REGULAR MEETING
CITY COUNCIL CHAMBERS
220 EAST MOUNTAIN VIEW STREET
BARSTOW, CA 92311
OCTOBER 16, 2023
6:00 PM
(HANDICAPPED ACCESSIBLE)
AGENDA
REGULAR MEETING
Agenda-October 16, 2023
MAYOR
Paul Anthony Courtney
COUNCILMEMBERS
James M. Noble
Carmen M. Hernandez
Barbara Mae Rose
Marilyn Dyer Kruse
ELECTED CITY CLERK
Andrea Flores
ELECTED CITY TREASURER
Michael Lewis
PLANNING COMMISSIONERS
Andrew Ziemer
Beatrice Lint
Miguel Morales
Rodney Brand Jr.
Juanantonio Delucas
BARSTOW FIRE PROTECTION
DISTRICT
A Subsidiary District of the City of
Barstow
Paul Anthony Courtney
James M. Noble
Carmen M. Hernandez
Barbara Mae Rose
Marilyn Dyer Kruse
CLOSED SESSION 6:00 PM
CALL TO ORDER:
PLEDGE OF ALLEGIANCE:
ROLL CALL:
Council Member Carmen Hernandez
Council Member Barbara Rose
Council Member Marilyn Kruse
Mayor Pro Tem James Noble
Mayor Paul Courtney
PARTICIPATION IS INVITED: IF YOU WISH TO BE HEARD ON ANY
ITEM ON THE AGENDA, PLEASE SO INDICATE BY FILLING OUT A
SPEAKER REQUEST CARD AND HANDING IT TO THE CITY
CLERK PRIOR TO THE AGENDA ITEM BEING ADDRESSED. IF
SPECIAL ACCOMMODATIONS ARE REQUIRED, 48 HOURS
NOTICE MUST BE GIVEN TO THE CITY CLERK.
CODE OF ETHICS: AS YOUR ELECTED GOVERNING BOARD WE
WILL REMEMBER THE "CODE OF ETHICS" THAT WE
VOLUNTARILY AND UNANIMOUSLY APPROVED. DURING THIS
MEETING WE WILL TREAT EACH OTHER AND THE PUBLIC WITH
PATIENCE, CIVILITY, AND COURTESY. THE DECISIONS MADE
TONIGHT WILL BE FOR THE BENEFIT OF THE BARSTOW
COMMUNITY AND NOT FOR PERSONAL GAIN.
Agenda-October 16, 2023
PUBLIC COMMENT - CLOSED SESSION: THIS IS THE TIME AND PLACE FOR THE GENERAL PUBLIC
TO ADDRESS THE GOVERNING BOARD ON MATTERS ON THE CLOSED SESSION AGENDA AND WITHIN THE CITY’S JURISDICTION. SPEAKERS ARE ASKED TO LIMIT THEIR COMMENTS TO THREE MINUTES OR LESS. ALL REQUESTS TO SPEAK MUST BE RECEIVED PRIOR TO THE AGENDA ITEM BEING ADDRESSED. IF SPECIAL ACCOMMODATIONS ARE REQUIRED, 48 HOURS NOTICE MUST BE GIVEN TO THE CITY CLERK.
CALL TO ORDER - CLOSED SESSION:
PUBLIC COMMENT - CLOSED SESSION:
CLOSED SESSION AGENDA ITEMS:
1. CONFERENCE WITH REAL PROPERTY NEGOTIATOR
Recommended Action:
(Gov. Code Section 54956.8)
Property Address: APNs:
• 042819101
• 042821104
• 042817106
Agency Negotiator: Willie Hopkins, Jr. City Manager
Negotiating Party: United States of America
Under Negotiation: Price and Terms of Payment
2. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
Recommended Action:
(Gov. Code Section 54956.9(d)(1))
Case Name: Ellis v. City of Barstow,
San Bernardino County Superior Court Case No. CIV-SB-2307680
3. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
Recommended Action:
(Gov. Code Section 54956.9(d)(1))
Case Name: Woolley v. City of Barstow,
San Bernardino County Superior Court Case No. CIV-SB-2307231
4. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
Recommended Action:
(Gov. Code Section 54956.9(d)(1))
Case Name: Hernandez v. City of Barstow,
San Bernardino County Superior Court Case No. CIV-SB-2125628
5. CONFERENCE WITH LEGAL COUNSEL — ANTICIPATED LITIGATION Recommended Action:
(Gov. Code § 54956.9(d)(2) & (d)(3)
A point has been reached where, in the opinion of the City Council on the advice of its legal counsel, based on the below-described existing facts and circumstances, there is a significant exposure to litigation against the City. Facts and circumstances that might result in litigation but which the City believes are not yet known to potential plaintiff or plaintiffs. (Gov. Code § 54956.9(e)(1))
REPORT OF CLOSED SESSION:
INVOCATION:
Agenda-October 16, 2023
CALL TO ORDER - REGULAR MEETING 7:00 PM (or immediately following adjournment of Closed Session if adjourned after 7:00 PM):
PLEDGE OF ALLEGIANCE:
ROLL CALL:
Council Member Carmen Hernandez
Council Member Barbara Rose
Council Member Marilyn Kruse
Mayor Pro Tem James Noble
Mayor Paul Courtney
PARTICIPATION IS INVITED: IF YOU WISH TO BE HEARD ON ANY ITEM ON THE AGENDA INCLUDING
ANY ITEM ON THE CONSENT CALENDAR, PLEASE SO INDICATE BY FILLING OUT A SPEAKER
REQUEST CARD AND HANDING IT TO THE CITY CLERK PRIOR TO THE AGENDA ITEM BEING ADDRESSED. IF SPECIAL ACCOMMODATIONS ARE REQUIRED, 48 HOURS NOTICE MUST BE GIVEN TO THE CITY CLERK.
CODE OF ETHICS:: AS YOUR ELECTED GOVERNING BOARD WE WILL REMEMBER THE "CODE OF ETHICS" THAT WE VOLUNTARILY AND UNANIMOUSLY APPROVED. DURING THIS MEETING WE WILL TREAT EACH OTHER AND THE PUBLIC WITH PATIENCE, CIVILITY, AND COURTESY. THE DECISIONS
MADE TONIGHT WILL BE FOR THE BENEFIT OF THE BARSTOW COMMUNITY AND NOT FOR PERSONAL GAIN.
REVIEW AND APPROVAL OF AGENDA: THIS IS THE TIME FOR MEMBERS OF THE GOVERNING BOARD TO CALL FOR REARRANGING THE ORDER OF THE AGENDA; ADDING ITEMS TO OR REMOVING ITEMS FROM THE AGENDA; OR REMOVING ITEMS FROM THE CONSENT CALENDAR FOR DISCUSSION AND/OR SEPARATE ACTION. ITEMS MAY ONLY BE ADDED TO THE AGENDA AS ALLOWED BY STATE LAW, INCLUDING GOVERNMENT CODE SECTION 54954.2, SUBDIVISION (B),
ALLOWING EMERGENCY ITEMS TO BE ADDED BY MAJORITY VOTE AND ALLOWING ITEMS THAT AROSE TO THE CITY’S ATTENTION AFTER THE AGENDA POSTING DEADLINE, BUT WHICH REQUIRE
IMMEDIATE ACTION, TO BE ADDED BY A TWO-THIRDS VOTE OF THE COUNCIL MEMBERS PRESENT
AT THE MEETING, OR, IF LESS THAN TWO-THIRDS OF THE COUNCIL MEMBERS ARE PRESENT, A UNANIMOUS VOTE OF THOSE MEMBERS PRESENT.
PRESENTATIONS:
6. CHEMEHUEVI INDIAN TRIBE PROJECT UPDATE
Recommended Action:
Presentation only.
CONSENT CALENDAR PUBLIC COMMENT: THIS IS THE TIME AND PLACE FOR THE GENERAL PUBLIC TO ADDRESS THE GOVERNING BOARD ON ALL MATTERS ON THE CONSENT CALENDAR.
SPEAKERS ARE ASKED TO LIMIT THEIR COMMENTS ON ALL CONSENT ITEMS TO THREE MINUTES OR LESS. ALL REQUESTS TO SPEAK MUST BE RECEIVED PRIOR TO THE AGENDA ITEM BEING ADDRESSED. IF SPECIAL ACCOMMODATIONS ARE REQUIRED, 48 HOURS NOTICE MUST BE GIVEN TO THE CITY CLERK.
7. APPROVAL OF LETTER TO THE UNITED STATES OF AMERICA, BUREAU OF LAND
MANAGEMENT, REQUESTING DIRECT SALE OF LAND TO THE CITY OF BARSTOW Recommended Action:
Approve Letter to the United States of America, Bureau of Land Management, Requesting Direct Sale of Land to the City of Barstow, APNS: 042819101, 042821104, 042817106, and direct City Manager to enter into land acquisition negotiations with the Bureau of Land Management. Sending this letter is exempt from review under the CITY COUNCIL:
Agenda-October 16, 2023
California Environmental Quality Act per CEQA Guidelines sections 15312 and 15378(b)(4,5).
MINUTES ALL AGENCIES:
8. MINUTES OF THE JOINT SPECIAL COUNCIL/BFPD OCTOBER 2, 2023, 7:00 P.M.
Recommended Action:
Approve minutes as presented.
DISCUSSION / ACTION ON DEFERRED ITEMS: (ITEMS PREVIOUSLY TABLED OR PULLED FROM THE
CONSENT CALENDAR BY THE COUNCIL WILL BE CONSIDERED BY THE GOVERNING BOARD AT THIS TIME).
PUBLIC HEARINGS:
BUSINESS / ACTION ITEMS:
9. APPROVAL OF CLASSIFICATION AND COMPENSATION CONTRACT WITH MGT
CONSULTING
Recommended Action:
Staff recommends that the City Council approve a contract with MGT Consulting in the amount of $133,880 and authorize the City Manager or his designee to execute the agreement.
GENERAL, NON-AGENDA PUBLIC COMMENT: THIS IS THE TIME AND PLACE FOR THE GENERAL
PUBLIC TO ADDRESS THE GOVERNING BOARD ON MATTERS NOT ON THE AGENDA AND WITHIN THE CITY’S JURISDICTION. SPEAKERS ARE ASKED TO LIMIT THEIR COMMENTS TO THREE MINUTES OR LESS. ALL REQUESTS TO SPEAK MUST BE RECEIVED PRIOR TO THE AGENDA ITEM BEING ADDRESSED. IF SPECIAL ACCOMMODATIONS ARE REQUIRED, 48 HOURS NOTICE MUST BE GIVEN TO THE CITY CLERK.
BUSINESS OF THE COUNCIL:
STAFF REPORTS:
CITY MANAGER'S SEPTEMBER 2023 UPDATE
Recommended Action:
Receive and file.
COUNCIL COMMITTEE REPORTS:
BUSINESS OF THE COUNCIL:
ADJOURNMENT:
Individuals electing to later challenge any items listed herein will be limited to addressing only those issues raised at any public hearing or in written correspondence received by the Governing Board prior to the meeting.
Materials related to an item on this Agenda submitted to the Governing Board after distribution of the agenda packet are available for public inspection in the City Clerk's Office at 220 East Mountain View Ste. A, Barstow, CA 92311 during normal business hours.
Agenda-October 16, 2023
The City of Barstow, in complying with the Americans with Disabilities Act (ADA), requests individuals who require special accommodations to access, attend and/or participate in the City meeting due to disability, to please contact the City Clerk’s Office (760) 255-5122, at least one business day prior to the scheduled meeting to ensure that we may assist you.
I hereby certify, UNDER PENALTY OF PERJURY that this agenda has been posted 72 hours prior to the stated meeting in a place accessible to the public.
Posted on the 12 day of October, 2023.
Regular Meeting
10/16/23 06:00:PM
Maribel Hernandez
Doc ID: 5491
CLOSED SESSION AGENDA ITEM
AGENDA MATTER:
CONFERENCE WITH REAL PROPERTY NEGOTIATOR
EXECUTIVE SUMMARY:
DISCUSSION:
FISCAL IMPACT:
None
RECOMMENDED ACTION:
(Gov. Code Section 54956.8)
Property Address: APNs:
• 042819101
• 042821104
• 042817106
Agency Negotiator: Willie Hopkins, Jr. City Manager
Negotiating Party: United States of America
Under Negotiation: Price and Terms of Payment
1 Packet Pg. 6
Regular Meeting
10/16/23 06:00:PM
Maribel Hernandez
Doc ID: 5488
CLOSED SESSION AGENDA ITEM
AGENDA MATTER:
CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
EXECUTIVE SUMMARY:
DISCUSSION:
FISCAL IMPACT:
None
RECOMMENDED ACTION:
(Gov. Code Section 54956.9(d)(1))
Case Name: Ellis v. City of Barstow,
San Bernardino County Superior Court Case No. CIV-SB-2307680 2 Packet Pg. 7
Regular Meeting
10/16/23 06:00:PM
Maribel Hernandez
Doc ID: 5489
CLOSED SESSION AGENDA ITEM
AGENDA MATTER:
CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
EXECUTIVE SUMMARY:
DISCUSSION:
FISCAL IMPACT:
None
RECOMMENDED ACTION:
(Gov. Code Section 54956.9(d)(1))
Case Name: Woolley v. City of Barstow,
San Bernardino County Superior Court Case No. CIV-SB-2307231 3 Packet Pg. 8
Regular Meeting
10/16/23 06:00:PM
Maribel Hernandez
Doc ID: 5490
CLOSED SESSION AGENDA ITEM
AGENDA MATTER:
CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
EXECUTIVE SUMMARY:
DISCUSSION:
FISCAL IMPACT:
None
RECOMMENDED ACTION:
(Gov. Code Section 54956.9(d)(1))
Case Name: Hernandez v. City of Barstow,
San Bernardino County Superior Court Case No. CIV-SB-2125628 4 Packet Pg. 9
Regular Meeting
10/16/23 06:00:PM
Maribel Hernandez
Doc ID: 5496
CLOSED SESSION AGENDA ITEM
AGENDA MATTER:
CONFERENCE WITH LEGAL COUNSEL — ANTICIPATED LITIGATION
EXECUTIVE SUMMARY:
DISCUSSION:
FISCAL IMPACT:
RECOMMENDED ACTION:
Conference with Legal Counsel; Anticipated Litigation (Gov. Code § 54956.9(d)(2) & (d)(3) A point has been reached where, in the opinion of the City Council on the advice of its legal counsel, based on the below-described existing facts and circumstances, there is a significant exposure to litigation against the City. Facts and circumstances that might result in litigation but which the City believes are not yet known to potential plaintiff or plaintiffs. (Gov. Code § 54956.9(e)(1)) 5 Packet Pg. 10
Regular Meeting
10/16/23 06:00 PM
City Manager Department
Maribel Hernandez
Presentation
Doc ID: 5494
AGENDA ITEM
AGENDA MATTER:
CHEMEHUEVI INDIAN TRIBE PROJECT UPDATE
EXECUTIVE SUMMARY:
Glenn H. Lodge, Chairman of the Chemehuevi Indian Tribe will be providing an update on their project in Barstow.
DISCUSSION:
Presentation only.
FISCAL IMPACT:
None.
RECOMMENDED ACTION:
Presentation only.
6 Packet Pg. 11
Regular Meeting
10/16/23 06:00 PM
City Manager Department
Kody Tompkins
Other
Doc ID: 5492
COUNCIL AGENDA ITEM
AGENDA MATTER:
APPROVAL OF LETTER TO UNITED STATES OF AMERICA, BUREAU OF LAND MANAGEMENT,
REQUESTING DIRECT SALE OF LAND TO THE CITY OF BARSTOW
EXECUTIVE SUMMARY:
DISCUSSION:
The City of Barstow (Barstow) to solicit cooperation from the Bureau of Land Management (BLM) as it relates to supporting Barstow’s emerging public purpose and economic development endeavors. In anticipation of significant growth in employment, housing, and commercial businesses, Barstow is currently working to promote a dual mission of fostering economic development while providing the physical and social infrastructure that will improve the quality of life for the public and the current and future residents of Barstow.
FISCAL IMPACT:
None: At this time
RECOMMENDED ACTION:
Approve letter to United States of America, Bureau of Land Management, Requesting Direct Sale of Land to the City of Barstow, APNS: 042819101, 042821104, 042817106, and direct City Manager to enter into land acquisition negotiations with the Bureau of Land Management. Sending this letter is exempt from review under the California Environmental Quality Act per CEQA Guidelines sections 15312 and 15378(b)(4,5).
7 Packet Pg. 12
EXHIBIT A (continued)
Barstow Land Sale Legal Descriptions
San Bernardino Meridian, California
sec 15, T. 9 N., R. 2 W.,
lots 2,5,7 and 8, NW1/4NW1/4NE1/4, N1/2NW1/4, SW1/4NW1/4, SE1/4SW1/4, NW1/4NE1/4NE1/4SE1/4, S1/2NE1/4NE1/4SE1/4, N1/2NW1/4NE1/4SE1/4, N1/2SW1/4NE1/4SE1/4, S1/2SE1/4NE1/4SE1/4, S1/2NE1/4NW1/4SE1/4, SE1/4NW1/4NW1/4SE1/4, S1/2NW1/4NW1/4SE1/4, SW1/4NW1/4SE1/4, N1/2SE1/4NW1/4SE1/4, SW1/4SE1/4NW1/4SE1/4, SW1/4SE1/4,
S1/2NE1/4SE1/4SE1/4, SW1/4NW1/4SE1/4SE1/4, S1/2SE1/4SE1/4; sec 22, T. 9 N., R. 2 W.,
lots 1-4, N1/2, SE1/4SE1/4;
sec 27, T. 9 N., R. 2 W.,
E1/2.
The areas described aggregate 1220.75 acres.
.
7.a
Packet Pg. 13
Attachment: Exhibit A – Subject Property and legal descriptions (5492 : Approval of Letter to United States of America, Bureau of Land City of Barstow
220 E. Mountain View Street, Barstow,
CA 92311-2888 Tel (760) 255-5157
[email protected]
WWW.BARSTOWCA.ORG
Mr. Marc Stamer
Barstow Field Manager
Bureau of Land Management
2601 Barstow Road
Barstow, CA 92311
Re: City of Barstow Acquisition of BLM Land
Dear Mr. Stamer:
I am writing on behalf of the City of Barstow (Barstow) to solicit cooperation from the Bureau of Land Management (BLM) as it relates to supporting Barstow’s emerging public purpose and economic development endeavors. In anticipation of significant growth in employment, housing, and commercial businesses, Barstow is currently working to promote a dual mission of fostering economic development while providing the physical and social infrastructure that will improve the quality of life for the public and the current and future residents of Barstow.
Based upon the above, Barstow respectfully requests your immediate support and assistance relative to advancing a direct sale of land in accordance with the sale authority of Section 203 of the Federal Land Policy and Management Act of 1976, and the applicable regulations as set forth in 43 CFR 2710. Barstow is prepared to begin working with BLM to develop an appropriate path forward on an expedited basis.
We recognize that BLM has many competing priorities and challenges as they relate to public land management. Barstow is willing to work collaboratively and cooperatively with BLM under a mutually acceptable arrangement, including an appropriate Cost Recovery Agreement (CRA), in conjunction with engaging experienced consultants and contractors to assist BLM in the process. As such, Barstow respectfully requests your immediate support and assistance relative to supporting the City’s proposal for a direct sale of public land in accordance with 43 CFR 2711.3-3.
The City’s proposal involves public land managed by BLM, all of which is located within the incorporated City limits of Barstow, which are shown and more particularly described in the attached Exhibit A (the “Subject Property”). The land is needed to support future economic development and revitalization efforts essential to the growth of Barstow. The Subject Property is currently identified for disposal in the approved BLM California Desert Conservation Area (CDCA) Plan, as amended in 2016 by the Desert Renewable Energy Conservation Plan (DRECP). Attached is a map, aerial photo, and interim legal descriptions describing the Subject Property
7.b
Packet Pg. 14
Attachment: MRF Draft sale request to BLM Final (5492 : Approval of Letter to United States of America, Bureau of Land Management, City of Barstow
220 E. Mountain View Street, Barstow,
CA 92311-2888 Tel (760) 255-5157
[email protected]
WWW.BARSTOWCA.ORG
According to the DRECP, the Subject Property’s current land use allocation is a Special Recreation Management Area (SMRA). Lands within SRMA’s are available for disposal with the stipulation that disposal actions are only available to parties that will manage the land in accordance with the recreational values identified in the SRMA Plan. Barstow would like to explore the disposal process with BLM further, including the consideration of a minor amendment to the Stoddard Valley Recreation Management Zone to exclude the small portion of public land identified above, which resides within the incorporated Barstow city limits.
Barstow believes the public purpose interest and determination will be met by a direct sale of the Subject Property to the City for the following reasons:
1) The Subject Property is located entirely within the Barstow city limits and would be best managed by the appropriate local unit of government (Barstow) versus the federal government (BLM).
2) Given the current and future workload managed by the BLM Barstow Field Office, the subject property is deemed low priority and generally considered difficult and uneconomic for BLM to manage on a sustained basis. 3) The Subject Property is not considered environmentally sensitive, and it is envisioned to be an integral part of a future Barstow project of significant public and economic importance. Speculative bidding would jeopardize the timely completion of the project and impede other efforts vital to Bartow’s future. 4) There is an immediate need to provide additional workforce housing and residential development within the City. With the additional jobs that will be provided by the Burlington Northern Santa Fe Railroad at the future Barstow International Gateway project, this need will be exacerbated. Without the Subject Property, the City has nowhere to provide the level of development ancillary to support the overall project need. The Subject Property, adjacent to Interstate 15, and entirely within the current City limits, is the only logical area where development on such a scale could be located.
5) With the future development occurring in and around the Lenwood area, Barstow is principally responsible to protect adjacent private ownership interests which could suffer a negative impact if the Subject Property continues to be managed as an intensive OHV riding and racing area as designated in the DRECP. 6) There is sufficient area outside of the City limits to support continued public purpose needs and OHV riding and racing as identified in the DRECP. Barstow remains an active partner with the OHV community supporting the Stoddard
7.b
Packet Pg. 15
Attachment: MRF Draft sale request to BLM Final (5492 : Approval of Letter to United States of America, Bureau of Land Management, City of Barstow
220 E. Mountain View Street, Barstow,
CA 92311-2888 Tel (760) 255-5157
[email protected]
WWW.BARSTOWCA.ORG
Valley Recreation Management Zone providing an enhanced level of management for both private and public land in that important area. 7) The entire Subject Property is identified for disposal in the approved DRECP. 8) Barstow is willing and able to purchase the Subject Property at fair market value (FMV) as determined by BLM and the Department of Interior Appraisal and Valuation Services Office.
9) The are no existing uses of record that would be substantially and adversely impacted by a direct sale of the Subject Property to Barstow. 10) Future development of the Subject Property will be subject to applicable reviews and approvals by Barstow as well as other governmental and quasi-governmental agencies with jurisdiction over the property.
Barstow has been working closely to advance an economic development project that will provide much needed public infrastructure, housing, and mixed-use development. This key property, at the heart of the intersection of I-15, State Highway 58, and Sidewinder/Lenwood Roads, is vital to those efforts. We will be happy to provide additional justification and information concerning the City’s envisioned uses as they continue to evolve.
In the meantime, representatives from Barstow would like to arrange a personal meeting with you and appropriate BLM officials to discuss any additional justification and information the BLM might need concerning this request. Barstow would be happy to host the meeting at the City offices, or we are happy to join you and other appropriate BLM officials (copied below) at the location of your choice.
Thank you in advance for your immediate consideration and response to this initial proposal. Barstow remains open and flexible to proceeding under a mutually acceptable process. We look forward to working with BLM towards future consideration of this important request, and other public purpose considerations and issues vital to the future of Barstow.
Sincerely,
7.b
Packet Pg. 16
Attachment: MRF Draft sale request to BLM Final (5492 : Approval of Letter to United States of America, Bureau of Land Management, City of Barstow
220 E. Mountain View Street, Barstow,
CA 92311-2888 Tel (760) 255-5157
[email protected]
WWW.BARSTOWCA.ORG
Assistant City Manager
City of Barstow
Kody Tompkins
760.255.5157
[email protected]
220 East Mountain View St.
Suite A
Barstow, CA 92311
www.barstowca.org
Learn why Barstow is the perfect place to relocate. Download our marketing materials at www.barstowca.org/government/city-manager/economic-development Attachments: Exhibit A – Subject Property and legal descriptions Cc: Karen Mouritsen, BLM State Director
Shelly Lynch, BLM District Manager
Congressman Jay Obernolte
U.S. Senator Dianne Feinstein
U.S. Senator Alex Padilla
7.b
Packet Pg. 17
Attachment: MRF Draft sale request to BLM Final (5492 : Approval of Letter to United States of America, Bureau of Land Management, Regular Meeting
10/16/23 06:00 PM
City Manager Department
Maribel Hernandez
Other
Doc ID: 5487
AGENDA ITEM
AGENDA MATTER:
MINUTES OF THE JOINT SPECIAL COUNCIL/BFPD OCTOBER 2, 2023 7:00 P.M.
EXECUTIVE SUMMARY:
DISCUSSION:
FISCAL IMPACT:
none
RECOMMENDED ACTION:
Approve minutes as presented.
8 Packet Pg. 18
BARSTOW CITY COUNCIL /
BARSTOW FIRE PROTECTION DISTRICT
CITY COUNCIL CHAMBERS
220 EAST MOUNTAIN VIEW STREET
BARSTOW, CA 92311
OCTOBER 2, 2023
7:00 PM
(HANDICAPPED ACCESSIBLE)
MINUTES
JOINT SPECIAL MEETING
Minutes-October 2, 2023
CALL TO ORDER - REGULAR MEETING 7:02 PM:
INVOCATION:
The invocation was led by David Samples of Hi Desert Word Center.
PLEDGE OF ALLEGIANCE:
MAYOR PRO TEM JAMES NOBLE led the pledge of allegiance.
ROLL CALL:
Attendee Name Title Status Arrived
James M. Noble Mayor Pro Tem Present
Marilyn Dyer Kruse Council Member Present
Barbara Mae Rose Council Member Present
Paul Anthony Courtney Mayor Present
Carmen Hernandez Council Member Present
CODE OF ETHICS: AS YOUR ELECTED GOVERNING BOARD WE WILL REMEMBER THE "CODE OF ETHICS" THAT WE VOLUNTARILY AND UNANIMOUSLY APPROVED. DURING THIS MEETING WE WILL TREAT EACH OTHER AND THE PUBLIC WITH PATIENCE, CIVILITY, AND COURTESY. THE DECISIONS
MADE TONIGHT WILL BE FOR THE BENEFIT OF THE BARSTOW COMMUNITY AND NOT FOR PERSONAL GAIN.
PARTICIPATION IS INVITED: IF YOU WISH TO BE HEARD ON ANY ITEM ON THE AGENDA, PLEASE
SO INDICATE BY FILLING OUT A SPEAKER REQUEST CARD AND HANDING IT TO THE CITY CLERK PRIOR TO THE AGENDA ITEM BEING ADDRESSED. IF SPECIAL ACCOMMODATIONS ARE REQUIRED, 48 HOURS NOTICE MUST BE GIVEN TO THE CITY CLERK.
CODE OF ETHICS: AS YOUR ELECTED GOVERNING BOARD WE WILL REMEMBER THE "CODE OF ETHICS" THAT WE VOLUNTARILY AND UNANIMOUSLY APPROVED. DURING THIS MEETING WE WILL TREAT EACH OTHER AND THE PUBLIC WITH PATIENCE, CIVILITY, AND COURTESY. THE DECISIONS
MADE TONIGHT WILL BE FOR THE BENEFIT OF THE BARSTOW COMMUNITY AND NOT FOR PERSONAL GAIN.
8.a
Packet Pg. 19
Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Minutes-October 2, 2023
REVIEW AND APPROVAL OF AGENDA: THIS IS THE TIME FOR MEMBERS OF THE GOVERNING BOARD TO CALL FOR REARRANGING THE ORDER OF THE AGENDA; ADDING ITEMS TO OR REMOVING ITEMS FROM THE AGENDA; OR REMOVING ITEMS FROM THE CONSENT CALENDAR FOR DISCUSSION AND/OR SEPARATE ACTION. ITEMS MAY ONLY BE ADDED TO THE AGENDA AS ALLOWED BY STATE LAW, INCLUDING GOVERNMENT CODE SECTION 54954.2, SUBDIVISION (B),
ALLOWING EMERGENCY ITEMS TO BE ADDED BY MAJORITY VOTE AND ALLOWING ITEMS THAT AROSE TO THE CITY’S ATTENTION AFTER THE AGENDA POSTING DEADLINE, BUT WHICH REQUIRE
IMMEDIATE ACTION, TO BE ADDED BY A TWO-THIRDS VOTE OF THE COUNCIL MEMBERS PRESENT
AT THE MEETING, OR, IF LESS THAN TWO-THIRDS OF THE COUNCIL MEMBERS ARE PRESENT, A UNANIMOUS VOTE OF THOSE MEMBERS PRESENT.
Motion by COUNCIL MEMBER KRUSE, seconded by COUNCIL MEMBER HERNANDEZ and unanimously carried to approve the agenda.
RESULT: APPROVED [UNANIMOUS]
MOVER: Marilyn Kruse, Council Member
SECONDER: Carmen Hernandez, Council Member
AYES: Noble, Kruse, Rose, Courtney, Hernandez
PRESENTATIONS:
MAYOR COURTNEY - Presented proclamation to Peggi Fries.
PEGGI FRIES - Invited all to their Candlelight Light Vigil, on October 7, 2023, at 6:00 p.m. at the Court House and their annual open house on October 18, 2023, and thanked all her staff for their hard work and dedication.
1. PRESENTATION OF PROCLAMATION TO DESERT SANCTUARY, INC. IN RECOGNITION OF DOMESTIC VIOLENCE AWARENESS MONTH - OCTOBER 2023
Recommended Action:
Present proclamation to Desert Sanctuary, Inc. in recognition of Domestic Violence Awareness Month - October 2023.
CONSENT CALENDAR PUBLIC COMMENT: THIS IS THE TIME AND PLACE FOR THE GENERAL PUBLIC TO ADDRESS THE GOVERNING BOARD ON ALL MATTERS ON THE CONSENT CALENDAR.
SPEAKERS ARE ASKED TO LIMIT THEIR COMMENTS ON ALL CONSENT ITEMS TO THREE MINUTES OR LESS. ALL REQUESTS TO SPEAK MUST BE RECEIVED PRIOR TO THE AGENDA ITEM BEING ADDRESSED. IF SPECIAL ACCOMMODATIONS ARE REQUIRED, 48 HOURS NOTICE MUST BE GIVEN TO THE CITY CLERK.
MINUTES ALL AGENCIES:
2. MINUTES REGULAR MEETING - SEPTEMBER 18, 2023, AT 5:30 P.M.
Recommended Action:
Approve minutes as presented.
RESULT: APPROVED [UNANIMOUS]
MOVER: Carmen Hernandez, Council Member
SECONDER: Marilyn Dyer Kruse, Council Member
AYES: Noble, Kruse, Rose, Courtney, Hernandez
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Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Minutes-October 2, 2023
ACCOUNTS PAYABLE ALL AGENCIES:
3. RATIFICATION OF ACCOUNTS PAYABLE EXPENDITURES
Recommended Action:
Approve and ratify expenses, as audited, for checks #92472-92979 totaling $6,689,044.82 and wires #890 & 892-903 totaling $502,154.09, per the Agency breakdown below:
City: $6,737,313.05
Fire: $453,885.86
Successor Agency: $0.00
Grand Total: $7,191,198.91
SPEAKERS:
JOHN WILLIAMS – BARSTOW, CA
-Item #3 asked what Jackson Lewis was doing for the City and also noticed the City Attorney had a 50K for additional services and would like the breakdown of the total.
COUNCIL MEMBER HERNANDEZ abstained from check number 92837.
COUNCIL MEMBER KRUSE abstain from check numbers 92477, 92613, and 92966.
RESULT: APPROVED [UNANIMOUS]
MOVER: Carmen Hernandez, Council Member
SECONDER: Marilyn Dyer Kruse, Council Member
AYES: Noble, Kruse, Rose, Courtney, Hernandez
DISCUSSION / ACTION ON DEFERRED ITEMS:
PUBLIC HEARINGS:
BUSINESS / ACTION ITEMS:
CITY COUNCIL:
COUNCIL AGENDA ITEMS:
4. RESOLUTION 5145-2023 SUPPORTING UNITED STATES BICYCLE ROUTE 85 (USBR 85)
Recommended Action:
Staff recommends that the City Council enact the following actions:
1. Approve resolution No. 5145-2023 adopting USBR 85 and waive the reading in full.
2. Direct staff to forward a copy of the adopted resolution to appropriate organizations.
DOMINGO GONZALEZ presented the staff report as filed with the City Clerk.
COUNCIL MEMBER KRUSE
- asked where US 85 is located.
MR. GONZALEZ
- stated the intent was to have a dedicated bike route on HWY 395 to HWY 58 but since 58 is barred from being a bike route, the proposal is to make Lenwood Rd a bike route coming all the way through to the 15 freeway.
MAYOR PRO TEM NOBLE
- understands that there is no cost to the City but asked if it would cause any impact on traffic flow through the city, and when is this anticipated to take effect.
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Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Minutes-October 2, 2023
MR. GONZALEZ
- said at this time the City is just providing a letter of support, but adding a bike lane may encourage residents to ride their bikes to and from work.
COUNCIL MEMBER ROSE
- understands that this is all premature, but asked if there is a liability to the city and also asked if this has any effect on the BNSF project.
MR. GONZALEZ
- said that the information provided stated that there is very limited liability and that the individuals who would be using these lanes are avid bike riders.
COUNCIL MEMBER ROSE
- asked if the City could add some language to the resolution to protect the City.
ANDREW L. JARED, CITY ATTORNEY
- said something could be drafted, so when the final version of the document does come forward.
MR. GONZALEZ
- said it would be a cost to the State as such a freeway sign.
COUNCIL MEMBER HERNANDEZ
- just wanted to confirm that this is just a letter of support and does not commit the City to anything at this time.
COUNCIL MEMBER ROSE
- asked who would be responsible for the installation of the signs designating the bike route.
MR. GONZALEZ
- said it would be a cost to the state since the bike routes are located on State Highways like freeway signs.
SPEAKER:
MARSHA WEASMA- BARSTOW, CA
- said it's a good thing for the City.
RESULT: APPROVED [UNANIMOUS]
MOVER: James M. Noble, Mayor Pro Tem
SECONDER: Paul Anthony Courtney, Mayor
AYES: Noble, Kruse, Rose, Courtney, Hernandez
5. ADOPTION OF RESOLUTION 5146-2023 AMENDING THE CITY COUNCIL RULES FOR THE
CONDUCT OF ITS MEETING PROCEEDINGS AND BUSINESS AND REPEALING RESOLUTION 5108-2022.
Recommended Action:
Adopt Resolution No.5146-2023, amending the City Council rules for the conduct of its meeting proceedings and business, repealing Resolution 5108-2022, and waiving the full reading.
SPEAKERS:
TIM SILVA – BARSTOW, CA
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Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Minutes-October 2, 2023
- glad to see the item is on the agenda but wants to know what happened to the agenda that went to Rules and Policies and wants to know how this was reported out by the city attorney.
TED WEASMA – BARSTOW, CA
- greatly concerned about this item and would like to see the council committee reports added and hope the council does not vote on this, and that the agenda is reverted back to what it was 5 months ago.
JOHN WILLIAMS – BARSTOW, CA
- wants to know why have we not responded to the questions they ask, and thinks Council Members should speak and show that they are aware of what's going on in their district.
JIM BROWN – BARSTOW, CA
- agrees with Tim Silva and would like to bring back the Chief and Fire Chief comments so we know what’s going on.
VIRGINIA BROWN – BARSTOW, CA
- agrees with all speakers and would like to know how they got here, said they are being lied to, and thinks this places a muzzle on Council.
ET SNELL – NEWBERRY SPRINGS, CA
- asked why are we messing with this agenda, and said the only reason they are doing this is to not speak on the Marriott project.
MIKE HERNANDEZ - BARSTOW, CA
- said we are taking the rights away from the Council and said Mayor Pro Tem Noble is the one that can bring back the voice of Council. He said the Council should speak on how they spend tax dollars.
MARSHA WEASMA – BARSTOW, CA
- asked who took the oath seriously and asked why and said she has called her Council Members to get updates and thinks Council should use their voices and would like to hear from the Chiefs again.
BILLIE BRAUN – BARSTOW, CA
- she agrees with all that spoke before and said all the residents and Council are being muted and said she is fuming.
COUNCIL MEMBER ROSE
- asked why the speakers were allowed to comment first, normally Council goes first and she is not in favor of silencing Council voices she wants to continue on her committee services because taxpayers have a right to know how their money is spent and agrees with all that spoke and she asked all of Council to vote no on this item.
COUNCIL MEMBER HERNANDEZ
- said that a written report is inefficient and allows for the public to ask questions and it's a disservice to the public, and the Council should not be silenced for fear of what might be said.
MAYOR COURTNEY
- said the question was asked on how we got here, and he went on to say - the meeting went from doing business to a show, and for that reason, there was a limit set so that Council could get the meeting back on track.
MAYOR PRO TEM NOBLE
- said to the City Manager that residents requested comments from the Chief and Fire Chief, but asked if they have nothing to report, then there will be no comments from them.
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Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Minutes-October 2, 2023
CITY MANAGER, WILLIE A. HOPKINS JR.
- Said they are following the direction of the Council, by providing written reports. staff reports could be written or oral and the report includes any member of staff and is critical they give an oral presentation and no other information that is not being compiled
COUNCIL MEMBER ROSE
- would like to see the Chiefs come back and ask them to give updates and she asked Mayor Courtney to explain how things got changed from a few months ago.
MAYOR COURTNEY
- said he recalls a decision was made with the City Attorney to limit the time of comments and remarks and move forward on the business of the Council.
COUNCIL MEMBER KRUSE
- MOTION to table this item and wait for the regular attorney and have it come back to allow for more discussion.
MOTION TO TABLE – Failed due to the lack of 2nd.
COUNCIL MEMBER HERNANDEZ
- called for the question, to vote on the resolution.
MAYOR COURTNEY
-did a subsequent MOTION to table the item to a later meeting for when our regular attorney is present to provide additional information.
MOTION TO TABLE – Failed due to the lack of 2nd.
COUNCIL MEMBER ROSE
- asked why Mr. Jared could not assist in making a decision since he is working for the same firm.
ANDREW L. JARED, CITY ATTORNEY
- repeated the motions that were all made noted 1st and subsequent motions died due to lack of 2 nd
, said the current motion was to approve the resolution as presented.
RESULT: FAILED [3 TO 2]
MOVER: Carmen Hernandez, Council Member
SECONDER: James M. Noble, Mayor Pro Tem
AYES: Kruse, Courtney
NAYS: Rose, Hernandez, Noble
STAFF REPORTS:
GENERAL, NON-AGENDA PUBLIC COMMENT:
SPEAKERS;
LEONARD WILLIAMS - BARSTOW, CA
- asked for an update on the Humane Society and wanted to know why our ACM is advertising on social media asking for feedback on the 500k from Measure Q, why? The City already had a list of priorities on the park needs and why not address the issue at Cora Harper's HVAC and is also asking for information on the homeless shelter the Mayor is working on.
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Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Minutes-October 2, 2023
TIM SILVA - BARSTOW, CA
-received a call from some citizens regarding overgrowth on the corner of Rimrock/Mesquite and also said there was an admission of a Brown Act violation. Said the Mayor discussed votes.
TED WEASMA - BARSTOW, CA
- said power corrupts and in many ways supports City Manager but also has concerns, said he doesn't like the closed-door meetings and he wants to know what is discussed and asked about the workshops.
JOHN WILLIAMS - BARSTOW, CA
- asked for a copy of a letter and wants to know how the Mayor got that letter and how that letter got out to the public.
ROLAND ULOA - BARSTOW, CA
- said he has lost 4 million dollars in this city and that we keep losing business and also asked how the Planning Commission is appointed.
JIM BROWN - BARSTOW, CA
- asked if Maribel Hernandez and Mr. Hopkins contacted the law office before sending out the letter to the county, said he would like for Mayor Pro Tem Noble to speak up and stated Council Member Hernandez ran from the 2.4 Million and asked her to do her job.
VIRGINIA BROWN - BARSTOW, CA
- asked the Council to go home and look into a mirror ask how are they leading and to turn away from their wicked ways.
ET SNELL - NEWBERRY SPRINGS, CA
-said the Marriott deal stinks and that the Mayor was given gifts and asked the attorney if that contract could be reversed, and asked Mayor Courtney to teach the community to not be like him and the city should get a new attorney.
COURTNEY ALVARADO - BARSTOW, CA
-Barstow Pet's in Need rescue foster organization and they have 32 pets in their care with the crisis and re-homed 126 pets asking for some help with funding for the organization. Introduced volunteers; Adam, Myana, Joanne, Natasha, Bianca.
MIKE HERNANDEZ - BARSTOW, CA
- said at the last meeting the Marriott item was put aside for a later date, and no date was set asked if the City is obligated to pay the 40k per month, and wants to have it brought back so they can comment on the item.
MARSHA WEASMA - BARSTOW, CA
- said she's getting several calls on the Humane Society and we also need a Homeless Shelter and when the kids come back we need to give them a standing ovation, Chief Espinoza - there has been a lot of graffiti damage, and hopes the cameras can catch who is doing the damage.
BILLIE BRAUN - BARSTOW, CA
- said the Mayor is insulting and berating and how he talks to everyone that comes up to speak and the heckling should be shut down.
BRIAN ZANE - BARSTOW, CA
- would like to know who his Council Member is and asked why other Council Members don’t shake his hand and discussed his concerns with our technical issues with the internet at the last meeting.
PIRU CHOA - BARSTOW, CA
- announced he is a 2024 candidate for Mayor.
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Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Minutes-October 2, 2023
ADJOURNMENT:
By the consensus of the City Council and without objection, the meeting was adjourned at 9:12 P.M.
Respectfully Submitted: Approved:
_______________________________ _______________________________ Andrea Flores, City Clerk Paul Anthony Courtney, Dr. B.A. Mayor Notice: Signed Minutes are filed with the City Clerk’s office
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Attachment: Minutes 10.2.2023 Final (5487 : Minutes of the Joint Special Council/BFPD October 2, 2023 7:00 P.M.) Regular Meeting
10/16/23 06:00 PM
Administrative Services
Darcy Wigington
Budget
Doc ID: 5483
AGENDA ITEM
AGENDA MATTER:
APPROVAL OF CLASSIFICATION AND COMPENSATION CONTRACT WITH MGT CONSULTING EXECUTIVE SUMMARY:
During the 2022 Memorandum of Understanding (MOU) negotiations, the City agreed to conduct a Classification and Compensation study during the approved contract period. The last Classification and Compensation study was completed in 2012.
On June 6, 2023, the City requested proposals (RFP) from qualified consultants to perform a City-wide classification and compensation study (Attachment A). A total of two responses were received by the deadline of July 11, 2023. After reviewing each of the submittals, staff recommends that the City Council approve a contract with MGT Consulting in the amount of $133,880 to conduct a classification and compensation study.
DISCUSSION:
In reviewing the responses to the RFP for a consultant to conduct a City-wide classification and compensation study, staff used an established set of five criteria to determine which consultant would be recommended for the assignment. The criteria utilized include the following:
1. Demonstrated professional skills and staff credentials to be assigned to the study.
2. Quality of past professional experiences.
3. Overall costs and fees to be charged.
4. Demonstrated understanding of working with City employees through a classification and compensation study process.
5. Approach to the performance of the study.
The two submittals include the following:
Proposal Received Cost CA City Experience
MGT Consulting $133,880 Yes
RGS Consulting $177,800 Yes
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Regular Meeting
10/16/23 06:00 PM
Administrative Services
Darcy Wigington
Budget
Doc ID: 5483
AGENDA ITEM
Based on Zoom interviews with the two consulting firms and a thorough review of the proposals submitted (Attachment B), staff determined that MGT Consulting would be the best fit for conducting the classification and compensation review for the City.
FISCAL IMPACT:
The proposed cost of the class and compensation study to be conducted by MGT Consulting is $133,880.
FISCAL IMPACT:
RECOMMENDED ACTION:
Staff recommends that the City Council approve a contract with MGT Consulting in the amount of $133,880 and authorize the City Manager or his designee to execute the agreement. Staff also requests approval of an expenditure appropriation in the amount of $133,880 to account 100.110.165.06.630 to cover the costs of completing the classification and compensation study. 9 Packet Pg. 28
Request for Proposals (RFP)
Statement of Qualification (SOQ)
CLASS AND COMPENSATION STUDY
Proposals must be received by the City Clerk’s office, City of Barstow, 220 E. Mountain View Street, Suite A, Barstow, California 92311 no later than:
Date Due:
Time Due:
June 11, 2023
4:00pm (Pacific Central Time)
Envelope(s) shall be sealed and labeled:
“CLASS AND COMPENSATION STUDY”
RFP Questions, contact;
Darcy Wigington, Human Resources Manager
Email: [email protected]
Telephone: (760) 255-5129
Heidy Riley, Administrative Services Manager
Email: [email protected]
Telephone: (760) 255-5151
Submit Proposal to:
City Clerk’s Office
220 E. Mountain View Street, Suite A
Barstow, CA 92311
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation Contents
NOTICE OF INVITING PROPOSALS.......................................................................................................................................... 3 PROPOSAL SUBMISSION REQUIREMENTS............................................................................................................................. 4 I PROPOSAL FORMAT AND CONTENT OF THE REQUEST FOR PROPOSALS (RFP)........................................................... 4 A. Cover letter................................................................................................................................................................. 4 B. Consultant Overview and General Qualifications..................................................................................................... 4 C. Staffing/Sub Consultant............................................................................................................................................. 4 D. Approach and Methodology ...................................................................................................................................... 5 E. References.................................................................................................................................................................. 5 F. Cost Proposal.............................................................................................................................................................. 5 II. PROPOSAL SUBMISSION ................................................................................................................................................ 6 A. Submission of Proposal.............................................................................................................................................. 6 B. Inquiries...................................................................................................................................................................... 6 C. Required Attachments............................................................................................................................................... 6 D. Schedule...................................................................................................................................................................... 7 E. Accounting.................................................................................................................................................................. 7 III. PROPOSAL GENERAL CONDITIONS ............................................................................................................................ 7 IV PROPOSAL....................................................................................................................................................................... 9 General Information and Background............................................................................................................................... 9 Review and Selection Procedure ......................................................................................................................................10 Scope of Work (Services)..................................................................................................................................................10 Notice of Intent to Respond..................................................................................................................................................14 ACKNOWLEDGEMENT RECEIPT OF ADDENDUM(S)..............................................................................................................15 Sample Professional Service Agreement (PSA).....................................................................................................................16
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation
NOTICE OF INVITING PROPOSALS
CLASS AND COMPENSATION STUDY
NOTICE IS HEREBY GIVEN that the City of Barstow (City) is soliciting Request for Proposals (RFP) and/or Statement of Qualification from qualified professionals (Consultants or Proposers) to conduct a city wide Class and Compensation Study. Interested firms or individuals must submit RFP/SOQ to the office of the City Clerk, 220 East Mountain View Street, Suite A, Barstow, California 92311 until 4:00 pm (Pacific Standard Time) on July 11, 2023.
DESCRIPTION OF WORK: Each RFP will specify the description of work for each and every item as set forth in the specifications. Any and all exceptions must be clearly stated in the proposal. Failure to set forth any items in the specification shall be grounds for rejection.
INTENT OF RFP/SOQ: The City of Barstow, Human Resources Division is soliciting proposals from qualified firms, experienced in the review and development of job classifications, total compensation analysis, staffing levels and organizational evolution for government agencies. The expectation of the awarded firm is to review the City of Barstow’s existing classification and compensation system, consider employee input, market conditions and industry trends, and make recommendations for updates. Additionally, the expectation is to have a final written product that allows the City Human Resources Team to update/add classifications and compensation as needed.
OBTAINING RFP DOCUMENTS AND SUBMITTING NOTICE OF INTENT TO RESPOND: The RFP documents may be acquired via the internet at https://www.barstowca.org/business/bid-opportunities-request-for-proposals. If you or your firm are interested in submitting a proposal, it is required that you submit the Notice of Intent to Respond (NOIR) document by email to [email protected]. NOIR Submittals must be received by June 20, 2023. Failure to submit the NOIR document may render your proposal non-responsive.
If your firm is interested and qualified, please submit one original and three (3) copies of your RFP/SOQ To the following:
City of Barstow
220 E. Mountain View Street,
Barstow, CA 92311
Attention: City Clerk’s Office
If you have any questions about the proposal process, technical questions, and/or information, please contact; Darcy Wigington
Human Resources.
[email protected]
PROPOSALS TO REMAIN OPEN: The Proposer shall guarantee that all contents of their proposal shall be valid for a period of 90 calendar days from the due date of the proposal. The receiving time in the City Clerk’s office will be the governing time for the acceptability of the Proposal. Telegraphic, electronic, and telephonic proposals will not be accepted. Late proposals will be returned unopened.
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation
PROPOSAL SUBMISSION REQUIREMENTS
I PROPOSAL FORMAT AND CONTENT OF THE REQUEST FOR PROPOSALS (RFP) To respond to the Request for Proposals (RFP), submit one (1) original, four (4) printed copies, and one (1) electronic copy on USB drive/memory stick on or before the submission deadline. A person authorized to bind the proposing firm to the representations, commitments, and statements contained in the RFP must sign the RFP. Proposals shall be formatted in the form and sequence described below. Please use the same order and titles as set forth to help facilitate evaluation of your proposal. The City may choose to disqualify proposal deviating from the outlined format. The evaluation and selection of a Consultant will be based on the information submitted in the proposal. Elaborate proposals beyond that sufficient to present a complete and effective proposal are not necessary or desired. Although the City is not specifying a page limit, clarity and conciseness are essential and will be considered during proposal evaluation. The RFP must contain the following information and documents:
A. Cover letter
Provide an executive summary emphasizing the strong points of yourself or the firm’s qualifications and experience. The cover letter shall be signed by a person with the official authority to bind the consultant or firm. The cover letter shall include the name, title, address, telephone number, Federal and State taxpayer identification numbers of the firm, and signature of the Consultant’s contact person for this proposal.
Proposer’s shall indicate whether there may be any potential conflicts of interest that could limit the Proposer’s ability to provide the requested services.
B. Consultant Overview and General Qualifications
Provide a summary of yourself or the firm’s qualifications demonstrating the expertise, understanding, and ability to accomplish the City’s primary objectives. Provided general information about your or the firm’s location of office(s), years in business, and areas of expertise. Provide a brief description of five (5) cities/projects, which involved a similar Scope of Work (services).
C. Staffing/Sub Consultant
Provide an organizational chart identifying: 1) A List key person(s) assigned to carry out the work; 2) the role each person will play in performing the work; and 3) a description of the experience, length of time in business and qualifications
Identify key staff and include a description of their abilities, qualifications, and experience. Attach resumes of key staff to be assigned to this project. Identify any portion of work that would be subcontracted. Include Consultant qualifications (brief) and key personnel, telephone number, and contact person for all sub-consultants. The City reserves the right to approve or reject all Consultants, internal staff performing consulting services, or sub-Consultants proposed by the Consultant.
Group staff’s resume, description, abilities, qualification, and experience per firm or organization.
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation D. Approach and Methodology
Provided a clear concise statement of yours or the firm’s understanding of the nature and the extent of the Scope of Work (services) required. Provide a specific outline to demonstrate how personnel will be organized to handle these services.
Provide a proposal summary, including why the firm is pursuing this work and how it is uniquely qualified to perform the services.
E. References
You shall provide a list of references for yourself and any sub-Consultants, including the names, addresses, and telephone numbers of recent clients for which services have been completed for similar work. Include a list of specific projects associated with each reference; the date work was performed, the cost and the key personnel involved. List five (5) distinct references.
Provide explanation of any contract that the individual, firm, or subcontractor that was a party of termination for default or for which a notice of default was issued in the past five years. Termination for defaults is defined as notice to stop services for non-performance or poor performance, whether the issue was litigated of not. If a notice of default was issued by a party other than the Proposer, list name, address, and telephone number of that party. If no such notice was issued, so state.
Provide Scope of Services beyond those listed in the RFP that the firm provides that may be of interest or benefit to the City.
F. Cost Proposal
Consultants shall submit a fee proposal in a separate and sealed envelope clearly labeled “Class and Compensation Study”. The City will negotiate with the top-ranked person or consultant firm in compliance with all applicable federal, state, and local guidelines.
I. Inclusive Pricing
All pricing proposal information relative to performance of the scope of services/project specifics and deliverables as described in this RFP must be included in the Proposal. Pricing must list all direct and indirect costs, such as travel, meals, hotel accommodations, incidentals, and any other out-of-pocket expenses that would be charged to the City.
II. Price Schedule
Proposals must include a pricing schedule that includes the following:
1. Pricing for all items in the Scope of Services/Project Specific section of this RFP. Pricing for those items does not need to be broken down for subtasks except as identified below, but the Proposer may find it helpful to do so. Include a proposed payment schedule for work associated with the Classification Analysis, Compensation Analysis, and Evolution Analysis.
2. Hourly rates for any work that is not included in the Scope of Services, or in the Proposal
3. Any additional tasks that the proposer believes would benefit the City
4. Any additional costs that would be charged to the City
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation The fee proposal shall include all tasks required to perform the work with a maximum not-to-exceed fee for each task and a grand total not-to-exceed fee. The fee proposal must contain a task and fee breakdown of all components of cost, including labor base rate, overhead, and all other direct and indirect costs. The fee proposal must match the scope of services, in the format, as presented within the RFP.
II. PROPOSAL SUBMISSION
A. Submission of Proposal
Consultant shall submit one original and three (3) copies of their Proposal to the City. Proposals shall be received by the City Clerk’s Office no later than 4:00 p.m. on Tuesday, July 11, 2023, at the following address:
City of Barstow
220 E. Mountain View Street, Suite A
Barstow, CA 92311
Attn: City Clerk
Re: Class and Compensation Study
Late submittals will be rejected and not returned
B. Inquiries
Inquiries: Proposers, their representatives, agents, or anyone else acting on their behalf, are specifically directed NOT to contact any city employee, commission member, committee member, council member, or other agency employee or associate for any purpose related to this RFP other than as directed below.
Contact with anyone other than as directed below may be cause for rejection of a proposal.
ANY questions, technical or otherwise, pertaining to this Request for Proposal must be submitted IN WRITING and directed ONLY to:
Darcy Wigington
City of Barstow
Human Resources
220 East Mountain View Street
Barstow, CA 92311
[email protected]
Interpretations or clarification considered necessary in response to such questions will be resolved by the issuance of a Formal Addenda to the RFP. The deadline for all questions is 4:00 P.M., PCT, June 20, 2023. Questions received after this date and time may not be answered. Only questions that have been resolved by formal written Addenda will be binding. Oral and other interpretations or clarifications will be without legal or contractual effect.
C. Required Attachments
a. Copy of the Notice of Intent to Respond Form
b. Acknowledgement Receipt of Addendum(s)
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation D. Schedule
A contract/agreement is intended to be issued as soon as possible. A tentative schedule of the events follows:
Request for Proposals released Tuesday, June 6, 2023
Inquiries /Question Due Tuesday, June 20, 2023
Notice of Intent to Respond Tuesday, June 20, 2023
Proposals Due Tuesday, July 11, 2023
Notice of Shortlist Tuesday, July 17, 2023
Consultant Interviews Tuesday, July 25, 2023
Contract Award Monday, August 7, 2023
E. Accounting
The successful consultant shall invoice for work performed beginning on the 1st day and ending on the last day of each month. The consultant may submit monthly invoice by the 15th day of the month. Invoices should include a brief description of the work performed. For auditing purposes, the CITY’s Fiscal Year begins on July 1 and ends on June 30. The consultant shall submit year-end invoices through June 30 no later than July 15 of each year of the contract.
III. PROPOSAL GENERAL CONDITIONS
1. The CITY shall not, in any event, be liable for any pre-contractual expenses incurred by the consultant in:
• Preparing the proposal and submitting the proposal to the CITY • Preparing and participating in the CITY interview process • Negotiating with CITY related to this proposal; and
• Any other expenses incurred by the consultant prior to an executed agreement
2. Any proposal received prior to the date and time specified above for receipt of proposals may be withdrawn for modification by written request of the proposer. To be considered, however, the modified proposal must be received by the time and date specified in this RFP.
3. Proposals received within the prescribed deadline become the property of the CITY and all rights to the contents therein become those of the CITY.
4. Before the award of the contract/agreement, all proposals will be designated confidential to the extent permitted by the California Public Records Act. After the award of the contract (or if not awarded, after the rejection of all proposals), all proposals will be regarded as public records and will be subjected to review by the public. Any language purporting to render all or portions of the proposals confidential will be regarded as non-effective and be disregarded.
5. The CITY reserves the right to withdraw this RFP at any time without prior notice. Further, the CITY makes no representations that any agreement will be awarded to any consultant responding to this RFP.
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation The CITY expressly reserves the right to postpone reviewing the proposals for its own convenience and to reject any and all proposals responding to this RFP without indicating any reasons for such rejection.
6. Any contract/agreement to be awarded as a result of this RFP will be awarded without discrimination based on race, color, religion, sex, or national origin.
7. The protest procedure is intended to handle and resolve disputes related to the contract award for this Project/Services pursuant to Title 49 Code of Federal Regulations Part 18 Section 18.36 (b) (12)(i)-(ii) and the City of Barstow policies and procedures. The protesting consultant must exhaust all administrative remedies with the City of Barstow before pursuing a protest with a Federal agency.
8. Prospective consultants are encouraged to promptly notify the person designated in Section III of this RFP, in writing, of any apparent inconsistencies, problems or ambiguities in the Scope of Work or any other section of this RFP. If deemed necessary, the CITY shall issue addenda to clarify such circumstances prior to the final submittal date.
Prospective consultants and their sub-consultants are required to have adequate financial management and accounting system as required by 48 CFR part 16.30103, 2 CFR part 200, and 48 CFR Part 31
Prospective consultants and their sub-consultants are required to pay California State Prevailing Wages for all applicable services. California State Prevailing Wages can be obtained from the Department of Industrial Relations at http://www.dir.ca.gov/oprl/DPreWageDetermination.htm
9. The City reserves the right to remedy technical errors, modify the published scope of services, and approve or disapprove the use of all sub-consultants.
10. The City. Statements and other materials submitted will not be returned unless portions of submittals are designated as proprietary at the time of submittal and requested to be returned.
11. The City has the right to use any or all ideas or concepts presented in any proposal or interview without restrictions, and without a conversation with the proposers. As a corollary, the selection of a consultant does not constitute the City acceptance of all of the particulars of its RFP.
12. Performance of Service
Task Orders – At the time a Consultant is selected for a specific project, the Consultant will be asked to prepare a schedule of the various jobs listed by project task order(s).
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation
IV PROPOSAL
General Information and Background
The City of Barstow (City) is located in the Mojave Desert Region of central San Bernardino County, California, about 130 miles northeast of Los Angeles and 150 miles southwest of Las Vegas. The population of Barstow is approximately 25,415 and serves as a vibrant regional retail commercial center. Strong interstate highway travel-oriented services, a large rail facility, and two major military base installations contribute to a diversified economic base.
As a full-service City, Barstow operates with a five-member City Council operating under the council/manager form of government. The Mayor is an elected at large by City residents while Council Members are elected based upon constituents that reside within four districts. The Mayor and Council Members are elected for staggered four-year terms and serve as the City’s legislative and policymaking body. The City Manager is responsible for directing City affairs as prescribed by the City Council and handling the administration of day-to-day activities of the City’s employees.
City departments include City Administration, Finance, Police, City Clerk Services, Public Works, Community Development, Park and Recreation, and Environmental Services. Additionally, the Barstow Fire Protection District serves as a subsidiary district providing fire protection services to the incorporated city limits, as well as to neighboring areas outside of the city limits. Overall, the City has approximately 153 full-time employees and 45 part-time employees.
The City’s current Classification and Compensation structure was last updated in October 2012. Some positions have been evaluated since 2012 and updated. Some new positions have been created and have been incorporated into the current Classification and Compensation Structure. Other positions have been eliminated. Since the Classification and Compensation structure was adopted, inequities and compression have developed, and the criteria and weighting of various factors of the structure need to be updated. The increase in the minimum wage to $15.50 per hour effective January 1, 2023, has had an impact and it is anticipated that the minimum wage will likely continue to increase in the future.
The City currently has 33 salary ranges encompassing 114 classifications. Employees are eligible to move up the salary scale depending upon performance based upon an adopted merit pay policy. Salary increases of 2% were given each year in 2019, 2020, and 2021, as per the adopted Memorandum of Understandings (MOU) between the City and employee associations. The City, and BFPD, collectively have six recognized employee organizations, as follows, and more information regarding the current MOUs is available on the City’s website.
CITY OF BARSTOW
City Employee Labor Groups
Labor Group Contract
Expiration Date
Teamsters Local 1932 –Unit #1 June 30, 2023
Teamsters Local 1932 –Unit #2 June 30, 2023
The Barstow Police Officers’ Association June 30, 2023
The Barstow Fire Protection District and the Professional Firefighters Association June 30, 2023 The Barstow Management Employees’ Association June 30, 2023 The Barstow Police Department Management Association June 30, 2023
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation Review and Selection Procedure
A Review Committee will review all completed submittals received by the closing date in accordance with the criteria and procedures identified in this RFQ/RFP.
It is anticipated that the Review Committee will analyze the submittals and bring forward a recommendation to the City Council. The Review Committee may, at its option, request additional information, clarification of information or interviews with Developers before the final selection is determined.
Based on the evaluation criteria, an agreement may be presented to the City Council on August 7, 2023 meeting.
The RFQ/RFP will be evaluated on the following:
Compliance and competitiveness with specific
requirements provided in the RFP
20 Experience working on public sector
classification and compensation
20 Experience, Education, training, and credentials
of staff:
20 Proposed Project Scope and Schedule 20
Fees 20
Total: 100
Scope of Work (Services)
Goals and Objectives
The purpose of the Classification and Compensation Study is to address changes in City operations and staffing over past years, which may have affected the type, scope, level, and classification of work being performed by City employees.
The City’s objectives are to:
1. Attract and retain qualified employees;
2. Ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together;
3. Provide salaries commensurate with assigned duties;
4. Clearly outline promotional opportunities and provide career pathing;
5. Provide a justifiable pay differential between individual classes;
6. Maintain a competitive position with other comparable government entities and private employers within the same geographic areas; and
7. Take into consideration current employment trends as predictors in the evolution of the classification and compensation structures; demographics (5 generations in workforce), digitization, micro-credentials and re-skilling of workforce.
All work will be done with regular involvement of the Human Resources Manager. The City Manager, Department Heads, and other key personnel will be involved as necessary. Regular presentations and meetings with these individuals, groups, or employees, incorporating their input into the process, are expected.
Presentation to the City Council upon completion of the project is also expected.
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation The study shall evaluate the City’s present salary structure as compared to the specific job market for comparable positions in public and comparable private employers within the same geographic area.
The consultant shall perform or provide the following Task:
Task A - Review current classifications and compensation system to ensure internal and external competitiveness and equity.
a. Perform a comprehensive evaluation of every job in the City to determine proper classification, level of responsibility, place in organization hierarchy, pay range, and steps within pay range. The evaluation will include the administration of a position description questionnaire that is completed by all employees. b. Conduct salary surveys both vertically (cities identified as comparable) and horizontally (other industry organizations that have comparable positions) and establish benchmark standards. c. Address compaction issues and future pay compression related to the increase in minimum wage.
Task B - Meetings
a. Initial meeting with the City Manager, Human Resources Manager, and assigned City staff validate scope of services, methodology, timelines and deliverables.
b. Orientation and briefing sessions, as needed, with City employees, department heads, managers, supervisors, and employee association representatives to provide information regarding study methodology, process, timing, and logistics.
c. Presentations and meetings with individuals/groups to gather information and answer questions as necessary.
d. Bi-weekly updates to City Manager and Human Resources Division. e. Present proposed recommendations to City Manager and Human Resources Division for review prior to making any final classification determinations.
Task C - Classification Analysis
a. Review current classification system methodology and propose recommended strategic methodology for this project.
b. Conduct interviews and/or job audits as appropriate, individually or in groups, based upon body of work, team alignment, and classification series.
c. Update classifications to uniformly reflect the distinguishing characteristics, essential job functions, minimum qualifications (separated by Education, Experience, Knowledge/Skills/Abilities, Certifications/Licenses, Desirables), physical demands, sensory requirements, and environmental factors.
d. Identify distinct groups and specific codes per FLSA – Officials & Administrators, Professionals, Technicians, Paraprofessionals, Administrative Support, Skilled Craft Workers, Service Employees AND status (exempt or non-exempt).
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation e. Develop a classification structure that reflects the City’s overall classification and compensation strategy, including the clear definition of terms and position titles, development of job families, and the creation of career ladders for full-time and part-time employees. f. Provide finalized class specifications and/or recommend suitable classification for each employee, outlining discrepancies between existing and proposed classifications by Department. g. Recommend implementation measures for the Human Resources Team, as well as a comprehensive training program so the Human Resources Team can administer/explain the proposed program over time. Implementation needs to include recommended prioritization of positions. h. Recommend a maintenance system that would allow the Human Resources Team to keep the classification system current and equitable. This would include annual activities and the review of individual classifications.
Task D - Compensation Analysis
a. Review of current comprehensive pay schedule (positions, salary grade levels and steps), as well as challenges in recruiting and retaining employees.
b. Review current comparison Cities (Apple Valley, Colton, Hesperia, La Verne, Montclair, Ontario, Redlands, Rialto, San Bernardino, and Victorville), as well as other government and private sector employers (the equivalent of three), who have similar classifications and may compete for qualified candidates within the City’s labor pool. Modification to comparison cities may be proposed to best align with the City’s geographic location, population, and municipal services provided. c. Conduct a comprehensive compensation and benefits survey, including value of the total benefits package to the employee and the total cost to the employer of salary and all benefits, including; i. Salary - base salary, employer paid retirement contributions, certification pay, educational incentive, special assignment or special duty pay, shift differential pay, standby and callback pay, bonus pay, employer paid insurance contributions (cafeteria plan) or cash-in-lieu of cafeteria plan.
i. Benefits - health, dental, vision, life insurance, accidental death and dismemberment, short term disability, long term disability, deferred compensation, retirement, uniform/safety equipment pay,
ii. Leave Benefits– holiday/floating holiday leave, sick leave, vacation, management leave, maximum accruals
d. Identify compression issues (current and foreseeable) and recommendations to remedy situations. e. Identify and recommend competitive market position that based on the current career level of the staff and estimated turnover, would allow the City to run a consistent program. f. Provide an outline for determining starting pay for all new hires (considering experience, licensure, or difficult to fill positions).
g. Recommend appropriate salary ranges for each position based on the classification plan, compensation survey results and internal classification relationships and equalities, identifying any individual or group
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation inequities, and providing corrective action for remedy. h. Recommend implementation strategies (including the cost of implementation by Department) which address key compensation practices, skill pay, certification pay, bilingual pay, promotional pay, special duty pay and acting assignment pay.
i. Recommend implementation measures for the Human Resources team, as well as a comprehensive training program so the Human Resources team can administer/explain the proposed program over time as the City is able.
Task E - Evolution of Organization and Disruptors
a. Provide analysis of current employment trends with other public and private entities impacting classification and compensation structures considering; i. demographics (5 generations in workforce),
ii. maximizing work efficiencies,
iii. digitization (technology),
iv. micro-credentialing,
v. re-skilling of workforce,
vi. bargaining agreements
b. Provide analysis on forecasting for future compensation expectations (i.e. wage growth). c. Recommend a maintenance system and toolsets that would allow the Human Resources team to keep the compensation system current and equitable. This would include annual activities and the review of individual classifications.
TASK F – Deliverables
a. Comply with all legal requirements and be nondiscriminatory, compliant with federal, state and local requirements (ADA, FLSA, EEOC).
b. Be easy for management to administer, maintain, and defend. c. Follow methodology based on compensation principles considering internal and external equity within pay structure and comparable work.
d. Allow new positions to be incorporated into the structure, as well as maintain updates to the structure’s competitiveness.
e. Draft a written report delivered in both hard copy and digital format giving the City the ability to implement and manage the classification and compensation program, including final report, tables, charts, spreadsheets, schedules, classification specs, salary surveys and other materials. f. Provide a final written and electronic report with all supporting documentation and analysis. g. Present the final written report at a scheduled Council meeting to discuss the recommendations.
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation Notice of Intent to Respond
Request for Qualification / Request for Proposals (RFP-1901) The purpose of this Notice is to help the City of Barstow manage information and to ensure communications directed to prospective respondents reach its intended recipients. Answers to questions raised during the Pre-Submission period.
Addendums to the RFP will be sent to organizations that complete and return a “Notice of Intent to Respond”. By completing this Notice, the undersigned is not bound to submit a response.
The City will only initiate continuing communication about the RFP with firms and individuals that return the Notice of Intent to Respond by June 20, 2023. The authorized representative will serve as the single point of contact with the respondent throughout the selection process and all communications to the respondent will be addressed to the authorized representative.
The Notice of Intent to Respond should be completed and an electronic version returned by e-mail to Darcy Wigington, Engineering Services Administrator, City of Barstow, [email protected]. Questions or requests should be communicated by e-mail only to Darcy Wigington: [email protected].
Organization or Team Name:
Authorized Representative:
Authorized Representative Contact Information:
Street Address:
P.O. Box Suite or Floor#:
City:
State: Zip Code:
Telephone
Ext.: Fax:
E-mail:
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation
ACKNOWLEDGEMENT RECEIPT OF ADDENDUM(S)
Company/Organization:
Address:
City, State, Postal Code
Total Number of Addendum(s) ________________________________________________________________ I hereby acknowledge by signing this form, that our firm has receipt of all Addenda issued.
Signed Date
Printed of Typed Name Title
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation Sample Professional Service Agreement (PSA)
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PROFESSIONAL SERVICES AGREEMENT
(City of Barstow/_____ Corporation)
1. IDENTIFICATION
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into by and between the City of Barstow, a California municipal corporation (“City”), and _____________, a _________________ Corporation (“Consultant”).
2. RECITALS
2.1 City has determined that it requires the following professional services from a consultant: __________________________.
2.2 Consultant represents that it is fully qualified to perform such professional services by virtue of its experience and the training, education, and expertise of its principals and employees. Consultant further represents that it is willing to accept responsibility for performing such services in accordance with the terms and conditions set forth in this Agreement.
NOW, THEREFORE, for and in consideration of the mutual covenants and conditions herein contained, City and Consultant agree as follows:
3. DEFINITIONS
3.1 “Scope of Services”: Such professional services as are set forth in Consultant’s proposal to City attached hereto as Exhibit A and incorporated herein by this reference.
3.2 “Approved Fee Schedule”: Such compensation rates as are set forth in Consultant’s fee schedule to City attached hereto as Exhibit B and incorporated herein by this reference.
3.3 “Commencement Date”: _________________.
3.4 “Expiration Date”: _______________________
4. TERM
The term of this Agreement shall commence at 12:00 a.m. on the Commencement Date and shall expire at 11:59 p.m. on the Expiration Date unless extended by written agreement of the parties or terminated earlier in accordance with Section 17 (“Termination”) below.
5. CONSULTANT’S SERVICES
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5.1 Consultant shall perform the services identified in the Scope of Services. The City shall have the right to request, in writing, changes in the Scope of Services. Any such changes mutually agreed upon by the parties, and any corresponding increase or decrease in compensation shall be incorporated by written amendment to this Agreement. In no event shall the total compensation and costs payable to Consultant under this Agreement exceed the sum of ___________________________________________________.(_____________) unless specifically approved in advance and in writing by City.
5.2 Consultant shall obtain a City business license prior to commencing performance under this Agreement.
5.3 Consultant shall perform all work to the highest professional standards of Consultant’s profession and in a manner reasonably satisfactory to City.
Consultant shall comply with all applicable federal, state, and local laws and regulations, including the conflict of interest provisions of Government Code Section 1090 and the Political Reform Act (Government Code Section 81000 et seq.).
5.4 During the term of this Agreement, Consultant shall not perform any work for another person or entity for whom Consultant was not working at the Commencement Date if both (i) such work would require Consultant to abstain from a decision under this Agreement pursuant to a conflict of interest statute and (ii) City has not consented in writing to Consultant’s performance of such work.
5.5 Consultant represents that it has, or will secure at its own expense, all personnel required to perform the services identified in the Scope of Services. All such services shall be performed by the Consultant or under its supervision, and all personnel engaged in the work shall be qualified to perform such services. Frank Barrera shall be Consultant’s project administrator and shall have direct responsibility for the management of the Consultant’s performance under this Agreement. No change shall be made in Consultant’s project administrator without City’s prior written consent.
5.6 Consultant has represented to the City that key personnel will perform and coordinate the services under this Agreement. Should one or more of such personnel become unavailable, the Consultant may substitute other personnel of at least equal competence upon written approval of the City. If City and Consultant cannot agree as to the substitution of key personnel, City may
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terminate this Agreement for cause.
5.7 Consultant shall not be reimbursed for any expenses unless provided for in this Agreement or authorized in writing by City in advance.
6. COMPENSATION
6.1 City agrees to compensate Consultant for the services provided under this Agreement, and Consultant agrees to accept in full satisfaction for such services, payment in accordance with the Approved Fee Schedule.
6.2 Consultant shall submit to City an invoice, on a monthly basis or less frequently, for the services performed pursuant to this Agreement. Each invoice shall itemize the services rendered during the billing period and the amount due. Within ten business days of receipt of each invoice, City shall notify Consultant in writing of any disputed amounts included on the invoice. Within thirty calendar days of receipt of each invoice, the City shall pay all undisputed amounts included on the invoice. The City shall not withhold applicable taxes or other authorized deductions from payments made to the Consultant.
6.3 Payments for any services requested by the City and not included in the Scope of Services shall be made to Consultant by City on a time-and-materials basis using Consultant’s standard fee schedule. Consultant shall be entitled to increase the fees in this fee schedule at such time as it increases its fees for its clients generally; provided, however, in no event shall Consultant be entitled to increase fees for services rendered before the thirtieth day after Consultant notifies City in writing of an increase in that fee schedule. Fees for such additional services shall be paid within sixty days of the date Consultant issues an invoice to City for such services.
7. OWNERSHIP OF WRITTEN PRODUCTS
7.1 All reports, documents, or other written material (“written products” herein) developed by Consultant in the performance of this Agreement shall be and remain the property of City without restriction or limitation upon its use or dissemination by City. Consultant may take and retain copies of such written products as desired, but no such written products shall be the subject of a copyright application by Consultant
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7.2 Consultant represents and warrants that Consultant has the legal right to utilize all intellectual property Consultant will utilize in the performance of its obligations pursuant to this Agreement. Consultant further represents that Consultant shall ensure City has the legal right to utilize all intellectual property involved in and/or resulting from Consultant’s performance of this Agreement.
8. RELATIONSHIP OF PARTIES
The Consultant is, and shall at all times remain as to City, a wholly independent contractor.
Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise to act on behalf of City as an agent. Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not represent that it is, or that any of its agents or employees are, in any manner employees of City.
9. CONFIDENTIALITY
All data, documents, discussion, or other information developed or received by Consultant or provided for the performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without prior written consent by City. The City shall grant such consent if the disclosure is legally required. Upon request, all City data shall be returned to City upon the termination or expiration of this Agreement.
10. INDEMNIFICATION
10.1 The parties agree that City, its officers, agents, employees, and volunteers should, to the fullest extent permitted by law, be protected from any and all loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, or any other cost arising out of or in any way related to the performance of this Agreement. Accordingly, the provisions of this indemnity provision are intended by the parties to be interpreted and construed to provide the City with the fullest protection possible under the law. Consultant acknowledges that City would not enter into this Agreement in the absence of Consultant’s commitment to indemnify and protect City as set forth herein.
10.2 To the fullest extent permitted by law, Consultant shall indemnify, hold harmless, and when the City requests with respect to a claim provide a deposit for the defense of and defend City, its officers, agents, employees, and volunteers from and against any and all claims and losses, costs or expenses for any damage due
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to death or injury to any person, whether physical, emotional, consequential or otherwise, and injury to any property arising out of or in connection with Consultant’s alleged negligence, recklessness or willful misconduct or other wrongful acts, errors or omissions of Consultant or any of its officers, employees, servants, agents, or subcontractors, or anyone directly or indirectly employed by either Consultant or its subcontractors, in the performance of this Agreement or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage which is caused by the sole active negligence or willful misconduct of the City. Such costs and expenses shall include reasonable attorneys’ fees due to counsel of the City’s choice, expert fees, and all other costs and fees of litigation. Consultant shall not be entitled to any refund of attorney’s fees, defense costs, or expenses in the event that it is adjudicated to have been non-negligent.
10.3 City shall have the right to offset against the amount of any compensation due Consultant under this Agreement any amount due City from Consultant as a result of Consultant’s failure to pay City promptly any indemnification arising under this Section 10 and related to Consultant’s failure to either (i) pay taxes on amounts received pursuant to this Agreement or (ii) comply with applicable workers’ compensation laws.
10.4 The obligations of the Consultant under this Section 10 will not be limited by the provisions of any workers’ compensation act or similar act. Consultant expressly waives its statutory immunity under such statutes or laws as to City, its officers, agents, employees, and volunteers.
10.5 Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this Section 10 from each and every subcontractor or any other person or entity involved by, for, with, or on behalf of Consultant in the performance of this Agreement. In the event Consultant fails to obtain such indemnity obligations from others as required herein, to the fullest extent permitted by law, Consultant agrees to be fully responsible and indemnify, hold harmless, and defend City, its officers, agents, employees, and volunteers from and against any and all claims and losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged intentional, reckless, negligent, or otherwise wrongful acts, errors or omissions of Consultant’s subcontractors or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreement.
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Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of the City’s choice.
10.6 City does not, and shall not, waive any rights that it may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate, required pursuant to this Agreement. This holds harmless and the indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost, or expense.
11. INSURANCE
11.1 During the term of this Agreement, Consultant shall carry, maintain, and keep in full force and effect insurance against claims for death or injuries to persons or damages to property that may arise from or in connection with Consultant’s performance of this Agreement.
11.2 Any available insurance proceeds broader than or in excess of the specified minimum Insurance coverage requirements or limits shall be available to the Additional Insured. Furthermore, the requirements for coverage and limits shall be the greater of (1) the minimum coverage and limits specified in this Agreement, or (2) the broader coverage and maximum limits of coverage of any Insurance policy or proceeds available to the named Insured.
11.3 Insurance required under this Agreement shall be of the types set forth below, with minimum coverage as described:
11.3.1 Comprehensive General Liability Insurance with coverage limits of not less than One Million Dollars ($1,000,000) including products and operations hazard, contractual insurance, broad form property damage, independent consultants, personal injury, underground hazard, and explosion and collapse hazard where applicable.
11.3.2 Automobile Liability Insurance for vehicles used in connection with the performance of this Agreement with minimum limits of One Million Dollars ($1,000,000) per claimant and One Million dollars ($1,000,000) per incident.
11.3.3 Worker’s Compensation insurance as required by the laws of the State of California.
11.3.4 Professional Errors and Omissions Insurance with coverage limits of not
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less than One Million Dollars ($1,000,000).
11.4 Consultant shall require each of its subcontractors to maintain insurance coverage that meets all of the requirements of this Agreement.
11.5 The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a rating of at least A: VII in the latest edition of Best’s Insurance Guide.
11.6 Consultant agrees that if it does not keep the aforesaid insurance in full force and effect, City may either (i) immediately terminate this Agreement; or (ii) take out the necessary insurance and pay, at Consultant’s expense, the premium thereon.
11.7 At all times during the term of this Agreement, Consultant shall maintain on file with the City’s Risk Manager a certificate or certificates of insurance showing that the aforesaid policies are in effect in the required amounts and naming the City and its officers, employees, agents, and volunteers as additional insureds.
Consultant shall, prior to commencement of work under this Agreement, file with City’s Risk Manager such certificate(s).
11.8 Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two weeks prior to the expiration of the coverages.
11.9 The general liability and automobile policies of insurance required by this Agreement shall contain an endorsement naming City and its officers, employees, agents, and volunteers as additional insureds. All of the policies required under this Agreement shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty days prior written notice to City.
Consultant agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions.
11.10 The insurance provided by the Consultant shall be primary to any coverage available to City. Any insurance or self-insurance maintained by City and/or its officers, employees, agents, or volunteers, shall be in excess of the Consultant’s insurance, and shall not contribute to it.
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11.11 All insurance coverage provided pursuant to this Agreement shall not prohibit Consultant, and Consultant’s employees, agents, or subcontractors, from waiving the right of subrogation prior to a loss. Consultant hereby waives all rights of subrogation against the City.
11.12 Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, Consultant shall either reduce or eliminate the deductibles or self-insured retentions with respect to City, or the Consultant shall procure a bond guaranteeing payment of losses and expenses.
11.13 Procurement of insurance by Consultant shall not be construed as a limitation of Consultant’s liability or as full performance of Consultant’s duties to indemnify, hold harmless and defend under Section 10 of this Agreement.
11.14 Consultant shall report to the City, in addition to the Consultant’s insurer, any and all insurance claims submitted to Consultant's insurer in connection with the services under the Agreement.
11.15 Consultant may be self-insured under the terms of this Agreement only with express written approval from the City.
11.15.1 All self-insured retentions (SIR) must be disclosed to the City for approval and shall not reduce the limits of liability.
11.15.2 Policies containing any SIR provision shall provide or be endorsed to provide that the SIR may be satisfied by either the names Insured or the City.
11.16 City reserves the right to obtain a full certified copy of any Insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of the right to exercise later.
12. MUTUAL COOPERATION
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12.1 City shall provide Consultant with all pertinent data, documents, and other requested information as is reasonably available for the proper performance of Consultant’s services under this Agreement.
12.2 In the event any claim or action is brought against City relating to Consultant’s performance in connection with this Agreement, the Consultant shall render any reasonable assistance that City may require.
13. RECORDS AND INSPECTIONS
Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to City under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such documents shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. In addition, pursuant to Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds ten thousand dollars, all such documents and this Agreement shall be subject to the examination and audit of the State Auditor, at the request of the City or as part of any audit of City, for a period of three (3) years after final payment under the Agreement.
14. PERMITS AND APPROVALS
Consultant shall obtain, at its sole cost and expense, all permits and regulatory approvals necessary in the performance of this Agreement. This includes, but shall not be limited to, encroachment permits and building and safety permits and inspections.
15. NOTICES
Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on: (i) the day of delivery if delivered by hand, facsimile or overnight courier service during Consultant’s and City’s regular business hours; or (ii) on the third business day following deposit in the United States mail if delivered by mail, postage prepaid, to the addresses listed below (or to such other addresses as the parties may, from time to time, designate in writing).
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City of Barstow/________________
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If to City
City of Barstow
Attention: City Manager
220 E. Mt. View Street, Ste. A
Barstow, CA 92311
Telephone: (760) 256-3531
Facsimile: (760) 256-4472
If to Consultant:
_____________________
Attention: Project Manager
_______________________
_______________________
Telephone: _____________
Facsimile: ______________
With courtesy copy to:
Matthew Summers
City Attorney
Colantuono, Highsmith & Whatley, PC
300 S. Grand Ave, Suite 2700
Los Angeles, CA 90071-3137
Telephone: (213) 542-5711
Facsimile: (213) 542-5710
16. SURVIVING COVENANTS
The parties agree that the covenants contained in Section 9, Section 10, Paragraph 12.2, and Section 13 of this Agreement shall survive the expiration or termination of this Agreement.
17. TERMINATION
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17.1. City shall have the right to terminate this Agreement for any reason on five calendar days’ written notice to Consultant. Consultant shall have the right to terminate this Agreement for any reason on sixty calendar days’ written notice to City. Consultant agrees to cease all work under this Agreement on or before the effective date of any notice of termination. All City data, documents, objects, materials, or other tangible things shall be returned to City upon the termination or expiration of this Agreement.
17.2 If City terminates this Agreement due to no fault or failure of performance by the Consultant, then the Consultant shall be paid based on the work satisfactorily performed at the time of termination. In no event shall the Consultant be entitled to receive more than the amount that would be paid to the Consultant for the full performance of the services required by this Agreement.
18. GENERAL PROVISIONS
18.1 Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift, or other consideration contingents upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subcontractor to file, a Statement of Economic Interest with the City’s Filing Officer if required under state law in the performance of the services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer, or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
18.2 Consultant shall not delegate, transfer, sub-contract or assign its duties or rights hereunder, either in whole or in part, without City’s prior written consent, and any attempt to do so shall be void and of no effect. The City shall not be obligated or liable under this Agreement to any party other than Consultant.
18.3 This Agreement shall be binding on the successors and assigns of the parties.
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Except as expressly stated herein, there is no intended third-party beneficiary of any right or obligation assumed by the parties.
18.4 Time is of the essence for each and every provision of this Agreement.
18.5 In the performance of this Agreement, Consultant shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, creed, religion, sex, marital status, sexual orientation, national origin, ancestry, age, physical or mental disability or medical condition or any other unlawful basis.
18.6 The captions appearing at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and for convenience in reference to this Agreement. Should there be any conflict between the such heading, and the section or paragraph thereof at the head of which it appears, the section or paragraph thereof, as the case may be, and not such heading, shall control and govern in the construction of this Agreement. Masculine or feminine pronouns shall be substituted for the neuter form and vice versa, and the plural shall be substituted for the singular form and vice versa, in any place or places herein in which the context requires such substitution(s).
18.7 The waiver by the City or Consultant of any breach of any term, covenant, or condition herein contained shall not be deemed to be a waiver of such term, covenant, or condition or of any subsequent breach of the same or any other term, covenant, or condition herein contained. No term, covenant, or condition of this Agreement shall be deemed to have been waived by City or Consultant unless in writing.
18.8 Consultant shall not be liable for any failure to perform if Consultant presents acceptable evidence, in City’s sole judgment, that such failure was due to causes beyond the control and without the fault or negligence of Consultant.
18.9 Each right, power, and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance of the exercise by any party of any one or more of such rights, powers, or remedies shall not preclude the simultaneous or later exercise by such party of any of all of such other rights, powers, or remedies. In the event legal action shall be necessary to enforce any
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term, covenant, or condition herein contained, the party prevailing in such action, whether reduced to judgment or not, shall be entitled to its reasonable court costs, including accountants’ fees, if any, and attorneys’ fees expended in such action. The venue for any litigation shall be San Bernardino County, California.
18.10 If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, then such term or provision shall be amended to, and solely to, the extent necessary to cure such invalidity or unenforceability, and in its amended form shall be enforceable. In such event, the remainder of this Agreement, or the application of such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected thereby, and each term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law.
18.11 This Agreement shall be governed and construed in accordance with the laws of the State of California.
18.12 All documents referenced as exhibits in this Agreement are hereby incorporated into this Agreement. In the event of any material discrepancy between the express provisions of this Agreement and the provisions of any document incorporated herein by reference, the provisions of this Agreement shall prevail.
This instrument contains the entire Agreement between City and Consultant with respect to the transactions contemplated herein. No other prior oral or written agreements are binding upon the parties. Amendments hereto or deviations therefrom shall be effective and binding only if made in writing and executed by City and Consultant.
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TO EFFECTUATE THIS AGREEMENT, the parties have caused their duly authorized representatives to execute this Agreement on the dates set forth below. “City” “Consultant”
City of Barstow __________________________________
By: __________________________ By: _______________________________ City Manager
Date: _______________ Date: __________________
By: _______________________________
Date: __________________
Attest:
By
, City Clerk
Date:
Approved as to form:
By
Matthew T. Summers, City Attorney
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation
EXHIBIT A
SCOPE OF WORK A-1
APPROVED FOR USE 06/02/2015
152079.1
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EXHIBIT B
APPROVED FEE SCHEDULE B-1
APPROVED FOR USE 06/02/2015
152079.1
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Attachment: Attachment A: Request for Proposals for Class and Compensation Study (5483 : Approval of Classification and Compensation Class and
Compensation
Study
CITY OF BARSTOW,
CALIFORNIA
Technical Proposal
JULY 11, 2023
RFP
Submitted by:
KHARY KNOWLES
VICE PRESIDENT
5245 AVENIDA ENCINAS, SUITE A
CARLSBAD, CA 92008
760.602.9352
[email protected]
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation MGTCONSULTING.COM
CITY OF BARSTOW, CA
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL JULY 11, 2023
Table of Contents
A. COVER LETTER............................................................................................................1 B. CONSULTANT OVERVIEW AND GENERAL QUALIFICATIONS........................................3 FIRM PROFILE..................................................................................................................... 3 EXPERIENCE & QUALIFICATIONS ....................................................................................... 6 C. STAFFING/SUB CONSULTANT ...................................................................................11 D. APPROACH AND METHODOLOGY.............................................................................24 CLASSIFICATION AND COMPENSATION METHODOLOGY ............................................... 24 PROJECT MANAGEMENT .................................................................................................26 PROPOSED WORK PLAN...................................................................................................27 TIMELINE ..........................................................................................................................35 E. REFERENCES .............................................................................................................36 APPENDIX A. SAMPLE JCQ ............................................................................................38 APPENDIX B. SAMPLE MIP ............................................................................................45 APPENDIX C. REQUIRED FORMS ...................................................................................46 Proposal Exhibits
Exhibit 1. Project Organizational Structure....................................................................... 11 Exhibit 2. Proposed Schedule............................................................................................ 35
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation 5245 Avenida Encinas, Suite A | Carlsbad, CA 92008 | 888.302.0899 | mgtconsulting.com A. Cover Letter
July 11, 2023
Darcy Wigington, Human Resources Manager
City of Barstow
City Clerk’s Office
220 E. Mountain View Street, Suite A
Barstow, CA 92311
RE: RESPONSE TO RFP CLASS AND COMPENSATION STUDY
Dear Ms. Wigington:
MGT is pleased to present this response to your recent RFP for a Class and Compensation Study for the City of Barstow (City). MGT has been serving public sector clients for nearly 50 years and the proposed staff are experts in classification and compensation studies. We have experience working in the State of California with employee organizations who are seeing similar increases in minimum wage and have a need to attract employees and who are going through comparable organizational evolutions. MGT’s response provides the City with related firm qualifications, key experience, a detailed work plan with timeline, and associated fees to provide services that exceed expectations.
We also have a history with the City. Since 2010, MGT has partnered with the City to complete State Mandated Cost Claiming (SB90). We would welcome the opportunity to continue our engagement with the City – here with a focus on the importance of fair and equitable classification and compensation.
Why is MGT the Most Qualified to Conduct the City’s Study? Experience. MGT has the experience and certifications that HR departments need. MGT staff are certified as Senior Human Resources Management Certified Professionals (SHRMCP), Project Management Professionals (PMP), and Change Management Professionals (Prosci). Additionally, MGT has conducted over 300 human capital studies (e.g., human resources reviews, compensation and classification studies, and organizational reviews) nationwide. Furthermore, many of our clients are repeat clients, attesting to our acumen for local government human resources consulting services and our desire to work with each public sector client to create a lasting bond that ensures their success over time. Best Practices Comparisons. MGT offers the City extensive experience to identify exemplary management practices — reflective of City input and that of comparable localities. This experience gives us not only a ready reference point for reviewing the City’s compensation and classification system, but also provides us with practices that have been proven successful in other similar organizations. This knowledge is of significant value when we design recommendations for improvements.
Sound Findings and Recommendations. In our experience, most major improvements in local government operations require bold thinking. In helping the City reconcile its pay system with its years of development and workforce changes, our team members will not hesitate to question existing organizational structures, programs, policies, rules, statutes, operations, work processes, and staffing patterns. We will make sound recommendations
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation A. COVER LETTER
5245 Avenida Encinas, Suite A | Carlsbad, CA 92008 | 888.302.0899 | mgtconsulting.com for improvements that produce real — not just on paper — savings and ease of future pay administration for the City.
Assistance in the Implementation of Recommendations. We will not simply leave the City with a report and a plethora of recommendations. MGT is prepared to assist the City in developing, implementing, and sustaining an equitable compensation study and classification system. We will create detailed implementation strategies and work with you to successfully achieve the implementation process. We also provide no-cost assistance for a 12-month period following study completion to ensure a smooth transition from current to desired state.
Objectivity and Flexibility. As an independent entity, our only vested interest is that of the client. Therefore, we will apply our extensive experience to generating objective independent solutions to assist the City. In addition, we will be receptive to your insights and concerns and will accommodate any changes necessary to ensure the completion of a valid and responsive final report and, more importantly, an implementable compensation schedule relevant to the City’s realities in 2023 and beyond.
MGT CONTACT INFORMATION
MGT HEADQUARTERS
MGT of America Consulting, LLC
4320 West Kennedy Boulevard | Tampa, Florida 33609
P: 813.327.4717 | www.mgtconsulting.com
FEIN: 81-0890071
PRIMARY OFFICE LOCATION
FOR SERVICES
5245 Avenida Encinas, Suite A | Carlsbad, CA 92008
P 760.602.9352
AUTHORIZED TO BIND THE
FIRM
Patrick J. Dyer, Vice President
P 916.443.3411 | [email protected]
EXECUTIVE-IN-CHARGE OF
PROJECT
Khary Knowles, Vice President, Business Development
P 619.322.3357 | [email protected]
Thank you for the opportunity to submit a proposal to the City of Barstow. MGT does not have any potential conflicts of interest that could limit our ability to provide the requested services. Should you have questions on any aspect of this proposal, please contact Mr. Khary Knowles at 619.322.3357 or [email protected].
Regards,
Patrick J. Dyer
Vice President
Authorized to bind the firm
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 3 B. Consultant Overview and General
Qualifications
Firm Profile
We impact the communities we serve –
for good.
MGT began operations in 1974 as a public sector
research firm. Since then, we have significantly
expanded our consulting capabilities and client
offerings. Today, we are a national consulting firm
specializing in assisting clients to operate more
efficiently and effectively.
MGT has acquired a keen understanding of the
structures, operations, and issues facing public
agencies, like the City. This understanding comes from
nearly 50 years of experience providing innovative yet practical solutions to public sector clients. We provide objective, creative, expert services in the areas of human capital, finance, technology, programming, and planning. We draw on the expertise of our highly qualified staff, most of whom have prior careers at city-, county-, and state-level government offices. This insider's knowledge of government operations and structure gives MGT a competitive advantage and an ability to hit the ground running from the very start of a project.
Our firm includes more than 450 professionals and administrative staff to support our clients’ success.
MGT’s corporate office is in Tampa, Florida, with additional offices around the country as shown below.
Name: MGT of America Consulting, LLC (MGT)
Founded: 1974
Locations: Headquarters in Tampa Florida;
branch offices nationwide
Staff: 450+ consultants across the country
Structure: Privately held and client-driven
Lines of Business: Government Consulting,
Education and Financial Solutions, Diversity
and Inclusion, Human Capital, Cybersecurity
and Technology
Find out more at www.mgtconsulting.com.
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation B. CONSULTANT OVERVIEW AND GENERAL QUALIFICATIONS
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 4 Our Commitment
Defined by Impact.
The MGT Human Capital team has an impressive track record of providing customized solutions, objective research, creative recommendations, and quality products that respond to each client's unique needs and time requirements.
Impacting
Communities.
For Good.
Part of our success is based upon our promise to be flexible and responsive. We are acutely aware of the political, economic, social, and technological factors that impact today’s public sector clients. MGT is structured into several primary consulting divisions:
MGT understands the City needs a classification and
compensation system that is current and equitable. Our
familiarity with California’s culture and legal
requirements will provide a catalyst for developing a fair study resulting in positions that are classified
appropriately and pay levels and salaries that are justified and regionally competitive, providing a “Bright Future”.
Defined by Our Impact
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 5 The Right Fit
The MGT Advantage.
MGT has successfully worked with clients on more than 20,000 projects to help them adapt to change while maintaining the vision and direction towards their short- and long-term goals. Our commitment to quality consulting is evidenced by our past performance delivering an extensive range of services to a variety of educational institutions, state and local governmental agencies, and nonprofit organizations.
IMPARTIAL PERSPECTIVE
The City will gain our impartial perspective of the outcomes and findings. As an independent entity, our only vested interest is that of our clients. We apply our extensive experience to generating objective, practical solutions to advance our clients’ strategic priorities
INNOVATIVE AND BOLD THINKING
The City will receive useful recommendations that achieve real results and are ever mindful of the practical and political realities you may face. We understand lasting and meaningful changes require innovative and bold thinking. We do not shy away from questioning everything from organizational structures and work processes to the very statutes and ordinances that create and guide the work of an agency or institution.
EXTENSIVE TRACK RECORD
The City will benefit from our extensive track record of providing consulting services that are similar in scope to this project. Our solutions help the organizations we work with achieve their goals and serve their constituents more effectively and efficiently.
The considerable amount of repeat work we deliver demonstrates our ability to be professional and develop lasting client relationships.
SPECIFICALLY TAILORED
The City’s needs will be met through our specifically tailored solutions. The team is committed to providing customized results, objective research, creative recommendations, and quality products that respond to each client's unique situation.
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation B. CONSULTANT OVERVIEW AND GENERAL QUALIFICATIONS
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 6 Experience & Qualifications
Incomparable Consulting Expertise.
We are proud to offer the exceptional expertise of our
team members, and our understanding and knowledge of
the City of Barstow’s scope based on years of relevant
experience. We bring the breadth and depth of knowledge and expertise vital to identifying real, practical solutions that meet our clients’ needs. Part of our success is based upon our commitment to be flexible and responsive. We
are acutely aware of the political, economic, social, and technological environments of today’s public sector
environment. More specifically, MGT is adept in
compensation consulting in the state of California as
illustrated by our list of completed projects below.
MGT has conducted more than 300 compensation,
classification, and human resources studies for clients nationwide. Our Human Capital practice is dedicated to
helping our clients find the procedures and people they need to deliver quality service to their constituents. An equitable, competitive, and compelling compensation
structure is key to reaching that goal. As the City of
Barstow pursues modernization of its compensation
system, assuring a fair, competitive, and attractive
compensation package to its employees will go far towards assuring continued quality in the provision of City services.
Projects most relevant to the City completed by MGT are provided below. Contact information for these clients is provided in section E. References.
CITY OF CUDAHY CLASSIFICATION AND COMPENSATION STUDY
To accomplish the City of Cudahy’s project goals, MGT’s study included:
A review of Cudahy’s current salary schedules, organizational charts, and job descriptions. A review of the data gathered through MGT’s Management Issues Paper (MIP) survey was completed by supervisors to identify concerns regarding position levels and descriptions. A review of the data gathered through MGT’s Job Content Questionnaire (JCQ) for selected positions to collect information on a classification’s current educational requirements, FLSA/ADA compliance, internal and external relationships, and job responsibilities and duties. An evaluation of jobs based on the nature of work and the job task assignments for each position.
A review and comparison of salary data from comparable entities (as approved by the City of Cudahy).
Developing an updated compensation system based on relevant market comparisons and assigning positions to appropriate placement within the system. Revision/development of job descriptions for positions. A summary of costs and strategies to implement the competitive compensation structure.
A summary of costs and strategies to implement the competitive compensation structure.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 7
CITY OF SAN CLEMENTE CLASSIFICATION AND COMPENSATION STUDY The City of San Clemente sought professional services to review the City's current part-time employee compensation and classification program and to provide guidance on the proper structuring and implementation of a fair and equitable program. The study indicated what actions should be taken to avoid loss of qualified staff and difficulties in recruiting new employees for City employment, while competitively compensating its 184 current part-time employees in 18 job classifications. An Evaluation and benchmarking of the City's total compensation package was reviewed.
CITY OF ST. CLOUD CLASSIFICATION AND COMPENSATION STUDY The City of St. Cloud sought professional services to review the City's current compensation and classification program and to provide guidance on the proper structuring and implementation of a fair and equitable program. The study indicated what actions should be taken to avoid the loss of qualified staff and difficulties in recruiting new employees for City employment, while competitively compensating its 642 current employees in 234 job classifications. An Evaluation and benchmarking of the City's total compensation package was reviewed.
CITY OF WOODINVILLE EMPLOYEE JOB CLASSIFICATION AND COMPENSATION STUDY MGT completed a Classification and Compensation Study for approximately 51 City employees. The goal of this study was to determine appropriate compensation to remain competitive in the market, allowing the City to attract and retain the talent required to provide quality services to the community. MGT’s study included: a comparative analysis that identifies the City’s competitive position in a relative labor market, including comparative City employers; recommendations for necessary changes to total salaries and benefits; and compensation rule and policy recommendations. MGT included the involvement of City Council, management, and staff throughout the study.
CITY OF HERMISTON CLASSIFICATION AND COMPENSATION STUDY The classification and compensation study completed by MGT provided the City with an equitable, competitive, and compelling system to ensure the City enact a fair, competitive, and attractive compensation package to its employees. MGT’s study included approximately 94 employees in 52 job classifications and was comprised of the following activities to accomplish the goals set by the City:
conducting an initial meeting and finalizing the work plan; developing and implementing a communications strategy and holding onsite orientation sessions; reviewing existing classification and compensation system; gathering and evaluating current organizational and employee job data; identifying relevant recruitment markets; conducting market surveys; developing the compensation and classification system and presenting the final report; and developing implementation strategies.
The list below presents a complete list of clients, by state, for which MGT has completed classification, compensation, and other human capital projects.
Alabama
Huntsville City Schools
Mobile Public Schools
University of Montevallo University of North Alabama
Arizona
Maricopa County Maricopa County Sheriff's Office Navajo Nation California
Bi-Valley Medical Clinic
California Department of Education
California Department of General
Services
Grossmont Unified School District
Kings Community Action
Organization
La Mesa-Spring Valley Schools
Sacramento City Unified School
District
Sacramento County Management
Association
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 8 California Postsecondary Education
Commission
California Student Aid Commission
Cajon Valley Union School District
City of Cudahy
City of San Clemente
Lake Elsinore Unified School
District
Lawndale Elementary Schools
Madera Unified School District
Menifee Union School District
Mono County Office of Education
Solana Beach School District
Stanislaus County Office of
Education
Ukiah Unified School District
University of the Pacific
Walnut Valley Unified School
District
Colorado
Ouray County Poudre School District R-1 State of Colorado Connecticut
University of Connecticut
Delaware
Delaware Solid Waste Authority
Florida
Alachua County Board of
Commissioners
Alachua County Property Appraiser
Brevard County Sheriff's Office
Charlotte County Public Schools
Citizen's Property Insurance
Corporation
Citrus County
Citrus County Clerk of the Court
Citrus County Mosquito Control
District
Citrus County Property Appraiser
Citrus County Tax Collector
City of Apopka
City of Belle Glade
City of Boynton Beach
City of Casselberry
City of Fort Walton Beach
City of Gainesville
City of Gulf Port
City of Key West
City of Lake Mary
City of Lake Worth
City of Lakeland
City of Leesburg
City of Miami
City of North Port
City of St. Cloud
City of Tallahassee
City of Tamarac
City of Tampa
City of Titusville
Columbia County Property
Appraiser County of Glades
Daytona Beach Community College
Disability Rights Florida
Florida Association of Court Clerks,
Inc
Florida Atlantic University
Florida Bar Association
Florida Chiropractic Association
Florida Department of Children and
Families
Florida Department of Juvenile
Justice
Florida Department of
Management Services
Florida Department of
Transportation
Florida Developmental Disabilities
Council
Florida Education AssociationUnited
Florida Gulf Coast University
Florida Gulf Health Systems Agency
Florida House of Representatives
Florida Job Corps
Florida Keys Community College
Florida League of Cities
Florida Lottery
Florida Office of Program Policy
Analysis and Government
Accountability
Florida Office of the Attorney
General
Florida Ounce of Prevention Fund
Florida School for the Deaf and
Blind
Florida State Board of
Administration
Florida State College at Jacksonville
Florida State University
Florida Tax Collectors Association
Florida Transportation Commission
Florida Virtual School
Glades County
Gulf Coast State College
Hillsborough Area Transit Authority
Hillsborough Community College
Hillsborough County
Hillsborough County Tax Collector
Hillsborough Regional Transit
Authority
Jackson County Tax Collector
Joint Underwriting Association
Leon County Property Appraiser
Leon County Tax Collector
Marion County Emergency Medical
Services Alliance
Nassau County Property Appraiser
New College of Florida
Okaloosa County Schools
Palm Harbor Special Fire Control
and Rescue District
Pensacola Area Housing
Commission
Santa Fe College
School Board of Brevard County
Solid Waste Authority of Palm
Beach County
Southwest Florida Water
Management District
St. Johns County Property
Appraiser
State College of Florida - ManateeSarasota
Sunshine 811
Tampa Bay Water
Tampa Sports Authority
Town of Davie
University of Central Florida
Workforce Plus, Tallahassee
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 9 Georgia
Board of Regents of the University
System of Georgia
City of Albany/Dougherty County
Board of Commissioners
City of Macon
City of Richmond Hill
Dalton State College
Darton College
Fayette County
Georgia College and State
University
Georgia Health Sciences University
(formerly Medical College of
Georgia)
Georgia Southern University
Gwinnett County Public School
System
Gwinnett County Public Library
Henry County School District
Kennesaw State University
Southern Polytechnic State
University
United States Treasury Customs
Service
Valdosta State University
Hawaii
Hawaii Health Systems Corporation University of Hawaii System Idaho
City of Boise Nez Perce Tribe
Illinois
Illinois Board of Higher Education
Kankakee County
Lake County Rockford Board of Education
Iowa
Iowa Valley Community College
District
Hawkeye Community College
Kirkwood Community College Northeast Iowa Community College Louisiana
City of Baton Rouge Parish of East Baton Rouge
Recreation and Park Commission
Port of Iberia
Maine
University of Maine
Maryland
Baltimore City Community College
Baltimore County Public Schools
Cape Cod Mosquito Control Project
Community College of Baltimore
County
Hartford County Public Schools
Maryland Environmental Service
Montgomery College
Norfolk County Mosquito Control
District
Michigan
Central Michigan University
City of Muskegon
Dickinson County
Gogebic County
Livingston County
Lenawee County
Menominee County
St. Clair County
West Shore Community College
Minnesota
Minnesota State University System
Missouri
City of Columbia Southeast Missouri State University St. Louis Community College New Jersey
The Richard Stockton College of
New Jersey
New York
Corning Community College SUNY - Clinton Community College Nevada
Southern Nevada Regional Housing Authority
North Carolina
Chapel Hill-Carrboro Schools
Chatham County
City of Canton
City of Waynesville
Davidson County Personnel
Department
Haywood County
Mayland Community College
North Carolina Association of
County Commissioners
North Carolina Community College
System
North Carolina Education Lottery
Piedmont Community College
Pitt Community College
Town of Maiden
Town of West Jefferson
University of North Carolina
Wake County Personnel
Department
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 10 Oklahoma
Cherokee Nation Enterprises City of Oklahoma City Oklahoma County Oregon
City of Hermiston
Jackson County
Klamath County
Oregon Institute of Technology
Oregon University System
Pennsylvania
Centre Area Transportation
Authority
Lancaster County Pittsburgh Public Schools
Rhode Island
Roger Williams University Rhode Island Housing Authority Rhode Island Student Loan Authority
South Carolina
Anderson County School District 5
Anderson Regional Joint Water
System
Bonita Springs Fire Control and
Rescue District
Chester Metropolitan District
City of Anderson
City of Cayce
City of Easley
City of Florence
City of Gaffney
City of Georgetown
City of Lancaster
City of Newberry
City of Simpsonville
County of Lancaster
Dillon County
Dorchester County
Dorchester County Library
Greenville County Recreation
District
Greenwood Metropolitan Sewer
Hampton County
Jasper County
Midlands Technical College
Municipal Association of South
Carolina
Oconee County
Oconee County Public Schools
Pickens County
Richland County
River Banks Zoo
South Carolina Department of
Public Safety
South Carolina Education Lottery
Town of Hampton
Western Carolina Regional Sewer
Authority
York County
York County Library
York Electric Cooperative, Inc.
Tennessee
City of Kingsport Memphis City Schools
Texas
Austin Independent School District
Bastrop County
Burnet County
City of Brownsville
City of Corpus Christi
City of La Porte
City of Longview
City of San Antonio
Dallas Area Rapid Transit
Dallas Independent School District
Kerr County
Texas A&M University - Kingsville
Texas A&M University - Texarkana
Texas Southmost College
Texas State Technical College
Travis County
University of North Texas System
Virginia
Albemarle County
City of Chesapeake
City of Newport News
City of Richmond
Fairfax County Public Schools
Region 10 Community Services
Board
Tidewater Community College
Virginia Commonwealth University
Washington
City of Woodinville
Clark College
Green River College Washington State Board for
Community and Technical
Colleges
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 11 C. Staffing/Sub Consultant
The success of a consulting engagement depends on the qualifications of the project team and the way in which the review is structured and managed.
All our work with clients is characterized by the belief that we can only be successful if our clients develop the knowledge, capacity, and mechanisms to help themselves. To that end, all our services:
Build on our clients’ existing strengths and resources while pressing them to address areas of weakness.
Assist our clients to learn about widely recognized best practices and emerging research. Encourage our clients to develop the habit of selecting and collecting essential data and acting on it.
Help our clients maximize the efficiency and effectiveness of their human and fiscal resources. Provide pragmatic and affordable solutions that will be deliverable and sustainable long term.
Illustrated in Exhibit 1 is the proposed management structure for this project, which has been designed to define the roles and responsibilities of each team member assigned to this project and to facilitate project management. The strength and experience of our team will allow for efficient and effective project management and results. Each team member has a wide range of project experience working with clients similar to the City of Barstow. The team we have designated is highly experienced with this type of engagement, and therefore requires little orientation time.
Exhibit 1. Project Organizational Structure
KHARY KNOWLES, M.Ed.
Execu�ve-in-Charge
RICK LABIB-WOOD, MPH
Project Director
PROJECT ADVISORS
LAMONT BROWNE, Ed.D.
DEI Advisor
CLASSIFICATION AND
COMPENSATION TEAM
JESSICA ANCONA
ANGELA BISHOP
ROSS HESSLER, MSI
SANDRA MCCOY, MBA
BRANDON LEDFORD, SHRM -SCP, MPP, PMP
SHEENA HORTON, PMP
CRAIG MCALPIN
Business Advisor
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation C. STAFFING/SUB CONSULTANT
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 12 Project Staff Roles and Responsibilities
ROLE ASSIGNED RESPONSIBILITIES
CITY OF BARSTOW
REPRESENTATIVE
We look forward to working with the City Representative to build a long-lasting and trustworthy partnership that produces innovative solutions to your goals for this Classification and Compensation Study.
EXECUTIVE-IN-CHARGE
Khary Knowles, M.Ed.
The Executive-in-Charge holds the following responsibilities:
Ensuring the team fulfills all contractual requirements. Managing resources appropriately.
Resolving any conflicts during the project or point of escalation for any challenges.
Final authority over project deliverables.
PROJECT DIRECTOR
Rick Labib-Wood, MPH
The Project Director holds the following responsibilities:
Main point of contact for the City.
Day-to-day management of the project, tasks, and deliverables. Oversight over service and deliverable quality.
Management of all project deadlines.
Maintains frequent contact with the City Project Officer throughout the lifecycle of the project.
SUPPORT TEAM
Jessica Ancona
Angela Bishop
Ross Hessler, MSI
Sandra McCoy, MBA
Brandon Ledford, SHRM-SCP,
MPP, PMP
Sheena Horton, PMP
Lamont Browne, Ed.D.
Craig McAlpin
The Support Team holds the following responsibilities:
Work closely with the City under the direction of the Project Director to carry out the various tasks and deliverables.
Utilize individual subject matter expertise to customize and execute each work task and fulfill the City’s stated expectations.
Conduct collection and analysis of relevant data including professional development.
Review, document, evaluate, and generate recommendations in accordance with each component of the work plan.
Resumes
Resumes of each team member are provided on the following pages. The personnel described in our proposal are the professionals who will provide the services for this project.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 13 Khary S. Knowles, M.Ed., M.Arch.
Executive-In-Charge | Managing Vice President
Mr. Khary Knowles has over 20 years of experience in the construction and architectural industry. Mr. Knowles has a proven history of restructuring businesses, programs, and projects through improved leadership, organization, and productivity. With extensive experience in educational and business practices, he has orchestrated successful multimillion-dollar programs, practices, and offices. Mr. Knowles’ varied experience as client, educator, designer, program manager, planner, contractor, board member, parent volunteer, and community representative has made it possible for him to achieve client goals in a creative and cost-effective manner.
Areas of Expertise
Innovation specialist & strategy executive
Construction and architectural experience and management GIS analysis, enrollment projections and capacity and utilization analysis Education
Master of Education (M.Ed), Educational Leadership, Concordia University – Portland, OR Master of Architecture (M.Arch), University of California – Los Angeles (UCLA) Bachelor of Science - Secondary Education (B.S.S.E), University of Portland, OR − Certificate – Professional Business Developer, Business Development Guild – Phoenix, AZ (2020) − Certificate – School Business Management (CBO) Certification Program, University of Southern California (USC) – Rossier School of Education (2015)
− Certificate - C.A.S.H. School Facilities Leadership Academy, Coalition for Adequate School Housing/FCMAT – Sacramento, CA (2011)
− Certificate – LEED AP, U.S. Green Building Council (2007) Sample of Relevant Project Experience
• La Mesa-Spring Valley Unified School District (CA) |
Classification and Compensation Study
• County of Livingston (MI) | Classification and
Compensation Study
• Tampa Bay Water (FL) | Compensation Study Update
• City of Boise (ID) | Classification Study
• City of Cudahy (CA) | Classification and Compensation Study
• City of San Clemente (CA) | Classification &
Compensation Study
• Prosper Portland (OR) | Classification and Compensation Study
• Perris Union High School District (CA) | Salary Survey • County of Livingston (MI) | Classification and
Compensation Study
• Oceanside Unified School District: $160M Facilities
Master Plan; Community/Principals Liaison
• San Marcos Unified School District: $500 M Facilities Bond Program; Executive Director of Facilities Planning & Development
• Inglewood Unified School District: $90 M Facilities Bond Program; Program Manager
• El Monte Union High School District: $30 M Site and
Program Assessment; Community Liaison/Facilitator
• Colton Joint Unified School District (CA) | Facility Use Fees
• South Bay Union School District (CA) | Fiscal Support Services
• Ojai Unified School District (CA) | Fiscal Support Services Professional Background
EH&A, now part of MGT of America Consulting, LLC, 10/2021 – present DLR Group (California), Principal/Business Development Leader, 7/2019 – 6/2021 Vanir Construction Management, Executive Director of Education (National), 7/2017 – 6/2019 McKissack & McKissack, PM/CM – Director of Operations (California), 5/2015 – 5/2017 San Marcos Unified School District, Executive Director of Facilities, Development & Planning, 4/2013 – 5/2015 Erickson-Hall Construction Company, Senior Program & Pre-Construction Manager, 10/2007 – 4/2013
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 14 Frederick “Rick” Labib-Wood, MPH
Project Director | Director
Mr. Frederick “Rick” Labib-Wood has over 45 years of experience managing human resource programs in a variety of public sector organizations including over 20 years in public schools in California. He previously served as the Classified Personnel Director for the Personnel Commission of the San Dieguito Union High School District in Encinitas, California, and during part of that time he was also on the planning committee and training staff of the Classified Employees Development Academy (CEDA), a joint venture of the San Diego County Office of Education, the California Association of School Business Officials (CASBO), and the California School Employees Association (CSEA). He has coordinated human resources legislative research and testimony for the State of Hawaii’s Department of Personnel Services and spearheaded that agency’s policy development for launching the State’s flexible working hours program as well as leading a research project to set up a job-sharing program for State employees and departments.
Areas of Expertise
Project Management
HR Management and Administration Systems
Classification and Compensation Studies
Change management and reorganization
Education
Masters of Public Health (MPH), University of Hawaii, Manoa Campus 1986 B.A., French, Austin College 1968
Diplôme d’Études de civilisation française from the Sorbonne, University of Paris, France 1967 Human Resources Practitioner Experience Teaching Experience Related to Human Capital Director of Classified Personnel, San Dieguito Union High School District, Encinitas, California
Supervising Analyst, Personnel Department, Riverside County, California
Personnel Management Specialist, Department of Personnel Services, State of Hawaii
YNC (Retired), U.S. Coast Guard and Coast Guard Reserve Core Adjunct Faculty in MA-HRM Program, National
University, San Diego, California
Adjunct Faculty, School of Public Administration, San Diego State University
Sample of Relevant Project Experience
• Cajon Valley Union School District (CA) | Classification and Compensation Studies
• Alpine Union School District (UT) | Classification and Compensation Study
• Lake Elsinore USD (CA) | Classification and Compensation Study
• Madera USD (CA) | Classification and Compensation
Study
• Navajo Tribal Utility Authority (AZ) | Compensation Study • County of Livingston (MI) | Classification and
Compensation Study
• La Mesa-Spring Valley Unified School District (CA) |
Classification and Compensation Study
• Berkeley Public Schools (CA) | Classification and
Compensation Study
• Perris Union High School District (CA) | Salary Survey • Tuscola County Health Department (MI) | Compensation
Study
• Muskegon County (MI) | Classification and Compensation Study
• Tampa Bay Water (FL) | Compensation Study Update
• Lenawee County (MI) | Classification and Compensation Study
• The Western Pennsylvania School for the Deaf (PA) |
Classification and Compensation Study
• City of Boise (ID) | Classification Study
• Madera County Superintendent (CA) | Classification and Compensation Study
• City of San Clemente (CA) Classification and
Compensation Study
• Prosper Portland (OR) | Classification and Compensation Study
• Mendocino County Office of Education (CA) |
Classification and Compensation Study
• Lakeside Union Elementary School District (CA) |
Classification and Compensation Study
• Lawndale Elementary (CA) | Classification and
Compensation Study
• Ukiah USD (CA) | Classification and Compensation Study • Sonoma County Office of Education (CA) | Classification Review
• Walnut Valley USD (CA)| Classification and Compensation Study
• Solana Beach USD (CA) | Classification and Compensation Study
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 15 Ross Hessler, MSI
Project Director | Director
Mr. Ross Hessler, MSI, has more 30 years of experience in human resources in the education field. He has been serving as an Associate with Eric Hall and Associates (EH&A), consulting in school districts throughout California. Prior to joining EH&A, he was a Human Resources Director for many years and an analyst before that, at both large (Los Angeles USD) and small districts. He has worked on a variety of classification and compensation consulting projects, in coordination with the agency’s human resources department. He contributes as a team member to support districts in accomplishing their mission in a variety of ways, considering cost effectiveness, time considerations, and resources. Working collaboratively to ensure long-term relationships with stakeholders is a key interest in performing high-quality, thorough, detail-oriented work.
Areas of Expertise
Classification review – job analysis, employee selection Compensation – survey, analysis strategies
School District Operations – classified employment specialty Education
Masters, Industrial Psychology - CSU, Long Beach
B.S., Business Management - CSU, Long Beach
Sample of Relevant Project Experience
• Lake Elsinore USD (CA) | Classification and Compensation Studies
• Cajon Valley Union School District (CA) | Classification and Compensation Studies
• Madera USD (CA) | Classification and Compensation
Studies
• Santa Ana USD (CA) | HR Support Services
• Perris Union High School District (CA) | Salary Survey • City of Boise (ID) | Classification Study
• Prosper Portland (OR) | Classification and Compensation Study
• City of Hillsboro (OR) | Classification and Compensation Study
• IEM Charter Schools | Compensation Study
• Cottonwood School | Transition support
Professional Background
MGT of America Consulting, LLC – Director, Human Capital Services Eric Hall & Associates, Associate, January 2020 – December 2020 Fountain Valley School District, Human Resources Director, August 1999 – December 2019 City of Huntington Beach – Principal Personnel Analyst, July 1996 – August 1999; Los Angeles County Office of Education – Personnel Analyst, August 1993 – July 1996; Escondido Union School District – Personnel Analyst – June 1991 – August 1993; Los Angeles Unified School District – January 1989 – June 1991
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 16 Angela Bishop
Project Manager | Associate
Ms. Angela Bishop is a Human Resources administrator with a passion for managing high performing teams and ensuring a positive employee experience.
Areas of Expertise
Human resources administration strengths-based
leadership talent acquisition
Employee engagement
Performance management
Position classification
Compensation studies
Organizational studies branding & marketing
Strong customer and partnership focus with a teamoriented spirit Confident communicator, outstanding listener, curious about people, creative problem-solver and cultivator of lasting relationships
Education Professional Development
Bachelor’s Degree – Public Administration, San Diego State University
Various workshops and trainings, including Gallup employee engagement; position classification and compensation;
supervisory and communication skills; reengineering of
Human Resources; DFEH/EEOC processes and
investigations; project/time management
Sample of Relevant Project Experience
• Madera USD (CA) | Classification and Compensation
Study
• La Mesa-Spring Valley Unified School District (CA) |
Classification and Compensation Study
• Berkeley Public Schools (CA) | Classification and
Compensation Study
• Perris Union High School District (CA) | Salary Survey • City of Boise (ID) | Classification Study
• Madera County Superintendent (CA) | Classification and Compensation Study
Professional Background
MGT of America Consulting, LLC, Associate, Facilities Services, April 2022 – Present Merit System Support, 2020 – April 2022
Multiple school district and agency assignments, including Interim Executive Director-Personnel Commission Services, San Mateo County Office of Education; Interim Director-Personnel Commission, Poway Unified School District; Berkeley Unified compensation study; California School Personnel Commissioner (CSPCA) projects.
Cajon Valley Union School District – Director, Classified Personnel, January 2006 - December 2020 Direct classified and operational Human Resources functions for a large elementary school district, including recruitment, examination, selection, appointment, promotion, demotion, transfer, resignation, layoff, reemployment, employee leaves, classification and compensation, performance management, discipline, reasonable accommodation, tuition reimbursement and other related programs.
Conduct full life-cycle recruitment building out talent pipelines in various job classifications including professional, secretarial/clerical, instructional support and a variety of skilled trades classifications; conduct classification and compensation studies for all job classifications.
Creative approach to sourcing and maintaining a qualified pipeline of talent.
Employer branding and marketing activities.
San Diego County Office of Education – Employment Services Supervisor, January 2001 - December 2005 Supervise and provide leadership to the Employment Services Department support team.
Conduct recruitment, examination development, testing and selection functions.
Conduct classification and compensation studies for a wide variety of job classifications.
San Diego Unified School District – Analyst III, Human Resources, September 1985 - December 2000 Human Resources Analyst for the 8th largest school district in the nation and 2nd largest in California.
Perform recruitment, examination and selection activities including sourcing candidates, reviewing applications, screening candidates, developing written examinations and behavioral/situational interview questions, and scheduling interviews with hiring teams.
Conduct classification and compensation studies for a wide variety of job classifications.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 17 Sandra McCoy
Project Manager | Associate
Ms. Sandra McCoy is a staple in the community and adored by many for her dedication to improving the community through education over two decades in her life.
Ms. McCoy has served in directorial leadership roles for two of the largest employers in the Antelope Valley and Orange County; recently retiring from service at SAUSD, the 11th largest school district in California. Ms. McCoy has been able to create a lasting impact in each role she has filled through her creative insight, unique capabilities, and community prowess. Whatever her hands touch prosper and there is not a shadow of a doubt, the next two decades will be even great.
Education Certifications
Master of Business Administration, University of Phoenix Bachelor of Psychology, Chapman University
Association of CA School Admin. School Business Managers Academy
Association of CA School Admin.
Sample of Relevant Project Experience
• La Mesa-Spring Valley Unified School District (CA) |
Classification and Compensation Study
• Berkeley Public Schools (CA) | Classification and
Compensation Study
• Muskegon County (MI) | Classification and
Compensation Study
• Madera County Superintendent (CA) | Classification and Compensation Study
• City of Cudahy (CA) | Classification and Compensation Study
Professional Background
MGT of America Consulting, LLC, Associate, April 2022 – Present Santa Ana Unified School District, Director of Human Resources, 2022 Classified Personnel Specialist
Strategic Leader and Transformative Management
Improvement of departmental and organizational operations Performance, productivity, and efficiency strategist
Service oriented to students of diverse backgrounds
Classification and compensation analyst
Palmdale School District, Assistant Director of Human Resources, 2018 Credentials Analyst
Executive Assistant to the Superintendent
Performance, productivity, and efficiency strategist
Service oriented to students of diverse backgrounds
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation C. STAFFING/SUB CONSULTANT
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 18 Brandon W. Ledford, SHRM-SCP, MPP, PMP
Project Director | Senior Vice President
Mr. Brandon Ledford is responsible for driving the growth and execution of MGT’s human capital and resource consulting services, which includes classification and compensation/salary studies, policy and procedure development, organizational reviews, and best practice research. For over ten years, he has assisted global clients in all industries with human capital, public policy, management consulting, revenue performance management, strategy, business transformation, data analytics, and strategic communications. Prior to joining the MGT leadership team, he was the Vice President overseeing the Human Resources and Policy and Compliance departments of a global technology company and has been a consultant for both Booz Allen Hamilton and Deloitte. Mr. Ledford also has interned for the U.S.
Supreme Court and White House Office of Science and Technology Policy. He holds a Master of Public Policy from George Mason University’s School of Public Policy, a Bachelor of Arts from the Pennsylvania State University, is a certified Project Management Professional (PMP), Change Management Professional (Prosci), and a Society of Human Resources Management Senior Certified Professional (SHRM-SCP).
Areas of Expertise
Human Capital
Business Transformation
Data Analytics
Public Policy
Strategic Communications
Strategy
Education Honors
M.P.P., Health Policy, Science and Technology Policy, George Mason University, 2011
B.A., Comparative Literature, Latin, The Pennsylvania State University, 2006
Innovation and Entrepreneurship Certificate, Stanford
University, 2020
Society of Human Resources Management, Senior Certified Professional (SHRM-SCP), February 2021
Prosci Change Management Certificate, February 2020
Project Management Professional (July 2013 – Present)
Lean Six Sigma Yellow Belt (August 2012 – Present)
The Horatio Alger Scholarship, four consecutive years
Martha V. and Walter A. Pennino Endowed Scholarship
American Cancer Society Champion College Scholarship
Carolyn’s Compassionate Children Scholarship
The Harry W. Klinger University Scholarship, four
consecutive years
The Brandon Ledford Scholarship
Sample of Relevant Project Experience
• Antelope Valley College District (CA) | Classification and Compensation Study
• Beaufort County School District (SC) | Needs
Assessment
• Brevard County School Board (FL) | Districtwide
Compensation Study
• Centre Area Transportation Authority (PA) |
Classification and Compensation Study
• CF Solutions | Classification and Compensation Study
• City of Apopka (FL) | Classification and Compensation Study
• City of Gainesville (FL) | Executive Recruiting
• City of Hermiston (OR) | Classification and
Compensation Study
• City of Stockton (CA) | Equity Assessment, Commercial Cannabis Program
• City of Toledo (OH) | Disparity Study
• Gogebic County (MI) | Classification and Compensation Study
• Green River College (WA) | Classification and
Compensation Study
• Gulf Coast State College (FL) | Compensation and Class Study
• Gwinnett County Public Library (GA) | Compensation
Plan Evaluation Services
• Harford County Public Schools (MD) | Compensation
and Benefits Study
• Hawaii Health Systems Corporation | Classification and Compensation Study; Executive Performance Review
System Design
• Hillsborough Area Regional Transportation Authority
(FL) | Classification and Compensation Study
• Hillsborough Community College (FL) | Administrator
Classification and Compensation Study
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 19 Brandon W. Ledford, SHRM-SCP, MPP, PMP
Project Director | Senior Vice President
• City of Woodinville (WA) | Classification and
Compensation Study
• Colorado Division of Accounts and Control | Trainers, Facilitators, Organizational Development Consultants
• County of Charles (MD) | Operational and
Organizational Assessment
• County of Glades (FL) | Employee Policy and Handbook
Development
• County of Jackson (OR) | Classification and
Compensation Study
• County of Lancaster (SC) | Classification and
Compensation Study
• County of Maricopa (AZ) | Human Resources Services
• County of Maricopa (AZ) | Rate Methodologies &
Recommendations
• County of Maui (HI) | Performance Audit
• County of Ouray (CO) | Classification and Compensation Review and Update
• County of York (SC) | Ongoing Classification and
Compensation Services
• Dallas Area Rapid Transit (TX) | Benefits Assessment
• Disability Rights Florida | Classification and
Compensation Study
• East Central College (MO) | Compensation and
Classification Study
• Florida Atlantic University | Organizational Assessment • Florida Department of Education | Review of Florida
Safe School Assessment Tool
• Florida Development Disabilities Council | Classification and Compensation Study
• Florida Office of Program Policy Analysis and
Government Accountability | Florida Clerks of Court
Organizational Review
• Horry County Schools (SC) | Classification and
Compensation Study
• Indiana Department of Administration | School
Corporation Emergency Management Services
• Lancaster County (SC) | Classification and
Compensation Study
• Maryland Environmental Service | Classification and
Compensation Study
• Navajo Nation | Compensation Study
• North Carolina Education Lottery | Compensation and
Classification Study
• Orleans Parish School Board (LA) | Diversity, Equity, and Inclusion Study
• Pittsburgh Public Schools (PA) | Classification and
Compensation Study
• Santa Fe College (FL) | Classification and Compensation Study
• Sault Tribe (MI) | Classification and Compensation
Study
• Southern Nevada Regional Housing Authority |
Classification and Compensation Study
• State of Colorado | Organizational Review; Training
• Tampa Bay Partnership (FL) | Organizational Review
• Tampa Bay Water (FL) | Compensation and
Classification Study
• Texas Southmost College | Market Surveys and
Evaluations
• University of Arkansas for Medical Sciences |
Compensation Study
• University of Nevada, Las Vegas | Strategic Planning
• Washington Suburban Sanitary Commission (MD) |
Consulting Services for a Disparity Study
• West Shore Community College (MI) | Compensation
and Classification Study
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 20 Sheena Horton, PMP
Project Manager | Director
Ms. Sheena Horton is a certified Project Management Professional (PMP) and provides oversight and project management for MGT’s human capital projects. She has significant experience conducting classification and compensation studies, organizational reviews, program/performance evaluations, needs assessments, program/service realignments, policy development, best practices research, strategic planning, and business process analyses. In addition to her work on human capital projects, Ms. Horton also has assisted other MGT practices with student housing studies, facilities and education suitability assessments, student literacy and school safety program evaluations, and community engagement projects. She holds a Master of Science degree from Florida State University’s School of Criminology and Criminal Justice, and two Bachelor of Arts degrees from the University of North Carolina at Greensboro in Sociology with a Criminology concentration and in English. Ms. Horton currently serves on the Southeast Evaluation Association’s Board as Outreach Chair and is a former President of the Association. She also is regularly involved with the American Evaluation Association’s Topical Interest Groups and AEA365 blog.
Education Professional Affiliations
M.S., Criminology and Criminal Justice, Florida State
University, 2008
B.A., Sociology with a concentration in Criminology, English, University of North Carolina-Greensboro, 2004
American Evaluation Association, 2011–Present
Southeast Evaluation Association, 2001–2021
Project Management Institute, 2015–Present
RTP Evaluators, 2019–Present
Honors
Seminole 100 Honoree, Florida State University, 2020
International Sociology Honor Society, 2004
International Student Honor Society, 2003
Professional Background
MGT of America Consulting, LLC, Director, 2010–Present
Healthy Families Florida, Program Coordinator, 2008–2009 Salem Press, Staff Writer, 2007–2008
Measurement, Inc., Reader/Evaluator, 2006
Choicepoint, Criminal Records Specialist, 2004- 2005
Sample of Relevant Project Experience
• Antelope Valley College District (CA) | Classification and Compensation Study
• Bastrop County (TX) | Classification and Compensation Study
• Brevard Public Schools (FL) | Compensation Study
• Centre Area Transportation Authority (PA) |
Compensation Study
• City of Apopka (FL) | Classification and Compensation Study
• City of Hermiston (OR) | Classification and
Compensation Study
• City of Kingsport (TN) | Classification and Compensation Study
• City of New York (NY) | Disparity Study
• City of Portsmouth (VA) | General Employees’ Pay Study Phase I & II
• Gulf Coast State College (FL) | Compensation and
Classification Study
• Gwinnett County Public Library (GA) | Compensation
Plan Evaluation Services
• Harford County Public Schools (MD) | Compensation
and Benefits Study
• Hawaii Health Systems Corp | Classification and
Compensation Studies
• Hillsborough Area Regional Transportation Authority
(FL) | Classification and Compensation Study
• Hillsborough Community College (FL) | Classification
and Compensation Study
• Horry County Schools (SC) | Classification and
Compensation Study
• Indiana Department of Administration | School
Corporation Emergency Management Services
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation C. STAFFING/SUB CONSULTANT
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 21 Sheena Horton, PMP
Project Manager | Director
• City of Woodinville (WA) | Classification and
Compensation Study
• Colorado School of Mines | Job Architecture and Pay
Equity Consulting
• County of Galveston (TX) | Galveston County Sheriff's Office Compensation Review
• County of Gogebic (MI) | Classification and
Compensation Study
• County of Jackson (OR) | Classification and
Compensation Study
• County of Kerr (TX) | Compensation/Classification Study • County of Klamath (MI) | Classification/Compensation
and Equal Pay Studies
• County of Lancaster (PA) | Total Compensation Study
• County of Lancaster (SC) | Classification and
Compensation Study
• County of Maricopa (AZ) | Rate Methodologies and
Recommendations
• County of Ouray (CO) | Classification and Compensation Review and Update
• County of St. Clair (MI) | Peer Selection Compensation Study
• County of York (SC) | Classification and Compensation Study (2); Pay Grade, FLSA Review, & Job Description;
Classification/Compensation Updates
• Disability Rights Florida | Classification and
Compensation Study
• East Central College (MO) | Compensation Study
• Florida Developmental Disabilities Council |
Classification and Compensation Study
• Florida Department of Education | Review of Florida
Safe School Assessment Tool
• Florida Transportation Commission | Management
Salary Compensation Study
• Green River College (WA) | Classification and
Compensation Study
• Maricopa County Sheriff's Office (AZ) | Internal Affairs Staffing Study
• Maryland Environmental Service | Classification and
Compensation Study
• Navajo Nation (AZ) | Classification and Compensation
Study
• North Carolina Education Lottery | Classification and Compensation Study
• Oconee County (SC) | Position Evaluations and Job
Descriptions; Compensation and Classification Study
• Ohio Department of Education | Evaluator of the Ohio
Teacher Evaluation System Pilot Program
• Office of Program Policy Analysis and Government
Accountability (OPPAGA) (FL) | Organizational Review of Florida Clerks
• Pittsburgh Public Schools (PA) | Classification and
Compensation Study
• Rhode Island Student Loan Authority | Compensation
and Benefit Study
• Santa Fe College (FL) | Classification and Compensation Study
• Sault Tribe (MI) | Classification and Compensation
Consulting Services
• South Carolina Education Lottery | Classification and Compensation Plan
• Southern Nevada Regional Housing Authority |
Classification and Compensation Study
• Southwest Vermont Supervisory Union | Organizational
Review
• State of Colorado | Organizational Review
• Tampa Bay Water (FL) | Classification and
Compensation Study
• Texas Legislative Budget Board (6 ISDs) | Student
Behavior Management Performance Review
• Texas Southmost College | Market Surveys and
Evaluations
• University System of Georgia | South Georgia Needs
Assessments
• West Shore Community College (MI) | Compensation
and Classification Study
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation C. STAFFING/SUB CONSULTANT
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 22 Jessica Ancona
Project Manager | Associate
Ms. Jessica Ancona is a passionate leader in education and government stemming from her unique background, experience, and existing government relationships cultivated over 20+ years. She thrives in maximizing opportunities and experiences for students and community members in public service, public administration, and politics. She pivoted her career to serve as spokesperson and advocate on behalf of a mission-driven organization/agency with a community-focused agenda to improve the conditions of all community stakeholders; with equal access to resources and funding for education, healthcare, and job/economic opportunities.
Areas of Expertise
Planning – visioning, developing, and orchestrating strategic goals within various organizations Management & Operations – employee management, budget development, resource management, risk management Organizational Leadership – non-profit organization relations, job placement, policy development, negotiations, campaign management, community development
Education
Master’s in Education, Azusa Pacific University
Bachelor of Arts, Chicano/Chicana Studies, University of California, Los Angeles Master’s in Governance Certificate | Board President’s Training, California School Board Association Human Resources Certificate, Personnel Academy, Association for California School Administrators Sample of Relevant Project Experience
• County of Livingston (MI) | Classification and
Compensation Study
• Tampa Bay Water (FL) | Compensation Study Update
• City of Hillsboro (OR) | Classification and Compensation Study
• Mendocino County Office of Education (CA) |
Classification and Compensation Study
• Lawndale Elementary (CA) | Classification and
Compensation Study
Professional Project Experience
• City of El Monte: Raised $200K for mayoral election.
• City of El Monte: Worked to bring forth a new skate park and aesthetic enhancements to Fletcher Fetch Park as well as with two TOD developments underway with multi-generational condos, mixed-use development, and parking. • El Monte City School District: Oversaw school district administrators as well as provided accountability to and advocacy on behalf of the community for an annual budget of $111.2M, 1,285 employees, and student enrollment of 8,471. • El Monte City School District: Set vision and goals for the District, in collaboration with board members and the Superintendent, adopted and updated board policies to achieve priorities, and provided fiscal oversight including a sound budget.
• Marco Antonio Firebaugh High School: Supervised 150 personnel, provided oversight of two departments, and school enrollment of 1,550 students.
• Muscatel Middle School: Managed the enrollment of 561 students, annual operating budget of $141K, and supervised 60 personnel.
Professional Background
EH&A, now part of MGT of America Consulting, LLC, Associate, 02/2023 - present City of El Monte, Mayor, 2020 - present
City of El Monte, Councilwoman, 2018 - 2020
L.A. Metro, Councilmember – San Gabriel Valley Service Council, 2022 - present Los Angeles County Sanitation Districts, Director for District 15, 2020 - present Foothill Transit, Governing Board Member, 2018 - present El Monte City School District, Governing Board Member/President, 2013 - 2018 Marco Antonio Firebaugh High School, Assistant Principal, 2019 - 2023 Muscatel Middle School, Principal, 2014 - 2019
Muscatel Middle School, Assistant Principal, 2010 – 2014
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation C. STAFFING/SUB CONSULTANT
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 23 Lamont Browne, Ed.D.
DEI Advisor | Vice President
Dr. Lamont Browne is an accomplished systems and people leader with a diverse background as a public school administrator, corporate trainer, and team leader. Dr. Browne was educated at the University of Delaware, earning a Bachelor of Science degree in Business Administration, a Master’s degree in Education, and a Doctoral degree in Educational Leadership. He also attended the University of Colorado where he earned an MBA.
Dr. Browne is a strong educational, business, diversity, and talent leader, and is a change agent focusing on quality, equity, and inclusivity. He excels in utilizing a data-driven analytical approach and high EQ to develop high-functioning teams who work collaboratively to design and implement strategic systems that enhance academic and organizational performance. He is nationally recognized as an awardwinning education leader for being performance-driven, leadership development, and achieving results that improve school systems and the advancement of marginalized peoples and communities.
Areas of Expertise
Entrepreneurial Leadership
Business Strategy
Leadership Development
Turnaround Leadership
Organizational Culture
Building Diverse/Inclusive Teams
Community Engagement
Strategy Development
Partnerships/Fundraising
Executive Communication
People/Career Development
Cross-functional Collaboration
Education
Master of Business Administration, University of Colorado Doctor of Education: Leadership, Administration, and Policy, University of Delaware Master of Education: Curriculum and Instruction, University of Delaware Bachelor of Science in Business Administration: Finance, University of Delaware Craig McAlpin
Business Advisor | Director
Mr. Craig McAlpin has more than 14 years of experience in education and operations. He previously served as the Chief Business Officer of Banning Unified School District (CA), managing 8 district departments and a budget of $72 million. During his leadership with Banning USD, he facilitated a Budget Stabilization Plan with shareholders to allow the district to improve their financial projections and become fiscally solvent. Additionally, he oversaw a multimillion-dollar districtwide Facility Upgrade Program that focused on the enhancement and needed changes to site structures, student furniture, and HVAC systems for both students of today and for students of tomorrow. During his career in education management, he has served as a district member for the Citizens Oversight Committee for multiple districts and has been a key member serving on district negotiating teams. He has completed budgets for both large and small districts and has direct knowledge of reporting requirements and deadlines for both fiscal and facility departments. In the ever-changing education management world that is continually evolving, he knows the demands that are put on staff daily and the importance of continual training and professional development opportunities to help them succeed in providing the best education to the students that they help serve.
Areas of Expertise
Fiscal and Facility Strategic Planning
Multi-Department Operational Management
Professional Development
Education
B.A., Business Administration – Azusa Pacific University, May 1997 Chief Business Official Education Partnership Training Program – California Association of School Business Officials (CASBO), May 2011
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 24 D. Approach and Methodology
Strict adherence to a detailed work plan and schedule specifically designed for conducting a quality compensation and classification study with clear reporting dates for each major activity.
MGT has experience nationally and with state and local governmental organizations in California which will provide for the development of a Classification and Compensation study that follows current employment trends and is legally defensible and easy for management to administer and maintain. We understand the ultimate goal of this study is to ensure the City’s classification and compensation system is fair and equitable. Ultimately, our project deliverables for the completed study will include:
A comprehensive evaluation of the pay plan and compensation policies. Evaluation of existing pay policies and practices.
Job-task analysis/job audit of all employee positions. Determination of job classification compliance with federal and state laws. Comprehensive compensation survey within the competitive area. Recommendation for a revised pay plan.
Presentation of the completed study, if needed.
Recommendation for a revised benefit package.
Recommendation for appropriate equity adjustments.
Recommendations for new policies and procedures for developing and maintaining a fair and competitive pay plan and a career track/progression/retention program. Estimate of the fiscal impact of the recommended changes.
Classification and Compensation Methodology
Conduct
Initial
Meeting
&
Finalize
Work Plan
Develop &
Implement
Comm.
Strategy
Review
Existing
Class &
Comp
System
Gather &
Evaluate
Employee
Job Data
Identify
Relevant
Recruit.
Markets
Conduct
Market
Surveys &
Benchmark
All Pos.
Revise /
Prepare
Job Desc.
Develop
Class /
Comp
System &
Present
Reports
Develop
Implem.
Strategies
PROVIDE ONGOING SUPPORT
Classification and Compensation Study Key Tasks
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation D. APPROACH AND METHODOLOGY
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 25
INITIAL MEETINGS AND ORIENTATION SESSIONS
Upon agreement to proceed, MGT’s study team will virtually meet with the City Project Officer to discuss the study’s objectives and compensation philosophy, along with the strengths and limitations of the current classification and compensation system and benefits packages. MGT’s representatives will then request documentation about current compensation and classification programs and discuss these systems to develop an understanding of current concerns.
During these initial meetings, MGT will review the scope, content, and methodology of the study; review employee expectations and commitment; and establish appropriate time frames for completing and returning necessary forms. MGT also will maintain frequent contact with the City Human Resources staff and leadership to ensure the final components of the revised classification and pay plan meet the City’s expectations.
JOB CONTENT QUESTIONNAIRE©
MGT anticipates certain job classification incumbents included in the study may be asked to complete a comprehensive Job Content Questionnaire©. A sample JCQ is provided in Appendix A of this proposal.
MGT's JCQ is a standardized instrument that collects detailed data on a position’s duties and qualifications and allows for objective analyses of job content across organizations. If the City currently has a job data collection instrument it prefers instead, then the desired tool could be utilized, as needed, for data collection.
Consistent with best practices, the purpose of the MGT JCQ is to:
Better understand and document job duties.
Assist in determining the necessary minimum education, experience, and training requirements (including certification and licenses) for individual positions and promotion considerations. Compare jobs in the identified recruitment market(s).
MGT will provide virtual orientation sessions via Microsoft Teams, Zoom, Skype for Business, or a tool preferred by the City for employees to explain how to complete the questionnaire and the types of data required. Supervisors and department heads will be asked to review the forms completed by employees for completeness and accuracy, making additional comments, as necessary. MGT appreciates the fiscal constraints that are common to our municipal clients. As such, we are prepared to facilitate the process remotely or in conjunction with the virtual orientations as preferred by the City.
JOB EVALUATION AND CLASSIFICATION
Data will be gathered through MGT's JCQ for the analysis of current job descriptions or class specifications.
MGT staff will then review the City’s current pay schedule and benefits program as part of the overall analysis for developing the compensation and classification plan(s) and benefits recommendations described above.
Wage and salary data will identify the current market rate for City positions within units included in the study. Based on this data, the management team will be able to determine what competitive position they wish the pay plan to take in the local labor market. This will affect salary ranges, and, in turn, the City’s recruiting abilities.
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation D. APPROACH AND METHODOLOGY
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 26
REPORTS
MGT's final recommendations for the study will reflect the identified and highly visible mission, vision, and compensation philosophy of the City. We will provide a draft report with detailed cost recommendations to the City Project Officer to ensure all aspects of the proposed report meet standards and provide viable recommendations. After reviewing the draft report, we will make any needed revisions and submit the final report. We will also meet virtually to review the final results of the study, discuss alternatives for funding the recommendations made in the final report to include implementation options that may include multi-year phase-in approaches, and train staff on files to perform updates between future studies.
Project Management
MGT uses proven project management methodologies — multiple practitioners have their Project Management Professional (PMP) and Prosci Change Management certifications — to ensure we deliver project results that are on time, on budget, and meet or exceed client expectations by identifying longterm, decision-making solutions.
We find that the two most critical keys to project success are planning and communication.
We take very intentional measures
to define milestones,
responsibilities, and delivery dates
in our planning process, and to
track work progress against the
work plan daily, providing weekly
project status reports. As soon as
the contract is awarded, we
enhance the project work plan that
was included in our proposal by
adding specific milestones, delivery
dates, and consultant
responsibilities. We refine this plan
with input from our project
initiation meeting(s) with the client.
We employ problem-solving skills,
technology, and staff adaptability to
react to variances between work
plan projections and actuals to meet the City’s deadline.
Throughout this process we remain in frequent communication with the client to avoid surprises or conflict. Our project teams are in regular contact with the Project Executive, providing weekly project status updates and bi-weekly status calls to provide a summary of progress and to address any risks or variances from the planned schedule.
Our team’s approach to compensation and classification studies is based on the methodologies, models, and tools that we have developed for this specific type of work, coupled with nearly 50 years of service to public sector organizations across the country. To successfully conduct a study, it is important to fully understand the environment in which the organization operates and the objectives of the study in order to provide a complete, forward-thinking compensation and classification program and final report for the City.
Quality Review
through
Compara�ve
Variance Analysis
Timely
Performance
Responsiveness
and Flexible to
Client Concerns
Communica�on
Throughout the
Project Lifecycle
Assignment
of Quality
Staff
Ini�al Project
Planning
Sa�sfied
Client With
Quality
Product
MGT Client Satisfaction Components
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation D. APPROACH AND METHODOLOGY
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 27 Proposed Work Plan
The tasks below represent MGT’s proven work plan for Compensation and Classification studies.
WORK PLAN TASKS
TASK 1.0: Conduct Initial Meeting and Finalize Project Work Plan TASK 2.0: Develop and Implement a Communications Strategy; Hold Orientation Sessions TASK 3.0: Review Existing Classification and Compensation System TASK 4.0: Gather and Evaluate Current Organizational and Employee Job Data TASK 5.0: Identify Relevant Recruitment Market(s)
TASK 6.0: Conduct Market Survey(s) & Benchmark All Positions TASK 7.0: Revise and Prepare Job Descriptions as Needed TASK 8.0: Develop Compensation and Classification System; Present Report TASK 9.0: Develop Implementation Strategies
TASK 10.0: Provide Ongoing Assistance
The work plan outlined below consists of ten tasks, with the final task being our commitment to work with our client partners for 12 months post-study completion to address study-related questions that may arise. The nature of these tasks requires that some be done sequentially, while others may occur simultaneously.
CONDUCT INITIAL MEETING AND FINALIZE PROJECT WORK PLAN
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To meet with the designated Project Officer, and other key staff as determined by the Project Officer, to gain a comprehensive and mutual understanding of the project’s background, goals, and scope. To identify, in more detail, the specific objectives and expectations for the study, other specific needs and concerns, the level of staff involvement required, and the strategies to be employed during the study. To ensure MGT’s team has a solid understanding of the present compensation system and the system’s strengths and weaknesses. To make any needed modifications to the work plan, expected outcomes, or timeline to ensure all parties agree regarding the scope and project goals.
To agree upon a work plan, timeline, deliverables, and monitoring procedures that will lead to the successful accomplishment of all project objectives.
Revised work plan and
timeline.
Data Request Checklist
Work Activities
1.1 Meet with the designated Project Officer and key client staff members (as appropriate) to accomplish the following:
─ Review the technical approach and work plan to make any necessary modifications. ─ Finalize the project schedule and assign initial responsibilities. ─ Determine how and when to best communicate project activities with the Project Officer, City staff, and administration, as appropriate.
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation D. APPROACH AND METHODOLOGY
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 28
1.2 Obtain relevant reports and current data, including but not limited to:
─ Existing job descriptions with detailed accounts of major duties, responsibilities, and requirements.
─ Organizational charts detailing supervisory roles for reviewing/approving job descriptions. ─ Current compensation plan(s) and personnel policies that relate to classifications, job descriptions, and pay plan issues as well as benefits administration. ─ Current guidelines used to place new or reclassified positions within the current structure(s).
─ Any previous studies, evaluations, or other reports as applicable to this project. ─ Benefits package details.
1.3 Review data requirements for preparing and administering MGT’s JCQ to address any potential data collection issues. The JCQ is used to capture specific job data on factors such as education requirements, experience requirements, financial authority, job complexity, authority, essential job duties, physical demands, and work environment (i.e., FLSA and ADA requirements).
1.4 Revise the work plan and finalize the timeline for each project task with the designated Project Officer, and update the following, as needed:
─ Data collection approach, in terms of questionnaires and related documentation. ─ Specifications of deliverables.
─ Revised schedule of deliverables.
─ Monitoring and/or reporting procedures.
DEVELOP AND IMPLEMENT A COMMUNICATIONS STRATEGY, HOLD
ORIENTATION SESSIONS
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To provide key stakeholders with input into study goals and objectives at the beginning of the process.
To create a clear and simple strategy to communicate the compensation and classification study process to stakeholder groups. To obtain input from employees on the study goals and objectives. To maximize opportunities for participation and review by key stakeholders.
Remote orientation session(s)
if desired.
Solicitation and discussion of
key stakeholder feedback.
Communications plan set for
status updates.
Customized Frequently Asked
Questions (FAQ) document
for employees.
Work Activities
2.1 Work with the Project Officer to schedule orientation presentation(s), if desired, with City staff and administration to provide an outline of the project, tasks, and timelines, and to explain how employees will be involved in project activities.
This activity will include a review of the JCQ and the Management Issues Paper© (MIP) (found in Appendix B) data collection processes to promote a smooth and quality data collection process.
The MIP survey serves two major purposes: 1) to offer supervisory employees the opportunity to briefly express their concerns regarding the current compensation and classification system,
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation D. APPROACH AND METHODOLOGY
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 29 as well as organizational structure, to the project team; and 2) to identify key areas of focus to set the analysis and review process in the proper direction.
2.2 Identify any critical issues raised during the orientation session(s), or through interviews/focus groups with key department staff and share with the Project Officer.
2.3 Resolve and/or prepare a strategy for addressing critical issues.
2.4 Agree upon, and document, future communications including periodic update meetings and additional meetings to present the final report to designated stakeholders.
2.5 Agree upon, and document, future communications with key stakeholders and the Project Officer for providing status updates on the progress of work plan tasks.
REVIEW EXISTING CLASSIFICATION AND COMPENSATION SYSTEM
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To perform a comprehensive review of the current compensation system. To assess the current compensation policies in terms of assigned target market value to determine competitiveness.
To review the current job descriptions for employees. To review related compensation administration policies and the factors currently used in determining pay grade or salary level. To identify opportunities to consolidate job classes and overall compensation program to ease future maintenance of such frameworks Assessment of current
compensation system.
Work Activities
3.1 Review existing pay structures and compensation philosophy documentation. Request and verify data for each employee, including but not limited to, name, current salary, years of service, rank in the organization, organizational structure, recruitment market classification, and assigned department.
3.2 Analyze job placement in the current system using current job descriptions, duties, and responsibilities gathered from the JCQ data collection, employees’ educational credentials, employee longevity within the City, current position, and other relevant work experience.
3.3 Identify classifications and incumbents that fall outside of the predicted placement in the compensation plan.
3.4 Review the existing pay structure and note potential issues to be resolved.
GATHER AND EVALUATE CURRENT ORGANIZATIONAL AND EMPLOYEE
JOB DATA
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To review existing position compensation and classification plan documents, current organizational charts, prior studies, and databases. To administer MGT’s JCQ, as modified to meet your needs, to employees to collect relevant job data for analysis.
To administer MGT’s MIP survey to offer supervisory employees the opportunity to identify compensation, classification, and organizational problems relating to their own areas of responsibility. Administration of MGT’s JCQ
(or current instrument, if
desired) and MIP surveys.
Analysis of JCQ and MIP data.
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation D. APPROACH AND METHODOLOGY
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 30 To review JCQ and MIP data and related information.
Work Activities
4.1 Work with the Project Officer to administer the JCQ, or current instrument utilized by the City — if preferred — to employees included in this engagement.
4.2 Work with the Project Officer to modify and administer the MIP survey to supervisory employees included in this engagement.
4.3 Review the MIP surveys completed by administrators, managers, and supervisors to identify concerns regarding position levels and descriptions, organizational structure, and other issues as needed.
4.4 Review and analyze the results from the JCQ data collection to assist in the determination of the following:
─ Education and experience requirements.
─ Certification/license requirements.
─ Levels of responsibility and authority.
─ FLSA/ADA compliance.
─ Internal and external relationships.
─ Updated job duties and responsibilities, including physical requirements.
IDENTIFY RELEVANT RECRUITMENT MARKETS
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To identify the appropriate recruitment market(s) for positions included in the study and for use in the selection of relevant market data sources. Recruitment market(s)
identified.
Data sources identified for
benchmarking.
Work Activities
5.1 Work with the Project Officer to identify the appropriate public / private recruitment market(s) for included positions. Market levels may include City-recommended local jurisdictions at the state, county, town, or other locality level. Additional regional and national benchmarks may be included for more uniquely competitive positions, such as senior leadership/executive roles.
5.2 Identify appropriate data sources for benchmarking positions. Data sources may include:
─ Salary.com CompAnalyst data available and designed to support unique situations, such as hybrid positions.
─ Data gathered through market peer salary surveys from identified comparable organizations (see Task 6.0 below).
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Attachment: Attachment B: MGT TECHNICAL PROPOSAL_City of Barstow_Class & Comp (5483 : Approval of Classification and Compensation D. APPROACH AND METHODOLOGY
CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 31
CONDUCT MARKET SURVEYS & BENCHMARK ALL POSITIONS
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To determine appropriate public and private organizations, in collaboration with the Project Officer, that offer comparable employment opportunities to use for benchmark comparisons. Consideration will be given to the following criteria:
─ Geographic Area (Location). The geographical scope of the labor market survey (i.e., local, statewide, regional, or national recruitment areas).
─ Service Structure. Organizations with comparable jobs and similar organizational structure and economic characteristics.
─ Size. Comparability of organizational size (measured through number of management and non-management positions, budget, population served, etc.).
To select benchmark positions that meet the approval of the Project Officer and are appropriate to use in conducting a market salary survey.
Benchmarks selected for the market salary survey should be based on the following criteria:
─ Benchmarks should be reasonably well-known and concisely described.
─ Benchmarks should have a clear and identifiable relationship to other classes in their occupational group to ensure they will serve as a good reference point in relating and establishing salaries for other classes within their job category.
─ Benchmarks should be representative of the various functional areas, job categories, and pay levels.
Creation and distribution of
market survey(s).
Analysis of market survey
results.
Work Activities
6.1 Establish a set of benchmark classifications consisting of selected positions that are utilized by the City and comparable organizations.
6.2 In close collaboration with the City, identify comparable organizations to survey and use for benchmark comparisons.
6.3 Conduct salary surveys.
6.4 Analyze data.
6.5 Prepare report of survey results.
REVISE AND PREPARE JOB DESCRIPTIONS AS NEEDED
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To revise staff job descriptions, as needed, in an agreed upon format. A set of updated job descriptions.
Documented process for
evaluating new/revising
current jobs.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 32 Work Activities
7.1 Review and examine JCQ data, MIP data, and additional comments from key stakeholders and managers concerning each position, personnel organizational charts, and similar documents.
7.2 Develop a draft job description format, if desired. All job descriptions will be updated in Microsoft Word format and will include factors such as but not limited to:
─ Essential job functions.
─ Knowledge, skills, and abilities.
─ Minimum qualifications.
─ Materials and equipment used.
─ Special certifications or requirements.
─ ADA characteristics of the position (i.e., physical, environmental, and sensory).
7.3 Make appropriate revisions to job descriptions.
7.4 Document process used to evaluate new/revise current jobs and provide as an operating guide.
DEVELOP COMPENSATION AND CLASSIFICATION SYSTEM, PRESENT REPORT
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To provide an updated/new compensation system that:
─ Reflects the relevant competitive recruitment markets. ─ Is flexible to manage and update for ongoing maintenance and administration.
─ Contributes to the overall efficiency and effectiveness of operations. ─ Reflects the mission, goals, and strategic plan.
─ Provides implementation strategies for moving employees into the new structure(s).
─ Provides flexibility and guidelines for maintenance of the new structure(s).
To develop and present a final report containing a detailed narrative about the study’s methodology, results, implementation strategies, guidelines for maintenance, and implementation costs. The final report will include a detailed description of the development and characteristics of the proposed pay structure(s), including grade and range spreads.
Includes onsite presentation on the study results if desired. Draft report.
Final report.
Work Activities
8.1 Confirm with the Project Officer and other appropriate officials the desired characteristics of the updated City compensation and classification system.
8.2 Integrate employee and classification data into compensation and implementation reports.
8.3 Develop draft models for the City’s consideration. The drafts will provide steps for transitioning employees from their current classifications and/or salary structures to the proposed system.
8.4 Identify the financial impact of the revised compensation system.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 33
8.5 Review the draft compensation system, including financial impact, with the Project Officer and other appropriate staff.
8.6 Complete revisions, if any and as appropriate, and prepare and provide the final report, which includes an onsite presentation on the study results. The final report will detail the recommended compensation system and results of the market comparisons, including an overview of the key issues, methodology, and recommendations of the study. Specifically, the final report will include the following:
─ Identification of organizations surveyed and the selected benchmarks. ─ Identification of how City positions relate and compare to the market. ─ Survey data information.
─ Inclusion of those classes where no market data were identified, if any, and discussion of how those positions are classified to ensure internal equity. ─ Detailed narrative of the study’s methodology, processes, and data selection. ─ Detailed description of the creation and characteristics of the proposed system. ─ Tables reflecting proposed salary structures and the recommended salary grade ranges for each classification.
─ Costs to implement study recommendations with the presentation of phase-in options. ─ Identification of outliers (i.e., employees falling above or below current proposed minimum and maximum salaries).
─ Guidelines for ongoing system maintenance and administration. Includes best practices on promotions, transfers, succession planning, and other compensation policies.
DEVELOP IMPLEMENTATION STRATEGIES
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To provide phase-in options and cost projections for proposed changes. To provide policies and procedures for long-term system maintenance and administration.
To assist in communicating the results of the classification and compensation study to key stakeholders.
Phase-in options and cost
projections.
Policies and procedures for
system maintenance and
administration.
Communication of study
results.
Work Activities
9.1 Review study results with the Project Officer and other key staff, as directed, to identify and determine options for migrating the City from its current system to the recommended system.
9.2 Communicate study results to designated City leadership, including staff and administration, as desired.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 34
PROVIDE ONGOING ASSISTANCE
OBJECTIVE(S) PROJECT DELIVERABLE(S)
To provide staff consultation for a period of 12 months. On-call consultation for 12 months. (MGT maintains
ongoing relationships with all
clients.)
Work Activities
10.1 Prepare compensation system materials and training for administering and maintaining the system and share with the Project Officer and key stakeholders. Revise, as necessary, and provide final copies. All materials are provided in Microsoft Word or Excel format, and there is no additional software necessary for purchase in implementing and maintaining the new system.
10.2 Provide consultation to HR on the maintenance and administration of the system.
10.3 Follow up with key City staff to address any issues related to system implementation.
Work Plan Assumptions
Providing assumptions helps the entire team (client and consultant) fully understand each other’s expectations for the project. The following outlines our work plan assumptions:
1) MGT will work with the City to find the appropriate balance between onsite and virtual work due to the COVID-19 pandemic. MGT can and has successfully performed all tasks virtually. 2) The City will designate a Project Officer in concert with (or prior to) project kick-off. 3) All phases of the project will involve significant input from key identified City stakeholders, including the Project Officer.
4) MGT will request employee/position data in a standard database format (Excel). The City will need to provide a usable database within a reasonable amount of time (e.g., two weeks) to meet the agreed upon study schedule. The initial work conducted by MGT’s team will be dependent on receiving the requested information in this database request. MGT will provide immediate notification if the database does not meet specifications. If data (e.g., employee names, salaries, etc.) cannot be provided, any additional programming or data mining work performed by MGT to establish a usable database or to clean a database provided by the City will be approved prior to initiation.
5) If the City prefers that MGT utilize additional sources of salary data (e.g., a subscriber service, or regional salary survey), the City will facilitate MGT’s access and bear any associated costs. 6) Data collection and analyses will primarily be conducted online, with interviews and focus groups utilized as necessary to ensure successful project outcomes. 7) The implementation of the new system will be dependent upon the City’s fiscal considerations and other factors to be identified by the City during the work effort. 8) The study is divided into tasks, although some will occur simultaneously to best meet the City’s desired schedule. In order to meet the quick turnaround schedule proposed, any additional reviews of materials by the City will need to occur within one week of submission.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 35 9) A clear and concise implementation plan and strategy will be provided to the City to enable an appropriate phase-in of study results.
10) MGT will be available to the City for a period of 12 months following the completion of the project, as needed, for implementation follow-up.
11) Final reports are assumed final, if we do not hear from the City within two weeks of report delivery (email or hard copy).
The entire classification and compensation study process is transparent, and all data collection instruments, methodology, and final outcomes will be documented in great detail. All files are provided in Excel or Word formats for maximum implementation efficiency and periodic updating.
Timeline
Based on MGT’s experience conducting similar studies and the RFP requirements, we anticipate the project can be completed within 10 months of project initiation as illustrated in Exhibit 2, with a final completion date of October 15, 2024.
Exhibit 2. Proposed Schedule
Customer Support
We will not simply leave you with a report and a plethora of recommendations. MGT is prepared to assist you in developing, implementing, and sustaining an equitable compensation study and classification system. We will create detailed implementation strategies and work with you to successfully achieve the implementation process. We provide no-cost assistance for a 12-month period following study completion to ensure a smooth transition from current to desired state.
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RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 36 E. References
A leader in public sector classification and compensation studies.
Many of our clients have contracted with MGT for multiple projects or updates; we feel repeat business is the greatest testament to our commitment to customer service and client satisfaction. We encourage you to contact any of our references to learn of our professionalism, ability to meet timelines, and the expertise of our staff.
CITY OF CUDAHY CLASSIFICATION AND COMPENSATION STUDY
11/2022 – 03/2023 | CONTRACTED AMOUNT: $54,880
NOEL BARAJAS, HUMAN RESOURCES MANAGER
5220 SANTA ANA STREET | CUDAHY, CALIFORNIA 90201
(323) 773-5143 EXT. 223 | [email protected]
To accomplish the City of Cudahy’s project goals, MGT’s study included:
A review of Cudahy’s current salary schedules, organizational charts, and job descriptions. A review of the data gathered through MGT’s Management Issues Paper (MIP) survey was completed by supervisors to identify concerns regarding position levels and descriptions. A review of the data gathered through MGT’s Job Content Questionnaire (JCQ) for selected positions to collect information on a classification’s current educational requirements, FLSA/ADA compliance, internal and external relationships, and job responsibilities and duties. An evaluation of jobs based on the nature of work and the job task assignments for each position.
A review and comparison of salary data from comparable entities (as approved by the City of Cudahy).
Developing an updated compensation system based on relevant market comparisons and assigning positions to appropriate placement within the system. Revision/development of job descriptions for positions. A summary of costs and strategies to implement the competitive compensation structure.
A summary of costs and strategies to implement the competitive compensation structure.
CITY OF SAN CLEMENTE CLASSIFICATION AND COMPENSATION STUDY 10/26/2022 – 4/4/2023 | CONTRACTED AMOUNT: $17,668
JOHANNE THORDAHL, HUMAN RESOURCES MANAGER
910 CALLE NEGOCIO | SAN CLEMENTE, CALIFORNIA 92673
(949) 361-8203 | [email protected]
The City of San Clemente sought professional services to review the City's current part-time employee compensation and classification program and to provide guidance on the proper structuring and implementation of a fair and equitable program. The study indicated what actions should be taken to avoid loss of qualified staff and difficulties in recruiting new employees for City employment, while competitively compensating its 184 current part-time employees in 18 job classifications. An Evaluation and benchmarking of the City's total compensation package was reviewed.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 37 CITY OF ST. CLOUD CLASSIFICATION AND COMPENSATION STUDY 7/13/2021 – 10/31/2021 | CONTRACTED AMOUNT: $58,160
MIMI TRAN, DIRECTOR OF HUMAN RESOURCES & RISK MANAGEMENT 1300 9TH STREET | ST. CLOUD, FLORIDA 34769
(407) 957-7359 | [email protected]
The City of St. Cloud sought professional services to review the City's current compensation and classification program and to provide guidance on the proper structuring and implementation of a fair and equitable program. The study indicated what actions should be taken to avoid loss of qualified staff and difficulties in recruiting new employees for City employment, while competitively compensating its 642 current employees in 234 job classifications. An Evaluation and benchmarking of the City's total compensation package was reviewed.
CITY OF WOODINVILLE EMPLOYEE JOB CLASSIFICATION AND COMPENSATION STUDY 2/6/2020 – 7/31/2021 | CONTRACT AMOUNT: $27,895
ALEX HERZOG, ASSISTANT TO THE CITY MANAGER
17301 133RD AVENUE NE | WOODINVILLE, WASHINGTON 98072
(425) 877-2275 | [email protected]
MGT completed a Classification and Compensation Study for approximately 51 City employees. The goal of this study was to determine appropriate compensation to remain competitive in the market, allowing the City to attract and retain the talent required to provide quality services to the community. MGT’s study included: a comparative analysis that identifies the City’s competitive position in a relative labor market, including comparative City employers; recommendations for necessary changes to total salaries and benefits; and compensation rule and policy recommendations. MGT included the involvement of City Council, management, and staff throughout the study.
CITY OF HERMISTON CLASSIFICATION AND COMPENSATION STUDY 7/9/2019 – 11/30/2019 | CONTRACTED AMOUNT: $15,725
MARK KRAWCZYK, CTP, DIRECTOR OF FINANCE
180 NE 2ND STREET | HERMISTON, OREGON 97383
(541) 567-5521 | [email protected]
The classification and compensation study completed by MGT provided the City with an equitable, competitive, and compelling system to ensure the City enact a fair, competitive, and attractive compensation package to its employees. MGT’s study included approximately 94 employees in 52 job classifications and was comprised of the following activities to accomplish the goals set by the City:
conducting an initial meeting and finalizing the work plan; developing and implementing a communications strategy and holding onsite orientation sessions; reviewing existing classification and compensation system; gathering and evaluating current organizational and employee job data; identifying relevant recruitment markets; conducting market surveys; developing the compensation and classification system and presenting the final report; and developing implementation strategies.
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RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 38 Appendix A. Sample JCQ
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 39
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 40
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 41
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 42
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 43
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 44
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RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 45 Appendix B. Sample MIP
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RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 46 Appendix C. Required Forms
Completed form is provided on the following page.
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CITY OF BARSTOW, CA | JULY 11, 2023
RFP | CLASS AND COMPENSATION STUDY – TECHNICAL PROPOSAL PAGE 47
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888.302.0899 | www.mgtconsulting.com
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PROPOSAL
City of Barstow
Class and Compensation Study
July 11, 2023
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Packet Pg. 112 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT P. O. BO X 1350 | C AR MEL V A LLEY, C A 93924 | 844 . 587. 7300 | WWW. R GS.C A. GO V July 11, 2023
Darcy Wigington, Human Resources Manager
City of Barstow
220 E. Mountain View Street,
Barstow, CA 92311
RE: PROPOSAL TO THE CITY OF BARSTOW TO PROVIDE CONSULTING SERVICES TO
CONDUCT CLASS & COMPENSATION STUDY
Dear Ms. Wigington,
Regional Government Services Authority (RGS) is pleased to submit this proposal to the City of Barstow to provide consulting services to conduct a Class and Compensation Study.
RGS is a unique, fee-supported, joint powers authority specializing in public-sector administration and consulting services. RGS serves public agencies and employs experienced public-sector professionals to assist our partner agencies. Since 2002, RGS has served nearly 400 public agencies through our unique network of geographically distributed Advisors who work onsite at partner agency offices and through various remote access technologies to deliver services to partner agencies, reducing overhead and expanding our ability to provide high-quality services throughout the state.
I am confident that you will find RGS’s approach responsive to each City’s objectives and needs.
RGS consultants are experienced in classification and compensation studies working effectively with management, employees, elected officials, and labor representatives to achieve desired results. RGS has a solid and respected reputation with the public agencies we serve for timely, cost-efficient delivery and effective implementation. As a public agency, we fully understand the needs and requirements of public agencies. This proposal will remain valid for a 90-day period from the date this proposal is opened.
The RGS team appreciates the opportunity to be of service to the City of Barstow! Sincerely,
Sophia Selivanoff, Executive Director
REGIONAL GOVERNMENT SERVICES
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
1 Consultant Overview and General Qualifications........................................................................... 2 Staffing ............................................................................................................................................ 3 RGS Project Team............................................................................................................................ 5 Classification, Compensation & Evolution Analysis Project ........................................................... 5 Approach & Methodology .............................................................................................................. 6 Related Experience ....................................................................................................................... 13 Cost Proposal ................................................................................................................................ 14 * included in a separate sealed envelope
References .................................................................................................................................... 14 Project Schedule ........................................................................................................................... 16 Appendix A- Resumes
Appendix B - Exceptions to the PSA
Appendix C - Required Forms
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
2 CONSULTANT OVERVIEW AND GENERAL QUALIFICATIONS
Regional Government Services (RGS) is a California Joint Powers Authority (JPA) serving the needs of public agencies - cities, counties, special districts, and other governmental entities, since 2002.
RGS works collaboratively with public agencies providing a ready source of skilled and effective administrative best practices and support for operational delivery. In addition to offering expertise in the design and delivery of core agency administration, including executive management, transparent governance, finance, and human resource administration, RGS offers consulting services in strategic planning, project management, public works and land use policy and projects, engagement and communications, and local and regional economic development.
RGS currently serves approximately one hundred public agencies.
Public agencies throughout California trust RGS to support their core mission and successful delivery of local services by thoughtful delivery of:
• Finance, Treasury, Accounting, and Payroll Consultation and Services • Human Resource Management Consultation and Services
• Implementation and Optimization of Administrative Information Technology • NEOGOV Support Services
• Classification and Compensation Studies and Assessments • Recruitment and Selection Services – All Agency Staff Levels • Training and Staff Development Courses and Consultation • Disability and Leave Management
• Communications and Engagement Strategies and Program Delivery • Strategic Organizational Development
• Project Management Consultation and Services
• Economic Development Project and Program Design and Facilitation • Disaster Cost Recovery
• Land Use Planning Consultation and Services
• Facilitation of Multi-Stakeholder Input and Negotiation Processes • Comprehensive Outsourced Agency Administration
• Transition Management Consultation and Services
• Benefit Pools and Other Shared Resource Programs
RGS is a streamlined organization of consultants who work virtually--or within our partner agency offices on an as-needed basis. Our unique network of geographically distributed employees
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
3 provides a highly flexible service delivery system that reduces overhead and expands our ability to provide high-quality services throughout the state, as well as competitive pricing.
The RGS team of nearly 200 employees possesses a wide range of technical expertise as well as extensive management and executive experience in California public agencies. RGS prides itself on delivering accurate, professional products and services, developing and meeting appropriate project timelines, and providing clear, honest, and compassionate communications, thus promoting good relations with stakeholders at all phases of a client’s project.
Our Executive Director, Sophia Selivanoff, has worked with RGS since 2009; and works closely with our leadership team to ensure outstanding delivery of all RGS services; and to develop new services, business partners and knowledge resources to support our public agency partners.
STAFFING
Since 2015, RGS advisor teams have completed several hundred classification and compensation and multiple staffing projection studies for agencies throughout the State of California, including municipalities, county organizations, water and wastewater districts, special districts, a municipal insurance agency, transportation agencies, waste management agencies, and joint powers authorities. These studies have ranged from organization-wide comprehensive classification and compensation studies and staffing projections as part of an organizational development assessment or redesign. Most of our partner agencies have intended to design and implement traditional organizational hierarchies. We respect each agency's policy in offering classification and compensation services while providing creative and effective solutions to enhance staff attraction, retention, growth, and delivery of excellent public service.
In addition to our specific classification and compensation studies, RGS regularly provides organizational assessment studies in which alternative staffing, structure, and service delivery models are explored.
Regional Government Services (RGS) takes a holistic approach to classification study since each agency is unique in its work culture, services, and community. RGS will consider these factors when analyzing and making recommendations. The methods of how the study will be approached and analyzed are addressed fully in the Work Plan section of this proposal.
The RGS team we have assembled to assist the City has outstanding relevant experiences, talents, and accomplishments in a range of public-sector operations. The primary project staff resourced for this team are available and prepared to begin immediately, will be available to the extent proposed for the duration of the contract, and have extensive experience in staffing projections, classification projects, and developing compensation structures and strategies. RGS does not
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
4 utilize sub-consultants. The primary project team assigned to the City to deliver services will consist of the following:
• Sophia Selivanoff, Executive Director
• Patty Howard, Senior Human Resources Advisor
• Cherie Johnson, Senior Human Resources Advisor
• Karen Blakely, Human Resources Advisor
• Judy LaPorte, Human Resources Advisor
• Tracy Melone, Human Resources Advisor
• David Prieto, Human Resources Advisor
• Maddy Wasserman, Technical Specialist
The following organizational chart reflects the primary project team's roles throughout the classification and compensation study. Summary resumes for the identified key RGS project team may be found in Appendix A. In addition, RGS may add other available and qualified Advisors to the team at the Senior Advisor's discretion as project requirements and priorities may be required.
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
5 RGS PROJECT TEAM
CLASSIFICATION, COMPENSATION & EVOLUTION ANALYSIS PROJECT Sophia Selivanoff, Executive Director
Provide general project oversight
Serve as lead for the evolution analysis
Cherie Johnson, Senior HR Advisor
David Prieto, HR Advisor
Data collection and assessment for
Evolution Analysis
Patty Howard, Senior HR Advisor
Provide day-to-day oversight of the project;
Point of contact for the City; ensure the
timeline is met; draft and finalize documents
and study report; present study data and
recommendations to the City Council and
other stakeholders.
Karen Blakely, Judy LaPorte, Tracy
Melone, HR Advisors
Review PDQs, interview employees, analyze
data, update/create class specifications;
collect compensation data, analyze data,
provide preliminary recommendations.
Maddy Wasserman, Technical Specialist
Provide technical support to RGS advisors,
format final report, worksheets, and
additional documents.
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
6 APPROACH & METHODOLOGY
RGS will take the following steps to complete the classification and compensation study. The RGS Lead Advisor and Project Advisors will be available for phone and email consultation and video conference/phone meetings throughout the project.
VIRTUAL KICK-OFF MEETING WITH THE CITY’S POINT(S) OF CONTACT The kick-off meeting will allow City to provide RGS with pertinent organizational data and share information regarding City’s classification and compensation plans. RGS will explain and answer any questions regarding the methodology, objectives, deliverables, and data collection methods to be used during the study.
REQUEST AND REVIEW KEY ORGANIZATIONAL BACKGROUND MATERIAL Once the contract is executed, RGS will request and review key background material and documents from City’s current classification, compensation, organizational structure, policies, and procedures. Typical materials requested include:
• Organizational Charts.
• Existing classification specifications.
• Current salary schedules.
• Applicable policies and procedures.
• Current budget documents.
• Previous classification studies related to the study classifications.
CLASSIFICATION ANALYSIS
During the study, RGS will conduct a job task analysis of each position, working with employees, managers, and executive staff to acquire the information we will use to ensure the proper classification of each position.
1. Position Description Questionnaires (PDQ)
a. Participant Orientation and Survey Tool Deployment
The project begins with virtual employee orientation meeting(s) to introduce the PDQ, followed by its distribution to employees. RGS will utilize a secure web based PDQ to collect incumbent job information for this study. RGS will distribute a link to the electronic PDQ using email. These PDQs allow employees to fully describe their positions' purpose,
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
7 duties, and responsibilities in the easiest and quickest way possible. The PDQ will also capture other job-related information, including knowledge, skills, abilities, frequency and nature of contacts, physical requirements, authority, autonomy of decision-making, consequences of error, environmental working conditions, education, and supervisory and managerial responsibilities. For vacant positions included in the study, the assigned supervisor should complete the PDQ.
After the orientation, employees are provided with written instructions and a link to the PDQ. Employees may save and exit for later return while completing the survey and print a PDF of their completed survey. Supervisors receive an email link to review, comment, and electronically sign completed surveys.
During the survey process, RGS professionals can provide remote support to employees, answer questions related to the survey, or resolve technical difficulties with the survey tool.
b. Review Completed PDQs – Evaluate Job Classification Structure RGS advisors will review the PDQ data collected, evaluating all classification factors of the position, the class series, the job family, and the internal relationships within the classification plan. RGS advisors will review the structure of each classification and the placement, levels, and parity of classifications within and across City's classification plan. c. Conduct Data Clarification Interviews
Based on a thorough review of all employees' PDQ surveys, RGS advisors will conduct individual or group interviews, as needed, to clarify and secure additional information.
For classifications with no incumbent, the classification's supervisor will be interviewed.
Interviews may be conducted via telephone or video conference. Fully experienced RGS Advisors will conduct employee interviews.
2. Develop Classification Recommendations
RGS will review, compile, and analyze all information collected through the PDQ, participant interviews, and organizational materials obtained from City. Using this information and, where necessary, data from other comparable agencies, RGS will develop recommendations for each classification description, structure, and format to ensure each classification accurately reflects the following information:
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
8 • Job Title.
• General description and purpose of classification.
• Supervision exercised and received.
• Distinguishing characteristics in relation to other classifications performing similar work within the same job family or across the class plan. • An illustrative list of essential duty statements in order of importance. • Knowledge, skills, abilities, and other attributes necessary to perform the essential duties.
• Minimum qualifications required at entry to successfully perform the essential functions, including education, experience, training, certifications, licenses, etc. • A statement of the physicality necessary to effectively perform the essential duties. • Appropriate FLSA designation, if requested by City.
3. Job Classification Descriptions
RGS will prepare classification descriptions and recommendations for appropriate classification structure to ensure the plan and descriptions align with current business and operational needs. The descriptions will be finalized based on City's edits.
COMPENSATION ANALYSIS
Comparable Agencies
Establishing the list of comparable agencies is critical to the accuracy and validity of the data collected during the study. RGS will evaluate the list of agencies established by the City with includes:
• City of Apple Valley • City of Ontario
• City of Colton • City of Redlands
• City of Hesperia • City of Rialto
• City of La Verne • City of San Bernadino
• City of Montclair • City of Victorville
In addition, RGS will evaluate other agencies who may compete for qualified candidates within the City’s labor pool and best align with the City’s geographic location, population, and services provided.
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
9 Compensation Elements
The compensation elements utilized in the study should assist the District in determining the comparability of the District’s compensation package to that of the other agencies included in the study. RGS recommends the District consider the following benefits components:
• Base rate of hourly pay
• Contributions by employer to the following programs:
o Pension system, including Social Security
o Health insurance premium, family coverage level
o Dental insurance premium, family coverage level
o Vision insurance premium, family coverage level
• Vacation leave
• Sick Leave
• Holiday Leave (including floating holidays)
• Management/Administrative leave
• Employer contribution to a deferred compensation plan • Other forms of cash compensation
• Education incentive
• Uniform/Safety equipment
There are certain benefits that are not quantifiable or may not pertain to or vary between all incumbents in a classification. While these benefits cannot be included in a total compensation calculation, the collection of the data may be useful in comparing the District’s compensation package with that of the comparable agencies. The District may choose to have RGS collect data for the following benefit factors for informational purposes:
• Certification pay
• On-call/stand-by pay
• Call back pay
• Special assignment/duty pay
Benchmark Classifications to be Studied
RGS will analyze the City’s current classification plan and recommend a select number of benchmark classifications to be surveyed for the study. Benchmark classifications are usually those that are found throughout the comparator agencies. They are most often journey-level classifications either within a specific classification series or those that are single classifications.
From the data collected for the benchmark classifications, RGS will recommend the internal
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
10 alignment of salaries for the remaining City classifications using established compensation practices.
Collection of Data
Using the comparator agencies, the compensation elements identified, and the selected League classifications, RGS will identify comparable classifications within each comparator agency and collect and compile the compensation data. Comparable classifications will be determined on a “whole job” basis, considering duties, reporting structure, and requirements, and not by title alone.
EVOLUTION ANALYSIS
The City is requesting that the selected consultant provide an analysis of current employment trends which impact classification and compensation structures, including:
• labor pool demographics.
• multi-generational workforces.
• the role of technology in maximizing work efficiencies. • micro-credentialing and other workforce skills development and adaptation approaches. • labor relations.
• projections of future compensation drivers.
Since 2012, RGS consultants have conducted dozens of organizational assessments for public agencies, all focusing on organizational objectives and the structure, staffing, and systems necessary to accomplish those objectives. While external factors may be relevant, the typical assessment is primarily a strategic internal scan intended to clarify controllable policies, systems, and tools, as well as define organizational needs and the values parameters which will guide future solutions.
This requested assessment is broad in scope, reviewing both general workforce trends, policy, practices, and programs that are Citywide in applicability and the management of specific compensation elements that have historically been associated with the delivery of departmental operations and services. While the RFP does not identify attraction and retention of wellqualified employees as a primary objective of compensation, the trends identified suggest strongly that the City’s interest is broader than simply pay systems—it is in workforce effectiveness and engagement.
Our proposal provides for high-level review, which will assist the City in critical policy development and resource allocation decisions to address not only compensation models but
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11 other aspects of workforce effectiveness and engagement. Clear objectives will be defined, and evaluative approaches for understanding the utility of programs and practices (present and future) in achieving such objectives will be identified.
In this case, RGS’ approach will focus on clarifying a useful framework for the City’s future compensation practices.
Phase 1 – Information Gathering
RGS’ team will focus on identifying the current drivers of the City’s compensation and employee engagement approach. This includes surfacing attitudes, values, and expectations as well as understanding specific compensation models and agreements regarding compensable work and/or qualifications. Our methods include interviews with key executives, HR staff, and other stakeholders; and a thorough review of the organization’s compensation systems, including documented policies and procedures and communication channels and workflows.
In addition, the team will gather data from key managers and City-identified focus groups of employees about values relative to compensation elements and other organizational engagement factors. This will be done via internet-based surveys.
Phase 2 – Analysis and Recommendations
The RGS team will analyze the data collected and synthesize management and staff input on compensation and engagement elements and priorities. RGS will provide a written report with findings and recommendations for models that will support the City’s ability to engage effectively with the employment trends and issues noted above, as well as offering specific tools and approaches for the administration and maintenance of a system to keep compensation practices effective and equitable.
This is potentially a very large study, impacting every department of the City. It should be noted that RGS’ deliverable is a strategic assessment resulting in recommended conceptual models only. The overarching paradigms which result from this study are anticipated to be applied on a Citywide basis and not to be the sole responsibility of the HR department. The additional detailed action planning required for effective implementation is outside the scope presently proposed by RGS. Implementing any recommended strategy will involve contemporaneous analysis of a range of legal, administrative, and operational issues. Further evaluation of the City’s ability to comprehensively address workforce issues does ultimately require a review of all departments’ activities. Education and engagement with employees and labor groups will also be required.
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Packet Pg. 125 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT
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12 This project requires an investment of client organization staff time, and it is assumed that City personnel are willing to make this commitment. City staff will be tasked with timely participation in interviews and surveys and making electronic or paper documentation accessible for review if needed.
STUDY REPORT
RGS will compile and incorporate information gathered for each segment of the study to provide the City with a draft study report. Then through the collaborative review process the report will be finalized. The final report will include, at a minimum, the following:
Classification Analysis
• Executive Summary – including process followed and methodology used. • Classification Study
o Findings related to job titles, job PDQs, job specifications, and employee interviews.
o Confirmation that duties listed on the job specifications reflect the needs of City, identification of positions where there is a disparity in duties performed and the job specification, and insight into areas of note related to span of control, reporting relationships, and career ladders.
o Confirmation that the job titles and job specifications are consistent with the work performed by each incumbent.
o Revised, updated, retitled, or newly proposed classification specifications that include accurate duty statements, skills, and competencies required for each position.
o Recommendations for obsolete job titles or classes or those that might benefit from the modernization of title and nomenclature, new classes and titles, and position reclassifications.
o Recommendation for a process to maintain the classification plan along with tools.
Compensation Analysis
• Executive Summary – including process followed and methodology used. • Compensation Study:
o A list of comparator agencies surveyed as part of the compensation study. o A list of classifications surveyed.
o Statistics for each benchmark classification’s base rate of pay identifying the percentage above or below the average and median of market comparators.
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
13 o Statistics for each classification’s total compensation identifying the percentage above or below the average and median of market comparators. o Complete compensation survey data.
o Strategies to implement the compensation recommendations.
Evolution Analysis
• Executive Summary – including process followed and methodology used. • Findings, Analysis and Recommendations
o Identified organizational needs and objectives related to compensation and workforce attraction and retention.
o Relevant existing organizational structures and models. o Brief survey of significant external factors and influences. o Alternative structures and models to effectively achieve desired outcomes. o Strategies to manage external factors.
o Recommended initial actions.
RELATED EXPERIENCE
Our advisors have worked on multiple comprehensive classification and compensation studies for public entities at the state, county, and local levels. We are skilled at crafting, reviewing, and analyzing a wide array of public sector organizational classification and compensation structures.
The following is the list of clients for which RGS has recently completed similar studies as requested by the City.
Client Type of Project Project Detail
Delta Diablo Classification Study Agency-wide sixty-eight classifications, eighty-one employees
City of Sacramento
Classification and
Compensation
Study
Convention Center, nineteen classifications, fortytwo employees.
Central Coast
Community Energy
(3CE)
Compensation
Study
Agency-wide, thirty-four classifications, six
comparator agencies
City of Fort Bragg
Classification and
Compensation
Study
Agency-wide class and comp study; twenty-eight
classes; thirty-seven employees; ten comparable
agencies
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CLASSIFICATION & COMPENSATION STUDY PROPOSAL
14 Client Type of Project Project Detail
Santa Cruz County
Transportation
Commission
Staffing
Assessment
Agency-wide assessment of current staffing
structure and recommendations based on future
needs
City of Yreka Compensation
Study
Twenty-seven benchmark classes, ten comparable
agencies
COST PROPOSAL
Per the RFP the cost proposal has been included in this package in a separate sealed envelope.
REFERENCES
RGS teams regularly provide services beyond contract requirements and partner agency expectations. The intent is to address the services identified in the contract and take a holistic approach to ensure our partner agencies have considered all avenues, risks, and implementation options. RGS always strives to provide exceptional service without exceeding the contract’s financial constraints. We are familiar with and have helped many organizations successfully navigate the challenges and opportunities that surface in studies. Additional references can be provided upon request.
GROSSMONT HEALTHCARE DISTRICT
RGS conducted an agency-wide total
compensation study, surveying twenty-four
designated comparator agencies for nine of the
District’s classifications. RGS collected salary
and benefits data for all comparable
classifications and recommended salary adjustments based on the external market data and the internal compensation alignment analysis conducted. Salary recommendations were made utilizing generally accepted compensation standards to ensure equity within class series, families, and across the various workgroups.
Tom Scaglione
Chief Administrative Officer
Email:[email protected]
9001 Wakarusa Street
La Mesa, CA 91942
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15 CITY OF FORT BRAGG
RGS conducted an agency-wide classification and
compensation study of the thirty-one classifications
(thirty-nine employees). RGS conducted job analysis
on each position in the Division, identified essential
duties, aligned positions into job families within
classification series and across the classification plan, recommended new classification titles, and created new classification specifications for positions at various levels of the organization. RGS then conducted an internal compensation alignment analysis based on the updated classification plan. Salary recommendations were made utilizing generally accepted compensation standards to ensure equity within class series, class families, and across the various workgroups.
CITY OF WATERFORD
RGS conducted an agency-wide total compensation
study, surveying thirteen (13) designated
comparator agencies for twenty-two of the City’s
classifications. RGS collected salary and benefits
data for all comparable classifications and
recommended salary adjustments based on the external market data and the internal compensation alignment analysis conducted. Salary recommendations were made utilizing generally accepted compensation standards to ensure equity within class series, families, and across the various workgroups.
SANTA CRUZ COUNTY REGIONAL TRANSPORTATION
COMMISSION
RGS was engaged to conduct a comprehensive
organizational assessment of the RTC, including a
review and assessment of the agency's current
organizational structure, operational functions,
work program, and staffing levels. The analysis included employee participation, through employee engagement surveys and other methods. The data was collected and analyzed to develop a recommended organizational structure, staffing levels, training, employee engagement approaches, and the use of consultants to ensure the maintenance of a positive work environment.
Peggy Ducey
Interim City Manager
Email: [email protected]
416 North Franklin Street
Fort Bragg, CA 95437
Corbett Browning
City Attorney
Email: [email protected]
101 E. Street
Waterford, CA 95386
Guy Preston
Executive Director
Email: [email protected]
Ph: (831) 460-3200
1101 Pacific Avenue #250
Santa Cruz, CA 95060
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Packet Pg. 129 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT
CLASSIFICATION & COMPENSATION STUDY PROPOSAL
16 DELTA DIABLO SANITATION DISTRICT
RGS conducted a 68 classification study for the
District. RGS conducted job analysis on each
position in the District, identified essential duties,
aligned positions into job families within the
classification series and across the classification
plan, recommended new classification titles, and created new classification specifications for positions at all levels of the organization.
PROJECT SCHEDULE
Per the addendum issued, the following is a tentative project timeline that may be modified with mutual agreement between the City and RGS. Staff availability and responsiveness will be critical to meet the following timeline. In addition, the success of the data collection process during the compensation study will depend on how forthcoming the comparator agencies are with the requested information.
Meetings between RGS and the City's points of contact can be scheduled as required. Biweekly progress reports can be provided throughout the project. RGS strives to manage the timeline to ensure deadlines are met.
CLASSIFICATION ANALYSIS TENTATIVE DATES RESPONSIBLE
PARTY
1. Request and review City's documents. Week 1-2 RGS/CITY
2. Kick-off meetings with the City's points of
contact to discuss the project. Week 2 RGS/CITY
3. Orientation meeting(s) with employees to
provide information on study and directions
about online PDQ.
Weeks 4-6 RGS/CITY
4. Issue online PDQs to employees. Week 7 RGS
5. Employee completed PDQs to managers/
department heads/City Manager for review. Week 10 CITY
6. Manager/department head/City Manager
review completed, and all PDQs submitted
to RGS for analysis.
Week 14 CITY
7. Status update regarding PDQ submittals. Week 14 RGS/CITY Carol Margetich
Business Services Director
[email protected]
2500 Pittsburg-Antioch Highway
Antioch, CA 94509
(925) 756-1935
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Packet Pg. 130 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT
CLASSIFICATION & COMPENSATION STUDY PROPOSAL
17 CLASSIFICATION ANALYSIS TENTATIVE DATES RESPONSIBLE
PARTY
8. Review all PDQs and reviewer comments. Weeks 15-17 RGS
9. Employees/managers/department
heads/City Manager clarification interviews. Weeks 18-21 RGS/CITY
10. Analysis and development of
recommendations. Weeks 22-25 RGS
11. Status meeting to discuss findings and draft
recommendations for classification plan. Week 25 RGS/CITY
12. Draft classification descriptions submitted to
City for review. Weeks 26-28 RGS
13. City returns draft classification descriptions
to RGS with edits. Week 31 CITY
14. Final classification descriptions submitted to
City. Week 33 RGS
COMPENSATION ANALYSIS TENTATIVE DATES RESPONSIBLE
PARTY
1. Review and finalize the list of comparable
agencies, benefits components, and
benchmark classifications.
Concurrent with
Class Study RGS/CITY
2. Review of all City compensation-related
documents.
Concurrent with
Class Study RGS
3. Collect salary and benefits data for
benchmark classes. Week 31-34 RGS
4. Review and analysis of compensation survey
data. Weeks 35-37 RGS
5. Status meeting to discuss findings and draft
recommendations for the compensation
plan.
Week 37 RGS/CITY
6. Draft compensation data worksheets sent to
City for review. Week 39 RGS
7. Feedback received from the City regarding
data collected. Week 41 CITY
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Packet Pg. 131 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT
CLASSIFICATION & COMPENSATION STUDY PROPOSAL
18 EVOLUTION ANALYSIS TENTATIVE DATES RESPONSIBLE
PARTY
1. Meeting with point(s) of contact to discuss
project parameters.
Concurrent with
Classification or
Compensation
Study
RGS/CITY
2. Launch study: Review docs and establish
relevant parameters; develop interview
timeline and plan.
RGS
3. Identify appropriate targets for survey;
design and deploy survey. RGS/CITY
4. Conduct survey data analysis RGS
5. Conduct follow up interviews; industry
review. RGS/CITY
6. Develop findings: re policy and structure;
analyze related relevant organizational
culture issues.
RGS
7. Status meeting with City. RGS/CITY
8. Final Recommendations RE org structure
and staffing models; training and
engagement plans; relationships between
internal practices and external factors.
RGS
POST ANALYSIS TASKS TENTATIVE
DATES
RESPONSIBLE
PARTY
1. Submit draft study report to City for review. Week 43 RGS
2. Draft report returned to RGS with edits. Week 47 CITY
3. Final report submitted to City Week 50 RGS
4. Presentation of findings and
recommendations TBD RGS/CITY
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Packet Pg. 132 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT
APPENDIX A
- RESUMES
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Packet Pg. 134 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Sophia Selivanoff
Executive Director
Ms. Selivanoff has a passion for public service and more than 30 years’ experience in California local government. Ms. Selivanoff has a strong strategic focus, a commitment to excellent customer service, and outstanding skills in systems development. As a Human Resources management generalist for much of her career, Ms. Selivanoff is highly experienced in employee relations, selection practices, project design and management, culture change, and integration of organizational management systems. Other experiences include classification and compensation practices, labor relations, benefits design and administration, medical leave and disability management (industrial and non-industrial), policy development, complaint investigation and resolution, training design and delivery, legal compliance strategies and monitoring, payroll and HR staff supervision, and management of public-safety employment special issues.
PROFESSIONAL EXPERIENCE
Regional Government Services - from November 2009 to present • Presently serve as RGS’ Executive Director, providing executive oversight to functional leadership of all of the consulting services offered by RGS. Coordinate RGS’ internal administrative practices to support client service needs. • Previously served as Deputy Executive Director, sourceing and integrating human, technology and other resources to ensure effective delivery of RGS’ service teams throughout California.
− Ensure that qualified Advisors are hired and retained; and that Advisors receive regular professional updates and training.
− Conduct partner agency service reviews to ensure that services are meeting partner agency needs, and that partnership relationships are functioning appropriately. − Create and implement functional teams to provide specific professional and technical expertise to RGS Advisors and partners; assemble cross-functional teams to respond to large-scale organizational crises or requested interventions. • Served as RGS’ Director of Human Resources Services, working with Lead Advisors and project team leaders to ensure service delivery, quality and consistency from all HR management consultants and service teams throughout California. − Build standard practices and products for RGS Advisors to provide consistent HR services and expertise throughout the state. Review staff work to ensure high-quality and effective service to partner agencies
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Packet Pg. 135 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Sophia Selivanoff
Executive Director
− Respond to requests for HR assistance and services; identify service needs and scope work, develop new partner agency relationships.
− Ensure that qualified Advisors are hired and retained; and that Advisors receive regular professional updates and training.
− Conduct partner agency service reviews to ensure that services are meeting partner agency needs, and that partnership relationships are functioning appropriately. − Create and implement functional teams to provide specific professional and technical expertise to RGS Advisors and partners; assemble cross-functional teams to respond to large-scale organizational crises or requested interventions. − Frequently conduct HR assessments during the initiation of services to partner agencies; and provide direct HR management services and support for several partner agencies.
• As an RGS Advisor, built and managed Regional Government Services’ Bay Area HR Team, providing HR management service to several dozen North Bay public agencies. Initiated HR management services delivery in the Sacramento and Los Angeles regions, and created regionally based service teams in each area.
• Served in HR Director role for more than a dozen local government agencies, providing strategic HR planning, resolution of complex personnel issues including responses to enforcement and oversight agencies, directing labor relations practices, including negotiations preparation and implementation support, and design and implementation of comprehensive personnel policies. • Oversaw the work of analyst and technician level Advisors conducting activities in the areas of benefits and pay administration, recruitment and selection, classification and compensation structures, policy research and writing, workforce development and performance management, employee leave management, supervisory coaching, and more.
City of Santa Rosa, CA – 2001 to 2009
• HR Manager, Santa Rosa Police Department—provided strategic leadership in the development of an array of HR management and administrative systems to support approximately 300 employees of this law enforcement agency. Provided leadership for an HR and background investigations team of 3 regular employees, plus up to four supplemental investigators.
• HR Generalist, Human Resources Department—assigned to provide the full range of strategic and transactional HR support for approximately 6 departments, consisting of 600+ employees. Effectively partnered with shared HR Technicians and departmental management/administrative staff to deliver high-quality and timely HR programs and services.
County of Sonoma, CA – 1997 to 2001
• Senior HR Generalist, Human Resources Department--assigned to provide the, full range of strategic and transactional HR support for the County’s law and justice departments.
Created innovative and effective recruitment and selection practices and tools to ensure
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Packet Pg. 136 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Sophia Selivanoff
Executive Director
full staffing of Sheriff’s Department, and District Attorney and Public Defender’s Offices.
Conducted large-scale classification studies, including completing meet and confer sessions, and Civil Service Commission and Board of Supervisors presentations. Partnered with department managers to provide a range of employee performance management and behavioral corrections, including supervisory and employee coaching, developing process communication and documentation tools, and conducting interpersonal relationship interventions.
County of San Bernardino, CA – 1989 to 1997
• Employment Manager, Sheriff’s Department—Assigned as sole onsite HR management professional for 2000+ personnel; supervised 7 payroll staff, 3 employment technicians and up to 4 administrative staff support supporting the background investigation processes. Provided complete range of staffing activities for approximately 200 new hires annually; oversaw all personnel transactions, payroll, medical leaves and return-to-work planning; initiated all position allocation, classification and compensation design activities, including the development of a complete internal IT division. Successfully completed automation of Department’s employment process and served as a key resource for integration with training and other professional standards automation systems.
• HR Selection Analyst, Human Resources Department—Assigned to provide a full range of recruitment, test development and validation, and exam administration for the County’s law and justice departments.
EDUCATION
M.S., Industrial/Organizational Psychology, Texas A&M University B.A., Psychology, Loma Linda University
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Packet Pg. 137 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT
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Packet Pg. 138 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Patricia J. Howard, M.A.
Senior Human Resources Advisor
Ms. Howard joined Regional Government Services as an Advisor in the Human Resources service group in 2016. She provides a broad range of human resources services to municipalities and special districts throughout northern California as well as serving as the Lead Advisor on the Classification and Compensation team.
Prior to joining RGS, Ms. Howard had over twenty-eight years of management-level human resources experience in local government agencies. Ms. Howard has served in the public sector in all areas of human resources management including recruitment and selection, classification and compensation, employee relations, labor negotiations, and EEO investigations. She is also a seasoned trainer, having developed and presented supervisory and lead worker training, harassment and discrimination prevention, and new employee orientations.
Ms. Howard has a master’s degree in public administration with an emphasis in human resources.
She holds certificates as a Senior Human Resources Professional from IPMA, a master’s in labor relations from CALPELRA, and in Mediation Skills and Instruction Techniques for Trainers.
PROFESSIONAL EXPERIENCE
REGIONAL GOVERNMENT SERVICES
Senior Human Resources Advisor
As a Lead Advisor, Ms. Howard has been assigned to over twelve different partner agencies. She has provided human resources services such as:
• Conducted classification and compensation studies.
• Reviewed employee’s position description questionnaires. • Created draft job specifications.
• Conducted research regarding comparable classifications within study agencies and/or outside agencies.
• Developed recommendations for setting salaries of new and existing classifications based on data gathered.
KOFF & ASSOCIATES
Senior Associate
Ms. Howard served as a human resources consultant with a full-service HR consulting firm specializing in public sector management. Her assignments included:
• Assisted with classification and compensation studies. • Conducted research related to compensation and benefit data of comparable agencies.
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Packet Pg. 139 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Patricia J. Howard
Senior Human Resources Advisor
• Analyzed data to ensure reliability and accuracy.
• Provided data for review by executive staff.
CITY OF ROCKLIN
Principal Human Resources Analyst
Ms. Howard served as the Supervisor of all human resources activities for the city. Some of her duties included:
• Organized, directed, and oversaw the activities of the human resources division. • Served as city training coordinator.
• Supervised professional, technical, and administrative human resources staff. • Developed and administered division budget.
• Participated in labor negotiations as a member of the management negotiating team. • Conducted investigations related to allegations of misconduct, harassment, discrimination, and violence in the workplace in compliance with local, State and Federal laws and guidelines.
• Conducted classification and compensation studies.
COUNTY OF EL DORADO
Principal Personnel Analyst
Ms. Howard was responsible for supervising and overseeing personnel staff and operations such as:
• Supervised professional, technical, and administrative personnel staff in the areas of recruitment and selection, classification and compensation, training and orientation, operations support.
• Coordinated countywide training programs.
• Prepared and implemented departmental budget.
• Conducted investigations related to allegations of misconduct, harassment, discrimination, and violence in the workplace.
• Provided HR assistance including contract interpretation. • Served as member of management team for contract negotiations with various bargaining units.
• Conducted classification and compensation studies.
• Analyzed all data to ensure reliability and accuracy. • Provided data for review by management staff.
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Packet Pg. 140 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Cherie Johnson
Senior Human Resources Advisor
Cherie Johnson joined Regional Government Services (RGS) as a Senior Advisor in the Human Resources Service Group in 2022. Ms. Johnson has over twenty years’ professional leadership experience in both public and private sector agencies. Having served in municipal operations for ten years and human resources administration, recruitment, and staff development positions for twenty years, she is well prepared to provide consulting services in a wide variety of functional areas.
Ms. Johnson has a master’s degree in organizational psychology, a bachelor’s degree in sports physiology, and is a SHRM Senior Certified Professional.
PROFESSIONAL EXPERIENCE
REGIONAL GOVERNMENT SERVICES
Senior Advisor
Ms. Johnson serves RGS partner agencies as a project leader in HR generalist services. Her risk management background is a plus as is her data-driven assessment of success.
CITY OF BANNING
Human Resources and Risk Manager
Ms. Johnson was responsible for managing a three-person HR department serving 162 employees in a full-service city. In addition, she managed risk management, investigations, and agency wide COVID response. She was responsible for achieving win-win negotiating solutions with five bargaining units.
ST. CLOUD STATE UNIVERSITY, MINNESOTA
Human Resources Business Partner
Ms. Johnson provided HR services for 250 employees in nine assigned departments or colleges with five MOUs. She managed COVID-19 leaves, early retirement offers, and campus pandemic departure and return protocols.
CITY OF COACHELLA
Human Resources Manager
Ms. Johnson was responsible for a two-person HR department serving 100 employees. As HR Manager, Ms. Johnson implemented a leadership development and learning system to increase equity and accountability, equitable performance management and disciplinary guidance, strengthened relationships with unions by using collaborative negotiation strategies, and increased supervisory employment law compliance and policy adherence. In addition, she administered risk management, investigations, safety, and enforcement.
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Packet Pg. 141 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Cherie Johnson
Senior Human Resources Advisor
THE HOUSING AUTHORITY OF COLUMBUS, GEORGIA
Chief Human Resources and Risk Management Officer
Ms. Johnson was responsible for HR services for 125 employees at sixteen locations. She provided full-cycle Request for Proposal (RFP) and contract management. In addition, she was the administrator of risk management and safety programs, and she co-managed thirty property managers and assistant property managers.
GREAT RIVER REGIONAL LIBRARY SYSTEM, MINNESOTA
Regional Human Resources Coordinator
Ms. Johnson managed HR services for 250 employees at thirty-two branch location across a sixcounty public library region. She supervised an HR/Training Generalist and co-managed twelve branch librarians. She was also responsible for risk management and safety as well as investigations, mediations, and legal resources.
MONCHERIE FOTOGRAPHY, INC.
CEO
Ms. Johnson delivered high-end marketable images for $400MM in property listings for over 500 clients. She was responsible for strategic business development, client relationship, sales, networking, and marketing.
TALAHI CARE CENTER, ST. CLOUD, MINNESOTA
Human Resources Director
As HR Director, Ms. Johnson diversified the applicant pipeline, managed staff development, coordinated monthly meetings of HR/payroll professionals to leverage knowledge and best practices. She administered HR services for 230 employees and three service provider contracts.
CENTRACARE / ST. CLOUD HOSPITAL, MINNESOTA
HRIS Specialist
Ms. Johnson served as an expert HRIS user and trainer. In addition, she processed bi-weekly payroll for more than 3,000 employees for five business locations.
MINNESOTA COMMUNITY AFFAIRS, INC.
Director of Operations and Co-founder
Ms. Johnson obtained funding for transformative crime prevention and multicultural initiatives in at-risk neighborhoods. She assisted community groups with conflict management and negotiation.
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Packet Pg. 142 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Karen Blakely
Human Resources Advisor
Ms. Blakely joined Regional Government Services in 2017. She has over twenty-seven years of experience providing professional Human Resources services as a generalist to public agencies.
She has a depth of knowledge of Human Resources, including, but not limited to budgeting, data analysis, negotiations costing, legislative analysis, classification and compensation, and recruitment and selection. She is well versed in State and Federal employment laws and regulations, legal opinions, and court rulings as they apply to implementing best practices.
Ms. Blakely achieved the Human Resources Certification from the International Public Management Association (IPMA), and certificates in Recruitment and Selection, Classification and Compensation, Labor and Employee Relations, Ethics, Prevention of Harassment and Violence in the Workplace.
Ms. Blakely served as an elected Board Member of the Sacramento-Mother Lode IPMA Chapter for eight years.
PROFESSIONAL EXPERIENCE
REGIONAL GOVERNMENT SERVICES
Human Resources Advisor
As an Advisor, Ms. Blakely has led organizational development projects for partner agencies.
Specific assignments have included:
• Performed and coordinated complex classification and compensation studies • Developed and updated job specifications
• Created detailed reports from data analysis
• Performed complex Human Resources services
CITY OF ROCKLIN
Principal Management Analyst
Ms. Blakely performed professional and analytical functions for the City, Finance, and Human Resources departments. Her responsibilities included:
• Oversight of payroll, benefits, classification and compensation, employee relations, and policy interpretation
• Created and maintained the City’s Ten-Year Personnel Budget • Provided ten-year costing data in labor negotiations
• Reviewed new legislation for impacts on Human Resources practices
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Packet Pg. 143 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Karen Blakely
Human Resources Advisor
• Analyzed CalPERS actuarial reports and presented impacts in annual Council presentations
COUNTY OF EL DORADO
Senior Personnel Analyst
Ms. Blakely supported all aspects of Human Resources and served all thirty-three departments.
Some specific areas of responsibility included:
• Policy development and implementation
• Labor relations including negotiations working closely with County Counsel • Analysis of legislation for impact on Human Resources practices • Classification
• Compensation and benefit studies
• Recruitment and selection
• Reorganization and reductions in force
• Employee relations
• Interface with Payroll in Finance Department
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Packet Pg. 144 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Judy LaPorte
Human Resources Advisor
Judy LaPorte joined Regional Government Services as an Advisor in the Human Resources service group in 2019. Her areas of expertise include human resources, risk management, finance, information technology, management, and project oversight.
Ms. LaPorte has over twenty years of senior level management experience in public sector agencies. Prior to joining RGS, Ms. LaPorte served in senior management positions in county, city and special district government, and has experience as an executive recruiter for public agencies.
Ms. LaPorte has a bachelor’s degree in business administration.
PROFESSIONAL EXPERIENCE
REGIONAL GOVERNMENT SERVICES
Project Advisor
As an Advisor, Ms. LaPorte has led organizational development projects for partner agencies.
Specific assignments have included:
• Organizational assessments
• Reorganization analysis
• Classification and compensation studies
• Created detailed reports from data analysis
• Recruitments
• Performed complex Human Resources services
DEBORAH GLASSER LABOR RELATIONS, LLC.
Labor Relations Specialist
Ms. LaPorte served as Chief Negotiator for a northern California client resulting in settlement of two contracts, on time and within the agency’s budget. She met with the agency’s Board on a regular basis in closed session
COUNTY OF PLACER
Assistant Director of Human Resources
Overseeing a staff of 50, Ms. LaPorte was responsible for assisting in the overall direction and management of the Human Resources Department including managing the administrative and
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Packet Pg. 145 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Judy LaPorte
Human Resources Advisor
fiscal operations, benefits, HR Information System, participating in labor negotiations, and providing professional assistance to management on personnel matters.
COUNTY OF PLACER – SHERIFF’S OFFICE
Administrative Services Manager
Ms. LaPorte was responsible for managing the fiscal and human resource function for this the Sheriff’s Office of 500 employees with an annual budget of $110 million.
BOB MURRAY & ASSOCIATES
Vice President
Ms. LaPorte conducted executive searches for senior management positions serving cities, counties, and special districts.
CITY OF ROCKLIN
Director of Administrative Services
Ms. LaPorte was responsible for overseeing the department comprised of the Finance, Human Resources, Risk Management, Information Technology, and Fleet Services divisions.
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Packet Pg. 146 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Tracy Melone
Human Resources Advisor
Tracy Melone joined Regional Government Services (RGS) as an Advisor in the Human Resources Service Group in 2022. Ms. Melone has broad leadership experience in local government. As a human resources analyst and manager, she served in a municipality, a county, and a utility district. She is a generalist and has been responsible for establishing and maintaining various innovative programs.
Prior to joining RGS, Ms. Melone had over twenty-three years of management-level human resources experience in local government agencies. Ms. Melone has served in the public sector in all areas of human resources management including classification and compensation; recruitment and selection; employer/employee relations; grievance resolution; labor negotiations; development of policies and procedures; new employee orientation; discipline and due process; and benefits.
Ms. Melone holds a master’s and a bachelor’s degree in business management and human resources management.
PROFESSIONAL EXPERIENCE
REGIONAL GOVERNMENT SERVICES
Human Resources Advisor
As Project Advisor, Ms. Melone performs complex classification and compensation analysis including:
• Compensation study: Determine comparable classifications based on research and analysis; develop recommendations for setting salaries of new and existing classifications based on data gathered.
• Classifications studies: Review employee-completed position description questionnaires; conduct research regarding comparable classifications within study agencies and/or outside agencies; create draft job specifications for review by department and management staff.
CITY OF ALBANY
Human Resources Manager
Ms. Melone managed the day-to-day personnel functions for a City employing approximately one hundred full-time employees and part-time staff; reported directly to the City Administrator.
Duties included, but were not limited to, the following: classification and compensation; recruitment and selection; employer/employee relations; grievance resolution; labor negotiations; development of policies and procedures; new employee orientation; discipline and
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Packet Pg. 147 Attachment: Attachment B: RGS - City of Barstow Proposal FINAL (5483 : Approval of Classification and Compensation Contract with MGT Tracy Melone
Human Resources Advisor