HomeMy WebLinkAbout1994-047
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1 Resolution No. 94-47
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RESOLUTION OF THE CITY OF SAN BERNARDINO AUTHORIZING THE
EXECUTION OF AN AGREEMENT WITH PERSONNEL CONCEPTS FOR A
4 MANAGEMENT/CONFIDENTIAL COMPENSATION STUDY.
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BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE CITY OF
6 SAN BERNARDINO AS FOLLOWS:
7 SECTION 1: The Mayor of the City of San Bernardino is hereby authorized and directed
8 to execute on behalf of said City an Agreement with Personnel Concepts for a management!
9 confidential compensation study, a copy of which is attached hereto, marked Exhibit "A" and
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incorporated herein by reference as fully as though set forth at length.
SECTION 2: The authorization to execute the above-mentioned agreement is rescinded
if the parties to the agreement fail to execute it within sixty (60) days of the passage of this
14 resolution.
15 I HEREBY CERTIFY that the foregoing resolution was duly adopted by the Mayor and
16 Common Council of the City of San Bernardino at a
regular
meeting thereof,
March , 1994, by the following vote, to wit:
AYES
NAYS
ABSENT ABSTAIN
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94-47
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1 RESOLUTION OF THE CITY OF SAN BERNARDINO AUTHORIZING THE
EXECUTION OF AN AGREEMENT WITH PERSONNEL CONCEPTS FOR A
2 MANAGEMENT/CONFIDENTIAL COMPENSATION STUDY.
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(;;> ,^-.t./u...(> C'.t-t'--v~'-
City 'e1erk
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10 1994.
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The foregoing resolution is hereby approved this ~i-'h
day of March
-- / G;Y'" ) l{,WlA)~
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Tom Minor, Mayor
City of San Bernardino
16 Approved as to
17 form and legal content:
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JAMES F. PENMAN
19 City Attorney
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2es. 94-47
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AGREEMENT
This AGREEMENT is made and entered into by and between the
CITY OF SAN BERNARDINO, a municipal corporation, hereinafter
called "CITY," and PERSONNEL CONCEPTS, INC., hereinafter called
"CONTRACTOR."
CITY and CONTRACTOR agree as follows:
1. CONTRACTOR shall perform services as particularly
described in A Proposal to Conduct a Salary and Benefits Survey,
Dated December 31, 1993, attached hereto and incorporated herein
as Exhibit "A," '[hereinafter, "Proposal"] with the following
objectives:
a. To conduct a survey to compare salaries of non-
safety management and confidential classifications with
like or similar classifications in other similarly
situated municipalities; evaluate internal salary
relationships among classifications; and develop salary
recommendations.
b. To conduct a survey of the same muni.cipali ties
regarding their benefits for management (safetY' and
non-safety) and confidential employees; and develop
benefit recommendations.
2. CITY shall pay to CONTRACTOR the total sum of $7,200,
in the manner and at the times specified in the Proposal.
3. CITY shall cooperate and assist CONTRACTOR in the
performance of its duties as specified in the Proposal.
IN WITNESS WHEREOF, the parties have executed this Agreement
on the "J...Cj." day of \\\'A.~<'::'~ ,1994.
PERSONNEL CONCEPTS, INC.
CITY"O. ~. j BE.RN ARDINO
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Tom Minor; Mayor
"/V'^"r a>~r
Approved as to form
and legal content:
ATTEST:
~~,~rk
JAMES F. PENMAN,
City Attorney
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911 4. '7
-EXHIBIT A-
A PROPOSAL
TO CONDUCT A
SALARY AND
BENEFITS SURVEY
CITY OF SAN BERNARDINO
Submitted by:
Personnel Concepts, Inc.
December 31,1993
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PERSONNEL CONCEPTS, INC.
December 31, 1993
Ms. Barbara Dillon
Director of Personnel
City of San Bernardino
300 North D Street
San Bernardino, CA 92418
Dear Ms. Dillon:
We thank you for the opportunity to submit our proposal to conduct a Salary and Benefits
Survey for the City of San Bernardino. Our proposal is based upon:
· Our discussions with City staff regarding the scope of the project and the goals and
objectives of the City
· Our comprehensive review of the City's request for proposal
· Our 40 years of experience in conducting previous and successful management
compensation and classification studies for a variety of cities, counties, housing
authorities, special districts, community college districts, school districts, county offices
of education, universities, and private companies in the Western United States.
I believe that you will find our proposed workplan will effectively meet the City's goals and
objectives to revise the City's compensation plan. As you will notice, Personnel Concepts has
the necessary staffing, expertise, and qualifications to ensure successful completion of this
project.
We believe our firm is well qualified to conduct the study for the City of San Bernardino.
Among the reasons Personnel Concepts is qualified to conduct this study are:
· Leadershio - The project manager and director will be responsible for overall project
direction, communications, and skilled project management to oversee the study and
ensure quality products. The project manager assumes responsibility for necessary
guidance and leadership to guide the study to implementation.
SACRAMENTO OFFICE. 21,.0 PROFESSIONAL DRIVE, SUITE 115 . ROSEVILLE, CALIFORNIA 95661
(916) 773-,.565 . FAX (916) 773-1196
9,1 4 '7
PERSONNEL CONCEPTS, INC.
A PROPOSAL
To CONDUCT A
SALARY AND
BENEFITS SURVEY
CITY OF SAN BERNARDINO
Submitted by:
Personnel Concepts, Inc.
December 31, 1993
SACRAMENTO OFFICE. 2140 PROFESSIONAL DRIVE, SUITE 115 . ROSEVILLE, CALIFORNIA 95661
(916) 773.4565 . FAX (916) 773-1196
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City of San Bernardino
December 31, 1993
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· Staffinf!. and Resources - Personnel Concepts is committed to providing quality services
and products, on time. Personnel Concepts achieves these results by staffing all
projects with fully trained staff and by providing strong and experienced project
leodership for each project. In addition, our work processes are fully automated with
state of the an equipment. All study results can therefore be provided to our clients
on IBM compatible diskettes to assist in implementation and maintenance.
· ResDonsive Communication - Our basic and fundamental approach emphasizes a
consensus building style incorporating organization panicipation and involvement. Our
approach combines technical procedures and sensitivity to all participants for input into
the process and study. As a result, each client is provided with a tailored study process
which results in study products that are customized and tailored to each client as well
as practical recommendations and solutions.
· Technical ExDemse - Tony Gerczak, who will serve as the project manager and
director for this important assignment with the City of San Bernardino, has personally
conducted more than 500 personnel projects, including management compensation and
classification projects for a variety of clients throughout the Western United States. In
oddition, all staff assigned to the project have similar experience and expenise. Staff
with Personnel Concepts have conducted similar studies for the following agencies:
Riverside County, CA
City of Anaheim, CA
City & County of San
Francisco, CA
San Bernardino Water
Department, CA
City of Abilene, TX
City of San Mateo, CA
City of Grand Junction, CO
Adams County, CO
Larimer County, CO
City of San Antonio, TX
City of Casper, WY
City of Commerce City, CO
City of Thornton, CO
City of Westminster, CO
City of Clearlake, CA
City of Mission Viejo, CA
City of Cathedral City, CA
Section III of the proposal presents client references who can attest to our abilities and
expenise. We encourage you to contact these agencies. Provided for your convenience
is a description of the study, contact person, and phone number.
We look forward to the opportunity to work with the City of San Bernardino on this important
assignment. If there is any additional information we can provide, or if you have any
questions regarding our proposal, please don't hesitate to call me at (916) 773-4565,
Sincerely,
- f ~l~~e~
Tony Gerczak
Executive Vice President/CEO
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TABLE OF CONTENTS
Section I Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Section II Corporate and Staff Qualifications ....................... 5
Section ill References...................................... 13
Section IV Project Cost and Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Section V The Project Workplan .............................. 19
Appendix A Corporate Qualifications and Services .................. A-I
Appendix B Sample Labor Market Salary Survey . . . . . . . . . . . . . . . . . .. B-1
Appendix C Sample Numerical Total Compensation/Benefit Analysis . . . . . .. C - 1
Appendix D Sample Graphic Total Compensation/Benefit Analysis ..... . .. D - 1
Appendix E Partial List of Past Clients . . . . . . . . . . . . . . . . . . . . . . . . . . E - 1
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SECTION I
INTRODUCTION
This section of the proposal presents the overall scope of the study. In addition, it addresses our
understanding of the assignment and necessary participation and communication to make the
study successful.
OUR UNDERSTANDING OF THE AsSIGNMENT
The City of San Bernardino is a full-service City, providing fire, police, utility, public works,
library and leisure services to its 181,000 residents. The City has 75 management and
confidential classifications. Generally, the salary schedule is organized with five steps assigned
to each salary range with 5 % between steps and I % between ranges.
The City contributes an amount equal to the monthly premium for the Available Public
Employees' Retirement System (PERS) family medical plan, and for the City-sponsored dental
and vision plans.
The objectives of the study are to:
· Conduct a survey to compare salaries of classifications with like or similar classifications
in other similarly situated municipalities; evaluate internal salary relationships among
classifications; and develop salary recommendations.
· Conduct a survey of the same municipalities regarding their benefits for management
(safety and non-safety) and confidential employees; and develop benefit recommendations.
In order to achieve these study goals and objectives, our proposed work plan would assist the
City of San Bernardino in reviewing and developing the following:
· Review of Ortlanization Structure which would include an assessment of span of control,
programs, services, staffing, and reponing relationships.
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Introduction
· Review of Manallement Classifications which would include an evaluation of class
specifications to establish comparability.
· DeveloDment of a Competitive Compensation Svstem that includes internal equity and
external competitiveness to ensure the City's ability to recruit, retain and motivate quality
management and confidential employees.
Our proposed study process and results are summarized below and are discussed in more detail
in Section V, Project Workplan, of our proposal.
MAXIMUM COMMUNICATION AND PARTICIPATION
Personnel Concepts recognizes the importance of maximizing client communication and
participation throughout the study process. Our experience has demonstrated that successful
studies which are implemented incorporate the following characteristics:
· Clear understanding between the client and consultant regarding study goals, objectives,
process, schedule and products
· Review and understanding of client's needs before and during the course of the study
· Timely and responsive status and progress repons with skilled project management
· Maximum opponunity for panicipation and review of draft repons by appropriate City
staff.
To accomplish the above, it is anticipated that the consultant will meet as necessary with the
following during the study:
· Citv of San Bernardino Project Manaller and Steerinll CommitteenIt is our understand-
ing that the City of San Bernardino will appoint the Personnel Director and Steering
Committee to serve as the Project Manager for this study. As such, the Project Manager
and Steering Committee will be responsible for coordinating project activities with City
management and employees. In addition, the Project Manager will serve as liaison with
the project consultants. As the primary liaison with the project consultants, the Project
Manager will receive bi-weekly status reports from the project consultants which
document the status of the project, including completed tasks and timelines for
completing the remaining tasks.
· Citv Council (if desirablel--The precise involvement of the City Council will be
determined in conjunction with the City. It is anticipated that prior to beginning the
study, meetings will be held with the City Council in order to refine the City's pay
philosophy, including the selection of labor market survey agencies. In addition, it is
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lntroduction
anticipated that the City Council will be provided with monthly verbal and written
progress reports and be provided with an opportunity for maximum participation in
reviewing all draft and final reports.
. DeDartment Heads. Manallement and Confidential StaffnDepartment Heads and
appropriate management and confidential staff will be involved in the study by meeting
individually with the consultants to clarify specific classification and compensation
concerns/issues and to review the scope of their operations. In addition, management
staff will participate in all project activities as outlined under employee participation.
Specific involvement, participation and communication is specifically described in Section V of
our proposal which contains the detailed outline of the study methodology.
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SECTION II
CORPORATE AND
STAFF QUALIFICATIONS
Personnel Concepts is a personnel and management consulting firm located in the Sacramento
area specializing in the following personnel and human resources services:
· Management & Executive Compensation
· Classification
· Compensation
· ADA Compliance
· Point Factor Job Evaluation
· Fringe Benefit Analysis
· Pay-for-Performance Systems
· Performance Appraisal Systems
· Executive Recruitment
· Assessment Centers
· Personnel Rules and Regulations
· Affirmative Action Plans
· Organization and Staffing Audits
· Personnel Department Audits
· Human Resource Training Seminars
· Total Quality Management Process.
A more detailed description of these services, as well as our corporate philosophy, can be found
in Appendix A of this proposal.
Staff with Personnel Concepts have more than 40 years of experience in conducting classification
and compensation studies. Tony Gerczak, who would serve as Project Manager on this
assignment with the City of San Bernardino, has personally conducted more that 500 personnel
related projects over the last 20 years. Provided on the following pages are resumes for all staff
who would be assigned to this project with the City of San Bernardino. Provided for each staff
member is the following information:
· Current position of the person with the firm and a brief description of their duties.
· Length of experience in the type of work specified in the City's Request for Proposals.
. Specific experience, including a list of the organizations for which the person has
provided the specified services.
· The position the person will hold on this project.
· The project tasks this person will be involved with.
· Education.
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Corporate and Staff Qualifications
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9 i} 4 '7
Corporate and Staff Qualifications
Tony Gerczak
Current position and brief description of duties with Personnel Concepts--Mr. Gerczak is the
Executive Vice President/CEO of Personnel Concepts. Mr. Gerczak provides personnel
assistance to a variety of clients including small and large public sector organizations. His
primary responsibility is to manage personnel related projects for a variety of clients including
cities, counties, school districts, offices of education, community colleges, redevelopment
agencies, housing authorities, special districts, and state agencies. His duties and experience
include comprehensive and extensive classification and compensation studies, ADA compliance
studies, development of Total Quality Management, Performance Appraisal, and Pay-for-
Performance Systems, and development and training in Assessment Centers.
In addition, as the firm's technical expert on personnel management he serves as the primary
trainer for the supervisory modules and personnel seminars.
Length of experience in the type of work specified in the City's Request for Proposals--Mr.
Gerczak has over 20 years of personnel management experience. Prior to joining Personnel
Concepts, Mr. Gerczak was Senior Vice President at Ralph Andersen & Associates' Personnel
Management Division for 11 years. He also provided personnel management assistance to
federal, state and local government clients for over seven years both as a staff member for two
large eastern State Civil Service Commissions and as a private consultant.
Specific experience in the type of work specified in the City's Request for Proposals,
including a list of the organizations for which the person has provided the specified
services-- Tony Gerczak has personally conducted more than 500 personnel projects, including
classification, compensation and staffing projects for a variety of clients throughout the Western
United States. Provided below is a brief listing of some of the other municipal clients Mr.
Gerczak has provided services to:
Riverside County, CA
City of Anaheim, CA
City of Orange, CA
City of Newpon Beach, CA
City of Burbank, CA
City of Irvine, CA
City of Modesto, CA
City of Redwood City, CA
City of San Mateo, CA
City of Chula Vista, CA
City and County
of San Francisco, CA
City of Mission Viejo, CA
City of Cathedral City, CA
City of Casper, WY
City of Abilene, TX
City of Reno, NY
City of Tempe, AZ
City of Commerce City, CO
Adams County, CO
City of Thornton, co
City of Westminster, CO
City of Steamboat Springs, CO
City of Grand Junction, CO
City of Golden, CO
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Corporate and Staff Qualifications
Position on this project--Mr. Gerczak will serve as Project Manager on this assignment with
the City of San Bernardino.
Project tasks--Mr. Gerczak will oversee the progress of the study and serve as Project Manager.
As Project Manager, he will have corporate management and administrative responsibility for
the study. In addition, he will act as primary contact with City officials and management staff
and serve as the chief project analyst. Mr. Gerczak will be involved in all project tasks, directly
and indirectly. In addition to participating in interviews, data collection and analysis, and review
meetings, Mr. Gerczak will review all work completed by project consultants.
Education--Mr. Gerczak received a Bachelor's degree in philosophy and a Master's degree in
psychology, both from Montclair State University in New Jersey.
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Corporate and Staff Qualifications
Brianna Ham
Current position and brief description of duties with Personnel Concepts-oMs. Ham is a
Principal Consultant with Personnel Concepts. Her work with the firm focuses primarily on
providing analytical and technical assistance in classification, ADA, compensation, point factor
job evaluation, staffing and personnel system studies.
Ms. Ham provides staff assistance on a variety of personnel-related assignments including studies
for cities, counties, school districts, offices of education, community colleges, redevelopment
agencies, housing authorities, special districts, public utilities, and private sector clients. In
classification studies, Ms. Ham has responsibility for conducting group and individual
interviews, developing classification plans and structures, career ladder development, and
drafting of comprehensive class specifications. Her compensation-related consulting
responsibilities include analysis and determination of labor markets, collection and analysis of
external base salary and total compensation data, and development of salary recommendations.
In addition, Ms. Ham provides staff assistance on a variety of personnel assignments including
technical report writing, documentation of systems and procedures, and providing technical
assistance in the area of Fair Labor Standards Act and ADA implementation.
Length of experience in the type of work specified in the City's Request for Proposals--Ms.
Ham has over six years of personnel management experience. Prior to joining Personnel
Concepts, Ms. Ham was a Senior Consultant in Ralph Andersen & Associates' Personnel
Management Division for five years.
Specific experience in the type of work specified in the City's Request for Proposals,
including a list of the organizations for which the person has provided the specified
services--Brianna Ham has been involved in more than 100 personnel projects, including
classification, compensation, and staffing projects for a variety of clients throughout the Western
United States. Provided below is a brief listing of some of the municipal clients Ms. Ham has
provided services to:
Riverside County, CA
City of Anaheim, CA
City of Fontana, CA
City of Redlands, CA
City of Pomona, CA
City of Lawndale, CA
City of Clearlake, CA
City of Redwood City, CA
City of San Mateo, CA
City and County
of San Francisco, CA
City of Mission Viejo, CA
City of Cathedral City, CA
Adams County, CO
City of Brighton, CO
City of Grand Junction, CO
City of Steamboat Springs, CO
City of Casper, WY
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Corporate and Staff Qualifications
City of Sierra Vista, AZ
City of Sedona, AZ
City of Tempe, AZ
City of Reno, NV
City of Vancouver, WA
Position on this project-oMs. Ham will serve as the primary staff consultant on this project.
Project tasks--As the primary staff consultant on this assignment with the City of San
Bernardino, Ms. Ham will be involved in all project activities to provide technical and analytical
support in all phases of the assignment. Specific tasks Ms. Ham will be involved in include
conducting interviews, performing job analysis, collecting and analyzing compensation data, and
developing the compensation plan.
Education--Ms. Ham holds a Bachelor of Science degree in speech communication from
Northern Arizona University and is completing a Master of Arts degree from the University of
California, Davis in rhetoric and communication, with an emphasis in organizational
communication.
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Corporate and Staff Qualifications
Maxine Lerner
Current position and brief description of duties with Personnel Concepts--Ms. Lerner is a
Principal Consultant with Personnel Concepts. Ms. Lerner provides staffing assistance on a
number of personnel related assignments for a variety of clients including cities, counties, school
districts, community colleges, housing authorities, special districts, State agencies and private
sector clients. During all phases of the studies, Ms. Lerner provides technical and analytical
assistance including in the areas of class concepts and career ladder development, class
specification development, and compensation data collection and analysis.
Ms. Lerner also provides assistance in the development of personnel rules and regulations,
affirmative action plans, and technical assistance in the area of Fair Labor Standards Act and
ADA implementation.
Length of experience in the type of work specified in the City's Request for Proposals--Ms.
Lerner has over 10 years of personnel management experience. Prior to joining Personnel
Concepts, Ms. Lerner managed an Administrative Service Department which included selection,
recruitment, classification, compensation, ADA compliance, information services, finance, and
affirmative action functions and programs.
Specific experience in the type of work specified in the City's Request for Proposals,
including a list of the organizations for which the person has provided the specified
services--Maxine Lerner has been involved in many personnel projects including classification,
ADA compliance, compensation, and staffing projects for a variety of clients throughout the
Western United States. Provided below is a brief listing of some of the clients Ms. Lerner has
provided services to:
City of Mission Viejo, California
City of Clearlake, California
City of Redwood City, California
City of San Mateo, California
Adams County, Colorado
Fremont-Newark Community College District, California
City College of San Francisco, California
Pima Community College District, Arizona
Yolo County Superintendent of Schools, California
Clark County Housing Authority, Nevada
City of Flagstaff Housing Authority, Arizona
City of Yuma Housing Authority, Arizona
City of Calexico Housing Authority, California
City of Commerce City, Colorado
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Corporate and Staff Qualifications
City of Cathedral City, California
Riverside County, California
Position on this project--Ms. Lerner will serve as a staff consultant on this project.
Project tasks--As a staff consultant on this project, Ms. Lerner will be involved in most project
activities to provide technical and analytical support. Specific tasks which Ms. Lerner will be
involved in include conducting interviews, performing job analysis, collecting and analyzing
compensation data, and assisting in the development of the compensation plan.
Education--Ms. Lerner graduated from University of California, Los Angeles, magna cum
laude, with Bachelor of Arts degree in economics and business administration.
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SECTION III
REFERENCES
Provided below and on the following pages is a representative list of current and prior clients
for whom Personnel Concepts has conducted successful classification and compensation projects.
Provided for each client is the Organization, Study Summary and Contact Person for your
information and review.
Orl!anization and Contact
Study Summary
City of San Bernardino Water
Department, California
Mr. Bernie Kersey
General Manager
(909) 384-5091
Multiple StudiesuStudies have included classifica-
tion, compensation, and multiple executive recruit-
ments for the Water Department.
City of Anaheim, California
Mr. Jim Ruth
City Manager
(714) 254-5165
Management Classification and Compensation
StudyuMultiple studies have been conducted for the
City including a study to evaluate pay-for-perfor-
mance, a management classification and compensa-
tion study, as well as conducting miscellaneous
classification and compensation studies,
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References
Orl!:anization and Contact
Riverside County, California
Mr. Dennis Morris
Personnel Director
(714) 782-5571
City and County of San Francisco,
California
Mr. Geoffrey Rothman
Deputy General Manager Personnel
(415) 557-4990
City of Cathedral City, California
Mr. Browning Allen
Assistant City Manager
(619) 770-0372
City of Abilene, Texas
Ms. Pam Collins
Personnel Director
(915) 676-6245
Studv Summary
Technical Review of Classification Plan and
Multiple StudiesuThis comprehensive review in-
cludes the analysis of the following classification
plan components: Use of broad versus narrow
classes, exempt/non exempt designations, classifica-
tion methods and procedures, documentation of
methods and procedures, currency of class speci-
fications, policies and procedural manual, and
relationship of the classification plan to determining
and developing internal relationships. In addition
we have conducted multiple classification and
compensation studies.
Classification and Compensation StudyuMultiple
studies have been conducted for the City and
County of San Francisco including for manae:ement
and mid-management classifications, the Depart-
ment of Social Services, the Department of Public
Health, and the City College. In all studies, recom-
mendations were developed regarding the proper
allocation of positions to classifications, class
specifications were developed, and internal relation-
ship guidelines were developed.
Technical Review of Classification Plan and
Internal Salary Relationships-- This study included
a technical review and analysis of the complete
Classification Plan and recommendations regarding
internal salary relationships.
Classification and Compensation Studyu This was
a City-wide classification and compensation study
for all positions in the City. Study goals included
the development of position allocations and class
specifications as well as the development of salary
recommendations for all study positions which were
internally and externally equitable.
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References
Orl!anization and Contact
City of Mission Viejo, California
Ms. Janet Fellenzer
Personnel Director
(714) 582-2489
City of Casper, Wyoming
Mr. Tom Forslund
City Manager
(307) 235-8224
Housing Authority of Clark
County, Nevada
Mr. William F. Cottrell
Executive Director
(702) 451-8041
Colorado Intergovernmental Risk
Sharing Agency
Mr. Tim Greer
Executive Director
(303) 757-5475
Studv SummarY
City-Wide Classification and Compensation
Study-- This study included a comprehensive clas-
sification and compensation study with ADA com-
pliance. Salary recommendations and internal
relationships were also provided.
Organization, Classification, and Compensation
Study-- Multiple studies have been conducted for the
City of Casper including analysis and recommen-
dations regarding merging of the public utility with
the City. A City-wide classification and compensa-
tion study was also completed.
Staffing, Classification and Compensation Study-
This recently completed study involved a classifica-
tion, compensation, and staffing analysis for all
agency positions and functions. Study results includ-
ed the allocation of positions to classes, the devel-
opment of class specifications which fully describe
each classification and are in compliance with
ADA, the collection of salary data from other labor
market agencies, and the development of salary rec-
ommendations for each classification. In addition,
recommendations were prepared regarding organi-
zational structure and staffing levels for all of the
Housing Authority programs and departments.
Classification and Compensation Study and Em-
ployee Attitude Survey-- Two studies have recently
been completed for CIRSA. The first study includ-
ed a complete update of CIRSA's classification and
compensation systems. The second study involved
a survey of all employees to gather information re-
garding overall organizational climate of CIRSA
and attitudes of employees.
Page 15
9 i1 4 '7
References
Orl!anization and Contact
Studv Summarv
Adams County, Colorado
Mr. George Moye
Personnel Analyst
(303) 654-6070
Classification and Compensation Studyu This
recently completed study involved classification,
ADA compliance, and compensation recommenda-
tions for all positions in the County. Internal rela-
tionships were developed utilizing Personnel Con-
cepts' Point Factor Job Evaluation System. In
addition, a comprehensive performance appraisal
manual, including forms and procedures was devel-
oped for the County.
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SECTION IV
PROJECT COST AND SCHEDULE
Personnel Concepts can begin work on the project upon notification of approval of the contract
and can complete the work successfully within the established deadline. A proposed project
management and planning schedule is presented on page 18. This planning schedule will be
reviewed and/or modified as necessary during Phase I of the workplan.
To provide the City with Personalized Qualitv Service, the fixed cost for the Salary and
Benefits Survey would be $7,200.
Personnel Concepts will provide five bound copies of each report and a master camera-ready
copy. Additional printing of documents will be billed at actual costs.
Monthly billings would be submitted based upon the percentage of work completed. Personnel
Concepts is willing to discuss the scope of work and quoted prices if the above workplan and
budget create problems for the City.
CITY RESPONSIBILITIES
The following activities are anticipated City responsibilities:
· Schedule meetings and interviews
· Provide office space for meetings and interviews.
Page 17
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Project Cost and Schedule
PROJECT MANAGEMENT
PLANNING SCHEDULE
Field Review Status
PROJECT PHASES Visits Meetings Reports Deadlines
PHASE I - ADMINISTRATIVE AND JOB ANALYSIS
Task 1 ~ Finalize Worlcplan Week 1
Task 2 - Conduct Department Profile Conferences Week 1
Task 3 - Analyze Current Class Specifications and Weeks 1 -2
Related Background Information
PHASE II - COMPENSATION
Task 1 - Evaluate Current Plan Week I
Task 2 - Identify Survey Market and Classes Week 2
Task 3 - Collect and Analyze Data Week 3
Task 4 - Develop Salary Recorrunendations Week 4
Task 5 - Prepare Draft Report Week 5
Task 6 - Prepare and Present Final Report Week 5
PHASE III - IMPLEMENTATION AND TRAINING
Task 1 - Develop Strategies Week 6
Task 2 - Conduct Systems Training Week 6
Task 3 - Technical Assistance N/A N/A N/A
Page 18
9 i~ 4 '7
SECTION V
THE PROJECT WORKPLAN
Personnel Concepts' major goal is to permit the client to easily implement and maintain the
study results. Thus, our proposed workplan is carefully designed to accomplish the following:
· Provide the City with clear documentation and an understanding of all study tasks
· Guide the project staff to accomplish the City's goals and objectives
· Ensure the development of practical and effective compensation plan
· Ensure appropriate City staff is trained in all aspects of compensation methodologies.
Our proposed workplan is divided into the following phases:
- Phase I
- Phase II
- Phase III
- Administrative and Job Analysis
- Compensation
- Implementation and Training
Each of these phases is conciselv described on the following pages to assist the City in
evaluating the proposed workplan.
PHASE I -- ADMINISTRATIVE AND .IOB ANALYSIS
The administrative phase of the workplan is designed to ensure the City and project consultants
review and finalize study goals, objectives, process schedule, and other miscellaneous details.
In addition, the project consultants will conduct an orientation session for all study participants.
Department Profile Conferences will also be conducted at this time if it is convenient for the
City.
Page 19
911 '" '7
The Project Workplan
Task 1 - Finalize Study WorkDlan
The project consultants will meet with appropriate City staff and the City Council to review
the project goals, objectives, process, schedule and administrative details. In addition, it
is at these meetings that the project consultants will review and discuss project communica-
tions, progress reports, and employee orientations. It is at this time that the project
consultants will also request and review background information such as:
· Current job descriptions
· Organization chans
· Budget
· Compensation plan
· List of employees
· Other related documents.
Task 2 - Conduct DeDartment Profile Conferences
The project consultants will conduct department profile conferences with each department
head and their key division managers to review the following:
· Classification and Compensation issues/concerns
· Organization chan, program, services, and staffing
· Miscellaneous issues.
The above task gives each department head and key division managers the opportunity to
provide valuable information regarding the structure of each of their departments and to
provide a profile of issues and concerns related to the current classification and compensa-
tion systems.
Task 3 - Analvze Current Class Soecifications and Related Backl!round Information
The project consultant will conduct a comprehensive review of all of the City's recently
developed class specifications. This review will accomplish the following:
· Determine and identify interviewer needs
· Prepare for job analysis interviews
· Identify possible classification and allocation issues
· Determine need for follow-up with depanment heads and managers.
Class specifications will be analyzed in detail comparing and contrasting information. After
conducting the review of the class specifications, the project consultants will develop an
employee interview schedule. This schedule will be submitted to the City in order for the
City to coordinate the next project activity.
Page 20
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The Project Workplan
PHASE n - COMPENSATION
The project consultants will conduct a comprehensive compensation study including a labor
market survey of competitive agencies. This phase will include the review and identification of
a labor market survey agencies, conduct of a salary survey, and development of salary
recommendations.
Task 1 - Conduct an Evaluation of Current Comoensation Plan
The project consultants will conduct an evaluation of the current compensation plan
including philosophy, policies, and practices, current salary ranges, administration practices,
and pay structure. Personnel Concepts will work with the City to establish a compensation
policy which addresses the following:
· Labor market survey agencies
· Labor market position
· Use of multiple tier markets
· Internal versus external equity
· Ability and willingness to pay.
The project consultants will make recommendations regarding the City's compensation
policy and philosophy based upon discussions with appropriate City staff and the City
Council.
Task 2 - Selection of Labor Market Survev Al!encies and Survey Classes
Following review of the City's compensation policy and philosophy, the project consultants
will provide recommendations regarding the comparable jurisdictions to be used in
conducting the salary surveys. There are three important criteria typically utilized to define
an employer's labor market:
· Geographic Area (Location)--Determination of the geographical scope of the labor
market survey (Local, County-wide, State-wide, Regional).
Recruitment Area
Cost of living
CPI (Consumer Price Index)
. Service Structure--Determination of types of agencies to survey (what services are
provided).
Comparable jobs
u Similar organization structure/economic characteristics
· Employer Size--Determination of agency size (measured through number of manage-
ment and non-management positions, budget, population served, etc.).
u Similar organizational structure
Page 21
911
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The Project Workplan
Applying these factors results in a labor market that is representative of those employers
with whom the employer must compete to recruit and retain qualified personnel.
The geographic survey area to be used for each group of classes will be discussed with the
City in order to identify each groups realistic recruitment area.
In addition to recommending the labor market survey agencies, it is during this task that the
survey classifications will also be reviewed~ Survey classifications are a representative
sample of all classes in the organization's classification plan, and provide a solid reference
point for the ultimate selection of benchmark classifications and subsequent salary
determinations for all other classifications. Survey classifications will be reviewed based
on the following criteria:
· They should have a significant relationship to other classes in their occupational
group and job family. This ensures that they will make good reference points in
relating and establishing salaries for other classes within their occupational group.
· They should be reasonably well-known and able to be clearly and concisely
described. This facilitates communication with survey employers in establishing
accurate comparabilities for the survey classes.
· They should be classes to which counterparts can readily be found in other employers
so that sufficient compensation data can be gathered.
Task 3 - Collect and Analyze Salary Data
Following completion of Task 2, the project consultants will collect the salary survey data.
As the first step in this process, a labor market survey packet will be prepared and sent to
other agencies, and the survey will be conducted and documented by phone and mail. The
data and information collected during the classification job analysis will be used to ensure
that proper comparability to the labor market classifications is established.
The scope of the comprehensive data to be collected for the survey agencies is described
in the exhibit on the following page. The advantage to the City of collecting and analyzing
such data is that it provides the City with an opportunity to assess its competitive position
in the labor market on the basis of total compensation expenditures including such costs as
total effective pay, cash supplements, insurance premiums, and retirement benefits. The
specific information to be collected during the compensation survey will be confirmed with
the City prior to the data collection process.
The results of the compensation survey will be analyzed and summarized including statistical
analysis for each benchmark class. Appendix B presents typical statistical analyses for a
confidential survey class. The results will then be reviewed with the City representatives.
Page 22
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The Project Workplan
COMPREHENSIVE DATA COLLECTION
AND ANALYSIS
BASE SALARY
CASH SUPPLEMENTS
. Minimum
. Maximum
. Steps/TIme
. Effective Dates
. Deferred Compensation
. Educational Incentive
. Longevity Pay
. Employee Retirement Pick-Up
. Others
INSURANCE CONTRIBUTIONS
RETIREMENT CONTRIBUTIONS
. Health
. Dental
. Vision
. Life
. Other
. Emplayer Retirement Contribution
. Social Security
. Other
Task 4 - DeveloD and Review Salarv Recommendations
The project consultants will next integrate the results of the labor market survey with the
results of Job Analysis to develop salary recommendations for all classes.
Appendices C and D present sample Total Compensation Analyses
As with other major portions of the study, the project consultants will thoroughly discuss
with and explain to City the internal salary relationships which have been developed. The
outcome of this will be an improved understanding of the criteria on which internal salary
relationship recommendations are to be based and a thorough comprehension by the City
as to how the criteria can be used within the organization's compensation structure once the
study has been completed. Following review, a Draft Final Report will be prepared.
Task 5-PreDare Draft Final ReDort
After all recommendations have been reviewed, the project consultants will prepare a Draft
Final Report that documents all completed phases of the compensation study. The Draft
Final Report will be complete in every respect, and will include narrative information and
appendices as needed. It will be appropriately indexed and organized into a clear, concise
presentation of the factual information.
The project consultants will be available to conduct an in-depth review of the Draft Final
Report with the City including City Management Staff, the Steering Committee, and the
City Council (if desirable).
Page 23
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The Project Workplan
Task 6 - PreDare and Present Final Comnensation ReDort
Following a comprehensive review of all draft reports, the project consultants will prepare
a Final Compensation Report which documents the following:
· City's compensation philosophy
· Labor market selection
· Labor market position
· Benchmark classes
· Compensation survey
· Salary recommendations
· Salary structure and administration.
The project consultants will be available to make a final presentation to the City Council and
appropriate City staff.
PHASE m --IMPLEMENTATION AND TRAINING
The final phase of the study process involves implementation and maintenance of study results.
This phase includes the development of implementation strategies and resulting costs to
implement the study as well as providing training to appropriate City staff who will be re-
sponsible for administering and maintaining the study recommendations.
Task 1 -- DeveloD Alternative hnDlementation Stratel!ies
Recognizing that no public agency has unlimited funds to implement the recommendations
resulting from a study of this nature, the project consultants will prepare alternative imple-
mentation options, including options, alternatives and strategies for placement of positions
into new salary ranges and/or to phase the study results in to meet the needs of the City.
The resulting cost for each alternative implementation strategy will also be prepared.
Task 2 -- Conduct Traininl! and DeveloD Maintenance Plan
The project consultants will train City staff who will be responsible for administering and
maintaining the study recommendations in all steps necessary to maintain the classification
and compensation systems. The training will include the following:
· Compensation System
A specific training outline is provided on the following page. In addition, the project
consultants will be available for technical assistance on the above procedures and systems.
Page 24
9,'
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The Project Workplan
Task 3 - Technical Assistance and Consultation
Following the completion of a personnel study, many clients request long term technical
assistance in implementation and maintenance. This technical assistance is billed at $90.00
per hour plus expenses. We are willing to provide this long term assistance to the City.
Consultation to provide assistance in implementation will be provided to the City.
Page 25
9,
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The Project Workplan
COMPENSATION SEMINAR OUTLINE
I. Defmition of Effective Compensation Plan
. Compensation Philosophy
. Compensation Policy
. fusential and Key Elements
. How to Develop Effective Compensation Plan
II. fusential Components
. Labor Market
. Labor Market Position
. Surveys
. Base Salary and Total Compensation
. Conducting a Survey
m. Compensation Plan Development
. Use of Job Evaluation
. Salary Survey Results
. Internal Relationships
. Integration of Classification and Compensation
. Development of Comprehensive Compensation System
IV. Implementation and Maintenance
. Implementation Strategies
. Maintenance Strategies
. How to Audit Compensation Plan
V. New Trends
. Pay For Perfonnance
. Pay For Skill
. Incentive Plans
. New Trends
Page 26
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APPENDIX A
CORPORATE
QUALIFICATIONS AND SERVICES
A-I
1-
Appendix A
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9d 11 '1
Appendix A
CORPORATE CONSULTING PHILOSOPHY
Personnel Concepts, Inc. has a unique corporate consulting philosophy which is based upon our
extensive experience in dealing with clients and conducting personnel studies. Our consulting
philosophy can best be characterized by the following:
P - represents PERSQNALIZED products. Project activities and
products are tailored for each client. Clients are provided with
practical solutions, consensus recommendations, and respon-
sive communication.
Q - represents total QUALITY products. Clients are provided
with clear documentation on all study processes and products,
rationale for all recommendations, and training for imple-
mentation and maintenance.
S -
represents quality SERVICE with clear communication, timely
commitment to deadlines, and progress reports.
Personnel Concepts, Inc. is committed to delivering Personalized Quality Service and will
contract with clients only when we can guarantee a quality product on a timely schedule.
A-3
9d 47
Appendix A
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9 I} 4 '7
Appendix A
DESCRIPTION OF SERVICES
· CLASSIFICATION STUDIES
Classification studies for management and non-management positions result in class concepts,
career ladders, position allocations and class specifications. The process includes employee
orientations, completion of job analysis questionnaires, employee interviews, appeals process,
implementation and maintenance alternatives, and final training.
· ADA COMPLIANCE
Americans with Disabilities Act (ADA) compliance studies include documentation of essential
duties, analysis of and revisions to employment practices, and training of staff regarding ADA
requirements and compliance.
· COMPENSATION STUDIES
Compensation studies for management and non-management classifications include evaluation
of current compensation plan(s), development of compensation philosophy and policy, conduct
of labor market survey, statistical and graphic analysis of survey results, development of internal
salary relationships, development of salary recommendations, development of implementation
and maintenance strategies and the resulting costs, and compensation system manual and
training.
. FRINGE BENEFIT AND TOTAL COMPENSATION ANALYSIS
Fringe benefit and total compensation analysis studies include tailored labor market surveys of
cash supplements, insurance benefits and costs, retirement contributions, and other total
compensation amounts with analysis presented statistically and graphically. Results include
recommendations as well as implementation and maintenance plans.
· POINT FACTOR JOB EVALUATION
Point factor job evaluation studies include review of Personnel Concepts' system, tailoring and
customization of compensable factors, weighing factors, producing salary policy line(s), salary
recommendations, implementation strategies, and point factor job evaluation manual and training.
A-5
91] 47
Appendix A
· EXECUTIVE AND MANAGEMENT COMPENSATION
Executive and management compensation studies include the development of innovative
compensation plans including systems which incorporate alternative salary structures, pay for
performance, merit pay, and incentive pay. Administration guidelines and maintenance
strategies are also provided.
· PAY FOR PERFORMANCE PLANS
Pay for performance plan studies include evaluation of current plans and development of pay
incentives, performance appraisal systems, and administrative guidelines. Implementation and
maintenance strategies are also provided.
· QUALITY PERFORMANCE STANDARDS AND APPRAISAL SYSTEMS
Quality performance standards and performance appraisal system development studies include
development of system objectives, training to develop performance standards, performance
planning assistance, performance appraisal system manual, implementation and maintenance
plan, and training for supervisors, managers and employees.
· EXECUTIVE RECRUITMENT
Executive search and recruitment projects include job analysis, candidate profile development,
quality advertising development, quality candidate identification, candidate screening, reference
checks, personal interviews, and identification of finalists. Optional services include assessment
centers, psychological assessment, compensation and contract negotiation, and goal setting.
· ASSESSMENT CENTERS
Assessment centers to identify supervisory and managerial potential include job analysis
documentation, development of exercises, assessor training, administration of the assessment
center, facilitation of final evaluation, and optional oral/written candidate profile reports.
· PERSONNEL RULES AND REGULATIONS
Personnel rules and regulations development studies include review of current rules and updating
and/or re-writing new rules for employee handbooks in order to insure compliance with federal,
state, and EEOC statutes and fair employment practices.
A-6
91.1, 47
Appendix A
· AFFIRMATIVE ACTION PLANS
Affirmative action plan studies include review and updating of current plans, utilization analysis,
goals and timetables, and implementation and maintenance plan.
· PERSONNEL/HUMAN RESOURCES DEPARTMENT AUDITS
Audits of personnel/human resources departments include analysis of organization structure,
staffing, workload, and systems and procedures. Methodologies include survey of users,
analysis of resource need and management systems, and evaluation of service quality.
· ORGANIZATION, STAFFING AND MANAGEMENT AUDITS
Organization, staffing and management audits include an analysis of organization structure,
staffing, workload, and service levels. Methodologies include attitude surveys, productivity
analysis and performance audits.
· EMPLOYEE NEEDS AND ATTITUDE SURVEYS
Employee needs surveys and employee attitude surveys include the development of survey
instruments which are tailored to the goals and objectives of each client. After survey
administration, the data analysis, which is facilitated by our computerized system, is conducted
in order to identify meaningful data trends and permutations.
· QUALITY STRATEGIC PLANNING AND GOAL SETTING
Quality strategic planning and goal setting for boards of directors, management, and/or employee
groups include planning and goal setting facilitation to develop and incorporate strategic business
and marketing plans.
· TOTAL QUALITY MANAGEMENT PROCESS
Total Quality Management training provides clients with the information and tools necessary to
implement the Total Quality Management process. Topics include: an overview of the Total
Quality Management process; customer focus; critical processes; teams and facilitators;
management planning tools; daily management; new teams; implementation approaches; and
evaluating progress.
A - 7
911 47
Appendix A
· PERSONNEL/HUMAN RESOURCES SEMINARS
Personnel/human resources technical seminars are provided on a variety of topics including
classification, compensation, job analysis, job description writing, management compensation,
pay for performance, point factor job evaluation, ADA compliance, and assessment centers.
· QUALITY SUPERVISORY AND MANAGEMENT DEVELOPMENT SEMINARS
Quality supervisory and management development seminars include training and facilitation in
such areas such as communication, leadership, delegation, coaching/counseling, performance
planning, selection and interviewing, team building, train the trainer, organization, and time
management.
A-B
911, 4, '7
,
APPENDIX B
SAMPLE
LABOR MARKET SALARY SURVEY
B-1
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91\ 4 '7
Appendix B
SAMPLE LABOR MARKET SALARY SURVEY
CLIENT
LABOR MARKET SALARY SURVEY
ADMINISTRATIVE SECRETARY
I SALARY SALARY I
AGENCY CLASS TITLE MINIMUM RANK.....MAXIMUM.
Agency 5 Confidential Secretary 1959 1 21551
Agency 10 Administrative Secretary 1793 2 2177
Agency 3 Administrative Secretary 1759 3 2200
Agency 14 Executive Secretary 1902 4 2312
Agency 8 Administrative Secretary 2071 5 2523
Agency 12 Administrative Secretary 2133 6 2536
Agency 7 Administrative Secretary 2123 7 2581
Agency 1 Staff Secretary II 2153 8 2617
Agency 11 Confidential Secretary 2355 9 2642
Agency 13 Executive Secretary 2245 10 2678
Agency 2 Executive Secretary I 2236 11 2706
Agency 6 Administrative Secretary 2243 12 2730
Agency 9 Secretary 2287 13 2779
Agency 4 Secretary to the Director 2387 14 2864
I ADMINISTRATIVE SECRETARY 2005 24951
STATISTICAL ANALYSIS BASED ON MONTHLY TOP STEP
SURVEY CLASS LOCATION: 4.5 % ABOVEI
MEDIAN LOCATION: 7.5 BELOW
LABOR MARKET MEAN: 2536 -1.64%
LABOR MARKET MEDIAI\I: 2599 -4.17%
60TH PERCENTILE: 2642 -5.89%
70TH PERCENTILE: 2692 -7.90%
80TH PERCENTILE: 2730 -9.42%
- .
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APPENDIX C
SAMPLE NUMERICAL
TOTAL COMPENSATION/BENEFIT
ANALYSIS
C - 1
96
Appendix C
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911 47
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APPENDIX D
SAMPLE GRAPHIC
TOTAL COMPENSATION/BENEFIT
ANALYSIS
D -1
91.\ -2'7
Appendix D
D - 2
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FINANCE DIRECTOR
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APPENDIX E
PARTIAL LIST OF PAST CLIENTS
E -1
94
Appendix E
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Appendix E
Partial Listing Of
Past Clients Where Tony Gerczak
Served As Project Director/Manager
ABC Unified School District, CA
City of Abilene, TX
Adams County, CO
Alameda County, CA
Alameda County Housing Authority, CA
City of Alhambra, CA
City of Anaheim, CA
Anaheim Union High School District, CA
Analy Union High School, CA
City of Apache Junction, AZ
Arcata Associates, Inc., NY
City of Azusa, CA
City of Bakersfield, CA
City of Big Bear Lake, CA
City of Billings, MT
City of Bishop, CA
City of Brea, CA
City of Brighton, CO
City of Buena Park, CA
City of Burbank, CA
Butte County Office of Education, CA
California Association of School Business
Officials
California Board of Nursing
California Department of Justice
California State Library
California Municipal Utilities Association
California School Employees Association
Calexico Housing Authority, CA
California State Employees Association
Cambria School District, CA
City of Carson City, NY
City of Casper, WY
City of Cathedral City, CA
Central Contra Costa Sanitary District, CA
City of Chico, CA
Chino Basin Municipal Water District, CA
Chino Valley Independent Fire
District, CA
City of Chula Vista, CA
Churchill County School District, NY
Clallam County, W A
Clark County, W A
Clark County Housing Authority, NY
City of Clearlake, CA
Clovis Unified School District, CA
Coast Community College District, CA
Colorado Intergovernmental Risk Sharing
Agency
Colusa County, CA
City of Commerce City, CO
Contra Costa Community College
District, CA
Contra Costa County Municipal Risk
Management Insurance Authority, CA
City of Cotati, CA
City of Cypress, CA
City of Davis, CA
Del Norte County, CA
City of El Cerrito, CA
Employee Relations Service (Santa Clara
County, CA)
City of Eugene, OR
City of Eureka, CA
Housing Authorities of the City of
Eureka and County of Humboldt, CA
F.I.A. Associates
City of Fairfield, CA
Fieldman, Rolapp & Associates
Flagstaff Housing Authority, AZ
City of Fontana, CA
Fort Vancouver Regional Library, WA
Fremont-Newark Community College
District, CA
E-3
9A ~
Appendix E
City of Folsom, CA
City of Galt, CA
Glenn County, CA
City of Golden, CO
Golden Gate University, CA
City of Grand Junction, CO
City of Half Moon Bay, CA
City of Hayward, CA
Healdsburg Union Elementary and High
School Districts, CA
Humboldt County, CA
Imperial Irrigation District, CA
City of Indio, CA
Inland Area Personnel Management
Association, CA
City of Irvine, CA
Kern Community College District, CA
City of La Porte, TX
City of Laguna Niguel, CA
Laramie County, WY
Larimer County, CO
Las Vegas Housing Authority, NY
City of Lathrop, CA
City of Lawndale, CA
City of Livermore, CA
City of Lodi, CA
City of Long Beach, CA
Los Alamos Public Schools, NM
Los Angeles County Office of
Schools, CA
Los Angeles Unified School District, CA
Marin County, CA
Marin County Housing Authority, CA
City of McKinney, TX
Medic Alert Foundation International
Mendocino County, CA
Merced Irrigation District, CA
Metropolitan Exposition-Recreation
Commission, OR
City of Milpitas, CA
City of Mission Viejo, CA
City of Modesto, CA
Modesto Irrigation District, CA
City of Monrovia, CA
City of Monterey Park, CA
City of Mountain View, CA
Multnomah County, OR
Napa County, CA
City of Naperville, IL
Nebraska State Police
Nevada County, CA
State of Nevada
New Jersey State Civil Service
Commission
City of Newark, CA
City of Newport Beach, CA
Nogales Housing Authority, AZ
North Central Texas Council of
Governments
City of Novato, CA
Oakland Housing Authority, CA
Oakland Port Authority, CA
City of Ontario, CA
City of Orange, CA
Orange County Department of
Education, CA
Orange Elderly Services, Inc., CA
Oregon State Courts
Oro Loma Sanitary District, CA
City of Overland Park, KS
City of Peoria, AZ
Personnel Testing Council, CA
City of Pico Rivera, CA
Pima Community College District, AZ
Placentia Unified School District, CA
Platte River Power Authority, CO
Pleasant Valley School District, CA
Plumas County, CA
Point West Bank
City of Pomona, CA
City of Port Arthur, TX
City of Port Hueneme, CA
Port of Oakland, CA
Portland Housing Authority, OR
Press-Enterprise Newspaper
(Riverside, CA)
Private Industry Council
(Sutter County, CA)
Private Industry Council (Ventura
County, CA)
E - 4
9 L1 fi'
Appendix E
City of Redlands, CA
Redwood Empire Municipal
Insurance Fund, CA
City of Redwood City, CA
City of Reno, NY
Reno Housing Authority, NY
City of Rialto, CA
City of Ridgecrest, CA
Rio Hondo Community College
District, CA
Riverside County, CA
Riverside County Housing Authority, CA
City of Rocklin, CA
Sacramento County Management
Association, CA
Sacramento Engineering Technicians
and Technical Inspectors
Association, CA
Sacramento Municipal Utility District, CA
Saddleback Community College
District, CA
City of San Antonio, TX
San Bernardino County Housing
Authority, CA
San Bernardino City Unified School
District, CA
San Bernardino Municipal Water
Department, CA
San Bernardino Economic Development
Agency, CA
San Diego Association of
Governments, CA
San Diego County Water Authority, CA
San Diego County Superintendent of
Schools, CA
San Diego Housing Commission, CA
City and County of San Francisco, CA
San Francisco City College, CA
San Francisco Housing Authority, CA
City of San Jacinto, CA
San Jose Community College District, CA
San Juan Unified School District, CA
San Luis Coastal Unified School
District, CA
City of San Mateo, CA
San Mateo County Office
of Education, CA
San Miguel County, CO
Santa Ana Unified School District, CA
Santa Clara County
Housing Authority, CA
Santa Clara County Superintendent of
Schools, CA
Santa Clara Valley Water District, CA
Santa Cruz City School District, CA
Santa Cruz County
Office of Education, CA
Santa Monica Rent Control Board, CA
Santiago Library System, CA
Schools Insurance Authority, CA
City of Sedona, AZ
Shasta Union High School District, CA
City of Sierra Vista, AZ
City of Signal Hill, CA
City of Solvang, CA
City of Sonoma, CA
Sonoma County, CA
South Coast Air Quality Management
District, CA
South Coast Water District, CA
City of South San Francisco, CA
Southern California Personnel
Management Association
Southern California Rapid Transit
District
Stanislaus County Department of
Education, CA
Stanislaus County Housing Authority, CA
City of Stanton, CA
City of Steamboat Springs, CO
Sterling Software
Stockton Unified School District, CA
Sutter County, CA
Sweetwater Union High School
District, CA
City of Tempe, AZ
City of Thornton, CO
Three Valleys Municipal Water
District, CA
City of Tracy, CA
E - 5
9.1 4'7
Appendix E
City of Tulare, CA
Tulare County Department
of Education, CA
City of Turlock, CA
City of Tustin, CA
Tustin Unified School District, CA
Unified Sewerage Agency of Washington
County, OR
City of Vallejo, CA
Vallejo Sanitation and Flood Control
District, CA
City of Vancouver, WA
City of Ventura, CA
Ventura County Office of Education, CA
City of Visalia, CA
Washington County, OR
West Contra Costa Sanitary District, CA
City of West Covina, CA
West Kern Water District, CA
Western Municipal Water District, CA
Westlands Water District, CA
City of Westminster, CO
Windsor Water District, CA
Wright Elementary School District, CA
Yolo County Superintendent
of Schools, CA
City of Y ountville, CA
Yuba Community College District, CA
Yuma Union High School District, AZ
Yuma Housing Authority, AZ
E-6