HomeMy WebLinkAbout11 Compensation Benifits Survey ........... .....
Agenda Item #
Workshop
To: Board of Directors
From: Nancy Waters, Human Resources Administrator
Date: February 15, 2006
Subject: Compensation and Benefits Survey
WHY THIS MATTER IF BEFORE THE BOARD:
This matter involves retaining the services of a consultant to perform an employee
compensation study, as suggested by CATT and endorsed by the Board.The idea
presented to the Board was to have an independent party conduct the survey.
HISTORY:
Over the past few years, we have talked about the need to have an employee
compensation package that permits the District to recruit and retain high quality staff,
and about our need to engage in succession planning.
The limited salary survey conducted for the management and professional employees
demonstrated that our salaries are lower than other agencies we benchmark. We are
presently engaged in negotiations with the Union that represents hourly wage
employees. Some of these wages are also lower than comparable agencies. If we are
committed to offering a competetive compensation package to our employees, we
should determine in a most competent way what is being paid in comparable agencies in
our labor market area.
At the last meeting, Staff was asked to return with more information on possible
consultants to conduct this study and copies of proposals submitted to other agencies so
the Board would have an idea of what to expect from a compensation study.
NEW INFORMATION:
I have obtained more information about conducting a study and have found additional
consultants that we could send our request for proposal. I have included this information
in this packet for the Board to consider:
• Draft Request for Proposal for Compensation and Benefits Survey
• Llist of possible consultants
• List of compensation issues to include in the study
• Positions to include in the study
• Copy of Truckee Sanitary District's proposal from Koff&Associates, Inc.
• Copy of Town of Truckee's proposal from Maximus, Inc.
• Letter from IBEW Business Representative, Santiago Salazar concerning the
Union's position of the compensation and benefits survey.
I would like to have further discussion with the Board about their thoughts and ides on
this survey.
Truckee Donner Public Utility District BoamlafDrectco;
Joseph R.Aguera
J.Ronal a Hemig
Business Office (530) 587-3896 FAX (530) 587-5056 Patricia S.Sutton
Tim Taylor
William L.Thomason
c General Manager
Peter L.Holzmerster
DRAFT
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
REQUEST FOR PROPOSAL
COMPENSATION AND BENEFITS SURVEY
INTRODUCTION
The Truckee Donner Public Utility District is requesting proposals from qualified
consulting firms experienced in the development of a Compensation and Benefits
Study. The Truckee Donner PUD is a Special District of the State of California,
providing electric service and water service to the Truckee area. We are
interested in starting this project as soon as possible, to be completed by
September 1, 2006.
NATURE OF SERVICE REQUIRED
In this preliminary stage, we have determined that there are approximately 14
union positions and 15 non-union positions that we would like to include in the
study. These positions include water classifications, electric classifications, as
well as administrative positions. In addition to compensation, we would like to
compare employee benefits such as, retirement, insurance, paid leave, and other
incentives and allowances to other electric and water agencies.
PROPOSAL REQUIREMENTS
The Board of Directors will evaluate each submitted proposal to select which
firms will be invited for an interview. All proposals should include and will be
evaluated on the following criteria:
• Scope of services to be provided and description of the report to be
delivered upon completion.
Post Office Box 309 11570 Donner Pass Road Truckee, California 96160
• Ability to complete the work within the time specified.
• Qualifications of the firm, including but not limited to its experience and
personnel assigned to this project.
• Cost.
ASSISTANCE TO BE PROVIDED
The Truckee Donner PUD will provide all information available, such as job
descriptions, union contract, and wage and salary schedules necessary to
support the consultant in this survey.
OTHER INFORMATION
The District declares that it will incur no financial obligation for any costs by any
company in preparation of this proposal.
Interested firms should submit their proposals by March 31, 2006.
Inquiries regarding this request may be addressed to:
Nancy Waters, Human Resources Administrator
Phone: 530.582.3903
Fax: 530.587.5056
Email: Nancywaters(@tdpud.org
Possible Consultants:
Koff& Associates, Inc.
18 Crow Canyon Court, Suite 165
San Ramon, CA 94583
925.831.9794
CompAnalysis
725 Washington Street, Suite 302
Oakland, CA 94607
510.763.3774
CPS Human Resource Services
241 Lathrop Way
Sacramento, CA 95815
916.263.3614
L.B. Hayhurst & Associates, Inc.
27 Commercial Blvd., Suite C
Novato, CA 94949
415.884.0544
Bob Murray & Associates
1677 Eureka Road, Suite 202
Roseville, CA 95661
916.784.1985
William Avery &Associates
3 '/2 N. Santa Cruz Ave., Suite A
Los Gatos, CA 95030
408.399,4424
Ralph Andersen &Associates
5800 Stanford Ranch Rd., Suite 410
Rocklin, CA 95765
916.630.4900
Maximus, Inc.
11419 Sunset Hills Rd.
Reston, VA 20190
800.Maximus
Compensation issues to include in study:
Salary/wages
CalPERS Pension
Social Security
Medical insurance
Vacation
Holidays
Sick leave
Life insurance
Overtime premium pay
Longevity pay
Tool/clothing allowance
Professional training incentive
Transportation allowance
Management positions to be included in study:
General Manager
Power Supply Manager/Assistant General Manager
Executive Secretary
Administrative Services Manager/Treasurer
Human Resources Administrator
Accounting and Finance Manager
Planning Services Manager
Electric Superintendent
Electric Engineer
Associate Electric Engineer
GIS Specialist
Water Utility Manager
Water Engineer
Associate Water Engineer
Water Superintendent
Union positions:
Accounting/Computer Operations Supervisor
Senior Clerk
Meter Reader
Warehouse/Relief Utility Worker
Automotive Mechanic
Buyer/Clerk
Electric Services Planner
Electrician/Meter Technician
Electric Foreman
Journeyman Lineman
Contracts Administration Clerk
Water Services Planner
Water Service Technician
Water Foreman
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PROPOSAL
For A
CLASSIFICATION
and
TOTAL COMPENSATION SURVEY
For The
TRUCKEE SANITARY DISTRICT
Submitted by:
KOFF& ASSOCIATES,INC.
18 Crow Canyon Court
Suite 165
San Ramon,CA 94583
925.831.9794—voice
925.831.9322—fax
E-mail: gkoff(a),koffassociates.com
Contact Person
Gail Koff,President/CEO
N16
KOFF&ASSOCIATES,INC.
Solving th¢Human Resoure¢s Pusle Since 1994
August 5,2004
Mr.Thomas Selfridge
General Manager
Truckee Sanitary District
12304 Joerger Drive
Truckee,CA 96161
RE: Request for Proposal: Classification and Total Compensation Study
Dear Mr. Selfridge:
Thank you for including us in your Request for Proposal process for the district wide classification and
total compensation survey. We are most interested in assisting the District with this important study. In
addition to the proposal,we have also submitted several samples of our work product.
We are experienced public-sector consultants who have been conducting similar studies for wastewater
and other special districts, cities, counties, Courts, and other public agencies for over 20 years. Koff&
Associates, Inc. has achieved a reputation for working successfully with management, employees and
union representatives. We believe in a high level of dialogue and input from employees and management
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.
Koff& Associates, Inc. is a small firm that accepts only as much work as our staff can handle. This
assures a high level of quality control, excellent communication between clients and our office,
commitment to meeting timelines and budget, and a consistent high-caliber work product. As
President/CEO of the firm, I would assume the role of Project Director and be responsible for the
successful completion of this project.
I can be reached at the San Ramon address and phone number listed below. My e-mail address is:
gkoffna,koffassociates com. Please call me if you have any questions or wish additional information. I
look forward to the opportunity to provide additional levels of service to Truckee Sanitary District.
cere
f,
resident/CEOii
18 Crow Canyon Court•Suite 165•San Ramon,CA 94583-1613•TEL 925/831,9794•FAX 925/831.9322
www.KoffAssociates.com
KOFF&ASSOCIATES,INC.
Solving the Human Resources Punle Since 1984 IN
PROPOSAL
For A
CLASSIFICATION STUDY
And
TOTAL COMPENSATION STUDY
For The
TRUCKEE SANITARY DISTRICT
TABLE OF CONTENTS
Page No.
1. Understanding of the Project 1
2. Qualifications of the Firm 3
3. Project Team 3
4. References 6
5. Work Plan and Methodology 8
6. Deliverables 15
7. Expectations of District Support 15
8. Project Schedule 16
9. Proposed Costs 16
10. Insurance Requirements 17
Attached—Sample Work Products
18 Crow Canyon Court•Suite 165•San Ramon, CA 94583-1613•TEL 925/831,9794•FAX 925/831,9322
www.KoffAssociates.com
KOFF&ASSOCIATES,INC. 1164
Solving the Human Resources Puaie Since 1984
PROPOSAL
For A
CLASSIFICATION STUDY
And
TOTAL COMPENSATION STUDY
For The
TRUCKEE SANITARY DISTRICT
UNDERSTANDING OF THE PROJECT
The District currently has approximately thirty-three (33) full time positions within twenty-three
(23)different classifications.
The purpose of this study is to develop a final work product that will include an updated
classification/position allocation plan for all job classes with an organizational structure that will
allow for future growth and effective customer service delivery. The final Classification Plan
Recommendations and Report will ensure internal equity, legal compliance and will be reflective
of contemporary standards. We will also provide a review of your classification exemption status
as the Fair Labor Standards Act (FLSA) has recently enacted significant change to exempt/non-
exempt status allocation.
The project also includes a total compensation(salary and benefits)market survey using a core of
eight to twelve (8-12) comparator agencies utilizing recommended benchmark positions. Our
proposal will then make specific recommendations for internal equity for non-benchmarked
positions. The Compensation Plan will contain specific recommendations regarding a salary
schedule and the integration of all classifications into a clearly designed, internally equitable
format that is flexible for future District growth. The study includes a significant number of
meetings with the Board,management and staff.
hi addition to a complete record of study processes and recommendations, our proposal also
provides documentation for staff in both classification and internal compensation methodologies
so that the District can integrate and maintain the Plans after the initial implementation.
Classification Obiectives
➢ To review and understand all current documentation, rules, regulations, policies,
procedures, descriptions, organizational charts and related information so that the new
plan can be operationally incorporated with a minimum of disruption;
➢ To conduct a preliminary project team meeting to finalize study plans and timetables and
employee orientation session(s)with staff in order to educate and explain the scope of the
study and describe what are and are not reasonable study expectations and goals;
18 Crow Canyon Court-Suite 165•San Ramon, CA 94583-1613•TEL 925/831.9794-FAX 925/831,9322
www.KoffAssociates.com
Classification&Compensation Study Proposal
Page 2 of 19
➢ To update the classification structure through a comprehensive process of job analysis
including review of existing documentation, position description questionnaire
completion, employee interviews, management interviews and other professional
methods,as appropriate;
➢ To allocate each study position to the correct classification, with the goal of minimizing
the number of single-position classes and providing for growth and flexibility of
assignment,where feasible;
➢ To allocate each classification to the correct exempt/non-exempt status allocation in
accordance with the recently revised Fair Labor Standards Act(ELSA)regulations;
➢ To provide a basis for ensuring that the District has adequate career paths and a
classification system that will foster career service within the District;
➢ To provide for adequate educational, review and appeal processes that will result in a
product that is understood by all levels of personnel and is internally equitable;and
➢ To ensure sufficient documentation throughout the study so that the plan can be
maintained in a competent and fair manner.
Compensation Objectives
➢ To review and make recommendations regarding comparator agencies prior to beginning
the compensation portion of the study;
➢ To collect accurate data regarding salary and benefits from the approved group of
comparator agencies and to ensure that this information is analyzed in a manner that is
clear and comprehensible to your governing Council, your management, staff and
bargaining trait representatives;
➢ 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 philosophy;
➢ To assist the Council in articulating its compensation philosophy;
➢ To develop a compensation plan that will assist the District to recruit,motivate and retain
competent staff; and
➢ To recommend appropriate internal salary relationships and allocate classes to ranges in a
comprehensive salary range plan.
Overall Objectives
➢ To document all steps in the process so that the classification and compensation plans
may be maintained in the future;and
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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➢ To provide ongoing communications throughout the duration of the project.
QUALIFICATIONS OF TEE FIRM
Koff & Associates, Inc. is a public sector human resources consulting firm that has been
assisting counties, cities and special districts for the past twenty (20) years. We have extensive
experience working in both non-union and union environments (including serving as the
management representative in meet & confer and negotiation meetings), working with City
Councils, Boards of Supervisors, Merit Boards,Joint Power Authorities and Boards of Directors.
Our staff has provided services to a variety of city and county governments as well as water,
wastewater, air pollution control, transportation, fire, community service, educational, and
hospital special districts. Specific references are provided below.
The firm's areas of focus are compensation and classification studies; policy/procedure
development and employee handbooks; executive search and staff recruitments; performance
management issues; and serving as off-site IIR Director for our smaller public agencies that need
the expertise of an FIR Director but do not need a full-time, on-site professional. For the past
several years, the firm's significant workload has been in the areas of classification studies and
extensive total compensation reviews(samples of work products are included for your review).
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 union representatives; and we were able to assist each agency in successfully
implementing most of our recommendations. All studies were brought to completion within time
limits(although many times modified due to agency time constraints)and proposed budget.
The firm's growing list of clients is indicative of its reputation throughout California as being a
quality organization that can be relied upon for producing comprehensive, sound and cost-
effective recommendations and solutions. Koff& Associates, hie. 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, Inc.relies almost exclusively 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. We invite you to contact anyone on the Client List as a referral.
PROJECT TEAM
Professional qualifications of staff include:
Gail Koff
Gail Koff, Principal of Koff& Associates, Inc., has over thirty (30) years of human resource
management experience, 27 years of which have been serving the needs of public agencies.
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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Gail's prior experience, after receiving her degree from Boston University, includes serving as
the Personnel Director for one of California's largest sanitary districts, Central Contra Costa
Sanitary District as well as the Personnel Director for the California College of Arts and Crafts.
She has spent the last twenty (20) years as Managing Director of her firm providing consulting
assistance to cities, counties and special districts (transit, water, sanitary, hospital, school,
community service, air quality management, fire, etc.). She specializes in strategic development;
classification and job analysis; compensation design and pay for performance strategies;
executive search; labor/management issues; employee handbooks and policy direction;
performance management; and organizational efficiency issues.
Gail is familiar with the unique problems of public agencies and has worked extensively with
publicly elected Boards, Councils, Commissions, numerous unions, management and employee
groups.
Gail works closely with the agency and the Board throughout the entire process to ensure success.
She attends most meetings and is actively engaged throughout the study's progress.
Catherine Kaneko
Catherine brings over thirteen (13) years of management level human resources experience to
Koff& Associates, Inc., both as a human resources director and as a management consultant in
the hi-tech industry as well as the public sector. She has extensive experience in compensation
including equity plans, survey design and reporting, recruitment in both the public and private
sector, staffing; classification and job analysis; compensation and job evaluation techniques,
employee relations, retention strategies, infrastructure development; coaching; policy and
procedure development; mergers and acquisitions;change management and employee training.
With a Bachelor's Degree in Business Administration,Catherine started her career as a Certified
Public Accountant (CPA) in an international accounting/consulting firm. She transitioned into
Human Resources within the firm to become the Human Resources Director of the San Francisco
office. She then moved into the hi-tech industry where she served in leadership positions for high
growth, startup, and organizations in transition. Her primary focus in recent years has been in
classification,compensation and recruitment services in the public sector.
Catherine's experience provides a broad knowledge of human resource management within
diverse organizations. Her background provides her a strong ability to understand the big picture,
identify problems and solutions and effectively implement them. Her skill set complements our
current consultant base with additional levels of service areas.
Georg S.Krammer
Georg brings over seven (7) years of management-level human resources experience to K&A
with an emphasis in classification design; executive and staff recruitment; performance
management; organizational development; and employee relations, both in large corporations,
small,minority-owned businesses and public sector agencies.
After obtaining a Master's Degree in English and Russian and teaching credentials at the
University of Vienna, Austria, Georg came to the United States to further his education and
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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experience and attained his MBA from the University of San Francisco. After starting his human
resources career in Wells Fargo Bank's college recruiting department, he moved on to human
resources management positions in the banking and high-tech consulting industries. With his
experience as a well-rounded senior HR generalist and his education in business and teaching,
Georg's contribution to K&A's variety of projects greatly complements our consulting team.
Since joining K&A, Georg has worked on multiple classification and compensation projects for
over 25 clients in the public sector and has taken an active leadership role in many of our
classification and total compensation studies. Georg will be assigned the role of Project Manager
to ensure close coordination of the client needs throughout the project.
Lisa M.Silva
Lisa Silva brings to Koff& Associates, Inc. twenty-five (25) years of experience in building
world-class HR organizations in multi-industry environments including health care/medical
device, services, manufacturing, union and non-union environments. She also has worked in
start-up environments and with self-directed work teams.
As a former Global HR Executive, she was responsible for enabling improved business
performance by implementing value-added Human Resources strategies, systems,processes and
policies. Her areas of specialty include Executive & Management Coaching; HR Strategic
Planning;Total Rewards and Compensation Strategies; Talent Acquisition and Staffing;Training
and Development; Organizational Development; Succession Planning; Performance
Management;HRIS and HR Intranet design;Legal Compliance and Change Management. She is
also versed in 360 processes, needs assessment, employee surveys, meeting facilitation and
conducting focus groups.
Since recently joining K&A,Lisa has been involved in total compensation surveys,classifications
and reclassification projects, organization development issues, executive search and employee
relation's issues.
Gail Papworth
Gail brings to Koff&Associates over 24 years of human resources experience,most extensively
at the local government level. Her areas of expertise include classification and compensation
analysis,workforce and succession planning,organizational design, workload analysis,training&
staff development, labor relations & negotiations, and executive recruitment and examination
development.
Her experience includes Personnel Coordinator for the Sonoma County Water Agency, Personnel
Analyst, County of Sonoma, and as a consultant project manager for classification &
compensation studies at local government level throughout the western regional states. In
addition, she has supervised and managed professional and support staff in recruitment, testing
and classification/compensation with the County of Marie.
She received her Bachelor's of Arts in Business Administration from Sonoma State University
while working as a job developer in their Career Development office. After graduation, Gail
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Classification&Compensation Study Proposal
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continued her career as a Personnel Administrator in the workers' compensation industry before
joining the County of Sonoma as a Human Resources Analyst.
Gail bring the full range of human resources services in local government including law
enforcement, probation and fire, public works, health & human services, water & wastewater
services,community development, county administration,library services and parks.
Alissa DeVoto
Alissa brings to Koff& Associates, Inc. over ten years of technical software and administrative
experience, four (4) years of which have been specifically human resources related. Her career
includes employee benefits; HR outsourcing; payroll; 401(K) and workers compensation
administration; employee selection&termination; and HR process administration. Her technical
expertise,motivation,analytical mind and computer know-how ensures that all of our projects are
accurate and completed on time.
Alissa has been involved on most of the studies identified above.
Since coming to Koff & Associates, Inc. Alissa has become actively involved with all
recruitments, classification studies, compensation surveys, marketing and the day-today
operations of Koff& Associates, Inc. Alissa's contribution to K&A's variety of projects makes
her a great asset to our organization.
REFERENCES(a list of references from our most current studies)
City of Pinole Contact: Ms.Belinda Espinosa
Citywide classification study. City Manager
Compensation study awarded 510-724-8933
non-competitively following successful
completion of the class study.
(75 classifications 2002; Comp
study-current)
Central Marin Sanitation Agency Contact: Mr.Jason Dow
Ongoing classification&comp studies General Manager
Over 13 years (2004 most recent) 415-459-1455
Alameda County Transportation District Contact: Anees Azad
Classification and compensation studies Finance and Administrative Director
Completed over the past 10 years (510) 893-3347 XI01
City of San Luis Obispo Contact: Ms.Jill Sylvain
Classification and internal Human Resources Analyst
compensation study. 805-781-7251
(66 classifications; 2003)
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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City of Rio Vista Contact: Mr.Bill Edgar
Comprehensive citywide Acting City Manager
compensation study conducted 916-712-0710
during a period of significant
internal change. (35 classifications;2003)
Castro Valley Sanitary District Contact: Mr.Roland P.Williams,Jr.
Comprehensive classification and General Manager
compensation study 510-537-0757
Additionally,we have completed similar types of studies for the following agencies:
Cities School Districts
City of Alameda Fremont Unified School District
City of Atherton Huntington Beach School District
City of Brisbane
City of Calistoga Special Districts
City of Citrus Heights Alameda Corridor-East
City of El Cerrito Construction Authority
City of Emeryville Alameda County Housing Authority
City of Foster City Alameda County Transportation
City of Fremont Authority
City of Galt Alameda County Water District
City of Greenfield Brookside Hospital
City of Orinda Calaveras County Water District
City of Napa Carpinteria Sanitary District
City of National City Castro Valley Sanitary District
City of Pacific Grove Central Contra Costa Sanitary
City of Piedmont District
City of Pinole Central Marin Sanitation Agency
City of Red Bluff Contra Costa Transit Authority
City of Rio Vista Delta Diablo Sanitation District
City of San Luis Obispo Dublin-San Ramon Services District
City of San Ramon East Bay Municipal Utility District
City of Soledad East Palo Alto Sanitary District
City of South San Francisco Fairfield-Suisun Sanitary District
City of Sunnyvale Feather River AQMD
City of Walnut Creek Goleta Sanitary District
Groveland Community Services District
Counties Ironhouse Sanitary District
County of Alameda Housing Authority Las Gallinas Valley Sanitary District
County of Contra Costa Mammoth Community Water District
County of Los Angeles Marina Coast Water District
County of Marin Mendocino Coast District Hospital
County of Marin Housing Authority Metropolitan Transit Commission
County of San Mateo Napa Sanitation District
Contra Costa County Retirement Association Novato Sanitary District
Ojai Valley Sanitary District
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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Courts Port of Oakland
Superior Court,Amador County Ross Valley Sanitary District
Superior Court,Calaveras County Sanitary District No. 5 of Marin
Superior Court, San Mateo County County
Superior Court, San Benito San Ramon Valley Fire District
Superior Court,Tuolumne County Santa Clara Valley Water District
Sausalito—Mann City Sanitary
District
South Coast Air Quality Management
District
Stege Sanitary District
Tiburon Sanitary District
Truckee Sanitary District
West Bay Sanitary District
West County Wastewater District
WORK PLAN AND METHODOLOGY
This section of the proposal identifies the actual work scope. We believe that our detailed
explanation of approach and work tasks clearly identify our approach and comprehensiveness.
We have found that, oftentimes, 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 Council members, employees, management and bargaining unit representatives. The time
we commit to working with the employees (Project Team meetings, orientation, employee desk
audits, appeal process, etc.) results in a significantly greater buy-in throughout the process and
very few,if any, formal appeals,at the end of the process.Our clients always provide us feedback
that our process was professional,comprehensible,understandable, timely and inclusive.
Our approach is to complete the classification study 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 studies, even
though elements of both studies 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 District;thereby ensuring that the data developed from comparator agencies and classes is
accurate.
Given these parameters, our approach would be as follows:
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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A. INITIAL DOCUMENTATION REVIEW AND MEETING WITH THE PROJECT TEAM
This phase includes identifying the key client project team, contract administrator and
reporting relationships. Our team will meet with the client team to create the specific work
plan and work schedule; reaffirm the primary objectives, determine deadline dates; discuss
the scheduling of desk audits; determine who will be responsible for coordinating/scheduling
communications with employees and supervisors; and develop a timetable for conducting the
same. Also included will be the gathering of written documentation including identifying the
incumbents and assembling the current class descriptions, organizational charts, MOU's,
Personnel Policies and any other relevant documentation. District terminology and methods
of current classification procedures, as well as the written questionnaire instrument that will
be used in the job analysis phase of this study will be reviewed and agreed to. We will agree
to a class description format and discuss/reconfirm comparator agencies for salary survey
purposes.
B. Orientation Meeting with District Staff and Distribution of Questionnaire
On the same day (for cost containment purposes) we will facilitate up to two-orientation
meeting (time to be coordinated around staff availability) and distribute the Position
Description Questionnaire. While these meetings may not be mandatory, they are highly
recommended, as they form the beginning of the educational process that continues
throughout the study. 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
hints for completing the questionnaire will be given. If the District desires, the questionnaire
can be attached to the incumbent's current class description to be used as a tool for
completing the questionnaire.
Although we provide an email version of our questionnaire so that employees can more easily
complete them, we require a hard copy with signatures affixed before we can begin the
evaluation process.
It would be our recommendation that the above two meetings be scheduled on the same day
as a Board of Directors meeting (for cost containment purposes). Our attendance at this
Board meeting would be to discuss compensation philosophy, discuss recommended District
comparators and agree on the parameters of the study.
C. POSITION DESCRIPTION QUESTIONNAIRE REVIEW AND
EMPLOYEE AND SUPERVISORY INTERVIEWS
Upon receipt and analysis of the questionnaires, they will be reviewed and analyzed and
interviews will be scheduled with employees. Because this is a critical step in the
information-gathering and educational process, we recommend scheduling interviews with
staff (our proposal speaks to 100%, assuming availability). Group interviews (for multi-
incumbent positions)will be scheduled whenever possible for cost-containment.
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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Interviews held with supervisors will clarify their own responsibilities as well as confirming
the information we have received in the interviews with their staff.
D. CLASSIFICATION CONCEPT DEVELOPMENT
As is our normal process,prior to developing detailed class descriptions and allocation lists,a
classification plan concept document will be submitted for management review and approval.
This document will list broad class concepts and highlight where significant changes may be
recommended. At this stage, we will also discuss organizational issues and potential changes
due to change and growth and potentially recommend additional classes to be included in the
plan (such as flexibly staffed positions), both for career opportunity and future growth
expectations. Proposed detailed classifications, including reclassifications, title changes and
class consolidation will be considered and discussed. This is initially accomplished with our
project team and the District Manager directly after the final interviews are conducted with
staff and is followed up with a written document so that overall classification philosophy and
class plan structure meet all of the District's expectations and operational needs.
E. CLASS DESCRIPTION DEVELOPMENT/POSITION ALLOCATION DEVELOPMENT
After preliminary approval of the class concepts, new and/or updated class descriptions will
be developed for each proposed class, following the format approved by the District. We
have attached samples of our standard classification format (including ADA statements);
however, we can customize this model with one preferred by the District. The model
submitted with the RFP is very similar to our model.
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 (upgrade, downgrade, title change, no change). This will be provided for
review to the District prior to releasing any information to employees and bargaining units.
F. EMPLOYEE REVIEW PROCESS
A draft copy of a revised/new class description will be submitted to each employee,
supervisor and department manager. Our experience has been that this is one of the most
critical phases of the project. A proactive and effective communication process at this
crossroad, often avoids a formal appeal, adversarial meeting or a major conflict at the
conclusion of the study. 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 District staff prior to making any
significant changes to the initial proposed class plan. These discussions may be email and/or
telephone interviews, depending upon the extent of the response. Allocation and/or class
description changes will be made as required. All employees with maior allocation or
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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classification concerns will be notified in writing, minor wording changes will be reviewed
and incorporated where appropriate; however, a follow-up communication may not be
required for insignificant change.
G. DETERMINE COMPARATOR AGENCIES AND BENCHMARK CLASSIFICATIONS
I. Determination of Comparator Agencies
At the initial meeting with the project team, we will discuss the compensation study factors
that need to be agreed upon. We will discuss possible comparator agencies, benchmark
positions and benefit data that will be included in the study.
The selection of comparator agencies/published salary data is considered a critical step in the
study process. Using the following factors to identify appropriate cities, we will receive
approval from the Board of Directors and hopefully buy-in from management and staff before
proceeding with the salary survey:
➢ Organizational type and structure — While various public agencies may provide
overlapping services and employ some staff having similar duties and responsibilities,the
role of each agency is somewhat unique, particularly in regard to its relationship to its
citizens and level of service expectation. During this iterative process, previous
comparator agencies/published salary surveys that have been utilized will be discussed
and the advantages/disadvantages of it will be discussed.
➢ Similarity of population served, agency demographics, agency 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 agency services.
➢ Scope of services provided—While having an agency 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 agency may be recruiting from or losing employees to)will be taken into
consideration when selecting potential comparator organizations.
2. Determination of Benchmark Classes and Benefit Factors
In the same collaborative manner as described above in Step 1,the classes to be surveyed will
be determined (approximately 70% of the classes), as well as the total compensation factors
to be collected. Again, consensus should be reached by all parties prior to commencements
of the data-gathering process.
KOFF&ASSOCIATES,INC.
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"Benchmark classes" are normally chosen to reflect a broad spectrum of class levels and
bargaining units. In addition, those that are selected normally include classes that are most
likely to be found in other cities,and therefore provide a sufficient valid sample for analysis
Benefit data elements for a total compensation study normally include at least the following,
(which are generally available to all staff in a specific job classification. It is our
understanding that health and welfare benefits are not to be included and we will discuss the
agency's definition of welfare as to what benefits may or may not be surveyed. Shown below
are descriptions of those benefits that we normally collect:
➢ Monthly Salary — The top of the normal, published salary range. All figures are
presented on a monthly basis.
➢ Employee Retirement—This includes two figures: the amount of the employee's State
(PEAS) or other public retirement contribution that is contributed by the agency and the
amount of the agency's Social Security contribution. Many agencies have enhanced their
PERS/alterative retirement program and we collect and document these costs also.
➢ Insurance—Health, Dental, Life, Long-Term Disability, Short-Term Disability, Vision,
etc.
➢ Leave—Other than sick leave, which is usage-based, leave is the amount of days off for
which the agency is obligated. All days will be translated into direct salary costs.
➢ Holidays—The number of holidays(including floating) available to the employee on an
annual basis.
➢ Vacation — The number of vacation days available to all employees after five years of
employment.
➢ Administrative/Personal Leave— Administrative leave is normally the number of days
available to management staff to compensate for the lack of payment for overtime.
Personal leave may be available to other groups of employees to augment vacation or
other time off.
➢ Automobile — This category includes either the provision of an auto allowance or the
provision of an auto for official and/or personal use.
➢ Deferred Compensation —This is any deferred compensation provided to all members
of a classification without the requirement for an employee to provide a matching or
minimum contribution.
➢ Variable Pay — This category includes other forms of pay that are budgeted and
considered as part of the employee's total compensation(in varying degrees).
➢ Other — This category includes any other benefits that are available to all employees
within a classification and not already specifically detailed.
KOFF&ASSOCIATES,INC.
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H. DATA COLLECTION
Our firm does not collect market salary 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. Typically, we collect this
information in person by a prior appointment or we request salary schedules, organization
charts and other information for review. With this prior knowledge and our experience in the
public personnel field, we can make preliminary"matches"and then schedule an appointment
by telephone, and sometimes in person, with a knowledgeable individual to answer specific
questions. We find that the information collected using these methods has a very high
validity rate and is generally substantiated before employee and bargaining units as well as
governing bodies.
As part of the study, we review your agency's regular workweek and normalize the study to
your agency standard and also ensure that PERS is not included in the base salary of any
agency.
I. 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 agency to make informed compensation decisions. Benefit data
will be collected and displayed in an easy-to-read format.
J. DRAFT COMPENSATION FINDINGS AND MEETING wITH PROJECT TEAM
We distribute our draft findings to the District.
After the District's preliminary review, K&A will meet with the Project Team as well as
representatives from the various stakeholders to clarify data,to receive requests for reanalysis
of certain comparators (through the employee's supervisor) and to answer questions and
address concems. This provides an opportunity for the project team and employees to review
and question any of our recommended benchmark comparator matches.
If questions arise, we review our analysis again to reconfirm our original analysis and/or
make corrections as appropriate.
K. INTERNAL JOB ANALYSIS
To determine internal equity for non-benchmarked positions, considerable attention will be
given to this phase of the project. It is necessary to develop an internal position hierarchy
based on objective factors, some of which include:
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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1. Education
2. Experience
3. Problem Solving/Ingenuity
4. Attention/Stress(Concentration/Time Pressure&Interruptions)
5. Independence of Action/Responsibility
6. Contacts with Others
7. Supervision Given to Others
8. Consequences of Action/Decisions Made on the Job
9, Working Conditions
10. Physical Demands
L. REVIEW THE SALARY STRUCTURE
Depending on data developed as a result of the internal analysis, we will review and make
recommendations regarding internal alignment and the salary structure(set of ranges) within
which the classes are allocated,based upon the District's preferred compensation model.
M. PREPARATION OF FINAL REPORTS AND DELIVERABLES
Two separate reports will be presented- first in Draft and then in Final form, after comments
are received and included,as appropriate.
Volume I will contain detailed classification and allocation findings and recommendations
and include all of the classification descriptions. An educational document for developing
future classifications and the maintenance of the Plan are also contained within this volume.
Volume H will provide detailed compensation findings and documentation. All elements
detailed in the"Deliverables"section(below)will be included.
N. PARTICIPATION IN AN DISTRICT FORMAL APPEAL PROCESS
Should the District have a formal appeal process regarding the allocation to salary range, this
proposal does not cover time regarding a formal appeal process (the informal appeal process
is identified in F [classification] and J [compensation] above). Should our on-site
participation be desired, our stated composite hourly rate will be honored. As mentioned
above,however,our internal process usually addresses most of the appeal issues.
O. PRESENTATION TO THE BOARD OF DIRECTORS
Our proposal includes one initial overview and one final presentation to the Board.
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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P. Review of Exemption Status
Although not specified in the Request for Proposal, with the recent changes to the Fair Labor
Standards Act, most agencies need to have their classifications reviewed to ensure legal
exemption status. After developing new classifications, this is particularly essential.
Although this review would be completed as part of the classification process, we include it
at the end so that, if unnecessary, the hours committed to this part of the proposal can be
excluded when considering overall cost.
DELIVERABLES
Volume I
➢ A summary classification study document that outlines study processes, concepts and overall
areas of concern of the District(such as consolidation of classes,reclassification issues,etc.);
➢ Detailed classification plan and allocation recommendations that will determine definitive job
series and career ladders including the impact of our recommendations for incumbents;
➢ Identification of Fair Labor Standards Act (FLSA)Exemption/Non-Exemption status of each
classification; and
➢ A hard copy of new and updated class specifications that are up-to-date, accurate and provide
for organizational growth and development.
Volume II
➢ A summary of and detailed base salary findings with recommendations for an overall
compensation salary step and range plan;
➢ Internal relationships and market compensation data will be outlined for each class so that
future equity relationships between classes can be continued; and
➢ Implementation recommendations for achieving compensation goals within a reasonable time
frame and the economic and political limitations of the District.
Throughout the Study
➢ Extensive communication with the Project Team,District Management,the Board and others;
➢ Three bound and one camera-ready,unbound original report; and
➢ Reports,analysis and other relevant data on email or disc in WORD and EXCEL format.
EXPECTATIONS OF DISTRICT SUPPORT
In order to conduct this study in the most timely and cost-effective manner, we expect support
from the District in the following areas:
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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➢ Timely provision of written documentation, such as current class specifications, MOU's,
organizational charts,budget documents,requests for audits,past studies, etc.;
➢ Assistance in the notification and scheduling of orientation meetings;
➢ Assistance in collecting and forwarding questionnaires and review comments and in ensuring
that materials are returned in a timely manner;
➢ Assistance in scheduling Project Team, bargaining unit, management, employee audit and
other meetings;
➢ Meeting agreed to time lines; and
➢ The provision of scheduling adequate interview space.
PROJECT SCHEDULE
Our experience is that studies of this nature and for this size organization take approximately four
to five months to complete, allowing for adequate questionnaire completion; interview time;
review steps by the agency; the development of final reports and recommendations; and
presentation to Council. Given our current workload, we would be able to commence with this
study in early September:
Initial Orientation/Start-up/Council meetings Two weeks after contract signature
Questionnaires Returned to Our Office 3 weeks from start-up meetings
Employee/Management Interviews 4 weeks from receipt of all questionnaires
Org./Class.Concept Development 5 weeks from receipt of all questionnaires
Class Description Development 6-7 weeks from receipt of all questionnaires
FLSA Exemption Review 7 weeks from receipt of all questionnaires
Employee/Management Review 8 weeks from receipt of all questionnaires
of Draft Descriptions and Follow-up
Preparation of Final Class Descriptions 9 weeks from receipt of all questionnaires
Collecting and Analyzing Market Data 9-11 weeks from receipt of all questionnaires
Internal Job Analysis 1 I weeks from receipt of all questionnaires
Development of Salary Ranges and 13 weeks from receipt of all questionnaires
Compensation Strategies
District Review Process 14 weeks from receipt of all questionnaires
K&A Re-analysis/Feedback 15 weeks from receipt of all questionnaires
Development of Draft Final Reports 17 weeks from receipt of all questionnaires
Development of Final Reports 19 weeks from receipt of all questionnaires
Presentation to Board As scheduled
PROPOSED PROJECT COSTS
Project Phase Hours
A./B. Document Review/Project Team/Council Meetings/Orientations 28
C. Position Description Questionnaire Review,Employee interviews, 50
KOFF&ASSOCIATES,INC.
Classification&Compensation Study Proposal
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Supervisory Interviews(Based on 100%interview rate
of all study employees including supervisors/managers)
D. Classification Concept/Allocation Development 10
and on-site meeting
E. Class Description Development/Position Allocation Development 58
F. Employee/Supervisory Review/Informal Appeal Process and Review 15
G Identify Benchmark Agencies,Positions,Benefits 8
IL Market Compensation Data Collection 50
I. Analysis and Preliminary Data Review 15
J. Draft Findings/Project Team Meeting 20
K. Internal Job Analysis 8
L. Salary Structure Development 8
M. Draft/Final Report Development 15
N. Formal Appeal Process * 0
O. Presentation to District Board 8
P. FLSA Exemption Review 10
Total Professional Hours 303
Combined professional and support staff composite rate: $90/Hour $27,270.
Expenses, including, but not limited to: $2,000.
Duplicating and binding reports,phone,supplies,FAX,UPS,postage,
Lodging&per diem, etc.
TOTAL LUMP SUM COST OF PROJECT: $29,270.
*Additional professional consulting will be honored at composite rate of$90/hr.
INSURANCE REQUIREMENTS
Our insurance coverage is tailed to the amount required by cities and other public agencies and
we will submit support of this level of coverage and to endorse the District with our General
Liability insurance coverage(only)upon award of contract if desired:
Workers' Compensation: Statutory Limits
Automobile Insurance: $1 Million per accident
Errors and Omissions: $lMillion per occurrence
General Liability: Million per occurrence
Respectfully Submitted,
By. &ASSOCIATES,INC.
State of alifornia
cs4
11 B.Koff Date
esident/CEO
KOFF&ASSOCIATES,INC.
August 25, 2005
Mr. David Heath, CPA
TOWN OF TRUCKEE
10183 Truckee Airport Road
Truckee, California 96161-3306
Dear Mr. Heath:
MAXIMUS is pleased to present the following scope of services to complete an update
of the Town of Truckee's compensation and classification system, excluding positions
in the Police Department. This letter identifies specific tasks separately and indicates
the fees and deliverables associated with each task.
PROJECT SCOPE
1) Market Survey: MAXIMUS will conduct a customized salary survey to determine
wages paid to comparable positions in the Town's competitive labor market. Salary
data gathered for selected benchmarks will be carefully analyzed to ensure a high
level of validity, and the results of the survey are made available to the organization.
MAXIMUS consultants will review the data to ensure proper matches are developed.
We will assume 25 benchmark positions will be surveyed. The agencies surveyed
for the pay structure adjustments consist of the original respondents to the June
2002 salary survey which included the following:
City of Auburn City of South Lake Tahoe
City of Grass Valley County of El Dorado
City of Mammoth Lakes County of Nevada
City of Placerville County of Placer
City of Reno County of Washoe
City of Rocklin
FEE: $6,000.
DELIVERABLE: Summary listing of all surveyed positions and a
summary listing sent to all respondents.
2) Classification Updates: MAXIMUS will analyze approximately twenty (20) Town
positions by reviewing revised job descriptions and any other necessary
documentation to ensure that these positions are properly placed within the Town's
current classification and pay structure. Orientation meetings will be conducted to
allow all employees an opportunity to hear about the study objectives and to ask
questions about the process. In addition, a MAXIMUS consultant will conduct four
days of on-site interviews with affected employees and management staff to clarify
information presented and to discuss primary position duties, responsibilities and
work requirements.
FEE: $7,900 (excluding travel costs).
DELIVERABLE: A summary letter that identifies the recommended
classification levels of all positions evaluated during this study. Relevant
portions of this letter will be included in the final report.
3) Pay Plan Update: MAXIMUS utilizes mathematical regression to integrate the
relative worth of classifications (as established through job evaluation) with the
competitive worth of each classification in the competitive labor market. This
produces a pay schedule (a list of pay grades and their respective salary ranges)
that can be structured and customized to reflect the organization's compensation
philosophy. The Town currently utilizes this methodology in its existing pay structure.
MAXIMUS will use the new survey data and the revised classification information to
update the Town's pay plan. The updated pay plan will be designed to meet both
internal and competitive needs.
FEE: $6,000.
DELIVERABLE: Updated Grade Order Listing, Updated Alphabetical
Order Listing, Updated Salary Schedule.
4) Implementation Costs: MAXIMUS will assist the Town in the implementation of the
new pay plan (i.e. placing employees into their new salary ranges based on their
proposed classification and pay grade). Preliminary costs (beyond standard "cost-to-
minimum" costs) can be calculated showing two alternative methodologies, with
emphasis placed on resolving existing pay issues in the most fair and equitable
manner, taking into consideration financial constraints and the organization's
compensation philosophy. Additional implementation scenarios would be billed on
an hourly basis. It is assumed the Town will maintain its existing open range and
width structure.
FEE: $2,000.
DELIVERABLE: Implementation Cost Report that lists individual
Pace 2
employees and the cost associated with adjusting their current salaries to
the new pay ranges and steps.
5) Draft and Final Reports: MAXIMUS will prepare draft reports of the classification
and pay plan recommendations and will discuss the draft report via telephone with
appropriate Town management staff and employees, if required. After the draft
report is thoroughly reviewed and approved by Town management, MAXIMUS will
prepare a final report that will be used as the basis for recommendations and a
presentation to the Town Council.
FEE: $6,000.
DELIVERABLE: Draft and Final Reports that include summary
findings and recommendations on classifications and pay levels for all
positions within the pay structure.
6) Presentation of Deliverables to City Staff: MAXIMUS will present the findings in a
Power Point presentation format to appropriate Town staff and the Town Council.
The presentation will show the recommended pay plan for the organization,
including classifications, pay grade, salary ranges. The reports will also show
recommended classification assignments for employees/positions along with
associated implementation costs. This fee includes the consultant making one on-
site presentation of the findings, but does not include the expenses associated with
that trip. Actual expenses would be billed separately and are estimated to not
exceed $2,700. Additional presentations to the Town Council or employee groups
would be billed at a daily rate of$1,285 plus expenses.
FEE: $ 2,000(excluding travel costs).
DELIVERABLE: Power Point presentation summarizing the study
findings.
Page 3
FEES AND CONTRACTING
Fees: The following table summarizes our fee structure and the proposed timelines:
— —
Task Timeframe I Fee
Market Survey/Analysis Weeks 1 — 10 $6,000
Classification Updates Weeks 1 - 8 $7,900
Pay Plan Development Weeks 8 — 12 $6,000
Initial Implementation Scenario Weeks 11-12 $2,000
Week 12 — Draft
Draft & Final Reports $6,000
Final — 1 week after Town
_____Approval
Final Presentation TBD $2,000
TOTAL $29,900 (plus travel
expenses)
Any additional meetings or requests for additional consulting work associated with
discussing compensation philosophy, meeting with employee groups, or other on-site
requirements will be billed at the prevailing hourly rate of $165.00 per hour, plus
expenses.
We are pleased to provide these services to the Town of Truckee. Please feel free to
contact me at (972) 490-9990 if you have further questions or concerns.
Sincerely,
J. Mark Carpenter
Senior Manager
JMC/snn
Page 4
TOWN OF TRUCKEEP
AGREEMENT FOR PROFESSIONAL CONSULTING SERVICES
:t
This Agreement is made and entered into on September 15, 2005 by and between the
Town of Truckee, a municipal corporation of the State of California (hereinafter"TOWN")
and MAXIMUS (hereinafter "CONSULTANT").
RECITALS
WHEREAS, the principal members of CONSULTANT are classification and
compensation experts, and are experienced in providing classification and compensation
consulting services; and
WHEREAS, TOWN desires to engage CONSULTANT to render classification and
compensation consulting services as set forth herein for the purpose of updating the
Town's Job Classification Grade Order (hereinafter "Project");
NOW, THEREFORE, in consideration for the promises set forth herein, the receipt
and adequacy of which is hereby acknowledged, the parties hereto agree as follows:
ARTICLE 1
SCOPE OF SERVICES; TERM
1.1 General Scope of Services.
CONSULTANT shall, upon request from Town, provide consulting services on
various issues involving the classification and compensation of Town employees.
Scope of Work attached hereto as Exhibit "A".
1.2 Term.
The term of this Agreement shall be from September 15, 2005 until January 15,
2006, or until such time as it is terminated pursuant to the provisions in Article V of this
Agreement.
ARTICLE 11
RESPONSIBILITIES OF CONSULTANT
2.1 Control and Payment of Subordinates.
TOWN retains CONSULTANT on an independent contractor basis and
CONSULTANT is not an employee of TOWN. The personnel performing the Services
under this Agreement on behalf of CONSULTANT shall at all times be under
CONSULTANT's exclusive direction and control. CONSULTANT shall pay all wages,
t
salaries, and other amounts due such personnel in connection with their performance of
services under this Agreement and as required by law. CONSULTANT shall be
responsible for all reports and obligations with respect to such personnel, including, but not
limited to social security taxes, income tax withholding, unemployment insurance, and
workers' compensation insurance.
2.2 Conformance to Applicable Requirements.
All work prepared by CONSULTANT shall be subject to the approval of TOWN.
2.3 Standard of Care; Licenses.
CONSULTANT shall perform the Services underthis Agreement in a skillful and
competent manner. CONSULTANT shall be responsible to TOWN for any errors or
omissions in its execution of this Agreement. CONSULTANT represents and warrants to
TOWN that it has all licenses, permits, qualifications and approvals of whatever nature that
are legally required to practice its profession. CONSULTANT further represents and
warrants that it shall keep in effect all such licenses, permits, and other approvals during
the term of this Agreement.
2.4 Project Representatives.
CONSULTANT assigns Mark Carpenter as its Project Representative who shall
coordinate all phases of the project. The Project Representative shall be available to
TOWN at all reasonable times. CONSULTANT may appoint another person as Project
Representative upon written notice to TOWN. David Heath shall act as Town's Project
Representative for purposes of carrying out this Agreement.
2.5 Accounting Records.
CONSULTANT shall maintain complete and accurate records with respect to
costs and expenses incurred under this Agreement. All such records shall be clearly
identifiable. CONSULTANT shall allow an authorized representative of TOWN, during
normal business hours,to examine, audit, and make transcripts of copies of such records.
CONSULTANT shall allow inspection by TOWN of all work, date,documents, proceedings,
and activities related to the Agreement for a period of three (3)years from the date of final
payment under this Agreement.
ARTICLE III
FEES AND PAYMENTS
3.1 Compensation.
Except as provided in this section, CONSULTANT shall receive compensation
for all Services rendered under this Agreement Exhibit "A".
3.2 Payment of Compensation.
CONSULTANT shall provide to TOWN a monthly statement that indicates work
completed, hours of service rendered and units of supply provided to the Project by
CONSULTANT from the first of the first of the month, or the start of the subsequent billing
periods, as appropriate, through the date of the statement. TOWN shall, within 45 days of
receiving such statement from CONSULTANT, review the statement and pay all approved
charges thereon.
3.3 Extra Work.
At any time during the term of this Agreement, TOWN may request that
CONSULTANT perform Extra Work. As used herein, "Extra Work" means any work that is
determined by TOWN to be necessary for the proper completion of the Project, but which
the parties did not reasonably anticipate would be necessary at the execution of this
Agreement. CONSULTANT shall not perform Extra Work until receiving written
authorization from TOWN'S Project Representative.
3.4 Reimbursement for Expenses.
CONSULTANT shall not be reimbursed for any expenses unless authorized in
writing by TOWN.
ARTICLE IV
INDEMNIFICATION AND INSURANCE
4.1 Indemnification.
CONSULTANT shall defend, indemnify and hold TOWN, its officials, officers,
employees and agents free and harmless from any and all liability from loss, damage or
injury to property or persons, including wrongful death, directly caused by the negligent
acts, omissions or willful misconduct of CONSULTANT in connection with CONSULTANT's
performance of this AGREEMENT, including the payment of reasonable attorneys' fees.
Further, CONSULTANT shall defend at its own expense, including attorneys'fees, TOWN,
its officials, officer, employees, and agents in any legal action based upon such negligent
acts, omissions or willful misconduct. CONSULTANT shall not be responsible for any
damages or liability resulting, in whole or in part, from the negligent acts, omissions or
willful misconduct of TOWN, its officials, officers, employees or agents or any third party.
In no event shall CONSULTANT be liable for special, indirect, incidental, economic,
consequential, or punitive damages regardless of the legal theory under which such
damages are sought, and even if CONSULTANT has been advised of the likelihood of
such damages.
TOWN agrees that CONSULTANT's total liability to TOWN for any and all
3
damages arising out of or related to this AGREEMENT shall not, in the aggregate, exceed
three times the fees paid to CONSULTANT.
4.2 insurance.
CONSULTANT shall obtain and shall require its subconsultants to obtain
insurance of the types and in the amounts described below and satisfactory to TOWN.
4.2.1 Commercial General Liability Insurance.
CONSULTANT shall maintain occurrence version commercial general liability
insurance of equivalent form with a combined single limit of not less than $1,000,000 per
occurrence. If such insurance contains a general aggregate limit, it shall apply separately
to this Agreement or be no less than two times the occurrence limit.
4.2.2 Business Automobile Liability Insurance.
CONSULTANT shall maintain business automobile liability insurance or
equivalent form with a combined single limit of not less than $1,000,000 per occurrence.
Such insurance shall include coverage for owned, hired and non-owned automobiles.
4.2.3 Professional Liability Insurance.
CONSULTANT shall maintain errors and omissions liability insurance with a
limit of not less than $1,000,000 each claim. Such insurance shall be maintained for a
minimum of five years following completion of the Services.
4.2A Workers' Compensation Insurance.
CONSULTANT shall maintain workers'compensation insurance with statutory
limits and employers' liability insurance with limits of not less than $1,000,000 per accident.
4.3 Additional Insureds.
Such insurance shall name TOWN, its officials, officers, employees, agents
and consultants, as insureds with respect of performance of Services. Such insured status
shall contain no special limitations in the scope of its protection to the above-listed
insureds. All insurance shall be primary with respect to any insurance or self-insurance
programs covering TOWN, its officials, officers, employees, agents, and consultants and
shall contain standard separation of insureds provisions.
4.4 Certificates of Insurance.
CONSULTANT shall, prior to commencement of the Services, furnish to
TOWN properly executed certificates of insurance, and certified copies of endorsements
4
and policies, which shall clearly evidence all insurance required in this Section.
CONSULTANT shall not allow such insurance to be canceled, expire or be materially
reduced in coverage except on 30 days prior to written notice to TOWN.
4.5 Policy Endorsement.
The certificate of Insurance must be accompanied by a Policy
Endorsement verifying a change to the policy has occurred to additionally insure The Town
of Truckee with reference to the contract.
4.6 Term of Coverage.
CONSULTANT shall maintain all insurance required by this Agreement from
the time Services commence until Services are completed, except as may be otherwise
required by this Article. CONSULTANT shall replace any policies, certificates and
endorsements for any insurance expiring prior to completion of the Services.
4.7 Licensed Insurer.
CONSULTANT shall place all insurance with insurers having an A.M. Best
Company rating of no less than A:VIII and licensed to do business in California.
ARTICLE V
TERMINATION
5A Notice of Termination.
TOWN may, by written notice to CONSULTANT, terminate the whole or any
part of this Agreement at any time, with or without cause by g iving w ritten n otice to
CONSULTANT of such termination, and specifying the effective date thereof, at least
seven (7) days before the effective date of such termination. CONSULTANT shall
discontinue all Services affected within seven (7) days of receipt of such notice, unless
otherwise instructed by TOWN in writing. CONSULTANT may not terminate this
Agreement except for cause.
5.1.1 Termination For Convenience.
If termination is for the convenience of the TOWN, CONSULTANT shall be
paid for Services performed through the date of termination, upon receipt of written
documentation by TOWN. Such payment shall include a pro-rated amount of profit, if
applicable, but no amount shall be paid for anticipated profit on unperformed services.
5.2.2 Termination for Cause.
If termination is due to CONSULTANT's failure to fulfill its material obligations
under this Agreement, CONSULTANT shall be compensated for Services that have been
5
completed and accepted by TOWN. CONSULTANT shall be liable to TOWN for any
reasonable additional costs incurred in the revision of unsatisfactory work received from
CONSULTANT, which at TOWN'S discretion must be revised, in part or in whole, to
complete the Project. This liability is subject to the limitation stated in Article IV of this
AGREEMENT.
5.2 Procurement of Similar Services.
In the event this Agreement is terminated in whole or in part as provided by
this Article, TOWN may procure, upon such terms and in such manner as it may determine
appropriate, services similar to those terminated.
5.3 Work Product.
If this Agreement is terminated as provided in Section 5.1 of this Agreement,
or at the time that CONSULTANT completes the work required under this Agreement,
TOWN may require CONSULTANT to provide all finished or unfinished documents, date,
studies, drawings, reports, etc., prepared by CONSULTANT in connection with the
performance of Services under this Agreement.
ARTICLE VI
GENERAL PROVISIONS
6.1 Entire Agreement.
This Agreement contains the entire Agreement of the parties with respect to
the subject matter hereof, and supersedes all prior negotiations, understandings or
agreements. This Agreement may be modified only by a writing signed by both parties.
6.2 Successors and Assigns.
This Agreement shall be binding on the successors and assigns of the
parties, and shall not be assigned by CONSULTANT without the prior written consent of
TOWN.
6.3 Subcontracts.
CONSULTANT shall not subcontract any portion of the work required by this
Agreement without prior written approval of TOWN. All approved subcontracts, if any, shall
be accomplished by a written instrument. S uch instrument shall contain an express
assumption by the subcontractor of all conditions and terms and covenants contained in
this Agreement.
6.4 Equal Opportunity Employment.
CONSULTANT represents that it is an equal opportunity employer and shall
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not discriminate against an employee or applicant for employment with CONSULTANT on
the basis of race, color, religion, national origin, ancestry, sex or age.
6.5 Attorney's Fees.
If either party commences an action against the other party arising cut of or in
connection with this Agreement, the prevailing party in such litigation shall be entitled to
have and recover from the losing party reasonable attorney's fees and costs of suits.
6.6 Governing Law.
This Agreement shall be governed by and construed with the laws of the
State of California.
6.7 Time of Essence.
Time is of the essence for each and every provision of this Agreement.
6.8 Right to Employ Other Consultants.
TOWN, at its own and sole expense, reserves the right to employ other
consultants in connection with this Project.
6.9 Delivery of Notices.
All notices permitted, or required under this Agreement, shall be deemed
made when delivered to the applicable party's representative as provided in this
Agreement. A dditionally, s uch n otices m ay b e g iven to the respective parties at the
following address, or at such other address as the respective parties may provide in writing
for this purpose:
TOWN: CONSULTANT:
Town of Truckee MAXIMUS
10183 Truckee Airport Road 13601 Preston Road, Suite 201 E
Truckee, CA 96161-3306 Dallas, TX 75240
Attn: Tony Lashbrook Attn: Mark Carpenter
Town Manager
Such notice shall be deemed made when personally delivered or when mailed,forty-
eight (48) hours after deposit in the U.S. Mail, first class postage prepaid, return receipt
requested and addressed to the party at its applicable address.
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IN WITNESS WHEREOF, the parties hereto have executed the Agreement on the
date first hereinabove written.
TOWN OFTRUCKEE
I
DATED: Tony Lashb ok, Town Manager
APPROVED AS TO FORM:
DATED: J. Dennis Crabb, Town Attorney
Town of Truckee
CONSULTANT
Firm Name 4 s
DATED: y7 .� By. Sag�ature� Cl
Printed Name & Title:
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INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERB, AFL-CIO
1
wo i r 10 __0 H
----- ---- ----
30 ORANGE TREE CIRCLE (707)452-2700
VACAVILLE, CA 95687
FAX(707) 452-2701
P,O BOX 2547,VACAVILLE,CA 95696
February 9, 2006
Dear: Members of the Board of Directors
Peter Holzmeister, General Manager
IBEW 1245 welcomes the opportunity to comment on the District's proposed wage &
compensation survey. The Union is encouraged by the District's commitment to establish a
competitive wage and compensation package for all District employees.
We have expressed the Unions concern that retaining and attracting skilled personnel is an
increasing challenge for the District. If this survey can be accomplished in an accurate,
independent and verifiable manner. the District may improve its ability to compete for and retain
qualified employees.
In order to develop and establish confidence in the survey, the Union suggests the following
issues be incorporated into the survey structure:
• Positions to be surveyed (Attachment A)
• Agencies/Compames to be surveyed (Attachment B)
• Benefit items to be surveyed (Attachment C)
• Use of an independent and credible consultant
• Ability for Union to validate survey results
• Union 1245 participation throughout the survey process
* Review and comment on RFP preparation and consultant selection
* Union requests that CPS be removed from consideration
* Share and exchange all information throughout the survey process in a timely
manner
• Union to validate survey results
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We look forward to working closely with the Board of Directors in establishing this valuable
tool. We remain available to participate in any capacity the Board of Directors desires.
Sincerely,
IBEW 1245
Santiago Salazar
Business Representative
George Caballero Negotiating Committee Member
Mike Connell Negotiating Committee Member
Tami McCollum Negotiating Committee Member
Pat Waite Negotiating Committee Member
Attachments:
Attachment A Positions To Be Surveyed
Accounting/Computer Operations Supervisor
Customer Billing Supervisor
Senior Clerk
Meter Reader
- Collector
- Disconnect/reconnect
Warehouse/Relief Utility Worker
Automotive Mechanic
Buyer/Clerk
EIectric Services Planner
Electrician/Meter Technician
- Industrial Electrician
- Relay Technician
Electric Foreman
Journeyman Lineman
- Trouble Shooter
Mapping Technician
Contract Administration Clerk
Water Services Planner
Water Service Technician
Water Foreman
Attachment B Agencies /Companies To Be Surveyed
1245 Represented with CalPers Retirement
SMUD
Santa Clara
Turlock Irrigation District
City of Lodi
City of Shasta
City of Ukiah
City of Healdsburg
City of Redding
City of Roseville
Neighboring Utility with employees residing in Truckee
PG & E
Utilities with Water and Electricians
Truckee Meadows Water Authority
East Bay MUD
Local Special District with Electricians
Tahoe Forest Hospital
Attachment C Benefit Items To Be Surveyed
Entire List presented to Board on 2-1-06
CalPers
Employee contribution rate
Cost of Living
Benefit Basis
12 or 36 month formula
401/457 Employer Contributions
Employee Upgrade Procedures
Bereavement Leave
Education Reimbursement