HomeMy WebLinkAboutCPS HR_Redacted
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Table of Contents
Qualifications and Experience ....................................................................... 1
About CPS HR Consulting ................................................................................. 1
Distinguishing Characteristics ..................................................................... 1
Project List .......................................................................................................... 2
Key Personnel .................................................................................................... 3
Project Manager and Role ......................................................................... 3
Account Manager and Role ...................................................................... 4
Consultants and Roles ................................................................................. 4
Key Personnel Résumés .................................................................................... 4
Work Program .................................................................................................. 12
Our Understanding of the Scope of Work .................................................... 12
Our Approach to Compensation Consulting ............................................... 12
Project Management and Quality Assurance ........................................ 12
Statement of Methods and Procedures ......................................................... 13
Base Salary Study Work Plan ..................................................................... 13
Work Schedule ................................................................................................. 18
Submittal Forms ............................................................................................... 19
Proposal Submittal Summary - Pricing ........................................................... 19
Professional Fixed Fee ................................................................................ 19
Breakdown by Task .................................................................................... 19
Billing Terms ................................................................................................. 20
Pricing Philosophy ............................................................................................ 21
References/Examples of Similar Work ........................................................... 23
Statement of Past Contract Disqualifications .............................................. 24
SharePoint™ Assurance .................................................................................. 24
Requested Changes to Terms and Conditions ............................................ 24
Sample Compensation Reports ..................................................................... 24
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
Page | 1
Qualifications and Experience
About CPS HR Consulting
CPS HR is an innovative, client-centered human resources and management consulting firm
specializing in solving the unique problems and challenges faced by government and non-profit
agencies. As a self-supporting public agency, we understand the needs of public sector clients and
have served as a trusted advisor to our clients since 1985. Our mission is to promote human resource
excellence in the public sector and our vision is to enable people to realize the promise of public
service.
CPS HR’s core competency is its knowledge of and expertise in the public sector. As a public agency,
we understand the challenges and issues facing our client base. We provide best practice expertise
that is unique because CPS HR believes in an integrated, systems-based approach to human
resources. Our consultants understand that the multiple functional human resources disciplines
(including classification and compensation) work together to foster an optimal Human Resource
system.
CPS HR has been providing classification and compensation services to state, federal, and local
governments along with special districts and non-profit organizations for more than 30 years. We
have performed many studies with agencies of similar size and scope as the City. Additionally, the
references and project list we have included provide further clarity around the type of classification
and compensation projects with which we have worked. With these examples, we have shown how
we have collected data, performed analyses on said data, made recommendations, and worked
successfully with our partners/clients.
Distinguishing Characteristics
Depth of experience working in public agencies. CPS HR is a joint powers authority, and as such, our
charter mandates that we provide services exclusively to public agencies and non-profits. CPS HR has
conducted hundreds of classification and compensation related studies for cities, counties, courts,
special districts, water and utilities, and higher education institutions.
CPS HR staffing. Many of our staff have both public and private classification and compensation
experience, they are diligent in their work, listen to and understand the needs of our clients, and
possess advanced education and certifications such as SHRM, IPMA, World at Work, etc.
Automated Solution. CPS HR utilizes a proprietary system called Comp Calculator for the
management and analysis of compensation survey data. The Comp Calculator is a web-based
program that allows for the data entry of survey data on an agency by agency basis and then
generates a separate datasheet within Excel for each surveyed classification.
Use of best practices. CPS HR applies best practices and utilizes proven classification and
compensation principles in all our engagements.
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Account Manager and Role
Ms. Kelly Gonzales will serve as the local Account Manager for this project. Her role will be to
work directly under the CPS HR Project Manager and with the City’s Internal Project Manager to
support all project goals and objectives. Ms. Gonzales has a broad range of experience in Human
Resources management, including recruitment, labor relations, program development and
implementation, training and developme nt, organizational strategic planning, classification and
compensation analysis, performance management, risk management, and benefits
administration.
Consultants and Roles
CPS HR has a uniquely qualified team of professionals to assist the City with its studies. Ms.
Ansari will be assisted by Consultant, Ms. Edie Sabia. Our team of classification and
compensation professionals have over 130 years of combined experience in providing job
evaluation and compensation studies. We are committed to meeting the highest professional
standards of quality. Each of the team members has broad and deep experience in public sect or
classification and compensation systems and analysis, possess advanced education and
certifications such as SHRM, IPMA , CCP, etc., and are readily available to assist with this project.
Our proposed team members have not been removed from a project or disqualified from
proposing on a project. Standard hourly billing rates for assigned staff are included in our Pricing
information.
Key Personnel Résumés
Suzanne Ansari, B.A., Project Manager
Ms. Ansari’s human resources experience includes recruiting, training, program development,
employee relations, benefits, safety and compliance. She has participated in several classification
and compensation studies and has prepared hundreds of job descriptions. She also participates in
the research of salary and benefits surveys. Ms. Ansari is a member of the Society for Human
Resource Management (SHRM) and has published several articles for local Orange County based
newspapers.
Employment History
◼ Senior HR Consultant, CPS HR Consulting, California
◼ Coordinator, Community Resource Center of San Clemente
◼ Public Relations Manager, Blenheim Equisports
◼ Claims Manager; Executive Assistant; Human Resources Technician, James Hardie Building
Products
◼ Instructional Assistant-Special Education, Orange County Department of Education
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Professional Experience
Senior HR Consultant, CPS HR Consulting
◼ Performs a variety of complex, analytical and professional human resources consulting
functions in support of classification, compensation, job analysis and organizational studies
◼ Develops over a thousand job descriptions in accordance with applicable laws, codes, policies
and procedures including ADA
◼ Conducts multi-level salary, compensation systems evaluations and benefits surveys of
organizations including school districts, superior courts, county offices of education, cities,
tribal agencies, colleges, other governmental and non-governmental entities
◼ Participates in the research, analysis and assembly of a variety of technical information
including classification realignments, merit pay, equity adjustments, promotional increases
and salary decreases
◼ Develops and conducts informational seminars, trainings, orientations, study briefings and
presentations on behalf of the firm
Coordinator, Community Resource Center of San Clemente
◼ Planned, coordinated, and directed the day-to-day activities of an Orange County non-profit
community resource organization; trained and supervised the performance of assigned staff
◼ Developed and submitted grant applications and proposals for public and private funding
resources
◼ Prepared press releases, newspaper articles, public service announcements
◼ Conducted community trainings, classes, workshops and public meetings and served as
spokesperson for the organization
◼ Served on the Board of Directors for the CRCSC
Public Relations Manager, Blenheim Equisports
◼ Designed corporate public relations and marketing plans; developed emergency
preparedness and evacuation procedures plans
◼ Wrote multiple bids accepted by the United States Equestrian Federation awarding company
rights to host hold US World Cup equestrian qualifying events
◼ Responsible for design, content management and administration of company website;
managed company social media platforms
◼ Managed equestrian show vendors, supervised insurance/business license compliance and
conflict resolution
◼ Trained and supervised the performance of assigned staff
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Claims Manager; Executive Assistant; HR Technician, James Hardie Building Products
◼ Managed claims division for corporate building products warranty and product defect claims
nationwide
◼ Provided customer service support and conducted claims investigations throughout the US
◼ Wrote technical verbiage for warranties and product brochures
◼ Successfully negotiated and settled over $300K building products claims
◼ Trained and supervised the performance of assigned staff
◼ Organized office activities, complex reports, public relations and flow of communications and
information for the President
◼ Coordinated national sales conferences and corporate events
◼ Responsible for the administration of employee benefits program
◼ Conducted employee safety and compliance trainings
Instructional Assistant-Special Education, Orange County Department of Education
◼ Served as an Instructional Assistant reinforcing instruction to individual or small groups of
students with severe physical, behavioral and emotional special needs (kindergarten through
college); Assisted in the preparation of instructional materials and implementation of
Individual Education Plans (IEP)
Education
◼ B.A., Speech Communication with minor in Education, University of Alaska (Cum Laude
Honors & Chancellor’s List)
Professional Affiliations
◼ Society for Human Resources Management Professional Member
◼ Business Networking International member
◼ Public Relations Society of America-Orange County member
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Kelly Gonzales, M.A., Account Manager
Ms. Gonzales has a broad range of human resources partnering experience, including work in both
the private and public sector. In her role, she assists Southern California agencies in overcoming their
challenges and capitalizing on their opportunities in order to deliver strategic HR solutions. Her
responsibilities include establishing sound client relationships, identifying client needs, proposing
innovative solutions and ensuring project success. Her passion for human resources and commitment
to understanding the needs of the client fuel her dedication to promote HR excellence.
As a previous Human Resources Manager for a full-service agency, Ms. Gonzales understands the
challenges agencies face when recruiting and retaining employees, specifically in the public safety
environment. She is skilled in conducting high level organizational and management studies,
including conferring with bargaining groups and presenting findings to City Council/Board members.
Her duties have also included evaluating and implementing performance management, training and
development, and employee incentive programs.
Employment History
◼ Principal HR Consultant, CPS HR Consulting
◼ Human Resources Manager, City of Upland
◼ Human Resources Manager, Pacifica Services, Inc.
Education
◼ M.A., Leadership and Organizational Studies, Azusa Pacific University
◼ B.S., Business Administration, University of La Verne
Professional Affiliations:
◼ Vice President Public Relations, Inland Empire Public Management Assoc., HR (IEPMA-HR)
◼ International Public Management Association – Human Resources (IPMA-HR)
◼ National Public Employers Labor Relations Association (NPELRA)
◼ California Public Employers Labor Relations Association (CALPELRA)
◼ Public Agency Risk Management Association (PARMA)
◼ Professionals in Human Resources Association (PIHRA)
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Edie Sabia
Ms. Sabia is a highly motivated individual with strong leadership skills having over thirty years of
experience, in both public and private sectors, related to human resources, payroll, benefits, training,
operational administration, project management and accounting. Ms. Sabia is a demonstrated
decision maker and problem solver with a strong background in management, administration,
operational development and deployment of human resource and payroll information systems.
Employment History
◼ Consultant, CPS HR Consulting
◼ Manager, Administrative Office of the Courts, Sacramento, CA
◼ Director of Personnel Administration, Superior Court of California County of Sacramento
◼ Payroll Tax Consultant, DIRECTV, Inc., El Segundo, CA
◼ Director of Payroll Services, California Professional Employers, West Hollywood, CA
◼ Director of Human Resources and Administrative Services, Express Parts Warehouse, Inc.,
Raleigh, NC
Professional Experience
◼ Project work with California State departments, for over 3 years with CPS HR Consulting,
involving development of policies and procedures, organizational assessments, evaluation
and recommendation of software solutions, recommendations for process improvem ents,
development of documents and tools for process improvement including implementation
and training.
• Employee Health and Wellness program assessment, evaluation and standardization for
Department of Corrections and Rehabilitation. Research, assessment, analysis, and
recommendations based on best practices related to health and wellness initiatives for
peer support, chaplain assistance, employee assistance, healthier food and active living
programs; Ergonomic plan development and training for Stand/Sit Desks for Sutter
County Superior Court.
• Organizational assessment of Human Resources Services Branch of Department of Social
Services provided final report, survey analysis and recommendations.
• Provided research, evaluation, justification for procurement and recommendation for
procuring software for Disability Management Unit of California Health Benefit Exchange
to administer all phases of disability management including Family Medical Leave Act
(FMLA), California Family Rights Act (CFRA), Pregnancy Disability Leave (PDL), Workers
Compensation, Return to Work and American Disability Act (ADA); Development of 27
pages of the intranet website for Disability Management Unit of California Health Benefit
Exchange.
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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• Review of Sutter Superior Court’s personnel policies, providing recommendations and
revisions to ensure compliance of federal and state rules; Development of procedures for
Sutter Superior Court’s human resource personnel manual including documentation and
the tools necessary to implement the procedures to provide process improvement.
• Participated as a team member and lead on various state and city Classification and
Compensation studies; Conducted Fair Labor Standard Act (FLSA) audit for city and state
entities determining exempt or non-exempt status of positions based on job duties of
position.
◼ Provided Administrative Office of the Courts human resource strategic and tactical direction
to System Integrator team, Center of Excellence and operational team to ensure that project
scope, objectives and business needs, both current and future, were meant for the state wide
Superior Court deployment and development of Phoenix, an integrated SAP Human Resource
and Payroll management system. Provided expertise as a human resource and payroll subject
matter expert to program and project team in developing Phoenix policies, priorities, goals
and objectives while fostering knowledge transfer. Identified and reported deficiencies in
processes and system design strategy to senior management. Managed special projects to
ensure expected results were achieved based on project objectives. Ensured that all past
Lessons Learned were addressed in moving forward with all projects.
• Member of Executive Committee responsible for all stages of procurement process
including evaluation and award of $42 million dollar contract to successful vendor.
• Management of successful deployment of 5 courts migration to SAP Human Resource and
Payroll modules; Established and managed the Phoenix Share Services Center which
supported 6 courts in SAP Human Resource and Payroll system administration.
• Managed development, deployment and data integration of database used to categorize
and analyze human resource and payroll requirements and administrative business rules
based on Memorandums of Understanding (MOU) and Personnel Policies for 58 California
Superior Courts.
◼ As Director of Personnel Administrative Services with the Superior Court of California County
of Sacramento management of the Personnel Administration Division included human
resource, payroll, labor relations, training, and benefits programs for 900 employees.
Planned, organized and directed the work of professional, technical, and clerical staff
performing the functions of recruitment, selection, classification, discipline, labor relations,
staff development, safety/ergonomics, return to work, position control, training and payroll
and benefit administration. Advised Court executives, managers and supervisors on the
application of statutes, applicable Rules of Court, policies, procedures, and collective
bargaining agreements related to payroll, benefits and human resource. Served as the
primary Court liaison between the Court and Sacramento County’s human resource, payroll
and health benefits departments. Responsible for the development and implementation of
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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appropriate policies, procedures, analyses and reports as required in support of the Executive
Office’s goals and objectives. Served as a member of the Court’s bargaining team
participating in meet and confer and meet and discuss sessions with Unions. Oversaw the
continuous enhancement of the Court’s staff development programs, consistent with the
needs of the Court and the direction from the Administrative Office of the Courts.
• Managed successful deployment of court’s migration from county to judicial statewide
SAP Human Resource and Payroll modules; Participated in judicial branch statewide
blueprinting of SAP Human Resource and Payroll modules; Developed and implemented
court health benefits program migrating from county health benefits program.
◼ Consulting assignment at DIRECTV with responsibilities that included weekly multi-state tax
reconciliation and tax reporting for payroll of 4,000 employees employed by 9 corporations.
Duties included assisting payroll management with special projects, daily department
functions and all communications with federal and state agencies regarding payroll tax issues.
◼ Management of the day-to-day activities of the Payroll Processing Division of a Professional
Employees Organization (PEO) with 275 clients and 8,500 employees. Responsibilities
included supervision of 15 staff engaged in the gathering, compiling, calculating, production,
auditing and assembly of payroll checks (20,000 per month) and related reports for
distribution to clients. Managed the development and implementation of new products and
systems for client sites. Responsible for overseeing the maintenance and development of the
Company’s in-house payroll database and related system operations. Directed the
preparation of payroll data for use in governmental and tax filing for multi-state payroll taxes.
• Reorganization of payroll department to separate processing and auditing functions;
Established and organized Office Services; Created electronic delivery system and other
technologies to clients; Established procedures for check security and other departmental
security.
◼ Directed all human resource and payroll related responsibilities at Express Parts Warehouse,
Inc. Company acquired Reddi Brake Supply, Inc. (see below) responsibilities were expanded
to include administrative services for warehouse locations and corporate office, management
of the accounts payable department and fleet management. Administrative services
management included negotiating with vendors, administration of communication system
and ordering of all company supplies. Fleet management responsibilities included
development of procedures for transfer, registration, record keeping and maintenance of
vehicles. Assisted with the expansion of company from 9 locations to 88 locations increasing
number of employees from 75 to 450 within 60 days; Reorganized Accounts Payable
Department to insure audit controls and efficient and timely processing of transactions,
resulted in work force reduction.
◼ Management of human resource, payroll, corporate office administration and loss/risk
management for fleet of 500 vehicles at Reddi Brake Supply, Inc. Human resource
responsibilities included development and implementation of all personnel policies and
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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procedures for 1,000 employees in 27 states including training and mentoring of 84
warehouse managers in employee relations. Responsible for compliance of federal and state
laws and regulations relating to human resources and payroll. Administration of all employee
compensation and benefit programs including performance review, salary review and bonus
programs. Supervision of ten employees including human resource assistants, payroll,
receptionist and clerical staff.
• Developed and implemented company personnel and payroll policies and procedures
where no formal policies and procedures had previously existed.
• Advised executive management on all legal issues relating to human resource and
insurance issues resulted in reduction of legal services and expenses. Conducted
investigations relating to sexual harassment claims.
• Developed and implemented company Safety Program, Hazard Communication Program,
Early Return to Work Program and Driver Safety Program. Resulted in reduction of
worker’s compensation and auto accident claims leading to insurance rebate.
• Conversion of payroll system that integrated payroll, human resource and driving records.
Education
◼ Course work in Accounting and Business, Moorpark College
◼ Completed numerous professional Human Resource, Payroll and Management development
seminars
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Work Program
Our Understanding of the Scope of Work
The City of San Luis Obispo (City) is seeking the services of a professional consulting firm to conduct
a total compensation study for the City’s employees. This budget assumes:
◼ Compensation study:
• Total compensation study
• Up to 20 benchmark classifications
• Labor market of up to 12 agencies
Our Approach to Compensation Consulting
Our approach to consulting can be summarized in the following statements:
CPS HR fully understands that compensation studies require an iterative, collaborative, and flexible
approach, rather than an approach based on imposing change, and our work plans are designed to
be inclusionary and collaborative with all City stakeholders.
Compensation systems should be designed to serve as a foundation for an organization over many
years, through both good and bad economic times. We believe our greatest strength is our ability to
work with our clients to develop well thought out systems which will withstand changing operational
and economic conditions.
Project Management and Quality Assurance
The CPS HR philosophy of human resources consulting is expressed in our mission: “promoting
excellence in the public sector.” CPS HR is a consulting company, but it is structured as a Joint Powers
Authority, and most of our Senior Consultants have many years in public sector career assignments.
Our structure as a Joint Powers Authority also means that we are not driven by a profit motive, and
our greatest interest is in creating value for you, the client.
We practice peer review of all engagement reports and documentation. At least one knowledgeable
person other than the consultant preparing the document must review, critique, and understand the
document before it is considered ready for delivery. No documents or materials of any kind are
delivered to the client without the project manager’s review and approval.
Any work products developed as part of this project will be submitted to the you for distribution,
review, comment and/or approval by designated groups. This is a critical step to ensure accurate,
reliable, and valid products.
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Statement of Methods and Procedures
Total Compensation Study Work Plan
The compensation work plan outlined in this section is intended to define all tasks within a
comprehensive total compensation study from labor market selection to final report, and the
types of deliverables associated with the task.
Task 1 – Receive and Review Background Materials. Upon contract execution, CPS HR will request
background information from the City to ensure the CPS HR Project Manager is prepared for the
initial meeting. Typical material requests for compensation studies include the followin g:
◼ Compensation philosophy and strategy
◼ Salary schedules
◼ Organization Charts depicting organizational structure and report relationships
◼ Classification Specifications
◼ Benefits summaries
◼ Budget Information
◼ Memorandums of Understanding (MOUs), as applicable
◼ Compensation policies and procedures
◼ Past classification and compensation studies
◼ Mission, Vision, and Values of the Organization
Client Responsibilities and/or Pricing Assumptions Associated with Task:
◼ The client will upload electronic copies of all documents to a shared online site within five (5)
business days of request.
Task 2 – Initial Project Meeting/Labor Market Agency and Benchmark Selection. The CPS HR
Project Manager will meet with the City’s Internal Project Manager, and designated key
stakeholders to discuss the City’s compensation philosophy, study methodologies, deliverables,
timelines, communication, and data collection methods.
Additionally, the CPS HR Project Manager will be available to conduct a work shop with key
stakeholders to discuss the following elements of compensation policy if desired:
◼ Labor Market Agency Selection: This section of the workshop focuses on the typical labor
market selection criteria and the process by which CPS HR will evaluate and prepare
recommendations for the City’s labor market agencies; such selection criteria typically
includes: (i) Geographic Proximity; (ii) Organizational size (measures may include number of
employees or population); (iii) Services provided; (iv) Past labor market agency practices; (v)
Cost of Living/Cost of Wages; and (vi) Competitive Recruitment Range/Agencies.
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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CPS HR will discuss and assess the current employment population and demographics to
refine the market list (i.e., where do most current employees reside, what employers attract
your employees, etc.). CPS HR does not simply recommend the most comparable agency
based on size and services, but those that are competitive in determining the market on both
the high and low end and in attracting talent. These agencies may differ between sworn and
miscellaneous staff.
◼ Labor market position (i.e., median, mean, or other percentiles)
◼ Benchmark Classification Recommendations: Discuss approaches to select study benchmark
classifications. CPS HR’s methodology uses the following criteria: (i) They should be
classifications found in other surveyed employers so that sufficient co mpensation data can
be gathered; classifications which have a large number of comparable classifications from
other agencies are generally selected as benchmark classifications; (ii) Benchmark
classifications should have significant relationships to other classifications in their
occupational group. This ensures that they will make good reference points in relating and
establishing salaries for other classifications within their occupational groups.
Using the selection criteria, the CPS HR Project Team will conduct research on potential labor
market agencies and will provide the City with a memorandum detailing the recommended
agencies and benchmark classifications to be used in the study.
Additional workshop topics include:
• Elements of total compensation to be surveyed (if service selected)
• Use of private sector data.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
◼ CPS HR has budgeted for the kick off meeting to be held virtually with the Proposed Project
Manager.
◼ It is assumed that no more than 20 benchmark classifications will be identified and studied.
◼ It is assumed that no more than 12 labor market agencies will be selected for comparison by
the City. Should any additional labor market agencies be need to be added at any point in
the project (i.e., for classifications for which sufficient matches cannot be made in the original
labor market pool), an additional fee and scope will be provided in writing to the City for
approval for contract amendment.
◼ Private sector data can be researched for the City from Economic Research Institute (ERI), if
requested. Costs can vary for private sector data and will be passed-through without mark-
up through an amendment to the contract. These fees are not included in this proposal.
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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Task 3 – Design, Develop and Distribute the Survey Instrument. The CPS HR Project Team will
develop a comprehensive survey instrument to ensure the effective collection of compensation data
from each of the survey agencies.
The survey instrument will include a brief description of each of the survey classifications with a
request for the minimum and maximum monthly salary for each. CPS HR’s survey instrument is
designed to be completed electronically. For a total compensation study, the following elements of
total compensation and the benefits practices are often collected: (i) Cash add-ons premium pays
such as: Longevity pay and deferred compensation; (ii) Agency contribution to medical, dental, and
vision programs; (iii) Agency contributions to defined-benefit retirement programs and Social
Security practices; and (iv) Paid time off practices such as: Holiday leave, vacation and sick leave,
administrative leave.
Task 4 – Review, Analyze and Validate Labor Market Survey Data. To ensure the City receives the
most accurate data for its studies, CPS HR will not solely rely on the completed surveys received from
the labor market agencies without checking the validity of the submissions. Thus, in conjunction with
the survey instrument received from each labor market agency, the CPS HR Project Team will review
any additional survey agency background materials such as copies of classification specifications,
organization charts, staffing information, and other useful materials to substantiate the accur acy of
the comparability of the matches. It is critical that the CPS HR Project Team review such documents
since titles alone can often be misleading and should not be relied upon. Further, CPS HR is
committed to attaining full participation from the labor market agencies, either through obtaining
each agency’s agreement to complete the survey, and/or by CPS HR’s completion of surveys as
needed. Once CPS HR has completed their survey analysis tasks, the CPS HR Project Manager will
audit the final data as part of our quality review process.
To determine whether a match from a labor market agency is comparable to the City’s benchmark,
CPS HR utilizes a whole job analysis methodology. This commonly used methodology analyzes the
job as a whole, rather than by individual factors, by evaluating the core duties and responsibilities,
the nature and level of work performed, and the minimum qualifications to determine whether the
classification is comparable enough to be utilized as a match. The methodology recognizes slight
differences in duties assigned to matches from other labor market agencies which do not impact the
type, nature, and level of work performed. Matches should not be so broad that they include
classifications performing dissimilar work, or work done at a higher or lower level, but they also
should not be so narrow that they exclude matches doing comparable work, with slight differences
in work that do not change the level and nature of work.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
◼ Should any labor market agencies be non-responsive to requests for information, we will
provide the City with contact information and request that they use their professional
contacts to follow up on CPS HR’s behalf. We have found this approach to be beneficial.
◼ As previously stated, the City may add additional labor market agencies should any in the
initial selection be non-responsive or not provide sufficient matches at an additional cost.
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
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◼ Responsiveness of labor market agencies is absolutely critical to maintaining the agreed
timeline. An amended timeline will be provided by the CPS HR Project Manager if the data
collection period is pushed out. Any contract amendment needed due to timeline shift will
be discussed with the City at the appropriate point.
Task 5 – Design and Develop Data Spreadsheets. CPS HR will develop an individual data sheet for
each survey classification that presents the comparable classification used in each agency with
the relevant data associated with that classification, such as the salary range minimum and
maximum. The labor market data analyses will be conducted based upon the labor market
position affirmed within the City’s compensation philosophy (e.g. median, mean, or other
percentile). Each comparable match for each survey classification is reported in the relevant
data sheet for full disclosure and review by others. We find this level of transparency in
matching provides for a better understanding and acceptance of study results.
Task 6 – Conduct Benefits Analysis. The benefits data submitted from the labor market agencies
will be incorporated into the base salary data sheets to provide a total compensation analysis.
This quantitative analysis of program costs will provide the City with an understanding of how
the study classes compa re against their market when the costs of benefits programs are taken
into consideration. Within these data sheets, four (4) different analyses can be conducted based
on how the City wishes to view the data:
1. An analysis of where the survey classification falls within the labor market for base salary
2. An analysis of where the survey classification falls within the labor market when the cost
of cash add-ons is taken into consideration (total cash)
3. An analysis of where the survey classification falls within t he labor market when the cost
of cash add-ons and health programs are taken into consideration
4. An analysis of where the survey classification falls within the labor market when the cost
of cash add -ons, health program costs and retirement contributions are taken into
consideration (total compensation)
Task 7 – Prepare Draft Compensation Report. The CPS HR Project Team will develop a Draft
Compensation Report detailing the results of the labor market survey. This draft report will comprise
the following:
◼ Scope of the study
◼ Labor market agencies, including methodology utilized to identify recommended agencies
◼ Study benchmarks, including the methodology utilized to identify benchmarks
◼ Labor market data analysis/methodologies
◼ Results of the base salary survey
◼ Results of the benefits analyses
◼ Results of the total compensation analysis
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
Page | 17
The CPS HR Project Manager will meet with the City’s Internal Project Manager and key stakeholders
to discuss the Draft Compensation Report.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
◼ Costs assume one virtual meeting, for up to two hours, with primary City Project Manager/HR
staff to discuss the Draft Compensation Report.
◼ As the City conducts its review of the Draft Report, client comments and questions will be
captured in a single document provided on the online shared drive. We are unable to accept
commentary via e-mail.
◼ Timeline assumes the City will respond to the Draft Report within two business weeks of
receipt.
Task 8 – Research and Resolve Issues/Prepare and Present the Final Compensation Report. Based
upon the City’s review of the Draft Compensation Report, the CPS HR Project Team will follow up and
resolve any outstanding compensation issues. The final report will then be delivered to the City.
Client Responsibilities and/or Pricing Assumptions Associated with Task:
◼ Costs assume two virtual meeting, for up to two hours, with primary City stakeholders and
the City Council to present the Final Compensation Report.
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
Page | 23
References/Examples of Similar Work
Number of years engaged in providing the services included within the scope of the specifications
under the present business name: Since 1985 under our Legal Name of Cooperative Personnel Services.
Reference No. 1:
Agency Name San Diego Association of Governments
Contact Name Melissa Coffelt, Manager of Human Resources
Telephone & Email (619) 699-1955; Melissa.coffelt@sandag.org
Street Address 401 B Street, Suite 800
City, State, Zip Code San Diego, CA 92101
Description of services provided
including contract amount, when
provided and project outcome
We have provided an organization-wide compensation study with an
internal equity component and wage adjustments; we have
completed a classification study for various classifications; we are in
the process of conducting a benefit survey of comparable agencies to
help SANDAG ascertain new or cutting edge benefits they may want
to implement in the future. There have been several meetings with
executive-level personnel during the conduct of the processes (in
addition to staff orientation presentations and interactions). We have
conducted several projects with this organization in the last two years
totaling over $75,000. (2017 - Current)
Reference No. 2:
Agency Name City of Rancho Cucamonga, CA
Contact Name Robert H. Neiuber, HR Director
Telephone & Email (909) 774-2401; Robert.Neiuber@cityofrc.us
Street Address 10500 Civic Center Drive
City, State, Zip Code Rancho Cucamonga CA 91730
Description of services provided
including contract amount, when
provided and project outcome
Classification Study Reviews completed. $3,500. (January - February
2019)
Reference No. 3
Agency Name Santa Clarita Valley Water Agency
Contact Name Aristea Mantis, Human Resources, Supervisor
Telephone & Email (661) 297-1600 ext. 235; amantis@scvwa.org
Street Address 27234 Bouquet Canyon Rd.
City, State, Zip Code Santa Clarita, CA 91350
Description of services provided
including contract amount, when
provided and project outcome
Classification and Compensation services (ongoing) – current budget
approximately $163,000. (July 2019 – Current)
Proposal to the City of San Luis Obispo
Benchmark Compensation Study Consulting Services
Page | 24
Statement of Past Contract Disqualifications
The proposer shall state whether it or any of its officers or employees who have a proprietary interest in
it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal,
state, or local government project because of the violation of law, a safety regulation, or for any other
reason, including but not limited to financial difficulties, project delays, or disputes regarding work or
product quality, and if so to explain the circumstances.
◼ Do you have any disqualification as described in the above paragraph to declare?
Yes ☐ No ☒
◼ If yes, explain the circumstances.
NOT APPLICABLE
Executed on March 16, 2020 at 2450 Del Paso Rd, Suite 220, Sacramento, CA 95834 under penalty of
perjury of the laws of the State of California, that the foregoing is true and correct.
Signature of Authorized Proposer Representative
SharePoint™ Assurance
CPS HR utilizes the latest technology allowing us to provide enhanced communication, sharing of
documents, and exceptional project management. We understand the importance of being able to
communicate and share data effectively and safely utilizing technical resources.
We are amenable and technologically capable to provide services and collaborate using the City’s
SharePoint™ site, provided our assigned staff is given appropriate access to communicate with the
City’s staff.
Requested Changes to Terms and Conditions
The CPS HR Contracts Manager and our insurance broker have reviewed the sample agreement. We
can accept the terms and conditions set forth in it with no exceptions. Please note that our self-
insured retention is $50,000.
Sample Compensation Reports
A sample Total Compensation Report and sample Total Compensation Datasheet are provided on the
following pages.
P a g e | 1
Table of Contents
I. Introduction ........................................................................................................................................... 2
II. Project Scope and Work Plan .................................................................................................................. 3
III. Compensation Study Parameters .......................................................................................................... 4
Labor Market Position ............................................................................................................................ 4
Labor Market Agencies ........................................................................................................................... 4
Survey Classifications .............................................................................................................................. 6
Survey Data Collection Scope ................................................................................................................. 7
Comparable Classifications – Classification Matching ........................................................................ 7
Comparable Classifications – Required Number of Comparable Classifications ................................ 7
Labor Market Benefits Collected ........................................................................................................ 8
IV. Survey Results ...................................................................................................................................... 10
Labor Market Agency Responses .......................................................................................................... 10
Benchmark Comparable Classification Requirement ........................................................................... 10
Compensation Results .......................................................................................................................... 11
Comparable Classifications Results ...................................................................................................... 11
Comparable Classification Salary Considerations – No Minimum/Maximum Salaries ........................ 12
Labor Market Position .......................................................................................................................... 12
Use of Mid-point vs. Maximum Salary .................................................................................................. 13
V. Benefits Summary Tables .................................................................................................................... 18
VI. Recommendations ............................................................................................................................... 20
Employee Movement through Salary Ranges ...................................................................................... 20
Option 1: Movement within the Salary Range at 2.5% Intervals ......................................................... 22
Option 2: Movement within the Salary Range at 3-5% Intervals ......................................................... 22
Salary Step Plans in the Labor Market .................................................................................................. 23
VI. Next Steps ............................................................................................................................................ 24
Appendix A: Datasheets ............................................................................................................................ 25
Appendix B: Benefits Summary Tables ..................................................................................................... 26
Appendix C: Salary Survey......................................................................................................................... 42
Final Total Compensation Report
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I. Introduction
CPS HR Consulting was retained by the City) to conduct a total compensation
study for forty-six (46) benchmark classifications. The objective of the study was to determine the
competitiveness of the City’s base salary and total compensation in the labor market. To achieve this,
CPS HR surveyed the City’s established labor market of 10 comparable cities and collected and analyzed
base salary and total compensation data. Since the City competes for talent with organizations in the
Texas Metroplex area, CPS HR proposed the addition of an eleventh labor market agency, the City of
Dallas, to serve as a reference point for comparison with larger cities. However, compensation data from
the City of Dallas was skewing results and the data was removed from the study.
CPS HR submitted the first Draft Total Compensation Report on November 3, 2017. Upon the City’s
review and discussions with CPS HR, a Revised Draft Total Compensation Report was produced on
November 20, 2017. CPS HR and the City met twice to debrief the draft results. Additionally, CPS HR
was able to include salary and benefits received from agencies after the Draft Report was written. The
final report contains the project scope and work plan, describes the methodologies utilized in data
collection and analysis, and provides the total compensation results for all survey classifications. The
data for this report was collected during the months of September through November 2017. All salary
and benefit data is as of October 1, 2017. Three agencies (Corsicana, Ennis, and Mansfield) are omitted
from this draft report as CPS HR has been unable to secure responses or verify missing data.
City-wide averages and classification specific results are summarized in Section IV of this report. Survey
results for each classification are presented in APPENDIX – A. In addition, other benefits and premium
pay elements of interest to the City were collected and are summarized in Section V and details
presented in APPENDIX – B.
After commencing the total compensation study in April 2017, the City requested for CPS HR to conduct
a city-wide classification study which delayed the start of total compensation study. In July 2017, CPS
HR conducted a survey of 15 of the selected benchmark classifications to provide the City with a relative
preview of results. CPS HR and the City agreed to start the compensation study while the classification
study was being finalized.
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II. Project Scope and Work Plan
To complete the total compensation study, CPS HR Project Team completed the following tasks:
▪ Project Manager, Jennifer Ramos, met with, and clarified the scope of work with the City’s
Director of Human Resources/Civil Service, .
▪ Reviewed City background materials including classification specifications, salary schedules,
position control documents, organization charts, and internal alignment documentation. CPS HR
referred to the City’s FY 2017-18 Compensation Plan, with 3% increases to salary ranges effective
October 1, 2017.
▪ Developed a survey instrument (presented in APPENDIX - C).
▪ Received confirmation from the City regarding the 11 labor market agencies, 46 benchmark
classifications to be surveyed, and the survey instrument. The City of Dallas was later removed
from the study during the revised report to prevent skewing results.
▪ Due to the time constraints and size of the study, CPS HR determined that the most expeditious
way of obtaining data was to gather as much information as possible from online sources and
then follow-up with the surveyed agency to validate data and complete missing information.
▪ Researched salary and benefits data from the respective labor market agencies, including salary
schedules, classification specifications, benefits summaries, and position control documents
where available. The Project Team followed through with agencies to request further information
or clarification on job matching and/or benefits levels.
▪ Prepared a draft report for client review and comment on November 3, 2017.
▪ CPS HR and the City met to debrief the draft results on November 8, 2017. The City Manager,
; the Director of Human Resources/Civil Service, ; and the Director of
Finance, , met via conference call with CPS HR Project Manager, Jennifer Ramos.
▪ CPS HR and the City met again to further debrief the draft results on November 13, 2017. The
City Manager, ; the Director of Human Resources/Civil Service, ; and
the Director of Finance, , met via conference call with CPS HR Project Manager,
Jennifer Ramos.
▪ Prepared a revised draft report for client review and comment on November 20, 2017.
▪ Submitted a final report for client review on November 28, 2017. After a debrief meeting with
the City, CPS HR prepared and submitted this revised final report on November 30, 2017.
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Senior Director, Building & Community Services
Senior Director, Economic Development
Senior Director, Finance
Senior Director, Human Resources/Civil Service
Senior Director, Parks & Recreation
Senior Director, Planning
Senior Director, Public Works
Senior Director, Utility
Senior Mechanic
Senior Payroll Technician
Utility Billing Clerk
Utility Plant Operator
Utility Worker
Water Quality Specialist
^ Represents a new classification level proposed by CPS HR.
* Insufficient comparable classifications
Survey Data Collection Scope
Comparable Classifications – Classification Matching
When conducting a salary survey, the intent is to provide general market trends by comparing the span
of control, duties and responsibilities, and knowledge, skill and ability requirements to determine
whether these are comparable enough to utilize as a match. With a balanced labor market and the use
of whole job analysis, it is reasonable to assume that while some matches will have slightly higher
responsibilities and some matches will have slightly lower responsibilities, the overall scope of duties
and responsibilities of the combined matches will be balanced.
In the process of matching comparable classifications from other agencies, CPS HR does not only rely on
classification specifications. CPS HR references position control documents, where available, to
specifically identify which classification, and level of classification, perform the duties of the City’s
classification. This is particularly relevant to non-supervisory, non-management classifications where
there are multi-level classifications within the series matched from the other agencies. This level of
analysis is important because classification specifications may describe a certain level of work, for
example, as the journey level, when the use of the classification series demonstrates that the majority
are assigned to a higher level, which may be described in the classification specification as an advanced
level in the classification series. In addition, block budgeting or other fi scal tools facilitating series
progression through multiple levels, may provide greater flexibility in the use of the classification
structure than is evident in the content of the classification specification. To the extent possible, CPS HR
identifies the operational use of a classification, irrespective of how it is defined in the classification
specification, in the determination as to whether it is a comparable job match.
Comparable Classifications – Required Number of Comparable Classifications
CPS HR’s best practice is that benchmark positions must have a minimum of three classification matches
to be analyzed. In most studies, it is common to have some classes for which limited market data exists.
Because a compensation plan is developed through the analysis of external market data and internal
relationships, the absence of sufficient labor market data for a particular class ification does not mean
Final Total Compensation Report
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Director of Convention and Visitor’s Bureau , and Downtown Development Director. They are excluded
from the City’s overall results and presented separately below.
All data is as of October 1, 2017 and detailed results and analyses are discussed below.
Compensation Results
The City’s overall position within the labor market, and the averages for each classification, are
presented in this section. Appendix A and B provide detailed results as described below.
Appendix A presents all study classifications with total compensation results. Classifications are
presented in alphabetical order.
Note: The designation of “No Comparable Classifications” is used if an agency reported no comparable
classification, or if a review of the duties and responsibilities assigned to the classification indicated that
it was not comparable, or if the duties were significantly split among more than a single classification.
The designation of “Data Not Available” indicates a match was identified but salary could not be
obtained.
Appendix B presents the collected benefit information for all employee groups. An analysis of these
benefits is presented in Section V.
Note: The designation of “Not Applicable” (N/A) is used if an agency does not provide a benefit; the
designation of “Data Not Available” (DNA) is used if an agency did not provide the needed information.
Comparable Classifications Results
CPS HR notes that the following classifications in this survey have special considerations with respect to
the job matching strategy and/or results for some classifications is presented below.
▪ Director of Civic Center – The job matching strategy for this classification was to identify
positions with duties and responsibilities related to overseeing multipurpose facilities/venues
that are utilized for a variety of civic, recreation or entertainment purposes. At some agencies
these types of operations may be provided under Parks & Recreation Department or contracted
to a third-party operator.
▪ Director of Convention and Visitors Bureau – The job matching strategy for this classification
was to identify positions with duties and responsibilities related to marketing and attracting
visitors/businesses to the City to enhance commerce, tourism, economic development, etc. At
some agencies these types of operations may be contracted to a third-party operator.
▪ Director of Downtown Development – The job matching strategy for this classification was to
identify positions with specific duties and responsibilities related to marketing and attracting
visitors/businesses to the Main Street area to enhance commerce, economic development, etc.
Final Total Compensation Report
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move it up or down to the market median or mean.
Use of Mid-point vs. Maximum Salary
CPS HR usually presents compensation data and calculations using the monthly salary maximum
collected for job matches in the labor market in relation to the client’s maximum salary. However, at
the request of the City , compensation data and calculations are represented using salary
mid-points in this report. This is due to the disparity in salary ranges common in in the Texas market,
primarily in non-safety classifications. CPS HR found that agencies in labor market have
a difference of up to 50% from the minimum to maximum salary range in non-safety groups. The City’s
Civil Service classifications typically have much narrower salary ranges.
Civil Service Mid-Point Exceptions
Civil Service classifications (i.e., Firefighter, Fire Pump Engineer, Police Office, and Police Lieutenant)
used as benchmarks in this study do not seem to utilize the mid-point like the City’s other benchmarks.
▪ Firefighter pay ranges from entry level to five years. The City’s salary schedule indicates
a mid-point and implies increases happen yearly up to the incumbent’s 5th year.
▪ Fire Pump Engineer has no pay range, just a monthly salary of $5,832.95.
▪ Police Officer pay ranges from entry level to five years. The City’s salary schedule
indicates a mid-point and implies increases happen yearly up to the incumbent’s
6th year.
▪ Police Lieutenant pay ranges from entry level and three years. The City’s salary schedule
indicates a mid-point and seems to imply the only increase happens at year three.
Salary ranges for the City’s Civil Service classifications should continue to be handled separate from the
non-civil service groups.
The request for use of mid-points stems from the City’s belief that mid-points are a better measure of
current employer labor costs and actual salaries rather than maximum salary ranges for non-safety
classifications in the Texas market. Further compounding the issue in the City is the lack of a formal
policy or standard mechanism for moving employees through the 50% salary ranges. According to
information collected during the classification study from Position Description Questionnaire (PDQ)
interviews and the Director Feedback Survey (distributed at the original onset of the compensation
study earlier this year), City employees view the salary maximum as unattainable. City management
and employees in multiple departments said that employees may not reach the maximum salary range
during their careers due to having no formal policy in place for consistent and fair salary movement
under the current practice. The City requested a recommendation from CPS HR on how to address
salary structure movement by conducting research in the labor market and referring to best practices.
The topic of employee movement within a salary range is addressed in the recommendation section of
this report.
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Figure 1 below represents the City’s position in labor market.
Figure 1: Agency Percent (%) Above/Below Labor Market Medians (Mid-Point)
The data included in this report reflects that the City is behind in the labor market when comparing base
salary and total compensation categories, and using mid-points of the salary ranges. The percentage
below the labor market varies based on whether the reference is the mean (average) or median (middle)
of the market. The market median tends to be a more stable representation of trends in the market,
since it eliminates high and low payers which can skew data and outcomes. For this reason, CPS HR’s
methodology is to use the market median for compensation considerations. When looking at the mid-
point mean, the City is -1.31% for base salary and -1.73% for total compensation. When looking at the
mid-point median, the City is -0.51% for base salary and -1.31% for total compensation. This does not
address individual classifications that are further behind the labor market when looked at individually
and not in aggregate format.
It is important to note that the trend analysis above does not include the following three positions (due
to insufficient data matches): Director of Civic Center, Director of Convention and Visitor’s Bureau, and
Downtown Development Director.
Final Total Compensation Report
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V. Benefits Summary Tables
In addition to the base salary and total compensation data presented in the datasheets provided within
Appendix A, CPS HR presents additional benefit information for all surveyed classifications displayed in
table format in Appendix B.
A summary of each table is provided below:
Tables B-1 to B-8
▪ Table B-1: Retirement Contribution Practices
All seven agencies contribute to both Medicare and FICA; however, one agency contributes to
Medicare only for Fire classifications.
Employees at six of the agencies hold membership in the Texas Municipal Retirement Systems,
excepting for one agency where Fire employees are members of the Firemen’s Relief and
Retirement (FRR).
TMRS rate is 14.00% across all agencies; the employees who are members of the FRR, ERF, and
DPFPS have higher rates of 22.68% - 34.50%.
▪ Table B-2: Deferred Compensation, Longevity and Certification or Educational Reimbursement
All agencies offer voluntary 457 deferred compensation plans and there was no employer match.
Longevity Pay was confirmed as provided by six of the seven agencies. All agencies utilized a $4.00
per month for each year of service to a maximum of 25 years commencing on the 13 th month of
service. For standards purpose, CPS HR calculated longevity at 10 years. One agency did not
confirm its longevity practices.
Four agencies provided various levels of annual tuition reimbursement, ranging from $1,000
annually to $5,250; one agency reported no maximum for reimbursement.
▪ Table B-3: Safety Certificate Incentives – Police & Fire
Six of eight agencies confirmed having a certificate pay program for Police and Fire personnel.
The amounts were most commonly $50, $100, $150 for Intermediate, Advanced and Master. For
standards purposes, CPS HR calculated the Police Patrol Officer and Fire Fighter using the value
of the Intermediate Certificate and the Police Lieutenant and Fire Pump Engineer using the value
of the Advanced Certificate.
▪ Table B-4: Employee and Employer Contribution to Medical, Dental, Vision, Long Term
Disability and Life Insurance
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All seven agencies provided some variation of plans which provided employees with a range of
options for healthcare coverage, including medical, dental, vision, life insurance, disability
insurance, etc. Most offered medical with optional dental/vision with no employer contribution.
The average Employer contribution for the most common selected medical coverage (E mployee
& family) was $1,331/month; with an average Employee contribution of $476/month.
All seven agencies offer dental plans. Only two of seven agencies contributed to the cost of Dental
(Employee & Family) with an average contribution of $40/month; one additional agency
contributes, but the employer contribution was not available. The average Employee
contribution across all agencies was $45/month; one agency covers the entire policy amount
With the exception of Cleburne ($8.57/month) none of the other agencies contributed towards
Vision coverage; the average Employee contribution was $14.34/month.
Six of seven agencies provided and paid for basic life insurance for Employees only (e.g. 1 x annual
salary up to $100K). One agency offers a plan but does not contribute.
Seven agencies provided employees with paid long-term disability coverage.
▪ Table B-5:- Vacation Accrual
Vacation accrual rates for years 1, 5, 10 and 20 are displayed for all employee groups; the table
also provides for a maximum accrual for each of these years.
▪ Table B-6: Sick Leave, Holidays and Administrative Leave
Sick Leave accrual rates for years are displayed for all employee groups; the table also provides
for a maximum accrual for each of these years.
Annual accrual rates for Sick Leave for General Employees range from 48 hours to 120 hours with
max accrual ranging from 160 hours to Unlimited.
The average number of holidays for each agency was 10, with one (1) floating day.
▪ Table B-7: Vacation and Sick Leave Cash-Out Practices
All agencies typically allowed Vacation leave to be cashed out at separation/retirement.
Four of the seven agencies allowed Sick Leave to be cashed out at separation/retirement.
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2) Non- Represented Management Salary Resolution for confidential employees in classifications
categorized in five levels:
Level 1 – Deputy Director Level Positions – At-will & confidential
Level 2 – Management – At-will & confidential
Level 3 – Safety Sworn Management
Level 4 – Confidential – At-will
Level 5 – Police Civilian Administrators and Supervisors
Option 1: Movement within the Salary Range at 2.5% Intervals1
In option one, three criteria must be met for movement withi n the salary range.
1. Individuals are eligible for movement within the established salary range during the
performance evaluation process. During the performance evaluation process, an individual
demonstrating the ability to consistently meet expectations for the position which results in
accomplishments achieved during the review period are eligible for salary increases.
2. Salary adjustments should not exceed 2.5% of base pay at any one time.
3. Performance evaluations should occur with the timelines established by the City’s policy on
performance evaluations.
The key to implementing this option in the City will be to maintain a current Annual Performance
Management Program that holds managers and direct supervisors accountable for conducting
performance evaluations on a yearly basis. The performance management program will require
establishing clearly outlined criteria for measuring employee performance and applying fair and
consistent standards to all employees. This option is more financially conservative than say a 3%-5%
salary movement option, but may not solve the perception issue amongst City employees about the
length of time it takes to reach the salary maximum under current practices.
Option 2: Movement within the Salary Range at 3-5% Intervals2
In option two, individuals are eligible for movement within the established salary range during the annual
performance evaluation process as determined by his/her supervisor and with approval of his/her
department director. During the annual performance evaluation process, an individual demonstrating
the ability to consistently meet expectations for the position which results in accomplishments achieved
during the review period are eligible for salary increases up to the control rate. Salary adjustments should
not exceed 3% of annual base pay at any one time, nor occur more frequently than once every twelve
months. Salary adjustments up to a maximum of 5% per year may be granted with approval from the
1 https://ww5.cityofpasadena.net/human-resources/wp-content/uploads/sites/55/2017/02/Non-Rep-Non-Management-Salary-
Resolution.pdf
2 https://ww5.cityofpasadena.net/human-resources/wp-content/uploads/sites/55/2017/02/Non-Rep-Management-Salary-
Resolution.pdf
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City Manager or designee (e.g., Assistant City Manager, City Attorney or Director of Human Resources,
when applicable).
The same performance management standards mentioned above in option one apply here. However,
there are the added elements of fiscal impact, long-term sustainability, and executive management
approval required. The City will have to determine if 5% increases across classifications and salary ranges
is financially sustainable. Criteria will have to be established and standards carried out consistently to
avoid the perception of favoritism. In addition, departments will have to be monitored to assess the
number of employees who receive 3%, 4%, or 5% increases. This becomes another administrative
process to monitor and enforce, as well as time commitment for review by the City Manager or designee.
Since it is common in the Texas market to consist of salary ranges that are up to 50% from minimum to
maximum in non-safety groups (public safety groups typically have narrower ranges not 50% ranges), a
standard 5% increase for non-safety classification seems like the most competitive way to attract and
retain talent in the City. The City will allow employee movement within a salary range within a 10 year
period or less if employee performance evaluations are conducted annua lly and in a timely manner.
Under the current practice, it takes City employees well beyond a decade to progress within their salary
range in most cases; the salary maximum is advertised in recruitment bulletins but perceived as
unattainable or an allusion to reach during a career with the City.
Salary Step Plans in the Labor Market
The City also asked CPS HR to observe salary step plans in the labor market. Only one (City of Lancaster)
of seven labor market agencies incorporate "Steps" in the salary schedules for general employees. Six of
seven agencies (the City of Cedar Hill the lone exception) incorporate "Steps" in the salary schedules for
public safety fire and police employees. The number of "Steps" used on the schedule typically depends
on the job class with lower class positions having a greater range of steps; the average number of steps
range from 1- 10.
The City would benefit from implementing a 10-step plan for salary ranges with 5% intervals to establish
standard compensation protocol, along with a formal policy for employee movement within the ranges.
Based on research conducted by CPS HR, the “Compensation Standards & Practices”3 for the University
of Texas at Dallas are very comprehensive and could be a good starting place for a policy for
However, they do not address any formal movement through ranges except through merit, promotion,
or internal equity adjustments.
3 http://www.utdallas.edu/hr/compensation/standards/#pay
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VI. Next Steps
This final total compensation report provides detailed information concerning the scope of the project,
the methodology used to complete the study, as well as the results of the study which show where the
City stands in comparison to the established labor market. The next steps include the City’s review of
the final study results and presentation of the results to City Council.
Should you require any further information, or have questions and comments with respect to this report,
please do not hesitate to contact the CPS HR Project Manager, Jennifer Ramos, at 916-471-3125 or
via email at jramos@csphr.us.
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Appendix A: Datasheets
Note: datasheets are submitted as separate documents due to size.
Draft Total Compensation Report
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Appendix B: Benefits Summary Tables
Some tables have been omitted from this work
sample.
Compensation Data Sheet Sample