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HomeMy WebLinkAboutVII (A) Select Firms to Appear for Presentation from Letters of Interest for the Employee Survey AgendaT� 1-05-99e "CENTER OF GOOD LIVING-PRIDE OF WEST ORANGE" J pWIR•CO14ISSIONER S.SCOTT VANDERGRIFT :oee COMMISSIONERS ` CITY OF OCOEE DANNY HOWELL 0 150 N.LAKESHORE DRIVE SCOTT ANDERSON Z.. "���+++��� Q • ' OCOEE FLORIDA 34761-2258 SCOTT A.GLASS NANCY J.PARKER (4)...___). p (407)656-2322 CITY MANAGER �Of GOO' sELLIS SHAPIRO MEMO WK TO: The Honorable Mayor and City Commissioners FROM: Joyce Meridith, Buyer,i?j rn DATE: December 16, 1998 RE: Letters of Interest for the Employee Survey An RFQ was prepared and advertised on October 11, 1998. The Employee Survey Selection Committee; whom consists of Commissioner Nancy Parker, Janet Shira, Community Relations Director, Wanda Horton, Finance Director, Peggy Psaledakis, Human Resources Director, Lisa Strickland, Employee Committee Representative, John Bostic, Employee Committee Representative, and Debbie McDonald, Human Resources Specialist; held a meeting on December 9, 1998 to review the letters of interest that were received on November 16, 1998. Six (6) responses were received from various consulting firms. The committee selected the following four(4) firms for your review: 1) Cody& Associates, Inc. 2) Office of Corporate Services for Valencia Community College 3) DMG/Maximus 4) Sonalysts, Inc. RECOMMENDATION It respectfully is recommended that the City Commission: 1) Review the attached proposals, 2) Select the firm(s) to be contacted to do a presentation before the City Commission, at which time the firm(s) will answer your questions/concerns prior to the Commission selecting a firm. d y. LEITER Of INTEREST FOR A CONFIDENTIAL EMPLOYEE SURVEY CITY Of OCOEE c er i Cody &Associates, Inc. MANAGEMENT CONSULTANTS 305 Jack Drive, Cocoa Beach, FL 32931 (407) 783-3720 FAX (407) 783-4353 • Cody & c:AsoctatElygi2C. MANAGEMENT CONSULTANTS 305 Jack Drive Cocoa Beach, FL 32931 (407)783-3720 4 November 11, 1998 I , City of Ocoee ATTN: Joyce Meridith, Buyer 150 North Lakeshore Drive Ocoee, Florida 34761-2258 Dear Ms. Meridith: Cody&rAssociates, Inc. is pleased to submit this Letter of Interest to conduct a Confidential Employee Survey Study for the City of Ocoee. The approach to the project and detailed work plan is included in this Letter of Interest. We understand and can perform the scope of services requested and the assistance you require in the Confidential Employee Survey. Cody&Associates, Inc. is well qualified to perform this project because of our experience In conducting similar studies for many clients. Thank you for the opportunity to assist the City in this Project. We look forward to discussing our proposal with you in greater detail. The person who is authorized to make representations for Cody&Associates, Inc. is N.E. Pellegrino, Senior Partner; Address: 305 Jack Drive, Cocoa Beach, FL 32931; (407) 783-3720. The terms, conditions and prices for this study are valid for a period of ninety (90) days. Sincerely, /2W. E. Pellegrino Senior Partner LETTER Of INTEREST FOR A CONFIDENTIAL EMPLOYEE SURVEY CITY of OCOEE Table of Contents Section Page LETTER OF TRANSMITTAL I INTRODUCTION 1 II QUALIFICATIONS 2 III SCOPE OF THE STUDY GOALS AND OBJECTIVES 4 IV SCOPE OF THE STUDY CONSULTANT'S APPROACH TO THE PROJECT 5 A. INTRODUCTION AND PROJECT ORIENTATION 5 B. COORDINATION WITH THE STAFF 5 C. EMPLOYEE OPINION QUESTIONNAIRE and WORKSHEET . . . . 6 D. ATTITUDE AREA DESCRIPTIONS 6 E. EMPLOYEE PARTICIPATION 7 F. INTERPRETING SURVEY RESULTS 7 G. FEEDBACK MEETINGS 8 H. IMPLEMENTATION 8 V TENTATIVE TIME SCHEDULE 9 VI COST OF SERVICES 10 I INTRODUCTION Cody &Associates, Inc. is a Florida based management consulting incorporated company t which was established in 1969. Our offices are located in Cocoa Beach and Lakeland, Florida. There are also offices in Atlanta, GA, and the Washington, D.C. area. The Cocoa Beach location will be the primary office for this project. Cody&Associates, Inc. has a Florida staff of twelve (12) employees including professional and support staff. Cody&Associates, Inc. has provided Human Resources services to over 550 clients including industry and businesses; municipal, county, and state government agencies; public school systems; colleges and universities; trade associations; treatment centers; housing authorities; and, utility authorities in the State of Florida. Our company is known for its outstanding work product and works very closely with our clients to resolve their problems and fulfill their needs. Cody&Associates, Inc. communicates with our clients to render a personalized management consulting service. Each consulting project is under the direction of a Senior Partner of the firm. Cody & %Associates,Inc. 1 II QUALIFICATIONS It is important that you know the specific consultants to be assigned to the day-to-day conduct of the study. Regardless of the size of the organization selected, the consultants on the job will set the theme for the final product. Our resources will be organized in the following manner for this assignment: NICHOLAS E. PELLEGRINO, Senior Partner, has a B.S. from Florida Southern College and a Master's Degree in Administration from the University of Miami. Nick will function as the Project Team Manager. Mr. Pellegrino has been a Senior Partner since 1970 and specializes in the areas of personnel administration, organization and management studies, supervisory training, management development and productivity studies. Nick works out of our Cocoa Beach Office, which will be the primary work site for the study. He has worked with over 450 local clients in Florida as our Project Manager and has installed over 550 studies and projects. Nicks background includes over 30 years experience in human resource management positions with industry and government. He has served as an Employee Relations Manager for a large international airline, a major electronics industry, various government agencies, and a large public hospital. Cody d'Associates,Inc. 2 Mr. Pellegrino's specific responsibilities on this project: -Direct the Project Management Plan -Work directly with the Client's staff on a day-to-day basis. -Authority to speak for the Consultant in all study areas. -Conduct the on-site analysis and develop recommendations. SUSANNE M. COUSINEAU, Senior Consultant, has a Bachelors Degree in Business Adminis- tration from the University of Central Florida and a Masters Degree in Business. 1 Ms. Cousineau has been a Senior Partner of Cody&Associates, Inc. since 1989. She has worked on fifty plus consulting projects for Cody&Associates, Inc. Involving organization and staffing analysis, position evaluations, compensation studies, labor relations, and drafting job descriptions. She has worked with governments, the private sector, school districts, and community colleges serving as a Consultant and Manager. Susanne has held responsible full-time positions in the human resources and labor relations fields in both industry and government. Ms. Cousineau's specific responsibilities on this project: -Conduct on-site analysis and develop recommendations. -Assist analyzing data and conducting interviews. Cody d Associates,Inc. 3 III SCOPE OF THE STUDY GOALS AND OBJECTIVES ° y The following is a summary of the goals and objectives involved in conducting an Employee Opinion Survey for the City Employees: 1. Develop an effective tool for the Management Team with measurable objective information regarding the attitudes, feelings and perceptions of the City employees. 2. Develop criteria for the Management to improve the employees' attitudes, feelings and perceptions. 3. Improve the quality of services performed by the employees of the City. 1 % Cody cYAssociates,Inc. 4 iv SCOPE OF THE STUDY CONSULTANT'S APPROACH TO THE PROJECT i r A. INTRODUCTION AND PROJECT ORIENTATION 1 . The Consultant will conduct initial meetings with the City Management Staff and others. Cody&Associates, Inc. will discuss the current employee situation, philosophy and other specific areas of the project. 2. All employees should be notified of the study by a letter from the City requesting cooperation and explaining the scope of the project. The consultant can hold group meetings with all employees to explain the objectives and approach to the study and answer employee concerns, if desired, by the City. M B. COORDINATION WITH THE STAFF U 1 . Cody &Associates, Inc. will meet with City's staff to clarify and finalize the Uscope of work and timetable. 2. The Consultant will meet with the City's staff to discuss the Employee Opinion Survey System to be employed, and other project elements. 111 3. The present Human Resources program will be reviewed during these meetings. Cody &Associates,Inc. 5 C. EMPLOYEE OPINION QUESTIONNAIRE AND WORKBOOK 1. The Consultant will construct a Confidential Employee Opinion Survey to cover the City's project objectives and areas of concern. 2. The City and the Consultant will meet to review the questionnaire and workbook. D. ATTITUDE AREA DESCRIPTIONS The Employee Survey will contain the following: 1 . Job Satisfaction; 2. lob Mobility; 3. Administration/Senior Management; 4. Department Head; 5. Supervision; • 6. Communications; 7. Human Resources Policies; 8. Job Security; 9. Salary; 10. Benefits; 11 . Physical Work Conditions; 12. Peer Work Relationships; 13. Job Demands; 14. Resource Utilization; 15. Participation; 16. Evaluation; and, 17. Other. Cody &Associates,Inc. 6 E. EMPLOYEE PARTICIPATION Each employee will complete the Employee Attitude Survey Questionnaire during small group sessions held by the Consultant. The Consultant can, if desired by the City, allow the Employee Attitude Survey Questionnaire to be completed at the employee's discretion (at work or residence) over a designated period of time. All forms will be mailed by the individual directly to the Consultant if this alternative is exercised. All responses will be anonymous. F. INTERPRETING SURVEY RESULTS The Consultant will tabulate and analyze the completed Questionnaires. The results will be interpreted according to the following criteria: I1. Types of Issues a. Departmental (work unit) Issues b. Inter-Departmental Issues c. Organization-Wide Issues 2. Prioritizing Issues I I Cody &Associates,Inc. 7 I G. FEEDBACK MEETINGS 1 . The Consultant will present a preliminary report detailing all aspects and results of the Survey. 2. Meetings and discussion sessions will be scheduled by the Consultant. H. IMPLEMENTATION 111 The Consultant will assist the Cityin development of an effective action plan. 111 1111 1111 1111 Cody &Associates,Inc. 8 I - , I V I TENTATIVE TIME SCHEDULE III A. INITL4TION DATE I This Study could be initiated within ten (10) days from your notification to Iproceed. I B. COMPLETION DATES I This study will be completed within sixty (60) days from the submission of the I completed Employee Survey Questionnaires to the Consultant. I I We can, however, modify our time period to fit the needs of the City, If requested. Cody &Associates,Inc. 9 VI COST OF SERVICES 011 The Total Cost of the Confidential Employee Survey Study is Seven Thousand Three Hundred Seventy-Five Dollars ($7,375.00). This includes all costs and expenses for the Study. N N I I I M I I Cody d Associates,Inc. 10 /es i t � v I I 1 , . , ( I: orporate Services offers a Letter of Interest to T � triiicarik Ocoee 041 Io •r 4"4.\_ t . ' 4 f Of GOO presented by 1,11 Kevin Faubel, Manager, Government Accounts Lisa Williams, Account Assistant Bob Beatty, Program Manager 1 II • VALENCIA A BETTER PLACE TO STARTo 1998 Community College of the Year National Alliance of Business 41/I I November 11, 1998 City of Ocoee 150 N. Lakeshore Drive Ocoee, FL 34761-2258 To Whom It May Concern: On behalf of Valencia Community College, the Office for Corporate Services is pleased to provide to you this Letter of Interest. For the reasons listed in the following document, we believe that we are well qualified to conduct the Confidential Employee Survey. We look forward to having the opportunity to answers questions which you might have regarding the security of the project, ease-of-use and other issues. My office phone number is (407) 299- 5000 ext. 3112. Thank you. Kevi Faubel Manager, Government Accounts Post Office Box 3028 Orlando,Florida 32802-3028 (407)299-5000,Suncom 339-0111 Vo�n..e1a Community College 4 - an equal opportunity institution y Executives Honor VCC for its $ `t Job-training Programs By Joni James ' r- (c corporate of The Sentinel Staff i Published in The Orlando Sentinel,August 21, 1998 Services �� a A national group of corporate business executives has named Valencia Community College its 1998 Community College of the Year for its work in meeting the needs of `` Central Florida's businesses and employees. The National Alliance of Business --a group that pushes for quality work-force training and education--picked VCC over eight other nominated schools, said Fred Wentzel, senior vice president of the alliance. "It didn't take us long to focus in on what looks like a first-class program that is totally focused on the needs of the regional business community,"he said. VCC President Paul Gianini said he was thrilled. i ,w "It is a feather in our cap. It says we are not only preparing students for the work force but that we are doing a good job in-house serving business," Gianini said. In particular,the alliance was impressed by a Valencia program that provides on-site employee training for companies, Wentzel said Under the program, VCC instructors teach courses tailored for each company's training needs. More than 400 companies have hired the college to do such training since VCC began offering it about five years ago, said Joan Tiller, assistant vice president for work-force development. About 50 to 60 companies are served at any one time, she said. The alliance does not solicit applications for the award. Alliance staff and members 1 1c nominate schools, with the senior alliance staff choosing the winner,Wentzel said. Wentzel declined to say who nominated VCC for the award. Many members of the alliance's board of directors work for companies with ties to Central Florida—such as Harcourt Brace & Co. and Siemens Corp. --but none of them works in Florida. Last year,a community college in Phoenix won during the award's inaugural year. s 1 Providing the Ingredients to Succeed in Business VALENCIA To learn more, call 299-5000, ext. 3108 A BETTER PLACE TO START. Who we are: At VALENCIA Community College, the Office for Corporate Services was chartered to respond to the needs of the business community. Since that time six years ago, we have met with many companies and government agencies in both Orange and Osceola counties. At these meetings we 111 have discussed how VALENCIA, in addition to fulfilling the traditional role of community educator, is intent on earning the right to be considered as a resource to your Human Resources Idepartment. Most recently, the National Alliance of Business selected Valencia Community College over eight 111 other nominated schools as its Community College of the Year for its work in meeting the needs of Central Florida's businesses and employees. We accomplished this by providing training and resource solutions that were specific to the client's requirements. Our qualified instructors are able to provide a variety of professional development courses and computer training and other services specific to the needs of our clients. In the past three months we have provided training in Team Building/Motivation, Supervisory and Management Skills Development and Access database training. As a service our clients have benefitted from by having experts design Access databases and conduct Customer Satisfaction Surveys. 1 ♦ We meet with our clients to learn their culture and discuss various training scenarios before we make a proposal. ♦ The services and/or training are provided at your location at a time convenient for your staff. • Being that we are an organization of the State of Florida, our clients find us to be very cost- effective. ♦ The professionals who work with us on these projects are based in the Orlando area so there is no time needed to allow for extensive travel. They are also more readily available for additional follow-through on the project. The people who do our training and special corporate projects are business professionals. They have either been involved in these types of projects for years or now teach others how to be successful at what they do. Here are some comments made by our clients on their Evaluation Forms: • The instructor was veryinformative . . . . The instruction was well thought out and g I presented. ♦ Law and liability - the instructor made me more aware of the potential risk of my job. • The instructor. . is to be given high marks for making a three and a half hour presentation interesting as well as informative. ♦ The instructor was very informative, made all feel comfortable. From amongst a distinguished cadre of professionals, we have selected Ms. Nyda Bittman to work with us on the City of Ocoee project. I U Ms. Nyda Bittman Ms. Bittman has a diverse financial industry background spanning more than 25 years. She has held numerous senior level positions in marketing, public and community relations, telemarketing and sales. Formerly Senior Marketing Manager for Barnett Banks, Inc., Nyda developed marketing strategies and programs to further enhance Barnett's position in the marketplace: to attract, build and expand relations, and increase profitability. Prior to her holding company experience, she was with Barnett Bank, Central Florida for 12 years where she served as a member of Executive Management in charge of Community and Public Relations and Development. Under her leadership, Barnett achieved an "Outstanding" CRA rating from the Office of the Comptroller of the Currency. Because of her aptitude in telemarketing, Nyda was selected to create, develop Iti and establish the Telebanking Information Center. In that capacity, she coordinated and directed the efforts which produced the highest level of customer service. She was instrumental in establishing Diversity Training for the company and several employee advisory committees to further the bank's efforts in the community; To complement the above accomplishments, Ms. Bittman has designed, created and implemented seminars and workshops built exclusively to address the needs of the targeted markets. Her areas of expertise include Marketing/Public Relations, Community Development, Telemarketing/Sales, Training/Development, Project Management and Communication. In addition, she has designed,developed, and conducted training classes on a wide range of programs including communication, sales, presentation skills, telephone and customer service skills. She also serves as an executive coach. Ms. Bittman is Qualified for this Project: During her tenure with Barnett Banks, both in Central Florida and at the holding company in Jacksonville, Ms. Bittman assisted in the creation and development, execution, and presentation of survey results of various employee opinions. These have ranged from attitudinal and job satisfaction surveys to diversity, sales and other skills and capabilities. (The Central Florida location had an employee base of 1200 and the holding company a base of approximately 40,000 employees.). A frequent guest speaker on television and radio, Nyda has also been recognized for her achievements in regional and national magazines and newspapers. A Florida Southern graduate, Ms. Bittman received a bachelor's degree in Marketing and Business Administration. She is a member of the National Association of Women Business Owners (NAWBO), President of the Executive Women's Council and the United Way Leadership Club. She is also a Certified Development Trainer with the Professional Woman Network, an international training organization. ro The Survey Company: The instrument which Ms. Bittman will be using to gain such valuable information from the City of Ocoee employees is a component of the Wonderlic Series. As one of the world's first employment test publishers, since 1937 Wonderlic has been helping companies of all sizes understand the needs of their employees. To date, Wonderlic holds a unique perspective based on the more than 100 million people who have taken their tests. (Today, virtually every team in the NFL relies on the Wonderlic Personnel Test.) The tests and services generate easy-to-understand information which is cost-effective and has technical integrity. The Wonderlic tests have been researched by various private companies, universities and government agencies and proved to be an accurate prediction of job success when used in balance with other job qualification information. It has also validated itself on the grounds that it does not exhibit cultural/ethnic, gender or age bias. All jobs - and all people - are important. The Wonderlic Employee Opinion Survey: The survey is divided into two separate components: the Core Items and the Survey Modules. They are designed to collect information that is indispensable to the operation of any organization. The Core Items consist of thirty items across six separate scales measuring aspects of employees' satisfaction with their jobs. The Core Items include: • Career Opportunities • Pay and Benefits f • Co-Workers ♦ Job Attitudes • Commitment • Supervision In addition to the Core Items listed above, four Survey Modules may be selected from the available twelve listed below. Additional modules may be added to the survey at a minimal charge. Each module consists of questions that cover a specific organizational issue. • Communication • Demographics • Diversity Awareness ♦ Job Security • Performance Feedback ♦ Quality • Senior Leadership • Recognition • Company Values • Stress • Empowerment • Training Emphasis t • - Core Item Scales:III Career Co-Workers Commitment job Attitudes Pay & Benefits Supervision Opportunities illeFairness Camaraderie Company Skill Variety Market Recognition Goals Competitiveness 111 Career Cooperation Company Pride Feedback Benefits Communication Tracking Comprehensive- ness II Mobility Team- Intent to Leave Decision Benefits Motivational Oriented Making Power Knowledge Impact liOpportunity for Pride in Work Fairness Performance Skill Dev. Feedback IIISense of Productivity Accomplishment Oriented IIConsideration and Supportiveness N Reports: iiii . The survey results are presented in five separate reports that are designed to allow interpretation Io-be easy and meaningful. The reports are: illResponse Rate - Presents percentages of employees responding across all employee groups and indicates how well the survey represents the opinions of all employees. High-Low - Presents the five strongest and five weakest rated items in the survey. Category Analysis - Shows the cumulative results for the scales that were included in the survey. Category by Item - Presents results for the items within each scale and the overall scale results. Action Planning - Graphically presents the issues that have the greatest impact on job 11 satisfaction and require the most attention for organizational improvement and change. U I 4 • I: . Delivery Options: IThe survey can be delivered by paper or by interactive touch-tone telephone. Valencia Community College will provide the instructional administration to the City's Project Coordinator. ifPaper Delivery - If delivered by paper, the administration ma be conducted in a central location or several ill identified location with employees taking the instrument during a specific time. Once they have completed the survey, they will place the instrument in a confidential envelope addressed to Wonderlic for processing. There will be an allotted period of time to complete Ir the instruments and mail them. We will have the results available to the City of Ocoee within four weeks. ,II Interactive touch-tone telephone - Ill delivered by interactive touch-tone telephone, employees will be given a toll-free number to call and respond to the survey questions. There will be an allotted period of time for employees to respond. There are two advantages to using this method: 1) there is an added I measure of privacy for the individual; 2) reports will be available to the City of Ocoee in less than three weeks. IOnce the reports have been generated, Valencia Community College and Ms. Bittman will present the results to the appropriate identified individuals or group(s) with the City. IThe Fee: Included in the fee are: PI • the survey of 260 Y emP to ees • the meetings to confirm the criteria to be evaluated al • in the event that the survey is administered on paper, Valencia Community College will staff the remote locations to ensure the privacy of the exercise and minimize the City's man-hours on this coordination III • the five basic reports generated (see the attached examples) ♦ the presentation/interpretation of the survey results. illThe fee for this service is $8200. We appreciate this opportunity to earn your business. 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U II 1 II II rs v co 0 C - p C 7b o c Il .- 0 u e it i Ill 4,-) ,W U.II II W C , r SI d Ii = Q J _ E a W e $ co u Q a a u I N N VD O _ I b � < I � � I .- 0 ., 0 O' U cn CO - 11 it II V N CO V co c C L w c U 30 Q. n f s CITY OF OCOEE La Florida / VIA I Helping Government Serve The People 1 _ Pll . la ill CITY OF OCOEE , - ,. ill Florida IIIII IN Quality of Work Life Survey li Proposal 1111 MI IN 1998 1111 DMG/MAXIMUS it 220 Executive Center Drive, Suite 210 Columbia, SC 29210 Phone(803) 772-2014 Fax (803) 772-2186 111 111 I I D AXIMUS GHelping Government Serve The People November 13, 1998 City of Ocoee Joyce Meridith 150 N. Lakeshore Drive Ocoee, FL 34761-2258 d Dear Evaluation Team Members, DMG-MAXIMUS,INC. (DMG-MAXIMUS) is pleased to present its proposal and qualities to provide human resource management consulting services to the City of Ocoee. DMG-MA)UMUS is a national financial, human resources and management consulting firm that assists clients in better managing money and people. DMG-MAXIMUS prides itself on providing service and systems almost exclusively to the public sector, which enables our team of experienced consultants to better understand the various human resource management issues that public officials face. DMG-MAXIMUS has offices in cities across the country and a staff of more than 3000 service state and local governments in the country, with more than 2,000 clients across the United States. We believe DMG-MAXIMUS is particularly qualified for this project for several reasons: ❖ The DMG/Archer Quality of Work Life Survey is a unique and powerful tool that has been designed to measure the motivational and behavioral propensities of employees in the work environment. The product of more than 15 years of research, the QWL survey is not just a morale or attitude survey, but rather it is five different surveys rolled into one. It not only measures morale and attitude, but it also measures job satisfaction,job dissatisfaction and productive and cooperative propensity. The survey instrument is made up of 72 work environment"effectuator", or need- related variables, which research has shown to have a significant influence on the motivation and direction of employee behavior in the work environment- positively or negatively, productive or unproductive. 121 Executive Center Drive, Suite 141 • Columbia, SC 29210 • 803.772.2014 • FAX 803.772.2186 I Earnest R. Archer, Ph.D., retired executive director of DMG's Human Resource Management Division, developed the theories behind the Archer Quality Of Work Life Survey and other Archer systems during more than 20 years as an executive with such Fortune 500 companies as General Motors, Deering-Milliken, Burlington Industries, Philadelphia and Reading Corporation, and Northwest Industries. During those years he spent time surveying public and private sector personnel supervisors and managers to determine what factors motivate and discourage employees. The DMG/Archer QWL Survey is the only survey available that has the ability to measure the degree of satisfaction or dissatisfaction, which and employee may p express with a regard to a need-related variable, and the ability to measure the intensity (or feeling of frustration) with the expressed degree of satisfaction or dissatisfaction. This is a significant advancement in this type of survey. Typical • morale and attitude surveys do not possess the ability to distinguish such intensities. Research indicates that attitude and morale surveys are little more than a guessing i t game when it comes to identifying priorities if they do not have the ability to measure both degree and intensity responses to need-related variables. For example, an employee can express a high degree of dissatisfaction with need- related variables in the work environment. Remedial or corrective action, however, may express a low or moderate degree of dissatisfaction with a need- : related variable, but a high priority for remedial or corrective action. It becomes, then, a question of the relationship between the expressed degree of dissatisfaction and the intensity of the desire for corrective and remedial action that determines the proper priority of action by management. In summary, DMG's analysis of employees' responses to the DMG/Archer Quality of work life Survey will measure: ❖ The level of morale among employees; ❖ The attitudinal tendency of employees; ❖ The degree and intensity of job satisfaction among employees; ❖ The degree and intensity of job dissatisfaction among employees; and ❖ The measure of the productive and cooperative propensity among employee. The crux of the foregoing is that the DMG Survey has the ability to measure the elusive relationships between perception and intensity that are not contained in - the typical morale, attitude and quality of work life surveys. The fact that the survey has such ability allows for the objective and constructive prioritization of corrective and remedial action on the part of the organization. Not only that, but it allows for a much broader range of interpretive logic and objectivity relative to those things which motivate and influence the behavior of employees in the I workplace. D MAXIMUS DMG's verbal presentation and written report identify employee perceptions, values and attitudes regarding current organizational and management structure, and offer prioritized recommendations for remedial action. •., DMG-MAXIMUS will provide substantial, hands-on experience. DMG- I MAXIMUS Human Resource Management Division has provided services for more than 600 public sector organizations nationwide, including municipalities of various sizes, counties, school districts, special districts and other quasi- governmental agencies. DMG-MAXIMUS also has substantial experience in Florida and the South. PI ❖ Human resources management system development by DMG-MAXIMUS have routinely been adopted by the body and become part of the organizations' personnel program. If this offer is accepted, the following services to will be rendered to the City. The following is a proposed workplan: The best forum for conducting the survey is a general staff meeting—or series of meetings—for which management personnel are not present, except to make appropriate introductions. This reflects the confidential nature of the survey and contributes to the reliability and validity of employees' responses. Gathering and analyzing data, and presenting appropriate recommendations for remedial action can be accomplished in three easy steps. 1111 1 DMG's representative will meet with survey participants to explain the scope and objectives of the survey, and to administer the Quality of Work Life Survey. Each participant is allowed to randomly select an envelope containing a questionnaire from one of three boxes. Pencils are also provided. A sample QWL Survey questionnaire is attached. DMG explains to participants how to complete the questionnaire, and assists anyone requiring help. Participants usually complete the questionnaire in 30 to 45 minutes. iiSurvey participants place completed questionnaires back in the envelopes, and deposit them in any of the three boxes. Individual participants' responses remain absolutely confidential. I D MAXIMUS • 111i 2 DMG gathers returned surveys, and enters data from them into the quality of Work Life Survey computer program for analysis. The computer groups data by the organization's departments and divisions, and by demographic groups, and provides a variety of calculation charts and graphs to 11 portray prioritized ranking of employee's concern and attitudes. 3 DMG consolidates survey participants comments and prepares a narrative and verbal presentation of the survey results and DMG's prioritized recommendations for remedial action. DMG presents two copies of the written study report and 111 makes oral presentations before the client organization's management, elected officials, or other groups as requested. We believe these components are the heart of the proposed project's objective. As in all of our studies, we will initiate the project by meeting with designated City Staff to ensure I understanding and agreement among all parties as to the project objective during this engagement. I Sin : ely, Russell '. Campbell, Jr. Senior Manager I 1 I ii I I ID G AXIMUS r 1 84MPLE THE ARCHER QUALITY OF WORK LIFE SURVEY dmq7Jr Personnel/Human Resource Management Division David M. Griffith & Associates, Ltd. 121 Executive Center Drive, Suite 206, Columbia, South Carolina 29210 (803) 772-2014 Fax: (803) 772-2186 © Earnest R. Archer, 1991 11 IDATA SHEET IA. Please indicate the department in which you work: (See attached sheet). B. Please check your shift assignment: 1. ❑ first 2. ❑ second 3. ❑ third IIC. Please check one space to indicate your appropriate work classification: 1. ❑ Executive 5. ❑ Non-supervisory - hourly wage I 2. ❑ Managerial 3. ❑ Supervisory 6. ❑ Non-supervisory commissioned 7. ❑ Other (Please Specify) 4. ❑ Non-supervisory - salaried 111 D. Please check the number of years you have worked for this organization: 1. ❑ Less than 3 years 6. ❑ 20 - 23 years 2. ❑ 3 - 7 years 7. ❑ 24 - 27 years I3. ❑ 8 - 11 years 8. ❑ 28 - 31 years 4. ❑ 12 - 15 years 9. ❑ 32 - 35 years 5. ❑ 16 - 19 years 10. ❑ Over 35 years IIE. Please check the age group into which your age falls: 1. ❑ Less than 20 years 6. ❑ 41 - 45 years Oil 2. ❑ 20 - 25 years 7. CI 46 50 years 3. El 26 - 30 years 8. ❑ 51 - 55 years 4. ❑ 31 - 35 years 9. ❑ 56 - 60 years N5. ❑ 36 - 40 years 10. ❑ Over 60 years F. Please check your sex: 1. ❑ Male 2. ❑ Female 111 G. Please check your marital status: 1. ❑ Married 2. ❑ Single IIH. Please check the highest academic degree or diploma you have received: 1. ❑ No degree or diploma 4. ❑ Bachelor's degree 2. ❑ High School diploma 5. ❑ Master's degree 3. ❑ Associate degree 6. ❑ Doctoral degree I. Please check your current salary range: Ii. ❑ $ 9,000 - $13,999 7. ❑ $39,000 $43,999 2. ❑ $14,000 - $18,999 8. ❑ $44,000 - $48,999 3. ❑ $19,000 - $23,999 9. ❑ $49,000 - $53,999 1 4. ❑ $24,000 - $28,999 10. 0 $54,000 - $58,999 5. CI $29,000 - $33,999 11. 0 $59,000 - $70,000 6. ❑ $34,000 - $38,999 12. ❑ More than $70,000 I I I i I INSTRUCTIONS Listed in this questionnaire are a number of items which relate to your work. Below each item are three questions. Beside each question is a scale. There is also a comments and suggestions section for each item. For example: 2 -8. The salary/wages paid to you: Comments/Suggestions (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 On the scale beside each of the three questions, (a), (b), and (c), you are asked to circle the number which comes closest to explaining your feelings about the item. For example: How satisfied are you with this? — means how much satisfaction do you feel about the item. If you are not satisfied with the item at all, you would circle 0 on the scale; if you feel 50% satisfied with the item, you would circle 5 on the scale; if you feel 70% satisfied with the item, you would circle 7 on the scale; if you feel 100% satisfied with the item, you would circle 10 on the scale; etc. (Circle one number only.) How urgent is an improvement in this? — means how urgently do you want to see the item improved. If you feel that it is not urgent that the item be improved at all, you would circle 0 on the scale; if you feel that it is slightly urgent that the item be improved, you might circle 2 on the scale; if you feel that it is moderately urgent that the item be improved, you might circle 5 on the scale; if you feel that it is extremely urgent that the item be improved, you might circle 10 on the scale;etc. (Circle one number only.) Probability that this will be improved? — means how much do you believe that the item will be improved within what you believe to be a reasonable period of time. If you believe that there is no probability at all that the item will be improved within a reasonable period of time, you would circle 0 on the scale; if you believe that there is only a slight probability that the item will be improved within a reasonable period of time, you might circle 2 on the scale; if you believe that there is a moderate probability that the item will be improved within a reasonable period of time, you might circle 5 on the scale; if you believe that it is absolutely certain that the item will be improved within a reasonable period of time, you would circle 10 on the scale; etc. (Circle one number only.) If you have comments or suggestions regarding any item, please write them on the lines beside the item. YOUR RESPONSES WILL BE KEPT CONFIDENTIAL PLEASE RESPOND TO ALL ITEMS PLEASE ANSWER ALL THREE QUESTIONS UNDER EACH ITEM FEEL FREE TO MAKE COMMENTS OR SUGGESTIONS 1 • • 1 Comments/Suggestions IIII1 - 1. The ventilation in your workplace or office: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 ii (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 -2. The temperatures you are exposed to in your workplace or office: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 3. The water fountains/beverage services available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 I (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 -4. The food and snack services available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 0 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 - 5. The restroom facilities available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 -6. The noise levels you are exposed to in your workplace or office: g (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 -7. The lighting in your workplace or office: MI (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 I 1 _8. The odors you are exposed to in your workplace or office: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 ii 1 _9. The work breaks or rest periods available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 I l _ 10. The vacation policy available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 I (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 - 11. The attendance requirements expected of you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 a (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 III1 - 12. The schedule of your working hours: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 - 13. The workload (or amount of work) required of you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 I (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 - 14. The equipment,materials,supplies provided to you for your work: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 I (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1 2 II Comments/Suggestions 2 - 1. The office or workplace you have to work in: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 -2. The first-aid services available to you on the job: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 -3. The medical services available to you on the job: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 -4. The retirement benefits plan available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 •5. The life insurance plan available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 -6. The health/medical insurance plan available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 •7. The health and safety measures provided to protect you on the job: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 -8. The salary/wages paid to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 -9. The security of your job: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 - 10. The amount of training you receive to update your skills: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 - 11. The sick-leave policy available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 - 12. The grievance policy available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 - 13. The disciplinary policies to which you are subject: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 2 - 14. The protection you have from discrimination or harrassment: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 � I� Comments/Suggestions 3 - 1. The leadership provided to you by your immediate supervisor: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 -2. The leadership provided to you by your supervisor's supervisor: • (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 -3. The leadership provided to you by top management: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 -4. The communication to you of what is expected of you on the job: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 it (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 -5. The assistance provided when you have problems with your work: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 -6. The suggestions provided to you for improving your performance: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 - (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 -7. The relationship you have with your co-workers: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 li3 -8. The assistance you receive for resolving conflicts with co-workers: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3-9. The compassion/understanding shown when you have personal problems: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 - 10. The relationship you have with your immediate supervisor: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 - 11. The relationship you have with higher management: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 0 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 - 12. The communication to you of your organization's goals and objectives: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 RI (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3 - 13. The communication to you of your organization's activities: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 III (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 3- 14. The social events/get-togethers sponsored by your organization: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 I Comments/Suggestions 14 - 1. The amount of recognition you receive for your work/accomplishments: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 -2. The promotion and advancement opportunities available to you: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 -3. The image of your organization within the community: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 -4. The stature of your job within the community: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 -5. The way your organization uses your skills and abilities: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 -6. The treatment you receive from your immediate supervisor: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 - 7. The treatment you receive from higher management: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 -8. The way you are corrected,disciplined or reprimanded: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 -9. The organization's consideration of your ideas and suggestions: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 - 10. The way your performance is appraised within your organization: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 - 11. The amount of authority you have to carry out your job duties: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 - 12. The way your organization determines raises in pay: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 - 13. The comparison of your pay with the pay of your co-workers: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 4 - 14. The comparison of your pay with the pay of other organizations: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 ( (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5 I El 0 Comments/Suggestions 5 - 1. The amount of independence you have in making work-related decisions: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 0 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5-2. The amount of independence you have in performing your job: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 0 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5 -3. The financial support provided for your training and development: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 0 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5-4. The latitude you have to express your personal opinions: ill (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5-5. The opportunities you have for training and developing others: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5 -6. The opportunities you have to be creative and innovative: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5-7. The opportunities you have to do work that challenges your abilities: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5 -8. The physical surroundings in which you work: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5-9. The amount of flexibility you have in the way you use your time: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5- 10. The rules and regulations which you are required to follow: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 1:5- 11. The opportunities for you to grow intellectually within your organization: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 t 5 - 12. The kind of work you do: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5- 13. The contribution that your work makes to your organization: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 5- 14. The opportunities for you to assume greater responsibility in your organization: (a) How satisfied are you with this? 0 1 2 3 4 5 6 7 8 9 10 (b) How urgent is an improvement in this? 0 1 2 3 4 5 6 7 8 9 10 (c) Probability that this will be improved? 0 1 2 3 4 5 6 7 8 9 10 6 GENERAL G - 1. What do you think is the greatest problem, challenge or opportunity facing this organization? G - 2. What do you think is the greatest problem, challenge or opportunity facing you with regard to your work? G - 3. What is the most important thing you think this organization should concentrate its attention on in the next 12 months? G - 4. What are your impressions of this survey? G - 5. Should this survey be administered again at a later date? ADDITIONAL COMMENTS 7 Sonalysts, Inc. 1 Letter of Interest CITY OF OCOEE CONFIDENTIAL EMPLOYEE SURVEY I I 13 November 1998 Prepared for: The City of Ocoee 150 North Lakeshore Drive Ocoee, FL 34761-2258 I I Prepared by: Sonalysts, Inc. Technology Point II, Suite 290 3051 Technology Parkway Orlando, FL 32826 This data shall not be disclosed outside of the City of Ocoee and shall not be duplicated, used, or disclosed in whole or in part for any purpose other than to evaluate the proposal;provided,that if a contract is awarded to this offeror as a result of or in connection with submission of this data, the City of Ocoee shall have the right to duplicate,use or disclose the data to the extent provided in the contract. I Sonalysts, Inc. Technology Point II, Suite 290 (407) 380-5212 3051 Technology Parkway Orlando, FL 32826 Fax: (407) 380-5991 1 13 November 1998 City of Ocoee 150 North Lakeshore Drive Ocoee, Florida 34761-2258 I Subject: Sonalysts Proposal to Provide a Confidential Employee Survey Enclosure: Sonalysts Proposal ' Dear City of Ocoee: Sonalysts, Inc. is pleased to submit its proposal to provide the City of Ocoee with a Confidential Employee Survey. Sonalysts proposes a Fixed Price type contract for these services for a total contract price of $20,992 which includes all labor, travel, and materials. The period of performance is anticipated ' to be from January 1, 1999 through May 1, 1999, or four months from date of award. Sonalysts will invoice the City of Ocoee in four equal installments of$5,248 each on a monthly basis, beginning 30 days after contract award, with the last invoice submitted at the Icompletion of the project. Payment terms are Net 30 days. Sonalysts proposal is valid for a period of thirty (30) days from the date of this letter. ` We trust this proposal will be satisfactory and acceptable for your requirements. If there are questions or comments, please contact the undersigned at(860) 442-4355, Ext. 496. I Sonalysts, Inc. Michael J. Moore Contracting Officer I I I Sonalysts, Inc. EXECUTIVE SUMMARY Sonalysts, Inc. is pleased to submit this Letter of Interest to the City of Ocoee in support of the city's need to develop and administer a confidential employee survey spanning a wide range of work it related issues. This proposal is submitted in response to the city commission's posting of 11 October 1998 to meet project needs. The goal of the services proposed herein is to provide best-value support to the city through analysis and evaluation of the process throughout the development and implementation of the employee survey program and to provide measurable objective information III regarding the attitudes, feelings, and perceptions of Ocoee's employees. Sonalysts has the experience and skills necessary to develop a confidential employee survey that will ill provide Ocoee measurable objective information regarding the attitudes, feelings, and perceptions of its employees on: ❖ job satisfaction ❖ job security ❖ peer work relationships 11 • job mobility ❖ salary ❖ resource utilization ❖ supervision ❖ physical work conditions ❖ participation ❖ communications •:* benefits ❖ evaluations III ❖ HR policies ❖ job demands • We will undertake to develop a comprehensive survey instrument of moderate length (120 questions), validate this tool, conduct an on-site implementation, code and process the responses, and a conduct a detailed analysis of the findings which will result in a detailed report and outbrief for Ocoee's senior staff. II WHY SELECT SONALYSTS The Sonalysts team represents the most efficient application of the professional skills necessary to meet Ocoee's needs for the development and implementation of a focused, well-crafted employee 111 survey. The Sonalysts team brings a broad range of human factors and social science experience to this process. Our team members are both skilled psychologists and organizational practitioners with expertise in survey development, implementation, and management, as well as the motivational litheory required to effectively evaluate and report the project findings. Since its formation over 24 years ago Sonalysts has focused its talents on the successful planning and implementation of a wide variety of projects. Our work effort has included research and analysis in II organizational performance and motivation, direct scientific project support, and media and programming projects, as well as the development of advanced programs for schools, government agencies, and private sector industry. Our analytical, methodical, team centered approach to project Iexecution has repeatedly proven effective in assisting our customers in meeting their goals. Though headquartered in Waterford, Connecticut, Sonalysts supports program needs for customers throughout the nation. Sonalysts' Orlando staff includes analysts and researchers in the social 111 sciences; program management professionals; organizational experts with strong survey and research experience and support media specialists. This highly diversified staff provides the project leader with the network to respond to the professional demands called out in support of this analysis as we Idevelop, capture,compile, and analyze the collected survey data. As an organization we understand the ethical and programmatic need for confidentiality in conducting research and analysis of this type and can fully support this aspect of the project at our Isecure facility in East Orlando's Research Park area. I Use or disclosure of this information is subject to the title page restrictions of this document. 4 1 I Sonalysts, Inc. I 1.0 INTRODUCTION The City of Ocoee has identified a need to support its personnel management process through the use of an employee survey that will help to evaluate city performance in several employment satisfaction categories. They have further determined that they must establish a secure process that will allow their staff members to participate in an honest and forthright way without concerns for individual security or negative repercussions. To accomplish these goals the City has requested the submission of a Letter of Interest from organizations interested in developing and administering a confidential employee survey spanning a wide range of work related issues. The goal of the services proposed herein is to provide best-value support to the city through analysis and evaluation of Ocoee's needs. Through the development and implementation of the employee survey program, we will provide measurable objective information regarding the attitudes, feelings, and perceptions of Ocoee's employees in the identified areas. There are several specific issues that need to be addressed in developing an employee survey instrument. Chief among these are the motivational elements, expressed in organizational terms as Hygiene and ERG issues, that are at the heart of individual performance and productivity. Uncovering these requires that Ocoee's survey employs the most effective, least intrusive process design that we can present. It must be a credible process that will be accepted by the employees as fair and secure. And the results of the process must be accurately reported to the City Commission so that they may act on the key issues in a realistic and meaningful way. The first step in this process requires the City of Ocoee and its partner contractor to define the project's purpose and the areas that are to be evaluated. This will allow the team to begin the development of properly focused questions, grouping and presenting them in the proper order to yield accurate results. Sonalysts, Inc., working as an integrated team with the designated city personnel, will conduct a front-end analysis to establish the goals and areas of concentration that will be addressed through the survey. From the information gathered the team will develop and groom a series of questions (approximately 120) for use in the process. Once approved, these questions will be organized into an effective survey instrument which will then be validated in preparation for implementation on-site at one or more city facilities. The resultant data, securely maintained by Sonalysts, will be coded and analyzed. The analysis will then be documented in a final report and provided to the Commission for its use. I I I I Use or disclosure of this information is subject to the title page restrictions of this document. 2 I Sonalysts, Inc. dll 2.0 EFFECTIVE SURVEY STRATEGY The purpose of this project is to develop a confidential employee survey that will provide the City of Ocoee measurable objective information regarding the attitudes, feelings, and perceptions of its employees on: ❖ job satisfaction ❖ job security ❖ peer work relationships ❖ job mobility ❖ salary ❖ resource utilization •:• supervision ❖ physical work conditions ❖ participation ❖ communications ❖ benefits ❖ evaluations ❖ HR policies ❖ job demands The Sonalysts team will develop a survey that will effectively elicit participant responses, allowing for an analysis that will meet the needs of the City Commission in supporting Icurrent and future employee management, retention, and satisfaction. This tailored, Ocoee specific survey instrument will be retained as proprietary Sonalysts property; however, the City of Ocoee will have the right of use for internal purposes without limit. Our strategy is five-fold: 1. Review relevant documents and participate in conversations with appointed city representatives to clearly identify current policies and procedures. 2. Construct questions that address the issues of concern identified during the research stage. These questions should be carefully crafted and limited in number to ensure accurate responses. 3. Validate the survey on a test population and adjust the questions as needed. 4. Administer the survey to the City's employees, taking precautions to ensure respondent confidentiality and facilitate an atmosphere of trust and honesty. 5. Analyze the data, document our findings in a written report, and present an oral outbrief to city representatives. To provide best value for the City, our reports will include specific recommendations based on our expert evaluation of the data. 3.0 TECHNICAL APPROACH 3.1 Team Design Sonalysts proposes to meet the time and production demands of this project by establishing a survey development team that will perform all aspects of this task. Specific benefits of a cadre approach are: ❖ focused management effort ❖ a full range of project experience and qualifications ❖ commitment to the program by the associated analysts ❖ broad basis for familiarization with both content and format ❖ quality ensured throughout I Use or disclosure of this information is subject to the title page restrictions of this document. 1 3 I Sonalysts, Inc. While remaining focused on the project structure and limits, Sonalysts personnel will interact with the designated points of contact and visit the appropriate Ocoee offices and sites to gain the information necessary to successfully complete project elements. Scheduling for this effort will be coordinated through the respective program managers. 3.2 Methodology To facilitate the drafting of survey questions, our team will need access to supporting materials including organizational charts, new employee handbooks, benefit information, hiring policies, supervisory manuals, compensation and review policies, and any other information deemed relevant to supporting survey construction. After reviewing supporting materials and engaging in discussions with the City, the survey categories and questions will be finalized. The finished survey will consist of approximately 120 questions with each category adequately represented. Questions will consist of Likert scale items, open-ended responses, and demographic questions. I In order to ensure effective implementation and an adequate response rate, while addressing respondent confidentiality, we make the following recommendations about survey administration: ❖ the survey should be administered on-site or at a nearby facility; ❖ administration should be scheduled as part of the work day; ❖ Sonalysts team members will be present during survey administration and will be responsible for the care and removal of all completed surveys. This approach facilitates trust from the respondents and shows commitment from the City that they want to hear what the employees have to say. In order to establish an adequate baseline for future benchmarking we also recommend including all 260 employees. 3.3 Validation The issue of validation for a research survey requires us to go beyond the face validity that accompanies the proactive process that we are undertaking. In addition to providing participants with a sense of well being, it is important from an analysis perspective that we confirm question groupings and response paths. The team will establish validity for Ocoee's customized survey by administering the survey to a test group prior to administration to City employees. We believe this is the best approach for the following reasons: ❖ Test populations, such as local college students, can be accessed through Sonalysts' professional network with a high payoff in the validity of the finalized survey. ❖ Factor analysis will allow us to see if the questions are grouping together under the categories of concern. Although we do not expect responses from the test population to be comparable to those of the City's employees, a factor analysis will allow us to appropriately refine the survey. I Use or disclosure of this information is subject to the title page restrictions of this document. 1 4 I Sonalysts, Inc. ❖ While an alternative to validation through the use of a test population is to test the survey on a sample of City employees, it would result in fewer available respondents for the final administration of the survey. As the design process is iterative, we firmly believe that all employees should be included to provide a solid benchmark for future 11 administrations of the survey. Validation of a survey instrument in this way is relatively inexpensive to administer; however, the effort expended analyzing this data is both time consuming and will incur some analysis expense. 3.4 Analysis & Reporting Upon completion of the project an outbrief session and final report will be provided to the City. Specifically, the written report will contain the following: ❖ an executive summary/overview; ❖ section by section data analysis; ❖ prioritized action items and recommendations for the future; and ❖ appendices containing all frequency and cross tabulation results for each item. In addition, any responses to open-ended questions will be entered and a detailed content analysis provided. Statistical analysis will be performed on quantitative data using SPSS or an equivalent statistical software package. As mentioned above, two types of data analysis will be performed: frequencies and cross tabulations. Frequency counts provide a quick " " " " respondents' views each rt scale mallow for I most bsnapshotasic interpretationsorpulseof of the respondents'on views onLikevarious issuesite .andThey show how manythe respondents feel a given way on a particular item (see Table 1). Cross tabulations (cross tabs) allow items to be "crossed" with each other. For example, responses to a demographic I question such as, "Which department do you work in?" might be crossed with responses to a Likert scale item such as, "Do you agree or disagree that the City's hiring practices are fair?" This "crossing" produces a table showing frequencies for each possible answer(see Table 2). Q23 Do you agree or disagree that the City's hiring practices are fair? Number Percentage Strongly Agree 100 38.5% 11 Agree 50 11.5% Disagree 55 9.6% 111 Strongly Disagree 50 38.5% Missing 5 1.9% I I Use or disclosure of this information is subject to the title page restrictions of this document. 5 I I I w h I cn an O O O O O O O w I E _ 71- O N VD -, 00 00 O VD N N M ch M M N I e pQ N o0 O O cv� �O �O •y N N N I tn_ o 0 0 O O e e O O O O .- (N -^ (N O O O O (N '--� N -, N Li-) ^ ,....w ,---. o t `' ori N�f O h M �O M t -, cq id N M ti O (N ;, a a 7-104) a, p o 0 0 0 C1-1 w Li') OI O O N b- O O O O g bo '-. M N ch M \O N �D — 00 -, N v- -- C .33 I vD (N Cf ON M �, o ti06 Q O N N E .�C• Q eb o O, l, N \O O 'Cr' O �h O N O o0 �F V� O r I - N 00 'r r O\ \.D — [— ^+ - - 00 'r Vr C o ; C .0 I-, 'r 00 �. r [� r 00tri O `n 0)• cy b N N N N 2O o '� to e> H 0 Q S 'g 0 0 0 0 0 0 0 0 O O N O O O �O N O O N � 'r �D 'r I ) 'r -, (N o0 '�. �D `r V� 00 crl I 0) >-, i M 00 N M h h (N tolei O ''r; Ni M M i. Q M to I N o i.. e a O e o O O >C v1 to N N O O O O In h M M O O .7.-".N (N N In ..--, ., '- N N ---, '- .r '� 7 C a' I N cd � t ....- a ° d A d goQ w w 0 77 H * I I Sonalysts, Inc. 111 4.0 CORPORATE DESCRIPTION AND EXPERIENCE 4.1 Sonalysts Corporate Description Sonalysts has developed a reputation for producing timely, cost-effective, technically accurate, and complete project work in diverse analysis, training, and engineering applications, to a wide range of customers. We have provided data acquisition through survey methods and conducted research and analysis of this data for many client applications. Sonalysts' government and commercial client base represents the capability to produce superior results across many technical disciplines. Our capabilities in all associated areas have earned Sonalysts a position of respect within its industry. Sonalysts is an employee-owned, multidisciplinary corporation. Since our founding in 1973, Sonalysts has experienced steady growth in both business volume and staff. Our staff of more than 450 professiohals provide analytical and technical services to clients in both government and commercial sectors. Our company, and the individual partners, pride themselves on maintaining the highest degree of professionalism in all of our disciplines. 4.2 Corporate Experience The following areas represent Sonalysts Orlando team experience, which directly supports elements of the technical approach to this project. ❖ Crafted employment focused survey documentation and methodology, and developed and implemented respondent confidentiality systems. ❖ Designed and maintained SPSS system for tracking customer feedback. 1 ❖ Team dimensional and performance enhancement research and analysis. ❖ Development and implementation of performance measurement methodologies and tools for various domains. ❖ Conceptual methodology development and validation. ❖ Implementation of the measure, the protection of participants anonymity, and the interpretation of large amounts of data. 111 ❖ Strategic planning for growth into the 21st century for Eastern Connecticut State University. ❖ Analyzed survey data using SPSS and summarized results for five consortiums (36 companies) and nine proprietary studies. ❖ Executed database management, maintaining large databases for over 40 companies. 5.0 PERSONNEL 11 5.1 Introduction Sonalysts will provide exceptionally well-qualified personnel with a reputation for demonstrated excellence combined with a proven management plan to conduct all aspects of the Ocoee Confidential Employee Survey and its subsequent analysis. Sonalysts personnel bring years of experience in organizational relations, survey development, and research and analysis in the Use or disclosure of this information is subject to the title page restrictions of this document. r Sonalysts, Inc. I social sciences. These skills enable us to provide exceptional performance in meeting Ocoee's needs through all phases of this project. 5.2 Personnel Overview 1 The proposed Sonalysts personnel composite background includes practical and theoretical expertise in the field. We will provide this experience in a cadre or team approach using four key analysts who are specialists in the field of organizational management and survey research. The following paragraphs overview the team capabilities. All personnel proposed for this effort are part of our confidential process and are experienced in delivery and management of confidential programs. Program management and operational analysis will be conducted by Mr. S. Bradley (Orlando). As the Principal Investigator/Program Manager (PI/PM) Scott will provide the team focus and imanagement to ensure that we track and maintain program milestones to ensure that we meet or exceed project requirements. Scott is also a skilled organizational planner and manager. He ' holds an MS in Organizational Relations and consults and teaches in the field. He will be assisted by Ms. Donita (Dabby) Phipps who will act as the Assistant Principal Investigator (API). Dabby holds her MS in Psychology from the Georgia Institute of Technology and is a highly skilled researcher and analyst. This sharing of responsibilities will allow for detailed management of this effort while allowing each of these investigators to focus on the survey process. Proposed support analysts include Ms. Christine Szekeres and Ms. Darian Reeves, both ' of whom have extensive experience in the development, validation, and implementation of survey instruments as part of their professional and academic experience base. 6.0 CONCLUSION Crafting, validating, and implementing an effective confidential employee survey requires that the organization understand the methods and processes involved with this type of research. There needs to be a clear understanding of the vision of the organization, as well as the purpose for the survey so that the questions asked of participants will reveal relevant and meaningful information. The survey development team needs to be sensitive to issues related to ethical and security concerns that arise from projects of this nature, and there must be a commitment on the part of all parties to ensure that these considerations are addressed in both process and reporting. The Sonalysts team is committed to providing for all of these elements as we develop and deliver a series of high quality deliverables under the terms of this proposal, and that we support the City of Ocoee throughout the process with professional and reliable project materials. We view ourselves as members of the Ocoee team. Our objective is to help the City achieve its goals of supporting employee needs by providing an effective and reliable instrument, accompanied by an analysis that will allow the City of Ocoee to create a long-term strategy for addressing employment related issues. I Use or disclosure of this information is subject to the title page restrictions of this document. 1 8 2 -380-521 Scott Bradley,Principal Analyst,Education and Tech 407 407skb@magi212t.net EDUCATION: 1998 Doctoral Candidate, Instructional Technologies and Distance Learning, Nova Southeastern University. 1994 M.S., Organizational Relations, School of Professional Studies, Eastern Connecticut State University 1985 B.S., Business Administration Major:Management,Minor: Economics Eastern Connecticut State University Program Management Managed a multi-level program and marketed corporate capabilities as a Senior Analyst at Sonalysts, a national high-tech diversified services firm: efforts include programs in management,education and training,marketing, analysis, and direct customer support. Tasked by ECSU President to head a strategic team to develop a long range plan for the University with a focus on customer needs and customer defined quality Conducted all aspects of program management and corporate liaison as one of 4 regional coordinators for Connecticut's Charter Oak State College. Strategic Systems on-site representative for NAVSEA (Naval Technical Systems Management) at a commercial shipyard providing contract compliance analysis and the coordination of 8 major contractors. Held contracting authority of more than $2 million annually. Responsible for organizational Quality Systems development. Managed and supervised a highly technical department as the senior staff officer at a naval submarine squadron.Coordinated technical upgrades for a 15-unit submarine squadron. Assigned as senior department head in charge of physical security operations at a major military installation. Responsible for information security, site security, and facilities' safety and fire protection. Project Management Experienced at simultaneously handling multiple project. A problem solver with a record of task accomplishment under tight schedules, meeting or beating deadlines and exceeding customer expectations. Implemented a broad based quality process in support of customer needs while reducing costs and improving resource management. Project Leader for several technology based projects including: a demonstration and evaluation project in Virtual Environment training applications; a team training analysis of critical team behaviors; a technology in training working conference and working group session. I I I I Scott K.Bradley Research and Analysis As a Senior Analyst, developed and executed several research plans to evaluate the effectiveness of training systems and methods. Areas of focus: Team Process and Performance, Effects of Virtual Environments on Training Effectiveness, and training systems review. Team leader on a comprehensive survey process for Eastern Connecticut State University conducting end-user and client satisfaction research to determine effective strategies for organizational growth. Training and Team Provided continuing education program advisement and marketed degree program- Development participation to Government and commercial organizations as a part of Charter Oak State College's corporate outreach program. Adjunct Professor for Webster and Nova Southeastern Universities. Charter Member of Orlando's Well Connected Community, head of education committee. Certified training specialist with curriculum development, platform lecture and seminar experience. Member of the FICUS Distance Learning Committee and the Florida Distance Learning Association. Trained in team concepts and facilitation and Action Learning Organizations.Experienced in State and Community Distance Education Projects. Developed and presented Executive Seminars in Washington D.C. for senior military and civilian executives of the federal government. Distance Learning Managed Distance Learning projects and supported development of technology based training projects as a member of the FICUS technology committee for the State of Florida, provided Consultation Services for Orange County Public Schools on Distance Learning for the On- Line High School program. Provided technology support for Walt Disney Co. as a key member of the Disney Centers of Excellence project, a training and development initiative the engages Distance Education techniques. Personnel Management More than 15 years of personnel management experience in line and staff organizations. These include: 6 years of shipboard division and department management; 3 as a training section supervisor; 2 years of production facility management focusing on production scheduling, manpower utilization and logistics; 3 years of staff support assignments; and I year of independent project management at a remote site with contractor oversight responsibility. Financial Management Skilled at budget development and execution with a history of financial management spanning 11 years. Personally responsible for operational budgets exceeding several million dollars annually; conducted follow-on tracking and modification supporting dynamic changes within the organization. Administered manpower budgets exceeding$4 million annually. Resource Management Resource manager / logistician with demonstrated skills yielding savings in time and money for both the organization and customers. Established and vigorously pursued a program of technical systems equipment sharing resulting in optimum usage of scarce resources supporting key naval deployments;estimated savings in excess of$250,000 annually. Technical Systems Comprehensive background in electronic and mechanical fields including formal education in computer programming concepts. PC and Macintosh skilled. Developed CBT and ICW projects,Developed Internet Applications using HTML and associated utilities. I I Quality Focus Accomplished TQM professional directly involved in the development and implementation of aggressive quality programs.Member of the American Society For Quality Control.More than 10 years of hands-on QA management in production and service industries. Formally trained in TQM, Continuous Improvement, ISO-9000, Action Learning and Group Dynamics and Statistical Process Controls. Proven ASQC Certified Quality Systems Auditor(CQA). I I I I Scott K.Bradley EMPLOYMENT ADDENDUM: 2/95-present Adjunct Professor, University of Phoenix, Webster University and Nova Southeastern University, Instructor of Management and Business topics at Orlando area campus and satellite locations for these Universities. 2/95-4/96 Marketing Director, [working title(s)1 inc., providing marketing program development and guidance as a mentor to this dynamic, interactive multimedia studio. Developed media projects for production. 4/94-present Senior Analyst,Sonalysts Inc. , Provided direct management and technical support to a broad customer base; recognized distance learning, training systems, media and Quality Systems expert. 8/93-4/94 Corporate Outreach Coordinator and Advisor for Connecticut's Charter Oak State College, Provided corporate and community liaison and marketing for Charter Oak's external degree programs. Faculty advisor to undergraduate college students. 9/93- 12/93 Strategic Project Leader for Eastern Connecticut State University, Selected by ECSU President to chair one of four teams to develop long-range University policy. 10/92-8/93 Project Officer and Lead Production Coordinator, Supervisor of Shipbuilding at General Dynamics Electric Boat Division,Groton,CT 9/92- 12/94 Commenced Masters degree program in Organizational Relations, Graduated with honors, Fall 1994, studies focused on organizational learning, strategic planning, communications, and TQM. 12/89 to 10/92 Senior Department Head / Combat Systems Officer, Submarine Squadron 2, Groton, CT; senior staff assignment,staff TQM officer. 10/88 to 12/89 Security Manager and Physical Security Officer,Naval Submarine Base Groton,CT 5/85 to 10/88 Senior Department Head, USS Will Rogers combat systems officer 9/83 to 5/85 Independent Duty for advanced education and training; excelled in an accelerated college program leading to multiple degrees 9/80 to 9/83 Assistant Combat Systems Department Head, Shipboard and shore facility operational management assignments 2/70 to 9/80 Naval Technician and Non-commissioned Officer / Post-commissioning training assignments mastered technical skills in electronics, fluid systems, and mechanical technologies. Trained as a counselor and career advocate. Received Advanced Management Training after commissioning. Scott K.Bradley ADDITIONAL QUALIFICATIONS: • Member of the American Society for Quality Control (ASQC), ASQC Certified Quality Auditor(CQA), Board of Directors member of Local ASQC Section. • Graduate of TQM Team Dynamics, focusing on the team building process and CI techniques. • Graduate,U.S. Navy Instructor Training course, for curriculum development and execution. • Certified Master Training Specialist,a certification achieved by less than 10% of all Navy instructors. • Graduate, Department of Defense Supervisors Personnel Management and Labor Relations course. • Founding member of the Florida Distance Learning Association (FDLA) and the Well Connected Community of Central Florida, a community focused IT network. Publications and Presentations: Tenney,Y.J.,Briscoe,H.,Pew,R.W.,Bradley,Scott K.,Seamon,Alton G.,and Hays,Robert T., (1996) "Virtual Environment Submarine Officer of the Deck Simulation and Training: Preliminary Requirements Recommendation,"NAWCTSD SR 96-002, Naval Air Warfare Center Training Systems Division. Hays,Robert T.,Castillo,R.,Bradley,Scott K.,and Seamon,Alton G., "A Virtual Environment for Submarine Ship Handling:Perceptual and Hardware Trade-Offs,"Proceedings of the 1997 Multi-Conference-Military, Government,and Aerospace Simulation(April 6-10,1997).San Diego,CA:The Society for Computer Simulation International. Hays,Robert T.,Seamon,Alton G.,Bradley,Scott K.,"User oriented Analysis of the VESUB Technology Demonstration System" (NAWCTSD TR 97-013).Orlando,FL:Naval Air Warfare Center Training Systems Division. Bradley,Scott K.,Watters,Robin, (1998) "Examination of Surface Warfare Officers School(SWOS) Training Environment." Naval Air Warfare Center Training Systems Division. Principle Editor, 10th Annual Proceedings for the T2TG Department of Defense Training Technology Technical Group Conference.Orlando Florida, May 1997. Donita A. Phipps (407) 380-5212 dphipps@sonalysts.com CAREER & ACHIEVEMENTS TO DATE CONSULTANT Ayres&Associates July 93 to May 95 Ayres&Associates is a polling firm specializing in survey research for state and national offices, as well as private industry. ♦ Analyzed survey response data. ♦ Wrote project analysis for client reports. ♦ Performed content analysis on respondent comments. ♦ Conducted phone interviews on topics of a sensitive nature. RESEARCH ASSISTANT Georgia Institute of Technology August 93 to April 96 ♦ Performed data analysis and SQL database queries. ♦ Aided in planning and implementation of experimental procedure resulting in an excess of 500 megs of data. PROJECT MANAGER Georgia Institute of Technology May 96 to September 97 ' ♦ Directed project flow through supervision of five team members on a$170,000 project. ♦ Prepared monthly reports detailing work progress and financial updates for government contractor. ♦ Coordinated and scheduled project meetings. RESEARCH ANALYST Sonalysts,Inc. September 97 to Present { ♦ Developed mobile training systems to support instructors on-the-job. ♦ Conducted analyses and prepared reports from applied performance data. ♦ Designed user satisfaction surveys. PROFESSIONAL QUALIFICATIONS & TRAINING ♦ Relevant coursework included Quantitative Methods I, II,III. ♦ Proficient with IBM systems and applications including SPSS, SAS, MS-DOS,Windows 95,Microsoft Office. ♦ Sound working knowledge of HTML,BMDP,Visual Basic EDUCATION 1993 to 1997 Georgia Institute of Technology,Atlanta, GA. M.S., Psychology, 1997. GPA: 3.2. 1989 to 1993 Missouri Southern State College,Joplin,MO. B.A., Psychology, minor Computer Technology, 1993. GPA: 3.8. I PUBLICATIONS & PRESENTATIONS: Bisantz,A.M.,Gay, P., Phipps, D.A.,Walker,N., Kirlik, A.,&Fisk,A. D. (1997). Specifying Training Needs in Dynamic Judgment Tasks Using a Lens Model Approach. Proceedings of the Systems, Man, and Cybernetics Annual Meeting. Bisantz,A. M.,Phipps, D. A., Gay, P., Hodge, K., Kirlik,A.,Walker,N., &Fisk,A. D. (1997). Elements contributing to the understanding of performance in complex, dynamic judgment tasks. (HAPL-?).Atlanta,GA.: Georgia Institute of Technology, School of Psychology,Human Attention and Performance Laboratory. Burns,J.,Gualtieri,J.,Fowlkes,J., Reeves,D.,Phipps,D., &Pierce, L. (1998). Dynamic assessment: Using technology to enable and extend performance measurement. Poster to be presented at the Human Factors and Ergonomics Society 42nd Annual Meeting,Chicago,IL. Gay,P., Phipps,D.A.,Bisantz,A.M.,Walker,N., Kirlik,A., &Fisk,A. D. (1997). Operator Specific Modeling of Identification Judgments in a Complex Dynamic Task. Proceedings of the Human Factors and Ergonomics Society 41st Annual Meeting. Gualtieri,J.W.,Burns,J.J.,Phipps,D.,&Reeves,D. (1998). Assessing team knowledge structures: Findings from the field. Paper to be presented at the Human Factors and Ergonomics Society 42nd Annual Meeting,Chicago, IL. 3 Hodge, K.A.,Rothrock,L., Kirlik,A.C.,Walker,N.,Fisk,A.D.,Phipps,D.A., &Gay,P.E. (1995). Training for tactical decision making under stress: Towards automatization of component skills. (HAPL-9501). Atlanta,GA: Georgia Institute of Technology, School of Psychology,Human Attention and Performance Laboratory. Phipps,D.A., &Walker,N. (1996). Training decision making strategies for a dynamic environment. [Abstract]. Proceedings of the Human Factors and Ergonomics Society 40th Annual Meeting, 1257. Rothrock,L.,Hodge, K.A., Kirlik,A.,Fisk,A. D.,Walker,N.,Phipps,D. A., &Gay, P. (1996). Training for decision making under stress: Performance measures and outcome analyses. (HAPL-?). Atlanta,GA.: Georgia Institute of Technology,School of Psychology,Human Attention and Performance Laboratory. Spaulding,V. A.,&Phipps, D.A. (1997). Age related differences in the acquisition and transfer of perceptual decision making skills. Proceedings of the Human Factors and Ergonomics Society 41st Annual Meeting. Walker,N.,Fisk,A.D.,Phipps, D.A.,&Kirlik,A. (1994). Training perceptual rule-based skills. Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting, 1178-1182. I I I I I I i I Darian R. Reeves, Analyst, Sonalysts, Inc. Education: B.A.,Experimental Psychology,Rollins College, 1997 Professional Experience: ' At Sonalysts Ms. Reeves' responsibilities include assisting in the development and implementation of performance measurement methodologies and tools for a variety of task domains. This tasking has involved the conceptual development of the methodology and its subsequent validation. Responsibilities have also extended to the implementation of the measure,the protection of participants' anonymity, and the interpretation of large amounts of data. While employed with Rollins College,Ms. Reeves worked under a Critchfield grant with Dr. Bonnie Walker of the Psychology department. She was in charge of a study on technostress and human-computer interaction;as laboratory manager her duties included an extensive literature review,developing an exhaustive demographics questionnaire, selecting appropriate measurement scales and surveys,preparing and disseminating questionnaire packets on a large scale, and developing a report suitable for professional publication. She also supervised the efforts of several students in the data collection/entry process. At the Florida Maxima Corporation,Ms. Reeves worked on several US Navy funded contracts,including part of the TADMUS program. A primary project in which she was involved was the development and validation of a scale to measure collective orientation,a construct relating to human propensity for teamwork. In a National Science Foundation study,she helped examine dominance cues in leadership in the context of employment. As part of a senior thesis in school, she single-handedly investigated the effects immersion level can have on social interaction 1 within a virtual environment. Ms.Reeves' role in the aforementioned studies has been expansive;she has participated in the R&D efforts in nearly every capacity. This includes, but is not limited to, literature searches and reviews,running experimental sessions/collecting data,data entry/extraction/analysis,and writing of technical reports. She belongs to several professional organizations,including the American Psychological Association,the American Psychological Society, the Society for Industrial and Organizational Society,and the Human Factors and Ergonomics Society. Employment Summary: 1997—Present Analyst, Sonalysts, Inc. 1997— 1997 Laboratory Manager,Rollins College 1995— 1997 Research Assistant,Florida Maxima Corporation Publications and Presentations: Burns,J., Gualtieri,J.,Fowlkes,J., Reeves, D.,Phipps, D., &Pierce,L. (1998). Dynamic assessment: Using technology to enable and extend performance measurement. Poster presented at the Human Factors and Ergonomics Society 42nd Annual Meeting,Chicago, IL. Gualtieri,J.W.,Burns,J.J.,Phipps,D.,&Reeves, D. (1998). Assessing team knowledge structures: Findings from the field. Paper presented at the Human Factors and Ergonomics Society 42nd Annual Meeting, Chicago,IL. I I Paris,C. R.,Johnston,J. H., &Reeves, D. R. (1998). Development of an event-based performance measurement tool to support training command decision making under stress. Paper presented at the NATO conference,Canada. Paris,C. R., Johnston,J. H., &Reeves, D. R. (1998). A theoretical framework and measurement strategy for training team tactical decision making processes. Paper presented at the Command and Control Research and Technology Symposium,Monterey, CA. Reeves,D. R., Driskell,J.E., Salas, E., &Radtke,P. (1998). Social aspects of virtual environments: The effect of immersion on social awareness. Paper presented at the Second International Conference on Collaborative Virtual Environments(CVE'98),Manchester University,Manchester,UK. Reeves, D.R., Burns,J.J., Paris,C.,Johnston,J. H., &Lyons, D. (1998). Application of hand-held PC technology to support evaluation of tactical decision making performance. Paper presented at the Human Factors and Ergonomics Society 42nd Annual Meeting,Chicago, IL. 1 Christine M. Szekeres 3077 Channel Side Court Oviedo,FL 32765 (407)359-3873 CAREER & ACHIEVEMENTS RESEARCH ANALYST Ayres&Associates June 93 to May 95 Ayres&Associates is a political polling firm in Georgia specializing in survey research for candidates at all levels of government. I managed the computer systems, programmed all statistical analysis and formatted presentations. Primary responsibilities: ♦ Programmed data analysis, using SPSS for over 30 survey research studies. ♦ Formulated sample sizes using a variety of sampling methods. ♦ Conducted content analysis for open-ended comments. ♦ Downloaded data from call center mainframe for analysis ♦ Designed maps for several special reports using voting trend data. ♦ Redesigned and modernized written presentation format. ♦ Upgraded the computer systems, both hardware and software. RESEARCH ANALYST Life Office Management Association(LOMA) October 95 to October 97 4 LOMA is a non-profit trade association serving the life and health insurance industry. My responsibilities involved conducting and coordinating customer satisfaction surveys with insurance industry policyowners and producers. Primary responsibilities: ♦ Analyzed survey data using SPSS and summarized results for five consortiums(36 companies)and nine proprietary studies. ♦ Developed and implemented respondent confidentiality systems. ♦ Created survey documentation and methodology. ♦ Maintained multiple, large databases for over 40 companies. ♦ Designed and maintained a SPSS system for tracking customer feedback. ♦ Supervised temporary employees in opening and preparation of surveys for data entry. ♦ Developed and modified participation guidelines. ♦ Requested bids and ordered mailing supplies for survey projects and consortiums. ♦ Coordinated and scheduled simultaneous consortiums and proprietary timelines. ♦ Managed three internal and four external vendors who provided copying,mailing and data entry services. ♦ Assisted in long-range planning and yearly budgeting. COORDINATOR CNL Group, Inc. January 98 to present CNL Group, Inc. is a privately-owned real estate investment company specializing in triple net lease transactions and REIT investment opportunities. Primary responsibilities: ♦ Provided marketing support for.CNL Corporate Properties and the St.Joe/CNL joint venture St.Joe/CNL Realty Group,CNL's commerical real estate investment arm. ♦ Developed and implemented proposal catalog system for each property to allow for the orderly reordering of lease proposal meterials. ♦ Created magazine and billboard ads for various leasing projects. ♦ Wrote property acquisition,new hire and misc.press releases. ♦ Developed and created special flyers and other promotional materials on an as needed basis RESEARCH CONSULTANT Sonalysts, Inc. Current Sonalysts, Inc is a nationally recognized research and engineering services organization. Sonalysts' Central Florida Office has a focus on the social sciences and training development including research design and construct. Provided consulting services in the area of: ♦ Survey instrument conceptualization and methodology development. ♦ Research planing, validation,and implementation. ♦ Respondent confidentiality systems development. ♦ Database management. ♦ Data analysis using standard statistical processes(SAS, SPSS, etc.). EDUCATION Missouri Southern State College,Joplin,MO. B.A., Psychology,minor Communications, 1993. GPA: 3.6. Sonalysts, Inc. Technology Point II, Suite 290 (407) 380-5212 3051 Technology Parkway Orlando, FL 32826 Fax: (407) 380-5991 13 November 1998 City of Ocoee 150 North Lakeshore Drive Ocoee, Florida 34761-2258 Subject: Sonalysts Proposal to Provide a Confidential Employee Survey Enclosure: Sonalysts Proposal Dear City of Ocoee: Sonalysts, Inc. is pleased to submit its proposal to provide the City of Ocoee with a Confidential Employee Survey. Sonalysts proposes a Fixed Price type contract for these services for a total contract price of $20,992 which includes all labor, travel, and materials. The period of performance is anticipated to be from January 1, 1999 through May 1, 1999, or four months from date of award. Sonalysts will invoice the City of Ocoee in four equal installments of$5,248 each on a monthly basis, beginning 30 days after contract award, with the last invoice submitted at the completion of the project. Payment terms are Net 30 days. Sonalysts proposal is valid for a period of thirty (30) days from the date of this letter. We trust this proposal will be satisfactory and acceptable for your requirements. If there are questions or comments, please contact the undersigned at (860) 442-4355, Ext. 496. Sonalysts, Inc. 27-'1-r.-c-/1 ■ .; SONALYSTS, INC. Michael J. Moore -'' Technology Point II, Suite 290 Contracting Officer ■; 3051 Technology Parkway Orlando, FL 32826 The City of Ocoee 150 North Lakeshore Drive Ocoee, FL 34761-2258 cf.. rin 77, Attn: City Clerk G r a co—0 (I 1(