HomeMy WebLinkAbout12 C42020 CPS HR Consulting - Classification & CompensationCONTRACT NO. C42020
STAFF REPORT
CITY OF PALM DESERT
PUBLIC WORKS DEPARTMENT
MEETING DATE: August 26, 2021
PREPARED BY: Andrew Firestine, Assistant City Manager
REQUEST: Authorize the City Manager to execute a contract with CPS HR
Consulting; establish an exemption to the City's formal bidding
procedures; and appropriate $164,691.25 from the unobligated
General Fund reserve for a classification and compensation study.
Recommendation
By Minute Motion:
1. Authorize the City Manager to execute a contract with CPS HR Consulting
(CPS HR) for a classification and compensation study in an amount not to
exceed $164,691.25;
2. Establish a finding that contracting with CPS HR is in the best interest of the
City and create an exception to the formal procurement procedures under
Section 3.30.160.1 of the Palm Desert Municipal Code;
3. Appropriate $164,691.25 from the unobligated General Fund reserve for a
classification and compensation study.
Background Analysis
The City of Palm Desert conducted a classification and compensation study in 2018
through Koff and Associates. This study created a two-tier salary schedule and generated
the City's current position classification system. With limited exception, the two-tier salary
schedule placed employees who were hired or promoted prior to June 30, 2018 in Tier 1
and all new employees and those promoted after that date into Tier 2. At the same time,
the City Council also established a salary policy targeting the 70th percentile of the defined
labor market for benchmarked position salaries.
When Todd Hileman started as the Palm Desert City Manager, he received substantial
feedback from across the organization regarding the 2018 study and the effectiveness of
the system. While there were some positive changes resulting from the study, there is
sentiment within the organization that it creates disincentives to internal promotion with
the two-tier salary schedule and that positions may not be appropriately valued. There is
also a sense that some classifications may be too broad and that they may not accurately
August 26, 2021 - Staff Report
Classification and Compensation Study
Page2of3
reflect the work that is performed by some staff, among other feedback that was shared
with him.
In response to this feedback, CPS HR was brought in under a limited scope contract to
assess the classification and compensation system currently in use by the City and to
make some recommendations on what should be done and whether the system could be
reclaimed. CPS obtained feedback from employees, managers and supervisors, and
executive management through a series of focus group meetings with a set of structured
questions. This data is captured in their evaluation report provided in Attachment 1,
together with their findings and recommendations. Overall, this identifies that a new
classification and compensation study is needed to respond to the many issues that City
employees have recognized, including:
1. Some current job classification titles are not descriptive of the City's jobs
2. Some classification specifications are inaccurate or do not address the scope of a
job
3. Some employees in the same classification are doing different jobs
4. Some job classifications are too broad
5. Salary ranges for some job classifications are not aligned with the market ranges
for similar benchmarks
6. The two-tier system creates a financial disincentive for internal promotion
advancement
CPS HR is further recommending that policies and procedures be developed to maintain
the City's classification and compensation system and that more be done to improve
public and employee access to and understanding of the City classification information.
In addition to the issues identified by CPS HR, the organizational structure has changed
substantially since 2018, as has the labor market. The City's recent experience has found
that it has been challenging to recruit qualified talent in multiple areas of the organization.
A new classification and compensation study is needed to respond to all of these issues
and concerns and to ensure that the City is competitive not only for the recruitment of
new talent but the retention of its existing workforce.
CPS HR has prepared a scope of work for a classification and compensation study in
Attachment 2. This proposes a classification study of up to 80 job classifications and 117
incumbent employees and a compensation study using 48 benchmark classifications
against 10 agencies, producing salary recommendations for all 80 classifications. This
will also produce an internal equity study at the classification level and generate an
updated compensation structure and salary schedule at a not -to -exceed cost of
$164,691.25.
The City's purchasing and procurement code requires a formal bidding process for
professional services contracts greater than $50,000, with some exceptions. Based on
August 26, 2021 - Staff Report
Classification and Compensation Study
Page 3 of 3
CPS HR's understanding of the condition of the City's current system and command of
what work needs to be performed to address the issues together with the determination
to perform a study without further delay, staff is recommending that City Council find that
it is in the best interest of the City to contract with CPS HR without a competitive bidding
process as allowed under Section 3.30.160.1 of the Palm Desert Municipal Code.
Fiscal Analysis
The classification and compensation study is proposed at a not -to -exceed amount of
$164,691.25. A budget appropriation from unobligated General Fund reserve in this
amount is necessary to conduct the study. Subsequent to the study, there may be
additional costs incurred through its implementation.
LEGAL REVIEW DEPT. REVIEW FINANCIAL
REVIEW
N/A L. road Le v v Jaw. Lu4 Esp&nosa.
Robert W. Hargreaves L. Todd Hileman
City Attorney City Manager
for Janet M. Moore
Director of Finance
City Manager, L. Todd Hileman: L. TOG{G( Hil.e11 .a►n,
ASSISTANT
CITY MANAGER
Andy Firestine
Andy Firestine
Assistant City Manager
Attachment 1: CPS HR Classification and Compensation Systems Evaluation Report
Attachment 2: CPS HR Proposal for Classification and Base Salary Study
CITY COUNCILA
APPROVED
RECEIVED
ON
DENIED
OTHER
MEETING DATE R . `LU2 'v I
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ABSENT: Wine -
ABSTAIN: t MAC.,
VERIFIED BY• N i h1 1 S1'
Original on File with City Clerk's Office
[This page has intentionally been left blank.]
CPS HR CONSULTING
7/29/2021
City of Palm Desert
Classification and Compensation
Systems Evaluation Report
SUBMITTED BY.
Project Manager
Vicki Quintero Brashear,
Director of Product and Services
Project Consultants
Igor Shegolev, Technical Specialist
Jonnean Bentley, Principal Consultant
CPS HR Consulting
2450 Del Paso Rood, Suite 220
Sacramento, CA 95834
www.coshr.us
fl
City of Palm Desert
Classification and Compensation Systems Evaluation Report
Contents
I Background 2
II. Methodology 2
III. Employee Feedback Collected 4
IV. Classification Structure Review. .. .. .. 6
V. Classification Recommendations 13
VI. Compensation Structure Review 15
VII. Compensation Recommendations 18
Appendix A- Classification Conceptual Framework .. 20
Appendix B Employee Session Poll Results .. .. 29
Appendix C: Current Classification Structure List 33
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
I. Background
In May 2021, CPS HR was engaged to review and assess the classification and compensation systems currently in
use by the City of Palm Desert, California Although the City had conducted an update of these systems in
2017/2018, several consequences of the study (described in this report) led to a number of inconsistencies and
employee concerns The methodology used in this study aimed to obtain information from both system
documents (such as organizational charts, classification specifications, salary tables, etc.) and directly from the
employees who live and work within the systems.
In this report, we have provided several recommendations to the City to assist in creating classification and
compensation systems that help meet the City's stated goal of attracting and retaining the best -qualified
employees. In turn, this supports the City's ability to provide best -in -class services to residents
II. Methodology
To conduct a thorough review of the classification and compensation systems, the project consultants read
guiding documents and conducted several focus groups with City employees to surface specific issues in the
implementation of the systems. These sessions provided in-depth information regarding what currently works
well, the areas that require more study, and items that need to be updated. Project consultants met after each
session to discuss trends and re -review documentation related to the various areas of discussion.
Employee discussions occurred on the following timetable
Date
Audience Number of Attendees
June 15
June 16
June 22
June 29
City Staff
City Staff
Supervisors/Managers
Senior Leadership
41
38
10
6
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
In the City Staff sessions, we conducted a brief overview of the conceptual concepts underpinning these systems
(Appendix A). In addition, several poll questions were provided to start a conversation and obtain a pulse on
general perceptions The poll questions discussed were
1. Does your current class title accurately describe your job?
Yes/No/Unsure
2. Does your current class description accurately describe your job?
Yes/No/Unsure
3. What impact does your class title and/or job description have on your job satisfaction with the City of
Palm Desert?
Negative/Positive/No impact
4. Does the current pay range for your job provide you with opportunities for career growth, transfer, and
promotion?
Yes/No/Unsure
5. Does the current pay structure accurately represent your job's value within the organization?
Yes/No/Unsure
6. What impact does the current pay structure have on your job satisfaction with the City of Palm Desert?
Negative/Positive/No impact
In the follow-up Supervisor/Manager meeting, we reviewed the results of the poll questions and facilitated an
open-ended conversation about their reactions to the results and their observations on the classification and
compensation systems. We also provided several structured questions to facilitate conversation, which included,
but were not limited to:
1. As a supervisor/manager, do you concur with the employee poll results?
2. What aspects of the classification and compensation systems are working?
3. Has your job changed since the last study? If so, how?
4. Do the current job descriptions provide a comprehensive description of your job duties?
5. Are your employees properly classified?
6. Was your job or unit impacted by the consolidation of previously specialized classes into broader class
concepts?
7. Please describe the promotional structure available to your employees
8. Does the current pay structure provide adequate opportunity for transfer and promotion?
9. Are jobs properly valued within the pay structure?
10. How does the two-tier pay system impact you and your employees?
11. How does pay compression affect you and/or your employees?
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Classification and Compensation Systems Evaluation Report
Finally, in the Senior Leadership meeting, we presented the poll results and discussed the trends that developed
from the other two venues. In this meeting, we asked the following structured questions On addition to other
questions)
1. What are the prmary strengths of the current systems?
2. What classification and compensation issues were trying to be solved in the 2018 study? Why was or
wasn't that effort successful?
3. What are the primary classification and compensation issues you are trying to solve now? What positions
or departments concern you the most?
4. How would you describe the level of understanding your employees have about the workings and purpose
of the current systems?
5. What, if any, are your concerns or limitations on embarking on another classification and compensation
system?
III. Employee Feedback Collected
The trends resulting from the various opportunities to meet with the City's employees were consistently voiced.
For the poll questions results, please see Appendix B The primary/general areas of concern gathered through the
discussions are depicted below and covered in greater detail in the following sections of this report
Classification:
• Some current class titles are not descriptive of the City's jobs
• Multiple examples offered by employees where the "collapsed" job classifications combine jobs that are
different in nature and may vary in internal job value
• Some specialized jobs lost their distinguishing characteristics in the broad "collapsed" classes
• Some classification specifications are inaccurate.
• Classification specifications do not address job scope.
• Some positions in the same class are doing different jobs
• Some employees in the same class are doing more work than others.
• Critical jobs were eliminated in 2017/2018.
• The information technology administrator class is too broad
• The management specialist class series is too broad
• The maintenance worker class series is too broad.
• Recommendations of 2017/2018 study were not clearly explained or understood.
• There are no career ladders, and there is insufficient opportunity for promotion
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Classification and Compensation Systems Evaluation Report
Compensation:
• Salary ranges for some job classifications are not aligned with the market ranges for similar benchmarks,
impeding recruitment of qualified staff in some cases and affecting retention of existing staff in others.
• The structural challenges of a two-tier system demotivate employees' promotions, transfers, and career
growth, taking away financial incentives and growth opportunities.
• Attracting employees for internal job openings is complicated by the poor coordination between two tiers
in pay structure design.
• There is a retention concern and loss of qualified talent to other higher paying departments as a result of
pay ranges not being competitive in the relevant labor market
• The two-tier salary structure is difficult to administer due to lack of structural integrity and disconnect
between tiers. This contributes to pay inequities, pay compression, and pay dispersion.
• Employees in the same job classification are assigned to different tiers with different pay ranges, which
creates inconsistencies, dissatisfaction, and perception of inequities
• Pay compression is a top concern of employees and supervisors alike.
• There are no reward practices that differentiate and compensate employees based on their performance.
• There is a lack of confidence that previous study used comparable labor market pool and matched City's
job classifications to appropriate labor market benchmarks.
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Classification and Compensation Systems Evaluation Report
IV. Classification Structure Review
Current Organization/Job Family Structure
Based on the most recent position allocation documents provided to us, the City appears to be structurally
organized into five (5) large "departments/' each containing multiple divisions
• City Manager (including City Executive, Information Technology, Human Resources, and City Clerk divisions)
• Finance and Administration Services (including Finance and Administrative Services divisions).
• Economic Development (including Administration, Public Affairs, and Art in Public Places divisions).
• Development Services (including Community Development/Planning/Engineering, Building and Safety, Code
Compliance, Permit Center, and Affordable Housing divisions).
• Public Works (including Administration, Landscape Services, Facilities Management, Streets Maintenance,
and Traffic Signal Maintenance divisions).
Although the City has implemented some organizational changes since the 2017/2018 study was completed, the
current classification structure is largely the same as recommended in that report After reviewing current City
documents, including organizational charts, position allocation lists, and classification specifications, CPS HR
developed a table to assist in organizing the City's current classes in terms of the job family, class series, primary
nature of the work and class level. The table is presented in Appendix C.
Classification specification Format
While the limits of this study process prevent us from confirming content validity, CPS HR considers the City's
current classification specification format to be consistent with best -practice standards. It contains standard key
sections (definition, supervision received/exercised, class characteristics, typical job functions, qualifications,
physical demands, and environmental elements) that appear to be well -written and detailed The information is
presented in an easily readable format and sequence Overall, the specification template does not appear to need
significant adjustments
Policies/Procedures
According to Human Resources staff, the City does not currently have written policies that outline position
classification procedures. There are no policies that describe the process whereby employees, supervisors, and/or
managers can request an individual position classification study or how such a study would be performed.
However, staff stated that such requests can only be submitted during the annual budget process. CPS HR
reviewed the City's MOU with the Palm Desert Employees Organization (PDEO) and found no procedures for
addressing complaints from employees who believe they are working above class (WAC)
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Classification and Compensation Systems Evaluation Report
Positive Results From the 2017/2018 Classification Study
As noted in Section III above, CPS HR gathered information from City employees, supervisors, managers, directors,
and executives to obtain their input on how the 2017/2018 classification study changed the City's classification
structure. Initially, we asked whether any positive changes that came out of the study and received the following
comments, primarily from the Executive group meeting
A comprehensive review was conducted
The group agreed that the study was comprehensive and thus resulted in an improved and more consistent
structure in terms of class concepts, titling, and leveling Whereas previous studies may have looked at pieces of
the organization, the 2017/2018 study looked at the entire organization and applied the same conceptual
framework and standards to all positions.
The City's classification specifications were significantly improved
Although CPS HR does not have access to the previous classification specifications to confirm this statement, the
group agreed that the current classification specifications represent a significant improvement in both format and
content. Overall, they provide a more accurate reflection of the work being done than the previous specifications
The City's classification specifications are more familiar and accessible to employees.
According to the group, the City has been more comfortable sharing the classification specifications with
employees since the 2017/2018 study. This is apparently because the study created more confidence in the
accuracy of the updated specifications and because employees developed a better understanding of how to
access, read and interpret them.
The City's classification structure is better aligned internally
The 2017/2018 study applied standard classification definitions to define internal position alignments Best
practice concepts for entry, journey, advanced, supervisory, and management classes were consistently applied
to identify and establish similar job levels within varied occupational areas. This, in turn, developed a consistent
framework on which an equitable compensation structure could be built
New and improved class levels and series' were established
The 2017/2018 study created several class series' where none had previously existed For example, rather than
only classifying the actual (journey -level) work being done at the time, the study established several multi -level
series' (e.g., with entry and journey -level classes), allowing the City to flexibly staff allocated positions.
Employee Issues/CPS HR Response
The following issues and claims regarding the current classification structure were raised during the employee,
supervisor, manager, and executive (hereafter "employee") meetings. Their inclusion here does not necessarily
imply that CPS HR concurs with or has validated these claims' accuracy.
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Classification and Compensation Systems Evaluation Report
Issue 111: Some current class titles are not descriptive of the city's jobs
Details Several employees stated that some City class titles are too broad and therefore do not identify the type
of work being performed. In particular, the following class titles were identified as "unhelpful" in terms of
correctly identifying the focus of incumbents' job duties and responsibilities
• Information Systems Administrator
• Management Specialist I/II
• Maintenance Worker 1/II/III/Senior
One employee also stated that his position title was changed to "supervisor" when functioning as a "manager."
CPS HR Response: As discussed in Section IV above, titles do not define positions. However, the use of standard
titling conventions can provide a quick visual tool for identifying the class type and level. Furthermore, titles can
be one of the most sensitive issues within an organization as they are sometimes perceived as a measure of
importance. Based on our professional experience, the City's titling structure appears to be generally consistent
with best practices However, if the City's classification plan is altered to address some of the issues discussed
below, corresponding titling changes would likely be needed as well
Issue #2: Some classification specifications are inaccurate
Details Numerous claims were made that some of the City's classification specifications are not current and/or
accurate, either because the work was not accurately captured in 2017/2018 or because position incumbents'
duties and responsibilities have changed. City leadership acknowledged that ongoing organizational changes
might have impacted the duties assigned to some staff.
CPS HR Response: CPS HR cannot examine and/or verify these claims without gathering current position
information (which is beyond this project's scope). However, this was brought up by several employees, suggesting
that further investigation is needed
Issue tt3: Classification specifications do not address job scope
Details: Some employees stated that they are performing duties found in multiple classification specifications and
that therefore, they are not properly classified
CPS HR Response: CPS HR cannot examine and/or verify these claims without gathering current position
information (which is beyond this project's scope) However, this was brought up by several employees, suggesting
that further investigation is needed
Issue #4: Some employees in the some class are doing different jobs
Details While some of these claims were tied to concerns about "excessively broad" classes, other employees
complained that not all employees in the same class are performing work at the same level and/or that they are
performing "above class" duties that were misclassified during the 2017/2018 study
CPS HR Response CPS HR discusses the broad class issues in some detail below. However, we cannot
examine/verify the potential misclassification of positions without gathering current position information (which
is beyond this project's scope)
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Classification and Compensation Systems Evaluation Report
Issue #S: Some employees in the same class are doing more work than others
Details One employee stated that employees who produce more work should be classified differently than those
who perform less.
CPS HR Response As noted in Appendix A position classification is generally independent of volume because
problems of excessive workload are properly solved by redistributing work or adding employees, not by
reclassifying existing positions This complaint is not likely to be resolved by a classification study, but the fact that
such concerns were raised suggests a lack of understanding regarding position classification principles.
Issue #6: Critical jobs were eliminated in 2017/2018
Details Claims were made that the 2017/2018 study eliminated lead workers and other important position levels,
which has negatively impacted their work unit.
CPS HR Response: CPS HR cannot examine and/or verrfy these claims without gathering current position
information (which is beyond this project's scope) However, this claim did not argue that "lead work" is still being
performed but is not properly classified. Instead, it seemed to reflect a desire for additional promotional
opportunities that may or may not represent a legitimate business need
Issue #7: The Information Technology Administrator class is too broad
Details Several employees stated that the class of Information Systems Administrator. which describes
professional positions that maintain and modify application, network, server, telecommunications, and
infrastructure systems, is too broad and does not adequately address the specialized skills that may be required
Also, there is only one "journey" level, rather than a series as exists in other areas. These concerns were raised
by the Information Systems Manooer as well
CPS HR Response. CPS HR cannot examine and/or verify this claim without gathering current position information
(which is beyond this project's scope). However, this type of broad class may be appropriate if all the incumbents
perform the full scope of specialized work. However, suppose that is not the case (e g , one position works on
applications, another on the network, another on servers and infrastructure, and another on
telecommunications). In that case it may be prudent to classify each type of specialty work separately This would
especially be worth considering if such specialty classes require significantly different minimum qualifications
and/or are paid differently in the labor market.
It may also be reasonable to consider the development of more than one class level (e g, entry/journey),
depending on whether the department has recruitment issues and is willing to train inexperienced applicants.
Finally, in our experience, unusually, all the positions are classified as "professional" technology workers. We find
that most information technology departments also have technical -level classes, though the organization's size
may limit the need for such classes.
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Issue #8: The Management Specialist class series is too broad
Details Several employees stated that the classes of Management Specialist 1/1t which describe technical
positions that perform various administrative, secretarial, and technical support duties, are too broad and do not
adequately address the specialized duties performed or skills that may be required These concerns were raised
by City management staff as well
CPS HR Response CPS HR cannot fully examine and/or verify this claim without gathering current position
information (which is beyond this project's scope). However, we note that the 2017/2018 study consolidated at
least ten previously existing classes into this new series, including Administrative Secretary Capital Projects
improvement Technician. Code Comohance Technician. Economic Development Technician. Housina Proarams
Technician Human Resources Specialist Permit Specialist Public. Art Technician Records Technician and Tourism
and Marketing Specialist. Furthermore, since that study, the City has re-created some specialized technical
classes, including Permit Specialist 1NI and Land Development Technician presumably out of concern that the
consolidated Management Soecial�st 1/ll series was not meeting the City's business needs.
As a general rule, CPS HR supports the development of broad class concepts when reasonable and appropriate
However, as discussed in Appendix A, some advantages and disadvantages must be considered, and ultimately,
each organization must determine its preference for broad versus narrow classes We also acknowledge that the
consolidation of so many classes into one common series is unusual. The consolidation appears to have
established pay equity between the positions Still, the Manaaement Specialist classes may be so broad that they
have reduced the City's ability to recruit and retain qualified employees over time Therefore, we agree that this
issue needs further analysis
Issue IN: The Maintenance Worker class series is too broad
Details Several employees stated that the classes of McgaggfashigrAgLa and Senior Maintenance Worker
which describe positions that perform a wide variety of maintenance -related duties, are too broad and do not
adequately distinguish the types of duties performed or skills that may be required
CPS HR Response. CPS HR cannot fully examine and/or verify this claim without gathering current position
information (which is beyond this project's scope). However, we note that the 2017/2018 study consolidated at
least ten previously existing classes into this new series, including Laborer, Maintenance Worker l Maintenance
Worker ❑. Senior Maintenance Worker. Equipment Operator. and fachties Maintenance Technicians
As a general rule, CPS HR supports the development of broad class concepts when reasonable and appropnate
However, as discussed in Appendix A, some advantages and disadvantages must be considered, and ultimately,
each organization must determine its preference for broad versus narrow classes. We also acknowledge that it is
common for city organizations to establish separate classes for facilities and streets maintenance, depending on
the size and structure of the organization We agree that this issue needs further analysis
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Issue #10: Recommendations from the 2017/2018 study were not clearly explained or understood
Details A few employees stated that they were not given enough information to understand the reasons behind
their positions' 2017/2018 recommendations.
CPS HR Response In reviewing the 2017/2018 classification study report, CPS HR notes that the report gave
detailed and specific information explaining why the FLSA recommendation for three positions changed them
from exempt to non-exempt. However, the report did not provide position -specific explanations as to why
positions were retitled, reclassified, or retained. CPS HR does not know if it received such information separately
from the report, but it may explain why some employees struggle to accept the 2017/2018 study
recommendations.
Issue #11: There are no career ladders and there is insufficient opportunity for promotion
Details- Several employees, including managers, stated that the City lacks career growth opportunities.
Specifically, they requested more class levels within job families and increased promotion opportunities without
waiting for a vacancy.
CPS HR Response: As discussed in Appendix A it is not unusual for employees to view career ladders as
synonymous with "more class levels" and believe that employers should create opportunities for upward mobility
(and salary growth) as a retention tool Unfortunately, in a relatively small organization, promotional
opportunities will be limited by both business needs and lack of employee turnover
Although Palm Desert may not be able to completely satisfy employees and managers who are frustrated with
feeling "stuck" in their current class and salary level, the City has several options to address employee morale,
including but not limited to the following:
• Ensure that the City's classification structures are updated regularly.
• Consider adding more "entry-level" classes to the classification plan where appropriate
• Evaluate classification minimum qualifications for potential substitution of internal experience for
education.
• Evaluate current educational and/or training incentives and consider expanding
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Other CPS HR Classification Findings
Classification Policies Are Needed
As noted at the beginning of this report, position classification is a dynamic process. Regular and periodic review
of the plan is needed to continually respond to the changing needs of the organization as well as changes in
technology, programs, legal requirements, and characteristics of the workforce. Thus, while CPS HR recommends
that the City undertake a periodic, comprehensive review of the City's classification plan, it is also important for
the City to have policies in place that provide for the review of individual positions and position groups if needed
to address temporary or permanent work above class assignments
Systematic Challenges - Promotion, Recruitment, Retention, and Engagement
During the various employee meetings, it became clear that employee morale has been negatively impacted by
perceptions that class titles and descriptions are not accurate and that promotional opportunities are limited.
While some of the employees expressed an opinion that "promotional opportunities" should be increased through
the development of new class levels, managers also expressed frustration because the current classification (and
compensation) structure inhibits the recruitment of qualified candidates and makes it difficult to retain good
employees.
As noted throughout this report, it is not appropriate to use the classification process to develop classes that are
not needed for business reasons and do not reflect distinct types and levels of work. In fact, in Appendix A, we
note that classification is not a tool for recognizing employee longevity and performance Instead, there are
legitimate and more effective methods of doing so, including the use of certain types of incentives.
Furthermore, for purposes of this limited review, CPS HR did not analyze the validity of the recruitment and
retention claims. Nevertheless, such claims can be objectively analyzed and measured, and it is important to
thoroughly investigate these issues to determine whether the City's classification (or compensation) structure is
truly limiting the City's ability to recruit and retain qualified staff.
Finally, while several employees spoke up, we also noted that many employees did not actively participate in the
meeting discussions It is unclear whether those employees disagreed with the complaints made or whether they
were simply disengaged with the process In either case, employee engagement is an essential element in every
successful classification study Employees who seem disengaged in the study may not appear to object to the
study results, but they may, in fact, harbor a quiet disagreement that can easily fester over time, making it hard
to achieve closure To limit this type of "underground resentment," CPS HR recommends that employees be
required to participate in the study (e.g., at a minimum, complete a PDQ). Study methodologies should be
designed to encourage their active participation and awareness at multiple times stages throughout the study
process.
Lack of Understanding About the Classification System
CPS HR was surprised that some employees claimed to be at the entry (I) level of their class series, and yet they
did not seem to understand that promotion to the journey (II) level was available to them even in the absence of
vacant positions Such comments suggested that employees do not understand the concept of flexible staffing
and that City managers may not be requesting such flexible promotions for their staff. Thus, employees may be
incorrectly presuming that they have no promotional opportunities unless there is a vacant position, and this
could be contributing to their concerns about a lack of career ladders.
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CPS HR also finds that many of our clients rely on technology to help educate their employees. Specifically,
agencies often use their human resources website to provide classification -related information to employees and
the public. Such information may include classification specifications; classification (and other HR) policies;
information about previous classification studies and/or the status of current studies, classification -related
documents (e.g., class study request forms, PDQ forms, appeal forms, etc.), position allocation lists, Memoranda
of Understanding and/or salary resolutions, benefit summaries and cost information, salary schedules; and
position and salary tables. CPS HR notes that Palm Desert does not currently have such information on its HR
website
V. Classification Recommendations
Conduct a New Classification Study Encompassing All City Positions
The information gathered during this study indicates that a new classification study of all City positions is
necessary to respond to the various issues that City employees have identified, including supervisors, managers,
and executives Although we heard several specific complaints and/or concerns that focused on specific classes
(see above), there were also many "general" comments stating that the current class descriptions are inaccurate
and questioning the validity of the current classification structure.
CPS HR also notes that employee expectations are high right now, making it difficult to conduct a limited scope
study. If the City were only to study certain "problematic" positions, the rest of the employees would likely resent
the study, regardless of its validity, making it difficult for the City to achieve closure and move forward
Furthermore, during our meetings with the executive/management team, there was consensus among the group
that the timing is good to embark on a new study The City has new leadership, and most employees seem
motivated to participate in another job analysis process. CPS HR is aware that employee expectations are high,
with many anticipating that a new study will result in major changes when the classification structure may only
need minor revisions. Given our finding that most City employees have a minimal understanding of classification
principles, it will be important for the study to ensure maximum transparency and seek a high level of employee
engagement to manage these expectations. With that in mind, City management must take the lead in
communicating their support for the process to understand that a new study may not make every employee
happy. Nonetheless, if employees are provided every opportunity to understand the process and results, the
study can succeed
For planning purposes, specific study methodology considerations should include:
• Working closely with City executives to confirm their philosophy concerning recruitment standards,
narrow versus broad classes, etc.,
• Interviewing all employees who want to be interviewed;
• Interviewing supervisors and managers about their positions as well as those of their subordinate staff,
• Taking advantage of every employee interaction by ensuring sufficient time to "educate" employees,
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• Incorporating an adequate appeal process to ensure that employees are fully aware of the
recommendations for their positions, and
• Preparing a thorough classification report that includes individual position analyses especially positions
where incumbents may have expected a different outcome.
Develop a Classification Manual
CPS HR strongly recommends that the City develop a detailed Classification Manual that describes the following
• Classification definitions and concepts;
• Titling and leveling concepts as applicable to the City;
• Procedures for requesting a classification study of one or several positions, including forms to be used,
time frames that requests can be submitted, who is authorized to make the request, and who is authorized
to approve the request;
• Procedures for conducting a classification study of one or several positions, including considering Post -
study Training for Supervisors and Managers;
• Training is beneficial to ensure consistent application of policy and procedures and increase buy -in from
supervisors and managers of the systems Typical topics cover a general understanding of the purpose of
the system, the policies that guide the City's activities, and the polices/procedures governing
classification actions It is important to provide supervisors and managers strong tools and timelines to
effectuate stable implementation Consistent updates of documents that are readily available for
use/reference (on a shared drive, for example) and a yearly refresher training session are valuable,
especially for new supervisors/managers to the City,
• Salary impacts for upward and downward reclassifications,
• The City's classification specification template,
• A (continuously updated) list of the City's job families, class series', and classifications, and
• Various forms/templates are used to initiate classification studies, gather position information (e g, a
PDQ), develop audit/interview questions, prepare, and deliver reports, and respond to appeals
Improve Public (and Employee) Access to City Classification Information
CPS HR notes that the City Human Resources website currently provides very little access to classification and
compensation information We recommend that the website be upgraded to include the following.
• Access to current City classification specifications;
• Access to the City's classification plan or any Classification Manual developed in the future; and
• Access to City compensation polices and structural information (described in more detail below).
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VI. Compensation Structure Review
Overview of Current Compensation Structure/System
The City currently has a two -tiered compensation structure, maintaining a step system that the City has utilized
prior to the 2018 Total Compensation Study. Current employees' salaries prior to the study continue to be
administered under the prior structure until they separate from employment with the City Any future employees'
salaries would be paid and administered within the newly established salary structure. The two-tier pay structure
was developed to improve employment practices and market alignment The second tier was developed to
preserve Internal equity and existing policies and processes as a replica of the existing pay
structure (see Table 1 and Table 2 below)
Table 1: Pay Structure, Tier 1
Resngdmn No. 2020- 62
E#Mbd 'A'
City of Palm Desert
Schedule of Salary Ranges
ERoctave July 1, 2020
Tier 1 - Hired/appointed price to lone 30, 2018
y Coundl 5 2.029.56 per month
Housing 4uthodty 5 50.00 per meeting a0ended (maximum 4 meetigs per month)
itv Manrrr•• S MOM annual.
Effective July 1. 2020 S% S% 5% S% 5% 3.5% 3.9%'
Grade 1fV.1 Seim2 St n3 Sten4 Step Sloe 6 Stae7 Steep
CM f o.19 I
104
106 5 26.56 5 27.91 $ 29.31 5 30.78 5 32.31 5 33.93 5 35.10 $ 36.46 I
107 5 7725 5 78.64 5 30.07 5 31.56 S 31.15 5 34.78 5 36,00 5 37.391
109 S 28.65 $ 30.10 5 3157 $ 33.16 5 34.80 $ 36.57 5 37.84 S 39.301
111 S 30.11 $ 31.59 5 33.18 5 34.83 S 36.59 5 38.40 5 39.74 $ 41.281
113 5 31.59 5 33.18 5 34213 5 30A9 0 3541 5 40.34 5 41 A 0 43.30 1
114 $ 32.40 5 34.01 5 35.72 5 3749 S 39.37 5 41.36 5 42.80 5 44.441
11R 5 35.7S 5 3754 5 1047 5 41.41 S 4344 S 45.67 5 4772 S 40051
120 5 37.58 5 39.46 5 4153 5 4347 5 45.64 5 4795 $ 49.62 5 51.541
121 5 38.51 5 40.44 5 4247 5 4457 5 46.82 5 49.17 5 50.88 5 52.841
123 5 40.46 5 42.50 5 4441 5 408S S 49.20 5 51.63 5 53.45 5 55.511
125 5 42.52 5 44.63 5 46.89 S 024 S 51.71 5 54.28 5 56.18 $ 58.35 I
177 5 4466 5 44.01 5 407S S SI77 S 5474 5 57.n2 5 SO.02 S 6126
129 5 46.93 5 49.27 5 51.74 S 5432 5 57.04 5 59.88 5 61.98 5 64.38
130 5 48.12 5 50.50 5 53.03 5 55.3 5 5847 S 61.39 5 63.53 5 65.981
131 S 49.30 5 5177 5 5434 5 57A6 5 59.91 5 62.90 5 65.11 5 6)62
137 5 5718 5 60.03 5 63.03 S 66.19 5 6947 5 72.97 5 75.52 S 78441
110 S fin M S 61M S 667a S 60 Si S 71M S 7666 S 741e S R242
140 S 61.56 5 64.63 5 6757 5 71.27A 74.85,S 7856,3 81.31 5 84A8
142 5 64.68 5 6791 5 7130 S 74571 5 785V 5 8233 5 35.45 5 88.721
145 5 69.67 5 73.13 5 76211 S 80.64 5 84.66 5 88.91 5 92.02 S 9557
S0T1"" 5 69.00
The spread of the range (width) in both existing (tier 1) and newly developed (tier 2) structures were identical at
37%. There are eight (8) steps in both systems with 5% separation between each step except for steps 7 and 8
with 3 5% and 3 9% separation, respectively CPS HR learned that these additional steps
were implemented later to ensure career growth opportunities The separation between pay grades was 2 5%.
However, in the published pay structure, some grades were missing
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Table 2: Pay Structure, Tier 2
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Except for changing the existing three -digit grade identification number to one- two -digits, the integrity and
original design of the pay structure were preserved, including its inconsistencies of step separations. The job
classifications were assigned to pay grades according to the latest market ranges for similar jobs and the newly
developed collapsed job classifications. This structural change separated past and future job allocations within
two tiers and separated existing and future employees, keeping existing staff in the old, tier 1 system, while newly
hired or promoted employees would be assigned to pay grades in the tier 2 system
Positive changes from City's previous compensation study
Market Analysis and Alignment -- The 2018 Total Compensation study intended to align job classifications with
the labor market better and ensure better employee mobility, career growth, and overall recruitment, reward,
and retention practices
Development of a second -tier system with similar structure parameters -- Preserving the existing pay structure
parameters may be considered a positive factor. However, the maintenance of a two-tier system proved to be
cumbersome and, in some cases, demotivated employees to take a promotion or lateral transfer.
Fitting collapsed classification structure to the second tier -- the collapsed job classifications were slotted into pay
grades based on the labor market analysis and in some way simplified job/grade assignment process
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Specific current structural issues noted by CPS HR
Although preserving the existing pay structure parameters may be considered a positive factor, the maintenance
of a two-tier system proved to be cumbersome and, in some cases, demotivated employees to take a promotion
or lateral transfer. Applying over the prolonged period created some dysfunctional pay practices, such as pay
compression and employee perceptions of inconsistencies and inequities.
The structural design may have some opportunity to be better aligned with the labor market practices. It
is observed in the labor market that job classes that require a higher level of knowledge and a broader scope of
responsibilities (i e., professionals or managers) typically have a wider spread of the pay range from minimum to
maximum Having these classes with a width of 5O%-60% is common in the labor market, while narrow widths
may cause higher labor costs at the start and impede career growth at the top of the range (see below)
Midpoint
Narrow Ranges (bandwidth)
..may cause higher labor costs and retention issues
•
Market pay range with
Pay Grade with 37% 50% Bandwidth
Bandwidth
•
•
Market
Another area that may need to be reviewed and revisited is the grade separations The current 2 5% separations
may bring jobs too close and create some administrative hurdles to alleviate compression and achieve appropriate
leveling of jobs within class families.
Other CPS HR Findings
CPS HR received employee feedback on how the two-tier pay structure and pay administration policy affect their
employment and career progression during the meetings held According to employees, the new structure creates
some inconsistencies and impedes promotional opportunities Some expressed concerns that the two-tier
structure demotivates seeking transfers or promotional opportunities Pay compression and equity were at the
center of the discussion. Overall, the feedback suggested that the current pay structure affects employee mobility,
career progression, and recruitment practices
A preliminary review of the pay structure shows some inconsistencies with grade conversions between tiers For
instance, Building Inspector II in Tier 1 is shown in dual -pay grades - 114 and 118 with the ranges of ($67,392-
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$92,435) and ($74,360-$102,024) respectively. The same job classification of Budding Inspector !! in Tier 2 is
assigned to grade 35 with the lower range of ($62,586-$85,897).
Pay compression was one of the main concerns expressed by employees during our sessions This may have been
caused by a small separation between pay grades (2 5%), which requires revisiting the process of pay grade
assignment, especially in cases with job series.
VII. Compensation Recommendations
Conduct a Total Compensation Study
Based on employee, supervisor, and executive leadership feedback, and the current structure of the City's
compensation system, it is apparent that a total compensation study is necessary Employees have indicated they
do not understand how their salaries compare with the market and question the process of matching the City's
job classifications with market benchmarks The City should consider research on labor market agencies that are
comparable in with the City's size, revenue, and services provided, and where the City gains and loses its talent.
The total compensation study will ensure the alignment of the City's pay ranges with the labor market parameters
and adjusting for dynamic changes in the external job values It will be critical for structure re -design and the
development of pay ranges that are consistent with the labor market trends
Consider Updating the City's Salary Range Structure
Employees and supervisors have also indicated that the current compensation system is difficult to administer,
hampers employee promotions and transfers, and creates pay compression and perception of inequities CPS HR
recommends updating the City's salary ranges structure by collapsing the two-tier salary schedule system and
convert all jobs into one final pay structure with structural integrity and consistency This structure can be built
as either an open range or an updated step system. The final design of the new pay structure will depend on the
City's pay philosophy and the results of the market study This action will alleviate discrepancies that resulted in
maintaining a two-tier structure, will mitigate pay compression, and willprevent pay dispersion. Creating a single
pay structure that assigns all job classifications to appropriate pay grades (based on market) will also address
employee concerns of pay inequities and compression.
Develop a Communication Plan
CPS HR is aware that employee expectations are high, with many anticipating that a new study will result in major
changes to employees' base salaries, which is rarely the case in such studies. The detail and transparent
communication of methods, techniques, and recommended actions are just as important as design and analysis.
CPS HR recommends the development of a communication plan to fully explain to the organization the objective
of the total compensation study to provide transparency and manage expectations Part of the communication
plan can include employee meetings to fully explain the change and educate staff on the new system. This will
help with the smooth implementation of a new compensation structure
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Consider Post -study Training for Supervisors and Managers
Training is beneficial not only to ensure consistent application of policy and procedures, but also to increase buy -
in from supervisors and managers of the systems Supervisors and managers are the first point of contact for
employees, and it is important that they (supervisors and managers) are knowledgeable of the systems. Topics
would include general understanding and the objective of the system, compensation policies that guide the City's
activities, and the policies/procedures governing compensation actions.
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Appendix A: Classification Conceptual Framework
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This section describes the general conceptual framework used by CPS HR when establishing a classification plan
for our clients. We are providing this information to help explain some of the terms and concepts referenced later
in the report and to assist the City in determining the goals and objectives of future studies.
Classification Concepts and Principles
A position classification plan Is a critical human resources tool. It describes the basic personnel framework within
an organization and defines the standards and concepts used to maintain and/or change that framework It
serves as the basis for organizing job assignments, developing job announcements, recruiting employees,
evaluating qualifications for the job, developing methods for assessing performance, and identifying and making
changes in the 's organizational structure. It also provides the foundation for establishing a compensation plan.
Thus, the classification plan impacts virtually every phase of the employment process.
Position classification Is a dynamic process since the plan itself, and the classification specifications must
continually respond to the organization's changing needs Thus, regular, and periodic review of the plan is needed
to ensure that It accurately reflects changes in the agency's organizational goals, organizational structure, policy,
size, and leadership styles The plan must also respond to changes in technology, programs, legal requirements,
and workforce characteristics.
Once established, the classification plan must be utilized consistently to serve its purpose as a management tool.
If employment decisions are not consistent with the plan, then either the plan or the decisions must be amended
to be consistent with each other
Basic Classification Guidelines
Position, Class, Series, and lob Family
A position represents a group of duties and responsibilities performed by one employee. In contrast, class refers
to a position or group of sufficiently similar positions in duties and responsibilities. They may be treated the same
for purposes of pay, general minimum qualifications, title, and a variety of other administrative activities.
A class series may be established when two or more classes are related in a linear or other fashion. Typically,
classes are placed in a series when the work performed in the classes is similar in nature but not in level The work
performed at the lower level helps develop the knowledge, skulls, and abilities to perform work at the hugher level
It should be noted, however, that the ability of an individual incumbent to promote from the lower level to the
hugher level class in a series may still be limited by the availability of a vacant position, unless positions are "flexibly
staffed" (see discussion later in this report).
A job family is a group of classes and/or class series that are closely related in terms of the type of work being
performed Classes in a job family usually have similarities in their employment requirements that may support
career progression. However, it is common for classes in the same job family to require different levels of
education, experience, skull, effort, or responsibility For example, a financial job family may include clerical,
technical, professional/analytical, supervisory, and management classes
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Classification and Allocation
Classification identifies and describes the various kinds of work in an organization and groups similar positions
together under the same common job title. Allocation is more specifically tied to the placement and/or budgeting
of positions within an organization. Thus, a recommendation to allocate a position within an organization is based
on the results of the classification analysis for that position
The Advantages of Broad Versus Narrow Classes
It is relatively easy to see that several positions belong to the same class when the duties are identical In practical
application, however, the duties and responsibilities of positions need not be identical to be placed in the same
class Instead, classification plans generally place positions into classes based on a determination of "sufficient
similarity," or what degree of job variability is considered acceptable. Within an individual organization, "sufficient
similarity" can be broadly or narrowly interpreted. A broad interpretation classifies positions based on a shared
core set of duties and responsibilities but accepts substantial variation between positions This type of broad
interpretation results in broad classes. In contrast a narrow interpretation might prefer to create separate narrow
classes to address job variations
The implementation of a broad versus narrow classification structure is an organizational policy decision, which is
undertaken based upon the organization's goals and objectives Both approaches have advantages and
disadvantages that should be considered when developing a classification plan.
The advantages of grouping sufficiently similar positions into broad classes include ease of administering the
classification plan. The ability to add, delete or change duties of a position and still be consistent with the
classification plan, the ability to transfer individuals laterally within the organization; and a reduced need for
recruitment and testing to fill single position classes Likewise, if an organization desires or needs to have the
flexibility to move positions temporarily or permanently between work units, broad classes can be beneficial in
allowing movement to occur without creating classification or equity concerns. Such flexibility also minimizes
layoffs resulting from reorganization processes and allows for greater employee career mobility by broadening
the opportunities for advancement. For these reasons, organizations typically choose to group positions into
broad classes whenever practical
On the other hand, broad classes may impact salary administration In determining class salaries, most
organizations use a combination of market and internal relationship data, tempered with organizational
philosophy and experience. An organization with difficulty recruiting for a particular type of position may wish to
elevate the salary for that position However, if such positions are part of a broad class, salary changes would
impact the entire class For these reasons, organizations sometimes choose to divide a broad class because of
salary issues Suppose it can be demonstrated that certain types of positions within a broad class unnecessarily
influence the entire class's salary. In that case, the organization may prefer separate classes to establish salaries
for each position group
A good classification plan seeks to balance "ease of administration" with position validity Complex classification
structures with multiple job families, multiple class series, and multiple levels within each series can be difficult to
administer However, when class concepts are excessively broad and/or too general, position classification
maintenance (and responding to out -of -class complaints) is often difficult, time-consuming, and expensive Thus,
when the type of work assigned to different positions vanes substantially, it may make sense to place them in
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separate classes and/or job families to make valid market comparisons Likewise, when the level of work within
a job family has clear, job -related distinctions, separate classes usually offer the most efficient way to pay for the
work that is being done A realistic and successful classification plan usually has both broad and narrow classes
Preponderance
Some positions may have a mixture of duties related to several different occupational fields, and incumbents may
even have various levels of responsibility In these cases, allocation of the class is based on preponderant duties
Since preponderance is a measurement of importance, it is possible that the most time-consuming duties assigned
to a position are not the most important and therefore not preponderant Likewise, it is possible that the most
responsible and complex duties of a job are not the most time-consuming. However, most of the time,
preponderant duties are those that are both critical and performed frequently
Classification of the Position, Not the Employee
The class of a position should be consistent regardless of who holds the position. As such, the classification study
process classifies positions, not individual employees Positions are generally evaluated based on what they
would look like if vacant or occupied by other employees
Furthermore, the classification does not consider the capabilities of individual employees or the efficiency and
effectiveness of an incumbent. It is not a measure of how well an individual employee performs. Classification is
not a tool to reward individual achievement, nor should classes be created simply to reward length of service
Level and Not Volume of Work
Position classification reflects the type and level of work performed by an employee, and thus it is generally
independent of volume If one employee has twice the amount of work of another, yet they spend the same
percentages of time on those tasks and other comparable duties, they will be placed in the same class Study
questionnaires do not ask for, and CPS HR does not consider employees' relative productivity as a classification
factor A classification study does not consider the volume of work produced because problems of excessive
workload are properly solved by redistributing work or adding employees, not by reclassifying existing positions.
Using Classification Factors
To develop classification/allocation recommendations, each position is first analyzed based on the nature of work
performed Nature of work refers to the occupation, profession, or subject matter field in which each position
falls Positions that perform work of a similar nature are considered to be in the same "job family" Within each
job family, the levels of the positions are determined based on various factors such as-
• Scope and Complexity — defines the breadth and difficulty of the assigned function or program
responsibility inherent in the classification and the variety and nature of work performed
• Decision-Making/Authonty — consists of (a) the decision -making responsibility and degree of authority,
independence or latitude that is inherent in the position, and (b) the impact of the decisions This also
considers the extent to which rules, regulations, manuals, procedures, prescribed work practices,
principles, policies, or other written instruction or methods are available or required to perform the work
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• Contact with Others Required by the Job — measures (a) the types of contacts, and (b) the purpose of the
contacts.
• Supervision Received and Exercised — describes the level of supervision received from others and the
nature of supervision provided to other workers It also relates to the independence of action inherent in
a position
• Knowledge, Skills, and Abilities — defines the minimum requirements to qualify for the position, including
the training, education, experience, licenses, certificates, physical demands, mental exertion, and other
factors necessary to perform the assigned responsibilities
• Authority/Responsibility — defines the impact on the organization, including accountability and the
likelihood/consequence of error
• Work Conditions — identifies a hazardous, dangerous, or unpleasant environment and notes any adverse
conditions.
This information is then used to develop a classification specification (description) for each identifiable body of
work. Individual positions are compared against the classification specifications to determine how they should be
allocated
Class Titling and Leveling Conventions
Within any organization, the use of class titles and levels should be based on the organization's specific needs At
the same time, certain standardized titling and leveling conventions are commonly used when establishing
classification plans
By themselves, titles do not define positions. However, the use of consistent titling conventions can help an
organization establish a consistent classification framework Class titles can provide a quick visual tool for
identifying the class type and level when appropriately used. Therefore, titles can be one of the most sensitive
issues within an organization Titles are sometimes perceived as a measure of importance, and thus, employees
often struggle with title changes.
Like titles, class levels typically follow standard conventions The following are some of the standardized class
levels and titles that appear to exist in the City of Palm Desert.
• Entry -Level — is commonly the first level in a multi -level series Most entry-level classes describe positions
that provide on-the-job training to employees and thus do not require job applicants to have substantial
related work experience In such situations, entry-level classes function as "trainee" classes, and as
experience is obtained, employees perform their duties with less immediate supervision
• For the City of Palm Desert - several entry-level classes have been identified. It appears that workers hired
at this level can be flexibly promoted to the journey -level class when fully qualified. Most have the Roman
Numeral "I" after the descriptive portion of the class title (e g , Management Specialist I, Office Specialist
1, Building Inspector I, etc.). For others, "Assistant" is an alternative title (e.g., Assistant Planner, Assistant
Engineer)
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• Journey -Level — may be the second working -level class in a multi -level class series but always describes the
class where incumbents are fully trained to perform the majority of non -specialized, non -leadership class
series work. They may also assist in training and providing direction to others, particularly those at the entry-
level
• For the City of Palm Desert - most journey -level classes are the second level in a series They are identified
by the Roman Numeral "II" after the descriptive portion of the class title (e.g., Management Specialist 11,
Office Specialist II, Building Inspector I!) Others may use "Associate" in the title (e g , Associate Planner,
Associate Engineer) Finally, many of the City's journey -level classes are not part of a series, and therefore
they have a broadly descriptive title (e g , "clerk," "planner," "director," "inspector," etc )
• Advanced Level — this is typically the level in a series that follows the journey level Positions at this level have
advanced or "specialized" assignments that are not given to all positions in the series. Examples of
advanced/specialized roles include serving as a lead worker over subordinate staff or coordinating a program.
In any case, "advanced" designation is only appropriate if the duties are above the journey -level and position
allocations are limited. For that reason, not all class series have an advanced level class
• For the City of Palm Desert - several advanced -level classes are identified by word senior in the title (e.g.,
Senior Financial Analyst, Senior Management Analyst, Senior Planner, Senior Project Manager, Senior
Engineer, Senior Maintenance Worker). CPS HR would also typically use the title of "specialist" for
positions at the advanced level, but the City appears to have used that titling term more broadly
• Technician — is sometimes used by organizations to identify skilled trade classes or those with a technology
emphasis However, the term "technician" also describes sub -professional administrative classes where
incumbents must regularly interpret and apply specialized laws, regulations and/or policies to make difficult
decisions.
• For the City of Palm Desert - several classification specifications include the word technician in the title
While most describe work that appears to be "technical" in nature, CPS HR sees some potential to improve
consistency in this area.
• Coordinator— is also a broad term that is occasionally used when "coordination" of a program of function is
the preponderant assignment of the class. While it is not necessarily a leveling term, it would generally be
appropriate for a class above the journey level
• For the City of Palm Desert - a class titled Project Coordinator is on the salary schedule Still, no positions
are allocated in 2021, and no classification specification was provided to CPS HR
• Analyst — is a title used only for professional -level classes where the preponderant duties involve breaking
down a complex problem into various components; conducting research to understand how the components
interact with and impact each other and how each component affects the problem; using the information
gained to develop a recommendation on how to solve the problem, and preparing a comprehensive report
that describes the proposed solution to the problem and explains how that conclusion was reached Analyst
classes typically require applicants to possess education equivalent to at least a bachelor's degree.
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• For the City of Palm Desert - "analyst" class titles include Senior Financial Analyst Management Analyst,
and Senior Management Analyst, but other classification specifications describe analytical work to varying
degrees.
• Supervisor— is used for positions where the preponderant responsibility is to supervise subordinate positions.
Supervisors may also perform day-to-day work similar to their subordinates in type but usually are responsible
for the more difficult or sensitive work in addition to their supervisory duties. Supervisory criteria can vary
between organizations, but most supervisory classes are defined by their supervision over "regular (full-time)
employees. In most public agencies, regular employees have statutory employment rights and personnel
actions imposed on them, such as hiring/firing, corrective action, and performance evaluations They must
comply with legal, contractual, and/or policy guidelines. Furthermore, several State and federal laws define
supervisors as being legally responsible for their employment -related actions. Thus, true supervision is a
distinct, complex, and highly responsible duty.
Within a class series, a supervisory -level level class may be needed for a position that supervises subordinate
positions in the same series. For example a professional -level "Accountant Supervisor" could supervise the
work of other professional Accountants However, an Accountant could supervise clerical and technical
without being classified as an "Accountant Supervisor "
It is also important to distinguish between "true" supervision and lead work Incumbents that assign, direct,
and monitor the work of subordinate staff but do not have substantial control over subordinates' employment
through personnel actions like hiring/firing, corrective action, and performance evaluations are not
"supervisors." Instead, such positions may be most appropriately classified to a lead worker class.
• For the City of Palm Desert - "supervisor" class titles include Code Compliance Supervisor, Permit Center
Supervisor, Landscape Supervisor, and Streets Maintenance Supervisor, though several other classes also
describe supervisory duties.
• Manager — is a title and leveling term that is limited to positions with complex and strategic duties and
responsibilities that typically focus on planning, organizing, directing, staffing, and controlling their assigned
programs and/or functions Managers who oversee operational divisions or units typically supervise staff
through subordinate supervisors However, a program -focused manager may not have significant supervisory
duties but instead has broad, comprehensive responsibility for overseeing one or more major programmatic
functions within the organization.
It is common for an organization to have several management layers, depending on the size and structure.
• For the City of Palm Desert — the title of "manager" is used for positions that oversee a large unit or
program, the title of "director" is reserved for department or division heads, and the title of "assistant
director" or "deputy director" is used for assistant department/division heads.
Flexible Allocation
Flexible allocation is an administrative and budgeting tool that assists organizations in planning for work that can
be assigned at more than one class level. In a flexibly allocated position, an employee may be hired at an initial
level (e g , the entry or first working level) and then be promoted to the next level without a competitive process
when the qualifications for the next level are met.
CPS HRCONSULTING
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
Flexible allocation is beneficial when an organization is willing to initially hire an employee with limited
qualifications, provide the training needed for the employee to learn and eventually perform the full scope of
journey -level duties, and then promote the employee to the next level when qualified without requiring a visible
competitive process (no vacancy is necessary). Instead, the employee's demonstrated performance of the higher -
level duties functions as the "test" by which promotion is justified By flexibly allocating the position, the
organization benefits from bringing new employees into the organization at a lower (and less costly) level while
allowing the organization to appropriately classify their positions if/when the duties change without going through
a cumbersome recruitment or classification process. Thus, it is useful for both recruitment and retention
Since promoting from one level to the next higher level in a flexibly allocated position may be viewed as a
promotion without an official, merit -based test, the manager/supervisor should provide written measurement of
the employee's performance with attention to timeliness, accuracy, and detail The employee's performance
should be at a level that demonstrates that a promotion is warranted. Criteria for advancement should be based
on an established policy decision before implementing flexible allocation and should be sufficiently understood
that it can be articulated to all staff. Where flexibly allocated positions exist in multiple divisions, consistent
development, and application of promotional criteria are essential
Career Ladders
While flexible staffing addresses the natural progression of work that is expected in many jobs, career ladders can
be a tool to help identify opportunities for employees to progress to a higher level of job responsibility Career
ladders can take many forms Still, their essential purpose is to show the relationships between the various jobs
within an organization Simple charts or diagrams may provide a visual description of the classes within a job
family More detailed matrices can also be developed to show employees' specific qualifications and
requirements to transfer or promote to such classes.
The problem with the term "career ladder" is that it is often misunderstood as a synonym for "more job class
levels " In other words, it is presumed that the purpose of career ladders is to create promotional opportunities
by adding more classes/levels to a job family when the addition of classes should only be based on whether the
organization has a genuine business need for additional levels of work Furthermore, classification plans should
be designed to meet organizational business needs, not simply to retain employees, and while an organization
may choose to encourage internal promotion by establishing qualification patterns that give "credit" for internal
experience, employees who are interested in promoting to a higher -paying job should also be willing to develop
their ability to perform that job successfully
The degree to which an employer chooses to encourage employee development typically has the most significant
impact on employee professional growth Suppose the organization considers it preferable to retain employees
rather than bring in new people who have gained experience elsewhere. In that case, things like employer -paid
training, tuition reimbursement, and educational incentives can provide proactive and effective ways of
encouraging employees to improve their education and skills
There are also several ways that a classification plan can be designed to support such growth First, the employer
can identify job families and class series' so that employees can see which classes are "related" to each other.
Second, the employer can establish clear and well -written class descriptions, which helps employees recognize
the differences between classes and identify the work performed at the different series levels. Third, employers
CPS HRCONSULTING
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
can allow experience in a lower -level class to substitute for some of the requirements of the higher -level class
For example, the employer may allow the additional experience to substitute for the required education. Finally,
employers can incorporate "flexible" language into their classification specifications, allowing the option of
evaluating each applicant's qualifications on a case -by -case basis. A statement allowing "any combination of
education and/or experience that provides the required knowledge and abilities" to be qualifying gives the
employer the ability to make exceptions.
CPS HR notes that many of the above -described mechanisms are already in place at the City of Palm Desert.
CPS HRCONSULTING
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
Appendix B: Employee Session Poll Results
CPS HR aCONSULTING Page 129
City of Palm Desert
Classification and Compensation Systems Evaluation Report
QUESTION #1 - DOES YOUR CURRENT CLASS TITLE
ACCURATELY DESCRIBE YOUR JOB?
0
i1
YES NO UNSURE TOTAL
QUESTION #2 - DOES YOUR CURRENT CLASS
DESCRIPTION ACCURATELY DESCRIBE YOUR JOB?
0
.4
N
N
YES NO UNSURE TOTAL
CPS HR CONSULTING Page 130
City of Palm Desert
Classification and Compensation Systems Evaluation Report
QUESTION #3 - WHAT IMPACT DOES YOUR CLASS
TITLE AND/OR JOB DESCRIPTION HAVE ON YOUR JOB
SATISFACTION WITH THE CITY OF PALM DESERT?
m
NEGATIVE POSITIVE NO IMPACT 7C7AL
QUESTION #4 - DOES THE CURRENT PAY RANGE FOR
YOUR JOB PROVIDE YOU WITH OPPORTUNITIES FOR
CAREER GROWTH, TRANSFER, AND PROMOTION?
YES NO UNSURE TOTAL
s
CPS HR 'CONSULTING Page 131
City of Palm Desert
Classification and Compensation Systems Evaluation Report
QUESTION #5 - DOES THE CURRENT PAY STRUCTURE
ACCURATELY REPRESENT YOUR JOB'S VALUE WITHIN
THE ORGANZATION?
tO
0
ti
0
YES NO UNSURE TOTAL
QUESTION #6 - WHAT IMPACT DOES THE CURRENT
PAY STRUCTURE HAVE ON OUR JOB SATISFACTION
WTH THE CITY OF PALM DESERT?
N
LA
N
ti
NEGATIVE POSITIVE NO IMPACT TOTAL
CPS HR CONSULTING Page 132
City of Palm Desert
Classification and Compensation Systems Evaluation Report
Appendix C: Current Classification Structure List
CPS HR CONSULTING Page 133
Classification
City of Palm Desert
and Compensation Systems Evaluation Report
Current Class Title*
Job Family
Series
Primary Type
of Work
Job Class Level Comments
(Descending Order)
City Manager
Assistant City
Manager
Information
Systems Manager
Information
Systems
Administrator
GIS Administrator
City Clerk
Deputy City Clerk
HR Manager
City Executive
Management
City Executive
Management
Information
Technology
Information
Technology
Information
Technology
City Clerk
City Clerk
Human
Resources
City Executive
Management
City Executive
Management
Professional
Information
Systems
Professional
Information
Systems
Professional
Information
Systems
NA
NA
<No class spec
provided>
Professional
Professional
Professional
Professional
Professional
Professional
Technical
<No class spec
provided>
Top executive
Assistant top executive
Director
Journey
Journey
Director
Advanced/Specialized
<No class spec
provided>
Contracted -Not in
2018 study
Created new in 2018
study
On salary schedule
but not allocated in
2021
Allocated for 2021
but not on salary
schedule
Director of
Finance/City
Treasurer
Deputy Director of
Finance
Deputy City
Treasurer
Senior Financial
Analyst
Accountant
Accounting
Specialist
Accounting
Technician
Accounting
Manager
Finance Manager
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
NA
NA
NA
NA
NA
NA
NA
<No class spec
provided>
<No class spec
provided>
Professional
Professional
Professional
Professional
Professional
Technical
Clerical
Director
Manager
Manager
In 2018 study title
was Assistant Finance
Director
Advanced/Specialized Reclassified to
Accounting
Manager"
Journey
Journey
Journey
<No class spec <No class spec
provided> provided>
<No class spec <No class spec
provided> provided>
On salary schedule
but not allocated in
2021
On salary schedule
but not allocated in
2021
CPS HRCONSULTING
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
Current Class Title*
Job Family
Series
Primary Type Job Class Level
of Work (Descending Order)
Comments
Director of
Administrative
Services
Risk Manager
Senior
Management
Analyst
Management
Analyst
Records
Coordinator
Executive Assistant
Management
Specialist II
Management
Specialist I
Office Specialist II
Office Specialist I
Director of
Economic
Development
Public Affairs
Manager
Administrative
Administrative
Administrative
Administrative
Administrative
Administrative
Administrative
Administrative
Administrative
Administrative
Economic
Development
Public Affairs
NA
NA
Management
Analyst
Management
Analyst
<No class spec
provided>
NA
Management
Specialist
Management
Specialist
Office Specialist
Office Specialist
NA
<No class spec
provided>
Senior
management
Management
Professional
Professional
<No class spec
provided>
Technical
Technical
Technical
Clerical
Clerical
Professional
Director
Manager (program)
Advanced/Specialized
Journey
<No class spec
provided>
Advanced/Specialized
Journey
Entry
Journey
Entry
Director
<No class spec <No class spec
provided> provided>
Not in 2018 study
Director of
Development
Services
Deputy Director of
Development
Services
Pnnapal Planner
Transportation
Planner
Senior Planner
Associate Planner
Development
Services
Development
Services
Development
Services
Development
Services
Development
Services
Development
Services
NA
NA
Professional
Planning
Professional
Planning
<No class spec
provided>
Professional
Planning
Professional
Professional
Professional
Professional
Executive
Director
Supervisor
In 2018 study, title
was Dir of
Community
Development
Not in 2018 study
Advanced/Specialized Not in 2018 study,
was this
Transportation
Engineer?
<No class spec <No class spec On salary schedule
provided> provided> but not allocated in
2021
Professional
Journey
CPS HRCONSULTING
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
Current Class Title*
Job Family
Series
Primary Type Job Class Level
of Work (Descending Order)
Comments
Assistant Planner
Building Official
Supervising Plans
Examiner
Plans Examiner
Building Inspector II
Building Inspector, I
Code Compliance
Supervisor
Code Compliance
Officer II
Code Compliance
Officer I
Permit Center
Supervisor
Permit Specialist II
Permit Specialist I
Director of Public
Works
Deputy Director of
Public Works
Environmental
Programs &
Support Svcs Mgr
Senior Project
Manager
Project Manager
Project Coordinator
Development
Services
Budding Services
Building Services
Building Services
Building Services
Building Services
Code
Compliance
Code
Compliance
Code
Compliance
Permit Services
Permit Services
Permit Services
Public Works
Professional
Public Works
Professional
Public Works
Professional
Public Works
Professional
Public Works
Professional
Public Works
Professional
Professional
Planning
<No class spec
provided>
Plans Examiner
Plans Examiner
Building
Inspector
Building
Inspector
Code
Compliance
Code
Compliance
Code
Compliance
Permit Specialist
Permit Specialist
Permit Specialist
NA
NA
NA
Project
Management
Project
Management
<No class spec
provided>
Professional
Entry
<No class spec <No class spec
provided> provided>
Technical
Technical
Technical
Technical
Technical
Technical
Technical
Technical
Technical
Technical
Supervisor
Journey
Journey
Entry
Supervisor
Journey
Entry
Supervisor
Journey
Entry
Professional Executive
Professional
Professional
Professional
Professional
Manager
Manager (program)
Advanced/Specialized
Journey
<No class spec <No class spec
provided> provided>
Outside Service? On
salary schedule but
not allocated 2021
Not in 2018 study
Not in 2018 study
Not in 2018 study
Not in 2018 study,
replaced
Maintenance Svcs
Manager
Not in 2018 study
On salary schedule
but not allocated in
2021
On salary schedule
but not allocated in
2021
CPS HRCONSULTING
Page I 36
City of Palm Desert
Classification and Compensation Systems Evaluation Report
Current Class Title*
Job Family
Series
Primary Type
of Work
Job Class Level
(Descending Order)
Comments
City Engineer
Senior Engineer
Senior
Engineer/City
Surveyor
Transportation
Engineer
Associate Engineer
Assistant Engineer
Land Development
Technician
Engineering
Assistant
Public Works
Inspector II
Public Works
Inspector I
Maintenance
Services Manager
Landscape
Supervisor
Horticulturist
Landscape
Specialist
Facilities Manager
Streets
Maintenance
Supervisor
Senior
Maintenance
Worker
Engineering
Engineering
Engineering
Engineering
Engineering
Engineering
Engineering
Engineering
NA
Professional
Engineering
Professional
Engineering
Professional
Engineering
Professional
Engineering
Professional
Engineering
Professional
Engineering
NA
Professional
Professional
On salary schedule
but not allocated in
2021
Advanced/Specialized On salary schedule
but not allocated in
2021
Director
Professional Advanced/Specialized On salary schedule
but not allocated in
2021
Professional Advanced/Specialized On salary schedule
but not allocated in
2021
Professional Journey On salary schedule
but not allocated in
2021
Professional Entry
Professional Entry
Technical Journey
Public Works Public Works Technical
Inspection Inspector
Public Works Public Works Technical
Inspection Inspector
Maintenance NA Technical
Maintenance Landscaping Technical
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Landscaping Technical
Landscaping Technical
Maintenance
Maintenance
Maintenance
Technical
Technical
Manual
Journey
Entry
Manager
Supervisor
Advanced/Specialized
Journey
Supervisor
Supervisor
Advanced/Specialized
On salary schedule
but not allocated in
2021
Not in 2018 study
On salary schedule
but not allocated in
2021
Not in 2018 study
On salary schedule
but not allocated in
2021
CPS HRCONSULTING
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City of Palm Desert
Classification and Compensation Systems Evaluation Report
Current Class Title* Job Family Series Primary Type Job Class Level
of Work (Descending Order)
Comments
Maintenance
Worker III
Maintenance
Worker II
Maintenance
Worker I
Traffic Signal
Specialist
Traffic Signal
Technician II
Traffic Signal
Technician I
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Maintenance
Traffic Signal
Technician
Traffic Signal
Technician
Traffic Signal
Technician
Manual
Manual
Manual
Technical
Technical
Technical
Specialized
Journey
Entry
Advanced/Specialized
Journey
Entry
`This column includes all the titles listed in the "Salary Grade/Step Table" and the "Allocated Position List" that the City provided to CPS HR, some
classification titles ore not currently allocated or are not on the solory schedule
CPS HRCONSULTING
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[This page has intentionally been left blank.]
CPS HR CONSULTING
PROPOSAL
City of Palm Desert
City-wide Classification and Base Salary
Study
Originally Submitted: August 9, 2021
Updated: August 13, 2021
SUBMITTED BY:
VICKI QUINTERO BRASHEAR
Director of Products and Services
CPS HR Consulting
2450 Del Paso Road, Suite 220
Sacramento. CA 95834
P•916-471-3481
vbrashear@cpshr.us
Tax ID 68-0067209
www cpshr us
fl
Your Path to Performance
CPS HR CONSULTING
Table of Contents
Work Plan 3
Our Understanding of the Scope of Work 3
Classification Study Work Plan 3
Base Salary Study Work Plan 9
Project Team 14
Project Manager and Role 14
Account Manager and Role 14
Consultants and Roles. .. 14
Key Personnel Resumes 15
Qualifications/Experience 20
Distinguishing Characteristics 20
Client Listing . . . . . . . . . . . . . . ..
Proposed Fee Schedule 23
Time and Materials Fee 23
Pricing Assumptions 23
Billing Terms 24
Pricing Philosophy 24
Pageli
CPS HR _SCONSULTING
August 13, 2021
Lori Carney
City of Palm Desert
73-510 Fred Waring Dr
Palm Desert, CA 92260
Subject: Classification and Compensation Study
Dear Ms. Carney,
CPS HR Consulting (CPS HR) is pleased to submit this updated proposal to the City of Palm Desert
(City) to provide consulting services. This proposal is designed to specifically address needed
areas of study/change based on our recent findings stemming from a review of the City's
classification and compensation systems.
With a rich history of assisting government agencies with their compensation studies, we at CPS
HR are confident that we can provide expert solutions to meet the City of Palm Desert's
requirements and objectives
CONTACT INFORMATION
Proposed Account Manager,
Southern California
Proposal Contact; Contract
Authorized Representative
Kelly Gonzales, Client Liaison/Principal HR Consultant
(916) 471-3390; kgonzales@cpshr.us
Vicki Quintero Brashear, Director of Products and Services
(916) 471-3481• vbrashear@cpshr us
Thank you for this opportunity, we very much look forward to continuing our partnership with the
City of Palm Desert. Should you have any questions, please do not hesitate to contact me or Kelly
Gonzales at the information above.
Sincerely,
j1e2
Vitt —
Vicki Quintero Brashear
Director of Products and Services
CPS HR Consulting
2450 Del Paso Road. Suite 220. Sacramento. CA 95834 VNN,.cpshr.us
Pi
Proposal to the City of Palm Desert
Classification and Compensation Consulting Services
Work Plan
Our Understanding of the Scope of Work
CPS HR understands that the City of Palm Desert, California is seeking a consulting firm to conduct a
City-wide classification and compensation study with the following parameters:
• Classification study
• Up to 80 classifications and up to 117 incumbents
• One orientation for incumbents and one for Department Heads/Managers/
Supervisors
• Online position description questionnaire with supervisor review process
• Incumbent/supervisor interviews
• Update of all existing classification specifications and creation of up to 5 new
classification specifications
• Update of classification structure
• Compensation study:
• Base salary collection and analysis
• Up to 48 benchmark classifications (recommended)
• Labor market pool of up to 10 agencies (CPS HR will research and provide
recommendations for list)
• Internal equity study at the classification level
• Salary recommendations for all (80) classifications
• Update of compensation structure/salary schedule
• Provision of implementation considerations (exact cost to be determined by City)
Following is our methodology and proposed work plan.
Classification Study Work Plan
Task 1.1— Receive and Review Background Materials. Upon contract execution, CPS HR will gather
any updated background information since we recently obtained much of this information for the
recently -completed project to review the City's classification and compensation structures.
• Organizational Charts
• Classification Specifications (MS Word preferred)
• Relevant Policies and Procedures
• Memorandum of Understanding
• Past Classification and Compensation Studies
CPS HR CONSULTING
Page 13
Proposal to the City of Palm Desert
Classification and Compensation Consulting Services
• City's Mission, Vision, and Values statements
Task 1.2 — Initial Project Meeting. The CPS HR Project Manager will meet with the City's Internal
Project Manager, HR Staff, and designated key stakeholders to initiate the project by confirming study
goals, objectives, tasks to be performed, and methodologies. During this meeting, CPS HR and the
City will also discuss and agree upon a communication plan for this study, since open and consistent
communication is a key element in project acceptance and success
Task 1.3 — Develop Job Evaluation Tool. CPS HR will develop an online tool to ensure valid
information is gathered, analyzed, and documented consistently from incumbents regarding their
current classifications. This activity includes finalizing a Position Description Questionnaire (PDQ) for
approval by the City, and distribution of the PDQ to study participants. Each PDQ is designed to
capture specific information, and to be used in studies with multiple analytical goals such as position
allocation and classification specification development/revisions CPS HR will work with management
to design a PDQ that meets the City's specific study needs
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• For purposes of creating a cost-effective response, our pricing assumes the City will utilize
CPS HR's PDQ with minor (2-3) edits Additional hours spent on the task will be contracted
separately.
• The PDQ will be provided in English in an online survey format. All surveys will be completed
online. We are open to discussing alternatives to online completion should the City desire to
accommodate any classifications who do not have web access during the conduct of their job
duties Depending on the alternative chosen, an amendment to the contract for additional
funding may be necessary.
Task 1.4 — Conduct Orientation Sessions. The CPS HR Project Manager will draft an e-mail to all
employees included in the study and invite them to attend a study orientation session. The purpose
of the orientation session is to (i) communicate study goals, methodology, and processes; (ii) provide
the PDQ and explain to employees how the document should be completed, (iii) explain the role of
employees, supervisors, and managers in the study, (iv) describe the importance of each person's
participation, and (v) respond to employee questions regarding the study process
These tasks and processes are critical in gaming employee understanding, trust, and acceptance of
the study. Where possible, we encourage human resources staff to attend the meeting(s) to
familiarize themselves with employee questions and the responses to those questions.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• For purposes of this scope of work, we have planned for two (2) virtual, one -hour
orientation sessions to be conducted online, both of which can be recorded by CPS HR
(or by the City) and provided for viewing by individuals who are not able to attend the
scheduled sessions.
CPS HR CONSULTING
Page 4
Proposal to the City of Palm Desert
Classification and Compensation Consulting Services
Task 1.5 — PDQ Completion. All study employees will have the opportunity to provide information
about the duties and responsibilities noted in the job specification, duties not covered in the job
specification, and minimum qualifications Each incumbent's supervisor will then review the
collected data to ensure that the incumbent has accurately and sufficiently captured all pertinent
information on job context and work output. CPS HR typically allows two (2) weeks for PDQ
completion and submission and two (2) weeks for supervisor review and commentary.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• All surveys must be completed online, including supervisor and manager comments/approval
As previously stated, we are open to discussion with the City regarding alternatives to online
submittals for subsets of the study participants, and please note that this may require an
increase to the contract amount.
• Links to surveys will be sent via e-mail by CPS HR A complete roster, including employee
name and e-mail address (among other data points), will be uploaded to the shared online
site by City staff using a Microsoft Excel template provided by CPS HR.
• Responsiveness of study participants is critical to maintaining the agreed timeline. An
amended timeline will be provided by the CPS HR Project Manager if the online PDQ
completion date is pushed out Any contract amendment needed due to timeline shift will
be discussed with the City at the appropriate point.
• The supervisor review process includes one (1) level of supervisory review and will be
conducted online.
Task 1.6 — Receive and Review PDQs/Prepare for Job Evaluation Interviews. The CPS HR Project
Team will thoroughly review each completed PDQ' to obtain an understanding of the duties and
responsibilities assigned to the position. Job evaluation interview questions for selected study
employees will be developed based upon the results of the documentation review. CPS HR Project
Team members will develop an interview schedule for selected incumbents and will coordinate the
schedule with the Agency's designated staff member
Client Responsibilities and/or Pricing Assumptions Associated with Task:
For purposes of creating a cost-effective response, our pricing assumes that-
• up to 80%0 of incumbents will provide completed PDQs. Therefore, project staff will review
up to 94 returned PDQs
• project staff will create interview questions for up to 60%0 of the respondents (or 57
incumbents)
• up to 20 supervisor interviews will be conducted
' For single position classifications lacking a completed PDQ CPS HR will provide an opportunity for the
appropriate supervisor to provide commentary on that position's duties and scope
CPS HR CONSULTING
Page 1 5
Proposal to the City of Palm Desert
Classification and Compensation Consulting Services
• CPS HR Project Team members will develop an interview schedule in coordination with the
City CPS HR will set up an online scheduling system for incumbents to view the schedule and
sign up for his/her preferred time slot At the agreed -upon deadline, incumbents may not
change the final selected time slot.
Task 1.7 — Conduct Job Evaluation Interviews, Focus Groups, follow up Supervisor/Manager
Interviews. In addition to the PDQs, job evaluation interviews will be conducted with selected
incumbents to ensure the CPS HR Project Team has a complete understanding of the duties and
responsibilities assigned to the position Incumbents to be interviewed, or invited to participate in a
focus group, is determined during the PDQ review process Additionally, interviews with supervisors
or managers may also be held to further clarify information documented on their subordinate
employees' PDQs For planning purposes, each interview session may take up to sixty (60) minutes
via video or telephone conference. For purposes of this costing, reschedules for missed interviews
have not been estimated.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• CPS HR reserves the right to identify the interviewees
• Interviews will take place over sequential business days and will take place between the hours
of 8:00 am and 5:00 pm Local Time via telephone or video conference
• If requested, we can supply a contract amendment to accommodate a reschedule process or
add additional interviewees.
Task 1.8 —Analyze Classification Data. The CPS HR Project Team will analyze all information collected
from the incumbents and their supervisor/manager, and any job evaluation interviews to identify the
job level, scope, typical duties, requisite knowledge, skills, abilities, and other job -related
characteristics of each position. This analysis will be used to develop recommendations regarding
classification concepts and a classification structure that aligns with current business needs.
Classification concepts serve as the foundation for a classification plan by identifying the nature and
level of jobs, with clear definitions of the differences between them Classification concepts will also
provide the framework for the consolidation of existing classifications, the elimination of
classifications and/or the creation of new classifications where appropriate, and the revision and
development of classification specifications to ensure they properly identify scope and level of
authority relative to other classifications and to ensure that there is consistent titling within the
classification plan
Classification concepts include:
• Definition of classification levels, such as entry, journey, advanced journey, and supervisory
• Definition of nature of work such as clerical, technical, professional, supervisory, and
management
• Titling protocols and standards within the classification structure
• Flexible staffing, where applicable
CPS HR `CONSULTING
Page 16
Proposal to the City of Palm Desert
Classification and Compensation Consulting Services
• The use and application of common classification allocation factors such as decision -making,
scope and complexity, contact with others, supervision received and exercised, and
knowledge, skills, and abilities
Upon completion of the classification analysis, CPS HR will deliver:
• Classification Structure — Development of a recommended classification structure for the City,
with a crosswalk of any changes from the current structure
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• CPS HR will provide a classification specification template via the shared online site if the City
does not already have one that must be utilized.
Task 1.9 — Prepare, Submit, and Present Draft Classification Report. The CPS HR Project Team will
prepare a draft classification report which will include the methodology, findings, and recommended
changes to the classification structure CPS HR will present the draft report to the City's Internal
Project Manager and designated stakeholders.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• Costs assume one meeting, for up to two hours, with primary City Project Manager/HR staff
to discuss the Draft Classification Report, including the Draft Classification Structure.
• As the City conducts its review of the Draft Report and Draft Structure, client comments and
questions will be captured in a single document provided on the online shared drive.
Task 1.10 — Revise Classification Specifications. Once the City has approved the classification study
findings, the classification specifications will be revised accordingly The format for classification
specification revisions will be submitted to the City for approval. Our methodology for this task will
result m•
• Accurately identifying the specific essential duties and responsibilities; required knowledge,
skills, and abilities; minimum education and experience requirements; and minimum special
qualifications for each position in the study.
■ Reviewing, revising, editing, and developing written classification specifications for each
study classification that clearly specify and describe a general statement of duties; any
distinguishing features of the class; essential duties, knowledge, skills, and abilities;
acceptable minimum education and experience, and required special training and
certifications.
CPS HR will provide the revised classification specification to the City's Internal Project Manager for
review and feedback. Upon finalization of the classification specifications, CPS HR will proceed with
preparing the Final Classification Report
Client Responsibilities and/or Pricing Assumptions Associated with Task:
■ Classification specifications will be uploaded to the shared online site. Documents will be
marked "Draft" and provided in Microsoft Word with several views — "with mark-up" and
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Proposal to the City of Palm Desert
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"without mark-up." This will allow the City to easily view tracked changes. Edits and
comments made by both parties will be captured in these online shared documents CPS HR
will post finalized versions of classification specifications in both Microsoft Word and Adobe
PDF marked "Final."
• As the City conducts its review of the Draft Classification Specifications, client comments and
questions will be captured in a single document (or in the Class Spec itself using the
"Comments" or "Track Changes" functions) provided on the online shared drive.
Task 1.11 — Prepare, Submit, and Present Final Classification Report. CPS HR will prepare a final
classification report upon receiving feedback from the City. CPS HR will discuss and finalize the final
report with the Internal Project Manager and designated stakeholders
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• Costs assume one meeting for up to 1.5 hours, with pnmary City stakeholders to present the
Final Classification Report
We have also budgeted time to present findings/recommendations to employees in
one (1), 2-hour meeting and to City Council one (1), 2-hour meeting, if so requested
by the City
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Base Salary Study Work Plan
The compensation work plan outlined in this section is intended to define all tasks within a base
salary study from labor market selection to final report.
Task 2.1 — Receive and Review Background Materials. Upon contract execution, CPS HR will
request background information from the City to ensure the CPS HR Project Manager is prepared
for the initial meeting
Task 2.2 — Initial Project Meeting/Labor Market Agency and Benchmark Selection. The CPS HR
Project Manager will meet with the City's Internal Project Manager, and designated key
stakeholders to discuss the City's compensation philosophy, study methodologies, deliverables,
timelines, communication, and data collection methods.
Additionally, the CPS HR Project Manager will be available to conduct a workshop with key
stakeholders to discuss the following elements of compensation policy if desired.
IN Selection of relevant labor market agencies and benchmark classifications
• Labor market position (i e , median, mean, or other percentiles)
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• It is assumed that no more than 48 benchmark classifications will be identified by the client
• It is assumed that no more than 10 labor market agencies will be selected for comparison by
the City CPS HR understand that the City underwent a thorough process in 2018 in which
appropriate labor market agencies were identified. CPS HR will utilize the previously identified
labor market agencies, and research any additional suggestions to consider as additions or
replacements to exiting labor market agencies. Should any additional labor market agencies
need to be added at any point in the project (t e, for classifications for which sufficient
matches cannot be made in the original labor market pool), an additional fee and scope will
be provided in writing to the City for approval for contract amendment.
Task 2.3 — Design, Develop and Distribute the Survey Instrument. The CPS HR Project Team will
develop a comprehensive survey instrument to ensure the effective collection of compensation data
from each of the survey agencies The survey instrument will include a brief description of each of
the survey classifications with a request for the minimum and maximum monthly salary for each CPS
HR's survey instrument is designed to be completed electronically
Task 2.4 — Review, Analyze and Validate Labor Market Survey Data. To ensure the City receives the
most accurate data for its studies, CPS HR will not solely rely on the completed surveys received from
the labor market agencies without checking the validity of the submissions Thus, in conjunction with
the survey instrument received from each labor market agency, the CPS HR Project Team will review
any additional survey agency background materials such as copies of classification specifications,
organization charts, staffing information, and other useful materials to substantiate the accuracy of
the comparability of the matches. It is critical that the CPS HR Project Team review such documents
since titles alone can often be misleading and should not be relied upon Further, CPS HR is
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committed to attaining full participation from the labor market agencies, either through obtaining
each agency's agreement to complete the survey, and/or by CPS HR's completion of surveys as
needed Once CPS HR has completed their survey analysis tasks, the CPS HR Project Manager will
audit the final data as part of our quality review process.
To determine whether a match from a labor market agency is comparable to the City's benchmark,
CPS HR utilizes a whole job analysis methodology This commonly used methodology analyzes the
job as a whole, rather than by individual factors, by evaluating the core duties and responsibilities,
the nature and level of work performed, and the minimum qualifications to determine whether the
classification is comparable enough to be utilized as a match The methodology recognizes slight
differences in duties assigned to matches from other labor market agencies which do not impact the
type, nature, and level of work performed Matches should not be so broad that they include
classifications performing dissimilar work, or work done at a higher or lower level, but they also
should not be so narrow that they exclude matches doing comparable work, with slight differences
in work that do not change the level and nature of work.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
• Should any labor market agencies be non -responsive to requests for information, we will
provide the City with contact information and request that they use their professional
contacts to follow up on CPS HR's behalf We have found this approach to be beneficial.
• As previously stated, the City may add additional labor market agencies should any in the
initial selection be non -responsive or not provide sufficient matches at an additional cost
• Responsiveness of labor market agencies is absolutely critical to maintaining the agreed
timeline. An amended timeline will be provided by the CPS HR Project Manager if the data
collection period is pushed out.
Task 2.5 — Design and Develop Data Spreadsheets CPS HR will develop an individual data sheet
for each survey classification that presents the comparable classification used in each agency
with the relevant data associated with that classification, such as the salary range minimum and
maximum. The labor market data analyses will be conducted based upon the labor market
position affirmed within the City's compensation philosophy (e.g., median, mean, or other
percentile) Each comparable match for each survey classification is reported in the relevant
data sheet for full disclosure and review by others. We find this level of transparency in
matching provides for a better understanding and acceptance of study results.
Task 2.6 — Prepare Compensation Structure and Draft Salary Recommendations. Depending on the
data resulting from the market analysis, we will provide recommendations for the collapse of
the City's existing two salary schedules into a single schedule and the salary structure (set of
salary ranges, salary differentials, minimum and maximum percent spread, steps within ranges,
difference between each salary step, and/or alternative compensation plans) within which the
classes are allocated, based on the City's preferred compensation model. We will also develop
recommendations for pay grades and salary ranges for all classifications/pay grades.
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To establish salary levels for benchmark and non -benchmark classifications, we will apply the
following methodology to all City study classifications.
1. Conduct a comprehensive understanding of the City's approach to identify the benchmark
classifications to be used in the salary setting process.
2. Establish salary recommendations for these benchmark classifications by setting the salary
level based on the market data.
3. Conduct a comprehensive review of the City's current internal alignment differentials to
determine what their practices are, and if they should be adjusted.
4. Apply recommended internal differentials within job families to build the salary
recommendations for classifications which have significant relationships to each other
because they are in the same job series or family
5 Determine the remaining classifications that are not benchmark classifications, or classes that
minimal comparable data was available for, and are also not part of a job series or family
These classifications are then reviewed to determine which classifications are the subject
classifications currently internally aligned with and whether that relationship should be
changed Evaluation factors include the nature and level of work performed, as well as the
minimum qualifications
The salary recommendations for each study classification will display the following information:
(i) Classification title, (ii) Current monthly range maximum; (Hi) Recommended monthly range
maximum, and (iv) The percentage difference and/or dollar amount difference between the
current and recommended monthly range maximum and the steps within a range, if desired.
This information will provide the City with the percentage and dollar amount of any increase on
a classification -by -classification basis.
Task 2.7 — Prepare Draft Compensation Report. The CPS HR Project Team will develop a Draft
Compensation Report detailing the results of the labor market survey This draft report will comprise
the following
• Scope of the study
• Labor market agencies, including methodology utilized to identify recommended agencies
• Study benchmarks
• Labor market data analysis/methodologies
• Results of the base salary survey
• New compensation structure details with salary recommendations for all City classifications
The CPS HR Project Manager will meet with the City's Internal Project Manager and key stakeholders
to discuss the Draft Compensation Report.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
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• Costs assume one virtual meeting, for up to two hours, with the primary City Project
Manager/HR staff to discuss the Draft Compensation Report.
• As the City conducts its review of the Draft Report, client comments and questions will be
captured in a single document provided on the online shared drive
Task 2.8— Research and Resolve Issues/Prepare and Present the Final Compensation Report. Based
upon the City's review of the Draft Compensation Report, the CPS HR Project Team will follow up and
resolve any outstanding compensation issues. The final report will then be delivered to the City.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
■ Costs assume one meeting for up to 1 5-hours, with primary City stakeholders to present the
Final Compensation Report.
o We have also budgeted time to present findings/recommendations to employees in
one (1), 2-hour meeting and to City Council one (1), 2-hour meeting, if so requested
by the City.
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Timeline
An example timeline is presented here, and the CPS HR Internal Project Manager and the City will
discuss varying approaches to customize the timeline The timeline below is not exact as it represents
the general amount of time for each step without accounting for variables that would cause delay or
prolong task time Our project manager will create a mutually agreeable timeline after the client kick
off meeting. It is important for these types of projects to keep in mind holiday schedules, planned
breaks/closures, the City's' internal operational needs and workload fluctuations, board/council
dates, and other variables that may impact deadlines
Classification Study Example
from receipt of Fully Executed Contract
Week Number(s)
Receive and Review Background Materials
Initial Project Meeting, Develop Project Parameters
Develop PDQ tool; Conduct Incumbent Orientations
Incumbents Complete PDQs
Review Completed PDQs/Supervisor Review Process, Prepare for Job Evaluation
Interviews
Conduct Job Evaluation Interviews
Analyze Classification Data
Review Preliminary Findings with Client
Prepare, Submit, and Present Draft Classification Report
Client Review and Feedback Period
Revisions to Report/Update Classification Specifications
Client Review and Feedback Period; Finalize Specifications
Prepare, Submit, and Present Final Classification Report
Base Salary Study Example
upon completion of Classification Study
1 to 2
3
4 to 5
6 to 7
8 to 11
12 to 15
16to17
18
19 to 20
21 to 22
23 to 27
28 to 31
32 to 33
Week Number(s)
Review the City's Background Compensation Materials; Labor Market Agency and As classification
Benchmark Classification Research study nears its end
Initial Project Meeting, Develop Project Parameters; Labor Market Agency and
Benchmark Selection
Design, Develop, and Distribute Survey Instrument
Collect and Validate Labor Market Survey Data, Conduct Job Matching
Provide Client Preliminary Data/Matches, Client Review and Feedback Period
Design and Develop Data Spreadsheets, Prepare Draft Salary Recommendations
Client Review and Feedback Period of Draft Salary Recommendations
Prepare, Submit, and Present Draft Compensation Report
Client Review and Feedback Period of Draft Report
Research and Resolve Issues; Prepare, Submit, and Present Final Compensation Report;
Provide Implementation Scenarios
1 to 2
3 to 4
5 to 9
10to11
12 to 15
16 to 17
18 to 20
21
22 to 24
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Project Team
Project Manager and Role
We have selected Ms. Suzanne Ansari to serve as Project Manager and Point of Contact. The Project
Manager's role will be to work directly with the City's Internal Project Manager to (i) ensure the City's
study needs and goals and objectives are understood and accurately communicated to City
management, other key stakeholders, and the CPS HR Project Team, (ii) conduct client meetings; (iii)
be responsive to all client requests; (iv) manage the work of the Project Team; (v) meet timeline and
budget expectations, (vi) conduct quality control of deliverables, and (vii) meet/provide
information/present results to the City.
Account Manager and Role
Ms. Kelly Gonzales will serve as the local Account Manager for this project. Her role will be to
work directly under the CPS HR Project Manager and with the City's Internal Project Manager to
support all project goals and objectives. Ms. Gonzales has a broad range of experience in Human
Resources management, including recruitment, labor relations, program development and
implementation, training and development, organizational strategic planning, classification and
compensation analysis, performance management, risk management, and benefits
administration
Consultants and Roles
CPS HR has a uniquely qualified team of professionals to assist the City with its studies. Ms.
Ansari will be assisted by several consultants, including Ms. Sarah Jansen and Mr. lgorShegolev
We are committed to meeting the highest professional standards of quality. Each of the team
members has broad and deep experience in public sector classification and compensation
systems and analysis, possess advanced education and certifications such as SHRM, IPMA, etc.,
and are readily available to assist with this project. Other project team members maybe added
during the life of the project.
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Key Personnel Resumes
Suzanne Ansari, B.A., Project Manager
Ms Ansari's human resources experience includes recruiting, training, program development,
employee relations, benefits, safety and compliance. She has participated in several classification
and compensation studies and has prepared hundreds of job descriptions She also participates in
the research of salary and benefits surveys. Ms. Ansari is a member of the Society for Human
Resource Management (SHRM) and has published several articles for local Orange County based
newspapers.
Employment History
• Senior HR Consultant, CPS HR Consulting, California
• Coordinator, Community Resource Center of San Clemente
• Public Relations Manager, Blenheim Equisports
• Claims Manager; Executive Assistant, Human Resources Technician, James Hardie Building
Products
• Instructional Assistant -Special Education, Orange County Department of Education
Professional Experience
Senior HR Consultant CPS HR Consulting
• Performs a variety of complex, analytical and professional human resources consulting
functions in support of classification, compensation, job analysis and organizational studies
• Develops over a thousand job descriptions in accordance with applicable laws, codes, policies
and procedures including ADA
• Conducts multi -level salary, compensation systems evaluations and benefits surveys of
organizations including school districts, superior courts, county offices of education, cities,
tribal agencies, colleges, other governmental and non -governmental entities
• Participates in the research, analysis and assembly of a variety of technical information
including classification realignments, merit pay, equity adjustments, promotional increases
and salary decreases
• Develops and conducts informational seminars, trainings, orientations, study briefings and
presentations on behalf of the firm
Coordinator. Community Resource Center of San Clemente
• Planned, coordinated, and directed the day-to-day activities of an Orange County non-profit
community resource organization; trained and supervised the performance of assigned staff
• Developed and submitted grant applications and proposals for public and private funding
resources
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• Prepared press releases, newspaper articles, public service announcements
■ Conducted community trainings, classes, workshops and public meetings and served as
spokesperson for the organization
• Served on the Board of Directors for the CRCSC
Public Relations Manaeer. Blenheim Eauisoorts
• Designed corporate public relations and marketing plans; developed emergency
preparedness and evacuation procedures plans
■ Wrote multiple bids accepted by the United States Equestrian Federation awarding company
rights to host hold US World Cup equestrian qualifying events
• Responsible for design, content management and administration of company website,
managed company social media platforms
• Trained and supervised the performance of assigned staff
Claims Manager: Executive Assistant: HR Technician. James Hardie Building Products
■ Managed claims division for corporate building products warranty and product defect claims
nationwide
• Provided customer service support and conducted claims investigations throughout the US
■ Wrote technical verbiage for warranties and product brochures
• Successfully negotiated and settled over $300K building products claims
• Trained and supervised the performance of assigned staff
• Organized office activities, complex reports, public relations and flow of communications and
information for the President
• Coordinated national sales conferences and corporate events
• Responsible for the administration of employee benefits program
• Conducted employee safety and compliance trainings
Instructional Assistant-Soecial Education. Orange County Deoartment of Education
• Served as an Instructional Assistant reinforcing instruction to individual or small groups of
students with severe physical, behavioral and emotional special needs (kindergarten through
college); Assisted in the preparation of instructional materials and implementation of
Individual Education Plans (IEP)
Education
• BA, Speech Communication with minor in Education, University of Alaska (Cum Laude
Honors & Chancellor's List)
Professional Affiliations
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• Society for Human Resources Management Professional Member
• Business Networking International member
• Public Relations Society of America -Orange County member
Kelly Gonzales, M.A., Account Manager
Ms. Gonzales has a broad range of human resources partnering experience, including work in both
the private and public sector In her role, she assists Southern California agencies in overcoming their
challenges and capitalizing on their opportunities in order to deliver strategic HR solutions. Her
responsibilities include establishing sound client relationships, identifying client needs, proposing
innovative solutions and ensuring project success Her passion for human resources and commitment
to understanding the needs of the client fuel her dedication to promote HR excellence
As a previous Human Resources Manager for a full -service agency, Ms. Gonzales understands the
challenges agencies face when recruiting and retaining employees, specifically in the public safety
environment. She is skilled in conducting high level organizational and management studies,
including conferring with bargaining groups and presenting findings to City Council/Board members
Her duties have also included evaluating and implementing performance management, training and
development, and employee incentive programs
Employment History
■ Principal HR Consultant, CPS HR Consulting
• Human Resources Manager, City of Upland
• Human Resources Manager, Pacifica Services, Inc.
Education
• M.A., Leadership and Organizational Studies, Azusa Pacific University
• B S , Business Administration, University of La Verne
Professional Affiliations:
• Vice President Public Relations, Inland Empire Public Management Assoc., HR (IEPMA-HR)
■ International Public Management Association — Human Resources (IPMA-HR)
• National Public Employers Labor Relations Association (NPELRA)
• California Public Employers Labor Relations Association (CALPELRA)
• Public Agency Risk Management Association (PARMA)
• Professionals in Human Resources Association (PIHRA)
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Igor Shegolev, M.S., SPHR
Mr. Shegolev, SPHR is a Principal HR Consultant with CPS HR Consulting. He is a compensation
and human resources practitioner with extensive experience in managing HR activities and
teaching graduate business courses. For the last two decades, he has held executive jobs in
compensation and HR management in government and the healthcare industry. He has worked
with a broad spectrum of organizations providing advanced and effective solutions in
compensation management, total rewards, and employment analytics.
Employment History
• Technical Specialist, CPS HR Consulting
• Principal HR Consultant, CPS HR Consulting
■ Owner, HR Know Consulting
• Faculty Instructor, University of Phoenix
• Senior Director of Compensation, Carondelet Health Network (Ascension Health)
• Manager of Compensation, Northwest Health System
■ Compensation Analyst, Pima and Cochise County Government
Professional Experience
• Served as an independent consultant and expert advisor for various projects related
to compensation, classifications, employment databases, record keeping, total rewards,
executive compensation, policy development and benefits designs.
• Advised companies and government entities on retirement plan design, executive
compensation, development of incentive and variable pay structures, classification
structure, HRIS systems and databases Lead team of independent contractors.
• Taught graduate and undergraduate courses in human resources management,
economics, organizational behavior, business ethics and employment law
• Directed development and implementation of compensation and benefits strategies,
policies and practices of the Healthcare Network (three hospitals, surgery group and
physician group (4,200 employees).
■ Oversaw compensation, benefits and HRIS strategies, policies and practices of the 650-
bed nonprofit (3,500 employees) hospital.
■ Participated in development of organizational strategy and strategic initiatives as a
member of executive team
• Directed all activities in training, performance management, compensation and
classifications. Conducted market studies, researched trends in rewards and
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compensation Ran recurring reports, assigned pay rate to employees and conducted job
classification analysis.
Education and Certifications/Leadership
• M.S., Troy University, Troy, AL
• Member, WorldAtWork
■ Member, SHRM-GT
• Member, Arizona Total Rewards Association
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Qualifications/Experience
CPS HR has been providing classification and compensation services to state, federal, and local
governments along with special districts and non-profit organizations for more than 35 years.
We have performed many studies with agencies of similar size and scope as the City
Additionally, the references and project list we have included provide further clarity around the
type of classification and compensation projects with which we have worked. With these
examples, we have shown how we have collected data, performed analyses on said data, made
recommendations, and worked successfully with our partners/clients.
Distinguishing Characteristics
Depth of experience working in public agencies. CPS HR is a joint powers authority, and as such, our
charter mandates that we provide services exclusively to public agencies and non -profits CPS HR has
conducted hundreds of classification and compensation related studies for cities, counties, courts,
special districts, water and utilities, and higher education institutions
Automated Solution. CPS HR utilizes a proprietary system called Comp Calculator for the
management and analysis of compensation survey data. The Comp Calculator is a web -based
program that allows for the data entry of survey data on an agency by agency basis and then
generates a separate datasheet within Excel for each surveyed classification
Quality and tailored services. CPS HR delivers quality and tailored classification and compensation
services to better meet each client's unique study goals and objectives.
Our commitment to maintaining open communication. Our CPS HR Project Team will focus on
maintaining open communication with the City's HR staff to ensure that this project preserves its
focus and adheres to the timeline and budget
Our familiarity and extensive experience in Southern California. We have developed a thorough
familiarity with regional issues such as housing costs, transportation, demographics, employment
rates, and economic conditions from several consulting engagements throughout Southern
California These engagements include multiple classification and compensation studies for the cities
of Anaheim, Vista, Encinitas, Huntington Beach, and Thousand Oaks to just name a few, as well as the
counties of Orange, San Luis Obispo, Ventura; and special districts such as San Diego Association of
Governments, Superior Court of California -County of Orange, Mojave Water Agency, OCTA, OCFA,
and Ventura Regional Sanitation District. Possessing this in-depth experience with the region,
combined with our overall classification and compensation experience, strengthens our
understanding of the City's needs and what is required to meet your unique objectives.
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Client Listing
We have conducted hundreds of classification and compensation studies for municipal agencies. Due
to the significant number of projects, we provide a partial list of agencies for which we have provided
classification and compensation services below.
•
*CPS HR has provided multiple services to these agencies
Alameda Corridor East Construction Authority
Amador-Tuolumne Community Action Agency
American Canyon, City of*
Anaheim, City of*
Ashland, City of
Association of Bay Area Governments*
Austin Energy
Bell, City of*
Berkeley, City of*
Bernalillo, County of*
Brawley, City of
California Bureau of State Audits
California Dept of Corrections and Rehabilitation
California Department of Energy
California Department of Food and Agriculture
California Department of Human Resources
California Department of Real Estate
California Office of the Chief Information Officer
California Seismic Safety Commission
Cathedral City, City of
Clark, County of*
Contra Costa, County of
Eureka, City of
Glenn, County of*
Greater Los Angeles County Vector Control District
Housing Authority of Santa Clara
Imperial, County of
Monterey, County of*
Montgomery College, MD
Napa County Transportation & Planning Agency
Oakdale, City of
Orange, County of*
Petaluma, City of
Placer, County of*
Redding, City of (Electric Utility)
Regional Transportation Commission, NV
Rio Dell, City of*
Rocklin, City of*
Roseville, City of (Electric Utility Department)
Sacramento Municipal Utility District
Sacramento, County of*
Safety Center, Inc
San Diego County Water Authority
San Joaquin Regional Rail Commission
San Joaquin, County of*
San Luis Obispo, County of
Santa Cruz Metropolitan Transit District
Santa Cruz Regional Transportation Commission
Santa Cruz Unified School District
Sierra Nevada Conservancy
Stanislaus, County of*
State Bar of California
'Superior Court of California, Orange County
Temecula, City of
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'CPS HR has provided multi. - services to these agencies
Jurupa Community Services District
Los Angeles Co Employees Retirement Assoc *
Los Angeles Department of Water and Power
Madera, City of
Mojave Water Agency*
Monterey Peninsula Airport District
Ventura, County of*
Vista, City of*
Waxahachie, City of
Western Area Power Administration
Yosemite Community College*
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Proposed Fee Schedule
Time and Materials Fee
CPS HR has prepared the following time and materials fee based on the scope of work presented in
this proposal.
Project Description
Cost
Classification Study
Base Salary Study
Not -to -exceed contract amount
Pricing Assumptions
$94,051.25
$70,640.00
$164,691.25
General Scope
Materials Production CPS HR provides all documents electronically Hard copy printing of
documents for this engagement will be the responsibility of the City.
Travel Expenses
Travel expenses have not been budgeted as it is assumed that all project
activities will take place virtually and through the exchange of documents
through our online document sharing site
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Billing Terms
CPS HR will bill the project on a monthly basis for actual time expended at the billing rates below.
Hours may be switched between labor categories as long as the total contract amount is not
exceeded.
Labor Category
Estimated Hourly Cost
Total Rate
Hours
Project Manager 108 25 $125
Principal Consultant/Technical Specialist 100 00 $140
Senior Consultant/Senior Program Coordinator 968.00 $120
Administrative Technician 262.50 $80
TOTAL: 1,438.75
$13,531.25
$14,000.00
$116,160.00
$21,000.000
$164,691.25
NOTE: Unanticipated delays to the project timeline could result in a need for an addendum to the
contract related to contract end date, staff assignments, and/or pricing. Any addenda will be
discussed in a timely manner with the City.
Pricing Philosophy
CPS HR is flexible with the proposed work plan, alternate approaches may be discussed with the City
which may in turn change the proposed cost of the project. As described in this proposal, the
methods, approach, timelines, as well as the proposed fee, have been prepared as accurately as
possible based upon the services requested and study objectives described in the information
provided to CPS HR The proposed professional fees reflect the steps and time necessary to conduct
the study in a sound, thorough, and sustainable manner, including important input and review by the
City's Internal Project Manager and designated stakeholders to accomplish the study objectives If
changes or additional services are required, we will be happy to discuss changes to the project
activities, schedule, and/or fee proposal
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