HomeMy WebLinkAbout20D-Human Resources
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CITY OF SAN BERNARDINO -REQUEST FOR COUNCIL ACTION
From:
EDWARD S. RAYA
Subject:
RESOLUTION OF THE CITY OF SAN
BERNARDINO AUTHORIZING THE
SELECTION OF JOHNSON AND
ASSOCIATES TO CONDUCT A
CLASSIFICATION AND COMPENSATION
STUDY
Dept:
HUMAN RESOURCES
Date:
DECEMBER 8, 1999
O n/"'IN' I
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Synopsis of Previous Council Action:
Recommended Motion:
1. Adopt Resolution.
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Sl ature
Contact Person:
Edward S. Raya
Phone:
384-5161
Supporting Data Attached:
Yes
Ward:
FUNDING REQUIREMENTS:
Amount:
$98.500
Source: (Acct No) 001-092-5502
(Acct Description)
Finance:
Council Notes:
11/1$1
Agenda Item No.~
CITY OF SAN BERNARDINO-REQUEST FOR COUNCIL ACTION
STAFF REPORT
SUBJECT
Authorization to enter into an agreement with Johnson and Associates to conduct a
Classification and Compensation Study for all non-safety position. The
completion of this study was agreed to during recently completed negotiations with
the General Unit, Mid-Management and Management-Confidential bargaining
units.
BACKGROUND
The City of San Bernardino has approximately 200 non-safety job classifications
divided into three bargaining groups, General and Middle Management Units and
the Management and Confidential group. A classification and compensation study
was last conducted in January 1997 for the Management/Confidential group, and in
1987 for the Middle Management group. While some of the General Unit
positions have been reviewed on an individual basis at various times, a
comprehensive review ha:s not been performed in over 20 years. In an effort to
determine whether the existing salary and benefits package are competitive in the
market place, the Mayor and Common Council agreed to the completion of a
comprehensive classification and compensation study during the recently
completed labor negotiations.
The Human Resources Department prepared a Request for Proposal and solicited
bids from 11 qualified consulting firms. The City received two responses, one
from Johnson and Associates in the amount of $98,500 and the other from Reward
Strategy Group, Inc., in the amount of $95,000. While the cost of the proposal
submitted by Reward Strategy Group, Inc., is $3,500 less than that submitted by
Johnson and Associates, staff is recommending that the firm of Johnson and
Associates be selected.
Johnson and Associates, formerly a part of Ralph Andersen and Associates, has 26
years in the personnel consulting business. They provide consulting services to
over 200 public sector clients and have previously worked for the City of San
Bernardino. The proposal submitted by Johnson and Associates outlined a more
comprehensive approach to conducting the study for the City. Specifically, they
propose to complete the following:
1. Determine appropriateness of current classifications.
2. Develop new classification plan, if warranted.
3. Conduct a salary and benefits survey of local governments of like size,
similar function and activity levels.
4. Provide an analysis of internal salary relationships and make
recommendations for any necessary adjustments.
5. Prepare report by bargaining unit.
6. Present results of survey to management, relevant bargaining groups and
confidential employees in small group meetings.
7. Be able to discuss and defend all challenges to the survey.
8. Assist in the development of an implementation strategy
9. Present [mds and recommendations to the City Council.
Based on the depth of the plan submitted by Johnson and Associates and their
familiarity with the City of San Bernardino, we are recommending that they be
awarded the contract. The cost of these services is $98,500, and it is projected that
the study will be completed by June 1, 2000.
FINANCIAL IMPACT
The cost of these services is $98,500, which is available in Account No. 001-092-
5502.
RECOMMENDED ACTIONS
1. Adopt Resolution.
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JOHNSON ASSOCIATES
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November 12, 1999
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Mr. Edward Raya
Director of Human Resources
City of San Bernardino
300 North D Street
San Bernardino, CA 92418
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Thank you for the opportunity to prepare this proposal to conduct a Classification
and Compensation Study for all positions and job classifications in the City, with the
exception of sworn police and fire classes. Our proposal provides you with a thorough
understanding of our approach to the study and is based upon:
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. Our unmatched experience in human resource consulting; Johnson & Associ-
ates (formerly a division of Ralph Andersen & Associates) continues a 26 year
tradition of providing quality consulting services to local government agencies
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. The proven track record of our staff working with public agencies throughout
the United States
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. Our ability to design and implement creative and tailored classification and
compensation systems; we believe in customizing our products and systems to
meet specific policy objectives
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. Successful study engagements involving study committees, management staff
and general employees; we understand the importance of building consensus
among study participants
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. Our commitment, sensitivity and responsiveness to completing quality products
on time and within budget.
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. Our understanding of the City's management and confidential classes attained
through the compensation study completed in 1997 by Ralph Andersen & Asso-
ciates.
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The 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 re-
sults-oriented approach and methodologies produce recommendations that are directly
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4240 !ZOCKLlK ROAD, Sl:ITE 10, ROCKLIN, CALIFOIU\'IA YS677
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Mr. Edward Raya
City of San Bernardino
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responsive to our clients' needs, and are easily implemented and maintained over
time.
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We are convinced of our unique position to successfully meet the City of San
Bernardino's objectives through the completion of this study and look forward to the
opportunity to work with you on this important project.
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Sincerely,
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Douglas B. Johnson
President
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Table of Contents
TABLE OF CONTENTS
Section I Identification .................................................................................................................. 1
Identification ...........................................................................................................................................3
Section II Firm Qualifications ...................................................................................................... 5
Qualifications...........................................................................................................................................7
Experience/References............................................................................................................................9
Section III Project Scope ............................................................................................................. II
Understanding of the Proj ect ...............................................................................................................13
Study Background and Objectives................................................... ................................ ........................... ....13
Study Methodologies.............................................................................................................................15
Background Data Analysis ...................... ......................... ........... ............... .......................................... ............. 15
Job Analysis Questionnaires......................................................................................................................... ..... 15
Management Conferences and Briefmg Sessions ............. ............................ ..................................................... 16
Job Analysis Interviews ......... ............................................................................................................................ 16
Compensation Policy W orkshoplPolicy Development ...................................................................... ................ 16
Compensation Data Collection and Analysis................... ................................. ................................... .............. 17
Salary Plan Design..................................................................................................................................... ........ 17
Work Plan..............................................................................................................................................19
Phase I - Study Initiation.................... ................................................... ...... .............. ...... .................................. 19
Phase II - Classification..................................................................................................................... ................20
Phase III -{:ompensation ...................................................................... ............................................................. 24
Phase IV ~ Implementation! Administration...................................................... _................................. ...............28
Summary ............................................................................................................................................................ 29
Section IV Project Schedule ........................................................................................................ 31
Project Timeline ....................................................................................................................................33
Section V Project Stafflng............................................................................................................ 37
Stall Qualifications ...............................................................................................................................39
Section VI Project Cost................................................................................................................ 53
Project Cost ...........................................................................................................................................55
Appendix A Job Analysis Questionnaire................................................................................... A-I
Appendix B Listing of Past and Current Clients ...................................................................... B-1
Appendix C Sample Compensation Products ........................................................................... C-l
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Table of Contents
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Identification
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SECTION I
IDENTIFICATION
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Identification
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Identification
Identification
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Firm Qualifications
SECTION II
FIRM QUALIFICATIONS
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Firm Qualifications
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Firm Qualifications
QUALIFICATIONS
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Johnson & Associates was formed to provide dedicated human resource consulting
services to public sector clients. The staff, services and methodologies of the firm are
the same as those that were a part of Ralph Andersen & Associates' human re-
sources practices for 26 years. While Ralph Andersen & Associates continues to pro-
vide executive search and management consulting services, the firm's personnel
consulting practice is now under the operation of Johnson & Associates.
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Johnson & Associates is located just outside of Sacramento, California and serves
clients throughout the Western United States. Johnson & Associates comprises six
professional consulting staff and additional administrative support staff.
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Johnson & Associates is dedicated to providing 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 prac-
tice focuses on those services that are not easily provided by in-house human re-
sources staff. Key services include:
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. Classification Studies - These projects include job analysis, class plan de-
velopment, position allocation, career ladders, class specifications, FLSA
analysis, ADA compliance and related analysis.
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. 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 relation-
ship analysis.
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. Job Evaluation Systems - In addition to having a copyrighted Point Factor
Job Evaluation System, the staff of Johnson & Associates have significant ex-
pertise in developing customized job evaluation systems and "hybrid" solu-
tions.
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. Performance Management Programs - Performance management serves
as a foundation for measuring/tr[lcking organization and employee
performance. We have several standard systems that have demonstrated
success in a variety of public agencies. In addition, Johnson & Associates can
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III
Firm Qualifications
develop tailored performance management systems to fit the unique needs of
our clients.
. Pay-for-PerformancelIncentive Programs - Johnson & Associates is a
leader in developing effective pay-far-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.
Consulting staff that will be assigned to this project are listed in Section V Project
Staffing, along with resumes.
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Additional information about the firm's services and background can be found at
our web site at www.iohnson-associates.com.
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Firm Qualifications
EXPERIENCE/REFERENCES
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The staff of Johnson & Associates has provided services directly related to those
sought by the City of San Bernardino. The following references represent similar
assignments conducted within the last two years. We strongly urge you to check
these references and confirm our success on completing projects on time and within
budget. We are certain that you will find our record and our reputation is out-
standing. A full listing of other projects conducted by our consultants under John-
son & Associates as well as Ralph Andersen & Associates is provided in Appendix B.
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City of Arroyo Grande, California
City-wide Classification and Compensation Study; Hourly Technical Assis-
tance
Contact: Mr. Robert L. Hunt, City Manager
214 East Branch Street
Arroyo Grande, CA 93420
(805) 473-5400
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City of Oceanside, California
On-going Departmental Classification and Compensation Studies
Contact: Ms. Colleen McCloud, Personnel Manager
300 North Coast Highway
Oceanside, CA 92054
(760) 966-4485
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City of Reno, Nevada
City-wide Classification and Compensation Study
Contact: Kathleen Turner, Employee Services Coordinator
Dept. of Human Resources, Suite 102
490 South Center
Reno, NY 89509
(702) 334-2021
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Santa Clara Valley Water District
Distrid-wide Classification and ComDensation Study;
Contact: Mr. Stan Kaut, Project Manager
5750 Almaden Expressway
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Firm Qualifications
San Jose, CA 95118-3686
(408) 265-2607
City of Coronado, California
City-wide Classification and Compensation Study
Contact: Mr. Jack Van Sambeek, Director of Administrative Services
1825 Strand Way
Coronado, CA 921118
(619) 522-7300
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Project Scope
SECTION III
PROJECT SCOPE
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Project Scope
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Project Scope
UNDERST_t\NDING
OF THE PROJECT
This section of the proposal summarizes our general understanding of the study and
provides an overview of our approach and qualifications that we believe uniquely
qualify us to undertake this assignment on behalf of the City of San Bernardino.
Study Background and Objectives
The City of San Bernardino is a full service City that operates under the strong
Mayor form of government with the Mayor serving as the Chief Administrative Of-
ficer. The City Administrator, who reports to the Mayor, oversees the day-to-day
operations of all City departments.
The City comprises fifteen departments and has 106 management/confidential, 62
middle management and 523 general employees allocated to 200 job classifications.
The San Bernardino Public Employees Association represents the general and mid-
dle management employees; management and confidential employees are unrepre-
sented.
In 1987, a classification and compensation study was conducted for the City's mid-
dle management group; a similar study for the management/confidential group was
completed in 1997. General unit positions have been reviewed on an individual ba-
sis but a comprehensive study for these groups has not been conducted for approxi-
mately twenty years. The City is conducting the study to evaluate its competitive
position within its labor market.
To ensure that the City's classification and compensation plan for positions included
in the study is technically sound, up-to-date and consistent with City policy objec-
tives, the following key study components and anticipated end-products are in-
cluded in the work plan developed by Johnson & Associates.
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Project Scope
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\ . \ {fI \ Classification Components ".( ~,),I-
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. Prepare and distribute a job analysis questionnaire to all employees included
in the study
. Review classification structures, by department
. Establish classification series ./
. Allocate all study positions to appropriate classifications ,/
_, f e)~~;j'\ Prepare new or updated class specifications for each class; include minimum v
~~ skills required and ADA compliance elements r
',V Undertake a full employee review process v
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. Ensure the resulting systems are in compliance with the Fair Labor Stan-
dards Act, Equal Pay Act, Civil Rights Act and the Americans with Disabili-
ties Act.
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Compensation Components
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. Identify the City's labor market and conduct a total compensation (base sal-
ary and benefits) survey
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. In conjunction with market data, conduct an internal relationships analysis
of all City classes to assess appropriate salary relationships
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. Develop salary range tables and maintenance systems
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. Develop implementation strategy options and compute implementation costs
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. Prepare and present salary administration guidelines and maintenance pro-
cedures.
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Johnson & Associates has a strong commitment to develop and implement custom-
ized and tailored classification and compensation systems. While we have broad ex-
pertise 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 study end products that are uniquely fitted to the City of
San Bernardino.
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Project Scope
STUDY METHODOLOGIES
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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.
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Background Data Analysis
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The consultant team will identify a wide range of data that will be collected as a
part of the study. To speed the collection of data, the consultant team will provide
the City with a complete list of background needs upon initiation of the project.
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Materials collected and reviewed during this initial stage of the project will at a
minimum include:
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. Organization charts
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. Existing class specifications
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. Budgets
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. Current pay plan, job evaluation system, benefits data and related salary
schedules
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. Relevant administrative rules and procedures.
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These materials provide a visual image of the City's personnel system and a clearer
understanding of current applicable policies and procedures.
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j)j Job Analysis Questionnaires
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Project consultants will distribute a detailed job analysis questionnaire to all City
employees involved in the project. The queb.::mnaire provides an opportunity for
employees to fully describe the duties and responsibilities of their position, and
document any changes in their responsibilities that have occurred since the last full
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Project Scope
analysis. In addition, the questionnaire is designed to record data regarding other
job related information such as the knowledge, skills, abilities and physical re-
quirements necessary to perform the work as well as supervisory and managerial
responsibilities. Specific information regardlllg the ADA is also addressed.
The questionnaires will be reviewed by management staff to ensure completeness
and accuracy, and once completed, will be forwarded to the consultants for exami-
nation prior to the conduct of the job analysis interviews. The questionnaire will be
distributed and explained in detail at the initiation of the project. Appendix A in-
cludes a copy of our core Job Analysis Questionnaire. All questionnaires used by
,Johnson & Associates, however, can be tailored to each specific client and study.
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Management Conferences and Briefing Sessions
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In order to establish an open communication process, the consultant team will con-
duct briefing sessions with all employees included in the study 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 and identify
any specific classification and compensation related concerns, and to encourage
education and communication throughout the study process.
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~Job Analysis Interviews
As a supplement to the questionnaires, project consultants will conduct interviews
with all employees in single incumbent classifications, all employees requesting an
interview and a representative sample of employees from all other classifications.
Based on this sampling technique, it is anticipated that interviews will be con-
ducted with approximately 50-60 percent of available employees in order to gain a
full understanding of the City's organizational structure, reporting relationships
and responsibilities assigned to the different classifications. The interview informa-
tion, in combination with the questionnaires, provides the data necessary to com-
plete the classification analysis and prepare the resulting class specifications.
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Compensation Policy Workshop/Policy Develop-
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This methodology relates to the identification and documentation of the City's com-
pensation philosophies, policies and procedures_ The consulting team will conduct a ..
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Project Scope
compensation policy workshop session with key City representatives in order to
identify and confirm specific policies, both implicit and explicit, and will assess their
impact on the City's overall ability to attract, recruit, employ, advance and retain
high quality personnel. These policies and "ractices 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 impor-
tance placed on internal equity vs. market forces in the development of the salary
plan. This workshop will be critical to developing recommendations that meet the
City's objectives.
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 & Asso-
ciates 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 that is distributed to all
survey agencies, the collection of salary and benefit data through written materials
and telephone calls (including minimum and maximum hourly/monthly steps and
related workweek requirements), and the analysis of the data at the survey market
mean, median and requested percentiles.
Salary Plan Design
In the salary plan design, the consultants will utilize available market data and the
results of the internal relationships analysis. With this, project consultants will de-
velop pay range recommendations for each job class included within the scope of the
study. The salary plan 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.
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Project Scope
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Project Scope
WORK PLAN
To fully and accurately meet the objectives of the City, we have carefully developed
a work plan that will serve to guide the consultants and project staff in accomplish-
ing the objectives of the assignment. The work plan is divided into four phases with
each consisting of several tasks and subtasks. The task descriptions convey specifi-
cally what will be done, how it will be done and why it will be done.
Phase I - Study Initiation
TASK 1 - PREPARE FOR INITIAL MEETINGS
Immediately upon notification of contract award, the consultants will begin all ad-
ministrative 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 specifi-
cations, organization charts, employee listings, salary schedules and related
information
. Tailoring of the Job Analysis Questionnaire (JAQ)
. Identification of scheduling parameters for initial meetings and briefings.
This initial step in the study process will be used to identify significant classifica-
tion or compensation concerns that should be clarified during the initial meeting or
addressed during the course of the study.
TASK 2 - CONDUCT PROJECT INITIATION 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 meeting will be co"Jucted with the LaborlManagement
Committee.
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Project Scope
TASK 3 - CONDUCT EMPLOYEE BRIEFINGS
Concurrently with the initial project meetings, the consultants will conduct brief-
ings 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 im-
perative that employees be integrally familiar with the study process, timing and
their respective roles and responsibilities. The JAQ will also be distributed and dis-
cussed during these briefings.
If necessary, the JAQ will be tailored to meet specific needs of the City. The JAQ is
designed to document the duties and responsibilities and knowledge, skills and
abilities of each position. The City will assume responsibility for copying JAQs.
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Phase II - Classification
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TASK 1 - CONDUCT MANAGEMENT CONFERENCES
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Supporting all components of the study, it is important that the consultants have
the opportunity to meet with department heads and other management staff early
in the study process. The purpose of these conference meetings is to identify specific
classification and compensation concerns and further clarify classification and com-
pensation goals and objectives. 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.
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TASK 2 - EMPLOYEES COMPLETE QUESTIONNAIRES
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The JAQ provides employees with an opportunity to describe the duties and respon-
sibilities 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 that they wish. Supervisory and managerial staff then review
the completed questionnaires, with space provided for their comments. Department
management staff will have responsibility for completing the JAQ for any vacant
positions.
~
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.
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TASK 3 - PREPARE FOR JOB ANALYSIS INTERVIEWS
...
In preparing for the job analysis interviews, the following activities will take place:
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. Assignment of departments and/or job families to classification team consult-
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Page 20
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. Identification of scheduling parameters for the interviews
J
. Preparation of the interview schedule.
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The consultants will assume responsibility for the preparation of the employee in-
terview schedule. The City will be responsible for scheduling interview rooms, noti-
fying employees and related coordinativ8 activities.
..J
"1
Prior to conducting interviews, the consultants will thoroughly review the com-
pleted questionnaires. The consultants will evaluate position duties and responsi-
bilities, 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 in-
terviews.
. ",
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TASK 4 - CONDUCT JOB ANALYSIS INTERVIEWS
..
The job analysis interviews are integral to developing the classification system. The
interviews:
....
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. Maximize employee participation
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. Provide the project consulting team with a thorough understanding of essen-
tial and supporting responsibilities assigned to all classifications
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. Provide an understanding of the City's organizational structure and reporting
relationships
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. Clarify employee/supervisory differences of opinion regarding work responsi-
bilities.
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Job analysis interviews will be conducted with approximately 50-60 percent of
available employees. All study employees will have the opportunity to request an
individual or group interview. While every effort will be made to accommodate re-
quests for individual interviews, scheduling parameters may require that some po-
sitions assigned to the same job classification participate in group interviews. The
consultants will also request that single incumbent classifications attend an inter-
VIew.
...
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TASK 5 - PREPARE DRAFT CLASSIFICATION CONCEPTS
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With the completion of the employee interviews, draft classification concepts will be
created. The classification concepts provide the foundation for the classification sys-
tem. Key components of the classification c lcepts include:
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Project Scope
. 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 draft classification concepts, 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, manage-
ment control, working conditions and outside contacts. Like positions are grouped
into tentative classes forming the basis for initial class definition.
r
TASK 6 - REVIEW DRAFT CLASSIFICATION CONCEPTS
r
The classification concepts and initial employee allocations will be reviewed, in
draft form, with management staff. Because the concepts provide the foundation for
the resulting classification plan, management review of the recommendations in
their respective areas of responsibility is essential.
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TASK 7 - PREPARE CLASS SPECIFICATIONS
Once the classification concepts have been finalized, the project consultants will be-
gin drafting the class specifications. A specific format for the class specifications will
be developed and reviewed with the City in advance. The City's current job descrip-
tion format will be maintained if appropriate. It is anticipated, however, that at a
minimum each specification will contain:
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. A descriptive class title
...
. A concise definition related to the major purpose and functions of the work
assigned to positions within the class
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. An overview, where applicable, of characteristics which distinguish the level
of work assigned to the class in comparison to other classes in the same clas-
sification series
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. Qualification guidelines which reflect the mllllmum knowledge, skills and
abilities as well as experience and training required to satisfactorily perform
the duties assigned
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. Appropriate licensure or certification requirements ofthe classification.
....
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Project Scope
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The class specifications will be drafted and assembled in a Classification Manual.
The classification concepts. which serve as the foundation of the plan. are presented
as introductory materials within the manual.
4
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,"",
TASK 8 - UNDERTAKE MANAGEMENTIE~1PLOYEE 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 (1) build and
facilitate the City's understanding of the newly developed classification plan, (2)
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.
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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 pro-
posed classification and allocation. These comments will then be forwarded to
management for review. comment and screening.
....
-
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Task 8.2 - Review written comments received from employees - All
written comments or suggestions from employees regarding the recom-
mended class plan will be thoroughly reviewed and analyzed by the project
consultants. Based upon written responses received, the consultant team will
incorporate suggested revisions into the final classification plan. as appropri-
ate.
-
I0Il
III
-
Task 8.3 - Conduct follow-up telephone interviews as appropriate -
Based upon the analysis of written comments forwarded to the project con-
sultants and where consultant staff needs further information prior to finaliz-
ing recommendations. follow-up telephone interviews will be conducted by
the project consultants with individual employees as appropriate. This step
will further clarify and refine any remaining problem areas.
..
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..
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TASK 9 - FINALIZE THE CLASSIFICATION PLAN
-
With the completion of the employee review process, the consultants will finalize all
classification study recommendations. Suppo~'ng the finalization of the classifica-
tion plan, each employee who submitted a notice for review will receive a direct re-
sponse from the project consultants. This response will specifically outline the con-
"'"
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Project Scope
sultant's understanding of the employee's concern, specify the steps taken to resolve
the concern and indicate to the employee the substance of the consultant's finalrec-
ommendation. All finalized class specifications will be provided to the City on disk-
ette in Word for Windows format.
Phase III -Compensation
TASK 1- CONDUCT COMPENSATION WORKSHOP
The City's compensation policy directly impacts all study end products resulting
from the compensation components of the analysis. As a starting point for this
phase of the study, therefore, we propose that the consulting team meet with key
City representatives in a workshop session to generally discuss public sector com-
pensation practices in conjunction with the City's current practices. The topics to be
discussed at the workshop include:
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. Purpose of compensation
. Developing a compensation policy
. Compensation structure
. Performance and pay
. Internal versus external equity
. Mix of compensation and benefits
. Labor market selection
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. Labor market position.
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Because of the sensitivity related to compensation issues, and in particular the ...
City's interest in developing a system that is competitive with the market, we be-
lieve that this type of workshop session is integral to the overall success of the ",
study. ...
TASK 2 - DEVELOP THE CITY'S COMPENSATION POLICY '"
...
Building from the compensation policy workshop session, the consultants will work
with City staff in developing and documenting the City's compensation policy. The "
consultants will confirm salary survey emph..o ~rs, survey classes, scope of data col- ...
lection efforts and labor market position. Along with all of these elements, the draft
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compensation policy will include recommendations related to the ultimate reliance
on external market data versus internal equity for purposes of setting salaries.
...
In that these decisions directly impact the rqrameters of the market survey, as well
as the design and structure of the resulting compensation plan, our suggested ap-
proach recommends that these study tasks occur prior to the collection and analysis
of tne market data.
...
...
TASK 3 - COLLECT COMPENSATION DATA
...
...
Mter the above task is completed, the consultant team will collect and analyze the
compensation information. It is important that a specific methodology be agreed
upon for the collection and analysis of compensation data. This will ensure that the
information is accurate and complete and will provide the City with the guidelines
it needs to update the survey in future years. Our proposed approach would include:
. "~
....
...
....
. An initial telephone call to each labor market employer included in the study
to explain the purpose and scope of the survey and confirm cooperation
,,.
-
. The preparation and delivery of a compensation survey information packet to
each survey employer. The information packet will include:
. A cover letter summarizing the purpose and scope of the survey
. A profile of each benchmark class
. A list of the required survey information.
..
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. The confirmation of all compensation data through telephone calls. This will
assure that comparability is established and that all compensation data is
factual and complete.
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TASK 4 - COMPILE AND FORMAT DATA
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The salary information, once collected and thoroughly reviewed for completeness
and accuracy, will be appropriately formatted and the results tabulated in a consis-
tent and uniform manner by the project consultants. Through the use of spread-
sheet applications developed by our office, it is anticipated that standard formulas
will be applied in the calculation of the survey c.ata mean, median and selected per-
centiles, with the corresponding percentage relationship to the market data also
calculated.
-
-
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TASK 5 - AUDIT AND FINALIZE COMPENSATION DATA
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Prior to developing specific salary recommendations, the consultants will thor-
oughly review and audit the collected survey data. This will include a detailed
analysis of data reliability, comparability and consistency. The project manager in-
dependent of the consultant who collected that data will conduct this audit. This
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Page 25
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Project Scope
will ensure that the most accurate and defensible survey data is utilized in compar-
ing the City's compensation plan to the pay practices of the labor market.
TASK 6 - CONDUCT INTERNAL RELATIONSHTP ANALYSIS
Using the results of the job evaluation analysis, the consultants will analyze inter-
nal vay relationships. The internal pay relationship analysis will involve a number
of steps in order to arrive at sound and equitable relationships for the new compen-
sation plan. Among others, the most important of these will include:
r
. Analysis of existing and historical pay relationships
. Development of consistent, uniform and realistic guidelines for determining
internal relationships
r
. Recommendation of equitable and appropriate internal relationship differen-
tials based on the above.
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.
In developing consistent internal relationship guidelines, the results of the job
evaluation tasks will be used to determine an equitable pay structure.
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TASK 7 - 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 com-
putation of the dollar and percentage difference between the current maximum sal- ,.
ary and the recommended maximum salary. ...
Before finalizing the recommendations, a careful audit of the results will be under- ,.
taken to ensure that internal salary compression or compaction does not result. ....
TASK 8 - DEVELOP ALTERNATIVE SALARY PLAN AND GUIDELINES ,.
...
The project consultants will develop alternative pay plan structures for the City's
consideration. The advantages and disadvant&ges of each alternative will be dis- r
cussed and recommendations made on which system would most effectively meet ...
the needs of the City.
..
For each alternative presented, the following will be identified:
...
. Parameters of the plan including percent spreads between ranges and within III
ranges and number of steps as apt- !priate ..
. Methods of progressing through the range "
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Page 26
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Project Scope
. Procedures for setting salaries of employees upon promotion, reclassification
and demotion.
TASK 9 - DEVELOP IMPLEMENTATION STRATEGY OPTIONS AND COMPUTE IMPLE-
MENTATION COSTS
J
Recognizing that public agencies rarely have unlimited funds available for imple-
mentation, 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, if necessary, according to the needs and priorities of
the City
..
.,
. Integration of the study recommendations with the balance of the City's hu-
man resource management system including recruitment, selection and per-
formance appraisal.
...
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,..,
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.
"'"
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TASK 10 - PREPARE AND REVIEW DRAFT COMPENSATION REPORT
...
""
The Draft Compensation Report documents all compensation study recommenda-
tions and the supporting information used for developing the recommendations.
Specifically, the Draft Report will include the following:
...
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. The City's documented compensation policy including survey agencies and
benchmark classifications
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. Results of the labor market salary survey
...
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. Documentation of selected benchmark classifications and the related job
families
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. Recommended salary plan structure for all classes included within the scope
of the analysis
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. Salary recommendations for each classification including documentation of
the basis for the recommendation (i.e., labor market or internal relation-
ships.)
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Page 27
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Project Scope
. Appendices containing detailed labor market data for benchmark classes,
recommended salary schedules and supporting documentation.
The project consultants will conduct a:J in-depth review of the Draft Compensation
Report with City representatives. Any needed corrections, clarifications, or modifi-
cations will be discussed at this time.
TASK 11 - PREPARE AND SUBMIT FINAL COMPENSATION REPORT
The Final Report will incorporate any appropriate revisions identified and submit-
ted during the review of the draft report. The Final Compensation Report will serve
as the administrative and procedural manual for updating and maintaining the
compensation plan.
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Phase IV - Implementation/Administration
.
TASK 1- SUBMIT ADMINISTRATIVE GUIDELINES
,..
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Study success to us means that the study recommendations are implemented and
able to be administered and maintained by in-house staff. To facilitate ongoing
maintenance and administration, each final study product developed throughout
the course of this study is designed to serve as the systems and procedures manual
for the applicable system. These include the classification manual and final com-
pensation study report. Each document provides information on how the system
was developed, how the system is to be applied in the future to ensure consistency
and how to update, as appropriate, each system and plan.
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TASK 2 - CONDUCT EMPLOYEE DEBRIEFINGS
".
...
Concurrent with the final presentation of study end products, the consultants will
conduct a series of debriefing sessions with City employees. The focus of these ses-
sions will be on the resulting study recommendations, how the recommendations
impact employees and the rationale behind the changes. Question and answer peri-
ods will be integral to each debriefing session.
""
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,..
...
TASK 3- POST-STUDY TECHNICAL AsSISTANCE
Although we are confident that our system manuals will ensure City staffs ability
to handle any personnel management system questions and issues that may arise in
the future, Johnson & Associates is available to respond to any technical questions
via fax, e-mail or phone, free of charge, for~, months following study implementa-
tion. Additional documentation of any recommendations developed by the consult-
ant team will also be provided as needed. Any need for additional analysis, field vis-
'"
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Project Scope
.
,
its or formal presentations beyond those noted in the work plan, would be billed on
an actual cost basis consistent with our standard billing rates.
....
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Summary
...,
The work plan described above includes individual tasks that have been specifically
designed for the classification and compensation analysis. The basic approach, how-
ever, is one that has been successfully used by Johnson & Associates during our
tenure with Ralph Andersen & Associates. 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 ap-
proach is to ensure the development and design of a personnel management system
tailored to the specific needs and requirements of the City.
..
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Page 29
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Project Scope
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Page 30
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Project Schedule
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Project Schedule
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Page 32
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Project Schedule
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PROJECT TIME LINE
...
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Projects of this nature are highly sensitive. Because of this sensitivity and the anxi-
ety experienced by many employees when going through this type of process, it is
beneficial to complete the analysis in the most expedient manner feasible. Assum-
ing full cooperation of the City, our project schedule assumes that all study activi-
ties will be completed within approximately 19 weeks from the date of signed con-
tract. Providing the study is initiated the week of January 10, 2000, this meets the
City's proposed completion date of May 22,2000.
....
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Page 33
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Project Schedule
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Page 34
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Project Schedule
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PHASE I-STUDY INITIATION
Task 1-Prepare for initial meetings
Task 2-Conduct project initiation meetings
Task 3-Conduct employee briefings
PHASE II-CLASSIFICATION
'.~"1
...
-.
Task 1-Conduct management conferences
Task 2-Employees complete questionnaires
Task 3-Prepare for job analysis interviews
Task 4-Conduct job analysis interviews
Task 5-Prepare draft classification concepts
Task 6-Review draft classification concepts
Task 7-Prepare class specifications
_ Task 8-Undertake review process
...
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...
Task 9-Finalize classification plan
..
PHASE III-COMPENSATION
,.. Task 1-Conduct compensation workshop
... Task 2-DeveJop compensation policy
Task 3-Collect compensation data
-
Task 4-Compile and format data
..
Task 5-Audit and finalize compensation data
... Task 6-Conduct internal relationship analysis
.. Task 7-0evelop salary recommendations
Task 8-0evelop alternative salary plans
- Task 9-0evelop implementation strategies
.. Task 10-Prepare/review draft compo report
Task 11-Prepare/submit final compo report
-
PHASE V-IMPLEMENTATIONI ADMINISTRATION
..
Task 1-Submit administrative guidelines
Task 2-Conduct employee debriefings
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Project Timeline
City of San Bernardino
16 17
19
Page 35
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Project Schedule
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Project Staffing
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SECTION V
-' PROJECT STAFFING
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Page 37
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Project Staffing
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Page 38 .-
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Project Staffing
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STAFF QUALIFICATIONS
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Consultants, complemented by consulting firms, define the difference between suc-
cess and failure in projects of this nature. Johnson & Associates understands that
selection of a project team with the right mix of skills and experience is the most
important decision 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 work-
load of all consulting staff was taken into account to ensure our ability to fully meet
your stated needs and objectives. Specific assignments will be given to consulting
staff at time of project award. The project staff all have extensive classification and
compensation experience. Brief resumes of all prospective staff consultants are pre-
sented on the following pages.
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Page 39
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Project Staffing
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Page 40 ..
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Project Staffing
"
Douglas Johnson
President
...
....
.,
Mr. ,Tohnson is President of Johnson & Associate~, a recently formed consulting firm that
specializes in human resource management studies. Prior to forming Johnson & Associates,
Mr. Johnson served as a Principal Consultant with Ralph Andersen & Associates with re-
sponsibility for managing the firm's human resource consulting practice. He has over
eleven years of consulting experience with a full range of public agencies throughout the
United States including cities, counties, utilities, educational institutions and special dis,
tricts.
...
....
...
'"'
...
Mr. Johnson's consulting responsibilities include managing and participating in a full range
of human resource projects including classification studies, job evaluation system design,
pay plan development, market research and analysis, total compensation analysis, per,
formance appraisal and pay-for-performance related projects. Mr. Johnson has additional
expertise in developing automated compensation models and maintenance programs using
spreadsheet applications.
-
-
-
...
Examples of Mr. Johnson's past consulting experiences and current projects include:
-
..
. Management of large and medium sized classification and compensation studies for
the cities of Coronado, Huntington Beach, Palm Springs, San Clemente, Santa Bar,
bara, Simi Valley, Morgan Hill, Foster City and Vallejo, California
...
...
. Management of classification studies for the Washington cities of Bothell, Vancou-
ver, Federal Way and Shoreline
..
-
. Management of numerous city studies including Portland, Oregon; Reno, Nevada;
Albuquerque, New Mexico; Grand Forks, North Dakota; and Glendale, Arizona
...
-
. Management of studies for several utilities and special districts including Santa
Clara Valley Water District, Metropolitan Water District, Bay Area Rapid Transit
District and Port of Oakland
...
iii
. Management of studies for large educational institutions including Palomar College,
Southwestern College, Orange County Office ')f Education and Pleasant Valley Uni,
fied School District
...
-
...
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 organ-
izational and personnel development. He is an associate member of the American Compen-
sation Association (ACA).
""
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Page 41
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Project Staffing
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Page 42
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Project Staffing
...
Sheila Forsberg
Principal Consultant
.,
Ms. Forsberg is a Principal Consultant with Johnson & Associates and has over five 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 compensation 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 management systems and personnel manuals.
...
..
.~
...
..,
For this engagement, Ms. Forsberg will either serve as project manager or lead consultant.
Recent experience includes participation in the following projects:
...
'",
. Project manager for classification and compensation studies involving selected
groups of employees for the Santa Cruz City-County Library System, Oceanside,
Belmont, Millbrae, and Southwestern Community College.
...
""
...
. Project manager for comprehensive classification and compensation studies con-
ducted for the cities of Arroyo Grande, Pacific Grove, Belmont and Reno.
-
..
. Project manager for classification and compensation studies conducted for San Joa-
quin Delta Community College, Palomar Community College, Monterey Regional
Water Pollution Control Agency and Midpeninsula Regional Open Space District.
..
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. Lead consultant on the classification components of studies conducted for the cities
of Coronado and Camas, California, and Albuquerque, New Mexico
..
. Lead consultant on the classification plans developed for the Santa Clara Valley Wa-
ter District and the San Francisco Bay Area Rapid Transit District
III
...
Prior to becoming a management consultant with Ralph Andersen & Associates & Johnson
& Associates, Ms. Forsberg held administrative and management positions in the private
sector including Human Resources Director for a major health service provider in the Sac-
ramento area. Her experience encompassed the broad area of human resources manage-
ment and focused on the areas of compensation and classification.
..
III
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Ms. Forsberg holds a Bachelor of Science degree in Business Administration from Califor-
nia State University, Sacramento. Her course work emphasized human resource manage-
ment.
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Project Staffing
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Page 44
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Project Staffing
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Debbie Owen
Consultant
...
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Ms, Owen is a Consultant with Johnson & Associates and is in her fifth year providing con-
sultmg assistance to public agencies. Ms. Owen oversees the firm's compensation survey
activities including public and private sector surveys. Her expertise includes labor market
selection, preparation of survey instruments, data collection and analysis and survey re-
porting. In addition, Ms. Owen performs a full range of classification services including
conducting interviews, developing classification recommendations and preparing class
specifications.
...
,.,
...
...
For this project, Ms. Owen will participate in the development of classification
recommendations and oversee the collection and analysis of salary data. Relevant experience
includes participation in the following projects:
...
"'"
...
. Classification and compensation analyses for the cities of Colorado Springs and
Grand Junction, Colorado; Albuquerque, New Mexico; Forest Grove, Oregon and
Camas, Washington; the Bay Area Rapid Transit District, Santa Clara Valley
Water District and the cities of Coronado, Palm Springs, Arroyo Grande, Seal
Beach, Rialto, Coronado, and Morgan Hill, California
...
...
..
..
. Collection and analysis of total compensation data for studies in Nevada Irrigation
District, City of Roseville Electric Utility Department, San Joaquin County and
the cities of Rialto, Simi Valley, Modesto, Pacific Grove, and San Bernardino,
California.
..
..
..
. Collection analysis of compensation data for studies in cities, counties and special
districts including Santa Clara County, Santa Clara Transit District, Moulton
Niguel Water District, Monterey Regional Water Pollution Control Agency and
Port of Oakland, California; the City of Eugene and Washington County, Oregon;
Regional Transportation Commission, Nevada; Clark County Public
Transportation Benefit Area Authority and Clallam County Public Utility District,
Washington.
..
..
...
..
.
. Classification and compensation analyses for information technology studies
conducted on behalf of Multnomah County, Oregon and the Orange County
Department of Education, California.
...
.
Prior to becoming a management consultant with Ralph Andersen & Associates & Johnson
& Associates, Ms. Owen worked in the areas of administrative management and Human
Resources in the private sector. Her experience in Human Resources focused on the areas of
compensation and benefits.
..
.
..
Ms. Owen )btained her CCP from and is a member of, the American Compensation Associa-
tion (ACA).
..
..
III
Page 45
..
.
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Project Staffing
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Page 46 ...
II!!
...
Project Staffing
Tamara Ackler
Consultant
r
Ms. Ackler is a Consultant with Johnson & Associates and is in her fourth year providing
consulting assistance to public agencies. Ms. Ackler participates in the full range of human
resources consulting services provided by the firm. Her expertise includes conducting em-
ployee interviews, allocating positions to appropriate classes, preparing class specifications
and resolving classification issues. She likewise participates in the collection and analysis
oflabor market salary and benefit data.
For this project, Ms. Ackler will provide assistance in updating the City's class specifica-
tions. Relevant experience includes the following:
.,
. Staff consultant on classification and compensation studies for the San Francisco
Bay Area Rapid Transit District and the Santa Clara Valley Water District
...
. Staff consultant with responsibility for conducting employee interviews and prepar-
ing comprehensive class specifications for the cities of Reno, Nevada and Belmont,
California
.
. Staff consultant with responsibility for preparing comprehensive class specifications
and resolving classification issues for a personnel management study underway for
the City of Albuquerque, New Mexico
...
.~.
...
. Staff consultant with responsibility for coordinating and preparing comprehensive
class specifications for classification studies conducted for the Metropolitan Water
District of Southern California
..
...
. Classification analysis support for multiple human resource management studies in-
cluding the cities of Pacific Grove and Oceanside, California; Bothell, Washington;
Colorado Springs and Grand Junction, Colorado; and Sun City West, Arizona
'"t
...
'..
Prior to joining Johnson & Associates, Ms. Ackler was a consultant with Ralph Andersen &
Associates. Ms. Ackler holds a Bachelor of Science degree in Business Administration from
California State University, Sacramento. Her course work emphasized Human Resource
Management.
...
,,,.
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'110
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Page 47
-
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Project Staffing
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Page 48
...
...
Project Staffing
Brianna Ham
Consultant
Ms. Ham is a Consultant with Johnson & Associates and is in her tenth year providing con-
sulting assistance to public agencies. Ms. Ham serves as a staff consultant on the full range
of human resources projects. Her experience includes participation in the development of
tailored classification and compensation plans for large and small projects. Ms. Ham's ex-
pertise includes development of classification recommendations and class specifications,
collection and analysis of labor market salary and benefit data and development of salary
recommendations.
.j
For this engagement, Ms. Ham will participate in the development of classification recom-
mendations and the collection and analysis of labor market survey data. Relevant experi-
ence includes participation in the following projects:
..
. Staff consultant on studies for the City of Coronado, City of Oceanside, San Fran-
cisco Bay Area Rapid Transit District, Reno Transportation Commission, and Santa
Clara Valley Water
...
...
. Staff consultant with responsibility for preparing comprehensive class specifications,
resolving classification issues and conducting comprehensive labor market salary
surveys for personnel management studies conducted for the Cities of Huntington
Beach, Roseville, Grand Junction and Colorado Springs
...
...
...
. Staff consultant with responsibility for providing technical assistance in the areas of
classification and salary recommendations for the Port of Oakland, Palomar Com-
munity College District, and Peralta Community College District
...
..
. Staff consultant providing classification and compensation analysis support for mul-
tiple human resource management studies including the San Joaquin County, Moul-
ton Niguel Water District, Orange County Department of Education and City of
Santa Rosa Utilities Department
...
..
...
Prior to joining Johnson & Associates, Ms. Ham was a consultant with Ralph Andersen &
Associates and other consulting firms providing human resources consulting services to
public sector agencies. Ms. Ham holds a Bachelor of Science degree in Speech Communica-
tion from Northern Arizona University and completed her graduate level coursework at the
University of California, Davis. Her course work emphasized business administration, hu-
man resource management and organizational communication.
....
"..
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Page 49
-
..
Project Staffing
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Page 50
"
.
Project Staffing
Jeffrey McMurdo
Consultant
Mr. McMurdo is a Consultant with Johnson & Associates and is in his first year providing
consulting assistance to public agencies. Mr. McMurdo participates in the full range of hu-
man 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.
For this project, Mr. McMurdo will provide assistance in developing the classification and
compensation plan and in collecting labor market data. Relevant experience includes the
following:
..l
. Staff consultant with responsibility for preparing comprehensive class specifications
for classification studies conducted for the City of Forest Grove, City of Camas, Van-
couver Housing Authority and Southwestern Community College
'.
. Collection and analysis of total compensation data for studies for Midpeninsula Re-
gional Open Space District and Oakland Housing Authority
'*"
"
. Collection and analysis of compensation data for studies conducted for the City of
Vallejo, City of Huntington Beach, Alameda County Waste Management Authority
and Roseville Electric Utility
...
.,
."
. Staff consultant with responsibility for collecting and analyzing market data and for
coordinating and preparing comprehensive class specifications for a study underway
for the of Santa Cruz City/County Library System
...
.w
. Staff consultant with responsibility for providing assistance in the areas of classifi-
cation and salary recommendations for the City of Eugene and the Los Alamos Pub-
lic School District
...
...
...
Prior to joining Johnson & Associates, Mr. McMurdo was attending California State Uni-
versity, Sacramento. Mr. McMurdo holds a Bachelor of Science degree in Business Admini-
stration from California State University, Sacramento. His course work emphasized Hu-
man Resource Management.
...
...
...
....
"'"
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Page 51
...
..
Project Staffing
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Page 52
JI!
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Project Cost
SECTION VI
PROJECT COST
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Page 53
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Project Cost
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Page 54 ...
II!!
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Project Cost
PROJECT COST
The total fixed cost for professional service fees and expenses to complete the classi-
fication and compensation study, as proposed, amounts to $128,000. The cost of pro-
fessional services and expense reimbursement is based upon the project as de-
scribed in the Request for Proposal and the work plan prepared in response.
I
"'
'"
The costs outlined assume a total of five separate field trips to the City to accom-
plish the following:
Trip #1:
...
....
...
Trip #2:
.""1
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Trip #3:
Trip #4:
...
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Trip #5:
..
Project Initiation Meeting
Management Conferences
Briefings
Employee Interviews
Compensation Workshop
Draft Classification Concepts Review
Employee Review Process Status
Review Draft Compensation Report
Final Report/Formal Presentations
Debriefings
...
If additional trips were required, they would be billed portal-to-portal using the
firm's standard hourly billing rate of $110.00 per hour.
By combining the projects, there are some cost savings since certain tasks can be
performed concurrently. If the project were completed in two separate phases, the
fixed cost for each component would be as follows: 0"
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-
lIII
..
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lor
Classification: $94,000; assuming 4 field trips
Compensation: $39,400; assuming 3 field trips
""
If the scope of the analysis creates budget problems for the City, or if additional
analysis is desired, we are willing to review the work plan and adjust it and the cost
so that it is mutually satisfactory.
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Page 55
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Project Cost
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Page 56
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Appendices
ApPENDIX A
JOB ANALYSIS QUESTIONNAIRE
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Appendices
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Page A-2
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JOHNSO,
\SSOCIATES
"
:-;,\,
City of San Bernardino
JOB ANALYSIS QUESTIONNAIRE
I - IDENTIFYING INFORMATION
A Name
(Last)
(First)
(Middle Initial)
R Current Classification Title
C Department
Division
D. Total Length of Time with Organization
(years)
(months)
E. Length of Time in Current Position
.
'. F. Assigned HourslWeek
.... G. Assigned DayslWeek
...
H. Work Address and Telephone Number
~
L Name of lnunediate Supervisor
".
1. Classification Title of Immediate Supervisor
..
(years)
(months)
; from
to
...
...
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 position,
as you understand it, and the key result that the job is expected to achieve.
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@1998 Johnson & Associates
All Rights Reserved
A-3
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III - IMPORTANT AND ESSEl\TIAL DUTIES
In this section, please identify up to five or six major components of your job. For each major component, then list the important
duties you perform. 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 an action word, such as type,
clean, collect, supervise, prepare, or similar verbs.
After you have listed the duties, rate each duty statement for relative frequency using the scales provided and estimate the percentage
of time spent on each major component of your job annually.
Column 1:
i
Relative Frequency Code Relative Frequency Code !
Performed once or more daily D Performed one or more monthly M 1
P "formed once or more weekly W Performed once or more yearly y
Column 2: Time Spent: Please estimate percentage of time you spend on this duty on an annual basis. Assume performance of all
duties equals 100 percent.
Column 3: E (Essential): Duty is critically important to achieving the job's overall purpose.
S (Secondary): Duty is performed infrequently, or it could be assigned to another job, or it could be eliminated
altogether without affecting this job's overall purpose.
Freq.
IMPORTANT AND ESSENTIAL DUTIES Code 0/0 Time E/S
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
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@1998Johnson &.Associates
All Rights Reserved
A-4
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IMPORTANT AND ESSENTIAL DUTIES Code I % Time E/S ,
,
II. I
I
,
12.
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13. I
I
.4. ,
I
,
15.
16.
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18. t
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19.
20.
21.
22.
Freq.
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WI
Attach additional pages as necessary.
"'"
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"'"
IV - DUTIES ADDED TO YOUR JOB IN THE LAST YEAR
...
Identify each duty in Section III which has been added to your job in the last year. Please list below the number(s) which corresponds
to each of those duty statements (e.g., #3, #6)
...
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.
@1998 Johnson & Associates
All Rights Reserved
A-5
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V -JOB RELATED QUALIFICATIONS
JOB RELATED OUALIFICATIONS: Please list the knowledge, skills and abilities that are:
1. Necessarv for successful performance.
2. Cannot be learned in a brief training or orientation session (1 week or less).
3. Reauired bv the iob, not ones you may have acquired on the Job.
DEFINITIONS
KNOWLEDGE is a body of information that applies directly to tho p, :':onnance of a function or duty (e.g., Knowledge of accounting
principles and practices).
~'KILL is a developed ability to use knowledge effectively or dexterity/coordination in the performance of physical tasko (e.g..
Operate 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 which are essential for the position being described. The knowledge, skills and abilities
listed under this section should be linked with the essential duty statements.
Duties from Section
III
ESSENTIAL KNOWLEDGE, SKILLS AND ABILITIES STATEMENTS (Please identif)' the duties
from Section III b)
~umber.}
I.
2.
3.
,
4.
5.
6.
7.
8.
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@1998 Johllsoll & Associates
All Rights Reserved
III
...
A-6
.
..
1
Duties from Section ,
III i
ESSENTIAL KNOWLEDGF, SKILLS AJ'ID ABILITIES STATEMENTS (Please identify the duties I
from Section III by I
l"umber.)
9.
,
---I
10. ,
,
I
I'.
12.
i3.
i
I
14. I
:
i5. ,
i6.
17.
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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 o/your job. Check one box.
o Computer skills are not required on a regular basis.
o Work requires computer skills for basic data entry and retrieval. This includes, for example, checking electronic mail or
entering/viewing listing information in a database.
o Work requires using computer skills at an intermediate level. This includes, for example, generating word processing
letters/reports. creating simple graphics, preparing basic spreadsheet reports, creating simple macros, mounting tapes and/or
operating printers and other peripheral devices.
o Work requires advanced computer skills. This includes, for example, writing complex word processing and spreadsheet macros,
programming in an application language, creating complex graphics/presentations, training users on complex systems,
deyeloping complex user documentation, limited systems design and/or trouble shooting maintenance of hardware.
o Work requires expert-level computer skills. This includes, for lmple, developing the design specifications for complex
software, doing complex systems design/analysis, installing/maintaining mainframe hardware, serving as a system
administrator for a large network and/or overseeing an operations center.
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@1998 Johnson & Associates
All Rights Reserved'
A-7
-
VII - EDUCATION & EXPERIENCE
A. Education - What minimum level of education is needed to satisfactorily perform your job'> (Not necessarily your background.)
D Read and write; no specific requirements
o Supplemental training - vocational or college level
course
o High school diploma or equivalent (G.E.D.)
D Fonnal specialized training - 2-year college program;
apprenticeship/technic ian
o Bachelor's or higher degree
Field of Study:
Please list any licenses, registrations, or certificates required for your position and the agency responsible for issuing it.
License, Certificate, Registration Issuing Agency
,
:
I
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B. Exoerience - In addition to education and training, what minimum amounts of experience is needed to enter your position?
r
,
_ years How many years of prior related experience did you have when you were placed in your current job? _ years.
r
VIII - EQUIPMENT OPERATING REQUIREMENTS
r
List equipment or machines you use in the regular course of your assigned duties that require training and skill to operate
proficiently. For each item, please assign a frequency code (D, W, M, Y) and estimate the total amount of time spent (total ~ 100%).
'-
MACHINEIEQillPMENT REQUIRED DOCUMENTATION
Relative Frequency Total Percent of
Time Spent
I.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
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III
@1998 Johnson &.Associates
All Rights Reserved
-
A-8
III
..
IX - SUPERVISION EXERCISED
A. Do you exercise supervision over any employees?
o Ves
o No
B. lfyes, please check the definition which best describes the type of supervision you exercise and the names and classification,job utles of the employees ~\h()m :- tlLJ
supervise.
o Technical and Functional (Lead Worker} - You are responsible for prescribing procedures, methods, materials and formats used in recurrmg prnJl:..:lS l)f
particular area[s] ofwark including training other employees. In addition, you are also responsible for reculTlng work projects or aC!1\'lties involving tlther
employees to whom you give direction and guidance including lead super-;,ioll for a project or set of work acli\'ities. You may also have responsibility I\.)T
assigning, scheduling, coordinating, organizing, and directing work activities.
Regular Lead D
Project Lead D
Employee Name
Class/Job Title
I
..
D Direct Suoervision - In addition to functional and technical supervision, are responsible for the administration of line personnel functions including
selecting, discipline, grievances, and formal performance evaluations.
-'
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-'
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c.
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... D.
Employee Name
Class/Job Title
If you checked either of the above, please indicate the nature of group supervised and the number supervised.
Full-time
Part-time
Seasonalffemp
Volunteer
Contract
Please clarify your responsibility for the following supervisory responsibilities and decisions. Check the appropriate responsibility description which relates to
each applicable function you perform in your position.
...
RESPONSIBILITY
Responsible for Make Formal
Function Function Recommendations Provide Input N/A
Hiring 0 0 0 0
Termination 0 0 0 0
Promotion 0 0 0 0
Performance Appraisal 0 0 0 0
Employee Discipline 0 0 0 0
Employee Counseling 0 0 0 0
Setting Goals and Objectives n 0 0 0
Revising Procedures iJ 0 0 0
Changing Policy 0 0 0 0
Training 0 0 0 0
-
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-
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-
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-
@1998 Johnson & Associates
All Rights Reserved
A-9
...
x - CONTACTS
A. With what individuals inside your organization do you have regular and frequent job related contact other than your supen:isor
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, Y). You may indicate more than 0ne "purpose of contact" as appropriate.
Purnose of Contact
Provide information
Collect information
Coordinate projects, activities, etc.
Solve problems
Code
a
Puroose of contact
Negotiate solutions within policy guidelines
Negotiate solutions involving policy changes
Other - specify below
Code
e
b
f
c
g
d
Relative
Tvne of Internal Contact Purnose of Contact Frequency
0 Clerical/maintenance staff, other departments
0 Professional/technical staff, same department
I
0 I
Professionallteclmical staff, other departments I
0 Managers, other departments .
,
0 Councils (Type - )
0 Board( s) (Type - ) ,
0 Commission(s) (Type - ) I
0 Committee(s) (Type - ) I
I
,
0 (Specify)
0 (Specify)
I
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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, Y). You may indicate more than one "purpose of contact" as appropriate.
I'"
'-
Relative
TVDe of External Contact Purnose of Contact Frequency
0 General public
0 Contractors, engineers and/or developers
0 Vendors
0 Public Agencies
0 Consultants
0 Committee(s) (Type- )
0 (Specify) -
0 (Specify)
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@1998 Johnson & Associates
All Rights Reserved
A-IO
"
.
XI - ENVIRONMENTAL FACTORS
Please identify any unusual working conditions which you are exposed to in the course of your job and indicate the relative code (see
below) for each of the applicable conditions. Also indicate from Section III the number(s) of the Duties (i.e., #3, #6) which are related
to these working conditions.
Frequency Codes:
[~Infrequent (less than 10%)
S ~ Seldom, Minimal (10% - 25%)
M = Moderate, Average (25% - 50(%)
A ~ Almost Always (more than 50%)
j
Relative frequency
Condition 1 S M A Duties
Olltside environment; travel from site to site
Inside environment
Heat
Cold
Dampness or Chil1ing
Dry atmosphere condition
Working in confined spaces
Working closely with others
Wark alone ,
Irregular work hours I i
Working with machinery i
Working with or in water , I ,
Working below ground I I
Work on ladders/scaffolds I i I
,
Vibration , I
Noise I
Slippery/uneven surfaces i
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:
..,
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,.. Check the box that best describes your overall environmental working conditions.
""
o
o
General- Standard setting.
'...
Unnleasant - Moderate exposure to conditions that may be unpleasant but not hazardous; occasional exposure to risks
controlled by safety precautions.
...
...
o
Hazardous - Infrequent or moderate risks or discomforts which are partially controlled by special safety precautions, e.g.,
working around machines with moving parts, with contagious diseases or irritant chemicals.
...
o
Silmificant Risk _ Continuous high risks with exposure to poten".lIy dangerous situations requiring a range of safety or other
precautions, e.g., working at greal heights, under extreme condilions, subject to possible physical attack, working around high
voltage.
@1998 Johnson & Associates
All Rights Reserved
A-II
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XII - PHYSICAL FACTORS
Please identify each appropriate physical activity required in the performance of your job and indicate the relative code (see below)
for each activity. Also indicate from Section III the number(s) of the Duties (i.e., #3, #6) which are related to these physical factors.
Frequency Codes:
I ~ Infrequent (less than 10%)
S ~ Seldom, Minimal (10% - 25%)
\1 ~ Moderate, Average (25% - 50%)
A ~ Almost Always (more than 50%)
Relative Frequenq ,
Condition I S I M I A Duties
Heavy lifting, 45 Ibs. & over I i j
Moderate lifting, 15-45 lbs. I I
L:;;ht lifting, under 15 Ibs. I ! I
Heavy carrying, 45 lbs. & over I i
Moderate carrying, 15-451bs. I
Light carrying, under 15 lbs. i
Pulling I
Pushing ,
Reaching I I
Use of fingers , I I I
,
Both hands required I , I
I i ,
Walking I I I ,
I
Standing , I
I
Sitting I ,
Crawling , I , I
Kneeling I ,
I I
Repeated bending
Climbing ,
Operating of motorized equipment I
Ability to discharge firearms i
Speech I
Visual requirements
.:. Near vision, i.e., 20 inches or less
.:. Mid.range, Le., 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
Hearing requirements
Special Factors not listed:
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Check the box that best describes the overall amount of physical effort typically required by your job.
,..
Standard - Normally seated, standing or walking at will; normal physical ability to do some bending and light carrying.
...,
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RestrictedIMobile - Confined to irrunediate work area~ can only leave work station during assigned breaks.
,..
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Exertive - Extensive walking, recurring bending, crouching, stooping, stretching, reaching or similar activities; recurrmg
lifting of light or moderately heavy items.
..
o
Strenuous - Consid"rable and rapid physical exertion or den,Jnds on the body such as frequent climbing of tall ladders,
continuous lifting of heavy objects, crouching or crawling in restricted areas; exertion requires highly intense muscular action
leading to substantial muscular exhaustion.
...
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...
@1998 Johnson & Associates
All Rights Reserved
A-12
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XIIl- MISCELLANEOUS COMMENTS
Miscellaneous Comments:
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-
Employee Signature:
Date:
-
-
@1998 Johnson & Associates
All Rights Reserved
A-13
-
IMMEDIATE SUPERVISOR REVIEW
Did the employee describe duties and responsibilities accurately and fully? Are there duties missing? Are there any duties listed
which are not a requirement of this position? Please comment. Do not make comments regarding employee performance.
r
Signature:
Date:
r
Classification Title
Signature:
Date:
r
Classification Title
,..
MANAGEMENT REVIEW
I'"
Do the preceding descriptions and comments by the employee and immediate supervisor(s) describe the position accurately and
fully? Please comment.
..
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fill
Signature:
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Classification Title
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@J998 Johnson & Associates
All Rights Reserved
...
A-14
III
..
Appendices
ApPENDIX B
LISTING OF PAST
AND CURRENT CLIENTS
.1
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Appendices
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Page B-2
II
..
Listing of Past & Current Clients
Listing of Past & Current Clients
(Ralph Andersen & Associates and Johnson & Associates Projects)
.4
ABC Unified School District, CA
ACW.\Joint Powers Insurance Authority, CA
Alameda County, CA
Albuquerque, NM
Alhambra, CA
American Canyon, CA
Anaheim, CA
Apache Junction, AZ
Ardmore, OK
Arroyo Grande, CA
Azusa, CA
Banning, CA
Bay Area Rapid Transit (BART), CA
Bell, CA
Belmont, CA
Big Bear Lake, CA
Bishop, CA
Blue Valley Recreation Commission
Bothell, W A
Brighton, CO
Butte County; Housing Authority of the, CA
California School Employees Association
California State Employees Association
Calis toga, CA
Camarillo, CA
Capitol Area Development Authority
Conservation & Renewable Energy Systems, W A
Carmel Area Wastewater District, CA
Carson City, NV
Casper, WY
Center Unified School District
Cheyenne, WY
Chino Basin Municipal Water District, CA
Chino Hills, CA
Chino Valley Independent Fire District, CA
Chula Vista, CA
Clark County Health District, NV
Clark County Public Transportation, W A
Clark County, NY
Clovis Unified School District, CA
Coast Community College District, CA
Colorado Intergovernmental Risk Sharing Agency
Colorado Springs, CO
Colusa County, CA
Community Services Agency, NV
Concord, CA
Contra Costa Co. Municipal Risk Management Authority
Contra Costa County, CA
Catati, CA
Cucamonga County Water District, CA
Cypress, CA
Davis, CA
Durango, CO
East Bay Municipal Utility District, CA
EI Cerrito, CA
Emerald Peoples Utility District
Eureka & Humboldt County Housing Authorities, CA
Eureka, CA
Fair Oaks Water District, CA
Fairfield, CA
Federal Way, WA
..
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Page B-3
-
FIA Associates, CA
FJlltana, CA
Fort Vancouver Regional Library, \VA
Foster City, CA
Gallup-McKinley County Public Schools
Glendale, AZ
Glenn-Colusa Irrigation District, CA
Golden Gate University, CA
Golden, CO
Grand Forks, ND
Grand Junction, CO
Greater Vallejo Recreation District, CA
Greenwood Village, CO
Hercules, CA
Hollister, CA
Housing Authority of the County of l\'lonterey, CA
Imperial Irrigation District, CA
La Plata County, CO
Lane County, OR
Lane Transit District, OR
Las Vegas Housing Authority, NV
Las Vegas, NV
Lathrop, CA
Lawndale, CA
League of California Cities
Lemoore, CA
Long Beach, CA
Los Alamos Public Schools
Los Lomitas Elementary School District, CA
Lynwood, CA
Mammoth Lakes, CA
Medic Alert Foundation International, CA
Menlo Park Fire Protection District, CA
Mesa County, CO
Metropolitan Expo Recreation Commission, OK
Metropolitan Water District of Southern California
Midpeninsula Regional Open Space District, CA
Modesto Irrigation District, CA
Modesto, CA
Monte Vista Water District, CA
Monterey Peninsula Water Management District
Moorpark, CA
Morgan Hill, CA
Mountain View, CA
Mult.lOmah County, OR
Natomas Unified School District, CA
Nevada Irrigation District, CA
Nevada, State of
New Haven Unified School District
Newport Beach, CA
North Dakota Insurance Reserve Fund
North Richland Hills, TX
Novato, CA
Oakland Housing Authority, CA
Oceanside, CA
Ogden, UT
Oklahoma Municipal Power Authority
Ontario, CA
Orange County Department of Education, CA
Orange County Division, League of CA Cities
Orange County Law Library, CA
Listing of Past & Current Clients
Oregon City, OR
Otero County, N11
Oxnard School District, CA
Pacific Grove, CA
Palm Desert, CA
Palm Springs, CA
Palmdale School District, CA
Palo Alto, CA
Palomar Community College District, CA
Pasadena, CA
PeboIp Beach Company, CA
Pima Community College District, AZ
Platte River Power Authority
Pleasant Valley School District, CA
Plumas County, CA
Pomona, CA
Port of Oakland, CA
Portland, Housing Authority of, OR
Portland, OR
Public Utility District #1 of Clallam County
Rancho Palos Verdes, CA
Recreation Centers of Sun City West, Inc.. AZ
Redondo Beach, CA
Redwood Empire Municipal Insurance Fund, CA
Regional Transportation Commission, NV
Reno Housing Authority, NV
Reno, NV
Rialto, CA
Richardson, TX
Rio Hondo Community College District, CA
Rio Linda Water District, CA
River Delta Unified School District, CA
Riverbank, CA
Riverbank, Housing Authority of the City of, CA
Riverside County Housing Authority, CA
Riverside County, CA
Rocklin, CA
Sacramento County Office of Education, CA
Sacramento Engineering TechlInspectors Assoc.
Sacramento Municipal Utility District, CA
Saddle back Community College District, CA
San Bernardino County Housing Authority, CA
San Bernardino Water Department, CA
San Bernardino, CA
San BernardinofDevelopment Department, CA
San Clemente, CA
San Diego Association of Governments, CA
San Diego County Water Authority, CA
San Dimas, CA
San Francisco Bay Area Rapid Transit District
San Francisco; City and County, CA
San Joaquin County, CA
San Jose, CA
San Juan CapistranoNalley Water District, CA
San Juan Capistrano, CA
San Luis Coastal Unified School District, CA
San Mateo County Office of Education, CA
San Mateo County Superintendent of Schools, CA
San Mateo County Transit District, CA
San Mateo. CA
San Miguel County, CO
Santa Ana Unified School District, CA
Santa Clara County Housing Authority, CA
Santa Clara County Transit District, CA
Santa Clara Housing Authority, CA
Santa Clara Valley Water District, CA
Santa Monica, CA
Santa Monica-Malibu Unified School District, CA
SchooLs InslJrance Authority, C.\
Seal Beach, CA
Sl:dona, .-\Z .
Shasta Union High School District. c.-\
Shoreline, WA
Sierra Vista,...\Z
Simi Valley, CA
3cuth Bayside System Authority, CA
South Coast Air Quality Management District, CA
South Coast Water District, CA
South East Regional Reclamation Authority, CA
South San Francisco Conference Center, CA
Southern California Rapid Transit District, CA
Steamboat Springs, CO
Summit County, CO
Telluride School District
Thornton, CO
Three Valleys Municipal Water District, CA
Tiburon, CA
Tulare County Department of Education, CA
Turlock Irrigation District, CA
Unified Sewerage Agency, OR
Utah Associated Municipal Power Systems
\'allejo, CA
Vancouver, WA
Ventura, CA
Washington County, OR
Water Facilities Authority, CA
West Kern Water District, CA
West Sacramento, CA
Western Municipal Water District, CA
Westlands Water District, CA
Westminster, CA
Windsor Water District, CA
Wright Elementary School District, CA
Yucaipa, CA
Yuma Union School District
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Page B-4
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Appendices
ApPENDIX C
SAMPLE COMPENSATION
PRODUCTS
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Appendices
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Page C-2
IIll
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Prepared by Johnson & Associates
05/09/96
CITY OF PALM SPRINGS
LABOR MARKET SALARY SURVEY
Statistics computed using control poinUmaximum
Accountant
.~
Agency Comparable Class Title Minimum C.P./Max
City of E.rea No Comparable Position
City of RedJands No Comparable Position
Coachella Valley Water District Surveyed for Wastewater Classes Only
City of Downey Accountant 2322 2876
City of Corona Accountant 2448 2976
City of Upland Accountant 2605 3167
City of La Mesa Accountant 2733 3323
City of Ontario Accountant 2730 3333
City of Indio Accountant 2784 3383
City of Carlsbad Accountant 2835 3446
City of Cathedral City Accountant II 2849 3461
City of Whittier (ccountant 2554 3506
City of Burbank Accountant 2891 3522
City of Azusa I~ccountant 2944 3550
Citv of Palm Desert Accountant II 2958 3595
Citv of Palm sliriiiiis 1Accountant 2631 3708
City of Chino Accountant 3160 3841
City of Montebello Accountant 3022 3857
City of Riverside Accountant II 3269 3973
City of Fontana Accountant II 3402 4135
CitV of Escondido Accountant 2896 4345
% Abovel
Number of Observations 17 Market Below
Varlabllitu Hiah Value Market
Labor Market Median 3506 5.45%
40th Percentile 3452 6.90%
60th Percentile 3539 4.56%
75th Percentile 3841 -3.59%
Labor Market Mean 3546 4.36%
cliV of Palm SDrinas Salarv Percentile 72nd Percentile
...
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-
Prepared by Johnson & Associates
05/09/96
CITY OF PALM SPRINGS
LABOR MARKET SALARY SURVEY
Statistics computed using control point/maximum
Accounting Manager
Agency Compar..ble Class Title Minimum C.P.lMax
City of Chino No Comparable Position
City of C::Jwney I No Comparable Position
City of Escondido No Comparable Position
Coach ell a Valley Water District Surveyed for Wastewater Classes Only
City of Redlands IAccounting Manager 3410 4120
City of Upland .Revenue Manager 3526 4286
City of La Mesa ISenior Accountant 3640 4368
City of Palm Desert ,Accountinq Manaqer 3829 4654
City of Palm Springs Accounting Manager 3443 4849
City of Azusa IAccounting Service Supervisor 3974 4852
City of Cathedral City iAccounting Services Manager 4013 4888
,
City of Whittier iAccounting Manager 4062 4985
City of Indio IAccount Services Manager 4170 5060
City of Corona Finance Manager 4349 5432
City of Montebello IAssistant Finance Director 4510 5483
City of Ontario Accounting Manager 4655 5683
City of Carlsbad Assistant Finance Director 4481 5718
City of Brea Financial Services Manager 4569 5863
City of Fontana Accounting Manager 4878 5928
City of Burbank Accounting Manager/Ass!. Finance Dir. 4926 5985
City of Riverside Accountina Manaaer/Controller 4672 6260
% Above!
Number of Observations 16 Market Below
Varlabilitv Hiah Value Market
Labor Market Median 5246 -8.19%
40th Percentile 4985 -2.80%
60th Percentile 5483 -13.07%
75th Percentile 5754 -18.67%
Labor Market Mean 5223 -7.71%
City of Palm Sorinas Salarv Percentile 27th Percentile
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Prepared by Johnson & Associates
05/09/96
CITY OF PALM SP~INGS
LABOR MARKET SALARY SURVEY
Statistics computed using control poinUmaximum
Building Inspector
,
Agency Comparable Class Title Minimum C.P./Max
Coach ell a Valley Water District Surveyed for Wastewater Classes Only
City of Redlands Building Inspector II 2505 3021
City of Cathedral City Building Inspector II 2644 3216
City of Palm Desert Building Inspector 2656 3229
City of Indio Building Inspector 2699 3276
CitY of Downev Buildina Insoector 2653 3287
City of Palm SDrinos Buildino InsDector 2721 3309
City of Corona Building Inspector II 2763 3358
City of Fontana Building Inspector II 2792 3394
City of Montebello Combination Building Inspector 2668 3405
City of Escondido Building Inspector 2848 3462
City of Upland Building Inspector/Plan Checker 2858 3474
City of La Mesa Building Inspector 28691 3487
City of Ontario Building Inspector 2870 3503
City of Whittier Building Inspector II 2656 3645
City of Chino Building Inspector 3187 3873
City of Carlsbad Building Inspector II 3195 3883
City of Azusa Building Inspector 3239 3908
City of Brea Building Inspector 3072 3943
City of Burbank Building Inspector 3290 3997
Citv of Riverside Buildino Insoector II 3432 4172
% Abovel
Number of Observations 19 Market Below
Variabilitv Moderate Value Market
Labor Market Median 3474 -4.99%
40th Percentile 3416 -3.25%
60th Percentile 3500 -5.77%
75th Percentile 3878 -17.20%
Labor Market Mean 3554 _7.42Ol
City of Palm SDrinas Salary Percentile 24th Percentile
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~(Q)[P))f
Resolution No
RESOLUTION OF THE CITY OF SAN BERNARDINO AUTHORIZING THE
EXECUTION OF AN AGREEMENT WITH JOHNSON AND ASSOCIATES TO
CONDUCT A CLASSIFICATION AND COMPENSATION STUDY.
WHEREAS, the City prepared a Request for Proposal and solicited eleven (11)
qualified consulting firms to conduct a classification and compensation study for the
General Unit, Middle Management and Management/Confidential groups;
WHEREAS, the City received two (2) responses to its Request for Proposal;
WHEREAS, it has been determined that Johnson and Associates can best meet
the needs of the City base~ upon the comprehensiveness of their submitted proposal
and their familiarity with the City;
BE IT RESOLVED BY THE MAYOR AND COMMON COUNCil OF THE CITY
OF SAN BERNARDINO AS FOllOWS:
SECTION 1: The Mayor of the City of San Bernardino is hereby authorized and I
directed to execute on behalf of said City an Agreement with Johnson and Associates to
conduct a classification and compensation study, a copy of which is attached hereto,
. marked Exhibit A and 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 resolution.
/11
II/
/11
11o.~() ])
17-/w,h1
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10
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2
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the
3
Common Council of the City of San Bernardino at a
meeting thereof,
4
held on the
day of
, 1999, by the following vote,
S to wit:
6
AYES
NAYES
ABSTAIN ABSENT
COUNCILMEMBERS:
ESTRADA
LIEN
MCGINNIS
SCHNETZ
SUAREZ
ANDERSON
MILLER
11
12
13
14
15
16
17
18
Rachel G. Clark, City Clerk
The foregoing resolution is hereby approved this
,1999.
19
of
20
Judith Valles, Mayor
City of San Bernardino
21
22
Approved as to form and
Legal content:
23
24
JAMES F. PENMAN,
City Attorney
25
26
27
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1999-321
(OP'r
SERVICES AGREEMENT
THIS AGREEMENT is entered into this 20th day of December 1999, between
JOHNSON AND ASSOCIATES ("CONTRACTOR") and the CITY OF SAN BERNARDINO
("CITY)".
WITNESSETH:
A. WHEREAS, CITY has need for a classification and compensation study; and,
B. WHEREAS, CONTRACTOR is competent, experienced and able to perform
said services: and,
C. WHEREAS, CONTRACTOR has provided the most advantageous and best
responsible proposal for the providing of such services;
NOW THEREFORE, the parties hereto agree as follows:
1. CONTRACTOR shall furnish a classification and compensation study in
accordance with Proposal Specifications.
2. Over the term of this Agreement, CONTRACTOR shall be paid for such
services an amount in accordance with Proposal Specifications and Offeror's Proposal and
Statement.
3. CONTRACTOR shall provide the Director of Human Resources with a
monthly invoice in arrears and shall be provided payment within thirty (30) days therefrom.
CITY retains the right to challenge all or any part of an invoice.
4. The initial term of this Agreement shall be one (1) year from the date first
shown above and is subject to termination by either party upon thirty (30) days written notice
to the other.
5. CONTRACTOR shall indemnify, defend and hold CITY, its officers,
employees and agents harmless from any claim, demand, liability, suit, judgment or expense
(including, without limitation, reasonable costs of defense) arising out of or related to
1999-321
CONTRACTOR's performance of this agreement, except that such duty to indemnify,
defend and hold harmless shall not apply where injury to person or property is caused by
CITY's willful misconduct or sole negligence. The costs, salary and expenses of the City
Attorney and members of his office in enforcing this Agreement on behalf of the City shall
be considered as "attorney's fees" for the purposes of this paragraph.
6. While not restricting or limiting the foregoing, during the term of this
Agreement, CONTRACTOR shall maintain in effect policies of comprehensive public,
general, and automobile liability insurance, in the amount of $1,000,000 combined single
limit and statutory worker's compensation coverage, and shall file copies of said policies
with the CITY's Risk Manager prior to undertaking any work under this Agreement. The
policies shall name the CITY as an additional insured and shall provide for ten (10) day
notification to the CITY if said policies are terminated of materially altered.
7. CONTRACTOR shall perform work tasks as directed by the Director of
Human Resources, but for all intents and purposes, CONTRACTOR shall be an independent
contractor and not an agent or employee of the CITY.
8. In the performance.ofthis Agreement and in the hiring and recruitment of
employees, CONTRACTOR shall not discriminate on the basis ofrace, creed, color, religion,
sex, physical handicap, ethnic background or country of origin.
9. Any notice to be given pursuant to this Agreement shall be deposited with
the United States Postal Service, postage prepaid and addressed as follows:
1999-321
TO THE CITY:
(Name)
City of San Bernardino
Human Resources Department
300 North 'D' Street
San Bernardino CA 924 18
TO THE CONTRACTOR
JOHNSON AND ASSOCIATES
4240 Rocklin Road, Suite 10
Rocklin, California 95677
Nothing in this paragraph shall be construed to prevent the giving of notice by personal
service.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the day
and date first above shown.
Date:
By:
Business Name
Signature
Date:
/.:l.frti /?9?
,
CITYZ. F S ERNARD~ \
by: ~
'- '-'
Susan Lien
Mayor Pro Tern
Approved as to form
and legal content:
ATTEST:
James F. Penman
City Att rney
~h.~
Rach Clark, City Clerk
~.~
1999-321
[OHNSON ASSOCIATES
- ,It::n
QECEJ', L_"
I'
99 OEC \ 3 PM b' \ 5
U\\CES
HUMAN ~E~EORtlI\RD\"O
CITY OF St....
December 9, 1999
Mr. Edward Raya
Director of Human Resources
City of San Bernardino
300 North D Street
San Bernardino, CA 92418
Dear Mr. Raya:
In response to your inquiry regarding our proposed budget for the Classification and
Compensation study the City is undertaking, we are pleased to provide this letter as an
addendum to our proposal.
Based on your conversation with Sheila Forsberg, we have reevaluated the anticipated time
it will take to complete specific tasks in our work plan and revised our budget accordingly.
The resulting fixed cost for professional services and expenses is $98,500. While the work
plan remains essentially the same, this reduction is the result of the following:
. Lower interview rate requiring less on-site consulting time - The City's class plan is
in good condition overall and the majority of employees are in appropriate
classifications with only select areas of concern sUfh as the information technology
related positions. Our original proposal assumed all positions would need to be
evaluated for purposes of classification, therefore a 50-60 percent interview rate was
anticipated. Since this interview rate will not be necessary, a short form
questionnaire will be provided to the majority of employees to be used in
conjunction with their current class specifications Gob description). This
information will be used primarily to update the City's current class specifications.
Any classifications issues that are identified through this process will be discussed
with the City and may result in an interview with the affected employee.
The City will identify areas where there are specific classification concerns and
those employees will complete a more detailed questionnaire. Class
recommendations will be made for these positions and, as necessary, new class
specifications will be prepared. We anticipate interviewing approximately 20-25
percent of the employees using this approaC't.
.p-+o R.oCKLl" R.O\D. Sl-ITE In, R,JJu';'L1:-:, C.\L1FOR\:I\. lJ'lh;;
\'OX (1,il6) I),Cl-14YO F.\X (\.)101 r'';<J-l<..jli'i WWW.J<)H:-;~()..-b.()t;l\TE~.CI)..!
Mr. Edward Raya, Director of Human Resources
City of San Bernardino
Page 2
1999-321
· Update class specifications - Since the City has maintained their class specifications
and will be able to provide these on disk, significantly less time will be needed for
this step. Using information provided in the short form questionnaire, class
specifications would be reviewed and updated accordingly.
While the above changes do not significantly alter our approach to conducting this study,
they do result in a substantial r"duction in ti,c number of days and staff resources needed to
complete the study. We hope the above meets with your approval and we look forward to
the opportunity to work with you on this project.
Sincerely,
JOHNSON & ASSOCIATES
~&;.~~f
, V...A' Douglas B. Johnson
~ 'iresident