Koff and Associates, Inc.i
i
I
PROPOSAL
For A
COMPREHENSIVE CLASSIFICATION
AND TOTAL COMPENSATION STUDY
FOR THE
CITY OF ROSEMEAD
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KOFF & ASSOCIATES, INC.
Solving the Human Resources Puule Since 191
Submitted by:
KOFF & ASSOCIATES, INC.
6400 Hollis Street, Suite 5
Emeryville, CA 94608
510.658.KOFF (5633) - voice
800.5145195 - toll free
510.652.5633 - fax
E-mail: gkrammer@koffassociates.com
Contact Person
Georg Krammer
Chief Executive Officer
6400 Hollis Street • Suite 5 • Emeryville, CA 94608 - TEL (510) 658-KOFF(5633)-• TOLL FREE (800) 514-5195 • FAX (510) 652-KOFF(5633)
www.KoffAssociates.com
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KOFF & ASSOCIATES, INC.
SaMnS the Human Resoumea Paine Sinm 181
September 22, 2008
Mr. Matthew E. Hawkesworth
Assistant City Manager
City of Rosemead
8838 E. Valley Blvd.
Rosemead, CA 91770
Dear Mr. Hawkesworth:
Thank you for including us in your Request for Proposal process. We are most. interested in
assisting your City with this important study.
Koff & Associates is an experienced public-sector consulting firm that has been conducting
similar studies for cities, counties, special districts (community services, water, wastewater,
education, library, fire, air quality management, housing, transportation, solid waste, hospital,
and higher education districts), and courts for over 24 years. Koff & Associates, Inc. has
•
achieved a reputation for working successfully with management, employees, and union
representatives. We believe in a high level of dialogue and input from employees and
management and our proposal speaks to that level of effort. That extra effort has resulted in
close to 100.16 implementation of all of our classification and compensation studies.
Koff & Associates, Inc. is a small firm that accepts only as much work as our own staff can
handle. This assures a high level of quality control, excellent communication between clients
and our office, commitment to meeting timelines and budget, and a consistent high-caliber work
product. We encourage you to contact our references.
As Chief Executive Officer of the firm, I would assume the role of Project Director and be
responsible for the successful completion of this project. I can be reached at the Emeryville
address and phone number listed below. My e-mail address is: ammer(a»koffassociates.com.
We also have a satellite office located in Anaheim Hills in Orange County.
Please call if you have any questions or wish additional information. We look forward to the
opportunity to provide professional service to your City.
Sincerely,
Georg S. Krammer
Chief Executive Officer •
6400 Hollis Street • Suite 5 • Emeryville, CA 94608 • TEL (510) 658-KOFF(5633) • TOLL FREE (800) 514-5195 • FAX (510) 652-KOFF(5633)
www.KofAssociates.com
KOFF & AS'.
Salving the Hmmn
INC.
PROPOSAL
For A
COMPREHENSIVE CLASSIFICATION
AND TOTAL COMPENSATION STUDY
FOR THE
CITY OF ROSEMEAD
TABLE OF CONTENTS
Page No.
1.
Understanding of the Project
I
• 2.
Study Objectives
2
3.
Qualifications of the Firm
4
4.
Project Team
5
5.
References
8
6.
Work Plan and Methodology
11
7.
Deliverables
20
8.
Expectations of City Support
21
9.
Project Schedule
21
10.
Proposed Project Costs
22
11.
Insurance Requirements
24
Attached - Sample Work Products
i
6400 Hollis Street • Suite 5 - Emeryville, CA 94608 - TEL (510) 658-KOFF(5633) • TOLL FREE (800) 514-5195 • FAX (510) 652-KOFF(5633)
www. KoffAssociates.oom
KOFF &
1 IF46Q 0
UNDERSTANDING OF THE PROJECT
The City of Rosemead desires human resources consulting assistance to conduct a
comprehensive classification and total compensation (salaries and benefits) study for all
of the City's full-time and part-time positions. The City currently has sixty-five (65) full-
time team members allocated to three (3) executive management classifications, eighteen
(18) management, supervisory, and professional classifications, and twenty (20) general
team member classifications. In addition, the City currently has one hundred forty (140)
part-time team members allocated to nineteen (19) classifications. The City contracts
with the County for fire and police services, which are not part of the study, but provides
some ancillary public safety services that will be part of the study.
The study's purpose is to initially develop updated and objective classification
descriptions for all study positions that are legally compliant, internally aligned,
reflective of contemporary standards, and accurately reflect current roles, responsibilities,
duties, and qualifications. The final work product will be an integrated organizational
structure that will allow for potential future City growth, career growth, and effective •
customer service delivery. The process includes an orientation and briefing with team
members, management, and employee association representatives; the completion of a
position description questionnaire by team members; interviews with a representative
sample of team members; and interviews with supervisors and managers to address any
classification issues. All team members will be allocated to an appropriate classification
and 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 conduct a comprehensive total compensation survey
(base salaries plus benefits) using a set of appropriate comparator agencies.. It is
understood that the identification of comparator agencies, benchmark classifications to be
surveyed, and benefits to be collected will be an iterative process that will include 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 positions and/or
positions that didn't have a large enough sampling of similar levels of responsibility
elsewhere.
The compensation study will contain specific recommendations regarding a salary
schedule and the integration of all study classifications into a clearly designed, 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
•
6400 Hollis Street • Suite 5 • Emeryville, CA 94608 • TEL (510) 658-KOFF(5633) • TOLL FREE (800) 514-5195 • FAX (510) 652-KOFF(5633)
www.KoffAssociates.com
Classification & Total Compensation Study Proposal
Page 2 of 24
• _ September 22, 2008
preferences into consideration and regarding the appropriate placement of each
classification on that salary schedule.
A third goal of the study is to review the City's current merit-based compensation system
and how the performance evaluation, system ties into that system to incorporate
performance standards as they relate to the class specifications and to adhere to current
employment laws.
The study includes a significant number of meetings with the City Classification Team,
management, staff, and employee association representatives, as well as the City Council,
if 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 improve
a collaborative and interactive approach that will result in greater buy-in for the study
recommendations. This interactive approach, although time-consuming, has resulted in
almost 100% implementation success of Koff & Associates' studies.
STUDY OBJECTIVES
Classification Obiectives
➢ To analyze and update the classification descriptions and structure through a
comprehensive process of job analysis, including review of existing
documentation, position description questionnaire completion, team member
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 reclassification or title change, create new
classifications (if applicable), eliminate outdated classifications (if applicable),
and combine classifications assigned to similar functional areas (as appropriate);
➢ To provide a classification structure that ensures regulatory compliance, including
allocation of each study position to the correct classification with appropriate
FLSA designation;
➢ To provide for growth and flexibility of assignment, where feasible, as well as
adequate career paths that will foster career service within the City;
➢ 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
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KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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September 22, 2008 •
➢ To ensure sufficient documentation throughout the study so that the plan can be
implemented and maintained in a competent and fair manner.
Total Compensation Objectives
➢ To review and make recommendations regarding comparator agencies,
benchmark classifications, and benefit elements to be collected prior to beginning
the compensation portion of the study;
➢ To collect accurate salary and benefits data from the approved group of
comparator agencies and to ensure that this information is analyzed in a manner
that is clear and comprehensible to your City Council, management, and staff;
➢ 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 philosophy;
➢ To develop a compensation plan that will assist the City to recruit, motivate, and
retain competent staff; '
➢ To recommend appropriate internal salary relationships and allocate classes to
ranges in a comprehensive salary range plan; and •
➢ To ensure sufficient documentation throughout the study so that the plan can be
implemented and maintained in a competent and fair manner.
Merit System Objectives
➢ To review and understand the City's current merit-based compensation system
and how its performance evaluation system ties into it; and
➢ To make recommendations for changes to the performance evaluation system that
incorporate performance standards as they relate to the class specifications and to
adhere to current employment laws.
Overall Obiectives
➢ To review and understand all current documentation, rules, regulations, policies,
procedures, class descriptions, organizational charts, personnel policies, wage and
benefit resolutions, and related information so that the new plan can be
operationally incorporated with a minimum of disruption;
➢ To conduct a start-up meeting with the City Classification Team to finalize study
plans and timetables; conduct briefing and orientation session(s) with team
members, management, and employee association representatives in order to •
KOFF & ASSOCIATES, INC.
Classification & Total Compcnsation Study Proposal
Page 4 of 24
September 22, 2008
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;
➢ To document all steps in the process and provide documentation for management
in both classification and internal compensation methodologies so that the City
can integrate, maintain, and administer the plans after the initial implementation;
and
➢ To provide effective ongoing communications throughout the duration of the
project.
QUALIFICATIONS OF THE FIRM
Koff & Associates, Inc. is a majority woman-owned public sector human resources
consulting firm that was founded in 1984 and has been assisting cities, counties, and
special districts for the past twenty-four (24) years. We are familiar with the various
organizational structures, agency missions, operational and budgetary requirements, and
staffing expectations.
• We have extensive experience working in both non-union and union environments
(including serving as the management representative in meet & confer and negotiation
meetings), working with City Councils, Boards of Supervisors, Merit Boards, Joint
Power Authorities, and Boards of Directors.
The firm's areas of focus are compensation and classification studies (approximately
70% of our workload); policy/procedure development and employee handbooks;
executive search and staff recruitments; performance management issues; and serving as
off-site HR Director for our smaller public agencies that need the expertise of an HR
Director but do not need a full-time, on-site professional.
Without exception, all of our classification and compensation 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.
The firm's growing list of clients is indicative of its reputation throughout California as
being a quality organization that can be relied upon for producing comprehensive, sound
and cost-effective recommendations and solutions. Koff & Associates, Inc. has a
reputation for being "hands-on" with an ability and expertise to implement its ideas and
recommendations through completion in both union and non-union environments.
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KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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September 22, 2008
Koff & Associates, Inc. relies on our stellar reputation and on the recommendations and
referrals of current 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 invite you to contact anyone on the Client
List as a referral.
PROJECT TEAM
Project chart and professional qualifications of staff that will be included in this study
are:
OrganizationaUProject Chart
Georg Krammer, CEO
Catherine Kaneko, President
(Principals of K&A)
Jeremy Hannah, I I Milana Targan,
Project Manager Project Manager
Alyssa
Uchimura,
Senior Associate
Gail Koff,
Managing Director
Kathy Crotty,
Administrative
Assistant
All members of our team have worked on multiple comprehensive classification and
compensation studies and are well acquainted with the wide array of municipal
organizational structures, classification plans, and compensation structures, as well as the
challenges and issues that arise when conducting studies like this.
Georg S. Krammer, M.B.A., S.P.H.R.
Chief Executive Officer
Georg brings over eleven (11) years of management-level human resources experience to
K&A with an emphasis in classification and compensation design; market salary studies;
executive and staff recruitment; performance management; organizational development;
and employee relations, in the public sector, large corporations and small, minority-
owned businesses.
After obtaining a Master's Degree 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 MBA from the University of San Francisco. After
starting his human resources career in Wells Fargo Bank's college recruiting department,
he moved on to human resources management positions in the banking and high-tech
consulting industries. With his experience as a well-rounded senior HR generalist and his
u
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KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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• September 22, 2008
education in business and teaching, Georg's contribution to K&A's variety of projects
greatly complements our consulting team.
Georg is our resident project Manager for classification and compensation studies and
will be assigned as the Project Director for this study to ensure close coordination of
client needs throughout the project. Georg will be involved with all steps of the process,
will attend all meetings with employees, management, and the City Council (if desired),
and will be the primary point of contact for the entire study.
Catherine Kaneko, C.P.A., P.H.R.
President
Catherine brings over sixteen (16) years of management level human resources
experience to Koff & Associates, Inc., both as a human resources director and as a
management consultant in the hi-tech industry as well as the public sector. She has
extensive experience in compensation including equity plans, survey design and
reporting, recruitment in both the public and private sector; staffing, classification and
job analysis; compensation and job evaluation techniques, employee relations, retention
strategies, infrastructure development; coaching; policy and procedure development;
mergers and acquisitions; change management and employee training.
With a Bachelor's Degree in Business Administration, Catherine started her career as a
Certified Public Accountant (CPA) in an international accounting/consulting firm. She
trrisitioned into Human Resources within. the firm to become the Human Resources
Director of the San Francisco office. She then moved into the hi-tech industry where she
served in leadership positions for high-growth, startup, and organizations in transition.
Her primary focus in recent years has been in classification, compensation, and
recruitment services in the public sector.
Catherine's experience provides a broad knowledge of human resource management
within diverse organizations. Her background provides her a strong ability to understand
the big picture, identify problems and solutions, and effectively implement them. Her
skill set complements our current consultant base with additional levels of service areas.
Gail Koff
Managing Director
Gail Koff, Principal of Koff & Associates, Inc. for 21 years and now the Managing
Director, has over thirty (30) years of human resource management experience, 27 years
of which have been serving the needs of public agencies. Gail's prior experience, after
receiving her degree from Boston University, includes serving as the Personnel Director
for one of California's largest sanitary districts, Central Contra Costa Sanitary District as
well as the Personnel Director for the California College of Arts and Crafts.
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KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal .
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Seplember 22, 2008 •
She has spent the last twenty one (21) years in her own firm providing consulting
assistance to cities, counties and special districts (housing, transit, water, wastewater,
hospital, school, community service, air quality management, fire, etc.). She specializes .
in strategic development; labor/management issues; classification and job analysis;
compensation design and pay for performance strategies; executive search; employee
handbooks and policy direction; performance management; and organizational efficiency
issues.
Gail is familiar with the unique problems of public agencies and has worked extensively
with publicly elected Councils, Boards, Commissions, numerous unions, and
management and employee groups.
Gail works closely with the staff throughout the entire process to ensure success. She is
actively engaged throughout the study's progress to ensure quality control, timeliness,
and meeting client expectations.
Milana Targan
Project Manager
Milan brings her public sector experience in classification and compensation to Koff &
Associates, Inc. With a bachelor's degree from USF and a Master of Science in
Industrial/Organizational Psychology from San Francisco State University, Milana has •
had extensive experience in job analysis, classification development, compensation data
gathering and analysis and completing special projects relating to a variety of human
resources issues. Her experience also includes conducting specific job analysis for the
purpose of developing validated test questions for public sector entrance and promotional
examinations.
Milan's experience includes working for a human resources consulting film with a
specialty in affirmative action as well as working for the California Public Utility
Commission conducting job analysis, classification development, market salary analysis
and human resource management program design. Since joining K&A, Milana is actively
engaged in classification and total compensation studies and manages many of our
executive search and recruitment activities.
Milana has extensive classification and compensation experience and has worked on
numerous projects since she joined the firm.
Jeremy Hannah
Project Manager
Jeremy earned his bachelor's degree in Psychology with a minor in General Management
from California State Polytechnic University, Pomona and completed his Master of
Science in Industrial/Organizational Psychology from San Francisco State University.
After working for five (5) years in management in private organizations, Jeremy moved •
KOFF & ASSOCIATES, INC.
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Classification & Total Compensation Study Proposal
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September 22, 2008
into the public sector to work for the California Public Utilities Commission performing
job analysis, designing selection examinations, conducting employee opinion surveys,
developing human resource selection examinations, and developing human resource .
management processes.
Jeremy has extensive class description development and data gathering and analysis
experience and has completed numerous studies since joining the firm.
Alyssa Uchimura
Senior Associate
Alyssa earned her bachelor's degree in Psychology with a minor in Sociology -
Organization Studies from the University of California, Davis and is currently working
on her PhD in Organizational Psychology from Alliant International University. She
brings with her over six years of human resources experience in compensation data
gathering and analysis, classification analysis and development, performance
management,. affirmative action program development and recruitment. Alyssa also
brings with her experience in designing and conducting quantitative and qualitative
research studies.
Kathy Crotty
Administrative Assistant
Kathy is our resident data entry, office administrative, and technical "guru." She will be
heavily involved with the technical aspects of the project and assist our professional staff
at each phase of the project.
REFERENCES (a list of references from our most current studies)
City of Malibu Contact: Ms. Reva Feldman
City-wide classification-compensation study Administrative Services Director
completed in 2006. (310) 456-2489
23815 Stuart Ranch Rd.
Malibu, CA 90265
E
City of Tulare
Comprehensive classification and total
compensation study, completed in 2008.
City of Mission Viejo
City-wide classification and compensation
study completed 2006, HR audit recently
completed.
Contact: Ms. Margee Fallert
Administrative Services Director
(559) 684-4203
411 East Kern. Avenue
Tulare, CA 93274
Contact: Mr. Irwin Bornstein
Assistant City Manager
(949) 470-3059
200 Civic Center
Mission Viejo, CA 92691
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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September 22, 2008
City of Orange
Finalizing classification study, compensation
study to begin soon.
City of Bellflower
Total compensation study completed
April 2007.
Contact: Mr. Mike Harary
Personnel Services Manager
(714) 744-7157
300 E. Chapman Avenue
Orange, CA 92866
Contact: Ms. Susan Crumly
HR & Risk Manager
(562) 804-1424
16600 Civic Center Drive
Bellflower, CA 90706
Additionally, we are in the midst of or have completed similar types of studies for the
following agencies:
Cities
City of Alameda
City of Atherton
City of Auburn
City of Bellflower
City of Brisbane
City of Calistoga
City of Capitola
City of Citrus Heights
City of Coachella
City of Delano
City of El Cerrito
City of Emeryville
City of Eureka
City of Fortuna
City of Foster City
City of Fremont
City of Galt
City of Greenfield
City of Hayward
City of Hercules
City of Indian Wells
City of Lynwood
City of Malibu
City of Mill Valley
City of Mission Viejo
City of Napa
City of National City
City of Newman
City of Orange
Special Districts
Alameda County Transportation Authority
Alameda County Water District
Amador Water Agency
Bay Area Water Supply & Conservation Agency
Butte Air Quality Management District
Calaveras County Water District
Carmel Area Wastewater District
Carpinteria Sanitary District
Castro Valley Sanitary District
Central Contra Costa Sanitary District
Central Contra Costa Solid Waste Authority
Central Marin Sanitation Agency
Children's Hospital
Coastside Water District
Contra Costa County Retirement Association
Contra Costa Transportation Authority
Delta Diablo Sanitation District
Dublin-San Ramon Services District
East Bay Municipal Utility District'
East Palo Alto Sanitary District
Fairfield-Suisun Sanitary District
Feather River AQMD
Goleta Sanitary District
Greater LA County Vector Control District
Groveland CSD
Health Plan of San Mateo
Ironhouse Sanitary District
Lake Arrowhead CSD
Las Gallinas Valley Sanitary District
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KOFF & ASSOCIATES, INC.
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September 22, 2008
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City of Orinda
Madera Irrigation District
City of Pacific Grove
Mammoth Community Water District
City of Paso Robles
Marina Coast Water District
City of Perris
Mendocino Coast District Hospital
City of Piedmont
Metropolitan Transit Commission
City of Pinole
Mid-Peninsula Water District
City of Pleasanton
Monterey Regional Waste Management District
City of Poway
Napa Sanitation District
City of Red Bluff
Nipomo Community Services District
City of Richmond
Novato Sanitary District
City of Rio Vista
Ojai Valley Sanitary District
City of Rocklin
Palos Verdes Library District
City of Sacramento
Peninsula Traffic Congestion Relief Alliance
City of San Juan Bautista
Placentia Library District
City of San Luis Obispo
Port of Oakland
City of San Ramon
Ross Valley Sanitary District
City of Santa Rosa
San Diego County Water Authority
City of Soledad
San Diego Housing Commission
City of South San Francisco
San Ramon Valley Fire District
City of Sunnyvale
Sanitary District No. 5 of Marin County
City of Tigard
Santa Clara Valley Water District
City of Tulare
Sausalito-Mann City Sanitary District
City ofTwentynine Palms
Solano County Water Agency
City of Walnut Creek
Solano Transportati on Authority
Town of Apple Valley
South Coast Air Quality Management District
Town of Danville
South Coast Water District
South Tahoe PUD
Counties
County of Alameda Housing Authority
County of Butte
County of Contra Costa
County of Los Angeles
County of Marin
County of Marin Housing Authority
County of Placer
County of San Mateo
County of Tehama
Courts
Superior Court, Amador County
Superior Court, Calaveras County
Superior Court, San Benito
Superior Court, San Mateo County
Superior Court, Tuolumne County
Southeastern Economic Development Corp.
State Water Contractors
Stege Sanitary District
Tahoe Donner Association
Tiburon Sanitary District
Trinity PUD
Truckee Donner PUD
Truckee Sanitary District
West Bay Sanitary District
West County Wastewater District
Western Contra Costa County Transit Authority
Education
California State University System
Fremont Unified School District
Huntington Beach School District
UCLA
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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September 22, 2008
WORK PLAN AND METHODOLOGY
This section of the proposal identifies the actual work scope. We believe that our
detailed explanation of methodology and work tasks clearly identifies our approach and
comprehensiveness.
We have found that, often times, our proposals address 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 the City Council, employee representation, team members,
and management. The time we commit to working with the team members [Project
Team meetings, orientation, meetings with team members and managers via personal
interviews, meeting that include employee association representatives, informal appeal
process, etc.] results in a significantly greater buy-in throughout the process and very
few, if any, formal appeals, at the end of the process.
Our clients always provide us 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.
Our approach is to complete the classification study 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 team members and their supervisors, inextricably associated with the
"worth of that work" or compensation, which is often a highly emotional issue.
Separating the two studies, even though elements of both studies maybe 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 comparator agencies
and classes is accurate.
Given these parameters, our approach would be as follows:
PHASE I: CLASSIFICATION STUDY
A. INITIAL DOCUMENTATION REvIEW/MEETING WITH PROJECT TEAmICTPY
COUNCIL
This phase includes identifying the key client project team (i.e., the City Classification
Team), contract administrator, and reporting relationships. Our team will meet with the
client team to create the specific work plan and work schedule; reaffirm the primary
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KOFF & ASSOCIATES, INC.
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Classification & Total Compensation Study Proposal
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September 22, 2008
objectives; determine deadline dates; determine who will be responsible for
coordinating/scheduling communications with team members and management; and
develop a timetable for conducting the same. Also included will be the gathering of
written documentation including identifying the incumbents and assembling the current
class descriptions, organizational charts, Personnel Policies, and any other relevant
documentation.
City 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
and agree to a class description as well as compensation format and discuss comparator
agencies for salary survey purposes. We will respond to any questions.
B. ORIENTATION MEETING WITH TEAM MEMBERS AND DISTRIBUTION OF
POSITION DESCRIPTION QUESTIONNAIRE
•
We will facilitate several orientation meetings with team members (within the same
timeframe, for cost containment purposes) and distribute the Position Description
Questionnaire (PDQ) to start the classification portion of the study. While this meeting
may not be mandatory, it is highly recommended, as it forms the beginning of the
educational process that continues throughout the. study. 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 hints for completing the questionnaire
will be given. - The PDQ's shall be handed out with the incumbent's current class
description attached to the questionnaire so team members can use this as a tool for
completing the questionnaire.
We recommend giving team members in the same classification the option of
collaborating on completing a PDQ together, if the team members so choose (we
especially recommend this approach for part-time team members). At the same time, we
will invite team members to. complete an individual PDQ if they prefer and if they want
to be interviewed separately. Our proposal speaks to two levels of effort: 1) One PDQ
per classification plus individual PDQ's from team members with classification issues
and 2) individual PDQ's from all team members.
Although we provide an email version of our questionnaire so that team members can
more easily complete it, we require a hardcopy with signatures affixed before we can
begin the evaluation process. Team members complete the questionnaire, send it to their
supervisor/manager for review, comment, and signature and then send it to our office for
analysis.
C~
Typically, we would ask the City to assist us with the distribution and collection of
PDQ's and recommend this approach because it will be more effective in keeping the
process under control. We find that it is more efficient to give team members a focal
point at the City to receive Pads from and return PDQ's to versus having employees send
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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Septcmber 22, 2008 •
PDQ's directly to us. Our proposal speaks to two levels of effort based on the City's
request in the RFP.
C. POSITION DESCRIPTION QUESTIONNAIRE REVIEW AND TEAM
MEMBER/SUPERVISORY/ MANAGEMENT INTERVIEWS
Upon receipt of the questionnaires, they will be reviewed and analyzed along with other
documentation. Interviews will be scheduled with team members. Because this is a
critical step in the information-gathering and educational process, we recommend
scheduling interviews with a representative sample of team members in each
classification.
We will offer team members the option to be interviewed in a group with team members
in the same classification or to request an individual interview if they prefer (again, we
recommend this approach for part-time team members for cost containment purposes).
We recommend individual interviews only if the team member wants to discuss certain
issues (e.g., out of class responsibilities, etc.) in privacy with the consultant. Our
proposal speaks to two levels of effort: 1) One interview per classification plus individual
interviews with team members who may have classification issues and 2) individual
interviews with all team members.
Interviews will then be held with supervisory and management staff, who will clarify •
their own responsibilities as well as confirming 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.
D. CLASSIFICATION CONCEPT DEVELOPMENT/ALLOCATION LIST/MEETINGS
Prior to developing detailed class descriptions and allocation lists, a classification plan
concept document will be submitted for management review and approval. This
document will list broad class concepts and highlight where significant changes may be
recommended, such as expanding or collapsing class series in the same functional area
and/or separating or banding together classifications assigned to different functional
areas.
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 (upgrade, downgrade, title change, no change).
After we have completed this process, a meeting or conference phone call will be
arranged to review the Classification Plan structure with the City Classification Team •
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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• September 22, 2008
E. 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. We have attached samples of our standard classification
format (including ADA statements); however, we can customize this model with one
preferred by the City.
At this stage, FLSA status of each classification will also be determined.
F. TEAM MEMBER REVIEW/INFORMAL APPEAL PROCESS
A draft copy of the revised/new class descriptions with allocation recommendations will
be submitted to each team member and management. Our experience has been that this is
one of the most critical phases of the project (but also one of the most time-consuming).
A proactive and effective communication process at this crossroad often avoids a formal
appeal, adversarial meeting, or a major conflict at the conclusion of the study.
Team members shall submit their written concerns (via their supervisor/manager) to our
office. While team members may not always agree with our recommendations, they have
a "second chance" to ensure that they have been heard and to continue the educational
process regarding why specific recommendations were made.
Significant team member comments will be reviewed with management prior to making
any significant changes to the initial proposed class plan. These discussions may be
email, telephone, or additional interviews, depending upon the extent of the response.
Allocation and/or class description changes will be made as required.
G. FINALIZE CLASSIFICATION PLAN/DRAFT INTERIM REPORT
Volume I (Draft Interim Report of the Classification Plan) will be completed and
submitted to the City for review/comment/recommendations. The contents of that report
will include methodology, findings, analysis, and recommendations. The recommended
allocation list, classification title changes, job family and career growth issues, and other
factors will all be included. Guidelines for continued maintenance of the Plan will be
detailed. A complete set of the classifications will also be enclosed in the Classification
Final Report.
PHASE H: TOTAL COMPENSATION SURVEY
A. DETERMINE COMPARATOR AGENCIES, BENCBMARK CLASSIFICATIONS, AND
BENEFITS DATA TO BE COLLECTED
During the initial meeting with the City Classification Team, we will discuss the
• compensation study factors that need to be agreed upon. We will discuss possible
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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Septembcr 22, 2008 •
comparator agencies, benchmark classifications, and benefits data that will be included in
the study.
1. Determination of Comparator Agencies
The selection of comparator agencies is considered a critical step in the study process.
Using the following factors to identify appropriate comparators, we will receive approval
before proceeding with the salary survey.
Our recommended methodology is that we involve the City Council, as well as union
representation, team members, and management, in the decision-making process of
agreeing as to which agencies are included, PRIOR to beginning the study. Our
experience has shown that this is the most successful approach. The factors that we
review when selecting and recommending appropriate comparator agencies include:
➢ Organizational type and structure - While various agencies may provide
overlapping services and employ some staff having similar duties and responsibilities,
the role of each agency is somewhat unique, particularly in regard to its relationship
to the citizens it serves and level of service expectation. During this iterative process,
previous comparator agencies that have been utilized and the advantages/
disadvantages of including them/others will be discussed.
➢ Similarity of population served, agency demographics, agency staff and operational •
and capital improvement budgets - These elements provide guidelines in relation to
resources required (staff and funding) and available for the provision of agency
services.
➢ Scope of services provided -While having an agency 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 team members. No longer do individuals
necessarily live in the community they serve. Therefore, the geographic labor market
area (where the agency may be recruiting from or losing team members 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.
•
KOFF & ASSOCIATES, INC.
- Classification & Total Compensation Study Proposal
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September 22, 2008
We typically recommend using twelve (12) comparator agencies for all classifications in
an organization, but we are flexible to use a different model if the City so wishes and our
proposal speaks to two different levels of effort for cost comparison purposes.
2. Determination of Benchmark Classes
In the same collaborative manner as described above in Step 1, the classes to be surveyed
will be determined. Again, all parties prior to commencement of the data-gathering
process should reach consensus.
"Benchmark classes" are normally 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 sample for analysis.
Internal relationships will be determined between the benchmarked and un-benchmarked
classifications and internal equity alignments will be made for salary recommendation
purposes.
We typically recommend using about 65% of all classifications as benchmarks but are
flexible to use a different model. Our proposals speak to two different levels of effort to
demonstrate difference in cost.
• 3. Determination of Salary and Benefits Data to Be Collected
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).
Shown below are descriptions of those benefits that we normally collect:
➢ Monthly Salary - The top of the normal, published salary range. All figures are,
presented on a monthly basis. We normalize the salary data to reflect working hours
and/or "spiking" of PERS benefit.
➢ Employee Retirement- This includes two figures: the amount of the team member's
State (PERS) or other public retirement contribution that is contributed by the City
and the amount of the City's Social Security contribution: Many agencies have
enhanced their PERS/alternative retirement program and we collect and document
these costs also. We will also gather information regarding post-retirement benefits.
➢ Insurance - Health, Dental, Life, Long-Term Disability, Short-Term Disability,
Vision, Employee Assistance Program (EAP), etc.
➢ Leave - Other than sick leave, which is usage-based, leave is the amount of days off
for which the City is obligated. All days will be translated into direct salary costs.
•
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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September 22, 2008 •
Holidays - The number of holidays (including floating) available to the team
member on an annual basis.
• Vacation - The number of vacation days available to all team members after five
years of employment.
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 team members to
augment vacation or other time off.
➢ Automobile - This category includes either the provision of an auto allowance or the
provision of an auto for official and/or personal use.
➢ Deferred Compensation - This is any deferred compensation provided to all
members of a classification, either as an employer matching contribution or as a
straight dollar or percentage contribution.
➢ Other - This category includes any other benefits that are available to all team
members within a classification and not already specifically detailed.
B. DATA COLLECTION -
Our firm does not collect market salary 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. We conduct all of the data collection and analysis ourselves 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 70016, which is the percentage we use to determine whether to include a
comparator classification or not
Typically, we collect classification descriptions, organizational charts, and other
information via websites, in person, by telephone, or by an on-sight interview. With this
prior knowledge and our experience in the public personnel field, our professional staff
makes preliminary "matches" and then schedules an appointment by telephone, and
sometimes in person, with a knowledgeable individual to answer specific questions. We
find that the information collected using these methods has a very high validity rate and
is generally substantiated before team members, employee representation, management,
as well as governing bodies.
C. ANALYSIS AND PRELIMINARY DATA RmEw
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. •
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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September 22, 2008
Benefit data will be collected and displayed in an easy-to-read format. You will re ceive
three sets of spreadsheets per classification, one with base pay, one with the benefits
detail, and one with total compensation statistical data.
D. DRAFT COMPENSATION FINDINGS AND MEETING WITH PROJECT TEAM
We distribute our draft findings to the City.
After the City's preliminary review, K&A will meet with the project team, management,
and the Rosemead Employee Association to . clarify data, to receive requests for
reanalysis of certain comparators, and to answer questions and address concerns. This
provides an opportunity for the City 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.
E. INTERNAL JOB ANALYSIS
To determine internal equity for both market driven and non-benchmarked positions,
considerable attention will be given to this phase of the project. It is necessary to develop
an internal position hierarchy based on the "whole position" classification methodology.
Objective factors include:
1. Education
2: Experience
3. Problem Solving/Ingenuity
4. Attention/Stress (Concentration/Time Pressure & Interruptions)
5. Independence of Action/Responsibility
6. Contacts with Others/Intemal/Extemal
7. Supervision Given to Others
8. Consequences of Action%Decisions Made on the Job
9. Working Conditions
10. Physical/Mental Demands
By reviewing the above factors, we will make recommendations regarding vertical salary
differentials between classes in a class series, as well as across the organization.
F. REVIEW THE SALARY STRUCTURE/MEETINGS
Depending on data developed as a result of the internal analysis, we will review and
make recommendations regarding internal alignment and the salary structure (set of
ranges) within which the classes are allocated, based upon the City's preferred
compensation model. At this juncture, we will review the City's current compensation
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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September 22, 2008 •
plan and structure and make appropriate recommendations for possible changes, as well
as for implementation strategies.
Draft recommendations will be discussed with the management team prior to developing
an Interim Report.
PHASE III: PERFORMANCE EVALUATION SYSTEM
A. REVIEW OF THE CITY'S PERFORMANCE EVALUATION SYSTEM
The final phase of the project will focus on the City's current performance evaluation
system. The City uses a merit-based compensation system and team members receive
annual salary adjustments based on their performance.
The City wishes that the consultant assist in modifying the current performance
evaluation system and incorporate appropriate performance standards in the system as
they relate to the updated classification descriptions that were approved during the
classification phase of the study.
Koff & Associates has extensive experience with performance evaluation and incentive.
programs and will be able to offer recommendations not only has ed on the City's needs
but also including industry trends and practices.
B. PREPARATION OF DRAFT FINAL AND FINAL REPORT AND DELIVERABLES •
Volume II (Draft Interim Report of the Total Compensation Study) will be completed and
submitted to the City for review/comment/recommendations. The report will provide
detailed compensation findings and documentation and recommendations. The report
will include a set of all spreadsheets, a proposed Salary Range document, as well as the
implementation issues surrounding our recommendations. A detailed methodology for
continued implementation and maintenance of the Plan is included.
The report will also include our recommendations regarding the City's performance
evaluation system and how to "marry" the new classification descriptions with the current
system.
All elements detailed in the "Deliverables" section (below) will be included.
Once all of the City's questions/concerns are addressed and discussed, a Final
Classification and Total Compensation Report will be created and submitted in bound
format.
C. PARTICWATION IN A FORMAL APPEAL PROCESS
Should the City have a formal appeal process regarding the allocation to salary range, this
proposal does not cover time regarding a formal appeal process (the informal appeal
process is identified in F [classification] and D [compensation] above). Should our on- •
KOFF & ASSOCIATES, INC.
Classification & Total Compensation Study Proposal
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• September 22, 2008
site participation be desired, our stated composite hourly rate will be honored As
mentioned above, however, our internal process usually addresses most of the appeal
issues.
D. PRESENTATION TO THE PROJECT TEAM AND/OR CITY MANAGER/COUNCIL
In addition to periodic meetings with the City Classification Team, team members, and
other stakeholders throughout the classification and compensation phases of the study, as
well as continuous status reports per email and conference calls, our proposal includes
one initial overview, one interim study session (to discuss the initial findings of the
market salary study), and one final presentation to the City Council/Manager, if desired.
DELIVERABLES
Volume I
➢ A summary classification study document that outlines study processes, concepts, and
overall areas of concern to the City (such as consolidation or banding of classes,
internal alignment, reclassification issues, etc.);
➢ Detailed classification plan and allocation recommendations that will determine
• definitive job series and career ladders, including the impact of our recommendations
for incumbents;
➢ New and updated class specifications for all study positions that are up-to-date,
accurate, legally compliant, and provide for organizational growth and career
development and mobility; and
➢ Classification manuals including a description of class concepts and other pertinent
information regarding the administration, implementation, and maintenance of the
new classification plan.
Volume H
➢ A summary of and detailed total compensation findings in spreadsheet format with
recommendations for an overall compensation salary step and range plan;
➢ Internal relationships and market compensation data will be outlined for each class so
that future equity relationships between classes can be continued;
➢ Implementation recommendations for achieving compensation goals within a
reasonable timeframe and the economic and political limitations of the City;
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Classification & Total Compensation Study Proposal
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September 22, 2008 •
D A review of the City's current performance evaluation program and recommendations
regarding incorporation of new/updated performance standards based on
classification descriptions developed during the classification phase of the study; and .
➢ Provision of recommended implementation and maintenance of the updated
compensation plan.
Throughout the Study
➢ Extensive communication with the City Classification Team, City Management, City
Council; team members, employee association representatives, and others; and
➢ At least five (5) copies of the Final Report and an electronic version of all of the
classifications and market salary data and spreadsheets created on email or disc in
WORD and EXCEL format.
EXPECTATIONS OF CITY SUPPORT
In order to conduct this study in the most timely and cost-effective manner, we expect
support in the following areas:
➢ Timely provision of written documentation, such as current class specifications, •
personnel policies, organizational charts, budget documents, requests for audits, 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 Position Description
Questionnaire; collecting and forwarding questionnaires; and in ensuring that
materials are complete and returned in a timely manner;
➢ Assistance in scheduling City Classification Team, management, team member audit
and other meetings; and
➢ Meeting agreed to timelines.
PROJECT SCHEDULE
The RFP indicates that the desired completion date for the study is April 15, 2009.
Considering that this study will run through the holidays, our professional experience is
that a classification and compensation study for this size organization will take
approximately five to six (5-6) months to complete, allowing for adequate Position
Description Questionnaire completion, interview time, classification description
development, compensation data collection and analysis, review steps by the City, the
development of final reports, any appeals, and presentations.
u
KOFF & ASSOCIATES, INC.
•
Classification & Total Compensation Study Proposal
Page 22 of 24
September 22, 2008
The following is a suggested timeline:
Classification Study
Contract Award
Initial Start-up/Orientation Meetings
Questionnaires Returned to Our Office
Employee/Management Interviews
Classification Concept Development
Review by City
Class Description Development
Employee/Management Review/Follow-up
Preparation of Final Class Descriptions
Total Compensation Study
Comparators/Benchmarks/Benefits
Data Collection/Analysis
City Review
K&A Reanalysis/Feedback
Development of Salary Ranges and
Compensation/Implementation Strategies
Internal Position Evaluation/Review
on or around October 14, 2008
by October 24
by November 14
by November 26
by December 5
by December 12
by January 16, 2009
by January 30
by February 13
During initial meeting
by February 20, 2009
by March 6
by March 13
by March 20
by March 20
Review of Performance Evaluation System
Review of Performance Evaluation System by March 20
Interim Final Report by April 3
Final Reports by April 10
Final Presentation As scheduled
PROPOSED PROJECT COSTS
LI
Option 1
Option 2
PHASE I: Classification Stud
Hours
Hours
r.A/IB3
Document Review/Kick-off/Project Team/Orientation
24
20
Meetings
Option 1: K&A distributes and collect PDQ's
Option 2: City distributes and collects PD 's
C.
Position Description Questionnaire Review
50
25
Option 1: individual PDQ's per team member (approx. 90)
Option 2: group PD 's per class plus 20% individual PD 's
EmployeelSupervisor/Dept. Head Interviews
100
50
Option 1: all incumbents in each classification
KOFF & ASSOCIATES, INC.
Classification & Total Compermsation Study Proposal
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September 22, 2008 •
O lion 2: representative sample per class plus 20% individual
D.
Classification Con t/Prehmina Allocation Development
12
12
E.
Class Description Development (approximately 60 classes
150
150
F.
Employee/Supervisory Review/Informal Appeal Process and
Review
16
16
G.
Interim/Final Report Preparation
16
16
Total Professional Hours
368
289
Combined professional and clerical composite rate: $95/Hour
$34,960
$27455
PHASE H: Total Compensation Stud
A.
Identify Benchmark Positions/Benefits & Meetings
8
8
B.
Compensation Data Collection *
Option 1: 45 benchmarks, 15 comparator agencies
Option 2: 35 benchmarks, 12 comparator agencies
130
80
C.
Analysis and Preliminary Data Review *
60
40
D.
Draft Findings/Additional Analysis/Project Team Meeting
25
20
E.
Internal Job Analysis/Internal Alignment
8
8
F.
Salary Structure/Implementation Strategy Development
8
8
Total Professional Hours
239
164
Combined professional and clerical composite rate: $95/Hour
$22,705
$15,580
PHASE HI: Review of Performance Evaluation System
A.
Review of City's Performance Evaluation System &
Recommendations
20
20
G.
Interim/Final Report Development
16
16
H.
Formal Appeal Process
0
0
1.
Final Presentation
10
10
Anticipated additional meetings
16
16
Total Professional Hours
62
62
Combined professional and clerical composite rate: $95/Hour
$5,890
$5,890
Expenses:
$3,000
$2,500
Expenses include but are not limited to duplicating and
binding documents and reports, phone, supplies, FAX,
postage, mileage, hotels, air faze, per diem, etc.
KOFF & ASSOCIATES, INC.
•
•
Classification & Total Compensation Study Proposal
Page 24 of 24
September 22, 2008
TOTAL LUMP SUM FOR PROJECT: $66,555 $51425
**Additional consulting will be honored at composite rate of
$95/hr.
* Side Note: Option 1 and Option 2 represent only two options to the City. Of course,
we are. flexible to negotiate a scope of work that includes any combination of these two
options. If the City conducted the data collection and analysis portions (Phase H - B &
C) of the compensation study, the prices of the to proposal options would be as follows:
Option 1: Total Lamp Sum for Project - $47,505.
Option 2: Total Lump Sum for Project- $39,025.
INSURANCE REQUIREMENTS
We will submit support of this level of coverage and endorse the City with our General
Liability insurance coverage upon award of contract if desired:
•
Workers' Compensation:
Automobile Insurance:
Errors and Omissions:
General Liability:
This proposal is valid for 90 days.
Respectfully Submitted,
By: KOFF & ASSOCIATES, INC.
State of California
•
Georg S. Krammer
Chief Executive Officer
Statutory Limits
$1 Million per accident
$1 Million per occurrence
$1 Million per occurrence
Date
2008 '
KOFF & ASSOCIATES, INC.
KOFF &
TES, INC.
Pwde Since 19
SAMPLES
OF
WORK
PRODUCT
CLASSIFICATION STUDIES
0
18 Crow Canyon Court • Suite 165 • San Ramon, CA 94583-1613 JEL 925/831.9794 DOLL FREE 8001514.5195. FAX 925/831.9322
www.KoffAssociates.com
• Water District March 200•'
FINANCE DIRECTOR
DEFINITION
Under administrative direction, plans, organizes, provides administrative direction and oversight
for and participates in all financial, customer service, meter reading and related functions and
activities, which include investments, revenue forecasting and impact, financial transaction
processing, record keeping and reporting, payroll and utility billing; functions as the Chief
Financial Officer for the District; coordinates the production and the administration of the
District's budget; provides professional assistance to District management staff in areas of
expertise; fosters cooperative working relationships with regulatory agencies; and perform other
duties as assigned.
SUPERVISION RECEIVED AND EXERCISED
Administrative direction is given by the General Manager. Direct and general supervision is
provided to accounting and customer service staff through subordinate supervisory levels.
CLASS CHARACTERISTICS
• This single-position management classification oversees, directs and participates in all activities
of the Finance Department, including treasury and budget functions. The work involves both the
oversight of functions and activities and performance of many of the reporting, reconciliation and
other day-today activities. Responsibilities include coordinating the activities of the department
with those of other departments and agencies and managing and overseeing the complex and
varied functions of the department. The incumbent is accountable for accomplishing
departmental planning and operational goals and objectives and for furthering District goals and
objectives within general policy guidelines.
EXAMPLES OF DUTIES (Illustrative Only)
➢ Develops and directs the implementation of goals, objectives, policies, procedures and work
standards for the department; prepares and administers the department's budget.
➢ Plans, organizes, administers, reviews and evaluates the work of professional, technical and
office support staff, directly or through subordinate levels of supervision.
➢ Provides for the selection, training, professional development and work evaluation of
department staff; authorizes discipline as required; and provides policy guidance and
interpretation to staff.
➢ Contributes to the overall quality of the department's service by developing, reviewing and
implementing policies and procedures to meet legal requirements and District needs.
➢ Coordinates activities of staff and the department with those of other District departments and
outside agencies.
➢ Coordinates the production of the annual budget for the District; calculates cost distribution,
incorporates departmental projected budgets and provides for the production and distribution
of preliminary and final budget documents; and provides for financial forecasting and
• planning.
➢ Monitors the adopted budget and prepares periodic budget reviews for submission to the
Board of Directors.
Finance Director
Page 2
➢
Determines funding options for capital improvement projects; and administers bonds issued
•
by the District.
➢
Determines cash flow requirements and funds availability for investments.
➢
Prepares and directs the preparation of comprehensive annual financial statements, including
narrative, financial and statistical data.
➢
Oversees, coordinates and provides information required for the annual District financial
audit; and responds to and implements auditor's recommendations.
➢
Prepares or directs the preparation and reconciliation of journals, ledgers and other
accounting records; and prepares or directs the preparation of records and reports for
submission to various regulatory and other governmental agencies.
➢
Through subordinate levels of supervision, administers accounts receivable, accounts
payable, payroll and other financial functions of the District.that may affect departmental and
District operations; and implements policy and procedural changes as required
➢
Reviews the impact of annexations, new developments, sales taxes, impact fees, capital
improvement and changes in laws, regulations and technology changes
➢
Administers the District's programs related to the issuance of grants and loans.
➢
Develops and directs the maintenance of the District's information technology systems,
network administration, software upgrades and related modifications and installations,
including the document imaging and storage system. .
➢
Administers the District's computer training program and Internet website.
➢
Prepares and directs the preparation of a variety of correspondence, reports, procedures and
other written materials.
➢
Maintains and directs the maintenance of working and official departmental files.
➢
Provides technical advice to the District's management and the Board of Directors in District
financial and accounting matters.
➢
Perform other duties as assigned.
•
QUALIFICATIONS
Knowledge of:
➢ Principles and practices of public agency finance, including investment, treasury, funds and
general accounting, auditing and reporting functions.
➢ Principles and practices of public agency budget development, administration and
accountability.
➢ Administrative principles and practices, including goal setting, program development,
implementation and evaluation and supervision of staff either directly or through subordinate
levels of supervision.
➢ Applicable laws, codes and regulations.
➢ Computer applications related to the work, including word processing, spreadsheet, database
and specific financial applications.
➢ Techniques for effectively representing the District in contacts with governmental agencies,
community groups and various business, professional, regulatory and legislative
organizations.
➢ Techniques for providing a high level of customer service to the public, representatives of
other agencies, and District staff, in person and over the telephone.
Skill in:
➢ Planning, organizing, administering, coordinating,. reviewing, evaluating and personally •
participating in a comprehensive public agency financial management program
➢ Overseeing the planning, development and implementation of a District-wide financial plan.
Finance Director
Page 3
• ➢ Maintaining an effective investment portfolio within the guidelines established by the
District
➢ Maintaining accurate financial records and preparing clear and accurate reports for
informational, auditing and operational use.
➢ Administering programs and the work of professional, technical and office support staff
directly and through subordinate levels of supervision.
➢ Providing for the selection, training, professional development, motivation and work
evaluation of staff.
➢ Developing and implementing goals, objectives, policies, procedures, work standards and
internal controls for the department.
➢ Interpreting, applying and explaining complex laws, codes, regulations and ordinances.
➢ Effectively representing the department and the District in meetings with governmental
agencies, contractors, vendors and various business, professional, regulatory and legislative
organizations.
D Preparing clear and concise reports, correspondence, policies, procedures and other written
materials.
➢ Using tact, initiative, prudence and independent judgment within general policy and legal
guidelines.
D Establishing and maintaining effective working relationships with those contacted in the
course of the work.
Education and Experience:
Any combination of training and experience which would provide the required knowledge, skills
and abilities is qualifying. A typical way to obtain the required qualifications would be:
Equivalent to graduation from a four-year college or university with major coursework in
accounting, economics, business or public administration or a field related to the work.
Five years of professional accounting experience, including two years at a supervisory or
administrative level. Experience in a public agency setting is highly desirable.
License:
Must possess a valid Califomia Class C driver's license and have a satisfactory driving record.
Physical Demands:
Must possess mobility to work in a standard office setting and use standard office equipment,
including a computer; vision to read printed materials and a computer screen and hearing and
speech to communicate in person and over the telephone.
0
MAINTENANCE WORKER III
Under general supervision, learns and performs a variety of semi-skilled and skilled work in
support of District water distribution and/or wastewater collection system installation, inspection,
preventive and corrective maintenance and repair activities; assists in performing underground
televised water and wastewater line inspection and hydrocleaning of sewer lines; assists in
inspecting and performing preventive maintenance, servicing and mechanical repair of stationary
pump and lift stations and mobile equipment; reads water meters and records consumption;
cleans, inspects, and repairs water meters; and perform other duties as assigned.
SUPERVISION RECEIVED AND EXERCISED
Direct supervision and training is given by the Maintenance Supervisor and/or the Customer
Service Supervisor, depending upon assignment. Work instruction and shift leadership may be
provided by a Senior Maintenance Worker. General supervision is given by the Assistant
Maintenance Superintendent. No direct supervision of staff is exercised.
CLASS CHARACTERISTICS
Maintenance Worker I is the entry-level class into this maintenance class series. Initially under •
close supervision, incumbents with basic maintenance experience learn District systems and
facilities, use of tools and equipment and a wide variety of practices and procedures. As
experience is gained, assignments become more varied and are performed with greater
independence and incumbents will be assigned to roving maintenance crews and cross-trained in
all assignments and the use of all equipment. This class is alternately-staffed with Maintenance
Worker II and incumbents may advance to the higher level after gaining the knowledge, skills,
experience, licenses and certifications which meet the qualifications of the higher-level class and
after demonstrating the ability to perform the work of the higher-level class.
Maintenance Worker II is the full journey-level class, capable of performing a wide variety of work
to ensure that District systems and facilities are maintained in a safe and effective working
condition. Responsibilities include performing work in all maintenance areas in all locations of
the District, depending upon the immediate needs of the District. While incumbents may possess
craft or journey-level skills in one or more areas of activity, all are expected to be able to perform
basic maintenance and repair in all areas of assignment. This class is distinguished from Senior
Maintenance Worker by the latter's lead, special assignment and advanced training and
certification requirements.
EXAMPLES OF DUTIES (Illustrative Only)
When performing all assignments:
➢ Completes work orders initiated by Customer Service Department or assigned by supervisor.
➢ Responds to customer complaints and emergency calls for service; uses inspection equipment •
to identify causes; and assists in mitigating overflow spills and damage as required.
Maintenance Worker 1/11
Pa
ge 2
• ➢
Sets up traffic control and safety equipment when using vehicles on a street or other roadway;
and uses safety equipment and observes all safety procedures as specified by the District.
➢
Notifies supervisor of the need for repair or additional maintenance as found during routine
inspection and cleaning activities; and prepares work orders or notes service requirements.
➢
Ensures that adequate materials and supplies are available for maintenance and repair work.
➢
Contacts the public to inform them of activities and shutdowns; and explains applicable rules
and regulations.
➢
Marks the location of underground water and wastewater lines in response to USA requests.
➢
Maintains accurate records of work performed
➢
May assist water and wastewater plant operators with plant maintenance.
➢
May maintain external premises of plants including weeding, painting, basic carpentry and
other tasks as assigned.
➢
Perform other duties as assigned
When performing the wastewater collection systems assignment:
➢ Inspects underground wastewater collection pipes, lateral connections and associated
appurtenances using closed-circuit television equipment to locate leaks, breaks, infiltration
and the buildup of dirt, debris, roots and other materials on a scheduled preventive
maintenance basis.
➢
Installs, maintains and repairs wastewater collection main and lateral service connections.
➢
Performs preventive and corrective maintenance on septic tanks.
➢
Operates hydro-cleaning and rodding equipment to clean and flush sewer lines on a scheduled
or emergency basis.
➢
➢
Builds and cleans out manholes, catch basins and other drainage facilities.
Services and maintains mobile equipment in a clean and orderly condition; makes minor
repairs as needed; and may service and repair television inspection and specialty hydro-
cleaning equipment.
➢
Inspects lift stations on a scheduled basis; reads and records flow meters and gauges; and
performs servicing and repair of pumps, motors, valves and other mechanical and electrical
equipment
➢
May assist Plant Operators in the maintenance of wastewater treatment plants.
When performing the water distribution systems assignment:
➢ Inspects underground water pipes and associated appurtenances to locate leaks, breaks and
infiltration on a scheduled preventive maintenance basis.
➢ Installs potable water pipe lines, fittings, valves and fire hydrants; and taps and repairs water
service lines.
➢ Services and maintains mobile equipment in a clean and orderly condition; and makes minor
repairs as needed.
➢ Inspects pumping stations on a scheduled basis; reads and records flow meters and gauges;
and performs servicing and repair of pumps, motors, valves and other mechanical and
electrical equipment.
➢ May assist Plant Operators in the maintenance of water treatment plants.
When performing the meter reading assignment:
➢ Reads water meters on assigned routes and records readings.
• ➢ Inspects meters to ensure proper registration and reports on conditions such as
malfunctioning and improperly installed meters and suspicious conditions.
➢ Installs, replaces and repairs up to 2" meters as needed.
Maintenance Worker 1/II
Page 3
➢ Performs leak investigations, informs customers of results, makes minor repairs in the field or •
prepares work orders if needed.
➢ Connects or disconnects water services according to work orders issued by the District office;
and shuts off service to customers with delinquent bills and restores service once payment
arrangements are satisfied.
➢ Delivers and hangs door tags at assigned addresses according to customer work orders.
QUALIFICATIONS
Knowledge of:
D Principles, practices, tools, equipment and supplies required to maintain and repair water
distribution and/or wastewater collection systems, including underground water and
wastewater collection lines and pumping/lift stations.
➢ Basic principles and practices of mobile equipment servicing and repair.
➢ Basic safety practices related to the work, including confined space entry.
➢ A variety of meters and meter reading equipment and their respective functions.
➢ Shop arithmetic.
➢ Basic mechanical, electrical and hydraulic principles.
➢ Basic operational and maintenance practices of electrical motors, pumps and circuitry.
➢ Applicable laws, codes and regulations.
➢ Computer applications related to the work.
➢ Techniques for providing a high level of customer service to public and District staff, in
person and over the telephone.
Skill in: •
➢ Performing skilled and semi-skilled work related to the installation, inspection, maintenance
and repair of underground water and sewer lines and pump and lift stations.
➢ Performing servicing and minor maintenance on a variety of stationary and mobile
equipment.
➢ Responding effectively to emergency situations and troubleshooting such situations.
➢ Safely using hand and power tools related to the work and driving and operating trucks and
hydrovactor equipment.
➢ Reading meters and gauges efficiently and recording accurate consumption information.
D Interpreting and explaining regulations, policies and procedures.
➢ Making accurate mathematical calculations.
Reading maps, manuals and specifications.
➢ Prioritizing own work and using independent judgment within procedural guidelines.
➢ Maintaining accurate records of work performed.
Establishing and maintaining effective working relationships with those contacted in the
course of the work.
Education and Experience:
Any combination of training and experience which would provide the required knowledge, skills
and abilities is qualifying. A typical way to obtain the required qualifications would be:
Maintenance Worker I and II: Equivalent to graduation from high school.
0
Maintenance Worker DII
Page 4
i Maintenance Worker I: No experience is required. Some stationary or vehicle mechanical
maintenance experience and/or experience in installing and maintaining underground pipeline is
desirable.
Maintenance Worker M Two years of semi-skilled maintenance experience in water distribution
and wastewater collection systems at a level equivalent to that of Maintenance Worker I.
Licenses and Certifications:
Maintenance Worker I: Must possess a valid California Class C driver's license and have a
satisfactory driving record. Must obtain California Grade I Water Distribution System and Grade
I Wastewater Collection System Maintenance certificates within a time period specified by the
District.
Maintenance Worker II: Must possess a valid California Class A or B driver's license and have a
satisfactory driving record. Must possess California Grade lI Water Distribution System and
Grade II Wastewater Collection System Maintenance certificates.
Physical Demands:
Must possess mobility to work in a standard office and shop setting and use standard maintenance
tools and equipment, including a computer; mobility to inspect various water distribution and
wastewater collection systems, pump and lift station sites and read meters on an extended route;
physical stamina to perform system and maintenance repair work, work on uneven terrain and lift
• and carry equipment and materials weighing up to 50 pounds; vision to read printed materials and
a computer screen and hearing and speech to communicate in person, over the telephone and a
two-way radio.
Other Requirements:
Regular standby for response to off-hours emergency situations is required. The work requires
exposure to all weather conditions with dust, noise, traffic, some potentially hazardous materials
and electrical or heavy equipment.
0
FINAL REPORT
Of The
CLASSIFICATION STUDY
For The
WATER DISTRICT
Background
In May 20C the Water District contracted with Koff & Associates, Inc. to conduct a
classification and total compensation study for all District staff. This study was
precipitated by several concerns:
➢ The concern of management, the bargaining units and the Board of Directors that
employees should be recognized for the level and scope of work performed and
that they are paid on a fair and competitive basis that allows the District to recruit •
and retain a high-quality staff;
➢ The fact that class descriptions had not been systematically reviewed and updated
and do not necessarily reflect current programs, responsibilities and technology;
➢ The desire to have a classification and compensation plan that can meet the needs
of a growing District;
➢ The perception that certain positions were not being paid at a competitive market
rate; and
➢ The desire to ensure that internal relationships of salaries are based upon
objective, non-quantitative evaluation factors, resulting in equity across all
District departments.
A total of approximately 59 full-time positions were studied in 36 classes.
Classification Study Goals
The goals and objectives of the classification portion of the study were to:
Water District
Classification and Compensation Study- Volume 1
• Page 2 of 18
➢ Obtain detailed information regarding each position through a variety of
techniques, including written Position Description Questionnaires and interviews
with employees, supervisors and management;
D Prepare an updated classification plan, including recommended class descriptions
and position allocations, that recognizes the scope and level of the various classes
and positions, allows for organizational change to increase customer service
levels and cost effectiveness and is perceived equitable by management and
employees alike;
➢ Provide class descriptions and other documentation that includes information
required for compliance with the Americans with Disabilities Act (ADA) and
appropriate qualifications, including knowledge, skills and other requirements that
are job-related and meet other legal guidelines; and
➢ Provide sufficient documentation to allow the District to maintain the
classification system on a regular basis.
Classification Study Process
The classification study procedures were as follows:
. ➢ An initial meeting was held with the project team, including District management
and bargaining unit staff to clarify study scope, objectives, processes and
deliverables.
➢ An orientation meeting was held, to which all employees were invited, to meet
consultant staff involved with the project, clarify study objectives and procedures,
answer questions and distribute the Position Description Questionnaires.
➢ After the Position Description Questionnaires were completed and reviewed by
supervisors and consultant staff, interviews were conducted with approximately
96% of all employees.
➢ Following the analysis of the classification information gathered, draft class
concepts, specifications and position allocations were developed for management,
supervisory, employee and bargaining unit review.
➢ As organizational changes have occurred during the study, such changes were
included in all draft material.
➢ After resolution of issues, wherever possible, including additional contacts to gain
details and clarification, appropriate modifications were made to the draft
specifications and allocations and this final report was prepared.
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Human Resource Consulting Since 1964
INSTRUCTIONS FOR THE POSITION DESCRIPTION QUESTIONNAIRE
Name:
The purpose of this questionnaire is to provide a complete description of your presently assigned duties.
Should you be promoted, transferred, etc., this questionnaire should describe the work your replacement
would be expected to perform.
This questionnaire is NOT a statement of your personal qualifications, NOT a measure of your individual
competency, NOT concerned with amount or quality of your work, and NOT used for determining the
number of positions needed.
In answering the questions, please be accurate and thorough. Also:
• Read all of the questions and instructions before beginning.
• If possible, allow more than one session for completing this. You may wish to respond to some
questions first, then put it aside and return to it later.
• Do not use terms or abbreviations without writing out what they stand for (e.g., PDQ = Position
Description Questionnaire).
• If you need more space to answer any of the questions, staple on additional sheets as necessary
and label them with your name.
• If a question does not apply to your job, please write "n/a" in the blank.
When you have completed the questionnaire, turn it in to your immediate supervisor. It is due to your supervisor
on
Please Note:
Question 2.5: This question does not refer to an annual performance appraisal. Rather, think in terms of how
frequently you discuss assignments with your supervisor, how errors might be discovered, when and how
frequently your day-today work is read over or otherwise reviewed, and related mechanisms by which guidance
is given.
Question 6: Refer to the examples of duty statements below to help you in describing your own job:
Unclear Duty Statements
Handle correspondence.
Counsel clients.
Maintain grounds and landscaped areas.
Clearer Duty Statements
Receive, open, time stamp, sort, and route incoming mail.
Explain program eligibility standards and procedures to
clients and assist them in completing forms.
Mow lawns with hand and power mowers. Rake and weed
flowerbeds. Prune bushes. Trim trees from ladder or
bucket truck, using hand and power saws.
SUPERVISORY POSITIONS: If you supervise other employees, and are completing this questionnaire regarding your
own job, please attach an organization chart showing the positions that report to you.
•
J
6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF 15633) FAX 510-652-KOFF 15633)
www.koffessociates.com
•
POSITION DESCRIPTION QUESTIONNAIRE
Name: Class Title:
Department: Division:
Work Address:
Work Phone: E-mail Address:
Work Shift: Time in Current Job? Time with the Agency?
Koff & Associates will try to interview all employees in single-incumbent classifications and a representative
number of employees (in a group setting) for multi-incumbent classifications. Please indicate with a check mark if
you desire an individual interview. ❑
1.0 PURPOSE: Briefly summarize the overall purpose of your position:
2.0 ORGANIZATIONAL CONTEXT
I report
2.1 to:
• !Name and tide of immediate supervised EMaO Address
Name Position Title
As do:
2.2 Name and title of employees that you directly supervise:
Job Title
Nam,
2.3 Describe the work decisions that you make on your ,
own:
•
i
Koff & Associates, Inc.
w Aoffassociates.com
August 2006 2
2.4 What decisions do you refer to your supervisor, or to other departments within the
organization?
2.5 How frequently is your work reviewed and what kind of review is
provided?
3.0 EQUIPMENT. List any machines, equipment, or vehicles you regularly operate in the course of
work.
4.0 CONTACTS. Other than your supervisor and coworkers, with whom do you have contact in the course of your work,
and how frequently? rD=deiM W- weekly, M-monthly, l=WmWently., several times a yearorlessl •
77de Regaang Frequency
5.0 BUDGET. Total dollar amount of budget under your
control:
5.1 Describe your responsibility for budget expenditures, and control over revenue generation or cost
savings:
Koff & Associates, Inc.
www.lmffassociates.wm
Am= 2006 3
6.0 DESCRIPTION OF YOUR WORK. Describe below the work that you perform, starting with your most important duties.
• First number your duties in the # column.
• Skip to the DUTIES column, and describe what tasks you perform, beginning each statement with an action verb
(ALSO SEE BELOW FOR ADDITIONAL SUGGESTED DUTIES).
• Go back to the TIME column, and indicate what percentage of your overall work time you spend performing each
duty. If percentages are too difficult, use hours per day, week or month; or, for seasonal duties, show number of days
or weeks per year.
• In the FREQ column, indicate how frequently the task occurs, using the following codes:
SD=several times daily; D=daily; W=weekly; M=monthly; /=infrequently: several times a year or less.
• In the IMP column, identify how important the duty is to your overall job effectiveness, using the following codes:
C=This task is Critical, and the job is a failure if this task is not performed properly.
E=This task is Essential, and must be performed properly for job success.
/=This task is Important, and may have a big impact, but does not necessarily result in failure if not performed
properly, e.g. because errors can be corrected.
M=This task is minor or incidental, and can be performed by others or deferred without major impact.
•
•
Koff & Associates, Inc.
w .koffassociates.com
August 2006
6.0 DESCRIPTION OF YOUR WORK, continued
Koff & Asociams, Inc.
wa Aoffa iates.com
Am= 2006 5
•
J
L
6.1 DUTIES RELATED TO APPROPRIATE FLSA STATUS
Completion of this section serves as one of several tools in analyzing the position's appropriate exempt/nonexempt
status in accordance with the Fair Labor Standards Act (FLSA) guidelines.
rY
DUTIES
Yes
No
Not Sure
% Time
1
Does your primary duty include the management of a recognized department
or division of the Agency?
2
Do you regularly direct and plan the work of two or more other employees?
3
Do you have the authority to hire or fire employees OR make
recommendations that carry particular weight as to the hiring, firing,
advancement, promotion of other employees?
4
Is your prima duty performing office or non-manual work directly related to
the management or general business operations of the Agency?
5
Does your work include the exercise of discretion and independent iudgment
with respect to matters of significance?
6
Do you have the authority to waive or deviate from established policies and
procedures without Prior approval?
7
Does your primary duty consist of the performance of work that requires
advanced knowledge (beyond high school) and that is predominantly
intellectual in character and consistently includes the exercise of discretion
and independent judgment?
8
Is the advanced knowledge in a field of science or learning (i.e. law, medicine,
accounting, engineering, architecture. science, medical technology, etc)?
9
Was the advanced knowledge acquired by a prolonged course of specialized
intellectual instruction (position incumbent possesses the appropriate
academic degree or has substantially the same knowledge level and performs
substantially the same work as degreed employees but possesses advanced
knowledge only through a combination of work experience and intellectual
instruction)?
10
If Your position is computer-related. does the primary duty consist of the
application of system-analyst techniques and procedures, including consulting
with users to determine hardware, software or systems functional
specifications?
11
If your Position is computer-related, does the primary duty consist of the
design, development, documentation, analysis, creation, testing or
modification of computer systems or programs?
12
If your position is comouter-related. does the primary duty consist of the
design, documentation, testing, creation or modification of computer programs
related to machine-operating systems?
13
Do you have the authority to negotiate and bind the Agency on significant
matters?
14
Do you represent the Agency in handling complaints, arbitrating disputes or
resolving grievances?
15
Do you perform work such as preventing, controlling or extinguishing fires of
any type; rescuing fire, crime or accident victims; preventing or detecting
nc •mes: pursuing & restraining suspects; or other similar work?
Primary Duty: The amount of time spent in the performance of management duties is a useful guide. A rule of thumb is that primary duty
means the major part or over 50% of the employee's time.
Directly Related to Management Polices/General Business Operations W41• The employee must be in a strictly administrative function carrying
• out policies/general business duties and not merely carrying out the day-today operation.
Discretion and Independent Judgment: Involves the comparison and the evaluation of possible courses of conduct. This implies authority to
make an independent choice, free from immediate direction/supervision and with respect to matters of significance. Merely applying knowledge
in following prescribed procedures, determining which procedure to follow, or determining if standards are met is not exercising discretion and
independent judgment.
Koff & Associates, Im.
w .koffassociua.com
August 2006 6
6.2 Which of your duties do you consider most complex or difficult, and
why? •
6.3 If your position responsibilities have changed significantly in the past two years, please explain
how:
7.0 SENSORY DEMANDS. Indicate which sensory abilities are required in the performance of your job, and:
In the FRED column, show how often you use the sensory ability in the course of your work. Use these codes:
SD=several times daily; D=daily; W=weekly; M=monthly; /=infrequently: several times a year or less.
Yes
No
❑
❑
SIGHT in order to
❑
❑
COLOR VISION in order
to
❑
❑
HEARING in order to
❑
❑
SMELL in order to
❑
❑
SPEECH in order to
❑
❑
TOUCH in order to
FREQ
8.0 PHYSICAL DEMANDS. Indicate which physical abilities are required in the performance of your job, and:
In the FREQ column, show how often you perform the physical activity in the course of your work. Use these
codes:
SD =several times daily; D=daily; W=weekly; M=monthly; /=infrequently: several times a year or less.
Yes
No
❑
❑
SITTING in order to
❑
❑
STANDING in order to
❑
❑
WALKING in order to
❑
❑
RUNNING in order to
❑
❑
CLIMBING in order to
❑
❑
BENDING in order to
❑
❑
STOOPING in order to
❑
❑
KNEELING in order to
❑
❑
HAND/FINGER MOVEMENT:
❑
❑ .
Grasping in order to
Koff & Associaa , Inc.
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tes.com
August 2006
FREQ
is
7
•
❑ ❑ Fine Manipulation in order
to
❑ ❑ LIFTING: in order to
Avg. # lbs.: _ Max. # lbs.:
Yes No
❑ ❑ CARRYING in order to
Avg. # lbs.: _ Max. # lbs.: - Avg. distance: ft. Max. distance: _ ft.
❑ ❑ PUSHING in order to
Avg: # lbs.: _ Max. # lbs.: - Avg. distance: ft. Max. distance: _ ft.
❑ ❑ UNUSUAL FATIGUE FACTORS (e.g., wearing heavy protective
clothing)
❑ ❑ OTHER physical demands (list and
explain):
9.0 ENVIRONMENTAL CONDITIONS. Indicate which conditions are required in the performance of your job, and:
• In the FREQ column, show how often you work In the environmental condition. Use these codes:
SD=several times daily; D=daily; W=weekly; M=monthly; /=infrequently: several times a year or less.
Yes
No
•
FREQ
❑
❑
Typical office conditions
❑
Work outdoors
❑
❑
Exposure toextreme temperatures
❑
❑
Exposure to extreme weather conditions
❑
❑
Exposure to toxic/poisonous substances
❑
❑
Exposure to biologic/mfectious agents
❑
❑
Exposure to dust, fumes, and/or allergens
❑
❑
Exposure to excessive noise
.
❑
❑
Exposure to unpleasant odors:
❑
❑
Exposure to vermin, insects, parasites etc.
❑
Work near hazardous/moving equipment or
machinery
❑
❑
Work at heights
❑
❑
Work below ground
❑
❑
Use protective clothing, equipment, devices,
materials
Identify
:
•
❑
❑
Work with hostile, violent and/or offensive
individuals
❑
❑
Other environmental conditions (list and explain):
Koff & Associaux, Inc.
w .koffassociates.com
August 20D6
8
FRED
10.0 JOB REQUIREMENTS
10.1 List the types of skills, knowledge, education and experience needed to •
start on this job:
10.2 List any special licenses or certificates required by law, or by your
employer:
11.0 OTHER: Add items or comments about your present job that you feel has not been adequately covered by this
questionnaire:
12.0 EMPLOYEE CERTIFICATION: All statements made by me on this questionnaire are, to the best of my knowledge, •
complete and accurate.
SIGNATURE:
DATE:
Koff & Associates, lm.
w .koffesaociatmwm
Aw¢ 2006
9
•
•
Employee Name:
IMMEDIATE SUPERVISOR'S COMMENTS
Instructions: Review the employee's questionnaire carefully to see that it is accurate and complete. Do no change or alter the
employee's statements or entries in the questionnaire. If you feel that the employee's description is not accurate, use the
spaces provided below to clarify or elaborate on the description. Do not make any statements or comments about the
employee's work performance or competence.
How long have you supervised this employee?
Which of the employee's duties do you consider most important or
difficult?
If you had to replace the employee, what qualifications would be most important to you? What would the minimum educational
and experience requirements be?
Do you agree with the employee's description of his/her work job and its requirements? Yes ❑ No ❑
Use this space to add information or clarification to the employee's
questionnaire.
Except as noted above, the employee's questionnaire is an accurate and complete representation of his/her work.
SIGNATURE:
!Point name and
MW
DEPARTMENT MANAGER'S COMMENTS
Which of the employee's duties do you consider most important or
difficult?
DATE:
Use this space to add information or clarification to the questionnaire, or other pertinent
information.
Except as noted above, the employee's questionnaire is an accurate and complete representation of his/her work.
SIGNATURE:
•
/Hint name errd
Gdel
Koff & Associates, Inc.
t .koffastociams.Wrn
Auaust 2006
10
DATE:
i
I
i.
KOFF &
SAMPLES
OF
WORK
PRODUCT
Compensation Market Surveys
0
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18 Crow Canyon Court • Suite 165 • San Ramon, CA 94583-1613 JEL 9251831.9794 DOLL FREE 8001514.5195. FAX 9251831.9322
www.KoffAssociates.com
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KOFF & ASSOCIATES, INC.
FINAL REPORT
FOR THE
WATER DISTRICT
VOLUME 11
COMPENSATION
Background
As noted in Volume I, in May 200, the Water District contracted with Koff & Associates,
Inc. to conduct a classification and total compensation study for all District staff. All
classification findings and options for action are found in Volume I; compensation
findings and options for implementation are in this Volume H.
• This compensation review process was precipitated by.
➢ The concern of the bargaining units, management and the Board of Directors
that employees are to be recognized for the work performed and that they are
paid on a fair basis, that allows the District to recruit and retain a high-quality
staff;
➢ The additional service provision and infrastructure upgrades required by a
growing District; and
The desire to ensure that internal relationships of salaries are based upon
objective, non-quantitative evaluation factors, resulting in equity across all
District departments.
Classification, in itself, is a non-quantitative method of job evaluation. In determining
the classification plan structure and the proper allocation of each position, factors are
considered such as:
➢ Education and experience requirements;
➢ Knowledge and sldll required to perform the work;
➢ The scope and complexity of the work;
➢ The authority delegated to make decisions and take action;
•
18 Crow Canyon Court • Suite 165 • San Ramon, CA 94583-1613 -TEL 9251831.9794 DOLL FREE 8001514.5195. FAX 9251831.9322
www.KoffAssociates.com
Water District
Classification and Compensation Study- Volume it
Page 2 of 10
➢ The responsibility for the work of others,' program administration and for •
budget dollars;
➢ Problem solvinglingenuity,
➢ Contacts with others (both inside and outside of the organization);
➢ Consequences of action and decisions; and
Working conditions.
These factors were used in determining both appropriate external market comparisons
and internal compensation relationships as well as providing the basis for the findings
and options outlined in this report.
In addition, when considering an appropriate salary range level, there are certain standard
human resources practices that are normally applied, as follows:
A salary within 5% of the average or median is considered to be competitive
in the labor market because of the differences in compensation policy and
position requirements. However, through the negotiation process, a closer
standard can be adopted by an agency.
➢ Certain internal percentages are often applied. Those that are the most
common are:
d• The differential between a trainee and experienced class in a series (I/II or •
Trainee/Experienced) is normally 10%;
4.- A lead or advanced journey-level (Ill or Senior-level) position is normally
placed 7.5% to 10% above the lower experienced level; and
❖ A full supervisory position is normally placed at least 10% to 15% above
the highest level supervised, depending upon the breadth and scope of
supervision.
➢ When a market or internal equity adjustment is granted to one class in a series
(i.e. I, II, 1II), the other classes in the series should be considered for an
equivalent adjustment to maintain internal equity.
Internal relationships were considered utilizing these factors and practices.
Consequently, not all currently existing District classes were market surveyed as we can
make certain inferences between classes that have an internal relationship. For example,
we identified the Customer Service Representative II, Accounting Technician II and
Maintenance Worker II as benchmark classes. From these classes we can draw internal
relationships and make inferences in terms of salary to classes such as:
Customer Service Representative I
Accounting Technician I
Maintenance Worker I, plus III or Senior levels in the same series.
•
- Water District
Classification and Cumpcnsation Study- Volume 11
Page 4 of 10
the Accounting Division Manager, which appears to be more comparable in
scope and level.
➢ Labor market - In the reality that is today's labor market, many public
agencies are in competition for the .same pool of qualified employees. No
longer do individuals necessarily live in the community they serve. The
geographic labor market area, therefore, where Calaveras County may be
recruiting from or losing employees to, was taken into consideration when
selecting potential comparator organizations.
➢ Compensation Philosophy - Does the potential comparator agency regularly
conduct a market survey, and, once completed, how is this information
applied? Many pay to the average (mean or median), others may pay to the
60', 70' or 75' percentile. In addition, salary ranges may be set strictly upon
market base salary values or may include the total value of salary and benefits
when developing a compensation policy.
All of these elements were considered prior to recommending the group of comparator
agencies to the District Board of Directors for approval. The possible comparator
agencies were also reviewed by the District management and bargaining unit prior to
presentation to the Board. The Board. accepted the list of comparator agencies.
• More than one half of the proposed District job classes were surveyed. These classes,
called "benchmark classes" were chosen to reflect a broad spectrum of class levels and
bargaining units. In addition, those that were selected include classes that are most likely
to be found in other agencies, and therefore provide a sufficient valid sample for analysis.
Data were collected, primarily through websites and planned telephone conversations
with human resources or appropriate operational staff conducted in October 2003. The
majority of Districts we surveyed staffed positions similar to the following job titles:
(NOTE: the proposed job titles are listed)
Accounting Supervisor (Note: Class combined with Information Systerns Supervisor)
Accounting Technician H
Administrative Assistant
Assistant Maintenance Superintendent
Assistant Operations Superintendent
Associate Civil Engineer
Construction Inspector
Customer Service Supervisor
Customer Service Representative II
Electrician and Instrumentation Specialist
Engineering Technician
Finance Director
Grants Manager/Administrative Coordinator
• Heavy Equipment Mechanic
water District
Classification and Compensation Study - Volme 11
Page 7 of 10
the percentages by which the market data is greater or smaller than the District's current
salaries. The chart below illustrates the percentage amount that must be added to District
salaries to reach the total compensation average within the recommended salary chart.
The percentage difference in total compensation cost is also noted but varies from class to
class depending upon the bargaining unit of the comparator class and the benefits offered.
The survey spreadsheet detail is located in Appendix I. Note that within the survey
spreadsheet detail, those for the Operations and Maintenance classes provide detailed
certification requirements in order to give the District further data making compensation
policy decisions.
Senior Plant Operator
a- -
-27.7%
-12.6%
Construction Inspector
-27.2%
-11.2%
Operations Supervisor
-23.1%
-10.1%
Maintenance Worker II
-21.2%
-7.2%
Plant Operator 11
-20.8%
-7.9%
Customer Service Representative 11
-20.0%
-5.7%
Customer Service Supervisor
-19.6%
11.2%
Heavy Equipment Mechanic
-19.4%
-6.4%
Electrician & Instrument Specialist
-18.4%
-5.0%
Heavy Equipment Operator
-17.7%
-2.2%
Information Systems/
Accountin Su ervisor
-14.7%
9.6%
-2.9%
21.0%
Administrative Assistant
-14.2%
-0.2%
Accounting Technician R
-13.0%
-1.1%
Engineering Technician
-9.6%
1.1%
O & M Superintendent
-8.2%
5.0%
Principal Civil Engineer
-7.9%
4.1%
Office Assistant
-6.1%
13.0%
Assistant Operations Superintendent
-4.3%
8.9%
Finance Director
0.0%
11.3%
Senior Maintenance Worker
0.8%
8.0%
Assistant Maintenance Superintendent
1.3%
13.5%
Associate Civil Engineer
New Class
New Class
Grants Manager/Admin. Coordinator
Insufficient Data
Insufficient Data
C J
is
Market base salary results indicate that the majority of positions pay significantly below
market averages and only one surveyed class, the Accounting Supervisor, is paying
significantly above the market. However, the District's benefit package, in terms of cost,
is very competitive, averaging approximately 11.35% in cost above those of your
comparator agencies. This is primarily due to the fact that the District: •
Appendix H
Proposed Salary Range Schedule
0
Appendix If
Water District
Proposed Monthly Salary Range Schedule
January 200-
Salary
Monthly Salary Step
Range #
Ste 1
Ste 2
Step 3
Ste 4
Ste 5
1
$1,623
$1,704
$1,790
$1,879
$1,973
2
$1,704
$1,790
$1,879
$1,973
$2,072
3
$1,790
$1,879
$1,973
$2,072
$2,175
4
$1,879
$1,973
$2,072
$2,175
$2,284
5
$1,973
$2,072
$2,175
$2,284
$2,398
6
$2,071
$2,175
$2,284
$2,398
$2,518
7
$2,175
$2,284
$2,398
$2,518
$2,644
8
$2,230
$2,341
$2,458
$2,581
$2,776
9
$2,883
$2,458
$2,581
$2,776
$2,915
10
$2,458
$2,581
$2,776
$2,915
$3,061
11
$2,581
$2,776
$2,915
$3,061
$3,214
12
$2,646
$2,846
$2,988
$3,137
$3,375
13
$2,846
$2,988
$3,137
$3,375
$3,543
14
$2,917
$3,063
$3,216
$3,459
$3,720
15
$3,063
$3,216
$3,459
$3,720
$3,906
16
$3,139
$3,296
$3,545
$3,906
$4,102
17
$3,296
$3,545
$3,906
$4,102
$4,307
18
$3,379
$3,634
$4,102
$4,307
$4,522
19
$3,634
$4,102
$4,307
$4,522
$4,748
20
$3,725
$4,307
$4,522
$4,748
$4,986
- 21
$4,307
$4,522
$4,748
$4,986
$5,235
22
$4,522
$4,748
$4,986
$5,235
$5,497
23
$4,748
$4,986
$5,235
$5,497
$5,772
24
$4,986
$5,235
$5,497
$5,772
$6,060
25
$5,235
$5,497
$5,772
$6,060
$6,363
26
$5,497
$5,772
$6,060
$6,363
$6,681
27
$5,772
$6,060
$6,363
$6,681
$7,015
28
$6,060
$6,363
$6,681
$7,015
$7,366
29
$6,363
$6,681
$7,015
$7,366
$7,734
30
$6,681
$7,015
$7,366
$7,734
$8,121
31
$7,015
$7,366
$7,734
$8,121
$8,527
32
VUmmmemm '
$7,366
601
$7,734
$8,121
$8,527
$8,954
33
$7,734
$8,121
$8,527
$8,954
$9,401
34
$8,121
$8,527
$8,954
$9,401
$9,871
35
$8,527
$8,954
$9,401
$9,871
$10,365
36
mm .4
$8,954
$9,401
$9,671
$10,365
$10,883
Note: All ranges have five 5% steps and there is 5% between ranges. Each break
between ranges indicates 20% (with slight differences due to cumulative rounding)
i
•
F- I
L
1 Sample.Monthly Salary Range Schedule. ds
Appendix III i
Proposed Salary Range Placement
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Data Points for Regression Analysts
Market Base Salary Survey
Integrated Public and Private Data
Class Title
Salary Range San
Letter/Number Salary
75' Percentile
Market Salary
Office Assistant II
All
$34,236
$35,356
Computer Technician
A13
$40,428
$46,494
Maintenance Technician II
AU
$40,428
$43,884
Maintenance Specialist
B21
$43,548
$52,758
Office Specialist
B21
$43,548
$46,862
Engineering Specialist
B22
$46,644
$56,866
Computer Specialist
B23
$49,740
$64,282
Recreation Coordinator
B23
$49,740
$49,886
Senior Inspector
B31
$53,616
$59,130
Accountant
C41
$60,060
$57,870
Administrative Analyst
C42
$63,048
$69,647
Maintenance Supervisor
C42
$63,048
$71,294
Associate Engineer
C43
$66,048
$72,104
Associate Planner
C43
$66,048
$66,834
Program Manager
C52
Employee Services Manager
$74,292
$90,612
Financial Services Manager
$74,292
$87,341
Director
E82
Administrative Services Director
$95,676
Insuf. . data
Parks & Comm. Services Director
$95,676
Insufl: data
NOTE; 18 classes surveyed, 11 San Ramon data points because of identical salary grades; 16
Market Data 75" Percentile data points
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