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03-10-05 Special - Item 6
CITY OF SOUTH MIAMI W OFFICE OF THE CITY MANAGER INTER - OFFICE MEMORANDUM To: Honorable Mayor, Vice Mayor and City Commission f From: Maria V. Davis City Manager Request Date: March 10, 2005 South Miami All- Amefica City I 111 if 2001 Subject: Agenda Item # 6- Commission Meeting Re: Comparative Salary Survey A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF SOUTH MIAMI, FLORIDA, AUTHORIZING THE CITY MANAGER TO ENTER INTO A CONTRACT CONSISTENT WITH THE TERMS IN THE ATTACHED PROPOSAL WITH CODY & ASSOCIATES TO PERFORM A COMPARABLE WAGE STUDY FOR AN AMOUNT NOT TO EXCEED $13,500.00 PROVIDING AN EFFECTIVE DATE. Background and Analysis Several months ago, the City Commission gave approval for the City Manager to enter into a contract with Colin, Baenziger & Associates for a comparable wage study. Upon review of the preliminary draft from Colin, Baenziger & Associates it was determined that the study did not meet our expectations or address the items that we had agreed upon. For this reason, we are requesting approval to select another company to perform the study. Proposals were requested and received from the following companies: Cody & Associates HRMP Management Partners MGT of America Upon review of all the proposals, it was determined that Cody & Associates should be selected to perform this study. This would be for an amount not to exceed $13,500, to be paid from the City's General Fund Contingency Account, # 001 - 2100 -519 -9920, with a current balance of $44,735.75 RECOMMENDATON We recommend approval. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 RESOLUTION NO. A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF SOUTH MIAMI, FLORIDA, AUTHORIZING THE CITY MANAGER TO ENTER INTO A CONTRACT CONSISTENT WITH THE TERMS IN THE ATTACHED PROPOSAL WITH CODY & ASSOCIATES TO PERFORM A COMPARABLE WAGE STUDY FOR AN AMOUNT NOT TO EXCEED $13,500.00 PROVIDING AN EFFECTIVE DATE. WHEREAS, the City Commission previously gave approval for the City Manager to enter into a contract with Colin, Baenziger & Associates for a comparable wage study; and WHEREAS, upon review of the preliminary draft from Colin, Baenziger & Associates it was determined that the study did not meet the criteria delineated in the Request for Proposal or as outlined in their proposal; and WHEREAS, due to the failure of Colin, Baenziger & Associates to perform satisfactorily the City administration still does not have a comprehensive or workable study for use in salary determination issues; and WHEREAS, at the time of the RFP, proposals had been requested and received from the following companies: Cody & Associates, HRMP Management Partners and MGT of America; and WHEREAS, it was determined that Cody & Associates proffered a proposal to perform the salary survey, which would include all job classifications and which meets the outlined criteria. NOW, THEREFORE BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF SOUTH MIAMI, FLORIDA, THAT: Section 1. The City Manager be, and hereby is, authorized to enter into a contract consistent with the terms in the attached proposal with Cody & Associates to perform a comparable salary survey for an amount not to exceed $13,500, which amount is to be paid from the City's General Fund Contingency Account, # 001 - 2100 -519 -9920, with a current balance of $44,735.75. Section 2. This resolution shall take effect immediately upon approval. PASSED AND ADOPTED this ATTEST: CITY CLERK READ AND APPROVED AS TO FORM: CITY ATTORNEY day of January , 2005. APPROVED: MARY SCOTT RUSSELL, MAYOR Commission Vote: Mayor Mary Scott Russell: Vice Mayor Velma Palmer: Commissioner Randy G. Wiscombe: Commissioner Marie Birts- Cooper: Commissioner Craig Z. Sherar: Cody & Associates, Inc. MANAGEMENT CONSULTANTS 305 Jack Drive, Cocoa Beach, Florida 32931 (321) 783 -3720; FAX (321) 783 -4353 E -mail: CodyAssociates @aol.com January 24, 2005 Ms. Maria V. Davis City of South Miami City Manager City of South Miami Dear Ms. Davis: Cody &Associates, Inc. is pleased to submit this Proposal to conduct an Pay and Classification Plan Study. The approach to the project and detailed work Classification Plan Study. is included in this proposal. We understand and Cody & Associates, Inc. is well qualified to perform this project because of our experience in conducting similar studies for many other cities and governmental clients in the State. We understand your local and regional labor market as well as statewide trends in compensation and job analysis systems having recently completed studies for various cities in all regions in the State. Thank you for the opportunity to assist you in this study. We look forward to discussing our proposal with you in greater detail. The person who is authorized to make representations for Cody &Associates, Inc. is N. E. Pellegrino, Principal Partner; Address: 305 Jack Drive, Cocoa Beach, FL 32931; (321) 7$3-3720• This proposal will be valid for a period of ninety (90) days. Respectfully Submitted, N. . Pellegrino Principal Partner PAY AND CLASSIFICATION PLAN STUDY City of South Miami Cody & Associates, Inc. MANAGEMENT CONSULTANTS 305 Jack Drive; Cocoa Beach, Florida 32931 (321) 783 -3720; FAX (321) 783 -4353 E -mail: CodyAssociates @aol.com N. E. Pellegrino, Principal Partner PROPOSAL FOR A PAY AND CLASSIFICATION PLAN STUDY City of South Miami Table of Contents Section Paqe LETTER OF TRANSMITTAL COMPANYQUALIFICATIONS .................................................. ............................... 1 IIREFERENCES ........................................................................ ............................... 2 III PROJECT TEAM CREDENTIALS ............................................ ............................... 8 IVSUPPORT REQUIRED ............................................................ ............................... 10 VGOALS AND OBJECTIVES ...................................................... ............................... 11 A. EVALUATION AND ANALYSIS OF JOBS .................... ............................... 11 B. JOB SPECIFICATIONS ................................................. ............................... 11 C. SALARY POLICY ......................................................... ............................... 12 D. COMPENSATION PLAN STRUCTURE ........................ ............................... 12 E. METHOD OF IMPLEMENTING COMPENSATION RECOMMENDATIONS .13 F. ATTAINMENT OF GOALS ........................................... ............................... 13 Section Pacie VI CONSULTANT'S APPROACH TO THE PROJECT .................. ............................... 14 A. INTRODUCTION AND PROJECT ORIENTATION ........ ......................7........ 15 B. COORDINATION WITH THE STAFF ............................ ............................... 15 C. POINT FACTOR JOB EVALUATION SYSTEM ............ ............................... 16 D. POSITION DESCRIPTION QUESTIONNAIRES ........... ............................... 18 E. EMPLOYEE INTERVIEWS /POSITION EVALUATIONS ............................... 19 F. PREPARATION OF JOB DESCRIPTIONS .................... ............................... 21 G. SALARY SURVEY /MARKET PRICING ......................... ............................... 21 H. FAIR LABOR STANDARDS ACT REVIEW .................... ............................... 22 I. FRINGE BENEFIT ANALYSIS ....................................... ............................... 22 J. INTERPRETATION OF SALARY DATA ....................... ............................... 23 K. DEVELOPMENT OF PAY GRADES AND SALARY STRUCTURE ............... 23 L. ANALYSIS OF POST MAXIMUM RECOMMENDATIONS & PROGRAMS .... 23 M. COMPENSATION METHODOLOGY ............................. ............................... 23 N. PREPARATION OF REPORT ...................................... ............................... 24 O. STAFF AND EMPLOYEE ORIENTATION AND TRAINING ........................... 24 P. EMPLOYEE COMMUNICATION SUMMARY ................. ............................... 24 Q. INTERNAL REVIEW AND RESPONSE ......................... ............................... 25 R. IMPLEMENTATION AND FOLLOW-UP ASSISTANCE .. ............................... 26 VIITENTATIVE TIME SCHEDULE ................................................ ............................... VIIIFEE SCHEDULE .............................................._...................... ............................... APPENDIX A POSITION DESCRIPTION QUESTIONNAIRES (PDQ) APPENDIX B CLIENT LIST 27 28 COMPANY QUALIFICATIONS Cody & Associates, Inc. is a Florida based and incorporated management consulting company established in 1969. Our offices are located in Cocoa Beach and Lakeland, Florida. We also have offices in Georgia, and Washington, D.C. area. The Cocoa Beach location will be the primary office for this proiect. Cody & Associates, Inc. has provided Wage, Salary and Classification services to over 750 clients including industry and businesses; municipal, county, and state government agencies; public school systems; colleges and universities; trade associations; treatment centers; housing authorities; and, utility authorities in the State of Florida. Our company is known for its outstanding work product and works very closely with our clients to resolve their problems and fulfill their needs. Cody & Associates, Inc. communicates with our clients to render a personalized management consulting service. Each consulting project is under the direction of a Principal Partner of the firm. Cody & Associates, Inc. -1- REFERENCES Over the past twenty -nine (29) years Cody & Associates, Inc. has conducted approximately 750 similar studies for the public sector employees. All projects were successfully completed on schedule and within budget. The following reference list is submitted by Cody & Associates, Inc. to represent clients where similar studies (classification /compensation) have been performed within the past two years, The Consultant invites you to contact any of the following clients to verify our experience and quality of our work product. CITY OF BUSHNELL Mr. Vincente R. Ruano, City Manager 219 North Market Street; Bushnell, Florida 33513 CITY OF NEW PORT RICHEY Jeff Sutton, Director of Personnel 5919 Main St.; New Port Richey, Florida 34652 CITY OF PALMETTO Ms. Sharon Jones, H.R. Director P.O. Box 419; Palmetto, Florida 34220 CITY OF PALM COAST Ms. Oel Wingo, Assistant City Manager P.O. Box 354610; Palm Coast, Florida 32135 -4610 CITY OF ROCKLEDGE James P. McKnight, City Manager 1600 Huntington Lane; Rockledge, Florida 32956 2 Cody & Associates, Inc. (352) 793 -2591 (727) 841 -4500 (941) 723 -4570 (386) 446 -7610 (321) 690 -3978 CITY OF DADE CITY Laura Beagles, Assistant City Manager P.O. Box 1355; Dade City, FL 33526 (352)523 -5050 CITY OF WEST MELBOURNE Steve Ziarno, H.R. Director 2285 Minton Rd.; West Melbourne, FL 32904 (321) 727 -7700 CITY OF SATELLITE BEACH Mike Crotty, City Manager 564 Cassia Boulevard; Satellite Beach, Florida 32937 (321) 773 -4407 CITY OF HOLMES BEACH Richard Ashley, Treasurer 5801 Marine Dr.; Holmes Beach, Florida 34217 (941) 708 -5800 CITY OF WINTER HAVEN Mischell Strayer, Director of Administration P.O. Box 2277; Winter Haven, Florida 33883 (863) 291 -5613 CITY OF LYNN HAVEN John Lynch, City Manager 825 Ohio Ave.; Lynn Haven, Florida 32444 (850) 265 -2121 CITY OF CHIEFLAND Mr. Ed Smith, City Manager 214 East Parl Ave; Chiefland, Florida 32624 (352) 493 -6711 CITY OF WINTER SPRINGS Ron McLemore, City Manager 1126 East State Road 434; Winter Springs, Florida 32708 (407) 327 -1800 CITY OF ZEPHYRHILLS Steve Spina, City Manager 5335 Eighth Street; Zephyrhills, Florida 33540 (813) 788 -2313 3 Cody & Associates, Inc. SMALL COUNTIES TECHNICAL ASSISTANCE SERVICES Mr. James Parrish, Project Manager 100 South Monroe Street; Tallahassee, Florida 32301 BAY COUNTY Joy Bates, Assistant County Manager P. O. Box 1818; Panama City, Florida 32402 INDIAN RIVER COUNTY Mr. James E. Chandler, County Administrator 184025 th Street; Vero Beach, Florida 32960 JEFFERSON COUNTY Mr. Carl D. Boatwright, Clerk of the Circuit Court P.O. Box 1069; Monticello, Florida 32344 PASCO COUNTY Barbara DeSimone, H. R. Director 7530 Little Road; New Port Richey, Florida 34654 PUTNAM COUNTY L. Wayne McClain, Personnel & General Services Director P. O. Box 758; Palatka, Florida 32178 -0758 SUMTER COUNTY Bernard Dew, County Administrator 209 North Florida Street; Bushnell, Florida 33513 VOLUSIA COUNTY (Includes all Constitutional Offices) Mike Lary, Human Resources Director 123 West Indiana Avenue; Deland, Florida 32720 BAY COUNTY CLERK OF COURTS Ronnie Wheathersbee, Deputy Clerk P. O. Box 2269; Panama City, Florida 32401 0 Cody & Associates, Inc. (850) 922 -4300 (850) 784 -4015 (561) 567 -8000 (850) 342 -0218 (727) 847 -8115 (904) 329 -0218 (352) 793 -0200 (386) 736 -5951 (850) 763 -9061 PUTNAM COUNTY CLERK OF COURTS Edward Brooks, Clerk of Courts P.O. Box 758; Palatka, Florida 32178 BREVARD COUNTY PROPERTY APPRAISER Jim Ford, Property Appraiser 400 South Street; Titusville, Florida 32780 MONROE COUNTY PROPERTY APPRAISER Ervin Higgs, Property Appraiser 500 Whitehead Street; Key West, Florida 33040 OSCEOLA COUNTY PROPERTY APPRAISER Bob Day, Property Appraiser P. O. Box 422366; Kissimmee, Florida 32742 -2366 CHARLOTTE COUNTY TAX COLLECTOR Vickie L. Potts, Tax Collector 18500 Murdock Circle; Part Charlotte, Florida 33948 PASCO COUNTY TAX COLLECTOR Mike Olson, Tax Collector P. O. Box 1145; New Port Richey, Florida 34291 -1145 INDIAN RIVER COUNTY SHERIFF Mr. Roy Raymond, Sheriff 4055 41st Avenue; Vero Beach, Florida 32960 -1808 MANATEE COUNTY SHERIFF Ray Thompson, Chief Budget Officer 515 11th Street West; Bradenton, Florida 34205 -7727 ORANGE COUNTY SHERIFF Mary Gouvellis, Sheriff Department 2450 West 33`d Street; Orlando, Florida 32829 5 Cody & Associates, Inc. (904) 329 -0361 (321) 264 -6700 (305) 292 -3420 (407) 847 -1350 (941) 743 -1345 (352) 847 -8165 (561) 569 -6700 (941) 747 -3011 (407) 836 -3700 PASCO COUNTY SHERIFF Personnel Director 8700 Citizen Drive; New Port Richey, Florida 34654 WALTON COUNTY SHERIFF Ralph Johnson, Sheriff 117 Montgomery Circle; DeFuniak Springs, Florida 32435 CITY OF GAINESVILLE HOUSING AUTHORITY John E. Cherry, Executive Director P. O. Box 1468; Gainesville, Florida 32602 LAKE WORTH DRAINAGE DISTRICT Carol W. Connolly, Treasurer 1301 Military Trail; Delray Beach, FL 33484 CITY OF FORT PIERCE UTILITIES AUTHORITY Douglas Giel, Human Resources Director P. O. Box 3191; Ft. Pierce, Florida 33450 KEYS ENERGY SERVICES /UTILITY BOARD Suzanne Greiger, Human Resources Director 10001 James Street; Key West, Florida 33040 EMERGENCY MEDICAL FOUNDATION, INC. Ms. Mary Jane Maira, Human Resources Manager 112 Carswell Avenue; Holly Hill, Florida 32117 MONROE MOSQUITO CONTROL DISTRICT Mr. Edsel M. Fussell, Director 5224 College Road; Key West, Florida 33040 CENTRAL FLORIDA COMMUNITY COLLEGE Charles R. Dassance, President P. O. Box 1388; Ocala, Florida 32678 -1388 Cody & Associates, Inc. 0 (727) 847 -5878 (850) 892 -8186 (352) 378 -6433 (561) 498 -5363 (772) 466 -1600 (305) 295 -1001 (386) 252 -4900 (305) 292 -7190 (352) 237 -2111 LAKE CITY COMMUNITY COLLEGE Gary Boettcher, Human Resources Director P.O. Box 1030; Lake City, Florida 32025 (904) 752 -1822 OKALOOSA - WALTON COMMUNITY COLLEGE Nancy Murphy, Human Resources Director 100 College Boulevard; Niceville, Florida 32578 (850) 729 -5365 ST. PETERSBURG JUNIOR COLLEGE Dr. Carl M. Kuttler; Jr., President P. O. Box 13489; St. Petersburg, Florida 33733 (813) 341 -3204 SEMINOLE COMMUNITY COLLEGE Claudia,Salvano, Personnel Director 100 Weldon Boulevard; Sanford, Florida 32773 - 6199 (407) 323 -1450 JACKSONVILLE AIRPORT AUTHORITY Rosa Beckett, Director of Administrative Services 14201 Pecan Park Road East, Jacksonville, Florida 32218 (904) 741 -2346 7 Cody & Associates, Inc. PROJECT TEAM CREDENTIALS It is important that you know the specific consultants to be assigned to the day -to -day conduct of the study. Regardless of the size of the organization selected the consultants on the lob will set the theme for the final product. Our resources will be organized in the following manner for this assignment: NICHOLAS E. PELLEGRINO, Principal Partner, has a B.S. from Florida Southern College and a Master's Degree in Administration from the University of Miami. Nick will function as the Project Team Manager. Mr. Pellegrino has been a Partner since 1970 and specializes in the areas of personnel administration, organization and management studies, performance evaluation programs, supervisory training, management development and productivity studies. Nick works out of our Cocoa Beach Office, which will be the primary work site for the study. He has worked with over 750 local clients in Florida as our Project Manager and has installed over 700 studies and projects. Nick's background includes over 35 years experience in human resource management positions with industry and government. He has served as an Employee Relations Manager for a large international airline, a major electronics industry, various government agencies, and a large public hospital. Mr. Pellegrino's specific responsibilities on this project: - Direct the. Project Management Plan -Work directly with the Client's staff on a day -to -day basis. - Authority to speak for the Consultant in all study areas. - Conduct the on -site analysis and develop recommendations. - Direct the data collection. E:3 Cody & Associates, Inc. GEORGE E CODY, Senior Partner, has a B.S. in Business Administration from Syracuse University. Mr. Cody has been a Senior Partner of Cody & Associates, Inc. since 1969. He has participated in over 450 projects with governments, the private sector, school districts and colleges either serving as Project Manager or having been involved in the final product. His experience includes serving as a full -time management consultant for over 40 years, specializing in human resources management, operational analysis, performance evaluation analysis, organizational and special management studies. Mr. Cody's specific responsibilities on this project: - Assist in the overall direction of the Project Management Plan. -Work directly with the Client's staff on a day -to -day basis. - Authority to speak for the Consultant in all study areas. - Conduct on -site data collection and develop recommendations. Wayne Guthrie Senior Consultant, has a Bachelors in Business Administration from Lander University, Greenwood, South Carolina. Wayne works out of our Cocoa Beach Office. Wayne has fifteen (15) years of professional experience in Human Resources management, compensation, job analysis, employee relations, performance evaluation and organizational analysis. Over the years, Wayne has worked on many studies for Cody& Associates, Inc. Wayne has been a managing partner in our Washington, D.C. office for six years and has recently relocated to Florida. Mr. Guthrie's specific responsibilities on this project: - Assist in the overall direction of the Project Plan. -Work directly with the client's staff. - Conduct data collection. - Authority to speak for the Consultant in all study areas. Mr. Guthrie will devote 95% of his time to this project. IV 9 Cody & Associates, Inc. SUPPORT REQUIRED The Consultant will only need informational assistance noted below. 1. DATA AND INFORMATION It is requested that the agency furnish the following information to the Consultant, (if available): a. Current organizational and staffing charts of each department. b. Current classification plan and benefit plan. C. Personnel policies, rules, regulations, and budgets impacting the Study. d. Lists of all personnel, their classifications, and time in grade. e. Current Job Descriptions. No other direct support is required V 10 Cody & Associates, Inc. GOALS AND OBJECTIVES The following is a summary of the goals and objectives involved in conducting the proposed position classification and compensation study for your employees: A. EVALUATION AND ANALYSIS OF JOBS 1. A thorough review of all positions to insure they are properly classified, titled and combined into the compensation plan. 2. If appropriate, through consolidation, merger, elimination and /or other accepted means, reduce the number of classifications. 3. Establish career paths for various classification groupings. 4. Develop criteria and procedures for the incorporation of new positions and maintenance of the classification plan. B. JOB SPECIFICATIONS All job specifications will be reviewed, rewritten and /or updated. Special attention will be given to ensure that the specifications are in compliance with the Americans With Disabilities Act, EEO, comparable worth issues, Equal Pay Act, Police Certification requirements and other pertinent laws. C. SALARY POLICY 11 Cody & Associates, Inc. Recommend a program for consideration and adoption by the City setting forth: 1. The level at which the competitive position should be maintained in relation to those employers in the competing labor markets in order to attract qualified personnel. 2. The level at which the competitive position should be maintained in order to retain competent employees. 3. The appropriate internal wage /fringe benefit mix. D. COMPENSATION PLAN STRUCTURE Review and make recommendations on the following aspects of the Compensation Plan structure: EXISTING SALARY SCHEDULES 1. Review current composition and rationale of the existing salary schedule and make recommendations regarding any changes (consolidations, eliminations, etc.) that may be deemed appropriate and /or necessary. 2. Modify the existing pay grade schedule. 3. Review the pay compression problems and /or concerns (where appropriate). 4. Recommend various increases to employees based on job performance and /or acquisition of additional skills, training or certifications. 12 Cody & Associates, Inc. 5. Recommend feasibility of other compensation benefits and /or program such as bonuses, longevity, etc. for employees who have reached the maximum of their range and are still productive. E. METHOD OF IMPLEMENTING COMPENSATION RECOMMENDATIONS An implementation plan will be developed. The Consultant's recommendations will provide for alternative /multi -year methods or techniques of implementation. F. ATTAINMENT OF GOALS The attainment of the above goals and objectives will improve effective management, planning, productivity and achievement by: 1. Reducing turnover and related costs. 2. Improving employee morale due to an up -to -date compensation system. 3. Increasing service levels by recognizing and rewarding performance. 4. Relating pay levels to the appropriate labor market. 5. Eliminating inequities in the pay system. 6. Provide an inventory and descriptions of City jobs with updated class specifications. 7. Develop an equitable and competitive benefits package and internal mix. 13 Cody & Associates, Inc. VI CONSULTANT'S APPROACH TO THE PROJECT This section describes the work plan that Cody & Associates, Inc. will utilize for the project and includes specific tasks or steps. Our consultants will work closely with your staff to ensure that they have complete understanding of the study. In the proposed work plan the following tasks will be included: A. Introduction and Project Orientation B. Coordination with the Staff C. Point Factor Job Evaluation System D. Position Description Questionnaires E. Employee Interviews /Position Evaluations F. Preparation of Job Descriptions G. Salary Survey /Market Pricing H. Fair Labor Standards Act Review I. Fringe Benefit Analysis J. Interpretation of Salary Data K. Development of Pay Grades and Salary Structure L. Analysis of Post Maximum Recommendations and Programs M. Compensation Methodology N. Preparation of Report O. Employee Communication Summary P. Internal Review and Response Q. Implementation and Follow -up Assistance A. INTRODUCTION AND PROJECT ORIENTATION 1. The Consultant will conduct initial meetings with the management staff. Cody & Associates, Inc. will discuss the current classification and pay plan, philosophy of compensation and pay administration and other specific areas of the project. 2. Our staff will conduct group meetings with supervisors and key employees to explain the objectives and approach to the study. 3. All employees should be notified of the study by a letter from the City requesting cooperation and explaining the scope of the project. The consultant can hold group meetings with all employees to explain the objectives and approach to the study and answer employee concerns, if desired, by the City. B. COORDINATION WITH THE STAFF 1 2. 3. 4 Cody & Associates, Inc. will meet with City staff assigned to this project to clarify and finalize the scope of work and timetable. The Consultant will meet with City staff to discuss the job analysis system to be employed, and other project elements. The City staff and the Consultant will discuss the benchmark positions and appropriate labor market to be surveyed during the study. The present salary administration program will be reviewed during these meetings. 15 C. POINT FACTOR JOB EVALUATION SYSTEM 1. BASIC CONCEPTS a. The Cody & Associates, Inc. Point Factor Job Evaluation System is a logical, systematic and orderly method of gathering facts about jobs. It requires the application of value judgments in a standardized and understandable way. The objective is to insure consistency and equity of results in evaluating jobs. b. One purpose of this quantitative job evaluation system is to set the value of a position by determining a numerical score for each job based on job - related tasks, duties and conditions of work performed. c. Positions are evaluated by a trained technician based on the content of the work performed without regard to the sex or race of the worker. The system concentrates on the content of work rather than characteristics of the incumbent such as education or personal qualifications. d. Positions which require approximately equal levels of skills, efforts, responsibilities and working conditions are placed into the same level for job difficulty comparisons. The comparable difficulty of a position is therefore measured within a organization unit or agency. e. The point factor comparison cross compares jobs against all other positions in the organization using all job factors. 2. ADVANTAGES OF OUR SYSTEM a. Our system assures the objectivity of the approach, because all positions are compared against the same factors. b. The system eliminates sexual and cultural bias and addresses issues of comparable worth. 16 Cody & Associates, Inc. C. The point factor system is less subject to manipulation from within the organization and it is designed to be free of bias. d. Our Point Factor Job Evaluation System includes the ability to relate compensation directly to the labor market by comparing positions of approximately equal point values. e. The System assures that all major job - related factors contributing to job value are considered in the relative grading of positions. f. This Point Factor System makes it much easier to compare dissimilar types of positions because each is broken down into elements or factors that are common to.all positions. g. A conversion to dollars can be directly made on the basis of any wage or salary system determined to be appropriate for the organization. h. This Point Factor Job Evaluation System facilitates effective personnel administration in that it requires job related facts and proof of required job responsibilities and characteristics before- a change in the classification and/or the grade can be made. . i. This Point Factor System is used to evaluate individual positions when there are questions as to whether the position belongs in one class or another. The position evaluation can then be studied to determine the class in which the position belongs or whether a new class is required. j. The System can be used for validating requests for changes in relative grading of classes or for creation of new or revised classes. 17 Cody & Associates, Inc. 3. DESCRIPTION OF THE JOB EVALUATION SYSTEM a. All jobs are evaluated by a trained technician by assigning points to each factor using a set of job related factors. b. These factors are recognized criteria used to measure knowledge and skill requirements, supervision, responsibility for policy and methods, effect of actions, personal contacts on the job, responsibility for records and reports, and mental, physical and environmental demands. C. A range of degree levels is possible within each factor. The higher points correspond with higher degrees of difficulty and responsibility. d. The job related factors represent what is professionally considered to be "of value" in determining job worth. e. This Point Factor Job Evaluation System is similar to job evaluation systems used for many years in both the private and public sectors. The system used by Cody & Associates, Inc. has been updated to include state -of- the -art technology and trends in comparable worth determination. f. The major function of the Point Factor Job Evaluation System is to make explicit which components of work are valued by the employer and to allow for the quantitative measurement of these components. It assists in justifying the policy of the employer with regard to pay and job value in an orderly system. D. POSITION DESCRIPTION QUESTIONNAIRES 1. Cody & Associates, Inc. will provide a Position Description Questionnaire (PDQ) to be used in the job analysis and evaluation of positions (Appendix A). 2. The Position Description Questionnaire will be submitted to and completed by all of the employees included in the study. 3. The PDQ will request employees to explain their position, duties, responsibilities and related job data. 4. Questionnaires will also be completed for all proposed and /or vacant positions. 5. The employee- originated Position Description Questionnaires will be routed to the supervisor of the employee for comments relating to the assigned job content of the position. 6. Management and supervisory staff will be asked to make comments concerning the duties of the position without discussing the abilities of the incumbent. E. EMPLOYEE INTERVIEWS /POSITION EVALUATIONS 1. The objectives of the employee interviews will be to evaluate position duties, responsibilities and functions. Job audits will be made to: a. Determine the relationship and comparable worth of each position to others in the City's organizational structure. b. Analyze the features of each position which distinguishes the levels of difficulty and responsibility between it and other positions in the Study. C. Supplement job information not clear in the Position Description Questionnaire. d. Gain a more detailed understanding of the levels of responsibility in each unit. e. Receive input from incumbents regarding the type of work and scope of duties assigned. f. Receive information from the managers and supervisors about the relative levels of difficulty of jobs under their supervision. 19 Cody & Associates, Inc. 2. Cody & Associates, Inc. will meet with department directors division heads and management personnel in a group to clarify questions relating to the study. 3. Employee interviews will then be conducted by our staff. The Consultant will interview each department head. 4. Each position will be evaluated either through a job audit, observation of work, analysis of the PDQ, discussion with the supervisor, or a combination of these job analysis methods. 5. Positions will be analyzed utilizing the Point Factor Job Evaluation System. Cody & Associates, Inc. will evaluate each position based only on the iob- related factors required to perform the duties of the position. 6. The Consultant will develop the structure for the Classification Plan based on results of the job analysis and evaluation. 7. The Consultant will identify and re -label mislabeled positions. 8. Out of place or mis- classified positions will be identified and relocated. 9. Each position will be given a quantitative rating based upon our Point Factor Job Evaluation System. 10. All positions will be tentatively allocated (assigned) by our staff to specific classes based on the job analysis phase. The tentative allocation lists and job rankings will then be reviewed with the City's management staff. If further study of certain jobs or survey data is requested by the City at this time, the Consultant will accomplish this task within the scope of the study. 11. All changes in classifications and pay grades will also include proposed conversion methods for adopting the changes into the proposed system. 12. Conversion methods will include the financial costs to the City of the various placements and possible other problems associated with placements. 20 Cody &Associates, Inc. F. G. 13. Recommendations will be developed regarding employees who are topped out in their present classification. PREPARATION OF JOB DESCRIPTIONS 1. The Study will insure that job descriptions match actual duties performed on the job. The Consultant will insure that the minimum qualifications are job related, nondiscriminatory and that the same standards of classifications are used across the various City departments. 2. All job descriptions affected by the classification review will be updated. The format will be designed with City staff during the study. 3. The job descriptions will comply with all State and Federal guidelines, including the Standards for a Merit System of Personnel Administration (Office of Personnel Management), the Department of Labor, Health and Human Services, the Equal Opportunity Commission Guidelines, the Americans With Disabilities Act, and Police Certification requirements. The descriptions will be job related, without false barriers for employment or promotion, and pertain specifically to the tasks of the job. The minimum qualifications will be realistic and defensible. 4. Drafts of the position descriptions will be submitted to the City for review prior to finalization. The Consultant will also provide completed descriptions on a compatible computer diskette. SALARY SURVEY /MARKET PRICING The objective of this survey will be to determine what must be provided in terms of salaries in order to be competitive with other employers recruiting in your labor market. 1. The Consultant will select "benchmark" classes from the classification plan to utilize in the salary survey. These jobs will represent a cross - section of occupations and pay levels within the pay system. The benchmarks will include those occupations which can be accurately compared with other employers included in the survey. 21 Cody & Associates, Inc. 2. In cooperation with the appropriate staff, the relevant labor market to be surveyed will be identified. Some positions may be recruited in the local operating area and will be surveyed in the region. Jobs, which are recruited on a statewide or regional basis, will be identified and data collected from the appropriate employers. 3. Cody & Associates, Inc. will compile a list of salary survey participants. The Consultant will organize any required mailing to statewide or regional employers, including the initial contact with participants and mailing of any survey instrument utilized. H. FAIR LABOR STANDARDS ACT REVIEW The consultants will analyze each job using the short and long test in the Fair Labor Standards Act to determine which jobs are exempt or non - exempt from overtime compensation. The results will be included in the overall recommended pay plan. 1. FRINGE BENEFIT ANALYSIS 1. OBJECTIVE Cody & Associates, Inc. conduct a fringe benefit survey to compare benefits provided by the City to its employees with those provided by other comparable public and private agencies. 2. APPROACH a. The consultant will survey employee fringe benefits in the same labor market as utilized for the wage and salary survey. b. Based on the survey data, Cody & Associates, Inc. will develop employee benefit comparisons and proposals for consideration. C. Innovative benefit plans will be discussed where programs are found to be feasible and program costs are reasonable. 22 Cody & Associates, Inc. J. INTERPRETATION OF SALARY DATA This is the most important step in the salary schedule design. Since the Consultant works with employers in all regions of the State and has conducted several similar studies for many Florida governmental agencies, Cody & Associates, Inc. understands what jobs are comparable, regardless of titles assigned. The Consultant will provide a report showing results of the salary data and various statistical analysis of the information compiled. After analysis and interpretation of the salary survey, results will be reviewed with the staff. K. DEVELOPMENT OF PAY GRADES AND SALARY STRUCTURE 1. Based on the job evaluation and analysis of the salary survey data, Cody & Associates, Inc. will design 'a salary structure for all jobs. This step will transform the data from the salary survey into specific salary ranges that progress in a regular manner across all levels. 2. Salary compression and other pay related problems will be addressed during this step. Recommendations will be developed to alleviate these conditions. 3. If requested, the Consultant will develop a separate salary/compensation plan for the senior management group and bargaining unit employees. 4. The Consultant will review the tentative salary ranges and pay grade assignments with the staff. L. ANALYSIS OF POST MAXIMUM RECOMMENDATIONS AND PROGRAMS The consultant will recommend alternative methods /programs to deal with employees who have reached the maximum of their pay range. This will aide the agency in the retention of long term employees who are still productive and valuable to the organization. M. COMPENSATION METHODOLOGY 23 Cody & Associates, Inc. The consultant will review the methodology for calculating compensation including regular, incentives, holiday, call -back, overtime pay, etc. N. PREPARATION OF REPORT Cody & Associates, Inc. will prepare and present a report which will include all the details of the project. The final products will include: 1. Detailed discussion of the methodology used in the study and the ultimate findings. 2. Recommendations including the Classification Plan and Salary Schedule. 3. Recommended Salary Plan. 4. Job Description Manual (under separate cover). 5. Implementation methods and timetable. O. STAFF AND EMPLOYEE ORIENTATION AND TRAINING The staff of the Personnel Department will receive orientation and training by Cody & Associates, Inc. in the following areas: 1. Methodology used in developing the classification system; 2. Job analysis techniques utilizing the Point Factor Job Evaluation System; 3. Principles of the proposed Compensation Plan and how to maintain it; and, 4. Cody & Associates, Inc. will also be on call during the year to assist further in this process. P. EMPLOYEE COMMUNICATION SUMMARY 1. Cody & Associates, Inc. will conduct a meeting of all management and key employees to explain the objectives and approach to the study. 24 Cody & Associates, Inc. 2. All employees will be notified of the study requesting cooperation and explaining its scope. 3. Our staff will meet individually with all department directors, division heads and other management staff to discuss their positions. 4. All of the employees will be interviewed on-the-job. 5. Input will be received from supervisors during the job analysis step. 6. Management staff will be fully informed of the study details. 7. At several points in the study, the Consultant will brief the City staff on the progress of the Study. 8. Our company will present and explain a final report to the City and assist in communicating the findings and recommendations by working with the City's staff in developing a written plan. Q. INTERNAL REVIEW AND RESPONSE 1. All Department Heads and Key Supervisors will be notified of the consultant's recommended classification for their position and the recommendations concerning their subordinates. 2. The Consultant will meet personally with each Department Head and Supervisor to discuss these recommendations. 3. If further study end /or job reviews are necessary, the Consultant will accomplish these after these meetings and submit the findings. 25 Cody & Associates, Inc. R. IMPLEMENTATION AND FOLLOW -UP ASSISTANCE 1. Cody & Associates, Inc. will develop a complete implementation plan, covering various workable alternative and cost features. 2. Cody & Associates, Inc. will assist the City during the implementation phase and answer any questions that arise after completion of the project. 3. Cody & Associates, Inc. will have a staff member available to answer any questions for a twelve (12) month period concerning recommendations resulting from the project and provide continuing assistance (at no additional cost) during this period. 26 Cody & Associates, Inc. VII TENTATIVE TIME SCHEDULE A. INITIATION DATE This Study could be initiated within Two (2) days of the award. B. COMPLETION DATES This Study will be completed within 90 days from the notification to proceed. We can, however, modify our time period to ft the needs of the City, if requested. 27 Cody & Associates, Inc. viii FEE SCHEDULE The total cost for the Pay and Classification Plan Study will be Thirteen Thousand Five Hundred Dollars ($13,500.00). This includes all fees and expenses for the Study. 28 Cody & Associates, Inc. CLIENT LIST Appendix B CLIENT LISTING The following is a list of clients Cody & Associates, Inc. has provided services. The projects include job analysis, position classification, ADA compliance, design and writing job descriptions, broadbanding, salary plan development, benefit surveys, performance appraisal, management studies, organization studies, staffing analysis, rules and regulations design and updating, etc. BOARD OF COUNTY COMMISSIONERS ALACHUA MADISON BAY MANATEE BREVARD MARION CITRUS MARTIN COLLIER MONROE DESOTO OCALA DIXIE ORANGE FLAGLER OSCEOLA GADSDEN PASCO GLADES PINELLAS HAMILTON POLK HARDEE PUTNAM HERNANDO ST. LUCIE HIGHLANDS SANTA ROSA HILLSBOROUGH SARASOTA INDIAN RIVER SEMINOLE LAFAYETTE SUMTER LAKE TIFT, GA LEON VOLUSIA LIBERTY, GA CITY GOVERNMENTS APOPKA HALLANDALE ORMOND BEACH ATLANTIC BEACH HOLLY HILL OAKLAND PARK AUBURNDALE HOLLYWOOD PANAMA CITY AVON PARK INDIAN HARBOUR BEACH PARKER BARTOW INDIAN RIVER SHORES PEMBROKE PINES BELLEVIEW INDIAN ROCKS BEACH PLANTATION BLOUNTSTOWN INVERNESS PLANT CITY BOCA RATON JACKSONVILLE POMPANO BEACH BRADENTON JUNO BEACH PORT ORANGE CALLAWAY JUPITER PORT ST. JOE CAPE CANAVERAL KISSIMMEE PORT ST. LUCIE CASSELBERRY LAKE CITY PUNTA GORDA CLEARWATER LAKE MARY QUINCY CLERMONT LAKE WALES RIVIERA BEACH COCOA LAKELAND ROCKLEDGE COCOA BEACH LAKE WORTH ROYAL PALM BEACH COOPER CITY LAUDERHILL SAFETY HARBOR CORAL GABLES LYNN HAVEN ST. CLOUD CRYSTAL RIVER MARIANNA ST. PETE BEACH DANIA MELBOURNE SANIBEL DAYTONA BEACH MIAMI SHORES SARASOTA DEERFIELD BEACH MIAMI SPRINGS SEBASTIAN DELAND MILTON SEBRING DELRAY BEACH MIRAMAR SNELLVILLE, GA. DUNDEE MOUNT DORA STUART EDGEWATER NAPLES SUNRISE FELLSMERE NEPTUNE BEACH TALLAHASSEE FERNANDINA BEACH NEW PORT RICHEY TAMARAC FLAGLER BEACH NEW SMYRNA BEACH TARPON SPRINGS FORT MEADE NORTH LAUDERDALE TAMPA FORT PIERCE NORTH MIAMI TAVARES FORT WALTON BEACH NORTH PORT TEMPLE TERRACE GAINESVILLE OAKLAND PARK TIFTON, GA GULFPORT OCALA TITUSVILLE HAINES CITY OLDSMAR TREASURE ISLAND VENICE VERO BEACH WAUCHULA WILTON MANORS WINTER HAVEN WINTER PARK WINTER SPRINGS OTHER COUNTY OFFICIALS Bay Clerk of Courts Bay Sheriff Bay Tax Collector Broward Sheriff Citrus Tax Collector Charlotte Property Appraiser Collier Clerk of Courts Collier Tax Collector . Collier Property Appraiser Gilchrist Clerk of Courts Hendry Tax Collector Highlands Clerk of Courts Highlands Property Appraiser Highlands Sheriff Highlands Tax Collector Indian River Clerk of Courts Indian River Tax Collector Lake Tax Collector Lee Tax Collector Manatee Property Appraiser Manatee Tax Collector Marion Clerk of Courts Marion Property Appraiser Monroe Clerk of Courts Monroe Property Appraiser Monroe Tax Collector Osceola Clerk of Courts Osceola Property Appraiser Osceola Sheriff Osceola Supervisor of Elections Osceola Tax Collector Palm Beach Tax Collector Pasco Tax Collector Pasco Sheriff Pasco Supervisor of Elections Polk Clerk of Courts Polk Property Appraiser Polk Tax Collector Santa Rosa Clerk of Courts Santa Rosa Property Appraiser Santa Rosa Sheriff Santa Rosa Tax Collector Sarasota Clerk of Courts Sarasota Property Appraiser Sarasota Tax Collector Seminole Property Appraiser Seminole Tax Collector Volusia Clerk of Courts Volusia Property Appraiser Volusia Sheriff SCHOOL DISTRICTS & COLLEGES Brevard Community College Broward Community College Central Florida Community College Daytona Beach Community College Florida Keys Community College Gulf Coast Community College Highlands School District Hillsborough Community College Indian River School District Jefferson School District Lake - Sumter Community College Manatee Community College Manatee School District Palm Beach Community College Polk Community College Polk School Board Santa Rosa School District St. Johns River Community College St. Petersburg Junior College Seminole Community College PRIVATE SECTOR AND OTHER CLIENTS Brevard Housing Authority Mountain Lake Corporation Cedar Hammock Fire District Naples Cable TV Citrus & Chemical Bank New Smyrna Beach Utilities Commission Coordinated Benefits Plans, Inca Orange County Convention Center Daytona Beach Housing Authority Poe & Associates, Inc. East Coast Migrant Program, FI Polk General Hospital East Coast Migrant Program, Va R.P. Tew Blood Bank Florida Assoc of Insurance Agents St. Johns River Water Management District Florida League of Cities St. Lucie County Fire District Florida Tile Sikes Corporation Fort Pierce Housing Authority Suwannee River Water Management District Fort Pierce Utilities Authority Tile Council of America Gainesville Housing Authority Gainesville Regional Utilities Heartland Private Industry Council Hillsborough Area Rapid Transit Hillsborough Private Industry Council Jacksonville Transit Authority Lakeland Housing Authority Metro Sarasota Fire Rescue District .. ....................... HFt Martagemont Partner$, Company Background Services & Products Information Packet June, 2003. IN ManagemeW Pa tiffs, Inc. 1938 Westpointe Circle, Suite, 350 . Orlando, FL 32835 407.765.4979 • Fax 407.532.4823 vwvw.hrmr). ptl� e .. ....................... HFt Martagemont Partner$, Company Background Services & Products Information Packet June, 2003. IN ManagemeW Pa tiffs, Inc. 1938 Westpointe Circle, Suite, 350 . Orlando, FL 32835 407.765.4979 • Fax 407.532.4823 vwvw.hrmr). SERVICES & PRODUCTS I. Company Background ------------------------------------------------------------------------- - - - - -- 3 II. Officer Qualifications --------------------------------------------------------------------------- - - - - -- 4 III. Organizational Chart ----------------------------------------------------------------------------- - - - - -- 5 IV. Products & Services — Proprietary Information --------------------------------------- --- - -- 6 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 © HR Management Partners, Inc. 2003 2 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 to do business in the State of Florida. • HRMP was established as a 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 our three -fold purpose: 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. 0 HR Management Partners, Inc. 2003 3 SERVICES & PRODUCTS Juana "J.C." Ayers, CCP, is President of HR Management Partners, Inc., and brings to HRMP fifteen (15) years public and private sector professional experience in the fields of compensation, performance management, Fair Labor 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 compensation and labor studies. Ms. Ayers is also a former Compensation Manager for a national software company and an international restaurant chain. She has held key HR positions in both city and county governments. She earned her bachelor's degree in International Studies and her Master's degree in Public Administration, both from the University of West Florida. Ms. Ayers is frequently a featured conference speaker at the annual Florida Public Personnel Association (FPPA) Conference where she conducted seminars on compensation, and performance management systems. She has also been a featured speaker for WordatWork, of which she is a current member. Lorri J. Barefoot, CCP, based out of HRMP's East Regional Division (Palm Beach County) brings to HRMP over eight (10) years experience in the field of human resources administration. Ms. Barefoot is a former Human Resources Generalist for a national publicly held telecommunications firm. Ms. Barefoot is also a former Classification & Compensation Analyst for a human resources consulting firm, and served as key consultant in development and implementation of numerous compensation and classification studies. Ms. Barefoot's 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. Jack Coletti based out of the West Regional Division (Tampa Bay /St. Petersburg) brings to HRMP over ten (10) years experience in the field of Information Systems and is the Web Systems & Services Engineer for HR Management Partners. Mr. Coletti developed, administers and maintains HRMP's sponsorship of the web site for the 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, based out of HRMP's Technical Services Division, brings over ten (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 WindowsT"" based applications, as well as several interactive websites. For HRMP, Mr. Coletti has developed several WindowsTm and Internet based applications, to include 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 has developed the HR administration and analytics interface of Performance ManagerO, HRMP's automated performance management system. © HR Management Partners, Inc. 2003 4 SERVICES & PRODUCTS 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, and our West 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 Admin Assistant Claudia Fernandes Consulting Services East Regional Division 3190 Mariner Way, Suite 100 Lantana, FL 33462 Lord Barefoot Senior Project Consultant Staff Consultants Technical Writers 0 HR Management Partners, Inc. 2003 5 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 use a valid and reliable position classification and evaluation system to determine the relative worth of each 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 WindowsTm 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 To begin the process, jobs are evaluated against the same universal criteria 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 Decision Making Related Experience Communications Leadership Occupational Hazards © HR Management Partners, Inc. 2003 Complexity Organizational Impact Physical Effort SERVICES & PRODUCTS The software utilizes the HRMP default system factors, as noted in the above illustration. However, the program is also able to incorporate an organization's current point factor evaluation methodology if such a system is in place. External Market Analysis External competitiveness must be achieved through the analysis of current competing labor market data. HRMP conducts an annual market survey for the Florida Public Personnel Association (FPPA) that includes over 250 benchmark positions. HRMP also conducts custom surveys for clients. Surveys.us® Survey Utility... Market studies are conducted by means of an online state -of- the -art survey utility, Surveys.us®. HRMP developed and designed the automated survey utility to virtually eliminate error rate and expedite compilation of 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 data to solicit. The following screen is an' example approach for a custom survey format designed in Surveys.us®. 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 raising the response rate. 2. Survey results are continuously processed and simultaneously monitored for that data which fall outside the boundaries of "useful and valid" information. Because the client can monitor the data as it is compiled, issues can be "highlighted" and addressed prior to the survey's final reporting and presentation. © HR Management Partners, Inc. 2003 8 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 between the internal point scores and the external market values and creates a "line of best fit ". This becomes the pay line (also referred to as the regression line) upon which the 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 as a tool to predict market values for those jobs for which reliable market data is difficult to secure or otherwise unavailable. This process is illustrated in Figure 2. Figure 2 Economic anomalies within the marketplace are also identified during this phase of a project. Economic anomalies are those positions for which market values are inflated or otherwise inconsistent due to shifting supply and 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 without violating the integrity of the evaluation system. Pay Plan Development Next, the pay line is used as the foundation for the development of the actual pay structure. It is at this phase of a project that various pay plan designs would be considered. HRMP and HR administration would discuss the client's goals and 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 to recommended classifications and pay ranges. Finally, the financial impact and plan implementation is developed. 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 experience 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, pdf and txt formats. Pay Plan Administration & Maintenance Compensation Manager® 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 of the 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. © HR Management Partners, Inc. 2003 10 SERVICES & PRODUCTS Performance Manager®... HRMP has developed and utilizes a 3600 performance appraisal system, Performance Manager®. SERVICES & PRODUCTS Job Descriptions... HRMP drafts job descriptions that consider the legal requirements of applicable employment laws. Job content data is collected from both the position incumbent and the immediate supervisor, who are jointly considered to be 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 classification and level of responsibility associated with the job ■ Minimum education, training and /or experience requirements necessary for entry into the work classification • Essential functions of the work classification • Additional functions of the work (when applicable) • Accepted compliance standards and language applicable to provisions of the Americans with Disabilities Act (ADA) and EEOC guidelines and 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 of an organization. The plans include short -term incentives at the individual or team non - management level through long -term executive plans that are tied to strategic organizational objectives. Incentive plans include, but are not limited to Pay for Skill /Knowledge, Piece -Rate Pay, Gainsharing /Profit Sharing and Individual/Team Bonus Plans. • Pay for 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, assistance and full service packages are available for the following: ■ Employee Handbooks ■ Personnel Policy Manuals ■ Management Training Programs. 0 HR Management Partners, Inc. 2003 12 HR Management Partners, Inc. 1 of 4 Work Performed Client HRMP conducted a comprehensive market analysis and classification and Dania Beach, Mary McDonald, HR Director compensation study to establish internal and external equity for the City in the local and regional labor market. HRMP then provided City staff with (954) 924 -3630 100 W. Dania Beach Blvd tools and training for effective maintenance and administration of the Dania Beach, FL 33004 approved class and compensation plan. Wilton ors, ilton Ma Brenda HRMP conducted a comprehensive salary and benefits analysis and Clanton, HR Director classification and compensation study to establish internal and external (954) 390 -2125 equity for the City in the local and regional labor market. HRMP will be 524 NE 21St Court providing plan maintenance for the City moving forward. Wilton Manors, FL 33305 Broward Community 's web -based online markeurvey HRMP developed and automated BCC t s College (BCC), Elizabeth to analyze compensation programs of the College's competing local, Campbell, Compensation regional, state and national competing labor market. HRMP conducted a Administrator; Leslie comprehensive classification and pay study for BCC Administration and Higgins, HR Director, Career Employee groups, and implemented and conducted HR staff training (954) 761 -7422 in pay plan maintenance and administration using HRMP's Windows'"' 225 East Las Olas Blvd based pointfactor job evaluation system. The College also implemented Fort Lauderdale, FL 33301 HRMP's 3600 performance appraisal system, Performance Manager0. The College employs approximately 750 employees included in the study. Broward Sheriffs Office Installed HRMP's Wind owsTm based automated job evaluation software. Joanna Hely, Comp & HRMP completed a compensation labor market surrey for the Sheriffs Classification Manager; local, regional, statewide, and national competing market place. HRMP (954) 321 -4418 conducted job analysis for the Sheriffs Office Professional employee group, 2601 W Broward Blvd. Ft. and training for HR staff in administration and maintenance of the new pay Lauderdale, FL 33312 and classification plan(s). The Sheriffs Office employs approx. 3500 employees. City of Tamarac, HRMP maintains the City's classification and compensation study through Maria Swanson, Personnel quantitative point factor analysis. HRMP conducts market review and Director, 7525 NW 88th Ave analysis, job analysis, new classification development, and reclassifications: Tamarac, FL 33321 HRMP has maintained the City's pay and classification plan for two (2) years. City of Coral Springs HRMP developed an automated custom job evaluation system that Margie Moale, HR incorporated the City's current jab analysis methodology. HRMP installed Manager, (954) 344 -1152 the automated system and trained HR staff in on -going maintenance and 9551 W Sample Road administration of the City's pay and classification plan. The City employs Coral Springs FL, 33075 approximately 475 employees that were included in the study. HR Management Partners, Inc. 1 of 4 Village of Wellington HRMP conducted a comprehensive market analysis and classification and Leigh McPhail, compensation study to establish internal and external equity for the Village HR Director, in the local and regional labor market, and implemented HRMP's automated (561) 791 -4000 job evaluation software for the Village to administer the new pay plan. 14000 Greenbriar Blvd. HRMP then developed new comprehensive classificationfJob descriptions. Wellington, FL 33414 The Village employs 200 employees that were included in the scope of stud . City of Cooper City, Florida HRMP conducted a comprehensive market analysis and classification and Michelle Alvarez compensation study to establish internal and external equity for the City in 9090 SW 50th Place the local and regional labor market. Cooper City, FL 33329 (954) 434 -4300 City of Palm Beach HRMP has completed a comprehensive, market survey, classification and Gardens Mary Smith, PHR, compensation study for the City's non - represented professional employee HR Manager 10500 N staff. The City is implementing HRMP's automated job evaluation software Military Trail, Palm Beach to administer and maintain the approved pay plan. Gardens, 33410 (561) 799 - 4227 Florida Public Personnel HRMP developed and automated FPPA's web -based annual Statewide Association (FPPA), Linda Salary Survey, and has partnered with the Gehring Group to automate Skelton President, (954) FPPA's 2001 Statewide Benefits Survey. HRMP is the developer and 344 -1152 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. Florida League of Cities HRMP and FPPA partnered with FLC to conduct the largest annual (FLC), Carol Westmorland, statewide Salary Survey in Florida. This years survey includes (850) 222 -9684 approximately 275 benchmark job classes and participation is at approximately 282 organizations state -wide. City of Sarasota, Florida HRMP is scheduled to complete a comprehensive, market study and Linda McKinney, Deputy classification and compensation study for the City -wide staff. The City is Dir of Human Resources implementing HRMP's automated job evaluation software to administer and Dept 15651St Street, Room maintain the approved pay plan. 301A Sarasota, 34230 - 1058 (941)954 -4137 Sarasota Airport Authority HRMP conducted a comprehensive market analysis and classification and Anita Eldgridge, compensation study to establish internal and external equity for the HR/Finance Manager Authority in the local and regional labor market. HRMP then provided 6000 Airport Circle Authority staff with tools and training for effective maintenance and Sarasota, FL 34243 administration of the approved class and compensation plan. (941 ) 359 -5200 ext. 235 HR Management Partners, Inc. 2of4 City of Clearwater, Florida HRMP has completed a comprehensive classification and compensation Rick Ebelke, Assistant Dir study for the City's non - represented professional staff. The City is of Human Resources implementing HRMP's automated job evaluation software to administer and (727) 562 -4846 maintain the approved plan. HRMP is scheduled to complete a 100 S. Myrtle Ave comprehensive classification and compensation study for represented staff. Clearwater, FL 33756 Pinellas County HRMP developed and conducted an employee bi- directional scale survey Chester Johnson, rating importance and difficulty of identified BFOQ's, and conducted a HR Supervisor, workshop on skill -based pay to assist the County in implementing an (727) 464 -5070; 400 alternate pay system for the Utilities Department. HRMP conducted job South Ft. Harrison Street, evaluation/classification of the County's exempt MIS management Clearwater FL, 33756 -5113 positions. City of Ocala HRMP consolidated the City's classifications, provided a regional market Sandra Wilson, analysis report, installed our automated job evaluation system, and HR Director conducted training in evaluation of classifications and pay plan (352) 351 -6663 development. The City also implemented our 3600 performance appraisal 2100 NE 30th Ave, system, and is currently a BETA site for development and implementation of Gate 4; Ocala, FL 34470 HRMP's automated Performance Manager system. The City employs approximately 800 employees included in the study. City of Eustis HRMP conducted a comprehensive market analysis, benefits, classification Ann Isaacs, Dir, HR and compensation study to establish internal and external equity for the City 109 -A E. Orange Avenue in the local and regional labor market, and implemented HRMP's automated Eustis, FL 32727 job evaluation software to administer the new pay plan. Additionally, HRMP (352) 483 -5472 conducted a Performance Management workshop for City management in effective performance appraisal and management systems. Marion County BOCC HRMP conducted a comprehensive market analysis, benefits, classification Anita Driscoll, HR Manager and compensation study to establish internal and external equity for the (352) 620 -3380 County in the local and regional labor market, and implemented HRMP's 601 S.E. 25th Ave automated job evaluation software to administer the new pay plan. Ocala, FL 34471 Marion County Sheriff HRMP conducted a comprehensive market analysis, benefits, classification Jerry Holland, Finance Dir. and compensation study to establish internal and external equity for the (352) 368 -3534 Sheriff in the local and regional labor market, and implemented HRMP's P.O. Box 1987 automated job evaluation software to administer the new pay plan. Ocala, FL 3478 Lake County School District HRMP conducted a comprehensive market analysis, benefits, classification Susan Moxley, Asst. Super. and compensation study to establish internal and external equity for the (352) 253 -6518 District in the local and regional labor market, and implemented HRMP's 201 W. Burleigh Blvd. automated job evaluation software to administer the new pay plan. Tavares, FL 32778 HR Management Partners, Inc. 3 of 4 City of Maitland, Florida Theresa Walker, HR Manager 1776 Independence Lane Maitland, FL 32751 (407) 539 -6218 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. The City is currently a maintenance client. 4of4 HR Management Partners, Inc. Page 1 of 1 Personn yl From: Todd Osburn [tosburn @mgtamer.com] Sent: Monday, October 13, 2003 4:24 PM To: Personnel @cityofsouthmiami.net Cc: Jeff Ling Subject: letter proposal Jeannette, Please find attached the letter proposal that Jeff indicated he would send. Thank you for considering MGT of America. If you have any questions, please call Jeff at 512- 799 -6345. Todd Osburn Consultant MGT of America v 2/24/2005 October 10, 2003 Jeannette Endzo City of South Miami 6130 Sunset Drive South Miami, FL 33143 Dear Jeannette: MGT of America, Inc. is pleased to submit this letter proposal to assist the City of South Miami with a comprehensive salary survey. We believe you will find that MGT is uniquely qualified to conduct this important work for you. We offer a highly qualified team of 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 that we can leverage that experience to offer a high quality, yet cost effective solution to your needs. We possess proven innovative, yet practical, tools that provide a solid foundation for making decisions on overall compensation issues. We have divided our response into three major sections: our understanding of your needs, approach and methodology, and proposed cost. Understanding Your Needs We have summarized your needs and important supporting information to include: ■ The City of South Miami desires to conduct a market salary analysis for all of its approximately 68 job titles (classes). To properly conduct the salary analysis, it will be necessary to obtain comparable salary information from similar organizations. Some of the classes will require national comparisons while others will require local, regional or state comparisons. The determination of the proper salary peers will need to be made by the consultant with maximum input from City personnel. ■ Our survey will obtain hiring rates, minimums, maximums, and midpoints for the relevant City classes. For each surveyed class, the analysis should contain a rating of 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 City to assess the cost ramifications of any changes to the current pay plan. ■ Overall, the objective of the study is to 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 on altering levels of compensation to produce a pay system that is market driven and internally equitable. Approach and Methodology Recruitment and retention of quality personnel will be among the greatest 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 in 1974 as a public sector consulting firm with an emphasis on 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 to help develop innovative solutions for the challenges and problems they face. The firm has provided services to over 2,500 clients in 49 states, 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 is based in Tallahassee, Florida and works in South Florida throughout the year. Helping to create innovative solutions to public sector challenges is all we do. MGT holds firmly to the concept that our job is to help clients become more 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, and Boards of Regents; and ■ specialized districts (such as transportation, aviation, parks, water management authorities) and health and human service organizations (including state hospitals, medical facilities, aging and elder affairs, mental and public health, social services, juvenile justice, and drug and substance abuse centers). The Human Resources Practice at MGT has performed over 100 compensation studies. Primary fields of emphasis include classification and compensation analysis, benefits studies, strategic planning, human resources audits and executive searches. Based on its work in Memphis, Tennessee, Oklahoma City, Oklahoma, Miami, Florida and Baton Rouge, Louisiana, the Human Resources practice at MGT has become a recognized leader in compensation analysis. Work Plan We have designed a straightforward, practical work plan presented in a proposed sequence of work tasks beginning at the selection date and ending with a final report. Objectives: ■ Agree on the scope and breadth of the study. • Establish a project management plan. • Gain a comprehensive understanding of your specific objectives and expectations. ■ Finalize schedules. • Determine the positions to be included in the study. • Determine the knowledge, skills, expertise, certifications, and experience essential to full job performance. Work Activities: 1.1 Meet with the appointed Project Manager and designated officials to accomplish the following: ■ review the technical approach and work plan to make any necessary modifications; • finalize the project schedule and assign project responsibilities; and • establish a schedule for communicating project activities. 1.2 Meet with the Project Manager, and, as appropriate, any other top staff to review the objectives of the study and identify policy and issue concerns to be addressed while conducting the study. The data collection methodology should be discussed during this meeting. 1.3 Revise the original work plan and finalize the time lines for each project task, 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 to the review, including: • turnover reports and other relevant operational documents; • tables of organization and class/job descriptions of included staff; • elements of any personnel policies that relate to position classification, class descriptions, benefits, and pay plan issues; • any previous human resource studies, program evaluations, or other reports that are applicable to this project; and • if available, any materials used in determining the scope and direction of this study. 1.5 Meet with the Project Manager to discuss (if desired) the approximately 50 positions identified by CITY for assessment. Provide any questions related to the positions to the Project Manager for feedback. 1.6 Review the approximately 68 positions provided (if desired) and the documents collected in Activity 1.4. Produce an occupational group listing that demonstrates the internal equity relationships present in the current pay plan. 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, and pay plan method data from targets. Activities: 2.1 Discuss and determine the approach for comparison. Meet with the Project Manger to discuss which classes will be compared at the local, regional, state and national levels. 2.2 Assemble a preliminary list of organizations with positions similar to those identified in Task 1.0. Create a stratification report to illustrate the division of targets between state agencies, local governments, and private organizations. Differentiate between primary and 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 of the selected positions, salary trends and pay plan approach. At a minimum, the survey instrument should request data on minimums, maximums and typical hiring rates for each position. Gain approval of the survey instrument and the associated response rate projection from the Project Manager. 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 a -mails to alert potential respondents of the arrival and deadline associated with the survey instrument. 2.6 Collect data from secondary sources, such as trade associations, professional associations, MGT databases, and national /regional human resource associations. Our approach to secondary data collection centers on collecting two redundant data sources to ensure accuracy and comparability when dealing with compensation. 2.7 Merge data from the returned surrey 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 of each computation. and maximize the compatibility in the final analysis. 2.9 Produce descriptive statistics to summarize the compensation analysis. 2.10 Provide descriptive statistics to the Project Manager for review. 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. 3.2 Write a draft report that summarizes the methods used, compensation comparisons, trends, and recommendations. 3.3 Supply the draft to the Project Manager for feedback. 3.4 Incorporate the feedback and issue a final draft. 3.5 Prepare a presentation summarizing the findings and recommendations of the report. 3.6 Present the presentation and the report to the City. Deliverables: ■ Draft Report • Final Report • Presentation Schedule of Work The schedule is built around starting in August 2003 and reaching completion by October 31, 2003. ����v�.',X ;S 5. �.,x4`•- ��������� =..efi .mot Assigned Consultants 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 for a comprehensive classification and compensation for the City - Parish of Baton Rouge. For this project, MGT surveyed the labor market for 49 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 for a 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 of state employees. The salary survey was a high - profile study for the State of Florida, and was presented to the State of Florida Legislature and the Governor's. Office for review. ■ Partner -in- Charge of a comprehensive classification and compensation analysis for the Memphis Public School District. The study resulted in the consolidation of classes and changes to the pay plan that made the District's salaries more in line with market rates while maintaining internal equity relationships. ■ Project Director on a study for the Florida Office of the Attorney General to determine salary levels for public sector attorneys. Dr. Ling performed a statistical analysis of the current pay structure and provided evidence necessary for making changes to the attorney pay scale at the OAG. Project Director. Mr. Todd Osburn. Mr. Osburn brings valuable experience in organizational effectiveness, human resource management, and performance management. He has experience in project management, database management, and qualitative and quantitative research. Prior to joining MGT, he taught courses in Public Policy and Research Methodology at Florida State University and previously served as Vice President of Operations at Imco Div. Inc., a mid- sized private sector manufacturing and distribution company. He gained experience in human resource management as the company's Human Resources Director. Some of his recent projects are included below. ■ Project Director for a comprehensive classification and compensation project for the City- Parish of Baton Rouge. ■ Project Director for a comprehensive and compensation project for St Clair County, Michigan. The study resulted in a broadband solution that led to a performance- oriented classification system. ■ Project Director for a classification and compensation project for Fayette County, Georgia. The study, ratified by unanimous approval by the Board of County Commissioners, was the first classification and compensation study implemented by the suburban Atlanta county since 1998. ■ Consultant on a study for Memphis City Schools to assist with a compensation and classification study of all administrative and clerical staff. ■ Project Manager for a compensation study for the Florida Public Defender Association. The project resulted in increased revenue allocation for public 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 participated in.a wide variety of research and analysis tasks since joining our staff in 1999. She holds a B.S. degree and has applied much of her training to classification and compensation studies. Some of her past experience includes: ■ Analyst on a classification and compensation study of approximately 900 positions in approximately 212 classifications for the Daytona Beach Community College. ■ Analyst on a comprehensive classification of jobs for Southern Polytechnic State University. Completed an analysis of each non - instructional job within the university for the purpose of determining specific duties, responsibilities, job requirements, and the need to create new job descriptions. ■ Project Manager on a study for Memphis City Schools to assist with a compensation and classification study of all administrative and clerical staff. The study involved making classification revisions, correcting internal equity issues, and recommending external equity options. ■ Lead Analyst on a 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 Office with a total 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