HomeMy WebLinkAboutItem 08 Fox Lawson and Associates Contract
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AGENDA ITEM SUMMARY
It
Meeting Date:
Meeting Type:
Department:
June 16, 2008
Regular Session
Human
Resources
Bill Spiry ,
726-3797
Consent Calendar
SPRINGFIELD
CITY COUNCIL
Staff Contact:
Staff Phone No:
Estimated Time:
ITEM TITLE:
ACTION
REQUESTED:
FOX LAWSON & ASSOCIATES CONTRACT
Staff is requesting Council's approval of the contract with Fox La
& Associates for the purpose of conducting a Classification and
Compen'sation Study for the City of Springfield. "
ISSUE
STATEMENT:
Fox Lawson & Associates, LLC', has been selected by the City to
complete this Classification & Compensation Study.
ATTACHMENTS:
1. Contract between the City of Springfield and Fox Lawson &
Associates
DISCUSSION/
FINANCIAL
IMPACT:
Council authorized funding for consultant services in the 2008 fiscal
year to conduct a compensation & classification study for the City.
The goals of this study are to update and redesign the position
classification system, to redesign the compensation plan to most
effectively support the strategic objectives of the City, and to establish
salary ranges that are appropriately competitive with our comparable
and relevant labor markets.
This contract with Fox Lawson and Associates LLC, provides for a
total fee of $93,000 for delineated professional consulting services
inclusive of all costs for travel and other expenses. The contract
provides for a not to exceed amount of $100,000, with the 'additional
$7,000 to cover optional services that fall outside the projected
project scope if determined to be necessary during the course of the
project.
1.
CITY OF SPRINGFIELD
INDEPENDENT CONTRACTOR AGREEMENT
(Type 3: For Personal Services Contracts Requiring Professional Liability Insurance)
Dated:
June 16, 2008
City of Springfield ("CITY")
and
Fox Lawson & Associates LLC
("Independent Contractor")
Parties:
Additional Independent Contractor Information:
A. Type of Entity: D Sole Proprietorship [g] Partners D limited Liability
Company D Corporation
B. Address: P.O. Box 32985, Phoenix, AZ 85064
C. Telephone: 602-840-1070
D. Fax No: 602-840-1071
E. SSN or Fed. I.D. No: 41-1800060'
F. Professional License(s) No:
G. Oregon Agency Issuing License:
H. Foreign Contractor DYes D No
(Foreign means not domiciled in or registered to do business in Oregon) See Exhibit 8 (11).
CITY Account Number(s) To Be Charged (Include Percentages):
I Account' Number
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I 100-21100-611008
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i
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_.~_.-t...- Per.~entag~
1100% ~
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In consideration of the mutual covenants contained herein, the parties agree to the following terms,
provisions and conditions:
1. Payment by CITY. CITY shall pay Independent Contractor according to the sum and schedule
described on Attachment "1", Attachment "2", and Attachment "3" attached hereto and incorporated
herein by this reference and in an amount not to exceed $100,000. Monthly progress payments for
work competed to date will be made within 30 days of receipt and approval of invoices submitted to
the City of Springfield Human Resources Director ' .
2. Services to be Performed by Independent Contractor. Independent Contractor shall perform the
services described on Attachment 1, and as modified on attachment 2.
3. Term. This Agreement is effective as of the date first set forth above and shall continue until
December 31,2009, unless earlier terminated in 'accordance with the provisions of this Agreement or
by mutual consent of the parties.
4. Independent Contractor Status. By its execution of this Agreement, Independent Contractor
certifies its status as an "Independent Contractor" as that term is used under the laws of the State of
01/2008 Independent _Contracto~Agreement for Personal Services Type 3
ATTACHMEl MT 1 - PAGE 1
j
Oregon, and that all performance of any labor or services required to be performed by Independent
Contractor under the terms of this Agreement shall be performed in accordance with the standards set
forth in ORS 670.600, and as more specifically set forth on Exhibit "A" attached hereto and
incorporated herein by this reference.
5. Conformance with Oregon Public Contracts Law (ORS Chapter 279). Independent Contractor
shall comply with all applicable provisions of Oregon law for public contracts, including, but not limited
to ORS 279B.220, ORS 279B.225, ORS 279B.230, and ORS 279B.235, and as more fully set forth on
Exhibits "A" and "B" attached hereto and incorporated herein by this reference.
6. Work Performed. The work to be performed by Independent Contractor includes services generally
performed by Independent Contractor in his/her/its usual line of business.
7. Tax duties and Liabilities. Independent Contractor shall be responsible for all federal, state and
local taxes, if any, applicable to any payments received pursuant to this Agreement, including but not
limited to income tax, payroll tax, social security and self-employment tax. CITY shall not withhold,
pay, or in any other manner be responsible for payment of any taxes on behalf of Independent
Contractor.
8. Reimbursement Of Expenses. Independent Contractor shall not be entitled to reimbursement by
CITY for any expenses incurred by Independent Contractor unless otherwise agreed in writing.
9. Materials and Supplies. Independent Contractor shall supply all materials and supplies needed to
perform the services required unless otherwise agreed in writing.
10. No Authority To Bind CITY. Independent Contractor shall have no authority to enter into contracts
on behalf of CITY, it's officers, agents and employees. This Agreement shall not create a partnership
or joint venture of any sort between the parties.
11. Federal Employment Status. In the event payment made pursuant to this Agreement is to be
charged against federal funds, Independent contractor hereby certifies that it is not currently
employed by the Federal Government and the amount charged does not exceed Independent
Contractor's normal charge for the type of services provided
12. Indemnification and Hold Harmless.
The Independent Contractor shall assume all responsibilities for the work, and bear all losses and
damages directly or indirectly resulting to the Independent Contractor, the City, or to others on account
of the character or performance of the work, unforeseen difficulties, accidents, or any other cause
whatsoever. The Independent Contractor shall assume defense of, indemnify and save harmless the
, City, its officials, agents, and employees from all claims, liability, loss, damage and injury of every
kind, nature and description, directly or indirectly resulting from activities in the performance of the
Contract, the ownership, maintenance or use of motor vehicles in connection therewith, or the acts,
omissions, operations, or conduct of the Independent Contractor or any Subcontractor under the
Contract or any way arising out of the Contract, irrespective of whether any act,omission or conduct
of the City connected with the Contract is a condition or contributory cause of the claim, liability loss,
damage or injury and irrespective or whether act, omission, or conduct of the Independent Contractor
or Subcontractor is merely a condition rather than a cause of a claim, liability, loss damage or injury.
The Independent Contractor shall not be liable for nor be required to defend or indemnify, the City
relative to claims for damage or damages resulting solely from acts or omissions of the City, its
officials, agents or employees. The absence of or inadequacy of the liability insurance required in
section 13 below shall not negate Independent Contractor's obligations in this paragraph.
01/2008 Independent Contractor Agreement for Personal Services Type 3
ATTACHMEHIT 1 - PAGE 2
1
officials, agents or employees. The absence of or inadequacy of the liability insurance required in
section 13 below shall not negate Independent Contractor's obligations in this paragraph.
13. Insurance.
13.1. General Insurance. The Independent Contractor shall maintain in force for the duration of this
agreement a Commercial General Liability insurance policy written on an o~currence basis with
limits not less than $1,000,000 per occurrence and $2,000,000 in the aggregate. The policy will
contain a "per projecf' aggregate endorsement. Automobile Liability (owned, non-owned and
hired) insurance with limits not less than $1,000,000 per occurrence shall be maintained. The
City, its employees, officials and agents will be named as an Additional Insured where
operations are being conducted related to this contract, on the General Liability policy as
respects to work or selVices performed under this agreement to the extent that the death or
bodily injury to persons or damage to property arises out of the fault of the Independent
Contractor or the fault of the Independent Contractor's agents, representatives or
subcontractors. This insurance will be primary over any insurance the City may carry on its
own.
13.2. Professional Liability. Independent Contractor shall maintain in force during the duration of
this Agreement (and, if it is a claims made policy, for a year following completion of the project)
a professional liability policy, approved by the City's Risk Manager as to terms, conditions and
limits. .
13.3. Workers' Compensation. Independent Contractor shall provide and maintain workers'
compensation coverage for its employees, officers, agents, or partners, as required by applicable
workers' compensation laws. If Independent Contractor is exempt from coverage, a written
statement signed by Contractor so stating the reason for the exemption shall be provided to the
City.
'13.4. Evidence of Coverage. Evidence of the required coverages issued by' a company satisfactory
to the City shall be provided to the City by way of a certificate of insurance before any work or
selVices commence. A 30-day notice of cancellation or material change in coverage clause
shall be included. It is the Independent Contractor's obligation to provide the 30 days notice jf
not done so by the Independent Contractor's insurance company(s); Failure to maintain the
proper insurance shall be grounds for immediate termination of this contract.
13.5. Equipment and Material. The lndependent Contractor shall be responsible for any loss,
damage, or destruction of its own property, equipment, and materials used in conjunction with '
the work.
13.6. Subcontractors. The Independent Contractor shall require all subcontractors to provide and
maintain general liability, auto liability, professional liability (as applicable), and workers'
compensation insurance with coverage's equivalent to those required of the general contractor in
this contract. The Independent Contractor shall require certificates of insurance from. all
subcontractors as evidence of coverage.'
13.7. Exception or Waivers. Any exception or waiver of these requirements shall be subject to review
and approval from the City's Risk Manager.
14. Termination. The performance of work under this Agreement may be terminated by CITY, in whole or
in part, whenever for any reason CITY shall determine that such termination is in the best interest of
CITY. Any such termination shall be effected by delivery to the Independent Contractor of a Notice of
Termination specifying the extent to which performance of the work under the Agreement is
terminated and the date on which such termination is effective. Upon delivery to the Independe'nt
Contractor of a Notice of Termination under this paragraph, the Independent Contractor and CITY
shall, by agreement, make an appropriate written modification to this Agreement governing completion
of portions of the independent Contractors work and payment therefore by CITY.
15. Rights In Data. All original written material, including programs, card decks, tapes, listings, and other
documentation originated and prepared for CITY pursuant to this Agreement, shall become
exclusively the property of CITY. The ideas, concepts, know-how, or techniques developed during the
course of this Agreement by Independent Contractor personnel can be used by either party in any way
it may deem appropriate. Material already in Independent Contractor's possession, independently
developed by Independent Contractor outside the scope of this Agreement, or rightfully obtained by
01/2008 Independent Contractor Agreement for Personal Services'Type 3
ATTACHMEJ NT 1 - PAGE 3
;
Independent'Contractor from third parties, shall belong to Independent Contractor. Thisagreement
shall not preclude Independent Contractor from developing materials which are competitive,
irrespective of their similarity to materials which might be delivered to CITY pursuant to this
Agreement. Independent Contractor shall not, however, use any written materials developed under
this Agreement in developing materials for others, except as provided in this section.
16. Confidentiality. During the course of performance hereunder, Independent Contractor or its agent,
employees, or contractors, may receive confidential information. Independent Contractor agrees to
use its best efforts to maintain the confidentiality of such information and to inform each agent and
employee performing services of the confidentiality obligation that pertains to such information.
17. Assignment/Subcontract. Independent Contractor shall ,not assign, sell, transfer, subcontract or
sublet rights, or delegate responsibilities under this agreement, in whole or in part, without the prior
written approval of CITY. No such written approval shall relieve Independent Contractor of any
obligations of this Agreement, and any transferee or subcontractor shall be considered the agent of
Independent Contractor. Independent Contractor shall remain liable as between the original parties to
this Agreement as if no such assignment had occurred.
18~ Successors In Interest. The provisions of this Agreement shall be binding upon and shall inure to
the benefit of the parties to this Agreement arid their respective successors and assigns.
19. Compliance With All Government Regulations. Independent Contractor shall comply with all
Federal, State and local laws, codes, regulations and ordinances applicable to the work performed
under this Agreement. Failure to comply with such requirements shall constitute a breach of contract
and shall be grounds for termination of this Agreement. Damages or costs resulting from
noncompliance shall be the sole responsibility of Independent Contractor.
20. Attorney Fees. In the event a lawsuit of any kind is instituted on behalf of CITY to enforce any
provision of this Agreement, Independent Contractor shall pay such additional sums as the Court may
adjudge reasonable for attorney fees plus all costs and disbursements at trial and on any appeal.
21. F:'orce, Majeure. Neither party to this Agreement shall be held responsible for delay or default caused
by fire, riot, acts of God and/or war which is beyond that party's reasonable control. CITY may
terminate this Agreement upon written notice after determining such delay or default will unreasonably
prevent successful performance of the Agreement.
22. Assistance Regarding Patent And Copyright Infringement. In the event of any claim or suit
against CITY on account 0f any alleged patent or copyright infringement arising out of the
performance of this Agreement or out of the use of any material furnished or work or services
performed hereunder, Independent Contractor shall defend CITY against any such suit or claim and
hold CITY harmless from any and all expenses, court costs, and attorney's fees in connection with
such claim or suit.
23. Severability. If any provision of this Agreement is declared by a court to be illegal or in conflict with
any law, the validity of the remaining terms and provisions shall not be affected; and the rights and
obligations of the parties shall be construed and enforced as if the Agreement did not contain the
pa~icular provision held to be invalid.
24. Access To Records. CITY and its duly authorized representatives shall have access to books,
documents, papers and records of Independent Contractor which are directly pertinent to t~is
Agreement for the purpose of making aud it, examination, excerpts and transcripts.
25. Waiver. Failure of CITY to enforce any provision of this Agreement shall not constitute a waiver or
relinquishment by CITY of the right to such performance in the future nor of the right to enforce any
other provision of this Agreement.
01/2008 Independent Contractor Agreement for Personal Services Type 3
ATTACHME]~T 1 ~ PAGE 4
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26. Amendments. The terms of this Agreement shall not be waived, altered, modified, supplemented or
amended in any manner whatsoever, without prior written approval of CITY, No modification of this
Agreement shall bind either party unless reduced to writing and subscribed by both parties, or ordered
by a Court.
27. Nondiscrimination. Independent Contractor shall comply with all applicable requirements of Federal
and State civil rights and rehabilitation statutes, rules and regulations.
28. Dual Payment. Independent Contractor shall not be compensated for work performed under this
contract from any CITY agency other than the agency which is a party to this contract.
29. Remedies. This Agreement shall be governed by and construed in accordance with the laws of the
State of Oregon, and any litigation arising out of this Agreement shall be conducted in the courts of the
State of Oregon, County of Lane. ~
30. Entire Agreement. This Agreement signed by both parties is the parties' final and entire Agreement
and supersedes all prior and contemporaneous oral or written communications between the parties,
their agents and representatives. There are no representations, promises, terms, conditions or
obligations other than those contained herein.
IN WITNESS WHEREOF the parties have executed this Agreement to be effective the date first
set forth above.
CITY OF SPRINGFIELD:
INDEPENDENT CONTRACTOR
By:
Name:
Title:
Date:
By:
Name:
Title:
Date:
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01/2008 Independent Contractor Agreerl!~nt for Personal Services Type 3
ATTACHME1NT 1 - PAGE 5
EXHIBIT "A"
CITY OF SPRINGFIELD
INDEPENDENT CONTRACTOR AGREEMENT
Independent Contractor Status
All performance of any labor or services required to be performed by Independent Contractor
shall be performed in accordance with the standards set forth in ORS 670.600 (2005), and as
follows:
A person is customarily engaged in an independently established business if any three of the
following six requirements are met:
1. The person maintains a business location:
a. That is separate from the business or work location of the person for whom the
services are provided; or,
b. That is in a portion of the person's residence and that portion is used primarily
for the business.
2. The person bears the risk of loss related to the business or the provision of services as
shown by factors such as:
a. The person enters into fixed-price contracts;
b. The person is required to correct defective work;
c. The person warrants the services provided; or,
d. The person negotiates indemnification agreements or purchases liability
insurance, performance bonds or errors and omissions insurance.
4. The person provides contracted services for two or more different persons within a 12-
month period, or the person routinely engages in business advertising, solicitation or
other marketing efforts reasonably calcu!ated to obtain new contracts to provide similar
services.
5. The person makes a significant investment in the business, through means such as:
a. Purchasing tools or equipment necessary to provide the services;
b. Paying for the premises or facilities where the services are provided; or
c. Paying for licenses, certificates or specialized training required to provide the '
services.
6. The person has the authority to hire other persons to provide 0r to assist in providing
the services and has the authority to fire those persons.
01/2008 Independent Contractor Agreement for Personal Services Type 3
:ATTACHMEl~T 1 - PAGE 6
.
EXHIBIT "B"
City of Springfield
Public Contracts
Conformance with Oregon Public Contractors Laws
Pursuant to Oregon law, every public contract shall contain the following conditions:
. I) Make payment promptly, as due, to all person; supplying to the contrador labor or material for the performance of the work provided
for in the contract. ORS2798.220(J)
2) Pay all contributions or amounts due the Industrial Accident Fund from the contractor or subcontractor incurred in the perfomance of
the contract. ORS 2798.220(2).
3) Not permit any lien or claim to be filed or prosecuted against the state or a county, school district, municipality, municiph
corporation or subdivision thereof, 'on account of any labor or material furnished. ORS 2798.220(3).
4) Pay to the Department of Revenue all sums withheld from employees under ORS 316.167. ORS 2798.220(4).
5) If the agreement is for lawn and landscape maintenance, it shall contain a condition requiring the conlractor to salvage, recycle,
compost or mulch yard waste material at an approved site, iffeasible and cosi-effective. ORS 2798.225.
6) Promptly, as due, make payment to any person, copartnership, association or corporation furnishing medical, surgical and hosjtal
care services or other ~eededcare and attention, incident to sickness or injury, to the employees of the contractor, of all sums that the
contractor agrees to pay for the services and all moneys and sums that the contractor collected or deducted from the wages of
employees under any law, contact or agreement for the purpose of providing or paying for the services. All employers shall comply
with ORS 656.017. ORS 2798.230. '
7) A person may not be employed for more than 10 hours in anyone day, or 40 hours in anyone week, except in cases ofm:essity,
emergency or when the public policy absolutely requires it, and in such cases, except in cases of contracts for personal serices
designated under ORS 279A.055, the employee shall be paid at least time and a halfpay:
a) For all overtime in eccess of eight hours a day or 40 hours in anyone week when the work week is five consecutive
days; or
b) For all overtime in excess of 10 hours in anyone day or 40 hours in anyone week when the work week is four
consecutive days, Monday through Friday, and '
c) For all work performed on Satu.rday and on any legal holiday specified in ORS 2798.020.
An employer must give notice in writing to employees who work on a public contract, either at the time of hire or before
commencement of work on the contrac~ or by posting a notice in a location frequented by employees, of the number of hours per day
and days per week that the employees may be required to work. ORS 2798.235(1)(2).
8) If the agreement is for personal services, the contract shall contain a p'ovision that the employee shall be paid at least time and a half
for all overtime worked in excess 0f 40 hours in anyone week, except for individuals under personal services contracts who re
excluded under ORS 653.010 to 653.261 or under 29 V.S.C. 201-209 from receiving overtime. ORS 2798.235(2).
9) Contracts for services must contain a provision that requires that persons employed under contracts shall receive at least time and half
pay for work performed on the legal holidays specified in a collecti~ bargaining agreement or in ORS 2798.020(1)(b)(8)-(G) and for
all time worked in excess of 10 hours in anyone day or in excess of 40 hours in anyone week, whichever is greater.Employer shall
give notice in writing to employees who work on a contract fir services, either at the time of hire or before commencement of work
on the contract, or by posting a notice in a location frequented by employees, of the number hours per day and days per week that the
employees may be requred to work. ORS 2798.235(5).
If this agreement is for a public improvement, the contract shall contain the following conditions:
10) Make payment promptly, as due, to all person; supplying to the contractor labor or material for the performance of the work provided
for in the contract. ORS 279C.505(l)(a).
II) Pay all contributions or amounts due the Industrial Accident Fund from the contractor or subcontractor incurred in the perfomance of
the contract. ORS 279C.505(1)(b).
12) Not permit any lien or claim to be filed or pros.:cuted against the state or a county, school district, municipality, municipal
corporation or subdivision thereof, on account of any labor or material furnished. ORS 279C.505(J)(c).
13) Pay to the Department of Revenue all sums withheld from employees U1a1er ORS 316.167. ORS 279C.505(1)(d).
14) The contractor shall demonstrate that an employee drug testing program is in place. ORS 279C.505(2).
01/2008 Independent Contractor Agreement for Personal Services Type 3
ATTACHMEJN'T 1 - PAGE 7
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21)
22)
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to
15) If the contractor fails, neglects or refuses to make prompt payment of any claim for labor or services bished to the contractor or
subcontractor 'by any person in connection with the public improvement contract as the claim becomes due, the proper officer 0
officers representing the state or a county, school district, municipality, municipal corporation orsubdivision thereof: as the case may
be, may pay such claim to the person furnishing labor or services and charge the amount of the payment against the funds dumr to '
become due the contract by reason of the contract If the contractor or first-tier subcontractor fails, neglects or refuses to make
payment to a person furnishing labor or materials in connection with the public improvement contract within 30 days after reeipt of
payment from the contracting agency or a contractor, the confactor or first-tier subcontractor shall owe the person the amount due
plus interest charges commencing at the end of the 1O.day period that payment is due under ORS 279C.580(4) and is subject to a
good faith dispute as defined in ORS 279C.580. {fthe contractor or a suba:mtractor fails, neglects or refuses to make payment to a
person furnishing labor or materials in connection with the public improvement contract, the person may file a complaint witlthe
Construction Contractors Board, unless payment is subject to a good faith dispute as defined in ORS 279C.580; ORS 279C.515.
16) The payment of a claim does not rei ieve the contactor or the contractor's surety from obligation with respect to any unpaid taims.
ORS 279C.515(4).
17) A person may not be employed for more ban 10 hours in anyone day, or 40 hours in anyone week, except in cases of necessity,
emergency or when the public pol icy absolutely requires it, and in such cases, except in cases of contracts for personal senees
designated under ORS 279C.l 00, the employee shall be paid at least time and a half pay:
a) For all overtime in excess of eight hours a day or 40 hours in anyone week when the work week is five consecutive
days; or,
b) For all overtime in excess of 10 hours in anyone day or 40 hours in alY one we'ek when the work week is four
consecutive days, Monday through Friday; anq
c) For all work perfonned on Saturday and on any legal holiday specified in ORS 2798.020. ORS 279C.520(1).
An employer shall give notice in writing to employees who workm a public contract either at the time of hire or before
commencement of work on the contact, or by posting a notice in a location frequented by employees, of the numbelOfhours per day
and days per week that the employees may be reqJired to work. ORS 279B.520(2).
18)
{fthe agreement is for personal services, the contract shall contain a provision that the employee shall be paid at least rile and a half
for all overtime worked in excess of 40 hours in anyone week, except for individuals under persoBI services contracts who are
excluded under ORS 653.010 to 653.261 or under 29 V.S.C. 201-209 from receiving overtime. ORS 279C.520(3).
Contracts for services must contain a provision that requires that persons employed under contracts shall receiveat least time and half
pay for work perfonned on the legal holidays specified in a collective bargaining agreement or in ORS 279C.540(1)(b)(&XG) and for
all time worked in excess of 10 hours in anyone day or in excess of 40 holirs in anyone wee\cwhichever is greater. An employer
shall give notice in writing to employees who work on a contract for services, either at the time of hire or before commencelDlt of
work on the contract, or by posting a notice in it location frequented by employees, of the numer of hours per day and days per week
that the employees may be required 'to work. ORS279C.520(5)
20)
Solicitation documents for a public improvement contract shall make specific reference to federal, state and local agencies It at have
enacted ordinances, rules or re'gulations dealing with the prevention of environmental pollution and the preservation of natural
resources that affect the perfonnance of the contract. A solicitation document must also make special reference to known conditioIl
at the construction site that may require the successful bidder to comply with the ordinances, rules or regulations identified under
ORS 279C.525(1). If the successful bidder encounters a condition not referred to in the solicitation documents, M caused by the
successful bidder and not discoverable by a reasonable prebid visual site inspection, and the condition requires compliance witJthe
ordinances, rules or regulations referred to under ORS 279C.525(1), the successful bidder shall immediately give notice oftb
condition ,to the contracting agency. The successful bidder may not commence work nor incur any additional job site costs irregard
to the condition encountered and described in ORS 279.525(3) without written direction from the contacting agency. ORS
279C.525.
Promptly, as due, make payment to any person, copartnership, association or corporation furnishing medical, surgic~1 and hos;tal
care services or other needed care and attention, incidentto sickness or injury, to the employees of the contracbr, of all sums that the,
contractor agrees to pay for the services and all moneys and sums that the contractor collected or deducted from the wages of
employees under any law, contract or agreement for the purpose of providing or paying for the services.AII employers shall comply
with ORS 656.017. ORS 279C.530.
A contract for public works shall contain a provision stating the existing state prevailing rate and wage and, if applicable, the federal
prevailing rate of wage required. Every contract andsubcontract shall contain a provision that workers shall be paid not less than the
specified minimum hourly rate of wage in accordance with ORS 279C.838: ORS 279C.830(l).
If this agreement is for demolition, the contractshall also contain the following conditions:
23) Contractor must salvage or recycle construction and demolition debris, iffeasible and costefTective. ORS 279C.51O(1)
01/2008 Indep'endent Contractor Agree~ent for Personal Services Type 3
ATTACHMEl ~T 1 - PAGE B
y
.
26. Amendments. The terms of this Agreement shall not be waived, altered, modified, supplemented or
amended in any manner whatsoever, without prior written approval of, CITY, No modification of this
Agreement shall bind either party unless reduced to writing and subscribed by both parties, or ordered
, by a Court. '
27. Nondiscrimination. Independent Contractor shall comply with all applicable requirements of Federal
and State civil rights and rehabilitation statutes, rules and regulations.
28. Dual Payment. Independent Contractor shall not be compensated for work performed under this
contract from any CITY agency other than the agency which is a party to this contract.
29. Remedies. This Agreement shall be governed by and construed in accordance with the laws of the
State of Oregon, and any litigation arising out of this Agreement shall be conducted in the courts of the
State of Oregon, County of Lane.
30. Entire Agreement. This Agreement signed by both parties is the parties~ final and entire Agreement
and supersedes all prior and contemporaneous oral or written communications between the parties,
their agents and representatives. There are no representations, promises, terms, conditions or
obligations other than those contained herein.
IN WITNESS WHEREOF the parties have executed this Agreement to be effective the date first
set forth above.
CITY OF SPRINGFIELD:
INDEPENDENT CONTRACTOR
By:
Name:
Title:
Date:
By:
Name:
Title:
Date:
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01/2008 Independent Contracto~ Agreement for Personal Services Type 3
ATTACHMEJ NT 1 - PAGE 9
11111 ~2~s~~~~~~M~N ~~~u?cS\~~~~IS~~C
P.O. Box 32985
Phoenix, Arizona 85064~2985
Phone 602-840-1070
Fax 602- 840-1071
wVvw.foxlawson.com
April 1, 2008
Mr. Bill Spiry
Human Resources Director
City of Springfield
225 Fifth Street
Springfield, OR 97477
Re: RFP to Conduct Classification and Compensation Study
Ladies and Gentlemen:
In response to your request, Fox Lawson & Associates, LLC (FLA) is pleased to submit our
proposal to assist the City of Springfield in conducting a classification and compensation
survey covering approximately 250 non-public safety positions in approximately 115 current
job classifications. We believe a review of our proposal will demonstrate several
characteristics that will be advantageous to the City, including:
- We specialize in classification and compensation studies, which is the type of study
requested by the City.
- Our staff has proven themselves as compensation professionals not only by
experience, but also through the attainment of the CCP (Certified Compensation
Professional) designation from WorldatWork and specialized degrees in HR
Management/Industrial Relations.
II Our firm's smaller organizational structure and partner interaction allows us to
provide the City with senior level consultants who have the experience to guide you
through this assignment to a successful conclusion:
- Our project team has worked together on over one hundred similar consulting
engagements and we have worked with some of the largest, as well as some of the
smallest government organizations in the country including numerous project in
Oregon and Washington.
II We take the time to understand your needs and our partners and consultants are
available to lead you in all phases of the project.
- We have the technical experience, as well as sensitivity to the significant impact of
classification, job evall!~tion, performance management, and compensation
decisions to ensure results are appropriate for the City.
ATTACHME1NT 1 - PAGE 10
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Our proposed approach is designed to provide the City with work products that are tailored to
your needs and takes advantage of the knowledge regarding job content that exists within the
City. We have prepared a complete and thorough work plan so that nothing is left out and
important elements crucial to the success of the project are not overlooked; this will add
credibility to the study.
We believe we are highly qualified to assist you in conducting this sensitive and critical study.
We have performed studies with these identical specifications for all sizes of governmental
organizations. Our commitment to cities, as well as the public sector in general, is well
established and we encourage you to contact other organizations that the members of our
firm are currently assisting or have recently assisted. We pride ourselves on offering our
clients a level of customer service and quality work product that exceeds our competitors.
While we are flexible and open to modifications to the proposed workplan should we have
over or underestimated your needs, we believe our approach is tailored to your requirements
and we will be able to achieve your objectives for this project.
Our clients will attest to our ability to:
· Manage complex classification, compensation, and change assignments.
· Work with you as a team - we serve as mentors and technical experts to make sure
things go right.
· Deliver projects that meet the individual and unique needs of our clients for the
future; we don't simply reorganize what you already nave.
· Meet project timelines and ~udgets.
We appreciate having the opportunity to submit this proposal and look forward to assisting the
City in conducting this study. Should you need any additional information or have questions
regarding our proposal, please call me at 602-840-1070.
Company Name
Contact Person
Business Address
Telephone Number
Fax Number
Email Address
Authorized Signature
Fox Lawson & Associates LLC
Bruce G. Lawson
P.O. Box 32985, Phoenix, AZ 85064
602-840-1070
602-840-1071
bJawson@foxJawson.com
see below
~incereJy,
B~ ..e~
Bruce G. Lawson, CCP
President
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ATTACHMEJ NT 1 - PAGE 11
2
TABLE OF CONTENTS
Cover Letter
Table of Contents
3
Firm Information and Description
4
Personnel
9
References
21
Understanding of Needs
32
Work Plan
34
Study Schedule
54
Study Cost
55
Attachments
Recent Newsletters and Articles
59
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ATTACHMEl NT 1 - PAGE 12
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FIRM INFORMA TlON AND DESCRIPTION
Our firm has been in business since 1981, beginning as the public sector compensation
consulting practice at Arthur Young & Company. In 1989, Arthur Young.merged with Ernst &
Whinney to become Ernst & Young. In January 1995, Ernst & Young elected to withdraw from
the public sector marketplace and sold its public sector compensation consulting practice to
Fox Lawson & Associates LLC. Fox Lawson was organized as a limited liability corporation in
the state of Minnesota in January 1995, and by sale agreement with Ernst & Young, is the
successor firm to Ernst & Young LLP's public sector compensation and human resources
consulting practice.
The two partners of the firm, James Fox and Bruce Lawson, have worked together and were
responsible for all engagements of Ernst & Young's Public Sector Compensation & Human
Resources Consulting Practice for more than thirteen years prior to forming Fox Lawson &
Associates LLC. Since its establishment, FLA has more than tripled the business it started with
from Ernst & Young and continues to provide the technical expertise and know how
commonly associated with larger firms and the innovative customer service and flexibility
typically experienced with smaller firms. We are a full-service firm.
We serve our clients nationally, from two offices located at:
MINNESG'F~ ' '(, ,'~ ARIZONA
1335 County Road D Circle East
Saint Paul, MN 55109-5260
Phone: (651) 635-0976
Fax: (651) 635-0980
Partner: James Fox, Ph.D., IPMA-CP
PO Box 32985
Phoenix, AZ 85064-2985
Phone: (602) 840-1070
Fax: (602) 840-1071
Partner: Bruce Lawson, CCP, IPMA-CP
Our Federal Employer Identification Number is 41-1800060.
We are guided by the following principles:
FlA MISSION
To build a company that clients seek when they want to align their compensation,
benefits, and human resources systems to their business strategy.
FI.A VISION
To provide a level of client satisfaction and technical
competence that exceeds our competitors.
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ATTACHMEl NT 1 - PAGE'113
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FlA VALUES
The professional principles of integrity, quality,
communication, and work ethic will lead our firm.
FLA employs individuals who embrace these elements of our firm. Furthermore, our
consultants are not contractors; they are regular employees. Thus, they have a direct line of
sight to our firm's operations. They hold professional certifications, achievements, and
degrees from various professional organizations and universities.
We serve our clients nationally on a variety of classification, compensation, and human
resources issues. Areas of professional assistance include:
· Classification and Compensation Studies
· Organizational Change Management
· Performance Planning and Evaluation
· Human Resou.rces Planning and Audits
· Executive Compensatio~ Planning
· Human Resources Re-engineering
While we have a broad understanding of human resources systems, our firm primarily
specializes in classification and compensation studies. These studies typically include:'
developing new classification structures and job descriptions, evaluating jobs with a job
evaluation methodology to determine the internal equity, conducting a custom tailored salary
survey, developing a competitive pay system, recommending strategies to implement the new
compensation structure, and ensuring appropriate administrative and procedural guidelines
are in place to maintain the system. These studies ensure that our clients are in compliance
with applicable laws and regulations, such as the Fair Labor Standards Act (FLSA), the
Americans with Disabilities Act (ADA), and Equal Employment Opportunity (EEO) standards
and have pay systems that are appropriate for their organization and market strategy.
Over the past 13 years, our partners and staff have served more than 1,000 public sector
clients. Given the number of related projects we have completed, we have included a
sampling of references that demonstrates our experience in conducting engagements for
public sector organizations. Contact names and phone numbers are listed for each project.
These projects are relevant in demonstrating our ability to meet the needs of the City and
show considerable experience in developing compensation programs for cities, as well as
other governmental organizations. Our references can attest to the timeliness, quality, and
responsiveness of the services we provide, as well as our knowledge of legal issues, such 'as
the ADA and FLSA, our understanding of job classifications, and our skill and ability in dealing
with public organizations and sensitive personnel issues~
Below are a few key points and some of the services we would like to highlight about our firm.
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ATTACHMEl ~T 1 - PAGE 14
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JOB EVALUATION
Our staff has been instrumental in developing and applying job evaluation methodologies to
better meet our clients' needs in changing environments. Because no single method of job
evaluation fits the needs of all clients, we offer a "family" of job evaluation methods, including
the Decision Band™ Method; Flex/Point™, a point factor plan; and JF ACS™, an automated job
evaluation system which uses a scored questionnaire. In addition to these job evaluation
methods, our firm is experienced in fine tuning various job evaluation methods by updating
the language and/or the mathematical weighting schemes behind various job evaluation
systems to ensure they are free of bias and are valid and reliable.
SALARY DATABASE
FLA conducts about 60 custom compensation and benefit surveys throughout the country
each year. From these surveys, we have developed an extensive database of salary
information for government systems. This database contains information for 97 benchmarks
(jobs that are common to most organizations), in 29 different job families. It encompasses
nine different types of public sector entities of varying size and geographic location. Each
benchmark within our database has been evaluated with our own proprietary job evaluation
method. If we have your title and job evaluation rating we are able to reference comparable
market data for your organization. We have found this database to be a valuable resource for
obtaining either a single market figure for an individual job, or to supplement any data
collected by a custom salary survey.
STATE OF THE ART ClASSIFICATION AND COMPENSATION SOFIWARE
Our firm has continually utilized software and other automated tools to streamline the process
and procedures, involved in developing and maintaining classification and compensation
systems. The compensation planning software that we utilize, Corp.p Manager™, has been
installed in hundreds of organizations. Our automated job evaluation tool, JF ACS, has served
as the objective basis for classification and compensation designs for some of the largest
government organizations in the country for nearly 20 years. We also have a strategic
partnership with Link HR Systems, Inc. in working with automated compensation and job
evaluation software.
INDUSTRY AsSOCIATIONS
We also have a strategic alliance with the International Public Management Association for
Human Resources (IPMA - HR), the National Public Employers Labor Relations Association
(NPELRA), and the Colleges and Universities Professional Association for Human Resources
(CUPA - HR) and have conducted a series of training seminars/workshops on compensation,
classification, job evaluation, and employee benefits management throughout the nation in
conjunction with these organizations.
CLIENT SERVICE
In a survey conducted in 1998-99 of clients that we served in the previous five years, the
independent firm Dun & Bradstreet found that the quality of services Fox Lawson & Associates
delivered to its clients exceeded the services delivered by nearly 90 other consulting firms it
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ATTACHMEJ ~T 1 - PAGE 15
6
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competes with, many firms which are large, well-known, national firms. The factors rated
included cost, timeliness, quality, responsiveness to problems, technical support, quantity
deliyered verses quantity requested, and the attitude of personnel.
INDUSTRY LEADERSHIP
The consultants of Fox Lawson & Associates LLC have demonstrated leadership in the field of
compensation. Each member of FLA has obtained, or is working towards, their CCP or
teaches courses through WorkatWork, including Job Analysis and Evaluation, Performance
Management, Broad Banding, and Variable Pay seminars at WorldatWork or through the
International Public Management Association for Human Resources (IPMA-HR).
NUMEROUS PRESENTATIONS
We have been featured speakers at every IPMA-HR national conference for the past 23 years.
We also have been featured speakers at every NPELRA (a public sector labor relations
organization) national conference for the past 12 years. We are also often asked to speak at
regional and national CUP A and SHRM conferences.
PUBLISHED ARTICLES
We publish a quarterly newsletter, "FLA Solutions," for clients on key topics affecting the
public sector. Previous articles have included discussions on alternative rewards, such as skill
or competency based pay, best practices in salary administration, and the Sherman Antitrust
Act, as well as several other progressive topics in the public sector. We write a quarterly
compensation answer column called CompDoctor™ for the IPMA news. We also have
published articles in the American City and County, Public Management, Corporate Report
Ventures, Corporate Board Member, and Benefits Planner. We encourage you to access many
of these articles through our website at www~foxlawson.com.
CLIENT EXPECTATIONS
Fox Lawson & Associates LLC takes pride in fulfilli~g and exceeding our clients' expectations.
To ensure that we are accomplishing this, we distribute client satisfaction feedback surveys on
a monthly basis. These surveys provide valuable feedback regarding our performance on
projects and the level of satisfaction of our clients. Below are some of the comments we
consistently receive from our clients.
,
Customer Service and Follow-Up
"FLA is very responsive to their clients' questions and immediate needs; if there
, is a question, it is answered quickly and in words we understand." - Lucy
Gangane, Assac. Librarian far Admin. Sues., Hartfard Public Library.
. Teaching, Feedback & Guidance
"FLA does an excellent job walking their clients through the project; they teach
'classification and compensation 1 0 l' and they move up to advanced courses
when we are ready." - Charles Klein, HR Director, City of Bismarck, ND.
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Flexible
"FLA is willing to work around their clients' schedules, and ensure project
deadlines are met." - Mary Lou Rizzo, Director of Personnel Division, Miami-Dade
County, FL
Professional
"FLA is very professional, knowledgeable, and accommodating in handling their
clients' questions and concerns." - Mara Cook, HR Manager, Atlanta Regional
Commission.
Analytic Ability & Data Quality
"FLA analyzes data in a manner that is easy to understand and provides data that
is credible and valid." - Elva LeBlanc, Former President, Galveston College, TX.
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ATTACHMEJ N'T 1 - PAGE 11
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PERSONNEL
Project Staffing
There are four critical concerns that must be addressed in organizing, staffing, and managing
this project:
· Communications must be open and maintained with employees and
management;
· The consultants must be capable of securing high levels of acceptance from
policy makers, employees and City management, that is demonstrated
through experience, professionalism, and quality work product;
· Work must be carefully planned and efficiently performed to meet your
objectives and ensure all areas are addressed;
· The team must have the proper mix of project management skills, technical
expertise, and public sector experience.
We have carefully consigered these needs and have proposed a project team that is designed
to address these areas and facilitate successful project completion.
SelVices to the City will be under the direction of:
BRUCE G. LAWSON, MPA, CCP, IPMA-CP, a Partner and President of the firm. He has
directed similar projects for more than 300 jurisdictions. Mr. Lawson is also a former city
manager in two California cities, county administrative officer in Multnomah County (Portland)
Oregon, assistant city manager/personnel director in COlVallis, Oregon, and assistant to the city
administrator/personnel director in Placentia, CA. Mr. Lawson will be responsible for all
activities and project deliverables of the project.'
In addition to Mr. Lawson, your project team will include:
JAMES C. FOX, PhD, IPMA-CP, a Partner and Chairman of the firm. He has been conducting
classification and compensation studies for more than 25 years. Prior to forming the firm, Dr.
Fox was a Partner in the firm of Ernst & Young LLP and headed up the firm's regional
compensation practice and had national responsibility for the public sector compensation
practice. Dr. Fox will act as alternate project director.
HEIDI NELSON, CCP, CBP, IPMA-CP - Senior Consultant - Ms. Nelson will be responsible for
coordinating the compensation activities during this study. Ms. Nelson has been with our firm
for 13 years, was with Ernst & Young for six years prior to joining Fox Lawson & Associates
LLC, and has assisted, hundreds of clients.
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ATTACHMEJ ~T 1 - PAGE ,18
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DEVIN GRDINIC, MA-HRIR, CCP, IPMA-CP - Consultant - Mr. Grdinic will serve as lead
consultant during the classification and compensation activities of this study. Mr. 9rdinic
holds a Master's Degree in Human Resources and Industrial Relations from the University of
Minnesota and has completed his CCP certification.
ANNETTE HOEFER, MBA, CCP - Senior Consultant - Ms. Hoefer will assist in the
classification activities during the study as needed. Ms. Hoefer is a graduate of the University
of Iowa with a master's degree in business. She worked at a regional compensation
consulting firm prior to joining Fox Lawson & Associates LLC.
f
BETH OSTREM, MA-HRIR, CCP, IPMA-CP - Senior Consultant - Ms. Ostrem is a former
Human Resources Director for a non-profit organization, has a Master's Degree in Human
Resources and Industrial Relations from the University of Minnesota, and has completed her
CCP certification.
MIKE VERDOORN, MA-HRIR, CCP, IPMA-CP - Consultant - Mr. Verdoom will provide staff
support during the classification and compensation activities of this study. Mr. Verdoom is a
graduate of the University of Minnesota graduate school with a Master's Degree in Human
Resources and Industrial relations. He worked at Imation as a compensation analyst before
joining Fox Lawson & Associates LLC. Mr. Verdoorn earned his CCP certification from World
at Work.
SANDRA SPELLMAN, MPA - Consultant - Sandy will assist on the project as needed. Sandy
joined Fox Lawson in early 2005 after spending 18 years with Ernst & Young LLC.
,
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Organizational Chart
Resumes
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ATTACHMEl ~T 1 - PAGE 20
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Project team resumes are listed on the following pages.
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JAMES C. FOX, PhD, IPMA-CP
Chairman - Alternate Project Director
EXPERIENCE
Dr. Fox is a Partner of the firm and serves as Fox Lawson & Associate LLC's Chairman. In this
capacity, he is responsible for all consulting activities in the areas of personnel management,
job evaluation and compensation, organization' and management analysis, survey research,
and firm' quality control.
A former Partner in the firm of Ernst & Young LLP, Dr. Fox ,headed up the firm's regional
compensation practice with national responsibility for public sector compensation consulting.
Dr. Fox has assisted hundreds of public and private sector organizations with their
classification and compensation needs.
CLIENTS
PUBEJIC SECTOR' RRlVATE SECTOR '
I
City of Baltimore, MD
City of Seattle, W A
State of New York
Miami-Dade County
District of Columbia Government
State of Washington
Cima Labs
Valspar
Michael Foods, Inc.
Reehl Precision Manufacturing
MedSource Technologies
Micro Dynamics
EDUCATION AND ACHIEVEMENTS
Dr. Fox holds both M.A. and Ph.D. degrees in Sociology from the University of Minnesota. He
has over twenty-five years of experience consulting with personnel with public-sector
organizations. Dr. Fox has served as an instructor at Metropolitan State University and the
University of Minnesota, and has been a guest lecturer at regional conferences and meetings.
He served on the Board of Director's Marketing Committee of the Wells Fargo Bank of St. Paul.
He is a member of the Society of Human Resource Management, WorldatWork, where he is
on the faculty, and was the Professional Development Coordinator of the Compensation
Council of the Twin Cities Personnel Association. In addition, Dr. Fox authored a monthly
compensation article in Venture" Magazine, called the "CompDoctor." Dr. Fox is the chair of
the Human Resources committee of the Indianhead Council of the Boy Scouts and is a former
Board Chair of Project Pathfinder, a social services organization.
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BRUCEG.lAWSON, MPA, CCP, IPMA-CP
President -Project Director
EXPERIENCE
Mr. Lawson is a Partner in the firm of Fox Lawson & Associates LLC. Prior to forming Fox
Lawson, Mr. Lawson selVed for 15 years as the National Director of Ernst & Young's public
sector compensation program. His consulting experience includes work in job evaluation and
compensation, organization analysis" executive searches, personnel systems and policy
development, retirement systems and budgetary and reporting systems. Mr. Lawson also has
15 years of top-level experience in the public sector as a county administrative officer
(MuItnomah County, OR), city manager, personnel director and finance director.
Mr. Lawson has assisted hundreds of organizations with their classification and compensation
needs.
CLIENTS
PUBLIC SECTOR
Multnomah County, OR
City of Vancouver, WA
City of Tukwila, W A
City of Mill Creek" W A
City of Bend, OR
City of Grants Pass, OR
City of Roseburg, OR
City of Ashland, OR
City of Seattle, W A
W A Cities Insurance Authority, W A
King County, WA
City of Longview, WA
Cit of Tacoma, WA
City of Palo Alto, CA
City of Asheville, NC
City of Kansas City, MO
City of San Jose, CA
City of Fresno, CA
Community Transit, WA
City and County of Denver, CO
Sound Transit, WA
Olympic College, WA
Metro - Portland, OR
Portland Public Schools, OR
Beaverton School District, OR
EDUCATION AND ACHIEVEMENTS
Mr. Lawson has a Master's Degree in Public Administration from the California State University
at Fullerton and is ABD in Public Administration from the Golden Gate University in San
Francisco. He is also an active member of several professional associations including the
College & University Professional Association for Human Resources, the International City &
County Management Association, the International Public Management Association for Human
Resources, the So~iety _ for Human Resources Management, and WorldatWork (formerly
known as the American Compensation Association). He served on the City of Phoenix Public
Safety Retirement Board for ] 2 years. Mr. Lawson is a Certified Compensation Professional
(CCP) by WorldatWork.
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HEIDI NELSON, CCP, CBP, IPMA-CP
Senior Consultant
EXPERIENCE
Ms. Nelson is a senior consultant in our compensation consulting practice. She assists clients
in conducting classification and compensation studies. Her role in the consulting1team will be
to coordinate the compensation study.
Ms. Nelson has been a consultant in our firm for 12 years and has over 18 years of
compensation consulting experience. She has assisted hundreds of organizations with their
classification and compensation needs.
CLIENTS
P1J8EI€ SECTOR" PRIVA17E SEeTeR "
City of College Station, TX
, Oregon University System
Medford Water Commission, OR
Pierce Transit District, W A
Community Transit, WA
AldelWood Water District, W A
State of Washington
City of Kansas City, MO
Western Washington University, WA
Lane County, OR
Ci of Grants Pass, OR
Cretex Companies
Michael Foods
Lake Region Manufacturing
Space Center Enterprises
Valspar Corporation
CIMA Labs
EDUCATION AND ACHIEVEMENTS
Ms. Nelson attended the University of Minnesota, where she specialized in Business
Management. She has completed continuing education coursework in Industrial Relations,
Methodology and Design of Salary Surveys, and Compensation Administration. Ms. Nelson is a
member of WorldatWork (formerly American Compensation Association) and holds both the
Certified Compensation and Certified Benefits Professional" designations from that
organization.
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ANNETTE HOEFER, MBA, CCP
Senior Consultant
EXPERIENCE
A senior consultant with Fox Lawson & Associates LLC, Ms. Hoefer has extensive
compensation and human resources consulting experience with public and private sector
clients. She is a former senior consultant with Lee & Burgess Associates in Denver, Colorado.
Ms. Hoefer served as the project manager and lead consultant for some of the firm's largest
public service consulting projects. She also designed several innovative compensation-related
tools, including banded job evaluation and a competency based performance evaluation
method. She has held human resources positions in energy and insurance companies,
employing progressive compensation strategies and processes.
Ms. Hoefer is responsible for providing compensation services including job evaluation, job
description development, survey management, and compensation system design for all types
of public sector clients. She has guided over 100 organizations in the development and
administration of strategic and operational compensation and human resources policies and
practices.
CLIENTS
PUBEiIC SECTOR , ~,- <<' ,
Port of Coos Bay, OR
City of Carlsbad, CA
Town of Paradise Valley, AZ
City ,of Lakewood, CO
City of Fresno, CA
City of Englewood, CO
City of Longmont, CO
City of Montrose, CO
Pasqua Yaqui Indian Tribe, AZ
Cit of Grand Junction, CO
Town of Carbondale, CO
Arapahoe County, CO
City of Surprise, AZ
Cascadia Community College, W A
Hampton Roads Sanitation DIstrict, VA
Chaffee County, CO
Larimer County, CO
Eagle River Water & Sanitation District, CO
Santa Clara Valley Water District, CA
Cit of Rifle, CO
EDUCATION AND ACHIEVEMENTS
Ms. Hoefer has a Master's in Business Administration with an emphasis in Human Resources
from the University of Iowa and holds a Bachelor's Degree in Business Administration from the
same institution. She is a member of the Society for Human Resource Management and
earned her CCP from War/do/Work. She is a past board member of the Rocky Mountain
Compensation Association.
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BETH OSTREM, MA-HRIR, CCP, IPMA-CP
Senior Consultant
EXPERIENCE
Ms. Ostrem is a senior consultant in our compensation and human resources management
consulting' practice. Ms. Ostrem is a former Human Resources Director for a non-profit
organization. She is responsible for assisting clients in conducting classification and
compensation studies.
RElATED CLIENTS
PUBLI<i.! SECTIDR '
City of Bend, OR
Coconino Community College, AZ
Commonwealth of Virginia
San Jacinto' Community College, TX
Cochise College, AZ
Law Enforcement Support Agency, WA
CA State Association of Counties
Lake Havasu City, AZ
Polk County, WI
State of Wyoming
Waubonsee Community College, IL
City of-Vancouver, WA
CSAC Excess Insurance Authority, CA
Ci & Count of Butte-Silverbow, MT
EDUCATION AND ACHIEVEMENTS
Ms. Ostrem has a, Bachelor of Arts Degree in Political Science from Luther College and a
Master's Degree in Human Resources and Industrial Relations (MA-HRIR) from the University
of Minnesota. She is a member of WorldatWork and has earned her CCP certification.
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MIKE VERDOORN, MA..HRJR, CCP, IPMA..CP
Consultant
EXPERIENCE
'Mr. Verdoom is a consultant in our compensation and human resources management
consulting practice. He is responsible for providing staff support in job analysis and
compensation analysis.
CLIENTS
RI.JBLIG SECTOR < PRIVATE SECTOR '
Massachusetts Port Authority
Solano County, CA
Marin County, CA
Des Moines Metropolitan Transit Authority,
IA
Orange County Transit Agency, CA
Galveston College, TX
North County Transit District, CA
Riverside Transit, CA
City of Asheville, NC
Nassau County, NY
Community Transit, WA
Cit of Watertown, NY
Schuck and Sons Constructions Inc.
Black Angus Steak Company
EDUCATION AND ACHIEVEMENTS
Mr. Verdoorn has a Bachelor of Arts Degree in History from the University of Minnesota and a
Master's Degree in Human Resources and Industrial Relations (MA-HRIR) from the University
of Minnesota. Mr. Verdoom is a member of Wor/datWork and has earned his ecp
certification.
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ATTACHMEl NT 1 - PAGE 27
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DEVIN GRDINIC, MA-HRIR, CCP, IPMA-CP
Consultant
EXPERIENCE
Mr. Grdinic is a consultant in our compensation and human resources management
consulting practice. He is responsible for providing staff support in job analysis and
compensation analysis.
RElATED CLIENTS
RUBLle SECT€lR ^
St. Louis County, MN
Alamo Community College District, TX
Utah Trust Lands Administration, UT
Holyoke College
Sound Transit, W A
City of Longview, WA
Santa Clara Valley Water District, CA
City of Eugene, OR
Elk Grove Unified School District, CA
Harrisburg Community College, P A
Los Angeles Unified School District, CA
Kent County, MI
Albuquerque Bernalillo County Water
Authority, NM
Nassau County, NY
EDUCATI€lN AND ACHIEVEMENTS
, Mr. Grdinic has a Bachelor of Arts Degree in Sociology and a Master's Degree in Human
Resources and Industrial Relations (MA-HRIR) from the University of Minnesota, MN. He is a
member of WorldatWork and has earned his CCP certification.
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SANDRA SPELLMAN, MPA
Senior Consultant
EXPERIENCE
Ms. Spellman, a senior consultant with Fox Lawson & Associates LLC, has extensive employee
training, communications, organization development, and classification/compensation
consulting experience with ,public and private sector clients. Prior to affiliating with Fox
Lawson & Associates LLC, she spent 18 years with Ernst & Young's consulting practices where
she was responsible for, client and internal employee change management, communications
and training strategies among other disciplines.
She has also held state executive and legislative positions addressing, among other issues,
employee classification and performance management strategies and processes.
CLIENTS
PUBLIC SECTOR
Santa Clara Valle Water District, CA
Ci of Asheville, NC
Solano Count , CA
Ci of Tacoma, WA
Albuquerque Bernalillo County Water Utility
Authorit , NM
US Department of Health & Human SelVices
Cit of Tacoma, WA
State of Arizona
K ene School District, AZ
Ci of Grants Pass, OR
State of North Carolina
Multnomah Coun , OR
State of Arkansas
State of Hawaii
US Department of Housing & Urban
Development
EDUCATION AND ACHIEVEMENTS
Ms. Spellman has a Master's in Public Administration with an emphasis in Organizational
Development from Arizona State University and holds a Bachelor's degree in
Sociology/Political Science from the same institution.
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REFERENCES
Our partners and staff have assisted several hundred public sector clients. These projects have
included from less than one hundred, to thousands of employees. Below is a sampling of
clients we have assisted with similar needs. Contact names and phone numbers are listed for
each project. These projects are relevant in demonstrating our ability to meet the needs of the .
City and show considerable experience developing classification and compensation systems.
Our references will attest to the timeliness, quality, and responsiveness of services we provide,
as well as our knowledge of legal issues such as the ADA, EEO, an9 the FLSA, the
classifications under study, and our skill and ability of dealing with organizations of your size
and needs.
LOCAL (WASHINGTON AND OREGON) REFERENCES
Lane County, OR
In 2006, we conducted a classification and compensation study covering all management
positions in the County. Greta Utecht, Director of Human Resources, (541) 682-2689 or
greta. utecht@co.lane.or.us.
City of Roseburg, OR
In 2001, we conducted a market compensation study for the City. In 2006, we were retained to
conduct another compensation study for the City and to update their compensation plan.
Barbara Gershon, Director of Human Resources, (541) 672-7701 or
bgershon@cityofroseburg.org.
City of Grants Pass, OR
In 2007, we are conducting a classification and compensation study covering all positions
within the City. Ms. Laurel Samson, Assistant City Manager at (541) 474-6360 or
lsamson@grantspassoregon.gov.
City of Tacoma - Tacoma, WA
In 2008, we have been retained to assist the City in developing a new job classification
structure covering all City positions, as well as to develop a new compensation program using
data to be collected by another consulting firm. Joy St. Germaine, Human Resources Director
at (253) 591-2060 OR JSTGERMAIN@CI.TACOMA.WA.US.
City of Longview - Longview, WA
We have been selected to conduct a classification and compensation study covering all City
positions beginning in 2008. Robbie Berg, SPHR, Human Resources Director at (360) 442-5020
or ROBBIE.BERG@CI.LONGVIEW.WA.US.
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ATTACHMEJ ~T 1 - PAGE 30
21
.
I
~
,
City of Vancouver - Vancouver, WA
In 2007, we were retained to conduct a review of the City's compensation and classification
systems, policies and procedures. Debby Watts, Compensation and Benefits Supervisor at
(360) 619-1001 or DEBBY.WATTS@lcI.VANCOUVER.WA.US.
Multnomah County, OR
In 2008, we have been selected to conduct a classification and compensation study covering all
executive and management positions in the Couhty. The project is anticipated to begin in April
2008. Joi Doi, Compensation Manager, (503) 988-3241 or joLdoi@co.multnomah.or.us.
City of Tukwila, WA
In 2000/2001, we assisted the City in developing a new classification and
compensation program for represented positions. In 2002, we assisted
in the development of a skill based pay program for represented employees.
In 1997, we conducted a market compensation study and development of a new
compensation program for all non-bargaining unit positions. Ms. Viki Jessop, Director of
Administrative Services at (206) 433-1831;
City of Bend, OR
In 2006/2007, we conducted a classification and compensation study covering all positions
represented by the City of Bend Employees Association, as well as additional non-represented
positions. Janice Grady, Human Resources Manager, (541) 388-5502.
Sound Transit - Seattle, W A
In 2006, we were retained to assist the .Agency in determining appropriate compensation levels
and titling conventions for executive and management level positions. In 2007, we have been
retained to conduct a market compensation assessment. Joni Earl at (206) 398-5450 or
earlj@soundtransit.org.
Olympic College - Bremerton, WA
In 2004, we conducted a compensation study for this community college's non-represented
positions. The project also included implementation of a new job evaluation methodology to
help the College determine appropriate internal alignment of all job classifications. Linda
Yerger, Director of Human Resources at (360) 475-7305 or lyerger@oc.ctc.edu.
Western Washington University, WA
In 2005 and 2006, we were retained to assist the University in addressing internal equity issues
and redesigning its compensation program. We continue to assist the University with
compensation issues. Stacey Carroll, Compensation and Benefits Manager, (360) 650-7314 or
Stacey. Carroll@wwu.edu.
Pierce Transit-Tacoma, WA
In 2003, we completed development of a new classification and compensation
program for all non-represented positions within Pierce Transit. The plan was
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ATTACHMEJ NT 1 - PAGE 31
22
..
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.
adopted and implemented by the District. Ms. Ruth Moore, (253) 253-581-8107- or
rrnoore@piercetransit.org.
Community Transit - Lynnwood, WA
In 1994, we conducted a classification, job evaluation and compensation study
covering all non-bargaining unit , positions within the Snohomish County
Transportation Agency (Community Transit/CT). In 2000/2001, we assisted CT in updating and
streamlining the classification system. In 2006, we conducted a comprehensive market
compensation study. In 2007 we, are conducting an executive compensation study covering
the CEO and other senior executive level positions for the Board of Directors. We also provide,
under a five year agreement, as needed classification and compensation services. Lynn
Starcher, Human Resources Manager, (425) 348-7116 or lynn.starcher@commtrans.org.
Washington Cities Insurance Authority - Renton, W A
In 1995, we developed a new classification and, compensation program for the
WCIA. In 1997 and 2004, we were again retained to update the system at the request of the
Board of Directors. Lewis Leigh, Executive Director, (206) 764-647.
Beaverton School District - Beaverton, OR
In 2006-2007, we were retained to conduct a job evaluation, and compensation study covering
all administrative job titles within, the District: We also assisted the District in consolidating
approximately 35 administrative job classifications into 11 more broadly defined job
classifications. Sue Robertson, Executive Director, ~ Human Resources, (503) 591-4344 or
sue _robertson@beaverton.k12.or.us.
Portland Public School District - Portland, OR
In 2006/2007, we conducted a compensation study covering administrative job titles within the
District. Sara Allan, Director - Human Resources Operations, (503) 916-3047 or
sallan@pps.k12.or.us.
OTHER LocAL/REGIONAL CLIENTS
· Cascadia College, W A
· City of Vancouver, W A
II Evergreen State College, Olympia, W A
· , King County, WA
· Ben Franklin Transit, W A
II Yakima County, WA
II City of Seattle, W A
· City of Kennewick,W A
· City of Richland, WA
· Intercity Transit, W A
II Port of Coos Bay, OR
II Lane County, OR
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ATTACHMEJ NT 1 - PAGE '32
23
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,
· Metro - Portland, OR
· City of Ashland, OR
· City of Medford, OR .
· Chemeketa Community College - Salem, OR
· Oregon Ui1iver~ity System - Eugene, OR
· Beaverton School District, OR
· Eugene School District, OR
· Portland School District, OR
OTHER CURRENT AND RECENT CIIT CLIENTS
· City of Fresno, CA
· City of Kansas City, MO
· Unified Government of Kansas City/Wyandotte County, KS
· City of Wichita, KS
· City and County of Denver, CO
· City of Surprise, AZ
· City of Palo Alto, CA (management and professional positions including electric and water
utility positions)
· City of Asheville, NC
Sample Listing of Other Clients are listed on the following pages
Following are clients that our firm has served. All ~lients are, or have been, served by current
members of our firm. Compensation consulting, services were provided to all clients listed.
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ATTACHME1NT 1 - PAGE 33
24
-.
SHE~m.lI)IS1R1~lS, IDtEIEllIES, AND IDRGANIM11IDNS
derwood Water District, WA
ssociation of Bay Area Governments, CA
tlanta Regional Commission, GA
State Compensation Fund, AZ
Central Arizona Water Consv. Dis1., AZ
CO Intergovt'l Risk Sharing Agency, CO
Colorado Springs Utilities, cO
Community Transit, WA,
Commonwealth Utilities Corporation, MP
DFW Airport Authority, TX
Dickstein & Maran Attorneys at Law, CA
East Central Solid Waste Com., MN
Golden Gate Bridge/Hwy& Transp. Dis1.
Housing Authority of Pittsburgh, P A
Irvine Ranch Water District, CA
Lake Taylor Hospital, VA
Los Angeles City Housing Authority, CA
LA Reg. Family Planning Council, Inc. CA
Massachusetts Port Authority, MA
Medford Water Commission, OR
Menlo Park Fire District, CA
Metro Parks Tacoma, WA
Metro'Water District, AZ
Metropolitan Airports Commission, MN
Military Sealift Command, DC
NACOG, AZ
Narra ansett Ba Commission, RI
National Western Stock Show, CO
NCUA,VA
NY Environmental Facilities Corp., NY
Northern AZ Council of Govts., AZ '
Orange Co. Fire Authority, CA
Orange County Water District, CA
Padre Dam Water District, CA
Parker Fire Protection District, CO
Phoenix Transit System, AZ
Pierce Transit, W A
Pugent Sound Council of Govts, W A
Reno-Sparks Conv.Nisitor's Auth., NV
San Jose Redevelopment Agency, CA
San Mateo County Transit District, CA
Sioux Vocational Services, SO
Southern CA Rapid Transit Dis1., CA
Special Districts Assoc. of Oregon, OR
S1. Paul Public Housing Authority, MN
Suburban Hennepin Reg. Park Dist, MN
Success Academy, MN
Sun Tran, AZ
SunLine Transit, CA
hree Rivers Park District, MN '
University Medical Center, So. NV
alley Transportation Authority, CA
ista Irrigation District,CA
ashin ton Cities Insurance Auth., W A
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ATTACHMEJ ~T 1 - PAGE 34
25
.
. m.
f;0IDlNrEIES ' " ,
ameda County Office of Education, CA
Baltimore Co., MD
Becker County, MN
Blue Earth County, MN
Broward County, FL
CalVer County, MN
Cass County, NO
City/County of San, Francisco, CA
Clay County, MN
Cochise County, AZ
Coconino County, AZ
Contra Costa County, CA
Crow Wing County, MN
Dakota County, MN
Dodge County, MN
Dodge Soil & Water ConselVation, MN
Douglas County, WI
Faribault County, MN
Farmington Utilities, NM
Freeborn County, MN
Fulton County, GA
Greene County, OH
Gwinnett County, GA
Hennepin County, MN
Itasca County, MN
ohnson County, KS
Kern County, CA
King County Superior Court, W A
King County, WA
Klickitat County, WA
Le Sueur Coun , MN
U!ii
Lee County, Fort Myers, FL
Maricopa County Superior Court, AZ
Marin County, CA
Mille Lacs Cnty Soil/Wtr. Consv. Dist, MN
Mille Lacs County, MN
MN Supreme Court, MN
Montgomery County, MD
Mower County, MN
New Hanover County, NC
North Dakota Supreme Court, NO
Olmsted County, MN
Pima County, AZ
Pine County, MN
Polk County, MN
Polk County, WI
Ramsey County, MN
Rice County, MN
Rockdale County, GA
Santa Cruz County, CA
Santa Rosa County, FL
Scott County, fA
Scott County, MN
Sedgwick County, KS
, Sherburne County, MN
St. Louis County, MN
Steams County, MN
Unified Gov't of Wyandotte Co./KCK, KS
atonwan County, MN
akima County, WA
uma County, AZ
Maricopa Count Attome , AZ '
ATTACHMEJ ~T 1 - PAGE 35
26
.
. "
~lmlES
tIanta Traffic Court, GA
City of Ann Arbor, MI
City of Ashland, OR
City of BamesvilIe, MN
City of Bellingham, W A
City of Billings, MT
City of Bismarck, NO
City of Burlington, IA
City of Carls bad, CA
City of Carson, CA
City of College Station, TX
City of Cumberland, MD
City of Dallas, TX
City of Dickinson, NO
City 'Of Encinitas, CA
City of Fargo, NO
City of Farmington, MN
City of Fayetteville, NC
City of Fergus Falls, MN
City of Flagstaff, AZ
City of Fremont, CA
City of Ft. Lauderdale, FL
City of Goodyear, AZ
City of Grand Forks, NO
City of Hamilton, OH
City of Hanford, CA
City of Hartford, CT
City of Healdsburg, CA
City of Hercules, CA
City of Huber Heights, OH
City of Jackson, MN
City of Kalamazoo, MI
City of Kc~.Iispell, MT
City of Kennewick, WA
City of Kirkland, W A
City of Lake Havasu City, AZ
City of Lake Oswego, OR
City of Lakewood, CO
City of Larkspur, CA
City of Los Angeles, CA
Cit of Mandan, NO
City of Missoula, MT
City of Mountain View, CA
City of Newcastle, W A
City of Northfield, MN
City of Oceanside, CA
City of Pella, IA
City of Peoria, AZ
City of Plymouth, MN
City of Prescott, AZ
City of Rancho Cucamonga, CA
City of Redmond, WA
City of Richland, W A
City of Roanoke, VA
City of Rochester, MN
City of Roseburg, OR
City of Sacramento, CA
City of San Jose, CA
City of San Ramon, CA
City of San Francisco, CA
City of Santa Ana, CA
City of Santa Cruz, CA
City of Scottsdale, AZ
City of Seattle, WA
City of Shakopee, MN
City of Sheboygan Falls, WI
City of Sioux City, IA
City of Sioux Falls, SO
City of Surprise, AZ
City of Tacoma, W A
City of Thief River Falls, MN
City of Tucson, AZ
City of Tukwila, WA
City of Valley City, NO
City of Walnut Creek, CA
City of West Fargo, NO
City of West Hollywood, CA
City of West Jordan, UT
City of Wilmington, NC
City of Yuma, AZ
District of Columbia Government
Murra Cit Corporation, UT
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ATTACHMEl ~T 1 - PAGE 36
27
..
f '.
~I\EIES ~€m;NiiINI.IEf}~, "
City of Mason City, IA
City of Medford, OR
City of Mercer Island, WA
City of Mesa, AZ
Cit of Mill Creek, W A
own of Paradise Valley, AZ
own of Windsor, CA
BIage of Glen Ellyn, IL
illage of Schaumburg, IL
[ii
ATTACHMEJ ~T 1 - PAGE 37
28
"
,
Slf~]ES x ,
aska
'zona
California
Colorado
, Georgia
Hawaii
Illinois
Iowa
Kansas
Michigan
Minnesota
Montana
Nevada
New Mexico
New York
North Carolina
North Dakota
Ohio
Utah
ermont
irginia
ashington
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ATTACHMEl NT 1 - PAGE 38
29
5@HIDIDIS
bert Lea Schools, MN
oka-Hennepin Schools #11, MN
'zona School Boards Association, AZ
tIanta Public Schools, GA
ustin Public Schools, MN
Bemidji Schools, MN
Beverly Hills Unified School District, CA
Big Lake SchoolsISD#727, MN
Bloomington Schools, MN
Blue Earth Schools, MN
Braham School District, MN
Buffalo School District #877, MN
Byron High School, FL
Cartwright School District #83, AZ
Chaska Schools, MN
Columbia Heights Schools, MN
Columbus Public Schools, OH
Milaca Schools - ISD#912, MN
Minnetonka Public Schools, MN
Moorhead Public Schools, MN
Mounds View Schools ISD#0621, MN
Nay Ah Shing Schools, MN
New Ulm School District, MN
Northeast Metro. Int. School Dist., MN
Northfield Schools, MN
Orange Unified School District, CA
Osseo Schools ISD#279, MN
Peoria USD, AZ
Phoenix Union High School, AZ
Pine City Schools, MN
Polk County Schools, FL
Princeton Schools, MN
U!.ii
Compton Unified School District, CA
Dakota Intermediate School Dist. #917, MN
Detroit Lake Schools, MN
Duluth Schools, MN
Duval County Public Schools, FL
ECSU, MN
Fairmont Area Schools ISD#2752,MN
Flagstaff Unified School District, AZ
Forest Lake Public Schools, MN
Fridley Schools, MN
Glencoe-Silver Lake Schools, MN
Glendale Union HS District, AZ
Kyrene School District, AZ
Lake Washington School Dis1., W A
Lee County Schools, FL
Mahtomedi School District, MN
Matanuska-Susitna Borough School Dis1., AI<
Sacramento City Unified School Dist. CA
Sauk Centre Schools, MN
South S1. Paul Schools, MN
Spring Lake Park Schools, MN
S1. Clair Schools, MN
S1. Cloud Schools, MN
S1. Francis Schools, MN
S1. Louis Park Schools ISD#283, MN
Stillwater Public Schools, MN
empe Elem. School Dis1. No.3, AZ
ucson Unified School District, AZ
adena-Deer Creek Schools, MN
aseca Public Schools, MN
ashington Elem. School District, AZ
est St. Paul Schools #197, MN
ATTACHMEl NT 1 - PAGE 39
30
€8I.Jm&ES ilND ENmERSIKiIES ' ,
Alamo Community College, TX
Arizona Board of Regents, AZ
Arizona Western College, AZ
Austin Community College, TX
Blinn College, TX
Brazosport College, TX
Central Arizona College, AZ
Chemeketa Community College, OR
Clark/Atlanta University, GA
Clatsop Community College, OR
Coconino Community Coll~ge, AZ
College of the Mainland, TX
Collin County College District, TX
Eastern New Mexico University, NM
Galveston College, TX
Gateway Technical College
Houston Communi Colle e District, TX
Maricopa Community College Dist., AZ
Macalester College, MN
Missouri Western State ,College, MO
Moraine Park Technical College, WI
North Central Technical College, WI
North Harris Community College, TX
Northland Pioneer College, AZ
Ohio Assoc. of Community Colleges, OH
Owens Community College, OH
Pima Community College District, AZ
San Jacinto College District, TX
Seattle University, WA
, University of California at Los Angeles
University of Georgia
University of Minnesota
Waukesha County Tech. College, WI
Yavapai Communi Colle e, AZ
'\
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ATTACHMEl NT 1 -:- PAGE 40
31
, RRW:il:1tE SE€lf>R ' , <
Andersen Corporation
Blue Cross/Blue Shield of Minnesota
Boy Scouts of America
Chromcraft -Revington
CIMA Labs
Colonial Craft
Computype
Cretex
Educational Assistance Corporation
Employer's Health Insurance
G & K Services
GFI America
J.G. Kinnard & Co.
Kohl's Department Stores
Koons, Fuller & Vanden Eykel
Lake Region Manufacturing Co.
Loegering Manufacturing, Inc.
Mark Twain Bancshares
Med Source Technologies
Medical Protective Company
Meritex Enterprises
Michael Foods, Inc.
Micro Dynamics
Midwest Security
Network Systems Corporation
Northwest Airlines'
Pella Corporation
Price Waterhouse Coopers
Quality Tools, Inc.
Schneiderman's
Southwestern Bell Telephone Company
Space Center Enterprises
Sprint
Talent Software Services
Target Stores
The BeItmann Group
The Hunt Corporation
United Healthcare Corporation
US Bank
Valspar Corporation
Wenger Corp.
Wilsons, The Leather Experts
Woodland Container Corporation
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ATTACHMEl ~T 1 - PAGE 41
32
UNDERSTANDING OF NEEDS
The intent of the study is to conduct a classification study and compensation survey covering
approximately 250 non-public safety positions in approximately 115 current job classifications.
This equates to a ratio of about two positions per job classification and reflects an unusually
narrow job classification structure. Today, most organizations seek to have a substantially
broader structure. We believe that the outcome of the study should be a system that provides
. flexibility in job assignments and career growth, allows the City to effectively attract and retain
personnel, monitors relevant labor markets, is compliant with appropriate federal, state and
local regulations and is free of bias or subjectivity. In order to accomplish these outcomes, the
following tasks will be performed:
~ Confirmation of the City's classification and compensation philosophy and
strategies including issues related to a broad versus narrow job classification
structure, the appropriate labor market(s) for the various job families and levels
of jobs, the appropriate relationship of City compensation to the labor market,
and how the compensation system should operate.
~ Development of a communication strategy that focuses on all stages of the study.
~ Provision of a job leveling process that is appropriate to the classification
concept and will allow assignment of new positions to the compensation system
when market data is not available.
~ Conduct of a job classification study to develop a revised classification structure,
provision of new or revised job descriptions, and allocation of each position into
the appropriate job classification, including an employee review and appeal
process.
~ Assessment of the internal relationships of all new job classifications in order to
determine appropriate compensation levels when market compensation data i~
not 'available or relevant.
~ A market survey of other employers within the City's defined labor markets to
determine the competitiveness of the City's compensation program.
~ Update the existing, or develop a new, salary structure to ensure the City's pay is
competitive within its established labor market.
~ The slotting of jobs into appropriate salary ranges based on market parity and/or
internal equity according to the City's compensation philosophy and strategy.
~ Recommendations regarding any "over maximum" and "under minimum"
situations, as well as compression issues.
~ Development of appropriate transition plans to move from the old system to the
new system (with consideration of budgetary capabilities).
~ Development of proper compensation administration guidelines to ensure the
new system maintains its integrity in the future.
~ Training for managers and human resources staff in the application and
maintenance of any new systems.
~, On-going consultation and support related to the maintenance of the
classification and compensation systems.
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ATTACHMEJ NT 1 - PAGE 42
33
,
)0> Conduct of training sessions for implementation of the new systems.
The activities that are associated with each task are outlined on the following pages.
Continuous contact between the City and FLA will be maintained throughout the contract.
The majority of the 'City's time will be spent during the beginning of the study, providing City
. data, and reviewing work products and approving the draft recommendations of FLA at the
end of the study.
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ATTACHME]~T 1 - PAGE 43
34
WORK PLAN
Task I: 'Study Initiation and Administration
In Task I, we will conduct a number of subtasks that will enable us to better manage the study.
We will assess your current classification and compensation system and confirm the City's
philosophy and strategy, which will serve as a guide for the remainder of the study tasks. Most
of the initial tasks of the study will occur on-site with the City.
During this Task, City personnel will assist FLA in assessing its current classification and
compensation systems to ensure that the current problems or concerns are addressed and
modified as appropriate. We anticipate most of the City's time in this task will involve a one-
day, on-site meeting involving the City Manager, the Director of Human Resources, and other
appropriate administrators, in addition to the City Responsibilities' outlined below. Additional
time will be required from general City employees in order to attend study communication
activities and presentations.
In summary, we will perform the following:
ACTMliYi FtA RESPONSIBILITIES CITY! RESPONSIBILITIES
Pay
Philosophy
· We will review the City's current ·
compensation philosophy and
work with the City to update it
based upon the City's human
resources strategy, or we will 1.
assist in the development of a 2.
new compensation strategy if 3.
one is currently not in use.
4.
· We will also review the current 5.
pay system and note specific G.
areas to address or "fix" during
the compensation study.
The Citywill be asked to provide
the following materials and
others in a timely manner:
Classification Plan
, Pay Plan
Compensation Policies and
Procedures
Organization Chart
Current Job Descriptions
Current Employee listing
(ij
ATTACHMEl MT 1 - PAGE 44
,35
, l\.€~mlil EEN RESR(i)NSIBIElrFIES €ltEi RESRONSIBIEI'IIES
Job
Description
Review
· We will review the City's ·
current job descriptions and
note any questions and
" concerns with their format and
content and then discuss how
to resolve these areas during
the classification study.
The City will provide current job
descriptions in hard copy or
electronic form to FLA.
Employee
Focus Groups
( Optional)
· We are often requested to ·
conduct employee focus groups
as part of the strategy
confirmation process in order to
assess perceptions about the
current systems. Such focus
groups are included as an
optional task should the City
decide that they would be
beneficial to the process.
Because this is an optional task,
the City will determine whether
focus groups are needed and, if
so, the number and composition
of the focus groups.
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ATTACHME]~T 1 - PAGE 45
36
'ilCliMrD1 EM RESR8NSIBIEIJrIES <L:lnri RESR8NSIBILITIES
Communi-
cations and
Employee
Meetings
-We will, provide the City with ·
communication guidelines that
will assist the Director of
Human Resources in
addressing questions or
concerns employees may have
during the study. Portions of
these guidelines can be.
distributed to the employees to
inform them of the study and
assist in eliminating any anxiety
the employees may have
regarding the study.
· We will hold up to four
employee meetings in one day
to introduce the employees to -
the purpose and objectives of
the study, and ensure consistent
communication and feedback
are provided to the employees.
The City will need to develop and
distribute emails and other
communications to employees
informing them of meetings and
project status throughout the
duration of the project.
The City will ask FLA to review
communications - in advance of
distribution to ensure appropriate
content and method.
· The City will' have a
representative attend employee
meetings.
The City will coordinate the
scheduling and logistics of these
meetings.
· The City may wish to videotape
one of the meetings for those
employees who were unable to
attend.
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ATTACHMEl ~T 1 - PAGE 46
37
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ATTACHME1~T 1 - PAGE 41
38
Task II: Classification Study
Classification is the process of understanding, verifying, and describing the nature and level of
work of each job under review. This is done by asking employees and supervisors to describe
their work, including the duties, responsibilities, knowledge, skills, physical requirements, and
working conditions required for their job. In this Task, data will be collected from existing job
descriptions, employee Position Description Questionnaires (PDQs), and individual or group
employee interviews as needed.
All employees included in this study will be responsible for completing a PDQ. A
representative sample will be responsible for participating in either occupational panels to
develop the new class structure or individual interviews to clarify job content. This will help
us verify and determine the essential duties, minimum qualifications, and level of
responsibility for each job. The Director of Human Resources and other managers will be
responsible for reviewing and approving the recommended class structure and job
descriptions provided by. FLA.
In summary, we will perform the following:
ACTMTY FLA RESPONSIBIUTIES CITY RESPONSIBILITIES
PDQ
Completion
· All employees included in the · The City will coordinate and
study will complete a provide administrative support
customized PDQ. to the PDQ process. Activities
include:
· To ensure PDQ accuracy, we
guide employees through the .
PDQ and explain what, is
required to complete each
section.
Scheduling and logistical
arrangements for employee
meetings.
II Distribution of PDQs in hard
copy and/or electronic form.
· Ensuring PDQs are completed
correctly and accounted for.
II Collecting, sorting and sending
completed PDQs to FLA.
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ATTACHME]~T 1 - PAGE 48
39
A.€lM~ EIEA RESPONSfBll.lllES €I~ RESPONSIBII:.ITIES
Employee
Interviews
Occupational
Panels
U!ii
II FLA will review all completed II The City will coordinate the
PDQs. scheduling and logistics of
these interviews.
II FLA will interview incumbents,
as needed by telephone or in
person, to clarify information
included in their PDQs and to,
ensure we understand their
job.
II In most cases, we conduct ·
"occupational panels" rather
than individual employee
interviews for groups such as
general management, finance,
community development, II
engineering, and IT.
· These panels of 6-12
employees and managers will
assist FLA in defining the
different levels of work, the
distinguishing characteristics
between levels, the minimum
qualifications, and other issues
related to job classifications.
II FLA has used occupational
panels as our primary
approach to conducting
classification studies over the
.
past 13 years. To date, FLA
has used this approach, in over
150 classification studies
covering thousands of
employees.
ATTACHMEH1T 1 - PAGE 49
The City will coordinate the
scheduling and logistics of the
occupational group panel
meetings.
The City will also distribute
necessary materials to the
panel participants.
40
';\'€:IMrtm EM RESIONSIBIEI:lIES @~ RESRONSIBILI:lIES
Classification
Structure
· Based on the information ·
gathered in the PDQs,
interviews and the
occupational panel process,
we will develop a new
classification structure that
combines like or similar jobs
and indicates career ladders in
various job families (as
appropriate and according to ·
the City's classification
strategy).
,
· We will work with you to
ensure the classification
structure we' develop is
appropriate for your
organization and philosophy.
New Job
Descriptions
· Based Qn the current job ·
descriptions, PDQs, intelViews,
and occupational panel
groups, FLA will develop new
job descriptions, ensuring all
requirements regarding ·
essential functions and
minimum qualifications are
included.
The City will review the
resulting draft classification
structure. City representatives
will introduce the draft
structure to the organization
and appropriate managers to
ensure understanding of the
draft and collect feedback.
The City will provide
consolidated written feedback
to FLA and assist FLA in
finalizing the classification
structure.
The City will be responsible for
distributing, reviewing, and
approving the job description
format.
The City will review all draft
job descriptions and provide
consolidated, written feedback
to FLA.
· Our job descriptions will also · The City will review, approve,
include requirements for the and distribute as appropriate,
ADA, EEO standards, and other all finalized job descriptions.
legally required information. I
· FLA will also determine the
appropriate FLSA status oJ
each job using the FLSA
SJuidelines that went into effect
on August 23, 2004.
[ii
ATTACHMEH~T 1 ~ PAGE 50
41
, <
A{srJM~ ~ RESR<.lNSIBlllTIES @I~ RESR<.lNSIBIEI'FIES
PAGE INTENTIONALLY LEFT BLANK
I!!!i
ATTACHMEJ NT 1 - PAGE 51
42
A€1fMfrn ~ rmsHIDNslBlmiFlES t1IW RESR6NSIBIElTIES
Allocate Positions
Employee Appeals ·
( Optional)
Classification
Guidelines
U!.ii
· Using the information.
contained in the PDQs, as well
as supplemental information
obtained through interviews as
needed, we will allocate each
position included within the ·
scope of the study to the
appropriate classification
within the new classification
structure.
· The City will be asked to
review the allocations and
identify any positions that
appear to be misallocated. We
will review those allocations
and then submit our final
recommendations.
If requested, we will conduct ·
employee appeals. This item
is priced separately since there
is no practical way to
determine the number of
appeals that may be received.
· We will provide the City with
classification guidelines that
describe how to administer the
new classification system. The
classification guidelines will
address issues such as
fundamentals of classification
systems, the process for
reclassification requests, how
to classify new positions, and
other common classification
issues.
ATTACHMEHIT 1 - PAGE 52
The City will review the
preliminaty allocation list and
identify any positions that
appear to be misallocated.
Once allocations have been
finalized, the City will be
responsible for notifying each
employee of the proposed
allocation and the appeal
process should the employee
disagree with the proposed
allocation.
The City will coordinate the
overall employee appeals
process. FLA is available to
participate in the process as
needed and requeted.
43
:&€l7MrIm " ,E~ RESRIDNSIBlfliElES elm; RE$RONSIBIEIl"IES
, ^
U!i
ATTACHMEJ NT 1 - PAGE 53
44
Task III: Job Evaluation Study
The purpose of job evaluation is to establish the internal worth of all job classes included
within the scope of this study. The basic premise of job evaluation dictates that the more a
.
job is valued internally, the more it should be compensated. Furthermore, it is a valuable tool
for slotting classifications into appropriate salaty grades when market data are not available
for certain clas~ifications, or for classifications that are not benchmarked.
We will review the City's current job evaluation methodology and assist in determining if it
meets the needs of the City. We will also review alternative job evaluation methods available
to the City and select an alternative method if appropriate.
We will either validate the existing job evaluation method, or install a new job evaluation
methodology, as appropriate. We will review the internal job evaluation hierarchy with the
City and modify it as required.
The Director of Human Resources and other managers, as appropriate, will be responsible for
reviewing and approving the recommended job evaluations.
In summaty, we will perform the following:
" ACTM~ ' " \: ,E~ RESI?0NSIBI~I17IES CI'N RESPONSIBIEITIES
Evaluate Jobs
· FLA will apply the selected job
evaluation . method to the
City's jobs.
Approval
· FLA will discuss the internal
hierarchy that is created
within the City and modify
and finalize the job
evaluations as appropriate.
II The City will review and
approve the job evaluations
conducted by FLA.
Documen-
tation and
Training
II If applicable, we will provide ·
the City with a job evaluation
handbook that explains the
purpose of job evaluation, as
well as all the definitions,
forms, processes, and
procedures of applying the job
evaluation methodolo y.
The City will be responsible
for coordinating the
scheduling and logistics of the
management and, HR training
for the selected job evaluation
method if a new method is
used.
IPii
ATTACHMEJNT 1 - PAGE 54
45
A€"FMW E'M RESR<lNSIBIElrFIES €IW RESR<lNSIBII..ITIES
· FLA will conduct a one-day
training session in the
application and use of the
selected job evaluation
methodology,
B
· FLA will provide the City with
a report that can be used to
inform employees of the
evaluations.
D!ii
ATTACHMEHlT 1 - PAGE 55
46
Task IV: Compensation Study
The purpose of the compensation study is to ensure that your structure is competitive with the
relevant labor markets. We will jointly select organizations from which to collect comparable
market data. We will also integrate the job evaluation results with the labor market survey
analysis to develop a classification and salary structure that reflects the proper balance of
internal and external equity.
During this task, the Director of Human Resources and others, as appropriate, will also be
responsible for assisting FLA. in selecting benchmark jobs to be surveyed and reviewing the
draft compensation report produced by FLA. (The majority of the City's time will be spent
reviewing the draft compensation report.)
In summary, we will perform the following:
IJ!i
ATTACHMEl NT 1 - PAGE 56
47
A@];MW EM RESRID~SIBIElrnIES @IW RESRID~SIBIIfFIES
Define Labor
Market
· We will work with you to ·
confirm the list of
organizations to survey within
the City's defined recruitment
markets.
· When' determining
organizations to include in the
survey, major considerations 8
are size, geographic location,
and industry. If appropriate,
the organizations will vary \
based on the level of job
surveyed (Le. different jobs
have different recruiting
markets).
· We have found that private
sector organizations do not
typically participate in smaller,
customized surveys
sponsored . by government
organizations. Therefore,
where appropriate and with
the City's approval, we will
also draw information from
published data in order' to
provide a representation of
the private market. This will
. assure accurate and valid
private sector data is utilized
in a cost efficient manner
The City will be responsible,
for ensuring that all interested
parties within the City
including, but not limited to
employees, management, and
the City Council, approve the
list of survey organizations.
II!ii
ATTACHMEl NT 1 - PAGE 57
48
'A@rfMm-i, ~ RESBflNSIBIElrflES €Ini RESeONSIBllITIES
Select Benchmark
Jobs
Benchmark
Summaries
Data Collection
Form
U!.ii
· We will help you select ·
benchmark jobs to collect
comparable salary data. Given
the number of current job
classifications, we recommend
the City select 30 to 40
benchmark jobs. However, we
will discuss the number of jobs
with the City and an
appropriate number will be
jointly selected.
· Benchmark jobs should be
representative of the level of
responsibility throughout the
City; jobs found in most
organizations, or those jobs
that the City is having
recruitment or retention
a'problems.
· FLA will write benchmark
summaries for the
classifications selected to aid
the participating organizations
in matching their
classifications to the City's,
with final approval from the
City.
· FLA will develop a customized ·
data collection form to collect
comparable base pay data
from the labor market, with
final approval from the City.
ATTACHMEl NT 1 - PAGE 58
The City will be responsible
for ensuring that all
interested parties within the
City including, but not limited
to employees, management,
and the City Council, approve
the list of benchmark jobs.
The City will review and
approve the data collection
document.
49
" A€"IM~ ~ RESB0NSIBlm"llES €lrIti RESPONSIBllHlES
Collect Data
· We will distribute the, data II
collecti~n form and follow-up
with participants to encourage
participation, answer
questions, and ensure data
quality. Status reports based
on weekly follow-up calls
regarding sUlVey participation ·
will be sent to the City.
· In order to encourage
responses from organizations,
we will provide them with a ·
summary of the sUlVey results
(Le. a participant report).
, · We will also use available
published data sources as
appropriate, as well as other
commercially available
sUlVeys of public and private
sector jobs. to obtain market
, information for the City.
8
l[ii
ATTACHMEl ~T 1 - PAGE 59
The City will complete a data
collection form as if the City
were a sUlVey participant.
This data is used to compare
the City's data to the sUlVey
data collected.
The City will provide FLA with
an electronic file containing
requested employee
information.
FLA may ask the City to assist
with contacting sUlVey
participants in the event of
low or slow participation.
50
',4@rBmlm' ~ RESDIlNSIBIElrElES @I~ RESDIlNBlfJTIES
Verify Data
· FLA will enter, and analyze ·
the compensation data
collected from participants.
We will follow-up with
participants to ensure, the
accuracy of benchmark
matches.
The City will review the sUNey
data and provide FLA with
consolidated written feedback
and questions in a timely
manner.
· In compliance' with the
guidelines of the Sherman
Antitrust Act, benchmark jobs
with fewer than 5 matches
will not be summarized, as
fewer, than 5 matches to a
given benchmark are
considered an insufficient
sample size for drawing
conclusions.
· We will apply geographic
differentials to the data qS
appropriate .and necessary to
ensure that the data are
reflective of the City's labor
market and economic
conditions.
Determine
Competitive
Nature
· FLA will analyze th~ current
pay with the market to
determine if the City leads,
matches, or lags the market
based on the City's
compensation philosophy.
,
Update Structure/
Develop New
Structure
· We will utilize the job · The City will review the new
evaluation results and market pay structure and provide FLA
pay results and develop a with feedback and questions in
new compensation structure a timely manner.
lJ!i
ATTACHMElNT 1 - PAGE 60
51
~€]M~ ~ RESBI1NSIBII!JJEIES €I~ RESR8NBIH]IES
or update the existing
structure; whichever is
appropriate and according to
the pay strategy.
· We will develop the structure
with standard compensation
analytical tools, such as
regression analysis,
expanding range spreads,
and other tools as
appropriate to prevent pay
compression, inequities, and
other problems commonly
associated with salary
structures.
Transition
· FLA will discuss with the City ·
how it can transition from the
existing system to the
updated system.
Considerations will be given
to budget, 'constraints and
current personnel practices.
It is our intention to retain
and, where practical and'
feasible, expand on those
areas of the current program
that meet the objectives set
forth by the City.
· FLA will prepare up to three
(3) transition options.
I!!!i
ATTACHMEl MT 1 - PAGE 61
The City may specify up to
three (3) alternative transition
strategies for costing.
52
'~(rn~ Ifl}l RESIfl>NSIBIEllII1S €11lm RI1SP()NSIBIEITIES
Compensation
Guidelines
· We will provide the City with
compensation guidelines that
describe how to administer the
new compensation system.
The compensation guidelines
will address issues such as
fundamentals of compensation
systems, how to grant
employee increases including
the general process under a
perlorrnance based
compensation model, how to
deal with promotions, transfers
and demotions, and other
administrative issues.
I!!.ii
ATTACHMEJ ~T 1 - PAGE 62
53
I!!ii
ATTACHMEJ ~T 1 - PAGE 63
54
Task V: Submit Final Report
We will prepare a summary of the processes used to conduct the study and the related
findings and recommendations. The City will then review and discuss the report with FLA.
Based on these discussions, FLA will update and finalize the report. We will present the final
report to the City Council, administrators, and general employees. We will also develop a
'transition program to implement the new system. If desired,FLA will also provide the City
with an executive summary that will apprise employees of the study process, results, and
recommendations. We have found that the executive summary is instrumental to the
employees' understanding and acceptance of the project.
In summary, we will perform the following:
ACTMTY' FEA: RESPONSIBILITIES CITY' RESPONSIBILITIES
Draft Report
I!!!i
At a minimum, the draft report . The City will review the draft
will include report and provide FLA with
1. A detailed summary of the consolidated written feedback
classification and in a timely manner.
compensation study.
2. Results of the comparative-
salary survey and analysis.
3. Recommended compensation
structure.
4. An analysis of the cost
(budget) implications of the
recommendations.
-h~Recommendations .- of how
to transition from the current
system to the new system,
including employee
communication methods.
8:-~Recommendations on a
process to update and keep
the system current (salary
administration,
reclassifications, salary
structure updates, etc.)
11 Based on the City's review 11
and recommended changes,
FLA will finalize the draft
report and an appropriate
The City will coordinate the
scheduling of the final
meetings with the City
Council, etc.
55
It. "'''' It. "'U~.'r.'" "T'" ., 'In A _r.o. ~....
, . <
ACIM~ FM RESRONSIBIE.IIIES €IT'Y RESPONSIBILITIES
number of copies will be sent
to the City.
· We will present the findings
and recommendations to the
City Council, managers, and
general employees. This will
allow all parties an
opportunity to ask questions
and have a complete
understanding of the project.
We will follow-up at the end of Task V with a client satisfaction survey to ensure we have
addressed your needs and to validate our performance.
I!!ii
ATTACHMEJ NT 1 - PAGE 65
56
STUDY SCHEDULE
Based on the information provided by the City, we anticipate beginning the project on or
about May 1, 2008 and completing the work on or before January 31, 2001. This allows for
some degree of flexibility relative to your stated March 1, 2009 target completion date.
Given the significance of this project, it is vital that City officials, administrators, and
employees have sufficient time to review and approve recommendations that we make and to
properly and effectively communicate among yourselves 'and with our firm. Accordingly, we
have prepared a timeline to ensure the City has sufficient time to complete these steps.
This timeline also ensures a thorough review of the City's jobs and compensation systems on
our part. If the City desires to complete the project in less time, we welcome the City's
discussion of a different time line to meet your needs, although reduction in the time will also
impact how the work can be completed.
The following is an estimate to complete each Task by month. We will discuss the details of
each task and identify specific deadlines during Task I.
Task I:
Stuqy Initiation and
Administration
Classification St':ldy
Task II:
Task III:
Job Evaluation Study
Task IV:-
Compensation Study
Task V:
Final Report
I!!ii
ATTACHMEl NT 1 - PAGE 66
57
STUDY COST
We understand the importance of this study and realize the delicate nature of government
spending. Therefore, we have proposed a sensible fee schedule that generates project results
destined to add value to the City. It will enable the City to attract, retain, and motivate
employees in providing quality services to its citizens and ensure the system is not an
administrative and/or costly burden to the City. Thus, our fees to conduct the classification
and compensation study outlined in the proposal (including out of pocket expenses) will not
exceed $90,000, depending on whether a new performance management system is needed.
TASK DESCRIPTION FEES
Task I: Study Initiation and Administration $10,000
Task II: Classification Study $40,000
Task III Job Leveling $5,000
Task IV: Compensation Study $25,000
Task V: Final Report $10,000
TOTAL FEES: $90,000*
*These fees assume there is an on-site meeting during Task I for the initial planning meetings
and meeting with employees, on-site work during Task II for interviews and occupational
group panels, and an on-site meeting during Task V to conduct job evaluation training and to
present the findings to the City Council, managers and employees. These fees do not include
the optional employee appeals since we have no way of estimating the number of appeals
that may be received. Appeals would be $250/appeal. Optional focus group sessions will cost
$2,500 per day.
While we use proven procedures in the conduct of our work, we make no guarantee that we
will obtain good data for all jobs from each of the organizations that the City has asked to be
included in the survey.
Our study costs are, directly derived from estimating the number of hours needed to perform
the work and the level of consultant charged with the work. Fox Lawson typically bills on a
monthly basis up to the maximum of each deliverable. All expenses are included in this
Quote.
For work beyond that specified in this proposal, additional fees and out of pocket expenses
will be involved. We are available for discussion if the study requires additional services
I!!ii
ATTACHMEl~T 1 - PAGE 67
58
beyond the scope contained in the proposal. Following are our established billing rates for
calendar year 2008.
LEVEE RATE
Partner
$315
Senior Consultant
$195 - 215
Consultant
$160
Para-Professional
$95
We would be pleased to discuss ways in which the cost could be reduced should you believe
that certain tasks are not needed or could be performed by City staff. ,
City Support
During this project we are mentors to the City and provide work products that fit your needs.
In order to accomplish this task, we anticipate reasonable support from the City in the
following areas, for example:
· Discussing the City's current systems. \
· Completion, tracking, and submission of position questionnaires, employee lists,
survey documents, and other project required information.
11 Scheduling of employee communication activities, such as orientation sessions or
interviews and management meetings.
· Timely and consolidated response to requests for information and the review and
discussion of our work product.
We have outlined the City's commitment, required activities, and time obligations on a task-
by-task basis under the City Responsibilities section of the Work Plan.
FIA Assurance
Fox Lawson & Associates, LLC stands by the systems we develop. ; Our primary objective is to
provide the tools our clients need to maintain future programs without continuing outside
assistance. Therefore, we are available at no additional cost to answer questions pertaining to
this study for at least one year following the date of study completion. We will be there to
ensure that the system is installed properly and to resolve any questions the City may have on
I!!ii
ATTACHME1NT 1 - PAGE 68
59
administering the system. (Additional work beyond 'the scope of this project will be billed at
our billing rates in effect at that time.)
We understand the process of selecting a consulting firm maybe difficult. If you have any
questions regarding work plan, costs, or- any element concerning this proposal please contact
us and we will be glad to answer your questions.
Contract Issues
Fox Lawson & Associates LLC is in agreement with all aspects of the RFP in terms of the
scope of work desired. We believe that our proposed work plan meets,and in some cases
exceeds, your specified requirements. ,However, th~re are three issues related to the
contract (terms and conditions) that we request you consider, as follows:
Indemnification and General Liability Insurance
While we are both willing and able to indemnify the City against actions by our personnel, we
are unable to indemnify the City against actions taken by the City, elected and appointed
officers, employees and agents. We carry $1,000,000 in general liability and $1,000,000 in
professional liability insurance. Our insurance policy covers our actions. The companies
issue standard ACORD certificates of insurance and we can name the City as an additional
insured. However, our carrier has been unwilling to add language relative to "primary" given
the nature of our work. They advise that the nature of our work is such that we are merely
providing advice and that any actions resulting from that advice are the responsibility of the
client organization and its respective carrier. Should the City require that "Primary" coverage
be provided, the project cost will increase by the amount of the additional liability insurance
premium that we' are charged by our insurance carrier. They estimate this cost to be
approximately $500.00.
Because the firm does not own any automobiles, we only carry automobile coverage for hired
or non-owned automobiles. This coverage is part of our general liability policy.
A certificate of insurance can be provided and the City will be named as an additional insured.
We carry a blanket endorsement for additional ensured coverage. A copy of that
endorsement can-be provided to the City as the carrier will not issue individual endorsements
other than the ACORD certificate showing the City as an additional ensured.
Workers Compensation
We carry workers compensation insurance in those states where we have offices (AZ and
MN.) Because we do not have an office in Oregon, we do not carry OR workers
compensation insurance coverage. However, under the Oregon law, coverage from other
states is acceptable. All of our Oregon clients have accepted our coverage in lieu of Oregon
coverage.
I!!ii
ATTACHMEl NT 1 - PAGE 69
60
Ownership of Data and Documents
We request that any proprietary job leveling/evaluation methodology or other proprietary
materials provided to the City be excluded from this provision. We also ask that any
proprietary methodologies, such 'as job leveling/evaluation methodologies, made available to
the City for its use by Fox Lawson & Associates LLC be treated as confidential and that the City
make every reasonable effort to maintain the confidentiality of such information.
I!!ii
ATTACHMEl NT 1 - PAGE 70
61
Attachment 2
Proposal Revisions
The following are provision's of Attachment 1 that are revised or otherwise amended
as part of the agreement between the City of Springfield and Independent Contractor
Fox Lawson and Associates.
Task I: Study Initiation and Administration (WORK PLAN page 34)
Proposed: "During this Task, City personnel will assist FLA in assessing its current
classification and compensation systems to ensure that the current problems or concerns
are addressed and modified as appropriate. We anticipate most of the City's time in this
task will involve a one-day, on-site meeting involving the City Manager, the Director of
Human Resources, and other appropriate administrators, in addition to the City
Responsibilities outlined below. Additional time will be required from general City
employees in order to attend study communication activities and presentations."
Revision: During this Task, City personnel will assist FLA in assessing its current
classification and compensation systems to ensure that the current problems or concerns
are addressed and modified as appropriate. Most of the City's time in this task will involve
on-site consultant meetings, in addition to the City Responsibilities outlined below. This will
include meetings with an advisory steering committee composed of representative from
effected employee groups, and with a Project Steering committee composed of the City
executive Team and other administrators as appropriate. Meetings with the advisory
committee will take up to ~ day, with the project steering committee up to. 1 day. Additional
time will be required from general City employees in order to attend study communication
activities and presentations.
Study Schedule (Page 54)
Proposed: "Based on the information provided by the City, we anticipate beginning the
project on or about May 1, 2008 and completing the work on or before January 31, 2001.
This allows for some degree of flexibility relative to your stated March 1, 2009 target
completion date."
AmendmentThe proposed timeline for this project (has been extended in order to
give the City greater opportunity for internal review of deliverables during the course
of the project as needed. The extended project timeline is attached as Attachment 3.
STUDY COST: (Page 55)
Proposed: "Thus, our fees to conduct the classification and compensation study outlined in
the proposal (including out of pocket expenses) will not exceed $90,000, depending on
whether a new performance management system is needed."
Attachment 1 ...; Paqe 71
Revised: Thus, our fees to conduct the classification and compensation study outlined in
the proposal (including out of pocket _ expenses) will not exceed $93,000, depending on
whether a new performance management system is needed.
Task III: Job Evaluation Study (Page 43)
Revision: Proposed amount is increased from $5,000 to $8,000. This increased
amount is to cover the expenses of an additional (fourth) on site visit by consultant to
conduct management and HR training for the selected job evaluation method. The
original proposal contemplated this training to occur in a combined trip in conjunction
with the presentation of final report and recommendations.
Total Fees:
Revision: Increased from $90,000 to $93,000.
Proposed: "*These ~ees assume there is an on-site meeting during Task I for the initial
planning meetings and meeting with employees, on-site work during Task II for interviews
and occupational group panels, and an on-site meeting during Task V to conduct job
evaluation training and to present the findings to the City Council, managers and
employees. These fees do not include the optional employee appeals since we have no
way of estimating the number of appeals that may be received. Appeals would be
$250/appeal. Optional focus group sessions will cost $2,500 per day.:
Revised: *These fees assume there is an on-site meeting during Task I for the initial
planning meetings and meeting with employees, on-site work during Task II for interviews
and occupational group panels, on-site management and HR training meetings during task
III for the selected job evaluation method, and on-site meetings during Task V to present
the findings to the City Council, managers and employees. These fees do not include the
optional employee appeals since we have no way of estimating the number of appeals that
may be received. Appeals would be $250/appeal. Optional focus group sessions will cost
$2,500 per day.
Attachment 1 - PaQe 72
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CITY OF SPRINC:E7ELD, OR
Classification & Compensation Study Schedule
Attachment 3
Springfield Classification Compensation Study 2008 -
Draft ro . ect schedule Ma 28, 2008
1. FLA confirms project/work plan and schedules.
2. FLA develops with the City a communication program.
3. FLA reviews with the City existing classification and compensation system.
4. FLA confirms with the City compensation philosophy and strategy.
5. FLA conducts employee orientations.
First on-site
visit.
1/14/08
Week of
1/14/08
Week of
1/14/08
Week.of
1/14/08
1. City distributes Position Description Questionnaire (PDQ) to all employees.
Week of
1/14/08
2. Employees complete PDQs, obtain supervisor/department head reviews and submit to
HR.
8/29/08
3. City inventories and sorts PDQs by occupational groups (HR) and submits to FLA.
OS/28/08
1
9/05/08
CITY OF SPRlNG:E7ELD, OR
Classification & Compensation Study Schedule
Attachment 3
~;
FLA selects incumbents to be interviewed or to participate in occupational group
panels. (Interview/panel schedule due to City.)
5. FLA conducts on-site interviews/occupational group panels.
Week of
9/22-26/08
and
9/29-
10/3/08 if
needed
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6. FLA develops draft model classification structure for City review.
10/11/08
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7. City reviews model structure and provides recommendations to FLA.
I '
10/31/08
8. FLA finalizes models structure.
'11/14/08
9. FLA develops new or updates existing classification descriptions, as appropriate'.
12/12/08
10. City reviews updated classification descriptions and provides FLA with suggested
changes (if any).
'1/09/09
II. FLA finalizes recommended classification descriptions.
1/23/09
12. FLA allocates employees to classes based on finalized class specifications.
1/23/09
13. FLA will provide the City classification guidelines.
1/23/09
OS/28/08
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CITY OF SPJ:UNG:E7ELD, OR
Classification & Compensation Study Schedule
Attachment 3
1. FLA performs job evaluations.
2/13/09
2. City reviews and approves ratings.
2/27/09
3. If applicable, FLA will provide a job evaluation handbook.
By 2/27/09
1. FLA defines labor market.
By 2/27/09
2. FLA develops draft data collection instrument and writes summary descriptions for
benchmark jobs.
3/13/09
3. FLA reviews and selects survey sources.
3/13/09
4. FLA finalizes data collection form. (Changes, if any, are due from City to FLA.)
3/27/09
5. FLA collects and verifies survey data. (Participants turn in data collection forms.)
4/24/09
6. FLA analyzes compensation data.
5/29/09
7. FLA develops new salary structure of grades and ranges.
5/29/09
OS/28/08
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CITY OF SPRINC:E7ELD, OR
Classification & Compensation Study Schedule
Attachment 3
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1. FLA drafts final report. (Report due to City.)
2. City reviews draft final report. (Changes, if any, are due from City to FLA.)
6/26/09
3. FLA finalizes and presents final report. (Report due to City.)
By 1/31/09
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