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Res. No. 050-04-11829
*s '1 RESOLUTION NO.50-04-11829 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OFTHE CITY OF SOUTH MIAMI,FLORIDA AUTHORIZING COLIN,BAEZINGER AND ASSOCIATES TO PERFORM A COMPARABLE SALARY SURVEY FOR AN AMOUNT NOT TO EXCEED $8500:PROVIDING FOR EFFECTIVE DATE WHEREAS,the Mayor and City Commission requested that the City Manager contract with a consulting firm to perform a comparable salary survey for all job classifications within the City;and WHEREAS,this survey would evaluate and compare the salaries of City of South Miami employees tosalaries paid toemployeesinsimilar position with other public sectorentities:and WHEREAS,approximately 66 positions wouldbeincludedinthisdesk audit:and WHEREAS,afterrequestingproposals from qualified firms,fourproposalshavebeenreceived rangingincost from $18,000 to$8,500forthetypeofsurvey desired,withColin.Baezinger and Associates beingthelowestbidder;and WHEREAS,the amount notto exceed $8,500wouldcomefromthe City's General Fund Contingency Account #001 -2100-519-9920 currently showing abalance of $96,907. NOW,THEREFORE,BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF SOUTH MIAMI,FLORIDA: SECTION 1.ThattheCity Manager is authorized to contract with Colin,Baezinger and Associates to perform an in-depth comparablesalarystudyof approximately 66cityemployee positions,foran amount nottoexceed $8,500.whichamountistobepaidfromthe City's GeneralFun Contingency Account.#001- 2100-519-9920. SECTION 2.That this Resolution shalltakeeffect immediately upon approval. PASSED AND ADOPTED THIS 16th DAYOF March 2004. ATTEST: (T^C^X})-V^J^^i^rJ^kL CITY CLERK READ AND APPROVED AS TO FORM: /^~(5^<://~/L CITY ATTORNEY APPROVED: Commission Vote: Mayor Russell: Vice Mayor Palmer: Commissioner Wiscombe: Commissioner Birts-Cooper Commissioner Sherar: 5-0 Yea Yea Yea Yea Yea To: From: CITY OF SOUTH MIAMI OFFICE OF THE CITY MANAGER INTER-OFFICE MEMORANDUM Honorable Mayor,ViceMayor andCity Commission Date:March 16,2004 Maria V.Davis CityManager South Miami AH-AmerfcaCfty uinr 2001 isM^I y Subject:Agenda Item #9 Commission Meeting 03/16/04 Re:Comparative Salary Survey REQUEST A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF SOUTH MIAMI,FLORIDA AUTHORIZING COLIN,BAEZINGER AND ASSOCIATES TO PERFORM A COMPARABLE SALARY SURVEY FOR AN AMOUNT NOT TO EXCEED $8500 PROVIDING FOR EFFECTIVE DATE. Background and Analysis Priortothelastelection,theCommissionexpressedadesiretohavea comparative salary survey donebyan outside firm.This survey would compare salaries of comparable positions in similar sized cities along with analyses ofjob descriptions and actual work performed to ensure that comparisons are made onan apples-to-apples basis.An RFP was sentout resulting infour proposals being returned from the following companies: Colin Baezinger &Associates Cody&Associates HRMP Management Partners MGT of America Afterreview,itwas determined thatColin,BaezingerandAssociateswouldsupplythe mostcost effective and comprehensive auditforthis survey,which wouldincludeadesk audit of eachjob classification withintheCityof South Miami. RECOMMENDATION Yourapprovalisrecommended. CITY OF SOUTH MIAMI OFFICE OF THE CITY MANAGER INTER-OFFICE MEMORANDUM TO:Maria V.Davis,City Manager FROM:Jeanette Enrizo,HR SUBJECT:Comparative Salary Survey DATE:October 20,2003 South Miami 2001 We have received proposals forthe Comparable Salary Survey.The list and description areas follows: Company Name Colin,Baezinger &Associates - •In Depth Analysis -$8500 -Would review each ofthe job descriptions,consult with department heads to ensure descriptions are accurate,identify similar positions in each ofthe organizations. •Overview ADproach-$4500 -This comparison is based onthe assumption thatthe position title and relative placement inthe organization are a valid indicator ofthe duties and complexity ofthe position. Cody &Associates •Class/Comparison Study -$13,500 -position evaluation of all jobs,salary market survey including fringe benefits,updating job descriptions,development of new pay ranges and pay plans,internal equity analysis and implementation plan cost analysis. •Salary Survey $7,500 -salary market survey including fringe benefits,development ofpay ranges and pay plan,internal equity analysis and implementation plan and cost analysis. HRMP Management Partners •$15,903 -internal job analysis,drafting of job descriptions and conducting a custom external salary survey. •$12,663 -internal job analysis,drafting job descriptions and using public market data - fppa,flcities as well as other published surveys. •$9,828 -drafting job description and conducting a custom salary survey. MGT of America •Survey -$18,000 -will contain hiring rates minimum,maximum and midpoint.For each survey class the analysis should contain a rating ofthe match,number ofincumbents and average years ofservice.Develop a proposed salary range for each class based on market data.Objective isto produce an analysis to include comparable positions in local government and commissions. I 't' ColinBaenziger &Associates Visit Our Website at:www.cb-asso.com October 14,2003 Ms.Jennette Enrizo-Navarro Human Resources Director City of South Miami 6130 Sunset Drive South Miami,FL 33143 Dear Ms Enrizo-Navarro, Perour discussion,Iam providing the following proposaltoassistthe City of South Miamiin conductingacompensationstudy.By way of introduction,we havecompletedsalary comparisons for Lauderdale Lakesand Tamarac inadditiontorunningour annual compensation surveyfor South Florida City Managers. OurUnderstanding ofthe Project TheCity of South Miami is interested in having a third party evaluate the salaries thatits employees are being paid to similar employees of other public sector entities,ideally those that it competes withto obtain the services of employees.Atthe present time,South Miami has approximately 66 positions thatitwishesto compare. GeneralApproach In our experience,we generally select eight other governmental organizations to compare to the subject city (in this case,South Miami).Generally speaking,we select cities of similar size located in Miami-Dade County as wellassome larger organizations suchasthe County. Depending on the position,we would use some or all of these organizations for comparison.For example,itis probably reasonable to compare an administrative assistant in South Miami to an administrative assistant in virtually every other city as well as inthe County.It would not, however,be reasonable to compare an assistant city manager in South Miami to an assistant county manager in the Miami-Dade County government Once we have selected the organizations and obtained your approval of them,we will obtain organization charts,position descriptions and salary schedules from each organization for each of the positions that has designated for review.At this point,there are two approaches we can utilize.They are described below and willresultin significantly different price quotations. In-Depth Analysis Under this approach we would review each of the City's position descriptions to ensure that the title accurately reflects what our experience would tell us are the duties ofthe position.We 12970 Dartford Trail •Suite 8 Wellington,FL 33414 (561)793-2624 wouldalso consult withthe City's departmentheadstoverifythatthe position descriptionsare. Where they are not accurate,we would identify what is different and then make note of it. Our next step would be to identify similar positions ineach of the other organizations.We would doso by reviewing their position descriptions and comparing them to what we have found thedutiesto be inSouthMiami.Wherethereisa question,wewill contact the organization to be certain that we understand the precise range of duties.Once we have established similar positiondescriptions,wewillaveragethesalaryrangesforthepositionsandestablisharangeto comparewiththecurrentrangeforSouthMiami. OverviewApproach Intheoverview approach,weassumethatthepositiontitleandrelativeplacementinthe organization areavalid indicator of thedutiesandthe complexity of theposition.For example, if weweretocompareanAccountantI,wewouldlookatwhereAccountantsIsfallintheSouth Miami organization chart,compare ittowheretheyfallinotherchartsanddothe comparison. We would expecttofind some differences -another citymightcallthe position aJunior Accountantinstead of anAccountantIforexample.Byusingtheorganization chart,however, wehavefoundwecan generally deducewhat comparable positionsare.Wherethatisnot possible,we will review the position descriptions to establish comparability.We find this approach works extremely well for senior and lower level positions.Where we generally must review position descriptions is for mid-level managers.Their duties frequently vary and norms areless common.Again,where necessary,wewillcontactthe organizations toensurewe understand the nature of the positions. Report and City Review Our next step will beto compile the data into a report,review it with the City and make changes asareappropriate. Presentation ofFindings We will then present our findings ina City Council meeting or other forum as designated by the City. ProjectStaff and Costs In both cases,Colin Baenziger of Colin Baenziger &Associates will act asthe project manager. Ms.Teresa Timms ofthe firm will perform the analysis under his guidance.We anticipate that the project can be completed in 60 days if we use the Overview Approach and 90 days if we use the In-Depth Approach.TTae cost for the former is $4,500 and the cost ofthe latter is $8,500. 12970 Dartford Trail •Suite 8 Wellington,FL33414 (561)793-2624 Very truly yours, Colin Baenziger Principal Rctjml£il>-Sufcmuei-_L 12970 Dartford Trail •Suite 8 I W '•I Wellington,FL 33414 (561)793-2624 Personnel From:CodyAssociates@aol.com Sent:Monday,October 27,2003 1:55 PM To:personnel@cityofsouthmiami.net Subject Study Quotes The following are the quotes requested: A Classification/Compensation Study/includes: 1.Position evaluation ofail jobs 2.Salary (market)survey(including fringe benefits); 3.Updatingjobdescriptions; 4.Development ofnewpayranges/pay plan; 5.1nternalEquityAnalysis; 6.Implementation plan andcost analysis. B.Salary survey: Includes 2,4,5,and 6 above. If you haveany questions please call. Nick Pellegrino 10/27/03 Page 1 of 1 Personnel From:CodyAssociates@aol.com Sent:Monday,October 27,2003 2:19 PM To:personnel@cityofsouthmiami.net Subject STUDYQUOTES The following arethequotesrequested. A Class/Compensation Study ($13,500) B.Salary Survey ($7500) Prior E-mail explains thecontentsofeach study. Nick Pellegrino Cody&Associates 10/27/03 Page1 of 1 Personnel From:Teresa Brower Timms [tbethb@yahoo.com] Sent:Wednesday,September 17,2003 3:25 PM To:Personnel@cityofsouthmiami.net Subject:attn:Ms Enrizo,Director of Personnel ^Q SVO Dear Ms Enrizo, This email shall server to memorialize our conversation on Wednesday,September 17,2003. analyze,we can be more precise with the bid. SSSSfflSSBaSKSBrtSSKS-'—-"""' Please contact us if you have any questions.We look forward to working with you. Very truly yours, Teresa Brower Timms Research Associate Colin Baenziger 8t Associates Page1 of 1 4$oo Page 1 of2 Personnel Hi Jeanette,please respond to this email tolet me know that you received it as well as the two attachments. Thanks. JC Ayers HR Management Partners,Inc. —Original Message From:JCAyers [mailto:jcayers@hrmp.net] Sent:Friday,September 19,2003 2:43 PM To:Navarro,Jeanette Subject:RE:request for quote forasalarysurvey Dear Ms.Navarro, Asperyourrequest,belowareseveraloptionsavailabletothecityofSouth Miami. \Qption 1:To conduct a full study that includes internal job analysis,drafting of job descriptions and /conducting a custom external salary survey would cost $15,903. Option 2:To conduct a full study that includes internal job analysis,drafting job descriptions and using published market data (FPPA/Florida League of Cities annual salary survey as well asother published ..__ surveys)would be $12,663.MJjteAlrtS &$*»&r Sc^ouu owJ^«X C/^MAA^- Option 3:To conduct a study that does not include internal job analysis but does include drafting job^(x.Jff)\c-Ipoxu descriptions and conducting a custom external salary survey woLld be $9,828.S&rr£CuXcMs Option 4-We wouldbegladtotailoranyotheroptionforyouandyourorganization.0 ~$ Typically,a study of this size would take 90 days to complete./C[^^farjyfU-~~ Ihave attached ageneral information document about our services and products as well as a recent client list tothis email.Weencourageyoutocontactanyofour previous/current clientsto find out more aboutourcustomerserviceandproducts/services.If there is any additional information I can provide you with or if you would like foroneofour representatives tomeet with you todiscussthe options listed above,please don't hesitate tocontactus.We would bepleasedto develop a prcfessional relationship with the city ofSouth Miami. Sincerely, JC Ayers Juana "JC"Ayers Project Director HR Management Partners, 1938 Westpointe Circle,Suite 350 Orlando FL 32835 USA Phone:407.765.4979 Fax:407.532.4823 icayers(5>hrmp.net www.hrmp.net Add this card to your address book 10/6/03 Inc. HR Mansgerrnertt Partners,:mcm Ptxni£ngProgresaveHRSolu6ons #15,^03 4 ^,S2# Company Background Services &Products Information Packet June,2003 HRManageinentPcainers,Inc. 1938 Westpointe Circle,Suite,350 •Orlando,FL 32835 407.765.4979 •Fax 407.532.4823 \wvw.himp.net SERVICES &PRODUCTS I.Company Background II.Officer Qualifications III.Organizational Chart _5 IV.Products &Services -Proprietary Information a.Surveys.us ®Web-based Salary and Benefits Survey Utility b.Compensation Manager®Job Evaluation System c.Performance Manager®Evaluation System d.Job Description Writing Services e.Incentive Pay Programs f.Additional Products and Services ©HRManagementPartners,Inc.2003 SERVICES &PRODUCTS HR Management Partners,Inc.(HRMP)develops the systems that provide today's Human Resources professionals with the skills and tools necessary to remain progressive,automated, and adaptive to organizational and market driven changes. We partner with our clients to develop and establish legally compliant systems that are both internally equitable and externally competitive.HRMP employs an integrated,strategic approach for the purpose of tailoring systems to fit the unique needs of each organization. HRMP was founded in 1997,and is incorporated,licensed and insured todobusiness in the State of Florida. HRMP was established asa Minority-owned Business Enterprise (M/WBE)and acquired minority-owned business status under the Florida Small and Minority Business Assistance Act through the City of Orlando,Florida.(Certification #010056) Since 1999,HRMP has conducted FPPA's automated annual Statewide Salary &Benefits Survey,which includes over two hundred and fifty (250)benchmark jobs and fifteen primary employee benefits categories. HRMP is distinguished by application of state-of-the-art technologies to the products and services provided to our clients.HRMP employs traditional systems of qualitative and quantitative analysis.HRMP's quantitative measures,however,far exceed the accuracy rates of other systems due to continual application of technology innovations.This approach results in more valid,reliable,and legally defensible products and services for our clients.To maintain this cutting-edge strategy,HRMP maintains a fully dedicated Technical Services Division to fulfill ourthree-foldpurpose: 1.To provide clients with easy and timely access to HRMP products and services; 2.To research,monitor,and apply emerging technology innovations to HRMP products and services;and 3.To provide clients with accurate and timely automated human resources solutions. ®HRManagementPartners,Inc.2003 SERVICES &PRODUCTS Juana "J.C."Ayers,CCP,is President ofHR Management Partners,Inc.,and brings to HRMP fifteen(15)years publicandprivate sector professional experience inthefieldsof compensation,performancemanagement,FairLabor Standards Act (FLSA)analysis,and human resources administration.Ms.Ayers is the former Florida State Manager for an international human resources consulting firm,and served as Project Director for numerous compensationandlaborstudies.Ms.Ayers isalsoaformerCompensationManagerfora national software company andaninternational restaurant chain.She has heldkey HR positions in both city and county governments.Sheearnedher bachelor's degree in International Studies and her Master's degree inPublic Administration,bothfrom the University of West Florida.Ms.Ayersisfrequentlyafeatured conference speaker at the annual Florida Public Personnel Association (FPPA)Conference where she conducted seminars on compensation,and performance management systems.Shehasalsobeena featured speaker for WordatWork,ofwhich she isa current member. Lorri J.Barefoot,CCP,basedoutof HRMP's East Regional Division (PalmBeach County) brings to HRMP over eight (10)years experience in the field of human resources administration.Ms.BarefootisaformerHuman Resources Generalist foranational publicly heldtelecommunications firm.Ms.BarefootisalsoaformerClassification&Compensation Analyst for a human resources consulting firm,and served as key consultant in development and implementation of numerous compensation and classification studies.Ms.Barefoofs background expertise encompasses salary,wage and benefits survey and analyses,labor law compliance,Americans with Disabilities Act (ADA)compliance standards,point-factor analysis systems,and development of organization wide class specifications and job descriptions. JackColetti based outoftheWest Regional Division (Tampa Bay/St.Petersburg)brings to HRMP over ten (10)years experience in the field of Information Systems andisthe Web Systems &Services Engineer for HR Management Partners.Mr.Coletti developed, administers and maintains HRMP's sponsorship ofthewebsiteforthe Florida Public Personnel Association (FPPA).Additionally,he developed and administers the annual online salary survey utility,Surveys.us®for FPPA,as well as all wage,benefits,labor and employment surveys for HRMP clients.Mr.Coletti's works directly with clients and survey participants in the access and use of Surveys.us®,to include providing instruction,feedback, and resolution on technical issues.Mr.Coletti also developed eValPro®,the supervisory and employee interface for Performance Manager®,HRMP's performance management system. Arkadi Coletti,basedoutof HRMP's Technical Services Division,brings overten (10)years experience in the field of applications development and information systems and is HRMP's Software Systems &Services Engineer.Mr.Coletti has designed multiple Windows™based applications,as well as several interactive websites.For HRMP,Mr.Coletti has developed several Windows™andInternet based applications,toinclude Compensation Manager® (HRMP's automated point factor job evaluation and pay plan development system.)Mr.Coletti works directly with clients in the design of custom reports and programs.Additionally,Mr. Coletti hasdevelopedthe HR administration and analytics interface of Performance Manager®,HRMP's automated performance managementsystem. ©HR Management Partners,Inc.2003 SERVICES &PRODUCTS ,tte ","?,> HRMP is a Florida based company with three (3)service offices strategically located throughout the state to best serve the needs of our clients.Our Corporate Headquarters are located in the greater Orlando area,our East Regional Office is located in Palm Beach County, andourWest Regional Office is located in the Tampa Bay/St Petersburg area. Software &Web Services Technical Services 4258 Cardinal Way S.,1st Floor St.Petersburg,FL 33712 Arkadi Coletti Software Systems Engineer Programming Staff Software Support Staff Jack Coletti Web Systems Engineer Programming Staff Web Support Staff Juana "J.C."Ayers President Corporate Headquarters Central Division 1938 Westpointe Circle,Ste.350 Orlando,FL 32835 Consulting Services Central Division 1938 Westpointe Circle,Ste. 350 Orlando,FL 32835 William Campbell Senior Project Consultant Staff Consultants Technical Writers Administrative Staff ©HRManagement Partners,Inc.2003 Admin Assistant Claudia Fernandes i Consulting Services East Regional Division 3190 Mariner Way,Suite 100 Lantana,FL 33462 Lorri Barefoot Senior Project Consultant Staff Consultants Technical Writers D PRODUCTS &SERVICES SERVICES &PRODUCTS Compensation Manager®... In developing an effective compensation and classification structure,the overriding goal is to establish a system that is internally equitable and externally competitive.To achieve this goal, it is necessary to usea valid and reliable position classification and evaluation system to determine the relative worth ofeach position.To ensure internal equity,each position must be reviewed by evaluating effort,skill,responsibility and working conditions in accordance with the Equal Pay Act of 1963.The pay plan(s)should be evaluated for vertical and horizontal consistency according to these criteria.Equal pay for equal work and equal pay for comparable work must be established within the pay structure to ensure internal equity. HRMP has developed and utilizes a Windows™based system,Compensation Manager®,an evaluation system that utilizes Point Factor Analysis and integrates current market data through Linear Regression Modeling.The system's utilities facilitate efficient response to both organizational and market driven changes and requirements,and provide accurate,defensible analyses with multiple reporting and tracking options. Internal Job Analysis ....A t ,•,To begin the process,jobs are evaluated against the same universal cntena and a total point score is generated for each classification,thereby creating an internally equitable hierarchy, as illustrated below in Figure 1. Figure 1 The evaluations provide a quantitative score for each position and identify similar positions in the current plan.For each job,the following factors are measured in the software to establish internal equity: Training &Education Related Experience Communications Leadership Occupational Hazards ©HR Management Partners,Inc.2003 Decision Making Complexity Organizational Impact Physical Effort Working Environment t ' SERVICES &PRODUCTS The software utilizes the HRMP defaultsystemfactors,asnotedintheabove illustration. However,the program is also able to incorporate an organization's current point factor evaluation methodology if such a system isin place. External Market Analysis External competitiveness must be achieved through the analysis of current competing labor marketdata.HRMP conductsanannualmarketsurveyforthe Florida PublicPersonnel Association (FPPA)that includes over250 benchmark positions.HRMP also conducts custom surveys for clients. Surveys.us®Survey Utility... Market studies are conducted by means ofanonline state-of-the-art survey utility, Surveys.us®.HRMP developed and designed theautomatedsurvey utility to virtually eliminate error rate and expedite compilationof survey results. ©HR Management Partners,Inc.2003 7 SERVICES &PRODUCTS The online survey utility allows clients to monitor,comment,and raise questions regarding the survey data during the course of study.The automated utility incorporates those criteria identified as necessary datato solicit.The following screen isan example approach for a custom survey format designed in Surveys.us®. 21(U ««»uci»:n»Psrtreni >;*lii:K>*<iH ii*uo#Ej*Wi*» ^^^^^^^^^^^^^^^^^^^^^^^; ?&3*«s HRMP's Surveys,us®utility resolves two historically problematic areas for surveys: 1.Survey participants are able to expeditiously and conveniently respond to survey content,thereby significantly raisingthe response rate. 2.Survey results are continuously processed and simultaneously monitored for that data which fall outsidetheboundariesof"usefuland valid"information.Because theclient can monitor thedataasitis compiled,issuescanbe "highlighted"and addressed prior to the survey's finalreportingand presentation. ©HR Management Partners,Inc.2003 SERVICES &PRODUCTS HRMP recognizes that not all employers have online access to this utility.For those entities, HRMP provides the survey content in a format compatible with their in-use systems (electronic or hardcopy).Data received from these employers are processed and integrated into the survey compilation within 24 hours of receipt.Thus,all data received (regardless of format)are processed into the survey utility,thereby allowing the client to monitor survey activity. Regression Analysis Once the internal hierarchy is established and the external market data is collected, Compensation Manager®then integrates both sets of data for the benchmark job classifications using linear regression.The purpose of linear regression is to establish a correlation betweenthe internal point scoresandthe external market valuesandcreatesa "line ofbest fit".This becomesthepay line (also referred toastheregression line)upon whichthe subsequent pay structure is based. The purpose of point factor and linear regression analysis is to establish a pay regression line for incorporating all jobs of an organization into an internally and externally equitable pay structure.Thus,a foundation is established in the Compensation Manager®system that serves asa tool to predict market values for those jobs for which reliable market data is difficult to secure orotherwiseunavailable.ThisprocessisillustratedinFigure2. Figure 2 Economic anomalies within the marketplace arealso identified during thisphaseofa project.Economic anomalies are those positions for which market values are inflated or otherwise inconsistent duetoshiftingsupplyand demand conditions. HRMP's strategy for addressing these types of positions is application of the Economic Adjustment Factor (EAF),available in the job evaluation screen of the Compensation Manager®software.This feature allows an organization to address recruitment/retention issues withoutviolatingtheintegrityoftheevaluation system. Pay Plan Development Next,the pay line is used asthe foundation for the development ofthe actual pay structure.It isat this phase of a project that various pay plan designs would be considered. HRMP and HR administration would discusstheclient'sgoalsand objectives and consequently the applicability of various plan designs,to include broadbanding,inverted pyramid,modified inverted pyramid,etc.Once the pay structure is designed,all employees ©HR Management Partners,Inc.2003 9 SERVICES &PRODUCTS are allocated torecommended classifications andpay ranges.Finally,the financial impact and plan implementationisdeveloped. Implementation Options &Strategies Because Compensation Manager®enables HR professionals to tailor their compensation plan(s)to the specific needs of each organization,several cost scenarios can be considered. Cost by employee to bring staff up to the proposed pay range minimums is the most conservative option and is always provided.The analysis report details each employee by employee number,job code,position number,division,department,proposed pay grade and pay range,proposed salary,and dollar amount (if any)of proposed salary adjustment.Thus, Administration is provided a tool with which to conduct in-depth internal review of the proposed plan. Additionally,the system has the capability to allocate employees within the proposed pay ranges according to longevity or time in classification.This feature of the system allows organizations to address the issue of entry-level compression,which often occurs when pay ranges are adjusted. Entry-level compression occurs when newer employees are proposed for a salary increase (due to pay range adjustment)that places the newer employee's compensation at or near the compensation of longer term more experienced employees.By allocating all employees according to time in classification,each employee's longevity and expenence in the classification is taken into account. The system also has the capability to allocate employees within the proposed pay ranges according to performance history.This allows an organization to reward "excellent"performers, "successful"performers,"development required"performers,and "substandard"performers according to agreed upon proportionate range penetration percentages. Another option is to allocate employee salaries within pay ranges based on both time in position and performance scores.Thus,in the event two (2)employees are working in a classification for the same length of time,the employee that has achieved the higher performance rating history will be slotted further into the range than the employee who has lower performance scores. All implementation recommendations and other reports can be exported into multiple software formats,to include Microsoft Excel,Microsoft Word,Microsoft Access,WordPerfect,Lotus 123,pdfandtxtformats. Pav Plan Administration &MaintenanceCompensationManager®includes tools and utilities that make pay plan administration and maintenance easy and expedient.New and modified jobs are easily integrated into the pay plan.Regression line updates and percentage increment increases of the pay plan are readily accomplished within the maintenance module ofthe program. Clients also have the option of retaining the services of HRMP on an on-going basis to address new job classifications,reclassifications,market updates and general plan maintenance. io©HRManagementPartners,Inc.2003 SERVICES &PRODUCTS Performance Manager®... HRMP has developed and utilizes a 360°performance appraisal system,Performance Manager®. SERVICES &PRODUCTS Job Descriptions... HRMP drafts job descriptions that consider the legal requirements of applicable employment laws.Jobcontent data is collected from both the position incumbentandthe immediate supervisor,who are jointly considered tobe the "subject matter experts". Job descriptions include the following information: •A general description of duties to reflect the nature of work performed in the job classificationandlevelof responsibility associated withthejob •Minimum education,training and/or experiencerequirements necessary for entry into the work classification •Essential functions of the work classification •Additional functions of the work (whenapplicable) •Accepted compliance standards and language applicable to provisions of the Americanswith Disabilities Act (ADA)andEEOCguidelinesand regulatory standards (when applicable). Incentive Pay Programs... Incentive pay programs are visible and powerful communicators of organizational goals, priorities and values.HRMP develops incentive/variable pay systems that effectively address the goals and objectives ofan organization.The plans include short-term incentivesatthe individual orteamnon-managementlevelthrough long-term executive plans that are tied to strategic organizational objectives.Incentive plans include,but arenot limited toPay for Skill/Knowledge,Piece-Rate Pay,Gainsharing/Profit Sharing and Individual/Team Bonus Plans. •Payfor Skill/Knowledge •Piece-Rate Pay •Gainsharing/Profit Sharing •Individual/Team Bonus Plans Additional Products &Services... HRMP partners with clients to address a wide range of Human Resource issues. Guidance,assistanceand full service packages are available for the following: •Employee Handbooks •Personnel Policy Manuals •Management Training Programs. ©HR Management Partners,Inc.2003 12 Client DaniaBeach,Mary McDonald,HR Director (954)924-3630 100W.DaniaBeach Blvd Dania Beach,FL 33004 Wilton Manors,Brenda Clanton,HRDirector (954)390-2125 524NE 21s'Court Wilton Manors,FL33305 Broward Community College (BCC),Elizabeth Campbell,Compensation Administrator;Leslie Higgins,HR Director, (954)761-7422 225 East Las Olas Blvd. Fort Lauderdale,FL 33301 Broward Sheriffs Office Joanna Hely,Comp& Classification Manager; (954)321-4418 2601WBroward Blvd.Ft Lauderdale,FL 33312 City of Tamarac, Maria Swanson,Personnel Director,7525 NW 88th Ave Tamarac,FL 33321 City of Coral Springs Margie Moale,HR Manager,(954)344-1152 9551 W Sample Road Coral Springs FL,33075 Work Performed HRMP conducted a comprehensive market analysis and classification and compensation study to establish internal and external equity for the City in the local and regional labor market HRMP then provided City staff with tools and training for effective maintenance and administration of the approved class and compensation plan. HRMP conducted a comprehensive salary and benefits analysis and classification and compensation study to establish internal and external equity for the City in the local and regional labor market HRMP will be providing plan maintenance for the City moving forward. HRMP developed and automated BCC's web-based online market survey to analyze compensation programs of the College's competing local, regional,state and national competing labor market HRMP conducted a comprehensive classification and pay study for BCC Administration and Career Employee groups,and implemented and conducted HR staff training in pay plan maintenance and administration using HRMP's Windows™ based point factor job evaluation system.The College also implemented HRMP's 360°performance appraisal system,Performance Manager®.The College employs approximately 750 employees included in the study. Installed HRMP's Windows™based automated job evaluation software. HRMP completed a compensation labor market survey for the Sheriffs local,regional,statewide,and national competing marketplace.HRMP conducted job analysis for the Sheriffs Office Professional employee group, and training for HR staff in administration and maintenance of the new pay and classification plan(s).The Sheriffs Office employs approx.3500 employees. HRMP maintains the City's classification and compensation study through quantitative point factor analysis.HRMP conducts market review and analysis,job analysis,new classification development,and reclassifications. HRMP has maintained the City's pay and classification plan for two (2) years. HRMP developed an automated custom job evaluation system that incorporated the City's current job analysis methodology.HRMP installed the automated system and trained HR staff in on-going maintenance and administration ofthe City's pay and classification plan.The City employs approximately 475 employees that were included in the study. HR Management Partners,Inc. 1 Of 4 Village of Wellington Leigh McPhail, HRDirector, (561)791-4000 14000 GreenbriarBlvd. Wellington,FL 33414 City of Cooper City,Florida Michelle Alvarez 9090 SW 50th Place Cooper City,FL 33329 (954)434-4300 City of Palm Beach Gardens Mary Smith,PHR, HR Manager 10500 N Military Trail,Palm Beach Gardens,33410 (561)799- 4227 Florida PublicPersonnel Association (FPPA),Linda Skelton President (954) 344-1152 Florida League of Cities (FLC),Carol Westmorland, (850)222-9684 City of Sarasota,Florida Linda McKinney,Deputy Dir of Human Resources Dept 15651st Street Room 301A Sarasota,34230- 1058(941)954-4137 Sarasota Airport Authority Anita Eldgridge, HR/Finahce Manager 6000 Airport Circle Sarasota,FL 34243 (941)359-5200 ext 235 HRMP conducted a comprehensive market analysis and classification and compensation study to establish internal and external equity for the Village in the local and regional labor market and implemented HRMP's automated job evaluation software for the Village to administer the new pay plan. HRMP then developed new comprehensive classification/job descriptions. The Village employs 200 employees that were included in the scope of study. HRMP conducted a comprehensive market analysis and classification and compensation study to establish internal and external equity for the City in the local and regional labor market HRMP has completed a comprehensive,market survey,classification and compensation study for the City's non-represented professional employee staff.The City is implementing HRMP's automated job evaluation software to administer and maintain the approved pay plan. HRMP developed and automated FPPA's web-based annual Statewide Salary Survey,and has partnered with the Gehring Group to automate FPPA's 2001 Statewide Benefits Survey.HRMP isthe developer and Official Sponsor of FPPA's web page.Surveys are conducted and updated by HRMP on an annual basis and encompasses,at a minimum,250 benchmark job classes.The Association has 500 State of Florida member organizations. HRMP and FPPA partnered with FLC to conduct the largest annual statewide Salary Survey in Florida.This years survey includes approximately 275 benchmark job classes and participation is at approximately 282 organizations state-wide. HRMP is scheduled to complete a comprehensive,market study and classification and compensation study for the City-wide staff.The City is implementing HRMP's automated job evaluation software to administer and maintain the approved pay plan. HRMP conducted a comprehensive market analysis and classification and compensation study to establish internal and external equity for the Authority in the local and regional labor market HRMP then provided Authority staff with tools and training for effective maintenance and administration ofthe approved class and compensation plan. HR Management Partners,Inc. 2Of4 City of Clearwater,Florida Rick Ebelke,Assistant Dir of Human Resources (727)562-4846 100S.Myrtle Ave Clearwater,FL 33756 Pinellas County Chester Johnson, HR Supervisor, HRMP has completed a comprehensive classification and compensation study for the City's non-represented professional staff.The City is implementing HRMP's automated job evaluation software to administer and maintain the approved plan.HRMP is scheduled to complete a comprehensive classification and compensation study for represented staff. HR Management Partners,Inc. 3Of4 •::::•:'>-•~..:o " KM-•MS3SS :.::'-::y€iirs of '••tflt}OV&ttV£ wmmm \W 3 October 10,2003 Jeannette Enrizo Cityof South Miami 6130 Sunset Drive South Miami,FL 33143 Dear Jeannette: MGT of America,Inc.ispleasedtosubmitthisletterproposalto assist the City of South Miami with acomprehensivesalarysurvey.Webelieveyou will find that MGT is uniquely qualified to conduct this important work for you.We offer a highly qualified teamof professionals who have worked with a number of local governments across the country on compensation issues.We are currently working with the City of Miami in a similar capacity and feel thatwecan leverage thatexperienceto offer a high quality,yetcost effective solution to your needs. We possess proven innovative,yet practical,toolsthat provide a solid foundation formaking decisions onoverall compensation issues. Wehavedividedour response intothreemajor sections:ourunderstandingof yourneeds,approachand methodology,andproposedcost. Understanding Your Needs Wehavesummarizedyour needs andimportantsupporting information to include: •TheCityof South Miami desires to conduct a market salary analysisforallofitsapproximately68jobtitles (classes).To properly conduct the salary analysis,it will be necessary to obtain comparable salary informationfromsimilar organizations.Some ofthe classes will require national comparisons while others will requirelocal,regionalor state comparisons.Thedeterminationofthe proper salary peers will need tobe made by the consultant with maximum input fromCity personnel. •f-•Our survey will obtain hiring rates,minimums,maximums,and midpointsfortherelevantCity classes.For each surveyed class,the analysis should contain aratingof the match, number of incumbents,and average years of service. •In addition to obtaining the pertinent salary information,we believe that the selected consultant ..should develop a proposed salary range for each class based on the market data and existing internal equity relations.This information could be used by the Cityto assess the cost ramifications of any changes to the current payplan. •Overall,the objective of the study isto produce an analysis that includes comparable positions in local governments, agencies and commissions,and,where relevant,the private sector.This information serves as the foundation for recommendations onalteringlevelsof compensation toproduceapay systemthatis market driven and internally equitable. Approach and Methodology Recruitment and retention of quality personnel will be among thegreatest organizational performance challenges of the 21st century.MGT,in an effort to assist our public sector clients in dealing with this challenge,has developed an approach that helps human resources professionals ascertain the labor market value for its classifications and put this information into context and perspective. Firm Qualifications MGT was founded in1974asa public sector consulting firm with anemphasison providing quality public sector consulting.Today,MGT continues to serve hundreds of clients through comprehensive consulting engagements throughout the public sector.Since our inception, MGT of America,Inc.has partnered with public sector entities tohelp develop innovative solutions forthechallengesand problems theyface.The firm has provided servicestoover 2,500 clients in 49states,Puerto Rico,and several foreign nations.MGT employs more than 140 professionals in our offices in Texas,California,Washington,South Carolina,as well as our corporate headquarters in Florida.The proposed team for this project isbased in Tallahassee, Florida andworksin South Florida throughouttheyear.Helping to create innovativesolutions topublic sector challenges is all wedo. MGT holds firmly totheconceptthatourjobistohelp clients becomemore proficient and progressive than others in their field.We have conducted studies for a wide range of public and private sector clients,including: •state,regional,and local governments; •school boards and state departments of education; •community colleges,universities,Governors'offices,blue ribbon committees,legislatures,andBoardsof Regents;and •specializeddistricts(suchastransportation,aviation,parks,water management authorities)andhealthandhumanserviceorganizations (including state hospitals,medical facilities,aging andelder affairs,mental and public health,socialservices,juvenile justice,anddrugand substance abuse centers). The Human Resources Practice at MGT has performed over 100 compensation studies.Primaryfieldsof emphasis include classification and compensation analysis, benefitsstudies,strategic planning,humanresourcesauditsandexecutive searches. BasedonitsworkinMemphis,Tennessee,Oklahoma City,Oklahoma,Miami,Florida andBatonRouge,Louisiana,theHuman Resources practice atMGT has become a recognized leader in compensation analysis. Work Plan We havedesigneda straightforward,practical work plan presented in a proposed sequenceof work tasksbeginningattheselectiondateandending with a final report. Objectives: •Agree onthe scope and breadth ofthestudy. •Establish a project management plan. •Gainacomprehensiveunderstandingofyourspecificobjectivesand expectations. •Finalize schedules. •Determine the positions tobe included in the study. •Determine the knowledge,skills,expertise,certifications,and experience essential tofull job performance. Work Activities: 1.1MeetwiththeappointedProjectManagerand designated officials toaccomplishthe following: •review the technical approach and workplanto make any necessary modifications; •finalize the project schedule and assign projectresponsibilities;and •establish a schedule for communicating project activities. 1.2Meetwiththe Project Manager,and,as appropriate,any other topstafftoreviewthe objectivesofthestudyand identify policy andissue concerns tobe addressed while conducting the study.The data collection methodology should be discussed duringthis meeting. 1.3 Revise the originalworkplanandfinalizethetimelinesfor each projecttask,adjusting the following elements,as needed: •data collection approach,in terms of questionnaires related documentation; •tentative project schedule; •revised time schedule for deliverables;and •monitoring procedures. 1.4 Obtain pertinent reports and background materials relevant tothe review,including: •turnover reportsand other relevant operational documents; •tablesof organization andclass/jobdescriptionsof included staff; •elementsofanypersonnel policies thatrelateto position classification,class descriptions,benefits,andpayplan issues; •any previous humanresourcestudies,program evaluations,orotherreports that are applicable tothisproject;and •if available,anymaterialsused in determining thescopeand direction of this study. 1.5Meet with theProjectManagertodiscuss (if desired)the approximately 50 positions identified by CITY for assessment.Provide any questions related to the positions totheProject Manager for feedback. 1.6Reviewtheapproximately68positionsprovided (if desired)andthe documents collectedin Activity 1.4.Produceanoccupationalgroup listing that demonstrates theinternalequityrelationships present inthe current payplan. Deliverables: •Initiation meetings •Revised work plan and time lines •Occupational Group Listing Objectives: •Determine approach for comparison. •Determine targets for comparison. •Collect compensation,salary trend,andpayplan method data from targets. Activities: 2.1 Discuss and determine the approach for comparison.Meetwith the Project Manger to discuss which classes will be compared at the local,regional,state and national levels. 2.2 Assemble apreliminarylistof organizations with positions similarto those identifiedin Task 1.0.Create a stratification report to illustrate the divisionof targets between state agencies, local governments,andprivateorganizations.Differentiate between primaryand secondary sources for the data to be gathered.Gain approval of the list and the source of the data from the project manager. 2.3 Create a survey instrument to collect the primary data needed.The surveys should ask questions regarding each ofthe selected positions,salary trends and pay plan approach.At a minimum,the survey instrument should requestdataon minimums,maximums and typical hiring rates for each position.Gain approval of the survey instrument and the associated response rateprojection from theProjectManager. 2.4 Issue the survey to the targets. 2.5 Use proactive response rate techniques to ensure that representative data will be collected. MGT utilizes pre-and post-postcards and e-mails to alert potential respondents ofthe arrival and deadline associated with the survey instrument. 2.6 Collect data from secondarysources,suchastradeassociations,professional associations, MGT databases,and national/regional humanresourceassociations.Ourapproachto secondarydata collection centerson collecting two redundantdatasourcestoensure accuracyand comparability when dealing with compensation. 2.7 Merge data from the returned survey instruments and secondary sources into a single compensation and trends database. 2.8 Analyze the compensation differentials for the selected positions.Produce actual and percentage differences from mean and median.Indicate the level of similarity ofeach computation and maximize the compatibility in the final analysis. 2.9 Produce descriptive statistics to summarize the compensation analysis. 2.10 Providedescriptive statistics totheProjectManagerforreview. Deliverables: •Target List •Survey Instrument •Summary Statistics Objectives: •Prepare final report. •Prepare presentation. Activities: 3.1 Combine the data and information collected from Task 2.0. 3.2Writeadraft report that summarizes the methods used,compensation comparisons, trends,and recommendations. 3.3Supplythedrafttothe Project Manager for feedback. 3.4 Incorporate the feedback and issue afinaldraft. 3.5Prepareapresentation summarizing the findings and recommendations ofthe report. 3.6 Present the presentation and the reportto the City. Deliverables: •Draft Report •Final Report •Presentation Schedule of Work The schedule isbuilt around starting in August 2003 and reaching completion by October 31 2003. iiiysOiiAiiii |Hljjj||]~j§j%&-[&.*3SJiifr 1 October 2003 2 November 2003 3 December 2003 Assigned Consu/tants We have selected a team with extensive experience working with compensation issues and making recommendations for public sector clients. Partner-in-Charge:Dr.Jeff Ling.Dr.Ling's consulting experience includes human resource management,strategic planning,research methodology,statistical analysis,and data management.He also has extensive experience conducting classification and compensation studies for government agencies.Dr.Ling taught at the College of Wooster and Iowa State University and has worked in domestic and international market analysis.Since joining MGT, Dr.Ling has made a significant contribution to the firm's Human Resources practice area, designing statistical analyses to ensure equal employment opportunities for state and local government employees nationwide. Recently,Dr.Ling was Partner-in-Charge fora comprehensive classification and compensation for the City-Parish of Baton Rouge.Forthis project,MGT surveyed the labor market for49 classifications and produced a new classification and compensation system for the City-Parish. The project was the first comprehensive classification and compensation project conducted by the City-Parish since 1990. His project experience includes serving as: •Project Director fora comprehensive salary survey for the State of Florida Department of Management Services.Over 100 benchmark positions were included in the survey of over 300 public and private employees across the southeastern United States to capture current salary practice data and to study various pay administration practices ofstate employees.Thesalary survey wasa high-profile study for theStateof Florida,andwaspresented tothe State ofFloridaLegislatureandtheGovernor'sOfficeforreview. •Partner-in-Charge ofa comprehensive classification andcompensation analysis for the Memphis Public School District.The study resulted in the consolidation of classes and changes tothepayplan that made the District's salaries more inlinewith market rates while maintaining internal equity relationships. •Project Director ona study for the Florida Office ofthe Attorney Generalto determinesalarylevelsfor public sector attorneys.Dr.Ling performeda statisticalanalysisofthecurrentpaystructureandprovidedevidence necessary for making changestothe attorney payscaleatthe OAG. Project Director:Mr.Todd Osburn.Mr.Osburn brings valuable experience in organizational effectiveness,humanresourcemanagement,and performance management.Hehas experience in project management,database management,and qualitative and quantitative research.Priorto joining MGT,hetaught courses inPublic Policy and Research Methodology at Florida State University and previously servedasVicePresidentofOperationsat Imco Div.Inc., a mid-sized private sector manufacturing and distribution company.Hegained experience in humanresource management asthecompany'sHuman Resources Director.Someofhisrecent projects are includedbelow. •Project Director foracomprehensive classification andcompensationproject for the City-Parish of Baton Rouge. •Project Director foracomprehensiveandcompensationprojectforSt.Clair County,Michigan.Thestudyresultedina broadband solution that ledtoa performance-oriented classification system. •ProjectDirectorfora classification andcompensationprojectforFayette County,Georgia.Thestudy,ratified byunanimousapprovalbytheBoardof County Commissioners,was thefirstclassificationand compensation study implementedbythe suburban Atlantacountysince1998. •Consultant ona study for Memphis City Schools to assist witha compensation andclassificationstudyofalladministrative and clericalstaff. •Project Manager fora compensation studyfortheFloridaPublic Defender Association.The project resulted in increased revenue allocation forpublic defenders in Florida and improved compensation for the attorneys working in these offices. Project Team Member:Ms.Stephanie Allen.Ms.Allen has served as team member,research assistant,and analyst for MGT's Human Resources Management Consulting Practice,and has participatedinawidevarietyof research andanalysis tasks since joiningourstaffin 1999.She holds aB.S.degree and has applied much of her training to classification and compensation studies.Some of her past experience includes: •Analystonaclassificationand compensation study of approximately 900 positionsinapproximately212classificationsfortheDaytona Beach Community College. •Analyst ona comprehensive classificationof jobs for Southern Polytechnic State University.Completed an analysis of each non-instructional jobwithin the universityfor the purpose of determining specific duties,responsibilities, job requirements,and the need to create newjob descriptions. •Project Manager ona study forMemphisCity Schools to assist witha compensation and classification study ofall administrative and clerical staff. The study involved making classification revisions,correcting internal equity issues,and recommending external equity options. •Lead Analyst ona study to assist the Alachua County Property Appraiser's Office in the classification of 10 key positions.In addition to the classification work,MGT conducted a market salary survey and provided the County Appraiser's Officewithatotal compensation and classification plan. Proposed Cost Our proposed cost for completing the Compensation Analysis is contingent upon the number of classes surveyed.The cost of the study will be $18,000.This includes all hours and expenses associated with the project. Once more,we appreciate this opportunity to provide our plan for addressing City's needs.We are very interested in working with you and will be happy to discuss any facet of this proposal. Should you have any questions about this proposal,please contact me via any of the following means: Dr.Jeffrey Ling Partner and Director of the National Human Resources Practice Phone #850-386-3191 Cell #:512-799-6345 Fax #850-385-4501 Email Address jling@mgtamer.com Again,I thank you for your consideration of this proposal. Sincerely, Dr.Jeffrey Ling Partner and Director of the Human Resources National Practice Page 1 of 1 Personnel ===____B__=M___^___ From:Todd Osburn [tosbum@mgtamer.com] Sent:Monday,October 13,2003 4:24 PM To:Personnel@crtyofsouthmiami.net Cc:Jeff Ling Subject:letter proposal Jeannette, Please find attached theletterproposalthat Jeff indicatedhewould send.Thankyouforconsidering MGT of America.Ifyou have any questions,please call Jeff at 512-799-6345. Todd Osburn Consultant MGT of America 10/14/03 *l « try ?6 t°i°7 00/9^dd 3/9 9?£~