The work we completed for University of Houston Downtown was for professional and support staff, and for faculty members. We provided job classification and compensation studies for staff and professional staff, and compensation study for faculty.

There was a time when MSUD was MSCD as in Metropolitan College of Denver. Our engagement with MSUD is (to date) the most challenging project we have ever had. With all the faculty part-taking in the decision and agreeing that the college must remain a meritocratic institution, the experience was both a challenge and a reward. The project was for the development of "pay for performance" for faculty. We completed our work and presented our plans and recommendations to the Board of Trustees. But in the end, it was the larger coalition's decision that must prevail. The faculty voted to table the "pay for performance" program.

Our engagement with Alamo College District was for all five colleges in the district. We worked with administrators and faculty senate to bring faculty compensation study to completion. We established faculty committees and conducted multiple town halls and focus groups as part of our communication strategy.

We developed and converted faculty salary structure from step pay-plan to range structure with elements of compensable factors that are standard to academic professionals. These elements included years of teaching, highest academic degree achieved, and rank. We analyzed the differences in cost of living by utilizing COLI. We also developed a strategy where faculty summer pay is rolled into the base salaries.

The engagement we had with Dallas County Community College was for Faculty Association's compensation study. The work was geared towards analyzing the salaries of all faculty in the district. At DCCCD, we provided our full support to the faculty and represented their interests to the Board of Trustees during the 2008 economic downturn when salary cuts were prevalent.

Our work with Texas Tech University was part of the larger project led by Texas Tech University System. TTUS had over 9,000 employees on record when we provided our compensation and job classification study across multiple campuses. We provided job classification analysis using our adult cognitive psychology based job classification and point-factor method for validation. We also provided compensation study where we examined TTU's internal equity, salary structures, and external competitiveness.

Our work with Texas Tech University Health Science Center in Lubbock and in El Paso was part of the larger project led by Texas Tech University System. TTUHSC had had over 13,000 employees on record when we provided our compensation and job classification study across multiple campuses, jail facilities, and teaching hospitals. We provided job classification analysis using our adult cognitive psychology based job classification and point-factor method for validation. We also provided compensation study where we examined TTUHSC's internal equity, salary structures, and external competitiveness.

Our work with Angelo State University was part of the larger project led by Texas Tech University System. The work involved 5,000 employees across multiple campuses. We provided job classification analysis using our adult cognitive psychology based job classification and point-factor method for validation. We also provided compensation study where we examined ASU's internal equity, salary structures, and external competitiveness.

Our work with Santa Fe Community College was for organizational analysis initiative. We reviewed and examined the roles of all administrative personnel as well as the executives in the president's cabinet.

Our engagement with New Mexico State University was for the colleges in the system. We conducted faculty compensation study for Dona Ana Community College, Grants Community Community College, Alamogordo Community College, and Carlsbad Community College.

The engagement with Dona Ana Community College is part of the larger project that was led by NMSU. Dona Ana is the catalyst for the initiative, faculty compensation study. We provided in-depth statistical analysis and analysis of impact of policies on faculty compensation. We streamlined the salary structure into one uniformed schedule while taking into consideration the variations on cost of living among different cities in the great state of New Mexico.

The work we completed for College of Southern Nevada was for both faculty and administrative faculty. We completed job classification and compensation study. We also provided strategy for pay for performance for both employee groups.

Our engagement with Truckee Meadows Community College was for multiple years. We were awarded several renewals for expanded work involving salary structuring, compensation studies for faculty and administrator as well as job classification work.

Our work with El Paso Children's Hospital involved all 650 healthcare professionals covered by compensation and job classification studies.

The challenge we faced while completing the project was identifying nurses who are truly involved in providing emergency services. The COVID-19 emergencies have shown us just how much nurses and doctors expose themselves to the threat of the infection while saving lives.

We overcame these challenges by communicating closely with the executive staff and by obtaining their approval of additional organizations to be included in the defined labor market.

The engagement we had with UT Southwestern Medical Center was for compensation study for all https://utswmed.orghealthcare professionals. Including doctors, nurses, professional support, medical coders, and hospital assistance.

Similar to our experience with El Paso Children's Hospital, we faced a very unique challenge in determining and defining what a true emergency nurse does. Hospitals and ambulatory clinics have unique definitions on this. They run the gamut of helicopter emergency to partaking in a triage to deal with emergencies in emergency rooms.

We overcame these challenges by communicating closely with the executive staff and by obtaining their approval of additional organizations to be included in the defined labor market.

Our work with the Texas Medical Board was for compensation study for all professional employees.

Because TMB is the governing body that provides examinations and licensure of doctors, nurses, and other healthcare professionals, their labor market is unique. The jobs in their workforce consisted of insurance fraud investigators, health care lawyers, doctors and nurses.

Our engagement with the City of Dallas was a technical analysis in support of the "Meet and Confer" negotiations between the City and the Police and Fire Departments. The work involved 7,000 police and fire personnel.

Our work with the City of Denton was under a multi-year contract. We provided market study, job classification, salary structure analysis, internal equity, and training. We conducted multiple town hall sessions and focus groups for the City. The project included all staff, legal, craft, technology, administrators, police, and fire departments.

Our engagement with the City of Globe Arizona was for all the employees including the law enforcement and fire departments. We provided job classification, salary structuring, and market study for the City.

The work we completed for Gila County involved 650 employees. Our contract with the County was multi-year where we provided job classification, salary structure development, job description development and market compensation study.

Our work with NTTA covered 500 employees in the executive, information technology, professional staff, support staff and consultants. We provided compensation study and job classification services.

The engagement we had with NBU was for 300 employees covered under compensation study.

The engagement we had with Denton Municipal Electric was a multi-year contract. We provided market study for all utility employees on a multi-year basis.

Northern Arizona Intergovernmental Public Transportation Authority holds a very special place in our hearts. NAIPTA sought our assistance in building an organization from the ground up. We helped NAIPTA established themselves as a public transportation independent of the Coconino County. We provided human resources and organizational support as well as compensation studies in succeeding years.

Mountain Line is the sister organization of NAIPTA. We provided similar services to Mountain Line in conjunction with the work we did for NAIPTA.

Southwest Ohio Regional Transportation Authority (Metro) is a public transportation in Cincinnati, Ohio. Our work with SORTA is for compensation and job classification studies.

The work we accomplished for DART involved organizational structure review and job analysis work.