PROPOSAL
City of Barstow
Class and Compensation Study
July 11, 2023
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
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
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
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
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.
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.
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,
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:
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.
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
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
CLASSIFICATION & COMPENSATION STUDY PROPOSAL
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.
CLASSIFICATION & COMPENSATION STUDY PROPOSAL
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.
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
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
CLASSIFICATION & COMPENSATION STUDY PROPOSAL
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
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
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
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
APPENDIX A - RESUMES
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
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 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
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.
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.
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.
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.
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 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
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 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.
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 Tracy Melone
Human Resources Advisor
due process; revised and updated the City's City Charter and Civil Service Rules; assisted in the reorganization of two major departments; served as Secretary to the Civil Service Commission; created a new performance appraisal system for employees and supervisors; and implemented a newly negotiated City-wide employee benefits program.
EAST BAY MUNICIPAL UTILITY DISTRICT
Senior Human Resources Analyst
Performed various employee/employer relations duties which included: participating in triannual contract negotiations; grievance resolution; discipline and due process; conflict resolution; harassment investigations; served as advocate on behalf of the District in civil service proceedings; assisted in development of District’s drug testing program; and wrote a variety of correspondence.
EL DORADO COUNTY, HUMAN RESOURCES DEPARTMENT
Personnel Analyst II
Performed a variety of professional activities, including the following: recruitment and selection; classification analysis and development; compensation administration; employee development; policy development; grievance resolution; discipline and due process; sexual harassment and discrimination investigations; employee orientation; and interpreted and applied laws, regulations, ordinances, policies, and contract agreements. Special Projects included: Developed the County's Equal Employment
Opportunity Program (EEOP), Affirmative Action Plan, and a new county-wide employee and supervisor performance appraisal form; standardized the County's recruitment process and developed an Oral Board Guide for conducting interviews; created and implemented a countywide Employee Excellence Award Program; planned, organized, and coordinated the County's first Career Fair; and ensured County compliance with Title I of the American with Disabilities Act.
David Prieto
Human Resources Advisor
David Prieto joined Regional Government Services (RGS) as an Advisor in the Recruitment services group in 2021 and provides full-cycle recruitment and selection services for RGS partner agencies.
Prior to joining RGS, Mr. Prieto has had over eleven years of human leadership experience in recruitment and selection - attracting and retaining high-quality employees, developing their skills, managing performance effectively, and creating a motivated workforce.
Mr. Prieto has a bachelor’s degree in psychology, an M.B.A., and a master’s degree in industrial/organizational psychology in progress.
PROFESSIONAL EXPERIENCE
REGIONAL GOVERNMENT SERVICES
Human Resources Advisor
Mr. Prieto leads recruitments for RGS partner agencies. He works with managers and subject matter experts to craft selection procedures and skills assessments matched to the specific requirement of each open position and the hiring needs of the organization. He assists hiring managers by screening and identifying the most qualified candidates and documenting the process.
MODESTO CITY SCHOOLS
Senior Director, Talent Management
As a Senior Director, Mr. Prieto managed and developed the talent acquisition and employee retention strategies, branding, candidate experience, and sourcing methodology; the selection process and onboarding programs as well as the job classification and compensation strategies.
CITY OF LANCASTER
Talent Development Manager
Mr. Prieto managed the staff and process of updating of class specifications and salary allocation, the development and validation of tests, assessments, and interviews, and the delivery of learning and development programs.
NETFLIX, INC.
Senior Talent Management Partner
In this position, Mr. Prieto was responsible for managing and implementing strategies for both the Global Talent Acquisition and the Learning and Development teams. He supervised David Prieto
Human Resources Advisor
competency development and managed criterion-validity studies of assessments and analysis of talent analytics.
Name
Title
LOS ANGELES COUNTY OFFICE OF EDUCATION
Human Resources Generalist
Mr. Prieto conducted classification and compensation studies for all levels of positions and created reliable and valid assessments taking into consideration adverse impact and item analysis measures.
LOS ANGELES UNIFIED SCHOOL DISTRICT
Talent Acquisition Analyst
Mr. Prieto developed recruitment and selection assessments that led to over 1,400 hires a year ensuring strong psychometrics. He trained and developed over thirty employees each quarter ranging from clerical staff to executives utilizing the appropriate instructional design.
Program Supervisor
Mr. Prieto trained and evaluated colleagues in conflict resolution, time management, organizational skills, and leadership. He coordinated academic, sports, and recreational events throughout the Los Angeles area, supervised school programs, and developed lines of communication with students, parents, and school staff.
Maddy Wasserman
Technical Specialist
Ms. Wasserman joined Regional Government Services as an Advisor in Human Resources and Administrative Services in 2023. She provides technical support to RGS Advisors, formats final reports, worksheets, and documents.
Ms. Wasserman has a bachelor’s degree in liberal studies – communication and culture emphasis.
She completed the Society of Human Resources Management (SHRM) Essentials of Human Resources Course and is currently in the process of earning the SHRM Professional Certification.
REGIONAL GOVERNMENT SERVICES
Technical Specialist – Human Resources and Administrative Services In addition to providing technical support, Maddy oversees and provides project management for all RGS proposals, formatting, and submission.
DUTCHIE
People Generalist
Ms. Wasserman coordinated recruitment for high growth teams, ensured office facilities were maintained to meet the demands of a fast-growing technology platform, created the headquarters operations manual, and had oversight of employee engagement.
THE FIT DOULA, WORLDWIDE
Founder
2018 – 2022
Ms. Wasserman had a private practice offering virtual birth doula services and pre- and postnatal education and fitness. She advised and advocated for over 500 families in the hospital setting both in person and virtually. She also facilitated community partnerships with midwives and obstetric gynecologists.
BIRTH SMARTER, NEW YORK, NEW YOUR
Director of Operations
2019 – 2020
Ms. Wasserman created and implemented a business operations manual, grew the founding team from one to six employees, and transitioned operations to a virtually accessible model.
Maddy Wasserman
Advisor – Human Resources and Administration
BABY CARAVAN, BROOKLYN, NEW YORK
Director of Operations
2017 – 2019
Ms. Wasserman created operations procedures, manual, and employee handbook for a doula matching organization start up. She managed thirty employees, approved contracts, and ran payroll. In addition, she facilitated company culture to create a community based on teamwork and inclusion.
FIT PREGNANCY CLUB, NEW YORK, NEW YORK
Director of Training and Development
2017 – 2019
Ms. Wasserman recruited, trained, and evaluated new instructors and staff for a pre- and postnatal exercise studio. She created a training manual for incoming instructors, developed systems for day-to-day operations in the studios, and built strong community relationships through client connection.
EVERY MOTHER COUNTS, NEW YORK, NEW YORK
Program Manager
2016 – 2017
Ms. Wasserman recruited and managed over 500 fundraising philanthropists worldwide, raising over $500,000 for the year. She created community building opportunities for team members globally and networked with various brands and donors.
BARRIO RESTAURANT, BEND, OREGON
Co-Owner and Operations Manager
2012 – 2013
Ms. Wasserman created the business plan and launch of the restaurant, developed and implemented the operations manual and employee handbook, oversaw payroll, scheduling, personnel management, accounting, and purchasing and inventory. She facilitated a company culture rooted in teamwork.
APPENDIX B – EXCEPTIONS TO THE PSA
Page | 1 RGS RFP Exceptions — City of Barstow
City of Barstow
RFP — Class & Compensation Study
Regional Government Services Authority (RGS)
EXCEPTION TO TERMS
SECTION 5 – CONSULTANT’S SERVICES
Section 5.2 – requires consultant to obtain a City business license RGS respectfully requests that this section be struck and reserved for numbering.
Please note: Regional Government Services Authority (RGS) is a non-profit, municipal Joint Powers Authority, organized by California Government Code 6500 and as such, should be exempt from the Business License requirement.
Section 5.6, amend as follows -
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 terminate this Agreement for cause. In the event that City or Contractor, at any time during the term of this Agreement, desires the reassignment of personnel, City and Contractor shall meet and discuss in good faith to address the issue of concern, including but not limited to reassigning such person or persons.
SECTION 8 – RELATIONSHIP OF PARTIES
Amend as follows: Add to end of the section -
Further, City confirms that Consultant employees are not assuming and are not expected to assume any City staff position(s).
SECTION 9 – CONFIDENTIALITY
Amend as follows: Add to end of the section -
City acknowledges that Consultant is also a public agency subject to the California Public Records Act (the “CPRA”) and Consultant will comply with this Agreement to the extent that it does not conflict with CPRA.
Page | 2 RGS RFP Exceptions — City of Barstow
SECTION 10 – INDEMNIFICATION
Section 10.1, Amend as follows:
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, reasonable attorneys’ fees, litigation costs, or any other cost to the extent arising out of or in any way related to the Consultant’s negligent 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.
Section 10.2, Amend as follows:
To the fullest extent permitted by law, Consultant shall indemnify, hold harmless, and when the City requests with respect to a third party 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 to the extent due to death or injury to any person, whether physical, emotional, consequential or otherwise, and injury to any property to the extent 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.
Section 10.2, amend as follows -
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.
SECTION 11 – INSURANCE
Section 11.5 Amend as follows:
Add to the end of first paragraph: City acknowledges that Consultant, as a public agency can, pursuant to California Government Code Section 990, satisfy the insurance requirements set forth herein with a combination of self-insurance and self-insured pool insurance.
Page | 3 RGS RFP Exceptions — City of Barstow
Section 11.12, Amend as follows: Remove “and approved by” from the first sentence.
Section 11.15 – subs 1 & 2 – Strike in entirety. RGS is a public agency and may, pursuant to California Government Code Section 990 self-insure any of its liabilities.
SECTION 17 - TERMINATION
Section 17.1, Amend as follows –
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 thirty 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.
APPENDIX C – REQUIRED ATTACHMENTS
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].
Suite or Floor#:
State: Zip Code:
Ext.: Fax:
Organization or Team Name:
Authorized Representative:
Authorized Representative Contact Information:
Street Address:
P.O. Box
City:
Telephone
E-mail:
Regional Government Services
Sophia Selivanoff
P.O Box 1350
Carmel Valley CA 93924
(650) 587-7315
[email protected]
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
Regional Government Services
PO.BOX. 1350
Carmel Valley, CA 93924
1 Sophia Selivanoff Executive Director
7/10/2023