Every lettered task carried to one connected record, Phase 1 by early November

Kickoff meeting with the Human Resources Manager and Town staff to confirm objectives, timelines, deliverables, communication expectations, and the phase sequencing the Town's Q&A leaves to the consultant to propose. We leave kickoff with a living project plan HR can see throughout the study rather than a static chart attached to a status email.

Sessions for employees and bargaining unit representatives (AFSCME, POA, TEA, plus Confidential and Management groups) explaining the study's purpose and boundaries and how the PDQ process works. Sessions are recorded and available on demand for shift staff, absences, and new hires.

Organizational charts, Personnel Rules and Regulations, labor agreements, the current specification library (including the four classes Attachment A already flags as missing, in-progress, or folding), and prior study materials.

PDQ instrument customized with HR before any employee sees it, then developed, distributed, and reviewed for the 87 classifications in Attachment A, phase by phase. Phase 1 is the start the Town directed in its Q&A, nine classifications and twenty-five incumbents: Administrative Assistant (3), Administrative Technician (4), Administrative Analyst (2), Senior Administrative Analyst (5), Project Analyst (2), and Division Manager (5) in Administrative Services, plus Police Records Specialist (2), Lead Records Specialist (1), and Senior Records Specialist (1). Phases 2 through 5 cover the remaining classifications grouped the way the Town's Q&A anticipates, AFSCME, POA, TEA, and Management with Confidential, in the sequence HR confirms at kickoff.

Interviews with employees, supervisors, managers, and department directors, conducted virtually per the RFP, with job audits where classification questions need direct observation. Every single-incumbent classification gets an interview; multi-incumbent classes are sampled with HR concurrence.

Every current specification analyzed for essential duties, knowledge and abilities, education and experience relevance, series and class hierarchy, ADA conformity including physical requirements, supervision exercised and received, licenses and certifications, bargaining unit alignment, and FLSA exempt/non-exempt designation.

Updated, accurate job classification specifications drafted in the format Human Resources approves, with agreed components and sections, delivered in editable form with rationale for every change.

Series-appropriateness review with recommended level reductions or additions based on Town operational needs, recommendations for new or changed classifications, and recommended deletion of outdated classes. The Ladder Lab shows the tests we run on every ladder Attachment A exposes.

All employees and positions allocated to the appropriate classifications, with career pathways documented so requirements for advancement are clear per Objective C, and cross-group equity checks completed for the parallel Confidential and TEA titles.

Participation in the meet-and-confer process with bargaining units as the Town requests. Every recommendation we make ships with the rationale and fiscal context to be tabled as-is; in a represented environment, a classification change is a bargaining conversation, and we write for that table.

The Town's Q&A states that no Town Council presentations are expected, so none are priced into the base fee. What the Q&A does anticipate is employee communication and follow-up after findings land, and we support it: briefing materials, FAQ responses, and session support as the Town requests, with the full record ready for a public audience if that ever changes.

The RFP's named deliverable: purpose, methodology, key findings, and recommendations, with the classification analysis overview, proposed classification updates, an implementation plan, and the updated job descriptions, assembled so HR can administer the plan after we leave.