Public Sector Personnel ConsultantsPROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE
CITY OF ROSEMEAD
SEPTEMBER 2008
i u
r
PUBLIC
SECTOR
PERSONNEL
CONSULTANTS
Regional Location:
149 S. Barrington Ave. #726
Los Angeles, California 90049
National Office.
1215 W. Rio Salado Parkway, Ste 109
Tempe, Arizona 85281
(888) 522 PSPC
www.compensationconsulting.com
n1 L PUBLIC
~ ~ ` SECTOR
fit,?' /O PERSONNEL
o-
September 17, 2008
Mr. Matthew E. Hawkesworth
Assistant City Manager
City of Rosemead
8838 E. Valley Boulevard
Rosemead, CA 91770
Dear Selection Team:
Pursuant to your RFP, we are pleased to submit our proposal to assist the City with a
Classification and Compensation Study. We specialize in this field, and have provided similar
services to more than 1,000 public employers throughout the US, including more than 325
municipalities and more than 100 public employers in California. Current and recently completed
classification and compensation projects in California include the City of Banning, the City of
Corcoran, the City of Palm Springs, the City of Rialto, the City of Compton, the City of San
Clemente, and the City of Sacramento.
We are confident that our extensive public employers classification and compensation
experience, large specialized and highly qualified staff, proven methods, unique EZ COMPTm
application to ensure the City's self-sufficiency, and one year of implementation support and
assistance at no cost, will achieve all of the City's objectives for this important project.
Our proposal remains valid for a period of not less than 90 days.
We appreciate the City's consideration of our proposal. I will be your primary contact for this
proposal, act as our firm's responsible agent, and below is my contact information. We would
welcome the opportunity to further present our qualifications and interest in person should that
assist the City with this important decision.
Sincerely,
Matthe eatherly
President
(888) 522-7772 PH
(480) 970-6019 FX
mweatherly(a)compensationconsultinq.com
cc: Robert Miles, PSPC - Los Angeles
Regional Location. 149 S. Barrington Avenue #726, Los Angeles, California 90049
National Office: 1215 W. Rio Salado Parkway #109, Tempe, Arizona 85281
888.522.7772 - FAX (480) 970-6019 - info@compensationconsulting.com
PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
TABLE OF CONTENTS
Section Paqe
1 QUALIFICATIONS OF OUR FIRM
HISTORY AND FACTS ABOUT OUR FIRM
REPRESENTATIVE CALIFORNIA EMPLOYERS SERVED
RECENTLY COMPLETED MUNICIPAL PROJECTS
2 QUALIFICATIONS OF OUR STAFF
PROJECT TEAM ORGANIZATION CHART
RESUMES OF PROJECT TEAM MEMBERS
3 CLIENT REFERENCES
4 PROJECT METHODOLOGY
SUMMARY OF SERVICES FOR THE CITY
1
PROJECT SCOPE AND METHODOLOGY
2
A. OBJECTIVES OF THE PROJECT
2
B. SCOPE OF THE PROJECT
2
C. PROJECT METHODOLOGY
2
1. Quality Assurance
2
2. Project Planning Meetings and Communication Plan Development
2
D. POSITION CLASSIFICATION
3
1. Review of Essential Tasks - Position Description Questionnaire
3
2.
Employee Worksite Job Information Interviews
3
•
3.
FLSA Status Determination
3
4.
Position Classification
3
5.
Updated Classification Specifications
4
6.
Draft Classification Plan Reviews
4
7.
Resolution of Employees' Classification Reviews
4
8.
Optional Approaches to Ensure Internal Equity
4
E. EX
TERNALLY COMPETITIVE COMPENSATION PLAN
5
1.
City Involvement in Compensation Plan Development
5
2.
Comprehensive Compensation Survey
5
3.
Prevailing Rates Calculation
6
4.
Compensation Competitiveness Comparison
6
5.
Compensation Competitiveness Policy
6
6.
Salary Plan Structure Development
6
7.
Salary Range Assignment Development
6
8.
Implementation Plan Development
6
9.
Draft and Final Report Preparation
7
10.
Final Report Presentations
7
11.
EZ COMPTM Program Installation
7
12.
Implementation Warranty
7
F. PERFORMANCE EVALUATION SYSTEM REVIEW
7
1.
Participation by City Officials
8
2.
Procedure Manuals and Forms
8
3.
Training Workshops
8
4.
Quality Assurance Reviews
8
is (CONTINUED ON NEXT PAGE)
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9108
PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
• TABLE OF CONTENTS
Section Paqe
G. ENSURING THE CITY'S SELF-SUFFICIENCY
9
1. Procedure Manuals
9
2. Training Workshop
9
3. Electronic Class Specification Library
9
4. EZCOMPTw
9
5. Initial Year's Implementation Warranty Support
9
H. EXTENSIVE EMPLOYEE INCLUSION AND COMMUNICATION
9
I. MINIMAL CITY SUPPORT REQUIRED
9
5 PROJECT SCHEDULE
ELAPSED PROJECT TIMELINE- GANTT CHART 10
6 PROPOSED COST 11
7 PSPC BOOKLETS -
PSPC BOOKLET. "Communicating the Project to the Employees"
PSPC BOOKLET. "EZ COMPT""' Program Description
PSPC BOOKLET. "AEPT""' Program Description
PSPC EZ COMPrm CD-ROM (See Inside Front Cover)
•
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9108
PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
0
QUALIFICATIONS OF OUR FIRM
HISTORY AND FACTS ABOUT OUR FIRM
CALIFORNIA EMPLOYERS SERVED BY OUR FIRM
RECENTLY COMPLETED MUNICIPAL PROJECTS
PUBLIC SECTOR PERSONNEL CONSULTANTS
HISTORY AND FACTS ABOUT OUR FIRM
• HISTORY OF OUR FIRM
Public Sector Personnel Consultants (PSPC) originated in 1972 with the Public Sector Group of
the international human resources consulting firm of Hay Associates. PSPC was established as an
independent firm in 1982.
• REGIONAL STAFF
Our national office is in Tempe, AZ, and we have additional locations or affiliates in Austin, TX,
Columbus, OH, Chicago, IL, Dallas, TX, Denver, CO, Kansas City, MO, Los Angeles, CA,
Sacramento, CA, St. Paul, MN, San Diego, CA, Santa Fe, NM, and Seattle, WA.
SPECIALIZED IN COMPENSATION SERVICES
We are "super-specialists" in compensation, providing services in job analysis, position classification,
job content evaluation, compensation, and directly related services. Over 98% of our classification
and compensation studies have been successfully implemented by our clients.
• SPECIALIZED INSTATE AND LOCAL GOVERNMENT CLIENTS
We provide services exclusively to public sector employers including municipalities, counties, utility
districts, library districts, special districts, state governments, housing and redevelopment agencies,
school districts, higher education, and tribal governments.
• • SPECIALIZED COMPENSATION STAFF
Our staff is comprised of ten (10) full time and an additional five (5) part time senior human resources
professionals with very extensive experience as compensation managers and consultants for public
employers. Our staff has more than 100 years of combined experience working for and consulting to
public sector employers.
• OVER 1,000 PUBLIC EMPLOYERS SERVED
Our staff members have provided compensation, human resources, training and related consulting
services to more than 1,000 public and 200 private employers throughout the U.S.
AMERICAN COMPENSATION ASSOCIATION PARTICIPATION (ACA) (NOW WORLDATWORK)
Our consultants are active members of ACA, including serving as instructors for the ACA certification
courses.
• SPECIALIZED COMPENSATION AND RELATED RESOURCES
We utilize our EZ COMPTm salary survey and plan program, modified FES point-factor job evaluation
system, AEPTM performance evaluation plan, and SNAP TM staffing needs analysis program.
FIRST YEAR IMPLEMENTATION WARRANTY
We provide our clients with extensive implementation support during the first year, and we will
• analyze, evaluate, classify, and provide a salary range recommendation for any new or changed
position or entire job class, at no additional cost.
PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
REPRESENTATIVE CALIFORNIA PUBLIC EMPLOYERS SERVED
Following is a listing of California public employers served by members of our staff. Some were served
while our staff members were with other consulting firms such as Hay Associates, Hewitt
•
Associates or Commonwealth Personnel Services, prior to joining our firm.
Azusa, City of
National City, City of
Banning, City of
Needles, City of
Berkeley, City of
Norco, City of
Buena Park, City of
North County Fire Protection District, CA
Burbank, City of
Oakland County
CA Family Health Council
Oakland Housing Authority, CA
CA State University
Oakland, City of
Calexico, City of
Palm Springs, City of
California, State of
Pasadena, City of
California, University of
Placentia, City of
Camarillo, City of
Pleasanton, City of
Capital Area Development Authority
Pomona, City of
Commerce, City of
Public Employers Risk Management Authority
Compton, City of
Redwood City, City of
Contra Costa Junior College
Rialto, City of
Corcoran, City of
Ridgecrest School District
Covina, City of
Riverside County
Culver City, City of
Riverside School District
Dana Point, City of
Riverside, City of
Downey, City of
Sacramento Housing Authority
El Centro, City of
Sacramento Municipal Utility District
El Monte, City of
Sacramento Regional Sanitation District
El Segundo, City of
Sacramento, City of
Fresno State College
San Clemente, City of
•
Gardena, City of
Glendale, City of
San Diego County
San Diego, City of
Harbor General Hospital
San Francisco State College
Hawaiian Gardens, City of
San Jose, City of
Hawthorne, City of
San Juan Capistrano, City of
Hemet, City of
San Juan Public Schools
Housing Authority of Alameda County
Santa Ana, City of
Huntington Beach, City of
Santa Barbara County
Indio, City of
Santa Cruz County
Inglewood, City of
Santa Cruz, City of
Inland Valley Dev Agency
Santa Monica, City of
Lake Tahoe Community College
Seaside, City of, CA
Lakewood, City of
Sisters of St. Joseph
Lawndale, City of
Solana Beach, City of
Lincoln, City of
South Gate, City of, CA
Lompoc, City of
Stockton, City of
Long Beach, City of
Susanville Public Schools
Los Angeles Community Colleges
Sutter-Yuba Counties Health Department
Los Angeles County
Torrance, City of
Los Angeles County Police
Tracy, City of
Los Angeles, City of
Valencia, City of
Mendocino College
Ventura County
Montclair, City of
Ventura County Housing Authority
Monterey Park, City of
Visalia, City of
Monterey/Salinas Transit
Water Facilities Authority
Moro Bay, City of
West Covina, City of
Morongo Valley Schools
Yuba City, City of
• Mountain View, City of
CA PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
MUNICIPAL PROJECTS COMPLETED IN PAST 10 YEARS
E
•
•
Anahuac, City of, TX
Fox Chapel, Borough of, PA
Pasadena, City of, CA
Ardmore, City of, OK
Franklin Park, Borough of, PA
Pearland, City of, TX
Azusa, City of, CA
Fresno, City of, CA
Pine, Township of, PA
Balcones Heights, City of, TX
Frisco, City of, TX
Pinetop-Lakeside, Town of, AZ
Banning, City of, CA
Galveston, Port of, TX
Pinellas Park, City of, FL
Baytown, City of, TX
Geneseo, City of, IL
Port Neches, City of, TX
Bee Cave, City of, TX
Gillette, City of, WY
Prescott Valley, Town of, AZ
Bend, City of, OR
Glenwood Springs, City of, CO
Prescott, City of, AZ
Berthoud, City of, CO
Grand Forks, City of, ND
Provo, City of, UT
Bismarck, City of, NO
Great Falls, City of, MT
Queen Creek, Town of, AZ
Bloomingdale, Borough of, NJ
Gunnison, City of, CO
Redwood City, City of, CA
Boonville, City of, MO
Haltom City, City of, TX
Rialto, City of, CA
Borough of Fox Chapel, PA
Hemet, City of, CA
Riverside, City of, CA
Bosque Farms, Village of, NM
Henderson, City of, NV
Rockwall, City of, TX
Bozeman, City of, MT
Hobbs, City of, NM
Rowlett, City of, TX
Brighton, City of, CO
Horseshoe Bay, City of, TX
Sacramento, City of, CA
Buckeye, Town of, AZ
Huntington Beach, City of, CA
Safford, City of, AZ
Burbank, City of, CA
Inglewood, City of, CA
Sahuarita, Town of, AZ
Calabasas, City of, CA
Killeen, City of, TX
San Angelo, City of, TX
Camarillo, City of, CA
Lake Havasu City, AZ
San Clemente, City of, CA
Camp Verde, Town of, AZ
Lakeway, City of, TX
San Juan Capistrano, City of, CA
Carrizo Springs, City of, TX
Las Cruces, City of, NM
San Luis, City of, AZ
Casa Grande, City of, AZ
Libertyville, Village of, IL
Schertz, City of, TX
Cedar Park, City of, TX
Lincoln, City of, OR
Seaside, City of, CA
Centralia, City of, MO
Longview, City of, TX
Shaler, Township of, PA
Chino, City of, CA
Los Lunas, Village of, NM
Silt, Town of, CO
Colleyville, City of, TX
Marana, Town of, AZ
Solina Beach, City of, CA
Commerce, City of, CA
Maricopa, City of, AZ
South Padre Island, TX
Community Assoc. of the Woodlands, TX
Marshfield, City of, WI
Southlake, City of, TX
Coolidge, City of, AZ
Minot, City of, NO
Spokane, City of, WA
Corcoran, City of, CA
Mountain Village, Town of, CO
Stockton, City of, CA
Cranberry Township, PA
Muskego, City of, WI
Sunny Isles Beach, City of, FL
Dana Point, City of, CA
Nederland, City of, TX
Surprise, City of, AZ
Durant, City of, OK
New Braunfels, City of, TX
Tempe, City of, AZ
Eagle Pass, City of, TX
Nogales, City of, AZ
Tolleson, City of, AZ
Edmond, City of, OK
Norco, City of, CA
Tomball, City of, TX
El Mirage, City of, AZ
Norman, City of, OK
Tracy, City of, CA
El Paso, City of, TX
Oak Ridge, City of, TN
Valdez, City of, AK
El Segundo, City of, CA
Oakland, City of, CA
Vero Beach, City of, FL
Eloy, City of, AZ
Oldsmar, City of, FL
Willcox, City of, AZ
Estes Park, City of, CO
Oro Valley, Town of, AZ
Williston, City of, NO
Federal Heights, City of, CO
Osseo, City of, MN
Windcrest, City of, TX
Firestone, Town of, CO
Page, City of, AZ
Winslow, City of, AZ
Flagler Beach, City of, FL
Palestine, City of, TX
Wylie, City of, TX
Fort Collins, City of, CO
Palm Springs, City of, CA
Yuma, City of, AZ
PUBLIC SECTOR PERSONNEL CONSULTANTS
9108
PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
0
QUALIFICATIONS OF OUR STAFF
PROJECT TEAM ORGANIZATION CHART
RESUMES OF PROJECT TEAM MEMBERS
0
PUBLIC SECTOR PERSONNEL CONSULTANTS
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ROBERT A. MILES, SPHR
Mr. Miles has over 25 years of experience as a human resources manager and consultant for public
• employers, specializing in position classification and compensation. He has served as Personnel
Analyst for the City of Ft. Lauderdale, FL, Personnel Manager for the City of West Palm Beach, FL,
Director of Human Resources for the Palm Beach County Sheriff's Department, FL., and Deputy
Personnel Director for the City of Springfield, OH.
He has conducted projects in job analysis, position classification, job evaluation, compensation
surveys, compensation plan development, employee relations, recruitment, EEO and affirmative
action. Among his California client projects are those for:
Azusa, City of Fresno, City of Oakland, City of
Burbank, City of Hemet, City of' Rialto, City of
Compton, City of Huntington Beach Sacramento, City of
Dana Point, City of Inglewood, City of San Clemente, City of
Mr. Miles holds a BS degree in Business Administration (cum laude) from Central Ohio State
University and the designation as Senior Professional in Human Resources (SPHR) by the Society
for Human Resources Management.
ELIZABETH J. TALAMONTI, CCP
Ms. Talamonti has over 25 years of experience as a compensation manager and consultant for public
and private employers, specializing in job analysis, salary surveys, and salary plan development.
She has served as Compensation Research Associate for Hayes/Hill, Inc., Senior Compensation
Analyst for AON Corporation, Compensation Manager for Loyola University, and Project Manager for
the American Compensation Association.
• She has conducted projects in job audits, job descriptions, salary surveys, compensation database
management, compensation plan development, compensation training course development, and
compensation trend research. Among her consulting projects are:
CA Family Health Council Great Falls, City of, MT Riverside, City of, CA
Camarillo, City of, CA Hamilton County, TN Sacramento, City of, CA
Boone County, MO Huntington Beach, City of, CA Santa Cruz County, AZ
El Paso, City of, TX Oakland, City of, CA Ventura Housing Authority, CA
Ms. Talamonti holds a BS degree in Business Administration from Arizona State University. She
holds the Certified Compensation Professional (CCP) designation from the American Compensation
Association.
KATHERINE TILZER, SPHR
Ms. Tilzer has more than 10 years of experience as a human resources manager and consultant,
specializing in employee relations, compensation and recruitment. She has served as Personnel
Manager for Laboratory Corporation of America, Director of Human Resources for Plaza Healthcare
Inc., and Director of Human Resources for American Baptist Homes.
Among her recent consulting engagements are those for:
Azusa, City of, CA Lake Havasu City, AZ Sacramento, City of, CA
Casa Grande, City of, AZ Monterey Transit Dist., CA Sacramento County San Dist, CA
El Paso County, TX Pinellas Park, City of, FL Tomball, City of, TX
Frisco, City of, TX Reg'I Trans Comm, NV Water Facilities Authority, CA
• Ms. Tilzer holds BS degree in Management from the University of Phoenix, and certification as Senior
Professional in Human Resources from the Society for Human Resources Management.
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
MATTHEW E. WEATHERLY
Mr. Weatherly has over 10 years of experience as a human resources management professional and
• consultant, specializing in position classification, compensation, recruitment and selection. He has
served as a Human Resources Manager with Employee Solutions, Inc. and Staffing Consultant with
Initial Staffing Services.
He has completed projects in staff development, recruitment, selection, job descriptions, salary
survey, and salary plan development. Among his recently completed consulting projects in California
include:
Azusa, City of Inland Valley Development Sacramento Housing Auth
Banning, City of Norco, City of San Juan Capistrano
Dana Point, City of Palm Springs, City of Stockton, City of
Inglewood, City of Rialto, City of Tracy, City of
Mr. Weatherly holds a BS degree in Human Resources Management from Arizona State University.
JUDE WILLIAMS, SPHR
Ms. Williams has more than 20 years of experience as a human resources manager and consultant
for public employers, specializing in employee development, classification, and compensation. She
has served as Assistant Director of Human Resources for HS Healthcare, Regional Human
Resources Manager for Manor-Care Health Services, and Director of Human Resources for the City of
Bettendorf, IA.
She has completed projects in job analysis, position classification, compensation surveys and plan
• development. Among her consulting projects are those for
Austin Housing Authority, TX Kansas City, MO (WSD) Ogallala, City of, NE
Cedar Falls Utilities, IA Libertyville, Village of, IL Palmer College, IA
Corcoran, City of, CA Minot, City of, SD Santa Cruz County, AZ
Dallas Housing Authority, TX Muskego, City of, WI Waukee, City of, IA
Ms. Williams holds a BS degree in Business Education from the University of Illinois and designation
as Professional in Human Resources (PHR) from the Society for Human Resources Management.
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9108
PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
0
CLIENT REFERENCES
0
PUBLIC SECTOR PERSONNEL CONSULTANTS
CLIENT REFERENCES
Following are California agencies which are representative of the more than 1,000 public employers,
including more than 100 in California, for whom members of our firm have provided job analysis, salary
• and benefits survey, competitiveness or staffing analysis, and salary and benefit plan development
services, similar to those requested by the City.
INGLEWOOD, CITY OF
Ms. Leonca Cahee, Human Resources Manager
One Manchester Boulevard
Inglewood, CA 90301
(310) 412-5663
Icahee(oD.citvofinglewood.org
Compensation Survey Update and FY 2009 Salary Plan
Position Classification and FY 2004 Salary Plan
PALM SPRINGS, CITY OF
Ms. Susan Mills, Director of Human Resources
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92263
(760) 323-8217
Sue. Mills(o), palmsorings-ca.gov
Total Compensation Surveys for Various Groups, FY 2007, 2008
RIALTO, CITY OF
Ms. Eileen Dienzo, Human Resources Manager
150 S. Palm Avenue
• Rialto, CA 92376
(909) 820-2599
edienzoarialtoca.gov
Compensation Survey Update and FY 2009 Salary Plan
Position Classification and FY 2006 Salary Plan
SACRAMENTO, CITY OF
Ms. Gerriee Giffin, Personnel Manager
Historic City Hall
915 1 Street, Plaza Level
Sacramento, CA 95814
(916) 808-5600
GGiffin(o)cityofsacramento. oro
Annual Salary Surveys FY 2004, 2005, 2006, 2008
SAN CLEMENTE, CITY OF
Mr. Sam Penrod, Human Resources Manager
100 Avenida Presidio
San Clemente, CA 92672
(949) 361-8313
PenrodS(a)san-clemente.org
Position Classification and FY 2009 Compensation Plan
u
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9108
PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
0
PROJECT METHODOLOGY
SUMMARY OF SERVICES FOR THE CITY
PROJECT APPROACH AND METHODOLOGY
C
PUBLIC SECTOR PERSONNEL CONSULTANTS
SUMMARY OF SERVICES FOR THE CITY
PUBLIC SECTOR PERSONNEL CONSULTANTS (PSPC) proposes the following program of consulting services
• and implementation support to achieve all of the objectives stated in the CITY OF ROSEMEAD (the City) Request
for Proposal to conduct a classification and compensation study.
Project Planning and Communication
1. Project planning and scheduling meeting with the City's Human Resources staff, project designee(s)
2. Policy input and project direction meeting and briefing with the Project Team, Council and designee(s)
3. Project briefing presentation for the Council, City officials, employees, and City's project leaders
4. Assistance with management and employee communication throughout class and comp project phases
5. Consultations with and progress reports for the Human Resources staff and City's project designee(s)
Classification Project Tasks
6. Occupational familiarization by review of City's current class specifications and compensation plans
7. Organizational familiarization by review of City organization charts, budgets, and annual reports
8. Position Description Questionnaire (PDQ) customized for gathering City employee occupation data
9. Meetings to distribute and explain the PDQ and the project for all City officials, employees, Board
10. Worksite job information interviews / desk audits / field observations with representatives of each class
11. Determination of job classification and FLSA Exempt / Non-Exempt designation for each position
12. Recommended title modifications and reclassifications for consideration by department heads
13. Review of position classification recommendations with Human Resources staff, respective departments
14. Preparation of updated ADA/EEO-compliant classification specifications for each City job class
15. Resolution of employee reviews of classification recommendations and draft class specifications
Comprehensive Compensation Survey
• 16. Confirmation or identification of City's competitive employment areas for compensation surveys
17. Confirmation or identification of City occupations to utilize as survey benchmark job classifications
18. Development of compensation survey data collection, tabulation, and quality control protocol
19. Solicitation of comparator employers and agencies for participation in external compensation surveys
20. Extraction of data from questionnaires, published surveys and public employer compensation plans
21. Calculation of total compensation prevailing rates by job classification for comparison to City offerings
22. Consolidation of data from all sources and calculation of prevailing rates for benchmark jobs
23. Computation of extent City's compensation offerings vary from external prevailing rates and practices
24. Review of competitiveness analysis with City Manager, Assistant City Manager, project designee(s)
Compensation Plan Development and Performance Evaluation Plan Review
25. Construction of optional salary range structures for review and selection by the City's project leaders
26. Assignment of job classes to salary ranges by internal equity and external competitiveness
27. Assistance with City Council identification of desired, affordable salary competitiveness policy
28. Fiscal impact estimates at various levels of external prevailing rates competitiveness policies
29. Review and critique of draft salary plan with Human Resources staff and City's project leaders
30. Conduct of focus group discussions on City's current and desired performance evaluation system
31. Development of, or coaching City staff in the development of updated performance measures, tools
Communication of Results and Implementation Strategies
32. Preparation and presentation of a final project report for the City Council, staff, and City Officials
33. Development of a plan for the implementation of City's updated classification and compensation plan
34. Uploading of EZ COMP TM program files on a Human Resources Department computer and staff training
• 35. Development and provision of process for ongoing plan maintenance and subsequent plan updates
36. Assistance with communicating City's updated plans for all City officials and employees
37. One year classification and compensation plan maintenance assistance at no cost to City
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
PROJECT APPROACH AND METHODOLOGY
•
u
Following is our overall work plan and approach to achieving the City's objectives for the conduct of
classification and compensation study, including employee interviews and updated classification specifications.
A. OBJECTIVES OF THE PROJECT
The recommended plans, programs, systems and administrative procedures will meet these ten most
important criteria.
- Internally equitable
- Externally competitive
- Readily understood
- Easily updated & maintained
- Legally compliant & defensible
Financially responsible
Efficiently administered
Inclusive of employee input
Reflective of City's values
Reflective of prevailing "best practices
B. SCOPE OF THE PROJECT
The project includes a management and employee communication plan; partnership with the City's Human
Resources staff, City Manager, and project designee(s); occupational, organizational, and operational
familiarization; Position Description Questionnaire (PDQ) and job analysis for all classifications; worksite job
information interviews (60 included); position classification and job title recommendations for all employees
and classifications, updated ADA/EEO-compliant classification specifications; EZ COMPTM; internal equity
and external competitiveness evaluation, total compensation survey and competitiveness analysis; salary
range recommendations; fiscal impact estimates, review and recommendation for revision to the City's
performance evaluation system; updated classification and compensation plan and one year of classification
and compensation plan implementation support for approximately 200 employees in an estimated 60
occupational job classes.
C. PROJECT METHODOLOGY
1. Quality Assurance
To ensure a high quality project, we have built in several layers of procedural and statistical controls, in
addition to those already in EZ COMPTM Internally, we follow a prescribed series of steps in each
project phase, which are reviewed by our Project Director. We request that the Human Resources staff
and City's Project Manager(s) review our work to minimize the chance of errors and to ensure that it
reflects the City's organizational values.
2. Project Planning Meetings and Communication Plan Development
We will consult with the City Manager, City Officials or representatives on a communication strategy,
plan, and materials, beginning prior to the project and extending to the post-project information
meetings. We plan to conduct group pre-project meetings for all City officials and employees where we
will discuss the project's scope, answer questions, and distribute and explain the Position Description
Questionnaire.
See "Communicating the Project to the Employees" in the Appendices for additional information
• regarding our approach to employee inclusion and communication.
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS
9108
D. POSITION CLASSIFICATION
•
1. Review of Essential Tasks - Position Description Questionnaire
We will review and analyze the current essential tasks, duties and responsibilities, and minimum
qualifications of each included position through the Position Description Questionnaire.(PDQ) to be
completed by each employee (or group of employees with identical jobs) in print or electronic format. If
the information on the PDQ does not clearly delineate the position's scope of responsibilities, we may
return the PDQ to the position's incumbent for additional information, or focus on the data gap during a
worksitejob information interview.
2. Employee Worksite Job Information Interviews
We will conduct a worksite job information interview with an incumbent of every City job classification.
The purpose of these interviews is to verify the data on the PDQ, obtain additional insight into the scope
and complexity of the job duties, observe technical processes and working conditions, and to provide
employees with an additional method of participation in the project. This process also ensures that we
make all internal and external comparisons on the basis of actual job content and not merely job title.
3. FLSA Status Determination
We will review the essential tasks and minimum qualifications of each of the City's job classifications
and subject them to the Fair Labor Standards Act tests to determine their exempt or non-exempt status.
•
4. Position Classification
Each of the City's positions will be analyzed and evaluated to determine their primary characteristics,
including:
- Is there a current City occupational job group comprised of job classes with essential functions
similar to the subject position; if so:
- To which of the group's job classes, and at what level, are the subject position's essential functions
similar to the subject position, and if so:
- Are they sufficiently comparable 20% guideline) to be allocated to that job class, utilize the
same job title, require the same minimum qualifications, and be assigned to the same salary range.
- If the City does not currently have a sufficiently comparable job class, what should be the subject
position's occupational job class and title, and:
- What should the recommended occupational classification action be, No Change (N), Title Change
(T), Merge With Other Job Class (M), New Job Class (J).
•
- We may find that a job class is overly broad and encompasses
regarded with significant salary difference in the marketplace.
recommend "splitting" the job class into the current job class
encompasses the different job activities.
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS
several job activities which are
In such an instance, we will
and a new job class which
9/08
5. Updated Classification Specifications
is We will prepare an updated ADA/EEO-compliant classification specification in the City's standard or
other selected format for each occupational job class. Focus will be on the Essential Functions to
conform with ADA guidelines. The specifications or descriptions may include (not limited to) the
following components:
Job Title - Definition
Education, Training and Experience
Physical Requirements
Distinguishing Characteristics
Licenses and Certifications
Non-Essential Functions
Essential Functions
FLSA Exempt/Non-Exempt Status
Mental Requirements
Desired Knowledge and Skills
Supervision Exercise/Received
Working Conditions
6. Draft Classification Plan Review with Human Resources and Department Heads
We will conduct a review of our initial position classification recommendations and draft class
specifications with the Human Resources staff, Project Team, and respective department heads to
identify possible errors, obtain feedback, and solicit suggestions for clarification.
7. Resolution of Employees' Classification Reviews
We will provide the City with a process for employees to review our initial occupational job classification
of their position, and provide a form for them to complete if they feel that an error has been made or to
provide significant additional job content information.
Depending on the action recommended by the respective department heads we may conduct a second
job analysis and will inform the Human Resources department and project designee(s) of our final
recommendation.
• 8. Optional Approaches to Ensure Internal Equity
If desired, and for precision in job class analyses, and subsequent salary range determinations, we may
utilize one of several job evaluation systems widely in use, including the Hay Method, Decision Band
Method (DBM), and the Factor Evaluation System (FES). FES is the most extensively validated and
commonly utilized quantitative job evaluation system for public sector occupations, consisting of the
following flexible compensable factors.
Knowledge Required Personal Contacts Complexity
Supervisory Controls Scope and Effect Work Environment
Guidelines Provided Supervision Exercised Physical Demands
The job class hierarchy based on job points will reflect the City's relative internal job worth values. The
City's annual salary competitiveness policy will be translated into a mathematical formula which, when
combined with the job points of each City job class, will determine the proper salary range for each job
class and position. This balances internal equity (job points relationships) with external competitiveness
(market relationship formula).
a. Optional Approach A - FES System - We will train a task force of representative City employees
in the adaptation of the FES point-factor job content evaluation system to the City's job worth
values, guide them in the evaluation of a structured benchmark of job classes, conduct QC
reviews, and evaluate the remaining job classes within the relative job worth structure established
by the task force. We can provide the City with manual or automated versions of this system.
b. Optional Approach B - Custom Designed System for the City - We will train and guide a task
• force of representative City employees in the design of a point-factor system of job content
evaluation total reflecting the City's relative job worth values, and proceed as in Approach A. We
can provide the City with an automated version of the system once it has been developed with the
task force.
CRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
E. EXTERNALLY COMPETITIVE COMPENSATION PLAN
•
City Involvement in Compensation Plan Development
We will obtain policy direction from the City Manager, Human Resources staff, and/or City Officials on
the following key components of the salary plan development process:
Comparator Employer Selection
Benchmark Job Class Selection
Compensation Competitiveness
Salary Structure Selection
2. Comprehensive Compensation Survey
- Job Evaluation Method-Salary Plan Linkage
- Draft Compensation Plan Review / Critique
Policy - Total Compensation Points for Analysis
- Project Implementation Plan
a. Data Collection Protocol will be developed in consultation with the Human Resources Department
and City's project leaders to determine which salary data elements to include, such as:
Base Salary Information
- Salary grade/step or open range salary plan structure
- Salary range structure Minimum, Midpoint, and Maximum
- Average actual salary of all incumbents in the job class
- Method of salary administration - longevity, merit, or skill
•
Total Compensation Information
- Financial Security, s/a retirement contributions, deferred comp, savings plans
- Insured benefits, s/a medical, dental, life, vision, LTD etc.
- Supplemental pay items for special qualifications/certifications
- Individual or group incentive plans, bonus, awards, stipends
- Pay for time not worked, s/a vacation, holidays, sick leave
- Overtime policy, shift differentials, standby and/or recall pay
b. Benchmark Job Selection will be made by identifying City job classes common to its employment-
competitive public and private employers in the immediate area and throughout the region or State,
clearly identifiable, and representative of standard occupational job groups.
c. Comparator Employers Identification will be made in consultation with the City's Project
Manager(s) and City Council. Criteria include their degree of competition to the City in obtaining and
retaining high quality staff, their location in the City's traditional recruitment areas, and their
organizational size and complexity.
d. Compensation Data Collection will be made by one or more of the following methods.
Pre-survey contact with the selected comparator employers to solicit participation in the City's
compensation survey(s)
Extraction from the pay plans of designated public employers.
Customized salary and total compensation survey questionnaires for local governments and other
public and private employers, distributed by mail, fax, and e-mail.
As desired, additional data extraction from established salary surveys such as AWWA, BLS and
commercial survey sources such as Watson Wyatt and ERI.
e. Data Quality Control includes editing data for accuracy and proper matching to the City's survey
• benchmark jobs, and phone/fax/E-mail follow-ups for data clarification and to obtain comparators'
benchmark job descriptions.
CRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
3. Prevailing Rates Calculation
We will consolidate the compensation data from all sources, enter the information into the EZ COMPT"
• program, and compute the prevailing rates, inclusive of cost of living differentials, as the statistical mean
of the survey data for each benchmark job class. Data will be projected forward from the date of
collection to a common date relating to the City's salary plan year by the annual Prevailing Rate
Increase Factor (PRI) applicable at that time.
4. Compensation Competitiveness Comparison
We will provide the City with charts comparing its current salary structures to those of the selected
public and private comparator employers. We will calculate the extent that the City's offerings vary from
the prevailing rates and practices of other relevant employers.
5. Compensation Competitiveness Policy
We will assist the City to select a compensation competitiveness policy which best fits its compensation
strategy and financial resources, by providing fiscal impact estimates at various percentage
relationships to the prevailing rates.
6. Salary Plan Structure Development
We will review the City's current employee agreements and wage plans and 1) utilize the City's current
wage plan structures to identify internally equitable and externally competitive salary ranges for each
City job class or 2) prepare alternative salary range structures and schedules for the City and the City
Manager to select the best fit for its competitiveness strategy, with these optional criteria:
• _ Method of administration, i.e.: measured job performance, longevity, or skill
Width of the salary ranges, grades, or broad bands, from Minimum to Maximum
- Varying salary range widths for FLSA non-exempt or exempt positions
- Open salary ranges for pay-for-performance or variable compensation plan
- If steps within the salary ranges, number of steps, percentage separation
- Number of salary ranges, grades, or broad bands in the salary schedule
- Percentage of separation between salary ranges, grades or broad bands
- Recognition for longevity, unique assignments, and special skill requirements
- Remuneration for required special licenses, certifications and registrations
- Linkage of performance evaluations to merit increase opportunities
7. Salary Range Assignment Development
We will assign each job classification to a salary range in the City's current or selected new salary
structure on the basis of a combination of factors, including:
- the prevailing rates for the benchmark job classes
- its current relationship to similar or occupationally related job classes
- the 15% guideline for salary range separation between sequential job classes
- the 25% guideline for salary separation of a department head job class
- its quantitative evaluated internal job worth value (job evaluation points)
8. Implementation Plan Development
We will consult with the City Manager and Human Resources staff on a plan for transition to the
• recommended plan, including a timetable for the principal activities, employee communication, impact
on collective bargaining processes, and estimates of required financial resources.
CRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
9. Draft and Final Report Preparation
• We will provide the City's project leader(s) with a draft of our report for review and critique, including
the classification plan, FLSA designations, compensation market data, salary comparison tables, fiscal
estimates, salary range listings, and implementation procedures. We will incorporate their critique into
the development of a final report summalrizing the project's findings, recommendations, and detailed
description of the City's updated position classification and compensation plans.
10. Final Report Presentations
We will conduct a workshop or formal presentation of our final report and recommendations to the City
Manager, City Officials, employees and employee representatives.
11. EZ COMPTM Program Installation
We will install our EZ COMPTM program and project files on one of the Human Resources
Department's computers and provide training to key staff in the maintenance and update of the
classification and compensation plan.
Please see the illustrative EZ COMPTm applications CD-ROM on the inside front cover of this proposal,
and the program description booklet in the Appendix.
12. Implementation Warranty
To ensure effective implementation of the new plan, we will analyze, evaluate, and provide a salary
range recommendation for any new or changed job class, at no cost to the City for one year.
• F. PERFORMANCE EVALUATION SYSTEM REVIEW
We will conduct a review of the City's current job performance evaluation system, and provide the City
with our recommendations regarding retention, revision, or replacement of all or components of the
plan. Data will be obtained by our review of the documentation, comments and suggestions obtained
during focus group discussions, and a comparison to "best practices" systems.
Among the criteria we will utilize during our evaluation are the following. "Does the City's current system:
- adequately distinguish between various levels of job performance,
- have the confidence of the employees that the system is fairly applied,
- focus on occupation-specific job performance and achievement criteria,
- specify clear, reasonable, achievable, and measurable job objectives,
- maximize the use of objective and observable performance standards,
- minimize subjective supervisory input, universal criteria, or behavioral traits,
- include employee participation in the establishment of goals for their position,
- require individual annual job performance plans at the start of the rating year,
- include performance planning, coaching, and remedial activities by supervisors,
- provide sufficient training for supervisors in performance evaluation skills"
• (continued)
CMVA PUBLIC SECTOR PERSONNEL CONSULTANTS 6108
F. PERFORMANCE EVALUATION SYSTEM REVIEW (continued)
is
1. Changes to System - Participation in Customization by City Officials
We will conduct focus group discussions on the City's current performance evaluation system, tools,
plans, and training with the Human Resources staff and City's Senior Staff and the Project Team, to
obtain their input as to how this system needs to reflect the nature, scope, and complexity of the City's
occupational job classes, its values and mission, and the City's work standards philosophy. We will
partner with supervisors and managers to update and/or create performance standards as they relate to
the class specifications, and provide a process to review the standards developed by departments and
managers to ensure the effectiveness of the plan and system going forward.
2. Procedure Manuals and Forms
We can provide all of the needed supervisory handbooks and forms for performance management
planning and evaluation, customized for the City. We may utilize all or portions of our Achievement
Evaluation Program, AEPTM, to create a program responsive to the City's project goals.
3. Supervisory Training Workshops
We can conduct a series of '/2 day workshops to train the City's Senior Staff and supervisors in the
basics of performance plan development for their own and subordinate positions. Principal components
of the workshops include:
l J
- Counseling of employees on their job strengths and potential for improvement
- Identifying job end results that are to be accomplished - from class specifications
- Weighting the primary job achievement factors by their relative importance
- Determining clear, reasonable, achievable, and measurable achievement goals
- Establishing objective achievement measures by which to evaluate performance
- Constructing a job performance evaluation scale for levels of achievement
- Evaluating actual job performance by comparison to the achievement goals
- Conducting the periodic performance achievement evaluation review meeting
NOTE: One approach is to train supervisors and managers to develop performance measures and
objectives, the other is to have PSPC develop the measures and objectives. See project cost proposal
for additional details.
4. Quality Assurance Reviews
We will provide a written critique of a sample of the initial performance measures and standards
developed by the supervisors for their own or one of their subordinate positions. Alternatively, we will
prepare performance standards and measures for the City's and respective departments' review and
critique.
•
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS
9/08
G. ENSURING THE CITY'S SELF-SUFFICIENCY
The City will be self-sufficient in all aspects of maintenance of the updated position classification and
• compensation plan through these services.
1. Procedure Manuals
- PSPC Position Classification Procedure Guide
- PSPC Salary Administration Procedure Guide
- City of Rosemead EZ COMPT"' Procedure Guide
2. Training Workshop - for Human Resources and other staff in position classification, job and
performance evaluation, compensation surveys, and compensation plan design and administration.
3. Electronic Class Spec Library - we will provide the City with all updated ADA/EEO-compliant
classification specifications in hard copy and electronic library format for internal maintenance.
4. EZ COMPM - program and project files on one of the Human Resources Department's computers, a
users manual, and system training.
5. Initial Year's Implementation Warranty Support - we will analyze, evaluate, classify, and provide a
salary range recommendation for any new or changed position or entire job classification, at no cost to
the City for one year.
H. EXTENSIVE EMPLOYEE INCLUSION AND COMMUNICATION
Very important factors for successful implementation of new or updated classification and compensation
• plans are 1) extensive employee inclusion, and 2) extensive employee communication. City officials and
employees will participate in one or more of the following activities:
Attending pre-project briefings and question and answer sessions
Completing a Position Description Questionnaire (PDQ) describing their position
Elaborating on theirjobs in individual or group job information interviews
Requesting a second review of their position's occupational job classification
Receiving information pamphlet/booklet describing the updated salary plan
1. MINIMAL CITY SUPPORT REQUIRED
We are completely self-sufficient in projects of this nature and do not require any substantive staff support
from the City other than payroll data, comparator employer contact information, and arrangements for group
and individual meetings and interviews. We appreciate, but do not require, any office space, telephone,
clerical assistance, computers, or office equipment. We will provide all data entry, data processing,
duplicating, and related report preparation functions.
•
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9108
PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
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PROPOSAL TO CONDUCT A CLASSIFICATION AND
COMPENSATION STUDY FOR THE CITY OF ROSEMEAD
0
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PUBLIC SECTOR PERSONNEL CONSULTANTS
PROJECT COST ESTIMATES
• A. PROJECT COST ESTIMATES
Bidder bears all expenses. We estimate that the project's total cost, including all fees for professional
services and reimbursement for out-of-pocket expenses, will not exceed the indicated amounts.
Position Classification Component - includes a management and employee
communication plan and project briefings; partnership with the City's Human
Resources staff, City Manager, and project designee(s); occupational, $25,000
organizational, and operational familiarization; Position Description Questionnaire
(PDQ) and job analysis for all classifications; worksite job information interviews (60
included); position classification and job title recommendations for all employees
and classifications; updated ADA/EEO-compliant classification specifications.
Compensation Survey and Plan Component - includes internal equity and
external competitiveness evaluation; total compensation survey and
competitiveness analysis; salary range recommendations; fiscal impact estimates;
custom EZCOMPTM application; updated classification and compensation plan and $25,000
one year of classification and compensation plan implementation support for
approximately 200 employees in an estimated 60 occupational job classes.
Performance Evaluation Review - includes focus group discussions with Human
• Resources, City Officials, supervisors and managers, review and recommendation
for revision to the City's performance evaluation system; optional revisions using $7,500 - $12,500
AEPTM system components; optional training and forms revisions by our staff or by
training City supervisors and managers.
B. FLEXIBLE WORK PLAN, NEGOTIABLE TOTAL COST, TERMS
Our work plan is flexible and total project cost negotiable, and we will discuss, modify, add or delete, any
work task to increase the project's responsiveness to the City's needs and financial resources. We do not
require any advance payments, and will provide the City with monthly invoices for the professional
services provided and out-of-pocket expenses incurred during the month. We request that the City pay the
invoices within thirty (30) days of their receipt.
•
CIRCA PUBLIC SECTOR PERSONNEL CONSULTANTS 9/08
11