HomeMy WebLinkAbout11/06/2001, C6 - REQUEST FOR PROPOSALS FOR CLASSIFICATION STUDY OF CLERICAL AND MANAGEMENT POSITIONS council
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C I T Y OF SAN L U 15 OBIS PO
FROM: Ann Slate, Director of Human Resources
Prepared By: Karen Jenny,Risk Manager,(
SUBJECT: REQUEST FOR PROPOSALS UFOR CLASSIFICATION STUDY OF
CLERICAL AND MANAGEMENT POSITIONS
CAO RECOMMENDATIONS:
1. Approve the Request for Proposals for a classification study of clerical and management
positions, Specification No. 90302.
2. Authorize distribution of the Request for Proposals.
3. Accelerate funding from 2002-03 in the amount of $50,000 to augment the $30,000
appropriated in 2001-02 in order to enable the studies to be done concurrently in fiscal year
2001-02.
4. Authorize the City Administrative Officer to award a contract if contract prices are within
the cost estimate of$80,000.
DISCUSSION
As a part of the 2001-03 Financial Plan, the Human Resources Department received approval for
consultant services to develop a new classification/compensation strategy for
clerical/administrative and management classifications. One of the main objectives of the study
is to develop a rational approach to classification that focuses on job content and provides
flexibility for assignments and opportunities for professional growth and job enrichment. It is
hoped that the consultant can assist Human Resources staff in creating a system that encourages
initiative and professional growth while maintaining a classification and compensation structure
that promotes internal equity. The initial plan called for a study of the clerical/administrative
classifications in fiscal year 2001-02 and the management classifications in 2002-03. At this
time staff is requesting to complete the studies concurrently in 2001-02 under the same Request
for Proposal (RFP).
Although the economy has slowed significantly in recent months, the robust economy of the late
1990's and the difficulty of recruiting certain classifications has led to incremental adjustments
that have thrown the City's classification system out of balance. Pressure is being exerted by
employees who want their positions reclassified and pay increased outside of and in addition to
what is achievable through the bargaining process. There also exists the perception that the
reclassification process has been used to reward strong performers while manipulating job
descriptions to justify increases in responsibilities and pay. As a result, internal relationships
Council Agenda Report—Request for Proposals for Classification Study of Clerical and
Management Positions
Page 2
between positions have become imbalanced and we have seen signs of inconsistent salary
movement and compaction between line and supervisor positions.
The rapidly increasing reliance upon technical solutions to augment service delivery, e.g.,
Geographic Information Systems (G.I.S.), automated office applications, and management
employees utilizing office automation, has caused clerical positions to shift from traditional
secretarial duties to more administrative functions. An analysis of how this shift impacts
classification and compensation needs to be undertaken. Likewise, the content of management
positions continues to evolve with new program areas, technology and the organizational focus
on teams. This coupled with recruitment difficulties has led to the reallocations of certain
management classes to higher ranges. A hard look at our current system is needed to ensure that
we have internal equity and external competitiveness with management compensation.
It has been almost a decade since a comprehensive look at classifications by an outside
consultant has been taken. The trend for governmental agencies has been to move away from the
traditional class and compensation models and toward simpler systems with fewer classifications
and broader pay ranges. It is hoped that a consultant can lead us toward that approach. Because
the distinctions between the various classes in a career series are increasingly obscure as the
organization tries to be more flexible and encourages team processes, it continues to make sense
to look at a more streamlined classification system. Consultant services, in lieu of in-house
resources, are recommended because of the level of expertise and objectivity that a consultant
would bring to this kind of project.
Two committees are being established, representing a cross-section of the clerical/administrative
staff and the management staff. These committees will work closely with Human Resources and
the selected consultant to make opportunities available for all interests to be heard and
considered as the classification study progresses
FISCAL IMPACT
The 2001-03 Financial Plan included an appropriation of$30,000 for consultant services for the
clerical study in the 2001-02 fiscal year and$50,000 for the management study in the 2002-03
fiscal year. Background information for the consultant and some of the tasks to be completed
will overlap between the two groups, so combining the studies will save some money by not
having to duplicate those tasks in the second phase. By simply accelerating the funding in order
to complete both studies concurrently in 2001-02, there is no nest fiscal impact on the ending
General Fund balance for 2001-03.
ALTERNATIVES
1. Continue the status quo. During the most recent request period for classifications studies,
the Human Resources Department was asked to review 12 requests for reclassification. This
is a considerable increase over the four requests received the previous year. Staff believes
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Council Agenda Report—Request for Proposals for Classification Study of Clerical and
Management Positions
Page 3
this trend will continue until some sort of comprehensive evaluation is conducted. The
impact on the workload in the Human Resources Department, because of the need to conduct
more recruitments because of the many classifications our current system supports as well as
the many reclass requests, is becoming unrealistic. The difficult recruiting climate, which
persists even as the economy slows down, only exacerbates the problem. The current class
and compensation system is overloaded given the number of City employees. The number of
classifications we maintain in relation to the number of employees is significantly higher than
in other agencies our size. A new approach could mean fewer classes, and fewer
recruitments, enabling the Human Resources Analyst to focus more clearly on the more
challenging recruitments.
2. Defer the combined study to the second year of the 2001-03 Financial Plan or maintain
the study in two phases. It is possible to wait until year two to begin this process, enabling
staff to use the additional time to research what other cities are doing and which consultants
are recommended. However, the deferral may have some impacts on morale since employees
are expecting something to occur with the clerical classes. Continuing with the study in two
phases will have an impact on the morale of the management classes, which is the group
from which we are seeing the most reclass requests.
3. Conduct a classification study in-house. Existing Human Resources staff does not have the
time available to conduct the study of either the clerical or management classifications at this
time. Also, the objectivity and expertise that an outside consultant would bring to the project
is highly valued.
ATTACHMENTS
1 Request for Proposal
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city of Attachment#1
san tins OBISp0
990 Palm Street ■ San Luis Obispo,CA 93401
Notice Requesting Proposals for
Comprehensive Classification Study
The City of San Luis Obispo is requesting sealed proposals for the design, conduct and
implementation of a comprehensive classification study for approximately 16 clerical
classifications and 50 management classifications pursuant to Specification No. 90302. All
proposals must be received by the Department of Finance by 3:00 p.m. on Thursday, December
6, 2001, when they will be opened publicly in the City Hall Council Chambers, 990 Palm Street,
San Luis Obispo, CA 93401.
Proposals received after said time will not be considered. To guard against premature opening,
each proposal shall be submitted to the Department of Finance in a sealed envelope plainly
marked with the proposal title, specification number, proposer name, and time and date of the
proposal opening.
Specification packages and additional information may be obtained by contacting Karen Jenny at
(805) 781-7253.
® The City of San Luis Obispo is committed to including disabled persons in all of our services,programs and activities.
Telecommunications Device for the Deaf(805)781-7410.
Specification No. 90302
TABLE OF CONTENTS
A. Description of Work 1
B. General Terms and Conditions 7
Proposal Requirements
Contract Award and Execution
Contract Performance
C. Special Terms and Conditions 11
Proposal Content
Proposal Evaluation and Selection
Proposal Review and Award Schedule
D. Agreement 13
E. Insurance Requirements 15
Section A
DESCRIPTION OF WORK
The City is requesting proposals from highly-qualified and experienced consulting firms to assist
in the design, conduct and implementation of a comprehensive classification study for
approximately 16 clerical and 50 management classifications.
1. BACKGROUND
The City of San Luis Obispo is a full service city providing police, fire,water, sewer, streets,
transit, parking, planning, building; engineering and parks & recreation services to the
community. The City functions under a five-member Council-Mayor-City Administrative
Officer form of government. The City currently has 353 regular employees, approximately
125 temporary employees, and an annual operating budget of about$43 million.
Regular employees are represented by five collective bargaining units, which include: City
Employees' Association; Police Officers' Association; Police Staff Officers' Association;
International Association of Firefighters; and, Fire Battalion Chiefs' Association.
Department heads and managers are unrepresented and function under a Management Pay for
Performance System.
Compensation surveys and selected reclassification studies (usually upon request of the
incumbent or the department) have traditionally been performed by the City's Department of
Human Resources staff. In the late 1980's a major study of all positions in the City
Employees' Association was conducted over a two-year period. Since that time, and
especially during the robust economy of the late 1990's, the difficulty of recruiting certain
classifications has led to incremental adjustments that have thrown the City's classification
system out of balance. Pressure is being exerted by employees who want their positions
reclassified and pay increased outside of and in addition to what is achievable through the
bargaining process.
Additionally, there exists the perception that the reclassification process has been used to
reward strong performers while manipulating job descriptions to justify increases in
responsibilities and pay. As a result, internal relationships between positions have become
imbalanced and we see some signs of grade creep and compaction between line and
supervisor positions.
2. LOOKING TO THE FUTURE
Over the last several years, organization,work, and jobs have changed dramatically. The
rapid pace of technological development has fueled much of this change, e.g., greater reliance
on automated office applications. Other changes have societal underpinnings, including
increasing levels of employee and"customer"education and expectations. In this
environment of constant change, new demands are ever-present and flexibility is essential, if
our organizations are to adapt and perform well. Whether in the public or private sector,
today's employees must be prepared to learn new skills and to take on different tasks, and job
descriptions must be structured to support this need. An analysis of how today's work
environment squares with the City's existing classification and compensation models needs
to be undertaken with an eye toward updating our system to better reflect more contemporary
standards.
It has been a decade since a comprehensive look at classifications by an outside consultant
has been taken. The trend for governmental agencies has been to move away from the
traditional class and compensation models and toward simpler systems with fewer
classifications and broader pay ranges. It is desired that a consultant can lead us in that
direction. Because the distinctions between the various classes in a career series are
increasingly obscure, as the organization tries to be more flexible and encourages team
processes, it continues to make sense to look at a more streamlined classification system.
Managers, at times, find it difficult to limit employees to performing tasks specified in their
job descriptions and in fact, encourage employees to move beyond their limits as a way of
enhancing professional development. When the employee then requests a reclassification for
working out of their grade, the City is obligated to reallocate the position to a higher range,
not in response to a strategic decision but rather in reaction to individual supervisor's needs
or a particular employee's interests. This serves to disrupt internal equity and create morale
issues among employees. A new system that is understood by all may eliminate some of the
incrementalism that characterizes our current approach to classification.
The City believes studies by an independent consultant are necessary to provide a
comprehensive review and to establish a classification plan that will be acceptable to the
majority of employees involved. It should provide a sustainable and enduring classification
system designed to accommodate future needs of the City and its employees.
Current Pay Structure—Clerical Classifications
The current pay structure for clerical classifications consists of salary ranges
with five steps and a 5% interval between the steps. Employees progress
through the pay steps by time in grade (typically one step upon completion of
probation after one year, and one step annually through step four). The fifth
step comes after two years of service at the fourth step. The pay plan for
clerical classifications does not provide a method to reward performance
above top step. Human Resources staff determines salaries for new
classifications based on the internal and external market comparison at the
time the classification is established. When a reclassification occurs, Human
Resources staff allocates the position to an existing class or establishes a new
class based on an internal and somewhat informal analysis. Cost-of-living
increases are determined through the bargaining process.
Current Pay Structure—Management Classifications
Management classifications are allocated to salary ranges with a top and
bottom step only, that are 25% apart. Appointments can be made at any point
in the range. Management salary ranges are reviewed on a biannual basis in
November. Salary range adjustments and corresponding cost-of-living
adjustments are effective on January 1 following the November review.
Management evaluations are completed in June of each year and individual
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pay adjustments within the range as a result of the evaluations are effective in
July.
It is also important to note that for the last decade no formal comparisons to the external
labor market have been conducted for the clerical classifications, nor have any pay
adjustments for internal alignment been made. A salary survey for benchmark
management classifications was undertaken in December of 1999, but no salary
adjustments were made. A few externally-based salary adjustments have been made on a
case-by-case basis.
3. PURPOSES OF THE STUDY
• To insure that management and clerical employees are correctly classified and that
class descriptions meet all legal requirements and accurately identify job duties,
including essential functions.
• To develop a classification and compensation plan that is easily maintained,
objective, understood by all levels of personnel, and internally equitable across all
classes.
• To reduce the number of classifications and to collapse similar positions into larger
classifications, if feasible.
• To introduce skill-based pay and broad banding as a job-enrichment strategy where
appropriate.
4. SCOPE
The City of San Luis Obispo anticipates that the study will involve two broad phases of
work for each group of classifications (management and clerical), comprised of the
following tasks:
Classification Phase
• Review background materials, including organizational charts and recent classifiction
analyses,budgets,personnel rules and regulations, and related information.
• Conduct orientation and briefing sessions for all employees covered within the scope
of the study (approximately 30 clerical employees and 55 management employees).
• Oversee completion of a job-related questionnaire by all employees that can be used
for classification and compensation purposes.
• Conduct interviews with a representative sample of covered employees.
• Allocate all employees included within the scope of the study to an appropriate job
class with the end result being fewer,more flexible, classifications.
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• Prepare up-to-date and accurate classification specifications, including essential
functions.
• Design and administer an employee review/appeal process.
• Conduct comprehensive training sessions for key staff, if requested.
Compensation Phase
• Review existing compensation plan.
• Complete internal salary relationship analysis, including the development of
appropriate internal relationship guidelines.
• Develop internally equitable salary recommendations for each class of work included
within the study.
• Recommend allocation of classes to salary ranges in such a manner as to reflect
appropriate salary relationships among classes.
The consultant may propose additional tasks or suggest alternative steps, as deemed
necessary,to achieve project goals.
5. CLERICAL CLASSIFICATIONS TO BE INCLUDED IN STUDY
Number of
Incumbents
Administrative Assistant I 2
Administrative Assistant H 9
Administrative Assistant 111 4
Assistant City Clerk 1
CAO Executive Assistant 1
Council Assistant 0
HR Executive Assistant 1
HR Assistant 0
HR Technician1
Legal Assistant 0
Legal Assistant/Paralegal 1
Management Assistant 2
Office Assistant HR 0
Office Assistant I 1
Office Assistant 11 3
Supervising Administrative Assistant 4
� 1
6. MANAGEMENT CLASSIFICATIONS TO BE INCLUDED IN STUDY
Number of
Incumbents
Accounting Manager I
Accounting Supervisor I
Administrative Analyst 2
Arborist I
Assistant City Attorney 1
Assistant to the CAO I
Building Maintenance Supervisor I
Chief Building Official I
Communications Manager I
Customer Service Supervisor I
Deputy Director of Community Development/ I
Development Review Manager
Deputy Director of Community Development/ 1
Long-Range Planning Manager
Deputy Director of Public Works 1
Deputy Director of Public Works/ 1
City Engineer
Economic Development Manager I
Field Engineering Supervisor 1
Fire Marshal 1
GIS Manager I
Golf Course Supervisor I
Hazardous Materials Coordinator 1
Human Resources Analyst I
Industrial Waste Coordinator I
Information Systems Manager 1
Natural Resources Manager I
Neighborhood Services Manager I
Parking Manager 1
Parks Supervisor 2
Police Records Supervisor I
Principal Civil Engineer 2
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Number of
Incumbents
Principal Transportation Planner 1
Public Safety Information Systems Coordinator 1
Recreation Manager I 1
Recreation Manager II 1
Recreation Supervisor 4
Revenue Manager 1
Risk Manager 1
Streets Supervisor 2
Supervising Civil.Engineer 1
Supervising Mechanic 1
Transit Manager 1
Utilities Conservation Coordinator 1
Utilities Engineer 1
Wastewater Collection Supervisor 1
Wastewater Division Manager 1
Wastewater Treatment Plant Supervisor 1
Water Distribution Supervisor 1
Water Division Manager 1
Water Projects Manager 1
Water Supply Supervisor 1
Water Treatment Plant Supervisor 1
At
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Section B
GENERAL TERMS AND CONDITIONS
PROPOSAL REQUIREMENTS
1. Requirement to Meet All Provisions. Each individual or firm submitting a proposal(proposer)
shall meet all of the terms, and conditions of this Request for Proposals (RFP) specifications
package. By virtue of its proposal submittal, the proposer acknowledges agreement with and
acceptance of all provisions of the RFP specifications.
2. Proposal Submittal. Proposal documents shall be enclosed in an envelope that shall be sealed
and addressed to the Department of Finance, City of San Luis Obispo, 990 Palm Street, San Luis
Obispo, CA, 93401. In order to guard against premature opening,the proposal should be clearly
labeled with the proposal title, specification number, name of proposer, and date and time of
proposal opening. Facsimile submittals will not be accepted.
3. Insurance Certificate. Each proposal must include a certificate of insurance showing:.
a. The insurance carrier and its A.M.Best rating.
b. Scope of coverage and limits.
C. Deductibles and self-insured retention.
The purpose of this submittal is to generally assess the adequacy of the proposer's insurance
coverage during proposal evaluation; as discussed under paragraph 11 below, endorsements are
not required until contract award. The City's insurance requirements are detailed in Section E.
4. Proposal Quotes and Unit Price Extensions. Proposal prices must be for the unit indicated in
the proposal.
5. Proposal Withdrawal and Opening. A proposer may withdraw its proposal, without prejudice
prior to the time specified for the proposal opening, by submitting a written request to the
Director of Human Resources for its withdrawal,in which event the proposal will be returned to
the proposer unopened. No proposal received after the time specified or at any place other than
that stated in the "Notice Requesting Proposals" will be considered. All proposals will be
opened and declared publicly. Proposers or their representatives may be present; however,
award decisions will not be made at the opening.
6. Submittal of One Proposal Only. No individual or business entity of any kind shall be allowed
to make or file, or to be interested in more than one proposal, except.an alternative proposal
when specifically requested; however, an individual or business entity that has submitted a sub-
proposal to a proposer submitting a proposal, or who has quoted prices on materials to such
proposer, is not thereby disqualified from submitting a sub-proposal or from quoting prices to
other proposers submitting proposals.
7. Communications- All timely requests for information submitted in.writing will receive a
written response from the City. Telephone communications with City staff are not encouraged,
but will be permitted. However,any such oral communication shall not be binding on the City.
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CONTRACT AWARD AND EXECUTION
8. Proposal Retention and Award. The City reserves the right to retain all proposals for a period
of 60 days for examination and comparison. The City also reserves the right to waive
non-substantial irregularities in any proposal,to reject any or all proposals, to reject or delete one
part of a proposal and accept the other, except to the extent that proposals are qualified by
specific limitations. See the "special terms and conditions" in Section C of these specifications
for proposal evaluation and contract award criteria.
9. Competency and Responsibility of Proposer. The City reserves full discretion to determine
the competence and responsibility, professionally and/or financially, of proposers. Proposers
will provide, in a timely manner, all information that the City deems necessary to make such a
decision.
10. Contract Requirement. The proposer to whom award is made (Contractor) shall execute a
written contract with the City within ten (10) calendar days after notice of the award has been
sent by mail to it at the address given in its proposal. The contract shall be made in the form
adopted by the City and incorporated in these specifications.
11. Insurance Requirements. The Contractor shall provide proof of insurance in the form,
coverages and amounts specified in Section E of these specifications within 10 (ten) calendar
days after notice of contract award as a precondition to contract execution.
CONTRACT PERFORMANCE
12. Ability to Perform. The Contractor warrants that it possesses, or has arranged through
subcontracts, all capital and other equipment, labor, materials, and licenses necessary to carry
out and complete the work hereunder in compliance with any and all federal, state, county, city,
and special district laws,ordinances, and regulations.
13. Laws to be Observed. The Contractor shall keep itself fully informed of and shall observe and
comply with all applicable state and federal laws and county and City of San Luis Obispo
ordinances, regulations and adopted codes during its performance of the work.
14. Payment of Taxes. The contract prices shall include full compensation for all taxes that the
Contractor is required to pay.
15. Permits and Licenses. The Contractor shall procure all permits and licenses, pay all charges
and fees,and give all notices necessary.
16. Safety Provisions. The Contractor shall conform to the rules and regulations pertaining to
safety established by OSHA and the California Division of Industrial Safety.
17. Immigration Act of 1986. The Contractor warrants on behalf of itself and all subcontractors
engaged for the performance of this work that only persons authorized to work in the United
States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws
shall-be employed in the performance of the work hereunder.
18. Contractor Non-Discrimination. In the performance of this work, the Contractor agrees that it
will not engage in,nor permit such subcontractors as it may employ,to engage in discrimination
in employment of persons because of age, race, color, sex, national origin or ancestry, sexual
orientation, or religion of such persons.
19. Payment Terms. The City's payment terms are 30 days from the receipt of an original invoice
and acceptance by the City of the materials, supplies, equipment, or services provided by the
Contractor.(Net 30).
20. Audit. The City shall have the option of inspecting and/or auditing all records and other written
materials used by Contractor in preparing its invoices to City as a condition precedent to any
payment to Contractor.
21. Interests of Contractor. The Contractor covenants that it presently has no interest, and shall
not acquire any interest—direct, indirect or otherwise—that would conflict in any manner or
degree with the performance of the work hereunder. The Contractor further covenants that, in
the performance of this work, no subcontractor or person having such an interest shall be
employed. The Contractor certifies that no one who has or will have any financial interest in
performing this work is an officer or employee of the City. It is hereby expressly agreed that, in
the performance of the work hereunder, the Contractor shall at all times be deemed an
independent contractor and not an agent or employee of the City.
22. Hold Harmless and Indemnification. The Contractor agrees to defend, indemnify, protect
and hold the City and its agents, officers and employees harmless from and against any and
all claims asserted or liability established for damages or injuries to any person or property,
including injury to the Contractor's employees, agents or officers that arise from or are
connected with or are caused or claimed to be caused by the acts or omissions of the
Contractor, and its agents, officers or employees, in performing the work or services herein,
and all expenses of investigating and defending against same, provided, however, that the
Contractor's duty to indemnify and hold harmless shall not include any claims or liability
arising from the established sole negligence or willful misconduct of the City, its agents,
officers or employees.
23. Contract Assignment. The Contractor shall not assign,transfer, convey or otherwise dispose of
the contract, or its right,title or interest, or its power to execute such a contract to any individual
or business entity of any kind without the previous written consent of the City.
24. Termination. If, during the term of the contract, the City determines that the Contractor is not
faithfully abiding by any term or condition contained herein, the City may notify the Contractor
in writing of such defect or failure to perform. This notice must give the Contractor a 10 (ten)
calendar day notice of time thereafter in which to perform said work or cure the deficiency.
If the Contractor has not performed the work or cured the deficiency within the ten days
specified in the notice, such shall constitute a breach of the contract and the City may terminate
the contract immediately by written notice to the Contractor to said effect. Thereafter, neither
party shall have any further duties, obligations, responsibilities, or rights under the contract
except, however, any and all obligations of the Contractor's surety shall remain in full force and
effect, and shall not be extinguished, reduced, or in any manner waived by the termination
thereof.
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In said event, the Contractor shall be entitled to the reasonable value of its services performed
from the beginning date in which the breach occurs up to the day it received the City's Notice of
Termination, minus any offset from such payment representing the City's damages from such
breach. "Reasonable value" includes fees or charges for goods or services as of the last
milestone or task satisfactorily delivered or completed by the Contractor as may be set forth in
the Agreement payment schedule; compensation for any other work, services or goods
performed or provided by the Contractor shall be based solely on the City's assessment of the
value of the work-in-progress in completing the overall workscope.
The City reserves the right to delay any such payment until completion or confirmed
abandonment of the project, as may be determined in the City's sole discretion, so as to permit a
full and complete accounting of costs. In no event; however, shall the Contractor be entitled to
receive in excess of the compensation quoted in its proposal.
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v
Section C
SPECIAL TERMS AND CONDITIONS
1. Proposal Content. Your proposal must include the following information:
Work Program
a. Description of your approach to completing the work.
b. Tentative schedule by phase and task for completing the work.
C. Estimated hours for your staff in performing each major phase of the work, including
sub-consultants.
d. Services or data to be provided by the City.
e. Any other information that would assist us in making this contract award decision.
Qualifications
f. Experience of your firm in performing similar services.
g. Resumes of the individuals who would be assigned to this project, including any sub-
consultants.
h. Standard hourly billing rates for the assigned staff,including any sub-consultants.
is Statement and explanation of any instances where your firm has been removed from a
project or disqualified from proposing on a project.
Compensation
j. Proposed compensation and payment schedule tied to accomplishing key tasks.
Submittal Forms
k. Certificate of insurance.
1. References from at least three firms for whom you have provided similar services..
Proposal Copies
in. Three copies of the proposal must be submitted.
2. Proposal Evaluation and Selection. Proposals will be evaluated by a review committee based
on the following criteria:
a. Understanding of the work required by the City.
b. Quality, clarity and responsiveness of the proposal.
C. Demonstrated competence and professional qualifications necessary for successfully
performing the work required by the City.
d. Recent experience in successfully performing similar services.
e. Proposed approach in completing the work.
f. References.
g. Background and related experience of the specific individuals to be assigned to this
project.
h. Proposed compensation.
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As reflected above, contract award will not be based solely on price, but on a combination of
factors as determined to be in the best interest of the City, After evaluating the proposals and
discussing them further-with the finalists or the tentatively selected contractor, the City reserves
the right to further negotiate the proposed work and/or method and amount of compensation.
3. Proposal Review and Award Schedule. The following is an outline of the anticipated schedule
for proposal review and contract award:
a. Issue RFP 11/06/2001
b. Receive proposals 12/06/2001
C. Complete proposal evaluation 12/14/2001
d. Conduct finalist interviews 12/17/2001
e. Finalize staff recommendation 12/27/2001
f. Award contract 01/02/2002
g. Execute contract 01/14/2002
h. Start work 01/16/2002
4. Ownership of Materials. All original drawings, plan documents and other materials prepared
by or in possession of the Contractor as part of the work or services under these specifications
shall become the permanent property of the City,and shall be delivered to the City upon demand.
5. Release of Reports and Information. Any reports, information, data, or other material given
to, prepared by or assembled by the Contractor as part of the work or services under these
specifications shall be the property of City and shall not be made available to any individual or
organization by the Contractor without the prior written approval of the City..
6. Copies of Reports and Information. If the City requests additional copies of reports, drawings,
specifications, or any other material in addition to what the Contractor is required to furnish in
limited quantities as part of the work or services under these specifications, the Contractor shall
provide such additional copies as are requested, and City shall compensate the Contractor for the
costs of duplicating of such copies at the Contractor's direct expense.
7. Required Deliverable Products. The Contractor will be required to provide:
a. Two copies of a final report with recommendations for classification and compensation
addressing all elements of the workscope. City staff will review any documents or
materials provided by the Contractor and, where necessary, the Contractor will be
required to respond to staff comments and make such changes as deemed appropriate.
b. One camera-ready original, unbound, each page printed on only one side, including any
original graphics in place and scaled to size,ready for reproduction.
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Section D
FORM OF AGREEMENT
AGREEMENT
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on this day
of , by and between the CITY OF SAN LUIS OBISPO, a municipal
corporation, hereinafter referred to as City, and hereinafter
referred to as Contractor.
WITNESSETH:
WHEREAS, on November 6, 2001, City requested proposals for the design, conduct and
implementation of a comprehensive classification and compensation study for approximately 16 clerical
classifications and 50 management classifications.
WIIEREAS, pursuant to said request, Contractor submitted a proposal that was accepted by City for said
classification and compensation study.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter
contained,the parties hereto agree as follows:
1. TERM. The term of this Agreement shall be from the date this Agreement is made and entered,
as first written above,until acceptance or completion of said classification and compensation study.
2. INCORPORATION BY REFERENCE. City Specification No. 90302 and Contractor's
proposal dated ,are hereby incorporated in and made a part of this Agreement.
3. CITY'S OBLIGATIONS. For providing classification and compensation services as specified in
this Agreement,.City will pay and Contractor shall receive therefor compensation in a total sum not to exceed
4. CONTRACTOR'S OBLIGATIONS. For and in consideration of the payments and agreements
hereinbefore mentioned to be made and performed by City, Contractor agrees with City to provide certain technical
and/or professional services as required by this Agreement and the said specification.
5. AMENDMENTS. Any amendment, modification or variation from the terms of this Agreement
shall be in writing and shall be effective only upon approval by the City Administrative Officer of the City.
6. COMPLETE AGREEMENT. This written Agreement, including all writings specifically
incorporated herein by reference, shall constitute the complete agreement between the parties hereto. No oral
agreement, understanding, or representation not reduced to writing and specifically incorporated.herein shall be of
any force or effect, nor shall any such oral agreement,understanding, or representation be binding upon the parties
hereto.
7. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage
prepaid by registered or certified mail addressed as follows:
City Director of Human Resources
City of San Luis Obispo
990 Palm Street
San Luis Obispo,CA 93401
Contractor [ ]
[ ]
[ ]
[ ]
8. AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do covenant that each
individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute
Agreements for such party.
IN WITNESS WHEREOF,the parties hereto have caused this instrument to be executed the day and year
first above written.
ATTEST: CITY OF SAN LUIS OBISPO,A Municipal Corporation
By:
City Clerk City Administrative Officer
APPROVED AS TO FORM: CONTRACTOR
By:
City Attorney
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1 I ,
Section E
INSURANCE REQUIREMENTS: Consultant Services
The Contractor shall procure and maintain for the duration of the contract insurance against claims for
injuries to persons or damages to property which may arise from or in connection with the performance
of the work hereunder by the Contractor, its agents,representatives,employees,or subcontractors.
Minimum Scope of Insurance. Coverage shall be at least as broad as:
1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).
2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code
1 (any auto).
3. Workers'Compensation insurance as required by the State of California and Employer's Liability
Insurance.
Minimum Limits of Insurance. Contractor shall maintain limits no less than:
1. General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property
damage. If Commercial General Liability or other form with a general aggregate limit is used,
either the general aggregate limit shall apply separately to this project/location or the general
aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.
3. Employer's Liability: $1,000,000 per accident for bodily injury or disease.
Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared
to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such
deductibles or self-insured retentions as respects the City, its officers, officials, employees and
volunteers; or the Contractor shall procure a bond guaranteeing payment of losses and related
investigations, claim administration and defense expenses.
Other Insurance Provisions. The general liability and automobile liability policies are to contain, or be
endorsed to contain, the following provisions:
1. The City, its officers,officials, employees, agents and volunteers are to be covered as insureds as
respects: liability arising out of activities performed by or on behalf of the Contractor;products
and completed operations of the Contractor; premises owned, occupied or used by the
Contractor; or automobiles owned, leased, hired or borrowed by the Contractor. The coverage
shall contain no special limitations on the scope of protection afforded to the City, its officers,
official, employees,agents or volunteers.
2. For any claims related to this project, the Contractor's insurance coverage shall be primary
insurance as respects the City, its officers, officials, employees, agents and volunteers. Any
insurance or self-insurance maintained by the City, its officers, officials, employees, agents or
volunteers shall be excess of the Contractor's insurance and shall not contribute with it.
3. The Contractor's insurance shall apply separately to each insured against whom claim is made or
suit is brought,except with respect to the limits of the insurer's liability.
4. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be
suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty
(30) days' prior written notice by certified mail, return receipt requested, has been given to the
City.
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Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating of
no less than ANII.
Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing
maintenance of the required insurance coverage. Original endorsements effecting general liability and
automobile liability coverage required by this clause must also be provided. The endorsements are to be
signed by a person authorized by that.insurer to bind coverage on its behalf. All endorsements are to be
received and approved by the City before work commences.
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PROPOSERS LIST
Classification and Compensation Study(Specification No. 90302)
Brock&Associates Bryce Consulting
PMB 731, 6114 La Salle Avenue 2545 Boatman Ave.,#106
Oakland, CA 94611 West.Sacramento,CA 95691
Phone: 510-531-7087 Phone: 916-375-0199
Fax: Fax No.
Creative.Management Solutions Dembrowsky&Associates
8205 East Somerset 3373 Cabrillo Blvd., Suite 200
Anaheim,CA 92808-2315 Los Angeles, CA 90066
Phone: 714-777-2409
Becky Ross Iacobucci Koff.&Associates
9283 Rogers Road 18 Crow Canyon Court, Suite 165
Longmont, CO 80503 San Ramon, CA 94583
Phone: 303-678-0661 Phone: 925-831-9794
Fax:
L.B. Hayhurst&Associates R&G Consulting
15 Pamaron Way,Suite B P. O. Box 601385
Novato, CA 94949 Sacramento,CA 95860
Phone: 415-884-0544 Phone: 916-487-0481
Fax.: 415-8840533
Watson Wyatt Philbin&Associates
15303 Ventura Blvd., Suite 700 9559 E. Cavalry Drive
Sherman Oaks, CA 91403 Scottsdale,AZ .85262-1160
Phone: 323-872-1540 Phone: 480-488-8098
Marta Rebella,HR Consultant Fox Lawson&Associates
980 W. 17'I St., Suite C P. O.Box 32985
Santa Ana, CA 92706 Phoenix,AZ 85064-2985
Phone: 714-667-6001 Phone: 602-840-1070
Fax: 602-840-1071
The Oldani Group DMG Maximus
188 1066''Avene NE, Suite 420 4320 Auburn Blvd.
Bellevue,WA 98004 Sacramento,CA 98541
Phone: 425-451-3938 Phone: 916-485-8102
Shannon Associates Hughes,Perry&Associates
1601 Response Road, Suite 390 P. O.Box 384
Sacramento, CA 95815 Sea Ranch, CA 95497
Phone: 916-567-4280 Phone: 707-785-3083
c�as
The Mercer Group Ralph Anderson&Associates
535 Cordova Rd., Suite 234 1435 River Park Drive, Suite 400
Santa Fe,NM 87501 Sacramento, CA 95815
Phone: 505-466-9500 Phone: 916-6304900
Becker&Bell Nash& Company, Inc.
1166 P.Broadway 6453 Via De Anzar
Placerville,CA 95667 Palos Verdes,CA 90275-6560
Phone: 530-626-6010 Phone: 310-831-4874
Fax: 310-514-1664
Johnson&Associates Public Sector Personnel Consultants
4240 Rocklin Road, Suite 10 11718 Barrington Court,#726
Rocklin, CA 95677 Los Angeles, CA 90049-2950
Phone: 916-630-1990 Phone: 888-522-7722
Personnel Concepts, Inc.
8125 Cantershire Way
Roseville, CA 95746
Phone: 916-797-0508
Fax: 916-797-0421