Seven phases, each tied to a section of the RFP, with the meetings and District reviews built in. The draft lands on the date the District set; the final report and Board presentation follow on the District's calendar.
Objectives, communication, employee participation, data list, decision points. Written work plan within five business days of kickoff. NDA signed before any non-public data moves.
Organization chart, class specifications, the three salary schedules, positions and incumbents, personnel rules, MOUs. A written data-gap list with dates.
On site in Marina and by video, for each group, explaining the study, the questionnaire and how responses are protected.
Position questionnaires for incumbents in the 9 or 10 classes, supervisor and manager interviews, and audits where an allocation question stays open. Determinations rest on work performed, never on titles.
Allocation findings with rationale; consolidate, retitle, split or create recommendations; FLSA, EEO and ADA review of each description; updated descriptions in the District's Word format.
A scored candidate list with rationale and a benchmark set that covers each department and level. Management reviews; the District approves before the survey starts.
Published schedules first, then confirmation with each agency. Matches on duties, level and qualifications. Market position by benchmark with reproducible statistics; outliers, thin matches and vacancies flagged.
Series and supervisory relationships, compaction and inversion by position, overlap across the three groups, recommended ranges and relationship guidelines on the District's ladder.
Priorities with the basis for each, phased options, cost by position and fund, treatment of employees below a new minimum or above a new maximum, and a maintenance method.
Preliminary classification and market findings reviewed with management before the draft is written.
Final report with District comments resolved; presentation to the Board of Directors in person; all editable files handed over; a short maintenance guide for HR.
A written report every two weeks: work completed, work coming, decisions needed, risks, schedule status (Section 3.2(4)). A standing video check-in with the District's project lead on the same cadence.