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Mcgrath Human Resources Group ~ 32500079 CITY OF TIGARD - CONTRACT SUMMARY & ROUTING FORM Contract Overview Contract/Amendment Number: 32500079 Contract Start Date: 5/5/2025 Contract End Date: 1/31/2026 Contract Title: Comprehensive Classification and Compensation Study Contractor Name: McGrath Human Resources Group Contract Manager: Laura Gomez Department: HR Contract Costs Original Contract Amount: $98,900.00 Total All Previous Amendments: n/a Total of this Amendment: n/a Total Contract Amount: $98,900.00 Procurement Authority Contract Type: Personal Services Procurement Type: Formal RFP >$150K Solicitation Number: 2025-13 LCRB Date: n/a Account String: Fund-Division-Account Work Order – Activity Type Amount FY 25 6001100-54001 $8,000.00 FY 26 6001100-54001 $90,900.00 FY FY FY Contracts & Purchasing Approval Purchasing Signature: Comments: DocuSign Routing Route for Signature Name Email Address Contractor Victoria J. McGrath victoriaphd@mcgrathconsulting.com City of Tigard Emily Tritsch Emily.tritsch@tigard-or.gov Final Distribution Contractor Victoria J. McGrath victoriaphd@mcgrathconsulting.com Project Manager Laura Gomez Laura.gomez@tigard-or.gov Project Manager Jill Armstrong jilla@tigard-or.gov Buyer Rosie McGown Rosie.mcgown@tigard-or.gov Contract Number 32500079 CITY OF TIGARD, OREGON PERSONAL SERVICES CONTRACT COMPREHENSIVE CLASSIFICATION AND COMPENSATION STUDY THIS AGREEMENT made and entered into this 5th day of May 2025 by and between the City of Tigard, a municipal corporation of the State of Oregon, hereinafter called City, and McGrath Human Resources Group, hereinafter called Contractor, collectively known as the Parties. RECITALS WHEREAS, the City’s 2025 fiscal year budget provides for services related to the City’s Human Resources Department; and WHEREAS, City has need for the services of a company with a particular training, ability, knowledge, and experience possessed by Contractor, and WHEREAS, City has determined that Contractor is qualified and capable of performing the services as City does hereinafter require, under those terms and conditions set forth, THEREFORE, the Parties agree as follows: 1. SERVICES TO BE PROVIDED Contractor will initiate services immediately upon receipt of City’s notice to proceed together with an executed copy of this Agreement. Contractor agrees to complete work that is detailed in Exhibit A, incorporated herein by reference. 2. EFFECTIVE DATE AND DURATION This Agreement is effective upon the date of execution and expires on January 31, 2026, unless otherwise terminated or extended. All work under this Agreement must be completed prior to the expiration of this Agreement. 3. COMPENSATION The City agrees to pay Contractor in accordance with the fee schedule outlined in Exhibit A. The total amount paid to the Contractor by the City may not exceed Ninety-Eight Thousand Nine Hundred and No/100 Dollars ($98,900.00). Payments made to Contractor will be based upon the following applicable terms: A. Payment by City to Contractor for performance of services under this Agreement includes all expenses incurred by Contractor, with the exception of expenses, if any, identified in this Agreement as separately reimbursable. B. Payment will be made in installments based on Contractor’s invoice, subject to the approval of the City Manager, or designee, and not more frequently than monthly. Unless otherwise agreed, payment will be made only for work actually completed as of the date of invoice. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 2 | P a g e Comprehensive Classification and Compensation Study 32500079 C. Payment by City releases City from any further obligation for payment to Contractor for services performed or expenses incurred as of the date of the invoice. Payment may not be considered acceptance or approval of any work or waiver of any defects therein. D. Contractor must make payments promptly, as due, to all persons supplying labor or materials for the performance of the work provided for in this Agreement. E. Contractor may not permit any lien or claim to be filed or prosecuted against the City on any account of any labor or material furnished. F. Contractor will pay to the Department of Revenue all sums withheld from employees pursuant to ORS 316.167. G. Contractor will pay all contributions or amounts due the Industrial Accident Fund from the contractor or any subcontractor. H. If Contractor fails, neglects, or refuses to make prompt payment of any claim for labor or services furnished to Contractor or a subcontractor by any person as such claim becomes due, City’s Finance Director may pay such claim and charge the amount of the payment against funds due or to become due the Contractor. The payment of the claim in this manner does not relieve Contractor or their surety from obligation with respect to any unpaid claims. I. Contractor will promptly, as due, make payment to any person, co-partnership, association, or corporation, furnishing medical, surgical, and hospital care or other needed care and attention, incident to sickness or injury, to the employees of Contractor, of all sums that Contractor agrees to pay for the services and all moneys and sums that Contractor collected or deducted from the wages of employees pursuant to any law, contract, or agreement for the purpose of providing or paying for services. J. Contractor and its employees, if any, are not active members of the Oregon Public Employees Retirement System and are not employed for a total of 600 hours or more in the calendar year by any public employer participating in the Retirement System. K. Contractor must obtain, prior to the execution of any performance under this Agreement, a City of Tigard Business License. The Tigard Business License is based on a calendar year with a December 31st expiration date. New businesses operating in Tigard after June 30th of the current year will pay a pro-rated fee though the end of the calendar year. L. The City certifies that sufficient funds are available and authorized for this Agreement during the current fiscal year. Funding during future fiscal years is subject to budget approval by Tigard’s City Council. 4. OWNERSHIP OF WORK PRODUCT City is the owner of and is entitled to possession of any and all work products of Contractor which result from this Agreement, including any computations, plans, correspondence, or pertinent data and information gathered by or computed by Contractor prior to termination of this Agreement by Contractor or upon completion of the work pursuant to this Agreement. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 3 | P a g e Comprehensive Classification and Compensation Study 32500079 5. ASSIGNMENT/DELEGATION Neither party may assign, sublet or transfer any interest in or duty under this Agreement without the written consent of the other and no assignment has any force or effect unless and until the other party has consented. If City agrees to assignment of tasks to a subcontract, Contractor is fully responsible for the acts or omissions of any subcontractors and of all persons employed by them. Neither the approval by City of any subcontractor nor anything contained herein creates any contractual relation between the subcontractor and City. The provisions of this Agreement are binding upon and will inure to the benefit of the parties to the Agreement and their respective successors and assigns. 1. STATUS OF CONTRACTOR AS INDEPENDENT CONTRACTOR Contractor certifies that: A. Contractor acknowledges that for all purposes related to this Agreement, Contractor is an independent contractor as defined by ORS 670.600 and not an employee of City. Contractor is not entitled to benefits of any kind to which an employee of City is entitled and is solely responsible for all payments and taxes required by law. Furthermore, in the event that Contractor is found by a court of law or any administrative agency to be an employee of City for any purpose, City is entitled to offset compensation due, or to demand repayment of any amounts paid to Contractor under the terms of this Agreement, to the full extent of any benefits or other remuneration Contractor receives (from City or third party) as a result of said finding and to the full extent of any payments that City is required to make (to Contractor or to a third party) as a result of said finding. B. Contractor is not an officer, employee, or agent of the City as those terms are used in ORS 30.265. 7. CONFLICT OF INTEREST The undersigned Contractor hereby represents that no employee of the City, or any partnership or corporation in which a City employee has an interest, has or will receive any remuneration of any description from Contractor, either directly or indirectly, in connection with the letting or performance of this Agreement, except as specifically declared in writing. If this payment is to be charged against Federal funds, Contractor certifies that he/she is not currently employed by the Federal Government and the amount charged does not exceed their normal charge for the type of service provided. 8. INDEMNIFICATION City has relied upon the professional ability and training of Contractor as a material inducement to enter into this Agreement. Contractor represents that all of its work will be performed in accordance with generally accepted professional practices and standards as well as the requirements of applicable federal, state, and local laws, it being understood that acceptance of a Contractor’s work by City will not operate as a waiver or release. Contractor agrees to indemnify and defend the City, its officers, employees, agents, and representatives and hold them harmless from any and all liability, causes of action, claims, losses, damages, judgments, or other costs or expenses, including attorney's fees and witness costs (at both trial and appeal level, whether or not a trial or appeal ever takes place including Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 4 | P a g e Comprehensive Classification and Compensation Study 32500079 any hearing before federal or state administrative agencies), that may be asserted by any person or entity which in any way arise from, during, or in connection with the performance of the work described in this Agreement, except liability arising out of the sole negligence of the City and its employees. Such indemnification will also cover claims brought against the City under state or federal worker's compensation laws. If any aspect of this indemnity is found to be illegal or invalid for any reason whatsoever, such illegality or invalidity does not affect the validity of the remainder of this indemnification. 9. INSURANCE Contractor and its subcontractors must maintain insurance acceptable to City in full force and effect throughout the term of this Agreement. Such insurance must cover risks arising directly or indirectly out of Contractor's activities or work hereunder, including the operations of its subcontractors of any tier. The policy or policies of insurance maintained by the Contractor must provide at least the following limits and coverages: A. Commercial General Liability Insurance Contractor will obtain, at Contractor’s expense, and keep in effect during the term of this Agreement, Comprehensive General Liability Insurance covering Bodily Injury and Property Damage on an “occurrence” form (CG 2010 1185 or equivalent). The policy must be endorsed with Additional Insured, Per Project Aggregate, Products and Completed Operations, and Personal & Advertising Injury endorsements. This coverage must include Contractual Liability insurance for the indemnity provided under this Agreement. The following insurance will be carried: Coverage Limit General Aggregate $2,000,000 Each Occurrence $1,000,000 B. Commercial Automobile Insurance Contractor must also obtain, at Contractor’s expense, and keep in effect during the term of the contract, Commercial Automobile Liability coverage including coverage for all owned, hired, and non-owned vehicles on an “occurrence” form. The Combined Single Limit per occurrence may not be less than $2,000,000. If Contractor uses a personally-owned vehicle for business use under this Agreement, the Contractor will obtain, at Contractor’s expense, and keep in effect during the term of the contract, business automobile liability coverage for all owned vehicles on an “occurrence” form. The Combined Single Limit per occurrence may not be less than $2,000,000. C. Workers’ Compensation Insurance All employers, including Contractor, that employ subject workers who work under this Agreement in the State of Oregon must comply with ORS 656.017 and provide the required Workers´ Compensation coverage, unless such employers are exempt under ORS 656.126. Contractor will ensure that each of its sub-contractors complies with these requirements. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 5 | P a g e Comprehensive Classification and Compensation Study 32500079 D. Additional Insured Provision All required insurance policies, other than Workers’ Compensation and Professional Liability, must name the City its officers, employees, agents, and representatives as additional insureds with respect to this Agreement. E. Insurance Carrier Rating Coverages provided by the Contractor must be underwritten by an insurance company deemed acceptable by the City. All policies of insurance must be written by companies having an A.M. Best rating of "A-VII" or better, or equivalent. The City reserves the right to reject all or any insurance carrier(s) with an unacceptable financial rating. F. Self-Insurance The City understands that some contractors may self-insure for business risks and the City will consider whether such self-insurance is acceptable if it meets the minimum insurance requirements for the type of coverage required. If Contractor is self-insured for commercial general liability or automobile liability insurance, Contractor must provide evidence of such self-insurance. Contractor must provide a Certificate of Insurance showing evidence of the coverage amounts on a form acceptable to the City. The City reserves the right in its sole discretion to determine whether self-insurance is adequate. G. Certificates of Insurance As evidence of the insurance coverage required by the Agreement, Contractor will furnish a Certificate of Insurance to the City. No contract is effective until the required Certificates of Insurance have been received and approved by the City. The certificate will specify and document all provisions within this Agreement and include a copy of Additional Insured Endorsement. A renewal certificate will be sent to the below address prior to coverage expiration. H. Primary Coverage Clarification The parties agree that Contractor’s coverage is primary to the extent permitted by law. The parties further agree that other insurance maintained by the City is excess and not contributory insurance with the insurance required in this section. I. Cross-Liability Clause A cross-liability clause or separation of insureds clause will be included in all general liability policies required by this Agreement. A certificate in form satisfactory to the City certifying to the issuance of such insurance will be forwarded to: City of Tigard Attn: Contracts and Purchasing Office contractspurchasing@tigard-or.gov At the discretion of the City, a copy of each insurance policy, certified as a true copy by an authorized representative of the issuing insurance company, may be required to be forwarded to the above address. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 6 | P a g e Comprehensive Classification and Compensation Study 32500079 Such policies or certificates must be delivered prior to commencement of the work. The procuring of such required insurance will not be construed to limit Contractor’s liability hereunder. Notwithstanding said insurance, Contractor is obligated for the total amount of any damage, injury, or loss caused by negligence or neglect connected with this Agreement. 10. METHOD & PLACE OF SUBMITTING NOTICE, BILLS AND PAYMENTS All notices, bills and payments will be made in writing and may be given by personal delivery, mail, or by fax. Payments may be made by personal delivery, mail, or electronic transfer. The following addresses will be used to transmit notices, bills, payments, and other information: CITY OF TIGARD MCGRATH HUMAN RESOURCES GROUP Attn: Laura Gomez Attn: Victoria J. McGrath, Ph.D, CEO Address: 13125 SW Hall Blvd Tigard, OR 97223 Address: PO Box 865 Jamestown, TN 38556 Phone: (503) 718-2483 Phone: (815) 728-9111 Email: laura.gomez@tigard-or.gov Email: victoriaphd@mcgrathconsulting.com Notice will be deemed given upon deposit in the United States mail, postage prepaid, or when so faxed, upon successful fax. In all other instances, notices, bills and payments will be deemed given at the time of actual delivery. Changes may be made in the names and addresses of the person to who notices, bills, and payments are to be given by giving written notice pursuant to this paragraph. 11. SURVIVAL The terms, conditions, representations, and warranties contained in this Agreement survive the termination or expiration of this Agreement. 12. MERGER This writing is intended both as a final expression of the Agreement between the parties with respect to the included terms and as a complete and exclusive statement of the terms of the Agreement. No modification of this Agreement will be effective unless and until it is made in writing and signed by both parties. 13. TERMINATION WITHOUT CAUSE At any time and without cause, City has the right in its sole discretion to terminate this Agreement by giving notice to Contractor. If City terminates this Agreement pursuant to this paragraph, City will pay Contractor for services rendered to the date of termination. 14. TERMINATION WITH CAUSE A. City may terminate this Agreement effective upon delivery of written notice to Contractor, or at such later date as may be established by City, under any of the following conditions: 1) If City funding from federal, state, local, or other sources is not obtained and continued at levels sufficient to allow for the purchase of the indicated quantity of services. This Agreement may be modified to accommodate a reduction in funds. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 7 | P a g e Comprehensive Classification and Compensation Study 32500079 2) If federal or state regulations or guidelines are modified, changed, or interpreted in such a way that the services are no longer allowable or appropriate for purchase under this Agreement. 3) If any license or certificate required by law or regulation to be held by Contractor, its subcontractors, agents, and employees to provide the services required by this Agreement is for any reason denied, revoked, or not renewed. 4) If Contractor becomes insolvent, if voluntary or involuntary petition in bankruptcy is filed by or against Contractor, if a receiver or trustee is appointed for Contractor, or if there is an assignment for the benefit of creditors of Contractor. Any such termination of this agreement under paragraph (A) will be without prejudice to any obligations or liabilities of either party already accrued prior to such termination. B. City, by written notice of default (including breach of contract) to Contractor, may terminate the whole or any part of this Agreement: 1) If Contractor fails to provide services called for by this Agreement within the time specified, or 2) If Contractor fails to perform any of the other provisions of this Agreement, or fails to pursue the work as to endanger performance of this Agreement in accordance with its terms, and after receipt of written notice from City, fails to correct such failures within ten (10) days or such other period as City may authorize. The rights and remedies of City provided above related to defaults (including breach of contract) by Contractor are not exclusive and are in addition to any other rights and remedies provided by law or under this Agreement. If City terminates this Agreement under paragraph (B), Contractor will be entitled to receive as full payment for all services satisfactorily rendered and expenses incurred, provided, that the City may deduct the amount of damages, if any, sustained by City due to breach of contract by Contractor. Damages for breach of contract include those allowed by Oregon law, reasonable and necessary attorney fees, and other costs of litigation at trial and upon appeal. 15. REMEDIES Any violation or default entitles the City to terminate this Agreement, to pursue and recover any and all damages that arise from the breach and the termination of this Agreement, and to pursue any or all of the remedies available under this Agreement, at law, or in equity, including but not limited to: 1) Termination of this Agreement, in whole or in part; 2) Exercise of the right of setoff, and withholding of amounts otherwise due and owing to Contractor, in an amount equal to City’s setoff right, including but not limited to City’s cost to cure; and Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 8 | P a g e Comprehensive Classification and Compensation Study 32500079 3) Initiation of an action or proceeding for damages, specific performance, declaratory or injunctive relief. 16. ACCESS TO RECORDS City will have access to such books, documents, papers and records of Contractor as are directly pertinent to this Agreement for the purpose of making audit, examination, excerpts and transcripts. 17. HAZARDOUS MATERIALS Contractor will comply with all federal Occupational Safety and Health Administration (OSHA) requirements and all Oregon safety and health requirements. In accordance with OSHA and Oregon OSHA Hazard Communication Rules, if any goods or services provided under this Agreement may release, or otherwise result in an exposure to, a hazardous chemical under normal conditions of use (for example, employees of a construction contractor working on-site), it is the responsibility of Contractor to provide the City with the following information: all applicable Safety Data Sheets, the identity of the chemical/s, how Contractor will inform employees about any precautions necessary, an explanation of any labeling system, and the safe work practices to prevent exposure. In addition, Contractor must label, tag, or mark such goods. 18. FORCE MAJEURE Neither City nor Contractor will be considered in default because of any delays in completion and responsibilities hereunder due to causes beyond the control and without fault or negligence on the part of the parties so disenabled, including but not restricted to, an act of God or of a public enemy, civil unrest, volcano, earthquake, fire, flood, epidemic, quarantine restriction, area-wide strike, freight embargo, unusually severe weather or delay of subcontractor or supplies due to such cause; provided that the parties so disenabled will within ten (10) days from the beginning of such delay, notify the other party in writing of the cause of delay and its probable extent. Such notification will not be the basis for a claim for additional compensation. Each party will, however, make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon cessation of the cause, diligently pursue performance of its obligation under the Agreement. 19. NON-WAIVER The failure of City to insist upon or enforce strict performance by Contractor of any of the terms of this Agreement or to exercise any rights hereunder should not be construed as a waiver or relinquishment to any extent of its rights to assert or rely upon such terms or rights on any future occasion. 20. HOURS OF LABOR, PAY EQUITY In accordance with ORS 279B.235, the following are hereby incorporated in full by this reference: A. Contractor may not employ an individual for more than 10 hours in any one day, or 40 hours in any one week, except as provided by law. For contracts for personal services, as defined in ORS 279A.055, Contractor must pay employees at least time and a half pay for all overtime the employees work in excess of 40 hours in any one week, except for Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 9 | P a g e Comprehensive Classification and Compensation Study 32500079 employees who are excluded under ORS 653.010 to 653.261 or under 29 U.S.C. 201 to 209 from receiving overtime. B. Contractor must give notice in writing to employees who work on a public contract, either at the time of hire or before commencement of work on the contract, or by positing a notice in a location frequented by employees, of the number of hours per day and days per week that the employees may be required to work. C. Contractor may not prohibit any of Contractor’s employees from discussing the employee’s rate of wage, salary, benefits or other compensation with another employee or another person and may not retaliate against an employee who discusses the employee’s rate of wage, salary, benefits or other compensation with another employee or another person. D. Contractor must comply with the pay equity provisions in ORS 652.220. Compliance is a material element of this Agreement and failure to comply will be deemed a breach that entitles City to terminate this Agreement for cause. 21. NON-DISCRIMINATION Contractor will comply with all federal, state, and local laws, codes, regulations, and ordinances applicable to the provision of services under this Agreement, including, without limitation: A. Title VI of the Civil Rights Act of 1964; B. Section V of the Rehabilitation Act of 1973; C. The Americans with Disabilities Act of 1990, as amended by the ADA Amendments Act (ADAAA) of 2008 (Pub L No 101- 336); and D. ORS 659A.142, including all amendments of and regulations and administrative rules, and all other applicable requirements of federal and state civil rights and rehabilitation statutes, rules and regulations. 22. ERRORS Contractor will perform such additional work as may be necessary to correct errors in the work required under this Agreement without undue delays and without additional cost. 23. EXTRA (CHANGES) WORK Only the City’s Project Manager for this Agreement may change or authorize additional work. Failure of Contractor to secure authorization for extra work constitutes a waiver of all right to adjust the contract price or contract time due to such unauthorized extra work and Contractor will not be entitled to compensation for the performance of unauthorized work. 24. STANDARD OF CARE Contractor will perform all work under this Agreement with the care and skill used by members of Contractor’s profession practicing under similar circumstances at the same time and in the same locale (the “Standard of Care”). Should Contractor not meet the Standard of Care, it must correct its work at its cost. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 10 | P a g e Comprehensive Classification and Compensation Study 32500079 Any intellectual property rights delivered to the City under this Agreement and Contractor’s services rendered in the performance of Contractor’s obligations under this Agreement, will be provided to the City free and clear of any and all restrictions on or conditions of use, transfer, modification, or assignment, and be free and clear of any and all liens, claims, mortgages, security interests, liabilities, charges, and encumbrances of any kind. 25. ATTORNEY'S FEES In the event an action, suit of proceeding, including appeal, is brought for failure to observe any of the terms of this Agreement, each party is responsible for that party’s own attorney fees, expenses, costs and disbursements for the action, suit, proceeding, or appeal. 26. CHOICE OF LAW, VENUE The provisions of this Agreement are governed by Oregon law. Venue will be the State of Oregon Circuit Court in Washington County or the U.S. District Court for Oregon, Portland. 27. COMPLIANCE WITH STATE AND FEDERAL LAWS/RULES Contractor will comply with all applicable federal, state and local laws, rules and regulations applicable to the work in this Agreement. 28. CONFLICT BETWEEN TERMS In the event of a conflict between the terms of this Agreement and Contractor’s proposal, this Agreement will control. In the event of conflict between a provision in the main body of the Agreement and a provision in the Exhibits, the provision in the main body of the Agreement will control. In the event of an inconsistency between Exhibit A and Exhibit B, Exhibit A will control. 29. AUDIT Contractor will maintain records to assure conformance with the terms and conditions of this Agreement and to assure adequate performance and accurate expenditures within the contract period. Contractor agrees to permit City, the State of Oregon, the federal government, or their duly authorized representatives to audit all records pertaining to this Agreement to assure the accurate expenditure of funds. 30. SEVERABILITY In the event any provision or portion of this Agreement is held to be unenforceable or invalid by any court of competent jurisdiction, the validity of the remaining terms and provisions will not be impaired unless the illegal or unenforceable provision affects a significant right or responsibility, in which case the adversely affected party may request renegotiation of the Agreement and, if negotiations fail, may terminate the Agreement. 31. COMPLIANCE WITH TAX LAWS Contractor represents and warrants that Contractor is, to the best of the undersigned’s knowledge, not in violation of any Oregon tax laws including but not limited to ORS 305.620 and ORS Chapters 316, 317, and 318. Contractor’s failure to comply with the tax laws of this state or a political subdivision of this state before the Contractor executed this Agreement or during the term of this Agreement is a default for which the City may terminate this Agreement and seek damages and other relief available under the terms of this Agreement or applicable law. [Signature Page to Follow] Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 11 | P a g e Comprehensive Classification and Compensation Study 32500079 IN WITNESS WHEREOF, City and Contractor have caused this Agreement to be executed by their duly authorized officials. CITY OF TIGARD MCGRATH HUMAN RESOURCES GROUP By: __________________________________ By: __________________________________ Name: _______________________________ Name: _______________________________ Title: ________________________________ Title: ________________________________ Date: ________________________________ Date: ________________________________ Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Victoria McGrath CEO 5/10/20255/12/2025 Interim City Manager, Tigard Emily Tritsch 12 | P a g e Comprehensive Classification and Compensation Study 32500079 EXHIBIT A SERVICES TO BE PROVIDED INTRODUCTION The City of Tigard requires the services of an experienced professional classification and compensation firms for a comprehensive study of the City’s represented and non-represented classification and compensation plans. The Contractor will review the City’s current job descriptions and compensation structures to determine the need for modifications to assure external market competitiveness and internal equity/equal pay for all City classifications. SCOPE OF WORK Contractor will complete the following: 1. PROJECT INITIATION AND COMMUNICATION A. Identify/define study project team and stakeholders; develop a communication plan with the City; identify stakeholder engagement opportunities B. Conduct kick-off/initiation study project team meetings with management, study project team, and other stakeholders to discuss desired outcomes, activities, and targeted benchmarks; identify any challenges and/or specific concerns with respect to existing classification and compensation systems C. Review rules/regulations, organization charts, positions, classifications, compensation & benefits system, policies, CBAs, compensation philosophy, etc. for further analysis D. Finalize project management approach to include workplan, timeline, deliverables, and communications E. Conduct orientation sessions with management, staff, and stakeholders to educate and explain the scope of the study and describe reasonable study expectations and goals 2. CLASSIFICATION STUDY A. Review classifications and organizational structure and analyze current classification descriptions for organizational structure, job functions, minimum qualifications, and job title; recommend changes to classification descriptions as needed B. Develop, distribute, and analyze questionnaires; conduct interviews and job-desk audits as necessary C. Analyze and recommend position changes including: i. title change ii. revised classifications iii. new classifications iv. eliminate outdated classifications v. consolidate/combine classifications in alignment with similar functional areas (as appropriate) vi. internal equity/like work D. Analyze and recommend adequate career paths and class series/job families within the new classification structure that will foster career service within the City E. Clearly document definitions of job classifications, typical job functions, and minimum required and preferred qualifications F. Allocate each position to correct classifications with appropriate FLSA and ADA designations to provide a classification structure that ensures regulatory compliance G. Provide documentation, training, and recommendations on classification concepts and Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 13 | P a g e Comprehensive Classification and Compensation Study 32500079 distinguishing characteristics to guide the organization in implementing, managing, and maintaining the classification system 3. TOTAL COMPENSATION SURVEY A. In coordination with City staff, identify comparator jurisdictions, benchmark classifications, and benefits to be included in the study B. Conduct a total compensation survey; collect accurate salary and benefit data from the approved group of comparator jurisdictions C. Analyze the scope and level of duties and responsibilities, requirements, and other factors for surveyed classifications 4. ANALYSIS AND RECOMMENDATIONS A. Review and evaluate compensation survey findings; recommend appropriate internal salary relationships and alignment, and allocate classes to salary ranges in a comprehensive salary range plan, considering compression and internal equity B. Review and evaluate existing classification and compensation structures, pay practices, and policies; recommend changes as needed to classification and compensation structures to: i. reflect growth and flexibility, where feasible, to accommodate organizational change, growth, and operational needs ii. provide adequate career paths and class series/job families, where appropriate, to foster career service within the City iii. support the City’s role as an employer of choice to attract, recruit, and retain qualified employees in competition with comparable jurisdictions C. Recommend updates to classification and compensation system to support market competitiveness in alignment with local labor market and best practices D. Recommend updates to classification and compensation system to support internal equity, justifiable and legally compliant pay differentials between classifications, and verify that positions performing similar work are compensated in an equitable manner in compliance with pay equity laws and regulations E. Recommend changes to classification and compensation system to meet legal and regulatory compliance for non-discrimination, FLSA, and ADA with designation of all positions verified, if necessary F. Analyze and develop solutions that address any identified pay equity issues including analyzing the financial impact G. Analyze classification and compensation structures, pay practices, and policies according to generally accepted compensation practices and labor market trends including: i. range penetration for new hires, promotions, job changes ii. pay premiums, incentives iii. classification review processes iv. merit pay v. out-of-cycle pay adjustments vi. benefits H. Evaluate benefits data and make recommendations for better alignment and/or market competitiveness as indicated by the analysis and best practices I. Develop a market adjustment implementation strategy supporting the City’s goals, objectives, and budget considerations Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 14 | P a g e Comprehensive Classification and Compensation Study 32500079 5. POST-STUDY/ IMPLEMENTATION/ CONSULTATION & SUPPORT A. Create a comprehensive report summarizing the compensation study approach and methodology, analytical tools, findings, and recommendations B. Provide final presentation to City including management/leadership, City Council C. Provide documentation and training throughout the study so that recommendations can be implemented and maintained in a consistent and fair manner D. Analyze and share information throughout the study in a systematic and comprehensible manner so as to communicate clearly to the study project team and stakeholders E. Provide documentation and training for HR, leadership, and other staff, as appropriate, in classification and compensation analysis best practices and methodologies so that the City can integrate, maintain, administer, and defend any recommended changes for future analyses after the initial implementation PROJECT PLAN AND TIMELINE 1. Project Orientation A. Communicate with the City’s project designee to: B. Provide a list of documents and data needed to begin the project. C. Discuss project expectations and milestones. D. Begin developing a communication plan. E. Schedule initial meetings. Contractor will develop a communication plan at the onset of the project so the Contractor can provide routine updates to City on progress as well as discuss any issues that may result in a delay or a challenge within the project. Contractor’s Project Manager will coordinate meetings, data sharing, and ensures the work plan is progressing according to the designed work plan so the deliverables are met within the scope and timeline of the project. 2. Project Initiation and Assessment Contractor will conduct the first visit to meet with City leaders and all Department Directors /Managers to: A. Explore your organization’s current compensation system, compensation philosophy and strategy. B. Gain an understanding of the goals, values and structure of the overall organization. C. Gather information for each individual department including any unique responsibilities associated with positions, strengths and weaknesses of the current system, or issues with recruitment/retention. D. Identify future needs. E. Review provided documents and data. F. Finalize project communication expectations and strategies, project timeline, and identifiable milestones. From first site visit, the Contractor will identify: A. The strengths of the current compensation system. B. Areas that need to be addressed or are concerns to the current programs. C. Current compensation program success and challenges. Other characteristics about the City and its geographic location which may impact compensation. An analysis of this information as well as external data collection will be the basis of developing a Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 15 | P a g e Comprehensive Classification and Compensation Study 32500079 compensation philosophy that will guide the design and complexity of the City’s compensation program. A consistent philosophy will provide a strong foundation for the City. Without a philosophy, leaders often find themselves unsure what to offer as a total compensation package. 3. Classification Analysis (Job Analysis) A job analysis objectively evaluates the duties, responsibilities, tasks, and authority level of each City position and identifies hierarchy, career progression opportunities, and internal equity. Introductory employee communications and/or meetings to explain the process of a compensation study, introduce the consulting team, expected assistance, describe the general outcome of the Study, and other related topics as desired by the City. The job analysis will include completion of a Position Questionnaire (PQ), which is a standardized tool used to analyze each position on identified factors. Contractor’s McGrath 360Comp™ PQ has been developed specifically for use in public sector organizations. This Questionnaire is recommended to be completed on all job titles for purposes of: A. Expounding upon information provided in job descriptions. Evaluating position responsibilities regarding necessary competencies, experience, education, finances, judgement, decision-making and other expectations which provide value to the City. B. Clarifying instances where statements in the existing job descriptions are vague or absent. C. Updating and aligning classification changes. D. Identifying career progression opportunities. E. FLSA Designation. Supervisory Review/Verification. Each incumbent’s supervisor or Department Director will be given time to review the completed PQ for content and accuracy, and to comment in a designated area of the document. They will sign off on their review prior to submission to the Contractor. If needed, the Contractor’s team may speak with Department Directors, Supervisors, and Human Resources for additional position clarification. Outcomes. From this process, the current classification system will be updated, as needed. The point factor system for job analysis is teachable, so City can continue to use this methodology on their own should they choose. Compensation systems are more likely to be kept up-to-date and relevant which extends the lifecycle of a plan with this tool. Job Description Document Updates The Position Questionnaire process will identify job description updates that may be needed to make updates. Any job description changes will be the responsibility of the City. Contractor will update the current job descriptions in their current format. Any documents developed or updated will be submitted in draft form and one edit is included in the price before being turned over to the organization as final. 4. Compensation Analysis A Compensation analysis determines the City’s relative position in the comparable labor market. This analysis allows City leaders to understand the organization’s compensation as a whole and by position, allowing them to make sound compensation decisions. Compensation Analysis will consist of the Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 16 | P a g e Comprehensive Classification and Compensation Study 32500079 following: A. The City and Contractor will cooperatively identify Comparable Organizations as the labor market. The City will have input into the list and must approve prior to starting the external market survey. B. Contractor will prepare and conduct a tailored compensation survey specific to the City’s positions to collect external market data in real-time. C. The Contractor will analyze salary data. The market survey collects minimum, midpoint, maximum, and incumbent salary information for each benchmark position; and other data points as needed. A statistical analysis is conducted on each dataset to ensure consistent and objective analysis. The outcome is then calculated into a ratio between the market and the City to measure the City’s alignment against the market. D. The Contractor will examine the status of City’s current compensation systems including structural analysis, special pay analysis, compression analysis, and incumbent pay analysis to give guidance to the Contractor for compensation and implementation recommendations and will also provide information to the City regarding overtime, promotional and retention opportunities and internal equity. E. The Contractor will review City’s compensation-related policies for compliance and best practices. Contractor will make recommendations for policy updates or considerations that impact the City. Contractor will also gather and analyze external and internal demographic data and workforce metrics to define: A. Employee’s tenure within the organization as well as tenure in current position. B. Turnover rate for the organization. C. Local geographic and economic factors impacting the attraction and retention of employees. The outcome of this portion of the project is very important because it identifies current trends and future predictors. This information guides the Contractor’s team in developing strategy options and recommendations for the City’s current and future needs. 5. Benefits and Rewards Analysis When data is received through the benefits and Rewards survey to the identified labor market, the Contractor will analyze the findings and identify any trends and/or areas of concern as compared with the Market. A Benefits and Reward Analysis identifies the City’s position in the market for the offering of insurance, retirement, paid leave, holiday, and other benefits and rewards identified in a Total Rewards Inventory conducted with the City. 6. McGrath 360Comp™ Integration Upon completion of the compensation analysis and job analysis, etc. Contractor will engage the City to: A. Confirm the recommended compensation philosophy. B. Discuss the data obtained and share summary findings and trends found in the analysis as it compares to the current Compensation System C. Discuss the future compensation system. D. Discuss the tie between the compensation system, performance, and tenure, and provide recommendations to strengthen the City’s desired compensation model. Upon completion of the analysis phases, providing the oversight committees with a project update would also be appropriate. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 17 | P a g e Comprehensive Classification and Compensation Study 32500079 7. Classification and Compensation Systems Update/Development The Compensation System(s) will be updated with the following information: The Contractor will develop a detailed fiscal impact of the Compensation System(s) and will present implementation strategy options that fit the fiscal needs, culture, and compensation strategy of the City. If the City decides to implement a phased implementation approach, Contractor will work with the City to assure that any phased approach fits with best practices and fiscal realities. Contractor will provide up to three (3) costing iterations. Once the System is updated, the Contractor will meet with appropriate City personnel to review the draft Compensation System(s). This visit will include meetings with the City’s project designee and each Department Director to review placements to identify any concerns prior to finalization. This provides an opportunity to discuss any concerns in placement in the current system and/or ensure proper placement if the System(s) are redesigned. Policy and Maintenance Recommendations In addition to developing a recommended compensation and classification structure (system), the Contractor will provide the City with the following: A. Compensation Policy recommendations B. Recommendations for the maintenance of the Structure C. Recommendations for position changes D. Future Market Update recommendations E. Metrics recommendations 8. Finalization Up to two (2) Reports will be developed based on the needs of the project. This could include the following: A Compensation Policy/Procedure Manual. This internal report details (for HR): A. Study methodology and summary findings. B. Recommended compensation structure modifications. C. Recommended position title, classification specification, or career progression changes. D. Fiscal impact and implementation strategies. E. Policies and procedure modifications or to adopt to administer and maintain the system in- house going forward. A Final Report. This external report details: A. Executive Summary of methodology and visual summary finding graphs. B. Recommended compensation structure modifications. C. Recommended position title, classification specification, or career progression changes. D. Fiscal impact and implementation strategies. E. Policies and procedure modifications or to adopt to administer and maintain the system in- house going forward. These reports will first be provided to City in draft form to allow for feedback before the reports are placed into final form and provided electronically Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 18 | P a g e Comprehensive Classification and Compensation Study 32500079 9. Presentation and Communication Contractor will provide a presentation to the City Council, City Leadership, and employees. Contractor will also be available to introduce the recommendations to employee groups to the depth, and in the manner, City prefers and offer suggestions and recommendations on how to best communicate this information. Contractor will prepare correspondence and notices tailored to City, whether for written, verbal or electronic presentation. 10. Ongoing Support and Training Contractor will continue to work with City to provide support and guidance on the compensation system at no additional cost. Proposed Timeline Based on the size and scope of the project, this is anticipated to be a 6-month process. The completion date of the project will be heavily driven by the date the City starts the project among other factors. The recommended schedule follows. This timeline will be adjusted based on the agreed upon Project Initiation date. There are factors that impact this schedule that may be out of the control of the Contractors. The proposed time frame is contingent upon timely receipt of data from the City, timely participation from external comparable organizations; and timely receipt of information and/or feedback from the City. This is monitored by the Contractor and communicated with the City on an ongoing basis Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 19 | P a g e Comprehensive Classification and Compensation Study 32500079 COST/RATE ESTIMATES Contractor sets project fees based on the total project, which ensures the project comes in at the budgeted amount. Therefore, the fees listed below include all consulting professional fees, and administrative costs, excluding travel. Classification and Compensation Study for an estimated 160 titles $52,800 Benefits / Total Compensation Analysis $5,500 Updating Existing Documents: estimated 160 job descriptions at $160 each* $25,600 Travel – Not to exceed based upon actual expenses** $4,000 Additional documents or expenses as requested by City (Not to Exceed) $10,000 Project Not to Exceed Amount $97,900 *Job Descriptions are billed based on actual documents, as desired by the City. **Travel: Travel expenses will be billed only if incurred and based on actual expenses, not to exceed the price listed. This would be limited to airfare, mileage/car rental, hotel and dinner for the project manager. Hourly Rates A. Principal $275 B. Senior Consultant $225 C. Consultant $195 Terms of Payment Payment will be made in four (4) installments ($52,800): 1. $8,000 upon completion of the signed contract; 2. $22,800 upon submission of the draft salary schedule; and 3. $18,000 upon submission of the draft report; and 4. $4,000 plus actual travel (not to exceed $4,000) plus the benefit add on ($5,500), upon submission of the final report. 5. All other work will be invoiced for upon completion of deliverables (job descriptions or other documentation, additional consultant hours used, etc). All invoices are due within 30 days of City approval. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 20 | P a g e Comprehensive Classification and Compensation Study 32500079 EXHIBIT B CONTRACTOR’S PROPOSAL See following pages. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Professional Proposal Prepared for the City of Tigard, Oregon Comprehensive Classification and Compensation Study RFP Number: 2025-13 Submitted By: McGrath Human Resources Group PO Box 865 Jamestown, TN 38556 Dr. Victoria McGrath, CEO victoriaphd@mcgrathconsulting.com 815.728.9111 February 4, 2025 10:00 A.M. PST Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 1 February 1, 2025 City of Tigard 13125 SW Hall Blvd. Tigard, OR 97223 To whom it may concern: Thank you for the opportunity to submit our qualifications to become your compensation business partner and provide a Comprehensive Classification and Compensation Study for Tigard, Oregon, RFP 2025-13. Developing and maintaining a competitive compensation and classification plan in today’s current environment is extremely challenging, yet essential to attract, motivate, engage, and retain a qualified workforce. McGrath Human Resources Group understands the issues public sector entities are facing as our firm provides human resources consulting services primarily for the public sector, with emphasis on compensation. We offer a transparent, engaging, and collaborative approach to develop a compensation solution built specifically for each client, which aligns with your compensation philosophy and strategy to attract and retain competent professionals, conform to all legal requirements, and fit within the City’s fiscal reality. Detailed information regarding our firm, consulting team, scope of work, work plan, methodology and process, proposed work schedule, project fees, and other required information are presented within this proposal. Because you have ask for brevity, if you have any follow up questions, please contact me. We have chosen not to include the optional scope of the staffing study in our proposal, as our focus is on delivering the core services outlined in the primary scope of work. All conditions contained in the attached proposal are valid for a minimum of 90 days from February 4, 2025. I am the authorized individual to contractually bind the Firm and principal contact for this project. As you review the proposal, if you have any questions or require additional information, please do not hesitate to ask. We look forward to the opportunity to work with the City of Tigard and its employees on this important project. Sincerely, Victoria J. McGrath, Ph.D., CEO McGrath Human Resources Group PO Box 865 Jamestown, TN 38556 815.728.9111 (office) 931.214.2262 (direct) victoriaphd@mcgrathconsulting.com Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 2 Table of Contents Firm Qualifications and Project Team ..................................................................................... 3 Public Sector Project History .......................................................................................................... 5 References .................................................................................................................................... 6 Project Understanding and Approach ..................................................................................... 7 Proposed Project Plan ................................................................................................................... 8 1. Project Orientation ............................................................................................................................. 8 2. Project Initiation and Assessment ....................................................................................................... 8 3. Classification Analysis (Job Analysis) ................................................................................................... 9 4. Compensation Analysis ..................................................................................................................... 10 5. Benefits and Rewards Analysis .......................................................................................................... 11 6. McGrath 360Comp™ Integration ....................................................................................................... 11 7. Classification and Compensation Systems Update/Development...................................................... 11 8. Finalization ........................................................................................................................................ 12 9. Presentation and Communication ..................................................................................................... 12 10. Ongoing Support and Training ........................................................................................................... 12 Proposed Timeline ...................................................................................................................... 13 Project Management ........................................................................................................... 14 Cost Proposal ....................................................................................................................... 15 Terms of Payment ....................................................................................................................... 15 Optional Services ........................................................................................................................ 15 Appendix A: Consulting Team .............................................................................................. 16 Appendix B: Proposal Certifications ...................................................................................... 20 Appendix B: Proposal Form ................................................................................................. 21 Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 3 Firm Qualifications and Project Team McGrath Consulting Group, Inc. was started in 2000, specializing in public sector consulting in the fields of human resource management and public safety (fire, EMS, police, and communications). Our Firm has over 20 professional consultants who are assigned to projects based upon their professional background and skillset they bring to each client. McGrath Human Resources Group is the Human Resources Division overseen by Dr. Victoria McGrath. Since 2000, McGrath has conducted hundreds of comprehensive compensation and classification studies nationwide. The Human Resources consulting team is comprised of experienced human resources practitioners from both the private sector and local city and county government. We do not offer an off-the-shelf work product, but rather, we approach each client with the goal to understand your organization, culture, current and future needs, and fiscal reality to develop total compensation solutions that are developed uniquely for you, align with your compensation philosophy and strategy, while using a collaborative and transparent process. Organizational and Management Capabilities Our Firm also provides related human resources consulting which includes but is not limited to benefit analysis, job description development, HR Audits, performance management program development, training, policy development, operational studies, and staffing studies. Our Human Resources team is also involved in organizational studies related to public safety. Quality and Cost Control Since we work closely with our clients, open communication and collaboration between the consulting team and project designee is critical for the project to be most successful. Because of that, we will develop a communication plan at the onset of the project so the Firm can provide routine updates on progress as well as discuss any issues that may result in a delay or a challenge within the project. Our Project Plan will outline key milestones in which we engage the client on cornerstone topics and have a rigorous review process with the client on all draft recommendations. Due to the nature of our pricing, we establish a project cost, to ensure the City will stay within budget. Company Name McGrath Human Resources Group Parent Organization McGrath Consulting Group, Inc. Established May 1, 2000 Years of Service 25 Type of Firm Private Corporation Company Mailing Address P.O. Box 865 Jamestown, TN 38556 Responsible Party Dr. Victoria McGrath, Ph.D., SPHR CEO Email Address victoriaphd@mcgrathconsulting.com Phone Number (815) 728-9111 Insurance Erie Insurance: Auto and General Liability AmTrust: Workers Compensation Mount Vernon: Professional Liability Chubb: Cyber Security Liability Office Locations Chippewa Falls, WI Columbia, MO Jamestown, TN Katy, TX Strongsville, OH Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 4 Why Choose McGrath Human Resources Group? We do not ask you to adapt to an off-the-shelf solution.  Even in municipalities that appear to be similar, each entity has unique qualities, culture and needs.  We work hard to understand your goals, fiscal realities, and compensation history so we can offer practical and sustainable options for a compensation solution that addresses your needs while holding to best practices that maintain validity and compliance in the system. We specialize in and understand public employment and local municipalities.  We specialize in public sector consulting; thus, we are in a unique position to understand and work with your stakeholders to make a sound investment that will benefit the City.  Our consulting team is comprised of individuals with previous local government city and county work experience.  An investment in your employee’s compensation plan is an investment in your community, and we recognize the investment you are making is with taxpayer dollars. Our long history brings a unique breadth of experience.  We have experience with the development of innovative or traditional approaches, with the knowledge of climates where those approaches usually succeed to help us tailor the best solutions for you.  We wish to foster a partnership with our clients by pursuing a depth of understanding of your philosophy, culture, challenges, and successes so the synergy outcome provides a compensation system that makes sense philosophically and fiscally for your organization. We are successful.  In our 25th year in business, with over 600 clients in 41 states, we are proud that 99% of our projects have been fully adopted and implemented.  Our success stems from sound principles and best practices throughout our work and the relationships we build through collaboration and transparency with the project. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 5 Public Sector Project History McGrath primarily works with public-sector organizations including counties, cities, villages, townships, districts, and even State agencies. The following is a list of compensation and classification type projects this consulting team has worked on and completed over the last five (5) years. AODAMHS of Montgomery County, OH City of White Bear Lake, MN Burnett County, WI City of Woodstock, IL Cabarrus County, NC Clatsop County, OR Caroline County, VA Clay County, MO City of Alamosa, CO Clearfield City, UT City of Alcoa, TN Codington County, SD City of Bloomer, WI Columbia County, WI City of Bonner Spring, KS Community Library Network, ID City of Carthage, MO County of Delaware, PA City of Chanhassen, MN Cowley County, KS City of Chetek, WI Cumberland County, NC City of Chippewa Falls, WI Cy Fair Volunteer Fire Department, TX City of Clayton, MO Daniel Boone Regional Library, MO City of Collinsville, IL Davison County, SD City of Columbus, KS Dodge County, WI City of Dennison, TX Douglas County, KS City of Derby, KS Douglas County, WI City of Dodge City, KS Ford County, KS City of Duvall, WA Forest Preserve District of DuPage County, IL City of Eau Claire, WI Green County, WI City of Excelsior Springs, MO Harvey County, KS City of Fulshear, TX Juneau County, WI City of Flint, MI Kansas Sentencing Commission, KS City of Florissant, MO Kent County, MI City of Garden City, KS Kingsbury County, SD City of Gig Harbor, WA Lawrence Public Library, KS City of Grants Pass, OR Marathon County, WI City of Goodland, KS Merrimac Center, VA City of Haysville, KS Mid-Columbia Libraries, WA City of Huber Heights, OH Monroe County, WI City of Kenai, AK Montgomery County, OH City of Kirkwood, MO Montgomery County, TN City of Lacrosse, WI New Kent County, VA City of Lake Geneva, WI New River Valley Juvenile Detention Home, VA City of Lansing, KS Outagamie County, WI City of La Vista, NE Polk County, IA City of LaPine, OR Polk County, WI City of Lawrence, KS Portage County, WI City of Manor, TX Pueblo City-County Library District, CO City of Marshfield, WI Roanoke Valley Juvenile Detention Center, VA City of Merriam, KS Rock County, WI Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 6 City of Monroe, WI Saginaw Charter Township, MI City of North Kansas, MO Sauk County, WI City of Northfield, MN Scenic Library District, MO City of Ogden, UT Sheboygan County, WI City of Ottawa, KS Sedgwick County, KS City of Palos Heights, IL Somerset School District, WI City of Perryville, MD South County Fire Department, WA City of Pleasant Valley, MO Sumner County, TN City of Prairie Village, KS Town of Blacksburg, VA City of Raymore, MO Town of Fairview, TX City of Richmond, MO Town of Greeneville, TN City of River Falls, WI Town of Holly Springs, NC City of Roeland Park, KS Town of Prescott Valley, AZ City of Smithville, MO Union County, NC City of Stayton, OR Vernon County, WI City of Topeka, KS Village of Lake in the Hills, IL City of Tukwila, WA Village of Mount Pleasant, WI City of Unalaska, AK Village of Rib Mountain, WI City of Union, MO Wasatch County, UT City of Washington, MO Wisconsin Employee Trust Funds, WI City of Webster Groves, MO Winnebago County, WI City of West Bend, WI Wood County, WI City of West Des Moines, IA Yakima Valley Libraries, WA References McGrath Consulting is proud to list over 600 clients in 41 states. Below are a few compensation studies either within the region and/or are similar to your project Additional client names, projects and locations are viewable on our website at www.mcgrathhumanresources.com and their contact information will be provided upon request. Note: Currently conducting a compensation study for the City of Ashland, OR. Client Name Description City of Ogden, UT Contact: Heather Briskey Title: Human Resources Director Phone: 801-629-8736 Email: HeatherBriskey@ogdencity.com Comprehensive classification and compensation schedule was completed in July 2024 for all classifications. Implementation is scheduled for inclusion into the 2025 budget. City of Grants Pass, OR Contact: Mandy Hays Title: Human Resources Director Phone: 541-450-6053 Email: mhayes@grantspassoregon.gov Conducted a comprehensive compensation study for union and non-union personnel, creating a combined salary schedule to ensure market competitiveness and internal equity. City of Stayton, OR Contact: Alissa Angelo Title: Assistant City Manager Phone: 503-769-3425 Conducted a comprehensive compensation analysis of all union and non-union positions within the City. Included the development of separate salary schedules for union and non- Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 7 Email: aangelo@staytonoregon.gov union, keeping internal equity. Market update in 2022. Ongoing assistant as needed. Mid-Columbia Libraries, WA Contact: Celina Bishop Title: Human Resources Director Phone: 509-737-6358 Email: cbishop@midcolumbialibraries.org Updated the compensation plan and classification series for all union and non-union positions within the library. Tooele County, UT Contact: Adam Sadler Title: Human Resources Director Phone: 435-843-3497 Email: adam.sadler@tooeleco.org Comprehensive compensation schedule was updated in early 2022 based upon market updates Adoption of updates occurred in 2022. City of Tukwila, WA Contact: TC Croone Title: Chief People Officer Phone: 206-886-6390 Email: tc.croone@tukwilawa.gov Comprehensive compensation, and classification for non- union positions. To be approved in November 2024 City of Burlington, WA Contact: Brittany Johnson Title: Human Resource Specialist Phone: 360-755-0535 Email: brittanyj@burlingtonwa.gov Conducted a comprehensive compensation program for all positions within the City. City of Arlington, WA Contact: Paul Ellis Title: City Manager Phone: 360-403-3447 Email: pellis@arlingtonwa.gov Conducted comprehensive compensation analysis of all union and non-union positions within the City. Included the development of separate salary schedules for police, fire, union, and non-union – however, keeping internal equity and compression issues in line. City of North Kansas City, MO Contact: Casey Campbell Title: Human Resources Manager Phone: 816-412-7809 Email: ccampbell@nkc.org Comprehensive compensation and classification analysis was completed with development of new salary schedule for implementation in January 2023. Project Understanding and Approach In any governmental organization, salaries and benefits are typically the largest budget item. An investment in your employee’s compensation plan is an investment in your community, and we recognize the investment you are making is with tax dollars. We also understand a competitive compensation system is an important element for the City’s ability to hire, cultivate, and retain employees who provide service and value to all City stakeholders, regardless of the organization’s size. Similarly, internal equity, proper classification, career opportunities and addressing of any compression issues serves to enhance the employee’s feeling of value and willingness to actively engage in their work for the organization. Therefore, it is important for the City to have a system that promotes the active engagement of employees, is non-discriminatory, is legally defensible, is efficient to manage, and can accommodate organizational growth and change. Thus, we tailor our services to meet the needs and unique structure and culture of the City. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 8 Our methodology and approach are characterized by a systematic, logical series of tasks aimed at assuring thoroughness, consistency, and objectivity. After conducting a needs assessment with the City, confirming the City’s compensation philosophy with City leaders, and analyzing the current System in place, our Firm utilizes Best Practices throughout the process, which includes salary data and job content data from multiple City sources and its mutually identified comparables. Data analysis is then utilized to put this information into a meaningful summary format which is shared with the City. Proposed Project Plan We tailor our projects to meet the needs and unique structure and culture of your organization, with the principles of collaboration, communication and transparency in mind while developing a sound work plan with identified deliverables. The proposal steps can be discussed and adjusted to meet the projects needs for the City. 1. Project Orientation  Communicate with the City’s project designee to: o Provide a list of documents and data needed to begin the project. o Discuss project expectations and milestones. o Begin developing a communication plan. o Schedule initial meetings. We develop a communication plan at the onset of the project so the Firm can provide routine updates on progress as well as discuss any issues that may result in a delay or a challenge within the project. Our Project Manager coordinates meetings, data sharing, and ensures the work plan is progressing according to the designed work plan so the deliverables are met within the scope and timeline of the project. 2. Project Initiation and Assessment The consultants will conduct the first visit to meet with City leaders and all Department Directors/Managers to:  Explore your organization’s current compensation system, compensation philosophy and strategy.  Gain an understanding of the goals, values and structure of the overall organization.  Gather information for each individual department including any unique responsibilities associated with positions, strengths and weaknesses of the current system, or issues with recruitment/retention.  Identify future needs.  Review provided documents and data.  Finalize project communication expectations and strategies, project timeline, and identifiable milestones. Other Introductory communications are recommended:  Conduct introductory meetings with elected officials to discuss elements of compensation philosophy and expectations. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 9  Introductory employee communications and/or meetings to explain the process of a compensation study, introduce the consulting team, expected assistance, describe the general outcome of the Study, and other related topics as desired by the City. From first site visit, the consulting team will identify:  The strengths of the current compensation system.  Areas that need to be addressed or are concerns to the current programs.  Current compensation program success and challenges.  Other characteristics about the City and its geographic location which may impact compensation. An analysis of this information as well as external data collection will be the basis of developing a compensation philosophy that will guide the design and complexity of the City’s compensation program. A consistent philosophy will provide a strong foundation for the City. Without a philosophy, leaders often find themselves unsure what to offer as a total compensation package. 3. Classification Analysis (Job Analysis) A job analysis objectively evaluates the duties, responsibilities, tasks, and authority level of each City position and identifies hierarchy, career progression opportunities, and internal equity. The job analysis would include completion of a Position Questionnaire (PQ), which is a standardized tool used to analyze each position on identified factors. The McGrath 360Comp™ PQ has been developed specifically for use in public sector organizations. This Questionnaire is recommended to be completed on all job titles for purposes of:  Expounding upon information provided in job descriptions.  Evaluating position responsibilities regarding necessary competencies, experience, education, finances, judgement, decision-making and other expectations which provide value to the City.  Clarifying instances where statements in the existing job descriptions are vague or absent.  Updating and aligning classification changes.  Identifying career progression opportunities.  FLSA Designation. Supervisory Review/Verification. Each incumbent’s supervisor or Department Director will be given time to review the completed PQ for content and accuracy, and to comment in a designated area of the document. They will sign off on their review prior to submission to the Consultants. If needed, the consulting team may speak with Department Directors, Supervisors, and Human Resources for additional position clarification. Outcomes. From this process, the current classification system will be updated, as needed. The point factor system for job analysis is teachable, so our clients can continue to use this methodology on their own should they choose. Compensation systems are more likely to be kept up-to-date and relevant which extends the lifecycle of a plan with this tool. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 10 Job Description Document Updates The Position Questionnaire process will identify job description updates that may be needed to make updates. If desired by the City, the Firm can either update the current job descriptions in their current format, or the Firm can completely rewrite all job descriptions with a tailored yet standardized and compliant format to meet the needs and desires of your organization. The template is developed cooperatively between the City and McGrath. Any documents developed or updated will be submitted in draft form and one edit is included in the price before being turned over to the organization as final. The cost of developing is outlined in the Fee Schedule section as a standalone option. 4. Compensation Analysis A Compensation analysis determines the organization’s relative position in the comparable labor market. This analysis allows City leaders to understand the organization’s compensation as a whole and by position, allowing them to make sound compensation decisions. Compensation Analysis will consist of the following:  The City and consulting team will cooperatively identify Comparable Organizations as the labor market. The City will have input into the list and must approve prior to starting the external market survey.  McGrath consultants will prepare and conduct a tailored compensation survey specific to the City’s positions to collect external market data in real-time.  The consultants will analyze salary data. The market survey collects minimum, midpoint, maximum, and incumbent salary information for each benchmark position; and other data points as needed. A statistical analysis is conducted on each dataset to ensure consistent and objective analysis. The outcome is then calculated into a ratio between the market and the City to measure the City’s alignment against the market.  The consultants will examine the status of your current compensation systems including structural analysis, special pay analysis, compression analysis, and incumbent pay analysis to give guidance to the consultants for compensation and implementation recommendations and will also provide information to the City regarding overtime, promotional and retention opportunities and internal equity.  The consultants will review your compensation-related policies for compliance and best practices. We will make recommendations for policy updates or considerations that impact the City. The consultants will also gather and analyze external and internal demographic data and workforce metrics to define: o Employee’s tenure within the organization as well as tenure in current position. o Turnover rate for the organization. o Local geographic and economic factors impacting the attraction and retention of employees. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 11 The outcome of this portion of the project is very important because it identifies current trends and future predictors. This information guides the consulting team in developing strategy options and recommendations for the City’s current and future needs. 5. Benefits and Rewards Analysis When data is received through the benefits and Rewards survey to the identified labor market, the Consultants will analyze the findings and identify any trends and/or areas of concern as compared with the Market. A Benefits and Reward Analysis identifies the City’s position in the market for the offering of insurance, retirement, paid leave, holiday, and other benefits and rewards identified in a Total Rewards Inventory conducted with the City. 6. McGrath 360Comp™ Integration Upon completion of the compensation analysis and job analysis, etc. the consultants will engage the City to:  Confirm the recommended compensation philosophy.  Discuss the data obtained and share summary findings and trends found in the analysis as it compares to the current Compensation System.  Discuss the future compensation system.  Discuss the tie between the compensation system, performance, and tenure, and provide recommendations to strengthen the City’s desired compensation model. Upon completion of the analysis phases, providing the oversight committees with a project update would also be appropriate. 7. Classification and Compensation Systems Update/Development The Compensation System(s) will be updated with the following information: The consultants will develop a detailed fiscal impact of the Compensation System(s) and will present implementation strategy options that fit the fiscal needs, culture, and compensation strategy of the City. While some entities can fully implement the compensation system immediately, some clients have utilized a phased approach. We will work with the City to assure that any phased approach fits with best practices and your fiscal realities. The proposed price includes up to three (3) costing iterations. Once the System is updated, the consultants will meet with appropriate City personnel to review the draft Compensation System(s). This visit will include meetings with the City’s project designee and each Department Director to review placements to identify any concerns prior to finalization. This provides an opportunity to discuss any concerns in placement in the current system and/or ensure proper placement if the System(s) are redesigned. Policy and Maintenance Recommendations In addition to developing a recommended compensation and classification structure (system), the consulting team will provide the organization with the following: Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 12  Compensation Policy recommendations  Recommendations for the maintenance of the Structure  Recommendations for position changes  Future Market Update recommendations  Metrics recommendations 8. Finalization Up to two (2) Reports will be developed based on the needs of the project. This could include the following: A Compensation Policy/Procedure Manual. This report details: a. Study methodology and summary findings. b. Recommended compensation structure modifications. c. Recommended position title, classification specification, or career progression changes. d. Fiscal impact and implementation strategies. e. Policies and procedure modifications or to adopt to administer and maintain the system in-house going forward. A Final Report. This report details: a. Executive Summary of methodology and visual summary finding graphs. b. Recommended compensation structure modifications. c. Recommended position title, classification specification, or career progression changes. d. Fiscal impact and implementation strategies. e. Policies and procedure modifications or to adopt to administer and maintain the system in-house going forward. These reports will first be provided to Administration in draft form to allow for feedback before the reports are placed into final form and provided electronically 9. Presentation and Communication The Study includes a presentation to the City Council, City Leadership and employees. The consulting team will also be available to introduce the recommendations to employee groups to the depth, and in the manner, you prefer and offer suggestions and recommendations on how to best communicate this information. We prepare correspondence and notices tailored to our client, whether for written, verbal or electronic presentation. 10. Ongoing Support and Training McGrath Human Resources Consultants will continue to work with your organization to provide support and guidance on the compensation system at no additional cost. The City may also consider its future needs as follows: Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 13  McGrath Human Resources believes in providing our clients with the tools to be able to manage their Compensation System independently, if the client desires.  Alternatively, some clients prefer that McGrath Human Resources set current and future pay grade placements, position changes, and job description development rather than completing that in-house. This can be done for a nominal fee depending upon the time involved in the placement. Proposed Timeline Based on the size and scope of the project, this is typically a 6-month process. The completion date of the project will be heavily driven by the date the City starts the project among other factors. We recommend the following schedule: Activity Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 1 2 3 4 1 1 1 1 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Task 1- Project orientation/planning Task 2- Project Kickoff meetings with identified stakeholders for information meetings Task 3 –Position Questionnaire and Job Analysis Task 4 & 5 - Market Data collection and Analysis Task 6 - Review Findings with City Task 7 – Develop/Update Compensation and Classification Systems Task 7 - Review Recommendations and Cost with City Task 8 -Finalize changes. Provide Draft Reports for City review. Finalize Reports. Task 9 - Presentations This timeline will be adjusted based on the agreed upon Project Initiation date. There are factors that impact this schedule that may be out of the control of the consultants. The proposed time frame is contingent upon timely receipt of data from the City, timely participation from external comparable organizations; and timely receipt of information and/or feedback from the City. This is monitored by the consulting team and communicated with the City on an ongoing basis. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 14 Project Management All consultants are McGrath consultants, and there is no subcontracting. The Consultants were selected for this project based upon their areas of expertise, specialties, and related project experience. We operate under the philosophy of total team involvement and each team member has experience in all facets of project work and will work together to meet the goals of your project. Further, we have the flexibility to involve other consultants with our organization to bring their unique perspective and expertise as needed. Primary members of the team and an overview of their project responsibilities are provided. Resumes are provided as Appendix A. Dr. Victoria McGrath Principal Malayna Halvorson Maes Project Manager and Senior Project Consultant Melanie Henry Kristi Brashear Project Consultant Ron Moser Public Safety Advisor Principal: A principal of the company is actively involved in every project and is accountable for the project. This position will have authority over the contract and bind the Firm and will participate in kickoff meetings. Project Manager: This role has project oversight, will coordinate all work with the consulting team, will have direct routine communication with the City’s project designee, and will be hands-on in all aspects of the project’s activities, leading the consulting team on targeted project activities, and performs the primary duties of a project consultant. Project Consultant: This role works on various project activities, which will include communication documents/tools, interviews, position questionnaire analysis, job description review, classification system development, market data collection and analysis, pay plan review, compensation system development, costing, and drafting reports. Advisor: This role has specific subject matter expertise that may be called upon for additional consultation for the consulting team for public safety positions, as needed. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 15 Cost Proposal McGrath Human Resources sets project fees based on the total project, which ensures the project comes in at the budgeted amount. Therefore, the fees listed below include all consulting professional fees, and administrative costs, excluding travel. Classification and Compensation Study for an estimated 160 titles $52,800 Benefits / Total Compensation Analysis $ 5,500 Travel – Not to exceed based upon actual expenses* $ 4,000 Project Not to Exceed Amount $62,300 *Travel: Travel expenses will be billed only if incurred and based on actual expenses, not to exceed the price listed. This would be limited to airfare, mileage/car rental, hotel and dinner for the project manager. **Job Descriptions are billed based on actual documents, if desired by the City. Updating Existing Documents: $160 per document Development of New Documents: $210 per document Hourly Rates Principal $275 Senior Consultant $225 Consultant $195 Terms of Payment Payment will be made in four (4) installments ($52,800): $ 8,000 upon completion of the signed contract; $ 22,800 upon submission of the draft salary schedule; and $ 18,000 upon submission of the draft report; and $ 4,000 plus actual travel (not to exceed $4,000) plus the benefit add on ($5,500) if selected, upon submission of the final report. All invoices are due within 30 days of receipt. Proposal cost is good for a minimum of 90 days from February 4, 2025. Dr. Victoria McGrath is the individual with the authority to negotiate and contractually bind McGrath Human Resources in any type of negotiations and contracts. Optional Services In most compensation studies, there are areas that must be addressed that are not planned for. In the 24 years McGrath Consulting Group, Inc., has been in business, it has never increased the agreed upon price and will address these areas. In the event the work is beyond the scope of the original project, the Consultant will work with the City to either bill the service at an hourly rate, plus travel fees; or determine a fixed price. However, no work will begin until an agreement with the City has been approved. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 16 Appendix A: Consulting Team Victoria McGrath, Ph.D., SPHR Chief Executive Officer and Principal – 10% of project Dr. Victoria McGrath has an extensive background in the field of human resources, predominately in the public sector; but she also has a number of years in the private sector having worked in health care, banking, and education. She brings over 19 years as an HR practitioner in all phases of human resources prior to her years as a consultant. Her professional experience includes the City of Brookfield, WI, which had over 500 employees, including five (5) labor unions; the Emmbrook School District, WI – the 2nd largest school district in Wisconsin, also with 5 labor unions; and Citicorp Banks. She has dealt with labor/employee relations; policy, procedure and labor compliance; benefits and compensation; recruitment and staff development. Dr. McGrath’s local government experience touched all local services including police/sheriff, fire, public works/highway, engineering, library, health department, administration, courts, jail, and more. Dr. McGrath has provided management assistance to more than 200 local government clients on a variety of management issues. In addition to working with government, she has been a speaker for a number of professional organizations and worked with two (2) organizations in developing courses in human resource management to current and upcoming supervisors. Further, she is an adjunct professor – teaching in areas such as human resources, organizational development, management, and research – at Northwestern University (Master’s in Public Policy Administration Program). Dr. McGrath’s doctoral dissertation dealt with Government as a Learning Organization. Her research dealt with government efficiency in providing services and how governmental services can become more effective. YEARS WITH FIRM: 25 EDUCATION  Ph.D. – Municipal Government as a Learning Organization, University of Wisconsin – Milwaukee, WI  Master of Science – Management, Cardinal Stritch College, WI  Bachelor of Science – Industrial Relations & Finance, University of Wisconsin – Milwaukee, WI PROFESSIONAL AFFILIATIONS  Society for Human Resources Management  Illinois Public Employer Labor Relations Association  National Public Employer Labor Relations Association  International City/County Manager Association Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 17 Malayna Halvorson Maes Senior Consultant – Project Manager – 50% of project Malayna Halvorson Maes has served as a human resource professional in both the private and public sectors for over 20 years. She worked previously in health care human resources, then as the Human Resources Director and senior advisor for a county in northwestern Wisconsin. Thus, she has direct experience with the many challenges facing municipal employers. She has a been in the role of project manager for projects since 2018. She is also the firm’s leading HR consultant on public safety projects. During her time in county government, Ms. Maes advised the organization through the significant changes at the State level (referred to as Act-10) that resulted in a reduction from five (5) collective bargaining units to one (1) unit, due to reduced legal authority of organized labor in the public sector. As a change agent, she facilitated the development of significant policy changes for the organization. This included conducting a complete evaluation of the compensation system for the county which included a rewrite of all job descriptions, and the implementation of a pay for performance evaluation system. This system was created through the work of a combined employee – manager committee and included the implementation of a performance management software system to streamline the 360-evaluation process. She brings a practical understanding to the development and implementation of complex compensation systems. As a former Wisconsin Human Resources Director, she is knowledgeable of all facets of local government, including police, public works, engineering, health services, and more. She has been active in a number of professional organizations including SHRM, Chippewa Valley Society of Human Resource Management; WIPFLI Senior HR Forum; Wisconsin Association of County Personnel Directors, and the National Public Employer Labor Relations Association. In addition, she served on the WACPD training Committee, Chair of the Legislative Affairs Committee, a Board of Director member as well as a member of the Services Committee for WPELRA; thus, she takes an active role in defining the profession. YEARS WITH FIRM: 11 EDUCATION  Bachelor of Arts– Psychology, Luther College, Decorah, IA PROFESSIONAL AFFILIATIONS  Society for Human Resources Management  National Public Employer Labor Relations Association  World at Work, Total Rewards Association CERTIFICATION  Certified Compensation Professional (in process) Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 18 Michelle Lach Senior Project Consultant – Data – 20% of project Ms. Lach provides critical research and analytical skills to our compensation and benefits studies. Ms. Lach had ten (10) years of professional human resources experience prior to her time with the Firm in the private sector as an HR Director for a manufacturing company and a pharmaceutical company. Her professional experience with the Firm includes the development of employee handbooks and job descriptions, but now works exclusively with compensation and benefit survey designs and execution, and market research. These critical responsibilities include obtaining, compiling, and analyzing complex data and other information for projects, and supporting the project manager as needed. She has been with the Firm for 20 years. YEARS WITH FIRM: 20 EDUCATION  Bachelor of Arts– Communication and Organizational Development Bowling Green State University, Bowling Green, OH  Human Resources Program Certification – Baldwin Wallace College, Berea, OH Kristi Brashear Project Consultant – 10% of project Kristi Brashear has served in the municipal government sector for more than 15 years. She brings a wealth of experience in municipal management in the areas of human resources and fiscal management. As a former Director of Human Resources, Finance Manager, and Director of Finance in Texas, Ms. Brashear has a successful record in managing complex municipal operations and implementing effective policies and procedures. Her strategic planning skills have been instrumental in guiding cities through both short- and long-term initiatives, ensuring alignment with organizational objectives and promoting sustainable growth. In her role as the former Director of Human Resources, she played a pivotal role in shaping the city’s workforce and fostering a culture of excellence and collaboration. Her deep understanding of human resources principles and practices enabled her to implement innovative strategies for talent acquisition, employee development, and performance management. YEARS WITH FIRM: 1 EDUCATION  Associate degree - General Studies, Lone Star College CERTIFICATION  IPMA – Certified HR Professional PROFESSIONAL AFFILIATIONS  Texas Municipal League  Texas Municipal Human Resources Association  Society for Human Resources Management Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 19 Melanie Henry Project Consultant – 10% of project Melanie Henry has served as a human resource professional in both the non-profit and public sectors for over 25 years. She worked as the Human Resources Manager for a stand-alone public library in mid Missouri for the majority of her time prior to joining McGrath in 2023. During her time in local government, Ms. Henry advised the organization through evaluations and implementations of defined benefit retirement benefits, paid leave conversion, timekeeping audit and systems, Library Board liaison for Executive Director recruitment and annual performance evaluation, classification and compensation plan, policy development and employee development program. She also provided guidance during a unionization effort and negotiations of the collective bargaining agreement. She has been active in a number of professional organizations including SHRM and Human Resource Association of Central Missouri (SHRM chapter). In addition, she served on a local City Personnel Advisory Board, and the Human Resources Association of Central Missouri Board. YEARS WITH FIRM: 2 EDUCATION  Bachelor of Arts– Psychology, University of Missouri - Columbia  Human Resource Management Certificate – University of Missouri – St. Louis PROFESSIONAL AFFILIATIONS  Society for Human Resources Management  Human Resources Association of Central Missouri (HRACMO)  World at Work, Total Rewards Association PUBLIC SAFETY ADVISOR McGrath Human Resources will partner with the parent company – McGrath Consulting Group in the areas of public safety, as needed. • Dr. Tim McGrath has over 30 years of experience in fire, EMS, communications and emergency management and currently heads the Fire Division, performing operational studies throughout the United States. He served as Chief of fire departments in Gurnee, Illinois and Brookfield, Wisconsin. Dr. McGrath has been an independent consultant since 1997 and is a speaker well- known for his motivational presentations in the United States and internationally. He earned a doctorate in management, a dual master's degree in public administration and management, a bachelor's degree in industrial education, and an associate degree in fire science management. • Ron Moser has over 30 years of experience in law enforcement serving six municipalities in three states. Serving as Chief for departments within a metropolitan area. Mr. Moser also served as Director of Emergency Management and Village Manager for Hanover Park, Illinois, a municipality of Cook County. He currently heads the law enforcement division performing operational studies throughout the United States. Mr. Moser has two master’s degrees in Criminal Justice and Corrections and Law Enforcement Administration. Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 20 Appendix B: Proposal Certifications The Contractor agrees not to discriminate against any client, employee or applicant for employment or for services, because of race, color, religion, sex, national origin, handicap or age with regard to, but not limited to, the following: employment upgrading, demotion or transfer; recruitment or recruitment advertising; layoffs or termination; rates of pay or other forms of compensation; selection for training; rendition of services. It is further understood that any Contractor who is in violation of this clause shall be barred from receiving awards of any contract from the City, unless a satisfactory showing is made that discriminatory practices have terminated and that a recurrence of such acts is unlikely. Agreed by: Victoria J. McGrath, Ph. D., CEO Contractor Name: McGrath Human Resources Group Resident Certificate Please Check One: ☐ Resident Contractor: Contractor has paid unemployment taxes and income taxes in this state during the last twelve calendar months immediately preceding the submission of this proposal. OR ☒ Non-resident Contractor: Contractor does not qualify under requirement stated above. (Please specify your state of residence: Tennessee) Officer’s signature: Type or print officer’s name: Victoria J. McGrath Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6 Tigard, Oregon –Comprehensive Classification and Compensation Study 21 Appendix B: Proposal Form RFP 2025-13 – Comprehensive Classification and Compensation Study The Contractor named below submits this proposal in response to the Request for Proposals (RFP) for the contract named above and warrants that the Contractor has carefully reviewed the RFP and that this proposal represents the Contractor’s full response to the requirements described in the RFP. The Contractor further warrants that if this proposal is accepted, the Contractor agrees to all terms and conditions found in the sample contract (Attachment C), and will provide all necessary labor, materials, equipment, and other means required to complete the work in accordance with the requirements of the RFP and contract documents. The Contractor hereby acknowledges the requirement to carry or indicates the ability to obtain the insurance required in the sample contract. Indicate in the affirmative by initialing here: _ ___ The Contractor certifies that the proposal has been arrived at independently and has been submitted without any collusion designed to limit competition. The Contractor hereby acknowledges receipt of Addendum Nos. 1 , , to this RFP. Name of Contractor: McGrath Human Resources Group Business Address: PO Box 865, Jamestown, TN 38556 Telephone Number: 815-728-9111 Fax Number: Not applicable Email Address: victoriaphd@mcgrathconsulting.com Authorized Signature: Printed/Typed Name: Victoria J. McGrath, Ph. D. Title: CEO Date: February 1, 2025 Docusign Envelope ID: 6BDA9F8A-6B9F-470B-A5F5-9983367FF2F6