Jacobson, Betts and Company0
City of Rosemead,
California
Classification and Compensation
Review
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Jacok?son, Betts & Company
Seattle, Washington i
JB
Jacobson, Betts & Company
Seattle, Washington
Mr. Matthew E. Hawkesworth
Assistant City Manager
City of Rosemead
8838 East Valley Road
Rosemead, California 91770
Dear Mr. Hawkesworth:
September 24, 2008
Jacobson, Betts & Company is pleased to submit the enclosed proposal to assist the City with
compensation and job classification consulting services of its team members. The description of
the project scope and your response to our questions, have enabled us to develop a project work
plan which we believe is uniquely responsive to your needs.
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We want to be the firm that modernizes the compensation system for all City positions and better •
enable the City to manage all aspects of the salary administration program from this point
forward. Our fee proposal of $23,000 plus expenses provides for 230 productive hours for the
purpose of designing your classification and compensation system.
We have performed a similar classification and compensation assignments for other public sector
organizations and our work results have consistently been accepted and implemented with ease.
Jacobson, Betts & Company offers fresh perspectives and competitive, yet cost-effective
compensation strategies, including those linked to performance management.
We will provide the City with at least these work products:
• Updated Classification Structure of positions.
■ Compensation survey of comparable public service organizations.
Regional and national markets
• Recommended salary ranges.
• Program communications and technical products for on-going maintenance.
• Computer-aided decision support for implementation and maintenance.
• Links to the Performance Review system.
600 First Avenue Suite 426 •
Seattle, Washington 98104
206-624-4944
To facilitate your review, we would like to point several aspects of the proposal that make us
again, uniquely qualified to assist City:
Compensation Consulting Experience. We are primarily known for our
consulting in total compensation. Our pioneering approaches have given clients
state-of-the-art systems and decision support. We have never failed to
implement a program.
JOBMEASrm System of Job Evaluation. Our expertise in job evaluation is
evidenced by the sophisticated, yet user-friendly JOBMEASTm system, which is
widely, known for its ability to address the internal equity of positions. We
believe that no other consultants are better positioned to work with the City.
■ Automated Decision Support We have developed computer-aided tools to
expedite the job alignment process and design of salary structures. These tools
will enable City to understand cost and other implications of competitive
strategies and cost-effectiveness. City receives the SALPLANTm model as part
of our service.
• Compensation Survey. Our compensation research matches job content, not
titles, and data tabulation and reporting methods will give you salary information,
insights, and decision support beyond what any other firm can provide.
We are very enthusiastic about the potential of working with the City of Rosemead. If you
select us, you have our commitment to high quality, cost-effective, and timely results.
Guaranteed. The proposal contains references. Please contact them.
Sincerely,
o
Jacobson, Betts & Company
Vance B. Jacobson, CEO
Enclosure
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City of Rosemead
Classification and Compensation Study
PROPOSAL RFP # 2008-04
Table of Contents
CHAPTER
TOPIC PAGE
I
FEE PROPOSAL
11
WORK PLAN
A. Initiate the Project
H-1
B. Initiate Job Analysis
II-2
C. Conduct Job Analysis
II-3
D. Conduct Job Evaluation
H-4
E. Prepare Job Descriptions
II-5
F. Conduct Salary Survey
II-6
G. Design Compensation Structures
II-7
H. Conduct Quality Reviews
1I-8
1. Link to Performance Review
11-8
J. Design Implementation and Training II-9
K. Prepare Reports
II-9
III
QUALIFICATIONS
A. Company Background
1
B. Client References
III-3
C. Resumes of Staff
Appendix
SALPLANTm and sample description
in-
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Chapter I
Fee Proposal
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Jacobson, Betts a& Company
Seattle, Washington
JB Jacobson, Betts & Company •
Management Consultants
I
Fee Proposal
City of Rosemead Classification and Compensation Study
Our professional fees consider the number of hours spent on the assignment extended by the
established rates for the consultant team and/or the type of service. Out-of-pocket expenses for
travel, communications, and clerical support are estimated and billed based on actual cost and are
in addition to professional fees. We generally do not bill for travel time unless called for special
conferences. We generate statements in the following manner:
• Statements issued on a bi-weekly basis during the course of the project as time
and expenses actually occur, with net-25 day terms.
• Final statement of 10% of the total fee proposal will be issued at the close of the
project.
Potential
Professional Fees Hrs. Rate Fees City Savines
Phase I
Task A, Startup 15 $100 $ 1,500
Task B, Initiate Job Analysis
Task C, Job Analysis 60 $100 $ 6,000
Task D, Job Evaluation 20 $100 $ 2,000
Task E, Job Descriptions 40 $100 $ 4,000
Phase II
Task F, Salary Survey 30 $100 $ 3,000 (1,800)
Task G, Compensation Structure 20 $100 $ 2,000
Phase III
Task H, Quality Reviews 15 $100 $ 1,500
Task I, Performance Review
Task J, Implementation and Training
Task J, Final Reporting 30 $100 3,000
TOTAL FEES $ 23,000
enses
Travel $ 4,500
Communications, admin., & reports 500
TOTAL EXPENSES $ 5.000
TOTAL FEE PROPOSAL (NET) QQQ
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60 First Avenue, Suite 426, Seattle, WA USA 98104 Voice: 206.624.4944 Fax: 206.624.4954
Chapter II
Work Plan and Methodology
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City of Rosemead
.Jacobson, Betts & company
Seattle, Washington
11. Approach, Methodologies, and Work Plan
As a preface to the work plan, we would like to point out
several aspects of our level of service and approach that
make us uniquely qualified and provide the City of
Rosemead with substantial value for its investment in our
consulting services.
Experience in the Public Sector. Jacobson, Betts
and Company has pioneered many of the positive
changes that have occurred in the last decade in areas
such as skill-based career ladders, salary structures
that enhance recruitment and retention of key skills,
and efficient implementation processes. Our project
team has over 90 combined years of experience
conducting compensation studies in the public sector.
Consulting Philosophy. We implement
compensation plans because employees at all levels
are involved. After all, we are designing their system.
In this project we propose working with every
management employee and key contributor to
determine the job description, internal alignment and
salary range. We will devote significant time to
speak with participating employees about their job.
• Internal Job Evaluation. Jacobson, Betts and
Company has developed a point-factor job evaluation
technique QOBN EASTm) which is well known for its
ability to align job classes according to their relative
worth to the organization. The City will receive the
latest version of this system - as part of the project
and no extra cost.
• Automated Decision Support. We will provide
our newest version of the computer-aided model,
SALPLANTm, which streamlines the job evaluation
process, enables budget and financial analysis, and
allows for change. The model will:
D Save time spent making pay-related decisions.
➢ Compute and archive job evaluation information.
➢ Facilitate short and long range salary planning.
➢ Optimize equitable allocation of salary dollars.
The following tasks describe how we will conduct the
project to meet the objectives of the City.
PROJECT PHASE I - Job Classification
A. INITIATE THE PROJECT
The initial project phase will enable us to learn about the
City's needs for job classification and compensation that
reflect current and future needs. We will work with City
Administration and employee groups to define philosophy,
policies, and program needs, ultimately providing us with
specific direction for the remainder of the study.
Step 1: Conduct Preliminary Assessments. We
will assess current program strength and engage in
dialogue with City Administration and employee groups
about alternative program designs, such as, but not limited
to, career paths, width of salary ranges, competitive
positioning, performance and pay, and decision-making
processes. As part of this step, we will:
Learn about the City's existing organization
structures, recent and proposed changes, and the
ability of structures and jobs to deliver service.
Organintion Skill needs
Designs
Job Designs
• Meet with division managers.
• Prepare a briefing, proposing
job designs and career paths
to City Administration.
Initiate discussions with Administration about the
elements of compensation philosophy, such as but
not limited to: mcmm>
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Work Plan and Deliverables for the City of Rosemead Page 1 •
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Step 2: Distribute Job Content Worksheets. We
will offer a Job Content Worksheet for distribution to the
employees based on the process defined above.
We have developed a unique 4-page worksheet - Yes, a 4-
page Worksheet - that provides an easy-to-use method for
updating job classifications, descriptions, and preparing for
job analysis studies. The procedure for issuing -the
Worksheet will be:
Worksheet completed by staff member
Reviewed by Supervisor (not changed)
Forwarded to Adminis[mtlon/HR end
Consultant
I C. CONDUCT JOB ANALYSIS
Step 3: Notify "Targeted" Employees. We will
establish an "accelerated deadline" for management and
supervisory positions and those job classifications
identified in Task A, as requiring review based on
organization change and the City's emerging needs.
Starting with management and supervisory
positions will serve two purposes. We will first
learn more about their jobs and secondly, about
the organization units and subordinate jobs.
Step 4: Organize Classification Submittals. We
will work with support staff in Administration/HR to
organize and prioritize job classification materials to keep
with the job analysis schedule set fords in Task A.
. In this task, we will maximize our understanding of all job
classifications using written information and/or work
sessions and site visits with employees. We will, of
course, work closely with Administration, committees, and
employees to assure quality information.
Data Existing Job Descriptions and
Sources Job Content Worksheets
Study job classificati ons
- Individual work sessions
- Site - facility visits
- Small group meetings
- Supenisoq• input
Step 1: Conduct Job Analysis Interviews (work
sessions). We will hold work sessions in one-on-one,
small group, or site visit, depending on the nature of work,
the request, and our information needs.
For purposes of setting a project budget, we
estimate conducting about 70 work sessions
involving 60 billable hours.
Step 2: Review Job Analysis with Supervisors.
As needed, we meet with supervisors to discuss new
information, ideas, and concerns about job classifications.
Step 3: Develop A Preliminary Classification
Hierarchy. As soon as we complete Job Analysis, we
will prepare a preliminary list and job evaluation (see Task
D) for review by Administration.
Hours: 60 Calendar: Days 6-45
Deliverables:
• Complete Analysis of Job Classifications
• Preliminary Job Classification List
Work Plan and Deliverables for the City of Rosemead Page 3
• Labor markets for the
compensation survey:
Administration
Professional/technical
Support
• Employee retention
• Connections career growth
Skill development
Continuous learning
Performance
longevity
• Initiate discussions about and evaluate policies
and impacting compensation philosophy. We will
facilitate discussion on at least these areas:
Hire and initial placement
• Advancement and promotion
• Temporary assignments
• Reclassification (up/down)
• Discuss the proposed job classification process.
• Confirm the work plan, time lines, and milestones
to ensure the work plan steps are structured and
sequenced to meet the project's objectives.
Step 2:. Develop Communications and Conduct
Orientation Meetings. We will meet and have an
orientation meeting with representatives of employee
groups and committees, to develop and discuss:
• Schedules, objectives, and expectations,
• The participative climate,
• Criteria for the total compensation surveys,
• The job reclassification process,
• Accessing job content worksheet materials,
• How to fill out the job content (description)
worksheet and information we need, and
• Communications and problem solving procedures
Step 3: Upload Employee Pay Information. We
will ask for information, in spreadsheet format, on
employees such as job title, name, rate of pay, budgeted
work hours, date of hire and date of appointment to the
current position.
We will also ask for existing salary and benefit structures
and supplemental fors of cash and non-cash
compensation. This information will assist us in
constructing the SALPLANrm decision support model.
Hours: 15 Calendar: Days 1-5
1leliverables:
• Pay Philosophies
• Assessment of Policies (finalize in Phase 11)
• Final Plan for Job Classification Steps
• Initial Communications
B. Initiate Job Classification Studies
We understand the City would like to offer the job Step 1: Invite Employee Participation. Using the
classification process to all employees. To best use our resources within employee groups, committees, and of
time, we believe this process should be thought of at three Administration, employees will be made aware of the
levels - the jobs identified in Task A, top administration process, how to participate,. and access information and
and management, and all other positions. forms. We will work with City Administration to:
Classification 1. Hauagcmeul
Study
Rollout 2. Targeted positions
137TH positions
• Upload information, criteria, deadlines, and job
content worksheets to the City's intranet.
• Ensure a packet. of materials is located at each
department.
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Work Plan and Deliverables for the City of Rosemead Page 2 •
D. CONDUCT JOB EVALUATION
Develop the Chtssification Hierarchy
The job evaluation (measurement) phase of the project will
ultimately align all job classifications and employees into
the proper salary range, striking a balance between internal
equity - the primary standard - and competitive trends.
First, A Word on Job Measurement
-Ilse JOBMEAST"t system of evaluation is the key to
professional salary administration. It is a point-factor
system that is widely recognized for its ability to
accurately balance internal alignment (fairness) and
external competitiveness of jobs. We believe this system
to be of superior design and optimally weighed, thus
providing a consistent approach (with rater reliability) to
evaluating internal equity and assigning jobs to pay grades:
Point factor systems provide a consistent measurement
stick for comparing jobs.
The Skills and Effort: -
JOBMEASrM
System Mental I Knowledge
"Leamed" Physical
Human Relations
Conditions:
Performance Envir.
Work Conditions
Responsibility:
Accountability
Impact
We will evaluate all positions using .the point factor job
evaluation system, JOBMEASTM. The JOBMEASTM
system is widely used in private industry, service, and
public sector organizations for all types and levels of posi-
tions. The JOBMEASTM system consists of five factors
which gave been constructed to conform to the basic legal
requirements that pay can be differentiated on differences
in skill, effort, conditions and responsibility.
The JOBMEASTM system evaluates the job content factors
related to job knowledge or mental requirements, problem
solving, physical skills and effort, human relations,
working conditions, and accountability for end results.
The system does not identify age, race, sex, or other
similar class-protected variables as part of the evaluation
process. The evaluation process focuses on the content of
the job, not on the individual incumbent, performance, or
job tenure. This job relatedness feature is a crucial test in
discriminatory and comparable worth issues.
The optimal weighting of individual measurement factors
enables equitable treatment of highly educated jobs as well
as those having specific physical/environmental elements.
Job Evaluation Assign Factor Codes
(measurement)
Process Align end Review
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Assign Individuals
Evaluate Pay Equity
Step 1: Evaluate all Job Classifications.
We will conduct a point-factor evaluation of all
positions. The evaluations will produce a
hierarchy of classifications/positions that can be
arranged from high to low.
Step 2: Conduct a Quality Review. We
will work with Adminismnion/HR and employee
groups to review the alignment of classifications.
We will provide training to all involved in the
conduct quality reviews.
Step 3: Assign Individuals to
Classifications. Individual employees will be
assigned to classes based on job content If career
. Work Plan and Deliverables for the City of Rosemead Page 4
ladders are amended, we will work with those organization and in relation to their placement in •
involved to assure proper assignments based on: the salary range.
' Organization need
a Compliance with proposed job
qualifications and competencies.
Step 4: Analyze Internal Pay Equity. We
will analyze the equity of the organization's inter-
nal pay practices. The analysis of internal equity
determines and measures the degree to which an
organization is compensating its employees
equitably in relation to other positions in the
Step 5: Prepare a Briefing for
Administration. We will prepare and
conduct a briefing of top administration, divisions
and departments, employee groups, concentrating
on job classifications, hierarchy, employee
assignments, and, internal pay equity issues.
Hours: 20 Calendar: Days 46-60
Pay Equity Analysis
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20
36
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Deliverables:
Final Classification Hierarchy
Pay Fquity Analysis
Briefing to Administration
71"11" '
r sex... _ _
30
1600 }000 3600 ]000
:roe Waffm Vass (ndw)
•[<nclan ■e. r.~.e .
Research these for potential
competitive or internal inequity
E. UPDATE JOB DESCRIPTIONS
We will prepare descriptions that contain career ladder and
performance management features.
Step 1: Prepare Draft Descriptions and Provide
Feedback. Each description will be written and reviewed
for ADA compliance, then made available to
Administration/HR and management for initial acceptance.
Step 2: Receive feedback and Facilitate Final
Draft Descriptions. We will prepare a "final draft' job
description for each participating job classification
participating in the project Our proposal is made with the
assumption we will prepare a final draft description for
about 65 job classifications.
Work Plan and Deliverables for the City of Rosemead Page 5 •
PROJECT PHASE H - Compensation Plan
F. CONDUCT A SALARY SURVEY
Phase D starts with this step. The fuse step in the
process of designing compensation structures is to
compare the current pay practices of the organization with
competitive practices. The "market" is typically
determined by the area from which employees are
recruited or to which employees are lost. For example, the
lowest skill levels are typically recruited in a local market,
while higher skilled, e.g., professional and managerial-
level employees may be recruited on a broad regional
basis.
Step 1: Identify Sources of Survey Data. We will
collect salary information from no less than 12
organizations, identified by the City as comparable in
scope and quality of service, size, complexity, and
location. Supplemental survey resources available for
this project, using the Jacobson, Betts & Company
databases:
Data Management and
Sources Supervisory Positions
-Broad regional market
-Cities of similar scope,
size, and demographics
- Local
Professional and
Technical Positions
- Regional market
- Cities where skills are
found or lost to
-Local, cross-industry
Service-level Positions
- Local -1-hour drive
-Other municipalities
-Cross-industry
Step 2: Collect Compensation Survey Data. We
will obtain salary and benefit information from (and visit if
necessary) the "targeted" employers to collect data.
• List of Benchmark Job Classifications
• Salary Ranges and Structures
o Ranges (minimum and maximum),
o structure features (e.g., years to the
max.)
• Retirement paid by the employer
• Supplemental pay for longevity, professional
development, certifications, etc.
• Benefit Plan cost information.
0
= 315.00
$10.00
Step 3: Compile Total Compensation Survey
Data. We will collect and tabulate the total compensation
survey information in tabular and presentation graphic
format. 'Data will be reported in accordance with
professional standards, that being quartiles and averages.
Other data will be reported in the same manner or by
frequency count, narrative, and cost
Competitive Analysis
Job Relative Value
♦ 15th Pell B Median
25th Pad O You Org
linear(25d1PCtl) L'rrearoWiar)
Linear(15th PcM ® Unear(YourOrg)
$35.00
• Work Plan and Deliverables for the City of Rosemead Page 6
$30.00
a
325.00
m
K
a. $20.00
1000 1500 2000 2500
(Tabular Analysis sample follows).
Tabular Analysis (example)
Ste 5 or Range Miloint Your Mid Competitive You should
Position 25 Avg. 60 75r" of Range Standing be here!'
Planner 1 $19.50 24.80 26.35 27.65 24.50 45`" Pctl. 50'"
• Employee average pay rate = $23.00 33'a 501"
• based on experience-based range placement
G. DEVELOP COMPENSATION STRUCTURES
Elob
Measurement
Results
Design Compensation Structures
Competitiveness
Designing a compensation structure/schedule involves the
integration of several factors including compensation
philosophy, culture, and ability to fund a specific
compensation system. The plan must also be internally
equitable, externally competitive, and meet the
organization's requirements concerning recruitment,
retention, and performance management goals. We will
work closely with Administration/HR to refine the
compensation philosophies and strategies that will be used
to guide the design of the recommended compensation
plan.
Step 1: Meet with Administration. We will
facilitate a process to:
• Finalize the competitive objective. Note:
the SALPLAN m model will enable
Architecture:
I # of Grades/Steps
Link to merit
precise analysis of cost-benefit
implications at various competitive
levels.
Explore options for the specific design,
or architecture of the salary grid.
Step 2: Design and Develop Salary
Structures (salary ranges). After comparing
the survey data with the organization's current
practices and structures, we will produce a
recommended salary structure for all categories
and levels of positions involved in the study. We
will suggest that a grade system be established for
all levels and job classifications, including
certificated. This will greatly simplify salary
administration as well as making changes to the
salary ranges over time.
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Work Plan and Deliverables for the City of Rosemead Page 7 •
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m 70
T 60
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a
50
0
40
2 30
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a 20
positions. We will also develop a specific action
plan for converting from one set of pay structures
to another and address issues such as
competitiveness, pay compression, costs, etc.
Hours: 20 Calendar: Days 60-65
Step 3: Develop a Range Conversion Plan.
We will prepare recommendations and procedures
to the City that will provide a graded
compensation structure encompassing all
PHASE M. LINKS TO MERIT, IMPLENTATION, TRAINING, REPORTS
H. CONDUCT QUALITY REVIEWS
Our experience has been that even with the "best efforts"
of all project participants, certain job classifications and
individual assignments will require a second or a third and
final look. Successful projects are built on a condition of a
final quality assurance review. We will conduct quality
assurance reviews as part of the fee proposal, where we
will hear concerns about job classifications and
placements.
We will work with Administration/HR and employee
groups to design a quality review process that both City
Administration and staff believe is reasonable.
We are budgeting 10 hours of professional time to perform
quality reviews. We will meet with Administration and
employee groups to gain acceptance of results.
1. DEVELOP LINKS TO "SUCCESS FACTORS"
We will perform final customization to the classification
plan, compensation, structure(s), and. job classification
descriptions to ensure compatibility with the City's
"Success Factors" performance management system.
• Classification Plan and Descriptions. We will
recommend, and prepare descriptions for, job
classification career ladders that enhance the
City's development of team members' skills and
competencies.
• Compensation Structures. We will develop the
link between merit and rewards.
. Work Plan and Deliverables for the City of Rosemead Page 8
Grade 5 Grade 6 Grade 7 Grades
Salary Grade
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J. IMPLEMENTATION AND TRAINING
The classification structure will show the recommended
salary range for each position. It will also provide
recommendations or options on how employees whose job
alignment has changed should be converted to the structure
in a way that meets the objectives and financial limitations
of the City.
This task is designed to convert all previous steps into a
step-by-step short and long-tern implementation and
program maintenance plan. The SALPLANTm model will
facilitate a detailed cost impact analysis for the
organization and each employee for a 4-year period.
Step 1: Develop a Communications Plan.
We will recommend a process for communicating
the results of the project to all groups and
employees, receive feedback, and solve problems.
Step 2: Develop Implementation Plan.
There are several considerations to developing an
implementation plan: development of the strategy
or plan, internal equity issues, implementation
cost, and the time required to completely
implement in the new strategy.
We will work develop and recommend an
implementation plan to achieve desired internal
equity and external competitiveness goals. We
will then develop a time frame and the steps for
successful implementation, taking into
consideration financial limits of the City.
Step 3: Develop for Consideration,
policies and Procedures for Salary
Administration. We will recommend specific
policies, procedures, and decision support, as
needed, for pay administration, such as, but not
limited to, reclassification, advancement,
promotion, merit, and development of new jobs.
i
K PREPARE THE FINAL REPORT
Three copies and an electronic file of the final report will
be submitted to the City. The only exception will be the
manual for the JOBMEASTT' system. The City will
receive one copy along with training and will sign a
license agreement to protect copyrights. The final report
will be made in four sections.
Section 1. Management Summary. We
will highlight key findings and recommendations,
and focus on program and policy-level issues.
Section 2. Implementation Plan. The
second section will be the recommended
implementation plan.
including but not limited to a technical manual for
the JOBMEASr system and the SALPLANr
decision support model. ,
Section 4. Job Descriptions. We will
assemble the recommended descriptions and a
template that can be applied to future
descriptions.
We will present our report to the City's
Administration and make a similar presentation to
the City's govemin bod .
Section 3. Technical Materials. The third
section will contain proprietary materials that
provide guidance to program maintenance,
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Work Plan and Deliverables for the City of Rosemead Page 9 •
0.
Chapter III
Experience, Qualifications &
Staffing
Jacobson, Betts & Company
Seattle, Washington
A. THE FIRM
Jacobson, Betts & Company combines over
three decades of consulting experience into a
small, yet senior-level staff who lead the
industry with technical and behavioral
innovations, creative approaches to solving the
challenges given by clients, and a "style" that
maximizes employee involvement. Visit our
web site, www.iacobsonbetts.com for services
and clients.
Our history contains milestones and
accomplishments that are indicative of our
capabilities and commitment to continuous
innovation and improvement
1976
JOBMEAS'"r begins with research in
response to the inability of other
systems to be complete tools for
determining internal pay relationships.
1979
JOBMEAS is enhanced with the
Learned Physical Skills and
Performance Environment factor
elements, giving us the capability to
evaluate line, staff, management,
support, production, and service jobs
in their proper order.
1981...
JOBMEASTm is recognized as a
system with superior capabilities in
respondingto the issue of comparable
worth of jobs. Vance Jacobson is
interviewed by public broadcasting.
Other firms take note of the approach.
1983
We introduce skilYcompetency-based
career ladders where employees and
employer partner improved
competitiveness along with learning
and development The first
competitive readings on this subject
appear years later. .
Experience and Qualifications of the Firm
1987._
JOBMEASTm is computerized, but not
in a format that requires significant
cost investment. It appears and runs in
a spreadsheet environment. Other
firms follow our lead.
1991 to present
Betts & Company joins Jacobson
Company to form Jacobson, Betts &
Company. Innovations and
enhancements to earlier milestones
continue. We develop
• models to analyze total
remuneration strategies,
• techniques for optimizing
staffing levels and salary
budgets,
• 'cafeteria cash" (not benefits)
salary administration philosophy
and programs where employees
receive performance-based
rewards in line with their own
values and needs, and
• pay-for-learning systems that
succeed conventional performance
management systems and advance
employees based on acquisition of
new, work-related skills and
knowledge. Productivity
increases for these clients ranges
25% to 48%.
• skill-based career ladders that
offer incentives to staff for
upgrading skills in light of
increased public demands for
accountability.
To daze, Jacobson, Betts & Company
consultants have served over 400 organizations
in virtually every industry, including over 70
organizations providing public services.
Page 1
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B. THE CONSULTING TEAM
The consulting team assembled to serve the City
of Rosemead, comprises nearly 90 years of
combined consulting experience in education.
Vance Jacobson will serve as your project
manager and principle consultant He has
managed and completed numerous closely
related projects including, municipalities such as
Oregon City, Bend, and Madras, Oregon, King
County Council (Seattle, WA), the Port of
Seattle, and educational districts such as College
of the Redwoods, Cerritos College, Citrus
College, San Jose/Evergreen Community
College District, Linn-Benton Community
College (OR), Lassen Community College,
Sierra College, Barstow College, Clackamas
Community College (OR), Linn-Benton
Community College (OR), , Central Oregon
Community College, North Idaho Community
College, El Monte City Schools, Simi
Valley School District, Clovis, and Sanger
School Districts. We are or have also worked
with private industry and health care clients,
such as Genie Industries, Alumax/Alcoa, Union
Pacific Corporation, Legacy Health Systems,
and Willamette Valley Medical Center.
The resumes of Vance Jacobson and the
project's potential staff, follow.
• Job analysis • Job analysis ■ Salary
survey
'Job descriptions
• Communications
• Job analysis
• Classification
• Descriptions
• Structure
• Implementation
Experience and Qualifications of the Firm Page 2
•
CLIENT REFERENCES
City of Oregon City, Oreeon. Please
contact Mr. Larry Patterson, City Manager,
at(503)496-1504. Email: "Larry Patterson"
li)attei-son(@,ci.ormon-ci!y.or.us.
El Monte City School District. El Monte,
California. Contact Mr. Michael Raymond,
Assistant Superintendent of Human
Resources at (626) 453-3723. Email:
"Mike Raymond" mravmond a emesd.org
Genie Industries, Redmond, WA. Contact
Mr. Gordon Anderson, HR Director and
Administrator to the International Division at
(425) 556-8651. E-mail:
anderg@geniemd.com.
King County Council. Seattle, Washington.
Contact Ms. Ellen Petri, Council
Administrator at (206) 299-1016. E-mail:
"Petre, Ellen"
EIIen.Petre(n1.METROKC.GOV .
Simi Valley Unified School District,
California. Contact Ms. Andrea Crouch,
Director, Classified Personnel (805) 306-
4035. Email:
"andrea crouch" acrouchna.simi.kl2.ca.us
Clovis Unified School District Clovis,
California. Contact Mr. Bill McGuire,
Assistant Superintendent at (559) 327-9111
or Dr. Terry Bradley, Superintendent, at
(559) 327-9100. Email:
BilIMcGuire@clovisusd.kl2.ca.us
•
0
•
Resumes of Key Project Staff
Vance B. Jacobson Daniel F. Betts
MBA Degree
BBA Degree in Finance
University of Oregon
MBA Degree
BA Degree in Economics
Oregon State University
Mr. Jacobson is the senior member and co-founder of
Jacobson, Betts & Company. He has over twenty
years experience as's consultant, specializing in total
compensation systems, organization design, and
performance and productivity management systems.
His industry experience is concentrated in health care,
education, utilities, local government, and technology.
Prim to establishing this firm, Mr. Jacobson held
positions as a Principal of an international consulting
firm, a Partner of a regional consulting firm, and
Manager with a national accounting firm. In each, he
held increasingly responsible positions, directing the
compensation consulting practice. His industry expe-
rience includes retail as the President of a specialty
retail operation and in transportation where he man-
aged salary administration, and training and
development functions for a major railroad.
His specific background includes substantial project
experience in the development of job evaluation and
compensation systems, incentive and variable
compensation programs for domestic and international
positions, team oriented incentive plans rewarding
productivity improvement, deferred compensation,
benefits, salary surveys, and performance measure-
ment systems that identify and reward competencies
and accomplishments. He is particularly well known
for his recent accomplishments in:
designing job classification and salary
systems that recognize learning and use of
skills through career ladders,
linking rewards to key competencies
required to reach business plans, and
linking compensation to total quality
improvement programs.
Mr. Jacobson is the author of the firm's proprietary job
measurement technology, JOBMEASim, which is
well known for its capabilities in the pay
determination process. JOBMEAS is a system that
assigns optimum relative value to the content of jobs
and is utilized extensively by organizations concerned
with internal pay %uuity. He is the author of the
model, SALPLAN , which automates the salary
related decision-making process.
Mr. Jacobson has provided expert testimony and has
made numerous presentations to business groups in
the areas of compensation and organization improve-
ment His publications have appeared in professional
journals and have been used as training materials.
Staff Resumes
Mr. Betts is a senior partner with Jacobson, Betts &
Company. He has over twenty-five years experience
as a human resources manager and consultant,
specializing in total compensation systems, policy
development, and performance and productivity
management systems. His industry experience is
concentrated in manufacturing, education, and high
technology.
Mr. Betts is the partner-in-charge of the firms survey
research section. In that capacity, he leads all survey
efforts where the firm's record is to attain over 900%
participation in surveys.
Prior to joining this firm, Mr. Betts was a senior
consultant with an international firm specializing in
total compensation. He held a distinguished career as
a senior -level congressional auditor and economist
In this capacity, he conducted studies with numerous
state department, department of interior, and
department of health, education, and welfare bureaus
and functions.
His specific consulting background includes
substantial project experience in the development of
job evaluation and compensation systems, incentive
and variable compensation programs which include
domestic and international positions, team oriented
incentive plans rewarding productivity improvement,
deferred compensation, bcnefrts, salary surveys, and
performance measurement systems that identify and
reward competencies and accomplishments.
Mr. Betts is designated at a Senior Human Resources
Professional, has .,given talks on domestic and
international compensation, and served on numerous
industry discussion panels. He has written articles in
local and regional publications.
Resumes of Key Project Staff
Charles E. Allie Janet Stevens Donahue •
MA Degree in Education
University of Pittsburg
BS Degree
Hampton University
Mr. Alhe is a partner and senior consultant with
Jacobson, Betts & Company. He has over twenty five
years experience as a teacher and administrator where
he has developed exceptional expertise of inner city
school district and school site structures that yield
student and business success. He has expertise in
developing job designs and structures that are
responsive and deliver high levels of service in multi-
cultural environments.
Prior to joining the firm, W. Allie held teaching,
leadership, and administrative level positions within
the Pittsburg, Pennsylvania public school system
where he was recognized for his leading edge work in
computer-aided decision support and academic
applications, restructuring work and staff assignments
for `no child left behind' compliance.
His specific background includes substantial skill and
experience in the following areas:
• designing job classifications that clearly
identify competencies needed for `no child
left behind' compliance and to develop skills
through career advancement,
MBA Degree
Bachelors Degree
University of Montana
Ms. Donahue is a partner and senior consultant with
Jacobson, Betts & Company. She has over twenty
years experience as a senior administrative officer and
human resources manager and consultant, specializing
in total compensation systems, policy development,
and labor relations. Her industry experience is
concentrated in municipal government Ms. Donahue
is a senior team member for our consulting services to
local government.
Prior to joining this firm, Ms. Donahue held positions
of Chief Administrative Officer and Director of
Community Development for the City of Missoula, an
elected County Commissioner, and elected lay County
Judge. In these capacities, she has served on the
Montana Board of Crime Control and other Governor-
appointed commissions and panels.
Her specific consulting background includes
substantial project experience in the development of
compensation systems for municipal government that
include skill-based career ladders, incentives for
professional development, staffing, and performance
measurement systems that identify and reward
competencies and accomplishments. She is par-
ticularly well ]mown for her recent accomplishments
in:
linking reward (salary structures) to learning
and competencies,
• working productively with academic and
classified bargaining units to develop
working relationships that promote high
levels of enthusiasm, productivity, and
recognition of cultures and traditions, and
• the design of multi-media communications
that enhance employees understanding of
administrative programs.
Mr. Allie has been a contributor to the development of
curriculum in advanced science and has made
presentations to Carnegie Mellon University and
American Association for the Advancement of
Science.
• Job design for succession planning,
• mediating conflicts in job design,
• developing collaborative labor negotiation
processes, and
• preparing job descriptions that are ADA
compliant
Ms. Donahue has served as an industry association
officer and on numerous industry discussion panels.
She has been a guest lecturer in graduate-level public
administration curriculum.
•
Staff Resumes 2
Appendix
SALPLANTm
Sample Description
SL
•
i
Jacobson, Betts & Company
Seattle, 'Washington
SALPLAN Automating the decision-making process. •
This easy-to-use program automates data management and decision support
• Produces immediate JOB EVALUATION results
• Estimates COMPETITIVE STANDING
• Develops SALARY STRUCTURES and RANGES
• Simulates PAY EQUITY STRATEGIES
• Computes SALARY BUDGETS and financial impact
• Links PAY and other factors such as longevity, performance,' and career ladders
• Assists with long range COMPENSATION PLANNING
The SALPLAN Model. Let's take a look
SALPLAN Technical Report
JOBMEAS Date
Range Date
JOSMEAS Codes
Jab
Pay
Salary Range
Position
Mg
PR NR WE Vesta
B r~ iM Midot M.
Nehvork Administrator
E3 9
Al 1 83 5 B3 2 p
8 2409
26
22.88 27.00 30.78
Maintenance Supervisor
03 7
81 4 B3 4 B2 4 D2
7 2,237
24
20.43 24.32 27.73
AdministradveSecretary
D1 5
B3 1 B2 6 B1 1 82
4 1,826
10
44.83 17.86 20.13
Recreation Leader
C1 3
A2 4 Bt 2 A2 3 Bt
4 1,152
11
9.07 10.00 1231
SALPLAN Adminlstratlve Report
Cost
Dept.
C!L
Posit on
Inwrnbent
MIS
8001
Network Admin.
SmBh, John
MIS
amt
Senior Accountant
Albertson, Ofta
MIS
8001
MR Anatyst
Lavelle. Bradford
MNT
odor
Maird. Superv.
Palmer, Mary
BUS
8001
Planner I
Lehman, Emily
ADM
8004
Admin. Secretary
Archer, Amy
MS
8004
Permit Technician
Nguyen, Scow
SALPLAN Summary Report
Average Rate:
519.30
FuIFTarre Employees:
331.8
Current Salary Budget:
519,940,DIM1
at Market Median:
; .^S14,150,0D0
Competitive Position:
.45th 9Mk
Ed Length of Service:
Pay Salary Range Ee's MidpL Ext. Exp. EWfty
!voa • Mp Mdpl MM Bata 13a_ti9 P, Ala A&
26 2265 2700 3D7a 27.0D 100 50 50 3%
26 22.68 27.00 30.78 24.00 89 40 55 8%
26 2288 27.00 90.,8 23.00 85 35 45 8%
24 20.43 24.32 2T 73 23.00 95 48 50 4%
22 i831 21.78 24.85 19.60 89 42 50 8%
18 14.83 17.88 20.13 10.00 108 80 50 3%
i8 13.94 16(10 19.92 14.50 BY 35 40 5%
Where tMy argil ~
,
M
...rneya8ou 6e~
:..fne proper adNStment
Proposal Period:
Proposed Average Rate Change:
5.11%
Proposed Salary Budget Charge:
5687_iM
Proposed New Salary Budget
574,007.DD0
. , Allocated to Steps:
~ 5362,000
. , . Allomle0 to Pay Equay:
5305,000
•
`"'a.en eau a cmgn7
•
A SamDle Citv
Position Description
Position: Planner
Position Number:
Department/Site:
FLSA: Non-exempt
Evaluated by:
Salary Grade:
Summary
Performs a variety of professional and advanced technical planning assignments and/or
assists with long range or large planning projects. Serves as the senior professional over
planning projects of smaller scope, usually limited to a few, closely related land use issues.
Conducts research and analysis, counsels customers on land use matters, facilitates
preplanning processes and develops recommendations in connection with proposal
Distinauishine Career Features
The Planner serves in a fully qualified capacity to planning projects and resource for other
planners to access. The Planning Technician is the first and entry-level position in the
Planning career path. While the position requires a Bachelor's degree, it focuses on
paraprofessional duties and training under a Planner. The Assistant Planner refers to an
entry-level professional planner. Assistant Planners will conduct planning research, and
review routine projects for code compliance. Advancement to Assistant Planner requires a
Bachelor's degree and two years of experience or a Master's degree. Advancement to
Planner requires a Bachelor's degree and five years or a masters degree and two years of
experience. Planners will demonstrate the ability to review multi-use projects and participate
in short and long range plan development. Advancement to Senior Planner will require the
demonstrated ability to lead complex projects and lend expertise to complex and politically
sensitive planning studies, projects, development review processes, and assignments.
Essential Duties and Responsibilities
• Leads and/or conducts planning projects of limited scope and participates in large
planning projects involving considerable interaction with developers, agencies, civic
groups and special interests. Provides limited mentoring to other staff who are
processing customer transactions.
Counsels the public in relation to problems, questions, and complaints regarding land
use, land development, and zoning. Knowledge of procedures and practices allows
incumbent to respond to difficult or complex situations by providing proper instruction,
valuable opinions, and suggestions for changes, as applicable.
Attends meetings and hearings with official and public groups and contributes to such
with discussion and presentation of materials, as assigned or appropriate. Prepares staff
reports for consideration.
Performs field investigations and gathers, analyzes, interprets, evaluates, and reports
upon various land use and land characteristic data related to development proposals or
ordinance violations. As necessary, coordinates and assists local, state, and federal
agencies in the review of proposals and violations.
Planner
QJa hson, Beas & Company
Page l
• Conducts special studies and develops statistics for use by other planners and officials in
housing, transportation, and energy, and other economic and physical areas related to
planning.
• Reviews and evaluates various technical reports and briefings prepared by private and
public organizations and agencies.
• Prepares reports, correspondence, maps, charts, posters, and other visual aids to support
comprehensive plans and special projects. Updates and maintains base maps, recording
changes resulting from planning decisions.
• Reviews proposed land partitioning requiring quasi-judicial review by the Planning
Commission. Counsels applicants, explaining purpose of and procedure for application.
• Participates in large planning projects involving considerable interaction with
developers, agencies, civic groups and special interests. Provides project leadership over
other planners, mentoring to those who are taking on smaller projects, analyzing and
processing customer transactions, or conducting concurrent reviews.
• Applies and interprets established codes and regulations in moderately complex
situations. May recommend codes and regulations or amendments to emerging planning
issues.
• Facilitates processes and works directly with technical and citizen advisory committees.
Monitors work processes and schedules to ensure timely project completion and
response.
• Conducts special studies. Researches policy issues and conditions. Establishes
methodologies and standards for research and studies. Facilitates collection of
information. Designs, conducts and analyzes surveys and evaluations.
• Maintains up-to-date knowledge of emerging regulations, pending legislation and trends
in planning that impact the City as well as current programs and processes.
• Develops, manipulates and maintains computerized databases, spreadsheets, progress
monitoring systems and filing systems.
• Provides counter assistance to the public. Reviews and adjudicates development
proposals, working with the customer to complete a land use solution that complies with
laws and regulations as well as desired application.
• Performs other duties as assigned that support the overall objective of the position.
Oualifications
E
mnowieuge ana bKtus
The position requires specialized knowledge of the theory, principles, standards, practices
and information sources of urban planning. Requires in-depth knowledge in the
application of application of land use, physical and environmental design, ecological
science, and zoning theory and practices. Requires knowledge of and skill at organizing,
planning, and coordinating projects. Requires working knowledge of the principles,
processes and practices of public administration. Requires working knowledge of
•
•
•
Planner Page 2
@Ja bsoq Betts & Company
applicable laws, regulations, codes, requirements and criteria governing planning.
Requires sufficient math skills to perform statistical analysis and interpret complex plans
and maps. Requires knowledge of the methods and techniques used in citizen
involvement and external communications. Requires well-developed human relations
skill to conduct persuasive discussions with diverse audiences, facilitate small group
processes, present ideas clearly, resolve conflict, and convey technical concepts to others.
Requires the ability to carry out the essential functions of the position. Requires the
ability to coordinate limited scope development projects including budgets, time lines, and
quality of work product Requires the ability to review, prepare plans, applications,
specifications and legal contracts. Requires the ability to perform difficult and complex
technical research and analysis of planning issues or problems. Requires the ability to
learn, understand and interpret all applicable laws, regulations, policies, procedures and
standards, and planning principles and practices to complex, specialized and diverse
planning processes. Requires the ability to use sound judgement when making decisions,
interpretations, and in communications with others. Requires the ability to work
cooperatively with senior citizens. Requires the ability to work as contributing member of
a team, work productively and cooperatively with other teams and external customers, and
convey a positive image of the City. Requires the ability to visit remote sites and to work
extended hours for the purpose of conducting meetings and public processes.
i
i
Requires the ability to, function primarily indoors in an office environment engaged in
work of primarily a sedentary nature. Requires sufficient ambulatory ability to move
about to office and remote locations. Requires auditory ability to carry on audience,
ordinary, and telephonic conversation. Requires near and far visual acuity to read detailed
maps, drawings, other printed material, computer screens, and observe physical layouts.
Requires manual and finger dexterity to write and to operate microcomputers and other
office equipment. Requires the ability to alternatively sit and stand for sustained periods
of time to deliver presentations, perform counter work.
Education and Experience
The Position typically requires a Masters Degree in Urban Planning, Architecture, or
similar discipline and two years of progressive experience. Alternatively, the position
ma r uire a Bachelor's degree and 4 ears of experience.
Licenses and
Working Conditions
Work is largely performed indoors where minimal safe considerations exist.
Planner
@I=bson, Bens k Compmty
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