HomeMy WebLinkAboutPackets - Council Packets (1207) AGENDA
ORO VALLEY TOWN COUNCIL
STUDY SESSION
MARCH 10, 2003
ORO VALLEY COUNCIL CHAMBERS
N
11,000 N. LA CANADA DRIVE
CALL TO ORDER: 4:30 P.M. — 6:00 P.M.
1. ANNUAL EMPLOYEE FORUM
2. COMPENSATION AND BENEFIT STUDY
ADJOURNMENT
The Town of Oro Valley complies with the Americans with Disabilities Act (ADA).
If any person with a disability needs any type of accommodation, please notify
the Oro Valley Town Clerk, at 229-4700
POSTED: 3/06/03
4:30 p.m.
Ih
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION MEETING DATE: MARCH 10, 2003
TO: HONORABLE MAYOR AND COUNCIL
FROM: Jeff Grant, Human Resources Director
SUBJECT: Annual Employee Forum
SUMMARY:
The Town of Oro Valley Personnel Policies and Procedures Code, Policy No. 29 provides for an Annual
Employee Forum for Town employees to meet with members of the Town Council to discuss employee
suggestions regarding changes to policies, compensation, benefits, etc.
This agenda item facilitates an Annual Employee Forum (pursuant to Policy No. 29) for the FY 2003-2004
budget process.
ATTACHMENTS: None
FISCAL IMPACT: None
SUGGESTED MOTION: None
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Jeff Grant, Human Resources Director
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Chuck Sweet, Town Manager
TOWN OF ORO VALLEY 2
COUNCIL COMMUNICATION MEETING DATE: MARCH 10, 2003
TO: HONORABLE MAYOR AND COUNCIL
FROM: JEFF GRANT, HUMAN RESOURCES DIRECTOR
SUBJECT: COMPENSATION AND BENEFIT STUDY
SUMMARY: As reported at the January 15, 2003 regular meeting of the Town Council four proposals were
received for the Compensation and Benefits Study. The respondents were: (1) Nash and Company, (2) Philbin
Consulting, (3)Public Sector Personnel Consultants, and (4) The Segal Company.
The range of costs for the four proposals was from $38,000 to $43,500. As a result of the review of the
evaluation committee, while all of the proposals were impressive, the bid from Public Sector Personnel
Consultants, Scottsdale, AZ was viewed as superior. PSPC employs an array of consultants who have extensive
experience in the State of Arizona, having done similar studies for more than 40 Arizona Cities and Towns.
PSPC demonstrated a great degree of flexibility in their approach to working with the Town of Oro Valley in
developing and delivering the desire product. While the cost of their proposal was the highest (at $43,500), they
provide a "turnkey" product, which the Town will be able to continue to utilize in the future with no further
consulting services/costs from PSPC required. The other proposals offered either partial turnkey products or
required ongoing support/fees in the future, and in each instance represented higher ongoing costs to the Town
in order to maintain. Their costs can further be reduced by elimination of portions of the Classification segment
of the study (for a possible cost reduction ranging from $5,000-$15,000), or the entire classification portion of
the project (for a savings of$25,000). The elimination of the entire classification portion of the study may have
a negative consequence for other portions of the study, in that the validity of the "matches" for purposes of
market survey work may be diminished. Additionally, PSPC has done studies on behalf of many other Southern
Arizona political entities, including the City of Tucson, Pima County, the Town of Marana and the Town of
Sahuarita.
ATTACHMENTS:
1. Evaluation Committee ratings
2. Public Sector Personnel Consultants Proposal
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Jeff Grant;Human Resources Dir.
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Chuck Sweet, Town Manager
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PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE
TOWN OF ORO VALLEY
JANUARY 2003
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January 3, 2002
Jeff Grant
Human Resources Director
Town of Oro Valley
11000 N. LaCanada Drive
Oro Valley, Arizona 85737
Dear Mr. Grant:
Pursuant to your RFP, we are pleased to submit our proposal to assist the Town .of Oro
Valley by conducting a comprehensive Classification, Compensation, and Benefits Study.
We specialize in this field, and our staff members have provided such services to more
than 800 public employers throughout the U.S., including a very large number in Arizona.
We are confident that our extensive Arizona local government compensation experience,
specialized staff and systems, proven methods, EZ COMB'", : and one year of class/comp
plan implementation support, will achieve all of the Town's objectives for this important
project. Our work plan is flexible and total project cost negotiable, and we will discuss,
modify, add or delete, any work task to increase the project's responsiveness to the
Town's needs and financial resources.
We would appreciate an invitation to meet with you and the consultant selection panel to
elaborate on our proposal and bring samples of our work for other Arizona local
governments. We appreciate your interest in our firm's services. Please call me at our
national office if we can provide any additional information.
Sincerely,
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Henri R. van Ade g
President
National Office:4110 N.Scottsdale Road,#140,Scottsdale,Arizona 85251 • 480-947-6164 • 1-888-522-PSPC•FAX:480-970-6019 • info@compensationconsulting.com
Offices in various major cities
PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
Section TABLE OF CONTENTS Page
1 A. BRIEF DESCRIPTION OF OUR FIRM AND ITS QUALIFICATIONS
- HISTORY AND FACTS ABOUT OUR FIRM
- OUR QUALIFICATIONS FOR PERFORMING THE REQUESTED STUDY
2 B. APPROACH TO CONDUCT OF THE STUDY
SUMMARY OF SERVICES FOR THE CITY 1
PROJECT SCOPE AND METHODOLOGY 2
A. OBJECTIVES OF THE PROJECT 2
B. SCOPE OF THE PROJECT 2
C. PROJECT METHODOLOGY 2
1. Quality Assurance 2
2. Job Analysis and Job Information Interviews 2
3. Position Classification 3
4. Classification Notification and Appeal Resolution Process 3
5. Job Descriptions 3
6. Compensation Issues Focus Groups (optional) 4
7. Approach to Internal Equity (optional) 4
8. Salary and Benefits Survey 5
9. Total Compensation Competitiveness Analysis 5
10. Total Compensation Competitiveness Policy 5
11. Benefit Programs Evaluation and Recommendations 5
12. Salary Plan Development 6
13. Implementation Plan Development 6
14. Draft and Final Report Preparation and Systems Installation 6
15. Final Report Presentation 6
16. Implementation Support Warranty 6
D. ENSURING THE TOWN'S SELF-SUFFICIENCY 7
1. Procedure Manuals 7
2. Training Workshop 7
3. Job Description Diskettes 7
4. EZ COMP"' 7
5. Initial Year's Implementation Warranty Support 7
E. EXTENSIVE EMPLOYEE COMMUNICATION AND PARTICIPATION 7
F. MINIMAL CITY SUPPORT REQUIRED 7
3 C. OUR EXPERIENCE WITH SIMILAR PROJECTS
- 800+ PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR FIRM
- ARIZONA PUBLIC EMPLOYERS SERVED BY OUR FIRM
- REPRESENTATIVE CURRENT/COMPLETED PROJECT REFERENCES
(continued on following page)
PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
Section TABLE OF CONTENTS (cont'd)
4 D. PROPOSED WORKPLAN AND TIME SCHEDULE
5 E. QUALIFICATIONS OF OUR STAFF
- TOWN OF ORO VALLEY PROJECT TEAM ORGANIZATION CHART
- RESUMES OF PROJECT TEAM CONSULTANTS
6 F. COST FOR THE STUDY
A. PROJECT COST ESTIMATES
1. Fixed Cost Project Components
2. Variable Cost Project Components
3. Optional Additional Project Cost Components
B. FLEXIBLE WORKPLAN AND NEGOTIABLE TOTAL PROJECT COST
C. PROJECT BILLING AND PAYMENT
7 G. COST REDUCTION OPTIONS
APPEND/CES
8 PSPC BOOKLET: "Communicating the Project to the Employees"
9 PSPC BOOKLET: "EZ COMP"' Program Description"
10 ILLUSTRATIVE SALARY PLAN DEVELOPMENT INFORMATION
PSPC CD-ROM: Illustrative EZ COMP"'Applications
PSPC CD-ROM: Illustrative Salary Plan Development Information Video
(Provided on inside front cover of this proposal)
PUBLIC SECTOR PERSONNEL CONSUL TANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
(480) 947-6164 www.compensationconsulting.com
PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
A. BRIEF DESCRIPTION OF OUR FIRM
AND ITS QUALIFICATIONS
_ .
PUBLIC SECTOR PERSONNEL CONSULTANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
(480) 947-6164 www.compensationconsulting.com
HISTORY AND FACTS ABOUT OUR FIRM
• HISTORY OF OUR FIRM
Public Sector Personnel Consultants (PSPC) originated in 1972 with the Public Sector Group of
the international human resources consulting firm of Hay Associates. PSPC was established as an
independent firm in 1982.
• REGIONAL STAFF
Our national office is in Scottsdale, AZ, and we have additional locations in Atlanta, GA, Austin, TX,
Chicago, IL, Dallas, TX, Denver, CO, Los Angeles, CA, St. Paul, MN, Royal Palm Beach, FL,
Sacramento, CA, San Diego, CA, Santa Fe, NM, and Seattle, WA.
• SPECIALIZED IN COMPENSATION SERVICES
We are "super-specialists" in compensation, providing services in job analysis, position classification,
job content evaluation, compensation, and directly related services.
• SPECIALIZED IN STATE AND LOCAL GOVERNMENT CLIENTS
We provide services exclusively to public sector employers including municipalities, counties, special
districts, state governments, school districts, higher education, and tribal governments.
• SPECIALIZED COMPENSA TION STAFF
Our staff is comprised of senior human resources professionals with very extensive experience as
compensation managers and consultants for public employers.
• OVER 800 PUBLIC EMPLOYERS SERVED
Our staff members have provided compensation, human resources, training and related consulting
services to over 800 public and 200 private employers throughout the U.S.
• AMERICAN COMPENSATION ASSOCIATION PARTICIPATION(ACA)
Our consultants are active members of the ACA, which is also headquartered in Scottsdale, AZ,
including serving as instructors for the ACA certification courses.
• SPECIALIZED COMPENSA TION AND RELA TED RESOURCES
We utilize our EZ COMPTM salary survey and plan program and databases, modified FES point-factor
job evaluation system, AEPTM performance evaluation plan, and SNAPTM staffing needs analysis
program.
• FIRST YEAR IMPLEMENTA TION WARRANTY
We provide our clients with extensive implementation support during the first year, and we will
analyze, evaluate, classify, and provide a salary range recommendation for any new or changed
position or entire job class, at no additional cost.
ED PUBLIC SECTOR PERSONNEL CONSULTANTS 11/02
OUR QUALIFICATIONS FOR PERFORMING
THE REQUESTED STUDY FOR THE TOWN OF ORO VALLEY
Following is a summary of the principal reasons why our firm is the best qualified to
perform the requested study, and the extra values that we will provide to the Town of Oro
Valley.
- We are the nation's most experienced national firm specializing in classification
and compensation for public employers.
- We have the greatest depth of expertise on public sector compensation in
Arizona, having provided such services to 88 Arizona public employers to date.
- We maintain the largest public sector compensation consulting staff in Arizona at
our national office in Scottsdale.
- Our project team includes consultants with "in-house" service experience as
human resources and/or compensation administrators for such agencies as Apache
County, Maricopa County, Mesa, Peoria, and the State of Arizona.
- We maintain the largest Arizona and Southwest public sector compensation
database, including the individual pay plans of most Arizona municipalities.
- We provide our clients with our EZ COMP"' program and project files to enable
them to maintain and update their class/comp plans on an in-house basis.
- We provide an initial twelve months of class/comp plan implementation warranty
support at no cost.
- We provide, through our website, the annual national Prevailing Rate Increase
(PRI) factor, facilitating annual compensation plan increase budgeting.
- We listen to our clients, and are responsive to their needs.
- We stress total employee and management inclusion and communication,
facilitating understanding and acceptance of our recommendations.
- We pride ourselves that all of our clients are self-sufficient in administration and
annual update of their class/comp plans after our training and support.
- We guarantee the highest quality of work.
QVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
B. APPROACH TO CONDUCT OF THE STUDY
PUBLIC SECTOR PERSONNEL CONSULTANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
(480) 947-6164 www.compensationconsulting.com
SUMMARY OF SERVICES FOR THE TOWN OF ORO VALLEY
PUBLIC SECTOR PERSONNEL CONSULTANTS (PSPC) proposes the following program of
consulting services and implementation support to achieve all of the objectives stated in
the TOWN OF ORO VALLEY, ARIZONA (Town) Request for Proposal for the conduct of a
comprehensive Classification, Compensation, and Benefits Study for all of its positions.
1. Project planning meeting with Town Manager and Human Resources Director
2. Project briefings for all employees, supervisors, and department heads
3. Assistance with employee/management communications throughout the project
4. Consultation with and progress reports and project drafts for the HR Director
5. Customized Position Analysis Questionnaire (PAQ) to fit the Town's needs
6. Distribution/explanation of PAQs for all employees; review of completed PAQs
7. Job information interview with incumbents of each job classification
8. Determination of the occupational job class and FLSA status for each position
9. Schematic of occupational job series, groups, and job classifications
10. Review of draft classification recommendations with Director and dept heads
11. ADA/EEO-compliant job description for each occupational job classification
12. Point-factor job content evaluation of the Town's job classifications (optional)
13. Compensation issues focus groups with management and employees (optional)
14. Assistance with determination of the Town's competitive employment areas
15. Assistance with identification of public and private comparator employers
16. Review of compensation surveys from local, statewide, and regional sources
17. Development of a compensation data solicitation and quality control protocol
18. Selection of common occupational job classes for salary survey benchmarks
19. Design and distribution of compensation questionnaire to designated employers
20. Review, quality control, tabulation, and computation of questionnaire data
21. Extraction of data from compensation surveys and local government pay plans
22. Consolidation of data.from all sources and computation of the prevailing rates
23. Comparison of the Town's salary structure to the external prevailing rates
24. Comparison of the Town's benefit plans to the external prevailing practices
25. Assistance with development of Town's compensation competitiveness policy
26. Alternative salary range structures and schedule designs for selection by Town
27. Pay range assignments on basis of internal equity and external competitiveness
28. Recommendations for improvements in benefits, if warranted from the survey
29. Fiscal impact estimates of optional salary policies and pay range schedules
30. Review of survey results and draft salary plan with Town Manager, HR Director
31. Alternative initial implementation methods for selection by the HR Director
32. Recommendations for modification in policies and procedures for updated plans
33. Preparation of final report on survey findings and recommended plans
34. Presentation of the final report to the Town Council and department heads
35. PSPC Position Classification and Salary Administration Procedure Guides
36. Position classification and salary administration training for the HR staff
37. Installation of EZ COMP'program and files on one of HR Dept's computers
38. Classification/compensation plan implementation assistance for twelve months
IMPLEMENTATION WARRANTY We will analyze, classify, and provide a salary range
recommendation for any changed or new position or entire job class upon provision of
documentation, at no cost to the Town of Oro Valley for the updated plan's first year.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
1
PROJECT SCOPE AND METHODOLOGY
Following is our overall work plan and approach to achieving the Town of Oro Valley's
objectives for the conduct of a comprehensive, Classification, Compensation and Benefits
Study for all employees.
A. OBJECTIVES OF THE PROJECT
The recommended plans, programs, systems and administrative procedures will meet
these ten most important criteria.
- Internally equitable - Financially responsible
- Externally competitive - Legally defensible
- Readily understood - Efficiently administered
- Easily updated - Reflecting Town's values
- Personally motivating - Technically up-to-date
B. SCOPE OF THE PROJECT
The project includes employee/management communication plan, job analysis, PAQ,
worksite job information interviews, position classification, employee appeal
resolution, FLSA status determinations, ADA/EEO-compliant job descriptions, point-
f actor job evaluation (optional), compensation issues focus groups (optional), salary
and benefits survey and comparison, salary range schedule, salary range assignments,
benefits recommendations, fiscal impact estimates, EZ COMP"; implementation
strategy and support, and a complete salary plan for approximately 285 employees in
an estimated 140 distinct occupational job classifications.
C. PROJECT METHODOL OG Y
1. Quality Assurance
To ensure a high quality project, we have built in several layers of procedural and
statistical controls, in addition to those already in EZ COMBP'. Internally, we follow
a prescribed series of steps in each project phase, which are reviewed by our
Project Director. We request that the Town Manager, Human Resources Director,
and the department heads review our work to minimize the chance of errors and to
ensure that it reflects the Town's organizational values.
2. Job Analysis and Job Information Interviews
We will obtain, verify and analyze the duties and responsibilities of each position
through the comprehensive Position Analysis Questionnaire (PAQ) completed by
each incumbent, and individual and/or group worksite job information interviews
with representative incumbents of every job classification.
The purpose of the interviews is to verify the data on the PAQ, obtain additional
insight into the scope and complexity of the job duties, observe technical processes
and working conditions, and to provide the employees with an additional method of
participation in the project.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
2
3. Position Classification
Each of the Town's 285 positions will be analyzed and evaluated to determine their
primary characteristics, including the following:
- Is there a current Town occupational job group comprised of classes with
essential functions similar to those of the subject position; if so,
- To which of the group's job classes, and at what level, are the subject position's
essential functions most comparable; and,
- Are they sufficiently comparable (+1- 20% rule) to be allocated to that job class,
utilize the same title, require the same minimum qualifications, and be assigned
to the same salary range.
- If the Town currently does not have a sufficiently comparable job class, what
should be the subject position's occupational job class and title.
- Are the number of sequential job levels within a job group (e.g. I, II, III)
accurately reflective of the levels of job complexity within the occupation.
We may utilize the FES or another point-factor job evaluation system to assist us
to resolve "borderline" classification situations.
4. Classification Notification and Appeal Resolution Process
We will provide the Town with a process to notify each employee of their position's
recommended job classification, after the QC reviews with the Town Manager,
Human Resources Director, and the department heads. Employees who feel that
significant duties and responsibilities have been overlooked may request that we
take a second look.
We will conduct a second job analysis and notify the Human Resources Director of
our final recommendations.
5. Job Descriptions
We will prepare an ADA/EEO-compliant job description in the Town's standard
format for each job class. Special attention will be paid to the Essential Functions
to conform with the ADA guidelines. They may include the following components.
Class Title Desired Knowledges and Skills
Distinguishing Features Minimum Training and Experience
Essential Functions Required Licenses and Certificates
FLSA Designations Physical Requirements
The initial drafts will be circulated to the Human Resources Director and the
department heads for quality control review and comments. The final drafts will
incorporate the additions, deletions, and changes recommended during the quality
control process, and be provided in printed and diskette formats.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
3
6. Compensation Issues Focus Groups (optional)
We will provide the Town's elected officials, management, and employees with an
opportunity to articulate their concerns and suggestions regarding the Town's
current compensation and benefit plans. This process is most effective if all
stakeholders (i.e.: Town Council, Management, and employees) participate.
a. Participation by Town Officials and Employees - We will conduct focus group
discussions on the following topics which are important to employees and
management. The information will assist us in identifying the key compensation
components and issues to which we will give significant weight during the total
compensation plan development process for the Town of Oro Valley.
b. Compensation Issues - may include the following:
- Primary objectives that the Town's total compensation plan is to accomplish
- Ability of compensation plan to support Town's mission, values, objectives
- Extent to which internal equity should be valued, achieved, and understood
- Extent to which external competitiveness should be defined and achieved
- Ability of compensation plan to obtain, motivate, retain, high quality staff
- Degree of compensation plan's flexibility to reflect/meet market realities
- Effectiveness of method linking competitive market data to salary plan
- Desirability of a competitiveness policy stated in market relationship terms
- Extent to which Town Council values employees in relation to capital
- Extent to which the budget system prioritizes employee compensation funds
- Ability of individuals to obtain recognition for outstanding job performance
- Reliability of job content documentation to accurately reflect job content
- Capability of job evaluation method to accurately measure job complexity
- Extent to which Town utilizes total compensation approach (cash+benef its)
- Sufficiency of benefit programs to provide family security/income protection
- Degree of fairness in sharing of premium cost between Town and employees
- Desirability of reward management concept linking job results and raises
- Extent to which compensation system is an incentive for high performance
- Role of individual and/or group incentives within total compensation plan
- Capacity of plan to support employee development and promotion
7. Approach to Internal Equity (optional)
For precision in job class and individual position analyses, and subsequent salary
range determinations, we may utilize the Factor Evaluation System (FES) method to
quantify and compare the job complexity of a job classification. FES is the most
extensively validated and commonly utilized quantitative job evaluation system for
public sector occupations, consisting of the following flexible compensable factors.
Knowledge Required Personal Contacts Complexity
Supervisory Controls Scope and Effect Work Environment
Guidelines Provided Supervision Exercised Physical Demands
The job class hierarchy based on job points will reflect the Town's relative internal
job worth values. This balances internal equity (job relationships) with external
competitiveness (market relationship).
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
4
8. Salary and Benefits Survey
a. Benchmark Job Selection will be made by identifying Town job classes common
to its competitive Arizona local governments, local governments in
Southwestern states, and other Pima County area public and private employers,
clearly identifiable, and representative of standard occupational job groups.
b. Comparison Employers Identification will be made in consultation with the Town
Council, Town Manager, Human Resources Director, department heads, and
employee representatives. Criteria include their degree of competition to the
Town in obtaining and retaining high quality staff, their location in the Town's
traditional recruitment areas, and their organizational size and complexity.
c. Compensation Data Collection by one or more of the following methods.
- Customized salary and benefits survey questionnaires for selected Arizona
local governments, local governments in Southwestern states, and other Pima
County area public and private employers.
- Data extraction from established salary surveys such as the AZ Local
Government Salary and Benefits Survey (LGSS), AZ Joint Governmental
Salary Survey (JGSS), AZ Public Safety Salary Survey, surveys conducted by
municipal leagues of designated states, ICMA, IPMA, SHRM, BLS, professional
and employer associations, etc.
- Data extraction from pay and benefit plans of designated public employers.
d. Data Quality Control includes editing data for accuracy, and proper matching
to the benchmark jobs, and phone/fax/E-mail follow-ups for data clarification.
9. Total Compensation Competitiveness Analysis_
We will provide the Town with charts comparing its salary structure and benefit
plans to those of Arizona local governments, local governments in Southwestern
states, and other Pima County area public and private comparator employers.
10. Total Compensation Competitiveness Policy
We will assist the Town to select the compensation competitiveness policy which
best fits its compensation strategy and financial resources, by providing fiscal
impact estimates at various percentage relationships to the prevailing rates and
prevailing benefit practices.
11. Benefit Programs Evaluation and Recommendations
We will evaluate the town's benefit plans for competitiveness in comparison to the
prevailing practices of other Arizona public employers, and for content sufficiency
in relation to overall benefit plan objectives and cost sharing responsibilities. We
will provide recommendations for improvements and/or modifications in the Town's
benefit programs if warranted by these analyses.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
5
12. Salary Plan Development
We will prepare alternative salary range structures and schedules for the Town to
select the best fits for its compensation philosophy, with the following optional
criteria.
- Method of administration, i.e.: measured job performance, longevity, or skill
- Width of the salary ranges, grades, or broadbands from Minimum to Maximum
- Varying salary range widths for non-exempt or exempt positions
- Open salary ranges for pay-for-performance plan
- If steps within the salary ranges, number of steps
- Number of salary ranges, grades, or broadbands in the schedule
- Percentage separation between salary ranges, grades, or broadbands
- Recognition of longevity, unique assignments and special skill requirements
- Remuneration for required special licenses, certifications and registrations
- Linkage of performance evaluations to merit increase opportunity
- Relationship of incentive plans to base salaries
13. Implementation Plan Development
We will consult with the Human Resources Director on a plan for transition to the
recommended plans, including a timetable for the principal activities and estimates
of required financial resources. The plan will identify the revisions and/or additions
to the Town's compensation policies and procedures required for effective
implementation.
14. Draft and Final Report Preparation and Systems Installation
We will provide the Human Resources Director with a draft of our report for review
and critique, including the position classification plan, compensation market data,
salary/benefits comparison tables, fiscal estimates, salary range listings, job
descriptions, and implementation procedures, and install our EZ COMPP'. program
and files on one of the Human Resources Department's computers.
15. Final Report Presentation
We will conduct a workshop or formal presentation of our final report and
recommendations to the Town Council, Town Manager, and department heads.
16. Implementation Warranty
To ensure effective implementation of the new plan, we will analyze, classify, and
provide a salary range recommendation for any new or changed position or entire
job class, at no cost to the Town of Oro Valley for one year.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
6
D. ENSURING THE TOWN'S SELF-SUFFICIENCY
The Town of Oro Valley will be self-sufficient in all aspects of maintenance of the
updated position classification and compensation plan through these services.
1. Procedure Manuals - we will provide the HR Dept with the following manuals:
- PSPC Position Classification Procedure Guide
- PSPC Salary Administration Procedure Guide
2. Training Workshop - for Human Resources and designated Town staff in job
analysis, position classification, salary surveys, salary plan design and
administration.
3. Job Description Diskettes - we will provide the Town with diskettes containing all
of the final job descriptions for subsequent internal maintenance.
4. EZ COMP"'- we will install our PC-based EZ COMP"'program and project files on
one of the Human Resources Department's computers.
5. Initial Year's Implementation Warranty Support - we will analyze, classify, and
provide a salary range recommendation for any changed or new position or entire
job class, at no additional cost.
E EXTENSIVE EMPLOYEE COMMUNICATION AND PARTICIPA TION
One of the most important factors for successful implementation of new or updated
classification and compensation plans is extensive employee participation and
communication. Town officials and employees will participate in one or more of the
following activities.
- Attending pre-project briefings for employees, supervisors and department heads
- Providing position information through a Position Analysis Questionnaire
- Elaborating on their jobs in individual or group job information interviews
- Requesting a second review of our recommended classification of their position
- Participating in compensation issues identification focus group discussions
- Receiving information through employee newsletter or project progress bulletins
- Attending post-project briefings for all employees, supervisors department heads
- Receiving information pamphlets/booklets describing the new plans and systems
- Participating in technical plan maintenance and administration workshops
F. MINIMAL TOWN SUPPORT REQUIRED
We are totally self-supporting in projects of this nature and will perform all of the
project tasks. We do not require any substantive staff support from the Town other
than payroll data, comparator employer contact information, and assistance with
appointments for group and individual meetings.
We appreciate, but do not require any office space, clerical assistance, computers, or
duplicating equipment. We will provide all of the data entry, data processing,
duplicating, and related report preparation functions.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
7
PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
C. OUR EXPERIENCE WITH
SIMILAR PROJECTS
800+ PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR FIRM
ARIZONA PUBLIC EMPLOYERS SERVED BY OUR FIRM
REPRESENTATIVE CURRENT/COMPLETED PROJECT REFERENCES
PUBLIC SECTOR PERSONNEL CONSULTANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
(480) 947-6164 www.compensationconsulting.cam
PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR STAFF
Following are more than 800 public employers for whom PUBLIC SECTOR PERSONNEL
CONSULTANTS staff members have provided compensation and human resources consulting services.
NOTE: Many of these employers were served while the PSPC staff member was with Hay Associates,
Commonwealth Personnel Services, Government Management Institute, Hewitt Associates, or other
consulting firms.
Aberdeen, City of, SD Bethlehem School District, PA
Adams County, CO Bettendorf, City of, IA
Addison, Village of, IL Billings, City of, MT
Ak-Chin Indian Community, AZ Bisbee, City of, AZ
Alaska, State of Bismarck, City of ND
Alberta, Province of Bismarck Community College, ND
Albuquerque, City of, NM Bismarck Public Schools, ND
Aleutian Housing Authority, AK Bismarck State College, ND
Alexandria, City of, VA Bi-State Computer Commission, IA
Algonquin, Village of, IL Bloomingdale, Borough of, NJ
Altar Valley School District, AZ Bloomington, City of, MN
Ames, City of, IA Bolingbrook, City of, IL
Anaheim, City of, CA Boone County, MO
Anahuac, City of, TX Bowling Green State University, OH
Apache County, AZ Bridgeport, City of, CT
Apache Junction, City of, AZ Brighton, City of, CO
Arizona Department of Public Safety Broward County, FL
Arizona, Division of Personnel Bryan Board of Light/Water, OH
Arizona State University Bryn Mawr College, PA
Arizona, University of Buckeye, Town of, AZ
Arkansas, State of Buena Park, City of, CA
Artesia, City of, NM Bullhead City, City of, AZ
Ashland, City of, OR Burbank, City of, CA
Ashville Metro Sewerage District, NC Burlington, City of, KS
Assn. of Botanical Gardens Butte County, CA
American Assn. Govt. Ees, DC Calexico, City of, CA
Assn. of Zoological Horticulturists Calgary, City of, AB
Avondale, City of, AZ California Family Health Council
Balcones Heights, City of, TX California, State of
Baltimore County, MD California Regional Medical Programs
Baltimore School District, MD California, University of
Banning, City of, CA Camden County, SC
Bay City, City of, MI Camden, City of, NJ
Bay County, FL Camarillo, City of, CA
Bay de Noc Community College, MI Canada:
Baylor University, TX Energy& Resources Department
Baytown, City of, TX Health &Welfare Department
Beaver County, PA Reg'l Economic Expansion Dept.
Bee Cave, Village of, TX Public Service Commission
Beloit, City of, WI Supply& Services Department
Bensenville, Village of, IL Transport Department
Bergen County, NJ Treasury Board
Berkeley, City of, CA Capitol Area Health Plan Agency, MI
Berkshire Medical Center, MA Carbondale, City of, IL
Bernard Community College, FL Carlsbad, City of, NM
Berthoud, Town of, CO Carrizo Springs, City of, TX
Page 1 of 9 PUBLIC SECTOR PERSONNEL CONSULTANTS 12/02
PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR STAFF
El Centro, City of, CA Glendale, City of, AZ
El Mirage, City of, AZ Glendale, City of, CA
El Monte, City of, CA Glenwood Springs, City of, CO
El Paso, City of, TX Goforth Water Systems, TX
El Reno, City of, OK Good Samaritan Hospital, AZ
El Segundo, City of, CA Graceland College, IA
Elkhart General Hospital, IN Grand Canyon School Dist, AZ
Elko County, NV Grand Canyon University, AZ
Elmhurst, City of, IL Grand Haven Public Schools, IA
Elmbrook Public Schools, WI Grand Forks, City of, ND
Elmhurst Park District, IL Grand Junction, City of, CO
Elmhurst Public Schools, IL Grand Rapids, City of,WI
Emery County, UT Grant County, WI
Enterprise City School District, CA Grant Hospital of Chicago, IL
Estes Park, City of, CO Great Falls, City of, MT
Evanston, City of, IL Green Bay Sewerage District,WI
Fall River Public Schools, MA Green River, City of, WY
Fargo, City of, ND Greene County, OH
Fayette County, IL Greene County, PA
Fayette County, PA Greensville Public Schools, NC
Fayetteville, Manlius Schools, NY Greenville County, SC
Flagler Beach, City of, FL Greenville General Hospital, SC
Florence, Town of, AZ Greenville, City of, SC
Florence Public Schools, AL Gresham Public Schools, OR
Florence-Darlington Tech. Ed. Center, SC Grundy County, IA
Florida, State of Guam, Territory of
Florida State University Guam Community College
Fort Collins, City of, CO Gunnison, City of, CO
Fort Huachuca Accom. School, AZ Gulf Breeze, City of, FL
Fort McDowell Tribal Government, AZ Hamilton County, TN
Fort Morgan, City of, CO Harbor General Hospital, CA
Fort Pierce Housing Auth., FL Hawaii, State of
Fox Point Bayside School Dist., WI Hawaiian Gardens, City of, CA
Fox Valley Council of Governments, WI Hawthorne Comm. Hospital, CA
Frankfort, Village of, IL Hawthorne, City of, CA
Franklin County, WA Hayden-Winkelman Schools, AZ
Frederick, City of, OK Hays County, TX
Fresno State College, CA Helena, City of, MT
Frisco, City of, TX Hemet, City of, CA
Galveston, Port of, TX Hennepin County, MN
Garden City, City of, KS Hennepin County Gen'l Hosp. MN
Gardena, City of, CA Henrico County, VA
Geneseo, City of, IL Henrietta Central School Dist., NY
Georgetown University, Wash DC Herndon, City of, VA
Georgia, State of Hickory Public Schools, NC
Georgia Institute of Technology Highland Hospital, Rochester, NY
Georgia Regional Hospital Highland Park, City of, MI
Georgia, University of Highland Park Model Cities, NJ
Gila River Tribal Government, AZ Hobbs, City of, NM
Gilbert, Town of, AZ Hoboken Model Cities, NJ
Gillette, City of, WY Holbrook, City of, AZ
Gladstone, City of, MO Holbrook School District, AZ
Page 3 of 9 PUBLIC SECTOR PERSONNEL CONSULTANTS 12/02
PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR STAFF
Maricopa County, AZ Monterey Park, City of, CA
Marion County, IN Montgomery County, MD
Marquette University, WI Montgomery County Schools, MD
Mars Hill College, NC Montpelier, City of, VT
Marshall, Township of, PA Montpelier Public Schools, VT
Marshall County, IA Moore Public Schools, OK
Marshall County, PA Moore, City of, OK
Martin County, MN Moro Bay, City of, CA
Maryland, State of Morongo Valley Schools, CA
Maryland/Capitol Planning Comm Morton Community College, IL
Massachusetts Hospital Association Moundridge Public Schools, KS
Massachusetts, State of Mountain View, City of, CA
McHenry County Housing Authority, IL Mt. Lebanon, Township of, PA
McHenry County, IL Mt. Prospect, Village of, IL
McKinley County, NM Mt. Sinai Hospital, Milwaukee, WI
McPherson College, KS Multnomah County, OR
Mem'l Hosp. of DuPage County, IL Muskego-Norway School Dist., WI
Mem'l Med. Ctr., Savannah, GA Naperville, City of, IL
Mendocino College, CA Nashville-Davidson County, TN
Mequon, City of, WI Nassau County School District, FL
Mercer County, NJ National City, City of, CA
Mercy Hospital, Cedar Rapids, IA National Council on Alcoholism, NY
Mercy Hospital, Springfield, MA The Navajo Nation, AZ
Methodist Hospital, Gary, IN Navajo Community College, AZ
Methodist Hospital, Indianapolis, IN Nebraska, State of
Metro Toronto, ON Nederland, City of, TX
Metro Water District, IL Needles, City of, CA
Metropolitan Sanitary District, IL New Hampshire, State of
Miami Area School District, AZ New Iberia Parish, LA
Miami Shores, Village of, FL New Jersey, State of
Michigan, State of New Jersey Comm Training Institute
Michigan Municipal League New Lenox, Village of, IL
Midland County, MI New Mexico, State of
Midland Police Academy, TX New Mexico Association of Counties
Milwaukee, City of,WI New Mexico Junior College
Milwaukee County,WI New Mexico Military Institute
Milwaukee Metro Sewer Dist., WI New Orleans, City of, LA
Milwaukee Public Schools, WI New York, City of, NY
Minneapolis, City of, MN New York, State of, NY
Minnesota, State of New York Port Authority, NY
Minnesota League of Cities New York Public Schools, NY
Minnesota, University of New York State University, NY
Minot, City of, ND New York University Medical Center, NY
Missoula County, MT Nez Perce County, ID
Missoula, City of, MT Nixa, City of, MO
Missouri, State of Nogales, City of, AZ
Mobile, City of, AL Norco, City of, CA
Mohave County, AZ Norman School District, OK
Monmouth County, NJ North Carolina, State of
Monroe Public Schools, MI North Dakota, State of
Montana State University North Idaho College
Montclair, City of, CA North Las Vegas, City of, NV
Page 5 of 9 PUBLIC SECTOR PERSONNEL CONSULTANTS 12/02
PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR STAFF
Ridgecrest School District, CA Santa Fe County, NM
Rio Rancho, City of, NM Santa Monica, City of, CA
River Forest, Village of, IL Saskatchewan, Province of
River Oaks, City of, TX Saudi Arabia, Kingdom of
Riverside, City of, CA Saydell School District, IA
Riverside County, CA Schertz, City of, TX
Riverside School District, CA Scotia-Glenville Public Schools, NY
Roanoke Redevelopment Authority, VA Scott County, IA
Rochester, City of, NY Scottsdale, City of, AZ
Rockford Public Schools, IL Sedona, City of, AZ
Rockingham County, VA Sedona Fire District, AZ
Rockwall, City of, TX Seminole, City of, OK
Rolla, City of, MO Shawnee Public Schools, OK
Rolling Meadows, City of, IL Sheboygan, City of, WI
Roosevelt, City of, UT Shelburne, City of, VT
Roselle, Village of, IL Shelby, City of, NC
Ruidoso, Village of, NM Shreveport, City of, LA
Sachse, City of, TX Sierra Vista, City of, AZ
Sacramento, City of, CA Sierra Vista School District, CA
Sacramento County, CA Silt, Town of, CO
Safford, City of, AZ Sinai Hospital of Detroit, MI
Saginaw, City of, MI Sioux City, City of, IA
Sahuarita, Town of, AZ Sisters of Charity, TX
Salina Public Schools, KS Sisters of St. Joseph, CA
Salina, City of, KS Skokie, City of, IL
Salt Lake City, City of, UT Somerton School District, AZ
Salt Lake Metro Water District, UT South Alabama Reg'l Plan Comm.
Salt River Tribal Government, AZ South Carolina, State of
San Antonio, City of, TX South Central MI Health Council
San Bernardino, City of, CA South Dakota, State of
San Bernardino County, CA Southeastern Education Lab, GA
San Bernardino Intl Airport Auth, CA Southeastern Plan/Dev Dist, MA
San Carlos Apache Tribe, AZ Southern Illinois University
San Diego, City of, CA Southern Ute Indian Tribe, CO
San Diego County, CA Southwestern Illinois Plan Comm.
San Francisco State College, CA Spartanburg Tech College, SC
San Jose, City of, CA Spokane, City of, WA
San Juan County, MN Springfield, City of, IL
San Juan Public Schools, CA St. Bernard Parish, LA
San Juan Pueblo, NM St. Charles, City of, IL
San Luis, City of, AZ St. Francis Hospital, La Crosse, WI
San Xavier District (TON), AZ St. George, City of, UT
Sand Hills Community Action, NC St. John's Hospital, Salina, KS
Sandusky, City of, OH St. John's University, MN
Sandy, City of, UT St. Joseph's Hospital, Denver, CO
Santa Ana, City of, CA St. Louis, City of, MO
Santa Barbara County, CA St. Louis County, MO
Santa Cruz, City of, CA St. Louis Metro Sanitary District, MO
Santa Cruz County, AZ St. Lucie County Fire District, FL
Santa Cruz County, CA St. Luke's Hospital, Racine, WI
Santa Cruz Valley School Dist., AZ St. Mary's Hospital, Tucson, AZ
Santa Fe Community College, NM St. Mary's University, TX
Page 7 of 9 PUBLIC SECTOR PERSONNEL CONSULTANTS 12/02
PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR STAFF
Whiteside County, IL Woodstock, City of, IL
Wickenburg, City of,AZ Wyoming, State of
Williams, City of,AZ Yankton, City of, SD
Williams Gateway Airport, AZ Yavapai Community College, AZ
Wilmette Park District, IL Yavapai Fire District, AZ
Windcrest, City of, TX Youngstown, City of, OH
Windsor,Town of, CO Yukon Health Corporation, AK
Windsor Library District, CO Yuma, City of,AZ
Winfield, Village, IL Yuma County, AZ
Winnetka, Village of, IL Yuma County Superior Court, AZ
Wisconsin, State of Yuma Housing Authority, AZ
Wisconsin, University System of Yuma Justice Courts, AZ
Wood County, TX Zelienople, Town of, PA
Page 9 of 9 PUBLIC SECTOR PERSONNEL CONSULTANTS 12/02
ARIZONA PUBLIC EMPLOYERS SERVED BY OUR FIRM
EMPLOYER TYPE OF SERVICE
Ak-Chin Indian Community Class/comp plan, staffing needs analysis
Altar Valley School District Classification, salary and benefits study
Apache County Salary survey and compensation plan
Apache Junction, City of Compensation survey and updated salary plan
Arizona Dept. of Public Safety Class/comp plan for civilian positions
Arizona,State of, Personnel Division Assistance with compensation plan development strategy
Arizona State University Review of competitiveness of salary plans
Arizona, University of Compensation policy development
Avondale, City of Position classification and compensation plan
Bisbee, City of Update of job descriptions
Buckeye,Town of Position classification and compensation plan
Bullhead City, City of Position classification and compensation plan
Casa Grande, City of Update of compensation plan,job descriptions
Casa Grande Elementary Schools Compensation plan,salary surveys
Casa Grande High School District Review of salary plan development processes
Catalina Foothills School District Classified and administrative compensation plans
Clarkdale,Town of Employee opinion survey on salary admin
Cochise College Position classification and compensation plan
Cochise County Salary survey and competitiveness analysis
Coolidge, City of Position classification and compensation plan
Cottonwood, City of Position classification and compensation plan
Douglas, City of Performance appraisal plan training
East Valley Institute of Technology Classified classifications and compensation plan
El Mirage, City of Position classification and compensation plan
Florence,Town of Position classification and compensation plan
Fort Huachuca Accomodation Schools Class/comp plan for classified, admin, and certified staff
Fort McDowell Indian Community Position classification and compensation plan
Gila River Gaming Enterprises Classification and compensation system
Gila River Indian Community Class/comp plan, personnel policies manual
Gilbert,Town of Update of salary plan, position classification
Grand Canyon School District Job descriptions for classified and admin positions
Hayden-Winkelman School District Salary plans for classified&administrative staff
Holbrook, City of Position classification and compensation plan
Holbrook Unified School District Classified classification and compensation plan
Hopi Tribal Government Class/compensation plan,org'I/staffing analysis
Lake Havasu City Update of compensation plan
Marana,Town of Position classification and compensation plan
Marana Unified School District Classification and compensation plan
Maricopa Community College District Class/comp plan for MAT job classes
Miami Area Unified School District Job analysis and salary plan for classified staff
Mohave County Salary survey validation study
Navajo Community College Salary plan for classified&administrative staff
The Navajo Nation Job analysis and position classification
Nogales, City of Position classification and compensation plan
Page,City of Class/comp plan, staffing needs analysis
Page Unified School District Update of classified compensation plan
Paradise Valley,Town of Class/comp plan, employee attitude survey
* While with the Hay Group
(continued on reverse side)
PUBLIC SECTOR PERSONNEL CONSULTANTS 12/02
REPRESENTATIVE CURRENT/COMPLETED PROJECT
REFERENCES
Following is a sample of Arizona agencies which are representative of the more than 800 public
employers for whom members of our firm have provided job analysis, job description, position
classification, job evaluation, compensation/benefits survey, compensation plan development, and
training services, similar to those requested by the Town of Oro Valley.
APACHE JUNCTION, CITY OF SAHUARITA, TOWN OF
Ms. Sue Stalcup Ms. Stacey Lemos
Human Resources Director Finance Director
1001 N. Idaho Road 850-B West Helmet Peak Rd.
Apache Junction, AZ 85219 Sahuarita, AZ 85629
(480) 671-5121 (928) 648-1972
CASA GRANDE, CITY OF SANTA CRUZ COUNTY
Mr. Scott J. Barber Mr. Carlos Rivera
Administrative Services Director Personnel Director
300 East Fourth Street 2100 N. Congress Drive
Casa Grande, AZ 85222 Nogales, AZ 85621
(520)421-8600 (520) 761-7800
MARANA, TOWN OF SIERRA VISTA, CITY OF
Ms. Jane H. Johnson Mr. Gene Sanders
Personnel Director Personnel Director
13251 North Lon Adams 1011 N. Coronado Drive
Marana, AZ 85653 Sierra Vista, AZ 85635
(520)682-3401 (520)458-3315
NOGALES, CITY OF TUCSON, CITY OF
Ms. Mayra Zuniga Mr. Jack Redavid
Human Resources Director Director of Human Resources
777 N. Grand 110 E. Pennington
Nogales, AZ 85621 Tucson, AZ 85726
(520)287-6571 Now at (520)206-4624
PINAL COUNTY YUMA, CITY OF
Mr. Michael Arnold Ms. Hazel Best-Shaw
Human Resources Director Human Resources Manager
31 N. Pinal Street 100 N. Main Street
Florence, AZ 85232 Yuma, AZ 85364
(520)868-6245 (520)783-1279
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
D. PROPOSED WORKPLAN
AND TIME SCHEDULE
PUBLIC SECTOR PERSONNEL CONSULTANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
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COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
E. QUALIFICATIONS OF OUR STAFF
TOWN OF ORO VALLEY PROJECT TEAM ORGANIZATION CHART
RESUMES OF PROJECT TEAM CONSULTANTS
PUBLIC SECTOR PERSONNEL CONSULTANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
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HENRI R. van ADELSBERG
Mr. van Adelsberg specializes in human resources management consulting services for public employers
at the local, state, national, and international levels. With over 35 years of experience as a human
resources executive and consultant, he has completed over 400 position classification, job content
evaluation, total compensation, and related projects. A national sample of the jurisdictions for whom he
has provided such services include:
Municipalities Counties
Albuquerque, NM New York, NY Adams, CO Los Alamos, NM
Anchorage, AK Oakland, CA Baltimore, MD Los Angeles, CA
Baytown, TX Oklahoma City, OK Broward, FL McKinley, NM
Bettendorf, IA Omaha, NE Butte, CA Missoula, MT
Chicago, IL Phoenix, AZ Chaves, NM Milwaukee, WI
Cleveland, OH Pinellas Park, FL Clark, NV Multnomah, OR
Denver, CO Pittsburgh, PA Clatsop, OR Nez Perce, ID
Des Moines, IA Richmond, VA Cochise, AZ Palm Beach, FL
El Paso, TX Sacramento, CA Cook, IL Peoria, IL
Helena, MT Salina, KS DeKalb, GA Pinal, AZ
Indianapolis, IN St. Louis, MO DuPage, IL Pima, AZ
Inglewood, CA St. Paul, MN Eddy, NM Ramsey, MN
Jacksonville, AR Salt Lake City, UT Hamilton, TN Santa Cruz, AZ
Kansas City, MO San Jose, CA Hays, TX Santa Fe, NM
Kingsport, TN Spokane, WA Hennepin, MN St. Louis, MO
Lansing, MI Topeka, KS Jackson, MO St. Lucie, FL
Milwaukee, WI Tucson,AZ Jefferson, AL Scott, IA
Minneapolis, MN W. Palm Beach, FL Jefferson, TX Waukesha, WI
Minot, ND Wheeling, WV Johnson, KS Wood, TX
New Orleans, LA Yankton, SD Lea, NM Yuma, AZ
Mr. van Adelsberg has served as a Senior Personnel Analyst with Los Angeles County, and Assistant
Director of Personnel for the City of Glendale, CA. He was Worldwide Director of Compensation and
Benefits with Allergan Pharmaceuticals and National Education Corporation, and Vice President - Human
Resources for Memorial Health Technologies.
Mr. van Adelsberg served for ten years as the Director, Public Sector Group for the international human
resources consulting firm of Hay Associates. He was a Consulting Manager with the CPA firms of Ernst &
Young and Peat, Marwick, specializing in public sector human resources, and was President of the
Governmental Management Institute, providing training seminars for state and local governments.
He is an expert in quantitative methods of job content evaluation and has served as expert witness in
arbitration, fact finding, and litigation in state and federal courts in the areas of occupational/gender-
dominant job content differences, equal pay and "comparable worth" matters. He has lectured on such
topics at the Claremont Colleges, Leiden University of The Netherlands, So. Illinois University, University
of Texas, and Washington University.
Mr. van Adelsberg authored: "Relating Performance Evaluation to Compensation of Public Sector
Employees" and "Midpoint Budgeting, Approach to Controlling Public Sector Salary Expenditures"
published in the Public Personnel Journal. He wrote the workbook "Salary Administration Based on
Quantitative Job Content Evaluation," and developed the Achievement Evaluation Plan (AEP) method of
total job-related performance appraisal.
Mr. van Adelsberg holds a BA degree in Government from California State University. He is the recipient
of the Lifetime Achievement Award from the American Compensation Association.
PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
MARY KAY BONILLA, SPHR
Ms. Bonilla has more than 15 years experience as a human resources analyst and consultant for public
employers. She has served as Compensation/Benefits Specialist for Phoenix Healthcare Systems, Human
Resources Coordinator for Arizona State University, and Human Resources Analyst for the City of Peoria.
She has conducted projects in position classification, salary and benefits surveys, FLSA reviews and
compensation system design. She has provided consulting services to public employers throughout the U.S.,
including:
Aleutian Housing Auth, AK Huntington Beach, CA Phoenix High School Dist, AZ
Boone County, MO Lake Tahoe College, CA Spokane, City of, WA
Cochise College, AZ The Navajo Nation, AZ Santa Cruz County, AZ
El Paso, City of, TX Pinal County, AZ Tacoma Housing Auth, WA
Great Falls, City of, MT Pueblo West Metro Dist, CO W. Palm Beach, City of, FL
Ms. Bonilla holds a BS degree (cum laude) in Business Administration from the University of Montana, and the
Senior Professional in Human Resources (SPHR) designation from the Society for Human Resources
Management.
FRED R. COOPER
Mr. Cooper has over 25 years of experience in human resources management and consulting. He has served in
administrative positions for Winnebago County, IL, City of Omaha, NE, and the states of Arizona, Iowa, and
Maine.
He has conducted projects in job analysis, position classification, salary administration, job descriptions,
performance appraisal, and workflow assessment. He has provided consulting services to state and local
governments throughout the U.S., including:
Avondale, City of, AZ New Hampshire, State of Santa Cruz County, AZ
Dona Ana County, NM Palestine, City of, TX San Juan Pueblo, NM
Carrizo Springs, City of, TX Pearland, City of, TX San Luis, City of, AZ
Gillette, City of, WY Pinal County, AZ Yuma County, AZ
Jacksonville, City of, AR Redford, City of, Ml Yuma Housing Authority, AZ
Mr. Cooper holds a BS degree in Journalism from Northern Illinois University.
DAVID LOOKINGBILL
Mr. Lookingbill has over 25 years of experience as a public personnel manager and consultant, specializing in
position classification,job content evaluation, and compensation for state and local governments. He has served
as Personnel Analyst III with the State of Iowa, Personnel Administrator for the State of Nebraska, Selection
Analyst with the State of Arizona, and Senior Personnel Analyst for the City of Mesa, AZ.
Mr. Lookingbill is an expert in the development and application of point-factor job content evaluation system. He
has provided consulting services to many local governments throughout the U.S., including the following.
Ak-Chin Indian Comm, AZ Jefferson County, TX Pinal County, AZ
Avondale, City of, AZ Joplin, City of, MO Prescott, City of, AZ
Baytown, City of, TX Kingsport, City of, TN San Carlos Apache Tribe, AZ
Carlsbad, City of, NM Logan City of, UT Southern Ute Tribe, CO
Gila River Indian Comm, AZ Navajo Comm College, AZ Surprise, City of, AZ
Gilbert, City of, AZ Phoenix, HS Dist, AZ Tohono O'Odham Nation
He holds a BA degree in Psychology from the University of Iowa.
PUBLIC SECTOR PERSONNEL CONSULTANTS
ROBERT E. McROY
Mr. McRoy has over 30 years experience as a human resources executive and compensation consultant for
public and private employers, specializing in job analysis, organizational analysis, position classification, job
evaluation, and compensation systems. He has served as Director of Employee Relations for CBS, Inc., Human
Resources Manager for Booz, Allen & Hamilton, Compensation Consulting Manager with Hewitt Associates, and
Deputy County Manager for Apache County, AZ.
He has completed projects in recruitment and selection, base salary systems, position classification,
performance management, incentive programs, employee relations, and risk management. Among his recent
client projects are those for
AZ Dept of Public Safety Huntington Beach, City of, CA Pinal County, AZ
Boone County, MO Los Alamos County, NM Schertz, City of, TX
Butte County, CA Norco, City of, CA Spokane, City of, WA
Chino, City of, CA Oak Ridge, City of, TN Webster, City of, TX
Hamilton County, TN Page, City of, AZ Yukon Health Corp, AK
Mr. McRoy holds a BA degree in Liberal Arts from Principia College, and a Masters degree in Public
Administration from the University of Washington.
ELIZABETH J. TALAMONTI, CCP
Ms. Talamonti has over 25 years of experience as a compensation manager and consultant for public and
private employers, specializing in job analysis, salary surveys, and salary plan development. She has served as
Compensation Research Associate for Hayes/Hill, Inc., Senior Compensation Analyst for AON Corporation,
Compensation Manager for Loyola University, and Project Manager for the American Compensation Association.
She has conducted projects in job audits, job descriptions, salary surveys, compensation database
management, compensation plan development, compensation training course development, and compensation
trend research. Among her consulting projects are those for:
Arizona, University of Hamilton County, TN Maricopa College District, AZ
Cochise College, AZ Holbrook, City of, AZ Pinal County, AZ
El Paso, City of, TX Killeen, City of, TX Surprise, City of, AZ
El Segundo, City of, CA Los Alamos County, NM Yuma, City of, AZ
Estes Park, City of, CO Minot, City of, ND Yuma County, AZ
Ms. Talamonti holds a BS degree in Business Administration from Arizona State University. She holds the
Certified Compensation Professional (CCP)designation from the American Compensation Association.
MATTHEW E. WEATHERLY
Mr. Weatherly has over 10 years of experience as a human resources management professional and consultant,
specializing in position classification, compensation, recruitment and selection. He has served as a Human
Resources Analyst with Employee Solutions, Inc. and Staffing Consultant with Initial Staffing Services.
He has completed projects in staff development, recruitment, selection, job descriptions, salary survey, and
salary plan development. Among his recently completed consulting projects are those for:
AFGE Local 631, DC Hobbs, City of, NM Phoenix School Dist, AZ
AZ Dept Public Safety Holbrook, City of, AZ Surprise, City of, AZ
El Paso, City of, TX Huntington Beach, CA Ventura Housing Authority, CA
El Segundo, City of, CA Needles, City of, CA Yuma, City of AZ
Grand Canyon Schools, AZ Norco, City of, CA Yuma County, AZ
Mr. Weatherly holds a BS degree in Human Resources Management from Arizona State University.
PUBLIC SECTOR PERSONNEL CONSULTANTS
_ \ PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
F. COST FOR THE STUDY
PUBLIC SECTOR PERSONNEL CONSULTANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
(480) 947-6164 www.compensationconsulting.com
COST FOR THE STUDY
A. PROJECT COST ESTIMATE
The project's total cost, including all fees for professional services and reimbursement
for out-of-pocket expenses, will not exceed the amounts indicated for its components,
to permit the Town to tailor the project to its specific needs and financial resources.
1. Fixed Project Cost Components
a. Classification Plan - management/employee briefings, PAQ distribution and
explanation, worksite job information interviews (100), job analysis, position
classification, FLSA status determination, job descriptions (100), QC reviews,
appeal resolution, final report. $25,000
b. Salary Plan - labor market definition, benchmark selection, salary survey, data
compilation, prevailing rate computation, compensation competitiveness
analysis, salary range/schedule structure, compensation competitiveness policy,
salary range assignments, fiscal impact estimates, final report, EZ COMPP"
installation, staff training, implementation support $15,000
c. Benefits Analysis - current plan review, benefits survey, prevailing practices
compilation, competitiveness analysis, employer/employee cost sharing
analysis, recommendations for improvements or modifications in benefits if
warranted by the survey data. $ 3,500
2. Variable Project Cost Components
For cost containment, we can provide the following services on a "per item" basis.
These services at 100 items each are included in the preceding fixed cost.
- Worksite Job Information Interviews - per 25 interviews $ 2,500
- ADA/EEO-Compliant Job Descriptions - per job description $ 75
3. Optional Additional Project Cost Components
- Compensation Issues Identification Focus Groups and Report $ 2,500
- Point-factor Job Evaluation of the Town's Job Classifications $ 2,500
B. FLEXIBLE WORKPLAN AND NEGOTIABLE TOTAL COST
Our workplan is flexible and total project cost negotiable, and we will discuss, modify,
add or delete, any work task to increase the project's responsiveness to the Town of
Oro Valley's needs and financial resources.
C. PROJECT BILLING AND PAYMENT
We do not require advance payments, and will provide the Town with monthly invoices
for the professional services provided and out-of-pocket expenses incurred. We request
that the Town pay the invoices within thirty (30) days of their receipt.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
PROPOSAL TO CONDUCT
COMPENSATION AND BENEFITS STUDY
FOR THE TOWN OF ORO VALLEY
G. COST REDUCTION OPTIONS
PUBLIC SECTOR PERSONNEL CONSULTANTS
4110 N. Scottsdale Road #140, Scottsdale, Arizona 85251
(480) 947-6164 www.compensationconsWting.com
COST REDUCTION OPTIONS
Following are several project activities which, if conducted by the Town instead of our
consultants, or reduced in scope or volume, would result in project cost reductions.
- Employee project briefings and PAC) distribution/explanation meetings conducted
by the HR Director.
- Reduce the number of worksite job information interviews from one per job
classification (140) to only for positions determined to be incorrectly classified by
the HR Director.
- Split the worksite job information interviews between our consultants and the
Town's HR staff.
- Reduce the number of job descriptions to be updated by our consultants to only
those requiring substantial revision or to be newly prepared, the rest to be
updated by Town staff.
- Conduct training and provide QC oversight for Town staff to prepare or update all
of the Town's job descriptions.
- Eliminate the employee appeal process to the classification of their position, and
rely on HR and department quality assurance review.
- Conduct some of the project progress reports and draft report reviews with the
HR. Director in our Scottsdale office, reducing our consultants' travel time.
OVAZ PUBLIC SECTOR PERSONNEL CONSULTANTS 1/03
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AND COMPENSATION PROJECT PROCEDURE GUIDE SERIES
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TO THE EMPLOYEES
The factor that is most important A. PRE-PROJECT on page 5.At the completion of the
in the development and effective EMPLOYEE Q and A period we will distribute the
COMMUNICATION Position Description Questionnaire
implementation of a new or (PDQ) and provide an item-by-item
updated position classification The maximum amount of informa- explanation.
p
and/or compensation plan is not tion concerning the reasons for the
p
project should be provided at the The briefings last 30 to 45 minutes,
process,technical or even the earliest possible date. There will and can be scheduled at one-hour
amount of salaryincreases. It is already be a number of rumors intervals. To ensure that attendance
the extent to which employees floating about since some employ- does not exceed the facility's capacity,
ees will have heard about the RFP and that the departments can send
understand the process by which preparation, consultant selection their employees in shifts,we suggest
the plan was developed, and process, and project approval by the the following.
their acceptance that it was a Council/Board.p •Schedule a minimum of two
logical and fair process. Following are several pre-project sessions, and more depending upon
communication activities which are - the number of employees to be
To assist you in determining essential to the successful conduct briefed and the facility's capacity.
of a classification and/or compensa-- •Control attendance by
and implementing the best tion project.
scheduling alphabetically by
systematic approach to the employees'last names, such as
effective communication of the 1.Letter/Memo From the Chief A-E 9:00-10:00AM;F-J 10:00-
Executive Officer 11:00 AM, etc.
compensation plan development
We suggest that every employee
project and the new compensation
receive a letter or memo from the 3.Employee Opinion Survey on
plan for your organization, we chief executive officer announcing Salary Administration (OPTIONAL)
haveprovided this booklet, parts the project (Figure 1), indicating Ifyou have requested it as part of
q
of which are adapatations from the reasons for the project, its the total project,we will conduct
scope and process, the extent of our standard Confidential
the booklet: "COMMUNICATING employee participation, and a guar- our standard Confidential
Employee Opinion Survey on
COMPENSATION PROGRAMS— antee that no one's salary amount Salary Administration which will
will be reduced as a consequence of project. provide the employees the opportu-
theAn Approach to Providing
Information to Employees" nity to communicate to you their from
primary concerns and opinions
the American Compensation 2.Project Briefings by Our regarding the current classification
Association. Consultants
Assocra . and/or compensation plan.
We will conduct a briefing for every Participation is voluntary.
employee to explain the scope of the
We have divided this section project, summarize the process we The survey is a multiple-choice
of the Guide into Pre-Project, will utilize,explain their roles in the questionnaire with space for corn-
id-Project, and Post-Project project,and respond to questions.A ments. To maintain confidentiality,
listing of the most frequently asked we administer this questionnaire
segments. questions and our responses follows immediately after the PDQ explana-
•
P E R S O N N E L CONSULTANTS
-1-
4 CITY OF
Office of the City Manager
Y�.
Memorandum
TO: All City Employees, Supervisors, and Department Heads
FROM: , City Manager
DATE: 4/10/00
SUBJECT: Position Classification and Compensation Study
I am very pleased to inform you that the City has contracted with a highly qualified
outside consultant firm, Public Sector Personnel Consultants (PSPC), to update our position
classification and pay system to ensure that your position's classification reflects its duties
• and responsibilities, and that its salary range assignment is internally equitable and
competitive within our employment markets
PSPC consultants will conduct briefings on the project for all employees, supervisors and
department heads on Monday, April 14. Attendance is mandatory, and you will be informed
of the location and time for your briefings. The consultants will also distribute and explain
a questionnaire to permit you to describe your duties and responsibilities in your own
words. You will have one week to complete the questionnaire and return it to your
supervisor.
PSPC consultants will be on-site during the later part of May to conduct individual job
information interviews with representative incumbents of every job classification at their
worksite, to provide you with an additional opportunity to explain the scope and complexity
of your position. PSPC will provide recommendations as to the correct occupational job
classification and title for every City position, and update our job descriptions from the
information you have provided on your questionnaire and during the worksite interview.
REMINDER: It is the position that is being studied and classified, not the employee.
PSPC will also conduct a salary survey of the public and private employers in the local,
regional, and national employment markets where we compete to obtain and retain high
quality staff, and recommend a salary plan that is competitive with salaries paid for similar
occupations in those employment markets. We cannot promise any salary increases,
however, no one salary will be reduced as a consequence of this project.
,4
We anticipate that the project will be completed within approximately 120 days, and you
will be notified of any actions affecting your position's classification and salary range as
soon as the City Council has reviewed the recommendations and adopted the updated
plans.
I am very pleased that the City Council has authorized this study to update the internal
equity and external competitiveness of our position classification and salary plan. Please
see the Human Resources staff if you have any questions.
a
(Figure 1)Memorandum from the chief executive officer announcing the project
PUBLIC SECTOR PERSONNEL CONSULTANTS
-2-
tion and receive the completed ques- committee or task force of employees 2.Project Information Bulletins
tionnaires directly from the employees. representing the various depart- As an alternative to or supplement
We will give you extra questionnaires ments, occupational groups, and/or for newsletter articles,we suggest a
and self-addressed return envelopes employee associations.We can pro- special monthly or occasional bul-
to our office for employees who want vide more intensive and detailed letin to inform the employees of
to participate but could not attend briefings for these individuals,whose project activities completed to date,
the briefings. role it will be to disseminate this
g and the anticipated activities for the
information to their respective following month. Such a bulletin
Several important considerations if departments and employee groups. should be distributed to all employ-
you have selected this service. ees, perhaps as a payroll stuffer,
This task force can also be utilized posted on bulletin boards, and dis-
■Extend the scheduling of the for suggestions regarding procedural
briefing sessions intervals from one aspects of the project, such as deter-
hourseminated by internal e-mail.
to 1 112 hour. mination of the employers to be
3.Employee Communication Task Force
compensa-
• upin included in the external Provrde a facility that is set tion survey, and serving as the job This group should receive a monthly
classroom style with tables, or chairs evaluation task force if a point-factor briefing on the project status, and be
with writing arms, so that the method is to be developed and/or given the opportunity to ask questions
employees can complete the used to establish the internal job about project issues that concern
questionnaires. worth ranking of your various job them or the employees.This dialogue
•Remind the employees to bring classifications. will provide the employees with the
pencils or pens to the meeting, and latest and correct information, and
provide these items for the provide important feedback to the
employees who forget. E3. MID-PROJECT project consultants which may be
EMPLOYEE useful in increasing the project's
An essential component of an employeeCO MMUNICATION quality and acceptance of the results.
opinion survey process is feedback of
the survey results, to maintain posi- We suggest a minimum of a monthl 4.Progress Reports for the
tive employee relations. Since it is y Council/Board
communication to the employees on
the nature of this type of survey to the status of the project. There will We recommend that you provide a
solicit negative comments,you should be a normal level of anxiety among monthly summary of the project's
carefully consider whether your the employees which is to be progress to the Council or Board, so
organization's culture is such that expected when outsiders are making that they remain informed and corn-
you can provide negative survey recommendations regarding job mitted, and to assure them that they
results feedback to the employees and titles and pay ranges. Mid-project will make the final decisions regard-
the elected or appointed officials communications will reinforce each ing compensation policy and
and Council/Board members. employee's importance to the organi- financial expenditures.
zation, emphasize the positive nature
We will provide a report summarizing of the project, and lessen unwar- 5.Project Inquiry "Hot-Line"
the statistical and narrative results, ranted anxieties and concerns.
including all of the employee corn- There may be occasions when this
ments verbatim.We will modify the technique will be helpful in provid-
Following are several mid-project ing information, dispelling rumors,
written comments to maintain the communication activities that will
confidentiality of the respondents andnduct and obtaining additional information
contribute to the successful co on employee concerns about the
their departments, delete references and implementation of the classifica-
to named individuals or their jobsro'ect. project. These "hot lines" take the
tion and/or compensation p � form of a specific dedicated phone
titles,and remove offensive language.
number, or an e-mail address, for the
1.Employee Newsletter Articles duration of the project, which may
The method and extent of distribution
and dissemination of the opinion If you have an established printed or be answered by a Human Resources
survey report will be up to you. video employee newsletter,we will representative during working hours
provide you with information for and an answering machine during
articles that indicate the project other times, or an answering
4.Employee Communication Task Force activities completed to date, and the machine or e-mail address which is
r:,
You can leverage pre-project and anticipated activities for the following periodically checked for messages
progress communication through a month. and responses provided to the callers.
PUBLIC SECTOR P E R S O N NEL CONSULTANTS
-3-
•
C. POST-PROJECT the new plans. Supervisors should These meetings provide an excellent
EMPLOYEE then conduct employee meetings to opportunity to distribute materials
COMMUNICATION explain the new plan and answer ques- describing the new plans, such as a
tions concerning its scope and effect. classification and compensation
Once the recommended position pamphlet, updated employee hand-
classification and/or compensation This workshop is especially important book, and updated personnel policy
plan has been adopted by the if the new plan contains a new salary manual pages. If a video describing
Council/Board,you will be able to schedule,with or without in-grade the new plans has been produced,
provide a large amount of information steps, and/or the method of salary that would be the introductory part
to the employees, in a variety of for- administration is to be changed from of these briefings.
mats.Not all of the following activities longevity to pay-for-performance.
will be appropriate, or affordable, for The approach selected for the initial 5.Salary Administration Video
all circumstances.They are provided year's implementation must be thor- A professionally produced video is
for you to select, or develop, the oughly explained and understood. not always necessary or affordable for
communication activities which are The extent to which the supervisors every organization. It is however a
best suited to your organization. understand and support the new plan very powerful tool for communicat-
will be the essential factor to its suc- ing the scope and components of the
1.Copies or Extracts From the cessful implementation. newlan in a modern media which
Final Report p
3.Classification and Compensation ascribes a high degree of state-of-
We suggest that you prepare for the-art quality to the new plan. It is
employeecopies of Plan Pamphlet
perusal a number of
also included in new employee orien-
our final report on the recommended We recommend that you prepare and tations. We have provided you with a
classification and/or compensation distribute to all employees,supervisors sample copy of such a video.
plan, after its adoption by the and managers, a pamphlet explaining
Council/Board.They could be made the new position classification and/or The salary administration video is
available for review in the Human compensation plan. The employees best suited for organizations with
Resources and/or line departments' will obtain a greater depth of under- employees at many locations and on
E offices.You will probably receive a standing, and retain the information varying shifts,who can be shown the
request for a copy of the report from for a longer period, from such video at times that are convenient to
the media. written material. their work hours.This video need not
be costly if your organization has an
The report's table with the employee The pamphlet can be used in the internal video production capability
names and their actual salary amounts supervisory workshops, post-project or access to an educational institu-
should be removed. Some of the employee briefings, and new tion or television station who might
material is technical and could be employee orientation sessions. If a produce the video as a public service.
misinterpreted, such as market new performance evaluation system
comparisons, and salary grade/range was a component of your project, a 6.Updated Employee Handbook and
allocations by multiple salary policy description of that system's linkage Personnel Policy Manual
formulae if you utilize a point-factor to the pay plan should be included in
job evaluation method, and you the pamphlet.A separate pamphlet We recommend that you update the
may want to consider publishing should be prepared explaining the sections of your Employee Handbook
only the new salary grade/range-per scope and process of the new per- and Personnel Policy Manual that
job class listings. formance evaluation plan. describe the position classification
and compensation plan to reflect any
2.Workshop for Supervisors 4.Employee Briefings changes required by the new plan.
Those updated pages are excellent
We recommend that you conduct a Briefings for all employees, conducted handouts at the supervisory work-
workshop for supervisors on all by the Human Resources staff, is one shop and employee briefings.
aspects of the new position classifica- of the best methods to ensure that
tion and/or compensation plan, for everyone obtains accurate informa-
7.Individual Salary Plan
the purpose of preparing them to tion about the new plans,and obtains Implementation Statements
explain the new plan to their subor- answers to questions from an expert
dinate staff.Their ability to explain source.We recommend a series of The employees need to be informed
- the new plan and respond to ques- small group meetings to establish of the impact of the new plan on
tions will be a major factor in the the best atmosphere for communica- their base salary amount and salary
employees' positive attitude towards tion and understanding. opportunity.We recommend that
PUBLIC SECTOR PERSONNEL CONSULTANTS
-4-
each employee be provided with a some may be compared only to tables with specific salary amounts
personalized statement including the local employers,while other jobs recommended for each employee,as
following information. may be compared on a regional or that is confidential,but it will include
national basis. the tables indicating the salary range
•Effective date of the new plan, and dollars recommended for each job
date of salary change if different If the client has not yet determined classification.
who the comparator employers will
•Job class title of their position be we tell the employees that the re V
' - 4. When will the study be
•Salary grade/range number to process of identifying the employers
job class is to be surveyed depends to a great completed?
which their position's
allocated extent on where the client is currently ,iit:
obtaining the majority of its employees it, We provide this information in
•Minimum,Midpoint, and Maximum and for which occupations.A second general terms, such as: "within nine-
amounts of the salary grade/range factor is the identification of employers ty days."
•Salary amount prior to the to whom the client regularly loses
effective date of the newplan current employees.
4 5. Will you make recommen-
■Amount of increase to Minimum " dations regarding(longevity, cost-of-
of the new gradelrange, if applicable :. , xt 2. What with the living, benefits, etc.)
•New salary amount according to
Council/Board do with your report? _.
the initial implementation protocolA ,.., .,.- . . We tell the employees if a
- We uniformly respond that benefits analysis and which salary
•Relationship of new salary to the we do not know what the client's administration items are included in
Midpoint of the grade/range (compa- Council/Board will do with our the scope of the project.
ratio) report.We tell the employees that in
•Merit increase opportunity at the over 750 times that we have pro- f
pp y :� 6. How much are you being
various levels of future job vided compensation services that we '‘
performance
have experienced 100% implementa- paid for this study, and wouldn't it
tion,and we have no indication that
be better if that money was given to
•Amount of supplemental pay, such the employees?
this project will be an exception.
as for longevity, assignments,
certifications _I 4 -4
We credit our 100% implementation „, . We anticipate this question by
■FLSA status and hourly rate for record to the fact that, in our experi- dividing the total project cost by the
overtime ence, employers do not plan projects, number of employees and providing
retain consultants, raise employee the employees with a per-employee
expectations, and expend funds,with amount.
THE QUESTIONS MOST the intention of doing nothing. The
COMMONLY ASKED BY only modification we are sometimes For example, if a project cost$45,000
EMPLOYEES requested to make to our original for 450 employees, the per employee
recommendations is the option for cost would be $100. We tell the
Following are the questions that
a multi-year implementation plan if employees that if the client distributed
re most f
employees uently ask us the cost to where the client wishes to the project cost to them,each employee
q
duringthe employee ro'ect briefing place its salary policy exceeds the would receive a one-time payment of
project
meetings, our responses.onses. available funds. $100,minus taxes,instead of a possible
raise from the study,which might be
"t-o. 1.,t 0 more substantial,and which would
3.Will weget to see a copyof
�_ 1. Who are we going to be be paid every year.
compared to for salaries? the report, and when?
4 t
a
G 1 Z What will happen if the
,:' If the client has made this Yes.We recommend that
determination prior to the briefingwhen the final report has been survey shows that a job classifica-
meetings, tion is priced over the market rate?
we provide the names and adopted by the Council/Board that it
locations of the employers to the be made public and that extra copies { 1,2
employees.We also indicate that not be made available for perusal by the . The job classification will be iirm‘
all�ob surveyed y
jobs will be at all of the employees and department heads. allocated to the salary range that most kJ
y em p
comparator employers, and that The reports may not contain the closely matches the prevailing rate at
PUBLIC SECTOR PERSONNEL CONSULTANTS
-5-
the salary competitiveness policy s ;
selected by the employer,which may %_—_,,:-. - 10. Who will be selected for s£:{ f 0 That is a distinct possibility.
`� : be lower (or the same,or higher)than the job information interviews, and Our task is to make sure that each
' the current salary range/grade. This how is the selection made? position's job classification and the
will not impact the salary amount J aK, job class titles reflect current duties
��_�� � and responsibilities. It is possible that
paid to an incumbent if that amount Unless everyemployee is to p . .
is within or above the new salary receive a job information interview at some positions may be re-allocated to
� � a different job classification if their
range for his/her position's job class. their work site,the minimum number
of interviews is one representative duties and responsibilities are now
incumbent of each occupational job more commensurate with another
=. v 8. What will happen if anthan their current job class.
-- pp classification.We will make the inter-employee's salary amount exceeds the view selection at random. If an
Maximum of the new salary range/ employee is the only incumbent of a We may recommend that some job
grade for their position's job class? job class, that person will be sched- class titles be changed to more
uled for an interview. accurately reflect their occupations,
A. t, to to account for more or less job
= No one's salary will be ,,:. '_ group,
V,: _; classes within a sequentialg p,
reduced as a direct consequence of r - 11. What if my supervisor or to recognize new occupational
this project. There may be a few does not agree with what I wrote on assignments.
employees whose current base salary the Position Description
exceeds the Maximum of the new Questionnaire (PDQ)?
salaryrange/grade recommended for 13. What if I do not agree with
- � �` � your classification of myposition?
I41-
their position's job classification. In :� Supervisors are not permitted
mow:.
such instances, the employee's base to change anything that an employee
salary amount will not be reduced, "' Our response will depend on
has written on their PDQ.The pur- the
but the amount will be frozen until pose of the supervisory review of the whether the client's rules, and/or
such time as their position's job classpDQ is to ensure that its content scope of the project permit employee
is re-allocated to a higher salaryaccurately reflects the duties and appeals to their position's recom-
range/grade whose Maximum exceeds mended classification. If they do not,
responsibilities performed by the
their current base salary amount. incumbent, to the extent that the we will indicate that every position's
consultants can readily determine its classification will be reviewed with
r)'—'-', occupational classification. If supervi- the respective department head for
' _. t 9. Will salaries be increased? errors and that changes may be made
sors do not agree with any part of the
•., PDQ content, they may comment and in our initial recommendations.
0 '
-,t:f That is a determination to be - indicate their opinions.
made b the Council/Board on the If appeals are permitted,we inform
y In virtually all of the instances where the employees that they will be noti-
basis of their compensation philoso-
phy,
hiloso-
h competitiveness policy, and the we see supervisory comments (approx. fled by their employer of our initial
p y' p 2% -5% of the PDQs) they indicate occupational job classification recom-
organization's financial resources.We
merel make recommendations.The that the employee has forgotten to mendation for their position,after
y o mention an important item, or they the quality control reviews with the
final decisions are 100/o within the
authority of the Council/Board. There may differ on the percentages of the department heads. If they feel that we
is no uarantee that anysalaries will position the employee has allocated have made an error and that signifi-
g to its major functions. No one is an cant job content information has
be increased.
expert in completing a PDQ about been overlooked, they may complete
Depending upon the Council/Board's their position,and it is quite a form and request that we conduct a
final policy determination,a new common to forget an essential item. second review.We will conduct a
salary plan may_result in uneven second review and notify the client of
increases duringthe initial implemen- We will communicate with both the our final recommendation for each
p employee and supervisor in the rare
tation year, resulting from the need to p appealed position.
bringthe salaries of all individuals to instances of significant difference of
opinion regarding con-
the Minimum of the salary g NOTE: We stress to the employees
range/grade, take into account each tent,and form an independent opinion. that the appeal process relates only to
g
individual's current position in theme the occupational job classification
new salaryrange, and possiblytheir 12. Will there be changes in and titles of positions, not salary
g � classifications? range/grade assi nments.
varying length of service. job titles and g
PUBLIC SECTOR PERSONNEL CONSULTANTS
-6-
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CLASSIFICATION4,,,,,,,,
AND COMPENSATION PROJECT PROCEDURE GUIDE SERIES
EZ TM
PROGRAM
DESCRIPTION
As the name implies, EZ COMP" EZ COMP' TABLES AND CHARTS
Is an easy method of developing
Thegro ram includes the following standard files, tables, and charts.
p
and maintaining the databases
which comprise a new or Primary Client Data File
updated base salary plan. This 1-Schematic of Occupational Job Classes
booklet describes the principal 2-Index of Current to New Job Titles
files that are interrelated during 3-Position Allocation Register
a salary pproject.ro ject. 4-External Prevailing Rates Comparison
A-Sources of External Data Table
EZ COMP is an interactive $-Permanent Salary Range Schedule
B-Job Content Evaluation Profiles*
series of files and tables, which
C-Internal Equity Analysis Scattergram*
are described in this booklet. We of Central Tendency Salary Practice Lines (LCT)*
o not charge for our software
rnal Prevailing
E-External Rates LCTs
which we update periodically for F-LCTs Comparison Chart*
our clients at no cost. 5-Per-Job Class Salary Range Assignment Table-Class Order
6-Per-Job Class Salary Range Assignment Table-Range Order
The trademark name EZ COMP" 7-Non-Benchmark Linkage Table
describes both the PSPC 8-Per-Position Compa-Ratio Table
consultants'process of compiling 9-Fiscal Impact Estimate Table
the data files and the product 10-Implementation Cost Analysis
which is installed on the client's Optional Additional Tables
computer upon the project's
completion.
*for salary plans utilizing point-factor job evaluation
PERSONNEL CONSULTANTS
-1-
PRIMARY CLIENT DATA FILE
Primary Client Data File consists
of all the combined per-position and per-employee data accumulated
and created during the project. It is initially established from data provided by the client, such as:
Employee Name Current Job Class Title Base Salary Amount
Department Job Class Code Salary Range Number
Initial Hire Date EEO Designation $ Range Midpoint
Performance Score FLSA Designation $ Range Min/Max
Additional per-position information added or superimposed on the current data by the PSPC consult-
ants during the project may include:
New Job Class Title New Job Class Code Salary Range Number
$ Range Minimum $ Range Midpoint $ Range Maximum
Job Evaluation Points Benchmark Status $ Policy Group
Amount to Minimum Implementation Amount New Salary Amount
Above Maximum Certification Pay Code Assignment Pay Code
Compa-ratio Amount to Midpoint Supervisory Differential
TABLE I - SCHEMATIC OF OCCUPATIONAL JOB CLASSES
Schematic of Occupational Job Classes is a file established at
the completion of the job analysis and position classification = class Occupational Job Families and Job Classes
Code
phase of the project,with all of the organization's job classes, -1 -
designating: 1400 Public Works Series
Facilities Maintenance and Craft Group
1431 Maintenance Supervisor
Job Class Series Job Class Groups - 1432 Parks Supervisor
Job Class Titles Job Class Codes ,:, 1433 Senior Skilled Craft Specialist
1434 Skilled Craft Specialist
FLSA Designation EEO Designation i 1435 MaintenanceTechnician
1436 Maintenance Technican Assistant
1437 Parks Maintenance Specialist
This file will be "stripped" of job titles and class codes for
other EZ COMPTM files.
TABLE 2 - INDEX OF CURRENT TO RECOMMENDED JOB CLASSES
Index of Current to Recommended Job Classes is
Transaction Codes:
an alphabetical listing of all job classes currently M=Merge Into Other Class S=Split into Two or More Classes
= fication
used by the client and the recommended disposi- T D=DeleteTitleModiClass Title N=No Change J=New Job Class
tion of each of those job classes and titles.
Trans
Current data is from the payroll, class specifica- I Current Job Class New Job Class Code
tions and/or job descriptions, classification plan 4Superintendent of Printing Printing Supervisor T
and s.PD New data includes job class title and Support Services Project Mgr. Delete D
Q Survey Party Chief Survey Party Chief N
transaction codes. Surveyor I Surveyor M,D
Surveyor II Surveyor S,N
D = Deleted J = New Job Class Utility Locator J
Switchboard Operator Clerical Assistant M,D
M = Merged with other Job Class Systems Analyst Systems Analyst N
N = No Change T =Title Modification
S = Split into Several Classes
PUBLIC SECTOR P ER SONNEL C• O N S U L T A N T S
—2—
TABLE 3 - POSITION ALLOCATION REGISTER
Position Allocation Register strips the following per- Transaction Codes: N=No Change
R=Reclassification T=Title Modification
position information for the Primary Client Data File:
,= Trans
Current Job Class Title ^4 incumbent Current Job Class New Job Class Code
Name of Incumbent Moss,R Accountant Accountant N
Department pi; Wamer,K Accountant PPrm�mer N
Plummer,J Accountantccounnt
Favre,B Senior Accountant Senior Accountant N
and adds the following information from Table 1, � Ditka,M Senior Accountant Senior Accountant N
based on the PSPC consultants' determinations
Ruud,E Accounting Clerk Ill Accounting Clerk T
as Drukker,H Accounting Clerk III Accounting Clerk T
to which job class the position is allocated:
Recommended Job Class Title Job Class Code
Transaction Code: N = No Change R = Reclassification; T=Title Modification
TABLE 4 - EXTERNAL PREVAILING RATES COMPARISON
External Prevailing Rates Comparison compares
Aged variance
Current
The client's current salary structure Midpoint for I Benchmark Job Class Midpoint Survey $ x
Midpoint
each of its salary survey benchmark job classes
from the Primary Data File to the external prevailing 1 Public WorksDirect' $49,686 $77,269 -$27,583 -35.70%
PoliceChief $49,686 $77,102 -$27,416 -35.56%
rate indicating the dollar and percentage variance of 1 Human Resource Director/City Clerk $37,080 $57,062 -$19,982 -35.02%
Police Lieutenant $35,310 $42,344 47,034 -18.61%
the clients rates to the prevailing rates. i Building Inspector $32,028 $33,438 41,410 -4.22%
, Human Resource Specialist $23,898 $24,961 -$1,063 -4.26%
•
Laborer $21,678 $20,721 $957 4.62%
Comptroller $37,080 $32,465 $4,615 14.22%
•
TABLE A- SOURCES OF EXTERNAL SALARY DATA
Sources of External Salary Data identifies the source of each rate comprising the external prevailing
rate for the client's salary survey benchmark job classes. This table may be updated annually to com-
pute the new prevailing rate for each benchmark job class.
If the external data was obtained through a.special salary survey questionnaire, this table will indicate,
for each benchmark job class,the name of every employer who reports a comparable job to the bench-
mark, their job class title, and current salary data.
If the external data was extracted from an existing salary survey report which identifies the employers
and their data, this table will indicate the same information as in the previous paragraph. If the report
provided only merged data for each of their benchmarks matched to the client's benchmark,this table
will only indicate the name of the survey, the survey benchmark job title, and the salary data.
TABLE $ - PERMANENT SALARY RANGE SCHEDULE
Permanent Salary Range Schedule indicates the Salary Range Salary
Minimum Midpoint Maximum
Number, Minimum, Midpoint and Maximum amounts for each
Range
salary range in the client's base salary plan. If the client utilizes a 63 $60,093 $75,116 $90,139
grade/step system, this table indicates the Salary Grade Number 64 $61,595 $76,994 $92,393
65 $63,135 $78,919 $94,703
and the number and amount of each step within every salary grade. 66 $64,713 $80,892 $97,070
67 $66,331 $82,914 $99,497
68 $67,990 $84,987 $101,984
69 $69,689 $87,112 $104,534
TABLE B -JOB CONTENT EVALUATION PROFILES * y-r
Job Content Evaluation Profiles lists all of the job class titles and codes from Table 1, the evaluated job -
levels and points for each of the compensable factors, and the total points for every job class.
PUBLIC SECTOR PERSONNEL CONSULTANTS
-3-
,_ CHART C -INTERNAL EQUITY ANALYSES SCATTERGRAM *
g
Internal Equity Analyses
Scattergram consists of a scatter diagram for each primary group of job class-
es (i.e.: Clerical/Office, Labor/Trades, Professional/Technical, Management/Executive), cone dispersion
analyses, and current salary practice lines of central tendency (LCT) and formulae, by combining the
Salary Range Midpoint amounts $120,000 { ; , ; ; Hi , i : t f , ; ! ; l "
from the Primary Client Data � ! 1 ; }
i T � � � � r � {
•
File and the total job points $104000 _
mom ammummommomiummmiumnommuommomninpumm
from Table B through the imu mmin"`�mu �m•mo remni�����
c $80,000 . 1 "
graphical statistical capability 'o ; ,
a _-.0si _aitiiri_
of standard PC software. $60,000 ��''' �'i'" e��'"
cp ■C:R� E. Iii!elii I1IRIRSIRIl
i $40,000 iira= 6S_O ::i!a�H-vMILIEvMn
111
$20,000 T
I 1111110
$4 � -i
300 400 500 600 700 800 900 1000
Points
y=82.695x+1189.2
CHART D - CURRENT SALARY PRACTICE LINES OF CENTRAL TENDENCY (LCTs)*
Current Salary Practice Lines of Central Tendency (LCTs)translates the combination of the client's
current salary Midpoint practice dollars for various job classes from the Primary Client Data File with
their respective job evaluation points from Table B into a mathematical per-job point formula which,
when plotted on a$/Points graph, constitutes a definitive graphic line. This table may contain more
than one LCT to represent a number of the client's major occupational job groups.
CHART E - EXTERNAL PREVAILING RATES LC1s*
External Prevailing Rates LCIS depicts one or more LCTs representing the external prevailing rates,
which are constructed by combining the client's job content points from Table B with the external pre-
vailing rate from Table 4 in the same manner as for Chart D.
CHART F - LCTs COMPARISON CHART*
LCTs Comparison Chart con-
sists of the graphic comparison $80,000 , 1 t I i i = 1 . - 1 - r
F`` $70,000 - t f . , � . , . _ � . :_ _
of the lines of central tendency _ f _
and formulae of the client's ' ; •• ' - ; : - _ - " - -
660,000 { f
current salary practice for its $$0,000 1 - - + - - AI
primary job groups from Table ; ; _1 _ : _ -
D to those of the external pre- $40,000 1 �__ -t_,-.- I ,ili
Theprevailing �i.= n $30 000
vailing rates. � _ � .• ` � : ; , _ ;
rate LCTs and formulae are - - {{ = : ' - 1 - _ .
520,000 r I 1
constructed and computed by 1 - : ~ ' - _
I 1
$10,000 +
combining the client's job con- 1 t + = - _
tent oints from Table B with =�=_ S0
p 200 300 400 500 600 700 800 900
the external prevailing rate > Points A=Prevailing Rate
amounts from Table 4. B=Current Salary Practice
4i, .
PUBLIC SECTOR PERSONNEL CONSULTANTS
-4-
TABLE S - PER JOB CLASS SALARY RANGE ASSIGNMENT TABLE (CLASS ORDER)
Per Job Class Salary Range
-Recommended-
Assignment Table (Class Order) Class Occupational Job Families• Salary
Code and Job Classes RangeMinimum Midpoint Maximum
assigns each job class to a salary ,
range within the Permanent
1400 Public Works Series
1
Salary Range Schedule (Table$). Facilities Maintenance and Craft Group
Therocess is different for _ 1431 ' Maintenance Supervisor 59 $54,441 $68,051 $81,662
p 1432 ' Parks Supervisor 59 $54,441 $68,051 $81,662
salary plans based on direct = 1433 Senior Skilled Craft Specialist 35 $30,099 $37,624 $45,149
_ 1434 Skilled Craft Specialist 29 $25,954 $32,443 S38,932
market pricing than for those _ 1435 ' Maintenance Technician 30 $26,603 $33,254 $39,905
based onuantitative evaluated 1436 Maintenance Technican Assistant 26 $24,101 $30,127 S36,152
'1 1437 Parks Maintenance Specialist 25 $23,513 $29,392 $35,270
job content. 1
'Salary Survey Benchmark
bresi xt ^a'y -. r+rn,s•?*kMtrlanr -.sx�r.se»+r sw n
For plans based on direct mar-
ket pricing, this table is initially created by assigning each benchmark job class to the salary range on
Table$whose Midpoint amount most closely matches the external prevailing rate from Table 4. Non-
benchmark job classes are assigned to their salary ranges by reference to the Non-Benchmark Linkage
Table (Table 7). Flexibility for subsequent internal equity adjustments to Table 5 is provided on the
basis of professional judgment.
For plans based on quantitative job evaluation, this table is created by multiplying the job points for
each job class from Table B by the client's salary competitiveness policy formula for each primary job
group from Table F. The process then looks up Table $ for the Midpoint amount on the Permanent
Salary Schedule closest to the
product of the calculation Class _ -Recommended-
Occupational Job Classes Salary
which designates the proper Code Range Minimum Midpoint Maximum
salary range. 1714 Director of Planning,Zoning,and Building 65 $60,610 $75,762 $90,915 ,,
1133 •' Internal Auditor 65 $60,610 $75,762 $90,915
• 1112 Assistant City Administrator 64 $59,131 $73,914 $88,697 ,,
TABLE 6 provides the same1620 ' Director of Recreation 63 $57,689 $72,111 $86,534
1279 ' Fire Chief 63 $57,689 $72,111 $86,534
information in low to high 62 $56,282 $70,353 S84,423
salary range order. i
1243 • Assistant Chief of Police 61 $54,909 $68,637 $82,364
il 'Salary Survey Benchmark
TABLE 7 - NON-BENCHMARK LINKAGE TABLE
Non-Benchmark Linkage Table for non-quantitative plans, indicates the class titles of the job classes
which are not salary survey benchmarks,the class title of the benchmark or reference job classes to
which they are linked. The process auto-
matically adjusts the salary range for the This table is to be utilized as a guide during annual salary plan updates,permitting non-
benchmark job lasses to be adjusted by the same number of salary ranges as the salary
non-benchmark class by the current salary 1 survey benchmark job lass to which they have been linked.
s
i
range differential when the salary of t
Non-Benchmark Job Title Benchmark Job Title
linked benchmark or reference job class is }
adjusted on Tables 5 and 6: %, Accounting Manager Accountant
I Adult&Info Services Manager Librarian
Building Monitor Office Assistant
Building Maintenance Supervisor Building Maintenance Worker
Building Permit Specialist Executive Secretary
Bus Driver Light Equipment Operator
`! Business Manager Accountant
3
PUBLIC SECTOR PERSONNEL CONSULTANTS
-5-
�---_ TABLE 8 - PER-POSITION COMPA-RATIO TABLE
Employee Dept Current --Recommended- Compa-
New Job Class SalaryS<Min S<Mid $>Max
e
Name Code Salary Ran Minimum Midpoint Maximum Ratio
Simon,N A Administrative Assistant $21,330 26 $24,101 $30,127 $36,152 70.80% $2,771 $8,797 $0
Taylor,J A Director of Real Property $85,685 67 $66,331 $82,914 S99,497 103.34% $0 $0 $0
Garcia,J A Chief Deputy of Operations $56,815 46 $39,493 $49,366 $59,239 115.09% $0 $0 $0
Crow,S A Program Manager $51,385 44 $37,590 $46,987 $56,385 109.36% $0 $0 $0
lomi,A M Medical Investigator $69,716 70 $71,432 $89,289 $107,147 78.08% $1,716 $19,573 $0
Reidle,J M Forensic Technical Specialist 577,123 55 549,321 $61,651 $73,982 125.10% $0 $0 $3,141
Young,N M Principal Secretary $24,354 26 $24,101 $30,127 $36,152 80.84% $0 $5,773 $0
Per-Position Compa-Ratio Table provides the following information,which is added to the Primary
Client Data File, from Table 3, $,and 5.
Job Class Title Incumbent's Name Incumbent's Current$
Job Class Code Salary Range Number Amount Below Minimum
Department Salary Range Midpoint Amount Below Midpoint
Compa-Ratio Salary Range Min/Max Amount Above Maximum
The Compa-Ratio (short for Comparative Ratio) is a calculation which expresses the percentage rela-
tionship of the incumbent's current base salary amount to the Midpoint of the salary range for their
position's job class.
TABLE 9 - FISCAL IMPACT ESTIMATE TABLE
Fiscal Impact Estimate Table provides, on a department or cost center basis, the estimated annualized
cost to bring the salaries of all employees to the Minimum of the salary range for their position's job
class. The table combines the department des-
ignations from the Primary Client Data File _ Number of Employees 287
Total Payroll $10,684,333
with the total amounts of current salaries and
Number of Employees Below Minimum 77
salaries below the Minimum from Table 8, for As%of total employees 26.83%
Total$below Minimum $121,099
alternative salary competitiveness policies.
As 96 of total payroll 1.13%
Average amount below Minimum $1,573
•
OPTIONAL TABLES
EZ COMP' can be expanded to include and actively integrate any number of custom-developed tables,
or tables constructed from various combinations of the standard tables,such as the following:
• Initial Implementation Protocol Guide ■ Supplemental Pay Table for Special
• Initial Implementation Compression Assignments, Certification, License or
Tempering Guide Language Proficiency
■ Merit or Longevity Salary Increase Guide ■ Longevity Recognition Supplement
• Performance Reviews Due/Overdue Report • Supervisory Differential
■ rt Classor Lon evi ■ Trainee on In-Training Rates
Departmental,Job Ca s, g ty
Compa-Ratio Report ■ Out-of-Class or Acting Capacity Differentials
■ Individual or Group Incentives
NOTE:Not all of the preceding tables will be present in the EZ COMPTM for every salary plan.
PUBLIC SECTOR PERSONNEL CONSULTANTS
-6-