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Johnson and AssociatesProposal to Conduct a City-wide Classification and Total Compensation Study City of Rosemead September 2oo8 Johnson & Associates LLC 58oo Stanford Ranch Road, Suite 420 Rocklin, California 95765 (916) 630-1990 www.j ohnson-associates.com JOH NSONVkASSOC I ATES September 19, 2oo8 Gloria Molleda City Clerk City of Rosemead 8838 E. Valley Boulevard Rosemead, California 91770 Dear Ms. Molleda: We are pleased to submit five bound copies and one master copy of our proposal to conduct a City- wide Classification and Total Compensation Study for the City of Rosemead. I am certain that you will find our work plan is responsive to each of your study objectives, and that our reputation and experience are unmatched in successfully completing consulting engagements of this nature. If you have any questions or need additional information, please do not hesitate to contact Sheila Forsberg or me at (916) 630-1990. We look forward to the opportunity to work with the City of Rosemead on this important assignment. Sincerely, qz Douglas B. Johnson President Enclosures 5800 STAFFORD RANCH ROAD, SUIT'; 420, ROCKLIN, CALIFORNIA 95765 vox (916) 630-'990 FAX (916) 630-1995 www.JOH FSON -ASSOC I AT ES.CO n1 JO HNSO JN kSSOCIATES September 19, 2oo8 Matthew E. Hawkesworth Assistant City Manager City of Rosemead 8838 E. Valley Boulevard Rosemead, California 91770 Dear Mr. Hawkesworth: Thank you for the opportunity to prepare this proposal to conduct a City-wide Classification and Total Compensation Study covering approximately 2o5 employees (65 regular full-time and 140 part-time team members) currently allocated to 6o classifications in the City of Rosemead. Our proposal provides you with a thorough understanding of our approach to the study and is based upon: • Our unmatched experience in human resource consulting; Johnson & Associates continues a ten-year tradition of providing quality consulting services to local government agencies • Our staffs proven track record with public agencies throughout the western United States, particularly in California; we have successfully conducted similar studies for cities, counties, electric utilities, water/wastewater utilities, educational institutions, and other special service public entities • Our ability to design and implement creative classification and compensation systems; we believe in customizing our products and systems to meet the specific policy objectives of each client • Successful study engagements involving study groups, employee committees, management staff, and other employees or groups; we understand the importance of building consensus among study participants • Our responsive nature, and our sensitivity and commitment to completing quality products. Our firm provides human resource consulting services to clients of all sizes and types, with special expertise in meeting the unique needs of public sector agencies. Our results-oriented approach and methodologies produce recommendations that are directly responsive to our clients' needs and are easily implemented and maintained over time. We are convinced of our unique position to successfully meet the City's objectives through the completion of this study and look forward to the opportunity to work with the City of Rosemead on this important project. If you have any questions or need additional information, please do not hesitate to contact Sheila Forsberg or me at (916) 630-1990. Sincerely, Douglas B. Johnson President 5800 STANFORD RANCU ROAD, SUITE 420, ROCKLIN, CALIFORNIA 95765 VOX (916) 630-1990 IAX (916) 63o-1995 WWW.JOIINSf)N-ASSOCIATES.COM Johnson & Associates TABLE OF CONTENTS Section I Qualifications and Experience 1 Experience 3 References 5 Section 77 Project Scope 7 Understanding of the Project 9 Study Background and Objectives 9 Study Methodologies 11 Background Data Analysis 11 Job Analysis Questionnaires ..........................................11 Management Conferences and Briefing Sessions ..........................................12 Job Analysis Interviews ..........................................12 Compensation Policy Development ..........................................12 Compensation Data Collection and Analysis ..........................................12 Salary Plan Design ..........................................12 Work Plan t5 Phase I - Study Initiation .15 Phase II - Classification .16 Phase III -Compensation .19 Phase IV - Performance Evaluation System 22 Phase V - Implementation/Administration 22 Summary 22 Section III Project Timeline 23 Project Tirneline 25 Section IV Project Staffing 29 Staff Qualifications Section V Project Cost Project Cost....... 31 45 47 AppendixA Job Analysis Questionnaire .............................................................A-1 Appendix B Client Listing B-1 I Johnson & Associates Johnson & Associates SECTION I UALIFICATIONS AND EXPERIENCE Pagel Johnson & Associates Page 2 Johnson & Associates EXPERIENCE Johnson & Associates was formed in 1998 to provide dedicated human resource consulting services to public sector clients. Key members of the firm's staff have continued a long term consulting tradition in serving local government agencies. Johnson & Associates is located just outside of Sacramento, California and serves clients throughout the Western United States. Johnson &Associates provides effective human resource consulting services to a diverse group of public sector clients including cities, counties, utilities, special districts, community colleges, school districts, and other agencies. Our practice focuses on those services that are not easily provided by in-house human resources staff. Key services include: • Classification Studies - These projects include job analysis, class plan development, position allocation, career ladders, class specifications, FLSA analysis, ADA compliance, and related analysis. • Compensation Studies - The firm provides a full range of compensation services including labor market selection, base salary and benefit surveys, private-public data comparisons, benchmark selection, and internal relationship analysis. • Job Evaluation Systems - In addition to having a copyrighted Point Factor Job Evaluation System, the staff of Johnson & Associates have significant expertise in developing customized job evaluation systems and "hybrid" solutions. • Performance Management Programs - Performance management serves as a foundation for measuring/tracking organization and employee performance. We have several standard systems that have demonstrated success in a variety of public agencies. In addition, Johnson & Associates can develop tailored performance management systems to fit the unique needs of our clients. • Pay-for-Performance/Incentive Programs - Johnson & Associates is a leader in developing effective pay-for-performance programs for public agencies including merit progression systems, lump sum and incentive programs, and other mechanisms tied to employee or organizational measurement criteria. • Technical Assistance - Johnson & Associates also provides a full range of hourly technical assistance including conducting job audits, support for labor relations, and expert testimony. Additional information about the firm's services and background can be found at our web site at www.johnson-associates.com. - Page 3 Johnson & Associates Page 4 Johnson & Associates REFERENCES The staff of Johnson &Associates has extensive experience providing services directly related to those sought by the City of Rosemead. The following references represent just a small sample of similar assignments recently conducted by the firm. We strongly urge you to check these references and confirm our success at completing projects on time and within budget. We are certain that you will find our record and our reputation are outstanding. City of Camarillo, California Scope of Work: Classification and Total Compensation Study (142 positions/ioi classes) (recently completed) Contact: Yolanda Kueny, Deputy Director of Human Resources 6o1 Carmen Drive, Camarillo, California 93010 (805) 388-5310 ykueny@ci.camarillo.ca.us City of Ceres, California Scope of Work Classification and Total Compensation Study (235 positions/70 classes) conducted in 2007 Contact: Keith Howes, Human Resources Manager 2720 Second Street, Ceres, California 95307 (209) 538-5771 keith.howes@ci.ceres.ca.us City of Elk Grove, California Scope of Work: Classification and Total Compensation Study (295 positions/8o classes) (in process) Contact: Jeannine Scher; Human Resources Manager 8401 Laguna Palms Way, Elk Grove, California 95758 (916) 478-2226 jseher@elkgrovecity.org Page 5 Johnson & Associates City of Arcadia, California Scope of Work: Total Compensation Study (615 positions/toy classes) conducted in 2005 and 2007 Classification and Compensation Technical Assistance - compensation surveys and classification analysis since 2005 Contact: Michael Casalou, Human Resources Administrator 240 West Huntington Drive, Arcadia, California 91066 (626) 574-5127 measalou@ci.arcadia.ca.us City of Reno, Nevada Scope of Work: Classification and Compensation Study (1595 positions/280 classes) conducted in 2007 Compensation Technical Assistance - Surveys on "Priority' issue classes/job families (30 positions/30 classes) conducted in 2006 Contact: Donna Dreska, Chief of Staff P.O. Box 1900, Reno, Nevada 89505 (775) 334-2008 dreskad@ci.reno.nv.us County of Napa, California Scope of Work: Classification and Total Compensation Study for Management Employees (138 positions/50 classes) (in process) Contact: Michael Willihnganz, Assistant Human Resources Director 1195 Third Street, Suite 11o, Napa, California 94559 (707) 259-8720 mwillihnganz@co.napa.ca.us A full listing of other projects conducted by members of Johnson & Associates is provided in Appendix B. Page 6 Johnson & Associates SECTION II PROJECT SCOPE Page 7 Johnson & Associates Page 8 Johnson & Associates UNDERSTANDING OF THE PROJECT This section of the proposal summarizes our general understanding of the study and provides an overview of our approach and the unique qualifications that we believe allow us to undertake this assignment on behalf of the City of Rosemead. Study Background and Objectives The City of Rosemead is a general law city operating under a City Council/City Manager form of government that serves a population of 6o,ooo residents. The City offers a wide range of municipal services administered by the following business units: City Manager's Office Administration Public Affairs Internal Business Unit City Clerk Finance Human Resources External Business Unit Park & Recreation Development Services Public Works Services Public Safety (Police and Fire services are provided through contracts with the County and will not be part of this study. However, there are ancillary public safety services that are provided by City team members and are part of this study.) Currently, the City of Rosemead is requesting proposals to conduct a Citywide Classification and Total Compensation Study covering approximately 205 employees (65 regular full-time and 140 part-time team members) currently allocated to 6o classifications (3 executive management classifications, 18 management, supervisor and professional classifications, 20 general team member classifications, and 19 part-time classifications) in the City of Rosemead. The classification phase of the study will include an analysis of all classes, including providing recommendations regarding which classes should be designated as FLSA exempt or non- exempt. The compensation phase of the study will include an analysis of total compensation including base salary and identified benefits. This study will also include a review and evaluation of the City's current Performance Evaluation System. To ensure that the City's classification and compensation plan is technically sound, current, and consistent with City policy objectives, the study components and anticipated end products described below are included in the work plan developed by Johnson &Associates. Page 9 Johnson & Associates Classification Components • Perform a comprehensive job analysis of all City positions that includes the completion of a job analysis questionnaire by all study employees • Review classification structures by conducting management conferences and employee job analysis interviews • Establish a classification series by creating new classifications, consolidating existing classifications, and eliminating classifications as appropriate • Allocate all study positions to appropriate classifications • Prepare new or updated class specifications for each class; reflect the full range of essential duties, minimum skills required, and ADA and other regulatory compliance elements for each classification (including physical requirements and working conditions) • Provide recommendations regarding FISA exemption for each classification • Undertake a full employee review process • Prepare appropriate implementation and maintenance manuals. Compensation Components • Identify agencies to be included in the City's labor market • Collect and analyze total compensation (salary and benefits) data from the agencies in- cluded in the City's labor market • Conduct an internal relationship analysis of all City classes to assess appropriate salary relationships • Develop a new salary range table, encompassing all jobs • Develop implementation strategy options and compute implementation costs • Prepare and present salary administration guidelines and maintenance procedures. Performance Evaluation System Components • Review the current performance evaluation system • Revise and modify the system to incorporate performance standards as they relate to the class specifications and to adhere to current employment related laws. Johnson & Associates has a strong commitment to developing and implementing customized and tailored classification and compensation systems. While we have broad expertise and experience from hundreds of successful consulting assignments, we are committed to a "customer service" approach to all of our client engagements. This assures the preparation of end products that are uniquely customized to the City of Rosemead. Page io Johnson & Associates STUDY METHODOLOGIES Johnson &Associates will apply several technical and administrative methodologies in creating the City's new classification and compensation systems. An overview of all key methodologies is described below. Background Data Analysis The consultant team will identify a wide range of background data that will be collected from the City as part of the study. The consultant team will provide the City with a complete list of background needs upon initiation of the project. Materials collected and reviewed during this initial stage of the project will at a minimum include: • Organization charts • Existing class specifications • Budgets or other documents that describe functional areas • Current pay plan, benefits data, and related salary schedules • Existing Performance Evaluation system • Relevant administrative rules and procedures. These materials provide an understanding of the City's personnel system and of current applicable policies and procedures. Job Analysis Questionnaires Project consultants will distribute a detailed Job Analysis Questionnaire (JAQ) to all study employees. The questionnaire provides an opportunity for employees to fully describe the duties and responsibilities of their position. The questionnaire is also designed to record data regarding other job related information such as the knowledge, skills, abilities, and physical requirements necessary to perform the work, as well as supervisory and managerial responsibilities. Each questionnaire will be reviewed by the employee's supervisory and managerial staff to ensure completeness and accuracy. Once completed, they will be forwarded to the consultants for examination prior to the conduct of the job analysis interviews. The questionnaire will be distributed and explained in detail during an employee briefing session at the initiation of the project. Appendix A includes a copy of our core JAQ. However, all questionnaires used by Johnson &Associates can be tailored to each specific client and study. Page 11 Johnson & Associates Management Conferences and Briefing Sessions in order to establish an open communication process, the consultant team will conduct briefing sessions with all employees and management conferences with appropriate management staff. The management conferences and briefing sessions will be used to review and clarify study goals and objectives, to provide the consultants with an overview of each manager's operations, to identify any specific classification and compensation related concerns, and to encourage education and communication throughout the study process. Job Analysis Interviews As a supplement to the questionnaires, project consultants will conduct interviews with approximately 8o% of all available employees, including all single position classes, a sampling of positions in multiple position classes, and all employees requesting an interview. This will ensure that the consultants are able to obtain a full understanding of the City's organizational structure, reporting relationships, and responsibilities assigned to the different classifications. The interview information, in combination with the questionnaires, provides the data necessary to complete the classification analysis and prepare the resulting class specifications. Compensation Policy Development This methodology relates to the identification and documentation of the City's compensation philosophies, policies, and procedures. The consulting team will confirm specific policies, both implicit and explicit, and assess their impact on the City's overall ability to attract, recruit, employ, advance, and retain high quality personnel. These policies and practices will include the relative labor market position the City seeks to maintain in the competitive labor market, the types of employers with which the City chooses to compete, and the relative importance placed on internal equity vs. market forces in the development of the salary plan. Compensation Data Collection and Analysis The methodology utilized in collecting and analyzing compensation data involves an extensive process to ensure accuracy, reliability, and completeness. Johnson &Associates does not rely on published or previously collected data; all data is collected personally by the consulting team, who have, based on the classification analysis, an in-depth knowledge and understanding of the survey classifications. Supporting our approach to labor market surveys, this component of the study will include the development of a comprehensive survey packet, the collection of base salary, salary structure, total compensation, and leave data through written and electronic materials and telephone calls, and the analysis of the data at the survey market mean, median, and requested percentiles. Salary Plan Design in designing the salary plan, the consultants will utilize available market data and the results of the internal relationships analysis. With this, project consultants will develop pay range recommendations for each job class included within the scope of the study. The salary plan Page 12 Johnson & Associates developed by Johnson & Associates will be tailored to the needs and values of the City and will mirror the City's compensation philosophy and practices. Each of these methodologies has been carefully integrated into the study work plan and is reflective of Johnson &Associates' approach to consulting. Page 13 Johnson & Associates Page 14 Johnson & Associates WORK PLAN To fully and accurately meet the City's objectives, we have carefully developed a work plan that will serve to guide the consultants and project staff in accomplishing the objectives of the assignment. The work plan is divided into the following five phases, with each consisting of several tasks and subtasks. tr Study Initiation z. Classification Phase 3. Compensation Phase 4. Performance Evaluation Phase 5. Implementation/Administration The following task descriptions convey more specifics regarding the study process. Phase I - Study Initiation TASK 1 - PREPARE FOR INITIAL MEETINGS Immediately upon notification of contract award, the consultants will begin all administrative and coordinative efforts in support of the project initiation meetings and briefings. Among other things, this will include: • Preparation of a project schedule • Identification and review of background data including existing class specifications, organization charts, employee listings, salary schedules, performance evaluation system and related information • Tailoring of the Job Analysis Questionnaire • Identification of scheduling parameters for initial meetings and briefings. This initial step in the study process will be used to identify significant classification or compensation concerns that should be clarified during the initial meeting or addressed during the course of the study. TASK 2 - CONDUCT PROJECT INI'T'IATION MEETING It is important for the success of the study to ensure that the consultants and City staff have a common understanding of the study process, timing, and anticipated end products. The kickoff Page 15 Johnson & Associates meeting will be conducted with the City's designated project manager, key management staff, and any participating employee committees. TASK $ - CONDUCT EMPLOYEE BRIEFINGS In concurrence with the initial project meetings, the consultants will conduct briefings with all available employees included within the scope of the analysis. The briefing sessions will be used to clarify project goals and objectives, study approach and timing, and individual roles and responsibilities throughout the course of the study. Recognizing the importance of open communication and education, it is imperative that employees be integrally familiar with the study process, timing, and their respective roles and responsibilities. The Job Analysis Questionnaire (JAQ) will also be distributed and discussed during these briefings. Appendix A contains a copy of our core Job Analysis document the key elements of each position. However, meet the specific needs of the City. The City will distributing the JAQs. Questionnaire that has been designed to as indicated, this JAQ can be tailored to assume responsibility for copying and Phase II - Classification TASK 1 - EMPLOYEES COMPLETE QUESTIONNAIRES The JAQ provides employees with an opportunity to describe the duties and responsibilities of their positions with an emphasis on job related information such as knowledge, skills, abilities, and physical capabilities required to perform the work assigned. Space is also provided on the questionnaire for employees to make any additional comments they wish. The completed questionnaires are reviewed by supervisory and managerial staff, with space provided for their comments. Department management staff will have responsibility for completing the JAQ for any vacant positions. TASK 2 - PREPARE FOR JOB ANALYSIS INTERVIEWS Prior to conducting interviews, the consultants will thoroughly review the completed questionnaires. The consultants will evaluate position duties and responsibilities, classification series, class titles, job families, reporting relationships, and internal relationships. Based on this preliminary analysis, the project team will identify areas of concern that will be clarified or probed during the job analysis interviews. In preparing for the job analysis interviews, the following activities need to occur: • Assignment of departments and/or job families to classification team consultants Identification of scheduling parameters for the interviews • Preparation of the interview schedule. The consultants will assume responsibility for the preparation of the employee interview schedule. The City's project manager, or designee, will be responsible for scheduling interview rooms, notifying employees, and related coordinative activities. Page 16 Johnson & Associates TASK 3 - CONDUCT JOB ANALYSIS INTERVIEWS The job analysis interviews are integral to developing the classification system. The interviews: • Maximize employee participation • Provide the project consulting team with a thorough understanding of essential and supporting responsibilities assigned to all positions and classifications • Provide an understanding of the City's organizational structure and reporting relationships • Clarify employee/supervisory differences of opinion regarding work responsibilities. Job analysis interviews will be conducted with approximately 8o percent of available employees included in the classification study. All study employees will have the opportunity to request an individual or group interview. While every effort will be made to accommodate requests for individual interviews, scheduling parameters may require that some positions assigned to the same job classification participate in group interviews. Typically, a group interview is comprised of 2-3 participants. The consultants will also request that single incumbent classifications attend an interview. TASK 4 - CONDUCT MANAGEMENT CONFERENCES Supporting all components of the study, it is important that they have the opportunity to meet with department heads and other management staff early in the study process. Concurrent with the employee interviews, management conferences will be conducted to discuss and clarify specific departmental concerns as well as issues identified as a result of the interviews. By identifying all such concerns and issues initially, the consultant team will be positioned to ensure that all data collection efforts and analysis will be focused to address identified and perceived issues and concerns. TASK 5 - PREPARE PRELIMINARY CLASSIFICATION REPORT With the completion of the employee interviews, a preliminary classification report will be prepared. Key components of the preliminary report will include: • Clear and concise definitions of technical terms used in the development and maintenance of the classification plan • A definitive description of the fundamental classification and titling concepts used to develop the plan • The titles of all classes recommended in the classification plan • Employee allocations. In preparing the preliminary classification report, each position is analyzed according to the criteria set forth at initial review meetings. Such criteria typically will include factors relating to job knowledge, experience, training, decision making, management control, working conditions, and outside contacts. Like positions are grouped into tentative classes forming the basis for initial class definition. TASK 6 - REVIEW PRELIMINARY CLASSIFICATION REPORT The preliminary classification report will be reviewed with key management staff prior to preparing class specifications. Because the concepts provide the foundation for the resulting Page 17 Johnson & Associates classification plan, management review of the recommendations in their respective areas of responsibility is essential. TASK 7 - PREPARE CLASS SPECIFICATIONS Once the preliminary classification recommendations have been reviewed, the project consultants will begin drafting the class specifications. A specific format for the class specifications will be developed to be approved by the City in advance. The City's current job description format will be maintained if appropriate. It is anticipated, however, that at a minimum each specification will contain: • A descriptive class title • A concise definition related to the major purpose and functions of the work assigned to positions within the class • An overview, where applicable, of characteristics that distinguish the level of work assigned to the class in comparison to other classes in the same classification series • A listing of the typical essential duties that are common to positions of the class illustrating the range of duties performed by employees in the class • Qualification guidelines that reflect the minimum knowledge, skills, and abilities as well as experience and training required to satisfactorily perform the duties assigned • Appropriate licensure or certification requirements of the classification. • A description of the typical environmental and physical working conditions required for the class jobs. Johnson & Associates will also provide the City with FLSA exempt/non-exempt recommendations for each classification. The class specifications will be drafted and undergo a management/employee review process to ensure they accurately and adequately describe the scope of responsibilities. Once finalized, they will be provided to the City in both an electronic and hard-copy format. TASK 8 - UNDERTAKE MANAGEMENT/EMPLOYEE REVIEW PROCESS As an important component of the overall classification study, the project consultant team will provide additional opportunities for employee participation and input through the conduct of an employee review process. These steps will (t) build and facilitate the City's understanding of the newly developed classification plan, (z) enhance employee commitment and understanding of the recommended system by giving each employee the opportunity to comment on the system and (3) ensure that the consultants receive as much information as possible regarding the nature and responsibilities of the various positions in order to make appropriate and equitable final classification recommendations. The various subtasks within this portion of the project are as follows. Task 8.1 - Distribute class specifications to all employees included within the study scope - Each employee will receive an individual copy of the specification for the class to which his/her position has been allocated along with a Position Allocation Notice and Employee Review Form. This will provide employees with an opportunity to review and comment on their. proposed classification and allocation. These comments will then be forwarded to management for review and comment. Page 18 Johnson & Associates Task 8.2 - Review written comments received from employees - All written comments or suggestions from employees regarding the recommended class plan will be thoroughly reviewed and analyzed by the project consultants. Based upon written responses received, the consultant team will incorporate appropriate suggested revisions into the final classification plan. Task 8.3 - Conduct follow-up telephone interviews as necessary - Based upon the analysis of written comments forwarded to the project consultants and where consultant staff needs further information prior to finalizing recommendations, follow- up interviews will be conducted by the project consultants with individual employees. This step will further clarify and refine any remaining problems or issues. TASK 9 - FINALIZE THE CLASSIFICATION PLAN With the completion of the employee review process, the consultants will finalize all classification study recommendations. Supporting the finalization of the classification plan, each employee who submitted a notice for review will receive a direct response from the project consultants. This response will briefly outline the consultant's understanding of the employee's concern, the steps taken to resolve the concern, and indicate to the employee the consultant's final recommendation. Phase III -Compensation TASK 1 - DISCUSS AND DOCUMENT COMPENSATION POLICY The City's compensation policy directly impacts all study end-products resulting from the com- pensation components of the analysis. Therefore, as a starting point for this phase of the study, we propose that the consulting team meet with key management staff to clarify and confirm the City's compensation policy. Important considerations to be discussed include historical prac- tices, recruitment and retention issues, pros and cons of the current compensation system, and reliance on external market data versus internal equity for purposes of setting salaries. The con- sultants will work with appropriate City representatives to develop comparison agencies and the scope of salary and benefits data to be collected. Our proposal includes the tasks necessary to identify labor market survey employers and conduct a custom market survey. In that these decisions directly impact the parameters of the market survey, as well as the design and structure of the resulting compensation plan, our suggested approach recommends that these study tasks occur prior to the collection and analysis of the market data. TASK 2 - COLLECT TOTAL COMPENSATION DATA After the compensation policy discussion, the consultant team will collect and analyze the total compensation (base salary and benefits) information. Items for compensation comparison will be determined after discussions with the City. Our proposed approach would include: • An initial contact to each labor market employer included in the study to explain the purpose and scope of the survey and confirm cooperation. • The preparation of a compensation survey information packet for each survey employer. The information packet will include a profile of each survey class as well as a list of the required survey information. Page 19 Johnson & Associates • The confirmation of all compensation data through telephone calls, email, and other means. This will assure that comparability is established and that all compensation data is factual and complete. Although Johnson & Associates makes every effort to gain cooperation and participation from the survey agencies, full cooperation cannot be guaranteed. However, we have historically been very successful in obtaining the necessary information and have found that the majority of agencies are willing to participate. TASK 3 - COMPILE AND FORMAT TOTAL COMPENSATION DATA The salary and benefits data, once collected and thoroughly reviewed for completeness and accuracy, will be appropriately formatted and the results tabulated in a consistent and uniform manner by the project consultants. Through the use of spreadsheet applications developed by our office, it is anticipated that standard formulas will be applied in the calculation of the survey data mean, median, and selected percentiles, with the corresponding percentage relationship to the market data also calculated.. TASK 4 - AUDIT AND FINALIZE COMPENSATION DATA Prior to developing specific salary recommendations, the consultants will thoroughly review and audit the collected survey data. This will include a detailed analysis of data reliability, comparability, statistical validity, and consistency. This audit will be conducted by the project manager independent of the consultant who collected that data. This will ensure that the most accurate and defensible survey data is utilized in comparing the City's compensation plan to the pay practices of the labor market. TASK 5 - CONDUCT INTERNAL RELATIONSHIP ANALYSIS Using the results of the job evaluation analysis, the consultants will analyze internal pay relationships. The internal pay relationship analysis will involve a number of steps in order to arrive at sound and equitable relationships for the new compensation plan. Among others, the most important of these will include: • Analysis of existing and historical pay relationships • Development of consistent, uniform, and realistic guidelines for determining internal relationships • Recommendation of equitable and appropriate internal relationship differentials based on the above. In developing consistent internal relationship guidelines, the results of the job evaluation tasks will be used to determine an equitable pay structure. TASK 6 - DEVELOP SALARY RECOMMENDATIONS Based upon the results of the internal relationships analysis and the labor market survey, the project consultants will develop salary recommendations for all job classes included as a part of the study process. These salary recommendations will clearly document the means of determining the appropriate pay range and the computation of the dollar and percentage difference between the current maximum salary and the recommended maximum salary. Before finalizing the recommendations, a careful audit of the results will be undertaken to ensure that internal salary compression or compaction does not result. Page 20 Johnson & Associates TASK 7 - DEVELOP IMPLEMENTATION STRATEGY OPTIONS & COMPUTE IMPLEMENTATION COSTS Recognizing that public agencies often have limited funds available for implementation, the project consultants will develop several strategies for implementing the recommended salary structure. Such strategies will address: • The placement of individual employees into ranges and steps • Implementation phasing according to the needs and priorities of the City • Integration of the study recommendations with the balance of the City's human resource management system including recruitment, selection, and performance appraisal. The cost estimates will reflect City-wide impacts, as well as impacts on individual employees. The cost estimates will serve as a basis for the City to make necessary policy decisions to implement the compensation system in an orderly and effective manner. TASK H - PREPARE AND REVIEW PRELIMINARY COMPENSATION REPORT The Preliminary Compensation Report documents all compensation study recommendations and the supporting information used for developing the recommendations. Specifically, the Preliminary Report will include the following: • The City's documented compensation policy including survey agencies and survey classifications • Results of the labor market salary survey including base salary and benefits analyses • Documentation of selected benchmark classifications and the related job families • Recommended salary plan structure for all classes included within the scope of the analysis • Salary recommendations for each classification including documentation of the basis for the recommendation (i.e., labor market, internal relationships, etc.) • Appendices containing detailed labor market data sheets, recommended salary schedules, and supporting documentation. The project consultants will conduct an in-depth review of the Preliminary Compensation Report with the City. Any needed corrections, clarifications, or modifications will be discussed at this time. TASK 9 - PREPARE AND SUBMIT FINAL REPORTS The Final Reports will incorporate any appropriate revisions identified and submitted during the review of the preliminary reports and will serve as the administrative and procedural manuals for updating and maintaining the classification and compensation plans. Page 21 Johnson & Associates Phase IV - Performance Evaluation System TASK 1 - REVIEW THE CURRENT PERFORMANCE EVALUATION SYSTEM The City's existing Performance Evaluation system will be thoroughly reviewed during this phase of the project. In addition to reviewing the forms utilized by the City, existing policies and procedures will also be reviewed and evaluated. TASK 2 - REVISE AND MODIFY THE PERFORMANCE EVALUATION SYSTEM After completing our review of the existing system, Johnson & Associates will provide the City with recommendations to revise and modify the system, including development of tailored forms, recommendations to incorporate performance standards as they related to the class specifications, and other recommendations to ensure the system adheres to current employment related laws. Phase V - Implementation/Administration TASK 1 - SUBMIT ADMINISTRATIVE GUIDELINES Study success means that the study recommendations are implemented and able to be administered and maintained by the City's staff. To facilitate ongoing maintenance and administration, each final study product developed throughout the course of this study is designed to serve as a guide to the implementation of the applicable system. These products include the classification manual and final compensation study report. Each document provides detailed information on how the system was developed and can be used to maintain and update the system in the future. TASK 2 - ONGOING TECHNICAL ASSISTANCE Although we are confident that our study results will ensure City staffs ability to handle any personnel management system questions and issues that may arise in the future, Johnson & Associates is also available to respond to any technical questions via fax, phone, or email, free of charge, for six months following the submission of the final report. Additional documentation of any recommendations developed by the consultant team will also be provided as needed. Any need for additional analysis, field visits, or formal presentations beyond those noted in the work plan would be billed on an actual cost basis consistent with our standard billing rates. Summary The work plan described above includes individual tasks that have been specifically designed for the City of Rosemead's classification and total compensation analysis. The basic approach, how- ever, is one that has been successfully used by Johnson & Associates in hundreds of successful consulting assignments. Johnson & Associates is confident that the project work plan described in this section meets and exceeds the study criteria presented in the City's Request for Proposal. The overall emphasis of our study approach is to ensure the development and design of a per- sonnel management system tailored to the specific needs and requirements of the City. . Page 22 Johnson & Associates SECTION III PROJECT TIMELINE Page 23 Johnson & Associates Page z4 Johnson & Associates PROJECT TIMELINE Projects of this nature are highly sensitive. Because of this sensitivity and the anxiety experienced by many employees when going through this process, it is beneficial to complete the analysis in the most expedient manner possible. Assuming availability of key City staff and full cooperation of the survey agencies, our project schedule assumes that all study activities will be completed within sixteen weeks. A more aggressive schedule can be developed if necessary; however, we believe a timeline of approximately four months will ensure adequate time for the City to review draft recommendations and provide feedback to the consultants. The chart on the following page identifies the proposed timeline for the project. Page 25 Johnson & Associates Page 26 Johnson & Associates . Project Timeline City of Rosemead, California Week PHASE I - STUDY INITIATION Task 1-Prepare for initial meetings Task 2-Conduct project initiation meetings' Task 3-Conduct employee briefings' PHASE II - CLASSIFICATION Task t-Employees complete questionnaires Task 2-Prepare for job analysis interviews Task 3-Conduct job analysis interviews' Task 4-Conduct management conferences* Task 5-Prepare preliminary classification report Task 6-Review preliminary classification report' Task 7-Prepare class specifications Task 8-Undertake review process Task 9-Finalize classification plan PHASE III - COMPENSATION Task .1-Review compensation policy' Task 2-Collect total compensation data Task 3-Compile and format data Task 4-Audit and finalize compensation data Task 5-Conduct internal relationship analysis Task 6-Develop salary recommendations Task 7-Develop implementation strategies Task 8-Prepare/review preliminary reports' Task 9-Prepare/submit final report' PHASE IV - PERFORMANCE EVALUATION Task 1-Review current system Task 2-Revise/modify system PHASE V - IMPLEMENTATION/ADMINISTRATION Task 1-Submit administrative guidelines *Requires on-site meeting with City Page 27 Johnson & Associates Page 28 Johnson & Associates SECTION IV PROJECT STAFFING Page 29 Johnson & Associates Page 30 Johnson & Associates STAFF QUALIFICATIONS Consultants define the difference between success and failure in projects of this nature. Johnson &Associates understands that selection of a project team with the right mix of skills and experi- ence is one of the most important decisions that will be made during the study. The team must be well-led and the project well-managed if the study objectives are to be achieved. In defining the project team for this engagement, consideration of the current workload of all consulting staff was taken into account to ensure our ability to fully meet the City's stated needs and objec- tives. Johnson &Associates uses a team approach to conducting classification and compensation stud- ies, which includes a high degree of "hands-on" involvement of the project manager. For this study, the project manager will be involved in the following tasks: • Conduct all on-site meetings • Conduct management conferences • Oversee and participate in employee interviews • Oversee preparation of draft and final reports • Oversee preparation of class specifications • Oversee and participate in employee review process • Oversee collection of compensation data and conduct audit of information • Conduct internal relationships analysis • Prepare salary recommendations and cost implementation. Staff consultants will participate in employee interviews, allocating individuals to specific classifications, updating and/or writing class specifications, reviewing and responding to issues presented in the employee review process, and collecting and analyzing compensation data. The project staff all have extensive classification and compensation experience, and brief resumes of all prospective staff consultants are presented on the following pages. Specific assignments will be given to consulting staff at time of project award. Page 31 Johnson & Associates Page 32 Johnson & Associates Douglas Johnson President Mr. Johnson is President of Johnson &Associates LLC, a consulting firm founded in 1998 that spe- cializes in human resource management studies. Prior to forming Johnson & Associates LLC, Mr. Johnson served as a Principal Consultant with Ralph Andersen &Associates with responsibility for managing the firm's human resource consulting practice. He has over twenty years of consulting experience with a full range of public agencies throughout the United States including cities, coun- ties, utilities, educational institutions, and special districts. Mr. Johnson's consulting responsibilities include managing and participating in a full range of hu- man resource projects including classification studies, job evaluation system design, pay plan de- velopment, market research and analysis, total compensation analysis, performance appraisal and pay-for-performance related projects. Mr. Johnson has additional expertise in developing auto- mated compensation models and maintenance programs using spreadsheet applications. Examples of Mr. Johnson's past consulting experiences and current projects include: • Management of medium and large sized classification and compensation studies for many California cities including the cities of South Lake Tahoe, Thousand Oaks, La Mesa, Arca- dia, Coronado, Huntington Beach, Simi Valley, San Clemente, Palm Springs, Santa Barbara, and Vallejo. • Management of numerous classification and compensation studies for other agencies in the Western United States including Colorado Springs, Colorado; Portland, Oregon; Reno, Ne- vada; Albuquerque, New Mexico; Grand Forks, North Dakota; and Del Mar, Arizona; and the Washington cities of Bothell, Vancouver, Federal Way, and Shoreline. • Management of various human resources studies for utilities and special districts including Zone 7 Water Agency, Otay Water District, Central Puget Sound Regional Transit Authority, Orange County. Sanitation District, Santa Clara Valley Water District, Mesa Consolidated Water District, Elsinore Valley Municipal Water District, Bay Area Rapid Transit District, Lodi Electric Utility, and Port of Oakland. • Management of studies for large educational institutions including Palomar College, Southwestern College, Orange County Office of Education, and Pleasant Valley Unified School District. • Providing technical assistance and support in Police labor negotiations, with some involving providing expert testimony in the mediation and arbitration process, for the cities of Sac- ramento, Napa, San Leandro, Fairfield, and San Luis Obispo as well as San Joaquin and Sacramento counties. Mr. Johnson holds a Bachelor of Arts degree in psychology with a minor in communication studies from California State University, Sacramento. His course work emphasized organizational and per- sonnel development. He is an associate member of WorldatWork, formerly the American Compen- sation Association (ACA). Page 33 Johnson & Associates Page 34 Johnson & Associates Sheila Forsberg Principal Consultant Ms. Forsberg is a Principal Consultant with Johnson & Associates LLC and has over fifteen years of consulting experience with Ralph Andersen &Associates and Johnson &Associates. She serves as a project manager for both large and small projects and has responsibility for most of the firm's classification products. Her expertise includes the development of tailored classification and com- pensation plans, comprehensive job audits, development of salary recommendations, and related analyses. In addition, she is one of the firm's experts in the development of performance manage- ment systems and personnel manuals. Recent experience includes participation in the following projects: • Project manager for comprehensive classification and compensation studies conducted for the California cities of Brentwood, Auburn, Placerville, Pismo Beach, Arroyo Grande, Pacific Grove, and Novato as well as Reno, Nevada. Project manager for classification and compensation studies involving selected groups of employees for the cities of Escondido, Oceanside, and Millbrae; San Joaquin County; the Santa Cruz City-County Library System; Chabot-Las Positas Community College District; and Southwestern Community College District. Project manager for comprehensive classification and compensation studies conducted for a variety of educational institutions and special districts including Southwestern Community College District, San Bernardino Community College District, South Orange County Com- munity College District, Sierra Community College District, El Camino Community College District, Monterey Regional Water Pollution Control Agency, Monterey Peninsula Water Management District, and Midpeninsula Regional Open Space District. • Lead consultant on the classification components of studies conducted for the cities of South Lake Tahoe, Simi Valley, Thousand Oaks, Coronado, San Bernardino, and La Mesa, California; Camas, Washington; Albuquerque, New Mexico; and Clallam County, Washing- ton. • Lead consultant on the classification plans developed for a variety of special districts includ- ing Mesa Consolidated Water District, Elsinore Valley Municipal Water. District, Orange County Sanitation District, Santa Clara Valley Water District, San Francisco Bay Area Rapid Transit District, and Central Puget Sound Regional Transit Authority. Prior to becoming a management consultant with Ralph Andersen & Associates and Johnson & As- sociates, Ms. Forsberg held administrative and management positions in the private sector includ- ing Human Resources Director for a major health service provider in the Sacramento area. Her ex- perience encompassed the broad area of human resources management and focused on the areas of compensation and classification. Ms. Forsberg holds a Bachelor of Science degree in Business Administration from California State University, Sacramento. Her course work emphasized human resource management. Page 35 Johnson & Associates Page 36 Johnson & Associates Brianna Ham Senior Consultant Ms. Ham is a Senior Consultant with Johnson &Associates LLC and has more than eighteen years of experience providing consulting assistance to public agencies. Ms. Ham serves as a staff consult- ant on the full range of human resources projects. Her experience includes participation in the de- velopment of tailored classification and compensation plans for the full range of large, medium, and small projects. Ms. Ham's expertise includes development of classification recommendations and class specifications, collection and analysis of labor market salary and benefit data, and devel- opment of salary recommendations. Relevant experience includes participation in the following projects: • Staff consultant with responsibility for conducting job analysis, preparing comprehensive class specifications, resolving classification issues, and conducting comprehensive labor market salary surveys for personnel management studies conducted for the California cities of Pismo Beach, La Mesa, Oceanside, Escondido, and Huntington Beach; Clallam County, Washington; and the Colorado cities of Grand Junction and Colorado Springs. • Staff consultant with responsibility for performing a variety of classification related duties for the classification and compensation studies conducted for the California cities of Brent- wood, South Lake Tahoe, Thousand Oaks, Auburn, Placerville, and Novato; San Bernardino Community College District, California; and South Orange County Community College Dis- trict, California;. • Staff consultant on studies for a variety of special districts including the Central Puget Sound Regional Transit Authority, Monterey Regional Water Pollution Control Agency, San Francisco Bay Area Rapid Transit District, Mesa Consolidated Water District, Elsinore Val- ley Municipal Water District, Moulton Niguel Water District, and Orange County Sanitation District in California. • Staff consultant with responsibility for providing technical assistance in the areas of classifi- cation and salary recommendations for the following California agencies: El Camino Com- munity College District, Southwestern Community College District, Chabot-Las Positas Community College District, San Jose-Evergreen Community College District, Peralta Community College District, and the City of Rocklin. • Staff consultant providing classification and compensation analysis support for multiple human resource management studies for various public sector agencies in the Western United States including the San Joaquin County, California; Orange County Department of Education, California; Santa Cruz City/County Library System, California; and the Housing Authority of Portland, Oregon. Prior to joining Johnson & Associates, Ms. Ham was a consultant with Ralph Andersen & Associ- ates and other consulting firms providing human resources consulting services to public sector agencies. Ms. Ham holds a Bachelor of Science degree in Speech Communication from Northern Arizona University and completed her graduate level coursework at the University of California, Davis. Her course work emphasized business administration, human resource management, and organizational communication. Page 37 Johnson & Associates Page 38 Johnson & Associates Jeffrey McMurdo Consultant Mr. McMurdo is a Consultant with Johnson & Associates LLC and has over nine years of experi- ence providing consulting assistance to public agencies. Mr. McMurdo participates in the full range of human resources consulting services provided by the firm. His expertise includes collection and analysis of labor market salary and benefit data, conducting classification analysis, and preparing class specifications. Relevant experience includes the following: Staff consultant with responsibility for conducting interviews and preparing comprehensive class specifications for classification and compensation studies conducted for South Orange County Community College District, Southwestern Community College District, El Camino Community College District, and San Bernardino Community. College District as well as for the cities of Brentwood, Simi Valley, Thousand Oaks, La Mesa, Escondido, San Bernardino, and Oceanside, California. • Collection and analysis of compensation data for studies conducted for a variety of public sector agencies in California including the Orange County Sanitation District, City of Vallejo, City of Huntington Beach, Alameda County Waste Management Authority, and Roseville Electric Utility. • Collection and analysis of base salary and benefit data for studies conducted for the City of Sunnyvale, City of Napa, City of Vacaville, City of Fairfield, City of Brentwood, City of South Lake Tahoe, San Joaquin County, Nevada Irrigation District, Midpeninsula Regional Open Space District, and Oakland Housing Authority in California. • Staff consultant with responsibility for collecting and analyzing market data and for coordi- nating and preparing comprehensive class specifications for the Elsinore Valley Municipal Water District, City of Forest Grove, Oregon; Clallam County, Washington; and the Housing Authority of Portland, Oregon. • Staff consultant with responsibility for providing assistance in the areas of classification and salary recommendations for Palomar Community College in San Marcos, California; Sac- ramento County Office of Education in Sacramento, California; and the Los Alamos Public School District in New Mexico. • Staff consultant with responsibility for preparing comprehensive class specifications for classification studies completed for the Cities of Placerville, Auburn, and Pismo Beach, Cali- fornia and the Monterey Peninsula Water Management District. Mr. McMurdo holds a Bachelor of Science degree in Business Administration from California State University, Sacramento. His course work emphasized Human Resource Management. Page 39 Johnson & Associates Page 40 Johnson & Associates Tami Lynch Consultant Ms. Lynch is a Consultant with Johnson &Associates.and is in her seventh year providing con- sulting assistance to public agencies. Ms. Lynch participates in the full range of human re- sources consulting services provided by the firm. Her expertise includes conducting employee interviews, allocating positions to appropriate classes, preparing class specifications and resolv- ing classification issues. She likewise participates in the collection and analysis of labor market salary and benefit data. Relevant experience includes the following: • Staff consultant with responsibility for conducting employee interviews and preparing comprehensive class specifications for Sierra Joint Community College District and the cities of: Belmont, California; Reno, Nevada; and Colorado Springs, Colorado. Staff consultant with responsibility for conducting job analysis, preparing comprehen- sive class specifications, resolving classification issues, and conducting comprehensive labor market salary surveys for classification and compensation studies conducted for a variety of educational institutions including Palomar Community College, San Joaquin Delta Community College, South Orange County Community College District, South- western Community College District, San Bernardino Community College District, and Capistrano Unified School District. • Staff consultant with responsibility for collecting and analyzing compensation data for studies conducted for a variety of agencies including the California cities of Arcadia and Merced; and the following special districts in California: Conejo Recreation and Park District; Zone 7 Water Agency; and Otay Water District. • Staff consultant providing classification analysis support for multiple human resource management studies including the cities of Pacific Grove and Oceanside, California; Bo- thell, Washington; Grand Junction, Colorado; and Sun City West, Arizona. Prior to joining Johnson & Associates, Ms. Lynch was a consultant with Ralph Andersen & As- sociates. Ms. Lynch holds a Bachelor of Science degree in Business Administration from Califor- nia State University, Sacramento. Her course work emphasized Human Resource Management. Page 41 Johnson & Associates Page 42 Johnson & Associates Aaron Antoon Consultant Mr. Antoon is a Consultant with Johnson & Associates LLC and is in his third year of providing consulting assistance to public agencies. Mr. Antoon participates in the full range of human re- sources consulting services provided by the firm. His expertise includes collection and analysis of labor market salary and benefit data, conducting classification. analysis, preparing class specifica- tions, and conducting employee interviews. Relevant experience includes the following: • Staff consultant with responsibility for conducting interviews and preparing comprehensive class specifications for classification and compensation studies conducted for the cities of Ketchikan, Alaska and Ceres, California as well as South San Joaquin Irrigation District and Reno, Nevada. • Staff consultant with responsibility for preparing comprehensive class specifications for projects conducted for the California cities of Glendora, Suisun City, and Escondido, and various educational clients including Capistrano Unified School District and San Bernar- dino, Southwestern, and Sierra Community College Districts. • Collection and analysis of total compensation data for surveys conducted for the City of Au- burn, City of Glendora, Schools Insurance Authority, and North Bay Schools Insurance Au- thority. • Collection and analysis of market data for compensation studies conducted for the City of Modesto, the City of Arcadia, Southwestern Community College District, Capistrano Unified School District, Otay Water District, Mesa Consolidated Water District, and Zone 7 Water Agency. • . Staff consultant with responsibility for collecting and analyzing market data, and for coor- dinating and preparing comprehensive class specifications for the City of Suisun City and South San Joaquin Irrigation District. • Staff consultant with responsibility for providing technical assistance in the areas of classifi- cation and compensation to San Jose-Evergreen Community College District, West Valley- Mission Community College District, and Yolo County Housing Authority. Prior to joining Johnson & Associates, Mr. Anfoon worked in underwriting, sales, and risk man- agement at a Fortune zoo financial services company. Mr. Antoon holds a Bachelor of Arts degree in English from Calvin College in Grand Rapids, Michigan. His course work emphasized business law. Page 43 Johnson & Associates Page 44 Johnson & Associates SECTION V PROJECT COST Page 45 Johnson & Associates Page 46 Johnson & Associates PROJECT COST The total fixed cost for professional service fees and expenses to complete the classification, total compensation, and performance evaluation study, as proposed, amounts to $82,300. The cost of professional services and expense reimbursement is based upon the project as described in the Request.for Proposal and the work plan prepared in response. Because the project cost is a "fixed fee" (regardless of the number of hours needed to complete a particular element of the study), we have not included a breakdown of the hours and costs. However, the table provided below has a breakdown of the total fixed cost by professional services and expense reimbursement: Classification, Total Compensation, and Performance Evaluation Phases Professional Services $70,900 Expense Reimbursement* $11,400 Total Fixed Cost $82,300 * Includes clerical services, copying/printing, postage/delivery, long distance telephone, transportation, lodging, meals, and related items. The costs outlined assume a total of five separate field trips to the City of Rosemead to accomplish the following: Trip #1: Project Initiation Meeting Briefings (1 day) Trip #2: Management Conferences (1 day) Employee Interviews (3 consultants, 4 days each) Trip #3: Review Preliminary Classification Report (1 day) Trip #4: Review Preliminary Compensation Report Review Revisions to the Performance Evaluation System (1 day) Trip #5: Final Report/Formal Presentations (1 day) In addition to the pricing provided above for the comprehensive study, we have also provided several options for services and their related costs on the following pages. Page 47 Johnson & Associates Total Compensation Only - The table provided below has a breakdown of the total fixed cost for professional services and expense reimbursement if the Citydesires to have the consultant conduct only the total compensation portion of this study.' This cost assumes three trips to the city. . Total Compensation Only Professional Services $3o,8oo Expense Reimbursement* $5,700 Total Fixed Cost $36,500 " Includes clerical services, copying/printing, postage/delivery, long distance telephone, transportation, lodging, meals, and related items. Classification Only - The table provided below has a breakdown of the total fixed cost for professional services and expense reimbursement if the City desires to have the consultant conduct only the classification portion. This cost assumes four trips to the City. Classification Only Professional Services $36,goo Expense Reimbursement* $8,700 Total Fixed Cost $45.6oo * Includes clerical services, copying/printing, postage/delivery, long distance telephone, transportation, lodging, meals, and related items. In addition, the project costs can be reduced by the following amounts should the City choose not to conduct a certain task or have City staff conduct the task: • The collection of total compensation (benefits) data often requires time-consuming research and analysis that can contribute significantly to the cost of a project. As such, the project cost could be reduced by $3,6oo if the City chooses to have only base salary and PERS pick-up collected. Page 48 Johnson & Associates • Should the City choose to conduct only the Classification and Total Compensation Study, without conducting the Performance Evaluation System Phase, the total project cost would be reduced by $5,ooo. If City staff were to assume responsibility for the distribution and collection of the job analysis questionnaires, one on-site trip could be reduced from our workplan. This would result in a price reduction of $1,625. This reduction also assumes that initial meetings with the City would be conducted by telephone. • If City staff were to assume responsibility for the collection of labor market base salary data, the price could be reduced by $4,500. -This reduction assumes that Johnson & Associates' consulting staff will audit the data collected by City staff. Johnson & Associates would also be pleased to provide services beyond those identified in the work plan and would do so at the firm's standard hourly billing rate of $120.00 per hour. If the scope of the analysis creates budget problems for the City, or if additional analysis is de- sired, we are more than willing to review the work plan and adjust it so the cost and work plan are mutually satisfactory. Page 49 Johnson & Associates Page 5o Johnson & Associates APPENDIX A JOB ANALYSIS QUESTIONNAIRE Page A-1 Johnson & Associates Page A-2 JOHNS& SSOCIATES CITY OF ROSEMEAD JOB ANALYSIS QUESTIONNAIRE DUE DATES INTERVIEW REQUEST Would you like to be interviewed regarding your classification? Return to Supervisor: Yes ❑ No E] If yes, Individual Interview ❑ Group Interview ❑ Return to Human Resources: If yes, indicate reason and preference: Title Change ❑ Salary Issue ❑ Other n I - IDENTIFYING INFORMATION A. Name (Last) B. Department C. Current Classification Title D. Length of Time in Current Position E. Previous Title with Organization (Years) F. Total Length of Time with Organization G. Assigned Hours/Week H. Assigned Days/Week I Work Address J. Name of Immediate Supervisor K. Classification of Immediate Supervisor from Initial) (Months) of Time (Years/Months) (Months) am/pm to am/pm to Telephone Number ( ) Ext. Telephone Number Ext. II - PURPOSE OF YOUR POSITION Describing your job as you would to someone not familiar with your work, briefly summarize the overall purpose(s) of your po- sition, as you understand it, and the key result that the job is expected to achieve. (First) Division (Years) from Page A-3 III - IMPORTANT AND ESSENTIAL DUTIES Listing the most important duties first, describe the major duties performed by the position. A duty is an activity performed to achieve the purpose or objectives of the job. A duty is a significant part of a functional area and consists of the performance of one or more tasks. Start each duty statement with a verb such as prepare, maintain, calculate, collect, compile, clean, repair, or other similar action word. Respond based on actual job duties and responsibilities. Describe the job responsibilities/duties as they exist now. In other words, tell us what you are actually doing in the job - this may or may not differ from what your current job description states. NOTE: This is NOT an evaluation of your personal background or performance in the job. Be objective and accurate. Try not to understate or inflate the job. Base your responses on the typical duties and responsibilities of the job under normal conditions, not under unusual circumstances or temporary assignments. Frequency Code: D (Daily), W (Weekly), M (Monthly), Q (Quarterly), S (Semi-Annually), Y (Yearly) % of Total Job: Assuming all duties listed encompass 100% of the total job, give a best estimate of the approximate percentage of total iob that each duty (or group of related duties) represents. The total of all duty statements must equal 100%. IMPORTANT AND ESSENTIAL DUTIES Frequency Code Percent of Total Job 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Page A-4 IMPORTANT AND ESSENTIAL DUTIES Frequency Code Percent of Total Job 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. IV - DUTIES ADDED TO YOUR JOB IN THE LAST YEAR Identify each duty (by number) in Section III that has been added to your job in the last year and provide a brief explanation as to why this du[ was added to our job. Duty # Brief Explanation Page A-5 V - JOB RELATED QUALIFICATIONS JOB RELATED QUALIFICATIONS: Please list the knowledge, skills and abilities that are: 1. Necessary for the successful performance. 2. Cannot be learned in a brief training or orientation session (1 week or less). 3. Required by the iob, not ones you have acquired on the job. DEFINITIONS KNOWLEDGE is a body of information that applies directly to the performance of a function or duty (e.g., Knowledge of account- ing principles and practices.) SKILL is a developed ability to use knowledge effectively or dexterity/coordination in the performance of physical tasks (e.g., Oper- ate word processing equipment). ABILITY is the competence or capability to perform an observable duty and usually results in an observable product (e.g., Prepare clear and concise reports). Please list the knowledge, skills and abilities that are essential for the position being described. The knowledge, skills and abilities listed under this section should be linked with the essential duty statements. ESSENTIAL KNOWLEDGE, SKILLS, AND ABILITIES STATEMENTS . Duties from Sec- tion III (Please identify the duties from Section 111 by Number) 1 . 2 . 3 . 4 . 5 . 6 . 7 . 8 . 9 . 10 . IL Page A-6 ESSENTIAL KNOWLEDGE, SKILLS, AND ABILITIES STATEMENTS Duties from Sec- tion III (Please identify the duties from Section III by Number) 12. 13 . 14 . 15. 16. 17 . 18 . 19. 20 . 21 . 22 . VI - COMPUTER SKILLS What computer skills are required to perform your job? Remember this is not necessarily the level of skills you possess, but the level required in the normal performance of yourjob. Check as many boxes that apply. ❑ Work requires typical office computing software including the use of e-mail, spreadsheet, word processing, presentation, and internet applications. ❑ Work involves developing, maintaining, and enhancing applications. Applications may include special purpose software sys- tems, databases, interactive-spreadsheets, data entry forms, report writers, and,web-based systems. ❑ Work requires the maintenance, installation, and administration of operating systems including desktop computers, servers, and other hardware. Duties typically also include troubleshooting and installing computer hardware components and software appli- cations. ❑ Work involves the installation, maintenance, and administration of network servers, server-based applications, net- work/communication hardware, and special purpose servers such as e-mail, security, internet/intranet, and related systems. Work involves both local and wide-area networks (if applicable). Page A-7 VII - EDUCATION & A. Education --What minimum level of education is needed to satisfactorily perform your job? (Not necessarily your background.) ❑ Read and write: no specific requirements ❑ ❑ Supplemental training - vocational or college level ❑ course ❑ Bachelor's or higher degree Field of Study: High school diploma or equivalent (G.E.D.) Formal specialized training - 2 year college program; apprenticeship/technician Please list any licenses, registrations, or certificates required for your position and the agency responsible for issuing it. License, Certificate, Registration Issuing Agency Experience --In addition to education and training, what is the minimum required experience'? _years. VIII - EQUIPMENT OPERATING REQUIREMENTS List equipment or machines you use in the regular course of your assigned duties that require training and skill to operate profi- ciently. For each item, please assign a frequency code (D, W, M, Q, S, Y) and estimate the total amount of time spent operating that piece of machinery/equipment. REQUIRED DOCUMENTATION MACHINE/EQUIPMENT Relative Frequency Percent of Time 1. 2. 3. 4. 5. fi. 7. 8. 9. 10. 11. Page A-8 IX - SUPERVISION EXERCISED A. Do you exercise supervision over any employees? ❑ Yes ❑ No B. If yes, please check the definition that best describes the type of supervision you exercise and the names and classification/job titles of the employees whom you supervise. Please attach additional pages if necessary. ❑ Technical and Functional (Lead Worker) - You are responsible for prescribing procedures, methods, materials and formats used in recurring projects of particular area(s) of work including training other employees. In addition, you are also responsible for recurring work projects or activities involving other employees to whom you give direction and guidance including lead supervision for a project or set of work activities. You may also have responsibility for assign- ing, scheduling, coordinating, organizing, and directing work activities. ' ❑ Regular Lead ❑ Project Lead Employee Name Class/Job Title ❑ Direct Supervision - In addition to functional and technical supervision, you are responsible for the administration of line personnel functions including employee selection, discipline, grievances, and formal performance evaluations. Employee Name Class/Job Title C. If you checked either of the above, please indicate the nature of group supervised and the number supervised. Full-time Part-time Seasonal/Temp Volunteer D. Please clarify your responsibility for the following supervisory responsibilities and decisions. Check the appropriate description that relates to each applicable function you perform in your position. RESPONSIBILITY Function Responsible for Function Make Formal Rec- ommendations Provide Input N/A Hiring ❑ ❑ ❑ ❑ Termination ❑ ❑ ❑ ❑ Promotion ❑ ❑ ❑ ❑ Performance Appraisal ❑ ❑ ❑ ❑ Employee Discipline ❑ ❑ ❑ ❑ Employee Counseling ❑ ❑ ❑ ❑ Setting Goals and Objectives ❑ ❑ ❑ ❑ Revising Procedures - ❑ ❑ ❑ ❑ Changing Policy ❑ ❑ ❑ ❑ Training ❑ ❑ ❑ ❑ Page A-9 X- CONTACTS A. With what individuals inside your organization do you have regular and frequent job related contact other than your supervisor and those you supervise? Check the type of contact, indicate the purpose(s) of the contact (a, b, c, d, e, f, g) using the codes noted below, and the relative frequency (D, W, M, Q, S, Y). You may indicate more than one "purpose of contact" as appropriate. Purpose of Contact Code Purpose of Contact Code Provide information a Negotiate solutions within policy guidelines e Collect information b Negotiate solutions involving policy changes f Coordinate projects, activities, etc. c Other - specify below g Solve problems d Type of Internal Contact Purpose of Contact Relative Frequency ❑ Clerical/maintenance staff, other departments ❑ Professional/technical staff, same department ❑ Professional/technical staff, other departments ❑ Managers, other departments ❑ Council(s) (Type: ❑ Board(s) (Type: ❑ Commission(s) (Type: ) ❑ Committee(s) (Type: ) ❑ (Specify) ❑ (Specify) B. With what individuals outside your organization do you have regular and frequent contact required by the major responsibilities of your job? Check the type of contact, indicate the purpose(s) of the contact (a, b, c, d, e, f, g) using the codes noted above, and the relative frequency (D, W, M, Q, S, Y). You may indicate more than one "purpose of contact" as appropriate. Type of External Contact Purpose of Contact Relative Frequency ❑ General Public ❑ Contractors, engineers and/or developers ❑ Vendors ❑ Public Agencies ❑ Consultants ❑ Committee(s) (Type: ❑ (Specify) ❑ (Specify) PageA-io XI - ENVIRONMENTAL FACTORS Please identify the environmental factors that you are exposed to in the course of your job and indicate the relative frequency code (see below) for each of the applicable conditions. Also, indicate from Section III the number(s) of the Duties (i.e., #3, #6) that are re- lated to these working conditions. Please leave line blank if environmental factor is not applicable. I= Infrequent (less than 10%) M = Moderate, Average (25% - 50%) Frequency Codes: S =Seldom, Minimal (10% - 25%) A =Almost Always (more than 50%) Relative Frequency D i Condition I S M A ut es Outside environment; travel from site to site Inside environment Heat Cold Dampness or Chilling Dr atmosphere condition Working in confined spaces Working closely Work alone Irregular work hours Working with machinery Working with or in water Working below round Work on ladders/scaffolds Vibration Noise Slippery/uneven surfaces Moving objects/vehicles Grease and Oils Radiant energy Electrical energy Explosives Silica, asbestos, etc. Dust (specify): Toxic Chemicals (list): Fumes, smoke, gases (list): Solvents (list): Exposure to poisonous animals/insects Stress, emergency (specify): Other factors not listed: Check the box that best describes your overall environmental working conditions: ❑ General - Standard office/indoor setting. - ❑ Variable - Moderate exposure to conditions that may be unpleasant such as inclement weather, machine noise, or strong odors; occasional exposure to risks controlled by safety precautions. ❑ Hazardous - Infrequent or moderate exposure to risks or discomforts that are partially controlled by special safety precautions, e.g., working around machines with moving parts, with contagious diseases or irritant chemicals. ❑ Sieniticant Risk - Continuous high risks with exposure to potentially dangerous situations requiring a range of safety or other precautions, e.g., working at great heights, under extreme conditions, subject to possible physical attack, working around high voltage. Page A-11 XII - PHYSICAL FACTORS Please identify each appropriate physical activity required in the performance of your job and indicate the relative frequency code (see below) for each activity. Also indicate from Section III the number(s) of the Duties (i.e., #3, #6) that are related to these physical factors. Please leave line blank if physical activity is not applicable. I= Infrequent (less than 10%) M = Moderate, Average (25% - 50%) Frequency Codes: S =Seldom, Minimal (10% - 25%) A =Almost Always (more than 50%) Relative Frequency D ti Condition I S M A u es Heavy lifting, 45 tbs. & over Moderate lifting, 15-45 lbs. Light lifting, under 15 lbs. Heavy carrying, 45 lbs. & over Moderate carrying, 15-45 lbs. Light carrying, under 15 lbs. Pullin Pushing Reaching Use of fingers Both hands required Walking Standing Sitting Crawling Kneeling Repeated bendin Climbing Operating of motorized equipment Ability to discharge firearms Speech Visual requirements * Near vision, i.e., 20 inches or less • Mid-range, i.e., more than 20 inches and less than 20 feet. * Distance, i.e., 20 feet or more * Color, i.e., ability to identify and distinguish colors * Depth Perception Repetitive motions Hearin requirements S ecial factors not listed: Check the box that best describes the overall amount of physical effort typically required by yourjob: ❑ Standard - Normally sealed, standing or walking at will; normal physical ability to do some bending and light carrying. ❑ Restricted/Mobile - Confined to immediate work area; can only leave work station during assigned breaks. ❑ Exertive - Extensive walking, recurring bending, crouching, stooping, stretching, reaching or similar activities; recurring lifting of light or moderately heavy items. ❑ Strenuous - Considerable and rapid physical exertion or demands on the body such as frequent climbing of tall ladders, continu- ous lifting of heavy objects, crouching or crawling in restricted areas; exertion requires highly intense muscular action leading to substantial muscular exhaustion. Page A-12 XIII - MISCELLANEOUS COMMENTS Please provide any Miscellaneous Comments that may help clarify the duties and responsibilities of your position. Please include any specific issues associated with your job duties that you do not feel were adequately captured on this form. XIV - ORGANIZATION CHART Please attach an organization chart(s) for your work unit or division. Please sign and date the completed questionnaire, make a copy for your files, and forward to your immediate supervisor. Employee Signature: Type or Print Name: Date: Page A-13 (This page is available as a separate online template) IMMEDIATE SUPERVISOR REVIEW Did the employee describe the duties and responsibilities of the position accurately and fully? Are there duties missing? Are there any duties listed that are not requirements of this position'? Please comment. Do not make comments regarding employee perform- ance. Signature: Type or Print Name: Classification Title: Date: MANAGEMENT REVIEW Do the preceding descriptions and comments by the employee and immediate supervisor(s) describe the position accurately and fully? Please comment. Signature: Type or Print Name: 1 Classification Title: Date: Page A-14