HomeMy WebLinkAboutC36160 - Prep of a Comprehnsv Clssfctn-Cmpnstn Study CONTRACT NO. C36160
CITY OF PALM DESERT
DEPARTMENT OF ADMINISTRATIVE SERVICES
STAFF REPORT
REQUEST: APPROVAL OF AN AGREEMENT BETWEEN KOFF & ASSOCIATES AND
THE CITY OF PALM DESERT IN THE AMOUNT OF $131,975 FOR THE
PREPARATION OF A COMPREHENSIVE CLASSIFICATION AND
COMPENSATION STUDY.
SUBMITTED BY: Lori Carney, Director of Administrative Services
Stephen Y. Aryan, Risk Manager
DATE: May 25, 2017
CONTENTS: Professional Consultant Services Agreement
Recommendation
By minute motion,
1. Approve an agreement between Koff & Associates and the City of Palm Desert in
the amount of $131,975 for the preparation of a comprehensive classification and
compensation study, subject to non-substantive changes approved by the City
Attorney.
2. Authorize the Mayor to execute the agreement and the City Manager to take any
actions necessary to facilitate the actions taken herewith.
3. Appropriate $131,975 from the Unobligated General Fund to Account Number
1104154-4309000.
Committee Selection
A committee consisting of management and general employees evaluated six submitted
proposals for a comprehensive classification and compensation study, and selected the two
highest rated firms to continue in the selection process. The two firms were invited to present
their qualifications before a City ad hoc committee, comprised of two City Council Members and
staff, which unanimously selected Koff & Associates as being the best qualified firm to perform
the scope of work.
Strategic Plan Objective/City Manager Goals
This proposed study is not attributable to an identified strategic plan priority. However, there is a
direct correlation with the identified City Manager's Goals in the areas of "Service Related Goals"
(i.e. ensuring high levels of customer services, response, and satisfaction) and "Succession
Planning and Organizational Development Goals," which identifies the importance of such a
study. A classification and compensation system provides the framework for determining how
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May 25, 2017
Page 2 of 6
employees will be classified and paid; it is the framework for designing a workforce that serves
the City's goals. As a general rule, most public entities conduct new classification and
compensation studies periodically to ensure their ability to hire and retain qualified employees
and that internal relationships are equitable.
Executive Summary
The City of Palm Desert last conducted a comprehensive classification and compensation study
in 1995. As the City continues to evolve, it is important to appropriately classify employees,
provide up to date job descriptions, and offer competitive salaries to attract the best staff possible
to serve the community. Competition for a wide range of professions in the local government
marketplace becomes more intense each year as senior employees approach retirement, local
government curricula are decreased at the college level, and other competing organizations
increase their salaries to remain competitive in meeting the service demands in their
communities. A well designed Classification and Compensation System is essential to develop a
workforce that serves the needs of the organization today and in the future.
The periodic review which comes with a comprehensive classification and compensation update
enables an organization to account for technology changes, changes in work processes, tools
and equipment, and other factors that can affect job responsibilities. In today's fast paced world of
technological change, this action is especially important as almost every governmental process is
affected by advancements in technology and as this occurs, employee's skills, knowledge and
abilities, as well as their proficiency in use of required tools and equipment, changes.
Changes in job requirements and the job's complexity may result in a new title, description and/or
pay grade assignment. In order to properly maintain a classification and compensation system,
an ongoing process is needed to review job responsibilities and job class assignment to pay
grades to ensure jobs are properly classified and compensated. An external market review is also
important because it ensures that the compensation plan is adequate to attract new employees
and retain existing employees, while providing for prudent stewardship of public funds. If
compensation levels fall below those in the regional marketplace, the organization may
experience difficulty hiring qualified people when positions become available.
Staff issued a request for proposal for a comprehensive classification and compensation study
and received six proposals. A City ad hoc committee, which included both staff and City Council
representatives, interviewed the top two rated firms. The Committee respectfully recommends the
selection of Koff & Associates to perform this study under a contract in the amount of $131,975.
Discussion
The City of Palm Desert currently has 112 authorized positions and approximately 90 active job
classifications. The last citywide comprehensive classification and compensation study was
conducted in 1995, and since that time there have been numerous major and minor
reorganizations. Since 2009, the City staff saw a reduction of almost 60 positions from 170 to the
current 112 positions, a reduction of almost 34 percent; however levels of service have remained
the same or increased in many areas. Over the last several years, responding to a number of
challenges including the economic crisis, six year hiring freeze, consolidations and retirements,
Classification and Compensation Study
May 25, 2017
Page 3 of 6
the Human Resources Department has internally reviewed and adjusted individual positions and
created new classifications on a case by case basis.
Duties and responsibilities that were previously shared with multiple positions have been
combined and re-allocated. Though the City provided contracted salary range increases, citywide
salary surveys have not been conducted on a regular basis. Staff seeks to revise outdated
classifications and maintain a competitive salary structure so that it can continue to recruit and
retain a quality labor force.
In addition to organizational changes, advancing technology has also impacted job duties and
qualifications. City processes which were primarily manual or paper-driven now incorporate (or
are replaced by) automation and technology. These advances have affected classifications
across the City, but more specifically those responsible for clerical, records management,
information services, and lower-level management functions. The City is currently in the process
of implementing new Enterprise Resource Planning (ERP) software. This change will result in
further automation of City processes, as well as implementation of more online services for
employees and the public.
Current Structure
The City's employees are divided into three categories as identified below.
EMPLOYEE TYPE NUMBER OF ACTIVE NUMBER OF
CLASSIFICATIONS EMPLOYEES
Executive (Group A) 11 11
Management / Professional (Group B) 24 27
General Employees Unit 55 69
TOTAL 90 107'
'This total reflects vacancies
The Palm Desert Employees Organization (PDEO) represents general employees through a
Memorandum of Understanding, while executive and management/professional employees are
unrepresented. All positions, salaries, and salary grades are authorized through a Salary
Resolution adopted by City Council as part of the annual budget process.
Request for Proposal/Selection Process
Staff issued a request for proposal for a comprehensive classification and compensation study
and received proposals from six consulting firms. A working group comprised of staff from all
employee categories (i.e. Group A, Group B, and General Employees Unit) evaluated all
proposals and selected the two highest rated firms to continue further in the selection process.
As part of the selection process, firms were evaluated on various criteria including, but not limited
to, the demonstrated understanding of services requested, prior experience, staff qualifications,
project methodology, and cost. A City ad hoc committee (comprised of staff and two Council
Members) interviewed the two firms, Koff & Associated and CPS HR Consulting, and
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May 25, 2017
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unanimously recommended Koff & Associates to conduct the study. The study will consist of the
following primary components:
Classification Study
• Review all job specifications (revise where necessary) and verify accuracy of comparable
classifications by reviewing job specifications from labor market agencies.
• Develop a communication plan regarding the classification and compensation study to
include consultation with line managers, supervisors, and employee representatives on
the objectives, processes, and progress of the study.
• Draft and submit up-to-date and accurate class specifications for classifications, as
needed, which uniformly reflect distinguishing characteristics, essential job functions,
minimum qualifications, working conditions and physical demands, license requirements,
certification requirements, and regulatory requirements.
• Assist the City in developing a classification and compensation policy with the goal of
providing ongoing structure and consistency for classification and compensation analysis
and changes in future years.
• Facilitate meetings with employees explaining the objectives and processes of the study,
including assigning and reviewing Job Analysis Questionnaires (JAQs) as needed.
• Design and conduct an employee review and appeal process including a clear
understanding of the process employees must follow and what they should expect in
response to their appeal. The process must include direct contact with consultant.
Compensation Study
• Assist the City in developing a compensation philosophy and practices relative to other
public jurisdictions.
• Determine the City's current labor market position with regard to salaries and benefits, and
propose target compensation goals, while considering the City's financial constraints.
Recommend salary range adjustments for classifications, based on study results.
• Considering the City's salary structure and compensation goals, develop a strategy for
implementing the results of the study, including how to establish salaries for classifications
that are above market. Considering the City's financial constraints, provide multiple
options for implementation, including partial and full implementation over a multi-year
period. Assist in implementing the results of the study by determining the short and long
term fiscal impact to the City for providing market adjustments.
• Conduct a total compensation analysis to provide the City with an accurate assessment of
how its compensation plan compares with the selected labor market agencies. The total
compensation analysis includes the employer cost for benefits including but not limited to:
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May 25, 2017
Page 5 of 6
base salary, cash supplements, certification pay, auto allowance, standby pay, PERS,
Social Security, etc.
• Conduct analysis of employer paid insurance premium contributions for health, dental,
vision insurance, life insurance, and AD&D insurance.
• Conduct an analysis of leave benefits including holidays, sick leave, administrative leave,
and vacation.
• Complete an internal base salary relationship analysis, including the development of
appropriate internal relationship and equity guidelines.
• Develop externally competitive and internally equitable salary recommendations for each
classification included within the study.
Management-Level Organizational Structure Review:
• Review the City's organizational structure to gain an understanding of how the
departments, divisions, and work units correlate; review span of control and area of
responsibility for each position.
• Compare the City's organizational structure against comparable organizations.
• Evaluate the City's management-level organizational structure using the latest theories
and best practices in organizational structure design to determine whether the City's
structure is designed in the most efficient and effective manner.
• Prepare and present a report detailing the findings, analysis, and recommendation(s) for
modifications to the City's current organizational structure.
• Analyze organizational charts, budgets, operational functions, and relevant City reports.
Particular focus should be applied to efficient organizational staffing methodology and
allocation to ensure efficient and effective delivery of services to the public and internal
customers.
• Review the existing organizational structure and identification of gaps and/or duplication of
services, as well as efficiencies to be gained.
• Propose options for a new organizational structure and recommendations on staffing
levels, workload, and span of control.
• Prepare a comprehensive Final Report and make a presentation to the City Council.
The total time estimated to complete and present the study is six months, which is common for
comprehensive studies of this nature. Upon completion, the final findings and recommendations
will be presented to the City Council for formal adoption. It is important to note that no current
employees' salaries will be reduced as a result of this study. Should a position be recommended
at a different compensation range, commensurate with its updated classification, such a
modification would only be enacted upon attrition. This study will not result in any current position
being eliminated or receiving a salary reduction. The consultant will also conduct orientation
meetings with employees and address any questions or concerns.
Classification and Compensation Study
May 25, 2017
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Fiscal Analysis
The total cost of the classification and comprehensive study is $131,975 and includes the
following components:
ITEM COST
Classification Study $59,020
Compensation Study $44,070
Organizational Review $28,885
$131,975
Approval of staff's recommendation will require an appropriation of $131,975 from the
Unobligated General Fund to Account Number 1 1 041 54-4309000.
Submitted By:
Mob
Steph: Y. A, an, Ris Man r
Reviewed By:
Lori Carney, Direc of Administrative Services
;Jan( Moore, Director of inance/City Treasurer
Approval:
Lauri Aylaian, City Manager
CONTRACT NO. C36160
COMPREHENSIVE CLASSIFICATION & COMPENSATION STUDY
CITY OF PALM DESERT
PROFESSIONAL CONSULTANT SERVICES AGREEMENT
1. PARTIES AND DATE.
This Agreement is made and entered into this 25th day of May, 2017, by and between
the CITY OF PALM DESERT, a municipal corporation, organized under the laws of the State
of California, with its principal place of business at 73-510 Fred Waring Drive, Palm Desert,
California, 92260 ("City") and KANEKO AND KRAMMER CORP. dba KOFF & ASSOCIATES,
a California Corporation with its principal place of business at 2835 Seventh Street, Berkeley,
CA 94710 ("Consultant"). City and Consultant are sometimes individually referred to herein as
"Party" and collectively as "Parties."
2. RECITALS.
2.1 Consultant.
Consultant desires to perform and assume responsibility for the provision of certain
professional human resources management consulting services required by the City on the
terms and conditions set forth in this Agreement. Consultant represents that it is experienced
in providing professional human resources management consulting services to public clients,
is licensed in the State of California, and is familiar with the plans of City.
2.2 Project.
City desires to engage Consultant to render such professional human resources
management consulting services for the initiation of a comprehensive classification and
compensation study ("Project") as set forth in this Agreement.
3. TERMS.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services. Consultant promises and agrees to furnish
to the City all labor, materials, tools, equipment, services, and incidental and customary work
necessary to fully and adequately supply the professional human resources management
consulting services necessary for the Project ("Services"). The Services are more particularly
described in Exhibit "A" (Request for Consultant Proposals for Preparation of
Comprehensive Classification and Compensation Study) attached hereto and
incorporated herein by reference. All Services shall be subject to, and performed in
accordance with, this Agreement, the exhibits attached hereto and incorporated herein by
reference, and all applicable local, state and federal laws, rules and regulations.
3.1.2 Term. The term of this Agreement shall be from May 25, 2017, to
completion of the Project & Services, unless earlier terminated as provided herein. Consultant
shall complete the Services within the term of this Agreement, and shall meet any other
established schedules and deadlines.
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3.2 Responsibilities of Consultant.
3.2.1 Independent Contractor; Control and Payment of Subordinates. The
Services shall be performed by Consultant or under its supervision. Consultant will determine
the means, methods and details of performing the Services subject to the requirements of this
Agreement. City retains Consultant on an independent contractor basis and not as an
employee. Consultant retains the right to perform similar or different services for others during
the term of this Agreement. Any additional personnel performing the Services under this
Agreement on behalf of Consultant shall also not be employees of City and shall at all times be
under Consultant's exclusive direction and control. Neither City, nor any of its officials,
officers, directors, employees or agents shall have control over the conduct of Consultant or
any of Consultant's officers, employees, or agents, except as set forth in this Agreement.
Consultant shall pay all wages, salaries, and other amounts due such personnel in connection
with their performance of Services under this Agreement and as required by law. Consultant
shall be responsible for all reports and obligations respecting such additional personnel,
including, but not limited to: social security taxes, income tax withholding, unemployment
insurance, disability insurance, and workers' compensation insurance.
3.2.2 Schedule of Services. Consultant shall perform the Services
expeditiously, within the term of this Agreement, and in accordance with the Schedule of
Services set forth in Exhibit "B" (Koff& Associates Proposal for Citywide Classification,
Total Compensation, and Management-Level Organizational Structure Review) attached
hereto and incorporated herein by reference. Consultant represents that it has the
professional and technical personnel required to perform the Services in conformance with
such conditions. In order to facilitate Consultant's conformance with the Schedule, City shall
respond to Consultant's submittals in a timely manner. Upon request of City, Consultant shall
provide a more detailed schedule of anticipated performance to meet the Schedule of
Services.
3.2.3 Conformance to Applicable Requirements. All work prepared by
Consultant shall be subject to the approval of City.
3.2.4 Substitution of Key Personnel. Consultant has represented to City that
certain key personnel will perform and coordinate the Services under this Agreement. Should
one or more of such personnel become unavailable, Consultant may substitute other
personnel of at least equal competence upon written approval of City. In the event that City
and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to
terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to
perform the Services in a manner acceptable to the City, or who are determined by the City to
be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or
a threat to the safety of persons or property, shall be promptly removed from the Project by the
Consultant at the request of the City. The key personnel for performance of this Agreement
are as follows:
1. Georg S. Krammer, M.B.A., S.P.H.R., Chief Executive Officer
2. Debbie Owens, CCP, Senior Project Manager
3. Kevin Hardy, M.P.A., J.D., Senior Consultant
4. Susan Vang, B.S., Consultant
5. Cindy Harary, B.A., Consultant
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3.2.5 City's Representative. The City hereby designates Lori Carney, Director
of Administrative Services, or her designee, to act as its representative in all matters pertaining
to the administration and performance of this Agreement ("City's Representative"). Consultant
shall not accept direction or orders from any person other than the City Manager, City's
Representative, or her designee. City's Representative shall have the power to act on behalf of
the City for review and approval of all products submitted by Consultant, but not the authority
to enlarge the Scope of Work or change the total compensation due to Consultant under this
Agreement. The City Manager shall be authorized to act on City's behalf and to execute all
necessary documents which increase the Scope of Work or change the Consultant's total
compensation, subject to the provisions contained in Section 3.3 of this Agreement.
3.2.6 Consultant's Representative. Consultant hereby designates Georg S.
Krammer, Chief Executive Officer, or his designee, to act as its representative for the
performance of this Agreement ("Consultant's Representative"). Consultant's Representative
shall have full authority to represent and act on behalf of Consultant for all purposes under this
Agreement. The Consultant's Representative shall supervise and direct the Services, using
his/her best skill and attention, and shall be responsible for all means, methods, techniques,
sequences, and procedures and for the satisfactory coordination of all portions of the Services
under this Agreement.
3.2.7 Coordination of Services. Consultant agrees to work closely with City
staff in the performance of Services and shall be available to City's staff, consultants and other
staff at all times.
3.2.8 Standard of Care; Performance of Employees. Consultant shall perform
all Services under this Agreement in a skillful and competent manner, consistent with the
standards generally recognized as being employed by professionals in the same discipline in
the State of California. Consultant represents and maintains that it is skilled in the professional
calling necessary to perform the Services. Consultant warrants that all employees and
subconsultants shall have sufficient skill and experience to perform the Services assigned to
them. Finally, Consultant represents that it, its employees and subconsultants have all
licenses, permits, qualifications and approvals of whatever nature that are legally required to
perform the Services, and that such licenses and approvals shall be maintained throughout the
term of this Agreement. As provided for in the indemnification provisions of this Agreement,
Consultant shall perform, at its own cost and expense and without reimbursement from the
City, any services necessary to correct errors or omissions which are caused by the
Consultant's failure to comply with the standard of care provided for herein. Any employee of
the Consultant or its sub-consultants who is determined by the City to be uncooperative,
incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety
of persons or property, or any employee who fails or refuses to perform the Services in a
manner acceptable to the City, shall be promptly removed from the Project by the Consultant
and shall not be re-employed to perform any of the Services or to work on the Project.
3.2.9 Laws and Regulations. Consultant shall keep itself fully informed of and
in compliance with all local, state and federal laws, rules and regulations in any manner
affecting the performance of the Project or the Services, including all Cal/OSHA requirements,
and shall give all notices required by law. Consultant shall be liable for all violations of such
laws and regulations in connection with Services. If Consultant performs any work knowing it
to be contrary to such laws, rules and regulations, Consultant shall be solely responsible for all
costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials,
directors, officers, employees, agents, and volunteers free and harmless, pursuant to the
indemnification provisions of this Agreement, from any claim or liability arising out of any
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failure or alleged failure to comply with such laws, rules or regulations.
3.2.10 Insurance.
Without limiting Consultant's indemnification of City, and prior to commencement of Work,
Consultant shall obtain, provide and maintain at its own expense during the term of this
Agreement, policies of insurance of the type and amounts described below and in a form that
is satisfactory to City.
General Liability Insurance. Consultant shall maintain commercial general liability insurance
with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not
less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal
injury, and property damage. The policy must include contractual liability that has not been
amended. Any endorsement restricting standard ISO "insured contract" language will not be
accepted.
Automobile Liability Insurance. Consultant shall maintain automobile insurance at least as
broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage
for all activities of the Consultant arising out of or in connection with Work to be performed
under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles,
in an amount not less than $1,000,000 combined single limit for each accident.
Professional Liability (Errors & Omissions) Insurance. Consultant shall maintain
professional liability insurance that covers the Services to be performed in connection with this
Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy
inception date, continuity date, or retroactive date must be before the effective date of this
agreement and Consultant agrees to maintain continuous coverage through a period no less
than three years after completion of the services required by this agreement.
Workers' Compensation Insurance. Consultant shall maintain Workers' Compensation
Insurance (Statutory Limits) and Employer's Liability Insurance (with limits of at least
$1,000,000). Consultant shall submit to City, along with the certificate of insurance, a Waiver
of Subrogation endorsement in favor of the City of Palm Desert, its officers, agents, employees
and volunteers.
Umbrella or Excess Liability Insurance.
Consultant may opt to utilize umbrella or excess liability insurance in meeting insurance
requirements. In such circumstances, Consultant may obtain and maintain an umbrella or
excess liability insurance policy with limits that will provide bodily injury, personal injury and
property damage liability coverage at least as broad as the primary coverages set forth above,
including commercial general liability and employer's liability. Such policy or policies shall
include the following terms and conditions:
• A drop down feature requiring the policy to respond if any primary insurance that would
otherwise have applied proves to be uncollectible in whole or in part for any reason;
• Pay on behalf of wording as opposed to reimbursement;
• Concurrency of effective dates with primary policies; and
• Policies shall "follow form" to the underlying primary policies.
• Insureds under primary policies shall also be insureds under the umbrella or excess
policies.
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OTHER PROVISIONS OR REQUIREMENTS
Proof of Insurance. Consultant shall provide certificates of insurance to City as evidence of
the insurance coverage required herein, along with a waiver of subrogation endorsement for
workers' compensation. Insurance certificates and endorsements must be approved by City's
Risk Manager prior to commencement of performance. Current certification of insurance shall
be kept on file with City at all times during the term of this contract. City reserves the right to
require complete, certified copies of all required insurance policies, at any time.
Duration of Coverage. Consultant shall procure and maintain for the duration of the contract
insurance against claims for injuries to persons or damages to property, which may arise from
or in connection with the performance of the Work hereunder by Consultant, his/her agents,
representatives, employees or subconsultants.
Primary/Non-Contributing. Coverage provided by Consultant shall be primary and any
insurance or self-insurance procured or maintained by City shall not be required to contribute
with it. The limits of insurance required herein may be satisfied by a combination of primary
and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be
endorsed to contain a provision that such coverage shall also apply on a primary and non-
contributory basis for the benefit of City before the City's own insurance or self-insurance shall
be called upon to protect it as a named insured.
City's Rights of Enforcement. In the event any policy of insurance required under this
Agreement does not comply with these specifications, or is canceled and not replaced, City
has the right, but not the duty, to obtain the insurance it deems necessary and any premium
paid by City will be promptly reimbursed by Consultant, or City will withhold amounts sufficient
to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.
Acceptable Insurers. All insurance policies shall be issued by an insurance company
currently authorized by the Insurance Commissioner to transact business of insurance or is on
the List of Approved Surplus Line Insurers in the State of California, with an assigned
policyholders' Rating of A- (or higher) and Financial Size Category Class VII (or larger) in
accordance with the latest edition of Best's Key Rating Guide, unless otherwise approved by
the City's Risk Manager.
Waiver of Subrogation. All insurance coverage maintained or procured pursuant to this
agreement shall be endorsed to waive subrogation against the City of Palm Desert, its elected
or appointed officers, agents, officials, employees and volunteers, or shall specifically allow
Consultant or others providing insurance evidence in compliance with these specifications to
waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery
against the City of Palm Desert, its elected or appointed officers, agents, officials, employees
and volunteers, and shall require similar written express waivers and insurance clauses from
each of its sub-contractors.
Enforcement of Contract Provisions (non estoppel). Consultant acknowledges and agrees
that any actual or alleged failure on the part of the City to inform Consultant of non-compliance
with any requirement imposes no additional obligations on the City nor does it waive any rights
hereunder.
Requirements Not Limiting. Requirements of specific coverage features or limits contained
in this Section are not intended as a limitation on coverage, limits or other requirements, or a
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CONTRACT NO. C36160
waiver of any coverage normally provided by any insurance. Specific reference to a given
coverage feature is for purposes of clarification only as it pertains to a given issue and is not
intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a
waiver of any type. If the Consultant maintains higher limits than the minimums shown above,
the City requires and shall be entitled to coverage for the higher limits maintained by the
Consultant. Any available insurance proceeds in excess of the specified minimum limits of
insurance and coverage shall be available to the City.
Notice of Cancellation. Consultant agrees to oblige its insurance agent or broker and insurers
to provide to City with a thirty (30) day notice of cancellation (except for nonpayment for which
a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.
Additional Insured Status. General and Auto Liability Policies shall provide or be endorsed to
provide that the City of Palm Desert and its officers, officials, employees, agents, and
volunteers shall be additional insureds under such policies. This provision shall also apply to
any excess/umbrella liability policies.
Prohibition of Undisclosed Coverage Limitations. None of the coverages required herein
will be in compliance with these requirements if they include any limiting endorsement of any
kind that has not been first submitted to City and approved of in writing.
Separation of Insureds. A severability of interests provision must apply for all additional
insureds ensuring that Consultant's insurance shall apply separately to each insured against
whom claim is made or suit is brought, except with respect to the insurer's limits of liability. The
policies shall not contain any cross-liability exclusions.
Pass Through Clause. Consultant agrees to ensure that its sub-consultants, sub-contractors,
and any other party involved with the project who is brought onto or involved in the project by
Consultant, provide the same minimum insurance coverage and endorsements required of
Consultant. Consultant agrees to monitor and review all such coverage and assumes all
responsibility for ensuring that such coverage is provided in conformity with the requirements
of this section. Consultant agrees that upon request, all agreements with consultants, sub-
contractors, and others engaged in the project will be submitted to City for review.
City's Right to Revise Specifications. The City reserves the right at any time during the term
of the contract to change the amounts and types of insurance required by giving the
Consultant ninety (90) days advance written notice of such change. If such change results in
substantial additional cost to the Consultant, the City and Consultant may renegotiate
Consultant's compensation.
Self-Insured Retentions. Any self-insured retentions must be declared to and approved by
City. City reserves the right to require that self-insured retentions be eliminated, lowered, or
replaced by a deductible. Self-insurance will not be considered to comply with these
specifications unless approved by City.
Timely Notice of Claims. Consultant shall give City prompt and timely notice of claims made
or suits instituted that arise out of or result from Consultant's performance under this
Agreement, and that involve or may involve coverage under any of the required liability
policies.
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Additional Insurance. Consultant shall also procure and maintain, at its own cost and
expense, any additional kinds of insurance, which in its own judgment may be necessary for its
proper protection and prosecution of the Work.
Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any
person or property. In carrying out its Services, the Consultant shall at all times be in
compliance with all applicable local, state and federal laws, rules and regulations, and shall
exercise all necessary precautions for the safety of employees appropriate to the nature of the
work and the conditions under which the work is to be performed.
3.3 Fees and Payments.
3.3.1 Compensation. Consultant shall receive compensation, including
authorized reimbursements, for all Services rendered under this Agreement. The total
compensation shall not exceed One Hundred Thirty One Thousand, Nine Hundred and
Seventy-Five Dollars ($131,975) without authorization of the City Council or City Manager, as
applicable, per the Palm Desert Municipal Code. Extra Work may be authorized, as described
below, and if authorized, will be compensated at the rates and manner set forth in this
Agreement.
3.3.2 Payment of Compensation. Consultant shall submit to City a monthly
invoice which indicates work completed and hours of Services rendered by Consultant. The
invoice shall describe the amount of Services provided since the initial commencement date,
or since the start of the subsequent billing periods, as appropriate, through the date of the
invoice. City shall, within 30 days of receiving such invoice, review the invoice and pay all non-
disputed and approved charges thereon. If the City disputes any of Consultant's fees, the City
shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any
disputed fees set forth therein.
3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for
any expenses unless authorized in writing by City, or included in Exhibit "C" of this Agreement.
3.3.4 Extra Work. At any time during the term of this Agreement, City may
request that Consultant perform Extra Work. As used herein, "Extra Work" means any work
which is determined by City to be necessary for the proper completion of the Project, but which
the Parties did not reasonably anticipate would be necessary at the execution of this
Agreement. Consultant shall not perform, nor be compensated for, Extra Work without
authorization from the City Council or City Manager, as applicable, per the Palm Desert
Municipal Code. Additional consulting will be honored at the composite rate of $130 to $145
per hour, dependent on the nature of the work performed.
3.3.5 Rate Increases. In the event that this Agreement is renewed pursuant to
Section 3.1.2, the rate set forth in Exhibit "C" may be adjusted each year at the time of renewal
as set forth in Exhibit "C."
3.4 Accounting Records.
3.4.1 Maintenance and Inspection. Consultant shall maintain complete and
accurate records with respect to all costs and expenses incurred under this Agreement. All
such records shall be clearly identifiable. Consultant shall allow a representative of City during
normal business hours to examine, audit, and make transcripts or copies of such records and
any other documents created pursuant to this Agreement. Consultant shall allow inspection of
CONTRACT NO. C36160
all work, data, documents, proceedings, and activities related to the Agreement for a period of
three (3) years from the date of final payment under this Agreement.
3.5 General Provisions.
3.5.1 Termination of Agreement.
3.5.1.1 Grounds for Termination. City may, by written notice to
Consultant, terminate the whole or any part of this Agreement at any time and without cause
by giving written notice to Consultant of such termination, and specifying the effective date
thereof, at least seven (7) days before the effective date of such termination. Upon
termination, Consultant shall be compensated only for those services which have been
adequately rendered to City, and Consultant shall be entitled to no further compensation.
Consultant may not terminate this Agreement except for cause.
3.5.1.2 Effect of Termination. If this Agreement is terminated as provided
herein, City may require Consultant to provide all finished or unfinished Documents and Data
and other information of any kind prepared by Consultant in connection with the performance
of Services under this Agreement. Consultant shall be required to provide such document and
other information within fifteen (15) days of the request.
3.5.1.3 Additional Services. In the event this Agreement is terminated in
whole or in part as provided herein, City may procure, upon such terms and in such manner as
it may determine appropriate, services similar to those terminated.
3.5.2 Delivery of Notices. All notices permitted or required under this
Agreement shall be given to the respective parties at the following address, or at such other
address as the respective parties may provide in writing for this purpose:
Consultant: KOFF & ASSOCIATES
2835 Seventh Street
Berkeley, CA 94710
ATTN: Georg S. Krammer, Chief Executive Officer
City: CITY OF PALM DESERT
73-510 Fred Waring Drive
Palm Desert, CA 92260
ATTN: Lori Carney, Director of Administrative Services
Such notice shall be deemed made when personally delivered or when mailed, forty-
eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to
the party at its applicable address. Actual notice shall be deemed adequate notice on the date
actual notice occurred, regardless of the method of service.
3.5.3 Ownership of Materials and Confidentiality.
3.5.3.1 Documents & Data; Licensing of Intellectual Property. This
Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse,
or sublicense any and all copyrights, designs, and other intellectual property embodied in
plans, specifications, studies, drawings, estimates, and other documents or works of
authorship fixed in any tangible medium of expression, including but not limited to, physical
drawings and data magnetically or otherwise recorded on computer diskettes, which are
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CONTRACT NO. C36160
prepared or caused to be prepared by Consultant under this Agreement ("Documents &
Data"). Consultant shall require all subconsultants to agree in writing that City is granted a
non-exclusive and perpetual license for any Documents & Data the subconsultant prepares
under this Agreement. Consultant represents and warrants that Consultant has the legal right
to license any and all Documents & Data. Consultant makes no such representation and
warranty in regard to Documents & Data which were prepared by design professionals other
than Consultant or provided to Consultant by the City. City shall not be limited in any way in its
use of the Documents & Data at any time, provided that any such use not within the purposes
intended by this Agreement shall be at City's sole risk.
3.5.3.2 Confidentiality. All ideas, memoranda, specifications, plans,
procedures, drawings, descriptions, computer program data, input record data, written
information, and other Documents & Data either created by or provided to Consultant in
connection with the performance of this Agreement shall be held confidential by Consultant.
Such materials shall not, without the prior written consent of City, be used by Consultant for
any purposes other than the performance of the Services. Nor shall such materials be
disclosed to any person or entity not connected with the performance of the Services or the
Project. Nothing furnished to Consultant which is otherwise known to Consultant or is
generally known, or has become known, to the related industry shall be deemed confidential.
Consultant shall not use City's name or insignia, photographs of the Project, or any publicity
pertaining to the Services or the Project in any magazine, trade paper, newspaper, television
or radio production or other similar medium without the prior written consent of City.
3.5.4 Cooperation; Further Acts. The Parties shall fully cooperate with one
another, and shall take any additional acts or sign any additional documents as may be
necessary, appropriate, or convenient to attain the purposes of this Agreement.
3.5.5 Attorney's Fees. If either party commences an action against the other
party, either legal, administrative or otherwise, arising out of or in connection with this
Agreement, the prevailing party in such litigation shall be entitled to have and recover from the
losing party reasonable attorney's fees and all other costs of such action.
3.5.6 Indemnification.
3.5.6.1 Scope of Indemnity. To the fullest extent permitted by law,
Consultant shall defend, indemnify and hold the City, its directors, officials, officers,
employees, volunteers and agents free and harmless from any and all claims, demands,
causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity,
to property or persons, including wrongful death, in any manner arising out of, pertaining to, or
incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its
officials, officers, employees, subcontractors, consultants or agents in connection with the
performance of the Consultant's Services, the Project or this Agreement, including without
limitation the payment of all consequential damages, expert witness fees and attorneys fees
and other related costs and expenses. Notwithstanding the foregoing, to the extent
Consultant's Services are subject to Civil Code Section 2782.8, the above indemnity shall be
limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain
to, or relate to the negligence, recklessness, or willful misconduct of the Consultant.
3.5.6.2 Additional Indemnity Obligations. To the fullest extent permitted
by law, Consultant shall defend, with counsel of City's choosing and at Consultant's own cost,
expense and risk, any and all claims, suits, actions or other proceedings of every kind covered
by Section 3.5.6.1 that may be brought or instituted against City or its directors, officials,
9
CONTRACT NO. C36160
officers, employees, volunteers and agents. Consultant shall pay and satisfy any judgment,
award or decree that may be rendered against City or its directors, officials, officers,
employees, volunteers and agents as part of any such claim, suit, action or other proceeding.
Consultant shall also reimburse City for the cost of any settlement paid by City or its directors,
officials, officers, employees, agents or volunteers as part of any such claim, suit, action or
other proceeding. Such reimbursement shall include payment for City's attorney's fees and
costs, including expert witness fees. Consultant shall reimburse City and its directors, officials,
officers, employees, agents, and/or volunteers, for any and all legal expenses and costs
incurred by each of them in connection therewith or in enforcing the indemnity herein
provided. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if
any, received by the City, its directors, officials officers, employees, agents, or volunteers.
3.5.7 Entire Agreement. This Agreement contains the entire Agreement of the
parties with respect to the subject matter hereof, and supersedes all prior negotiations,
understandings or agreements. This Agreement may only be modified by a writing signed by
both parties.
3.5.8 Governing Law. This Agreement shall be governed by the laws of the
State of California. Venue shall be in Riverside County.
3.5.9 Time of Essence. Time is of the essence for each and every provision of
this Agreement.
3.5.10 City's Right to Employ Other Consultants. City reserves right to employ
other consultants in connection with this Project.
3.5.11 Successors and Assigns. This Agreement shall be binding on the
successors and assigns of the parties.
3.5.12 Assignment or Transfer. Consultant shall not assign, hypothecate, or
transfer, either directly or by operation of law, this Agreement or any interest herein without the
prior written consent of the City. Any attempt to do so shall be null and void, and any
assignees, hypothecates or transferees shall acquire no right or interest by reason of such
attempted assignment, hypothecation or transfer.
3.5.13 Construction; References; Captions. Since the Parties or their agents
have participated fully in the preparation of this Agreement, the language of this Agreement
shall be construed simply, according to its fair meaning, and not strictly for or against any
Party. Any term referencing time, days or period for performance shall be deemed calendar
days and not work days. All references to Consultant include all personnel, employees,
agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All
references to City include its elected officials, officers, employees, agents, and volunteers
except as otherwise specified in this Agreement. The captions of the various articles and
paragraphs are for convenience and ease of reference only, and do not define, limit, augment,
or describe the scope, content, or intent of this Agreement.
3.5.14 Amendment; Modification. No supplement, modification, or amendment
of this Agreement shall be binding unless executed in writing and signed by both Parties.
3.5.15 Waiver. No waiver of any default shall constitute a waiver of any other
default or breach, whether of the same or other covenant or condition. No waiver, benefit,
privilege, or service voluntarily given or performed by a Party shall give the other Party any
10
CONTRACT NO. C36160
contractual rights by custom, estoppel, or otherwise.
3.5.16 No Third-Party Beneficiaries. There are no intended third party
beneficiaries of any right or obligation assumed by the Parties.
3.5.17 Invalidity; Severability. If any portion of this Agreement is declared
invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining
provisions shall continue in full force and effect.
3.5.18 Prohibited Interests. Consultant maintains and warrants that it has not
employed nor retained any company or person, other than a bona fide employee working
solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it
has not paid nor has it agreed to pay any company or person, other than a bona fide employee
working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other
consideration contingent upon or resulting from the award or making of this Agreement. For
breach or violation of this warranty, City shall have the right to rescind this Agreement without
liability. For the term of this Agreement, no member, officer or employee of City, during the
term of his or her service with City, shall have any direct interest in this Agreement, or obtain
any present or anticipated material benefit arising therefrom.
3.5.19 Equal Opportunity Employment. Consultant represents that it is an equal
opportunity employer and it shall not discriminate against any subconsultant, employee or
applicant for employment because of race, religion, color, national origin, handicap, ancestry,
sex, or age. Such non-discrimination shall include, but not be limited to, all activities related to
initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff
or termination.
3.5.20 Labor Certification. By its signature hereunder, Consultant certifies that it
is aware of the provisions of Section 3700 of the California Labor Code which require every
employer to be insured against liability for Worker's Compensation, or to undertake self-
insurance in accordance with the provisions of that Code and agrees to comply with such
provisions before commencing the performance of the Services.
3.5.21 Authority to Enter Agreement. Consultant has all requisite power and
authority to conduct its business and to execute, deliver, and perform the Agreement. Each
Party warrants that the individuals who have signed this Agreement have the legal power, right,
and authority to make this Agreement and bind each respective Party.
3.5.22 Counterparts. This Agreement may be signed in counterparts, each of
which shall constitute an original.
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CONTRACT NO. C36160
3.6 Subcontracting.
3.6.1 Prior Approval Required. Consultant shall not subcontract any portion of
the work required by this Agreement, except as expressly stated herein, without prior written
approval of City. Subcontracts, if any, shall contain a provision making them subject to all
provisions stipulated in this Agreement.
CITY OF PALM DESERT KOFF & ASSOCIATES
By: By:
Jan C. Harnik Georg S. Krammer
Mayor Chief Executive Officer
ATTEST:
By:
Catherine Kaneko
President
By:
Rachelle D. Klassen
City Clerk
APPROVED AS TO FORM:
By:
Best Best & Krieger LLP
City Attorney
12
CONTRACT NO. C36160
EXHIBIT "A"
REQUEST FOR CONSULTANT PROPOSALS FOR PREPARATION OF
COMPREHENSIVE CLASSIFICATION AND COMPENSATION STUDY
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REQUEST FOR CONSULTANT PROPOSALS
FOR
PREPARATION OF COMPREHENSIVE CLASSIFICATION AND COMPENSATION STUDY
City of Palm Desert
73510 Fred Waring Drive
Palm Desert, California 92260
Lori Carney, Director of Administrative Services
(760) 346-0611
March 16, 2017
City of Palm Desert RFP: Classification& Compensation Study Page 1
The City of Palm Desert is requesting proposals from interested, highly-qualified consulting
firms to conduct a comprehensive Citywide classification and compensation study and
management level organizational structure review, in accordance with this Request for
Proposal (RFP.)
Successful proposer will work directly with the Administrative Services Director for all activities
involved with this project. The following activities and/or deliverables are to be included in the
study, consistent with the Scope of Work as detailed:
Classification Study Activities:
• Initial Document Reviews and Meetings with Staff
• Orientation Meetings with Employees
• Distribution of Job Related Questionnaires
• Analysis and Data Review
• Employee/Supervisor/Management Interviews
• Informal Appeal Process
• Project Team Meetings
Classification Study Deliverables:
• Classification Concept/Preliminary Allocation
• Draft Class Description
• Finalized Classification Plan
• Draft Interim Report
• Final Report
Compensation Study Activities:
• Identify Comparator Agencies, Benchmark Classes, Benefits
• Compensation Data Collection
• Internal Relationship Analysis/Internal Alignment
• Analysis and Data Review
• Formal Appeal Process
• Project Team Meetings
Compensation Study Deliverables:
• Draft Compensation Findings
• Salary Structure Recommendations
• Draft Final Report
• Final Report
• Presentation to City Council
City of Palm Desert RFP: Classification& Compensation Study Page 2
The City will receive proposals from firms having specific experience and qualifications in
providing classification and compensation studies. For consideration, proposals must contain
evidence of the proposer's experience and abilities in the specified area and other disciplines
directly related to the proposed services. All proposers shall provide profiles and resumes of the
staff to be assigned to the program.
The City intends to select one firm to provide this service. The City reserves the right to waive
any and all requirements for this proposal process.
Introduction/Background
The City of Palm Desert is a thriving community of approximately 50,000 full-time and 32,000
seasonal residents. It is located in the Coachella Valley in eastern Riverside County, part of the
low desert region of Southern California. The City features big-city resources in a friendly, small-
town setting, offering first class educational opportunities, safe and clean streets, as well as
plentiful shopping and community events. Palm Desert is considered the geographical,
educational and retail center of the Coachella Valley. More information on the City can be
found on our website at www.cityofpalmdesert.org.
Incorporated in 1973, the City operates under the Council-Manager form of government. Palm
Desert contracts for many services. Public Safety services are provided through Riverside
County, while park operations and recreational activities are contracted through the Desert
Recreation District. Additional services are provided by an array of private and public contract
partners. The City currently has 112 authorized positions, and approximately 90 active
classifications.
The last citywide study was completed in 1995 and since that time there have been numerous
major and minor reorganizations. Since 2009, the City staff has been reduced from 170
positions to the current 112. Over the last several years, Human Resources has internally
reviewed and adjusted individual positions and created new classifications as needed. A
complete list of all current classifications is attached to this Request for Proposal.
The City's employees are divided into three categories, Executives (department heads),
Managers and General Employees as follows:
Number of Active Number of
Employee Type Classifications Employees
Executive (Group A) 11 11
Management/Professional 24 27
(Group B)
General Employees Unit 55 69
City of Palm Desert RFP: Classification & Compensation Study Page 3
The Palm Desert Employees Association represents general employees through a Memorandum
of Understanding, while other groups are unrepresented. All positions, salaries, and salary
grades are authorized through a Salary Resolution adopted by City Council as part of the annual
budget.
Since 2009, the City has approximately 60 fewer employees; however, levels of service have
increased in many areas. As such, duties and responsibilities that were previously shared with
multiple positions have been combined and re-allocated. Though the City has provided regular
salary range increases, citywide salary surveys have not been conducted on a regular basis. The
City seeks to revise outdated classifications and maintain a competitive salary structure so that
it can recruit and retain a quality labor force.
Changing technology has also impacted job duties and qualifications. City processes which
were primarily manual or paper-driven now incorporate (or are replaced by) automation and
technology. These advances have affected classifications across the City, but more specifically
those responsible for clerical, records management, information services, and lower-level
management functions. The City is currently in the process of implementing a new Enterprise
Resource Planning (ERP) software. This change will result in further automation of City
processes, as well as implementation of more online services for employees and the public.
Proposed Schedule
The RFP process will be governed according to the following schedule.
Event/Milestone Date
Release of RFP (City) 3/16/17
Deadline for Proposal Submittals 3:00 p.m. Friday., 3/31/17
Preliminary Evaluation Complete (City- Week of 4/10/17
Tentative)
Presentations of Consultants the Committee Week of 4/24/17
(City/Vendor—Tentative)
Final Selection (City Council -Tentative) 5/11/17
Questions regarding this proposal may be directed to Lori Carney, Director of Administrative
Services at (760) 776-6332, or Icarney@cityofpalmdesert.org.
City of Palm Desert RFP:Classification& Compensation Study Page 4
Scope of Services
Classification:
• Review all job specifications and revise where necessary. Confirm legal compliance with
federal and state labor and employment laws, including Fair Labor Standards Act
(exempt/non-exempt) and Americans with Disabilities Act. Update technical
requirements where necessary.
• Verify accuracy of comparable classifications by reviewing job specifications from labor
market agencies.
• Confirm validity of current job families, classification series, and career ladders to
ensure accuracy of internal alignments.
• Draft and submit up-to-date and accurate class specifications for classifications, as
needed, which uniformly reflect distinguishing characteristics, essential job functions,
minimum qualifications, working conditions and physical demands, license
requirements, certification requirements, and regulatory requirements.
• Recommend deletion of outdated or unnecessary classes.
• Assist the City in developing a classification and compensation policy with the goal of
providing ongoing structure and consistency for classification and compensation analysis
and changes in future years.
• Develop a communication plan regarding the classification and compensation study to
include consultation with line managers, supervisors, and employee representatives on
the objectives, processes, and progress of the study.
• Facilitate meetings with employees explaining the objectives and processes of the
study, including assigning and reviewing Job Analysis Questionnaires (JAQs) as needed.
• Provide bi-weekly progress reports outlining the scope of work completed to date,
scope of work completed during the period, and summary statement of project
progress.
• Present draft results of the survey to management and bargaining units in a group
meeting setting.
• Design and conduct an employee review and appeal process including a clear
understanding of the process employees must follow and what they should expect in
response to their appeal. The process must include direct contact with consultants.
Compensation:
• Analyze labor market agencies and recommend appropriate agencies to include in
compensation studies.
City of Palm Desert RFP: Classification & Compensation Study Page 5
• Assist City in developing a compensation philosophy and practices relative to other
public jurisdictions.
• Determine the City's current labor market position with regard to salaries and benefits,
and propose target compensation goals, while considering the City's financial
constraints. Recommend salary range adjustments for classifications, based on study
results.
• Considering the City's salary structure and compensation goals, develop a strategy for
implementing the results of the study, including how to establish salaries for
classifications that are above market. Considering the City's financial constraints,
provide multiple options for implementation, including partial and full implementation
over a multi-year period. Assist in implementing the results of the study by determining
the short and long term fiscal impact to the City for providing market adjustments.
• Conduct a total compensation analysis to provide the City with an accurate assessment
of how its compensation plan compares with the selected labor market agencies. The
total compensation analysis includes the employer cost for benefits including but not
limited to: base salary, cash supplements, certification pay, auto allowance, standby
pay, PERS, Social Security, etc.
• Conduct analysis of employer paid insurance premium contributions for health, dental,
vision insurance, life insurance, and AD&D insurance.
• Conduct an analysis of leave benefits including holidays, sick leave, administrative leave,
and vacation.
• Complete an internal base salary relationship analysis, including the development of
appropriate internal relationship and equity guidelines.
• Develop externally competitive and internally equitable salary recommendations for
each classification included within the study.
• Train City Staff in the methodology used to systematically assess job classifications in
order to maintain internal compensation equity in the future when adding, changing or
deleting classifications.
Management-Level Organizational Structure Review:
• Review the City's organizational structure to gain an understanding of how the
departments, divisions, and work units correlate; review span of control and area of
responsibility for each position.
• Compare the City's organizational structure against comparable organizations.
• Evaluate the City's management-level organizational structure using the latest theories
and best practices in organizational structure design to determine whether the City's
structure is designed in the most efficient and effective manner.
City of Palm Desert RFP:Classification& Compensation Study Page 6
• Prepare and present a report detailing the findings, analysis, and recommendation(s) for
modifications to the City's current organizational structure.
• Analyze organizational charts, budgets, operational functions, and relevant City reports.
Particular focus should be applied to efficient organizational staffing methodology and
allocation to ensure efficient and effective delivery of services to the public and internal
customers.
• Review the existing organizational structure and identification of gaps and/or
duplication of services, as well as efficiencies to be gained.
• Propose options for a new organizational structure and recommendations on staffing
levels, workload and span of control.
• Prepare a comprehensive Final Report and make a presentation to the City Council.
Deliverables
• Bi-Weekly Reports: Consultant is to provide bi-weekly project status reports to the
Administrative Services Director on the first work day of every other week outlining the
following information:
a. The specific accomplishments achieved during the reporting period.
b. Specific tasks completed pursuant to the provisions of the contract and the
completion of such tasks.
c. The project completion dates for the remaining specific tasks required by the
Consultant.
d. Any project component, activity, or problem that could result in a delay of the
project.
e. Any current or future changes in project personnel or their assignments.
f. Delays caused by City personnel.
• Benchmark Reports: Benchmarks of project completion are measured by the following
deliverables:
a. Completion of all necessary department and employee interviews.
b. Results of data gathering phase.
c. Draft of preliminary finding and recommendations.
d. Staff training on recommendations/systems.
e. Final report of finding and recommendations.
City of Palm Desert RFP: Classification& Compensation Study Page 7
Proposal Response/Submittal Requirements
Proposers need to provide the following information as part of their written proposal.
• Background, ownership, and history of your organization. Include length of time in
business, number of years performing related work, and recent classification and
compensation studies your firm has conducted for public agencies.
• Project Management Philosophy:
• Describe the team's project management approach, including the approach to ensure
successful completion of the project, effective communication with the City and
capacity of the team to accomplish the work (including adequate staff and availability of
staff and resources). Provide a description of the service philosophy, specifically
addressing policies and procedures with respect to confidentiality, legal, and ethical
issues.
• Location of your principal office and the location of the office that will be responsible for
fulfilling the terms of the contract.
• Provide information on each staff member that will be assigned to the City of Palm
Desert. Information should include:
a. Name
b. Credentials (degrees, certifications, etc.)
c. Years of experience
d. Years with your organization
e. Previous projects assigned within the past two years
f. Current project assignments
• Statement of Methods and Procedures: Provide a statement describing the scope of
work as you understand it. Provide a detailed plan to achieve the necessary
requirements and plan for accomplishing the work. This plan should describe the
approach, methodology, and procedures to be employed to gather the data, analyze
findings, and develop recommendations. If the consultant has a pre-designed system,
provide a detailed description of the job analysis and compensation methodology.
• Work Schedule: Provide a timeline indicating tasks required and the start/completion
dates for implementation. The timeline should include specific milestones. It is
expected that work will commence as soon as possible after approval of consultant by
the City Council.
City of Palm Desert RFP:Classification& Compensation Study Page 8
• Provide detailed cost of services in a separate sealed envelope. Costing should include:
a. Fixed prices, including out-of-pocket expenses, for all costs associated within the
scope of this proposal.
b. Detailed hourly rates of all members of the project
c. Additional billable costs for non-specified tasks
d. Total fees and expenses for the entire scope of the project
e. Any area which proposers believe should be included in the scope of work in this
proposal, but which is not stipulated in this RFP, and identify the costs associated
with the services rendered pursuant to this proposed expansion of the scope of
work set forth in this RFP.
• Submission of References - Submit three (3) references of public sector agencies for
whom your firm has performed similar classification and compensation studies. The
reference information must include the following:
a. Name of agency
b. Contact person and telephone number
c. Contract amount and year the work was conducted
d. Summary of the work performed
Submittal of Documents
Proposer shall submit (1) original and (6) copies of each proposal to the City Clerk's Office at the
date and time specified (March 31, 2017, at 3:00 p.m.), postmarks will not be accepted. The
detailed cost of services information must be provided in a sealed envelope separate from the
rest of the proposal. The City will not be responsible for the payment of any expenses incurred
as a result of responding to the request for proposals.
All proposals must be typed or written in ink, and must be signed by an officer or employee
having authority to bind the company.
Time is of the essence and any proposal received after 3:00 p.m., March 31, 2017, whether by
mail or otherwise, may be returned unopened. Proposals shall be placed in a sealed envelope,
marked with the RFP number and title. The City shall in no way be responsible for delays caused
by any other occurrence. Offers by telephone or facsimile shall not be accepted.
Undue Influence
The Consultant declares and warrants that no undue influence or pressure is used against or in
concert with any officer or employee of the City in connection with the award or terms of the
City of Palm Desert RFP: Classification & Compensation Study Page 9
Agreement that will be executed as a result of this RFP, including any method of coercion,
confidential financial arrangement, or financial inducement. No officer or employee of the City
will receive compensation, directly or indirectly, from the vendor, or from any officer, employee
or agent of the vendor, in connection with the award of the Agreement of any work to be
conducted as a result of the RFP. Violation of this Section shall be a material breach of the
Agreement/Contract entitling the City to any and all remedies by law or in equity.
Proposal Evaluation and Selection
The various significant factors that will be considered in the evaluation of proposals are
summarized below. The City's final selection will not be dictated on any single factor, including
price. The relative importance of these factors involves judgment on the part of the City's RFP
team and will include both objective and subjective analysis.
The evaluation criteria listed below are listed in random sequence and are not considered in
any rank or order of importance:
• Demonstrated understanding of the service requested,
• Prior experience in performing similar projects,
• Qualification of the Consultant and assigned project staff,
• Overall project design and methodology/approach,
• Time line for project completion /proposed schedule,
• Fees/Cost,
• Reference checks.
The City may conduct interviews with the most qualified respondents.The City shall not be
obligated to accept the lowest priced proposal, but will make an award in the best interests of
the City after all factors have been evaluated. Upon completion of the evaluation process, the
most qualified Consultant will be contacted to finalize the Scope of Work and related terms of
an Agreement. The City shall enter into a Professional Services Agreement with the selected
Consultant. A sample of the Agreement is included in Attachment A.
The City reserves the right to reject any and all proposals should it be deemed in its best
interest to do so. A Consultant may be eliminated from consideration for failure to comply with
any of the requirements, depending upon the critical nature of such requirements. Late
submissions will not be considered.
Proposals will be screened, and the top candidate(s) will be selected. The qualifications for the
top candidates will be verified and references may be checked. In reviewing the proposals, the
City will carefully weigh the Consultant's comprehension of the Scope of Services and City's
needs, qualifications and experience on relevant projects and the fee proposal/value to the
City. The award of the contract will not be based solely on price but on a combination of all of
the above factors.
City of Palm Desert RFP: Classification& Compensation Study Page 10
The City retains sole discretion to evaluate proposals and make an award to the Consultant the
City deems to have the most responsive proposal. Receipt of proposals in response to its RFP
does not obligate the City in any way to engage any Consultant and the City reserves the right
to reject any or all proposals, wholly or in part, at any time, without penalty. The City shall
retain the right to abandon the proposal process at any time prior to the actual execution of a
contract with no financial or other responsibility in the event of such abandonment. The City
reserves the right to negotiate all final terms and conditions of the agreements entered into.
All quotes, inquiries, responses, or correspondence related to or in reference to this RFP, and all
reports, charts, displays, schedules, exhibits, and other documentation submitted by the
consultant will become property of the City and a matter of public record. Any changes to this
RFP by the City will be sent to each Consultant or individual to whom an RFP has been sent
and/or who has registered with the City for this RFP. Such changes become an integral part of
the RFP for incorporation into any contract awarded pursuant to the RFP. Upon final selection
of the Consultant, the scope of service may be modified and refined during negotiations with
the City.
Contract Requirements
It is recognized that the formal basis of any agreement between the City and the Consultant is a
contract rather than a proposal. In submitting price quotes, Consultants must indicate that they
are prepared to complete a contract containing all the information submitted in their price
quote. The price quote will become part of the contract between the City and the successful
Consultant. A sample of the City's standard contract is attached as Attachment A.
City of Palm Desert RFP: Classification& Compensation Study Page 11
CONTRACT NO. C36160
EXHIBIT "B"
KOFF & ASSOCIATES PROPOSAL FOR CITYWIDE CLASSIFICATION, TOTAL
COMPENSATION, AND MANAGEMENT-LEVEL ORGANIZATIONAL STRUCTURE
REVIEW
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March 31 , 2017
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City of Palm Desert
Submitted by:
, -. t. , , .‘:-.S• ,( ii I k:
GEORG S. KRAMMER
Chief Executive Officer
2835 Seventh Street
Berkeley, CA 94710
www.KoffAssociates.com
gkrammer@koffassociates.com
Tel: 510.658.5633
Fax: 510.652.5633
•
( ;i ,
March 31, 2017
Ms. Lori Carney
Director of Administrative Services
City of Palm Desert
73510 Fred Waring Dr.
Palm Desert, CA 92260
Dear Ms. Carney:
Thank you for the opportunity to respond to your Request for Proposals for a Comprehensive Citywide
Classification and Total Compensation Study, and a Management-level Organizational Structure Review,
for the City of Palm Desert("City"). We are most interested in assisting the City with this important study
and feel that we are uniquely qualified to provide value to your organization based on our experience
working with other cities, counties, JPAs, and non-profit agencies throughout California, including
numerous clients throughout Southern California.
Koff & Associates is an experienced Human Resources consulting firm that has been providing
classification and compensation consulting services to cities,counties,special districts,courts,educational
institutions, and other public agencies for thirty-three (33)years. The firm has achieved a reputation for
working successfully with management, employees, and governing bodies. We believe in a high level of
dialogue and input from study stakeholders and our proposal speaks to that level of effort. That extra
effort has resulted in close to 100%implementation of all our studies.
Koff & Associates ensures that each of our projects is given the appropriate resources and attention,
resulting in a high level of quality control, excellent communication between clients and our office,
commitment to meeting timelines and budgets, and a consistently high-caliber work product.
As Chief Executive Officer of the firm, I would assume the role of Project Director and be responsible for
the successful completion of each project. I can be reached at our Berkeley address and the phone
number listed on the cover page. My email is gkrammer@koffassociates.com.
This proposal will remain valid for at least ninety (90) days from the date of submittal. Please call if you
have any questions or wish additional information. We look forward to the opportunity to provide
professional services to the City of Palm Desert.
Sincerely,
LMS-(0)CtAkkiClKAAk_
Georg S. Krammer
Chief Executive Officer
9 x
City of Palm Desert
Proposer Qualifications 1
Team Member Qualifications 2
References - Class & Comp 7
Executive Summary,
Approach, Methodology - Class & Comp 9
Time Requirements - Class & Comp 23
Cost Proposal - Class & Comp 24
Methodology / Work Plan - Org Study 26
References - Org Study 31
Time Requirements - Org Study 34
General Information -- All Studies
Signature Page
Appendix: Résumés of Participating Staff
1'{..:r&4..
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;1, City of Palm Desert
Koff&Associates ("K&A") is a public sector human resources consulting firm that was founded in 1984
by Gail Koff; K&A has been assisting cities,counties,special districts,other public agencies,and non-profit
organizations with their classification, compensation, and organizational review needs for thirty-three
(33)years.
We are a private corporation and our legal name is Kaneko& Krammer Corp. dba Koff&Associates. Our
headquarters are in Berkeley, CA and we have satellite offices in Southern California, the Central Valley,
and the Sacramento Region. We are a California State-certified Small Business Enterprise and a locally
certified Very Small Local Business Enterprise (through County of Alameda). We are also a certified Small
Local Business (SLB)through the County of Alameda, and a DBE (Disadvantaged Business Enterprise).
We are familiar with the various public sector organizational structures,agency missions,operational and
budgetary requirements, and staffing expectations. We have extensive experience working in both union
and non-union environments (including service as the management representative in meet& confer and
negotiation meetings), working with City Councils, County Commissions, Boards of Directors, Boards of
Supervisors, Boards of Trustees, Merit Boards, and Joint Power Authorities.
The firm's areas of focus are classification, compensation, and organizational development/assessment
studies (approximately 70% of our workload); performance management and incentive compensation
programs; development of strategic management tools; policy/procedure development and employee
handbooks; training and development; executive search and staff recruitments; public agency
consolidations and separations; Human Resources audits; and serving as off-site Human Resources
Director for our smaller public agencies that need the expertise of a Human Resources Director but do not
need a full-time, on-site professional.
Without exception, all of our classification, compensation, and organizational studies have successfully
met all of our intended commitments; communications were successful with employees, supervisors,
management, and union representatives; and we were able to assist each agency in successfully
implementing our recommendations. All studies were brought to completion within stipulated time limits
and proposed budgets.
Our long list of clients is indicative of our firm's reputation as being a quality organization that can be
relied on for producing comprehensive, sound, and cost-effective recommendations and solutions. K&A
has a reputation for being "hands on" with the ability and expertise to implement its ideas and
recommendations through completion in both union and non-union environments.
K&A relies on our stellar reputation and the recommendations and referrals of past clients to attract new
clients. Our work speaks for itself and our primary goal is to provide professional and technical consulting
assistance with integrity, honesty and a commitment to excellence. We are very proud of the fact that
we have not had any formal appeals in 33 years, working with hundreds of public agency clients and
completing hundreds of classification, compensation, and organizational review studies.
1
YT '� City of Palm Desert
Our entire team consists of twenty-one (21) employees as shown below in our organizational chart.
Georg Krammer,CEO
Katie Kaneko, President
Ruth Zablotsky ! Eileen King
Administrative Analyst Marketing Consultant
Kathy Crotty
Elise Johnson Katie Lee
Anne Pfister Administrative Coordinator
Administrative Assistants •
Debbie Owen Barbara Davis Kelly Basoco
Tameka Usher Recruitment Monica Garrison-Reusch Irene Chan
Alyssa Thompson Manager Kevin Hardy Cindy Harary
Sr. Project Managers Susan Meibaum Susan Vang
Kari Mercer Consultants
Charles Sterling
Project Manager Senior Consultants
No subcontractors will be assi nedto this study.
All members of our team have worked on multiple comprehensive classification and total compensation
studies, and several have expertise in organizational reviews. All are well acquainted with the wide array
of public sector organizational structures, compensation structures, classification plans, as well as the
challenges and issues that arise when conducting studies such as this one for the City.
Following are short biographies of the specific staff who will be assigned to this study (full résumés may
be found in the Appendix):
Georg Krammer, M.B.A., S.P.H.R.
Chief Executive Officer
Georg brings close to twenty (20) years of management-level human resources experience to Koff &
Associates with an emphasis in classification and compensation design; organizational development;
market salary studies; executive and staff recruitment; performance management; and employee
relations, in the public sector, large corporations and small, minority-owned businesses.
After obtaining a Master of Arts in English and Russian and teaching credentials at the University of
Vienna,Austria,Georg came to the United States to further his education and experience and attained his
2
City of Palm Desert
Master of Business Administration from the University of San Francisco. After starting his HR career in
Wells Fargo's college recruiting department, he moved on to HR management positions in the banking
and high-tech consulting industries. With his experience as a well-rounded senior HR generalist, his
education in business and teaching,and his vast experience with public sector HR programs and functions,
Georg's contribution to K&A's variety of projects greatly complements our consulting team. Georg joined
K&A in 2003 and has been the firm's Chief Executive Officer since 2005.
Georg will serve as the Project Director for this study; he will coordinate all of K&A's efforts, will attend
all meetings with the City, and will be responsible for all work products and deliverables.
Debbie Owen,CCP
Senior Project Manager
Debbie has over twenty (20) years of experience providing classification and compensation consulting
services to public sector agencies; she has worked with clients across local government including cities,
counties, special districts, and transit agencies. Her project roles include serving in the capacity of either
project team member or project manager. Prior to beginning her public sector consulting career, Debbie
worked as a Compensation and Benefits Specialist in the private sector for five (5)years.
In 1992, Debbie obtained her certification as a Certified Compensation Professional (CCP) from the
American Compensation Association (now WorldatWork);to ensure current knowledge of compensation
and benefits program trends and best practices, she maintains active membership in the WorldatWork
organization.
Her specialized, diverse experience includes serving as a project team member on classification projects
by facilitating employee orientation sessions, conducting employee job evaluation meetings,
researching/evaluating classification concepts, analyzing data for employee allocations,
developing/revising classification specifications and preparing classification reports. Her compensation
experience includes base salary or total compensation survey development, labor market agency research
and recommendations, comparable agency job matching, compensation data analysis, salary
recommendations and preparing compensation reports. In addition to serving as a team member, Debbie
has often served as a project manager, working with clients to evaluate their classification and
compensation needs,directing the work of teams to provide high quality deliverables consistent with best
practices, presenting study findings to client stakeholders, and addressing feedback from the client.
Debbie also served as a Co-Trainer for her previous employer for their two-day course on Classification
and Compensation,one of several courses offered in their HR Academy(a series of 6 HR program trainings
in Classification and Compensation, Recruitment/Selection,Job Analysis, etc.).
Debbie will serve as the Co-Project Director for the Classification and Compensation portion of the overall
study;together with Georg, she will coordinate all of K&A's efforts, will attend all meetings with the City,
and will be responsible for all work products and deliverables. She will provide consultant support for this
project, including classification analysis, interviews with employees and management, compensation
analysis, internal job analysis, development of recommendations, and implementation strategies.
3
'} City of Palm Desert
Kevin Hardy, M.P.A.,J.D.
Senior Consultant
Kevin brings nearly thirty(30)years of public sector management experience to Koff&Associates with an
emphasis in executive leadership; strategic and technical planning; organization effectiveness; and,
public-sector financial, human resources and risk management.
Kevin earned Bachelor and Masters of Public Administration degrees at San Diego State University while
working as a budget and management analyst for the City of San Diego. In 1991, his career took him to
the City of Chula Vista where he served as the principal liaison between the Chief of Police and Fire Chief,
the City Council and its commissions, and the City Manager's Office. Kevin was appointed Director of
Administration, Treasurer, and Auditor of the Encina Wastewater Authority ("EWA") in 1995.
Headquartered in Carlsbad, EWA promoted Kevin to Assistant General Manager in 2003 and named him
EWA's 4`h General Manager in 2009. As AGM, EWA was recognized by the EPA for excellence in its
operations and bio-solids management programs. While GM, EWA earned a national reputation as a
"Utility of the Future"; EWA's resource recovery facility was named the best in California three (3)times;
and the organization garnered both state and national recognition for its environmental management and
performance, strategic planning, employee safety, renewable power, community outreach, and
transparency initiatives. While working at EWA, Kevin earned his Juris Doctorate from the University of
San Diego School of Law in 2000 and a Certificate in Water and Wastewater Leadership from the University
of North Carolina, in 2006. He is the immediate past-president of the California Association of Sanitation
Agencies ("CASA") having served on the CASA Executive Board since 2010. He is also past-president of
the California Sanitation Risk Management Authority.
Kevin joined K&A in 2016 following retirement from EWA and a successful public service career that
spanned four(4) decades. His areas of expertise include public sector executive leadership; management
of high-performance utilities;organizational communications and branding;water-energy-food synergies;
employee classification, compensation, performance evaluation and succession development;
organization effectiveness; and, employee-management-elected official relations.
Since joining K&A, Kevin has been part of the teams that have worked on studies for the County of El
Dorado,Trabuco Canyon Water District, Alameda County Water District, Sonoma County Water Agency,
Sweetwater Authority,West Basin Municipal Water District,and Orange County Transportation Authority.
Kevin will serve as the Co-Project Director for the management-level organizational review study;together
with Georg, he will coordinate all of K&A's efforts, will attend all meetings with the City, and will be
responsible for management-level organizational review products and deliverables. He will provide
support in the development of recommendations, and implementation strategies.
Susan Meibaum, B.S.
Senior Consultant
Susan is a seasoned classification and compensation professional with more than seven (7) years of
consulting experience and four (4) years consulting with public sector agencies. Her local government
clients throughout California have included cities, counties, and Superior Courts. Susan also has more
4
City of Palm Desert
than ten (10) years of global compensation and international benefits experience working as an analyst
and manager for medium and large U.S. and global organizations, and for a non-profit.
Susan has extensive experience in completing organizational, classification and compensation studies,
including interviewing employees and management, recommending changes to existing and new job
families/structures, writing new and/or updating job descriptions, collecting labor market benchmark
data, analyzing base salary and total compensation data, analyzing and recommending the allocation of
existing incumbents, and writing detailed reports. She also has experience designing and administering
international benefits for overseas locations; designing merit, incentive and bonus programs; and
managing the salary planning process.
Susan earned a Bachelor's degree in business studies from the University of Bath in the United Kingdom,
and Institute of Personnel Management Stage 2,Graduate of the MCIPD,from South West London College
in the United Kingdom. Susan retains membership in the WorldatWork organization.
Since joining K&A,Susan has been conducting Total Compensation Studies for the City of Gilroy and Incline
Village General Improvement District,and a Classification and Compensation Study for the Superior Court
of Orange; she has also worked on K&A's Compensation Study for the County of El Dorado. Currently she
is working on a Total Compensation Study for Hayward Area Recreation and Park District, and a
Classification Study for Riverside County Transportation Commission.
Susan will provide consultant support throughout the project, including classification analysis, interviews
with employees and management, compensation analysis, internal job analysis, staffing analysis, and
development of recommendations.
Cindy Harary, B.A.
Consultant
Cindy's professional qualifications include over twenty-seven (27) years of experience in the Human
Resources field, primarily in classification and compensation. She spent the first eleven (11) years in the
public sector working for the City of Whittier, California, where she started out in their Public Works
department before moving to the Human Resources Department. She gained experience in classification
and compensation, recruitment and selection, employee training and development, labor relations, and
general human resources administration.
For the next sixteen(16)years,Cindy worked as a Human Resources Consultant for another private human
resources consulting firm where she specialized in conducting classification and compensation studies for
multiple public sector agencies including cities, counties, and special districts as well as several private
sector clients. While there, some of the Orange County Cities she worked on in partnership with other
consultants at that firm were: City of Brea,City of Laguna Beach,City of Lake Forest,City of La Palma, City
of Los Alamitos,City of Placentia,City of San Clemente,City of Stanton and the City of Tustin. For cities in
Los Angeles County, her Classification and Compensation work includes: City of Corona, City of Downey,
City of El Monte, City of Manhattan Beach, and the City of Upland. Finally, in San Bernardino County she
has done Classification and Compensation work for the City of Rancho Cucamonga.
5
City of Palm Desert
Since joining Koff& Associates, Cindy has been conducting Classification and/or Compensation work for
Vallecitos Water District, in San Marcos;the City of National City; City of Anaheim; City of Santa Ana; City
of Seal Beach; City of Menifee; Sweetwater Authority, in Chula Vista; and South Coast Air Quality
Management District, in Diamond Bar; she has worked on these studies in conjunction with Georg
Krammer, CEO and Project Director for each study.
Cindy earned her B.A. degree in Broadcast Journalism at California State University, Long Beach.
Cindy will provide consultant support throughout this effort for the City, including classification analysis,
interviews with employees and management, compensation analysis, internal job analysis, development
of recommendations, and implementation strategies.
•
City of Palm Desert
1?!. f`!C ;
Agency & Project Contact
City of Anaheim Ms.Belen Ramirez
Senior Class&Comp Analyst
Compensation Study for 100 management classifications including 32 (714)765-5159
comparator agencies,completed in 2017. 201 S.Anaheim Blvd.,Suite 501
Anaheim,CA 92805
Classification and Total Compensation Study for Library Services Dept. BRamirez@anaheim.net
completed in 2014.
Ongoing Classification and Compensation work since 2013.
City of Bellflower Ms.Susan Crumly
Human Resources and Risk Manager
Currently conducting a new Citywide Total Compensation Study. (562)804-1424
16600 Civic Center Dr.
Total Compensation Study completed in 2007;Compensation Study Bellflower,CA 90706
completed in March 2013. scrumly@bellflower.org
Citywide Classification and Total Compensation study,completed 2015.
City of Claremont Mr.Jeremy Swan
Personnel Services Manager
Salary and Benefit study,completed in March 2014. (909)399-5447
207 Harvard Ave.
Claremont,CA 91711
jswan@ci.claremont.ca.us
City of Coachella Ms.Sandy Krause
HR Manager
Executive Compensation Study, 2016. (760)398-3502
Updated Total Compensation completed in 2015. 1515 Sixth Street
Classification and Total Compensation Study,completed in 2008. Coachella,CA 92236
Skrause@coachella.org
City of Menifee Ms.Pat Grob
Human Resources Manager
Classification and Compensation Study nearing completion(Mar., 2017). (951)672-6777
29714 Haun Road
Citywide Classification and Total Compensation Study,completed in Menifee, CA 92586
2011. pgrob@cityofmenifee.us
City of National City Ms.Stacey Stevenson
Director of Administrative Services
Total Compensation Study, 2016. (619)336-4300
140 East 12th St.,Suite A
National City, CA 91950
sstevenson@nationalcityca.gov
7
City of Palm Desert
City of Rancho Palos Verdes Mr.Sean Robinson
(310)544-5331
Citywide Classification and Total Compensation study, completed 2015. 30940 Hawthorne Boulevard
Rancho Palos Verdes,CA 90275
Please note: During the Study,Mr.
Robinson was the Human Resources and
Risk Manager for Rancho Palos Verdes.
Mr.Robinson is now Executive Director of
NPELRA:email is sean(a npelra.org,and
phone is(760)433-1690.
City of San Diego Ms.Abby Jarl-Veltz
Labor Relations Manager
Citywide Total Compensation Study,completed in 2015. Human Resources Department
(619)236-6314
1200 Third Ave.,Suite 1316
San Diego,CA 92101
ajarl@sandiego.gov
City of Santa Ana Ms.Ellen Smiley
Assistant Director of Personnel
Compensation Study,completed 2016. Services
(714)647-5358
20 Civic Center Plaza
Santa Ana,CA 92701
esmiley@santa-ana.org
City of Santa Barbara Ms.Kristy Schmidt
Administrative Services Director
Compensation Study completed in 2014. (805)564-5305
P.O.Box 1990
Santa Barbara,CA 93102-1990
kschmidt@santabarbaraca.gov
Town of Yucca Valley Ms.Debra Breidenbach-Sterling
HR and Risk Manager
Classification and Compensation Study,completed 2015. (760)369-7207
57090 Twentynine Palms Highway
Yucca Valley,CA 92284
dbreidenbach@yucca-valley.org
8
ri.
City of Palm Desert
(. 1111‘11 ;fir(A 11,4 ; ) 1.•
r
The City of Palm Desert("City")desires human resources consulting assistance to conduct a Comprehensive
Citywide Classification and Total Compensation Study, as well as a Management-Level Organizational
Structure Review.
The City currently employs approximately one hundred seven (107) employees, has one hundred twelve
(112)positions,encompassed by approximately ninety(90)classifications. Towards the end of the recession
the City reduced its staffing levels from approximately one hundred seventy (170) positions to the current
level of 112 positions.
At this time:
The Executive Group has eleven (11) active classifications, encompassing eleven (11) employees
(this group is not represented);
The Management/Professional Group has twenty-four (24) classifications, encompassing twenty-
seven (27)employees(this group is not represented);
:- The General Employees group has fifty-five (55) classifications encompassing sixty-nine (69)
employees(this group is represented by the"Palm Desert Employees Association").
The study's first level of effort is to initially develop an updated and well-structured classification system
and classification descriptions for all study positions that are legally compliant (including Fair Labor
Standards Act ("FLSA") and Americans with Disabilities Act ("ADA") requirements), internally aligned,
reflective of contemporary standards, and accurately descriptive of current roles, responsibilities, duties,
and qualifications. The classification analysis process includes orientation and briefing sessions with
employees, management, Human Resources, and other stakeholders, as appropriate; the completion of
a position description questionnaire by employees; interviews with at least a representative sample of
employees in each study classification; and interviews with supervisors and management to address any
classification issues. All participating employees will be allocated to an appropriate classification; draft
classification descriptions will be developed, and sent back to the City and incumbents for additional
feedback and concurrence.
A second level of effort will be to review the City's compensation structure for the studied classifications
and to conduct a total compensation market survey (salaries plus benefits) using a set of appropriate
comparator agencies. The identification of comparator agencies, benchmark classifications,and benefits to
be collected is an iterative process that includes all stakeholders. We have found this open discussion
philosophy to be critical to our success for organizational buy-in. Once the external data development is
completed,we will make specific recommendations for internal equity for non-benchmarked classifications
and classifications without a large enough market sampling.
The compensation study will contain specific recommendations regarding the integration of all study
classifications into the City's compensation structure, with the goal of developing a clearly designed,
9
S ; #`.
City of Palm Desert
internally equitable format that is flexible for career opportunity and future growth. Our study will make
recommendations regarding a salary structure that takes the City's compensation preferences into
consideration as well as the appropriate placement of each classification on the City's salary schedule.
The study includes a significant number of meetings with the Study Project Team, Human Resources,
employees, and the City Council, as desired. We have expertise in labor/management relations and
understand the importance of active participation by all stakeholders to ensure a successful outcome.
The meetings and "stakeholder touch-points" that we recommend ensure understanding of the project
parameters, enhance accurate intake and output of information, and create a collaborative and
interactive approach that will result in greater buy-in for study recommendations. This interactive
approach, although time-consuming, has resulted in almost 100% implementation success of K&A's
studies.
Note: following the Classification and Compensation portion of this proposal we will separately address
the Organizational Review and provide a separate section of objectives, references,timing, and pricing.
Study Objectives
Classification Objectives
To analyze and update the City's classification system and each study position's classification description
and structure through a comprehensive process of job analysis and evaluation, including review of
existing documentation, position description questionnaire completion, employee interviews,
management interviews,analysis of existing positions and working situations,analysis of levels of duties
and responsibilities,and other professional methods, as appropriate;
:- To recommend each study position for title change or reclassification (as appropriate), create new
classifications (if applicable), eliminate outdated classifications (if applicable), and consolidate
classifications assigned to similar functional areas(as appropriate);
• To provide for growth and flexibility of assignment within the new classification structure, where
feasible, in recognition that some job duties and responsibilities may evolve over time, as well as to
provide adequate career paths and class series/job families that will foster career service within the City;
To clearly state definitions of job classifications, the typical job functions, and minimum required and
preferred qualifications such as education, prior work experience, knowledge, skills, abilities, licenses,
certifications, and physical demands;
To provide a classification structure that ensures regulatory compliance, including allocation of each
study position to the correct classification with appropriate FLSA designation as well as meeting ADA
regulations;
To provide for adequate educational, review,and appeal processes that will result in a product that is
understood by all levels of personnel and is internally equitable; and
• To ensure sufficient documentation and training throughout the study,on classification concepts and
distinguishing characteristics, as well as the delivery of final reports and recommendations to guide
the organization in implementing, managing, and maintaining the classification system.
Compensation Objectives
• To make recommendations regarding a list of appropriate comparator agencies, benchmark
classifications, and benefits to be collected prior to beginning the compensation portion of the study;
10
P�� L
t; ''4'Y. City of Palm Desert
• To collect accurate salary and benefit data from the approved group of comparator agencies and to
ensure that the information is analyzed in a manner that is clear and comprehensible to the Study
Project Team, Human Resources, management, the City Council, and employees;
▪ To carefully analyze the scope and level of duties and responsibilities, requirements for successful
work performance,and other factors for survey classes according to generally accepted compensation
practices;
• To review the City's compensation structure and practices and develop compensation
recommendations that will assist the City in recruiting, motivating, and retaining competent staff;
• To develop solutions that address pay equity issues, analyze the financial impact of addressing pay
equity issues, and create a market adjustment implementation strategy supporting the City's goals,
objectives, and budget considerations;
P To evaluate benefit offerings in the labor market and make recommendations for better alignment
and/or different benefit offerings as indicated by the analysis and best practices;
r To create a comprehensive final report summarizing the compensation study approach and
methodology, analytical tools,findings, and recommended compensation structure;
✓ To recommend appropriate internal salary relationships and allocate classes to salary ranges in a
comprehensive salary range plan; and
• To ensure sufficient documentation and training throughout the study so that our recommendations
can be implemented and maintained in a competent and fair manner.
Overall Objectives
✓ To review and understand all current documentation, rules, regulations, policies, procedures,
budgets, class descriptions, organizational charts, memoranda of understanding, personnel policies,
wage and salary schedules, and related information so that our recommendations can be
operationally incorporated with a minimum of disruption;
To conduct start-up Study Project Team meetings with management, study project staff, and other
stakeholders to discuss any specific concerns with respect to the development of classification and
compensation and organizational recommendations; finalize study plans and timetables; conduct
employee orientation sessions with management and staff in order to educate and explain the scope
of the study and describe what are and are not reasonable study expectations and goals;
• To work collaboratively and effectively with the City and its stakeholders while at the same time
maintaining control and objectivity in the conduct of the study;
r To develop a classification, compensation, and organizational structure that meets all legal
requirements, is totally non-discriminatory,and easily accommodates organizational change,growth,
and operational needs;
F To document all steps in the process and provide documentation and training for Human Resources
and other staff, as appropriate, in classification and compensation analysis methodologies so that the
City can integrate, maintain, administer, and defend any recommended changes after the initial
implementation; and
r To provide effective ongoing communications throughout the duration of the project and continued
support after implementation.
11
°: City of Palm Desert
Methodology / Work Plan / Deliverables
This section of the proposal identifies the actual work plan for the Classification and Compensation Study
portion of the overall project. The organizational review work plan will follow our cost table for Class and
Comp.
We believe that our detailed explanation of methodology and work tasks clearly distinguishes our approach
and comprehensiveness.
Our approach is to complete the classification and job evaluation before completing the compensation
review. The reasons for this include:
The description of the work performed and the requirements for that work are, in the minds of the
employees and their supervisors, inextricably associated with the "worth of that work" or
compensation,which is often a highly emotional issue. Separating the two phases of the study, even
though elements of phases may be conducted concurrently, tends to produce more objective
classification results.
The compensation review will be completed when there is a full understanding of the work of the
City, thereby ensuring that the data developed from the labor market and the City's classifications is
accurate.
Given these parameters,our approach is as follows:
PHASE I: CLASSIFICATION STUDY
Deliverable A: Meetings with Study Project Team and Management Staff for Initial Documentation
Review
This phase includes identifying the City's Study Project Team, contract administrator, and reporting
relationships. Our team will conduct an orientation and briefing session with the Study Project Team to
explain process and methodology; create the specific work plan and work schedule; identify subsequent
tasks to be accomplished; reaffirm the primary objectives and specific end products; determine deadline
dates for satisfactory completion of the overall assignment; determine who will be responsible for
coordinating/scheduling communications with employees, management, and the City Council; and develop
a timetable for conducting the same.
Included in this task will be the gathering of written documentation, identifying current incumbents, and
assembling current class descriptions, organizational charts, salary schedules, budgets, memoranda of
understanding ("MOU"), personnel policies, previous classification and compensation studies, and any
other relevant documentation to gain a general understanding of City operations.
Agency terminology and methods of current classification and compensation procedures, as well as the
written questionnaire instrument for the classification study that will be used in the job analysis phase
will be reviewed and agreed to. We will discuss methodology, agree to formats for class descriptions and
compensation results, identify appropriate comparator agencies, benchmark classifications, and benefits
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to be surveyed for compensation survey purposes. We will respond to any questions that may arise from
the various stakeholders.
Deliverable B. Orientation Meetings with Employees and Distribution of Position Description
Questionnaire
The Position Description Questionnaire ("PDQ") will be discussed with the Study Project Team and
customized as needed to meet the study objectives prior to distributing copies to employees.
We will facilitate orientation meetings with employees (within the same time frame as the initial project
kick-off meeting) and distribute the PDQ to start the classification portion of the study. While these
meetings are not mandatory, they form the beginning of the educational process that continues
throughout the study. We will discuss the importance of the employees' involvement in the study and
their participation in PDQ completion and job analysis interviews. Project processes will be explained,
expectations will be clarified,and elements that are not a part of the study will also be covered. Questions
will be answered and a detailed explanation and examples for completing the PDQ will be given.
Each PDQ will be handed out with the incumbent's current class description attached to the questionnaire
so the employee can use this as a tool for completing the questionnaire.
Deliverable C. Collection and Review of Position Description Questionnaires
We recommend giving employees in the same classification the option of collaborating on completing a
PDQ together, if the employees so choose. At the same time, we will invite employees to complete an
individual PDQ if they prefer and if they wish to be interviewed separately. We provide an electronic
version of our questionnaire so that employees can more easily complete it. Employees complete the
questionnaire and then send it to their supervisor for review, comment, and signature. Upon receipt of
the PDQs in our office, K&A staff will review and analyze the PDQs in detail along with other
documentation to obtain an understanding of the duties and responsibilities assigned to each position.
Deliverable D. Interviews with Employees,Supervisors,and Management
Interviews will be scheduled with employees. Because this is a critical step in the information-gathering
and educational process, we recommend scheduling interviews with at least a representative sample of
employees in each classification that will be included in the study. Typically, we employ the following
approach and interview:
i All employees in single-position classifications;
An adequate sampling of employees in multiple-position classifications; and
i Any employee who requests an interview.
We will offer employees the option to be interviewed in a focus group session with incumbents in the
same classification or to request an individual interview if they prefer. We recommend individual
interviews only if the employee wants to discuss certain issues (e.g., out of class responsibilities, etc.) in
privacy with the consultant.
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Interviews will then be held with supervisory and management staff (division managers, department
heads, etc.), who will clarify their own responsibilities and/or confirm the information we have received
in the interviews with their staff(we allow more time for these interviews).
The purpose of the interviews is to clarify and supplement the questionnaire data and to respond to
potential perception differences regarding roles, tasks, scope, and supervisory responsibilities. The
appropriateness of the following will be assessed:
▪ Work being completed and relationships of positions to each other within a
division/department as well as across the organization.
• Classification structure and reporting structure.
Deliverable E. Classification Concept and Preliminary Allocation
Prior to developing detailed class descriptions, our job evaluation will result in a classification concept and
employee allocation document that will be submitted to the City for review and approval. We will compare
changes in business need and operations, as well as any reorganizations, with the established classification
system and job families as well as review internal relationships between classifications to define the reasons
for, and effects of,the proposed changes.
Our job analysis method is the whole position analysis approach. Objective factors in the whole position
classification methodology include:
1. Education,Training, and Certifications/Licenses
2. Required Experience
3. Problem Solving/Ingenuity
4. Attention/Stress (Concentration/Time Pressure & Interruptions)
S. Independence of Action/Responsibility
6. Contacts with Others/Internal/External
7. Supervision Received and/or Given to Others
8. Consequences of Action/Decisions Made on the Job
9. Equipment Used
10. Working Conditions
11. Physical/Mental Demands
Our analysis will include written documentation of our assessment methodology and assessment for each
position surveyed.
This document will list broad class concepts and highlight where significant changes may be recommended,
such as creating or collapsing class series in the same functional area and/or separating or combining
classifications assigned to different functional areas. We will review and analyze potential career ladders
and promotional opportunities. We will also review and update established titling guidelines for the studied
classifications for appropriate and consistent titling.
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A detailed, incumbent-specific allocation list for each position included in the study will be prepared,
specifying current and proposed classification title and the impact of our recommendations
(reclassification—upgrade or downgrade,title change, or no change).
After we have completed this process, a meeting will be arranged to review any recommended changes
to the classification plan with the Study Project Team.
Deliverable F. Draft Class Description Development
After preliminary approval of the class concepts and allocation lists, new and/or updated class
descriptions will be developed for each proposed classification,following the format approved by the City.
From the review of the PDQs and employee interviews, we will update duties, responsibilities, and
minimum qualifications of each class specification,as necessary. We will develop new class specifications
if duties,responsibilities,and minimum qualifications have changed significantly,and/or if we recommend
new classifications/class levels, and/or if operational changes, business needs, or reorganizations, have
occurred.
We will review,analyze,and update,as appropriate,knowledge,skills,abilities,education and experience,
position definitions, purpose, distinguishing characteristics, supervision received and exercised, position
functions and special requirements including licensing and certification requirements. We will address
relevance and hierarchical consistency.
We will also review and update physical demands based on the most typical job functions of each
classification in accordance with the ADA.
Finally, we will review each classification's typical job functions and determine exempt vs. non-exempt
status in accordance with "white collar" exemptions under the FLSA.
Deliverable G. Facilitation of Draft Class Description Review and Informal Appeals Support
A draft copy of the revised/new class description with allocation recommendation will be submitted to
the Project Team and subsequently to each manager,supervisor, and employee,to give each stakeholder
group an opportunity to provide comments and concerns regarding any modifications to the classification
structure and specifications. Our experience has been that this is one of the most critical phases of the
project(as well as one of the most time-consuming). Our proactive and effective communication process
at this crossroad has always avoided formal appeals, adversarial meetings, or major conflicts at the
conclusion of our studies.
Each employee whose position was studied will receive a memorandum from us outlining what has been
accomplished, how to best review the draft classification specification that will be attached, and how to
provide feedback to us. Supervisors and managers receive a copy of their employees' draft class
descriptions and will be asked to review their employees' comments and feedback to verify and concur
with, or recommend changes to, the information provided.
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We will ask employees to submit their written concerns (via their supervisor/manager) to our office.
While employees may not always agree with our recommendations, they have a "second chance" to
ensure that they have been heard and to continue learning the reasons specific recommendations were
made.
Significant employee comments will be reviewed with management prior to making any significant
changes to the proposed class plan. These discussions will be by email, telephone, or additional direct
personal contact with employees, depending upon the extent of the response.
Allocation and/or class description changes will be made as required and the class specifications will be
finalized and submitted for approval. All employees who submitted their comments during the review
process will be notified in writing regarding the outcome of their concerns.
Deliverable H. Classification Plan and Draft of Interim Report and Final Report
A Draft Interim Report of the Classification Study will be completed and submitted to the Study Project Team
for review and comment. The report will contain:
r Classification recommendations for each studied position, including documentation regarding study
goals and objectives, classification methodology, approach, and process as well as all findings,
analysis, and resulting recommendations;
r The recommended allocation list, classification title changes, job family and career ladder/career
growth issues, reporting relationships, and other factors will all be included; and
r Classification concepts and guidelines as well as distinguishing characteristics and other pertinent
information for implementation and continued maintenance of the recommendations will be
detailed.
Once we have received the City's comments regarding the Draft Interim Report and have made any
necessary changes, a Final Classification Report will be developed.
PHASE II: TOTAL COMPENSATION STUDY
Deliverable A. List of Comparator Agencies, Benchmark Classifications,and Benefits to be Collected
During the initial meeting with the Study Project Team, we will discuss and agree to the compensation
study factors. We will identify appropriate comparator agencies that will be included in the external
market survey, which will be the foundation of ensuring that the agencies' salaries for the studied
classifications are competitively aligned with the external labor market. We will also identify those
classifications that will be surveyed in the market (i.e., benchmark classifications), with the intention of
internally aligning the remaining classifications with those that were surveyed. Finally, we will determine
the list of benefits that the agency wants to include in the total compensation data gathering process.
1. Determination of Comparator Agencies
The selection of comparator agencies is considered a critical step in the study process. We
typically use the following factors to identify appropriate comparators and will receive approval
before proceeding with the total compensation survey.
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Our recommended methodology is that we involve the City Council, management, Human
Resources, and employee representation in the decision-making process of selecting which
comparable agencies are included, PRIOR to beginning the study. Our experience has shown that
this is the most successful approach. The factors that we typically review when selecting and
recommending appropriate comparator agencies include:
i Organizational type and structure — While various organizations may provide overlapping
services and employ some staff having similar duties and responsibilities, the role of each
organization is somewhat unique, particularly in regard to its relationship to the citizens it
serves and level of service expectation. During this iterative process, the City's
current/previous list of comparators and the advantages/disadvantages of including them or
others will be discussed.
Similarity of population served, City demographics, City staff, and operational budgets —
These elements provide guidelines in relation to resources required (staff and funding) and
available for the provision of services.
Scope of services provided—While having an organization that provides all of the services at
the same level of citizen expectation is ideal for comparators, as long as the majority of
services are provided in a similar manner, sufficient data should be available for analysis.
Labor market—The reality of today's labor market is that many agencies are in competition
for the same pool of qualified employees. Individuals often do not live in the community they
serve. Therefore, the geographic labor market area (where the City may be recruiting from
or losing employees to)will be taken into consideration when selecting potential comparator
organizations.
Cost-of-living—The price of housing and other cost-of-living related issues are some of the
biggest factors in determining labor markets. We will review overall cost-of-living of various
geographic areas, median house prices, and median household incomes to determine the
appropriateness of various potential comparator agencies.
We typically recommend using ten to twelve(10-12)comparator agencies but are flexible and can
easily use a different approach based on the City's preferences.
2. Determination of Benchmark Classifications
In the same collaborative manner as described in Step 1 above, we will work with the City's
stakeholders to select those classifications that will be surveyed.
"Benchmark classes" are ordinarily chosen to reflect a broad spectrum of class levels. In addition,
those that are selected normally include classes that are most likely to be found in other similar
agencies, and therefore provide a sufficient valid data sample for analysis. Internal relationships
will be determined between the benchmarked and non-benchmarked classifications and internal
equity alignments will be made for salary recommendation purposes.
Due to the fact that the labor market typically yields reliable data, we recommend using
approximately 60-65% of all classifications as benchmarks but we are happy to use a different
model.
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3. Determination of Salary and Benefits Data to Be Collected
In addition to base salaries,benefit data elements for a total compensation study normally include
at least the following(which are generally available to all staff in a specific job classification):
Monthly Salary—The top of the normal, published salary range. All figures are presented on
a monthly or annual basis. We normalize the salary data to reflect number of hours in the
work week and/or roll-up of retirement or other benefits in base salaries.
Employee Retirement —This includes two figures: the amount of the employee's State or
other public or private retirement contribution that is contributed by the agency and the
amount of the agency's Social Security contribution.
i Retiree Healthcare — With healthcare costs rising and retiree healthcare and liabilities
increasing for many public agencies, we also collect this information.
Insurance — This typically includes Health, Dental, Vision, Life, Long-Term Disability, Short-
Term Disability, and other insurance coverage.
• Leave—Other than sick leave,which is usage-based, leave is the amount of days off for which
the organization is obligated. All days will be translated into direct salary costs.
❖ Vacation: The number of vacation days available to all employees after five (5)years
of employment.
❖ Holidays: The number of holidays (including floating) available to the employee on
an annual basis.
❖ Administrative/Personal Leave: Administrative leave is normally the number of days
available to management staff to compensate for the lack of payment for overtime.
Personal leave may be available to other groups of employees to augment vacation
or other time off.
Deferred Compensation — We report any employer contribution made on the employee's
behalf, whether dollar amount or percentage of salary, that does not require an employee-
matching contribution. We can also report employer contributions that do require an
employee match and would do so as a separate report.
• Other—This category includes any other benefits that are available to all employees within a
classification and not already specifically detailed, such as certification pay, auto allowance,
standby pay, etc.
Deliverable B. Data from Comparators
K&A does not collect market compensation data by merely sending out a written questionnaire. We find
that such questionnaires are often delegated to the individual in the department with the least experience
in the organization and given a low priority. Our experienced compensation analysts conduct all of the
data collection and analysis to ensure validity of the data and quality control. This approach also ensures
that we compare job description to job description and not just job titles, therefore ensuring true
"matches" of at least 70%,which is the percentage we use to determine whether to include a comparator
classification or not. As mentioned above in the Classification methodology, our job analysis method is
the whole position analysis approach.
Our analysis will include written documentation of our assessment methodology and assessment for each
position surveyed.
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City of Palm Desert
We typically collect classification descriptions, organization charts, salary schedules, personnel policies,
MOUs, and other information via website, by telephone, or by an onsite interview. With the prior
knowledge from the data gathered directly from each comparator agency and our experience in the public
sector human resources field, our professional staff makes preliminary "matches" and then schedules
appointments by telephone, or sometimes in person, with knowledgeable individuals to answer specific
questions. We find that the information collected using these methods has a very high validity rate and
allows us to substantiate the data for employees, management, and governing bodies.
Deliverable C. Analysis and Preliminary Review of Data
Data will be entered into spreadsheet format designed for ease of interpretation and use. The information
will be presented in a format that will identify the comparator positions used for each classification
comparison. Information will be calculated based upon both average and median figures allowing the
City to make informed compensation decisions. Other elements of the compensation survey report are
agencies surveyed;comparable class titles;salary range maximum/control point;number of observations;
and percent of the City's salary range is above/below the market values.
In addition, we will include any type of statistical representation and analysis that the City desires such as
60`h 70`h, or any other percentiles.
Benefits data will be displayed in an easy-to-read format. You will receive three sets of spreadsheets per
classification,one with base pay, one with the benefits detail, and one with total compensation statistical
data. In addition, we are often asked to collect "other" benefits (as listed in the benefits section above),
which we typically report on a separate spreadsheet.
Deliverable D. Draft Compensation Findings/Additional Analysis/Study Project Team Meetings
We distribute our draft findings to the Study Project Team. After their preliminary review, K&A will meet
with the Study Project Team and other stakeholders (including management, employees, and Human
Resources) to clarify data, to receive requests for reanalysis of certain comparators, and to answer
questions and address concerns. This provides an opportunity for the Study Project Team and other
stakeholders to review and question any of our recommended benchmark comparator matches. If
questions arise,we conduct follow-up analysis to reconfirm our original analysis and/or make corrections
as appropriate.
Deliverable E. Analysis of Internal Relationships and Alignment
To determine internal equity for all studied positions,considerable attention will be given to this phase of
the project. It is necessary to develop an internal position hierarchy based on the organizational value of
each classification. Again,we utilize the whole position analysis methodology as described earlier.
By reviewing those factors,we will make recommendations regarding vertical salary differentials between
classes in a class series (if recommended), as well as across departments. This analysis will be integrated
with the results of the compensation survey and the City's existing compensation plan.
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The ultimate goal of this critical step in the process is to address any potential internal equity issues and
concerns with the current compensation system, including compaction issues between certain
classifications. We will create a sound and logical compensation structure for the various levels within
each class series, so that career ladders are not only reflected in the classification system but also in the
compensation system, with pay differentials between levels that allow employees to progress on a clear
path of career growth and development. Career ladders will be looked at vertically,as well as horizontally,
to reflect the City's classification structure that was developed during the classification phase of the study.
Deliverable F. Compensation Structure and Implementation Plan
Depending on data developed as a result of the internal analysis, we will review and make recommenda-
tions regarding internal alignment and the salary structure (set of salary ranges, salary differentials,steps
within ranges, and/or alternative compensation plans)within which the classes are allocated, based upon
the City's preferred compensation model. In addition, we will develop externally competitive benefit
comparisons for all classifications. Finally, we will develop a proposed implementation plan based on the
study results and recommendations.
We will conduct a competitive pay analysis using the market data gathered to assist in the determination
of external pay equity and the recommendation of a new base compensation structure. We will conduct
a comparative analysis to illustrate the relationships between current pay practices and the newly
determined market conditions and develop solutions to address pay equity issues, analyze the financial
impact of addressing pay equity issues, and create a market adjustment implementation strategy
supporting City's goals, objectives, and budget considerations. We will develop recommendations
covering special compensation issues such as salaries above the maximum; seniority; promotions;
maintenance of the salary schedules; etc.
Draft recommendations will be discussed with the Study Project Team and management for discussions
and decisions on overall pay philosophy and the practicality of acceptance and prior to developing an
Interim Report.
Deliverable G. Final Report and Guidelines for Implementation
Volume II (Draft Interim Report of the Compensation Study)will be completed and submitted to the Study
Project Team for review and comment. The report will provide detailed compensation findings,
documentation, and recommendations. The report will include:
r A set of all market data spreadsheets;
r A proposed Salary Range document;
A policy and procedure to address employees whose base pay exceeds the maximum of their
newly assigned pay range;
'- A manual of instructions for training City staff in methodology regarding the administration of
the proposed compensation system;
P Discussion of how the compensation program affects employee recruitment and retention
efforts;
Implementation issues and cost projections surrounding our recommendations; and
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A guide for rules,policies and procedures for the City in implementing, managing and maintaining
the compensation system.
Once all of the City's questions/concerns are addressed and discussed, a Final Classification and
Compensation Report will be created and submitted in bound format. The Final Report will incorporate any
appropriate revisions identified and submitted during the review of the draft report.
Deliverable H. Formal Appeals Support
Should the City have a formal appeal process regarding the allocation of positions to classifications and of
classifications to salary ranges, this proposal does not cover time regarding a formal appeal process.
Should our on-site participation be desired, our stated composite hourly rate will be honored. As
mentioned above, however, our internal process usually addresses any appeal issues.
Deliverable I. Final Presentation
Our proposal includes multiple meetings and weekly oral and written status/progress updates to the Study
Project Team. Regarding the involvement of the City Council,we recommend at least one initial meeting
to identify the comparator agencies to be included in the study, one interim study session (to discuss the
initial findings of the compensation study), and one final presentation of our Final Report. Of course, we
are flexible regarding having more or less interaction with the City Council, based on the City's
preferences.
Expectations of City Support
In order to conduct this study in the most timely and cost-effective manner, we ask for support in the
following areas:
• Timely provision of written documentation,such as current class specifications,union contracts,
organizational charts, budget documents, requests for audits, past studies, etc.;
Assistance in the notification and scheduling of orientation and other meetings and the
provision of adequate interview space;
▪ Assistance in the compilation of current descriptions with the PDQ; collecting and forwarding
questionnaires;and in ensuring that materials are complete and returned in a timely manner;
:- Assistance in scheduling study project team, bargaining unit, management, employee audit,
and other meetings; and
• Meeting agreed to timelines.
In terms of time commitment for City staff, it is our expectation that the City hires an outside consultant
to conduct the entire effort. It is our goal to reduce the time commitment of City staff as much as possible
and to only request assistance in the coordination of some of the steps in the process,such as scheduling
employee orientation meetings, duplicating position description questionnaires, scheduling employee
interviews/desk audits, disseminating information, and in general, being a channel of communication
between our firm and employees.
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Communication with the City
Our typical communication model includes at least weekly or biweekly written status updates to keep the
City informed on where we are during each phase of the project.We have found that most communication
can be managed through emails and teleconferences by phone.
In addition, the study includes a significant number of meetings with the Study Project Team, human
resources, management, employees, employee representation, and the City Council, as desired. The
meetings and "stakeholder touch-points" that we recommend ensure understanding of the project
parameters, enhance accurate intake and output of information, and improve a collaborative and
interactive approach that will result in greater buy-in for study recommendations. This interactive
approach, although time-consuming, has resulted in almost 100% implementation success of K&A's
studies.
Post-Implementation Consultation and Support
We are committed to providing the City with the highest-quality product and service. Providing ongoing
consultation and support after study implementation is a service that is included in our professional fees
and a continued relationship-building aspect of our client relationship that we highly value.
We often find that clients will call or email with follow-up questions and to discuss certain aspects of the
study, ask why decisions and recommendations were made, and other important components of the
study. We consider post-implementation support as part of our customer service.
Should the City request any additional onsite meetings and/or training after implementation of the study
and/or other specific, identifiable work efforts,such as position reclassification studies, creating new class
descriptions, or conducting annual surveys, we would honor our composite hourly rate for actual hours
spent at the City. However, from experience, we expect that most follow-up support will be conducted
via telephone and email and this is absolutely included in our"Not To Exceed Fee" for this project.
Stakeholder Engagement
The meetings and communications with stakeholders that we recommend ensure understanding of the
project parameters, enhance accurate intake and output of information, and encourage a collaborative
and interactive approach that will result in greater buy-in for study recommendations. This interactive
approach, although time-consuming, has resulted in almost 100% implementation success of K&A's
studies.
We believe in an interactive and collaborative process with the whole organization and in a high level of
stakeholder contact and interaction to ensure organizational buy-in of the study throughout the entire
process. Following are the major milestones at which we touch base with Human Resources, employees,
managers, and other stakeholders, as appropriate:
Initial study kick-off and employee/management orientation meetings;
Position description questionnaire completion and review;
Employee and management interviews;
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▪ Employee, management, and Human Resources review of draft class descriptions;
• Contact with employees and management to address final classification issues;
i- Stakeholder input regarding a list of appropriate comparator agencies;
City stakeholder review of compensation study data and contact with them to address any challenges
to the market comparables we identified for each classification;
• Stakeholder input on internal salary relationship analysis and recommendations; and
Stakeholder input regarding final compensation plans and structure recommendations.
These steps will ensure that the study results in a product that is accepted and trusted by all levels within
the organization. Beyond sound mechanics, our approach includes sufficient communication steps to
ensure that the study methodology is understood and the results are regarded as expert, impartial, and
fair.
Our professional experience is that classification and compensation studies of this scope and for this size
organization take approximately four to six (4 - 6) months to complete, allowing for adequate position
description questionnaire completion, interview time, classification description review and/or
development, compensation data collection and analysis, review steps by the City, the development of
final reports, any appeals, and presentations. The following is a suggested timeline (which can be
modified based on the City's needs):
Deliverable PHASE 1: Classification Study Week #
A. Meetings with Study Project Team and Management Staff for Initial Week 1
Documentation Review
Orientation Meetings with Employees and Distribution of Position Week 1
B. Description Questionnaire
C. Collection and Review of Position Description Questionnaires Week 5
D. _ Interviews with Employees,Supervisors, and Management Week 6
E. Classification Concept& Preliminary Allocation Week 8
F. Draft Class Description Development Week 14
Facilitation of Draft Class Description Review and Informal Appeals Week 17
G. Support
H. _Classification Plan and Draft of Interim Report and Final Report Week 19 _
PHASE II: Total Compensation Study
List of Comparator Agencies, Benchmark Classifications, and Benefits Week 5
A. to be Collected _
_ B. Data from Comparators Week 19
C. Analysis and Preliminary Review of Data Week 20
Draft Compensation Findings/Additional Analysis/Study Project Team Week 22
D. Meetings
E. Analysis of Internal Relationships and Alignment _ Week 23
F. Compensation Structure and Implementation Plan Week 24
G. Final Report and Guidelines for Implementation Week 25
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H. Formal Appeals Support * As Needed
Final Presentation As Scheduled
y i i.` t j; .
We have often found our process requires a very high level of time commitment,which sometimes results
in a higher proposal cost. We believe that our methodology and implementation success rate is
attributable to the significantly greater level of contact we have with management, governing body, and
staff. The time we commit to working with the employees (orientations and briefings, meetings with
employees via personal interviews, informal appeal process, etc.) results in significantly greater buy-in
throughout the process and no formal appeals at the end of the study.
In fact, our firm has never had a formal appeal to any of our studies in our thirty-three (33) years in
business. It has been our experience that the money and time invested in stakeholder communication
throughout the study are money and time saved during implementation. Numerous times our firm has
been hired after an agency has gone through an unsuccessful study whose results were rejected or
appealed and whose implementation was very controversial. The result was a divided organization with
hostility and animosity between employees/employee representation and management. Whenever our
firm was hired after such an unfortunate experience, study stakeholders were amazed at our open and
all-inclusive process, our efforts to elicit equal stakeholder input, and our development of
recommendations that were accepted as fair and reasonable and understood by management,
employees, and the governing body. Our success rate is also attributable to the fact that we have 33
years of experience working with employees of all types of backgrounds, educational levels, and work
experiences,and we are accustomed to successfully communicating with and educating them throughout
the process. It is imperative that all employees eventually buy into the study results and
recommendations, whether they have been through a process like this before or whether this is the first
time for them.
Our clients always provide feedback that our process was professional, comprehensive, understandable,
timely, and inclusive. Employees, although not necessarily always happy with our recommendations,
have always indicated that we listened to their issues and concerns and were available for discussion, as
required. Although time consuming, we also drive the process to ensure that timelines are met and
schedules are maintained.
The cost proposal below includes two options for the compensation study depending on scope of work.
Of course,the City may select any combination thereof and we are open to negotiating a third option if it
better serves the City. We hope to be able to negotiate a scope of work and cost option that best serves
the City's needs.
Deliverables Phase I: Classification Study Hours
Meetings with Study Project Team and Management Staff for Initial 8
A. Documentation Review
Orientation Meetings with Employees and Distribution of Position 20
B. Description Questionnaire (assumes 2 full days with 8 orientations)
C. Collection and Review of PDQs(assumes up to 107 PDQs) 35
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Interviews with Employees, Supervisors, and Management(assumes 75
D. that the majority of employees will be interviewed either in group or
individual interviews)
E. Classification Concept& Preliminary Allocation 35
F. Draft Class Description Development(up to 90 classifications) 225
Facilitation of Draft Class Description Review and Informal Appeals 40
G. Support
H. Classification Plan and Draft of Interim Report and Final Report 16
Total Professional Hours 454
Combined professional and clerical composite rate: $130/Hour $59,020
Phase II: Total Compensation Study Hours Hours
List of Comparator Agencies, Benchmark Classifications, 12 12
A. and Benefits to be Collected
Data from Comparators 110 145
B. Option 1: 54 benchmarks, 10 comparators
Option 2: 60 benchmarks, 12 comparators
Analysis and Preliminary Review of Data 55 75
C. Option 1: 54 benchmarks, 10 comparators
Option 2: 60 benchmarks, 12 comparators
D.
Draft Compensation Findings/Additional Analysis/Study 35 45
Project Team Meetings
E. Analysis of Internal Relationships and Alignment 12 12
F. Compensation Structure and Implementation Plan 16 16
G. _^ Final Report and Guidelines for Implementation 16 16
H. Formal Appeals Support * 0 _ 0
Final Presentation 10 10
Anticipated hours for additional unscheduled meetings 8 8
and phone calls
Total Professional Hours 274 339
Combined professional and clerical composite rate: $35,620 $44,070
$130/Hour
Expenses are included in our combined composite rate: N/A N/A
Expenses include but are not limited to duplicating documents,
binding reports,phone,fox,supplies,postage, travel expenses,
per diem, etc.
TOTAL NOT-TO-EXCEED COST FOR PROJECT: $94,640 $103,090
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*Additional consulting will be honored at composite rate
($130/Hour)
PHASE III. ORGANIZATIONAL REVIEW
Management-Level Organizational Structure Review Objectives
i Review the City's organizational structure to gain an understanding of how the departments,divisions,
and work units correlate; review span of control and area of responsibility for each position.
i Compare the City's organizational structure against comparable organizations.
Evaluate the City's management-level organizational structure using the latest theories and best
practices in organizational structure design to determine whether the City's structure is designed in
the most efficient and effective manner.
P. Prepare and present a report detailing the findings, analysis, and recommendation(s) for
modifications to the City's current organizational structure.
• Analyze organizational charts, budgets, operational functions, and relevant City reports.
i Apply specific focus to the development of an efficient organizational staffing methodology and
allocation to ensure efficient and effective delivery of services to the public and internal customers.
• Review the existing organizational structure and identification of gaps and/or duplication of services,
as well as efficiencies to be gained.
• Propose options for a new organizational structure and recommendations on staffing levels,workload
and span of control.
:- Prepare a comprehensive Final Report (separate from Class/Comp Final Report) and make a
presentation to the City Council.
TASKS / DELIVERABLES - ORGANIZATIONAL STRUCTURE REVIEW
A. Initial Documentation Review/Meeting with Project Team
Our team will meet with the client team to create the specific work plan and work schedule; reaffirm the
primary objectives; determine deadline dates; determine who will be responsible for
coordinating/scheduling communications with employees and management; and develop a timetable for
conducting the same. Also included will be the gathering of written documentation including assembling
the current organizational charts, class descriptions, operational budgets, documentation on current
operational practices, information regarding in-house and outsourced/contracted services,and any other
relevant documentation.
This initial step will also include a discussion of our methodology and the components of the survey
instrument that will be used when comparing the City to other,comparable agencies. We will meet with
executive and management to discuss the major elements of the study and which areas (organizational,
operational, etc.) will be studied. We are flexible regarding the inclusion of employees and/or employee
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City of Palm Desert
representation and have found that their buy-in throughout the process usually avoids conflict at the end
of the study.
We will respond to any questions and propose necessary or appropriate modifications to our approach.
B. Identify Comparator Agencies
Because we use a market based approach to determining which trends and best practices are meaningful
to the client given the goals of the organizational assessment, the number and identity of comparator
agencies is critical in shaping the study's recommendations and other outcomes (these comparator
agencies may differ from those surveyed during the compensation study). Our clients often express
surprise at the challenges that can and do emerge in choosing comparator agencies.
Typically, we seek to identify high-performing agencies as comparators. However, we also recognize that
there are many factors affecting these decisions, and therefore, this approach may not always be best.
We understand the importance of this step and will allocate adequate resources to work collaboratively
with the client to ensure the most appropriate comparator agencies are selected.
C. Position Description Questionnaires, Focus Groups, Interviews and Employee Surveys
The questionnaires completed by employees will be designed to elicit specific information given the
assessment's purpose. Typically, these questionnaires probe for details regarding: roles; duties;
responsibilities; processes; efficiencies/inefficiencies, important time frequencies; required
competencies;and,the knowledge,skills,and abilities required to perform jobs successfully. Upon receipt
of the questionnaires, each is reviewed and analyzed along with other documentation, including any
information regarding agency mandates and service levels, time keeping, efficiency measurements, and
process descriptions. As mentioned above, the goal is to identify certain trends regarding processes,
efficiencies, staffing, and what works and what doesn't work within each functional area of assignment.
These questionnaires will be expanded from the classification PDQs and employee will complete one form
for both phases of the study to ensure efficiencies with internal staff time.
Based on those trends, we would then design which types of focus groups will be needed to delve into
those trends and obtain more information. The assumption is that some individual employee interviews
may be needed to clarify certain information that was contained, or perhaps we found to be missing, in
the questionnaires.
Focus group meetings/interviews will also be held with supervisory and management staff,who will clarify
their own responsibilities as well as confirm the information we have received in the focus
groups/interviews with their staff. Some focus groups may include both employees and management,
depending on what the goal is for that particular focus group. These interviews and focus groups can be
timed with the classification interviews, again to ensure we use staff time most efficiently.
The goal of the focus groups/interviews is to identify/determine the following:
• Assignments, responsibilities, duties, and tasks;
27
L' .. City of Palm Desert
• Process efficiencies,time spent, and frequency of the above;
• Competencies, knowledge, skills, and abilities required to perform the above;
• Reporting relationships and span of control;
• Staffing ratios;
• Available resources, including deficiencies and redundancies; and
• Equipment, computer and automation technologies used.
Employee and stakeholder surveys are often useful in organizational assessments as well. Surveys can
provide valuable and nuanced information about stakeholder perceptions that can prove difficult to
ascertain without anonymity. Where supportive of the assessment's objectives, we will recommend
appropriate anonymous survey instruments and similar tools designed to complement information
developed in the questionnaires and focus groups. Based on cost and ease of administration,we typically
recommend using Internet based surveys. However,we always approach the development and execution
of survey instruments with creativity and flexibility to match client needs.
As directed, our scope of services can be amended to include interviews with City Council members or
other stakeholders to ascertain their perspectives, goals, and objectives related to the organizational
assessment.
D. Industry Survey and Best Practices Assessment
We conduct all data collection and analysis ourselves to ensure validity of the data and quality control.
This data collection process will be combined with the compensation survey data collection.
Typically, we collect organizational charts, classification descriptions, employee allocation lists, policies
and procedures, and other information via websites or in person, by telephone, or email. With this prior
knowledge and our experience in the public human resources field, our professional staff will then
schedule appointments by phone or in person, with knowledgeable individuals to answer specific
questions. We find that the information collected using these methods has a very high validity rate and
is generally substantiated before management, employees, employee representation, as well as
governing bodies.
The goal of the industry/market survey is to obtain information on the following:
r Organizational structure, reporting relationships, span of control, and staffing levels;
i Operational and customer service requirements;
:- Outsourcing and in-sourcing practices per functional area of assignment;
, Resources available, including human, financial, and technological resources;
i Best management practices and standards; and
Performance measures and measurement tools per functional area of assignment.
To identify applicable organizational and operational best practices, we will develop an instrument to
ensure that the right questions are asked of the comparator group based on the goals of the study. The
instrument will include questions regarding organizational structure, ratios of staffing, service/task
28
City of Palm Desert
resourcing, assignments, expected work products, best management practice variations, and related key
performance measures.
Prior to administration of the instrument, we recommend the agency review the proposed instrument in
a collaborative manner including management and employees (and/or employee representation, if the
City is open to this approach). Again, we have found that likelihood of achieving the assessment's goals
is increased when management works with employees to create buy-in at the front-end regarding the
structure and process of the best practices instrument.
E. Analysis of Data and Trends
Our experience indicates that surveying five to six(5-6) similarly sized comparator agencies in each pool
should yield sufficient data and information to identify industry/market trends. Especially including
agencies in the study that are known to be on the cutting edge of providing the highest quality services
will uncover trends for best management practices that will be invaluable to the City.
We will analyze the data and trends from the market survey and incorporate those into our
recommendations for organizational changes. We will then analyze the data and recommend adoption
of relevant best practices and key performance indicators.
F. Recommendations and Implementation Strategies
Depending on the results of the internal and external assessments, we will develop specific
recommendations for organizational and operational changes. The goal is to recommend an
organizational structure and/or designation of work units/teams designed to maximize staffing efficiency
and clarify organizational roles. Recommendations and implementation strategies will include the
following(as appropriate):
• Organizational restructuring, including lines of authority and reporting responsibility, span of
control, and functional unit designation;
Reviewing workload and performance measurements to determine appropriate job classification
allocation and staffing levels that represent the optimal number of employees in each
classification;
• Focusing on process improvement and maximizing efficiency to include the flexibility to
incorporate changes in technology;
• Streamlining classification series/progressions, and reorganizing functional areas of assignment;
• Staffing levels, including ratios of"rank-and-file" staff to supervisory and management staff;
Outsourcing and in-sourcing opportunities, including areas of assignment at the divisional,
functional, and specific task levels;
Process efficiencies, including redundancies and deficiencies as well as assignments of functions
and tasks; and
Best management practices, including trends observed in the identified survey market,as well as,
a transition roadmap from current practices to industry best practices, as appropriate.
It should be noted that the development of recommendations and, especially, implementation strategies
will be a collaborative process involving the project team and management. We are most receptive to
29
City of Palm Desert
project team and management input, especially when it comes to the organizational and operational
realities of addressing potential service deficiencies and implementing related organizational changes.
Draft recommendations and implementation plans will be discussed with the project team and
management prior to developing an Interim Report.
G. Discussion and Revision of Findings
We will share our findings and recommendations with departmental stakeholders before our report,
recommendations,and implementation plans are finalized. Our experience has been that this can be one
of the most critical phases of the project to ensure that deliverables are vetted through the individuals
who are most familiar with departmental operations.
H. Interim and Final Reports
An Interim draft of the Management Level Organizational Structure Review report will be completed and
submitted to the City for review and comment.The report will provide detailed internal and external survey
findings, documentation, and recommendations. The report will include a set of all survey instruments
and documentation,data and trend analysis results,as well as recommendations and the implementation
issues surrounding our recommendations.
Once all the City's questions/concerns are discussed and addressed, the Final Management Level
Organizational Structure Review element will be integrated with the Final Project Report created and
submitted in bound format. The Final Report will incorporate any appropriate revisions identified and
submitted during the review of the Interim Draft Report.
I. Final Presentation
Our proposal includes multiple meetings and conference calls and weekly oral and/or written
status/progress updates to the Study Project Team. We will also be prepared to develop and present our
reports and future impacts of any recommended changes to the Study Project Team, City Manager, as
well as other executive and management staff, if desired.
Regarding the involvement of the City Council, we recommend at least one initial meeting regarding the
comparator agencies to be included in the study, one interim study session (to discuss the initial findings
of the compensation, classification and organizational studies, i.e., preliminary data), and one final
presentation of our Final Report. Of course, we are flexible regarding more or less interaction with the
City Council, based on the City's preferences. Each agency we work with is different in this regard and we
will easily adapt to your preferred approach.
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City of Palm Desert
CLIENT Organizational Study _ CONTACT
Alameda County Water Analysis of staffing levels, Mr.Robert Shaver
District organizational structure,operational General Manager
efficiencies,and skills gap,to ensure (510)668-4211
Organizational Review, Phase that the District can meet current 43885 S. Grimmer Blvd.
I, conducted 2015. and future customer service Fremont, CA 94538
demands and service delivery Robert.Shaver@acwd.com
Phase II, 2016. expectations.
East Valley Water District Analysis of staffing levels, Ms. Kerrie Bryan
Organizational Study organizational structure,operational HR/Risk and Safety Mgr.
performed in conjunction efficiencies, and skills gap,to ensure (909)806-4097
with Class&Comp Study that the District can meet current 31111 Greenspot Rd.
completed in 2015. and future customer service Highland,CA 92346
demands and service delivery kbryan@eastvalley.org
expectations.
Inland Valley/San Bernardino Assistance with the Authority's Mr. Michael Burrows
International Airport strategic planning and staffing goals. Executive Director
Authority("IVDA/SBIAA") 1601 East Third Street,Suite 100
San Bernardino,CA 92408
Assistance with developing (909)382-4100 x-102
strategic planning and staffing mburrows@sbdairport.com
matrix in 2016.
Livermore Amador Valley Identify improvements to increase Ms. Beverly Adamo
Transit Authority("LAVTA") organizational effectiveness and Director of Administrative Services
efficiencies, specifically addressing (925)455-7563
Organizational Assessment, management effectiveness and 1362 Rutan Dr.,Suite 100
completed in 2013. teamwork; identify best Livermore,CA 94551
management practices and badamo@lavta.org
performance measures to improve
operations;develop an
implementation plan incorporating
study results;analysis of internal and
external communication and
processes and knowledge sharing;
analysis of external and internal
customer service; develop an
organizational strategy reflective of
LAVTA's mission, vision and goals;
analysis of organizational leadership
and management.
31
y,
City of Palm Desert
City of San Gabriel Evaluation of staffing levels, Mr.Steven Preston
organizational structure, City Manager
Organizational performance technological improvements,and the (626)308-2880
review completed in 2012. consolidation of human resources 425 South Mission Drive
function in order to ensure that the San Gabriel,CA 91776
City can meet current and future spreston@sgch.com
customer service demands and
service delivery expectations.
Additionally,the City sought an
evaluation of all operations for
efficiencies and to determine if they
should all be accomplished with in-
house staff or, under warranted
circumstances, by outside
contractors.
Yorba Linda Water District Staffing analysis of entire district's Mr.Bob Kiley
organizational structure,with a focus President of the Board
Organizational Performance on HR, IT, Finance, Engineering, (714)701-3020
review,completed 2013. Operations and Administration,so as 1717 East Miraloma Ave.
to ensure operational efficiency. Placentia,CA 92870
Studied: reporting relationships, RKiley@ylwd.com
span of control,staffing levels,with
recommendations for an integrated
org structure that would allow for
future growth,career growth and
effective customer service delivery.
Synergies between departments
were identified and staffing ratios
analyzed against work load.
32
City of Palm Desert
ci• t - t t •
Our professional judgment is that organizational studies of this scope and for this size organization take
approximately three to four (3 - 4) months to complete, allowing for adequate position assessment
questionnaire completion, orientation meetings, data collection, review steps by the City, the
development of final reports, any appeals, and presentations.
Following is a suggested timeline (which can be modified based on the City's needs):
Organizational Assessment Completion by:
A. Initial Documentation Review/Meeting with Project Team Week 1
B. Identify Comparator Agencies(5-6) _ Week 1
Organization Assessment Questionnaires, Focus Groups, Interviews and Week 2
C Employee Surveys
D. Industry Survey and Best Practices Assessment Week 3
E. Analysis of Data and Trends __ Week 7
F. Recommendations and Implementation Strategies Week 10
G. Discussion and Revision of Findings Week 12
H. Interim and Final Reports Week 14
I. Final Presentation Week 15
J. Preparation of Draft Final and Final Report and Deliverables Week 16
K. Presentation to the Project Team, Management and City Council As Scheduled
!, ,
Organizational Assessment Hours
_ Deliverables and Level of Effort
A. Initial Documentation Review/Meeting with Project Team (Combined with 2
kick-off meetings for class and comp study)
B. Identify Comparator Agencies (5-6) 12
C. Development of Position Assessment and Survey Questionnaires 16
D. Orientation Meetings with Employees and Distribution of Position 1
Assessment Questionnaires (Combined with orientations for class and comp
study)
E. Position Assessment Questionnaire Review, Online Survey Review, and 25
Employee/Supervisory/Management Focus Groups/Interviews (Performed
parallel to class and comp study)
F. Industry/Market Data Collection 40 _
G. Data and Trend Analysis 30
H. Development of Recommendations and Implementation Strategies 24
I. Management Review/Reanalysis and Feedback 16
J. Preparation of Draft Final and Final Report and Deliverables 20
K. Presentation to the Project Team and City Council 8
33
City of Palm Desert
Additional meetings with the Project Team and Management _ 5
Total Professional Hours 199
Combined composite rate: $145/Hour $28,885
Expenses(included in our composite hourly rate): N/A
Expenses include but are not limited to duplicating and binding documents and
reports,phone,supplies,postage, travel, mileage, etc.
TOTAL COST FOR PROJECT: $28,885
*Additional consulting will be honored at composite rate of$145/hr.
CONTRACT
We will be pleased to sign a contract or professional services agreement for any compensation or
classification work,organizational review,etc.,that we are asked to perform for the City.
INSURANCE ACKNOWLEDGEMENT
We will submit and support the levels of coverage and endorse the City with our General Liability coverage
upon award of a contract for the project.
Workers' Compensation: Statutory Limits
Commercial General Liability: $2,000,000 per occurrence
Professional Liability(Errors & Omissions): $1,000,000 per occurrence
Automobile Insurance: $1,000,000 per occurrence
Our insurance broker is Ms. Eileen Hollander, Sr. Account Manager/Commercial Lines, Integro Insurance
Brokers, 2300 Contra Costa Blvd., Suite 375, Pleasant Hill, CA 94523.
STANDING OF THE FIRM
Koff&Associates has been in business in California for 33 years and has always been in good standing, is
financially stable, and has no past or pending litigation.
34
City of Palm Desert
Signature Page
Koff&Associates intends to adhere to all the provisions described in the RFP (or) above.
This proposal is valid for ninety(90) days.
Respectfully submitted,
By: KOFF &ASSOCIATES
State of California
L-R.S.(0)
Georg S. Krammer March 31, 2017
Chief Executive Officer
•
,. r
t.tt
City of Palm Desert
g,
Résumés of Participating Staff
. .
Georg S. Krammer
KEY ACHIEVEMENTS AND HIGHLIGHTS
• Chief Executive Officer: At HR consulting firm, Koff&Associates, moved from junior role to Senior
Project Manager position and, subsequently, became CEO and one of two principals of the firm;
worked with over 200 clients on projects with a 100%success and implementation rate. Led company
in all recruitment efforts for clients(ongoing).
• Human Resources Director/Recruiter: At IT and e-commerce consultancy, Primitive Logic, was part
of building the team from 20 employees to 50; implemented entirely new HR infrastructure.
• Administrative Officer: As a member of Senior Management team of Mission National Bank,turned
Bank around from years of losses to profits within six months,as well as substantially improved rating
with regulatory authorities. Established best practices and operational efficiencies in HR department.
PROFESSIONAL EXPERIENCE
Koff&Associates,Berkeley, CA
Associate and Senior Project Manager,2003-2005
Chief Executive Officer,2005-Present
• Serve as Project Director in conducting hundreds of classification, compensation, and organizational
studies;provide strategic planning services for public sector agencies;provide offsite human resource
function; recruit executive level positions for special districts, courts, counties, cities and other
statewide and local agencies.
• Develop complex,detailed proposals for cities,counties,courts,and special districts,such as housing,
school, healthcare, air quality, vector control, transportation, water, and wastewater agencies to
provide professional Human Resources consulting services.
• Represent Koff & Associates with clients, write and approve final project reports and lead
presentations in front of City Councils, Boards of Commissioners, Boards of Supervisors, and Boards
of Directors.
• Manage and develop staff of project managers, data specialists, firm associates, marketing and
administrative analysts in Berkeley office and work closely with Senior Project Manager in San Diego
office.
• Grew company from serving approximately 100 clients to 250 clients and grew staff from 4 to 14 in
period of ten years.
• Contributed to and maintained 100%successful implementation rate of studies performed for clients.
Primitive Logic,Inc.,San Francisco, CA
Human Resources Director, 2000-2002
• Supported 50 employees, focusing on organizational development, program implementation, and
coaching, resulting in an efficient and healthy organization.
• Pulled all HR functions under one umbrella, thereby allowing executive management to focus on
company operations.
• Managed entire recruiting process and coordination resulting in the company's growth of over 100%
within one year.
• Planned, directed and carried out employment policies with the goal of reducing cost, safeguarding
company culture,and keeping employee morale high.
• Handled all employee relations issues to ensure a productive work environment and to minimize
company liability:grievances;counseling;workplace investigations;terminations.
• Created a structured termination process resulting in smoothly administered workforce reductions.
• Managed and redesigned all employee services: new-hire orientation; benefits; employee reviews;
employee mentoring program;training;employee morale; record-keeping.
• Created all employment related contracts: offer letters, non-disclosure agreements, stock option
agreements, independent consultant contracts;separation/release-of-claims agreements.
• Managed applications for immigration visas, including H-1B's and Labor Certifications.
Mission National Bank,San Francisco, CA
HR Manager/Administrative Officer, 1998-2000
• As Executive Officer and member of Senior Management team,served in HR Manager; Bank Security
Officer;Bank Secrecy Act Officer;Administrative Officer;Supervisor of Merchant Credit Card Program;
Supervisor of Research, ACH and check processing; back-up for MIS troubleshooting and other
technical issues;supervised two people.
• As head of HR department, redesigned HR infrastructure, and the following HR functions: training,
payroll,compensation, benefits administration,employee grievance and conflict resolution.
• Maintained and implemented updated employment policies. Responsible for hiring, new-hire
orientation, and terminations. Advised Senior Management and Board of Directors on HR issues,
labor law updates, business conduct and ethics, as well as compensation structure to ensure legal
compliance, adherence to overall business goals, reduction of cost, and employee retention.
PROFESSIONAL AFFILIATIONS
• California Public Employer Labor Relations Association
• National Public Employer Labor Relations Association
• Public Employer Labor Relations Association of California
• International Public Management Association
• Society of Human Resource Management
• Northern California Human Resource Association
• California Chamber of Commerce
EDUCATION
MBA- International Business, University of San Francisco, Beta Gamma Sigma Honorary Society
MA-English and Russian languages, literature and linguistics;University of Vienna,Austria
SPHR—Senior Professional Human Resource Certificate
Debbie Owen
KEY ACHIEVEMENTS AND HIGHLIGHTS
• Classification and compensation practitioner/team member providing classification and
compensation services to public sector agencies; extensive analytical experience in
classification, compensation, and technical report writing.
— Specific areas of expertise include job classification and total compensation (base
salary and benefits) program review, analysis, design, development and
implementation.
• Experienced project manager serving public sector clients on a wide range of classification
and compensation studies by working with client stakeholders, directing the work of project
teams to ensure high quality study deliverables, and preparing/delivering study
presentations to client stakeholders.
• Certified Compensation Professional (CCP) status attained in 1992 with continued
membership in Wor/datWork.
PROFESSIONAL EXPERIENCE
Koff and Associates,Berkeley,CA
Senior Project Manager—September 2015
• Project team member providing classification, compensation analysis and technical report
development support for classification and base salary/total compensation studies.
• Compensation related duties include conducting salary surveys; compensation and benefits
data analysis and reporting; conducting external market and internal equity analyses;
preparing salary recommendations, and writing technical reports.
• Classification related duties include conducting job evaluation meetings, determining
classification concepts, preparing allocation recommendations, developing/revising
classification specifications and writing technical reports.
CPS Human Resource Consulting Services
May, 2003-June,2015
• Technical Specialist Classification and Compensation
• Practice Leader
• Manager, Retention and Deployment Services
• Principal Consultant
• Project Consultant/Senior Consultant
Multiple roles within the organization, with focus on serving as a team member or project
manager responsible for providing human resources consulting services to public sector
agencies including cities, counties, utilities, special districts, transit agencies and other local
government clients. Projects included large and complex base salary and total compensation
survey data reporting, as well as job evaluation/classification studies involving multiple
classifications and employees.
• Project team consultant responsibilities:
o Compensation -conducting salary surveys for large and small compensation studies;
study tasks included labor market selection; survey development; compensation
and benefits data analysis and reporting; internal equity alignment; and developing
salary recommendations and compensation reports.
o Classification - conducting study briefing and de-briefing sessions, and employee
interviews for job evaluation/classification purposes; developing classification
structures; preparing classification specifications for a broad and diverse range of
jobs;and developing classification reports.
• Project management responsibilities include strategic planning in the development of
project scope and budget; managing the work of professional consulting staff assigned to
projects; preparing for, and conducting, client meetings and presentations for stakeholders
including employees, bargaining unit representatives, management and governing boards;
ensuring that project staff are properly deployed based upon tasks to be completed and
individual skillsets; and confirming that all study analyses, reports and other deliverables are
of high quality and aligned with professional standards
• Serving as a technical expert in classification and compensation, acting as a resource to
colleagues; and developing modules for classification and compensation related training
programs delivered to staff and clients.
Ralph Andersen&Associates/Johnson&Associates
June, 1995—March,2003
Senior Consultant and Staff Consultant providing human resources consulting services to public
sector agencies including cities, counties, utilities, special districts, transit agencies and other
local government clients. Served as a team member or project manager responsible for:
• Conducting salary surveys for large and small compensation studies; study tasks included
labor market selection, survey development, compensation and benefits data analysis and
reporting; internal equity analyses (including point factor); salary recommendations, and
cost implementation.
• Conducting study briefing and de-briefing sessions, and employee interviews for job
evaluation/classification projects; developing classification structures; and preparing
classification reports, classification specifications/job descriptions for a broad and diverse
range of jobs.
EDUCATION
• Pierce College,Athens,Greece
• WorldatWork Certification as a Compensation Professional (CCP) - 1992
• University of California Extension Program courses in human resources and labor-
management relations
PROFESSIONAL AFFILIATIONS
• Member, WorldatWork
Kevin M. Hardy- M.P.A.,J.D.
Executive Summary
Nationally recognized water sector executive leader. Well-established record for the fiscally responsible planning
and delivery of complex, highly regulated public services. Demonstrated success in a variety of organizational
settings and roles. Exceptional interpersonal, analytical and technical skills that leverage substantial professional
and academic credentials. Relevant executive proficiencies include:
• Strategic planning and related performance reporting • Significant network of elected and appointed officials
• Public—private partnering, risk allocation and contracting • Advanced Board communication and facilitation abilities
• State and regional water policy development and execution • Proven human leadership and project delivery competency
• Technical and policy-level understanding of water reuse • Deep finance,human resources and administrative skills
Professional Experience
Koff&Associates, Berkeley,California
Senior Consultant August 2016 to Present
Koff& Associates has provided human resources consulting services to cities, counties, special districts, courts,
educational institutions, and other public agencies for thirty-three (33)years. Since joining K&A Kevin has been
part of the team that has worked on studies for the County of El Dorado,Trabuco Canyon Water District,Alameda
County Water District, Sonoma County Water Agency, Sweetwater Authority; Orange County Transportation
Authority and West Basin Municipal Water District.
Frontier Water Systems,San Diego,California
Chief Operating Officer March 2016 to June 2016
Frontier designs, builds, operates and maintains prefabricated industrial wastewater equipment that removes
selenium and heavy metals from a variety industrial service wastewater.The COO was responsible for developing
and executing talent,sales, and financing strategies in collaboration with often fractious founders and investors.
Encina Wastewater Authority,Carlsbad,California
General Manager April 2009 to March 2016
EWA is a leading public heath focused joint powers agency serving six(6)local governments and 400,000 residents
in Northwest San Diego County. Reporting to a Board of Directors comprised of twelve (12) elected officials, the
GM partners with the Board to:execute the Board's Strategic Plan; balance infrastructure operations and renewal
requirements with member agency resources and policy objectives; and, fund and implement a $30M combined
annual budget through seventy (70) staff functioning in a complex and highly regulated setting. Performance
highlights include:
• Forming a variety of multilateral partnerships to reduce organizational risk while enhancing environmental
performance.
• Planning,contracting and executing over$150M in planned and emergency clean water infrastructure
improvements.
• Working with community and organizational stakeholders to produce EWA's 2040 Master Plan and 2020 Business
Plan.
• Generating$500k in revenue by rebranding Class A Exceptional Quality biosolids as PureGreen Organic Nitrogen
Fertilizer.
• Receiving state and national recognition for safety,outreach, biosolids,green power,engineering and training
programs.
• Reformatting Board of Directors and website communications to connect policy to planning and promote
transparency.
1
Kevin M. Hardy-M.P.A.,J.D.
• Earning CWEA Large Treatment Plant of the Year honors three times while holding the line on operating
expenditures.
Encina Wastewater Authority
Assistant General Manager,Treasurer&Auditor September 1995 to April 2009
Reporting to the General Manager, the AGM served as the agency's chief financial, human resources and risk
management office. The AGM concurrently served as the Board's appointed Treasurer and Auditor. Executive
responsibility for: operating budget development and implementation; wholesale service and overhead cost
allocation; financial controls and reporting; all aspects of agency labor relations; consultant and construction
contracting; employee and contractor safety systems; and, managing agency legal, insurance and consultant
relationships.
City of Chula Vista,Chula Vista,California
Principal Management Analyst April 1991 to September 1995
Reporting to the Chief of Police, Fire Chief and Assistant City Manager, served as the highest-ranking civilian
administrator in San Diego County's second largest municipal police and fire departments. The PMA serves as a
liaison between the City Manager's Office and line departments to ensure consistent application of City policies.
City of San Diego,San Diego,California
Administrative Analyst June 1986 to April 1991
Served as a budget and management analyst assigned to the Organization Effectiveness Program,City Manager's
Labor Negotiations Team,Water Utilities Department,and San Diego Data Processing Corporation.
Relevant Professional Development
President—California Association of Sanitation Agencies, 2015—2016
Executive Board Member 2010—2016
Member—National Association of Clean Water Agencies, 2009—2016
Utility of the Future Task Force Member, National Conference Speaker, 2013 &2016
Member— Water Environment Federation, 2002—2016
Committee Member and Workshop/Technical Program Presenter,2007—2015
President—California Sanitation Risk Management Authority, 2005—2007
Executive Board Member 1998—2007
Post-Graduate Certification—Water& Wastewater Leadership Center, University of North Carolina at Chapel Hill,
2006
Education
Juris Doctorate, University of San Diego School of Law, 2000
Master of Public Administration,San Diego State University, 1991
Bachelor of Applied Arts&Sciences—Public Administration,San Diego State University, 1986
2
SUSAN J. MEIBAUM
PROFESSIONAL EXPERIENCE
May 2014 to September 2016
Compensation and Classification Consultant
CPS Human Resources Consulting Services,Sacramento CA
• Project team member providing support on classification, compensation and organizational studies for
superior courts,cities,counties and other public sector agencies.
• Organizational and classification studies involved:
o Conducting classification interviews onsite and by telephone.
o Gathering data on benchmark agencies.
o Analyzing Position Description Questionnaires, interviews and other findings.
o Compiling detailed classification reports with recommendations including changes to existing
class structures, new and/or revised classification specifications,and position allocations.
o Discussing findings and recommendations with project sponsors.
• Compensation studies involved:
o Researching and recommending labor market benchmarks.
o Compensation and benefits data gathering and analysis.
o Compiling compensation reports.
April 2013 to January 2016
Compensation and Classification Consulting
City of Carlsbad,Carlsbad CA
• Project Manager responsible for classification,compensation and organizational studies.
• Compensation market studies, including base salary and total compensation analysis; presenting the
results and recommendations to key stakeholders, and compiling data from agency websites and using a
compensation survey database.
• Organizational studies working alone and with an organizational development consultant including
presentations to key stakeholders, and reports with findings, analysis and recommendations.
• Classification studies for job families, and individual classifications/positions.
February 2012 to September 2012
Senior Manager,Global Compensation and Benefits
Gemological Institute of America(GIA),Carlsbad CA
• Senior manager of global compensation for all company locations, mainly working with the USA, India,
Thailand, and Hong Kong.
• Internal compensation and benefits consultant for offices opening in Japan and Israel. Subject matter
expert for benefits questions in overseas locations.
• Project manager working with colleagues in human resources,the business, and consultants. Projects
included agreeing a global compensation philosophy; designing a new pay structure; deciding grading
and titling standards;sourcing compensation survey data for each location/business;and introducing a
revised process for FLSA classification
October 2008 to June 2010
Compensation Manager
Wilmerhale,Washington DC
Compensation Manager, reporting to the Chief Human Resources Officer. Provided compensation expertise
to US human resources colleagues and management, including market pricings, re-organizations, new
manager training and FLSA administration. Work responsibilities included administering the global
compensation planning process (promotions, market adjustments, merit,and bonuses);survey data analysis,
market intelligence reports, and presentations,analyzing data and costs; managing the global recognition
programs;and conducting a compensation and benefits benchmark study of the International offices
Germany,the UK, Brussels and China), worked closely with benefits and local office colleagues, and a
consulting organization.
August 2004 to December 2007
Compensation Contract Work,Cincinnati
Compensation consultant for two clients, Comair and Convergys. At Convergys provided interim cover as the
Compensation and Benefits Senior Manager(EMEA and LATAM)and was an interim Compensation Director
in the International HR Outsourcing unit. At Comair work included general compensation assistance (job
evaluations and job description preparation), a survey market benchmark study, and a performance
management project. A large part of the role included ensuring knowledge transfer within the human
resources department, in order to ensure ongoing implementation and continuity.
April 2003 to March 2004
International Compensation and Benefits Consultant,
Convergys,Cincinnati
As a corporate compensation expert provided advice to human resources and compensation colleagues in
the Head Office and in various countries. Major countries included Singapore, India, UK, and Israel; I also
worked with Hungary, Russia, Mexico,Thailand, Brazil, Philippines and China.
July 2002 to March 2003
Senior Compensation Analyst
American International Group(AIG),New York
Corporate compensation expert providing market data analysis and compensation support and advice to
compensation and human resources managers in the Global Investment group, Legal, and subsidiary
companies.
June 1996 to February 2002
Senior Compensation Advisor
Hess Corporation,London and New York
Worked as a Compensation and Benefits Specialist in the London Office for the Exploration & Production
Division before moving as an expatriate to the Head Office in New York,where I coordinated compensation
for the entire Company, and reported directly to the Vice President for Compensation and Benefits.
EDUCATION
University of Bath, United Kingdom
Bachelor's Degree, Business Administration
South West London College, United Kingdom
Institute of Personnel Management Stage 2
CYNTHIA M. HARARY
PROFESSIONAL EXPERIENCE
November 2015—Present
Consultant,Koff&Associates, Berkeley CA
• Provide support on classification and compensation studies for public sector clients including cities,
counties,school districts,and special districts.
• Classification studies: analyze and develop recommendations for position allocation; develop
classification specifications.
• Compensation studies: data collection and analysis
January 2000 to November 2015
Consultant,Creative Management Solutions, Inc.,Anaheim CA
• Provided support on classification and compensation studies for public sector clients including cities,
counties,school districts,and special districts.
• Classification: analyzed and developed recommendations for position allocation; developed
classification specifications.
• Compensation: data collection and analysis; provided salary adjustment recommendations;created
internal salary relationship charts;made salary range recommendations.
• Assisted with maintenance of compensation and benefit database(CaIPACS),providing public sector
agencies comparative compensation information.
October 1988 to July 1998
1992—1998 Human Resources Analyst I/II,City of Whittier, Whittier CA
1991-1992 Human Resources Assistant,City of Whittier, Whittier CA
1988—1991Secretary to the Human Resources Director,City of Whittier, Whittier CA
• Provided support on classification and compensation studies for a wide variety of city job
classifications; analyzed and developed recommendations for position allocation; developed
classification specifications.
• Compensation: data collection and analysis; provided salary adjustment recommendations; made
salary range recommendations.
• Performed all phases of recruitments including screening of applications; coordination of interview
panels; developed interview questions and guidelines; developed and administered written
examinations,supplemental questionnaires,and skills testing.
• Assisted managers with understanding and implementing employee disciplinary actions and
following personnel rules and regulations. Developed, implemented, and interpreted policies to
ensure compliance with Federal Regulations. Responded to DFEH/EEO discrimination complaints
and unemployment insurance claims. Developed an employee customer service notebook. Assisted
in managing the Human Resources Department budget.
• Developed and conducted staff training programs on customer service, new employee orientation,
and heat exhaustion programs for field employees. Participated in the formulation of a training
consortium which provided supervisory and employee relations training at a reduced cost to agency
members.
• Assisted management during employee labor contract negotiations with sworn and miscellaneous
represented employee groups.
• Developed and coordinated citywide employee safety training programs including CPR, First Aid,
Bloodborne Pathogens, DOT Drug and Alcohol Testing regulations, and Respiratory Protection
Program.
• Assisted in the supervision of clerical support staff. Coordinated City's Workfare program for Welfare
recipients.
February 1987 to October 1988
Customer Service Clerk,City of Whittier, Whittier CA
• Provided customer service support to Public Works Department with water and sanitation accounts;
processed work orders;prepared billings and attended to billing issues;collected payments;entered
new accounts into computer system.
• Assisted customers via telephone and at public counter;resolved issues and complaints.
• Operated radio to dispatch field personnel for a variety of routine and emergency service calls.
• Performed basic clerical work including copying, typing, and filing paperwork; maintained a
variety of spreadsheets, logs, and records related to water and sanitation services; processed
purchase order requests, and inventory requests;ordered supplies and maintained inventory.
EDUCATION
California State University,Long Beach
Bachelor's Degree, Broadcast Journalism