Koff and Associates a
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CITY OF RANCHO PALOS VERDES
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT ("Agreement") is made and entered into this 29th day of July, 2014,
by and between the City of Rancho Palos Verdes (hereinafter referred to as the "CITY")
and Koff and Associates (hereafter referred to as "CONSULTANT").
IN CONSIDERATION of the covenants hereinafter set forth, the parties hereto agree as
follows:
ARTICLE 1
SCOPE OF SERVICES
1.1 Project Description
The Project is described as follows:
The City Council is seeking to retain a firm to work with the City Council
and Staff to conduct a Classification and Compensation Study (STUDY) for the CITY and
has retained CONSULTANT to do so.
1.2 Description of Services
CONSULTANT shall perform any and all necessary work in order to provide
the CITY with a comprehensive Classification and Compensation Study, as described in
the CITY's Statement of Qualifications and Proposal, which is attached hereto as Exhibit
"A" and incorporated herein by this reference, and in CONSULTANT's Proposal, which is
attached hereto as Exhibit "B" and incorporated herein by this reference. In the event of
any conflict between the terms of this Agreement and incorporated documents, the terms
of this Agreement shall control.
1.3 Schedule of Work
Upon receipt of a written Notice to Proceed from the CITY, CONSULTANT
shall perform with due diligence the services requested by the CITY. Time is of the
essence in this Agreement. CONSULTANT shall not be responsible for delay, nor shall
CONSULTANT be responsible for damages or be in default or deemed to be in default
by reason of strikes, lockouts, accidents, or acts of God, or the failure of CITY to furnish
timely information or to approve or disapprove CONSULTANT's work promptly, or delay
by CITY, or any other delays beyond CONSULTANT's control or without CONSULTANT's
fault.
ARTICLE 2
COMPENSATION
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2.1 Fee
CITY agrees to compensate CONSULTANT an amount not to exceed forty-
four thousand, six hundred, eighty-eight dollars ($44,688), which includes the City
Council's selection of Option 1 for the Classification component of the study in the amount
of twenty-six thousand, three hundred, fifty-two dollars ($26,352), Option 2 for the
Compensation component of the study in the amount of fifteen thousand, five hundred,
thirty-six dollars ($15,336), and expenses in the not to exceed amount of three thousand
dollars ($3,000) for its services, as described in Article 1.
2.2 Terms of Compensation
CONSULTANT shall submit monthly invoices for the percentage of work
completed in the previous month. CITY agrees to authorize payment for all undisputed
invoice amounts within thirty (30) days of receipt of each invoice. CITY agrees to use its
best efforts to notify CONSULTANT of any disputed invoice amounts or claimed
completion percentages within ten (10) days of the receipt of each invoice. However,
CITY's failure to timely notify CONSULTANT of a disputed amount or claimed completion
percentage shall not be deemed a waiver of CITY's right to challenge such amount or
percentage.
Additionally, in the event CITY fails to pay any undisputed amounts due
CONSULTANT within forty-five (45) days after invoices are received by CITY then CITY
agrees that CONSULTANT shall have the right to consider said default a total breach of
this Agreement and be terminated by CONSULTANT without liability to CONSULTANT
upon ten (10) working days advance written notice.
2.3 Additional Services
CITY may request additional specified work under this Agreement. All such
work must be authorized in writing by the CITY's Acting City Manager prior to
commencement. CONSULTANT shall perform such services, and CITY shall pay for
such additional services in accordance with CONSULTANT's Schedule of Hourly Rates,
which is within Exhibit "B." The rates in Exhibit "B" shall be in effect through the end of
this Agreement.
2.4 Term of Agreement
This Agreement shall commence on July 30, 2014, and shall terminate
when the Classification and Compensation Study deliverables are presented to the City
Council, unless sooner terminated pursuant to Article 4 of this Agreement.
ARTICLE 3
INDEMNIFICATION AND INSURANCE
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3.1 Indemnification
To the maximum extent permitted by law, CONSULTANT shall defend,
indemnify, and hold the CITY, its officials, officers, employees, agents and independent
contractors serving in the role of CITY officials, and volunteers (collectively"Indemnitees")
free and harmless from any and all claims, demands, causes of action, costs, expenses,
liabilities, losses, damages or injuries, in law or equity, to property or persons, including
wrongful death (collectively "Claims"), in any manner arising out of or incident to any acts
or omissions of CONSULTANT, its officials, officers, employees or agents in connection
with the performance of this Agreement, including without limitation the payment of all
consequential damages, attorneys' fees, and other related costs and expenses, except
for such Claims arising out of the sole negligence or willful misconduct of the Indemnitees.
With respect to any and all such Claims, CONSULTANT shall defend Indemnitees at
CONSULTANT's own cost, expense, and risk and shall pay and satisfy any judgment,
award, or decree that may be rendered against Indemnitees. CONSULTANT shall
reimburse Indemnitees for any and all legal expenses and costs incurred by each of them
in connection therewith or in enforcing the indemnity herein provided. CONSULTANT's
obligation to indemnify shall not be restricted to insurance proceeds, if any, received by
CONSULTANT or Indemnitees. All duties of CONSULTANT under this Section shall
survive termination of this Agreement.
3.2 General Liability
CONSULTANT shall at all times during the term of the Agreement carry,
maintain, and keep in full force and effect, a policy or policies of Commercial General
Liability Insurance, with minimum limits of one million dollars ($1,000,000) for each
occurrence and two million dollars ($2,000,000)general aggregate for bodily injury, death,
loss or property damage for products or completed operations and any and all other
activities undertaken by CONSULTANT in the performance of this Agreement. Said
policy or policies shall be issued by an insurer admitted or authorized to do business in
the State of California and rated in A.M. Best's Insurance Guide with a rating of A:VII or
better.
3.3 Automobile Liability
CONSULTANT shall at all times during the term of this Agreement obtain,
maintain, and keep in full force and effect, a policy or policies of Automobile Liability
Insurance, with minimum of one million dollars ($1,000,000) per claim and occurrence
and two million dollars ($2,000,000) in the aggregate for bodily injuries or death of one
person and five hundred thousand dollars ($500,000) for property damage arising from
one incident. Said policy or policies shall be issued by an insurer admitted or authorized
to do business in the State of California and rated in A.M. Best's Insurance Guide with a
rating of A:VII or better.
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3.4 Worker's Compensation
CONSULTANT agrees to maintain in force at all times during the performance of
work under this Agreement worker's compensation insurance as required by the law.
CONSULTANT shall require any subcontractor similarly to provide such compensation
insurance for their respective employees.
3.5 Professional Liability
CONSULTANT shall at all times during the term of this Agreement, carry,
maintain, and keep in full force and effect a policy or policies of professional liability
insurance with a minimum limit of one million dollars ($1,000,000) per claim and
aggregate for errors and/or omissions of CONSULTANT in the performance of this
Agreement. Said policy or policies shall be issued by an insurer admitted or authorized to
do business in the State of California and rated in Best's Insurance Guide with a rating of
A:VII or better. If a "claims made" policy is provided, such policy shall be maintained in
effect from the date of performance of work or services on the CITY's behalf until three
(3) years after the date of work or services are accepted as completed. Coverage for the
post-completion period may be provided by renewal or replacement of the policy for each
of the three (3) years or by a three-year extended reporting period endorsement, which
reinstates all limits for the extended reporting period. If any such policy and/or policies
have a retroactive date, that date shall be no later than the date of first performance of
work or services on behalf of the CITY. Renewal or replacement policies shall not allow
for any advancement of such retroactive date.
3.6 Notice of Cancellation
(a) All insurance policies shall provide that the insurance coverage shall
not be cancelled or modified by the insurance carrier without thirty (30) days prior written
notice to CITY, or ten (10) days notice if cancellation is due to nonpayment of premium.
Additionally, CONSULTANT shall provide immediate notice to the CITY if CONSULTANT
receives a cancellation or policy revision notice from the insurer.
(b) CONSULTANT agrees that it will not cancel or reduce any required
insurance coverage. CONSULTANT agrees that if it does not keep the aforesaid
insurance in full force and effect, CITY may either immediately terminate this Agreement
or, if insurance is available at a reasonable cost, CITY may take out the necessary
insurance and pay, at CONSULTANT's expense, the premium thereon.
3.7 Entire Policy and Certificate of Insurance
At all times during the term of this Agreement, CONSULTANT shall maintain
on file with the CITY Clerk both a copy of the entire policy and a certificate of insurance
showing that the aforesaid policies are in effect in the required amounts. The commercial
general liability policy shall contain endorsements naming the CITY, its officers, agents
and employees as additional insureds.
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3.8 Primary Coverage
The insurance provided by CONSULTANT shall be primary to any coverage
available to CITY. The insurance policies (other than workers compensation and
professional liability) shall include provisions for waiver of subrogation.
ARTICLE 4
TERMINATION
4.1 Termination of Agreement
(a) This Agreement may be terminated at any time, with or without
cause, by the CITY upon thirty (30) days prior written notice or by CONSULTANT upon
ninety (90) days prior written notice. Notice shall be deemed served if completed in
compliance with Section 6.15.
(b) In the event of termination or cancellation of this Agreement by
CONSULTANT or CITY, due to no fault or failure of performance by CONSULTANT,
CONSULTANT shall be paid compensation for all services performed by CONSULTANT,
in an amount to be determined as follows: for work satisfactorily done in accordance with
all of the terms and provisions of this Agreement as determined by the CITY,
CONSULTANT shall be paid an amount equal to the percentage of services performed
prior to the effective date of termination or cancellation in accordance with the work items;
provided, in no event shall the amount of money paid under the foregoing provisions of
this paragraph exceed the amount which would have been paid to CONSULTANT for the
full performance of the services described in Section 2.1 of this Agreement.
ARTICLE 5
OWNERSHIP OF DOCUMENTS
5.1 Ownership of Documents and Work Product
All final documents, plans, specifications, reports, information, data,
exhibits, photographs, images, video files and media created or developed by
CONSULTANT pursuant to this Agreement ("Written Products") shall be and remain the
property of the CITY without restriction or limitation upon its use, duplication or
dissemination by the CITY. All Written Products shall be considered "works made for
hire," and all Written Products and any and all intellectual property rights arising from their
creation, including, but not limited to, all copyrights and other proprietary rights, shall be
and remain the property of the CITY without restriction or limitation upon their use,
duplication or dissemination by the CITY. CONSULTANT shall not obtain or attempt to
obtain copyright protection as to any Written Products.
CONSULTANT hereby assigns to the CITY all ownership and any and all
intellectual property rights to the Written Products that are not otherwise vested in the
CITY pursuant to the paragraph directly above this one.
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CONSULTANT warrants and represents that it has secured all necessary
licenses, consents or approvals to use any instrumentality, thing or component as to
which any intellectual property right exists, including computer software, used in the
rendering of the services and the production of all Written Products produced under this
Agreement, and that the CITY has full legal title to and the right to reproduce the Written
Products. CONSULTANT shall defend, indemnify and hold the CITY, and its elected
officials, officers, employees, servants, attorneys, designated volunteers, and agents
serving as independent contractors in the role of CITY officials, harmless from any loss,
claim or liability in any way related to a claim that CITY's use of any of the Written Products
is violating federal, state or local laws, or any contractual provisions, or any laws relating
to trade names, licenses, franchises, copyrights, patents or other means of protecting
intellectual property rights and/or interests in products or inventions. CONSULTANT shall
bear all costs arising from the use of patented, copyrighted, trade secret or trademarked
documents, materials, equipment, devices or processes in connection with its provision
of the services and Written Products produced under this Agreement. In the event the
use of any of the Written Products or other deliverables hereunder by the CITY is held to
constitute an infringement and the use of any of the same is enjoined, CONSULTANT, at
its expense, shall: (a) secure for CITY the right to continue using the Written Products
and other deliverables by suspension of any injunction, or by procuring a license or
licenses for CITY; or (b) modify the Written Products and other deliverables so that they
become non-infringing while remaining in compliance with the requirements of this
Agreement. This covenant shall survive the termination of this Agreement.
Upon termination, abandonment or suspension of the Project, the
CONSULTANT shall deliver to the CITY all Written Products and other deliverables
related to the Project without additional cost or expense to the CITY. If CONSULTANT
prepares a document on a computer, CONSULTANT shall provide CITY with said
document both in a printed format and in an electronic format that is acceptable to the
CITY.
ARTICLE 6
GENERAL PROVISIONS
6.1 Representation
The CITY representative shall be the Acting City Manager or his or her
designee, and Georg Krammer shall be CONSULTANT's designated representative.
These individuals shall be the primary contact persons for the parties regarding
performance of this Agreement.
6.2 Fair Employment Practices/Equal Opportunity Acts
In the performance of this Agreement, CONSULTANT shall comply with all
applicable provisions of the California Fair Employment Practices Act (California
Government Code Sections 12940-48), the applicable equal employment provisions of
the Civil Rights Act of 1964 (42 U.S.C. 200e-217), and the Americans with Disabilities Act
of 1990 (42 U.S.C. § 11200, et seq.).
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6.3 Audit
The CITY or its representative shall have the option of inspecting, auditing,
or inspecting and auditing all records and other written materials used by CONSULTANT
in preparing its billings to the CITY as a condition precedent to any payment to
CONSULTANT. CONSULTANT will promptly furnish documents requested by the CITY.
6.4 Personnel
CONSULTANT represents that it has, or shall secure at its own expense,
all personnel required to perform CONSULTANT's services under this Agreement. Georg
Krammer shall be the principal person who will perform CONSULTANT'S services under
this Agreement. If Georg Krammer is unable to perform said services, CONSULTANT
shall advise CITY immediately and shall obtain CITY'S approval before replacing Georg
Krammer with any other individual. CONSULTANT may associate with or employ
associates or subcontractors in the performance of its services under this Agreement, but
at all times shall CONSULTANT be responsible for its associates and subcontractors'
services.
6.5 CONSULTANT's Representations
CONSULTANT represents, covenants and agrees that: a) CONSULTANT
is licensed, qualified, and capable of furnishing the labor, materials, and expertise
necessary to perform the services in accordance with the terms and conditions set forth
in this Agreement; b) there are no obligations, commitments, or impediments of any kind
that will limit or prevent CONSULTANT's full performance under this Agreement; and c)
to the extent required by the standard of practice, CONSULTANT has investigated and
considered the scope of services performed, has carefully considered how the services
should be performed, and understands the facilities, difficulties and restrictions attending
performance of the services under this Agreement.
6.6 Conflicts of Interest
CONSULTANT agrees not to accept any employment or representation
during the term of this Agreement or within twelve (12) months after completion of the
work under this Agreement which is or may likely make CONSULTANT "financially
interested" (as provided in California Government Code Sections 1090 and 87100) in any
decisions made by CITY on any matter in connection with which CONSULTANT has been
retained pursuant to this Agreement.
6.7 Legal Action
(a) Should either party to this Agreement bring legal action against the
other, the validity, interpretation, and performance of this Agreement shall be controlled
by and construed under the laws of the State of California, excluding California's choice
of law rules. Venue for any such action relating to this Agreement shall be in the Los
Angeles County Superior Court.
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(b) If any legal action or other proceeding, including action for
declaratory relief, is brought for the enforcement of this Agreement or because of an
alleged dispute, breach, default or misrepresentation in connection with this Agreement,
the prevailing party shall be entitled to recover reasonable attorneys' fees, experts' fees,
and other costs, in addition to any other relief to which the party may be entitled.
(c) Should any legal action between CITY and a party other than
CONSULTANT require the testimony of CONSULTANT when there is no allegation that
CONSULTANT was negligent, CITY shall compensate CONSULTANT for its testimony
and preparation to testify at the hourly rates in effect at the time of such testimony.
6.8 Assignment
Neither this Agreement nor any part thereof shall be assigned by
CONSULTANT without the prior written consent of the CITY. Any such purported
assignment without written consent shall be null and void, and CONSULTANT shall hold
harmless, defend and indemnify the CITY and its officers, officials, employees, agents
and representatives with respect to any claim, demand or action arising from any
unauthorized assignment.
Notwithstanding the above, CONSULTANT may use the services of
persons and entities not in CONSULTANT's direct employ, when it is appropriate and
customary to do so.
6.9 Independent Contractor
CONSULTANT is and shall at all times remain, as to the CITY, a wholly
independent contractor. Neither the CITY nor any of its agents shall have control over
the conduct of CONSULTANT or any of the CONSULTANT's employees, except as
herein set forth, and CONSULTANT is free to dispose of all portions of its time and
activities which it is not obligated to devote to the CITY in such a manner and to such
persons, firms, or corporations as the CONSULTANT wishes except as expressly
provided in this Agreement. CONSULTANT shall have no power to incur any debt,
obligation, or liability on behalf of the CITY or otherwise act on behalf of the CITY as an
agent. CONSULTANT shall not, at any time or in any manner, represent that it or any of
its agents, servants or employees, are in any manner agents, servants or employees of
CITY. CONSULTANT agrees to pay all required taxes on amounts paid to CONSULTANT
under this Agreement, and to indemnify and hold the CITY harmless from any and all
taxes, assessments, penalties, and interest asserted against the CITY by reason of the
independent contractor relationship created by this Agreement. CONSULTANT shall fully
comply with the workers' compensation law regarding CONSULTANT and its employees.
CONSULTANT further agrees to indemnify and hold the CITY harmless from any failure
of CONSULTANT to comply with applicable workers' compensation laws. The CITY shall
have the right to offset against the amount of any fees due to CONSULTANT under this
Agreement any amount due to the CITY from CONSULTANT as a result of its failure to
promptly pay to the CITY any reimbursement or indemnification arising under this Article.
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6.10 Titles
The titles used in this Agreement are for general reference only and are not
part of the Agreement.
6.11 Entire Agreement
This Agreement, including any other documents incorporated herein by
specific reference, represents the entire and integrated agreement between CITY and
CONSULTANT and supersedes all prior negotiations, representations or agreements,
either written or oral. This Agreement may be modified or amended, or provisions or
breach may be waived, only by subsequent written agreement signed by both parties.
6.12 Construction
In the event of any asserted ambiguity in, or dispute regarding the
interpretation of any matter herein, the interpretation of this Agreement shall not be
resolved by any rules of interpretation providing for interpretation against the party who
causes the uncertainty to exist or against the party who drafted the Agreement or who
drafted that portion of the Agreement.
6.13 Non-Waiver of Terms, Rights and Remedies
Waiver by either party of any one or more of the conditions of performance
under this Agreement shall not be a waiver of any other condition of performance under
this Agreement. In no event shall the making by the CITY of any payment to
CONSULTANT constitute or be construed as a waiver by the CITY of any breach of
covenant, or any default which may then exist on the part of CONSULTANT, and the
making of any such payment by the CITY shall in no way impair or prejudice any right or
remedy available to the CITY with regard to such breach or default.
6.14 Severability
If any term or portion of this Agreement is held to be invalid, illegal, or
otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of
this Agreement shall continue in full force and effect.
6.15 Notice
Except as otherwise required by law, any notice, payment or other
communication authorized or required by this Agreement shall be in writing and shall be
deemed received on (a) the day of delivery if delivered by hand or overnight courier
service during CITY's regular business hours or (b) on the third business day following
deposit in the United States mail, postage prepaid, to the addresses listed below, or at
such other address as one party may notify the other:
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To CITY:
Responsible Person: Carolynn Petru, Acting City Manager
City of Rancho Palos Verdes
30940 Hawthorne Blvd.
Rancho Palos Verdes, CA 90275
To CONSULTANT:
Responsible Person: Georg Krammer, CEO
Koff& Associates
6400 Hollis Street, Suite 5
Emeryville, CA. 94608
[Signatures on next page.]
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of
the date and year first above written.
Dated: ' - !11 ) of-E.Q.t- Pts6ciairs
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Dated: 00// CIN OF RANCHO PALOS VERDES
("CITY")
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ATTEST APPROVED AS TO FORM
By: By:
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Exhibit "A":
City's Request For Proposals
City of Rancho Palos Verdes
Request for Proposal
Classification and Compensation Study
Due: On or Before 5:00 p.m.
Monday, June 30, 2014
411
City of Rancho Palos Verdes
Human Resources Department
30940 Hawthorne Blvd, Rancho Palos Verdes, CA 90275
Phone: (310) 544-5331
CITY OF RANCHO PALOS VERDES REQUEST FOR PROPOSAL
CLASSIFICATION AND COMPENSATION STUDY
1. INTRODUCTION AND PROJECT
The City of Rancho Palos Verdes is requesting proposals for qualified professional
consulting services to conduct a city-wide classification and compensation study.
The City will select one firm, based on demonstrated competence and a cost effective
approach to design, conduct, and assist in the implementation of a city-wide
classification and compensation study.
2. BACKGROUND
The City of Rancho Palos Verdes is a scenic, upscale, residential coastal community,
with a population of 42,000, located on the Palos Verdes Peninsula of southwestern Los
Angeles County.
The City of Rancho Palos Verdes is a contract city, meaning that some services are
provided by contract with agencies (both public and private) and some services are
delivered by the City's own employees. Police and fire protection is provided by the Los
Angeles County. The County of Los Angeles also provides sanitary, sewer and other
specialized public works services, while library services are provided through a special
district. Other services provided by the City are solid waste collection, construction and
maintenance of streets and other infrastructure, planning and zoning activities,
recreational activities, and an extensive system of public parks, open space and trails.
City Government: Rancho Palos Verdes is a General Law City and has operated under
the Council-Manager form of government since incorporation in 1973. Policy-making and
legislative authority are vested in the governing City Council, which consists of five
Council Members, including the Mayor and Mayor Pro-Tem. The City Council is elected
on a non-partisan, at-large basis. Council Members are elected to four-year staggered
terms with two or three Council Members elected every two years. The Council
designates the Mayor and Mayor Pro-Tem for a one-year term The City Manager is
responsible for carrying out the policies and ordinances of the governing council, for
overseeing the day-to-day operations of the government, and for appointing the heads of
the government's departments. The City is fiscally sound and functions on an annual
budget cycle.
Labor Force: The City of Rancho Palos Verdes has 62 authorized full time positions for
FY 14-15, and its departments include an Administration Department, Finance
Department, Community Development Department, Public Works Department and a Park
and Recreation Department. Presently there is one bargaining unit that incorporates all
employees minus the management staff.
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3. SITUATION
The City has not had a comprehensive classification and compensation review in over 10
years.
The City's classification plan requires an update, with class specifications that are in line
with current changes and requirements in the law. Class specifications need to be
updated to reflect current job duties and requirements of the position, including physical
requirements and essential job functions to comply the American with Disabilities Act
(ADA), in addition over the past six months, the City has realigned several positions,
resulting in the slight reorganization of several departments.
On July 2, 2002, the City Council adopted a resolution establishing salary ranges for.all
competitive and management employee positions at the 75th percentile of reported data
for the cities surveyed. Since FY 2002-2003, the City adjusted the salary ranges based
on the March Consumer Price Index (CPI) to maintain its desired market position. In May
2010, Staff conducted a salary survey from a pool of 38 Southern California cities, of
which 13 cities were found to deal with similar issues and have similar organizational and
fiscal structure. The survey results indicated that Rancho Palos Verdes salary ranges
were, on average, 3.44% below the 75th percentile. Since FY 2010-2011 to present, there
have not been any adjustments made to the compensation plan.
4. SCOPE OF SERVICES REQUIRED
The City of Rancho Palos Verdes is seeking the services of a highly qualified consulting
firm to assist in:
Classification Plan
1. Updating the classification plan for approximately 50 classifications representing
approximately 54 full-time and 30 part-time employees as of April 2014.
2. Develop a classification structure that reflects the City's overall classification and
compensation strategy and includes the clear definition of terms and the
development of career ladders for full-time and part-time employees.
3. Review the background materials including existing classifications, organizational
charts, budgets, salary resolutions and schedules, personnel rules and related
information.
4. Conduct orientation and briefing session(s) with employees.
5. Conduct orientation and briefing session(s) with all department heads, managers
and supervisors.
6. Develop a comprehensive questionnaire to be completed by all employees.
7. Conduct interviews with all employees in single position classifications, a
representative sample of employees in multiple position classifications, and
appropriate management personnel to validate the information.
8. Allocate all employees included within the scope of the study to an appropriate
job title, job classification and exempt and non-exempt designation pursuant to
the Fair Labor Standards Act (ELBA).
9. Develop new classification specifications to reflect current duties, requirements of
the position, including physical requirements and essential job functions.
10.The classification specifications shall include the following items:
(a) A definition of the job classification;
(b) A complete description of the essential job functions;
(c) Requirements of education, experience, knowledge, skills and abilities;
(d) Supervision exercised and received with definition of lead or supervisory
roles;
(e) Working environment and/or conditions;
(1) Licenses, certifications, driving requirements and physical requirements in
compliance with the American with Disabilities Act (ADA); and
(g) Appropriate exempt and non-exempt designation under the Fair Labor
Standards Act (ELBA).
The consultant will coordinate the varying presentation styles of the project team
to ensure a unified philosophy and standardization across all the classifications.
11.Present the final classification and listing showing the recommended allocation of
each position.
12.The classification plan shall include an introductory section that describes class
concepts and provides information about distinctions of various levels within a
class series and other pertinent information.
13.Provide appropriate implementation and maintenance manuals.
14.Conduct training sessions for designated staff.
Compensation Plan
1. Identify survey labor market and benchmark classes that represent most closely
to the City of Rancho Palos Verdes.
2. Conduct a comprehensive compensation survey using comparable survey
agencies, using not only job titles, but duties and responsibilities based upon the
classification specifications from the City of Rancho Palos Verdes.
3. Complete an internal salary relationship analysis, including the development of
appropriate internal relationship guidelines.
4. Develop external competitive and internal equitable salary recommendations for
each classification included within the study.
5. Assign a salary range to each classification which reflects the results of the
market survey and the analysis of the internal relationships.
6. Assist in the development of a strategy for implementing the compensation
recommendations and plan.
7. Present the final Classification and Compensation Report to the City Council.
5. QUALIFICATION AND CRITERIA
Qualifications: The City of Rancho Palos Verdes will select one firm for all the outlined
Scope of Service on the basis of qualifications, experience and cost. The following are
the minimum qualifications to be used to evaluate the responses to this Request for
Proposals:
1. The proposer has advanced knowledge of the laws and practices relating to
employee classification and compensation within a municipal government setting.
2. The proposer has a demonstrated track record of success in handling all aspects
of employee classification and compensation and at least five (5) years of
providing these services to public entities in the State of California.
3. Each proposer shall provide five references, preferably from governmental
agencies, for relevant work performed in the past five years. When possible,
include references from cities of a similar size and characteristics to the City of
Rancho Palos Verdes.
4. The proposer can demonstrate an understanding of the assignment and
knowledge of the skills necessary to serve in the role of the Classification and
Compensation Consultant.
Selection Criteria: The City of Rancho Palos Verdes will conduct a comprehensive,
fair and impartial evaluation of the proposals received in response to the Request for
Proposal. All proposals received from the vendors will be reviewed and evaluated by a
committee of qualified personnel. The names, information, or experience of the
individual members will not be made available to any vendor. The Evaluation
Committee will first screen all proposals submitted, according to the minimum
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qualifications set forth above. The following criteria will be used in reviewing and
comparing the proposals and in determining the highest scoring bid:
1. 40% Qualifications, background and prior experience of the firm, experience of
key staff assigned to oversee services provided to the City of Rancho Palos
Verdes, evaluation of size and scope of similar work performed and success on
those projects.
2. 30% Cost and Fees to the City of Rancho Palos Verdes for handling matters.
Cost is not the sole determining factor but will be taken into consideration.
Proposer must offer services at a rate comparable to the rate proposer offers to
other governmental agencies for similar work. Offering a higher rate to the City
of Rancho Palos Verdes than the comparable rate is grounds for disqualification
of the Proposer. If rates differ for different types or levels of service, the
Proposer should so state in their proposal.
3. 20% References including past performance of proposer.
4. 10% Responsiveness to the Request for Proposal and quality of the proposal.
6. FORMAT AND DELIVERY OF RESPONSES
Respondents are asked to submit six (6) copies of their proposals in sufficient detail to
allow for a thorough evaluation and comparative analysis. The proposal should include
at minimum, the following information in a sectionalized format addressing all phases of
work in the Request for Proposal.
Format: Limit your proposal to 20 typed 8.5" X 11" pages, or fewer, on white bond
paper, single sided (excluding cover letter and attachments). You may attach a firm
brochure if you wish, but it must be as a separate attachment and independent from the
required elements noted above.
1. Use a conventional typeface with a minimum font size of 12 points. Use a 1"
margin on all borders.
2. Organize your proposal in the order described above.
3. Provide one (1) unbound original, in addition to the six, of your firm's response
and one (1) electronic version.
4. Prominently label the package: "RFP for Classification and Compensation Study"
and include the name of the prime respondent.
Cover Letter: All proposals shall include a cover letter which states that the proposal
shall remain valid for a period not less that ninety (90) days from the date of submittal.
If the proposal contemplates the use of sub-contractors, the sub-contractors shall be
identified in the cover letter. If the proposal is submitted by a business entity, the cover
letter shall be signed by an officer authorized to contractually bind the business entity.
With respect to the business entity, the cover letter shall also include: the identification
of the business entity, including the name, address and telephone number of the
business entity; and the name, title, address and telephone number of a contact person
during the proposal evaluation period.
Introduction: Present an introduction of the proposal and your understanding of the
assignment and significant steps, methods and procedures to be employed by the
proposer to ensure quality deliverables that can be delivered within the required time
frames and your identified budget.
General Scope of Work: Briefly summarize the scope of work as the proposer
perceives or envisions it for each area proposed.
Work Plan: Present concepts for conducting the work plan and interrelationship of all
products. Define the scope of each task including the depth and scope of analysis or
research proposed.
Schedule: As time is of the essence for this assignment, recommend a schedule of
work indicating specific milestones.
Fee and Costs: Although an important aspect of consideration, the financial cost
estimate will not be the sole justification for consideration. Negotiations may or may not
be conducted with the proposer; therefore, the proposal submitted should contain the
proposer's most favorable terms and conditions, since selection and award may be
made without discussion with any firm. All prices should reflect "not to exceed" amounts
per item.
Ability of the Proposer to Perform: Provide a detailed description of the proposer
and his/her qualifications, including name(s), title(s), detailed professional resume(s),
and past experience in similar work efforts/products of key personnel who will be
working on the assignment. Provide a list of specific related work projects that have
been completed by the proposer which are directly related to the assignment described
in the Request for Proposal. Note the specific individuals who completed such
project(s). Identify the role and responsibility of each member of the project team.
Include the amount of time key personnel will be involved in the respective portions of
the assignment. Respondents are encouraged to supply relevant examples of their
professional product. Provide a list of references.
Delivery: Responses are due on or before 5:00 p.m. on June 30, 2014. Late
responses will not be accepted. Deliver the responses to:
City of Rancho Palos Verdes
Attention: Sean M. Robinson, Human Resources Manager
30940 Hawthorne Blvd
Rancho Palos Verdes, CA 90275
If you have any questions regarding this Request for Proposal, please contact Sean M.
Robinson at (310) 544-5331.
7. ADDENDA, CHANGES, AND AMENDMENTS TO THIS SOLICITATION
At any time prior to the due date for responses, the City of Rancho Palos Verdes may
make changes, amendments, and addenda to this solicitation, including changing the
date due to allow respondents time to address such changes. Addenda, changes and
amendments, if made will be posted on the City's website (www.palosverdes.com/RPV),
which is deemed adequate notice. A proposer may make a request to the City's project
manager to be placed on a list of persons to receive notice of any such addenda, changes,
or amendments. The preferred manner of communication is via e-mail due to its
timeliness.
8. CONDITION FOR RESPONSES TO REQUEST FOR PROPOSAL
The following conditions apply to the Request for Proposal process:
A. Nothing contained in this Request for Proposal shall create any contractual
relationship between the respondent and the City of Rancho Palos Verdes.
B. This Request for Proposal does not obligate the City of Rancho Palos Verdes to
establish a list of service providers qualified as prime contractors, or award a
contract to any respondent. The City of Rancho Palos Verdes reserves the right
to amend or cancel the Request for Proposal without prior notice, at any time, at
its sole discretion.
C. The City of Rancho Palos Verdes shall not be liable for any expenses incurred by
any individual or organization in connection with the Request for Proposal.
D. No conversations or agreements with any officer, agent or employee of the City of
Rancho Palos Verdes shall affect or modify any terms of this Request for Proposal.
Oral communications or any written/e-mail materials provided by any person other
than the designated contact staff of the City of Rancho Palos Verdes shall not be
considered binding.
E. The City of Rancho Palos Verdes reserves the right, in its sole discretion, to accept
or reject any or all proposals without prior notice and to waive any minor
irregularities of defects in a proposal. The City of Rancho Palos Verdes reserves
the right to seek clarification on a proposal with any source.
F. The dates, times and sequence of events related to this Request for Proposal shall
ultimately be determined by the City of Rancho Palos Verdes. The schedule
shown above is subject to change, at the sole discretion of the City of Rancho
Palos Verdes, although the City will attempt to follow it and, if it must be altered,
will attempt to provide reasonable notice of the changes.
i i
G. Respondents shall not issue any news release pertaining to this Request for
Proposal, or the City of Rancho Palos Verdes without prior written approval of the
City.
H. All submitted proposals and information included herein or attached thereto, shall
become public record upon delivery to the City of Rancho Palos Verdes.
9. RIGHT BY THE CITY TO WITHDRAW THIS REQUEST
The City of Rancho Palos Verdes, at its sole discretion and for any reason whatsoever,
withdraw this solicitation at any time.
10.STANDARD TERMS AND CONDITIONS
Prior to the award of any work hereunder, the City and the proposer shall enter into a
written contract attached hereto, for services. Proposers responding to this Request for
Proposal are strongly encouraged to review all the terms and conditions of the Contract.
0 0
Exhibit "B":
Consultant's Proposal, including Schedule of Hourly Rates
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Solving the Human Resources Puzzle for 30 Years'
•
June 26, 2014
Mr. Sean Robinson
Human Resources Manager
City of Rancho Palos Verdes
30940 Hawthorne Blvd.
Rancho Palos Verdes, CA 90275
Dear Mr. Robinson:
Thank you for the opportunity to respond to your request for proposals for a Classification and
Compensation Study for the City of Rancho Palos Verdes. We are most interested in assisting the
City with this important project and feel that we are uniquely qualified to provide value to your
organization based on our experience working with other cities and public agencies throughout
California.
Koff& Associates is an experienced Human Resources consulting firm that has been providing
classification and compensation consulting services to cities, counties, special districts, courts,
educational institutions, and other public agencies for over thirty years. The firm is a woman-
owned California small business corporation and has achieved a reputation for working
successfully with management, employees, and union representatives. We believe in a high level
• of dialogue and input from study stakeholders and our proposal speaks to that level of effort. That
extra effort has resulted in close to 100% implementation of all of our classification and
compensation studies.
As Chief Executive Officer of the firm, I would assume the role of Project Director and be
responsible for the successful completion of each project. I can be reached at the Emeryville
address and phone number listed below. My email is gkrammer@koffassociates.com.
This proposal will remain valid for ninety (90) days from the date of submittal. Please call if you
have any questions or wish additional information. We look forward to the opportunity to provide
continued professional services to the City of Rancho Palos Verdes.
Sincerely,
I , ;„
•
G rg Kr. er
Chief Executive Officer
6400 Hollis Street, Suite 5
Emeryville, CA 94608
510.658. KOFF (5633)
•
6400 Hollis Street, SutteL Emeryville, California 94608. 510 658 5633.
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Classification and Comesation Study Proposal
City of Rancho Palos Verdes
•
Table of Contents
Section 1 —Introduction 1
Section 2—Scope of Work 2
Section 3 —Work Plan 3
Section 4—Schedule 11
Section 5—Fee and Costs 12
Section 6—Consulting Firm Qualifications 15
Signature Page
Attachment 1: Koff&Associates Resumes
Attachment 2: Example of Work
•
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0 Classification Coy . s : Study opo
City of Rancho Palos Verdes
410 SECTION 1 —INTRODUCTION
The City of Rancho Palos Verdes desires human resources consulting assistance to conduct objective
job evaluation, classification review, and development of compensation systems for all of its full-
time and part-time positions in order to make recommendations regarding the appropriateness,
internal equity, and external competitiveness of the City's classification and compensation plans.
The City currently has fifty-four (54) full-time and thirty (30) part-time employees allocated to
approximately fifty(50) classifications.
The study's purpose is to initially develop an updated and well-structured classification system
and classification descriptions for all study positions that are legally compliant (including Fair
Labor Standards Act(FLSA)and Americans with Disabilities Act(ADA)requirements),internally
aligned,reflective of contemporary standards,and accurately reflect current roles,responsibilities,
duties, and qualifications. The classification analysis process includes orientation and briefing
sessions with employees, management,Human Resources, and other stakeholders, as appropriate;
the completion of a position description questionnaire by employees; interviews with at least a
representative sample of employees in each study classification; and interviews with supervisors
and management to address any classification issues. All participating employees will be allocated
to an appropriate classification and draft classification descriptions will be developed and sent
back to the City and incumbents for additional feedback and concurrence.
110 A second level of effort will be to review the City's compensation structure for the studied
classifications and to conduct a base compensation market survey using a set of appropriate
comparator agencies. The identification of comparator agencies and benchmark classifications is an
iterative process that includes all stakeholders. We have found this open discussion philosophy to
be critical to our success for organizational buy-in. Once the external data development is
completed, we will make specific recommendations for internal equity for non-benchmarked
positions and positions without a large enough market sampling.
The compensation study will contain specific recommendations regarding a well-structured
compensation system and the integration of all study classifications into a clearly designed,
internally equitable format that is flexible for career opportunity and future growth. Our study will
make recommendations regarding a salary structure that takes the City's compensation preferences
into consideration and regarding the appropriate placement of each classification on that salary
schedule.
The study includes a significant number of meetings with the Study Project Team, management,
human resources, employees, employee representation, and the City Council. We have expertise
in labor/management relations and understand the importance of active participation by all
stakeholders to ensure a successful outcome. The meetings and "stakeholder touch-points" that
we recommend ensure understanding of the project parameters,enhance accurate intake and output
of information, and improve a collaborative and interactive approach that will result in greater
buy-in for the study recommendations. This interactive approach, although time-consuming, has
• resulted in almost 100% implementation success of K&A's studies.
6400 Hollis Street, Suiteit� 5, Emeryville, California 94608. 510.658.5633, Fax 510. 52.5033, w.eof As oc►ates.com
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Classification and Corn•sn Study Proposal
City of Rancho Palos Verdes
— _
410 SECTION 2—SCOPE OF WORK
Classification Objectives
➢ To analyze and update the City's classification system and each study position's classification
description through a comprehensive process of job analysis and evaluation,including review of
existing documentation, position description questionnaire completion, employee interviews,
management interviews,analysis of existing positions and working situations,analysis of levels
of duties and responsibilities, and other professional methods, as appropriate;
> To recommend each study position for title change or reclassification (as appropriate), create
new classifications (if applicable), eliminate outdated classifications (if applicable), and
consolidate classifications assigned to similar functional areas(as appropriate);
> To provide for growth and flexibility of assignment within the new classification structure in
recognition that job duties and responsibilities may evolve over time,as well as adequate career
paths and class series/job families that will foster career service within the City;
➢ To clearly state definitions of job classifications, the essential functions, and minimum
requirements and preferred requirements such as education, prior work experience,knowledge,
skills,abilities, and physical requirements;
➢ To provide a classification structure that ensures regulatory compliance, including allocation
of each selected study position to the correct classification with appropriate FLSA designation,
as well as, meeting Federal ADA regulations;
➢ To provide for adequate educational,review, and appeal processes that will result in a product
IIIthat is understood by all levels of personnel and is internally equitable; and
> To ensure sufficient documentation and training throughout the study, including class
concepts, distinguishing characteristics, and final reports and recommendations to guide the
organization in implementing, managing, and maintaining the classification system.
Compensation Objectives
> To make recommendations regarding appropriate comparator agencies, benchmark classes,
and benefits to be collected prior to beginning the compensation portion of the study;
➢ To collect accurate salary and benefits data from the approved group of comparator agencies
and to ensure that the information is analyzed in a manner that is clear and comprehensible to
Human Resources, management,the Study Project Team, and employees;
> To carefully analyze the scope and level of duties and responsibilities, requirements for
successful work performance, and other factors for survey classes according to generally
accepted compensation practices;
> To review the City's compensation structure and practices,recommend changes as appropriate,
and develop a compensation plan that will assist the City to recruit, motivate, and retain
competent staff;
> To develop solutions to address pay equity issues, analyze the financial impact of addressing
pay equity issues, and create a market adjustment implementation strategy supporting the
organization's goals, objectives, and budget considerations;
➢ To evaluate benefit offerings in the labor market and make recommendations for better
• alignment and/or different benefit offerings as indicated by the analysis and best practices;
6400 Hollis Street, Suite 5, Emeryville,California 94608. 510.658 5633, ax 5'10.652.5633,Wvvvv.KofiA.ssociatc-.s.corr2
Classification and Comsation Study Proposal
City of Rancho Palos Verdes
➢ To create an inclusive final report summarizing the administrative and process methodologies,
analytical tools, findings, and recommended compensation structure;
➢ To recommend appropriate internal salary relationships and allocate classes to salary ranges in
a comprehensive salary range plan; and
➢ To ensure sufficient documentation and training throughout the study so that our
recommendations can be implemented and maintained in a competent and fair manner.
Overall Objectives
➢ To review and understand all current documentation, rules, regulations, policies, procedures,
budgets, class descriptions, organizational charts, memoranda of understanding, personnel
policies, wage and salary schedules, and related information so that our recommendations can
be operationally incorporated with a minimum of disruption;
➢ To conduct start-up Study Project Team meetings with management, study project staff, and
other stakeholders to discuss any specific concerns with respect to the development of
classification and compensation plans; finalize study plans and timetables; conduct employee
orientation sessions with management and staff in order to educate and explain the scope of
the study and describe what are and are not reasonable study expectations and goals;
➢ To work collaboratively and effectively with the City and its stakeholders while at the same
time maintaining control and objectivity in the conduct of the study;
➢ To develop a classification and compensation structure that meets all legal requirements, is
totally non-discriminatory, and easily accommodates organizational change and growth;
• ➢ To document all steps in the process and provide documentation and training for Human
Resources and other staff, ass appropriate, in classification and compensation analysis
methodologies so that the City can integrate, maintain, administer, and defend any
recommended changes after the initial implementation; and
➢ To provide effective ongoing communications throughout the duration of the project and
continued support after implementation.
SECTION 3—WORK PLAN
This section of the proposal identifies the actual work plan. We hope that our detailed explanation
of methodology and work tasks clearly distinguishes our approach and comprehensiveness.
Our approach is to complete the classification and job evaluation before completing the
compensation review. The reasons for this include:
➢ The description of the work performed and the requirements for that work are, in the minds of
the employees and their supervisors, inextricably associated with the "worth of that work" or
compensation,which is often a highly emotional issue. Separating the two phases of the study,
even though elements of phases may be conducted concurrently, tends to produce more
objective classification results.
➢ The compensation review will be completed when there is a full understanding of the work of
the City, thereby ensuring that the data developed from the labor market and City
• classifications is accurate.
6400 Hollis Street, Suite. 5, Emeryville, California 94608, 5'10.658.5633, Fax. 510 6'52 563 ,www.KoffAssociates.c ,rri ........ .w.
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110
Classification. and Coy Ston Study Proposal
City of Rancho Palos Verdes
• PHASE I: CLASSIFICATION STUDY
A. INITIAL DOCUMENTATION REVIEW/MEETINGS WITH STUDY PROJECT TEAM
This phase includes identifying the client Study Project Team(Human Resources,management,and
other staff, as appropriate), contract administrator, and reporting relationships. Our team will
conduct an orientation and briefing session with the Study Project Team to explain process and
methodology; create the specific work plan and work schedule; identify subsequent tasks to be
accomplished; reaffirm the primary objectives and specific end products; determine deadline dates
for satisfactory completion of the overall assignment; determine who will be responsible for
coordinating/scheduling communications with employees, management, and other City
stakeholders; and develop a timetable for conducting the same.
Included in•this task will be the gathering of documentation, identifying current incumbents, and
assembling current class descriptions, organizational charts, salary schedules, budgets,
memoranda of understanding, personnel policies, previous classification and compensation
studies, and any other relevant documentation to gain a general understanding of City operations.
City terminology and methods of current classification and compensation procedures, as well as
the written questionnaire instrument for the classification study that will be used in the job analysis
phase will be reviewed and agreed to. We will discuss methodology and agree to a class
description, as well as, compensation format and identify appropriate comparator agencies,
• benchmark classifications to be surveyed, and benefits to be collected for compensation survey
purposes. We will respond to questions.
B. ORIENTATION MEETINGS WITH EMPLOYEES AND DISTRIBUTION OF PDQ
The Position Description Questionnaire(PDQ)will be discussed with the Study Project Team and
customized as needed to meet the study objectives prior to distributing copies to employees. We
will facilitate orientation meetings with employees and distribute the PDQ to start the classification
portion of the study. While these meetings are not mandatory, they form the beginning of the
educational process that continues throughout the study. We will discuss the importance of the
employees' involvement in the study and their participation in PDQ completion and job analysis
interviews. Project processes will be explained, expectations will be clarified, and elements that
are not a part of the study will also be covered. Questions will be answered and a detailed
explanation and examples for completing the PDQ will be given. PDQs shall be handed out with
the incumbent's current class description attached to the questionnaire so employees can use this
as a tool for completing the questionnaire.
C. POSITION DESCRIPTION QUESTIONNAIRE COMPLETION&REVIEW
Depending how large the employee group that each study includes, we recommend giving
employees in the same classification the option of collaborating on completing a PDQ together, if
• the employees so choose. At the same time, we will invite employees to complete an individual
PDQ if they prefer and if they want to be interviewed separately.
6400 Hollis Street, Suite 5, Emeryville, California 94608. 510.658 5633, Fax 510 052.50 33,vvww.KoffAssoc iftes.com 4
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Classification and � . s t n Study Proposal
City of Rancho Palos Verdes
•
Although we provide an electronic version of our questionnaire so that employees can more easily
complete it, we require a hardcopy with signatures affixed before we can begin the evaluation
process. Employees complete the questionnaire and then send it to their supervisor for review,
comment, and signature. Upon receipt of the PDQs in our office, they will be reviewed and
analyzed in detail along with other documentation to obtain an understanding of the duties and
responsibilities assigned to each position. Interview questions for the employees will be developed
based upon the results of the documentation review. Follow-up audits will be scheduled to further
clarify information documented on the PDQs.
D. EMPLOYEE/SUPERVISOR/MANAGEMENT INTERVIEWS
Interviews will be scheduled with employees. Because this is a critical step in the information-
gathering and educational process,we recommend interviewing at least a representative sample of
employees in each classification. Interviews will then be held with supervisory and management
staff, who will clarify their own responsibilities and/or confirm the information we have received
in the interviews with their staff. We allow more time for these interviews.
The purpose of the interviews is to clarify and supplement the questionnaire data and to respond
to potential perception differences regarding roles,tasks, scope, and supervisory responsibilities.
E. CLASSIFICATION CONCEPT/PRELIMINARY ALLOCATION DEVELOPMENT
•
Prior to developing detailed class descriptions,our job evaluation will result in a classification plan
concept and employee allocation document that will be submitted to the City for review and
approval. We will compare changes in business need and operations, as well as any re-
organizations, with the established classification system and job families, as well as, review
internal relationships between classifications. Our job analysis method is the whole position
analysis approach. Objective factors in the whole position classification methodology include:
1. Education, Training, and Certifications/Licenses
2. Experience
3. Problem Solving/Ingenuity
4. Attention/Stress (Concentration/Time Pressure & Interruptions)
5. Independence of Action/Responsibility
6. Contacts with Others/Internal/External
7. Supervision Received and/or Given to Others
8. Consequences of Action/Decisions Made on the Job
9. Working Conditions
10. Physical/Mental Demands
This deliverable will list broad class concepts and highlight where significant changes may be
recommended, such as expanding or collapsing class series in the same functional area and/or
separating or combining classifications assigned to different functional areas. We will review and
• analyze current classification series, the number of classifications and classification levels, and
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10 s f . o and Cornsation SProposal
City of Rancho Palos Verdes
• career ladders. We will also review and update established titling guidelines for the studied
classifications for appropriate and consistent titling.
A detailed, incumbent-specific allocation list for each position included in the study will be
prepared, specifying current and proposed classification title and the impact of our
recommendations(reclassification—upgrade or downgrade,title change, or no change). After we
have completed this process, a meeting will be arranged to review any recommended changes to
the classification plan with the Study Project Team.
F. DRAFT CLASS DESCRIPTION DEVELOPMENT/UPDATE
After preliminary approval of the class concepts and allocation lists, new and/or updated class
descriptions will be developed for each proposed classification, following the format approved by
the City. We have a standard classification format but are flexible to use a different format.
From the review of the PDQs and employee interviews,we will update duties,responsibilities,and
minimum qualifications of each class specification, as necessary, or develop new class
specifications if duties, responsibilities, and minimum qualifications have changed significantly,
we recommend new classifications/class levels, and/or operational changes, business needs, and
any re-organizations require new classifications.
We will review, analyze, and update, as appropriate, knowledge, skills, abilities, education and
• experience, relevance and hierarchical consistency, position definitions, purpose, distinguishing
characteristics, supervision received and exercised, position functions and special requirements
including licensing and certification requirements. We will also review and update the physical
demands based on the essential job functions of each classification in accordance with the
Americans with Disabilities Act(ADA). Finally,we will review each classification's essential job
functions and determine exempt vs. non-exempt status in accordance with "white collar"
exemptions under the Fair Labor Standards Act(FLSA).
G. DRAFT CLASS DESCRIPTION REVIEW/INFORMAL APPEAL PROCESS
A draft copy of the revised/new class description with allocation recommendation will be
submitted to the Project Team and subsequently to each manager, supervisor, and employee, to
give each stakeholder group an opportunity to provide comments and concerns regarding any
modifications to the classification structure and specifications. Our experience has been that this
is one of the most critical phases of the project (but also one of the most time-consuming). Our
proactive and effective communication process at this crossroad has always avoided formal
appeals, adversarial meetings, or major conflicts at the conclusion of the study.
Each employee whose position was studied will receive a memorandum from us outlining what
has been accomplished, how to best review the draft classification specification that will be
attached, and how to provide feedback to us. Supervisors and managers receive a copy of their
employees' draft class descriptions and will be asked to review their employees' comments and
410 feedback to verify and concur with the information provided.
6400 Mollis Street Suite 5, Emeryville, California 94608. 510.658 5633, Fax 510.652.56 3,www.Ko.fAssociates.corn 6
KegClassification and Comesation Study Proposal.
City of Rancho Palos Verdes
Each memo will have two options for the employee's signature: one line is reserved for employees
• who have read and agree with their draft class description;the other line is reserved for employees
who have read the draft class description and disagree with certain parts, want to make changes,
want to add or delete information, or have general questions about the description and/or the
process.
Employees shall submit their written concerns(via their supervisor/manager)to our office. While
employees may not always agree with our recommendations, they have a "second chance" to
ensure that they have been heard and to continue the educational process regarding why specific
recommendations were made.
Significant employee comments will be reviewed with management prior to making any
significant changes to the proposed class plan. These discussions will be by email, telephone, or
additional direct personal contact with employees, depending upon the extent of the response.
Allocation and/or class description changes will be made as required and the class specifications
will be finalized and submitted for approval. All employees who submitted their comments during
the review process will be notified in writing regarding the outcome of their concerns.
H. FINALIZE CLASSIFICATION PLAN/DRAFT INTERIM REPORT/FINAL REPORT
A Draft Interim Report of the Classification Study will be completed and submitted to the City for
review and comment. The report will contain a recommended classification plan; a classification
implementation and maintenance manual, including documentation regarding study goals and
objectives, classification methodology, approach, and process, as well as, all findings, analysis,
and resulting recommendations; the recommended allocation list, classification title changes,job
family and career ladder/ career growth issues, reporting relationships, and other factors will all
be included; and classification concepts and guidelines, as well as, distinguishing characteristics
and other pertinent information for implementation and continued maintenance of the Plan will be
detailed.
Once we have received the City's comments regarding the Draft Interim Report and have made
any necessary changes, a Final Classification Report will be developed. Finally, we will conduct
comprehensive training sessions for key staff regarding classification and job analysis
methodologies and approaches.
PHASE II: COMPENSATION STUDY
A. IDENTIFY COMPARATOR AGENCIES,BENCHMARK CLASSIFICATIONS,AND BENEFITS TO
BE COLLECTED
During the initial meeting with the Study Project Team, we will discuss the compensation study
factors that need to be agreed upon. We will identify appropriate comparator agencies that will be
included in the external market survey, which will be the foundation of ensuring that the City's
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10 salaries for the studied classifications are competitively aligned with the external labor market.
We will also identify those classifications that will be surveyed in the market (i.e., benchmark
classifications), with the intention of internally aligning the remaining classifications with those
that were surveyed. Finally,we will determine the list of benefits that the City wants to be included
in the total compensation data gathering process.
1. Determination of Comparator Agencies
The selection of comparator agencies is considered a critical step in the study process. Using the
following factors to identify appropriate comparators,we will receive approval before proceeding
with the compensation survey. Our recommended methodology is that we involve the Study
Project Team, Human Resources, management, employees, and the City Council in the decision-
making process of agreeing as to which agencies are included, PRIOR to beginning the study.
Our experience has shown that this is the most successful approach. The factors that we review
when selecting and recommending appropriate comparator agencies include:
> Organizational type and structure — While various organizations may provide overlapping
services and employ some staff having similar duties and responsibilities, the role of each
organization is somewhat unique, particularly in regard to its relationship to the citizens it
serves and level of service expectation. During this iterative process, the City's
current/previous list of comparators and the advantages/disadvantages of including them/
others will be discussed.
➢ Similarity of population served, City demographics, City staff, and operational and capital
improvement budgets — These elements provide guidelines in relation to resources required
(staff and funding) and available for the provision of services.
➢ Scope of services provided—While having an organization that provides all of the services at
the same level of citizen expectation is ideal for comparators,as long as the majority of services
are provided in a similar manner, sufficient data should be available for analysis.
➢ Labor market—The reality of today's labor market is that many agencies are in competition
for the same pool of qualified employees. No longer do individuals necessarily live in the
community they serve. Therefore, the geographic labor market area (where the City may be
recruiting from or losing employees to) will be taken into consideration when selecting
potential comparator organizations.
➢ Cost of living— The price of housing and other cost-of-living related issues are some of the
biggest factors in determining labor markets. We will review overall cost of living of various
geographic areas, median house prices, and median household incomes to determine the
appropriateness of various potential comparator agencies.
We typically recommend using ten to twelve (10-12) comparator agencies for all classifications,
but we are flexible to use a different model based on the City's preference.
2. Determination of Benchmark Classifications
"Benchmark classes" are normally chosen to reflect a broad spectrum of class levels. In addition,
those that are selected normally include classes that are most likely to be found in other similar
agencies, and therefore provide a sufficient valid sample for analysis. Internal relationships will
6400 Hollis Street, Suite 5, Emeryville, California 94608. 5'1(1658.5633, Fax 510 652.5033,vvww.KoffAssociates.com
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Classificalion aand Cornesation Study Proposal
City of Rancho Palos Verdes
be determined between the benchmarked and non-benchmarked classifications and internal equity
alignments will be made for salary recommendation purposes. Because we find that the labor
market typically yields reliable data, we recommend using about 60%-65% of all classifications
as benchmarks but are flexible to use a different model.
3. Determination of Salary and Benefits Data to Be Collected
In addition to base salaries, benefit data elements normally include at least the following, which
are generally available to all staff in a specific job classification: Employee Retirement, Retiree
Healthcare cost, Health, Dental, Vision, Life, Long-Term Disability, Short-Term Disability,
Employee Assistance Program (EAP), and other insurance coverage, Vacation, Holidays,
Administrative/Personal Leave, Deferred Compensation, Auto Allowance, and other benefits that
the City wants to add.
B. DATA COLLECTION
Our firm does not collect market compensation data by merely sending out a written questionnaire.
We find that such questionnaires are often delegated to the individual in the department with the
least experience in the organization and given a low priority. We conduct all of the data collection
and analysis ourselves to ensure validity of the data and quality control. This approach also ensures
that we compare job description to job description and not just job titles, therefore ensuring true
"matches" of at least 70%, which is the percentage we use to determine whether to include a
• comparator classification or not. As mentioned above in Classification Phase, Section D, our job
analysis method is the whole position analysis approach.
We typically collect classification descriptions, organization charts, salary schedules, personnel
policies, MOUs, and other information via website,by telephone, or by an onsite interview. With
the prior knowledge from the data gathered directly from each comparator agency and our
experience in the public sector human resources field, our professional staff makes preliminary
"matches" and then schedules appointments by telephone, and sometimes in person, with
knowledgeable individuals to answer specific questions. We find that the information collected
using these methods has a very high validity rate and is generally substantiated by employees,
management, as well as governing bodies.
C. ANALYSIS AND PRELIMINARY DATA REVIEW •
Data will be entered into spreadsheet format designed for ease of interpretation and use. The
information will be presented in a format that will identify the comparator positions used for each
classification comparison. Information will be calculated based upon both average and median
figures allowing the City to make informed compensation decisions. In addition, we will include
any type of statistical representation and analysis that the City desires such as 60th, 70th, or any
other percentiles.
Benefit data will be displayed in an easy-to-read format. You will receive three sets of
spreadsheets per classification, one with base pay, one with the benefits detail, and one with total
6400 Hollis Street, Suite 5, Emeryville, California 94608, 510.658.5633, Fax 510 652.563 3,www.KoffAssociates.com .9......,..
Classification and Conisation: Study Proposal
City of Rancho Palos Verdes
• compensation statistical data. In addition, we are often asked to collect"other"benefits (as listed
in the benefits section above), which we typically report on a separate spreadsheet.
D. DRAFT COMPENSATION FINDINGS/ADDITIONAL ANALYSIS/PROJECT TEAM MEETING
We distribute our draft findings to the City. After the City's preliminary review, K&A will meet
with the Study Project Team and other stakeholders (including management, employees, and
Human Resources, as well as employee representation) to clarify data, to receive requests for
reanalysis of certain comparators, and to answer questions and address concerns. This provides
an opportunity for the Study Project Team and other stakeholders to review and question any of
our recommended benchmark comparator matches.
Depending on the City's preference,this process can be structured similarly to the informal appeals
process for. the classification portion of the study. We will disseminate the compensation
information with an explanation in memo format attached and receive written comments from
employees (via their supervisor/manager) to our office. If questions arise, we conduct follow-up
analysis to reconfirm our original analysis and/or make corrections as appropriate.
E. INTERNAL RELATIONSHIP ANALYSIS/INTERNAL ALIGNMENT
To determine internal equity for all studied positions, considerable attention will be given to this
phase of the project. It is necessary to develop an internal position hierarchy based on the
• organizational value of each classification. We will make recommendations regarding vertical
salary differentials between classes in a class series, as well as across departments. This analysis
will be integrated with the results of the compensation survey.
The ultimate goal of this critical step of the process is to address any potential internal equity issues
and concerns with the current compensation system, including compaction issues between certain
classifications. We will create a sound and logical compensation structure for the various levels
within each class series, so that career ladders are not only reflected in the classification system
but also in the compensation system, with pay differentials between levels that allow employees
to progress on a clear path of career growth and development. Career ladders will be looked at
vertically, as well as, horizontally to reflect the classification structure that was developed during
the classification phase of the study.
F. COMPENSATION STRUCTURE AND IMPLEMENTATION PLAN DEVELOPMENT
Depending on data developed as a result of the internal analysis, we will review and make
recommendations regarding internal alignment into the City's salary structure. We will develop
. recommendations for pay grades and salary ranges for all classifications based on median and/or
mean salaries from the comparable agencies based on the City's overall compensation philosophy
and policy.
We will conduct a competitive pay analysis using the market data gathered to assist in the
411 determination of external pay equity and the recommendation of a new base compensation level
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Clas'1lIcation and Consation Study Proposal
City of Rancho Palos Verdes
411111 for each classification studied. We will conduct a comparative analysis to illustrate the
relationships between current pay practices and the newly determined market conditions and
develop solutions to address pay equity issues, analyze the financial impact of addressing pay
equity issues, and create a market adjustment implementation strategy supporting the City's goals,
objectives, and budget considerations.
Finally, we will evaluate benefit offerings in the labor market, if desired, and make
recommendations for better alignment and/or different benefit offerings as indicated by the
analysis and best practices.
Draft recommendations will be discussed with the Study Project Team and management for
discussions and decisions on overall pay philosophy and the practicality of acceptance and prior
to developing an Interim Report.
G. PREPARATION OF DRAFT FINAL AND FINAL REPORT AND DELIVERABLES
Volume II (Draft Interim Report of the Compensation Study) will be completed and submitted to
the Study Project Team for review and comment. The report will provide detailed compensation
findings, documentation, and recommendations. The report will include a set of all market data
spreadsheets;proposed Salary Range/Plan document;manual of instructions and training materials
regarding the administration of the proposed compensation system;implementation issues and cost
projections surrounding our recommendations; and a guide for rules, policies and procedures for
• the City in implementing, managing and maintaining the compensation system.
Once all of the City's questions/concerns are addressed and discussed, a Final Classification and
compensation Report will be created and submitted in bound format. The Final Report will
incorporate any appropriate revisions identified and submitted during the review of the draft report.
H. FINAL PRESENTATION
Our proposal includes multiple meetings and conference calls and weekly oral and/or written
status/progress updates to the Study Project Team. We will also be prepared to develop and present
our reports and future impacts of any recommended changes to the Study Project Team, Human
Resources, as well as, other City management staff, if desired.
SECTION 4—SCHEDULE
Our professional experience is that comprehensive classification and compensation studies of this
scope and for this size organization take approximately four(4) months to complete, allowing for
adequate position description questionnaire completion, interview time, classification description
development, compensation data collection and analysis, review steps by the City, the
• development of final reports,any appeals,and presentations. The following is a suggested timeline
based on a contract award by late July, 2014:
4110
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Kt. (iascfiCaI1on and Con*sation Study Proposal.
City of Rancho Palos Verdes
•
410Date of
Completion By
PHASE I: Classification Study 2014
A. Initial Document Review/Meetings with Study Project Team August 1
B. Orientation Meetings with Employees and Distribution of PDQ August 1
C. Position Description Questionnaire Completion and Review August 22
D. Employee/Supervisor/Management Interviews August 29
E. Classification Concept/Preliminary Allocation Development September 5
F. Draft Class Description Development/Update October 3
G. Draft Class Description Review/Informal Appeal Process October 17
H. Finalize Classification Plan/Draft Interim Report/Final Report October 31
PHASE II: Compensation Study
A. Identify Comparator Agencies, Benchmark Classes, and Benefits August 29
to Be Collected
B. Compensation Data Collection October 24
C. Analysis and Preliminary Data Review October 31
D. Draft Compensation Findings/Additional Analysis/Study Project November 7
Team Meeting
• E. Internal Relationship Analysis/Internal Alignment November 14
F. Compensation Structure and Implementation Plan Development November 14
G. Development of Draft Final and Final Report and Deliverables November 21
H. Final Presentation As Scheduled
SECTION 5—FEES AND COSTS
We have found that, often times, our proposals address a very high level of time commitment,
which sometimes results in a higher proposal cost. We believe that our methodology and
implementation success rate is attributable to the significantly greater level of contact we have
with the City's Study Project Team, Human Resources, employees, employee representation, and
management. The time we commit to working with the employees [Study Project Team meetings,
orientations and briefings, meetings with employees via personal interviews, informal appeal
process,etc.] results in a significantly greater buy-in throughout the process and no formal appeals
at the end of the study.
In fact, our firm has never had a formal appeal to any of our studies in over thirty years. It has
been our experience that the money and time invested in stakeholder touch-points throughout the
study are money and time saved during implementation. Numerous times our firm has been hired
after an agency has gone through an unsuccessful classification and/or compensation study whose
results were rejected or appealed and whose implementation was very controversial. The result
was a divided organization with hostility and animosity between employees/employee
6400 Hollis Street, S iEtc-,5, Emeryville, California 94608, 51 0.658 5633, Fax 510652.563?,\"vm'KofiAssoc iates.con r
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Classification and Coy cation Study Proposal
City of Rancho Palos Verdes
111111 representation and management. Every time our firm was hired after such a bad experience, study
stakeholders were amazed at our open and all-inclusive process, our efforts to elicit equal
stakeholder input, and our development of recommendations that were accepted as fair and
reasonable and understood by employees, management, employee representation, and the
governing body. Our success rate is also attributable to the fact that we have almost thirty years
of experience working with employees of all types of backgrounds, educational levels, and work
experiences and are accustomed to successfully communicate with and educate them throughout
the process. It is imperative that all employees eventually buy into the study results and
recommendations, whether they have been through a process like this before or whether this is
their first time.
In these economic times, the tendency may be to select the firm with the lowest cost proposal but
it has been our experience that ultimately the price can be much higher considering the additional
time and lost goodwill that can result from utilizing a less involved process.
Our clients always provide feedback that our process was professional, comprehensive,
understandable, timely, and inclusive. Employees, although not necessarily always happy with
our recommendations,have always indicated that we listened to their issues and concerns and were
available for discussion, as required. Although time consuming, we also drive the process to
ensure that timelines are met and schedules are maintained.
We want to emphasize that we provide an all-inclusive lump-sum cost amount for the entire study
• and do not believe in under-pricing the effort or change orders along the way, unless the City
requests an.obvious and identifiable additional level of effort. However, we're also aware that
budgets are often limited and that public agencies must be economically conservative.
For cost comparison purposes, our cost proposal includes two options (please see below). Of
course,we are flexible to negotiate a combination of these two options or a different scope of work
based on what the City's preferences are. We understand that this study is a significant effort that
will take a substantial amount of time and consultant dollars. We hope to be able to negotiate a
final scope of work that will satisfy the City and accomplish what needs to be done while being as
economical as possible.
Option 1 Option 2
PHASE I: Classification Study Hours Hours
A. Initial Document Review/Meetings with Study Project Team 8 8
and HR/Management Staff
B. Orientation Meetings with Employees and Distribution of PDQ 8 8
C. Position Description Questionnaire Completion& Review 25 20
Option 1: One individual PDQ per employee
Option 2: One PDQ per classification plus 20%of employees
submitting individual PDQs
D. Employee/Supervisor/Management Interviews 50 35
6400 Hollis Street, St eEmeryville,5, California 94608. 510.658 5633. Fax 510652. F33wK ff ss ciate corn
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Classification and ConisationStudy Proposal
City of Rancho Palos Verdes
• Option 1: One interview per employee
Option 2: One group interview per classification plus
individual interviews for 20%of employees
E. Classification Concept/Preliminary Allocation Development 10 10
F. Limited Class Description Update (approx. 45 classifications) 115 115
G. Draft Class Description Review/Informal Appeal Process 16 16
H. Finalize Classification Plan/Draft Interim Report/Final Report 12 12
Total Professional Hours 244 224
Combined professional and clerical composite rate: $108/Hour $26,352 $24,192
PHASE II: Compensation Study
A. Identify Comparator Agencies, Benchmark Classifications, 10 10
Benefits to Be Collected
B. Compensation Data Collection 70 55
Option 1: 28 benchmarks, 12 comparator agencies
Option 2: 26 benchmarks, 10 comparator agencies
C. Analysis and Preliminary Data Review 35 25
Option 1: 28 benchmarks, 12 comparator agencies
Option 2: 26 benchmarks, 10 comparator agencies
D. Draft Compensation Findings/Additional Analysis/Project 16 12
Team Meeting
E. Internal Relationship Analysis/Internal Alignment 8 8
F. Salary Structure Recommendation Development 8 8
G. Development of Draft Final and Final Report and Deliverables 12 12
H. Final Presentation to the Project Team and City Council 8 8
Additional meetings with study Project Team, employees, 4 4
and/or other stakeholders
Total Professional Hours 171 142
Combined professional and clerical composite rate: $108/Hour $18,468 $15,336
Expenses: $3,000 $2,750
Expenses include but are not limited to duplicating documents,
binding reports,phone, fax, supplies,postage, air fare, rental
cars,hotels,per diem, etc.
TOTAL LUMP SUM FOR PROJECT NOT TO EXCEED: $47,820 $42,278
*Additional consulting will be honored at composite rate
4111) ($108)
6400 Hollis Street, St.;i e 5. Emeryville;California 4608. 510.658 5633. Fax 5-10.652.5633, fir, '.KoifAs ociat -.c om v..k «...
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Classification and Com.sation Study Proposal
City of Rancho Palos Verdes
410 SECTION 6—CONSULTING FIRM QUALIFICATIONS
Koff & Associates is a majority woman-owned public sector human resources consulting firm
that was founded in 1984 and has been assisting cities, counties, special districts, other public
agencies, and non-profit organizations for over 30 years. Our headquarters are located in
Emeryville, CA and we have satellite offices in San Diego and Brea, CA. We are a State-certified
small business enterprise and a locally certified Very Small Business Enterprise in Alameda
County.
We are familiar with the various organizational structures, agency missions, operational and
budgetary requirements, and staffing expectations. We have extensive experience working in both
union and non-union environments (including serving as the management representative in meet&
confer and negotiation meetings), working with Boards of Trustees, City Councils, Boards of
Supervisors, Merit Boards,Joint Power Authorities,and Boards of Directors.
The firm's areas of focus are compensation and classification studies (approximately 70% of our
workload); organizational development/assessment studies; performance management and
incentive compensation programs; development of strategic management tools; policy/procedure
development and employee handbooks; executive search and staff recruitments; public agency
consolidations and separations;Human Resources audits;and serving as off-site Human Resources
Director for our smaller public agencies that need the expertise of an Human Resources Director
but do not need a full-time, on-site professional.
• Without exception, all of our classification and compensation studies have successfully met all of
our intended commitments; communications were successful with employees, supervisors,
management,and employee representatives;and we were able to assist each agency in successfully
implementing our recommendations. All studies were brought to completion within stipulated
time limits and proposed budgets.
The firm's growing list of clients is indicative of its reputation as being a quality organization that
can be relied upon for producing comprehensive, sound and cost-effective recommendations and
solutions. Koff&Associates has a reputation for being "hands-on" with an ability and expertise
to implement its ideas and recommendations through completion in both union and non-union
environments.
Koff& Associates relies on our stellar reputation and on the recommendations and referrals of
current clients to attract new clients. Our work speaks for itself and our primary goal is to provide
professional and technical consulting assistance with integrity, honesty, and a commitment to
excellence. The fact that we have not had any formal appeals in almost thirty years, working with
.. hundreds of public agency clients and completing hundreds of classification and compensation
studies, is something we are very proud of.
Previous/Current Project Experience
• The following list of projects includes current and previous studies. We'd like to mention that we are
also in the midst of conducting a compensation study for the City of Santa Barbara.
rte'•r'
6400 Hollis Street Suite Emeryville,ryville,California 94608, 510.658 5633, Fax 510 6 2.5633.www.KoffAssociates.cc.)n-)
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Classification nd Coy : sa ion Study Proposal
City of Rancho Palos Verdes
Project Name Client Name and Contact Scope of Project Cost Time Period
Information Work
City-wide City of Orange Classification $90,000 End of 2007 to
classification and Contact: Mr.Stephen Pham study for all summer of
compensation Human Resources Director non-safety 2008.
study. (714)744-7200 positions.
E-mail: spham@cityoforange.org
City-wide . City of Sausalito Classification $41,500 December 2011
classification and Contact:Mr.Charlie Francis and to May 2012
total compensation Dir.of Administrative Services/ compensation
study. - Treasurer study for all
(415)289-4105 City
E-mail: classifications
cfrancis@ci.sausalito.ca.us
Compensation City of Compton Base $25,000 April to June
study. Contact: Mr.Mario Beas compensation 2014
Interim Human Resources study for
Director represented
(310)605-5635 classifications;
E-mail:mbeas@comptoncity.org 5 reclass
studies
• .Classification and City of Anaheim Classification $22,000 July 2013 to
Compensation Contact:Ms.Belen Ramirez and total comp current.
Study. Senior Class&Comp Analyst study for
(714)765-5159 Library
E-mail:BRamirez@anaheim.net Services
Department
Various City of Palo Alto Management, Approx. 2009-2013.
compensation Contact:Ms.Sandra Blanch Professional, $90,000 total
study projects. Assistant Director,Human Confidential for all work.
Resources Unit
(650)329-2376 compensation
Fax(650)329-2696 Study;
E-mail: other comp
Sandra.blanch@cityofpaloalto.org studies.
Classification and Orange County Sanitation After the $185,000 Since 2008 to
total compensation District District-wide current
study for the entire Contact: Richard Spencer class and comp
District,in phases Human Resource Supervisor study,we were
per employee (714)593-7164 retained to
group;currently, E-mail:rspencer@ocsd.com perform
ongoing class and ongoing class/
comp work. comp work
•
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Classification and Comilksation Study Proposal
City of Rancho Palos Verdes
0 City-wide total City of Bellflower City-wide $38,400 2006-2007;and
compensation Contact: Ms. Susan Crumly compensation 2012-2013
studies Human Resources and Risk study;recently
Manager retained to
Phone: (562) 804-1424 complete
16600 Civic Center Drive another City-
Bellflower,CA 90706 wide comp
E-mail: scrumly@bellflower.org study
City-wide total City of Novato City-wide total $23,300 2011
compensation Contact: Mr.Dan Weakley compensation
• study Human Resources Manager study
Phone: (415)899-8918
75 Rowland Way#200
• Novato,CA 94945
E-mail: dweakley@novato.org
Ongoing City of Perris Class and total Since 2007
• classification and Contact: Ms.Isabel Carlos comp study,
compensation,and Administrative Services Manager organizational
organizational (951)943-6100 assessment
assessment studies 101 N. D Street study,
Perris,CA 92570 additional
E-mail: icarlos@cityofperris.org class and total
III comp work
since first
project.
Qualifications of Project Team
Kathy Crotty, Georg Krammer, CEO Gail Koff,
Sara Baxter Catherine Kaneko, President Founder
Administrative (Principals of K&A)
Assistants
1
Rich Dukellis, Mike Harary Alyssa Thompson Anne Hayes, Lori Worden,
Jerry Frank Project Manager Project Manager Patty Howard Kendra Reich,
Senior Project Senior Ricki Akiwenzie
Managers Associates Associates
K&A's entire team consists of fourteen(14)members,as shown above in our organizational structure.
All members of our team have worked on multiple comprehensive classification and compensation
studies and are well acquainted with the wide array of organizational structures, classification plans,
and compensation structures, as well as the challenges and issues that arise when conducting studies
• like this. No portion of this engagement will be assigned to subcontractors.
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Classification Study Proposal
City of Rancho Palos Verdes
4110
Georg S. Krammer, M.B.A., S.P.H.R.
Chief Executive Officer
Georg brings over seventeen(17)years of management-level human resources experience to Koff
& Associates with an emphasis in organizational development; classification and compensation
design; market salary studies; executive and staff recruitment; performance management; and
employee relations, in the public sector, large corporations and small,minority-owned businesses.
After obtaining a Master of Arts in English and Russian and teaching credentials at the University
. of Vienna, Austria, Georg came to the United States to further his education and experience and
attained his Master of Business Administration from the University of San Francisco. After
starting his HR career in Wells Fargo's college recruiting department, he moved on to HR
management positions in the banking and high-tech consulting industries. With his experience as
a well-rounded senior HR generalist, his education in business. and teaching, and his vast
experience with public sector HR programs and functions, Georg's contribution to K&A's variety
of projects greatly complements our consulting team. Georg joined K&A in 2000 and has been
the firm's Chief Executive Officer since 2005.
Georg takes on all projects in Southern California and has been project director for numerous
classification and compensation studies for a variety of cities, counties, special districts, courts,
and educational institutions in San Diego, Los Angeles, Orange, Riverside, and San Bernardino
• counties for over ten years.
Georg will be assigned as Project Director for this project and coordinate all of K&A's efforts. He
will attend all meetings with the City and be responsible for all work products and deliverables.
Richard Dukellis,IPMA-CP
Senior Project Manager
Richard has more than 30 years of human resources experience in the public sector primarily
working for five different agencies. Four of the agencies have been full-service cities providing a
wide range of services including Police and Fire. Richard retired from the City of La Mesa in
2013 as the Director of Administrative Services (Human Resources, Risk Management &
Information Technologies) after six years providing all aspects of HR and Risk support for the
City. This included managing the City's labor relations processes, recruitment and selection
procedures, employee benefit programs, classification and compensation, employee development
and training, liability and workers' compensation.
Prior to working for the City of La Mesa, Richard was the Human Resources Manager for the
Cities of Coronado and Poway. He had previously been a Principal Human Resources Analyst
with the City of Escondido and held a variety of progressively responsible human resources
positions with the City of El Cajon. Richard possesses a Bachelor's Degree in Public
Administration from San Diego State University.
•
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City of Rancho Palos Verdes
0 Richard is the 2014 International Public Management Association for Human Resources (IPMA-
HR) International President and has been involved with IPMA-HR at various local, regional and
international levels for the past 25 years. He is the 2011 recipient of Western Region IPMA-HR's
prestigious Muriel M. Morse Achievement Award and received the designation of IPMA-HR
Certified Professional (IPMA-CP) in 2008. In addition, Richard has been a member of the Public
Agency Risk Managers' Association (PARMA), California Public Employers Labor Relations
Association (Ca1PELRA) and the National Public Employers Relations Association (NPELRA).
Richard heads up our San Diego office and will provide consultant support throughout the study,
including classification analysis, interviews with employees and management, compensation
analysis, internal job analysis, development of recommendations, and implementation strategies.
Due to required page limitation, please see detailed resumes of other consultant staff attached.
Client References
The following list includes project experience and client references from agencies that we
conducted similar studies for within the last three (3)years, as well as additional references.
City of Compton Contact: Mr. Mario Beas
Compensation study completed in 2014. Interim Director of Human Resources
Phone: (310) 605-5635
• 205 S. Willowbrook Avenue
Compton, CA 90220
E-mail: mbeas@comptoncity.org
City of Anaheim Contact: Ms.Belen Ramirez
Classification and total compensation study for Senior Class&Comp Analyst
Library Services Department in final stages of Phone: (714)765-5159
completion. 201 S.Anaheim Boulevard, Suite 501
Anaheim, CA 92805
E-mail: BRamirez@anaheim.net
City of Bellflower Contact: Ms. Susan Crumly
Total compensation study completed in 2007; Human Resources and Risk Manager
compensation study completed in 2013. Phone: (562) 804-1424
16600 Civic Center Drive
Bellflower, CA 90706
E-mail: scrumly@bellflower.org
City of Perris Contact: Ms. Isabel Carlos
Classification and total compensation study Administrative Services Manager
2007, organizational assessment study 2009, (951) 943-6100
classification and total compensation work 101 N. D Street
4111 Perris, CA 92570
r,,.
6400 Hollis Street, Suite 5, Emeryville', California 94604. 510.658 5633. Fax 510 652 5633,wv1 K�{�A;5�(!a:�`c f'
19
Ket 410 Classincation1 and cation Study Proposal
City of Rancho Palos Verdes
• 2011, classification work completed April E-mail: icarlos@cityofperris.org
2013.
City of Sausalito Contact: Mr. Charlie Francis
• K&A performed a City-wide classification and Director of Administrative Services/Treasurer
total compensation study completed in 2012. Phone: (415) 289-4105
420 Litho Street
Sausalito, CA 94965
E-mail: cfrancis@ci.sausalito.ca.us
City of Novato Contact: Mr. Dan Weakley
Total Compensation study completed 2012. Human Resources Manager
Phone: (415) 899-8918
75 Rowland Way#200
Novato, CA 94945
E-mail: dwealdey@novato.org
City of Palo Alto Contact: Ms. Sandra Blanch
Various compensation studies from 2009 to Assistant Director,Human Resources
2013. (650)329-2376
250 Hamilton Avenue
Palo,Alto,CA 94301
E-mail: Sandra.blanch@cityofpaloalto.org
Orange County Sanitation District Contact: Mr. Richard Spencer
Classification and total compensation study for Human Resource Supervisor
the entire District, in phases per employee (714) 593-7164
group, since 2008. Since then,providing 10844 Ellis Avenue
classification and compensation support as Fountain Valley, CA 92707
needed. Email: rspencer@ocsd.com
Riverside County Transportation Contact: Ms. Michele Cisneros
Commission Accounting& HR Manager
Classification and total compensation study (951) 787-7941
completed May 2013. 4080 Lemon Street, 3rd Floor
Riverside, CA 92502
Email: MCisnero@RCTC.org
•
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10 358 5633. Y. 510 652.5633,vA•vb KoffAssocrates.c c
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City of Rancho Palos Verdes
•
PROPOSAL SIGNATURE PAGE
K&A intends to adhere to all of the provisions described in RFP.
This proposal is valid for 90 days.
Respectfully Submitted,
Proposer: KOFF & ASSOCIATES
State of California
ill Signed By:
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June 26, 2014
Gorg lammer Date
Chief Executive Officer
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KOFFEiASSOCIATES
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Human Resoup-es Consulting Since 1984
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6400 Hollif3 ST,E-:)et, Suite 5. Emeryville, California 94608. 510 658 563:3 Fax 510 652 5633 www.KoffAssociates corn
Georg S. Krammer
410 SUMMARY
Senior Human Resources Consultant with MBA skilled at juggling all HR aspects of small to medium sized
companies and public agencies and aligning policies and programs with human and legal concerns.
KEY ACHIEVEMENTS AND HIGHLIGHTS
• Chief Executive Officer. At HR consulting firm, Koff&Associates, moved from junior role to Senior
Project Manager position and, subsequently, became CEO and one of two principals of the firm;
worked with close to 100 clients on projects with a 100% success and implementation rate.
• Human Resources Director/Recruiter. At IT and e-commerce consultancy, Primitive Logic, was part
of building the team from 20 employees to 50; implemented entirely new HR infrastructure.
• Administrative Officer. As a member of Senior Management team of Mission National Bank, turned
Bank around from years of losses to profits within six months, as well as substantially improved rating
with regulatory authorities. Established smoothly running HR department.
PROFESSIONAL EXPERIENCE
Koff&Associates, Inc., Emeryville, CA
Associate and Senior Project Manager, 2000-2005
Chief Executive Officer, 2005-Present
• Koff& Associates is a human resources consulting firm specializing in organizational, compensation
and classification studies; development of performance management systems and strategic
management tools; policy/procedure development and employee handbooks; executive and staff
recruitments; HR audits; employee/labor relations; and serving as off-site HR Director. 95% of clients
are in the public sector and the remainder in the private sector.
• Regularly create responses to Requests-for-Proposal from cities, counties, courts, and special
districts, such as housing, school, healthcare, air quality, vector control, transportation, water and
wastewater agencies. Represent the firm with clients, write and approve final project reports and hold
presentations in front of Boards of Commissioners/Supervisors/Directors and City Council.
Primitive Logic, Inc., Sausalito, CA
Human Resources Director, 1998-2000
• Supported 50 employees, focusing on organizational development, program implementation, and
coaching resulting in an efficient and healthy organization.
• Pulled all HR functions under one umbrella, thereby allowing executive management to focus on
company operations.
• In charge of overall recruiting process and coordination resulting in the company's growth of over
100%within one year.
• Planned, directed and carried out employment policies with the goal of reducing cost, safeguarding
company culture, and keeping employee morale high.
• Handled all employee relations issues to ensure a productive work environment and to minimize
company liability: grievances; counseling; workplace investigations; terminations. Created a
structured termination process resulting in smoothly administered workforce reductions.
• In charge of employee services: new-hire orientation; benefits; employee reviews; employee
mentoring program; training; employee morale; record-keeping.
• In charge of creation of all employment related contracts: offer letters, non-disclosure agreements,
stock option agreements, independent consultant contracts; separation/release-of-claims agreements.
• In charge of applications for immigration visas, including H-1 B's and Labor Certifications.
i
Mission National Ban Francisco CA
HR Manager/Administrative Officer, 1996-1998
• • As Executive Officer and member of Senior Management team, acted in the following roles: HR
Manager; Bank Security Officer; Bank Secrecy Act Officer; Administrative Officer; Supervisor of
Merchant Credit Card Program; Supervisor of Research, ACH and check processing; back-up for MIS
troubleshooting and other technical issues; supervised two people.
• As head of HR department, overhauled HR infrastructure, including: training, payroll, compensation,
benefits administration, employee grievance and conflict resolution. Maintained and implemented
updated employment policies. Responsible for hiring, new-hire orientation, and terminations. Advised
Senior Management and Board of Directors on HR issues, labor law updates, business conduct and
ethics, as well as compensation structure to ensure legal compliance, adherence to overall business
goals, reduction of cost, and employee retention.
EDUCATION
MBA- International Business, University of San Francisco, Beta Gamma Sigma Honorary Society.
MA- English and Russian languages, literature and linguistics; University of Vienna,Austria.
SPHR—Senior Professional Human Resource Certificate
PROFESSIONAL AFFILIATIONS
• California Public Employer Labor Relations Association
• National Public Employer Labor Relations Association
• Public Employer Labor Relations Association of California
• International Public Management Association
• Society of Human Resource Management
• Northern California Human Resource Association
• California Chamber of Commerce
411 ADDITIONAL INFORMATION
• Fluent in German, English, Russian; literate in Latin and French.
• Teaching credentials for English and Russian in Austria.
•
Catherine B. Kaneko
• SUMMARY
President of Koff & Associates, Inc., with experience in managing the planning, development,
implementation, and administration of compensation programs, including stock plans, benefits
administration, variable pay programs, performance management and employee development, strategic
planning, and policy development.
KEY ACHIEVEMENTS AND HIGHLIGHTS
Evaluated, designed, and implemented step system and broadband compensation structures for public
agencies and private companies, which accomplished organization goals of controlling costs, attracting
and retaining key talent, and ease of administration. Managed and developed organization-wide
classification systems. Designed and implemented incentive and variable pay programs. Designed
performance appraisal systems. Integrated career management programs with compensation, reward
and recognition, promotion, transfer, and training strategies, processes, and procedures. Developed
strategic business plans. Developed and implemented multiple training programs.
PROFESSIONAL EXPERIENCE
Koff&Associates, Inc., Emeryville, CA
Associate and Senior Project Manager, 2000-2005
President, 2005-Present
• Koff & Associates is a human resources consulting firm specializing in organizational, compensation
and classification studies; development of performance management systems and strategic
management tools; policy/procedure development and employee handbooks; executive and staff
• recruitments; HR audits; employee/labor relations; and serving as off-site HR Director. 95% of clients
are in the public sector and the remainder in the private sector.
• Regularly create responses to Requests-for-Proposal from cities, counties, courts, and special
districts, such as housing, school, healthcare, air quality, vector control, transportation, water and
wastewater agencies. Represent the firm with clients, write and approve final project reports and hold
presentations in front of Boards of Commissioners/Supervisors/Directors and City Council.
Xpedior, San Francisco, CA
Human Resources Director, 1997-2000
• Managed acquired companies to the Xpedior culture. Audited human resources practices of acquired
companies and provided training and guidance to management. Ensured compliance with
organization policies and procedures.
• Oversaw conversion to IPO environment in terms of the impact on human resources functions.
• Managed all human resources programs, including organization development, recruitment and
selection, labor law compliance, classification and compensation, benefits administration, employee
relations, training and development, and safety programs.
SEGA of America, Redwood City, CA
Human Resources Generalist, 1993-1996
Compensation Manager, 1996-1997
• Managed compensation function for over 1,000 employees. Evaluated, designed, and implemented
broadband compensation structure which accomplished corporate goals of controlling costs, attracting
and retaining key talent, and ease of administration. Developed and conducted the manager and
employee training/communications program for new broadband system.
• Managed the production of over 250 job descriptions for the entire organization.
• Designed new corporate incentive plans for Research and Development and Sales divisions.
• Functioned as project lead for conversion and installation of new HRIS system.
• Obtained and compiled high-tech market data to support the organization's competitive advantage in
a cutting edge industry.
• Managed the human resources function for the U.S. satellite software development divisions and
companies(over 450+employees).
• Consulted with managers and employees on organization development, conflict resolution,
• performance management, discipline, termination, and other employee relations issues.
• Assimilated acquired companies to the SEGA culture. Audited human resources practices of
acquired companies and provided training and guidance to management. Ensured compliance with
organization policies and procedures.
TPA Company, San Francisco, CA
Human Resources Manager/Financial Controller, 1992-1993
• Managed human resources function. Evaluated and implemented new policies and procedures to
strengthen organization structure. Supervised and maintained financial accounting operations.
Position encompassed diverse responsibilities in a high-pressure, fast paced environment.
BDO Seidman, CPA's and Consultants, San Francisco, CA
Laventhol& Horwath, CPA's and Consultants, San Francisco, CA
Human Resources Director, 1986-1992
• Managed human resources, organization development, employment, labor law, compensation,
benefits administration, affirmative action, employee relations, and safety programs.
EDUCATION
BS—Business Administration; California State University, Hayward.
CPA—Certified Professional Accountant
PHR—Professional Human Resource Certificate
PROFESSIONAL AFFILIATIONS
11111 • California Public Employer Labor Relations Association
• National Public Employer Labor Relations Association
• Public Employer Labor Relations Association of California
• International Public Management Association
• Society of Human Resource Management
• Northern California Human Resource Association
• California Chamber of Commerce
Richard E. Dukellis
•882 Calle Perico, San Diego, CA 920 •
858-539-9096—dukellis[a)_live.com
•MPLOYMENT
Senior Project Manager, January 2014— present
Koff&Associates
Provide project management and support on classification and compensation studies for public sector clients, including cities,
counties, school districts, and special districts. Serve as lead and participate in special projects including recruitment, pay for
performance program development,and organizational development.
Director of Administrative Services, December 2007 — December 2013
City of La Mesa, CA
Planned and directed the functions, programs, and operations of Human Resources in a full-service city, including recruitment
&selection, labor relations, benefit administration,classification,compensation; Safety and Risk Management including liability
and workers' compensation; Information Technology; and training and employee development services and activities;
coordinated activities with other departments and outside agencies;and provided administrative support to the City Manager.
Human Resources Manager, October 2002 — December 2007
City of Poway, CA
Managed the City's Human Resources function that includes Fire Service and Water Utilities. Responsibilities included benefit
administration; employee development and training coordination; classification and compensation; labor relations; recruitment
and selection procedures. Consulted and worked collaboratively with various levels of management and staff as resource
regarding workplace and human resources issues and projects.
Human Resources Manager, August 2000—October 2002
11111 City of Coronado, CA
Managed the Human Resources function in a full-service city including Fire, Police, Library, Public Works, etc. Responsible
for workers" compensation program, classification and compensation studies, benefit administration, training and employee
development, and full range of recruitment and selection procedures. Coordinated activities with departments and outside
agencies. Participated in the City's labor contract negotiations processes; conducted investigations. Provided staff support to
Civil Service Commission.
Principal Human Resources Analyst, July 1999—August 2000
City of Escondido, CA
Professional personnel generalist position in a full-service city including Police, Fire, Water Utilities. Participated in the labor
negotiations with four bargaining groups; liaison to City departments; conducted recruitment and selection procedures;
conducted classification and reclassification studies &wage, salary and benefit surveys; participated on city-wide committees
and programs.
Senior Personnel Analyst, January 1984—July 1999
City of El Cajon, CA
Progressed through a series of increasingly responsible Human Resources positions in a full-service agency. Responsible for
conducting classification and compensation studies; recruitment and selection procedures; participating in labor negotiations;
liaison with City departments. Developed and implemented a city-wide performance evaluation system.
EDUCATION
Bachelor of Arts, Public Administration, San Diego State University
Master's Program, Public Administration, San Diego State University (30 of 36 units)
•
PROFESSIONAL AFFILIATIONS
International Public Management Association for Human Resources (IPMA-HR)
Calpelra, PELRAC, NPELRA
Public Agency Risk Management Association (PARMA)
Alyssa Thompson
•
EDUCATION:
University of California, Davis
BA in Psychology awarded March 2000 •
Alliant International University
PhD in Organizational Psychology awarded November 2012
EMPLOYMENT EXPERIENCE
February 2007—present
Project Manager,Koff&Associates, Inc.
- Provide project management and support on classification and compensation studies for
public sector clients, including cities,counties, school districts,and special districts.
- Classification studies: conduct employee interviews; analyze and develop
recommendations for position allocation;develop classification specifications.
- Compensation studies: data collection and analysis; develop compensation
recommendations and implementation plans.
- Serve as lead and/or participate in special projects, including recruitment, pay for
performance program development and training,audits,and other special projects.
January 2006—June 2007
Research Assistant, Alliant International University,Marshall Goldsmith School of Management
- Assist professor in research study focusing on identifying essential organization
• development competencies.
- Research and synthesize literature on organization development competencies and adult
learning theory.
- Work with professor to write research proposal for Institutional Review Board (Human
Participants Committee)approval.Received approval to conduct research project.
- Design and conduct research, including both qualitative (structured interviews) and
quantitative(survey)methods; analyze data and develop recommendations.
August 2005—May 2006
Teaching Assistant, Alliant International University,Marshall Goldsmith School of Management
- Assist professor in teaching of Psychometrics, Statistics, and Research Design class in
organizational psychology PhD program.
- Independently teach one hour each week.
- Develop lesson plans focused on developing a research design and using SPSS for
statistical analysis, interpretation, and presentation of results.
- Facilitate group discussions.
July 2000—February 2007
Human Resources Associate, The J. David Gladstone Institutes
Compensation
- Assist in coordination of compensation program, including developing and administering
salary surveys, data collection, analysis of survey results, and proposing merit budget and
salary increase recommendations.
- Work with senior management on implementation of annual merit increase program.
- Recommend adjustments to salary structure based on market data and cost of living
41) adjustments.
- Research, analyze, and provide recommendations to address salary grade adjustments for
internal positions; assess and ensure internal and external equity of salaries for each
position.
- Help administer annual performance evaluation program; conduct performance appraisal
training sessions to assist managers in completing evaluations.
- Assist in development of new and modifications to existing job descriptions; maintain job
description database.
- Evaluate and recommend EEO and FLSA status and salary grades for new and existing
positions.
- Assist with creating offer proposals for new hires to ensure internal and external equity in
salary.
Affirmative Action Program
- Coordinate annual affirmative action program.
- Accurately collect and analyze data; apply and interpret statistical tests to identify key areas
of development;provide recommendations to address areas of development.
International Visa
- Coordinate processing of international visas for all employees.
- Maintain tracking system of visa status.
- Serve as a liaison between employees and visa representatives and attorneys; resolve visa
and immigration issues; understand and apply basic immigration and visa regulations.
Other Generalist Responsibilities:
- Maintain HRIS databases and integrity of the data.
- Ensure compliance with monthly Department of Labor reporting regulations.
- Generate all human resources reports; provide analysis of reports,as requested.
- Member of the Diversity Leadership Team and Student Minority Outreach Committee.
Assist in coordinating graduate student and student intern programs.
- Assist recruitment function, including updating job postings, sorting and screening resumes
and applications,developing tests and assessments,and interviewing.
- Assist in annual audit of personnel files to ensure compliance with applicable regulations.
- Assist in temporary agency placements.
- Assist with new hire orientation.
4110
Anne Kennedy Hayes 0
• Email: ljchayes@comcast.net
Home Phone: 510-531-5530
• Cell Phone: 510-967-4098
Education:
University of California, Santa Barbara
Santa Barbara, California
Bachelor's Degre, Mathematics &Economics
Professional Experience:
January 2012—Present Koff& Associates—Emeryville, CA
Associate,Koff&Associates
o Provide support on classification and compensation studies for public sector clients,
including cities,counties, school districts, and special districts.
o Classification studies: analyze and develop recommendations for position allocation;
develop classification specifications.
o Compensation studies: data collection and analysis; develop compensation
recommendations and implementation plans.
o Serve as lead and/or participate in special projects, including recruitment,pay for
performance program development and training,audits, and other special projects.
September 2007 to June 2011 IEDA-Emeryville,CA
Benefit Analyst,IEDA
o Maintain compensation and benefit database,providing public sector agencies
comparative, compensation information.
o Regularly propose recommendations and develop efficiencies to improve data integrity
and productivity.
o Collaborate with management to diversify suite of service offerings, directly contributing
to the organization's bottom line.
o. Additional responsibilities include monthly invoicing. Maintain and assist in enhancing
invoicing procedures.
o Partner with team members and management to respond to client inquires.
o Communicate potential client service issues to management; offer executable and timely
resolutions to ensure client satisfaction and retention.
December 1995 to September 2005 Charles Schwab - San Francisco,CA
41)
Anne Kennedy Hayes 0
Email: lj chayes@comcast.net
Home Phone: 510-531-5530
• Cell Phone: 510-967-4098
2004 -2005 Operations Manager, Charles Schwab
o Managed team of 5 in Trust Operations.
o Utilizing hands-on experience,developed controls to mitigate trading risk, improved
operational procedures regarding account transfers.
o Achieved successful audits by internal and external auditing entities through the
aforementioned procedures.
o Cultivated collaborative team environment to retain talented employees.
2001 —2004 Project Manager, Charles Schwab
o Provided support to Trust operations teams to implement internal departmental projects.
o Developed operations guidelines,managed initiation of new Trust Company products.
1996—2001 Team Leader, Charles Schwab
o Provided highest level of service to internal and external business partners.
o Delivered results in fast paced,time sensitive environment. Contributed innovative ideas
to improve operations.
•
1995—1996 Operations Specialist, Charles Schwab
o Experienced in all aspects of Trust operations.
o Developed customer and interpersonal skills to deliver quality service.
o Developed concrete understanding of Trust Company business,Trust Company clients
and goals of the firm.
December 1986 to December 1995 Merrill Lynch - San Francisco,CA
1993—1995 Associate Financial Consultant,Merrill Lynch
o Worked with Senior Financial Consultant to develop business,prospect clients,cold
calling.
o Gained understanding of diverse product line and working with high net worth
individuals.
1992— 1993 Administrative Assistant,Merrill Lynch
o Provided administrative assistance for financial consultants.
o Through direct customer contact developed relationships to ensure retention of clients.
• 1986—1992 Customer Service Representative, Budget Administrator,Merrill Lynch
o Held various entry level positions gaining experience in a fast paced environment.
Developed skills in prioritization, organization, attention to detail.
Lori Worden
EDUCATION:
J.D.,Golden Gate University,School of Law,May 2009
Employment and Labor Law Specialization
Witkin Award for Academic Excellence in Advanced Legal Writing
M.A.,Industrial and Organizational Psychology,CSU Long Beach,August 2001
Thesis topic: Effects of performance evaluation systems on organizational behavior
Coursework includes: Statistical Design&Analysis;Job Analysis; Organization Development; Employment
Test Construction; Personnel Training&Development
B.A.,Psychology w/concentration in organizational development,CSU Sacramento,May 1999
PROFESSIONAL ASSOCIATIONS:
CUPA-HR Northern& Central California,Treasurer
Past Board member and founder of a new chapter of the College and University Professional Association for
Human Resources
Bay Area Compensation Association,Member
• World at Work,Member
Completed courses towards Certified Compensation Professional(CCP)designation:
-Base Pay Administration and Pay for Performance
-Market Pricing, Conducting a Competitive Pay Analysis
-Quantitative Methods
- Regulatory Environments for Compensation Programs
-Accounting and Finance for the HR Professional
PROFESSIONAL POSITIONS:
Koff&Associates,Inc.,Emeryville
Associate
August 2012—present
-Develops classification and compensation studies in a consultative role for public sector clients including,
cities,counties,educational institutions, superior courts, housing authorities,and special districts
-Classification study development includes the analysis and crafting of recommendations for position
allocation,as well as the drafting of classification specifications
-Compensation study development includes data collection and analysis,as well as the development of
compensation recommendations and implementation plans
-Participates in special projects and research in the areas of organizational design,workload analysis,
employment law interpretation and application,policy and procedure drafting,and communication strategy
•
1
0 0
University of California,Davis
• Senior Human Resources Analyst
August 2010—July 2011
-Conducts job analyses and writes job descriptions and classification templates
-Analyzes labor market salary information
-Reviews pay equity and merit increases
-Consults with Database Administrator on changes/upgrades to HRIS database
-Creates spreadsheets to aid the Payroll Unit in implementing collective bargaining agreements
-Assists the Benefits Administrator in the review of reasonable accommodation requests
- Researches and resolves employee and labor relations issues
-Conducts investigative interviews with employees
-Gives advice to campus managers in the areas of classification,compensation, and employee relations
University of California,Merced
Senior Compensation and Labor Relations Consultant
October 2008—July 2010
-Project lead for the development and Career Tracks, a new classification and compensation structure
modeled on UC Berkeley's Career Compass program
-Drafts new classification descriptions including new ADA section for job templates
-Conducts market studies to serve as the basis of equity proposals
-Participates in and manages access to compensation surveys(Radford,Mercer,Towers Watson, EduComp,
CUPA, SIRS,etc.)
-Prepares compensation items for Board of Regents approval;prepares the Annual Report on Executive
0 Compensation;collects management input for draft Executive Compensation policies and assists with
interpretation; creates campus processes to ensure compensation policies are upheld
-Acts as liaison between UC centralized Chief Negotiation team and the UC Merced campus;develops
market based MOU compensation item proposals and conducts costing analysis
-Provides FIR departmental input for campus HRIS project;directly guides the development of the staffing
tool and Job Building classification database component
University of California,Office of the President,Oakland
Senior Compensation and Labor Relations Specialist
June 2007—October 2008
-Project lead for Total Compensation study of 58 agencies for UC Police Officers,to serve as basis for
collective bargaining
-In coordination with the Chief Negotiator, develops research report on the topic of Living Wage, in
response to an AFSCME sponsored report on low wage workers
-Collects and reviews payroll change forms(for union represented job classifications)submitted by the 10
UC campuses
-Analyses effectiveness of collective bargaining strategies from a total compensation perspective;
participates on bargaining teams as a compensation expert
-Consults on FLSA issues with the Office of the General Counsel for research and resolution
•
2
Judicial Council of CA,Administrative Office of the Courts,San Francisco
Human Resources Analyst
July 2002—June 2007
-Collects geographic cost of labor differentials for counties throughout California; submits data to the
Finance division for allocation and funding to the courts
-Reviews market salary data to make salary allocations for new classifications; participates in external salary
surveys
-Works directly with the director of the new Court Construction and Management Division to develop a
classification and pay structure
-Crafts policy language and develops guidelines for accurately applying the overtime provisions of the
FLSA;prepares presentations and trainings for court staff
-Assists with a total compensation study including the valuation of benefits
-Provides responses to questions from the Labor and Employee Relations Unit regarding wage and hour law
compliance
County of Los Angeles,Superior Court,Los Angeles
Senior Personnel Analyst
September 2001—June 2002
-Participates in court-wide classification and compensation study conducted let by an external consultant
-Meets and confers with unions AFSCME and SEUI,whose members were to be impacted by the
implementation of a new compensation structure
-Performs job analysis and conducts employee interviews to determine proper classification
411 -Makes salary recommendations for additional responsibility bonus pay requests
Los Angeles Unified School District,Personnel Commission,Los Angeles
Personnel Analyst
April 2000—September 2001
-Drafts new classifications to fit organizational needs
-Makes salary recommendations for new positions based on salary surveys of external agencies
- Evaluates and resolves appeals from job candidates claiming unfairness or error in the application and
testing process
•
3