Organizational Assessment and Alignment Consulting Services

TOWN OF HARTFORD, VERMONT
171 Bridge Street * White River Junction, VT 05001
REQUEST FOR PROPOSALS
Organizational Assessment and Alignment
Consulting Services
Town Manager * Executive Support * Human Resources
RFP Issue Date: April 17, 2026
Proposals Due: May 29, 2026 at 4:00 PM EDT
Budget: $20,000
Submit To: jhaverstock@hartford-vt.org (PDF)
Town of Hartford, Vermont * hartford-vt.org
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1. Introduction and Background
The Town of Hartford, Vermont (the "Town") invites proposals from qualified consulting firms or
individuals to conduct an Organizational Assessment and Alignment engagement focused on
three interconnected functions: Town Manager, Executive Support, and Human Resources.
Focus Functions
The focus of this engagement is the three functions: Town Manager, Executive Support to the Town
Manager, and Human Resources, referred to hereafter in this RFP as the "focus functions".
Hartford is a vibrant Upper Valley community in Windsor County, encompassing the villages of
White River Junction, Wilder, Hartford, Quechee, and West Hartford. The Town operates under
a Town Manager-Selectboard form of government and employs approximately 116 full-time and
41 part-time and seasonal employees across ten departments. The Town has collective
bargaining agreements with five unions (Fire, Police and Dispatch, Public Works, Parks and
Recreation, and Clerical) representing approximately 85 employees. The Human Resources
Department additionally administers benefits for approximately 75 retirees. Currently one full-
time employee serves as both HR Director and Executive Assistant to the Town Manager.
Purpose of This Engagement
This engagement is a proactive and affirmative step in support of the Town's evolving workforce
demands and commitments to continuous improvement and operational excellence. The intent is to
affirm the existing strengths of Town departments and staff, identify opportunities for enhanced
effectiveness, and ensure the Town's management and support infrastructure is well-positioned to
serve Hartford's residents, employees, and mission.
2. Project Goals and Objectives
The overarching goal of this engagement is to evaluate the managerial operations,
organizational structure, effectiveness, and resource utilization of the focus functions. Specific
project objectives are as follows:
# Objective
1 Assess the current organizational structure and management practices within the focus functions
including reporting relationships, span of control, and role clarity
2 Evaluate the Executive Support function and analyze the relative merits of the current Executive
Assistant model against alternative structures, specifically an Assistant Town Manager or a
Deputy Town Manager
3 Review staffing levels, resources, and operational effectiveness compared to peer towns of
similar size and complexity, benchmarking across the focus functions
4 Identify skills and competencies for individuals seeking to serve in roles in each of the focus
functions
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# Objective
5 Provide recommendations for optimizing operations, staffing, and resource allocations, as well as
best practices for enhancing the quality of the work environment for all staff across Town
departments
6 Develop a phased implementation plan for recommended organizational changes, recognizing
that the Town may be able to add, at most, one full-time employee to staff each fiscal year
3. Town's Engagement Team
The Town's Engagement Team will consist of the Town Manager (or their designee) and one
Selectboard delegate. The Selectboard delegate will serve as the point of contact for the
consultant throughout the duration of the engagement unless otherwise noted or dictated by
confidentiality requirements (Section 5).
4. Scope of Work
The engagement is organized into three phases. Given the $20,000 budget, the scope has been
deliberately focused on the highest-value activities. A formal reprioritization checkpoint following
Phase 1 allows the Town and consultant to confirm scope for Phases 2 and 3 based on
findings.
Executive Support: Scope and Role Analysis
A central element of this engagement is an objective analysis of the Town's executive support
capacity. The Town currently employs an Executive Assistant (part time) supporting the Town
Manager. The consultant shall evaluate this function and provide a structured analysis of three
staffing models (Executive Assistant, Assistant Town Manager, Deputy Town Manager),
identifying the most appropriate structure for Hartford's current and anticipated needs.
The consultant's analysis shall include a benchmark comparison of how peer Vermont
municipalities of similar size and complexity have structured this function and shall provide a
clear recommendation with supporting rationale. If the recommendation involves a role change,
the associated staffing and budget implications shall be addressed within the phased
implementation plan.
Phase 1 - Assessment and Discovery
4.1 Document Review
The consultant shall review the following Town documents. Review is limited to these materials
unless the consultant identifies a specific additional source that materially affects findings:
* 2024 Hartford Strategic Vision
* Equity and Inclusion Strategic Plan
* 2023 Compensation Study and subsequent analysis
* Relevant HR policies, collective bargaining agreements, and personnel rules
* Organization charts
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* Job descriptions for the focus functions
* Employee performance review processes including the Town Manager evaluation process
4.2 Stakeholder Interviews and Engagement
The methodology and range of interviews and engagement mechanisms will be defined by the
consultant and mutually agreed upon by the consultant and the Town's Engagement Team.
The consultant is advised to conduct semi-structured interviews with the following, tailored to
gather perspectives on organizational effectiveness, role clarity, and improvement opportunities:
* Members of the Selectboard
* Town Manager
* Human Resources Director/Executive Assistant
* 4-5 other Department heads
* 10-20 non-managerial Town staff, making an effort to ensure input from underrepresented
groups
The consultant is also advised to invite former Town employees who left their position within the
last two years to participate in interviews.
4.3 Benchmarking
The consultant shall compare qualifications, skills, responsibilities, compensation, and benefits
for the focus functions against benchmark roles in 5-7 comparable Vermont municipalities,
identified collaboratively with the Town's Engagement Team.
The consultant shall compare HR FTE count to total FTE count and beneficiaries served by HR
in 5-7 comparable Vermont municipalities.
The consultant shall list and analyze Executive Support staffing models for all Vermont
municipalities that employ Executive Assistants, Assistant Town Managers, and Deputy Town
Managers.
4.4 Current-State Assessment
Drawing on document review, interviews, and benchmarking, the consultant shall assess the
current state of each of the three focus functions across the following dimensions and develop a
baseline the Town can use for evaluating outcomes.
Dimension What Is Assessed
Organizational Reporting relationships, span of control, role clarity, and accountability at the
Structure focus function levels and including the Town Manager - Selectboard interface
Staffing and FTE levels, workload distribution, and resource allocation compared to peers;
Resources capacity of staff in focus functions to serve the Town's size, complexity, and
strategic needs
Competencies Competencies and skills needed to translate strategy into organizational
and Skills effectiveness
Operational Workflow efficiency, service delivery quality, decision-making processes, and
Effectiveness use of systems and technology; workplace complaint and investigation
processes as a priority area
Management At the organizational level: leadership approach, communication patterns,
Practices and accountability norms, and staff supervision practices including employee
Style performance evaluations.
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Dimension What Is Assessed
Strategic Alignment of management and HR functions with the Town's strategic
Alignment documents, guiding principles, and commitments
Work Factors affecting employee well-being and satisfaction, retention, and
Environment and engagement
Culture
Scope Reprioritization Checkpoint
A formal reprioritization checkpoint shall occur at the first project check-in meeting, following delivery
of the Phase 1 Current-State Assessment. At this meeting, the consultant and Town's Engagement
Team will review findings together and confirm, adjust, or reprioritize the scope for Phases 2 and 3
to ensure the $20,000 budget is directed at the highest-value work. Proposers should build this
checkpoint into their project plan and cost allocation.
Phase 2 - Ideal State, Gap Analysis, and Recommendations
4.5 Best Practices Identification
The consultant shall identify specific best practices applicable to each focus function, grounded
in current public administration standards, peer municipality experience, and the Town's
strategic commitments.
4.6 Gap Analysis
For each focus function, the consultant shall:
* Identify gaps between the current state and identified best practices
* Classify gaps by urgency (immediate / near-term / longer-term) and impact (high / medium
/ low)
* Flag key interdependencies among gaps (e.g., structural changes that affect HR service
delivery)
4.7 Recommendations
The consultant shall develop specific, actionable recommendations for each focus function
across the dimensions identified in 4.4 giving consideration to:
* A clear recommendation on the Executive Support staffing model with supporting rationale
and peer town comparisons
* Staffing recommendations, sequenced to respect the Town's approximate constraint of
one new FTE per fiscal year (within Town Management and HR)
* Operational and systems improvements, with priority on workplace complaint and
investigation processes
* No-cost and low-cost improvements that can be implemented immediately alongside
longer-term structural changes
* Recommended indicators and approaches for evaluating observable and measurable
outcomes in the near and long term.
Recommendations containing individual-level personnel information related to competencies,
skills assessment, professional development, or management and leadership style shall be
handled in accordance with the confidentiality framework described in Section 5.
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Phase 3 - Implementation Plan and Final Deliverables
4.8 Phased Implementation Plan
The consultant shall provide a prioritized implementation plan organized into three timeframes:
Timeframe Focus
Year 1 (Immediate) No-cost and low-cost changes; policy or practice adjustments; structural
clarifications achievable within current staffing; any high-urgency / high-
impact items
Years 2-3 (Near- Changes requiring budget planning, role redesign, or incremental FTE
Term) additions (within Town's approximate constraint of one per fiscal year within
Town Management and HR); training and capacity building
Longer-Term Significant structural changes, major systems investments, or role additions
(Structural) beyond near-term capacity; recommended for future budget cycles
Each action in the plan shall identify: the recommended change, the applicable focus function,
and the timeframe. Detailed resource costing and formal success metrics are not required within
this budget.
4.9 Selectboard Presentation and Final Report
* Present findings and recommendations to the Selectboard in a single meeting that
includes a public session (Tier 1 content) and, where needed, an executive session
segment (Tier 2 content relating to the Town Manager position)
* Incorporate Selectboard feedback and deliver a Final Consolidated Report in both Word
and PDF formats
5. Confidentiality Framework for Recommendations
Recommendations relating to individual-level competency, skills assessment, professional
development, and management and leadership style require differentiated handling to protect
personnel confidentiality. The consultant shall structure all deliverables in accordance with the
following framework:
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Tier Content Audience Distribution
Tier 1 All organizational structure, Selectboard, Town Final Consolidated Report
Public staffing, systems, best Manager, all staff, (public document) and
practices, and public Selectboard public
implementation plan findings presentation
and recommendations.
General observations about
management practices and
work environment at the
organizational level.
Tier 2 Individual-level Selectboard only Delivered in writing to the
Selectboard recommendations relating to Selectboard Chair;
Confidential skills and competencies considered in executive
specific to the Town session per 1 V.S.A.
Manager position. 313(a)(3)
Tier 3 TM Individual-level Town Manager only Delivered in writing to the
Confidential recommendations relating to Town Manager only
skills and competencies
specific to staff positions.
Note on the Public Report
The Tier 1 public report and presentation shall be complete and substantive as standalone
documents. They shall include a note acknowledging that confidential supplements (Tiers 2 and 3)
have been delivered separately to the appropriate recipients. The public report shall not include or
reference the specific content of those supplements.
6. Key Deliverables
All deliverables shall be structured in accordance with the confidentiality framework in Section 5.
# Deliverable Tier / Description
Audience
1 Project Work Plan Tier 1 / Town's Schedule, methodology, and cost allocation by
Engagement phase; includes the scope reprioritization
Team checkpoint date; submitted within 10 days of
contract execution
2 Current-State Tier 1 / Town's Integrated assessment of the focus functions
Assessment Report Engagement across all seven assessment dimensions (Section
Team 4.4); incorporates document review and interview
findings, comparative benchmarking summary;
organizational-level management practice
observations only. Serves as the basis for the
scope reprioritization checkpoint. Provides
baseline for evaluating future outcomes
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# Deliverable Tier / Description
Audience
3 Scope Reprioritization Tier 1 / Town's Brief written memo documenting agreed scope and
Memo Engagement priority adjustments following the Phase 1
Team checkpoint meeting
4 Best Practices and Tier 1 / Town's Identified competencies and skills, and best
Gap Analysis Report Engagement practices for each focus function; gap analysis by
Team dimension including urgency and impact
classification; structured analysis and peer town
comparison of the Executive Assistant vs.
Assistant TM vs. Deputy TM models
5 Recommendations Tier 1 / Town's Actionable recommendations for all focus
and Implementation Engagement functions; phased implementation plan (Section
Plan Team 4.8); indicators and approaches for evaluating
observable and measurable outcomes in the near
and long term
6 Confidential Tier 2 / Individual-level recommendations relating to skills
Supplement - Town Selectboard and competencies specific to the Town Manager
Manager position; delivered per Section 5
7 Confidential Tier 3 / Town Individual-level recommendations relating to skills
Supplement - Town Manager and competencies specific to staff positions;
Staff delivered per Section 5
8 Selectboard Tier 1 + 2 Single Selectboard meeting covering Tier 1 content
Presentation in public session and Tier 2 content in executive
session segment; incorporates Selectboard
feedback prior to final report
9 Final Consolidated Tier 1 / Public Integrated public report combining Deliverables 1,
Report 2, 4, and 5; submitted in Word and PDF formats;
includes note referencing confidential supplements
7. Anticipated Project Schedule
The schedule, following submission of the Work Plan and excluding the Selectboard
presentation and delivery of the final report, is illustrative. Proposers may suggest modifications
to each Activity/Milestone denoted with based on their proposed methodology.
Activity / Milestone Date
RFP Issued April 17, 2026
Deadline for Written Questions May 8, 2026 at 4:00 PM EDT
Town's Written Responses to Questions Issued May 15, 2026
Proposals Due May 29, 2026 at 4:00 PM EDT
Proposal Review and Evaluation June 1-5, 2026
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Activity / Milestone Date
Interviews with Finalists June 8-12, 2026
Contract Negotiations and Award June 15-26, 2026
Notice to Proceed July 1, 2026
Project Work Plan Submitted No later than July 15, 2026
Phase 1: Document Review and Stakeholder Interviews July-August 2026
Phase 1: Current-State Assessment Report Delivered August, 2026
Scope Reprioritization Checkpoint Meeting August 2026
Phase 2: Best Practices, Gap Analysis, Recommendations August - September 2026
Tier 2 and Tier 3 Confidential Supplements Delivered September 2026
Selectboard Presentation (Public + Executive Session) No later than September 29, 2026
(materials for presentation due by
COB September 24)
Final Consolidated Report No later than October 9, 2026
8. Proposal Requirements
Proposals must be received no later than May 29, 2026 at 4:00 PM EDT. Proposals received
after this deadline shall not be accepted. Each proposal package shall include:
* One (1) digital copy in PDF format, emailed to jhaverstock@hartford-vt.org with the subject
line: "RFP - Organizational Assessment and Alignment"
Page Limit
Proposals shall not exceed 10 double-sided pages (20 single-sided pages total), exclusive of
resumes, references, and cost proposal.
Each proposal shall include the following sections, clearly labeled and in the order listed:
8.1 Cover Letter
A letter of introduction (counting toward the 20-page limit) signed by an authorized
representative, confirming the proposer's interest, qualifications, and primary point of contact.
8.2 Organizational Overview
* Firm or individual background, structure, size, and location
* Years in practice and primary areas of expertise
* Relevant certifications, professional affiliations, or accreditations
8.3 Qualifications and Relevant Experience
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* Prior engagements involving municipal or public sector organizational assessment,
management review, or governance improvement
* Experience with HR department assessments and HR systems design, including
complaint and investigation processes
* Ideally, experience with executive support role analysis (Executive Assistant, Assistant
TM, Deputy TM) in a public sector context
* Demonstrated ability to deliver actionable recommendations within a fixed budget
* Familiarity with Vermont municipal government structure and statutes is preferred
* Resumes or professional biographies for all key personnel assigned to this engagement
* At least one example of a comparable municipal assessment delivered within a
constrained budget
8.4 Proposed Scope, Prioritization, and Methodology
The Town explicitly invites proposers to exercise professional judgment in scoping this
engagement. This section shall include:
* The proposer's interpretation of the Town's highest priority needs and how they shaped
scope and methodology decisions
* The proposed scope of work, clearly mapped to the phases and elements in Section 4
* Any scope elements proposed to be deprioritized, deferred, or addressed at a summary
level, with rationale
* The consultant's approach to the Executive Support role analysis
* Methodology for stakeholder interviews and engagement
* How the proposal addresses workplace complaint and investigation processes as a priority
area
* How the proposal engages the Town's strategic documents, guiding principles, and
commitments
* Proposed timeline, aligned with Section 7
8.5 Project Team
* Name, title, and role for each person performing work under this contract
* Relevant qualifications and years of experience
* Anticipated percentage of effort for each team member
* Identification of the lead consultant and their direct involvement in stakeholder interviews
and Selectboard presentation
8.6 Professional References
A minimum of three (3) professional references from comparable engagements completed
within the past eight (8) years. For each: organization name, contact name and title, phone
number, brief description of the engagement, contract value, and dates of service.
8.7 Cost Proposal
All cost information shall be in a clearly labeled separate section (does not count toward page
limit), including:
* Total not-to-exceed fee for the full proposed scope, inclusive of all professional fees,
travel, and expenses
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