PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE
CITY OF FONTANA
JULY 2022
PREPARED BY
Matthew Weatherly, President
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF FONTANA
TABLE OF CONTENTS
Section Page
1 LETTER OF TRANSMITTAL 1
2 QUALIFICATIONS OF OUR FIRM
HISTORY AND FACTS ABOUT OUR FIRM 2
RECENT CALIFORNIA EMPLOYERS SERVED 3
RECENT MUNICIPAL EMPLOYERS SERVED 3
3 QUALIFICATIONS OF OUR STAFF
PROJECT TEAM ORGANIZATION CHART 4
RESUMES OF PROJECT TEAM MEMBERS 4
4 CLIENT REFERENCES 7
5 WORK STATEMENT - SCOPE OF WORK
SUMMARY OF SERVICES 8
PROJECT SCOPE AND METHODOLOGY 9
A. OBJECTIVES OF THE PROJECT 9
B. SCOPE OF THE PROJECT 9
C. PROJECT METHODOLOGY 9
1. Quality Assurance 9
2. Project Planning Meetings and Communication Plan Development 9 D. POSITION CLASSIFICATION ANALYSIS 10
1. Review of Essential Tasks – Job Analysis Questionnaire 10
2. Employee Job Information Interviews 10
3. FLSA Status Determination 10
4. Position Classification 10
5. Updated Job Descriptions 11
6. Draft Classification Plan Reviews 11
E. TOTAL COMPENSATION SURVEY AND ANALYSIS 11
1. City Involvement in Compensation Plan Development 11
2. Comprehensive Compensation Surveys 11
3. Prevailing Rates Calculation 12
4. Compensation Competitiveness Comparison 12
F. COMPENSATION PLAN DEVELOPMENT 12
1. Compensation Competitiveness Policy 12
2. Salary Plan Structure Development 12
3. Salary Range Assignment Development 13
4. Implementation Plan Development 13
G. ENSURING THE CITY’S SELF-SUFFICIENCY 13
H. EXTENSIVE EMPLOYEE INCLUSION AND COMMUNICATION 13
I. MINIMAL CITY SUPPORT REQUIRED 13
J. FINAL REPORTS AND PRESENTATIONS 14
PROJECT TIMELINE ILLUSTRATION – GANTT CHART 15
6 AUTHORIZED AGENT 16
COST PROPOSAL (separate file) -
PSPC BROCHURES – COMMUNICATING THE PROJECT; EZ COMPTM APPLICATION
Please visit www.pspc.us for work samples and additional resources
PUBLIC SECTOR PERSONNEL CONSULTANTS
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF FONTANA
LETTER OF TRANSMITTAL
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
July 7, 2022
*Addendum 7/7/2022 acknowledged
Project Selection Team
City of Fontana
8353 Sierra Avenue
Fontana, CA 92335
Dear Selection Team,
Pursuant to your request, we are pleased to provide you with a proposal and qualifications to assist the City with a classification and compensation study. We specialize in the se services and have implemented classif ication and compensation plans for more than 1, 100 public employers nationwide, includi ng more than 450 municipal employers and over 100 public employers in California.
Current and recently completed stud ies include tho se for the Cit ies of Riverside, Colt on, San Bernardino , Banning, Ventura, Huntington Beach, Escondido, San Clemente, San Juan Capistrano , Montebello, Thousand Oaks, Bell Gardens, La Verne, Westlake Village, Azusa, and Salinas.
We believe our firm is uniquely qualified for thi s study. We will utilize only full -time, certified Human Resources professionals for the study, with combined greater than 100 years of experience in the fields of human resources, compensation, and labor relations. We have been providing customized classification and consulting services to the public sector since 1991.
Our proposed approach will be customize d to meet the City’s needs. We are confident tha t our extensive public employers classification and compensation experience , knowledge of public employe rs in California, la rge specialized and highly qualified full-time staff, p roven methods, unique EZ COMP TM application to ensure your self-sufficiency, and one year of implementation support and assistance at no cost, will achi eve all of the City’s objectives for an important project of this nature.
Thank you for your interest in ou r firm’s services. If we can provide any additional information, such as samples of recent similar studi es, or if you would like to visit further or in person about the City’s p roject needs, please contact me at any time.
Sincerely,
Matthew Weatherly, President
(888) 522-7772
[email protected]
Regionally: 149 S. Barrington Avenue #726 Los Angeles, CA 90049 888.522.7772 • www.pspc.us
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF FONTANA
QUALIFICATIONS OF OUR FIRM
HISTORY AND FACTS ABOUT OUR FIRM
RECENT CALIFORNIA EMPLOYERS SERVED
RECENT MUNICIPAL EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
HISTORY AND FACTS ABOUT OUR FIRM
• HISTORY OF OUR FIRM
Public Sect or Personnel Con sultants (PSPC) originated i n 1972 with the Pub lic Sector Group of the international human resources c onsulting fir m of Hay Associates. PSPC was established as an independent firm in 1982. We are a single-owner, debt-free subchapter-S corporation.
• REGIONAL STAFF
We have regional o ffices or affiliate s in Los An geles, C A, Sacramento, CA, Austin, TX, Dallas , TX, Chicago, IL, St. Paul, MN, and Phoenix (Mesa), AZ.
• SPECIALIZED IN COMPENSATION SERVICES
We are “super -specialists" in compensation, providing se rvices in job analysis, posi tion classification , job content evalu ation, compensation, and directly related service s. Over 98% of our classification and compensation studies have been successfully implemented by our clients.
• SPECIALIZED IN PUBLIC SECTOR CLIENTS
We provide services exclusively to publ ic sect or employers including municipalities, counties, utility districts, library districts, special districts, s tate governments, housing and redevelopment agencies, airport authorities, school districts, higher education, and tribal governments.
• SPECIALIZED COMPENSATION STAFF
Our staff is comprised of eight (8) full t ime and an additional five (5) part time senio r human resources professionals with ve ry extensive experience as compensation managers and con sultants for public employers. Our staff has mo re than 100 years of combined experience working for and consulting to public sector employers.
• OVER 1,100 PUBLIC EMPLOYERS SERVED
Our staff members have provided compensation, human resources, training and related consulting services to more than 1,100 public and 200 private employers throughout the U.S.
• AMERICAN COMPENSATION ASSOCIATION PARTICIPATION (ACA) (NOW WORLDATWORK)
Our consultan ts are active members of ACA, including serving as in structors for th e ACA certification courses.
• SPECIALIZED COMPENSATION AND RELATED RESOURCES
We utilize our EZ COMP TM salary surv ey and plan program, modified FES point-factor job evaluation system, AEPTM performance evaluation plan, and SNAPTM staffing needs analysis program.
• FIRST YEAR IMPLEMENTATION WARRANTY
We provi de our clien ts with extensive implementation support during t he first year, and we will analyze, evaluate, classify, and provide a sa lary range re commendation for any new o r changed position or entire job class, at no additional cost.
PUBLIC SECTOR PERSONNEL CONSULTANTS
2 RECENT CALIFORNIA EMPLOYERS SERVED BY MEMBERS OF OUR STAFF
Apple Valley, Town of Sacramento Housing Authority
Azusa, City of Salinas, City of
Bell Gardens, City of San Bernardino, City of
Banning, City of San Clemente, City of
Capitol Area Development Authority San Juan Capistrano, City of Colton, City of, CA Santa Ana, City of (SEIU)
Commerce, City of Santa Cruz Port District
Culver City, City of South Gate, City of
Indian Wells, City of Upland, City of
Monterey/Salinas Transit Vernon, City of
Monterey, City of Victorville, City of
Riverside, City of Westlake Village, City of
Active 2022: Huntington Beach, Escondido, Ventura, Rancho Palos Verdes
ADDITIONAL RECENT MUNICIPAL EMPLOYERS SERVED BY OUR STAFF
Addison, Town of, TX Frisco, City of, TX Odessa, City of, TX Aliso Viejo, City of, CA Georgetown, City of, TX Pearland, City of, TX Allen, City of, TX Grand Forks, City of, ND Plano, City of, TX Benbrook, City of, TX Grapevine, City of, TX Prosper, Town of, TX Bothell, City of, WA Haltom City, City of, TX Rio Rancho, City of, NM Bozeman, City of, MT Highland Park, Town of, TX Rockwall, City of, TX Carrollton, City of, TX Kerrville, City of, TX Roswell, City of, NM Casa Grande, City of, AZ Killeen, City of, TX Rowlett, City of, TX Centralia, City of, WA Lamar, City of, CO Scottsdale, City of, AZ Dallas, City of, TX Las Cruces, City of, NM Tomball, City of, TX Denton, City of, TX Lisle, Village of, IL Winslow, City of, AZ Edmonds, City of, WA Maricopa, City of, AZ Woodlands Township, TX El Paso, City of, TX Minot, City of, ND University Park, City of, TX Fairview, Town of, TX Mountain Village, Town of, CO
Fort Worth, City of, TX Oak Brook, Village of, IL
PUBLIC SECTOR PERSONNEL CONSULTANTS
3 PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF FONTANA
QUALIFICATIONS OF OUR STAFF
PROJECT TEAM ORGANIZATION CHART
RESUMES OF PROJECT TEAM MEMBERS
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
Human Resources Department
City Officials / Project Team
PSPC
PROJECT DIRECTOR
Matthew Weatherly
DEPARTMENT DIRECTORS
Quality Control
Client Communication
Project Management
Implementation Support
CITY EMPLOYEES
PROJECT TEAM ORGANIZATION CHART
COUNCIL
PROJECT STAFF
COMPENSATION PLAN
IMPLEMENTATION PLAN
L. Talamonti, CCP
M. Weatherly
B. Longmire, PMP
K. Tilzer, SPHR
M. Weatherly
B. Longmire, PMP
L. Talamonti, CCP
K. Tilzer, SPHR
S. Heinz, PHR, MPA
COMPENSATION SURVEY
SURVEY ANALYSIS
POSITION CLASSIFICATION
REVIEW AND DESIGN
Review Job Description Questionnaires
Desk Audits / Interviews
Updated Job Descriptions
Job Analysis and Position Classification
Implementation Support
Competitiveness Strategy
Salary Range Assignments
Fiscal Impact Analysis Scenarios
EZ COMP Installation
Staff Training
Implementation Support
Market Definition
Benchmark Definitions
Data Collection & Validation
Statistical Reports
Market Comparison
Implementation Support
CITY OF FONTANA
CLASSIFICATION AND COMPENSATION STUDY
MATTHEW E. WEATHERLY, PRESIDENT, PROJECT LEADER
Overall Project Communication, Compensation Survey QC and Review; Presentations Mr. Weatherly h as over 20 years of experie nce as a human resources manage ment prof essional and consultant, specializing in position classificat ion, compensation, recruitment and selection. He has served as a Human Resources Manager with Employee Solutions, Inc. and Staffing Consultant with Initial Staffing Services.
He has co mpleted p rojects in staff develo pment, r ecruitment, selection, job des criptions, salary survey, and salary plan development. Among his current and recently completed consulting projects are those for:
Banning, City of, CA Monterey, City of, CA Salinas, City of, CA Big Bear Lake, City of, CA North County Fire, CA San Clemente, City of, CA Commerce, City of, CA Redwood City, City of CA Scottsdale, City of, AZ Inglewood, City of, CA Rialto, City of, CA Westlake Village, City of, CA
Mr. Weatherly holds a BS degree in Human Resources M anagement from Arizona State University’s WP Carey School of Business. He has been a featured speaker at City Manager and HR meetings throughout the US.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22
4 ELIZABETH J. LOCURTO, CCP, VICE PRESIDENT
Position Classification; Compensation Survey QC and Review Ms. LoCurto has over 30 years of experience as a compensation manager and consu ltant for public and private employers, speciali zing in job analysis, salar y surveys , and salary plan developm ent. Sh e has se rved as Compensation Research Associate for Hayes/Hill, Inc ., Senior Com pensation Analyst for AON Corp oration, Compensation Manage r fo r Loyola Univers ity, and Project Manager for the American Compensation Association.
She has conducted pro jects in job aud its, job descriptions, salary surveys, compensation databas e management, compensation plan dev elopment, compensation training cour se development, and compensation trend research. Among her consulting projects are:
Apple Valley, Town of, CA Highland, City of, CA Sacramento, City of, CA California Family Health Council Midland, City of, TX Seaside, City of, CA El Paso, City of, TX Oakland, City of, CA State Bar of Texas Fresno, City of, CA Pomona, City of, CA Stockton, City of, CA
Ms. LoCurto holds a B S degree in Business Administration from Arizona State Univ ersity. She h olds the Certified Compensation Professional (CCP) designation from the American Compensation Association.
KATHERINE TILZER, SPHR, VICE PRESIDENT
Position Classification; Job Description Writing Supervision; Career Ladders and Job Families Ms. Tilzer has more than 25 years of experience as a human resources man ager and consultant, specializing in employee re lations, compensation, and recruitment. She has served as Pers onnel Ma nager for Laboratory Corporation of America, Director of Human Resources for Plaza Healthcare, Inc., and Director of Human Resources for American Baptist Homes.
Agoura Hills, City of, CA Indian Wells, City of, CA Sacramento City Schools, CA Azusa, City of, CA Lake Havasu City, AZ San Bernardino Assn of Govt’s, CA Castro Valley Sanitary Dist., CA Monterey Transit Dist., CA Victorville, City of, CA Culver City, City of, CA Pacific Grove, City of Water Facilities Authority, CA
She holds a BS deg ree in Management from the University of Phoenix, and certification as Senior Professional in Human Resources from the Society for Human Resources Management.
BOB LONGMIRE, PMP, PROJECT LEADER
Total Compensation Survey; Data Integrity; Project Communication Mr. Longmire has more than 1 5 years of project management experience and consult ing for public employers, specializing in employee development, classification, and compensation. He ha s serve d as N ational Sales Director for Connexion Technologies and Brand Marketing Manager for Plink.
He has completed projects in job analysis, position classification, compensation surveys and plan development.
Among his consulting projects are those for:
Bell Gardens, City of, CA Montebello, City of, CA Pitkin County, CO Colton, City of, CA Salinas, City of CA Riverside, City of, CA La Verne, City of, CA Greater Orlando Airport, FL San Bernardino, City of, CA Monterey, City of, CA King County Library Systems, WA Santa Ana, City of, CA
Mr. Longmire holds a BS degree in Administration from Colorado Christian University and designation as Project Management Professional from the Project Management Institute.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22
5 SAMUEL HEINZ, MPA, PHR
Position Classification; Job Description Writing Supervision; Career Ladders and Job Families Mr. Heinz has conducted projects in job analysis, position classification, job evaluation, compensation surveys, and compensation plan development. Among his recent client projects are those for:
Addison, Town of, TX DeSoto, City of, TX Prosper, Town of, TX Apache Junction, City of, AZ Galveston, City of, TX Teton County, WY Bismarck, City of, ND Midland, City of, TX The Colony, City of, TX Carrollton, City of, TX Odessa, City of, TX Williston, City of, ND
Mr. Heinz holds a MA degree in Public Administration from Texas Tech.
PUBLIC SECTOR PERSONNEL CONSULTANTS proposes to utilize only full -time members of ou r firm to complete all of the pr oject tasks a nd objectives. In or der to m aintain complete control of the project tasks and deadlines, we will not utilize subcontractors for the completion of the project.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22
6 PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF FONTANA
REFERENCES
COUNTY GOVERNMENTS SERVED BY OUR STAFF
1,000+ PUBLIC EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
REPRESENTATIVE PROJECT REFERENCES
Following is a listing of agencies which are representative of more than 1,1 00 employers, for whom members of our firm have services similar to those requested by the City.
MONTEBELLO, CITY OF, CA
Mr. Nicholas Razo, Director of HR
1600 W. Beverly Blvd
Montebello, CA 90640
(323) 887-1377
[email protected]
FY 2021/22 Classification and Comp Study
SAN JUAN CAPISTRANO, CITY OF, CA
Mr. Sam Penrod, HR / Risk Manager
32400 Paseo Adelanto
San Juan Capistrano, CA 92675
(949) 234-4565
[email protected]
Classification and FY 2017 Compensation Study
RIVERSIDE, CITY OF, CA
Ms. Miriana Gonzalez, Deputy HR Director
3900 Main Street
Riverside, CA 92522
(951) 826-5808
[email protected]
FY 2020 SEIU, POA Compensation Study
ESCONDIDO, CITY OF, CA
Ms. Jessica Perpetua, HR Director
201 N. Broadway
Escondido, CA 92025
(760) 839-4016
[email protected]
FY 2022 Classification and Compensation Study
DALLAS, CITY OF, TX
Ms. Carmel Fritz, Deputy Director
1500 Marilla Street
Dallas, TX 75201
(214) 670-7391
[email protected]
FY 2022 Class and Compensation Study
SCOTTSDALE, CITY OF, AZ
Mr. Jim Thompson, City Manager
3939 N. Drinkwater Blvd
Scottsdale, AZ 85251
(480) 312-2800
[email protected]
FY 2022 Compensation Study Update
FY 2018 Class and Compensation Study
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22 7 PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF FONTANA
WORK PLAN
SUMMARY OF SERVICES AND APPROACH
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
SUMMARY OF SERVICES FOR THE CITY OF FONTANA
PUBLIC SECTOR PERSONNEL CONSULTANTS (PSPC) proposes the following program of consulting services and implementation support to conduct a classification and compensation study.
Project Planning and Communication
1. Project planning and scheduling meetings with the City’s Human Resources Staff, project designee(s)
2. Policy input and project direction meeting and briefing with Council, Human Resources and designee(s)
3. Project briefing presentation for all employees, Council, City officials, City’s project leaders
4. Management and employee communication, progress reports throughout all project phases
5. Assistance with development and communication with a committee of employee representatives
Classification Project Tasks
6. Occupational familiarization by review of City’s current class specifications and compensation plans
7. Organizational familiarization by review of City organization charts, budgets, and annual reports
8. Position Analysis Questionnaire (PAQ) customized for gathering City employee occupation data
9. Meetings to distribute and explain the PAQ and the project for all City officials and employees
10. Job interviews, desk audits / field observations with representatives of each class
11. Recommended title modifications and reclassifications for consideration by department heads
12. Modeling of job families and career ladders to include possible job title consolidation / clean up
13. Review of position classification recommendations with City’s project staff and respective departments
14. Facilitation of employee participation and feedback process on any proposed classification changes
15. Preparation of updated job descriptions for each included job classification
Compensation Survey(s)
16. Confirmation of survey cities to include in external total compensation comparisons
17. Identification of City occupations to utilize as survey benchmark job classifications
18. Solicitation of comparator employers and agencies for participation in external compensation surveys
19. Extraction of data from public employer compensation plans, questionnaires, reliable published surveys
20. Optional total compensation and benefits survey by bargaining unit for comparisons
21. Consolidation of data from all sources and calculation of prevailing rates for benchmark jobs
22. Computation of extent City’s compensation offerings vary from external prevailing rates and practices
23. Review of competitiveness analysis with Human Resources, City Officials and City’s project designees
Compensation Plan Development
24. Construction of optional salary range structures for review and selection by City’s project leaders
25. Assignment of job classes to salary ranges by internal equity and external competitiveness
26. Assistance with City Council identification of desired, affordable salary competitiveness policy
27. Fiscal impact estimates at various levels of external prevailing rates competitiveness policies
28. Review and critique of draft salary and implementation plans with Human Resources, project leaders
Communication of Results and Implementation Strategies
29. Preparation and presentation of final project reports for the City Council, staff, and City Officials
30. Development of a plan for the implementation of City’s updated classification and compensation plan
31. Uploading of EZ COMPTM program files on a Human Resources Department computer, staff training
32. Development and provision of process for ongoing plan maintenance and subsequent plan updates
33. Assistance with communicating the City’s updated plans for all City officials and employees TS 7/22
All services available in person or virtual
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22
8 PROJECT APPROACH AND METHODOLOGY
Following is o ur overall work plan and approach to ach ieving the City’s objectives for the conduct of a classification and compensation study.
A. OBJECTIVES OF THE PROJECT
The reco mmended plans, pr ograms, systems and administrative procedures will meet thes e ten most important criteria.
- Internally equitable - Financially responsible
- Externally competitive - Efficiently administered
- Readily understood - Inclusive of employee input
- Easily updated & maintained - Reflective of City's values - Legally compliant & defensible - Reflective of prevailing “best practices”
B. SCOPE OF THE PROJECT
The pro ject could include: a management and employee communication p lan; par tnership with the City’s Human Resources staff, City Manager, Council, and pr oject designee(s); occupational, organizational, a nd operational familiarization; Position Analysis Ques tionnaire (PAQ) and job analys is for all c lassifications; worksite job information interviews ; position classification and job title recommendations for all employees and classifications; FLSA interpretations; updated job descriptions; EZ COMP™; internal equity and external competitiveness evaluation; total compensation survey and c ompetitiveness analysis ; salary range recommendations; fiscal impact estimates and multiple implementation scenarios ; updated classification and compensation plan and classification and co mpensation plan implem entation support fo r all included employees in all job classifications.
C. PROJECT METHODOLOGY
1. Quality Assurance
To ensure a high-quality project, we have built in several layers of procedural and statistical controls, in addition to those already in EZ COMP™ . Internally, we follow a prescribed ser ies of steps in each project phase, which are reviewed by our P roject Director. We request that the Human Resources and City’s Project Manager(s) review our work to minimize t he chance of errors and to ensure that it reflects the City's organizational values.
2. Project Planning Meetings and Communication Plan Development
We will consult with the Human Resources Team and City Officials or representatives on a communication strategy, plan, a nd materials, beginning prior to the project and e xtending to the post- project info rmation meetings. We plan to conduct group pr e-project meetings for all City officials and employees where we will discuss the project’s scope, answer questi ons, and distribute and expla in the Position Analysis Questionnaire.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22
9 D. POSITION CLASSIFICATION ANALYSIS
1. Review of Essential Tasks – Position Analysis Questionnaire
We will review and analyze the current essen tial tasks, duties and respons ibilities, and min imum qualifications of each included position t hrough the Position Analysis Questionnai re (PAQ) to be completed by each employee (or gr oup of employees with identical jobs) in print or elect ronic format. If the information on t he PAQ does not clearly delin eate the position’s scope of responsibilities, we may return the PAQ to the position’s incumbent for additional information or focus on the data gap during a worksite job information interview.
2. Employee Worksite Job Information Interviews
We can conduct a worksite job information interview with a representative incumbent of every requested job classification or for those we propose to change. The purpose of these interviews is to verif y the data on the PAQ, obtain additional insight into the scope a nd complexity of the job duties, observe technical processes and working conditions, an d to provide employees with an additional method of participation in the project. This process also ensu res that we make a ll internal and external comparisons on the basis of actual job content and not merely job title.
3. FLSA Status Interpretation
We will review the essential tasks and minimum quali fications of each of the City's job classifications and subject them to the Fair Labor Standards Act tests to determine their exempt or non-exempt status.
4. Position Classification
Each of the City’s positions will be analyzed and evaluated to determi ne their primary characteristics, including:
- Is t here a c urrent City occupational job group comprised of j ob class es with essent ial functions similar to the subject position; if so:
- To which of t he group’s job classes, and at what level, are th e subject position’s essential functions similar to the subject position, and if so:
- Are they sufficiently co mparable (+/- 20% guid eline) to be alloca ted to that job class, utilize the same job title, require the same minimum qualifications, and be assigned to the same salary range.
- If the City does not currently have a sufficiently comparable job class, what should be the subject position’s occupational job class and title, and:
- What should the recommended occupational classification action be, No Change (N), Title Change (T), Merge With Other Job Class (M), New Job Class (J).
- We may find that a job clas s is ove rly broad and encompasses several job a ctivities which are regarded with significant sa lary difference in the marketplace. In such an in stance, we will recommend "splitting" the job class int o the cu rrent job class and a new job class which encompasses the different job activities.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22 10 5. Updated Job Descriptions
We can prepare an updated job de scription in the City’s standard or ot her selected format for e ach occupational job class. Focus will be on the Essentia l Functions and Minimum Qualifications . The specifications or descriptions may include (not limited to) the following components:
Job Title – Definition Education, Training and Experience Physical Requirements Distinguishing Characteristics Licenses and Certifications Non-Essential Functions Essential Functions FLSA Exempt/Non-Exempt Status Mental Requirements Desired Knowledge and Skills Supervision Exercise/Received Working Conditions
6. Draft Classification Plan Review with Human Resources and Department Heads
We will conduct a review of our initial po sition classification recommendations and draft job descriptions with the City’s Pr oject Team and respective depa rtment head s to identify possible errors, obtain feedback, and solicit suggestions for clarification.
E. COMPENSATION SURVEY AND ANALYSIS
1. City Involvement in Compensation Plan Development
We will obtain policy direction from the City Council, Human Resources staff, and/or City Officials on the following key components of the salary plan development process:
- Comparator Employer Selection - Job Evaluation Method-Salary Plan Linkage - Benchmark Job Class Selection - Draft Compensation Plan Review / Critique - Compensation Competitiveness Policy - Total Compensation Points for Analysis - Salary Structure Selection - Project Implementation Plan
2. Comprehensive Compensation Survey
We wi ll collec t the complete pay plans fr om each of the City’s comparators an d build a custom survey database to ensure accuracy and completeness, unique to the City’s job classifications.
a. Data Coll ection Prot ocol will be developed in cons ultation with the City’s pr oject leaders to determine which salary data elements to include, such as:
Total Compensation Information (including items contained in RFP) - Salary grade/step or open range salary plan structure - Salary range structure Minimum, Midpoint, and Maximum - City-supported benefits such as health insurance premiums and pension contributions - Paid time off, add pay, certification pay, longevity, flexible work, telework
b. Benchmark Job Selection will be made by identifying City job classes common to its employment- competitive public and private employers in the immediate area and throughout the region or State , clearly identifiable, and representative of standard occupational job groups.
c. Comparator Employers Identification or Confirmation will be made in partnership with City staff, or per agreed upon lists from bargaining, and/or by research and input from PSPC.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22 11 d. Compensation Data Collection will be made by one or more of the following methods.
- Pre-survey contac t w ith the selected comparator employers to solic it p articipation i n the City’s compensation survey(s)
- Extraction from the pay plans of designated public employers.
- Customized salary and total co mpensation an d benefit s survey requests for local governme nts and other public employers, distributed by mail, fax, and e-mail.
- As desired, additional d ata extraction from establ ished s alary surveys and commercial surv ey sources such as Watson Wyatt, ERI, etc.
e. Data Quality Control includes editing data for accuracy and proper matching to the City’s survey benchmark jobs, and phone/fax/E-mail follow -ups for data clarification and to o btain compara tors’ benchmark job descriptions.
3. Prevailing Rates Calculation
We will consolidate the compensa tion data from all sources, enter the information into the EZ COMP™ program, and compute the prevailing rates, inclusive of cost-of-living differentials, as the statistical mean of the sur vey data for each benchmark job cla ss. Data will be projected forwar d from the date of collection to a common date relating to the City’s salary plan year by the annual Prevaili ng Rate Increase Factor (PRI) applicable at that time.
4. Compensation Competitiveness Comparison
We wil l provi de the City with charts comparing its current salary structure s to those of the selected public and private comparator employers. We will calc ulate the extent that the City’s offerings vary from the prevailing rates and practices of other relevant employers.
F. PAY PLAN DEVELOPMENT
1. Compensation Competitiveness Policy
We will assist the City to select a compensation competitiveness policy which best fits its compensa tion strategy and financial resou rces, by prov iding f iscal impact estimate s at v arious per centage relationships to the prevailing rates.
2. Salary Plan Structure Development
We will review th e City’s current wage plans and 1) utilize the City’s current wage plan str uctures to identify internally equitable and externally competitive salary ranges for each City job class or 2) prepare alternative salary range structures and schedules for the City to select the best fit for its competitiveness strategy, with these optional criteria:
- Method of administration, i.e.: measured job performance, longevity, or skill - Width of the salary ranges, grades, or broad bands, from Minimum to Maximum - Varying salary range widths for FLSA non-exempt or exempt positions - Open salary ranges for pay-for-performance or variable compensation plan - If steps within the salary ranges, number of steps, percentage separation - Number of salary ranges, grades, or broad bands in the salary schedule - Percentage of separation between salary ranges, grades or broad bands - Recognition for longevity, unique assignments, and special skill requirements
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22 12 3. Salary Range Assignment Development
We will as sign each job classification to a salary range i n the City’s cur rent or selected new salary structure on the basis of a combination of factors, including:
- the prevailing rates for the benchmark job classes
- its current relationship to similar or occupationally related job classes - the 15% guideline for salary range separation between sequential job classes - the 25% guideline for salary separation of a department head job class
4. Implementation Plan Development
We will consult wi th the Human Res ources and Project T eam on a plan for transition to the recommended plan, i ncluding a timetable for the principal activities , employee comm unication, impact on budget processes, and estimates of required financial resources.
G. ENSURING THE CITY’S SELF-SUFFICIENCY
The C ity wi ll be sel f-sufficient in al l aspect s of maintenance of the updated position classification and compensation plan through these services.
1. Procedure Manuals
- PSPC Position Classification Procedure Guide
- PSPC Salary Administration Procedure Guide
- City of Fontana EZ COMP™ Procedure Guide
2. Training Workshop – for City staff in position classification, job evaluation, c ompensation surveys, and compensation plan design and administration.
3. Electronic Class S pecification Library – we can provide t he City with a ll updated classification specifications in hard copy and electronic library format for internal maintenance.
4. EZ COMP™ – program and project files on one of the City’s computers, a custom user’s manual, and system training for key City and Human Resources staff.
5. Initial Year’s Implementation Warranty Support – we will analyze, evaluate, classify, and provide a salary range recommendation for any new or changed position or entire job classification, at no cost to the City for one year.
H. EXTENSIVE EMPLOYEE INCLUSION AND COMMUNICATION
Very important factors for s uccessful implementation of new or upd ated classification and com pensation plans are 1) extensive employee inclusion, and 2) extensive employee communication. City officia ls and employees will participate in one or more of the following activities:
- Attending pre-project briefings and question and answer sessions - Completing a Position Analysis Questionnaire (PAQ) describing their position - Elaborating on their jobs in individual or group job information interviews
I. MINIMAL CITY SUPPORT REQUIRED
We are completely self -sufficient in p rojects of this nature and do not require any substantive staf f support from the City other t han payroll data, and arrangements for group and individual meetings and int erviews.
We appr eciate, but do not require, any office space, telephone, clerical assis tance, co mputers, or office equipment. We will provide all data entry, data processing, duplicating, and report preparation functions.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22 13 J. REPORTS AND PRESENTATIONS
1. Draft and Final Report Preparation
We will provide the City’s project leader(s) with a dra ft of our rep ort for review and critiq ue, including the classification plan, compensation market data, salar y comparison tables, fisc al estimates, salary range listings, and implementation procedures. We will incorpor ate their cri tique into the de velopment of a final r eport summarizing the pro ject’s findings, recommendations, and detailed description of the City’s updated position classification and compensation plans.
2. Final Report Presentations
We will conduct a workshop or f ormal presentatio n of our final report and recommendations to th e Human Resources staff, City Officials, and employees.
3. EZ COMP™ Program Installation
We w ill install our EZ COMP™ program and project fi les on one of the Human Resources Department's com puters and provid e training to key staf f in the maintenance and update of the classification and compensation plan.
4. Implementation Warranty
To ensure effe ctive implementation of the new plan, we will a nalyze, evaluate, and provide a salar y range recommendation for any new or changed job class, at no cost to the City for one year.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22 14 TASK NAME ELAPSED WEEKS:
1. PROJECT COMMUNICATION,
QUALITY ASSURANCE,
PROJECT STATUS REPORTS
2. REVIEW OF JAQ’S; INTERVIEWS; TITLING;
ORGANIZATIONAL DATA COLLECTION
CLASSIFICATION RECOMMENDATIONS
3. POSITION CLASSIFICATION/EVALUATION;
HR STAFF QUALITY ASSURANCE REVIEW;
DRAFT REVIEW WITH HR, DEPTS
4. PREPARATION OF UPDATED CLASS
SPECIFICATIONS AND REVIEWS WITH
DEPARTMENTS, FINALIZATION
COMPENSATION SURVEY, BENCHMARK
5. SELECTION, DATA COLLECTION,
COMPARABILITY ASSURANCE REVIEW
6. PREVAILING RATES COMPUTATION,
MARKET COMPETITIVENESS ANALYSIS,
DRAFT COMPENSATION METHODOLOGY
7. SALARY RANGE ASSIGNMENTS ON BASIS
OF INTERNAL EQUITY AND EXTERNAL
COMPETITIVENESS
8. SALARY RANGE TABLES, FISCAL IMPACT
ESTIMATES, REVIEW OF DRAFT PLANS
WITH CITY OFFICIALS, DESIGNEE(S)
PREPARATION AND PRESENTATION OF
9. FINAL REPORT TO HR, COMMITTEES,
EXECUTIVE TEAM, EMPLOYEES
10. EZ COMP INSTALLATION, STAFF
TRAINING ONE YEAR OF CLASS/COMP
PLAN IMPLEMENTATION ASSISTANCE
1 4 8 12 16 20+
* Progress reviews with the City
*
*
*
ESTIMATED PROJECT ELAPSED TIME CHART
*
Job descriptions likely require additional 180 days
We estimate that we could start project activities in September 2022 CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22 15 PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF FONTANA
COST PROPOSAL
1,000+ PUBLIC EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
PROJECT RATES BY MAJOR TASK
A. PROJECT COST ESTIMATE
We estimate that the project's total cost, including al l fees for professional services and r eimbursement for out-of-pocket expenses, will not exceed the indicated amounts.
Major Project Components
- Planning Meetings, Kick Off, Communication and PAQ Intro $ 15,000 - Job Information Interviews / Desk Audits (max cost for 250) $ 30,000 - Position Classification, Job Titling, FLSA Review; “Appeals” $ 30,000 - Updated Job Descriptions (max cost for 250) $ 25,000
- Total Compensation Survey $ 90,000
- Pay Plan Modeling, Implementation Options and Costing $ 20,000 - Reporting, Presentations, Contingent Placeholder for Other $ 40,000 Total Not To Exceed: $ 250,000
B. FLEXIBLE WORK PLAN, NEGOTIABLE TOTAL COST, TERMS
Our work plan is flexible and total project cost negotiable, and we will discuss, modify, add or delete, any work task to increase the project's responsi veness to the City’s needs and fi nancial resources. We will provide the City with monthly invoices f or the pr ofessional services provided and out -of-pocket expenses incurred during the month. We request that the City pay the invoices within thirty (30) days of their receipt.
C. ESTIMATED TIMELINES
We estimate that th e project can b e completed in 175-200 days; job descriptions often require an additional 120+ days to complete.
CFCA PUBLIC SECTOR PERSONNEL CONSULTANTS 7/22