadership and process analysis
Managed the assessment of DOE programs and Performance Measurement
Supervisory Personnel Specialist Bureau of Land Management
Supervised a staff of Human Resource Specialists performing personnel
services for BLM offices in the State of Idaho
Managed the Performance Appraisal System and handled related employee
dispute and grievances
Represented BLM before the Merit Systems Protection Board
Instructed coursed in Performance Appraisal, Employee Relations, and
Labor Management
Personnel Management Specialist U.S. Dept. of Energy
Performed personnel management evaluations and activities
~ Administered salary and pay actions
Served on Headquarters task-teams for new agency program development
3 Received promotions and awards for superior performances
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Personnel Specialist and Asst. Personnel Officer
Civil Service Commission and U.S. Forest Service
~~ Established and conducted Civil Service Employment Testing Program
Advisory services on Civil Service rules and regulations
~~ Provided direct assistance to Forest Service Districts in managing
permanent and temporary employees
Handled Union and Administrative grievances and appeals
Education: 1966-1970 Idaho State University Pocatello, ID
B.A., English Education
Graduated Magna Cum Laude
-~ Completed Graduate coursework for Master of Public Administration
Completed certification requirements and training in mediation services
Completion of Management and Leadership training provided by the USDO
Certifications/Associations:
Certified Mediator/Volunteer for Yakima/Kittatas County Dispute
Resolution
Center and Benton/Franklin Dispute Resolution Center
Crisis Phone Line Volunteer for CONTACT, Help-line, Tri-Cities
Member/Officer of Tri-City Women Investment Club
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THEREFORE, given a mutual d esire b y b oth p arties t o m ove f orward on t his p roj ect a nd
mutual agreement on the project elements outlined herein, both parties hereby formerly agree
to proceed on the project. AspireOn will commence work upon receipt of executed proposal
from the City of Meridian.
ASPIREON: AspireOn: ~
DATED: ~ ~ By:
Phil Stiffler
Chief Storyteller
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CITY OF MERIDIAN: .~``~~`~ OF ~ ~ ~ meridian:
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DATED: ~ ~ X _ 1~ ~~ ~~ v ~ ~ + ~
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