CITY OF RICHMOND
CONTRACT AMENDMENT
Department: Project Manager:
Project Manager E-mail:
Project Manager Phone No:
P.R. No: Vendor No: P.O./Contract No:
Description of Services:
Amendment No. ___ modifies the: (2nd or subsequent amendments attach Amendment History page)
Term, Payment Limit and Service Plan
Payment Limit and Service Plan
Term and Service Plan
Service Plan
The parties to this Contract Amendment do mutually agree and promise as follows:
1. Parties. The parties to this Contract Amendment are the City of Richmond, California, a municipal corporation (City), and the following named Contractor:
Company Name:
Street Address:
City, State, Zip Code:
Contact Person:
Telephone: Email:
Business License No: / Expiration Date:
A California [ ] corporation, [ ] limited liability corporation [ ] general partnership, [ ] limited partnership, [ ] individual, [ ] non-profit corporation, [ ] individual dba as [specify:]
[ ] other [specify:]
2. Purpose. This Contract Amendment is being entered into to amend the Contract between City and Contractor which was approved by the City Council of the City of Richmond or executed by the City Manager on , which original term commenced on and terminates with an original contract payment limit of $ . Said contract shall hereinafter be referred to as the "Original Contract" and is incorporated herein by reference.
3. Original Contract Provisions. The parties hereto agree to continue to abide by those terms and conditions of the Original Contract, and any amendments thereto, which are unaffected by this Contract Amendment.
Contract Amendment/EJ/TE 09-26-07
4. Amendment Provisions. This Contract Amendment is subject to the Amendment Provisions attached hereto, which are incorporated herein by reference, and which control over any conflicting provisions of the Original Contract, or any amendment thereto.
5. City of Richmond Business License Active Status Maintained. Pursuant to Municipal Code Section 7.04.030, the Contractor must maintain its City of Richmond business license for this Contract Amendment to be deemed to be in effect.
6. Insurance Coverage Updated and Maintained. Pursuant to the Original Contract, the Contractor shall provide the City with updated insurance certificates, and the Contractor shall maintain insurance coverage, for this Contract Amendment to be deemed to be in effect.
7. Signatures. These signatures attest the parties’ agreement hereto:
CITY OF RICHMOND, CALIFORNIA
a municipal corporation
By _______________________
Title:
I hereby certify that the Original Contract
and this Amendment have been approved
by the City Council or executed by the City
Manager.
By _______________________
City Clerk
Approved as to form:
By_______________________
City Attorney
List of Attachments:
1. Amendment Provisions
2. Updated Insurance Certificates
CONTRACTOR:
______________________________
(*The Corporation Chairperson of the Board, President or Vice-President should sign on the line below.)
By____________________________
Title:________________________
(*The Corporation Chief Financial Officer, Secretary or Assistant Secretary should sign on the line below.)
By:___________________________
Title:________________________
(NOTE: Pursuant to California Corporations
Code Section 313, if Contractor is a
corporation or nonprofit organization, this
Contract (1) should be signed by the
Chairperson of the Board, President or
Vice-President
and the Chief Financial
Officer, Secretary or Assistant Secretary; (2)
should have both signatures conform to
designated representative groups pursuant
to Corporations Code Section 313.
Contract Amendment between the City of Richmond and
Amendment No. P.O./Contract No.
AMENDMENT PROVISIONS (TERM, PAYMENT LIMIT AND SERVICE PLAN)
1. Paragraph 2 (Term) of the Original Contract is hereby amended to extend the Contract term. Paragraph 2 of the Original Contract is amended to read as follows:
"2. Term. The effective date of this Contract is
____________________________________________________________ (Insert original contract commencement date)
and it terminates
___________________________________________________.
(Insert new contract termination date)
unless sooner terminated as provided herein."
2. Paragraph 3 (Payment Limit) of the Original Contract is hereby amended to increase the payment limit by $ . Paragraph 3 of the Original Contract is amended to read as follows:
"3. Payment Limit. City's total payments to Contractor under this Contract shall not exceed $ including expenses."
“The City of Richmond shall not pay for services that exceed the Contract Payment Limit without the prior written approval of the City Manager if the total Contract amount does not exceed $10,000 or without the prior approval of the City Council if the total Contract amount is over $10,000.”
3. The Service Plan (Exhibit A) of the Original Contract is hereby amended to include the following tasks and/or services:
Contract Amendment/EJ/TE 9-26-07
PROPOSAL
City of Richmond
Police Officer
Digital Marketing Campaign /
Recruitment & Selection Services
Revised August 24, 2022
SUBMITTED BY:
Christina Batorski Peacock
Manager, Recruitment Solutions
CPS HR Consulting
2450 Del Paso Road
Sacramento, CA 95834
t: 916-471-3426
f: 916-561-8446
Tax ID: 68-0067209
www.cpshr.us Your Path to Performance
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2 August 24, 2022
Sharrone Taylor
Interim Human Resources Director
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Via e-mail to: [email protected]
Dear Ms. Taylor,
CPS HR Consulting (“ CPS HR ”) is exc ited about the opportunity to assist the City of R ichmond ( “City”) with digital marketing and recruitment and selection services for the Police Officer classification . We appreciate this opportunity to submit a proposal and look forward to collaborating with the Cit y on this important initiative.
With a rich history of assisting government agenc ies with a full range of human resources servi ces, we at CPS HR are confident that together we can provide expert solutions to meet your needs in a cost-effective manner.
We have a deep bench of experts in a broad array of human resources disciplin es, long-term experience providing services within the public sector, and an emphasis on quality and value that can be confirmed by our current and past clients.
CPS HR also delivers personalized results -oriented service, utilizing best practice methods an d strategies from our team of experts. You will find that:
■ We are prac ticed at providing exemplary and responsive service for a variety of HR services. CPS HR has held many contracts with local government agenc ies, so we kno w how to be responsive to your unique needs. We have the staff, expertise, and resources to provide to p-notch professional audit and review services and we are also full-service HR practitioners. ■ We bring in -depth understanding of government operations, programs, and services. CPS HR has been helping public agencies meet their hu man resource needs for n early 30 years. Our team of experts includes a variety of professionals wi th the credentials and direct public agency experience necessary to deliver technically accurate content in an innovative and engaging manner. ■ We have a commitment to maintain ing ope n communications with the City of Richmond. Our project team will focus on integrating with your team and maintaining open communication with your staff to ensure that every activity is completed in a quality manner and adheres to the timeline and budget.
We thank you for the opportunity to submit this proposal and look forward to discussing it with you at your convenience. Please feel free to c ontact me directly by phone at (916) 471-3 426 or by e-mail a t [email protected]
Sincerely,
Christina Batorski Peacock
Manager, Recruitment Solutions
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About CPS HR Consulting
CPS HR Consulting (CPS HR) is an i nnovative, client-centered human resources and management consulting firm specializing i n solving the unique problems and challenges faced by governmen t and non-profit agencies. As a self- supporting public agen cy, we understand the needs of public sector clients and have served as a trusted advisor to our clients for over 33 years. CPS HR o ccupies a unique positio n among its competitors in the field of government consulting; as a Joint Powers Authority, whose c harter mandates that we serve only public sec tor clients, we actively serve all government sectors including Federal, State, Local, Special Districts, Higher Education, and Non-Profit Organizations. This s ingular position provides CPS HR wit h a systemic a nd extensive understanding of how each government sector is inter-connected to each other and to their communities.
CPS HR offers clients a compre hensive range of competitively priced services, all of w hich can be customized to meet your organization’s specific need s. We are committed to supporti ng and developing strategic organizational leadership and human resource management in the public sect or.
We offer expertise in the areas of classific ation and compensation, organiza tional strategy, recruitment and selection, and training and development.
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Digital Marketing Campaign
The City of Richmond is seeking to work with a professional consulting firm to provide a digital marketing campaign to increase the number of applicants and ultimately the number of hires for its Police Officer classification. The first step is to create the foundational pieces of the digital marketing campaign. These services may include, but are not limited to the following:
Strategy/Leadership/Project Management
CPS HR will provide leadership direction, devise strategies, and manage the project to achieve agreed upon metrics. This will include regular team me etings, research on new strategies and tactics i n response to project barriers, a dashboard to track progress, and ongoing project management.
Ad Management
CPS HR will manage Google Paid Search, Facebook, and Instagram Display Ads. This includes setting up campaigns, posting ads, managing the ad budge t, refreshing content periodically, adjusting campaigns based on performance and geotargeting as needed.
Virtual Career Fairs
CPS HR will set up and coordinate up to four (4) virtual career fairs for the Police Officer classification.
This will include setting agen das, coordinating with City staff, PowerPoint templates, CPS team member(s) participation, email messaging, participant tracking and follow-up, debrief after each event.
Digital Assets
Creation of digital assets to support the ongoing recruitment campaign for Police Officers. This may include ad designs, landing page look and content, collaborating on or cre ating videos, email messaging, text messaging, signage, or other creative content to be used throughout the contract.
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Recruitment and Selection Services
Recruitment Experts
CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non-profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency’s unique needs. Our wealth of recruitment experience has been gained through more than 19 years of placing top and mid-level executives in public agencies throughout the United States.
Reasons to choose CPS HR include:
Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience in recruiting professionals for public agencies at administrative, professional, middle management/specialized, and executive levels across the United States. As a public agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors. Seasoned Executive Recruiters. Our recruite rs possess a high level of expertise in recruiting and placing professionals at all recruitment levels. Our staff of experts includes an exceptional group of full -time employees as well as a full complement of subject matt er experts, intermittent employee s, and part- time employees with a variety of public and private sector experience.
Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style a nd organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics.
Success Recruiting Non -Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates. Vast Pool of Public Agency Contacts. CPS HR maintains a database of candidates and an extensive network of external re sources to leverage for executive- level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals.
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Satisfied Clients. Our client satisfaction rating averages 4.6 on a scale of 5. While m any companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by dist ributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consul ting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship.
Our Approach
Commitment to Communication
Throughout the recruitment pr ocess, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the st atus of the recruitment via your preferred method of communication (phone conference, email, etc.).
We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and respo nsiveness to the management o f the recruitment process. As a result, we have many long -term relationships with clients that have led to opportunities to assist them with multiple recruitments.
Aggressive, Proactive, and Robust Recruitment
We take an aggre ssive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity.
Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best avail able potential candidates. We use advertisements, directly email the outreach brochure, post messages, and connect with potential candidates on business media such as LinkedIn, and of course, pick up the phone and call qualified individuals and referral sources.
Diversity Outreach Process
CPS HR strives to attract the most highly qualified, diverse candidate pool possible. We accomplished this by advertising with a va riety of diverse organizations such as National Forum for Black Public Administrators and the Local Government Hispanic Network in order to reach these specific population groups. We also seek out candidate referrals from local subject matter experts and the national leadership groups like Women Leading Government. By taking the time to dire ctly contact these influential industry experts, we ensure that we capture the maximum number of distinguished
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candidates – particularly those who are well -known in their industries, but who may not be actively looking for a new job.
Hiring during the COVID-19 Pandemic
Long before COVID -19 ca me into the common vernacular, CPS HR was engaged in a digital transformation to modernize and retool our services to provide r emote support to our clients. Our standard platform is Microsoft Teams™, where we collaborate with our team members and even client staff to ensure a seamless flow of information. This investment has paid dividends during the remote working revolution ov er the last six months. We have not observed a decrease in the quality of the recruitment and selection process for o ur clients, and an overwhelming majority of clients have made hires using only our interview process conducted through Microsoft Teams™.
We are also able to adapt to other technologies and protocols that the client may have. B ecause our staff has been wor king remotely for several years, we are extremely flexible and can meet your needs according to your level of comfort and security.
Methodology and Scope of Work
Our proposed process is designed to provide the City with ongoing recruitment and sele ction support suited to the City’s needs.
Under this scope of work, CPS HR would execute the following tasks for the Police Officer recruitment:
Create a two-page to four-page colored brochure.
Identify advertising sources.
Coordinate advertising placements.
Conduct active and passive sourcing of candidates through e-mail, phone, and social media.
CPS HR will supplement the City’s current recruitment efforts to fit the City’s specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database.
CPS HR will prepar e, submit for your approval, and publish advertisements in appropriate magazines, journals, newsletters, job bulletins, and websites to attract candidates on a nationwide, regional, local, or t argeted basis based on the recruitment strategy. CPS HR is foc used on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates.
Upon request from the City, CPS HR can also provide support, consultation and/or best practice recommendations on all components of the recru itment and selection pr ocess in cluding but not limited to:
Screening of Minimum Qualifications
Scoring of Supplemental Questions
Candidate Communication
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Scheduling of Candidates for various selection hurdles Development of Interview Questions and Rating Criteria Preparing evaluation packets and/or other assessment exercises. Facilitating interviews and/or other assessment exercises.
The project team CPS HR has selected is prepared to begin work upon receipt of a fully -executed contractual agreement. CPS HR will coordinate a kick off meeting with sta keholders at the City to determine the precise timeline of deliverables.
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Cost of Project Services
CPS HR proposes a time and materials contract engagement for a not-to-exceed amount of $115,000 broken down into two cost categories shown be low. CPS HR only bills for services a ctually expended up to the total budget amount.
Labor Expense Up to 530 Hours $69,000
Direct Expenses Actual Cost $45,080
ESTIMATED TOTAL $114,080
Other approaches may be discussed that wi ll alter the cost of the project. The total cost estimate is based upon the tasks described in this proposal and has been prepared as accurately as possible based on discussions with the City. If changes or a dditional services are required, CPS HR is agr eeable to discuss changes to the projec t activities, schedule, and cos t estimate. The following table provides a more detailed breakdown of costs:
Labor Expense
Description Unit Period Total
Strategy/Leadership Direction/ Project
Management
$2,000/Month 4 Months $8,000
Ad Management $4,000/month 4 Months $16,000
Virtual Career Fairs (up to 4 events) $5,500/event 4 Events $21,000 Digital Assets $1,000/month 4 Months $4,000
Ongoing Recruitment and Selection Consultation
(up to 40 hours per month)
$5,000/month 4 Months $20,000
TOTAL $69,000
Direct Expenses
Description Unit Period Total
Advertising Budget – to be split among various
platforms such as Google, Facebook/Instagram,
Indeed, etc. based on ad performance
Up to $10,000/month 4 Months $40,000
Webflow $20/month 4 Months $80
Recruitment Brochure/Electronic Flipbook $1,000
Outreach Tools $500
Advertising Up to $3,500 30 Days $3,500
TOTAL $45,080
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Project Staffing
CPS HR will have a designated team for to provide these services to the City. Christina Batorski Peacock to be the Project Manager for this assignment because of her strong project management skills. She will coordinate all aspects of the project including the project staff, finalizing project plans and deliverables, organizing, and securing resources , managing communications, monitoring project progress, resolving any problems, and ensure ti mely and successful compl etion of the engagement.
Ms. Peacock will be joined by Senior Consultant, Jason Litchney, who will lead the Digital Marketing Campaign and Senior Consultant, Laura Lee, who will lead the Recruit ment and Selection services.
The team will be assisted by Administrative Technician, Jackie Frost. Resumes are included below.
Christina Batorski Peacock, PHR, Project Manager & Principal Consultant Ms. Peacock has over 20 years of professional and management experience in public sector Human Re sources, including e xperience in the areas of employee recruitment and selection, compliance, labor relations, test administration, employee relations, and po licy development.
Specifically, Ms. Peacock worked directly on recruitment efforts for entry -level Police Officer and entry-level Firefighter as well as sworn and uniform promotional recruitments with the City of Chicago for over 10 years.
Employment History
Manager, Recruitment Solutions, CPS HR Consulting
Deputy Commissioner of Human Resources, City of Chicago Assistant Commissioner of Human Resources, City of Chicago Adjunct Professor (Managing Organizational Change), Keller School of Graduate Management Recruiting Analyst Supervisor, City of Chicago
Human Resources Analyst II, City of Chicago
Human Resources Manager/Payroll Administrator, Bethesda Home & Retirement Center Staffing Specialist, Northwestern University
Employment Coordinator, Northwestern University
Professional Experience
Managed human resource personnel responsible for executin g rec ruitment and selecti on processes for 30+ clients resulting in the review of 40,000+ applications and 1,200 hires, annually.
Collaborated with the Chicago Police Department on entry -level Police Officer recruitment and selection efforts for over 10 years resulting in diverse applicant pools ranging from 18,000 to 27,000 candidates for a single recruitment.
Performed a lead role in establishing fair and transparent recruitment and selection processes which alleviated the City of Chicago from Federal Monitor O versight on all hiring practices.
Taught graduate level classes in managing organizational change. Mediated and resolved labor relations issues in a union environment.
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Education
M.P.A. DePaul University, Chicago, IL – Public Administration B.A. Marquette University, Milwaukee, WI – Human Resources & Communication Studies
Professional Organizations and Affiliations
Society of Human Resources Management (SHRM)
International Public Management Association for Human Resources (IPMA-HR)
Jason Litchney, M.E., MBA
Mr. Litchney is the Marketing and Empl oyment Branding Manager at CPS HR Consulting. Prior to joining CPS HR, he was the Director of Market ing & Public Rel ations for an international financial services nonprofit trade association. He is responsible for founding two companies that have made the INC 500 fastest companies list and is a successful entrepreneur and founder of the application company, Umzie, LLC. that was sold in 2017.
Mr. Litchney has a deep understanding and knowledge in marketing, branding and recruitment that he has gained i n his over 17 years in executive roles in the private and nonprofit sectors. Mr. Litchney typically o perates at Project Manager and Senior Leader levels during strate gy development, consulting, and imp lementation. Major sectors served inc lude federal, state , county, and city governments. Jason is a frequent speaker on employer branding and host of a podcas t focused on Public Sector HR.
Professional Experience
■ Marketing & Brand Strategy
■ Public Relations
■ Website Production
■ Graphic Design
■ Photography & Videography
■ Data Analytics
■ Paid Ads / Geotargeting / Geofencing
■ Social Media
Education
■ M.E., Marketing Analytics, Cornell University
■ MBA, Western Governors University
■ B.S., Operations Research & Information Engineering, Cornell University
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Laura Lee, PHR
Ms. Lee is a human resource professional with over 10 years of experience in the public sector. She has a wide range o f HR expertise in a variety of responsibilities, including, but not limited to full -cycle recruiting, test administrat ion, classification and compensation, employee and labor relations, and performance management.
Employment History
Senior Consultant, CPS HR Consulting
Human Resources Manager, UC Santa Barbara
Human Resources Generalist, UC Santa Barbara
Human Resources Analyst II, City of Las Vegas
Human Resources Analyst I, City of Henderson
Professional Experience
Managed a team of human resources professionals in providing HR -related services in a decentralized human resources environment to a department of 360 full time employees. Planned and organized the development of a new performance management program and trained employees to facilitate a successful rollout of a goal-based merit system. Provided guidance to management on success ful policy implementation, enforcement actions and management of personnel.
Served as an internal consultant to multiple public sector depar tments for all thei r recruitment needs to include the full recruitment cycle and maintaining a proactive and s trategic approach to high-volume staffing needs.
Served on an executive staff within the City of Las Vegas Fire and Rescue department to contribute to strategic planning goals.
Developed and nurtured relationships with directors, managers, supervisors, and st aff to build better communication between departments and central human resources.
Education
MA, Industrial/Organizational Psychology, Touro University BA, Psychology, University of Nevada, Las Vegas
Professional Organizations and Affiliations
Professional in Human Resources (PHR) with HR Certification Institute (HRCI)
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Jackie Frost, Administrative Technician
Ms. Frost has over 4 years of experience in public sector Human Resources, including experience in the areas of employee recruitment and selection and test administration.
Employment History
Administrative Technician, CPS HR Consulting
Senior Office Assistant, CPS HR Consulting
Office Assistant, CPS HR Consulting
Professional Experience
Create and manage recruitments in applicant tracking system. Screening bulletin applications to validate applicants have met minimum qualifications for position.
Scheduling and scoring written, oral, and bilingual applicant examinations Training proctors for written examinations and chairs for oral examinations. Responding to candidate inquiries by phone and e-mail.
Education
Bachelor of Science, Geography, Brigham Young University
The Richmond Fire Department
Fire Department Testing Services
SUBMITTED BY:
VICKI QUINTERO BRASHEAR
Director of Products and Services
CPS HR Consulting
2450 Del Paso Rd, Suite 220
Sacramento, CA 95834
P: 916-471-3481
[email protected]
Tax ID: 68-0067209
www.cpshr.us
PROPOSAL
Your Path to Performance
July 29, 2022
Proposal to the Richmond Fire Department
Fire Department Testing Services
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Table of Contents
Qualifications and Experience .................................................................... 4 About CPS HR ...................................................................................................... 4 Qualifications of Firm .......................................................................................... 4 Qualifications of Staff ......................................................................................... 5 Roles and Responsibilities ................................................................................... 6 Résumés ............................................................................................................... 7 References ......................................................................................................... 10 Approach to Work ...................................................................................... 16 Project Understanding ...................................................................................... 16 Project Planning, Job Analysis, and Examination Plan Development ....... 17 Written Examination Development, Administration, and Scoring .............. 20 Assessment Center/Practical Examination Development, Administration, and Scoring ........................................................................................................ 21 Project Outcomes ............................................................................................. 27 Project Management and Communication Process ................................... 28 Price Proposal .............................................................................................. 32 Fee Assumptions ................................................................................................ 33
Proposal to the Richmond Fire Department
Fire Department Testing Services
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July 29, 2022
Richmond Fire Department
Kristi Florence, Personnel Analyst II
450 Civic Center Plaza
Richmond, CA 94804
Sent via email to: [email protected]
Subject Line: Fire Department Testing Services
CPS HR Consulting (CPS HR) is pleased to submit this proposal to Richmond Fire Department (Department) to provide professional consulting services in the development and administration
of Fire testing services.
Our CPS HR team members are available and uniquely qualified to undertake this effort in a timely manner because of our wide resources and extensive experience in job analysis studies and examination development and administration. We have worked extensively with public safety communities, and our test services are recognized as among the best in the industry. In our proposal, we describe our understanding of the Department’s requested scope of work and our approach and methodology for accomplishing the goals of the project. Our proposal is based upon the following elements to accomplish the Department’s goals:
Developing tailored professional products and providing personalized services to meet the Department’s specific needs;
Maintaining open communication with the Department to ensure the project preserves its focus and adheres to the timeline and budget;
Providing extensive professional expertise acquired through numerous similar promotional examination processes provided to other public safety agencies across throughout the State of California;
Providing a dedicated Project Manager who will be actively involved in all aspects of the process in order to maintain continuity and provide consistent communication.
Thank you for the opportunity to submit this proposal. We look forward to an opportunity to discuss our proposal with you. Should you have any questions, please feel free to contact Breana Lopez, Project Manager, at (714) 224‐6459 or via email at [email protected].
Sincerely,
Vicki Quintero Brashear, Director of Products and Services
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Qualifications and Experience
About CPS HR
CPS HR is an innovative, client‐centered human resources and management consulting firm specializing in solving the unique problems and challenges faced by government and non‐profit agencies. As a self‐supporting public agency, we understand the needs of public sector clients and have served as a trusted advisor to our clients for more than 35 years. Our mission is to transform human resource management in the public sector and our vision to enable people to realize the promise of public service.
As a network of thought leaders in HR Systems, CPS HR delivers breakthrough solutions that dramatically transform public sector organizations to positively impact the communities they serve. By establishing centers of excellence and communities of practice, we provide your organization with the latest knowledge and the expertise to put that knowledge into action. With headquarters in Sacramento, CA; field offices in Austin, TX and Littleton, CO; and partners throughout the country, our clients draw experience from a powerful national network.
CPS HR offers clients a comprehensive range of competitively priced services, all of which can be customized to meet your organization’s specific needs. We are committed to supporting and developing strategic organizational leadership and human resource management in the public sector. We offer expertise in the areas of organizational strategy, recruitment and selection, training and development, and organization and workforce management.
Through our collaborative process, client‐centered approach, and nationwide network of distinguished partner organizations, CPS HR has the experience and capabilities to help your organization evolve and enable your employees to realize the promise of public service.
Qualifications of Firm
Founded as a local government services unit of the California State Personnel Board, CPS HR became a joint‐powers agency in 1985. Today, as a self‐supporting public agency, we offer a full range of human resources consulting services to government and nonprofit agencies, with particular emphasis on employment testing and assessment services.
CPS HR staff members include industrial/organizational psychologists, experienced measurement specialists, and highly trained technicians and support staff. Our testing services include test research and development; test validation; test rental and scoring; test logistics and administration; statistical analysis; and the design, development, and administration of assessment centers and performance examinations. Our staff is thoroughly familiar with the professional and regulatory standards in the testing area and has extensive experience in fair employment, Section 60‐3, Uniform Guidelines on Employee Selection Procedures (1978); 43 FR 38295 (August 25, 1978), the Standards for Educational and Psychological Testing (American Proposal to the Richmond Fire Department
Fire Department Testing Services
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Educational Research Association, American Psychological Association, and National Council on Measurement in Education, 1999), the Principles for the Validation and Use of Personnel Selection Procedures of the Society for Industrial and Organizational Psychology (2003), and the Guidelines and Ethical Considerations for Assessment Center Operations (rev. 2014). In fact, several staff members have served on national committees reviewing these documents and published articles, monographs, and textbook chapters on testing and selection.
In over 35 years of employment testing, we have not had a successful challenge to our selection instruments. We have had limited direct involvement in Title VII cases because our tests have rarely been challenged. CPS HR’s approach is designed to comply with all aforementioned prevailing technical standards and legal guidelines. We utilize these standards and guidelines to ensure best‐practice in all of our assessment and selection engagements.
CPS HR has been extremely successful in performing job analyses, developing examinations, and administering and scoring examinations for public safety positions that are congruent with the needs of the Department. In addition, our specific focus on the public safety arena provides us with an in‐depth level of knowledge about the jobs we study.
Qualifications of Staff
CPS HR has assembled a strong project team, with each member selected for his/her specific expertise and professionalism. We have selected Ms. Breana Lopez, B.A., to be the Project Manager for this assignment because of the strong project management skills and depth of experience with work of this nature that she possesses. She will serve as the main point of contact for the Department, oversee daily operations, maintain overall responsibility for the project, manage CPS HR’s project team, provide oversight for project assignments, manage the timeline and budget, and actively participate in all project deliverables. Ms. Lopez will be accompanied by Mr. Geoff Burcaw and Mr. Matthew Christoffersen, as Project Consultants who will be actively involved in the technical aspects of the project. These team members will have direct responsibility for fulfilling the terms of a contract that may result from this proposal.
In the unlikely event that any team member identified in this proposal needs to be replaced, we will require the same qualifications and seek written approval from the Department prior to the commencement of work by submitting names, contact information, qualifications, and other pertinent information. Additional professional and technical staff may also be involved in the project, as needed, for administrative support, as we commit our entire organization to meeting the needs of the Department. Because of the size of our organization and experience at managing promotional processes for public safety clients, we have the depth and breadth of staff to be responsive to your needs without using subcontractors or outside personnel.
Below is the Project Manager’s contact information. Experience at a glance and résumés of the primary team members follow.
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Project Manager Contact Information
Name: Breana Lopez, B.A.
Title: Senior Consultant, Assessment and Selection
E‐mail: [email protected]
Location: Orange County, CA
Phone: (714) 224‐6459
Roles and Responsibilities
Staff Roles and Responsibilities
Breana Lopez, B.A.
PROJECT MANAGER:
Oversees daily operations
Develops and ensures the project plan is in alignment with the needs of the Department
Manages costs by ensuring the project remains within the appropriate scope and expenditure targets
Acts as primary client liaison and interfaces directly with Department representatives
Oversees project team
Defines the direction of the team on the project
Identifies and secures the necessary resources and manages tasks/ performance
Uses reports and status meetings to control progress/address hurdles Ensures project is delivered within budget and scope and on time Ensures compliance with terms and conditions of contracts Primary consultant responsible for project activities and deliverables, including, but not limited to, creation of the test plans, written examination development and administration, assessment development and administration, and report development
Provides any specialized services that may be needed
Geoff Burcaw, M.S.
Matthew Christoffersen
PROJECT CONSULTANT:
In concert with Project Manager, reviews and approves the project plan and methodologies
Assists with the development of all project deliverables Uses reports and status meetings to control progress/address hurdles Administrative Support
ADDITIONAL ASSISTANCE:
Assists with project deliverables, as needed
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Résumés
Breana Lopez, B.A.
Ms. Lopez is qualified in the design, development, and administration of assessment center processes for public safety promotional opportunities, along with having experience in test development and assessment center logistics. She develops customized assessment exercises, candidate orientation materials, assessor scoring criteria, training materials, and all other work associated with assessment centers. She conducts candidate orientations and training sessions for assessors. Ms. Lopez spent a significant amount of time with the City of Anaheim responsible for the design, development, and evaluation of City‐wide employee development and training programs. She also served as the Public Safety Recruitment Specialist planning and coordinating all selection and recruitment activities for both sworn and civilian personnel, ensuring decisions were made in accordance with merit system principles and in compliance with laws, regulations, rules, and bargaining agreements.
Employment History
Senior Human Resources Consultant, CPS HR Consulting
Public Safety Recruitment Specialist, City of Anaheim, CA Organizational Development Specialist, City of Anaheim, CA Professional Experience
Designs, develops, and administers valid, legally‐defensible assessment centers used for selection and promotion within public safety agencies and other public entities Conducts job analyses, develops written examination test plans, and develops behaviorally‐based exercises
Facilitates meetings with SME panels to obtain department‐/position‐specific information for use in the development of assessment center exercises, written test plans, and job analysis data
Develops customized assessment exercises, candidate orientation materials, assessor scoring criteria, training materials, and all other work associated with assessment centers Conducts training sessions for assessors to learn behavioral scoring and conducts orientation sessions for candidates to provide them with information regarding their assessment process
Develops customized candidate feedback reports documenting candidate assessment performance
Developed new Onboarding Process for the City of Anaheim Proposal to the Richmond Fire Department
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Partnered in the development of a competency model for City of Anaheim to align organizational goals with employee training and performance goals Coordinated annual Citywide Training Catalog and program for the City of Anaheim Partnered in the development of a new performance appraisal system for performance management, training, and succession planning for the City of Anaheim Assisted in the development and implementation of Mission, Vision, Values for Public Safety Departments
Education
B.A., Social Sciences (Political Science & Economics), California State University, San Marcos
Geoff Burcaw, M.S., SPHR, SHRM‐SCP
Mr. Burcaw is a Senior Personnel Management Consultant with CPS HR Consulting. He has over 17 years of professional‐level experience in human resources with specialization in job analysis and employment test development. Mr. Burcaw’s experience includes human resources consulting for state and local government agencies, and providing human resources litigation support to private industry.
Employment History
Senior Personnel Management Consultant, CPS HR Consulting Assessment Development Specialist, Personnel Board of Jefferson County, Alabama Human Resources Consultant, SHL USA
Job Analyst, Human Resources Research Organization
Professional Experience
Developing cognitive ability, aptitude, and performance tests for unskilled, semi‐skilled, and skilled job classifications, including test specifications, item writing, and standard setting
Developing selection and assessment processes, such as written tests, structured interviews, situational judgment tests, and assessment center exercises, for professional and management classifications, including behaviorally‐anchored rating scales and other scoring criteria, and interviewer/rater training
Developing organizational assessment tools, such as culture surveys and motivation assessments
Conducting employee focus groups to assess organizational climate and job satisfaction Proposal to the Richmond Fire Department
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Performing job analysis studies that include conducting job audit interviews, work observations, and subject matter expert focus groups
Conducting standard setting procedures for employment and licensure/certification tests using subject matter expert panels
Conducting statistical analysis of survey and test performance data, including item analysis and adverse impact analysis
Auditing selection processes to ensure compliance with federal employment law and state and local government civil service rules
Developing classification specifications, duty statements, and job announcements Matthew Christoffersen, M.S.
Mr. Christoffersen has nearly 5 years of professional‐level experience working in human resources and specializes in custom assessment development, assessment administration, and facilitation of assessment scoring. Before joining CPS HR, he spent several years as an internal consultant within a county government agency in Orlando, Florida. There he provided consultation to HR staff and hiring authorities regarding recruitment and selection strategy, as well as developing custom, job‐specific assessment tools for selection and promotion. He has worked with a wide variety of job classifications within government departments including Fire Rescue, Corrections, Public Works, Utilities, Human Resources, and more.
Employment History
Senior Consultant, CPS HR Consulting
Employment and Assessment Advisor; Employment and Assessment Sr. Analyst; Employment and Assessment Analyst, Orange County (Florida) Government Professional Experience
Facilitating subject matter expert (SME) meetings and focus groups to obtain job‐specific information for the purpose of job description revision, recruitment and selection system planning, and custom assessment development.
Developing content for use in custom assessments for entry‐level through management‐ level positions. Assessment types include multiple choice, critical incident, situational judgement, oral presentation, in‐basket, structured interview, and role play. Developing behaviorally anchored rating scales and other scoring criteria for use in scoring customized, job‐specific assessments.
Administering assessment exercises to groups of candidates, up to 100 at a time, using standardized methods to ensure consistency and fairness. Facilitating rater training of diverse groups of assessors prior to administering and scoring custom assessments to promote consistency across raters and across candidates.
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Conducting employee and SME focus groups, interviews, job shadows, and benchmarking studies for job reclassification, compensation adjustments, and organizational climate evaluation.
Education
M.S., Industrial and Organizational Psychology, University of Central Florida B.S., Psychology, The College at Brockport, State University of New York References
CPS HR has been providing public safety testing and assessment services for over 35 years. The following table provides three client references.
Client Name Project Description Contact Information
City of Oakland Fire
& Rescue
(2017‐Present)
Job analysis, written examination
development and administration,
assessment center development and
administration for the ranks of Fire
Investigator, Assistant Fire Marshal,
Fire Captain, and Fire Battalion Chief.
Heather Mozdean, Deputy Chief
150 Frank H. Ogawa Plaza
Oakland, CA 94612
Phone: (510) 238‐4054
Email: [email protected]
City of Anaheim Fire
& Rescue
(2011‐Present)
Job analysis, written examination
development and administration,
assessment center development and
administration for the ranks of
Firefighter/Paramedic, Fire Engineer;
job analysis and assessment center
development and administration for
the rank of Fire Captain, and Fire
Battalion Chief.
Patrick Russell, Fire Chief
201 S. Anaheim BLVD
Anaheim, CA 92805
Phone: (714) 765‐4000
E‐mail: [email protected]
Alameda County
Fire Department
(2021 – Present)
Job analysis, written examination
development, and assessment center
development and administration for
the rank of Fire Captain; job analysis
and assessment center development
and administration for the rank of Fire
Battalion Chief
Jeff Luepke; Division Chief
6363 Clark Avenue
Dublin, CA 94568
Phone: (510) 693‐3419
E‐mail: [email protected]
The following table is a comprehensive chart of agencies for whom we have provided public safety examination services within the past five years that contain a similar scope and complexity as this project. All of the projects listed in the chart include job analysis, written examination development and administration, and/or assessment center development and administration.
Please note that because most of our client relationships are ongoing, most of the projects within the client list below were conducted multiple times across testing cycles – the list specifies only the ranks that were tested within each Department. Further, those clients in bold are clients with whom we are currently developing processes or for whom we have developed processes in the past 12 months.
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Abilene Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Alameda County Sheriff's Office
Sergeant Promotional Process
Lieutenant Promotional Process
Alameda County Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Anaheim Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Engineer Promotional Process
Firefighter/Paramedic Assessment Process
Anaheim Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Aptos La Selva Fire Department Captain Promotional Process Arizona Department of Public Safety Captain Promotional Process Arlington Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Arvada Fire Protection District
Captain Promotional Process
Lieutenant Promotional Process
Bloomington Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Boca Raton Fire Rescue Services
Battalion Chief/Division Chief Promotional Process
EMS Captain Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Senior Fire Inspector
Firefighter/Driver Promotional Process
Boca Raton Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Broward County Sheriff's Office
Lieutenant Promotional Process
Sergeant Promotional Process
Cape Coral Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Chamblee Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Cobb County Emergency Services (911) Department
Operations Supervisor Promotional Process
Shift Supervisor Promotional Process
Cobb County Fire Department
Captain Promotional Process
Lieutenant Promotional Process
Engineer Promotional Process
Cobb County Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Conyers Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Davie Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Daytona Beach Fire Department Battalion Chief Promotional Process DeKalb County Fire Rescue Department Captain Promotional Process DeKalb County Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Deltona Fire Rescue Department Lieutenant Promotional Process Dothan Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Corporal Promotional Process
East Palo Alto Police Department Sergeant Promotional Process Elk Grove Police Department
Sergeant Promotional Process
Lieutenant Promotional Process
El Paso County Sheriff's Office
Floor Control Officer Promotional Process
Deputy Sergeant Promotional Process
Deputy Lieutenant Promotional Process
Detention Sergeant Promotional Process
Detention Lieutenant Promotional Process
El Segundo Police Department
Sergeant Promotional Process
Lieutenant Promotional Process
Captain Promotional Process
Eugene Police Department Lieutenant Promotional Process Proposal to the Richmond Fire Department
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Sergeant Promotional Process
Fort Pierce Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Fort Smith Fire Department Battalion Chief Promotional Process Fort Smith Police Department
Major Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Fresno Fire Department Firefighter Job Analysis
Irvine Police Department
Detective Promotional Process
Field Training Officer Promotional Process
Sergeant Promotional Process
Kennesaw Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Kissimmee Fire Department
Battalion Chief Promotional Process
Lieutenant Promotional Process
Laguna Beach Fire Department Battalion Chief Promotional Process Las Vegas Department of Public Safety
Corrections Officer Sergeant Promotional Process
Municipal Court Marshal Sergeant Promotional
Process
Deputy City Marshal Sergeant Promotional Process
Lexington Division of Fire and Emergency Services
Major Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Lexington Division of Police Services
Lieutenant Promotional Process
Sergeant Promotional Process
Long Beach Police Department
Sergeant Promotional Process
Lieutenant Promotional Process
Maricopa County Sheriff’s Office
Detention Captain Promotional Process
Sergeant Promotional Process
Lieutenant Promotional Process
Marietta Fire Department
Lieutenant Promotional Process
Firefighter Engineer Promotional Process
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Mobile Police Department
Major Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Monterey Park Police Department Captain Promotional Process Oakland Police Department
Captain Promotional Process
Sergeant Promotional Process
Lieutenant Promotional Process
Captain Promotional Process
Oakland Fire Department
Fire Investigator Promotional Process
Assistant Fire Marshal Promotional Process
Captain Promotional Process
Park City Fire District Captain Promotional Process Provo Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Provo Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Rancho Santa Fe Fire Protection District
Captain Promotional Process
Battalion Chief Promotional Process
Richmond Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Engineer Promotional Process
Fire Inspector Promotional Process
Firefighter Examination Process
Sacramento Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Dispatcher III Promotional Process
Sacramento Fire Department Battalion Chief Promotional Process Sandy Springs Police Department
Captain Promotional Process
Sergeant Promotional Process
San Joaquin County Sheriff's Office Deputy Sergeant Promotional Process Santa Clara County Fire Department
Captain Job Analysis
Firefighter Engineer Job Analysis
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Stockton Police Department Captain Promotional Process Tennessee Department of Safety and Homeland
Security
Lieutenant Promotional Process
Sergeant Promotional Process
Trooper Selection Process
Tucson Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Detective Promotional Process
Officer Job Analysis and Written Examination
Tucson Fire Department Fire Captain Promotional Process University of California, Davis Fire Department Assistant Chief Promotional Process University of California, Santa Barbara Police
Department Lieutenant Promotional Process
Vallejo Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Vallejo Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Corporal Promotional Process
The Villages Public Safety Department Lieutenant Promotional Process Virginia Beach Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Firefighter Recruit Selection Process
Westminster Police Department
Sergeant Promotional Process
Commander Promotional Process
Detective Promotional Process
West Metro Fire Protection District
Lieutenant Promotional Process
Engineer Promotional Process
Captain Promotional Process
Assistant Chief Promotional Process
Whittier Police Department
Sergeant Promotional Process
Lieutenant Promotional Process
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Approach to Work
Project Understanding
It is our understanding that the Department is seeking a vendor to provide testing processes for the ranks of Fire Engineer, Fire Captain, Fire Battalion Chief, and Firefighter Trainee. The project deliverables resulting from a contract with CPS HR will be designed to be legally defensible as valid and job‐related procedures and fully comply with the aforementioned Uniform Guidelines, Standards, Principles, and Guidelines and Ethical Considerations, Department policy, and other related professional standards.
The purpose of this proposal is to offer our services to conduct a job analysis for the target ranks; develop the examination plan; and design, develop, and administer legally defensible, validated selection tools for use at the target rank. To accomplish these objectives, the proposed process includes the following primary components, which are outlined and further described below.
Project Planning, Job Analyses, and Examination Plan Development Schedule and conduct meetings in conjunction with Department personnel Conduct a job analyses
Create examination plans that reflect the job analysis results Written Examination Development, Administration, and Scoring Develop a written examination for each rank
Administer and score the written examinations
Provide statistical and analytical data for the written examinations Assessment Center/Practical Examination/Structured Interview Development, Administration, and Scoring
Research, develop, and customize job‐related exercises Conduct a candidate orientation session for each rank Train assessors for the assessment center
Administer the processes
Project Outcomes
Compile and provide candidate scores
Provide feedback reports for candidates
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Gather candidate feedback regarding impressions and opinions about the applicable process
Provide technical and litigation assistance and expert testimony, as needed Project Management and Communication Process
Monitor and control the project
Provide oversight and quality assurance
Respond in a timely manner to all requests and needs
Recognize, report, and resolve any developments or changes that may affect the project CPS HR consultants will work closely with the Department in all phases of development and implementation of this plan.
Project Planning, Job Analys is, and Examination Plan
Development
Project Planning
The first activity of this project will be to meet with representatives from the Department to discuss the project schedule, objectives, and personnel roles for the term of the contract and define any parts of the project that may require clarification. We will review all applicable Department materials and any additional information, such as the job descriptions, previous job analysis data, etc., concerning the target rank at this time.
CPS HR will also develop a detailed project plan consisting of project objectives and timelines. As the project evolves and when time requirements, specifications, major project components, project constraints, or resources change, CPS HR will revise and update the project plan.
Job Analyses
In order to validate the promotional processes, CPS HR will conduct a job analysis for each rank.
CPS HR’s experience with job analysis is extensive, as it is a critical component of the testing and assessment practice. Our job analysis studies utilize a task‐based methodology (designed to comply with all prevailing technical standards and legal guidelines) that ensures completeness and legal defensibility such that the job analytic data can withstand scrutiny of challenge and/or question as to its application in any testing process.
The purpose of the job analysis is to do the following:
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CPS HR will initiate the job analysis process for each rank by reviewing information pertaining to the rank, including duty statements/job descriptions and any other available job‐specific information. Furthermore, given our experience with promotional testing and assessment and job analysis studies for public safety, we have a database of tasks and KSAOs from which to pull.
From the information gathered, CPS HR will develop a preliminary list of tasks and KSAOs for the target rank. CPS HR will then convene a small panel of departmental subject matter experts (SMEs) with significant knowledge of the target rank to review the initial list of tasks and KSAOs for accuracy and completeness and assist in the development of task and KSAO statements that capture the unique aspects of the rank. It is assumed that no more than a half‐day meeting will be needed with the SMEs to finalize the task and KSAO lists. It is also anticipated that the SME group will be gender and ethnically diverse (if possible) to ensure the integrity of the job analysis processes from inception and to decrease the likelihood of any unanticipated biases being introduced into the process.
CPS HR will then construct the job analysis questionnaire (JAQ) for distribution to the incumbents and first‐level supervisors for the target rank to solicit ratings regarding the frequency and criticality of job tasks and the criticality of KSAOs required upon appointment to the target rank.
Following respondent completion of the JAQ, CPS HR will analyze the data to establish the frequency and importance of each task, the overall criticality of each KSAO, the linkage between the tasks and KSAOs, and when an incumbent must possess each KSAO. The documented job analysis data will then serve as the basis for subsequent examination design for the target rank.
The JAQs can be distributed in a web‐based format and/or in hard copy format, based upon ease of completion consideration for the respondents and the Department’s preference. Typically, completion of the questionnaire takes approximately two hours, although respondents will be provided with an ample overall response time of approximately two weeks to facilitate completion of the questionnaire in such a manner so as not to interfere with their regular duties Identify the important and frequently performed tasks and duties associated with the target rank;
Identify the overall criticality of the knowledge, skills, abilities, and other characteristics (KSAOs) required to perform the tasks;
Determine the linkage between the critical tasks and KSAOs; and Determine where and when the KSAOs are acquired and how important they are to successful job performance for the target rank.
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and to ensure the collection of accurate, complete ratings. Respondents can also revisit the questionnaire at any time and continue from where they left off.
It is intended that the thoroughness of the job analysis and the resultant data will ensure that future job analysis activities/studies for the target rank should only need to be of a confirmatory nature, thus reducing future expense to the Department in terms of both time and staff resources.
Examination Plan Development
An SME panel of Department representatives will be convened to assist in the examination development processes. This group(s) of SMEs will be selected by the Department and may include the same SMEs who participate in the job analysis process.
The first step will be a review of the job analysis results for the target rank. Specifically, those critically important and/or frequently occurring job behaviors, tasks, and KSAOs that are amenable to the testing process will be identified. The initial criteria utilized in reviewing the job behaviors, tasks, and KSAOs will include the following:
Based on these considerations, CPS HR staff will work with the SME panel to select the job behaviors, tasks, and KSAOs to incorporate into a series of performance exercises appropriate to the target rank. The examination development process will be guided by CPS HR staff to ensure that the procedures are standardized; that the KSAOs/job behaviors are measurable and/or observable; that the criteria for evaluating these KSAOs/job behaviors are clear; and that a lucid, reasonable scoring method is produced.
•O n l y those job behaviors/tasks/KSAOs that can be adequately (and reasonably) measured in the testing process will be considered.
Measurability
•J o b Behaviors/Tasks/KSAOs that require specific skill training after hire or promotion in order to be successfully performed will be avoided.
Training Considerations
•T h o s e job behaviors/tasks/KSAOs that are deemed to be difficult or impossible to standardize, or to otherwise administer in a consistent manner, will be avoided.
Reliability/Standardization Considerations
•J o b Behaviors/Tasks/KSAOs that would entail a prohibitively high financial outlay to simulate will be avoided.
Financial Considerations
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Written Examination Development, Administration, and
Scoring
Develop a Written Examination
There may be a timed, written, multiple‐choice job‐knowledge examination created as part of this project for each rank. Test items will be developed by CPS HR’s pool of trained item writers and identified as to source, edition, and page in accord with the applicable examination reading list. In order to ensure the integrity and security of the examination process, CPS HR will develop a larger pool of items than necessary for review by the SMEs. The SMEs (under a confidentiality agreement and if approved to do so by the City) will then review the entire group of test items, eliminating those that are not relevant, appropriate, or applicable and editing others as necessary. Following review of the test items, CPS HR will choose those items to be included in the final version of the examination, thus limiting the exposure of test materials to members of the SME committee and protecting against the possibility of a security breach. We have utilized this methodology with other organizations and have found it to be both highly successful and well‐accepted in the testing community.
Administer the Written Examinations
Once the final version of each written examination is developed, the tests will be administered to candidates. CPS HR has extensive experience in the administration of written tests and will provide all materials necessary for the administration of the examination, including proctor’s instructions, test booklets, item appeal forms, and answer sheets in order to maintain the security and integrity of the testing process.
Immediately following the administration of each written examination, candidates will have an opportunity to appeal any items they feel may be unfair or inconsistent with the source material (unless City/Department policy dictates otherwise). CPS HR staff and SMEs will review all item appeals and provide an initial decision as to each outcome on a case‐by‐case basis.
Score the Written Examinations
Following the administration of the written test and appeals process (if applicable), CPS HR will electronically score the tests and evaluate the item and test statistics (i.e., reliability estimates, standard error of measurement, mean, standard deviation, etc.). Additionally, item difficulty statistics and discrimination indices will be used to identify questionable items and to evaluate internal consistency reliability. Furthermore, CPS HR will again review all appeals from candidates regarding the testing process against the resulting test statistics. Based on the outcome of the appeals processes and item statistics evaluation processes, CPS HR will either rekey (i.e., allow for more than one correct answer) or eliminate (i.e., give all candidates one point) items as Proposal to the Richmond Fire Department
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needed. CPS HR will then compute the candidate scores and provide a ranked list of results (according to City policy) within 48 hours of receipt of answer sheets.
Pass Point Setting
Prior to the administration of the written examinations, CPS HR can assist the City with developing a suggested pass point by using a Modified Angoff procedure. With this procedure, SMEs rate each examination item according to the extent to which the KSAO measured by the item is necessary for job success, the relationship between the difficulty of the item and the difficulty of the associated on‐the‐job behavior, and the probability that a minimally qualified candidate would get the item correct. These ratings are mathematically combined to establish a Minimal Acceptable Competence (MAC) level for each item. The MAC levels are then used to calculate the pass point for the examination. Pass points can also be established for individual sections within the written examination. According to the Uniform Guidelines and case law, the only legally defensible way to establish a pass point is by utilizing a formal methodology such as the one described above. Therefore, CPS HR cannot recommend a cut score without conducting this procedure with SMEs. If the Department does not wish to use a Modified Angoff procedure, CPS HR can discuss with the City different options for pass point setting; however, the City will make the final pass point determination.
Assessment Center / Practical Examination
Development, Administration, and Scoring
Develop Assessment Centers and Practical Examination
There may be an assessment center process comprised of exercise components created as part of this project for certain ranks. There will also be a practical examination process created for the Fire Engineer, comprised of exercise components measuring the KSAOs required of effective Fire Engineer job performance. For the assessment center processes as well as the practical examination process, CPS HR will work with the SME panel(s) to design and develop the content and structure of each individual exercise. Based on the job analysis data and associated study materials, organizational level of the target rank, the actual number of candidates to be tested, policy, and the input of the Department, various components can be used and are described below. All exercises will be customized to meet the needs of the Department and the target rank, and the list below is not exhaustive.
1. Background & Experience Exercise
This exercise requires candidate to submit written responses to a set of pre‐defined questions related to their background and experience. Responses are reviewed and validated by internal SMEs and discussed with the candidate during assessment center prior to final scoring of the candidate’s responses.
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2. Incident Command Exercise
This type of exercise is designed to assess one’s ability and readiness to take command of and run an emergency scene or tactical situation. CPS HR staff has extensive experience in creating emergency scene scenarios and tactical situations for use in promotional testing processes, including those involving computerized presentation (e.g., via Digital Combustion) and/or interactive communications. CPS HR also provides trained consultants to serve as fire simulator operators and role players for this exercise.
3. Role‐Play Exercise
This type of exercise requires the candidate to interact with one or more role players in connection with a specific job‐related problem such as subordinate counseling, inadequate subordinate performance, conflict resolution, citizen interaction, etc.
4. Oral Presentation Exercise
This type of exercise requires the candidate to plan and organize his/her thoughts and make notes for a short presentation and/or training on a specific job‐related issue (e.g., presentation of a new Department policy or procedure to subordinates, training on equipment, presentation of information to a citizen group, etc.) or plan for a specific audience. Standardized questions of the candidate may be asked following the presentation of information.
5. In‐Basket Exercise
The In‐Basket Exercise can be either written (narrative response) or verbal in nature – the different methods are described below. We can review the pros and cons of each methodology if so desired by the Department.
a. Verbal In‐Basket Exercise
This exercise provides job‐related materials for review and action by the candidate. It is designed to test the candidate’s ability to “think on his/her feet” by providing a brief opportunity to review the materials (approximately seven – 10 items), formulate a plan of action, and verbally provide information regarding his/her actions for established short‐ and long‐term tasks, rationale for the actions, and priority level assigned to each item. Standardized questions may be asked following each candidate’s presentation of the materials.
b. Written In‐Basket Exercise
In this methodology, candidates review in‐basket materials, but communicate actions, rationale, and priority level in writing. Typically, this type of exercise contains more items and requires between one to six hours of response time. This can be combined with other exercises to create a “Day‐in‐the‐Life” experience for candidates and include a follow‐up structured interview.
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6. Structured Interview
This type of interview requires that the aspects of the process be as similar as possible for each candidate. Candidates are asked a predefined set of questions that may be general, behavioral, or situational and measure their individual perspectives on supervisory issues.
The standardization of questions ensures that each candidate is evaluated in a consistent fashion and critical KSAOs are assessed through job‐related questions.
7. Memo/Report Writing Exercise
This exercise can take any number of forms, each designed to focus on the candidate’s ability to communicate job‐related knowledge and skills in a written format, such as preparing a follow‐up memo on a situation discussed or dealt with in the In‐Basket or Role‐Play Exercise. A Written Exercise can be developed and administered as a stand‐ alone exercise (e.g., a Written In‐Basket) or as part of another exercise.
8. Problem‐Solving Exercise
This type of exercise allows each candidate the opportunity to prepare for and respond to different problem situations (approximately two – four) that may be faced on the job.
These situations may consist of subordinate issues, administrative issues, etc.
We have customized and administered these exercises in different combinations for all of our assessment clients, and we have found them all to be job‐related and effective in allowing candidates to demonstrate their readiness for promotion. CPS HR will work with SMEs to determine the content of which each exercise will be comprised (based on the job analysis data), and the SMEs will ensure the validity by linking each exercise to the appropriate KSAO. CPS HR will draft the exercises and scoring criteria and then meet with the SMEs for a final review of all exercise components.
Practical Examination for Fire Engineer
CPS HR has extensive experience in the development and administration of practical examinations for Fire Engineer. Typical job‐related exercises for this rank may include:
1. Driving Ability Station (i.e., Rodeo Course)
During this test component, candidates will be required to perform simulations of routine driving maneuvers, which may include a serpentine drive; bay docking/backing; offset alley; and a diminishing clearance. Candidates will be rated on their overall ability to demonstrate each maneuver, control the apparatus, and perform each maneuver in a demonstrably safe manner. Absent the ability to observe the candidate drive an apparatus under emergency conditions on an actual city roadway, our experience is that the difficulty of these maneuvers best simulates a Street Drive.
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2. Pumping Station
In this portion of the test, candidates will be asked to demonstrate the ability to do the following: 1) prepare the apparatus for pumping operations; 2) mentally calculate pump discharge pressures; 3) pump the calculated pressures; and 4) shut down the apparatus.
We recommend two pumping station evolutions to ensure candidates are wholly familiar with hydraulic operation and function. We will also design this station so that candidates are asked a series of questions designed to assess their knowledge of the apparatus during pumping operation. Candidates will be rated on the accuracy of their mental calculations in putting the pump into operation, the time needed to perform the operations, and their overall knowledge and ability as related to performing and completing pumping operations under fire ground conditions.
3. Aerial Operation Station
In this portion of the examination, the candidate will be asked to demonstrate the ability to operate a piece of apparatus equipped with an aerial device to include the following:
1) spotting the apparatus; 2) preparing it for operation; 3) operating the aerial from the tailboard; and 4) securing the apparatus for driving. The candidate will also be asked a series of questions designed to assess his/her knowledge of the apparatus and its operation and his/her ability to operate the apparatus in a demonstrably safe manner.
The candidate’s rating will be based on the overall ability to operate the apparatus and its related equipment and his/her knowledge of the apparatus.
We have customized and administered these exercises in different combinations for all our assessment clients, and we have found them all to be job‐related and effective in allowing candidates to demonstrate their readiness for promotion. CPS HR will work with SMEs to determine the content of which each exercise will be comprised (based on the job analysis data), and the SMEs will ensure the validity by linking each exercise to the appropriate KSAO. CPS HR will draft the exercises and scoring criteria and then meet with the SMEs for a final review of all exercise components.
Conduct Candidate Orientation Sessions
Prior to the administration of an examination for each rank, CPS HR will provide a candidate orientation session for candidates to gain valuable written and verbal information regarding the applicable promotional process. We anticipate the session being one to two hours in length. The orientation session will be designed to familiarize eligible candidates with a definition and overview of the testing process and specific assessment activities, the assessment dimensions that are the focus and basis of the testing process, guidance as to expected behavior and how to perform one’s best during the testing process, etc. Candidates will also have an opportunity to ask general questions of the CPS HR consultant(s) during the orientation session. Candidates will be provided with a manual to review and study.
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The orientation process may be conducted virtually, as necessary. It may also be videotaped and/or conducted on more than one occasion in order to accommodate candidate work schedules and the Department’s operational needs. Furthermore, extra copies of the manual associated with the orientation will be left with the Department to be distributed to those candidates who are unable to attend the seminar.
Recruit and Train Assessors
In preparation for the administration of each assessment center, the Department will recruit a gender, age, and ethnically diverse group of qualified assessors to assist in the evaluation of the candidate group. The assessor group will consist of fire service personnel at or above the target rank being assessed with the background and expertise for the applicable target rank. Based on our experience with similar promotional processes and assessment centers, we recommend having two or more assessors serve on each exercise panel, plus role players (if applicable). Final approval of all assessors and role players (if applicable) will be by mutual agreement between CPS HR and the Department.
Prior to the administration of any assessment exercises created as part of this project, CPS HR will develop and conduct a four‐ to eight‐hour training session for the assessors. A training manual for each assessor will be provided, and the training session will involve the assessment techniques developed as part of this project and ensure that the assessors are competent in observing, recording, classifying, and evaluating candidate behavior. In addition, relevant information concerning the Department and its operational philosophy and procedures will be presented. During the training, assessors will be allowed to practice observing and rating performance and behavior through a series of exercises. Through this process, the assessors’ familiarity with the operational definitions of the specific assessment dimensions (i.e., KSAOs) will be enhanced. The assessors will also be able to standardize their evaluation process and begin to function as a team.
The training agenda will include such topic areas as the following:
Review of applicable Department information;
Review of the scoring schedule and administrative procedures, including assessor responsibilities, site logistics, applicable forms, etc.; Review of the KSAOs/assessment dimensions to be evaluated, their operational definitions, and the assessment model utilized; and
Behavioral observation, classification, and evaluation methods, including assessor training exercises.
Administer the Examination
CPS HR project staff will be on‐hand to administer all components of the assessment center, practical examination, and/or structured interview for each rank. CPS HR has extensive Proposal to the Richmond Fire Department
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experience in the administration of public safety promotional assessments and will provide materials needed for the administration of the exercises, including candidate instructions and materials, assessor materials, exercise administration and rating materials, and any additional materials or resources deemed appropriate by the Department to maintain the security and integrity of the process. CPS HR will ensure the shipping of all materials is secure and that only CPS HR consultants will have access to all assessment documents.
All candidates for will receive the same exercises, and security will be ensured through confidentiality agreements and appropriate scheduling. Assessors will remain on their assigned exercise panel throughout the assessment process. Candidates will be scored on a five‐point Likert‐type scale across each dimension for each assessment exercise, and each group of assessors will be required to agree on a consensus score for each applicable dimension associated with their exercise – final scores will be on a 100‐point scale.
Upon completion of the administration of the assessment (i.e., the last administration day) for each rank, CPS HR will hold a debrief session discussing the overall process with Department representatives and the assessors who observed and scored the candidates. CPS HR will also review the overall averages of candidate scores for each dimension and provide feedback to the Department regarding areas of strength and potential areas for improvement – this will assist the Department with planning for training and development of personnel.
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Project Outcomes
Compile and Provide Candidate Scores
CPS HR will compile and provide overall candidate scores. Scores will be based on the terms set forth in the Department policy and will include assessment scores, and any other testing components provided by the Department. The total score may be based on the appropriate weighting of each component and will include any necessary pass/fail data. CPS HR will provide the scores in the format deemed appropriate by the Department (e.g., in a spreadsheet).
Gather Candidate Feedback Regarding the Promotional Process As each candidate exits the promotional process for each target rank, he/she will have the opportunity to provide information regarding his/her overall impressions of the process.
Candidates are encouraged to document their feedback regarding their perceived fairness of the process, the applicability of the process/exercises to the Department and position for which they are testing, whether or not the candidate orientation session was beneficial, overall comments/concerns, etc. (They can provide this information anonymously.) This data will be compiled, and a final document will be provided to the Department to be used as documentation of candidate feedback for the current process and guidance for future processes at no additional cost.
Provide Candidate Feedback Reports
Following the administration of each promotional process, CPS HR will provide the Department with individual feedback reports to distribute to each participating candidate. These reports will include assessment scores and information detailing each candidate’s strengths and weaknesses across the testing dimensions and against the group average. Furthermore, they will include information on how each candidate can better his/her performance in future assessments and on the job.
Provide Technical and Litigation Assistance and Expert Testimony, As Needed
CPS HR’s approach is designed to comply with all aforementioned prevailing technical standards and legal guidelines. We utilize these standards and guidelines to ensure best‐practice in all our assessment and selection engagements.
CPS HR consultants will be available on brief notice to provide technical and professional assistance to Department representatives and expert testimony throughout the life of the agreement. Furthermore, besides assisting the Department in responding to questions and inquiries regarding the promotional process, we will provide, without charge, four hours of consulting time in defense of the process if legally challenged and/or litigated within six months of administration. Additional hours will be at the rate specified in the Price Proposal section of this proposal. CPS HR will provide litigation support as requested by the Department.
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We will provide, without charge, four hours of consulting time in defense of the process.
In addition, CPS HR has a professional relationship with Dr. David Friedland, who is available to provide expert testimony if his services are desired by the Department. Dr. Friedland is an expert in job analysis, test development and validation, statistics, and equal employment opportunity issues. He is recognized by the Court as an expert in employment discrimination litigation and government compliance reviews. Dr. Friedland has served as a litigation consultant in more than 30 cases, including several landmark employment discrimination cases. He has been retained by defense counsel in approximately 60 percent of cases and plaintiff counsel in 40 percent, including counsel for government compliance agencies. Litigation cases have included individual and class action cases involving charges of discrimination based on race, sex, national origin, age, and disability. Litigation issues have included hiring, promotions, layoffs, wrongful termination, compensation discrimination, and improper application of personnel policies. Dr. Friedland has testified in both state and federal courts as well as in arbitrations and labor‐management and civil service hearings.
Project Management and Communication Process
CPS HR uses a comprehensive approach for planning, organizing, directing, and controlling consulting engagements. Our approach is designed to ensure a focused and efficiently executed project. We use sound project management procedures and ongoing communication to ensure project success.
CPS HR is convinced that the key ingredient to a successful consulting assignment is an effective combination of sound project management procedures, high‐quality project team members, and good customer service. Effective project management is required to provide for the orchestration and timely flow of activities, an ongoing feedback and adjustment mechanism, and the judicious use of time. Our project management process includes three primary components. Providing ongoing monitoring and control of project activities. Unforeseen developments or changes in circumstances may warrant changes in emphasis, revisions to the approach in certain areas, or other modifications of planned work activities. Active project management provides greater assurance that such redirection will occur when warranted by circumstances.
Ensuring the optimum management of the time available to complete the project.
Effective time management is a skill required of experienced professionals. Sound project management can optimize the overall effectiveness of the project team's efforts and provide a greater assurance of meeting milestones and budgets.
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Providing for the continuous reinforcement of the project's objectives. A major role of project management is to ensure that the consulting team consistently adheres to the proper perspective in facilitating the project.
CPS HR is dedicated to the commitment of its full complement of resources for the success of all projects. The team members who will be working on this project will be readily accessible and are committed to meeting all deadlines and scheduled timeframes.
Monitor and Control the Project
When a project begins, one of our first activities is to ensure that we have an accurate estimate of the level of effort required of each professional. These estimates are used to monitor the progress of each consultant against the work plan and project schedule. On a weekly basis throughout the project, professional hours are collected, accumulated, and distributed against project tasks so we can compare actual with budgeted performance.
An additional element related to the area of project control is the role of the Project Manager in monitoring the field work. The Project Manager is continuously involved in the review of ongoing activities to ensure that cost, schedule, and quality objectives are met. The Project Manager maintains frequent communication with project team members to coordinate ongoing activities and exchange pertinent information.
Periodic progress reports are another element of our project management and control system.
The objective of project management is to provide close control and management of the team's efforts. It is our practice to provide the client with verbal interim progress reports based upon our project tracking.
Provide Oversight and Quality Assurance
We are committed to meeting the highest professional standards of quality. Team members are selected for their relevant experience and professional maturity in dealing with project environments such as this. Each will spend an appreciable portion of his or her effort in the review, constructive challenge, and direction of assigned responsibilities.
Our quality assurance procedures include executive level and/or independent peer review of results and progress on a scheduled basis by senior professionals or technical advisors. These individuals provide a critical challenge to the direction and results of project efforts to ensure the project is comprehensive in its breadth and thorough in its depth.
Peer review of engagement reports and documentation is critical to our success. At least one knowledgeable person other than the consultant preparing the document/product must review, critique, and understand the document/deliverable before it is considered ready for delivery to the client. CPS HR’s Project Manager is directly involved in preparing and submitting project deliverables. No documents or materials of any kind are delivered to the client without the Project Manager’s review and approval.
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We firmly believe the most important factors in ensuring the highest quality of client satisfaction are the commitment the consultant brings to the engagement and the experience of the firm and the individual consultants working on the engagement.
Respond in a Timely Manner
Beyond the communication capabilities and routine project management practices identified above, our project team also has the depth and breadth necessary to meet time requirements of projects. It is our policy to make the best possible use of working time both on‐ and off‐site. Our work schedules are completely flexible, and the client liaison (Project Manager) assigned to the project must be accessible from 8:00 AM to 6:00 PM PST. Furthermore, as part of our practice, client calls and e‐mails will be addressed no later than 24 hours upon receipt, if not earlier.
Recognize, Report, and Resolve Developments or Changes
Although we do not anticipate any issues arising during the course of the contract, we have methods and practices in place to immediately resolve such situations. In order to identify problems or variations in performance that need to be addressed, we use a “Problem Recognition/Problem Escalation” process in which the client and/or CPS HR team members may escalate issues at any time through a detailed systematic process. In the “Plan” phase, the problem/process is identified, and the problem/process is defined and described. It is then investigated, further described, and analyzed for all of the possible causes (root cause analysis).
A solution and action plan(s) are selected, along with improvement targets. In the “Do” phase, the problem or issue is addressed through implementation of the process change. In the third step, “Check/Study,” CPS HR confirms and evaluates the results of the change. Finally, in the last step, “Act,” CPS HR standardizes the new process or re‐engages. We also utilize the “Project Quality Control Plan,” which outlines key processes and activities to be taken to ensure the quality of performance is met or exceeded on projects, and manage the time and resources used.
Any issues that may arise will be immediately documented and reported to the Department, and the Department will be notified of all actions taken to resolve such issues.
Meet and Exceed the Department’s Expectations
The vision and values of CPS HR as an organization and for all of its personnel is centered around two primary values:
Satisfy the Client. We will exceed client expectations whenever possible. We commit to quality and will assure that clients feel they have received a valuable service or product for the fee paid.
Value Ethical Behavior. We model and reinforce honest and ethical behavior in all business relationships, including interactions with the Board members, clients, CPS HR staff, vendors, and the general public.
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to meet fully the objectives of the project. We intend to accomplish this through our combination of sound project management procedures, good customer service, and solid communication strategies.
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Price Proposal
CPS HR is a public agency that has succeeded as an independent, self‐supporting entity because of our mission to provide other government agencies with high‐quality testing products and services at a reasonable cost. The proposed fee schedule is subject to negotiation and revision at the request and agreement of the involved parties.
Written Examinations
Costs include development of a customized written examination; review of a draft written examination with City representatives; printing and delivery of the final examination and other materials (proctor’s report, answer sheets, etc.); scoring; a discussion of the examination results with City representatives; and assistance responding to inquiries about the written examination.
Description Price
Base Fee (per rank) $6,500
Per‐Candidate Fee $16.75
CPS HR has less expensive written examinations for Firefighter Trainee (for example, an off‐the‐shelf Firefighter examination).
Assessment Centers – Fire Captain, Fire Battalion Chief Costs include conducting a new job analysis, development of three assessment center exercises, face‐to‐face and virtual meetings to develop assessment center content, candidate orientation sessions, all necessary forms for the assessment center, assessor training, staff to administer the assessment center, candidate scores, candidate feedback reports, and assistance responding to inquiries about the assessment center.
Task Price
Promotional Assessment Center (1‐15 candidates) Professional Fees: $13,900 Expenses (not to exceed): $4,000
Promotional Assessment Center (16‐30 candidates) Professional Fees: $15,900 Expenses (not to exceed): $5,750
Practical Examination for Fire Engineer
Costs include conducting a new job analysis, development of three practical exercises, face‐to‐ face and virtual meetings to develop practical examination content, candidate orientation sessions, all necessary forms for the practical examination, assessor training, staff to administer the practical examination, candidate scores, candidate feedback reports, and assistance responding to inquiries about the assessment center.
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Task Price
Practical Examination (1‐15 candidates) Professional Fees: $19,500 Expenses (not to exceed): $6,000
Practical Examination (16‐30 candidates) Professional Fees: $21,250 Expenses (not to exceed): $7,000
Hourly Rates
Hours for any additional services not covered in the RFP shall be billed at $135/hour; however, the hours will first be agreed upon between CPS HR and the City.
Fee Assumptions
Testing facilities and time of Department personnel assisting in the development of the exam components will be the responsibility of the Department. The Department will provide a site for candidate orientation, assessor training, and the development and administration of examination components. Assessor recruitment and expenses (e.g., meals, travel, lodging, etc.) will be the responsibility of the Department. CPS HR will conduct assessor recruitment for an additional $2,500 per rank. Travel, food, stipend, and lodging expenses for assessors will remain the responsibility of the Department.
All project expenses will be billed at cost.
If Tactical/Incident Command exercises requiring an interactive simulation are included, CPS HR recommends utilizing one of our trained consultants to act as Dispatch, responding units, and the fire simulator operator. The cost for this option is $550/day, plus expenses.
CPS HR will assist the City and Department in responding to questions and inquiries regarding the promotional process at no cost. CPS HR will provide, without charge, 4 hours of consulting time in defense of the process if legally challenged and/or litigated within six months of administration. Additional hours will be at a rate of $325/hour, plus expenses. CPS HR will provide litigation support as requested by the City/Department.