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HomeMy Public PortalAbout20150319CityCouncilWorkshop1 Table of Contents 000_000_20150319Agenda 1 010_010_Combined Benefits Broker Services Agenda March 19 2015 2 PDF Agenda March 19th 2015 Benefits Broker Service 2 ATTACHMENT B 6 PDF 2015-662 BenefitsBroker RFP 7 ATTACHMENT C 22 RFP#2015-662 Response for Mid South Benefit Broker Services 23 RFP#2015-662 Response for Benefit Broker Services.pdf 23 RFP Response for Benefit Broker Services 03.2015 Com.pdf 23 RFP Response for Benefit Broker Services 03.2015.pdf 23 Slide Number 1 23 Slide Number 2 24 Slide Number 3 25 Slide Number 4 26 Slide Number 5 27 Slide Number 6 28 Slide Number 7 29 Slide Number 8 30 Slide Number 9 31 Slide Number 10 32 Slide Number 11 33 Slide Number 12 34 Slide Number 13 35 Slide Number 14 36 Slide Number 15 37 Slide Number 16 38 Slide Number 17 39 Slide Number 18 40 Slide Number 19 41 Slide Number 20 42 Slide Number 21 43 Slide Number 22 44 Slide Number 23 45 Slide Number 24 46 Slide Number 25 47 Slide Number 26 48 Slide Number 27 49 Slide Number 28 50 Slide Number 29 51 Slide Number 30 52 Slide Number 31 53 Slide Number 32 54 Slide Number 33 55 Slide Number 34 56 Slide Number 35 57 Slide Number 36 58 Slide Number 37 59 Slide Number 38 60 Slide Number 39 61 Slide Number 40 65 Slide Number 41 66 Slide Number 42 95 Slide Number 43 105 Slide Number 44 106 Slide Number 45 107 Sample Employee Benefits Guide.pdf 67 Slide Number 1 67 Slide Number 2 68 Slide Number 3 69 Slide Number 4 70 Slide Number 5 71 Slide Number 6 72 Slide Number 7 73 Slide Number 8 74 Slide Number 9 75 Slide Number 10 76 Slide Number 11 77 Slide Number 12 78 Slide Number 13 79 Slide Number 14 80 Slide Number 15 81 Slide Number 16 82 Slide Number 17 83 Slide Number 18 84 Slide Number 19 85 Slide Number 20 86 Slide Number 21 87 Slide Number 22 88 Slide Number 23 89 Slide Number 24 90 Slide Number 25 91 Slide Number 26 92 Slide Number 27 93 Slide Number 28 94 Prevention-A-New-Year,-A-New-You-Jan-2015.pdf 96 Slide Number 1 96 Slide Number 2 97 Live-Well,-Work-Well-November-2014.pdf 98 Slide Number 1 98 Slide Number 2 99 Know Your Insurance - The Individual Mandate Reporting Coverage and Paying Penalties.pdf 100 Benefits Buzz -January 2015.pdf 102 90-day Waiting Period Limit - Permited Orientation Periods 05.132014.pdf 103 Health Care Reform LEGISLATIVE BRIEF May 13, 2014 103 Health Care Reform Legislative Update 104 Signed W-9.pdf 62 Contractor Affidavit.pdf 64 Affidavit Verifying Status.pdf 63 ATTACHMENT D 108 R1510 - Agreement Midsouth - Comp and Class 109 010_020_Combined Class &Comp Agenda March 19 2015 111 PDF Agenda March 19th 2015 Classifcation and Compenation 111 pdf 2015-661 Class and Comp rfp 113 ATTACHMENT B.pdf 125 R1510 - City of Tybee Island GA - Comp and Class 126 ATTACHMENT C 243 pdf Contract Evergreen 244 010_021_Combined References for Everygreen Solutions - Class and Comp Study 248 REFERENCE FOR EVERGREEN SOLUTIONS 248 City of Douglasville Reference for Evergreen 249 Subject: Reference for Evergreen Solutions—Comprehensive Classification &Compensation Study 249 Evergreen Solutions References 2015-661 Class and Comp 250 Sheetl 250 040_010_07-2015 Sec 3-080(C) - redlined - off street parking requirements 02.16.15 EMH 251 040_011_07-2015 Sec 3-080(C) off-street parking requirements 02.16.15 EMH 253 AGENDA WORKSHOP OF THE TYBEE ISLAND CITY COUNCIL MARCH 19, 2015 3:30 — 5:30PM I. Angela Hudson 1 Selection of Benefit Broker Services 2 Accept proposed Class/Comp Study II. Hotel/Motel 1 Tax 2 Penalties III. Future of Planning and Zoning Office IV. Sec 3-080, Driveways 1 Discussion from Planning Commission 2 07-2015 — proposed V. Executive Session 1 Discuss litigation, personnel and real estate acquisition VI. Adjournment *PLEASE NOTE: Citizens wishing to speak on items listed on the agenda,other than public hearings, should do so during the citizens to be heard section. Citizens wishing to place items on the council meeting agenda must submit an agenda request form to the Clerk of Council's office by Wednesday at noon,eight days prior to the scheduled meeting. Agenda request forms are available outside of the Clerk's office at City Hall and at www.cityoftybee.orq. t THE VISION OF THE CITY OF TYBEE ISLAND "is to make Tybee Island the premier beach community in which to live, work,and play." I THE MISSION OF THE CITY OF TYBEE ISLAND "is to provide a safe,secure and sustainable environment by delivering superior services through responsible planning,preservation of our natural and historic resources,and partnership with our community to ensure economic opportunity,a vibrant quality of life,and a thriving future." City Council Agenda Item Request Council Workshop Meeting Date: Thursday, March 19, 2015 Purpose: The purpose of this agenda is to obtain the City Council's approval to acquire Benefits Broker Services from Midsouth Benefits. Explanation/Description: The City of Tybee Island issued a request for proposal ("RFP") to acquire Benefits Broker Services to assist the City of Tybee Island with the strategic plan, design and negotiation of the most cost effective employee benefit programs as well as the implementation and ongoing service of the program and development of an effective wellness plan. The City is constantly competing to recruit and retain the best employees possible. Our management is looking to ensure we have financially competitive and affordable benefit programs to offer our employees. The City has had the same Benefits Broker since 2003, and in the proposal submitted by that broker, they stated that proposal said the broker plans to keep everything the same and continue to provide the same level of service as provided since 2003. The only thing constant in government is change; therefore,there is a constant need for strategic planning. The City must update and enhance the plan designs and benefits to ensure that the City's entire benefits package remains competitive for hiring purposes. The plan must be sustainable financially and be able to identify the City's focus and objectives, both in terms of a short-term and long-term plans. This means doing things differently and thinking outside the box and exploring other opportunities. The demographics of our employees represent its' own unique insurance needs.These needs have to be balanced against the city's needs, past experience, budget and benefits philosophy. The planning and implementation of employee benefit plans includes the City Manager, Finance Director and Human Resource Manager. As the demographics of our employees' changes and ages, our health benefits cost will increase or fluctuate over time. The only real way to impact the rising healthcare cost is to lessen the need for healthcare. This is accomplished by creating a culture of wellness within the City's organization by providing access to resources and information to help educate employees on how to retain a healthy lifestyle or give employees ideas and suggestions on how to reach a healthy lifestyle. Providing City employees with a comprehensive benefits package is no longer simply about providing them with the basic life, disability, and medical and retirement benefits'. As the Director of Finance and General Administration my objective for the City is to create an holistic approach in development of a comprehensive wellness plan and implementation of that plan for employees, as wellness is not limited to the your weight, diet, and exercise. Wellness entails treating the whole person, body, mind and spirit. If an individual is dealing with work stress and personal stress they are less likely to focus on their personal well being and health. The City will benefit from having employees who are healthier and feel good about themselves, physically, mentally and emotionally because they will become more positive and productive employees. With that said, the recommended Benefit Broker Service company selected can provide the services needed by the City and its' employees. They will assist us in developing a wellness program and prepare a cost analysis for executing the program. 20150319CityCouncilWorkshopPacket Page 2 of 256 20150316/jrl RECOMMENDATION: On March 2, 2015,the City of Tybee Island received four proposals to provide Benefits Broker Services to the City. The names of the proposers and their ranking are listed follows: 1. Midsouth Benefits 2. MSI Benefits Group, Inc. 3. The Greer Agency 4. The Hardeman Co. Of the four proposals submitted, Midsouth Benefits Company is recommended to provide Benefits Broker Services to the City of Tybee Island for plan year beginning July 1, 2015 with the City Council's approval. Benefits Broker Services - RFP 2015-662 Criteria for Evaluation and Award RFP 2015-662 CRITERIA PERCENTAGE The Hardeman Co Midsouth Benefits Greer Employee Benefits MSI Benefits Group 1 Ability to provide a level of service sufficient to meet the City of 20% 8% 18% 7% 12% Tybee Island's needs. 2 Extent and success of previous work your firm has provided to 20% 10% 19% 14% 15% organizations similar in nature and size to City of Tybee Island. 3 3.Proposal itself 20% 5% 20% 8% 12% 4 Experience of key personnel to be assigned to the project 20% 8% 16% 10% 8% 5 Adherence to RFP requirements,including:completion of all 20% 8% 19% 10% 12% required forms;provision of all requested information;adequacy of responses,and return of the RFP by the stated deadline. TOTAL 100% 39% 92% 49% 59% Midsouth Benefits is located on 4994 Lower Roswell Road, Marietta, GA 30068. Of the four companies Midsouth Benefits presents the most professional and adequate proposal, answering all questions in specific detail. Midsouth Benefits are a Certified Woman's Business Enterprise. The company shall assign four employees to provide services to the city throughout the year which includes two account managers, senior consultant and the director of compliance and communications; the company focus is on the small employer group market where plan design options and funding mechanism are limited and simply to ensure the company receive the attention that small groups require. For the first time, employees will be able and allowed to sign up for benefits online which will assist the city in streamlining the administration of our benefit plans. During open enrollment the Midsouth Benefits will provide an Employee Handbook Book to each employee and a power point presentation explaining the city's benefits. In addition, they will provide the city with an auditory power point presentation for the city to use to show newly hired employees explaining the insurance benefits available. The company shall provide the service of reconciling our monthly insurance bills to ensure accuracy prior to the bills being paid by the City. They will provide educational and wellness newsletter to employees. They provided a detail timeline of their plan to acquire insurance coverage for the city in order to meet our July 1, new plan effective date. They will help the City develop a compressive wellness program and prepare a cost analysis for having the program. On March 24, 2015, Midsouth Benefits is conducting a HIPPA training webinar and the training will last for one hour and they have invited me to participant. Following HIPPA requirements is a Federal law and is crucial to our employees' rights to privacy. Therefore, I want all of the department heads, managers and supervisors to attend the training. Once we have attended the training, Midsouth Benefits will give each person with the required HIPPA annual training certificate. This is a service that has never been offered to City employees by our current broker,yet receiving training for HIPPA is annual requirement. 20150319CityCouncilWorkshopPacket Page 3 of 256 20150316/jrl BUDGET/COST: N/A ATTACHMENTS: Yes 1. Attachment A— Reference Response on Midsouth Benefits 2. Attachment B- Request for Proposal for Benefits Broker Service; 3. Attachment C— Midsouth Benefits Proposal for Benefits Broker Service 4. Attachment D— Draft Agreement between the City of Tybee and MidSouth Benefits Submitted By: Angela Hudson, Director of Finance and General Administration Comments: None 20150319CityCouncilWorkshopPacket Page 4 of 256 20150316/jrl ATTACHMENT A REFERENCE CHECK ON MIDSOUTH BENEFITS FOR BENEFITS BROKER SERVICE RFP#2015-662 BENEFITS BROKER MIDSOUTH BENEFITS - City of Norcross - Kimberly Turpin 770-448-7086 Overall Satisfaction Excellent!Very happy with Midsouth Ease of Communication Great. Personal rep is lust a phone call away and offers immediate assistance. Benefits package Extremely satisfied. Wellness Program? Starting one now Training for New Employees HR handles training,but there is a guide provided City of Fairburn - Abril Montano 770-964-2244 x111 Overall Satisfaction Beyond Satisfied!Always has the interest of the company in mind. Ease of Communication Very accessible.Rep has been known to call a Drs office when necessary Benefits package Very happy,and they are always shopping,looking for better deals Wellness Program? Working with HR to develop wellness program Training for New Employees Training done once a year,handouts for HR in the event of new employees Town of Tyrone - Sandy Beach - 770-487-4038 x104 Overall Satisfaction Extremely satisfied Ease of Communication Easy!Very good customer service from individual representative Benefits package Great rates.One year their rates went down when all others went up Wellness Program? No.They have less than 40 employees Training for New Employees Not needed 20150319CityCouncilWorkshopPacket Page 5 of 256 20150316/jrl ATTACHMENT B CITY OF TYBEE ISLAND REQUEST FOR PROPOSAL - BENEFITS BROKERS SERVICES 20150319CityCouncilWorkshopPacket Page 6 of 256 20150316/jrl ATTACHMENT B RFP #2015-662 CITY OF TYBEE ISLAND TYBEE ISLAND, GEORGIA IS ISSUING THIS REQUEST FOR PROPOSAL FOR FURNISHING THE PRODUCT DESCRIBED HEREIN: BENEFITS BROKER SERVICES Respondents shall offer services and materials which may be upgraded with optional services and materials which may not be purchased at time of award. Bidder shall specify in the proposal the delivery schedule for the products and services from time of notification of award of bid. PROPOSALS ARE TO BE RETURNED NO LATER THAN: MARCH 4,2015 AT 10:00AM PROPOSALS WILL BE OPENED ON MARCH 4, 2015 AT 11:00 AM AT CITY HALL. ALL RESPONDENTS ARE INVITED TO ATTEND. The City is seeking a total bid package for service/materials equal to or exceeding specifications set forth on the attached pages which must meet or exceed stated specifications. Those not meeting these standards will be rejected. The attached material specifications become and remain a part of this request for proposal All responses, inquiries, or correspondence relating to, or in reference to, this request for proposal, and all reports, charts, displays, schedules, exhibits and other documentation by the respondants shall become the property of the City when received. All proposals submitted in response to this request shall become the property of the City. The City retains the right to use any or all ideas presented in any proposal, whether amended or not. Selection or rejection of the proposal does not affect this right. Mail proposal to: RFP#2015-662 BENEFITS BROKER MELISSA FREEMAN 403 BUTLER AVE PO BOX 2749 TYBEE ISLAND, GA. 31328 Inquiries or other need for clarification in this document should be submitted no later than February 24, 2015. Email questions only: Melissa Freeman Email: mfreeman @cityoftybee.org 20150319CityCouncilWorkshopPacket Page 7 of 256 20150316/01 Bids shall be submitted in a sealed envelope, clearly marked on the outside of the envelope, to the office of the above address prior to the time specified. Signature of bidder indicates that bidder understands and will comply with attached terms and conditions and all other specifications made a part of this invitation for bid and any subsequent award or contract. All terms, conditions and representations made in this invitation will become an integral part of the contract. Nothing contained within this RFP is indicative of intent by the City of Tybee Island to reimburse the bidder, in whole or in part, for any costs associated with preparation, submission, or presentation of proposals. WAIVER: The City of Tybee Island reserves the right to reject any or all bids received. The City reserves the right to waive any variances from original bid specifications in cases where the variances are considered to be in the best interest of the City. SCOPE OF SERVICES Purpose: The purpose of this Request for Proposal (RFP) is to seek qualified brokers to assist the City of Tybee Island with the strategic plan, design and negotiation of the most cost effective employee benefit programs as well as the implementation and ongoing service of the program. The City of Tybee Island has approximately 92 full-time and 26 part-time employees. The City is constantly competing to recruit and retain the best employees possible. Our leadership is looking to ensure we have financially competitive and affordable benefit programs to offer our employees. Broker Period: The broker designee which results from the awarding of this RFP shall begin services as Agent/Broker of Record immediately following notification of proposal approval. The term of service shall continue until any subsequent (Request for Proposals) RFP for the same services is issued and awarded, or a 90 day advance notice given by either party to severe services. Respondent Qualifications: The City requires qualified respondents to this RFP to be Licensed Brokers in the State of Georgia that are independent and not employees or affiliates of any insurance company, third party administrative agency or provider network. The brokerage firm must have not less than 5 years' experience in providing brokerage services to employers with at least 100 employees. Experience in the provision of brokerage services to public sector employers is required. Scope of Work: Brokerage services to City of Tybee Island under any agreement ensuing from this Proposal will entail the following, at a minimum: 1. Auditing resulting contracts for accuracy of coverage, term and conditions. 2. Assisting with annual benefits renewals, including negotiation of changes in contracts. 3. Assisting the City in determining specifications for future insurance coverage. 4. Marketing the City of Tybee Island's desired insurance package through identification of appropriate markets, analysis of proposals, provisions of recommendations, and assistance in contract negotiation. 5. Preparing, disseminating, and analyzing carrier proposals packages in accordance with City's specifications. 20150319CityCouncilWorkshopPacket Page 8 of 256 20150316/01 6. Reviewing the employee benefit package for quality of benefits provided, cost effectiveness, competitiveness and plan administration on an annual basis. 7. Monitor ongoing contracts, including third party administrators, to insure contract compliance. 8. Analyzing claims history and insurance utilization at least quarterly. 9. Providing information on employee benefit issues, trends and proposed or new legislation. 10. Meeting with the City of Tybee Island administrative staff as needed. 11. Assisting in the design of employee benefits communications and participating in Benefit Fairs and annual enrollment process. 12. Providing a key contact person to be available to answer questions and resolve issues that arise during the year regarding employee benefits, contract administration, and service provisions. 13. Evaluating various insurance products submitted for consideration by insurance carriers. 14. Perform other related benefits consulting services as needed or requested. 15. Assist with compliance in: QRS Form 5500's, EE01 reports, Legislative updates, FMLA Regulations, Employee Communications, and Open Enrollment Communication. TO BE INCLUDED IN RESPONSE Broker Proposal Questionnaire: The proposal response must clearly demonstrate the required qualifications, expertise, competence and capability of the vendor. Please provide a concise description of your firm's ability to provide the services required in the Scope of Work section of this document. Costs incurred by firms responding to this RFP are solely their responsibility. Additionally, please include the answers to the following questions (Address each by number): 1. Describe your organizational structure (i.e. publicly held corporation, partnership, etc.). How many employees do you have in your organization and what are their job categories? 2. Confirm that you are a licensed broker in the State of Georgia and provide documentation. Confirm that you serve as a broker, independently, and are not employed by any insurance company, third party administrative agency or provider network. 3. Briefly describe your company's organization, philosophy, and management. Also, please provide a brief company history. 4. Describe your contractual relationships, if any, with organizations or entities necessary to your proposal's implementation (i.e. actuarial services, data information services, etc.). 5. How long has your organization been providing brokerage services? 6. How many public sector clients does your firm currently provide brokerage services to? 7. What is your firm's plan of communication and customer service interaction with clients? 20150319CityCouncilWorkshopPacket Page 9 of 256 20150316/01 8. Please provide a list of four verifiable public sector references, all of whom are able to comment on your organization's relevant experience. Please include group name, contact name, and telephone number. Please furnish for each vendor: 1. Services you provided 2. Benefit programs addressed 3. Time period covered 4.Number of covered employees 5. Contact name and phone number It is the vendor's responsibility to provide valid reference information and the City of Tybee Island reserves the right to use reference checks in its evaluation of proposals. 9. Indicate the method of service provision your organization would utilize in implementing your proposal (i.e. individual broker, individual broker with supporting back up, team of brokers). Include a brief professional history for each key individual who would work closely with City of Tybee Island and how they are qualified to provide services to the City of Tybee Island. 10. Briefly describe the level of service and support provided to the City of Tybee Island by your broker(s) on a day-to-day basis. 11. How many of your customer service employees are licensed insurance agents? 12. How does your firm provide continuing education to ensure that each broker is educated on current market trends and legislative developments? How is this information communicated to your clients? 13. Describe how you build an understanding of the direction and priorities of the City of Tybee Island employee benefit program and how you would utilize this information to recommend changes and project future trends. 14. Detail how your organization assists clients in developing a strategic benefit plan. 15. Describe your organization's anticipated involvement in the annual renewal process. Include information regarding process timeframes, negotiation of rates and vendor selection. NOTE: City of Tybee Island's current plan year for heath and dental insurance is July 1 to June 30. 16. How does your firm assist City of Tybee Island in developing plan specifications? Explain your process for providing plan recommendations to your clients. 17. Explain the process your organization would utilize to assist City of Tybee Island in selecting an insurance vendor. How would your company's experience and expertise benefit the City of Tybee Island in this process? 18. Please provide a list of the vendors you have relationships with in regard to health, disability, long term disability life, supplemental health, dental insurance, and vision plans. 20150319CityCouncilWorkshopPacket Page 10 of 256 20150316/01 19. Describe how your organization strives to streamline benefit administration for your clients. Include any services you provide for automation of the benefit process (i.e. electronic capabilities, outsourcing options). How many of your clients are enrolled online? How many employees does this represent? Does your staff build these enrollment websites? Attach any associated costs for these services on a separate fee schedule. 20. Describe how your organization has assisted other vendors in the evaluation and/or formulation of any Healthcare Reimbursement Accounts or Healthcare Spending Accounts. Attach any associated costs for these services on a separate fee schedule. 21. Detail how you develop a benefit communication strategy with your clients. Include what tools or resources you have available to assist your clients in effectively communicating not only the specific plan details but also the value of the benefits offered? 22. What training resources does your organization provide to assist your clients in educating and training their benefit staff? 23. How will you facilitate or participate in the implementation, communication, and enrollment and training their benefit staff? 24. What makes your organization unique from other organizations that may submit proposals for the City of Tybee Island's consideration? 25. Detail the wellness plan services your company provides. Describe the firm's views on the role wellness plans have on controlling healthcare costs. 26. Provide any additional information regarding your organization or services that you feel would be beneficial in helping the City of Tybee Island to select a benefits broker. 27. Describe your proposed form of compensation. If you are proposing a fee, please include your fee schedule/rates. Customer Service/Claims: 1. Where is your customer service office located? 2. What are the hours of operation for the customer service office? 3. Describe your problem or issue resolution process. 4. Do you have web based customer service? If yes, what is the website address? Is this password protected? 5. How many employees are located in your customer service office? 6. Please discuss a customer service representative's group load, to include: a. Total number of clients b. Total number of lives administered and/or insured 20150319CityCouncilWorkshopPacket Page 11 of 256 20150316/01 c. Maximum number of lives for which a customer service representative is responsible? 7. Would the client have a dedicated team of customer service representatives and agents? 8. What website customer care capabilities does your company offer? Please describe in detail the following, and outline any additional costs where applicable: a. On-line web enrollment capabilities (open enrollment only or ongoing enrollment) b. Group Administrator capabilities to include eligibility, change in status, address change, etc. c. Employee viewing capabilities to include eligibility, claims reporting 9. What enrollment services will you provide, and at what charge? 10. Who will be responsible for assisting the City with enrollment? 11. Who will assist the City with ongoing administration(i.e. billing and enrollment)? 12. Who will assist the City with ongoing claims questions or problems? 13. What is your customer service toll free number? 14. Does your firm provide on-site employee enrollment meetings for new hires? HIPAA / COBRA: 1. Do you provide COBRA administrative services? If yes, please explain the services provided and any cost associated for this service. 2. Do you provide HIPAA administrative services? If yes, please explain the services provided and any cost associated for this service. Broker/Value Added Services: 1. Does your firm have experience in developing Wellness Programs, Disease Management Programs, Health Fairs or Employee Assistance Programs? Please provide names of clients who have utilized these offerings in the last 24 months. 2. Do you provide a consolidate employer HR web portal to access all benefit data to include plan summaries, certificates, network links, plan costs and census data on all employer programs? 3. Does your firm provide the necessary resources to generate annual "Employee Benefit Statements"? 4. Does your firm provide an Employer Handbook? 5. What HR training does your firm provide your group clients? 6. Does your firm provide access to a State and Federal Forms Library? 20150319CityCouncilWorkshopPacket Page 12 of 256 20150316/01 7. Does your firm provide a consolidated "Benefits Guide"? 8. Does your firm provide IRS Section 125 plans? 9. What is your website address? What capabilities does your site offer your clients? 10. What additional services does your firm provide? Criteria for Evaluation: All proposals will be evaluated according to, but not necessarily limited to, the following: • Your firm's indicated ability to provide a level of service sufficient to meet the City of Tybee Island's needs, as stated in your response. • Extent and success of previous work your firm has provided to organizations similar in nature and size to City of Tybee Island, as determined by City of Tybee Island's contact with references provided. • The proposals itself as an example of your firm's work product. • Proposals/experience of key personnel to be assigned to the project • Adherence to RFP requirements, including: completion of all required forms; provision of all requested information; adequacy of responses, and return of the RFP by the stated deadline. Pricing: It is City of Tybee Island's expectation that brokerage fees and commissions will be borne by the selected insurance provider. If additional brokerage fees are expected of the City of Tybee Island or if your firm offers additional fee-supported services which are supplemental to your proposal, please clearly outline such costs and services on a separate fee addendum. Oral Presentations: During the evaluation process, City of Tybee Island may at its discretion, request oral presentations from any or all respondents for the purpose of clarification or amplifying the materials presented. However, respondents are cautioned that the City of Tybee Island is not required to request clarification; therefore, all proposals should be complete and reflect the most favorable terms available from the broker. Final Selection: 20150319CityCouncilWorkshopPacket Page 13 of 256 20150316/jrl Following review of all qualified proposals, a suitable vendor will be recommended to the City Council. The selected vendor should be prepared to commence working on the employee benefit package immediately following proposal award. Note: City of Tybee Island reserves the right to accept the response that is determined to be in the best interest of the City of Tybee Island and its employees. The City of Tybee Island reserves the right to reject any and/or all proposals. PROPOSAL FORMAT AND REQUIREMENTS The proposer should submit one (1) original (Clearly marked "Original"), one (1) copy, and one (1) memory stick or CD of their proposal and all relevant documentation (in PDF) of their written proposal that presents their qualifications and understanding of the work to be performed. Include all information requested, organized in tabbed sections, clearly identified in a table of contents as described in the paragraphs below. Any other information thought to be relevant but not applicable to the enumerated categories, may be provided as a separate appendix to the proposal. The following information/documents must be included in the proposal package to be considered responsive to the request for proposal: All proposals must include a W-9, vendor application, affidavit verifying status, and contractor affidavit which can be found at the end of this request. About this Document - Competitive sealed proposals will be evaluated based on criteria formulated around the most important features of the service. The proposal evaluation criteria should be viewed as standards which measure how well a firm's approach meets the desired requirements and needs of the City. The City will thoroughly review all proposals received. The City reserves the right to select and subsequently reward the proposal which best meets its required needs, quality levels, and budget constraints. 20150319CityCouncilWorkshopPacket Page 14 of 256 20150316/01 City of Tybee Island TERMS AND CONDITIONS DEFINITIONS. As used herein, the following terms shall have the meanings set forth below, whether or not capitalized. (a) "Purchase Order" or"Order"means this purchase order. (b) "Buyer"means The City of Tybee Island. (c) "Seller" or"Vendor"means the party furnishing the supplies under this order. (d) "Supplies" means what the Seller furnishes the Buyer under this order and includes with limitation, the following; (1) the work; materials; articles; deliverable items, items, data and services, whether tangible or intangible or any combination thereof; and (2) what is leased or licensed, pursuant to the lease(s) or license(s) signed by both the Buyer and the lessor or licensor if attached to and made a part of this order. (e) "Loss" means any or all the following: claims, liabilities, damages, losses, costs, or expenses (including reasonable attorneys' fees and expenses and other legal costs). ACCEPTANCE. This order constitutes an offer which shall become a binding contract upon the terms and conditions herein set forth upon acceptance by Seller either by acknowledgement of this order or commencement of performance. Buyer objects to any difference, conflicting or additional terms proposed by Seller in the acceptance of this order, and no such terms shall be effective unless expressly accepted by Buyer in writing. Each shipment received by Buyer from Seller shall be deemed to be only upon the terms and conditions contained in this order, except by such written instrument modifying the order, signed by Buyer, notwithstanding any terms and conditions that may be contained in any acknowledgment, invoice, or other form issued by Seller and notwithstanding Buyer's act of accepting or paying for any shipment, or similar act by Buyer. PRICES. Seller represents that the prices, terms, warranties, and benefits contained in this order are comparable to or better than those offered to any other customer of Seller for items which are the same or substantially similar. Buyer shall receive the benefit prospectively or retrospectively if Seller offers any item or service included in this order to any other customer at a lower price, more favorable terms, more favorable warranties, or more favorable benefits up to one year after completion of this order. PACKING AND SHIPPING. All items shall be suitable packed and prepared for shipment to insure their safe transportation, to secure the lowest transportation cost, and to comply with the requirements of carriers. Buyer's order number shall appear on all documents and correspondence relating to these items. Packing lists shall accompany the items and shall include the order number, Buyer's part number, Seller model number, description of items shipped and any other information called for in the order. Buyer's count or weight shall be final and conclusive on shipments not accompanied by a packing list. Seller shall be liable for all excess transportation or other charges resulting from Seller's failure to comply with Buyer's packing, shipping, routing and delivery instructions. DELIVERY. Any delivery schedule made a part of this order is an important, material condition; time is of the essence of the order. Unless otherwise agreed to in writing. Seller shall not make material commitments or production arrangements in excess of the amount or in advance of the time necessary to meet Buyer's delivery schedule. It is Seller's responsibility to comply with this schedule, but not to anticipate Buyer's requirements. In addition to any other rights or remedies, Buyer may cancel all or any part of this order for Seller's failure to deliver in strict accordance with the delivery terms set forth herein. Seller shall promptly notify Buyer of any anticipated delay in the delivery date and Buyer may require Seller to ship by alternate 20150319CityCouncilWorkshopPacket Page 15 of 256 20150316/01 means in order to expedite delivery. Any additional costs shall be paid by Seller and Seller shall be liable for all resulting damages to Buyer occasioned by the delay. Delivery shall not be deemed to be complete until the items have been received and accepted by Buyer. Advance and excess shipments may at Buyer's option be rejected and returned to Seller at Seller's expense. TRANSPORTATION. Except as otherwise provided on the face of this order, transportation charges on Supplies shall be f.o.b. destination, at Seller's sole cost and expense. Risk of loss from any casualty to supplies ordered hereunder, regardless of cause, shall be Seller's responsibility until goods have been delivered to Buyer's designated delivery post. No insurance or premium transportation costs beyond the price listed in this order will be allowed unless authorized by Buyer in writing. If Seller does not comply with Buyer's delivery schedule, Buyer may, in addition to any other rights that Buyer may have under this order, require delivery by fastest way, and charges resulting from the premium transportation must be fully prepaid and absorbed by Seller. WARRANTY. Seller warrants that all supplies delivered pursuant to this order shall strictly conform to the applicable specifications (including without limitation information or functional performance, material content, size, appearance, response time, etc.), shall be free from all defects and workmanship in materials including latent defects, shall be free from defects in design and suitable for their intended purpose, and shall be free from all claims, encumbrances, and liens. This warranty shall survive inspection, delivery and payments shall run to Buyer, its successors, assigns and the users of the items and shall not be deemed to be exclusive. Seller agrees to indemnify, defend and hold Buyer, Buyer's employees, and those for whom Buyer may act as agent, harmless from all damages, including consequential and incidental damages, incurred or sustained by Buyer by reason of any breach of any warranty with respect to the supplies purchased. Buyer shall be promptly reimbursed for all expenses incurred in the handling, inspection and return of defective items, and Seller shall bear the risk of loss on all such items. If any of the supplies are found at any time prior to acceptance to be defective in material or workmanship, or otherwise not in conformity with the requirements of this order, Buyer (in addition to any other rights which it may have under warranties or otherwise) may at its option (1) correct or have corrected the nonconformity at Seller's expense, or (2) reject and return such supplies or other deliverable items at Seller's expense, such supplies or other deliverable items not to be replaced without suitable written authorization from Buyer. CHANGES. Buyer may at any time request in writing changes to this order in the specifications, packing, shipment, quantities, delivery schedules, and other matters. If any such change causes an increase or decrease in the costs of or the time required for performance, Seller shall immediately notify Buyer. Any request for an equitable adjustment must be made in writing with 30 days from the date of the written request for the change. No additional charge or change in the specifications, packing, shipment, quantities, delivery schedules, and other matters will be allowed unless authorized by Buyer in writing. TAXES. The Buyer, a municipality in the State of Georgia, is exempt from Georgia Sales Tax under the Sales and Use Tax ID # 302 526 178. All sales and use tax due on materials purchased by the city for installation by the seller under this contract are the responsibility of the contractor. ASSIGNMENT. Neither this order nor any interest herein may be assigned, in whole or in part, by Seller without the prior written consent of Buyer. Notwithstanding the above, Seller may assign any monies due or to become due to him hereunder, provided that such assignment shall not be binding upon Buyer until receipt of a copy of the assignment agreement is acknowledged and approved by Buyer in writing. 20150319CityCouncilWorkshopPacket Page 16 of 256 20150316/01 SUBCONTRACTING. Seller shall not enter into a subcontract for any part of this order, including completed or substantially completed items or major components thereof, with Buyer's written consent. Nothing in this order shall be seen as prohibiting Seller's purchase of standard commercial articles, raw materials, or other supplies specified in this order if these are typically purchased by Seller in the normal course of business. TERMINATION. Buyer may terminate or suspend performance under this order in whole or in part from time to time by sending written notice to Seller. Upon receiving notice of such action by Buyer, Seller shall immediately comply with its terms and take all reasonable steps to avoid incurring any additional costs under this order. Buyer's sole liability to Seller shall be for items completed and delivered to Buyer in accordance with this order and for Seller's reasonable costs to the date of termination, such costs being solely attributable to this order and not being recoverable from other sources. INDEMNIFICATION. Seller agrees to indemnify, defend and hold Buyer, Buyer's employees, and those for whom Buyer may act as agent harmless from (1) any and all claims and liabilities for injuries or death of persons or damages to or destruction of property; (2) any other Loss caused by or resulting from the acts or omissions of Seller, its agents, subcontractors, suppliers or employees in the performance of this order; (3) any Loss caused by or resulting from the supplies purchased under this order, (4) any intended use of products or materials provided by Seller; (5) any defective products or materials provided by Seller, including without limitation the use or disposal of hazardous and/or toxic materials, such materials to include at minimum all materials recognized by the Environmental Protection Agency as hazardous; or(6) any breach by Seller of any express or implied warranties. If Seller's work hereunder involves operations by Seller's agents, subcontractors, suppliers or employees on Buyer's premises or any place where Buyer conducts operations, Seller shall take all necessary precautions to prevent the occurrence of any injury or damage to persons or property during the progress of such work. Further, Seller shall indemnify, defend and hold Buyer, Buyer's employees, and those for whom Buyer may act as agent harmless for any injuries occurring to Seller's agents, subcontractors, suppliers or employees and Seller shall maintain public liability, property damage and employee's liability and compensation insurance sufficient to protect Buyer from any claims under any applicable law, statute, or regulation. MODIFICATION; WAIVER. No waiver or modification of this order shall be effective unless in writing and signed by both of the parties hereto. Failure of either party to enforce its rights under this order shall not constitute a waiver of such rights or any other rights. ENTIRE AGREEMENT. This order is intended by the parties as a final expression of their agreement and also as a complete and exclusive statement of the terms thereof, any prior or contemporaneous oral or written agreements as to the same subject matter notwithstanding. INVALIDITY. In the event that any provision of this order is declared invalid, illegal, or otherwise unenforceable by any tribunal or law, the remainder of the provisions shall not be affected thereby, and each term and provision not declared invalid, illegal or unenforceable shall be valid and shall be enforced to the fullest extent permitted by law. DRUG FREE WORKPLACE. By accepting this order, the Seller certifies that he shall provide a drug free workplace for his employees in accordance with the laws of the State of Georgia. 20150319CityCouncilWorkshopPacket Page 17 of 256 20150316/01 SPECIFICATIONS, PROPOSALS, BID DOCUMENTS. The documents which form the basis for this order shall include the plans and specifications and bid documents as attached hereto, together with any other documents so listed and enumerated, if any, and it is expressly understood that any special conditions listed and attached hereto are specifically made a part of this contract. APPLICABLE LAW. The provisions and performance of this purchase order shall be governed by the laws of the State of Georgia and applicable federal law. Seller agrees to bring any and all actions relating to this purchase order only in the state and federal courts located within Chatham County in the State of Georgia. APPROPRIATION. Notwithstanding any other provision hereof, this agreement shall terminate at the end of each calendar year without liability or obligation on the part of the city in any calendar year where the City has not appropriated funds for the obligations hereunder for the next calendar year. 20150319CityCouncilWorkshopPacket Page 18 of 256 20150316/01 Forrn -9 Request for Taxpayer Give form to the (Rev.October 2004) Identification Number and Certification requester. Do not rh3pertrrent of the Treaeury send to the IRS. Internal Reeenue Service ni Name(as reported on your income tax return) a m a Business name,if different from alcove 0 ac Individual/ Exempt from backup Check appropriate box: ❑ Sole proprietor ❑ Corporation ❑ Partnership ❑ Other! ❑withholding 2 Address(number,street,and apt.or suite no.) Requester's name and address(optional) . c aU 6 City,state,and ZIP code m. co.) List account number(S)here(optional) u7 Part I Taxpayer Identification Number(TIN) Enter your TIN in the appropriate box.The TIN provided must match the name given on Line 1 to avoid Social security number backup withholding.For individuals,this is your social security number(SSN).However,for a resident 1 1 1 1 1 1 alien,sole proprietor,or disregarded entity.see the Part I instructions on page 3. For other entities.it is your employer identification number(EIN).If you do not have a number,see Flow to get a Titi on page 3. or Note.if the account is in more than one name,see the chart on page 4 for guidelines on whose number Employer identification number to enter. Mil Part II Certification Under penalties of perjury,I certify that: 1 The number shown on this form is my correct taxpayer identification number(or I am waiting for a number to be issued to me),and 2. I am not subject to backup withholding because:(a)I am exempt from backup withholding.or(b)I have not been notified by the Internal Revenue Service(IRS)that I am subject to backup withholding as a result of a failure to report all interest or dividends,or(c)the IRS has notified me that I am no longer subject to backup withholding,and 3. I am a U.S.person(including a U.S.resident alien). Certification instructions.You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return, For real estate transactions,item 2 does not apply. For mortgage interest paid,acquisition or abandonment of secured property,cancellation of debt.contributions to an individual retirement arrangement(IRA),and generally, payments other than interest and dividends,you are not required to sign the Certification,but you must provide your correct TIN.(See the instructions on page 4.) Sign Signature of Here u.s.person■ Date City of Tybee Island, PO Box 2749, Tybee Island, GA 31328 912-786-4573 I (fax) 912-786-9465 What products/services do you provide to the City of Tybee Island: To whom shall we direct the Purchase Order? Sales Contact: Email: Phone# Fax# Location: To whom shall we direct Payment? A/R Contact: Email: Phone# Fax# Remittance Address: Our terms are Net 30. 20150319CityCouncilWorkshopPacket Page 19 of 256 20150316/jrl Affidavit Verifying Status for City Public Benefit Application By executing this affidavit under oath, as an applicant for a City of Tybee Island, Georgia, Business License or Occupation Tax Certificate, Alcohol License, Taxi Permit, Contract, or other public benefit as referenced in O.C.G.A. Section 50-36-1,I am stating the following with respect to my application of a City of Tybee Island: • Business License or Occupational Tax Certificate, • Alcohol License, (circle all that apply) • Taxi Permit, • Contract • Other public benefit for (printed name of natural person applying on behalf of individual, business, corporation,partnership, or other private entity). 1) I am a United States citizen. OR 2) I am a legal permanent resident 18 years of age or older or I am an otherwise qualified alien or non- immigrant under the Federal Immigration and Nationality Act, 18 years of age or older and lawfully present in the United States. * In making the above representation under oath,I understand that any person who knowingly and willfully makes a false, fictitious, or fraudulent statement or representation in an affidavit shall be guilty of a violation of Code Section 16-10- 20 of the Official Code of Georgia. Signature of Applicant Date Printed Name *Alien Registration Number for Non-citizens SUBSCRIBED AND SWORN BEFORE ME ON THIS THE DAY OF ,20 Notary Public My Commission Expires: Note: O.C.G.A. §50-36-1(e)(2) requires that aliens under the federal Immigration and Nationality Act, Title 8 U.S.C., as amended, provide their alien registration number. Because legal permanent residents are included in the federal definition of"alien", legal permanent residents must also provide their alien registration number. Qualified aliens that do not have an alien registration number may supply another identifying number below: 20150319CityCouncilWorkshopPacket Page 20 of 256 20150316/01 20150319CityCouncilWorkshopPacket Page 21 of 256 20150316/01 ATTACHMENT C MIDSOUTH BENEFITS PROPOSAL FOR BENEFITS BROKERS SERVICES 20150319CityCouncilWorkshopPacket Page 22 of 256 20150316/jrl tf / '._ ,fir. t , f � 's'. � s , 'r"l -■ I I : LO A I 'f-101,111/4,14._ ,,....p_____ /... ...„. \ It. __..... ...., ....._ . ...... _.. ... I i o �+Z .: (JLT2 r.: , N. - C-_-)"" 'er ''`"��. •∎ -F' O y� d c.4-- 1111111111,C ., Q.) I Illia ill , -0:..___:pft."4 ,. ; A 4 , a . 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CU •E CU m o f c •E c o E ,; co c ai u E C •c ac L E v v c v a o a v E • o v y a a �c +, CU a)0 CU 0. 3 ° 4 0 c • c an v an v u N E o v O Y SW SA • C C O 2 C an - a-, G a) co v, N .N W w = 5 M1• � i d 'O - >. ate+ T CL co o +, 7 a) +-! E 40. 7 0 Q CO J O T C ;F, a) -a v, t ••- C i +•' 0,5 a) .0 a) C a+ C N L aJ c O C a1 O c C +� -o CU a1 Q o .> V C •- > -0 y cri v u o a .� ;° c C O• o E O U v u u < o • _ E v f6 L O a) L CU — L ra = E Q v c a > v E 'a) a u v in v 3 ra Y 3 00 ±� L •+>-, CU •a1 CO U +�-' O a1 �O v d v O v .0 .� _ O — -a U .- a) ? C 03 O Y Q ? ,n a) N N ,- ra w ° O co rZ >. 0 ° C L �+ C CJ O) ut N •E C = C 7 C a) ++ Q CL -O L LL T ym v ++ E >. v c . a) = a , rat u, c +, 7 E L E .+ Y °0 U N _ _ _ a) r6 fa ,H ra +, +, _a ra v) }U+ fa a) a) a) L a) L co O l� C C ,Q a"' a) '. 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L CO tv ,tnn > O Y +' z L CU C RI °- '0 O L C V) O cu , U U N v-• i aJ C (a aJ v) v v [D O C C CJ L ° (o O L 0 (� r Y E aJ •a) 'O a) L U v) r+ QJ CO L CO c LE a) U co u _ y i C (o C t N 0 aJ 0 0 (a 110 O 3 "O Q- ZS O. _ L Y CO to -O � CU Y E aJ QJ °- VI -6 O L 0 CO > '> T 76 Y C ° T O O aJ O L t 4-, � 0 C > aJ Y '� aJ O CO ° T O > >- C (n C T ° CO O C a E v y °Q ° °° co o o — °>, (n CU E O (o aJ Q v) }, ICJ U 1— Q .O `o C U L Q 3 v 0 3 vs vs U f° y "° E N v Y 0 CU Y aJ o a • fl aJ v) O .0 T (SS Q a) N Y N I L O U (Lo L U O a� a aJ E cu• v N co QJ .c u " C E E v ° aJ o- o • - o 7 3 Y 3 T -O > W Y (o coJ U ( C aJ E O_ v C a v U V cu aJ a) aJ U CU Y Y L d0 "p C Y Cl.) co T L co co C aJ a1 4.0 l6 l6 ° O O> (LO CO Y (o aJ U L Y 1 L co O aJ T 0_ 0 2 7 L Y co C7 C co N C LJ t — O CI) co C O co >' v CU E °> N aJ 'E Y (o — w QJ Y• W 0 o- C (o N S] of > 00 3 -6 Y aJ 3 (SS C ti co • aJ 4-, O Y -C '^ co — Lo aJ W (n -Q C C o cu o• a, E > ° ao cc cu tto O .'^ o ° 3 3 o E z • 0 Y CO C a1 L n Y U Y T n C▪ '(a O N of aJ *' O +W t10 H IC E • ° Y Q L E C i Q O O C O LU w aJ N a y L N U v, E o v a O o •� o 0 ° L S.- o.o -° a, -a o U +, as L �_ ° E J C▪U N 0 N Y +L+ v lC -C3 0 O •— YO -° E cc3 VI i CO a) C > >� QJ Q •p +�-' v) C Cl) > (0 v) 3 .v) C O O N 0 Q 0 C N O_ �U ( v) C ° C •••• v) i +' (0 +, Q C O (o E C N 3 E LA O U v CU CU 3 w aJ U .v) L (n v) .E T c E L o -° cu a y C C C Y aJ N > - o C a., 7 o Y "O C -O O O aJ 3 t Q — -6 co U v, -0 (6 C 0 a, LE 0 C Ce tto co C E N (o Y Y v) (o CU L T E h0 U (o C v v t ,7 Y v a E C O aJ 0 °' co o v v (pa C C _ a W �.- O E Q7 °�° '- ° Q a) CO LD .� aJ 4-; o t]/J > C Y •> cu ° O_ L U C (6 +' (n fl_ +' L v O -o ••- a) .Q .L o > O O L C o — ° > E L L aJ n E cc 8. .., 00 (o — = 3 U +' +' C N a) ° aJ c ? co U C - E N m T ') E u 3 0 , Y c (o u, U 1- 0 o E u 3 0, Y U CI) C aJ bA T > a) C L -6 t aJ C -0 U Y U - Y 0 C U aJ M 0 Y Q. c0J 'o C 3 3 U > v CO DJD •i_ E ° ai + C CU i ova CO a C Y E co C Q v Y (� L V) > U L L > C C U p Y = C v Y - E ' N a T, aJ ° vi C N (B - v°- d OS U L C -° E L v 4- 0 0 0 co C O 9- t d0 E C L +�., ±' O N Q O aJ CO L > a1 Y Q — +' i L L ° v a) CU U L 0 E t]J) Y U c .(n °C° ° - N > •� C (o a) L C U O Y aJ O (6 .�, +, S Y C Y Y O cu C a) i aJ +., p tto vi M u .a a>>i .o o v 'vl v -C 0 (� a o t E —° oT c a ((o w L i 'a a o E aJ E C +' al a CO aai `O .7 U o Q O •v = o L aJ 'p" o O on >. 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U — E C VV) a) U N +, +, }, }, U c C a) c ,aO-� +O+ O (a a) v 3 3 c 0- E a '7 t 2 = 2 2 C 2 2Z Z a a a cG v) ) (n (n I D > > D > a 3 _ L O • U • a) O• ., t 3 LE o (73 V) a) 55 L * a) (0 , N Y V)V) * U * Cl L C C C a) Q t O +M-• CO +N-, a) (0 U O C L C r CU c a) E v Q >. 4_) Y •� > 'a * O C C C C J U 7 0 RS a) — v U CO t * (0 a) C U V) u C Q O E co C U U 0 aJ —' v E O — C a) c i +� a) L C L O� s N U 4J E +J (a u z J 0 N U)• to v w C 4) •`- O w 2 E a1 0o (0 C Q c C (0 O i.L a) 0 rn a) aJ c L J ,_ \ \ Q •- V) = v0i * O +' m C a1 * c)• I Q a) 7 V Q U N (0 V1) C C C V) O C C N vCi ,.>_^ N a) N -6 L l0� a) tlA a C * ut a U C (6 (6 * L L (6 C +' > O C N O V (0 C (B >. ••L .L L L 0 (^ a) U U Q C C o (0 O c Ow 3 +' �N c o > -0 -0 a 3 E E 1- V1 Vl > > as c v a) -C U o z 'O CO a, `—^ o aci o v = CU v O -C QQQaaQQQQQQamm0UUUUUUOOOwu_ 00 0 E - " >- o U •� c fa v a) v 4+ C = Q I— +, U • Forth -9 Request for Taxpayer Give form to the (Rev.October 2004) Identification Number and Certification requester.Do not Department of the 7/eatery send to the IRS. internal rt,,,e errvke c4 Name(as reported on your Income tax return) a Business name,If different from above o O ® h a o Individual/ Exempt from backup Check appropriate box: ❑ Bole proprietor IYJ Corporation 111 Partnership LJ Other Is. ❑withholding Address(number,street,and [x suite no.) Requesters name and address(optional)4S 4 LDIti7 t tom►, w City,state,and ZIP code $ Pz`�+c.•4&- ' Tr C .kf., s to List account number(s)here(optional) Part I Taxpayer Identification Number(TIN) Enter your TIN in the appropriate box.The TIN provided must match the name given on line 1 to avoid social security number backup withholding.For individuals,this is your social security number(SSN).however,for a resident I 1 4 1 4 1 I alien,sole proprietor,or disregarded entity,see the Pail I instructions on page 3.For other entities,it is your employer identification number(EIN).If you do not have a number,see How to get a TIN on page 3. Or Note.If the account is in more than one name,see the chart on page 4 for guidelines on whose number E+ Y�Identification number to enter: &I SO I SIC11$166I 1 I c) Part II Certification Under penalties of perjury,I certify that 1. The number shown on this form is my correct taxpayer identification number(or I am waiting for a number to be issued to me),and 2. I am not subject to backup withholding because:(a)I am exempt from backup withholding,or(b)I have not been notified by the Internal Revenue Service(IRS)that I am subject to backup withholding as a result of a failure to report all interest or dividends,or(c)the IRS has notified me that I am no longer subject to backup withholding,and 3. I am a U.S.person(mcluding a U.S.resident alien). Certification instructions.You must cross out item 2 above if you have been notified by the IRS that you we currently subject to backup withholding because you have failed to report at interest and dividends on your tax return.For real estate transactions,item 2 does not apply. For mortgage interest paid,acquisition or abandonment of secured property,cancelation of debt,contributions to an individual retirement arrangement(IRA),and generally,payments other than interest and dividends,you are not required to sign the Certification,but you must provide your correct TIN.(See th instructions on page 4.) Sin } / Here v @red f i�Ail x ft C / Data■ ` / City of Tybee Island, PO Box 2749, Tybee Island, GA 31328 912-786-4573 I (fax) 912-786-9465 What products/services do you provide to the City of Tybee Island: To whom shall we direct the Purchase Order? Sales Contact: PAC`v_Ai L,.,PsrVs•■•-) Email: k -VA,.rc SVN,�f-co-kV,ts ►c-R∎\s •k3 Phone# 1)170- -N3-)pRS Fax# '7v)( - 5'l4-'7D3i 91 Location: '—P Low , `i lk �+ a i ' To whom shall we direct Payment? A/R Contact: Email: H Phone# Fax# Remittance Address: f l Our terms are Net 30. 13IPage 4D 20150319CityCouncilWorkshopPacket Page 62 of 256 20150316/jrl I� I ritt t M Affidavit Verifying Status for City Public Benefit Application III By executing this affidavit under oath, as an applicant for a City of Tybee Island, Georgia, Business License or Occupation Tax Certificate, Alcohol License,Taxi Permit, Contract,or other public benefit as referenced in O.C.G.A. Section 50-36-1,I am stating the following with respect to my application of a City of Tybee Island: 0 • Business License or Occupational Tax Certificate, Pil • Alcohol License, (circle all that apply) • Taxi Permit, 1 • Contract • Other public benefit Cons7-RAcTOR --- MlD56t>T H 13Et.1CRITS for KA R C N LA C2 V I/4 (printed name of natural person applying on behalf of individual, business, corporation,partnership, or other private entity). 0 1) X I am a United States citizen. OR II 2) I am a legal permanent resident 18 years of age or older or I am an otherwise qualified alien or non- immigrant under the Federal Immigration and Nationality Act, 18 years of age or older and lawfully present in the United States. * In making the above representation under oath,I understand that any person who knowingly and willfully makes a false, fictitious,or fraudulent statement or representation in an affidavit shall be guilty of a violation of Code Section 16-10- 20 of the Official Code of Georgia. 2. N + . . Q. � Signature of Applicant 111 - -/ 5 Date II KAREN E.-ANl<t N Printed Name II * Alien Registration Number for Non-citizens SUBSCRI ED AND SWORN BEFORE ME ON THIS CHARLOTTES THOMPSON THE 'n, DAY OF ` a. . 2,) ,20 I c-, NOTARY PUBLIC COBB COUNTY, GEORGIA Notary Public ( ,m. , MY COMMISSION EXPIRES 11 My Commission Expires: ,,, CCU L 3 JULY 18, 2015 Note: O.C.G.A. §50-36-1(e)(2) requires that aliens under the federal Immigration and Nationality Act, Title 8 U.S.C., IJ as amended, provide their alien registration number. Because legal permanent residents are included in the federal definition of"alien", legal permanent residents must also provide their alien registration number. Qualified aliens that do not have an alien registration number may supply another identing number below: Ii ]4 � Page 41 20150319CityCouncilWorkshopPacket Page 63 of 256 20150316/0 CONTRACTOR AFFIDAVIT By executing this affidavit, the undersigned contractor/ subcontractor/ sub-subcontractor who is engaged in the physical performance of services under a City of College Park contract verifies its compliance with The Georgia Illegal Immigration Reform and Enforcement Act of 2011 that they are enrolled in and use E-Verify or, in the case of a contractor/ subcontractor/ sub-subcontractor who has no employees and does not intend to hire employees during the term of the contract, will provide a copy of a state-issued driver's license or ID Card issued by a U.S. state that will verify lawful immigration status. 01 SS__3_0_23 E-Verify User Identification Number E-Verify bate of Authorization Rcroi ►5-(o Ca Th kg�''t-s'Wo kinr- S r tY Name of Contract/Project 111 -Thc Name o Contracto Subcontractor/ Sub-subcontractor (Circle one) 1-ARK t 1,1 Name of Authorized Officer (.7ecj Signature of Authorized Officer SUBSCRIBED TO AND SWORN BEFORE ME ON THIS THE 01_0-)(Q_, DAY OF , 20 L55 . Notary Public C QL�,� c7-8. My commission expires on: q ;,;� I9 &C) CFL°►RLOOTTE g TMOMPSON ARY PUBLIC COBS COUNT GEORGIA MY COMMISSION EXPIRES JULY 18, 2015 RFQC-HR-050714-BBS BENEFITS BROKER SERVICES Page 7 q2 20150319CityCouncilWorkshopPacket Page 64 of 256 20150316/d _0 M O L) O N N mC VI cu I •_ C 0 N cu C O �0. O W � M a CL IA W N Q -di II, LC) lD LA O N Y _TjTT� N a o_ Y O C 7 O U T _rn M O O N +, t c +, (.3 o 4▪ a) n • o a) 7) u•f = o -C ,--1 U (() a4— a) O o t N CO a-+ c E O Y E c o •X O o (r -o - E a) -o N C (o co t Q N _• 0 a) 73 = L C •3 +, to ti b.0 U N a) _0 •- L O I— -O +'' 4_ c i O to a) C . _C L C '"' Q a) a) aH ▪ 7 O U i o L c O_ O o Q U CO 4— In o cV +, ..7_ t+, o o a) vi o 2 •1" CO Q a( }; = o a C f °o C1) E ° U a) c-I To •r° a) = +S 7 E C > a) (a D C C C 4 4 a) — (L) a) 'a U = O O (a -° E CD G) a) '� �, '3 L N " 4 O -o c c til a) ++• .N (6 O m _ E a) U a) C O n C j, c) a) ' -0 C o a 00 g ✓ 3 ;+, E 0 G) _ L a.) ra To -0 w Y O C (6 4J O _ CO Q 0. f6 N •U a, C +- c W -a o • 7 a) (v (B T 0 E• C C '+7,C O) f0 O (u 2 M of c E a v (°n a) v N O p CO Q-+ ) e) N LE aJ O Q Q c E Q. C OU -0 U L U a -0 a) f6 L > C N U O YOUR COMPANY LOGO HERE EMPLOYEE BENEFITS GUIDE FOR THE DECEMBER 2014 - NOVEMBER 2015 PLAN YEAR CLASS—ALL REGULAR FULL-TIME EMPLOYEES WORKING, ON AVERAGE 30 HOURS OR MORE PER WEEK,130 HOURS PER MONTH The following is a summary of the benefit package available to all employees in the above defined Class,working for [client name]. We are providing this information to assist you and your family in making an educated decision regarding your healthcare coverage and other benefits.For more specific details regarding the benefits,including any coverage limits and exclusions,you should consult the Certificate of Coverage issued for each benefit plan. Please review all of your options in this packet and contact your Office Manager if you have any questions. ii. SEE INSIDE FOR YOUR BENEFITS & PREMIUMS EFFECTIVE 12/01/2014 20150319CityCouncilWorkshopPacket Page 67 of 256 20150316/jrl Disclaimer Please read this document and the Insurer's Certificates of Coverage to learn about your Plan benefits.Please keep your Plan documents in a safe place for future reference.Please note that this document does not provide any substantive rights to benefits that are not included in the Insurer's Certificate of Coverage. If you have any questions regarding the Plan,including whether you are eligible to participate in the Plan, please contact your Human Resources Department.If you have questions regarding benefits payable under the Plan,please contact the Insurer. [client name]is not responsible for the processing of claims and payment of benefits under the Plan. The information in this Employee Benefits Guide is intended to only provide you with a brief overview of each plan's administrative provisions, highlights and benefits. Please consult each Insurer's Certificate of Coverage for the complete details on exclusions,benefits,covered charges, limitations,waiting periods and pre-authorization requirements that may apply. The information in this document is not binding. If there are any discrepancies between the information in this Employee Benefits Guide and the Insurer's Certificate of Coverage,the Insurer's Certificate of Coverage will prevail and govern how the benefits are provided and administered. Premium contributions are paid in part by[client name]out of its general assets and in part by employees through pre-tax contributions. Any refund,rebate,dividend,experience adjustment,or other similar payment under a group insurance contract entered into between the company and the Insurer will be allocated,if permitted by law,to reimburse the company for premiums that it has paid. [client name] may modify, amend or terminate the entire Plan or any benefits under the Plan at any time at its sole discretion. The right to modify, amend or terminate also applies to the insurance contract between [client name] and the Insurer. Any modification, amendment, or termination will be communicated to participants under the Plan. Neither this document nor any benefit plan document constitutes a contract of employment between you and [client name] or any other arrangement indicating that you will be employed for any specific period of time. 20150319CityCouncilWorkshopPacket Page 68 of 256 20150316/jrl TABLE OF CONTENTS DISCLAIMS PAGE PAGE 2 THINGS YOU SHOULD KNOW ABOUT OUR PLAN PAGE 4 PLAN CHANGES FOR OUR 2014-2015 PLAN YEAR PAGE 4 HIPAA PRIVACY PRACTICES PAGE 4 ELIGIBILITY&ENROLLMENT FOR BENEFITS PAGE 4 COVERAGE EFFECTIVE DATE PAGE 6 COVERAGE TERMINATION DATE PAGE 6 CONTINUATION OF COVERAGE PAGE 6 SPECIAL ENROLLMENT RIGHTS PAGE 7 PRE-TAX PREMIUMS(SECTION 125 PREMIUM ONLY CAFETERIA PLAN) PAGE 8 MEDICAL PLAN SUMMARY OF BENEFITS PAGE 9 OTHER MEDICAL PLAN PROVISIONS PAGE 12 MEDICARE PART D DISCLOSURE NOTICE PAGE 14 VISION PLAN SUMMARY OF BENEIFITS PAGE 15 DENTAL PLAN SUMMARY OF BENEFITS PAGE 16 BASIC LIFE AND ACCIDENTAL DEATH&DISMEMBERMENT SUMMARY OF BENEFITS PAGE 18 LONG TERM DISABILITY SUMMARY OF BENEFITS PAGE 19 VALUE-ADDED SERVICES-WILL&LEGAL SERVIVCES PAGE 20 VALUE-ADDED SERVICES-EMPLOYEE ASSISTANCE PROGRAM PAGE 20 VALUE-ADDED SERVICES-TRAVEL ASSISTANCE PROGRAM PAGE 21 PREMIUM INFORMATION PAGE 22 FOR ASSISTANCE-CONTACT INFORMATION PAGE 23 CHILDREN'S HEALTH INSURANCE PROGRAM(CHIP)NOTICE PAGE 24 SUMMARY PLAN DESCRIPTION PAGE 26 If you and/or any one of your dependents are eligible for Medicare or will become eligible for Medicare in the next 12 months, a Federal law gives you more choices about your prescription drug coverage. Please see page 14 for more details. 20150319CityCouncilWorkshopPacket Page 69 of 256 20150316/jrl THINGS YOU SHOULD KNOW ABOUT YOUR HEALTH&WELFARE BENEFITS THROUGH iclient name] Our Plan provides benefits, to you, your spouse/domestic partner and dependents,for which you(and they)are eligible for and enrolled. Included in this document are benefit highlights for the various benefits available under our Plan. For a detailed description of the benefits provided, please review the insurer's Certificate of Coverage for each benefit in which you are enrolled.It is your responsibility to understand _ your benefits under the Plan and to ask questions if you need r more information. [client name] reserves the right to WHEIN HH terminate, amend or eliminate any and all benefits under our ow WHO Plan. Benefits are no longer payable if your coverage is terminated for any reason. The Plan reserves the right to recover W H' " I" overpayments of benefits or benefits paid in error through } WHERE the rights of subrogation and reimbursement as described WHAT more fully in the insurer's Certificate of Coverage. Please review the Certificates of Coverage carefully for information on other situations that may affect your right to receive benefits under the Plan, such as applicable deadlines for submitting claims.The insurer is responsible for reviewing and deciding all benefit claims in accordance with its reasonable claims procedures, as required by ERISA and other applicable law. The Certificate of Coverage provides more information about the insurer's claims procedures, including information on how to file a claim. Plan Changes for our 2014-2015 Plan Year 1. Premium increases will apply to both our medical and dental premiums (See page 23 for premiums and your bi-weekly contribution amount) 2. Our medical plan will no longer include a pre-existing condition exclusion period, regardless of whether health care services or treatment for a pre-existing condition were incurred in-network or out-of-network. 3. Benefits paid for preventive care under our dental plan will no longer be applied towards the$1,000 annual maximum benefit. The annual maximum benefit will only apply to the Basic and Major services combined. HIPAA Privacy Practices HIPAA requires that organizations follow certain privacy practices regarding your protected personal health information (PHI). PHI is defined as your individually identifiable health information that is created or received by the company's various welfare benefit insurers. You have specific rights with respect to the use and disclosure of your PHI. The insurers are required by law to maintain the privacy of medical information about you and your covered dependents and to provide you with notice about their legal duties and privacy practices with respect to this information.When applicable,you will find the Insurer's Notice of their Privacy Practices for Protected Health Information within the Certificate of Coverage. Eligibility and Enrollment for Benefits To be eligible for benefits you must be an active,regular full-time employee who regularly works a minimum of 30 hours per week for[client name]. You are eligible to enroll for benefits on your date of hire(this is referred to as your initial eligibility date). For benefits that require your contribution towards the premium,you must enroll within 30 days following your date of hire (this is referred to as your initial enrollment period),otherwise you will be considered a Late Enrollee and must wait until the next annual open enrollment period if you later decide to enroll. 4 20150319CityCouncilWorkshopPacket Page 70 of 256 20150316/jrl Eligibility and Enrollment for Benefits-continued Dependents must also be enrolled within 30 days following your date or hire,or if later,within 30 days after they initially become eligible as your dependent,otherwise they will be considered a Late Enrollee and must wait until the next annual open enrollment period if you later decide to enroll them. You may elect to waive the dental insurance for your eligible child until 30 days after the child's third birthday. If request for dental coverage if more than 30 days after your child's third birthday,you must wait until the next annual enrollment period to elect this coverage. NOTE:If you experience a qualified family status change,you may be able to enroll or change your benefit election under the medical, dental and vision plans before the next annual open enrollment period under the Special Enrollment Rights. Special Enrollment Rights may also apply if you or your dependents declined enrollment in the medical and/or dental plans due to having other similar coverage and that other coverage is lost. See the Special Enrollment Rights section on page 7 and consult your medical and dental Certificate of Coverage for more information. If you are enrolled for the coverage,the following family members may also be eligible for coverage: For the Medical Plan:a) the employee's legal spouse or a domestic partner*, and b) the employee's or spouse's children, including natural children, stepchildren, newborn, legally adopted children, children for whom the employee or spouse is a legal guardian, and children who the employer has determined are covered under a Qualified Medical Child Support Order. Such children are eligible from birth to their 26th birthday. Children who are mentally or physically handicapped and totally dependent on you for support, regardless of age, with the exception of incapacitated children age 26 or older. To be eligible for coverage as an incapacitated dependent, the dependent must have been covered under this plan prior to reaching age 26. For the Dental Plan:a)the employee's legal spouse or a domestic partner*,b)the employee's natural or legally adopted child, if the child is not in the Armed Forces of any country; and is less than 26 years of age. The term "child" also includes a stepchild who receives principal support from the employee, a foster child(under legal guardianship of the employee or the employee's spouse) who lives and receives principal support from the employee(and is approved in writing by the insurer),and c)a child who is incapable of self-support because of a Developmental Disability or Physical Handicap and is dependent on the employee for primary support. For the Vision Plan:a)the employee's legal spouse or a domestic partner*,b)the employee's children, including stepchild, foster children, legally adopted children, children legally placed in the employee's home for adoption and children under the employee's legal guardianship. Such children are eligible from birth to their 26th birthday, regardless of their student, financial dependency,marital or residency status,and c) each unmarried child at least 26 years of age:who is primarily dependent upon the employee or the employee's spouse for support and maintenance because the child is incapable of self- sustaining employment by reason of mental incapacity or physical handicap; who was so incapacitated and is an insured person under the policy on his/her 26th birthday; who has been continuously so incapacitated since his/her 26th birthday. *For the definition of a Domestic Partner, or Domestic Partnership as defined under each benefit plan, see the Certificate of Coverage issued by the insurer for that particular benefit plan. NOTE: No employee may be enrolled under any Benefit Plan as both an employee and as a dependent. If both parents are employees of [client name],a dependent child may be covered for benefits under only one parent. 20150319CityCouncilWorkshopPacket Page 71 of 256 20150316/jrl An individual who is a child of a covered employee shall be enrolled for coverage under the group medical and/or dental plan in accordance with the direction of a Qualified Medical Child Support Order (QMCSO). You or your dependent may contact the Office Manager for more information on the Plan's procedures for determining whether a child support order is a qualified medical support child order(QMSCO). This information is available free of charge. Your Coverage Effective Date If you meet the definition of an eligible employee as defined on page 4;are enroll within 30 days of your initial eligibility date, and pay the required premium(when your contribution towards the premium is required)your coverage will be effective on your date of hire if you are actively at work on that date. If you are electing coverage, for which you are eligible for, during an annual open enrollment period,your coverage or any change in coverage will be effective on the later of: a) The first day of the next Plan Year,or b) The first of the month following the date the carrier approves your Evidence of Insurability (EOI), if EOI is required. The above assumes you pay the required premium,when your contribution towards the premium is required. If you are not Actively At Work on the day that your insurance, or any increase in insurance,would otherwise be effective, then your insurance or increase in insurance will be subject to a Deferred Effective date.This applies even if you elect coverage during an annual open enrollment period. For the definition of"Actively At Work" and the Deferred Effective date,consult the insurer's Certificate of Coverage. Note,a deferred effective date provision does not apply to the medical coverage. A different coverage effective date may apply if you are enrolled due to Special Enrollment Rights. See the Special Enrollment Rights section on page 7 and consult the insurer's medical and dental Certificate of Coverage for more information Your Dependent's Coverage Effective Date If your dependent meets the definition of an eligible family member as defined on page 5; is enrolled within 30 days of your initial eligibility date, and you pay the required premium (when your contribution towards their premium is required),their coverage will be effective on your date of hire. If you are electing coverage, for which your dependent(s) are eligible for, during an annual open enrollment period, their coverage or any change in coverage will be effective on the later of: a) The first day of the next Plan Year,or b) The first day of the month following the date the carrier approves their Evidence of Insurability (EOI), if EOI is required. The above assumes you pay the required premium,when your contribution towards the premium is required. A different coverage effective date may apply if your dependent is enrolled due to Special Enrollment Rights. See the Special Enrollment Rights section on page 7 and consult the insurer's medical and dental Certificate of Coverage for more information. Coverage Termination Date Your Life/ADD and Disability coverage terminates when your employment with [client name]terminates. If enrolled for the medical, dental and/or vision coverage, your coverage terminates at the end of the month in which your employment with [client name]ends. Coverage may also terminate in other circumstances, such as failure to pay required premiums, failing to meet eligibility requirements,submitting fraudulent claims and other reasons described in the insurer's Certificate of Coverage. Coverage for your spouse and dependents terminates when your coverage ends and for other reasons described in the Certificate of Coverage,such as divorce or reaching the Plan's limiting age for dependents. Continuation of Coverage ❑ If your coverage or the coverage of your dependent(s) terminates because of certain reasons, you may be eligible for continuation of coverage based on certain policy or administrative provisions, including: those under State Continuation Rights or COBRA (whichever is applicable),a Conversion Privilege,Waiver of Premium or during a leave of absence from employment due to disability, active duty military service (USERRA) or other approved leave of absence. To find out which, if any, continuation rights apply to you and/or your dependents, consult the insurer's Certificate of Coverage or contact your Office Manager. 6 20150319CityCouncilWorkshopPacket Page 72 of 256 20150316/jrl ❑ Special Enrollment Rights If you declined enrollment in the medical and/or dental plan for yourself and/or your dependents (including your spouse) solely because of having other health or dental insurance or group health or dental coverage, you may be able to enroll yourself and/or your dependents in the medical or dental plan available through [client name] during a Special Enrollment Period if you and/or your dependents have: a)exhausted COBRA benefits, b)lost eligibility for that other coverage,or c)in regards to the medical plan,stop receiving employer contributing towards the cost of that other coverage. However,you must request enrollment within 30 days after your or your dependents' other coverage ends (or after the employer stops contributing towards the other medical coverage). Coverage will be effective on the date of the request for enrollment, provided all premium contribution requirements have been met. In addition, if you have a new dependent as a result of one of these events: marriage, birth, adoption, or placement for adoption, you may be able to enroll yourself and your dependents in the medical, dental and vision plans during a Special Enrollment Period. However, you must request enrollment within 30 days after the marriage, birth, adoption, or placement for adoption. If properly enrolled, coverage will be effective on the date of the event, provided all premium contribution requirements have been met. To elect benefits or make a benefit election change as allowed under the Special Enrollment Rights, contact your Office Manager for assistance. ❑ Medicaid and CHIP Special Enrollment/Special Enrollee Rights Eligible Employees and Dependents may also enroll in the [client name] medical plan prior to the next Annual Open Enrollment Period under two additional circumstances: 1) the Employee's or Dependent's Medicaid or Children's Health Insurance Program (CHIP) coverage is terminated as a result of loss of eligibility; or 2) the Employee or Dependent becomes eligible for a premium subsidy (state premium assistance program) under Medicare or CHIP. The Employee or Dependent must request the Special Enrollment within 60 days of the loss of Medicaid or CHIP coverage, or within 60 days of when they become eligible for the premium subsidy. If you apply within 60 days of the date Medicaid or CHIP coverage is terminated or within 60 days of the date the Member is determined to be eligible for employment assistance under a state Medicaid or CHIP plan,coverage will start no later than the first day of the month following receipt of your enrollment request. For more information on Medicaid and the Children's health Insurance Program (CHIP) and the availability of premium subsidies in your state,see page 25 of this Guide. Victim of Family Violence The laws of the State of Georgia prohibit insurers from unfairly discriminating against any person based upon his or her status as a victim of family violence. 20150319CityCouncilWorkshopPacket Page 73 of 256 20150316/jrl Pre-Tax Premiums(Section 125 Premium Only Cafeteria Plan) Your portion of your medical, dental and vision premiums will be paid with pre-tax dollars (except for premiums to cover a domestic partner)unless you submit in writing on the appropriate form,to your Office Manager at[client name] that you want these premiums deducted on an after-tax basis. With the pre-tax feature,your premiums are subtracted from your gross pay before taxes are determined. By doing this, your taxable pay is reduced so you pay less in taxes. However, you should be aware that premiums deducted on a pre-tax basis will also reduce your Social Security and Medicare wages for future benefit purposes. Because this pre-tax feature impacts what you pay in taxes,the IRS has specific regulations that affect when you can make changes to your election for these Plans. Once enrolled in the Plan,your election for coverage under the medical,dental and vision plans cannot be changed during the Plan Year unless you experience a qualified Change in Election Event.If you experience a qualified Change in Election Event, you may change certain elections so long as the election change is on account of and consistent with the Change in Election Event. A change in a benefit election is considered"consistent with a change in status"only if the change in status results in the employee,spouse,or dependent child gaining or losing eligibility for coverage under our Plan or the same type of coverage sponsored by the employee's spouse or dependent's employer, and the change in your benefit election corresponds with such a gain or loss of coverage. Listed below are some events that may enable you to change elections mid-year. You should contact your Office Manager to determine whether or not your change in election event qualifies. • Change in your legal marital status • Significant reduction in coverage • Change in your number of dependents • Significant change in coverage cost • Your spouse or dependent satisfies or ceases to satisfy • Court judgments,decrees or orders regarding dependent Eligibility Requirements insurance coverage for spouses or dependents • Change in the place of residence or work of the • Change in coverage of spouse or dependent under employee,spouse or dependent their Employer's Plan • Addition or elimination of Benefit Plan • You become eligible for Medicare or Medicaid • Change in your employment status or the employment status of your spouse or dependent(e.g.,termination or commencement of employment,from full-time to part-time or vice versa,LOA,etc.) If a Change in Election Event(including a Change in Status)occurs,you must inform the your Office Manager and complete a new Section 125 Election Form within 30 days of the occurrence. N If you do not wish to have your premiums deducted on a pre-tax basis, you must submit a written request on the appropriate form to your Office Manager prior to the start of the Plan Year.To obtain the appropriate form,contact your Office Manager. ▪ Due to IRS regulations,premiums for coverage of a domestic partner must be deducted on an after-tax E basis. 441 20150319CityCouncilWorkshopPacket Page 74 of 256 20150316/jrl BLUE CROSS BLUE SHIELD OF GA MEDICAL PLAN CONTRIBUTORY PLAN Medical Group# All benefits are subject to the calendar year deductible, except those with in-network copays, unless otherwi noted. All calendar year maximum visit/day limits are combined between in-network and out-of-network unless otherwise noted. In addition to copays, members are responsible for the deductibles and any applicable coinsurance. Members are also responsible for all costs over the plan maximums. Some services may require pre-certification before services are provided. When using out-of-network providers, members are responsible for any difference between the Maximum Allowed Amount and the amount the provider actually charges, as well as any copays, deductibles and/or applicable coinsurance. This Plan uses the Blue Open Access POS Network. Deductibles,Coinsurance and Maximums In-Network Benefit Level Out-of-Network Benefit Level Calendar Year Deductible* •Individual $2,500 $5,000 •Family $7,500 $15,000 Coinsurance Member pays 20% Member pays 40% Plan pays 80% Plan pays 60% Calendar Year Out-of-Pocket Maximum* (includes calendar year deductible) •Individual $7,500 $15,000 •Family $22,500 $45,000 Lifetime Maximum Unlimited Unlimited *Deductibles and out-of-pocket maximums are added separately for in-network and out-of-network services and cannot be combined.One family member may reach his or her Individual deductible and be eligible for coverage on health care expenses before other family members. Each family member's deductible amount also goes toward the Family deductible and out-of- pocket maximum. Not everyone has to meet his or her deductible and out-of-pocket maximum for the family to meet theirs. When the Family deductible is met, all family members can access coverage for health care expenses. The following do not apply to the out-of-pocket maximums: copayment amounts, non-covered items and any member cost shares for pharmacy Covered Services In-Network Benefit Level Out-of-Network Benefit Level Preventive Care Services for Children and Adults (preventive care services that meet the requirements of federal and state law,including certain screenings, immunizations and physician visits) Member pays 30%after Member pays 0% deductible •Well-child care,immunizations (not subject to deductible) (deductible waived through •Periodic health examinations age 5) •Annual gynecology examinations •Prostate screenings Physician Office Visits for Illness and Injury(including labs,x-rays,and diagnostic procedures) •Primary Care Physician(PCP)* $25 copayment OB/GYN $25 copayment Member pays 40%after •OB / deductible •Specialist Physician $50 copayment *Also applies to services rendered at Retail Health Clinics 20150319CityCouncilWorkshopPacket Page 75 of 256 20150316/jrl Covered Services In-Network Benefit Level Out-of-Network Benefit Level Maternity Physician Services •1st Prenatal visit $25 copayment Member pays 40%after deductible •Global obstetrical care(prenatal,delivery and Member pays 20%after deductible Member pays 40%after postpartum services) deductible Telemedicine Services $25 PCP copayment or Member pays 40%after $50 Specialist copayment deductible Allergy Services •Office visits,testing and the administration of allergy $25 PCP copayment or Member pays 40%after injections $50 Specialist copayment deductible Member pays 40%after •Allergy injection serum Member pays 20%after deductible deductible Office Surgery(surgery and administration of general Member pays 20%after deductible Member pays 40%after anesthesia) deductible Office Therapy Services •Physical Therapy and Occupational Therapy: 20-visit benefit period maximum combined $25 copayment Member pays 40%after •Speech Therapy:20-visit benefit period maximum deductible •Chiropractic Care/Manipulation Therapy: 20-visit benefit period maximum Other Therapy Services(chemotherapy, radiation therapy,cardiac rehabilitation[36-visit Member pays 20%after deductible Member pays 40%after benefit period maximum]and deductible respiratory/pulmonary therapy) Advanced Diagnostic Imaging(MRI,MRA,CT Member pays 20%after deductible Member pays 40%after Scans and PET Scans) deductible Urgent Care Services $60 copayment Member pays 40%after deductible Emergency Room Services •Life-threatening illness or serious accidental injury only $150 copayment;then member pays $150 copayment;then member •The ER copayment will be waived if admitted to the 20% pays 20% hospital Outpatient Facility Services •Surgery facility/hospital charges Member pays 40%after •Diagnostic x-ray and lab services Member pays 20%after deductible deductible •Physician services(anesthesiologist,radiologist, pathologist) Inpatient Facility Services •Daily room,board and general nursing care at semi-private room rate,ICU/CCU charges;other medically necessary hospital charges such as Member pays 40%after diagnostic x-ray and lab services; newborn nursery Member pays 20%after deductible deductible care •Physician services(anesthesiologist,radiologist, pathologist) Skilled Nursing Facility Member pays 20%after deductible Member pays 40%after •150-day benefit period maximum deductible 10 20150319CityCouncilWorkshopPacket Page 76 of 256 20150316/jrl Covered Services In-Network Benefit Level Out-of-Network Benefit Level Mental Health/Substance Abuse Services(*services must be authorized by calling 1-800-292-2879) •Inpatient mental health and substance abuse services* Member pays 20%after Member pays 40%after (facility and physician fee) deductible deductible Member pays 20%after Member pays 40%after •Partial Hospitalization Program(PHP)and Intensive Me p Y Outpatient Program(IOP)*(facility and physician fee) deductible deductible Member pays 40%after •Office/Outpatient mental health and substance abuse $25 copayment services (physician fee) deductible Home Health Care Services 400-visit benefit period maximum $25 copayment Member pays 40%after deductible Hospice Care Services • Inpatient and outpatient services covered under the Member pays 0% Member pays 30%after hospice treatment program (not subject to deductible) deductible Durable Medical Equipment(DME) Member pays 20%after Member pays 40%after deductible deductible Ambulance Services(covered when medically necessary) Member pays 20%after Member pays 20%after deductible deductible Prescription Drugs(Option A) Note:If a member receives a brand name drug that falls on Tier 2 or Tier 3 that has a generic equivalent available,the member pays the Tier 1 copay,plus the difference in cost between the brand drug and generic drug. This applies even when physician indicates DAW(dispense as written)or obtains an authorization. •Retail Drugs-Tier 1(30 day supply) $15 copayment •Retail Drugs-Tier 2(30 day supply) $35 copayment •Retail Drugs-Tier 3(30 day supply) $60 copayment •Retail Drugs-Tier 4(Specialty Drugs)(30-day supply) Member pays 20%,up to a$200 maximum per prescription drug; $3,000 RX out-of-pocket maximum per member,per benefit period. •Home Delivery Maintenance Drugs-Tier 1 (90 day $15 copayment supply) •Home Delivery Maintenance Drugs-Tier 2(90 day $70 copayment supply) •Home Delivery Maintenance Drugs-Tier 3(90 day $180 copayment supply) •Home Delivery Maintenance Drugs-Tier 4(Specialty Member pays 20%,up to a$200 maximum per prescription drug; Drugs)(90 day supply) $3,000 RX out-of-pocket maximum per member,per benefit period. Retail and Home Delivery maintenance drug coverage is provided at one of four tier levels in accordance with the Formulary Drug List. Members must file a claim form for reimbursement when using an out-of-network pharmacy. Specialty drugs can only be obtained from a Specialty Pharmacy. See the following page for Tier definitions. The above is just a highlight of the benefits provided under our Medical Plan. For a complete list of all contract/policy exclusions, limitations,benefits and benefit restrictions or waiting periods,please refer to the insurer's Certificate of Coverage for this Plan. 20150319CityCouncilWorkshopPacket Page 77 of 256 20150316/jrl Prescription Drug Tier Definitions Tier 1 - These drugs have the lowest copayment. This tier will contain low cost or preferred medications. This tier may include generic, single source brand drugs,or multi-source brand drugs. Tier 2 - These drugs will have a higher copayment than tier 1 drugs. This tier will contain preferred medications that generally are moderate in cost. This tier may include generic,single source,or multi-source brand drugs. Tier 3 - These drugs will have a higher copayment than tier 2 drugs. This tier will contain non-preferred or high cost medications. This tier may include generic,single source brand drugs,or multi-source brands drugs. Tier 4 - Tier 4 Prescription Drugs will have a higher Coinsurance or Copayment than those in Tier 3. This tier will contain Specialty Drugs. Summary of Limitations and Exclusions Your Certificate Booklet will provide you with complete benefit coverage information.Some key limitations and exclusions, however,are listed below: •Routine physical examinations necessitated by employment,foreign travel or participation in school athletic programs •Non-emergency use of the emergency room •Removal/extraction of impacted teeth •Private duty nursing •Care or treatment that is not medically necessary •Cosmetic surgery,except to restore function altered by disease or trauma •Dental care and oral surgery; except for accidental injury to natural teeth, treatment of TMJ and radiation for head and neck cancer •Occupational related illness or injury •Treatment,drugs or supplies considered experimental or investigational •Smoking cessation products See Certificate Booklet for Complete Details It is important to keep in mind that this material is a brief outline of benefits and covered services and is not a contract. Please refer to your Certificate of Coverage (the contract) for a complete explanation of covered services, limitations and exclusions. This Plan uses the BCBS Blue Open Access POS Network. • OTHER MEDICAL PLAN PROVISIONS INCLUDE: Patient Protection Act ❑ Choice of Primary Care Physician This Plan does not require that you select a specific Primary Care Provider to coordinate your care. However,you will pay a lower in-network copy if you use a Designated Network Provider over simply a Network Provider. ❑ Access to Obstetrical and Gynecological(OB/GYN)Care You do not need a referral from a Primary Care Provider nor prior authorization from UHC to obtain access to obstetrical or gynecological care from a health care professional in our network who specializes in obstetrics or gynecology.However,you will pay a lower in-network copay if you use a Designated Network Provider over simply a Network Provider. ❑ Emergency Care There is no prior authorization requirement for emergency services in a true emergency,even if the emergency services are provided by an out-of-network provider.Medically necessary services will be covered whether the care is rendered by an In- Network Provider or an Out-of-Network Provider. Emergency Care rendered by an Out-of-Network Provider will be covered as an In-Network service,however the Member may be responsible for the difference between the Out-of-Network Provider's charge and the Maximum Allowed Amount, in addition to any applicable Coinsurance, Copayment or Deductible. For more information on how Emergency Care and Emergency Services are covered under our medical plan, consult the insurer's Certificate of Coverage. 12 20150319CityCouncilWorkshopPacket Page 78 of 256 20150316/jrl OTHER MEDICAL PLAN PROVISIONS INCLUDE:(continued) Preventive Services Preventive Care Services, as outlined in the insurer's certificate of coverage, shall meet requirements as determined by federal and state law. Many preventive care services are covered by this plan with no Deductible, Copayments or Coinsurance from the Member when provided by a Network Provider. Covered Services fall under four broad categories as shown below: A. Evidence-based items or services that have in effect a rating of "A" or "B" in the current recommendations from the United States Preventive Services Task Force; B. Immunizations for children,adolescents,and adults that have in effect a recommendation from the Advisory Committee on Immunization Practices of the Centers for Disease Control and Prevention; C. Evidence-informed preventive care and screenings provided for infants,children and adolescents as provided for in the comprehensive guidelines supported by the Health Resources and Services Administration. This includes well baby and well child care;and D. Additional preventive care and screening for women provided for in the guidelines supported by the Health Resources and Services Administration For a list of all covered preventive care services, review the Preventive Care Services Brochure available on HR Connection, or request a copy from your Human Resources Department. You may also call Customer Care using the number on your medical ID card for additional information about these services or view the federal government's web sites: http://www.healthcare.gov/center/regulations/prevention.html,and http://www.cdc.gov/vaccines/recs/acip/. Women's Health and Cancer Rights Act For individuals receiving mastectomy-related benefits, coverage will be provided in a manner determined in consultation with the attending physician and the patient.The Women's Health and Cancer Right s Act requires that all health insurance plans that cover mastectomy also cover the following medical care: • All stages of reconstruction of the breast on which the mastectomy was performed; • Surgery and reconstruction of the other breast to produce a symmetrical appearance; • Prostheses and treatment of physical complications of the mastectomy,including lymphedema. These benefit will be provided subject to the same deductibles and coinsurance applicable to other medical and surgical benefits provided under this plan and described on pages 10-15 of this Guide. Mental Health Parity and Addiction Equity Act A group health plan that provides mental health and substance abuse benefits cannot impose special caps or limits on these benefits. Treatment limits and cost sharing,including deductibles,co-pays,coinsurance,and out-of-pocket expenses cannot be more restrictive than the most common or frequent rules that apply to all other medical and surgical benefits provided under the plan. Newborns'and Mothers'Health Protection Act Under federal law,our medical plan may not restrict benefits for any hospital length of stay in connection with childbirth for the mother or newborn to less than forty-eight hours following vaginal delivery,or less than ninety-six(96)hours following a cesarean section. However,federal law generally does not prohibit the mother's or newborn's attending Provider, after consulting with the mother, from discharging the mother or her newborn earlier than forty-eight (48) hours, or ninety-six (96) hours, as applicable. In any case,as provided by federal law,our medical plan may not require that a Provider obtain authorization from the insurer before prescribing a length of stay which is not in excess of forty- eight (48) hours for a vaginal delivery or ninety-six(96)hours following a cesarean section. 20150319CityCouncilWorkshopPacket Page 79 of 256 20150316/jrl Medicare Part D for Prescription Drugs - DISCLOSURE NOTICE TO ALL MEDICARE ELIGIBLE INDIVIDUALS, INCLUDING SPOUSES AND DISABLED DEPENDENT CHILDREN PLEASE READ THIS SECTION CAREFULLY IF YOU ARE ENROLLED OR ARE CONSIDERTING ENROLLING IN OUR GROUP MEDICAL PLAN. If you are an employee,spouse or dependent child who is Medicare eligible,the following information may apply to you. This is information about your current prescription drug coverage options through [client name]and options under Medicare's prescription drug coverage. If you are considering joining a Medicare drug plan, you should compare the prescription drug coverage available under the [client name] Health Plan, including which drugs are covered at what cost, with the coverage and costs of the plans offering Medicare prescription drug coverage in your area. There are two important things you need to know about the drug coverage available under the [client name] Health Plan and Medicare's prescription drug coverage: First, Medicare prescription drug coverage became available in 2006 to everyone with Medicare. You can get this coverage if you join a Medicare Prescription Drug Plan or join a Medicare Advantage Plan (like an HMO or PPO) that offers prescription drug coverage. All Medicare drug plans provide at least a standard level of coverage set by Medicare. Some plans may also offer more coverage for a higher monthly premium. Second, Blue Cross Blue Shield has been determined that the prescription drug coverage offered under the [client ngame]Health Plan is,on average for all plan participants,expected to pay out as much as standard Medicare prescription drug coverage pays and is therefore considered Creditable Coverage. Because the [client name]prescription drug coverage through BCBS is Creditable Coverage,you can keep this coverage and not pay a higher premium(a penalty) if you later decide to join a Medicare drug plan. You can join a Medicare drug plan when you first become eligible for Medicare and each year from October 15th through December 7th. However, if you lose your current creditable prescription drug coverage, through no fault of your own, you will also be eligible for a two(2)month Special Enrollment Period(SEP)to join a Medicare drug plan. If you or your covered dependent decide to join a Medicare drug plan, the coverage through [client name]will be affected.If you or your dependent enroll in a Medicare prescription drug plan,you/they will still be eligible to receive all of your current medical and prescription drug benefits; however, you should be aware that the [client name] medical plan will pay all benefits after Medicare,including your prescription drug benefits. Your current coverage through [client name] pays for other health expenses in addition to prescription drugs. You cannot drop your prescription drug coverage through [client name] without losing ALL your medical benefits. If you decide to drop your current prescription drug (and medical) coverage through[client name] and enroll in Medicare prescription drug coverage,you may enroll back into the [client name]health plan during an annual open enrollment period, or earlier if you qualify for Special Enrollment Rights. Please see page 11 of this document for a description of the current prescription drug benefits. When Will You Pay A Higher Premium(Penalty)To Join A Medicare Drug Plan? You should also know that if you drop or lose your current coverage through [client name]and don't join a Medicare drug plan within 63 continuous days after your current coverage ends, you may pay a higher premium (a penalty) to join a Medicare drug plan later. If you go 63 continuous days or longer without creditable prescription drug coverage,your monthly premium may go up by at least 1% of the Medicare base beneficiary premium per month for every month that you did not have that coverage.For example, if you go nineteen months without creditable coverage, your premium may consistently be at least 19% higher than the Medicare base beneficiary premium. You may have to pay this higher premium (a penalty) as long as you have Medicare prescription drug coverage.In addition,you may have to wait until the following October to join. For More Information About This Notice Or Your Current Prescription Drug Coverage... Contact the Office Manager at[client name]. You'll get this notice each year. You will also get it before the next period you can join a Medicare drug plan, and if this coverage through your employer changes. You also may request a copy of this notice at any time. 20150319CityCouncilWorkshopPacket Page 80 of 256 20150316/jrl lie EYEMED r P VISION PLAN VOLUNTARY-100%CONTRIBUTORY PLAN GROUP# Iti % L li E D ' 7 C C 7' I IN-NETORK OUT-OF- MEMBER COSTS NETWORK REIMBURSEMENT Exam With Dilation as Necessary $10 copay Up to$30 MORE FOR The Contact Lens Fit and Follow Up(contact lens Fit and Follow Up visits are available once LESS...... a comprehensive eye exam has been completed) Standard Contact Lens Fit&Follow Up Up to$55 N/A Premium Contact Lens Fit&Follow Up 10%off retail N/A Retinal Imaging Up to$39 N/A Frames $0 copay;$130 allowance;then Up to$65 20%off retail price over$130 Standard Plastic Lenses 4 .3„,,,; 0 Single Vision $25 copay Up to$25 Bifocal $25 copay Up to$40 OFF Trifocal $25 copay Up to$60 Lenticular $25 copay Up to$60 Lom lele pair Standard Progressive Lens $90 Up to$40 of prescription Premium Progressive Lens* eyeglasses Tier 1 $116 Up to$40 Tier 2 $122 Up to$40 2 Tier 3 $128 Up to$40 0 Tier 4 $90,then 80%of charge less Up to$40 OFF $120 allowance Nonrprescri ptian Lens Options*(paid by the member and added to the base price of the lens) UV Treatment $15 N/A Sunglasses Tint(Solid and Gradient) $15 N/A Standard Scratch Resistant Coating $15 N/A Standard Polycarbonate(Adults) $40 N/A 2 0 OFF Standard Polycarbonate(Kids under 19) $40 N/A Standard Anti-Reflective Coating $45 N/A Remaining balance Photochromic/Transitions $75 N/A beyond plan coverage Polarized 20%off retail price N/A Other Available Add-on Lens Options _ 20%off retail price N/A T-n! :s:aunt are for in- Contact Lenses In lieu of any other Lens benefit during same benefit period -ekrark prodders only $0 copay,$130 allowance;then Up to$104 Conventional Lens 15%off retail price over$130 Disposable Lens $0 copay,$130 allowance;plus Up to$104 balance over$130 Medically Necessary Contact Lenses $0 copay,paid in full Up to$210 Laser Vision Correction 15%off the retail prices or 5% N/A (Lasik or PRK from U.S.Laser Network) off the promotional price Frequency Examination Once every 12 months Lenses or Contact Lenses Once every 12 months Frames Once every 12 months EyeMed Network You are on the Insight Network I N/A *These costs are subject to change without notice. If you are thinking about enrolling and want more information about the vision plan,visit www.enrollwitheyemed.com This is just a highlight of benefits under our Vision Plan. For a complete list of all contract/policy exclusions,limitations,benefits and benefit restrictions or waiting periods,please refer to the Certificate of Coverage for this Plan. 20150319CityCouncilWorkshopPacket Page 81 of 256 20150316/01 PRINCIPAL FINANCIAL GROUP mi D JP ENTAL PLAN CONTRIBUTORY PLAN y GROUP# DENTAL BENEFITS* IN-NETWORK OUT-OF-NETWORK Calendar Year Maximum Benefit (Applies to Basic and Major Services) Per Person $1,000 Calendar Year Deductible(Applies to Basic and Major Services)Per Person $50 Family Maximum $150 THE PLAN PAYS: Preventive Services Routine Oral Exams Prophylaxis(routine cleaning) Bitewing X-rays Fluoride Treatment 100% 100% Full Mouth X-rays Space Maintainers Sealants Basic Services Restorative Fillings Routine Periodontal Maintenance Extractions Emergency Exams Oral Surgery General Anesthesia/IV Sedation 80% 80% Periodontics Endodontic Harmful Habit Appliances Stainless Steel Crowns Major Services Inlays and Onlays Crowns Installation&Repairs Dentures -Full and Partial Bridgework Installation&Repairs 50% 50% Denture Repairs Orthodontic Services Not Covered Not Covered Allowable Charges Based on PPO Based on Prevailing Fees Negotiated Fees at the 90 Percentile Preventive Passport Provision- This provision exempts preventive charges from applying towards the calendar year maximum benefit.Therefore,the calendar year maximum benefit will not be impacted by use of preventive services. Special Conditions Benefit - When an Enrollee is pregnant, diabetic or suffers from heart disease, Principal will pay for additional routine or periodontal services within a calendar year. Network Savings- You have the option to receive services from any Providers. Your maximum benefit will go further and you will pay less out-of- pocket if you use a PPO In-Network Dentist. ➢ PPO In-Network Dentist-this is a provider who agrees to accept a negotiated discounted fee for services provided. They cannot balance bill. ➢ Out-of-Network Dentist-this is a provider who is not a PPO In-Network Dentist. An Out-of-Network Dentist can balance bill you for charges that exceed what Principal deems to be usual and customary charges. Late Enrollee Penalty- If a member enrolls in this dental plan at any time other than: 1) within 31 days of their initial eligibility date, or 2) during an annual open enrollment period,they will be subject to a benefit waiting period of 12 months for all Basic Services and 24 months for all Major Services. Epic Xylitol Dental System- Under the Principal dental plan,you have access to discounts on Epic Xylitol Dental products- including toothpaste,oral rinse, mints and gums. Xylitol is a natural sweetener that is very effective in preventing tooth decay. *Frequency and age limitations may apply. 16 20150319CityCouncilWorkshopPacket Page 82 of 256 20150316/jrl The following is a list of common procedures,how often they are covered and any age limits. This is not a complete list of those services subject to frequency and/or age limits. Preventive Services: • Routine exams-two per calendar year • Routine cleaning(prophylaxis) -two per calendar year (expectant mothers, diabetics and those with heart disease receive one additional routine or periodontal cleaning within a calendar year) • Fluoride-two treatments each calendar year(covered only for dependent children under age 16) • Space maintainers-covered only for dependent children under age 16;repairs not covered • Sealants-on first and second permanent molars for dependent children under age 16;one each tooth each 36 months • X-rays-Bitewing(one set every calendar year),occlusal,periapical) • X-rays-Full mouth survey(one every 36 months),extraoral Basic Services: • Periodontal prophylaxis - if three months have elapsed after active surgical periodontal treatment; two per calendar year (expectant mothers, diabetics and those with heart disease receive one additional routine or periodontal cleaning within a calendar year) • Emergency exams-subject to routine exam frequency limit • Harmful Habit Appliances-covered only for dependent children under age 16 • Non-surgical Periodontics, scaling and root planning - once each quadrant each 24 months(expectant mothers, diabetics and those with heart disease, this procedure is provided with no deductible and at 100%coinsurance level) • Surgical Periodontal-once each quadrant,each 36 months • Occlusal Guards-one guard per 36 months Major Services: • Crowns-each 60 months per tooth,if tooth cannot be restored by filling • Inlays,Onlays,Cast Post and Core,Core Buildup-each 60 months per tooth • Bridges-replacement of Bridges over 60 months old • Dentures-replacement of complete or partial dentures over 60 months olds Benefits for the initial placement of bridges, partials and dentures are not covered if those teeth were missing prior to becoming insured under the Principal dental policy. When this policy replaces coverage under a prior plan, continuous coverage under the prior plan may be applied to the missing tooth provision requirement. This is just a highlight of the benefits provided under our Dental Plan. For a complete list of all contract/policy exclusions, limitations,benefits and benefit restrictions or waiting periods,please refer to the Certificate of Coverage for this Plan. This Dental Plan uses the Principal Dental Preferred Provider Organization(PPO)Network / .ry \\ 9 or e. .., 6 20150316/jrl , PRINCIPAL FINANCIAL GROUP BASIC LIFE AND AD&D PLAN NON-CONTRIBUTORY Group# ‘11,111416 One times your basic annual earnings*, rounded up to the next higher EMPLOYEE LIFE INSURANCE multiple of$1,000. BENEFIT: • Maximum benefit of$100,000 • Minimum benefit of$10,000 Benefit reduces to 65%at age 65;and then to 50%of the original amount at age 70 EMPLOYEE ACCIDENTAL One times your basic annual earnings*, rounded up to the next higher DEATH OR DISMEMBERMENT multiple of$1,000. BENEFIT(ADD): • Maximum benefit of$100,000 • Minimum benefit of$10,000 Benefit reduces to 65%at age 65;and then to 50%of the original amount at age 70 If you suffer any of the following loses as a direct result of a covered accident and otherwise qualify, you will receive a benefit equal to the following percentage of the above ADD Benefit:: • 50%if you lose a hand,a foot,or the sight of one eye • 100% if more than one of the above listed losses results from the same accident • 25%for loss of thumb and index finger on the same hand • 100%if you lose your life • 100%for loss of Speech and Hearing(in both ears) • 50%for loss of Speech or Hearing(in both ears) • 25%for loss of Hearing(in one ear) Loss must occur within 365 days of the date of injury Additional Benefits Provided • Waiver of Premium-applies to both the Life and ADD premium. Include: • Accelerated Death Benefit - must be deemed terminally ill with a life expectancy of 12 months or less. Accelerated Death Benefit will be limited to a minimum of $5,000 and a maximum of 75% of your life insurance benefit.Payable only once. • Conversion Privilege • Coverage for Disappearance or Exposure • Seat Belt and Air Bag Benefit-$10,000 additional benefit • Paralysis Benefit • Repatriation Benefit - reimbursement of eligible expenses up to a maximum of$2,000 • Child Higher Education Benefit - $3,000 per qualified child, paid annually for a maximum of 4 years when employee suffers a covered loss of life under this policy *For a definition of your Basic Annual Earnings,contact your Office Manager This is just a highlight of the benefits provided under our Basic Life and ADD Plan. For a complete list of all contract/policy exclusions,limitations,benefits and benefit restrictions or waiting periods,please refer to the Certificate of Coverage for this Plan. 20150319CityCouncilWorkshopPacket Page 84 of 256 20150316/01 18 PRINCIPAL FINANCIAL GROUP LONG TERM DISABILITY PLAN minglo NON-CONTRIBUTORY PLAN Group# - EMPLOYEE LTD BENEFIT: 4 Primary Monthly Benefit 60%of your pre-disability earnings.For a definition of/our p`'� = ility earnings, contact your Office Manager. • Maximum Monthly Benefit of$5,000 ;r ; • Minimum Monthly Benefit of$100 ., ' •Elimination Period 90 days ! - Own Occupation Period Twenty-Four Months(24);after 24 months you must be totally or partially disabled from performing the duties of any gainful occupation for which you are or may reasonably become qualified based on education,training,or experience. Maximum Benefit Duration Later of a)the Maximum Benefit Duration Period shown below,or b)your Social Security Period Normal Retirement Age(SSNRA) Age on Date of Disability Maximum Benefit Duration Period Duration may be limited if Before age 65 Greater of 36 Months or to your SSNRA disability is due to Specific 65-67 24 Months Conditions* 68-69 18 Months 70-71 15 Months 72&older 12 Months Rehabilitation Benefits • Rehabilitation Services • Pre-Disability Intervention Services • Rehabilitation Incentive Benefit, 5%benefit increase for a maximum of 12 months • Return to Work Child Care Benefit,reimbursement of eligible child care expenses up to a maximum of $350 per child, per month,maximum of 12 months • Reasonable Accommodation Benefit, reimbursement of eligible expenses up to a maximum$5,000 for workplace modifications *Specific Condition Disabilities due to mental health or substance abuse related conditions will limited to a Limitations combined lifetime maximum benefit duration period of 24 months. Pre-existing Condition No benefits will be paid for a disability that results from a Pre-existing Condition Exclusion Period unless,on the date you become disabled,you have been actively at work for one full day after completing 24 consecutive months during which you were insured under the LTD Plan. A Pre-existing Condition is any sickness or injury, including all related conditions and complications, or pregnancy, for which you received medical treatment, consultation, care or services for, or were prescribed or took prescription medications for, in the six month period before you became covered by this Plan. Waiver of Premium Provision No premiums are required when benefits are payable Benefit Offset Provision Benefits may be reduced by other sources of income and disability earnings,including but not limited to Social Security Disability Primary and Family Benefits. Additional Benefits Provided • Work Incentive Benefit for 12 months Include: • Benefits for Total or Partial Disability • Spouse Rehabilitation Benefit-reimbursement of eligible expenses up to a maximum of$500 • Survivor Income Benefit Equal to 3X the Primary Monthly Benefit • ADL Benefit-additional benefit equal to 20% of your pre-disability earnings up to a maximum monthly benefit of$5,000 • Extended Earnings Protection Benefit This is just a highlight of the benefits provided under our Long Term Disability Plan. For a complete list of all contract/ policy exclusions,limitations,benefits and benefit restrictions or waiting periods,please refer to the Certificate of Coverage for this Plan. 20150319CityCouncilWorkshopPacket Page 85 of 256 20150316/jrl PRINCIPAL FINANCIAL GROUP VALUE-ADDED SERVICES The following services are made available,at no additional cost,to all employees to whom we provide Basic Life/ADD and LTD benefits. These services are not part of the insurance policies issued to[client name]and can be changed or cancelled at any time. WILL&LEGAL DOCUMENT CENTER Available to our employees and their spouses,we provide access to free online resources from the Will&Legal Document Center provided by ARAG Services, LLC. The use of these resources and services provided by ARAG should not be considered a substitute for consultation with an attorney. With easy-to-use interactive online software,employees can prepare,print and store these essential legal documents: - Will - Specifies what happens to property when you die, who executes the estate and names a guardian for minor children. - Living Will-Informs healthcare providers and family about desires for medical treatment if you cannot make them. - Healthcare Power of Attorney-Grants someone permission to make medical decisions in case you cannot make them. - Financial Power of Attorney-Grants someone permission to make financial decisions in case you cannot make them. In addition,employees can also access: - Estate planning education and tools-View a variety of articles and links to legal information. - Identity Theft Protection - Includes an Identity Theft Prevention Kit to help protect you from becoming a victim of identity theft and an Identity Theft Victim Action Kit to help speed recovery if you do become a victim of identity theft. EMPLOYEE ASSISTANCE PROGRAM (EAP) At no cost to our employees and their families, we make available an Employee Assistance Program through Magellan Health Services. And if you need assistance beyond the scope of the EAP, the counselor will help find an affordable solution. (employees are responsible for any fees resulting from referrals outside of the EAP, including those associated with medical benefits.) Through an EAP provided by Magellan Health Services, employees and their families can get help that's easy to access, convenient and confidential. Counselors are available 24 hours a day, seven days a week from anywhere in the United States. You can call or visit them online at:www.MagellanHealth.com/member The EAP offers assistance with day-to-day issues and is available for: • Managing stress • Caring for children or aging parents • Handling relationship issues • Dealing with conflict or violence • Balancing work and life • Working through grief and loss issues • Quitting tobacco,alcohol or drug use • Controlling depression and anxiety Services for employees and their families include: • Telephone consultation, available 24/7, with licensed mental health professionals • Referrals to local child and elder care services and resources • Online information,webinars,podcasts and services at www.MagellanHealth.com/member • Referrals to local community resources when employees need additional assistance • Speak to a counselor or participate in our private self-screening services 20150319CityCouncilWorkshopPacket Page 86 of 256 20150316/jrl 20 TRAVEL ASSISTANCE PROGRAM Employees, their spouses and dependent children (whether traveling together or separately) have access to travel assistance services provided by AXA Assistance. The services includes travel, medical, legal and financial assistance plus emergency medical evacuation benefits — when traveling domestically or internationally 100 or more miles away from home for up to 120 consecutive days. And it's all available 24 hours a day, 365 days a year. With over 600,000 providers worldwide in more than 230 countries,AXA Assistance is available to help quickly and professionally in a travel emergency. Information and assistance includes Pre-trip and cultural information services • Urgent message relay • Visa and passport requirements • Emergency cash and bail assistance • Travel advisories and customs information • Legal referrals • Immunization/inoculation requirements • Political evacuation • Cultural information Medical assistance services • Consular/embassy locations and referrals • Medical/dental referrals • Currency exchange rates • Hospital admission guarantee and discharge planning • Local voltage information • Medical pre-certification and referral management Personal assistance services • Lost prescription and eyeglass/contact assistance • Lost luggage • Replacement of medical devices • Emergency telephone interpretation • Shipment of medication • Lost/stolen documents(i.e.,passports,driver's • Medical monitoring license,credit cards) AXA Assistance arranges for these services for free.The participant is responsible for any fees incurred. 20150319CityCouncilWorkshopPacket Page 87 of 256 20150316/jrl PREMIUM INFORMATION • Basic Life and AD&D Plan [client name]pays 100%of the cost for your enrollment in this plan. You will be subject to imputed income on any benefit amount that exceeds$50,000. • Long Term Disability Plan [client name]pays 100%of the cost for your enrollment in this plan. • Medical Plan If enrolled,[client name]contributes 50%of the monthly cost based on the Employee Only rate.You pay 100%of the additional cost for you and your dependents(if enrolled).Your cost per pay period(26),based on coverage type is: Total Monthly Premium Your Bi-weekly Cost Employee Only $444.79 $102.64 Employee&Spouse $934.06 $328.46 Employee&Child(ren) $867.34 $297.66 Employee,Spouse &Child(ren) $1,356.61 $523.48 • Dental Plan If enrolled,[client name]contributes 50%of the monthly cost based on the Employee Only rate.You pay 100%of the additional cost for you and your dependents(if enrolled).Your cost per pay period(26),based on coverage type is: Total Monthly Premium Your Bi-weekly Cost Employee Only $40.23 $9.28 Employee &Spouse $76.71 $26.12 Employee &Child(ren) $99.33 $36.56 Employee,Spouse &Child(ren) $142.89 $56.66 • Vision Plan -r If enrolled,you pay 100%of the cost to participate in this Plan. Your cost per pay period(26),based on coverage type is: Total Monthly Premium Your Bi-weekly Cost Employee Only $7.98 $3.68 Employee&Spouse $15.16 $7.00 Employee&Child(ren) $15.96 $7.37 Employee,Spouse&Child(ren) $23.46 $10.83 If you do not wish to have your premiums deducted on a pre-tax basis, you must submit a written request on the appropriate form to your Office Manager prior to the start of the Plan rIN�P Year.To obtain the appropriate form,contact your Office Manager. 1Z- A'2 Q Due to IRS regulations,premiums for coverage of a domestic partner must be deducted on an after-tax basis. 20150319CityCouncilWorkshopPacket Page 88 of 256 20150316/jrl 22 FOR ASSISTANCE-CONTACT INFORMATION Contact us OK • [client name]Office Manager Jane Doe Jane Doe @clientname.com 404.555.6677 • Medical plan-Blue Cross Blue Shield Group For questions regarding your eligibility,medical benefits or claims,call BCBSGA at 1-800-441-2273 To locate a provider in your network,call 1-855-397-9267 or visit www.bcbsga.com and select the Blue Open Access POS Network • RX plan-Express Scripts(in coordination with BCBSGA) For questions regarding your RX benefits,call Express Scripts at 1-855-397-9268,or visit your Customer Support at www.bcbsga.com • Vision Plan-EyeMed Group# For questions regarding your vision benefits,call EyeMed at 1-866-723-0513 To locate a provider in your network,call 1-866-804-0982 or visit www.eyemed.com and choose the Insight Network If you need to print an ID card,check a claim status or view your benefit details,register online at www.eyemed.com To locate a network Lasik provider,call 1-877-5LASER6 or visit www.eyemedlasik.com • Dental Plan-Principal Financial Group* Group# For questions regarding your dental claims and benefits,call Principal at 1-800-247-4695 To locate a provider in your network,call 1-800-832-4450 or visit www.principal.com and choose the Dental PPO Network • Life Insurance Plan and Long Term Disability Plan-Principal Financial Group* Group# For questions regarding your Life Insurance or Disability benefits,call Principal at 1-800-245-1522 • Travel Assistance Program-AXA Assistance USA, Inc. Online:www.principal.com/travelassistance Toll-free within the U.S.:1-888-647-2611 Outside the U.S.,call collect:630-766-7696 • Employee Assistance Program(EAP)-Magellan Health Services Online:www.MagellanHealth.com/member Toll-free counselor:1-800-450-1327(T1'Y for hearing impaired:1-800-456-4006) International access only:1-800-662-4504 • Will&Legal Document Center-ARAG Services Online:www.ARAGwills.com/Principal Questions:1-800-546-3718 • All Above Benefit Plans-Midsouth Benefits Should you need assistance and are unable to get a satisfactory response by going directly to the insurers listed above, please contact your Senior Account Manager, Meg Marland, with Midsouth Benefits at 770-579-7099 or via email at mmarland @midsouthbenefits.net *Use your smartphone or mobile device to access all of your group dental, life and disability benefits information from Principal Financial Group. If you are interested in obtaining information on the Principal Mobile®Application, contact Meg Marland with Midsouth Benefits at 770-579-7099 or at mmarland @midsouthbenefits.net 20150319CityCouncilWorkshopPacket Page 89 of 256 20150316/jrl Premium Assistance Under Medicaid and the Children's Health Insurance Program(CHIP) If you or your children are eligible for Medicaid or CHIP and you're eligible for health coverage from your employer,your state may have a premium assistance program that can help pay for coverage,using funds from their Medicaid or CHIP programs. If you or your children aren't eligible for Medicaid or CHIP,you won't be eligible for these premium assistance programs but you may be able to buy individual insurance coverage through the Health Insurance Marketplace. For more information,visit www.healthcare.gov. If you or your dependents are already enrolled in Medicaid or CHIP and you live in a State listed below,contact your State Medicaid or CHIP office to find out if premium assistance is available. If you or your dependents are NOT currently enrolled in Medicaid or CHIP,and you think you or any of your dependents might be eligible for either of these programs,contact your State Medicaid or CHIP office or dial 1-877-KIDS NOW or www.insurekidsnow.gov to find out how to apply. If you qualify,ask your state if it has a program that might help you pay the premiums for an employer-sponsored plan. If you or your dependents are eligible for premium assistance under Medicaid or CHIP,as well as eligible under your employer plan,your employer must allow you to enroll in your employer plan if you aren't already enrolled. This is called a"special enrollment"opportunity,and you must request coverage within 60 days of being determined eligible for premium assistance.If you have questions about enrolling in your employer plan,contact the Department of Labor at www.askebsa.dol.gov or call 1-866-444-EBSA(3272). If you live in one of the following states,you may be eligible for assistance paying your employer health plan premiums. The following list of states is current as of January 31,2015. Contact your State for more information on eligibility. ALABAMA—Medicaid GEORGIA—Medicaid Website:www.myalhipp.com Website:http://dch.georgia.gov/ Phone:1-855-692-5447 Phone:1-80o-869-n5o -Click on Programs,then Medicaid,then Health Insurance Premium Payment(HIPP) ALASKA—Medicaid INDIANA—Medicaid Website:http://health.hss.state.ak.us/dpa/programs/medicaid/ Website:http://www.in.gov/fssa Phone(Outside of Anchorage):1-888-318-8890 Phone:i-800-889-9949 Phone(Anchorage):907-269-6529 COLORADO—Medicaid IOWA—Medicaid Medicaid Website:http://www.colorado.gov/hcpf Website:www.dhs.state.ia.us/hipp/ Medicaid Customer Contact Center:1-800-221-3943 Phone:1-888-346-9562 FLORIDA—Medicaid KANSAS—Medicaid Website:https://www.flmedicaidtplrecovery.com/ Website:http://www.kdheks.gov/hcf/ Phone:1-877-357-3268 Phone:1-800-792-4884 KENTUCKY—Medicaid NEW HAMPSHIRE—Medicaid Website:http://chfs.ky.gov/dms/default.htm Website:http://www.dhhs.nh.gov/oii/documents/hippapp.pdf Phone:1-800-635-2570 Phone:603-271-5218 LOUISIANA—Medicaid NEW JERSEY—Medicaid and CHIP Website:http://www.lahipp.dhh.louisiana.gov Medicaid Website: Phone:1-888-695-2447 http://www.state.nj.us/humanservices/ dmahs/clients/Medicaid/ Medicaid Phone:609-631-2392 CHIP Website:http://www.njfamilycare.org/index.html CHIP Phone:1-800-701-0710 MAINE—Medicaid NEW YORK—Medicaid Website:http://www.maine.gov/dhhs/ofi/public- Website:http://www.nyhealth.gov/health care/medicaid/ assistance/index.html Phone:1-80o-977-674o Phone:1-800-541-2831 TTY:1-80o-977-674i 20150319CityCouncilWorkshopPacket Page 90 of 256 20150316/jrl MASSACHUSETTS—Medicaid and CHIP NORTH CAROLINA—Medicaid Website:http://www.mass.gov/MassHealth Website: http://www.ncdhhs.gov/dma Phone:1-800-462-112o Phone: 919-855-4100 MINNESOTA—Medicaid NORTH DAKOTA—Medicaid Website:http://www.dhs.state.mn.us/id_oo6294 Website:http://www.nd.gov/dhs/services/medicalsery/medicaid/ Click on Health Care,then Medical Assistance Phone:1-80o-657-3739 Phone:1-800 755 2,604 MISSOURI—Medicaid OKLAHOMA—Medicaid and CHIP Website:http://www.dss.mo.gov/mhd/participants/pages/hipp.htm Website:http://www.insureoklahoma.org Phone:573-751-2005 Phone:1-888-365-3742 MONTANA—Medicaid OREGON—Medicaid Website:http://medicaid.mt.gov/member Website:http://www.oregonhealthykids.gov Phone:1-800-694-3084 http://www.hijossaludablesoregon.gov Phone:1-800-699-9075 NEBRASKA—Medicaid PENNSYLVANIA—Medicaid Website:www.ACCESSNebraska.ne.gov Website:http://www.dpw.state.pa.us/hipp Phone:1-855-632,-7633 Phone:1-800-692-7462 NEVADA—Medicaid RHODE ISLAND—Medicaid Medicaid Website: http://dwss.nv.gov/ Website:www.ohhs.ri.gov Medicaid Phone: 1-80o-992-090o Phone:401-462-5300 SOUTH CAROLINA—Medicaid VIRGINIA—Medicaid and CHIP Website:http://www.scdhhs.gov Medicaid Website: http://www.coverva.org/programs premium assistance.cfm hone:1-888-549-0820 Medicaid Phone:1-80o-432-5924 CHIP Website: http://www.coverva.org/programs premium assistance.cfm CHIP Phone:1-855-242-8282 SOUTH DAKOTA-Medicaid WASHINGTON—Medicaid Website:http://dss.sd.gov Website:http://www.hca.wa.gov/medicaid/premiumpymt/pages/ Phone:1-888-828-0059 index.aspx Phone: 1-80o-562-3022 ext.15473 TEXAS—Medicaid WEST VIRGINIA—Medicaid Website:https://www.gethipptexas.com/ Website: www.dhhr.wv.gov/bms/ Phone:1-800-440-0493 Phone:1-877-598-5820,HMS Third Party Liability UTAH—Medicaid and CHIP WISCONSIN—Medicaid and CHIP Website: Website: Medicaid:http://health.utah.gov/medicaid https://www.dhs.wisconsin.gov/badgercareplus/p-1oo95.htm CHIP:http://health.utah.gov/chip Phone:1-866-435-8427 Phone:1-80o-362-3002 VERMONT—Medicaid WYOMING—Medicaid Website:http://www.greenmountaincare.org/ Website:http://health.wyo.gov/healthcarefin/equalitycare Phone:1-800-250-8427 Phone:307-777-7531 To see if any other states have added a premium assistance program since January 31,2015,or for more information on special enrollment rights,contact either: U.S.Department of Labor U.S.Department of Health and Human Services Centers Employee Benefits Security Administration for Medicare&Medicaid Services www.cms.hhs.gov www.dol.gov/ebsa 1-877-267-2323,Menu Option 4,Ext.61565 1-866-444-EBSA(3272) 20150319CityCouncilWorkshopPacket Page 91 of 256 20150316/jrl SUMMARY PLAN DESCRIPTION INFORMATION [the Company] maintains this group benefits plan (the Plan) to provide benefits to you and your eligible dependents. Your benefits are provided under an insurance contract between the Company and Principal Financial, Blue Cross Blue Shield of Georgia and Fidelity Security Life(the insurers). This document and the Certificates of Coverage from the insurers make up your summary plan description (SPD). Please read this document and the insurer's Certificates of Coverage to learn about your Plan benefits. It is your responsibility to understand your benefits under the Plan and to ask questions if you need more information. Please keep your Plan documents in a safe place for future reference. Please note that this document does not provide any substantive rights to benefits that are not included in the insurer's Certificate of Coverage. If you have any questions regarding the Plan, including whether you are eligible to participate in the Plan,please contact your Office Manager.If you have questions regarding claims and benefits payable under the Plan,please contact the insurer. Name of Plan: [client name]Employee Group Benefits Plan Name,Address of Plan Sponsor: [client name] 1235 Marietta Blvd Atlanta,GA 30318 404-567-7439 Plan Sponsor Tax ID Number: 26-4101123 Type of Plan: Group Insurance Plans • Life and Accidental Death&Dismemberment(ADD) • Long Term Disability(LTD) • Medical • Dental • Vision Type of Administration: Contract Administration. With respect to paying claims for benefits or determining eligibility for coverage under our fully insured contracts,each insurance carrier (insurer), as administrator for claims determinations and as ERISA claims review fiduciary, shall have full and exclusive discretionary authority to interpret plan provisions,make decisions regarding eligibility for coverage and benefits;and resolve factual questions relating to coverage and benefits. Name of Plan Administrator: [client name] Plan Number: 501 Name,Address of Registered Agent for [client name] Service of 1235 Marietta Blvd Legal Process: Atlanta,GA 30318 404-567-7439 If Legal Process Involves Claims for Benefits Principal Financial Group-Life/ADD,LTD and Under the Group Policy,Additional Dental 2000 River Edge Parkway,Suite 1000 Notification of Legal Atlanta,Georgia 30328 Process Must Be Sent To: Blue Cross Blue Shield of Georgia- Medical 3350 Peachtree Road,NE Atlanta,Georgia 30326 EyeMed-Vision 4000 Luxottica Place Mason,Ohio 45040 Sources of Premium Contributions: Employer Paid Group Life and Accidental Death& (For information on how premium Dismemberment Group Long Term Disability contribution amounts are determined,see the Employee Paid PREMIUM INFORMATION page Group Vision of this booklet) Employer&Employee Paid Group Medical Group Dental 26 20150319CityCouncilWorkshopPacket Page 92 of 256 20150316/jrl Funding: All benefits under the Plan are fully insured.Plan benefits are payable pursuant to a contract with the insurer.Claims for benefits are sent to the insurer and the insurer is responsible for paying benefits. The Company is not responsible for paying benefits under the Plan. Premium contributions are paid in part by the Company out of its general assets and in part by employees through pre-tax contributions,or if elected,through after-tax contributions. Any refund, rebate,dividend, experience adjustment, or other similar payment under the group Insurance contract entered into between the Company and the insurer will be allocated, if consistent with the fiduciary obligations imposed by ERISA and permitted by law, to first reimburse the Company for premiums that it has paid. Plan Year: December 1-November 30 Plan Effective Date: December 1,2013 Amendment or Termination of One Or More The Company may modify, amend or terminate the Plan at any time at its Benefit Plans: sole discretion. The right to modify, amend or terminate also applies to the insurance contract between the Company and the Insurer. Any modification, amendment, or termination will be communicated in writing to participants under the Plan prior to the effective date of any such change. Conflicting Terms: If the terms of this document conflict with the terms of the policy or certificate of coverage issued by the insurer,the insurance policy or certificate of coverage will control.This document may not confer additional rights that are not contained in the insurer's document. No Contract of Employment: The Plan does not constitute a contract of employment between you and the Company or any other arrangement indicating that you will be employed for any specific period of time. Compliance with State and Federal Laws To the extent required by law, the Plan will provide coverage and benefits in accordance with the requirements of all applicable laws, as amended. Please consult the Certificate of Coverage for each specific benefit plan for more information. Information pertaining to the following can be found in the Certificate of Coverage as issued by the insurer for each specific benefit plan,and provided to you upon enrollment. You may request an additional electronic or paper copy of this document or any Certificate of Coverage from your Office Manager. • Calculation methods for service and benefits • Benefit payment procedures and timing • Benefit/coverage Exclusions and Limitations • Claims submission process and claims appeal process • Circumstances that may result in the loss or denial of benefits • A statement of your ERISA Rights 20150319CityCouncilWorkshopPacket Page 93 of 256 20150316/jrl The information in this Employee Benefits Guide is intended to only provide you with a brief overview of each plan's administrative provisions,highlights and benefits. Please consult each insurer's Certificate of Coverage for the complete details on benefits,covered charges,limitations,and exclusions that may apply. The information in this document is not binding. If there are any discrepancies between the information in this Employee Benefits Guide and the insurer's Certificate of Coverage,the insurer's Certificate of Coverage will prevail and govern how the benefits are provided and administered. Prepared By: Midsouth BENEFITS 20150319CityCouncilWorkshopPacket Page 94 of 256 20150316/jrl M O L) O N N a) a.) N Ln N a1 0 C �n aJ O a ciSv C r a C O r0 U a1 V1 N a1 C y U a) Q__ Q L tv Q C 0 Vf C6 3 '^ a, a, 0 0 C T Q O rn U m f0 a) O N N I N O W C N C cu .- E -C3 s aJ � f6 � Q �J�- a ` 4 -Te ` ,kt w. ..„. ...-„.44....i.. ,a_,.• '''• tIl• , ,-,:—.:•••:::_la—a . ,--: +%.,.. .1.71.....-v. _—,'`7.! -"'"-----M 1 Itk .1; -s.?,, -" ....:. 4 :: ja— 1* _,-:.,,,_.-- rr - _ ..e 7. Yom' ,J .1 ' - `# x, ur benefits specialists at Midsouth Benefits. The new year is the perfect A New Year, A New You time to take a step back and assess your health and Planning for a Future of Financial Stability finances.Whether you need Obtaining the peace of mind financial stability brings starts with reviewing your current financial resources. This is important because your financial resources affect not only your to take a closer look at your ability to reach your goals, but your ability to protect those goals from potential financial financial well-being or your crises. These are the resources you will draw on to meet various life events. Start by physical fitness,what better calculating your net worth—this isn't as difficult as it might sound. Your net worth is simply the total value of what you own: your assets, minus what you owe: your liabilities. It's a time to do so than today? snapshot of your financial health. These tips help First, add up the approximate value of all of your assets. This includes personal possessions, p p y Ou vehicles, homes, checking and savings accounts, and the cash value (not the death benefits) discover a new (and of any life insurance policies you may have. Include the current value of investments, such as improved!) you stocks, real estate, certificates of deposit, retirement accounts, IRAs and the current value of any pensions you have. Now add up your liabilities: the remaining mortgage on your home, credit card debt, student and personal loans taxes due on the profits of your investments if you cashed them in and any other outstanding bills. Subtract your liabilities from your assets. Do you have more assets than liabilities? Or the other way around? If so, don't beat yourself up. According to Forbes Magazine, a person with no debt and $10 in his or her pocket has more wealth than 25 percent of Americans. Your aim is to create a positive net worth, and you want it to grow each year. Your net worth is part of what you will draw on to pay for financial goals and your retirement. A strong net worth also will help you through financial crises. Review your net worth annually as a good way to monitor your financial health. Websites like Mint.com help you keep track of your income,expenses and net worth on a daily basis. Identify other financial resources.You may have other financial resources that aren't included in your net worth but that can help you through tough times. These include the death benefits of your life insurance policies, Social Security survivor's benefits, health care coverage, disability insurance, liability insurance, and auto and home insurance.Although you may have to pay for some of these resources, they offer financial protection in case of illness, accidents or other catastrophes. Healthy Portion Sizes For a general idea of the amount of food you should be consuming, use the following recommendations: • A serving of meat is about two or three ounces—about the size of a deck of cards,or the palm of your hand. •M i d sa ut h • One serving of grains is equal to one slice of bread, one ounce of cereal, or 1/2 BENEFITS cup of pasta or rice. Provided by Midsouth Benefits http://www.midsouthbenefits.net 20150319CityCouncilWorkshopPacket Page 96 of 256 20150316/jrl Pptio n • A serving of fruit or vegetables is equal to one piece of fresh fruit or vegetable, 1/2 cup chopped, or%cup of fruit or vegetable juice. In general, it's not as necessary to be vigilant about vegetable and fruit intake, as any amount is healthy—just make sure you're getting enough while being aware of the sugar content in fruit. • The key to any meal is to have 75 percent of your plate covered with vegetables and 25 percent covered with meat or pasta. Making Time for Fitness Everyone has time for fitness—even if your life already seems too hectic with your job,family and other commitments,there's still room to tend to your health and fitness. Here are some tips: • Park your car far away,and walk farther to your destination. • Participate in a charity run,walk or bike event. • Take the stairs instead of the elevator or escalator. • Squeeze a stress ball while at work to relieve tension, burn calories, increase flexibility and improve blood flow. • Exercise during your lunch hour, even if it's just a walk around the block or up and down a flight of stairs. Getting even 20 to 30 minutes of exercise per day will improve your health. It will also make you feel better overall and can be fun. Get out there and get active! The Importance of Knowing Your Numbers Knowing your blood pressure, cholesterol, blood sugar and body mass index (BMI) are vital in determining whether you are at risk for developing major illnesses, such as heart disease and diabetes. If you know your numbers are out of healthy range, you can take measures to get yourself back into good health. Cholesterol:An unexpected heart attack may be caused by years of living with high cholesterol and extra fat stored in the body. Total cholesterol should be 200 or less. You should also ask your doctor what your HDL cholesterol(good)and LDL cholesterol(bad)levels are. Blood Pressure: Blood pressure is the amount of force that it takes for your heart to pump blood through your body. High blood pressure, known as hypertension, increases your risk of heart attack, stroke and kidney disease. It can also cause damage to your brain, eyes and arteries. Blood pressure should be around 120 over 80. Blood Sugar: Glucose is sugar that is stored in the blood as your main source of energy. If your glucose levels are too high or too low, you can develop diabetes. The normal range for blood sugar is 80 to 120. Body Mass Index: BMI measures your weight in relation to your height. This measurement indicates whether your weight falls within a normal,healthy range.Your BMI should be less than 25.A BMI over 25 indicates you are overweight,and a BMI over 30 indicates obesity. Source:U.S. Department of Labor(Financial Stability)www.dol.gov/ebsa/pdf/savinqsfitness.pdf 1. \\A _ \ �, r � _ 1 ,� This newsletter is for informational purposes only,and is not intended as professional advice.Design©2010 Zywave,Inc.All rights reserved. • 20150319CityCouncilWorkshopPacket Page 97 of 256 �� Live r f. • ,,..... o Well i, November 2014 It 4 IP Presented by your benefits specialists at Midsouth Benefits .\\\ \ \ \ \\\\\ \\ \ \ \ \\\N\\\\\\ , \ any casseroles, but how about complementing A Healthier T h a n ks g i v i n g these sides or ignoring them altogether in favor \ of steamed or roasted vegetables and cornbread? \\*\ If you must have a holiday favorite, make sure it Thanksgiving meals usually include an Americans make it a habit to wait to eat until is just that, and not something you consume abundance of unhealthy food options, the holiday meal is set out, eating a small regularly during the year. And be sure to police making it easy to stray from proper nutrition meal in the morning can give you more your portions, since there are definite until the start of the new year.But if you opt control over your appetite, allowing you to be consequences to having too much of a good for a healthy Thanksgiving meal instead, it more selective in your food and beverage thing. doesn't mean it can't also be enjoyable. choices later on. Keep in mind that you can With a few changes, you can make your always have leftovers the next day. Once you've made smarter choices regarding "Turkey Day" an extension of your year- your turkey and your side dishes, you may be round commitment to good health. When moving on to Thanksgiving's wondering if there is anything else you can do. centerpiece—the turkey—be sure to go There is! Begin with the elephant in the room: food. skinless. Just 1 ounce of turkey skin contains You can probably stand to forgo a luxury or 80 calories and 2 grams of fat. Also, be sure Take a walk early in the day and then again after \\\\ two come turkey time. But don't worry; you to use fat-free chicken broth to baste the dinner. It is a wonderful way for families to get can still enjoy a delicious meal with the turkey and to make the gravy. some physical activity and to enjoy the holiday added bonus of feeling much better together. For those who have the day off after afterward. Plus, Thanksgiving is just the Next, turn your attention to the side dishes. Thanksgiving, plan an additional workout. You start of the holiday season, so there will be a Substituting skim milk or half-and-half for will feel like your old self in no time, ready to whole milk and cream in recipes is an obvious manage your diet and exercise regimen right \\\\ lot of large meals to come. g Y g choice,as is omitting bacon and cheese from away,instead of waiting until Jan. 1. Start by having breakfast.While many Ebola is not a Ebola Outbreak Reaches U.S. respiratory disease like the flu, SO it i5 The recent deadly outbreak of Ebola in West Africa—the worst in history—has seized the world's attention,along with news that the virus has shown up in the United States. not transmitted Ebola is an acute viral illness characterized by the sudden onset of fever, debilitating weakness, \ through the air. muscle pain,headache and sore throat. People often confuse the illness' early symptoms with cold or \ flu symptoms. Ebola is not a respiratory disease like the flu, so it is not transmitted through the air or through �� �\� ����� �������\�\\\\\1 contaminated food or , sweat,, blood can only vomit, so people other can humans get contact with touching bodily fluids, including saliva, sweat, blood and vomit, so people can only get Ebola from touching the bodily fluids of a person or animal that is sick with or has died from Ebola, or from exposure to\\\\ 4 contaminated objects,such as needles. �p Though the Ebola outbreak has shown up in America, health officials have stressed repeatedly that \\\\ o Midsouth \�\` the general public is at very low risk for contracting the virus,and they are instructing health workers C. BENEFITS h on the proper precautions to take if they are called upon to treat an infected patient. \\\\\ \\\\\\\'. ''\\ -\\\\\ \\\\\\\\\\\ \\\\\\:\\\\1\\\\\\\\\\\\I ,o:,:\\\\II \\\\\\\\\ N \f„ \\\. \\\\\\\\\\\\\\\ \\\\\\ \\\\\1 \\ Can You Really Boost \ . _ . \\ Your Immunity? \ ,, „ .. __. it As cold and flu season rolls around,there are a bevy of products you can turn to - that purport to help boost your immunity.But how well do they actually work? \ Since the function of the immune system is to react to challenges and develop {, new defenses,it can be improved.Every time you catch a cold or get vaccinated, . your immune system builds a new army of killer T-cells, ready to fight off a future recurrence of the same pathogen. � \ \ \\\ But there is no nutritional supplement, superfood, or mind, body or spirit \\\ -,,. °{ \\\ \li technique that will do this for you. Harvard Medical School has stated, "The `�\\ concept of boosting immunity actually makes little sense scientifically. In fact, \ boosting the number of cells in your body—immune cells or others—is not \\ necessarily a good thing," and can lead to autoimmune disease in the case of your immune system. So while you can't supercharge your immune system, you can take precautions Sweet Potato \� to prevent getting sick. These include practicing good hygiene (like regular hand-washing), getting vaccinated (including flu shots), practicing food safety, Casserole being knowledgeable and vigilant when traveling to foreign countries, drinking clean water and practicing safe sex. �\ Skip the marshmallows this year. This five-ingredient sweet potato casserole is low in fat and rich in flavor, and makes for a perfect side to complement your Thanksgiving Lower Winter Fuel Costs meal. • 2 tbsp.low-fat milk Pr I � 1,C,' i r 11/4 tsp.brown sugar ff i h / 4'� it • 1 tsp.ground cinnamon i . � • 1/4 cup quick cooking oats,dry 17.' --- I • 1 can low-sodium sweet potatoes,drained and chopped Preheat oven to 350° F. In a small bowl, combine milk, brown sugar, cinnamon and oatmeal. Mix well and set g aside. In a medium-sized baking pan, add the sweet � Budgeting money for the holidays is always important,but many people often forget �\ about the increased energy costs associated with winter until they get hit with the potatoes so they cover the bottom of the pan. Add the \ bill. Use the following recommendations from the Department of Energy to keep oatmeal mixture on top of the sweet potatoes. Bake for 20 your costs in check this year. minutes. Serve hot,or refrigerate and serve cold. • Cover drafty windows with heavy-duty,clear plastic sheets,or tape clear plastic Yield: 6 servings. Each serving provides 94 calories, 0.5g film to the inside of your window frames. of fat, Og saturated fat, 0mg of cholesterol, 30mg of sodium,5g of sugar and 3g of fiber. • Seal the air leaks around utility cut-throughs for pipes, in gaps around recessed \ lights in insulated ceilings and in unfinished spaces behind cupboards and o Source:USDA �\ closets. o A N • Maintain a regular service schedule for your heating systems. Replace filters e once a month or as needed. F • Set your thermostat as low as is comfortable. Turning it back 10 degrees at night or before leaving your home can save around 10 percent of your heating bills. 7 • Finally, use LED holiday light strings to save on the price of seasonal decorations. \ \\' LLV , u it 0, Pac Ish 'Vork \ \\ - i1 ._:,.,.,..:,:.,,,,lk,r_:.7,77,:.._,,,,._::.41.0...:,:^•' '..,-,..‘:',.,.,,.,..L,...\,i.i. i•- ( ,... -- - .,. —.- ,. '� _ ire r % 1 ' I I n d i v i d u a I • Claim a coverage exemption from the individual mandate for some or all of 2014 and attach Form 8965; or Insurance■ • Pay an individual mandate penalty(called a shared responsibility payment)for any month in 2014 that you, your spouse(if filing jointly)or any individual you claim as Reportinga dependent did not have coverage and did not qualify for a coverage exemption. If you and your dependents all had minimum essential coverage for each month of Coverage and The federal tax return forms and instructions have Paying been updated to include a line for reporting health care coverage under the individual mandate. Penalties the tax year,you will indicate this on your 2014 tax return by simply checking a box A key provision of the Affordable Care Act on Form 1040, 1040A or 1040EZ; no further action is required. (ACA)is the individual mandate,which requires most individuals to purchase health If you obtained a coverage exemption from the Marketplace or you qualify for an insurance coverage for themselves and their exemption that you can claim on your return, you will file Form 8965, and attach it to family members or pay a penalty. your tax return. Starting in 2015, individuals will have to For any month you or your dependents did not have coverage or a coverage report on their federal tax return whether exemption,you will have to make a shared responsibility payment.The amount of the they had health insurance coverage for 2014 payment due will be reported on Form 1040, Line 61, in the"Other Taxes"section, or were exempt from the individual mandate. and on the corresponding lines on Form 1040A and 1040EZ. Any penalties that an individual owes for not having health insurance coverage will Who is exempt from the individual mandate? generally be assessed and collected in the You may be exempt from the individual mandate penalty if you: same manner as taxes. • Cannot afford coverage How will coverage be reported under the individual mandate? • Have income below the federal income tax filing threshold Starting in 2015,when you file a federal tax return for 2014,you will have to: • Are not a citizen, are not considered a national or are not lawfully present in the United States • Report that you, your spouse(if filing jointly)and any individual you claim as a • Experience a gap in coverage for less than a continuous three-month period dependent had health care coverage throughout 2014; or • Qualify as a religious conscientious objector This Know Your Insurance article is provided by Midsouth Benefits and is to be used for 74' informational purposes only and is not intended to replace the advice of an insurance professional.Visit us at http://www.midsouthplanning.com.Design©2015 Zywave,Inc. All rights reserved. 20150319CityCouncilWorkshopPacket M!d goat h56 20150316/y1 BENEFITS Individual Insurance: Reporting Coverage and Paying Penalties • Are a member of a health care sharing Calculating your payment requires you to know your household income and your tax ministry return filing threshold. • Are a member of certain American Indian Household income is the adjusted gross income from your tax return plus any tribes excludible foreign earned income and tax-exempt interest you receive during the taxable year. Household income also includes the adjusted gross incomes of all of • Are given a hardship exemption by the your dependents who are required to file tax returns. Department of Health and Human Services Tax return filing threshold is the minimum amount of gross income an individual of your age and filing status(for example, single, married filing jointly, head of • Are incarcerated household)must make to be required to file a tax return. How much will the individual mandate 2014 Federal Tax Filing Requirement Thresholds penalty cost me? Must File a Return if The penalty for not obtaining acceptable Filing Status Age Gross Income Exceeds health care coverage is being phased in over a three-year period.The amount of the Under 65 $10,150 penalty is either your"flat dollar amount"or Single your"percentage of income amount"— 65 or older $11,700 whichever is greater. Under 65 $13,050 Head of Household For 2014,the annual penalty is either: 65 or older $14,600 • One percent of your household income Under 65 (both spouses) $20,300 that is above the tax return filing Married Filing Jointly 65 or older(one spouse) $21,500 threshold for your filing status; or 65 or older(both spouses) $22,700 • Your family's flat dollar amount,which is Married Filing Separately Any age $3,950 $95 per adult and $47.50 per child, limited to a family maximum of$285. Qualifying Widow(er) Under 65 $16,350 with Dependent Children 65 or older $17,550 Your payment amount is capped at the cost of the national average premium for a bronze level health plan, available through the Marketplace in 2014. For 2014, the annual The IRS will generally assess and collect individual mandate penalties in the same national average premium for a bronze level manner as taxes,with certain limitations.As a result, any penalty under the individual health plan available through the mandate will likely be subtracted from the tax refund that the individual is owed, if Marketplace is$2,448 per individual ($204 any. per month), but$12,240 for a family with five or more members($1,020 per month). Source:Internal Revenue Service • _ _ „ YOUR INSURANCE. IL PIP Ci 7WorkshopPacket Page 101 2 i Bene, I' s DID YOU KNOW? J +� - The Affordable Care Act's (ACA) prohibition on pre-existing condition exclusions(PCEs)for plan years beginning on or after Jan. 1, 2014, makes HIPAA certificates of Creditable Coverage unnecessary. Beginning Dec. 31, 2014, group health plans and issuers are not required to provide HIPAA Benefits tips brought to you by Certificates for 2015 and following years. Midsouth Benefits Under the Health Insurance Portability and Accountability Act of 1996(HIPAA), plans and issuers had to provide HIPAA Certificates to individuals when they lost coverage under the plan or upon request for 24 months after coverage was terminated. The HIPAA Certificate allowed individuals to establish prior creditable coverage in order to reduce or eliminate PCEs. January 2015 HHS Issues Proposed year efethe reinsurance program, is$27 per ACA Affordability Benefit and Payment The Nov. 21 Notice also addresses the Percentages Parameters for 2016 2016.The Marketplace open period f N Nov. 15od for Increase for 2016 2016.The 2015 period of o . 15, 2014,to Feb. 15, 2015, remains the same, but the On Nov. 21, 2014, the Department of Health proposed rule changes the open enrollment On Nov. 21, 2014,the IRS released and Human Services(HHS) issued the 2016 period for 2016 and following years to run affordability contribution percentages for Notice of Benefit and Payment Parameters from Oct. 1 to Dec. 15 of the year prior to the 2016.Affordability contribution Proposed Rule, which contains several benefit year. percentages measure a plan's proposed changes for 2016.Among these affordability and apply to three provisions changes are adjustments to the reinsurance Annual cost-sharing limitations are also 9 1 under the ACA:the employer-shared program's annual contribution rate,the addressed in the proposed rule.The ACA responsibility penalty,the individual Health Insurance Marketplace open generally requires non-grandfathered plans p p mandate and the premium tax credit. enrollment period for 2016 and following to have an out-of-pocket maximum for years, and annual limitations on cost- essential health benefits, which is updated These updated affordability percentages sharing. annually based on the percent increase in are effective for taxable years and plan average premiums per person for health years beginning after Dec.31, 2015: The transitional reinsurance program, insurance coverage.The 2015 out-of-pocket created by the Affordable Care Act(ACA)to maximum for self-only coverage is$6,600 • The new affordability percentage for help stabilize coverage premiums in the and the proposed 2016 maximum is$6,850. the individual mandate is 8.13 individual market for the first three years of For family coverage, the 2015 maximum is percent for 2016. the Exchange, imposes fees on health $13,200 and the proposed maximum for insurance issuers and self-insured group 2016 is$13,700. • The affordability percentage for the employer mandate and the premium health plans.The fees are lowered each The Notice also addresses proposed tax credit eligibility rules is 9.66 year that they are assessed.The 2015 percent for 2016. annual fee is$44 per enrollee, and the changes to the minimum value of employer- P proposed contribution rate for 2016,the final sponsored plans, the affordability exemption • Employers that use an affordability for the individual mandate, medical loss ratio safe harbor under the pay or play rebate requirements and provisions for the rules will continue using a Small Business Health Options Program contribution percentage of 9.5 (SHOP). percent. 4. C The changes addressed in the Notice are For 2015 plan years,the individual proposed rules, so the HHS may still change mandate affordability percentage is 8.05 them before finalizing benefit and payment percent, and it is generally 9.56 percent parameters for 2016. for the employer mandate and premium I\,L i d C 3 O u t h tax credit eligibility. BENEFITS ©2014 Zywave,Inc.All rights reserved 20150319CityCouncilWorkshopPacket Page 102 of 256 Health Care Reform LEGISLATIVE BRIEF May 13,2014 Provided by Midsouth Benefits 90-day Waiting Period Limit—Permitted Orientation Periods For plan years beginning on or after Jan. 1, 2014, the Affordable Care Act (ACA) prohibits group health plans and group health insurance issuers from applying any waiting period that exceeds 90 days. However, other eligibility conditions that are not based solely on the lapse of time are generally allowed, unless the condition is designed to avoid compliance with the 90-day waiting period limit. On Feb. 20, 2014, the Departments of Labor (DOL), Health and Human Services (HHS) and the Treasury (the Departments) released final regulations on the 90-day waiting period limit. These regulations generally finalize provisions in proposed rules that were issued in March 2013, with minimal changes. At the same time, the Departments released a separate proposed rule regarding a new provision permitting reasonable and bona fide orientation periods under the 90-day waiting period limit. The final regulations apply for plan years beginning on or after Jan. 1, 2015. However, the 2013 proposed rules provided that the 90-day waiting period limit would apply for plan years beginning on or after Jan. 1, 2014. For plan years beginning in 2014, the Departments will consider compliance with either the 2013 proposed rules or the final regulations to constitute compliance with the 90-day waiting period limit requirement. OVERVIEW OF THE 90-DAY WAITING PERIOD LIMIT A waiting period is the period of time that must pass before coverage for an employee or dependent who is otherwise eligible to enroll in the plan becomes effective. An employee or dependent is otherwise eligible for coverage when he or she has met the plan's substantive eligibility conditions. Under the ACA, group health plans and health insurance issuers offering group health insurance coverage may not apply a waiting period that exceeds 90 days. Thus, after an individual is determined to be otherwise eligible for coverage under the terms of the plan, any waiting period may not extend beyond 90 days. All calendar days are counted beginning on the enrollment date, including weekends and holidays. However, if an individual enrolls as a late enrollee or special enrollee, any period before the individual's late or special enrollment is not a waiting period. For purposes of the 90-day waiting period, "enrollment date" means: • The first day of coverage; or • If there is a waiting period, the first day of the waiting period. If an individual receiving benefits under a group health plan changes benefit packages, or if the plan changes group health insurance issuers, the individual's enrollment date does not change. The waiting period limit does not require an employer to offer coverage to any particular employee or class of employees, including part-time employees. The waiting period limit only prevents an otherwise eligible employee (or dependent) from having to wait more than 90 days before coverage under a group health plan becomes effective. PERMISSIBLE ELIGIBILITY CONDITIONS Under the ACA, eligibility conditions that are based solely on the lapse of time are permissible for no more than 90 days. However, other eligibility conditions that are not based solely on the lapse of time are generally allowed, unless the condition is designed to avoid compliance with the 90-day waiting period limit. Examples of permissible eligibility conditions include: • Being in an eligible job classification; or • Achieving job-related licensure requirements specified in the plan's terms. This Legislative iniaa it i1'OJb dim t fevorshould anwcij u 6fo. inions be construed as legal advice. Re jlpepid contact legal counsel for legal advice.Sources:Departments of Labor,Health and Human Services and the Treasury,Zywave. Health Care Reform Legislative Update 90-day Waiting Period Limit—Permitted Orientation Periods The final rules add a third example of a permissible eligibility condition, allowing the satisfaction of a reasonable and bona fide employment-based orientation period. This means that a requirement to successfully complete a reasonable and bona fide employment-based orientation period may be imposed as a condition for eligibility for coverage under a plan. REASONABLE AND BONA FIDE ORIENTATION PERIODS During a reasonable and bona fide orientation period, the Departments envision that: • An employer and employee could evaluate whether the employment situation was satisfactory for each party; and • Standard orientation and training processes would begin. Maximum Length Separate proposed regulations published at the same time as the final regulations propose one month as the maximum length of any orientation period. This one-month maximum is generally a period that begins on any day of a calendar month, and would be determined by adding one calendar month and subtracting one calendar day, measured from an employee's start date in a position that is otherwise eligible for coverage. • For example, if an employee's start date in an otherwise eligible position is May 3, the last permitted day of the orientation period is June 2. Similarly, if an employee's start date in an otherwise eligible position is Oct. 1, the last permitted day of the orientation period is Oct. 31. If there is not a corresponding date in the next calendar month upon adding a calendar month, the last permitted day of the orientation period is the last day of the next calendar month. • For example, if the employee's start date is Jan. 30, the last permitted day of the orientation period is Feb. 28 (or Feb. 29 in a leap year). Similarly, if the employee's start date is Aug. 31, the last permitted day of the orientation period is Sept. 30. If a group health plan conditions eligibility on completing a reasonable and bona fide orientation period, the eligibility condition would comply with the 90-day waiting period limit if the orientation period did not exceed one month. The maximum 90-day waiting period would begin on the first day after the orientation period. Example The following example helps explain the rules for permitted orientation periods under the 90-day waiting period limit. • Facts—Employee H begins working full time for Employer Z on Oct. 16. Z sponsors a group health plan, under which full-time employees are eligible for coverage after they have successfully completed a one-month orientation period. H completes the orientation period on Nov. 15. • Conclusion—The orientation period is not considered a subterfuge for the passage of time and is not considered to be designed to avoid compliance with the 90-day waiting period limitation. Accordingly, plan coverage for H must begin no later than Feb. 14, which is the 91st day after H completes the orientation period. (If the orientation period was more than one month, it would be considered to be considered a subterfuge for the passage of time and designed to avoid compliance with the 90-day waiting period limitation. Accordingly, it would violate the ACA's 90-day waiting period limit rules.) Effective Date Under the ACA, the 90-day waiting period limit applies for plan years beginning on or after Jan. 1, 2014. However, the proposed rules on the reasonable and bona fide orientation period have not been finalized. The Departments will consider compliance with the separate 2014 proposed regulations to constitute a reasonable and bona fide employment-based orientation period at least through the end of 2014. To the extent final regulations or other guidance is more restrictive on plans and issuers, the final regulations or other guidance will not be effective prior to Jan. 1, 2015, and plans and issuers will be given a reasonable time period to comply. This Legislative jeolm mlggawbfkgt4l } { @por should anw4ou @ip6fo2'gminions be construed as legal advice. Re 1p�yy{�d �' contact legal counsel for legal advice.Sources:Departments of Labor,Health and Human Services and the Treasury,Zywave. 2 El .„ y a 0 a _ 2 U 11. 41 U v v Ca y V Ys c a ? V. > t co I m y I. g e a a O Z � r 7 w = _ W W O U O D `�' • 11�11I1 : ::. I, Illt , ^ w °a iJ �iiff�ilf��� zw (. / 4 s iiis .. __._1 ,_ .. v �' c .Th. ilk 0 o w O 2 m s y W Q y c a - 5 �. .; 5. CC O o ' U W _ �- v a-a (, m a2 W N Z =Z . 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O (a co v, C L CU Q `-' CO C +, f6 L 40 t?' v u c '' a) _ +-, 3 > o a 4- k- c a) t + •" + 3 �' ° _a °A 'a > v f6 (co a) W C � v = `�- V 41 OU 4) C a) = a) 4= E `I- 03 U +, 0 L C a CO L ._ .4-, N c6 O C C � O co >j a) +, a1 a) V , O 4) v pC = (6 3 O a) a) •- (6 .47-• n3 Q C a) •i a) 0 a1 -0 (o a1 CO C a) a) a) O > i Q O t _ a) a) C m v1 CO V 03 w d 0 w CC CC V• co M O N v I Z O s F- W w 0 Z W (/) � 0m J N Q o W o CC 4,,, •- v, J W _1;0 (6 a Q 0 L N U C 7 O 0 0 , M O U, O N ATTACHMENT D MIDSOUTH BENEFITS DRAFT AGREEMENT FOR BENEFITS BROKERS SERVICES 20150319CityCouncilWorkshopPacket Page 108 of 256 20150316/jrl Midsouth March 11, 2015 BENEFITS Ms. Angela Hudson Finance Director City of Tybee Island 403 Butler Avenue Tybee Island, Georgia 31328 Subject: Statement of Work for Benefit Broker Services-Midsouth Benefits Dear Ms. Hudson, The objective of this Statement of Work ("SOW") is to confirm the scope of our work and the compensation for this engagement. This SOW is subject to the terms and conditions contained in the Benefits Broker Services Request for Proposal RFP#2015-662 1) Description of Midsouth Benefits responsibilities: By retaining Midsouth Benefits, you hereby authorize Midsouth Benefits to perform the following services on your behalf: • Benefits review and consulting • Strategic planning and implementation • Benefits marketing including proposal analysis and negotiations • Communication strategy and material development • Benefit plan implementation, including enrollment assistance • Education and resources services • Participation in Benefit Fairs, Lunch-N-Learns, Employee Group Meetings, Open Enrollment Meetings • Day-to-day consultation and administrative services and support • Employer and employee customer service • Reporting (claims, benchmarking, cost analysis, etc.) • Wellness program development, marketing and communication • Renewal review and negotiations • Compliance/Health Care Reform assistance • HR Connection Web Portal for online enrollment • Mywave HR Resources Portal • Legislative Updates • Wellness Newsletters (monthly distribution and customized topics upon request) • Plan document reviews • Plan document preparation including Benefit Summaries and Employee Benefit Guide 20150319CityCouncilWorkshopPacket Page 109 of 256 20150316/jrl • Assist with claim problems, billing questions, policy interpretations, and other carrier issues • Provide billing/premium reconciliation services if required • Maintain complete and up-to-date policy digest of plan designs, contracts, contract amendments, etc. • Provide training to HR Staff as needed on various HR topics and extend invitations to complimentary seminars and webinars 2) Description of client responsibilities: Provide Midsouth Benefits with information necessary to perform above described services. 3) Compensation: We will receive our compensation for the work we provide to the City of Tybee Island in the form of commissions paid by the selected carrier/vendor. Commission levels are determined individually by the type of coverage being offered. We are transparent on the compensation we receive. We appreciate your business and look forward to working with you on this engagement. Please acknowledge your agreement to the terms contained herein by signing below. Midsouth Benefits By : Name: Title: Date: Accepted and Agreed City of Tybee Island By: Name: Title: Date: 4994 Lower Roswell Road, Suite 5 Marietta,GA 30068 770-579-7099 www.midsouthbenefits.net 20150319CityCouncilWorkshopPacket Page 110 of 256 20150316/01 City Council Agenda Item Request Council Workshop Meeting Date: Thursday, March 19, 2015 Purpose: The purpose of this agenda is to obtain the City Council's approval to acquire Classification and Compensation Study from Evergreen Solutions, LLC for 35,550. Explanation/Description: The City of Tybee Island issued a request for proposal ("RR") to acquire the service for a Comprehensive Classification and Compensation Study to assist the City of Tybee Island with the strategic plans as it relates to classification and compensation to ensure that employees are equitably compensate for the work performed on behalf of the City, while recognizing and rewarding those employees who exceed expectations. This should be accomplished with a modern compensation and classification system that is easily managed, not overly complex for employees to understand, and adaptable. The City is constantly competing to recruit and retain the best employees possible. In addition, the City needs to develop guidelines to assist the City staff in determining starting salary for new employees based on knowledge and experience above the minimum requirements of the position, and based on how difficult it is for the City to fill and market competiveness. The City needs guidelines to implement strategies related to other key compensation practices based on market demand such as skill pay, certification pay, bilingual pay, promotional assignment pay, acting interim pay assignments and compensation policies alternatives. Finally, the employee job descriptions need to be reviewed and updated, especially regarding the minimum qualifications of positions and each job description needs to include the American Disabilities Act Minimum Requirements as it relates to each position within the City. The majority of the City's job descriptions were prepared by the previous company who performed a comprehensive classification and compensation study; the City rejected their recommendations, but utilized the job descriptions the company presented. The job descriptions were far from adequate, failing to include in the minimum requirements section of the job description that a high diploma or GED was required, etc. RECOMMENDATION: On March 9, 2015, the City of Tybee Island received two proposals to provide Comprehensive Classification and Compensation Study to the City. The names of the proposers and their ranking are listed follows: 1. Evergreen Solutions, LLC 2. Condrey &Associates, Inc. 20150319CityCouncilWorkshopPacket Page 111 of 256 20150316/jrl COMPREHENSIVE CLASSIFICATION AND CLASSIFICATION STUDY CRITERIA FOR EVALUATION AND AWARD Criteria Evaluation Points Assigned Condrev&Associates,Inc. Evergreen Solution,LLC Project Cost 15 10 8 Expertise of Designated Staff 25 22 23 Experience With Similar Projects 20 15 20 Managerial Capabilities 15 5 15 References 25 15 23 Tota I 100 67 89 Of the proposals submitted, Evergreen Solutions, LC is recommended to provide Comprehensive and Compensation Study to the City for$35,550 to begin immediately upon the City Councils' approval. Evergreen Solutions is located on 2878 Remington Circle, Tallahasse, FLA 32308. Of the two companies Evergreen Solution presents the most professional and adequate proposal, answering all questions in specific detail. A review of their proposals disclosed that within the past six months the company has performed similar services for the City of Savannah, GA. and the City of Garden City, GA. In addition, the company has extensive experience performing these studies for City governments located on the coast including the Town of Hilton Head, SC and City of Key West, FLA. BUDGET/COST: $35,550 Currently, the City budgeted $15,000 in the Human Resources Manager's budget within the General Fund to pay for the study; the City is short $20,550. Since this is a government-wide study, the enterprise funds should share the cost. Therefore, I'm proposing to allocate the $35,550 cost to each department based upon the number of employees within its department, excluding seasonal employees. On the March 26, 2015 City Council meeting, Finance will present a budget amendment allocating the cost among each department. ATTACHMENTS: Yes 1. Attachment A- Request for Proposal for Comprehensive Classification and Compensation Study; 2. Attachment B—Proposal from Evergreen Solutions, LLC for a Comprehensive Classification & Compensation Study 3. Attachment C- Draft Agreement between the City of Tybee and Evergreen, LLC Submitted By: Angela Hudson, Director of Finance and General Administration Comments: None Date Submitted to Clerk of Council: March 12, 2015 20150319CityCouncilWorkshopPacket Page 112 of 256 20150316/jrl ATTACHMENT A is c)f• : o RFP # 2015-661 CITY OF TYBEE ISLAND TYBEE ISLAND, GEORGIA IS ISSUING THIS REQUEST FOR PROPOSAL FOR FURNISHING THE PRODUCT DESCRIBED HEREIN: COMPREHENSIVE COMPENSATION/CLASSIFICATION STUDY Bidders shall offer services and materials which may be upgraded with optional services and materials which may not be purchased at time of bid award. Bidder shall specify in the proposal the delivery schedule for the products and services from time of notification of award of bid. BIDS ARE TO BE RETURNED NO LATER THAN: MARCH 9, 2015 AT 10:00AM BIDS WILL BE OPENED ON MARCH 9,2015 AT 11:00 AM AT CITY HALL. ALL RESPONDENTS ARE INVITED TO ATTEND. The City is seeking a total bid package for service/materials equal to or exceeding specifications set forth on the attached pages which must meet or exceed stated specifications. Those not meeting these standards will be rejected. The attached material specifications become and remain a part of this request for proposal All responses, inquiries, or correspondence relating to, or in reference to, this request for proposals, and all reports, charts, displays, schedules, exhibits and other documentation by the bidders shall become the property of the City when received. All proposals submitted in response to this invitation for bid shall become the property of the City. The City retains the right to use any or all ideas presented in any proposal to the invitation to bid, whether amended or not. Selection or rejection of the proposal does not affect this right. Mail proposal to: BID NUMBER 2015-661 CLASS/COMP STUDY MELISSA FREEMAN 403 BUTLER AVE PO BOX 2749 TYBEE ISLAND, GA. 31328 Inquiries or other need for clarification in this document should be submitted no later than February 20,2015. Entaitglnati0<nsictintykshoppackatielissa Freemft,ue 113 of 256 20150316/01 Email: mfreeman @cityoftybee.org Bids shall be submitted in a sealed envelope, clearly marked on the outside of the envelope, to the office of the above address prior to the time specified. Signature of bidder indicates that bidder understands and will comply with attached terms and conditions and all other specifications made a part of this invitation for bid and any subsequent award or contract. All terms, conditions and representations made in this invitation will become an integral part of the contract. Nothing contained within this RFP is indicative of intent by the City of Tybee Island to reimburse the bidder, in whole or in part, for any costs associated with preparation, submission, or presentation of proposals. WAIVER: The City of Tybee Island reserves the right to reject any or all bids received. The City reserves the right to waive any variances from original bid specifications in cases where the variances are considered to be in the best interest of the City. SCOPE OF SERVICES The goal of the City, as it relates to classification and compensation, is to equitably compensate employees for the work performed on behalf of the City, while recognizing and rewarding those employees who exceed expectations. This should be accomplished with a modern compensation and classification system that is easily managed, not overly complex for employees to understand, and adaptable. The compensation study shall be made in accordance with generally accepted compensation methods and in accordance with applicable federal and state laws. The City currently has 92 full time and 26 part time employees. 1. Review the City's current compensation plan (salary grade levels and steps) and understand current challenges to recruiting and retaining employees. 2. Identify and recommend a consistent and competitive market position that the City can strive to maintain. 3. Recommend comparable labor markets, including both private and public sector employers for the compensation survey. The City requires final approval of the labor markets which will be included in the study. 4. Develop and conduct a comprehensive compensation survey. 5. Recommend appropriate salary range for each position based on the classification plan, the compensation survey results, and internal relationships and equity. The consultant will prepare a new salary structure based on results of the survey and best practices. 6. Develop guidelines to assist the City staff with determining the starting pay for new employees based on knowledge and experience above minimum requirements of the position, how difficult the position is to fill, and market competitiveness. 7. Recommend implementation strategies including calculating the cost of implementing the plan. 8. Identify any extreme current individual or group compensation inequities, and provide a recommended corrective action plan and process to remedy the situation. 9. Make recommendations and provide implementation strategies related to other key compensation practices based on market demand, such as skill pay, certification pay, bilingual pay,promotional pay, and acting assignment pay. 10. Provide system documentation and computer software formats to administer the plan. 11. Provide recommendations for ongoing internal administration and maintenance of the proposed compensation plan. 12. Conduct comprehensive training for Human Resources to ensure the staff can explain and administer the new system in the future. The training program should be clearly spelled out in the proposal. 2b clgi.6tAit*ApilwaNgmaglgess for a periooa9 Aer the plan is implemented. 20150316/0 The City recognizes that it is not uncommon for municipalities to select some, but not all, of the consultant's recommendations. In some circumstances, selectively adopting a recommended package may negatively impact the effectiveness of the recommendation. Therefore, it is requested that, if applicable, the consultant identify which recommendations may be implemented individually and which should only be adopted as a package. EXPECTED PROJECT DELIVERABLES The consultant is expected to present the following information that shall be produced within the scope of services: 1. A written report outlining the findings related to the work undertaken in the Scope of Services. The report shall include the consultant's recommendations with supporting information in sufficient detail to evidence the basis for the final recommendation. 2. Identification of the accepted best practices, an explanation of likely alternatives to the City's current pay and compensation program, a listing of the potential benefits and drawbacks related to each best practice, and an explanation as to why the consultant is recommending each particular practice. 3. A financial impact analysis related to the report's final recommendations, which shall include, without limitation, the impact of classification adjustments, and compensation changes. 4. A detailed listing of proposed implementation action steps, with recommended timing necessary to implement the recommendations. The action steps should be in sufficient detail as necessary to adopt the consultant's recommendations without requiring ongoing support from the consultant during implementation. 5. Delivery of a draft report to the City Finance Director, and at least one meeting with the City Manager, Finance Director, and HR Manager to review the draft report. 6. An on-site oral presentation of the draft report recommendations to the City Council. The consultant should expect one meeting before City Council, but should also specify the additional per meeting rate, inclusive of expenses, if any additional meetings are required. The report will not be considered finalized until formally accepted by the City Council. 7. An Operation Manual that describes the management and operation for the recommendations. QUALIFIED PROPOSERS The City is seeking an experienced consultant to provide the services detailed in this RFP. Therefore, at a minimum, respondents should possess and clearly detail in the proposal experience in the following areas to be considered qualified for the Project: 1) Experience and expertise in analyzing municipal compensation and classification plans, and identification of best practices. 2) Knowledge of Federal and Georgia laws and regulations governing compensation of municipal employees. 20150319CityCouncilWorkshopPacket Page 115 of 256 20150316/01 3) Recent experience in analyzing, making and implementing recommendations in municipalities. 4) Demonstrate experience redesigning compensation and/or classification plans in a municipal setting, preferably within Georgia. 5) Experience conducting employee meetings or human resources staff training for the purpose of transitioning a municipality from a step based compensation plan to a merit based system is preferred, but not required. PROPOSAL FORMAT AND REQUIREMENTS The proposer should submit one (1) original (Clearly marked "Original"), one (1) copy, and one (1) memory stick or CD of their proposal and all relevant documentation (in PDF) of their written proposal that presents their qualifications and understanding of the work to be performed. Include all information requested, organized in tabbed sections, clearly identified in a table of contents as described in the paragraphs below. Any other information thought to be relevant but not applicable to the enumerated categories, may be provided as a separate appendix to the proposal. The following information/documents must be included in the proposal package to be considered responsive to the request for proposal: A. Management Synopsis - Provide a synopsis, prepared for management review, covering the salient features of the proposal including, overall costs, and terms of work. B. Statement of Methods and Procedures — Provide a statement describing the scope of the work as understood from the document. Describe the approach, means, methods, and procedures to be used to gather data, analyze findings, and develop recommendations as requested. Provide a sample of reports and/or other correspondence. C. Agents and Address — Professional resumes of all personnel to be involved in the study, identification of the project manager and a clear indication of the responsibilities of each. Include specific information on the staff's experience with public sector compensation including public safety. It is understood by the City that the individuals specified in the consultant's proposal are the individuals who will do the work associated with the compensation study, as described in the proposal. List address, email addresses and telephone number of the office from which the services are to be provided. Proposals shall be signed above the typed or printed name of the signer. The signer shall have the authority to bind the proposer to the submitted proposal. D. Structure and Content of Work Product -Provide a detailed breakdown and description of the specific steps, services, and study products that will be provided. Provide a detailed description of job analysis and compensation methodology to be used if the consultant has a pre-designed system. Describe how the final work product will be structured and presented upon completion. Include any computer/software compatibility information. Firms may elect to include in this section any innovative methods or concepts that might be beneficial to the City as long as the minimum requirements set out in the RFP are met. E. Work Schedule - Provide a timeline indicating tasks required and the start and completion dates for each. It is expected that the project will commence as soon as possible after the contract is awarded. F. References - Include the name, address, telephone number and e-mail address for contact persons at five (5) other public entities for which comparable services have been rendered. 20150319CityCouncilWorkshopPacket Page 116 of 256 20150316/01 G. Cost of Services - Provide a total cost estimate, including travel expenses, and "not to exceed" amount for the work described in this document; a rate schedule for computing any extra work not specified in the contracted scope of work; and an amount to be deducted from the total cost estimate because proposer is conducting or has conducted in the past six (6) months, salary surveys of comparable jurisdictions/positions, the data from which can be shared rather than independently gathered. Include expectations of payment options and cost breakdown where possible. The cost estimate should be valid for a period of 90 days after the bid submission H. Other - Provide any other related and recommended products or services not specified in this RFP which may be considered essential or beneficial by the firm. These services should be priced separately form the total cost estimate in an Appendix I. All proposals must include a W-9, vendor application, affidavit verifying status, and contractor affidavit which can be found at the end of this request. About this Document - This document is a Request for Proposal but the lowest price proposed does not guarantee an award recommendation. Competitive sealed proposals will be evaluated based on criteria formulated around the most important features of the service. The proposal evaluation criteria should be viewed as standards which measure how well a firm's approach meets the desired requirements and needs of the City. The City will thoroughly review all proposals received. The City reserves the right to select and subsequently reward the proposal which best meets its required needs, quality levels, and budget constraints. CRITERIA FOR EVALUATION AND AWARD The successful Proposer will be selected based upon the best response offered to the City. Proposers may be requested to give an oral presentation after submission of responses should the City find it necessary to determine which is best received. Evaluation Criteria: Submitted proposals will be evaluated and scored based upon the following criteria: Criteria Points Assigned Project Cost 15 Expertise of Designated Staff 25 Experience With Similar Projects 20 Managerial Capabilities 15 References 25 PROJECT TIMELINE 20150319CityCouncilWorkshopPacket Page 117 of 256 20150316/01 Request for Proposal Released February 5, 2015 Emailed Questions Related to RFP Due February 20, 2015 Proposals Due to City March 9, 2015 10:00am Proposals Opened at City Hall March 9, 2015 11:00am Proposal Evaluation Period March 9-13, 2015 Recommendation to City Council March 26, 2015 Notification of Award March 27, 2015 Project Completion Due May 15, 2015 PAYMENT The bidder shall specify terms of payment TERMINATION OF CONTRACT The City reserves the right to terminate the contract for reasons of violations by the successful bidder of any term or condition of the contract by giving thirty (30) days written notice, unless otherwise stated herein, stating the reasons therefore and giving the party ample time to remedy the deficiencies. City of Tybee Island TERMS AND CONDITIONS DEFINITIONS. As used herein, the following terms shall have the meanings set forth below, whether or not capitalized. (a) "Purchase Order" or"Order"means this purchase order. (b) "Buyer"means The City of Tybee Island. (c) "Seller" or"Vendor"means the party furnishing the supplies under this order. (d) "Supplies" means what the Seller furnishes the Buyer under this order and includes with limitation, the following; (1) the work; materials; articles; deliverable items, items, data and services, whether tangible or intangible or any combination thereof; and (2) what is leased or licensed, pursuant to the lease(s) or license(s) signed by both the Buyer and the lessor or licensor if attached to and made a part of this order. (e) "Loss" means any or all the following: claims, liabilities, damages, losses, costs, or expenses (including reasonable attorneys' fees and expenses and other legal costs). ACCEPTANCE. This order constitutes an offer which shall become a binding contract upon the terms and conditions herein set forth upon acceptance by Seller either by acknowledgement of this order or commencement of performance. Buyer objects to any difference, conflicting or additional terms proposed by Seller in the acceptance of this order, and no such terms shall be effective unless expressly accepted by Buyer in writing. Each shipment received by Buyer from Seller shall be deemed to be only upon the terms and conditions contained in this order, except by such written instrument modifying the order, signed by Buyer, notwithstanding any terms and conditions that may be contained in any acknowledgment, invoice, or other form issued by Seller and notwithstanding Buyer's act of accepting or paying for any shipment, or similar act by Buyer. PRICES. Seller represents that the prices, terms, warranties, and benefits contained in this order are comparable to or better than those offered to any other customer of Seller for items which are the same or substantially similar. Buyer shall receive the benefit prospectively or retrospectively if Seller offers any item or service included in this order to any other customer at a lower price, more favorable terms, more favorable warranties, or more favorable benefits up to one year after completion of this order. 20150319CityCouncilWorkshopPacket Page 118 of 256 20150316/01 PACKING AND SHIPPING. All items shall be suitable packed and prepared for shipment to insure their safe transportation, to secure the lowest transportation cost, and to comply with the requirements of carriers. Buyer's order number shall appear on all documents and correspondence relating to these items. Packing lists shall accompany the items and shall include the order number, Buyer's part number, Seller model number, description of items shipped and any other information called for in the order. Buyer's count or weight shall be final and conclusive on shipments not accompanied by a packing list. Seller shall be liable for all excess transportation or other charges resulting from Seller's failure to comply with Buyer's packing, shipping, routing and delivery instructions. DELIVERY. Any delivery schedule made a part of this order is an important, material condition; time is of the essence of the order. Unless otherwise agreed to in writing. Seller shall not make material commitments or production arrangements in excess of the amount or in advance of the time necessary to meet Buyer's delivery schedule. It is Seller's responsibility to comply with this schedule, but not to anticipate Buyer's requirements. In addition to any other rights or remedies, Buyer may cancel all or any part of this order for Seller's failure to deliver in strict accordance with the delivery terms set forth herein. Seller shall promptly notify Buyer of any anticipated delay in the delivery date and Buyer may require Seller to ship by alternate means in order to expedite delivery. Any additional costs shall be paid by Seller and Seller shall be liable for all resulting damages to Buyer occasioned by the delay. Delivery shall not be deemed to be complete until the items have been received and accepted by Buyer. Advance and excess shipments may at Buyer's option be rejected and returned to Seller at Seller's expense. TRANSPORTATION. Except as otherwise provided on the face of this order, transportation charges on Supplies shall be f.o.b. destination, at Seller's sole cost and expense. Risk of loss from any casualty to supplies ordered hereunder, regardless of cause, shall be Seller's responsibility until goods have been delivered to Buyer's designated delivery post. No insurance or premium transportation costs beyond the price listed in this order will be allowed unless authorized by Buyer in writing. If Seller does not comply with Buyer's delivery schedule, Buyer may, in addition to any other rights that Buyer may have under this order, require delivery by fastest way, and charges resulting from the premium transportation must be fully prepaid and absorbed by Seller. WARRANTY. Seller warrants that all supplies delivered pursuant to this order shall strictly conform to the applicable specifications (including without limitation information or functional performance, material content, size, appearance, response time, etc.), shall be free from all defects and workmanship in materials including latent defects, shall be free from defects in design and suitable for their intended purpose, and shall be free from all claims, encumbrances, and liens. This warranty shall survive inspection, delivery and payments shall run to Buyer, its successors, assigns and the users of the items and shall not be deemed to be exclusive. Seller agrees to indemnify, defend and hold Buyer, Buyer's employees, and those for whom Buyer may act as agent, harmless from all damages, including consequential and incidental damages, incurred or sustained by Buyer by reason of any breach of any warranty with respect to the supplies purchased. Buyer shall be promptly reimbursed for all expenses incurred in the handling, inspection and return of defective items, and Seller shall bear the risk of loss on all such items. If any of the supplies are found at any time prior to acceptance to be defective in material or workmanship, or otherwise not in conformity with the requirements of this order, Buyer (in addition to any other rights which it may have under warranties or otherwise) may at its option (1) correct or have corrected the nonconformity at Seller's expense, or (2) reject and return such supplies or other deliverable items at Seller's expense, such supplies or other deliverable items not to be replaced without suitable written authorization from Buyer. CHANGES. Buyer may at any time request in writing changes to this order in the specifications, packing, shipment, quantities, delivery schedules, and other matters. If any such change causes an increase or decrease in the costs of or the time required for performance, Seller shall immediately notify Buyer. Any request for an equitable adjustment must be made in writing with 30 days from the dateolg3theitwoittowarttinotcfor the change. Pabio1 iacid nal charge or change in the spe@:ifoo ,ions, packing, shipment, quantities, delivery schedules, and other matters will be allowed unless authorized by Buyer in writing. TAXES. The Buyer, a municipality in the State of Georgia, is exempt from Georgia Sales Tax under the Sales and Use Tax ID # 302 526 178. All sales and use tax due on materials purchased by the city for installation by the seller under this contract are the responsibility of the contractor. ASSIGNMENT. Neither this order nor any interest herein may be assigned, in whole or in part, by Seller without the prior written consent of Buyer. Notwithstanding the above, Seller may assign any monies due or to become due to him hereunder, provided that such assignment shall not be binding upon Buyer until receipt of a copy of the assignment agreement is acknowledged and approved by Buyer in writing. SUBCONTRACTING. Seller shall not enter into a subcontract for any part of this order, including completed or substantially completed items or major components thereof, with Buyer's written consent. Nothing in this order shall be seen as prohibiting Seller's purchase of standard commercial articles, raw materials, or other supplies specified in this order if these are typically purchased by Seller in the normal course of business. TERMINATION. Buyer may terminate or suspend performance under this order in whole or in part from time to time by sending written notice to Seller. Upon receiving notice of such action by Buyer, Seller shall immediately comply with its terms and take all reasonable steps to avoid incurring any additional costs under this order. Buyer's sole liability to Seller shall be for items completed and delivered to Buyer in accordance with this order and for Seller's reasonable costs to the date of termination, such costs being solely attributable to this order and not being recoverable from other sources. INDEMNIFICATION. Seller agrees to indemnify, defend and hold Buyer, Buyer's employees, and those for whom Buyer may act as agent harmless from (1) any and all claims and liabilities for injuries or death of persons or damages to or destruction of property; (2) any other Loss caused by or resulting from the acts or omissions of Seller, its agents, subcontractors, suppliers or employees in the performance of this order; (3) any Loss caused by or resulting from the supplies purchased under this order, (4) any intended use of products or materials provided by Seller; (5) any defective products or materials provided by Seller, including without limitation the use or disposal of hazardous and/or toxic materials, such materials to include at minimum all materials recognized by the Environmental Protection Agency as hazardous; or (6) any breach by Seller of any express or implied warranties. If Seller's work hereunder involves operations by Seller's agents, subcontractors, suppliers or employees on Buyer's premises or any place where Buyer conducts operations, Seller shall take all necessary precautions to prevent the occurrence of any injury or damage to persons or property during the progress of such work. Further, Seller shall indemnify, defend and hold Buyer, Buyer's employees, and those for whom Buyer may act as agent harmless for any injuries occurring to Seller's agents, subcontractors, suppliers or employees and Seller shall maintain public liability, property damage and employee's liability and compensation insurance sufficient to protect Buyer from any claims under any applicable law, statute, or regulation. MODIFICATION; WAIVER. No waiver or modification of this order shall be effective unless in writing and signed by both of the parties hereto. Failure of either party to enforce its rights under this order shall not constitute a waiver of such rights or any other rights. ENTIRE AGREEMENT. This order is intended by the parties as a final expression of their agreement and also as a complete and exclusive statement of the terms thereof, any prior or contemporaneous oral or written agreements as to the same subject matter notwithstanding. INVALIDITY. In the event that any provision of this order is declared invalid, illegal, or otherwise unextfontadttkbycliwyrkstilvireeieer law, the remaitolltvadthe provisions shall not be affected there 41nd each term and provision not declared invalid, illegal or unenforceable shall be valid and shall be enforced to the fullest extent permitted by law. DRUG FREE WORKPLACE. By accepting this order, the Seller certifies that he shall provide a drug free workplace for his employees in accordance with the laws of the State of Georgia. SPECIFICATIONS, PROPOSALS, BID DOCUMENTS. The documents which form the basis for this order shall include the plans and specifications and bid documents as attached hereto, together with any other documents so listed and enumerated, if any, and it is expressly understood that any special conditions listed and attached hereto are specifically made a part of this contract. APPLICABLE LAW. The provisions and performance of this purchase order shall be governed by the laws of the State of Georgia and applicable federal law. Seller agrees to bring any and all actions relating to this purchase order only in the state and federal courts located within Chatham County in the State of Georgia. APPROPRIATION. Notwithstanding any other provision hereof, this agreement shall terminate at the end of each calendar year without liability or obligation on the part of the city in any calendar year where the City has not appropriated funds for the obligations hereunder for the next calendar year. 20150319CityCouncilWorkshopPacket Page 121 of 256 20150316/01 Form -9 Request for Taxpayer Give form to the (Rev,October 2004) Identification Number and Certification requester. Do not Department of the Treasury send to the IRS. Internal Revenue service t'lama(as reported on your income tax return) m m a Business name,if different from above 0 6 EL p Individual/ Exempt from backup Ito Check appropriate box: ❑ Sole proprietor ❑ Corporation ❑ Partnership ❑ Other► ❑withholding Address(number,street,and apt or suite no.) Requester's name and address(optional) . c V 6 City,state,and ZIP code tfi o. List account number(s)here{optional} m Cf3 Part I Taxpayer Identification Number(TIN) Enter your TIN in the appropriate box.The TIN provided must match the name given on Line 1 to avoid Social security number backup withholding.Far individuals,this is your social security number(SSN).However,far a resident 11 11 alien,sole proprietor,or disregarded entity,see the Part I instructions on page 3.For other entities,it is your employer identification number(EIN(.If you do not have a number,see Now to get a TIN on page 3. or Note.If the account is rn more than one name,see the chart on page 4 for guidelines on whose number Employer identification number to enter. 1 1 1 1 1 1 1 1 Part II Certification Under penalties of perjury,I certify that: 1. The number shown on this form is my correct taxpayer identification number(or I am waiting for a number to be issued to me),and 2. I am not subject to backup withholding because:(a)I am exempt from backup withholding.or(b)I have not been notified by the Internal Revenue Service(IRS)that I am subject to backup withholding as a result of a failure to report all interest or dividends,or(c)the IRS has notified me that I am no longer subject to backup withholding,and 3. I am a U.S person(including a U.S.resident alien). Certification instructions.You must crass out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return.For real estate transactions. item 2 does not apply. For mortgage interest paid,acquisition or abandonment of secured property,cancellation of debt,contributions to an individual retirement arrangement(IRA),and generally, payments other than interest and dividends,you are not required to sign the Certification,but you must provide your correct TIN.(See the instructions on page 4) Sign Signature of Here u.s.person► Date ► City of Tybee Island, PO Box 2749, Tybee Island, GA 31328 912-786-4573 I (fax) 912-786-9465 What products/services do you provide to the City of Tybee Island: To whom shall we direct the Purchase Order? Sales Contact: Email: Phone# Fax# Location: To whom shall we direct Payment? A/R Contact: Email: Phone# Fax# Remittance Address: Our terms are Net 30. 20150319CityCouncilWorkshopPacket Page 122 of 256 20150316/jrl Affidavit Verifying Status 46 for City Public Benefit Application By executing this affidavit under oath,as an applicant for a City of Tybee Island,Georgia,Business License or Occupation Tax Certificate,Alcohol License, Taxi Permit, Contract, or other public benefit as referenced in O.C.G.A. Section 50-36-1, I am stating the following with respect to my application of a City of Tybee Island: • Business License or Occupational Tax Certificate, • Alcohol License, (circle all that apply) • Taxi Permit, • Contract • Other public benefit for (printed name of natural person applying on behalf of individual, business, corporation,partnership, or other private entity). 1) I am a United States citizen. OR 2) I am a legal permanent resident 18 years of age or older or I am an otherwise qualified alien or non- immigrant under the Federal Immigration and Nationality Act, 18 years of age or older and lawfully present in the United States. * In making the above representation under oath, I understand that any person who knowingly and willfully makes a false, fictitious,or fraudulent statement or representation in an affidavit shall be guilty of a violation of Code Section 16-10-20 of the Official Code of Georgia. Signature of Applicant Date Printed Name *Alien Registration Number for Non-citizens SUBSCRIBED AND SWORN BEFORE ME ON THIS THE DAY OF ,20 Notary Public My Commission Expires: Note: O.C.G.A. §50-36-1(e)(2) requires that aliens under the federal Immigration and Nationality Act, Title 8 U.S.C., as amended,provide their alien registration number. Because legal permanent residents are included in the federal definition of"alien", legal permanent residents must also provide their alien registration number. Qualified aliens that do not have an alien registration number may supply another identjing number below: 20150319CityCouncilWorkshopPacket Page 123 of 256 20150316/01 Contractor Affidavit under O.C.G.A. § 13-10-91(b)(1) By executing this affidavit, the undersigned contractor verifies its compliance with O.C.G.A. § 13-10-91, stating affirmatively that the individual, firm or corporation which is engaged in the physical performance of services on behalf of(name of public employer) has registered with, is authorized to use and uses the federal work authorization program commonly known as E-Verify, or any subsequent replacement program, in accordance with the applicable provisions and deadlines established in O.C.G.A. § 13-10-91. Furthermore, the undersigned contractor will continue to use the federal work authorization program throughout the contract period and the undersigned contractor will contract for the physical performance of services in satisfaction of such contract only with subcontractors who present an affidavit to the contractor with the information required by O.C.G.A. § 13-10-91(b). Contractor hereby attests that its federal work authorization user identification number and date of authorization are as follows: Federal Work Authorization User Identification Number(E-verify S.A.V.E #) Date of Authorization Name of Contractor Name of Project Name of Public Employer I hereby declare under penalty of perjury that the foregoing is true and correct. Executed on , , 201_in (city), (state). Signature of Authorized Officer or Agent Printed Name and Title of Authorized Officer or Agent SUBSCRIBED AND SWORN BEFORE ME ON THIS THE DAY OF ,201 . NOTARY PUBLIC My Commission Expires: 20150319CityCouncilWorkshopPacket Page 124 of 256 20150316/01 ATTACHMENT B EVERGREEN SOLUTIONS, LLC PROPOSAL FOR COMPREHENSIVE CLASSIFICATION & COMPENSATION STUDY 20150319CityCouncilWorkshopPacket Page 125 of 256 20150316/jrl A Proposal to Conduct a Comprehensive Compensation and Classification Study for the City of Tybee Island, GA Bid No. 2015-661 ORIGINAL tlik&-- .i i i .. .,,- vt, ,,, , iii, if . ' 411' V t4 t A .**" Evergreen Solutions, LLC March 2, 2015 20150319Cit CouncilWorksho•Packet Pa•e 126 of 256 201 A Proposal to Conduct a Comprehensive Compensation and Classification Study for the City of Tybee Island, GA Bid No. 2015-661 Submitted to: Ms. Melissa Freeman City of Tybee Island 403 Butler Avenue Tybee Island, Georgia 31328 Submitted by: Evergreen Solutions, LLC 2878 Remington Green Circle Tallahassee, Florida 32308 (85o) 383-0111 (phone) / (850) 383-1511 (fax) March 2, 2015 20150319CityCouncilWorkshopPacket Page 127 of 256 20150316/01 Evergreen Solutions, LLC 2878 Remington Green Circle -Tallahassee, Florida 32308 850,383.01H I - fax 550.383.151 1 February 26, 2015 Ms. Melissa Freeman City of Tybee Island 403 Butler Avenue Tybee Island, Georgia 31328 Dear Ms. Freeman: Evergreen Solutions, LLC is pleased to submit a proposal to conduct a comprenensive Compensation and Classification Study for the City of Tybee Island. Our response is based on our review of your Request for Proposal (Bid No. 2015-661), our understanding of the Georgia labor market, our experience in working with hundreds of local governments and other public sector organizations, and our knowledge of best practices in human resources management. Evergreen Solutions was formed to provide an alternative to traditional consulting firms. We provide an innovative and effective option by focusing on clients needing partners and not simply another service provider. Evergreen Solutions is a female-owned business, certified as a W/MBE in many states and municipalities across the country. Evergreen is licensed to do business in the State of Georgia. As a national firm, Evergreen Solutions continues to grow and our territory now includes clients in 42 states. In the State of Georgia, we have worked for, or are currently on contract to work for,the following public sector clients in a variety of human resource capacities: City of Kingsland; City of Riverdale; City of Alpharetta; City of Douglasville; City of Savannah; City of Garden City; City of Dahlonega; Forsyth County; DeKalb County Schools; Douglas Public Schools; Sumter County Schools; Atlanta Public Schools; and Atlanta Metropolitan College. The following is a sample of some of the local government clients our consultant team has worked with, or are currently on contract to work with in other states,that involved services similar in scope to those being requested: City of Fairhope, AL; Blount County, TN; City of Evanston, IL; City of Pittsburgh, PA; City of Kalamazoo, MI; City of Lee's Summit, MO; City of Branson, MO; City of Columbia, MO;Jefferson County, MO; Sedgwick County, KS; Ellis County, KS; Kent County Levy Court, DE; City of Gaithersburg, MD; City of Hyattsville, MD; City of Salisbury, MD:Allegany County, MD; County of Culpeper, VA; Gloucester County, VA; Essex County,VA; Isle of Wight County,VA; Montgomery County, VA; Halifax County, VA; Louisa County,VA; City of Newport News,VA; City of Suffolk, VA; Brunswick County, NC; New Hanover County, NC; Duplin County, NC; Lee County, NC; Davie County, NC; Guilford County, NC; City of Lancaster, SC; City of Columbia, SC; City of Chester, SC; City of Greer, SC; City of Mauldin,SC; Charleston County, SC; Town of Mount Pleasant, SC;Town of Hilton Head Island, SC; City of Fountain, CO; Final County, AZ; Town of Sahuarita, AZ; Town of Little Elm, TX; City of Austin, TX; City of Southlake, TX; City of Pearland, TX; City of Seguin, TX; City of Rowlett, TX; City of Sachse, TX; City of Pflugerville,TX; City of Mont Belvieu,TX; City of Duncanville,TX, City of Sunset Valley, TX; Denton County, TX;Travis County,TX; City of Santa Fe, NM; City of Carlsbad, NM; City of Sarasota, FL; City of Winter Park, FL; City of Palm Beach Gardens, FL; City of Delray Beach, FL; City of Temple Terrace, FL; City of Panama City, FL; City of Dora!, FL; City of Ocala, FL; City of Hollywood, FL; City of Dania Beach, FL; Miami-Dade County, FL; Bay County, FL; Manatee County, FL; Highlands County, FL;Seminole County, FL; Monroe County, FL; Charlotte County, FL;Sarasota County, FL; Osceola County, FL; Citrus County, FL; and many others. Information regarding the 20150319CityCouncilWorkshopPacket Page 128 of 256 20150316/jrl www.ConsuitEvergreen.com services provided to some of these clients as they relate to the services being requested can be found in Section F proposal. The Evergreen Team is able to fully comprehend the challenges and goals of the City of Tybee Island because of our vast understanding of local government human resources, and the fact that we possess the necessary experience and expertise. Our team has significant expertise in conducting comprehensive compensation and classification studies and similar human resources work for local governments, as evidenced in Section C. Detailed resumes are included in the Appendix. Some of the human resource services Evergreen has focused on include: compensation and classification studies;salary and benefits surveys; performance management studies; recruitment, hiring, and retention studies; strategic and workforce planning; staffing studies; and disparity studies. Through our experiences in conducting this wide range of projects,we have gained the knowledge of every aspect of the management, and operations involved in local government human resources. As a result, our team knows how critical a classification and compensation system is to the overall operation of a proficient and progressive municipality. We have developed helpful methods and tools that assist our clients in implementing and maintaining our study recommendations and results. Evergreen's approach to conductinga comprehensive compensation and classification study draws not only from extensive human resources work with local government clients, but also from direct feedback of our past clients. In essence, we offer you tools that are innovative as well as those that have been proven to work in real places with real people. Some of the key facets of our approach include: • We emphasize communication as the key to successful study completion as well as implementation. Our team understands that compensation by its very nature creates anxiety in staff and managers alike. In order to ensure a successful study process and "buy-in" at implementation, City officials, department heads, and employees need to be involved in the process. This is a critical component of our communication plan. + Our methodology utilizes the latest in technology. In order to reduce the cost to our client partners and enhance wider participation, we offer all of our tools in an electronic format. In essence, every step of the process can be done on the Web. • We understand that one size does not fit all. Some consultants provide the same overall solution to every client; however, we provide a variety of alternatives that allow our client partners to select the solution that best meets their business and human capital needs. As Executive Vice-President of Evergreen Solutions, I am authorized to commit our firm contractually to this engagement. We have reviewed your terms and conditions, and we acknowledge that we would be able to work within your requirements We appreciate this opportunity and commit to you our best effort. If you have any questions, please contact me at(850) 383-0111 or via email at jeff @consuftevergreen.com. Sincer-. Dr.Jeff Lin,- Executive Vice-President Evergreen Solutions, LLC • 20150319CityCouncilWorkshopPacket Page 129 of 256 20150316/y1 ": rIab(e of contents A. Management Synopsis A-1 B. Statement of Methods and Procedures B-1 B.1 Understanding of the Scope of Work B-1 B.2 Evergreen's Approach B-2 B.3 Detailed Work Plan B-14 C. Agents and Address C-1 C.1 Proposed Project Team C-1 C.2 Key Personnel C-2 D. Structure and Content of Work Product D-1 E. Work Schedule E-1 F. References F-1 F.1 History of Firm F-1 F.2 Select Relevant Experience F-3 F.3 References F-20 G. Cost of Services G-1 H. Other H-1 I. Required Forms I-1 Appendix A: Detailed Resumes Evergreen Solutions,LLC 20150 19 i yCouncilWorkshopPacket Page 130 of 256 20150316/01 Section.l 9Vlanagement Synopsis Evergreen Solutions,LLC 20150 19 i CouncilWorkshopPacket Page 131 of 256 20150316/01 A. Wianagement Synopsis We provide you with the following synopsis which covers the salient features of our response to the Request for Proposal (RFP). Statement of Methods and Procedures In Section B of our response, we provide our understanding of the work to be performed; our overall approach and methodology for completing this study; and a detailed work plan, identifying the tasks, activities, and milestones necessary to accomplish all required deliverables included in the scope of services of the RFP. Evergreen Solutions understands that it is the intent of the City of Tybee Island to solicit responses from qualified consultants to conduct a comprehensive compensation and classification study,the goal of which is to have recommendations provided on how to equitably compensate employees for work performed while recognizing and rewarding those employees who exceed expectations. Evergreen's approach for completing the requested work is built on working collaboratively with the City to make sound, implementation-focused recommendations. Specifically,we have developed a methodology that:focuses on market competitiveness; recognizes that compensation is comprised of more than just base pay levels; reflects changes in recent compensation strategies; designs custom solutions that take into account the diversity of needs present in the organization and allows you to select the components and options that best meet your overall needs; and produces a structure that improves the organization's ability to recruit, reward, motivate, and retain talent in a competitive environment that includes both public and private sector employers. In Section B.3 of our response,we provide a detailed work plan that consists of the 12 tasks listed below. * Task 1: Project Initiation • Task 2: Collect and Review Current Environment Data * Task 3: Evaluate the Current System * Task 4: Develop Compensation Philosophy * Task 5: Evaluate and Build Projected Classification Plan • Task 6: Identify List of Market Survey Benchmarks * Task 7: Identify Approved List of Survey Targets * Task 8: Conduct Market Salary Survey and Provide External Assessment Summary * Task 9: Develop Strategic Positioning Recommendations * Task 10: Conduct Solution Analysis • Task 11: Develop and Submit Draft and Final Reports * Task 12: Develop Recommendations for Compensation Administration Agents and Address In Section C of our proposal, we include the qualifications of our proposed project team. Evergreen Solutions is proposing an exceptional team of experts who have worked together on many similar projects. Evergreen always ensures that each project is sufficiently staffed to handle any additional tasks or unforeseen issues that may arise during the course of the comprehensive compensation and classification study. The combination of our individual knowledge and skills form a superior Evergreen Solutions,LLC Page A-i 20150319CityCouncilWorkshopPacket Page 132 of 256 20150316/jrl team who will be able to competently perform all of the pieces of this engagement for the City of Tybee Island. Detailed resumes are included in the Appendix. Structure and Content of Work Product Evergreen Solutions typically includes the following five chapters in a final report for a Comprehensive Compensation and Classification Study: • Chapter 1: Introduction—This chapter provides an introduction into the study and describes the necessary steps that will take place. • Chapter 2: Summary of Outreach—This chapter provides a summary of any employee meetings and department head interviews. • Chapter 3: Assessment of Current Conditions—This chapter provides an overall assessment of the structure of the compensation plan in place in the organization and a brief analysis of the employee demographics within the organization. * Chapter 4: Market Summary—This chapter provides results of the market salary survey. • Chapter 5: Solution—This chapter summarizes the proposed recommendations based on the findings from the previous chapters. The recommendations occupy four different categories: Classification, Overall Structure, Compensation, and Administration. Work Schedule Evergreen Solutions possesses the staff,skills, and tools to conduct the comprehensive classification and compensation study and deliver the final report to the City of Tybee Island in approximately 60 days of execution of a contract. This is based on a tentative project start date of March 27, 2015, as stated in the RFP, and a completion date of May 31, 2015. This work schedule can be modified in any way to best meet the needs of the City of Tybee Island. References In Section F we provide a brief history of our firm, a list of similar projects we have conducted that involved work similar in scope to the services being requested, and five references. Evergreen is well qualified to conduct a Comprehensive Compensation and Classification Study for the City of Tybee Island as our consultants have conducted hundreds of similar studies for local governments and other public sector organizations throughout the country, including many in the State of Georgia. Evergreen Solutions, LLC is a national, multidisciplinary, public sector management consulting firm, which specializes in working with local governments across the nation. Evergreen was formed in 2004 to provide a modern, practical alternative to the typical consulting options. We are a group of management and human resource professionals who came together to form an innovative alternative that places clients and their needs before any individual, model,or corporate goal. Evergreen Solutions,LLC Page A-2 20150319CityCouncilWorkshopPacket Page 133 of 256 20150316/jrl Evergreen Solutions is a female-owned business, certified as an M/WBE in many states and municipalities across the country. Evergreen Solutions is a female-owned business, certified as a W/MBE in many states and municipalities across the country. Evergreen is authorized to conduct business in the State of Georgia. Cost of Services Our total, not-to-exceed, fixed cost to complete all tasks identified in our detailed work plan in Section B of our response to the RFP is$35,550. Our cost is all inclusive, and includes travel costs (meals and lodging), transportation,fringe benefits, indirect costs (overhead), clerical support, and all other out-of-pocket expenses. Note:Any additional work needed outside of the scope of work would be billed at an hourly rate of$150 per hour. Our cost is valid for 90 days upon receipt of proposal. Our cost includes a ten percent discount because we are conducting, or have conducted in the past six months,salary surveys of comparable jurisdictions/positions,the data from which can be shared rather than independently gathered. Other Evergreen Solutions offers the following additional human resource services to our local government clients. Should the City of Tybee Island desire any of these additional services, Evergreen would be pleased to provide the City with a cost to perform the requested work. • Benefits Surveys ▪ Staffing Studies • Workload Analyses • Strategic Planning • Human Resource Audits • Performance Evaluation Studies • Recruitment and Retention Studies • Gender Equity Studies Required Forms In Section I we include the following required forms: #4 Evergreen Solutions,LLC Page A-3 20150319CityCouncilWorkshopPacket Page 134 of 256 20150316/01 Section cB Statement of Methods and Procedures Evergreen Solutions,LLC 20150 19 tyCouncilWorkshopPacket Page 135 of 256 20150316/01 B. Statement of Methods and Proceddures In this section we provide our understanding of the work to be performed; our overall approach and methodology for completing this study; and a detailed work plan, identifying the tasks, activities, and milestones necessary to accomplish all required deliverables included in the scope of services of the Request for Proposal (RFP). B,1 Evergreen understands that according to the scope of work outlined in Understanding of ' the RFP,the City of Tybee Island expects the hired consultant to: the Scope of • review the City's current compensation plan (salary grade Work levels and steps)and understand current challenges to recruiting and retaining employees; • identify and recommend a consistent and competitive market position that the City can strive to maintain; • recommend comparable labor markets, including both private and public sector employers for the compensation survey. The City requires final approval of the labor markets which will be included in the study; • develop and conduct a comprehensive compensation survey; • recommend appropriate salary range for each position based on the classification plan, the compensation survey results, and internal relationships and equity. The consultant will prepare a new salary structure based on results of the survey and best practices; • develop guidelines to assist the City staff with determining the starting pay for new employees based on knowledge and experience above minimum requirements of the position, how difficult the position is to fill, and market competitiveness; • recommend implementation strategies including calculating the cost of implementing the plan; • identify any extreme current individual or group compensation inequities, and provide a recommended corrective action plan and process to remedy the situation; • make recommendations and provide implementation strategies related to other key compensation practices based • on market demand, such as skill pay, certification pay, bilingual pay, promotional pay, and acting assignment pay; Evergreen Solutions,LLC Page B-i 20150319CityCouncilWorkshopPacket Page 136 of 256 20150316/jrl • provide system documentation and computer software formats to administer the plan; • provide recommendations for ongoing internal administration and maintenance of the proposed compensation plan; • conduct comprehensive training for Human Resources to ensure the staff can explain and administer the new system in the future. The training program should be clearly spelled out in the proposal;and • provide an appeals process for a period of time after the plan is implemented B.2 Evergreen Solutions is uniquely qualified to conduct Comprehensive Evergreen's Compensation and Classification Study for the City of Tybee Island as our team includes recognized experts in local government and human Approach resources management and understands that there is not a "one size that fits all"solution to compensation management. Our approach is built on working collaboratively with all parties to make sound, implementation-focused recommendations. Specifically, we have developed a methodology that: • focuses on market competitiveness; • recognizes that compensation is comprised of more than just base pay levels; • reflects changes in recent compensation strategies; • designs custom solutions that take into account the diversity of needs present in the organization and allows you to select the components and options that best meet your overall needs; and • produces a structure that improves the organization's ability to recruit, reward, motivate, and retain talent in a competitive environment that includes both public and private sector employers. We will work closely with the City's designated Project Manager, City Manager, and the Human Resources Director throughout the process to ensure constant communication of issues, concerns, and potential outcomes. In addition,we will work closely with your staff to gain a solid understanding of your current operational realities, challenges, and desired outcomes. Moreover, Evergreen Solutions will work with you to balance your need to meet your performance goals while carefully managing the organization's resources. Evergreen Solutions,LLC Page B-2 20150319CityCouncilWorkshopPacket Page 137 of 256 20150316/jrl • Compensation management has undergone significant transformation in the private sector and over time public sector organizations have mirrored these changes. While compensation once centered on the separate administration of base pay and core benefits, a shift has occurred that has transformed compensation management. Progressive organizations now recognize that to effectively recruit, reward, motivate, and retain employees—compensation management requires strategic thinking and planning. Compensation management must support an organization's overall strategic direction.To accomplish this, effective organizations design a compensation philosophy that details where an organization wants to be in relation to the market in key areas. These key areas include cash compensation, benefits, and work/life balance. Compensation is thus a reflection of the organization's philosophy. Evergreen Solutions realizes that we will need to tailor our approach to fit the operating,fiscal, and competitive needs of the client. Recommendations must always reflect competitive needs while supporting the client's overall mission. Listed below is an overview of the typically recommended approach that Evergreen takes when conducting a study of this nature. Kick Off Meeting Evergreen Solutions begins each engagement by meeting with the client's leadership team. Frequently,this initial meeting will accomplish several goals, including: • finalizing the project work plan; • identifying milestone and deliverable dates; • gaining insight into the management structure and approach; • collecting compensation and classification data; • identifying additional data needs; and • developing preliminary schedules for subsequent tasks. At this time, we will also request a copy of the employee database that reflects current classification and compensation data. Communication Plan Communication is a critical component of any comprehensive compensation and classification study. Communicating with employees directly and early in the process builds support for the process and the accompanying outcomes. As part of our communication plan,we meet first with key project staff to fully understand the nature and scope of the project.The results of these meetings are then communicated to employees during the project outreach through employee orientation sessions,focus groups, and interviews. Regular updates are provided to the Client's Project Manager and can be posted on the client's intranet site, if available and desired.Additionally, the communication plan for the distribution of the end product, particularly how the results will be distributed to employees, is also critical. Evergreen Solutions,LLC Page B-3 20150319CityCouncilWorkshopPacket Page 138 of 256 20150316/01 Developing An organization's compensation philosophy is designed to support the the overall business strategy. It can take many forms, but ultimately the Compensation compensation philosophy selected will guide the structure of the Philosophy overall compensation system. Evergreen will meet with the client's leadership team to ascertain the client's overall business strategy and document the various alternatives that are available to support that strategy. Based on the client's needs, Evergreen Solutions will provide the client with a comprehensive compensation philosophy to guide subsequent decisions. Typically, a consultant can facilitate the process and make recommendations for the compensation philosophy, but the decision will ultimately rest with the organization itself. It is imperative for the client to agree upon a compensation philosophy prior to establishing the remaining components of the compensation system. Employee Based on client feedback and a review of best practices, we have Orientation and designed an orientation curriculum that provides employees insight Focus Groups into the process as well as provides a forum for answering questions and soliciting participation. Following the orientation sessions, we begin the focus group process. Focus groups are used to gain detailed insight into employee perceptions, concerns, and issues. The protocol for the sessions is provided to your project team in advance and refined to meet your needs. We have found that employee orientation sessions and focus groups are critical venues for building employee participation and buy-in. Since they take place at the outset of the project,they are a critical introduction to the project and the question and answer formats allow employees to become engaged in the process. During these sessions, Evergreen Solutions consultants can also help to manage expectations since some employees may have unrealistic expectations based on anecdotal information. Department Head Evergreen's staff conduct one-on-one interviews with department Interviews heads and senior management(in addition to any other employees the client determines is necessary)to identify challenges for consideration. These interviews will allow our staff to add details to our understanding of the client and its needs. They also allow our consultants the opportunity to better understand the organizational structure of each department as well as the unique recruiting and retention issues that may be present in each department. Frequently, department directors, senior management,and officials serve as invaluable resources in explaining how internal equity relationships have evolved overtime and explaining the nuances between the differences in jobs. Job Assessment Another important activity undertaken at this time is the distribution of Tool and Evergreen Solutions' Job Assessment Tool©(JAT).These Management Issue ; questionnaires are central components of the job evaluation process. Tool The JAT asks a series of questions regarding an employee's job that captures the nature of the job and how it interacts with work within the organization. Evergreen Solutions,LLC Page B-4 20150319CityCouncilWorkshopPacket Page 139 of 256 20150316/jrl The JAT contains questions that ask about each of the following areas: • scope of duties; • complexity of work; • supervision received and exercised; • physical requirements; • financial responsibilities; • analytical/mental requirements; • knowledge and skills required for the job; and • level of responsibility/reporting relationships. Evergreen Solutions will contact the client's Project Manager should there be a need to clarify question responses or issues with information collected from the JAT. Due to budgetary constraints faced by many public sector clients we have designed the JAT as a web-based tool so that data can be collected electronically. If requested, we can also provide a paper-based version of the tool. Exhibit&1 below depicts a screenshot of the JAT home screen showing the levels of access for a Supervisor. Supervisors have access to their own surveys in addition to the ability to review and approve the surveys of their direct reports. The supervisor review process ensures validation of the JAT data collected from employees and prevents comments made by employees from being taken out of context. Exhibit B-1 Supervisor's JAT Home Screen _ r, Welcome to JOB Force! i4„,„*„ - ' 'Welcome Evergreen Solutions. Logout 7 I If you are nol Evergreen Solutions please log out and confirm your login information Complete your employee information survey Eft AfitiffROSO: Supervisors can review and comment on employee survey results. Source:Evergreen Solutions,2013 Exhibit B-2 shows an example of the basic employee demographic information validation that takes place within the JAT. In addition to employee email, Evergreen Solutions collects employee phone information to facilitate contact after the JAT is complete. It is also important for us to have a complete understanding of their work • schedule. Evergreen Solutions,LLC Page B-5 20150319CityCouncilWorkshopPacket Page 140 of 256 20150316/jrl Exhibit&2 • Personal and Job Information ' f - ' ri Tool • • Basic Personal and Job Information Personal Information Contact Information Name: Evergreen Solutions(1008j E-maili jjat @consultevergreen.com phone/Extension: Section 1.0 Job Overwiew Jab Title: NA Official Workweek in hours iplease identify your official workweek, rather than actual hours worked) 0 Less than 1S 0 15- 20 0 21 • 30 0 31 - 37.5 0 40 0 Greater than 40 Status(please i.n•_,:d e one) 0 Full time 0 Less than full time Submit and save your responses to this page by licking below, If you do not have time to complete the entire process at this time,the information you have stored will be available the next time you log in to the site, Save and Continue ore.Esrer'grev1n Saint is,2073 Exhibit B-3 illustrates how Evergreen Solutions uses the JAT to collect functional details of employee's jobs.Seeking to understand how employees summarize their responsibilities in their own words allows our analysis to expand beyond what may be conveyed in a traditional job description.An informal survey of municipal employees revealed that 90 percent felt that the job descriptions held on file with their employers were inaccurate or incomplete representations of their duties. Understanding this, Evergreen Solutions designed the JAT to fill in those gaps to ensure that the entirety of an employee's job is analyzed within the context of the study. Evergreen Solutions,LLC Page B-6 20150319CityCouncilWorkshopPacket Page 141 of 256 20150316/0 Exhibit B-3 Job Description and Responsibilities Job ASSeSSMent `ool .,.. r tlr:. f Job Description and Responsibilities Section 2.0 Job Description Briefly provide an overview of your}cob, including a description of the purpose of your job and the type of work you do. This may be the same as the introduction to your current job description,but it does not need to be ` Please indicate below the number of people you supervise directly and/or indirectly Supervise Directly* Full-time; part-time, reduced hours, and'-e n; -:_ Supervise Indirectly** rFull-time, part-time, reduced hours, and temporary i * Direct supervision is the management or supervision of employees vkio report work } to you and who you evaluate without assistance.Please do not include subcontractors. ** Indirect supervision is the management or oversight of employees who report to you through another supervisor who reports directly to you.Please do not include subcontractors. t Y Submit and save your responses to this page by clicking below. If you do not have €E time to complete the entire process at this time, the information you have stored pi will be available the next time you log in to the site. K [Save and Contin Source:Evergreen Solutions,2013 Exhibit B-4 shows a similar page in which employees are asked to list the Essential Functions of their job. These are the tasks and activities that define the classification and make it unique. Gathering information such as this allows Evergreen Solutions to assess the validity of the present classification structure and identify classifications or individuals within classifications that need to be restructured or reclassified. 4 Evergreen Solutions,LLC Page B-7 20150319CityCouncilWorkshopPacket Page 142 of 256 20150316/jrl Exhibit B-4 Job Functions Job Assessment Tool 464 Job Description and Responsibilities Section 3.0 Jab Functions In the table provided, please include all essential job functions you perform, For every function you list, please note how often you perform the function-Daily, Weekly, Monthly,A Few Times.Per Year, or Annually.Then,estimate the total percent of your time spent on each function on an annual basis. Lastly, please check off the five most important functions you perform. Job Function Most Frequency %Time Important Spent Function on Task (Choose fare) 1. yes Choose One . 2. 4` Yes Choose One . 3. [ Yes Choose One . 4. Yes Choose One . 5. L.. Yes Choose One . S. Yes Choose One 7 ® Yes 'Choose One . S. L yes Moose One . 9, E yes Choose One . I0. L Yes Choose One ■ 11. r Yes Choose One 12. L. yes Choose One v 12. Yes Choose One 14 ® Yes Choose One Choose. .__ _.. 15 El 'i , Yes One -e . Submit and save your responses to this page by clicking below. If you do not have time to complete the entire process at this time, the information you have stored will be available the next time you log in to the site. Source:Evergreen Solutions,2013 Evergreen Solutions,LLC Page B-8 20150319CityCouncilWorkshopPacket Page 143 of 256 20150316/jrl In addition to the JAT, Evergreen will also distribute our Management Issues Tool (MIT).The MIT is distributed to supervisors and managers and is used to collect specific information from supervisors and managers related to such issues as recruitment and retention problems, classification issues, pay equity issues, problems with titles, and other related issues. Each MIT will be logged and a specific response will be provided.The MIT process is designed to allow supervisors and managers to give direct input into the process and they serve as "red flags"to Evergreen Solutions staff during the analysis portion of the project. Preliminary As a starting point for analysis, Evergreen's project consultants review Assessment the client's database in comparison to the pay plan and information collected from the JATs to produce a preliminary assessment.The preliminary assessment summarizes the strengths and weaknesses of your human resource management system. The compensation analysis focuses on the number of pay grades, range widths, percentage differences between grades,step plans versus open range plans, and the expected time to reach full job competency. The overall analysis focuses on structure, movement, and equity(internal) as well as specific concerns such as turnover, longevity, compression, and range anomalies. The issues we identify in the assessment become core considerations in creating the potential solutions later in the process. Job Evaluation The next step in the process is to review responses to the JATs and identify any possible misclassifications. Once the review of the JATs has been completed, Evergreen's consultants will evaluate all jobs on each of the compensatory factors, score each position, and determine if there is any need for further investigation of specific positions. If serious discrepancies exist, Evergreen's consultants will work directly with the Client Project Manager to resolve any issues. Once work has been properly classified, changes in the current classification system rankings can be recommended. Our goal is to produce a classification system that reflects the internal equity relationships suggested by the JAT scoring conducted earlier. Compensation Our approach to compensation analysis is based on the belief that compensation should be organization-specific,fair, equitable, and directly tied to strategic goals.To ensure that all these criteria are met, we will conduct an extensive analysis on the relevant labor market,the internal structure and inter-relatedness of jobs within the organization, and the relative worth of jobs within the organization vis-à-vis the compensation philosophy. The most traditional component of a total compensation program is base pay(fixed pay). However, inclusion of benefits in total compensation strategy is not a new concept. Provision of benefits was originally a recruitment tool,though over time the provision of core benefits has become an expectation. Research shows that public Evergreen Solutions,LLC Page B-9 20150319CityCouncilWorkshopPacket Page 144 of 256 20150316/01 sector organizations commonly use superior benefits packages as a way to offset structural disadvantages in base pay.The purpose of the survey is to collect information for comparison to current offerings, and make recommendations for change consistent with the parameters of the compensation philosophy. Market Survey A key component of assessing compensation is to consider market position, which is sometimes referred to as external equity or competitiveness. Evergreen's consultants wait until well into the classification analysis to design the market survey to ensure that jobs are understood, anomalies in classification characteristics are documented, and sufficient input has been received. The market survey will obtain standard range information related to minimum, midpoint, and maximum salaries. Data collection will focus on the public sector, but will include information from the private sector where applicable. Further, we will look to include any employers to whom the client has recently lost employees. Benchmarks One of the most important components of the external assessment is in the selection and utilization of benchmark positions for the labor market survey. We will work with the client to identify the appropriate number of benchmark positions to best fit the client's needs in the labor market survey. Based on our experience, we have found that it is simply not practical to survey all positions within the organization—the resulting surveys become too cumbersome for labor market peers to complete, and the response rate on the whole suffers. We ensure, through multiple checks and balances,that the benchmark positions chosen will represent a broad spectrum of positions across the organization,from all job families, pay levels, and functional areas. Targets To conduct an external labor market assessment, we work with the client to identify the most appropriate targets to survey. Evergreen selects peer organizations based on the local labor competition, regional markets, and class-specific markets. Peer organizations should be those organizations that compete with the client for labor in at least one job family. An appropriate mix of peers in the public and private sectors will be included in the survey, and if necessary, augmented with published secondary data sources. Typically, Evergreen waits until the outreach process has been completed to identify the complete list of market peers. This is because we often will uncover specific information during the focus group and interview sessions that identifies potentially critical survey targets. Ideally, we would like to work with the client after the outreach has been concluded to identify the final list of potential market peers. An important factor of our methodology is that the client has the final approval of all aspects of the study. We will not proceed with the analysis unless the client is completely comfortable with the survey targets chosen. Often,there are different factors impacting an organization,such as proximity to a major metropolitan area, technology corridor, or specific market(i.e., military base),that have a Evergreen Solutions,LLC Page B-io 20150319CityCouncilWorkshopPacket Page 145 of 256 20150316/01 direct effect on its ability to recruit and retain employees in specific positions. These factors have to be taken into account when selecting survey targets. Once the targets are selected and approved, the survey instrument is developed and sent to the client for final approval. Subsequent to the client's approval,the survey is then distributed to the targets in both paper and electronic formats. Evergreen Solutions uses a four-fold method of communicating with respondents. Our staff notifies the target group that the survey is being sent or made available, confirms receipt, and encourages participation. Once the data are received,they are cleaned,validated, and summarized. A separate report is issued that shows the results of the salary survey. Unifying the After determining the appropriate division of work and market position, Solution the compensation structure can be created. There is not a single, perfect solution for every client partner. The nuances and unique characteristics of each client necessitate a customized solution to meet the client's needs. The Evergreen Team has considerable experience in developing multiple solutions and working with client partners to determine the one that best meets their needs. Our analytical team uses a variety of tools to produce various potential solutions: regression analysis, market thresholds, and other human resource models. Several major options are presented to the client's team before the implementation plan is created. It is at this stage in the process that we typically meet with the client to identify the direction of the final solution. We will present to the client a draft report for review and comment. We typically ask the client to examine the draft solution objectively and provide insights and recommendations on the direction of the report. When this process is completed, Evergreen's consultants will proceed with the final solution. The solution also contains information regarding fiscal impact and implementation. Compensation In order for the client to maintain the recommended compensation Administration ` system, Evergreen develops compensation administration guidelines Guidelines for use by the client after completion of the study. The guidelines will include recommendations on installation and continuing administration of the system.The team first conducts a review of current practices and procedures then assesses their effectiveness, compliance with legal guidelines, and applicability to the recommended system. Once this review and assessment are complete, revisions to the current practices and/or new guidelines can be recommended, as needed.At a minimum,the recommendations will address areas such as: • how employees will move through the pay structure/system as a result of transfers, promotions, or demotions; Evergreen Solutions,LLC Page B-ii 20150319CityCouncilWorkshopPacket Page 146 of 256 20150316/jrl • how performance will be linked to pay structure; • how to pay employees whose base pay has reached the maximum of their pay range or value of their position; • the proper mix of pay and benefits; • how often to adjust pay scales and survey the market; • timing of implementation; and • how to keep the system fair and competitive over time. System Our goal is to produce recommendations that are effective and that Maintenance can be maintained by our clients. We are strongly committed to providing transparent and replicable solutions. In essence, when we complete our core assignment, our goal is that our client's staff can maintain and update the system on their own. We are readily available to provide assistance, but our goal is to give our clients all the tools and training that are needed. Towards this end we will provide the Human Resources Department with all necessary tools and training to maintain the system over time. Exhibit B-5 provides a crosswalk of RFP requirements to Evergreen's work tasks included in our detailed work plan for the Comprehensive Compensation and Classification Study in the following section. Exhibit B-5 was developed to show that we will incorporate all of the RFP directives. Evergreen Solutions,LLC Page S-12 20150319CityCouncilWorkshopPacket Page 147 of 256 20150316/01 Exhibit B-5 Crosswalk of RFP Requirements to Evergreen's Work Tasks Evergreen's RFP Requirement Work Task • review the City's current compensation plan (salary grade levels and steps)and Task 3 understand current challenges to recruiting and retaining employees; • identify and recommend a consistent and competitive market position that the Task 4 City can strive to maintain; • recommend comparable labor markets, including both private and public sector employers for the compensation survey. The City requires final approval of the Task 7 labor markets which will be included in the study; • develop and conduct a comprehensive compensation survey; Task 8 • recommend appropriate salary range for each position based on the classification plan, the compensation survey results, and internal relationships Task 9 and equity. The consultant will prepare a new salary structure based on results of the survey and best practices; • develop guidelines to assist the City staff with determining the starting pay for new employees based on knowledge and experience above minimum Tasks 5 and 10 requirements of the position, how difficult the position is to fill, and market competitiveness; • recommend implementation strategies including calculating the cost of Task 11 implementing the plan; • identify any extreme current individual or group compensation inequities, and provide a recommended corrective action plan and process to remedy the Task 11 situation; • make recommendations and provide implementation strategies related to other key compensation practices based on market demand, such as skill pay, Tasks 3 and 10 certification pay, bilingual pay, promotional pay, and acting assignment pay; • provide system documentation and computer software formats to administer Task 12 the plan; • provide recommendations for ongoing internal administration and maintenance Task 12 of the proposed compensation plan; • conduct comprehensive training for Human Resources to ensure the staff can explain and administer the new system in the future. The training program Task 12 should be clearly spelled out in the proposal;and • provide an appeals process for a period of time after the plan is implemented. Task 12 Evergreen Solutions,LLC Page B-1 20150319CityCouncilWorkshopPacket Page 148 of 256 20150316Tjr1 B.3 The detailed work plan that Evergreen Solutions proposes to use to Detailed Work conduct the Comprehensive Compensation and Classification Study for Plan the City of Tybee Island is provided in this section. Evergreen understands that there are approximately 92 full-time and 26 part-time employees that will be included in this study. Our work plan consists of the following 12 tasks: • Task 1: Project Initiation • Task 2: Collect and Review Current Environment Data • Task 3: Evaluate the Current System • Task 4: Develop Compensation Philosophy • Task 5: Evaluate and Build Projected Classification Plan • Task 6: Identify List of Market Survey Benchmarks • Task 7: Identify Approved List of Survey Targets • Task 8: Conduct Market Survey and Provide External Assessment Summary • Task 9: Develop Strategic Positioning Recommendations • Task 10: Conduct Solution Analysis • Task 11: Develop and Submit Draft and Final Reports • Task 12: Develop Recommendations for Compensation Administration Task 1.0 TASK GOALS Project Initiation • Finalize the project plan with the City of Tybee Island (City). • Gather all pertinent data. • Finalize any remaining contractual negotiations. • Establish an agreeable final time line for all project milestones and deliverables. TASK ACTIVITIES 1.1 Meet with the City's Project Manager(CPM), City Manager,and the Human Resources Director to discuss the following objectives and to explain the study and the process and tasks to be performed in the study: • understand the City's mission and current compensation philosophy(if any); 6 review our proposed methodology,approach,and project work plan to identify any necessary revisions; • reach agreement on a schedule for the project including all assignments and project milestones/deliverables;and Evergreen Solutions,LLC Page B-14 20150319CityCouncilWorkshopPacket Page 149 of 256 20150316/jrl • establish an agreeable communication schedule. 1.2 Identify potential challenges and opportunities for the study. Discuss the strategic direction of the City and some of the short- and long-term priorities. This activity serves as the basis for assessing where the City is going and what type of pay plan will reinforce current and future goals. 1.3 Obtain relevant materials, including: • any previous projects, research, evaluations, or other studies that may be relevant to this project; • organizational charts for the departments and divisions, along with related responsibility descriptions; • current position and classification descriptions,salary(wage) schedule(s),and classification system; • strategic business plans and budgets; 4 personnel policies and procedures,and the step placement policies. 1.4 Review and edit the project work plan and submit a schedule for the completion of each project task. KEY PROJECT MILESTONES • Initial meeting • Comprehensive project management plan • Comprehensive database of City employees Task 2.0 TASK GOAL Collect and Review Current Environment • Conduct statistical and anecdotal research into the current Data environment within the City and guide subsequent analytical tasks. TASK ACTIVITIES 2.1 Schedule and conduct employee orientation sessions. 2.2 Meet with department heads to obtain relevant information and statistical/anecdotal data on specific compensation issues and policies. Obtain insight into perceived current compensation system strengths and weaknesses. 2.3 Hold focus groups with a sample of employees to obtain additional relevant information and statistical/anecdotal data on specific compensation issues and policies. Evergreen Solutions,LLC Page 8-15 20150319CityCouncilWorkshopPacket Page 150 of 256 20150316/j1 2.4 Work with the CPM to administer the JATs and MITs. Our staff utilizes a web-based tool for data collection, but we can provide paper copies as well as those for classifications without computers or Internet access. We will seek approval from the CPM before distribution of the JAT/MIT questionnaire. 2.5 Review any data provided by the City that may provide additional relevant insight. 2.6 Review internal career ladders and make preliminary recommendations to keep positions competitive. KEY PROJECT MILESTONES • JAT and MIT distribution • Department head interviews • Employee focus groups and orientation sessions Task 3.0 TASK GOALS Evaluate the Current System • Conduct a comprehensive preliminary evaluation of the City's System existing compensation plan. • Conduct industry best practices related to compensation. TASK ACTIVITIES 3.1 Obtain the existing pay structure and compensation philosophy. Review the existing compensation plan and look for potential problems to be resolved. 3.2 Determine the strengths and weaknesses of the current pay plan(s). 3.3 Complete an assessment of current conditions that details the pros and cons of the current system as well as highlights areas for potential improvement in the final adopted solution. 3.4 Conduct industry best practices related to compensation such as skill pay, certification pay, bilingual pay, promotional pay, and acting assignment pay. KEY PROJECT MILESTONES • Review of existing compensation plan(s) • Assessment of current conditions • Best practices Evergreen Solutions,LLC Page 13-i6 20150319CityCouncilWorkshopPacket Page 151 of 256 20150316/jrl Task 4.0 TASK GOAL Develop • Develop and design an initial compensation philosophy. Compensation Philosophy TASK ACTIVITIES 4.1 Conduct a thorough review of all background materials related to the City's compensation system. 4.2 Review information from department head interviews. 4.3 Review results of previous steps with the CPM and present various options for compensation philosophy components. 4.4 Develop an initial compensation philosophy that supports the City's strategic initiatives. 4.5 Identify and recommend a consistent and competitive market position that the City can strive to maintain. KEY PROJECT MILESTONE • Initial compensation philosophy Task 5.0 TASK GOALS Evaluate and Build Projected • Identify the classification of existing positions utilizing Classification Plan Evergreen Solutions'job evaluation system. • Review JAT responses. • Characterize internal equity relationships within the City. TASK ACTIVITIES 5.1 Review all draft class specifications with the CPM and the Human Resources Director. 5.2 Review the work performed by each classification and score. Review includes evaluation of supervisory comments. 5.3 Review JAT scores and identify the classification of positions. 5.4 Schedule and conduct additional follow-up with employees for jobs where uncertainty exists over data obtained from the JATs. 5.5 Develop preliminary recommendations for the classification structure.The classification system designed at this point would be based solely on internal equity relationships and would be guided by the JAT scores for each classification. Essentially, a structure of classifications would be established, and classifications with similar scoring would be grouped into pay grades.Spacing between jobs would be determined,and each classification would be assigned to a pay grade. Final decision on Evergreen Solutions,LLC Page B-17 20150319CityCouncilWorkshopPacket Page 152 of 256 20150316/01 the minimums and maximums of the pay grades would be determined after the market data have been collected. 5.6 Review recommendations with the CPM and the Human Resources Director regarding the appropriate classification structure for the City. KEY PROJECT MILESTONES • JAT scores by class • Recommended classification changes • Preliminary job structure based on internal equity Task 6.0 TASK GOAL Identify List of Market Survey • Identify the proper benchmark positions for the external labor Benchmarks market assessment to reach an appropriate number. TASK ACTIVITIES 6.1 Conduct a thorough review of all materials to date, including employee database, classification listing, interviews, compensation review, and discussions with the CPM. 6.2 Identify, from the initial review, a list of classifications (benchmarks)to include in the labor market survey. 6.3 Submit the proposed list of positions to the CPM for review. 6.4 Based on the CPM's review, make revisions to the benchmark list and finalize consistent with Evergreen Solutions' analysis. KEY PROJECT MILESTONES • Preliminary list of benchmark classifications • Final list of benchmark positions for the external labor market assessment Task 7.0 TASK GOAL Identify Approved • List of Survey II • Identify the list of targets(public and private)for conducting a Targets successful external labor market assessment. TASK ACTIVITIES 7.1 Review with the CPM the peer organizations that should be included in the survey. Evergreen Solutions,LLC Page B-i8 20150319CityCouncilWorkshopPacket Page 153 of 256 20150316/01 7.2 Develop a preliminary list of organizations for the external labor market survey, placing a comparative emphasis on characteristics such as: • size of the organization; • geographic proximity to the Tybee Island area; 4 economic and budget characteristics; and • other demographic data. r'.3 Develop a list of survey targets by employee group. Develop a system for use of secondary data including potential sources and weighting of secondary data, if necessary. 7.4 Review survey methodology with CPM and refine survey methodology prior to distribution of survey. 7.5 After approval of survey methodology, develop contact list of peer organizations and notify peers of impending survey. KEY PROJECT MILESTONES • Initial list of public and private survey peers • Survey methodology + Final list of survey organizations and contacts Task 8.0 TASK GOALS Conduct Market Survey and Provide • Conduct the external labor market salary survey. External Assessment • Provide a summary of the survey results to the City. Summary TASK ACTIVITIES 8.1 Discuss questions and categories with the CPM for the market survey. 8.2 Prepare a customized external labor market salary survey for the CPM's approval. 8.3 Contact the targets for electronic completion of the survey. Provide paper copies by fax, if requested. 8.4 Conduct necessary follow-up through e-mails,faxes,and phone calls. 8.5 Collect and enter survey results into Evergreen Solutions' electronic data analysis tools. 8.6 Validate all data submitted. Evergreen Solutions,LLC Page 8-19 20150319CityCouncilWorkshopPacket Page 154 of 256 20150316/01 8.7 Develop summary report of external labor market assessment resu Its. 8.8 Submit summary report of external labor market assessment results to the CPM. KEY PROJECT MILESTONES • Market survey instrument • Summary report of external labor market assessment results Task 9.0 TASK GOAL Develop Strategic Positioning • Assess the appropriateness of the City's current compensation Recommendations philosophy and plan for all employees, providing issue areas and preliminary recommendations for strategic improvement. TASK ACTIVITIES 9.1 Identify the accepted compensation philosophy and accompanying thresholds. 9.2 Using the market salary and benefits data collected in Task 8.0 and the classification data reviewed in Task 5.0 determine the proper pay plan including number of grades,steps,and ranges. 9.3 Conduct a compression analysis that includes recommendations for implementation if needed. 9.4 Identify highly competitive positions within the City and customize recommendations for compensation where required. 9.5 Produce a pay plan(s)that best meets the needs of the City from an internal equity and external equity standpoint and takes intro consideration industry best practices. KEY PROJECT MILESTONES • Proposed compensation strategic direction,taking into account internal and external equity • Plan for addressing unique, highly competitive positions Task 10.0 TASK GOALS Conduct Solution Analysis • Conduct analysis comparing JAT values and survey results for the benchmark positions. Evergreen Solutions,LLC Page B-20 20150319CityCouncilWorkshopPacket Page 155 of 256 20150316/jrl • Produce several possible solutions for implementation. TASK ACTIVITIES 10.1 Conduct regression analysis or other appropriate techniques to properly slot each classification into the proposed pay plan. 10.2 Place all classifications into pay grades based on Task Activity 10.1. Sort alphabetically by job class title, in descending order by range, and by old class title and new class specifications. 10.3 Create implementation solutions for consideration that take into account the current position of the organization as well as the findings from the classification and compensation analysis. Identify and prepare a range of compensation policy alternatives. 10.4 Make recommendations and provide implementation strategies related to other key compensation practices based on market demand, such as skill pay, certification pay, bilingual pay, promotional pay, and acting assignment pay. 10.5 Develop guidelines to assist City staff with determining the starting pay for new employees based on knowledge and experience above minimum requirements of the position, how difficult the position is to fill, and market competitiveness. 10.6 Meet with the CPM to discuss the potential solutions. 10.7 Determine the best solution to meet the City's needs in the short-term and long-term. 10.8 Document the accepted solution. KEY PROJECT MILESTONES • Initial regression analysis • Potential solutions • Documented final solution Task 11.0 TASK GOALS Develop and Submit Draft and Final • Develop and submit a draft and final report of the Comprehensive Reports Compensation and Classification Study for the City of Tybee Island. • Present the final report to the City Council. Evergreen Solutions,LLC Page B-21 20150319CityCouncilWorkshopPacket Page 156 of 256 20150316/jrl TASK ACTIVITIES 11.1 Produce a comprehensive draft report that captures the results of each previous step. The report will recommend implementation strategies including calculating the cost of implementing the recommended pay plan. The plan will also identify any extreme current individual or group compensation inequities,and will provide a recommended corrective action plan and process to remedy the situation. 11.2 Submit the comprehensive draft report to the CPM, City Finance Manager, and the Director of Human Resources, outlining the methodologies,findings, conclusions and recommendations. Evergreen will hold a meeting to discuss draft final report. 11.3 Make edits and submit necessary copies of the final report which will describe the classification and pay plan. 11.4 Present the final report to the City Council. 11.5 Develop implementation database to communicate the process and progress of this project to the CPM and any other employee or groups designated by the CPM. 11.6 Develop a plan for maintaining recommendations over time. 11.7 Develop an Operation Manual that describes the management and operation for the recommendations. KEY PROJECT MILESTONES • Draft and final reports • Final presentation • Implementation and maintenance database • Operation manual Task 12.0 TASK GOALS Develop Recommendations • Develop recommendations for continued administration by City for Compensation staff to sustain the recommended compensation and Administration classification structure. • Train City staff(including Human Resources staff) on how to maintain the recommended classification/compensation plan. Evergreen Solutions,LLC Page E-22 20150319CityCouncilWorkshopPacket Page 157 of 256 20150316/jrl TASK ACTIVITIES 12.1 Develop recommendations and guidelines for the continued administration and maintenance of the classification and compensation system, including recommendations and guidelines related to: • how employees will move through the pay structure/system as a result of transfers, promotions, or demotions; • how to pay employees whose base pay has reached the maximum of their pay range or value of their position; • the proper mix of pay and benefits; • how often to adjust pay scales and survey the market; • the timing of implementation; and • how to keep the system fair and competitive over time. 12.2 Recommend recruitment/retention strategies, where appropriate. 12.3 Present recommendations to the CPM for review. 12.4 Provide system documentation and computer software formats to administer the recommended compensation plan. 12.5 Train City staff(including Human Resources staff)to ensure the staff can explain and administer the new classification and compensation system in the future. 12.6 Provide an appeals process for a two-week period after the final report is released. KEY PROJECT MILESTONES • Recommendations for compensation administration • Recommendations for recruitment/retention policies • Training • Appeals process Evergreen Solutions,LLC Page B-23 20150319CityCouncilWorkshopPacket Page 158 of 256 20150316/01 Section C .gents and:Adddress Evergreen Solutions,LLC 201 19 i yCouncilWorkshopPacket Page 159 of 256 20150316/01 _ _ C. Agents and-Address in this section we provide you with information regarding the qualifications of our proposed project team who will be assigned to this project. Detailed resumes are included in the Appendix. C.1 Exhibit G1 shows our proposed project management organization and Proposed Project proposed personnel assignments. The structure has been designed to Team clearly define the roles and responsibilities of each part of the comprehensive compensation and classification study for the City of Tybee Island so that there will be no confusion as to who is responsible for any aspect of this engagement. Exhibit G1 Proposed Project CITY OF TYBEE ISLAND,GA Management Project Manager Organization and Personnel to be determined Assignments EVERGREEN SOLUTIONS Project Principal Dr.Jeff Ling EVERGREEN SOLUTIONS Project Director Ms.Nancy Berkley,SPHR EVERGREEN SOLUTIONS Project Consultants Ms.Hongwei Chen Mr.Greg Ortego Mr.Michael Misrahi Mr.David Bollenback 4 Evergreen Solutions,LLC Page C-i 20150319CityCouncilWorkshopPacket Page 160 of 256 20150316/jrl City of Tybee Island Project Manager. With each project engagement, we work with the client to identify one specific point of contact to serve as a Project Manager. The City's Project Manager will be our reference point throughout the engagement. We will take project direction, leadership, and guidance from the City's Project Manager and all project deliverables will be filtered through the City's Project Manager throughout the duration of the project. Evergreen Solutions Project Principal. Our Project Principal will have ultimate accountability for the success of this project. Evergreen Solutions' Project Principal is always a senior leader in our firm, most often a Vice President or higher. The Project Principal will have contractual authority over the contract, and will be our top level of project responsibility. Evergreen Project Director. Evergreen designates a Project Director for all HR consulting projects. The Project Director will work with the Project Principal regarding the scheduling of the project with the City's Project 1 Manager. The Project Director will assign project activities to the Project Consultants, and will ensure that deliverables are met within specified timelines.The Project Director will maintain the most frequent contact with the City. Evergreen Solutions Project Consultants. Our Project Consultants are a team of consultants who have worked together on numerous projects, and who will provide consulting and analytical work on all project activities. The Project Consultants will conduct orientation and focus groups, administer JATs and MITs, collect the data for the market salary survey, conduct training, and develop draft materials for the Project Director to review and approve. Consultant Team Members must be thoroughly knowledgeable in the portion of the project they are responsible for, as well as have expertise in the issues that are unique to each individual client. Evergreen is proposing an exceptional team of consultants who have worked together on many similar projects. Evergreen Solutions always makes sure each project is sufficiently staffed to handle any additional tasks or unforeseen issues that may arise during the course of the study. The combination of our individual knowledge and skills form a superior team who will be able to competently perform all of the pieces of the Comprehensive Compensation and Classification Study for the City of Tybee Island. C.2 The following paragraphs provide summaries of each team member's Key Personnel qualifications and experience related to his/her role in this engagement. 4 Evergreen Solutions,LLC Page C-2 20150319CityCouncilWorkshopPacket Page 161 of 256 20150316/0 Project Principal Dr. Ling is Executive Vice-President of Evergreen Solutions and has been Dr.Jeff Ling with the firm since its inception. He has 20 years consulting experience in the following areas: human resources; performance improvement; process analysis;strategic planning; statistical analysis; research methodology; data management;surveys and polling;technology analysis; change management; and risk analysis. Dr. Ling has planned, organized, and managed studies on human resources assessment, survey analysis, government efficiency,technology planning, information utilization, public opinion, market expansion, and privatization. Each of these studies dealt with summarizing major alternatives for decision makers and providing viable recommendations. He has consulting experience in public sector evaluation, research management, efficiency analysis, survey analysis, statistical modeling, and technology planning. Dr. Ling has worked with a multitude of clients in the capacity of Project Principal. He has worked on hundreds of engagements across the nation and includes work in state and local governments,school districts, institutions of higher education, quasi-governmental agencies,and private industry. Dr. Ling has been instrumental in creating, reviewing, and evaluating the methodology employed by Evergreen Solutions on all human resource engagements. His background and skill set make him uniquely qualified for assessing organizational critical needs and strategy. He is also an expert in policy development and long-term planning. A sample of the types of studies Dr. Ling has been involved with include: • Classification/Compensation- He developed the methodology and techniques for organizations to employee for successful data collection and implementation based on internal and external equity needs. He has been the Project Principal for numerous projects related to classification and/or compensation. Some of the public sector clients that he has worked with, or is currently on contract to work with, include: City of Kingsland, GA; City of Douglasville, GA; City of Alpharetta, GA;City of Savannah, GA;City of Garden City,GA; City of Dahlonega,GA; Forsyth County, GA; Brunswick County NC; Guilford County, NC; New Hanover County, NC;Tri-County Council for Southern Maryland;Allegany County, MD; City of Gaithersburg, MD; City of Salisbury, MD; City of Hyattsville, MD; Gloucester County,VA;County of Culpeper,VA; City of Newport News and Newport Sheriff's Office,VA; City of Suffolk,VA;Town of Blacksburg,VA; Charleston County,SC; City of Chester,SC;City of Lancaster,SC; City of Mauldin,SC;Town of Mount Pleasant,SC; Town of Hilton Head Island,SC; City of Fairhope,AL;City of Kalamazoo, MI;Jefferson County, MO; City of Branson, MO;City of Lee's Summit, MO;Sedgwick County, KS; Ellis County, KS; City of Pittsburg, PA; County of Allegheny, PA; City of Evanston, IL; own of Colchester,VT; Denton County,TX;Travis County,TX; City of Austin, TX;City of Seguin,TX;City of Pearland,TX;City of Rowlett,TX; City of Mont Belvieu,TX; City of Sunset Valley,TX; City of Santa Fe, NM; City of Carlsbad, NM; Charlotte County, FL; Osceola County, FL; Manatee County, FL;Seminole County, FL; Monroe County, FL; Miami-Dade 4 Evergreen Solutions,LLC Page C-3 20150319CityCouncilWorkshopPacket Page 162 of 256 20150316/jrl County, FL;City of Delray, FL; City of Ocala, FL; City of Kissimmee, FL; City of Tamarac, FL; City of Bartow, FL; City of Palm Beach Gardens, FL;City of Winter Park, FL; City of Lake City, FL; City of Key West, FL; City of Panama City, FL;City of Sarasota, FL; City of St. Cloud, FL; City of Hollywood, FL; City of Bushnell, FL;and many others. Note: He also worked with the following additional public sector clients in Georgia: DeKalb County Schools; Douglas Public Schools; Sumter County Schools;Atlanta Public Schools; and Atlanta Metropolitan College. • Performance Evaluation - He has provided the framework for many organizations transitioning into goal based performance evaluation systems or fully functional merit-based pay structures. He understands the importance of a well stratified, objective based review process and has been instrumental in assisting a number of large organizations transition from traditional systems into merit-based pay structures with minimal transitional costs and interruption. Some of the public organizations he has provided these services to include, but are not limited to,the following: Brunswick County, NC; City of Riverdale, GA; City of Mont Belvieu,TX; City of Hollywood, FL; Manatee County, FL; Heath Care District of Palm Beach County, FL; City of Lee's Summit, M0; and City of Cape Coral, FL • Market Research - He provided the basis for which market research was collected,analyzed, and review. He ensured that data collection procedures and methods were statistically reliable using his knowledge of statistics and overall market research. • Policy Development - He has a thorough and firm understanding of policy development and has assisted many clients with implementing tailored policies and practices that reflect best practices. Dr. Ling holds a Doctorate Degree from Florida State University in Political Science and has taught courses addressing research methodology, statistical analysis,technological innovations, and political economy at various universities. Project Director Ms. Berkley is a Manager at Evergreen Solutions who has over 30 years Ms. Nancy Berkley, human resources experience demonstrating a thorough knowledge of SPHR multiple HR disciplines including, recruiting and staffing, workforce planning and retention, on-boarding, compensation and benefits, employee and labor relations, employee leave administration,voluntary and in-voluntary employee separations, performance management, employee surveys, organizational design and development, organization effectiveness, employee learning,training, and development, employee records administration and retention, and awards and recognition programs.She has consistently enhanced organizational capability by integrating HR with strategic business planning, development and assessment. She has provided individualized executive coaching and led HR team development and high performance teams. She has led corporate change initiatives and built talent-rich organizations by strengthening people and integrating processes and has directed human 4 Evergreen Solutions,LLC Page C-4 20150319CityCouncilWorkshopPacket Page 163 of 256 20150316/jrl resources in high-volume,transactional service organizations and high- level, consulting organizations. She has excellent conflict resolution, negotiation, and influencing skills. Ms. Berkeley possesses expertise in the following HR areas: • Designing and implementing a shared service, centralized virtual staffing organization, increasing efficiency of staffing function for hiring managers. • Analyzing and responding to employee relation trends–positively influenced work environments reducing employee complaints by —90 percent. • Consulting with senior leaders and successfully leading project teams to develop new policies, programs and tools—including total revision and communication of a company's HR policies and practices to be in accordance with state and federal laws; • Creating HR metrics reviews utilizing business goals and human resources information systems data—set improvement goals and developed action plans for unique business requirements. • Conceptualizing and implementing complex workforce reduction plans—then redeployed —50 percent of the affected employees. • Representing companies in state and federal agency reviews, e.g. Office of Federal Contract Compliance Program (OFCCP) reviews—Equal Employment Opportunity Commission (EEOC) charges, workers compensation charges, and unemployment compensation claims. Recent public sector projects that Ms. Berkley has directed or served on the Evergreen Team include: a Compensation Analysis for the City of Alpharetta, GA; Employee Classification and Compensation Study for the City of Savannah, GA; Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, GA; a Classification and Compensation Study and Analysis for the City of Douglasville, GA; a Compensation and Benefits Survey for Forsyth County, GA; a Pay and Classification Study for the City of Fort Walton Beach, FL; a Compensation and Classification Study for the City of Cocoa, FL; a Compensation Study for the City of Hollywood, FL; Compensation and Classification Study Services for Monroe County, FL; a Classification and Compensation Study for the Town of Hilton Head Island, SC; a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia, SC; a Classification and Compensation Study for the City of Rockville, MD; a Classification and Compensation Study for Gloucester County,VA; a Pay and Classification Study for the Isle of Wight County,VA; a Classification and Compensation Study for Essex County, VA; a Compensation and Classification Study for Montgomery County,VA; a Classification and Compensation Study for the Town of Blacksburg, VA; a Salary Market Study and Personnel Systems Study for Virginia's Region 2000 Local Government Council;a Salary Equity Study for Guilford County, NC; a Classification and Compensation Study and Benefits Survey for New Hanover County and New Hanover ABC 4 Evergreen Solutions,LLC Page C-5 20150319CityCouncilWorkshopPacket Page 164 of 256 20150316/01 Board, NC; a Classification and Compensation Study for Sedgwick County, KS; a Wage and Benefit Study for Ellis County, KS; a Compensation and Classification Study for the Central Ohio Transit Authority; a Classification and Compensation Study for Blount County,TN; a Comprehensive Non- Union Pay and Classification Study for the City of Evanston, IL; a Compensation Analysis for Pinal County,AZ; a Classification and Compensation Study for the Town of Little Elm,TX; a Classification and Compensation Study for the City of Pflugerville,TX;and a Comprehensive Compensation and Benefits Study for the City of Rowlett,TX. Ms. Berkley has a Bachelor's Degree in Psychology from Florida State University and has been certified as a SPHR since 1997. Project Consultant Ms. Chen is a Consultant at Evergreen Solutions. Her background is in Ms. Hongwei Chen economics and finance, and with her professional experience working as an analyst in both the private and public sectors, she is familiar with disseminating large amounts of data and conducting in-depth data analysis. Ms. Chen's experience at Evergreen has focused on human resource initiatives including compensation and classification studies and market analyses. Projects have included conducting market salary surveys: collecting and analyzing market data to determine the value of certain jobs within an organization compared to its peers and competitors; and job classification descriptions: reviewing and adjusting job descriptions to more accurately represent the duties of positions within the organization. Recent public sector projects that Ms. Chen has been involved with include: a Compensation and Classification Study for Highlands County, FL; a Compensation and Classification Study for Charlotte County, FL; a Market Salary Survey for St.Johns River Water Management District, FL; Classification and Compensation Study for the City of Sarasota, FL; a Salary and Benefits Survey for the City of St. Cloud, FL; a Pay and Classification Study for the City of Doral; a Compensation Study for Sarasota County, FL; a Compensation Study for the City of North Miami Beach, FL; a Pay, Classification and Compensation Study for Community Action Stops Abuse, FL; a Compensation Study for the New Mexico Military Institute; a Job Classification and Compensation Study for El Paso Community College District, TX; a Compensation Study for South Texas College; a Non-Faculty Compensation Review for Austin Community College,TX; a Classification and Compensation Study for the City of Seguin,TX; a Compensation Study for the Town of Sahuarita,AZ; a Compensation Review for Clark College,WA; a Classification, Compensation,and Benefits Survey for Kent County Levy Court, DE; and a Compensation and Classification Study for Wake Technical Community College, NC. Ms. Chen holds a Master of Science in Quantitative and Computational Finance from Georgia Institute of Technology and a Bachelor's Degree in Economics and Music. Evergreen Solutions,LLC Page C-6 20150319CityCouncilWorkshopPacket Page 165 of 256 20150316/jrl Project Consultant Mr. Ortego is a Senior Analyst at Evergreen Solutions. He has a strong Mr.Greg Ortega : background in public policy and quantitative analysis, which provides him with the ability to provide knowledge on a variety of public sector studies. His research and data interpretation skills at Evergreen Solutions have been focused on human resource analysis,such as,job description development and market analyses. He is proficient in a variety of qualitative and quantitative tools necessary to complete the studies conducted by Evergreen Solutions. Recent engagements in which Mr. Ortego has been involved include: a Market Salary Surveys in which market data are collected and analyzed to determine the value of certain jobs within an organization as compared to its peers who compete for the same labor. 1 • Job Classification Descriptions in which the organization's job descriptions were reviewed and adjusted to more accurately represent the duties of positions within the organizations. He has revised and developed numerous job descriptions to ensue current employees' duties are accurately represented within the organization. Recent public sector projects in which Mr. Ortego has been involved include: a Compensation Analysis for the City of Alpharetta, GA; a Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, GA; an Employee Classification and Compensation Study for the City of Savannah, GA; a Compensation and Benefits Survey for Forsyth County, GA; a Classification and Compensation Study and Analysis for the City of Douglasville, GA; a Classification and Compensation Study for the City of Rockville, MD;a Classification and Compensation Study for Gloucester County,VA; a Classification and Compensation Study for the Southeastern Public Service Authority, VA; Classification, Compensation, Benefits and Performance Management Study for Brunswick County, NC; a Classification and Compensation Study for the Town of Hilton Head Island, SC; a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia, SC;a Classification and Compensation Study for Blount County,TN; Compensation and Classification Study for the Central Ohio Transit Authority, OH; a Classification and Compensation Study for the City of Seguin,TX; a Compensation Analysis for Pinal County, AZ; a Compensation Study for the City of Carlsbad in NM; a Wage and Benefits Study for Ellis County, KS; a Classification and Compensation Study for Sedgwick County, KS; a Classification and Compensation Study for the City of Cocoa, FL; a Comprehensive Classification and Compensation Study for the City of Panama City Beach, FL; and a Classification and Compensation Study for the City of Sunny Isles Beach, FL. Mr. Ortego has a Master's Degree in Political Science and a Master's Degree in Applied American Politics and Policy Development from Florida State University. 4 Evergreen Solutions,LLC Page C-7 20150319CityCouncilWorkshopPacket Page 166 of 256 20150316/jrl Project Consultant Mr. Misrahi is an Analyst at Evergreen Solutions. He possesses an Mr. Michael Misrahi academic background in labor relations studies, which is coupled with professional experience analyzing qualitative data. His qualitative and quantitative skills are applied at Evergreen with regard to various analyses of human resources. Mr. Misrahi's compensation and classification consulting work with Evergreen includes: • analyzing market survey data to create an analytical picture of where a given organization stands relative to the external market, focusing on competitiveness in compensation plans; • working intricately with project managers and team members to create and conduct salary, benefit, and ERP-related surveys for client organizations;and • utilizing job assessment tools to analyze the current state of a classification within an organization with respect to its pay,job description, and job title. Mr. Misrahi's most recent public sector projects include: a Classification and Compensation Study for Douglasville, GA; a Compensation and ERP Study for Miami-Dade County, FL; a Compensation and Benefits Study for the City of St. Cloud, FL; a Classification and Compensation Study for the City of Sebring, FL; a Compensation and Classification Study for the City of Sarasota, FL; a Compensation Study for Sarasota County, FL;a Compensation Study for the City of Osceola, FL; a Compensation Study for the City of North Miami Beach, FL; a Pay and Classification Study for the City of Doral, FL; a Pay and Classification Study for Bay County, FL; a Pay and Classification Study for Gulf County, FL; a Classification and Benefits Study for the City of Key West, FL; a Salary Study for Highlands County, FL; a Salary and Benefits Review for Hernando County, FL; a Pay, Compensation, and Classification Study for Community Action Stops Abuse, FL; a Compensation Study for the City of Kissimmee, FL; a Compensation Salary Study Review for Davidson Transit Organization,TN; a i Classification, Compensation,and Benefits Survey for Kent County Levy Court, DE;a Salary Survey for the State Employees Association of North Carolina (SEANC); a Classification and Compensation Study for the City of Greer,SC; a Pay for Performance and a Salary Survey for City of Mont Belvieu,TX; a Comprehensive Compensation and Benefits Study for the City of Sachse,TX; a Classification and Compensation Study for the City of Pflugerville,TX; a Job Evaluation and Classification Study for the City of Frisco,TX;a Classification and Compensation Study for the City of Seguin, TX;a Comprehensive Compensation and Benefits Study for City of Rowlett, TX;and a Compensation Study for Town of Sahuarita, AZ. Mr. Misrahi has an MBA and a Bachelor's Degree in History from Florida State University. 4 Evergreen Solutions,LLC Page C-8 20150319CityCouncil Evergreen Page 167 of 256 20150316/01 Project Consultant Mr. Bollenback's academic background is in business management while Mr. David Bollenback his professional experience is in small business development, process management, and the collection and analysis of large, organizational data sets. He is experienced in the collection of both qualitative and quantitative data, and is well versed in the analysis of compensation data, benefits data, and performance management outcomes. Mr. Bollenback's compensation and classification consulting work with Evergreen includes: • Market Salary Surveys in which market data is collected and analyzed to determine the value of certain jobs within an organization as compared to its peers who compete for the same labor. • Administering and utilizing job assessment tools to analyze the current state of a classification within an organization with respect to its pay,job description, and job title. • Job Classification Descriptions in which organization's job descriptions were reviewed and adjusted to more accurately represent the duties of positions within the organization. He has revised numerous job descriptions to ensure current employees' duties are accurately represented within the organization. Recent public sector projects in which Mr. Bollenback has been involved include: a Classification and Compensation Study and Analysis for the City of Douglasville, GA; a Compensation and Benefits Survey for Forsyth County, GA; a Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, GA; a Classification and Compensation Study for Essex County, VA: a Pay and Classification Study for the Isle of Wight County, VA; a Classification and Compensation Plan Update for Suffolk Public Schools, VA; an Efficiency Study for Stafford County Public Schools, VA; a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia, SC; a Classification and Compensation Study for the Richland Library, SC; a Compensation Study for Florida Virtual School; a Compensation and Classification Study for the City of Cocoa, FL; a Compensation and Classification Study for the Liberty County School District No. 53, M0; a Compensation Analysis for Central Office Personnel and School Administrator for Chapel Hill-Carrboro City Schools, NC; a Human Resources Department Review/Audit and an Administrative Salary Study for Akron Public Schools, OH; and a Compensation Study for the New Mexico Military Institute. Mr. Bollenback has an MBA and a Bachelor's Degree from Florida State University. A team of experienced analytical and clerical support staff will contribute to this study, as needed. -r Evergreen Solutions,LLC Page C-9 20150319CityCouncilWorkshopPacket Page 168 of 256 20150316/01 Section 1D Structure and Content of Work Product Evergreen Solutions,LLC 201 •;19' yCouncilWorkshopPacket Page 169 of 256 20150316/jrl D. Structure and-Content of Work Product Evergreen Solutions typically includes the following five chapters in a final report for a Comprehensive Compensation and Classification Study: • Chapter 1: Introduction—This chapter provides an introduction into the study and describes the necessary steps that will take place. • Chapter 2: Summary of Outreach—This chapter provides a summary of any employee meetings and department head interviews. • Chapter 3: Assessment of Current Conditions—This chapter provides an overall assessment of the structure of the compensation plan in place in the organization and a brief analysis of the employee demographics within the organization. • Chapter 4: Market Summary--This chapter provides results of the market salary survey. • Chapter 5: Solution—This chapter summarizes the proposed recommendations based on the findings from the previous chapters. The recommendations occupy four different categories: Classification, Overall Structure, Compensation, and Administration. Evergreen Solutions uses the standard Microsoft Office format for reporting our findings and recommendations. In addition, Evergreen uses the Job Assessment Tool© (JAT)for the job evaluation process. The JAT asks a series of questions regarding an employee's job that captures the nature of the job and how it interacts with work within the organization. We have designed the JAT as a web-based tool so that data can be collected electronically; however, if requested, we can also provide a paper-based version of this tool. Evergreen utilizes its own JobForce software that allows our client partners to facilitate the implementation and ongoing maintenance of their compensation and classification system. 4 Evergreen Solutions,LLC Page D-i 20150319CityCouncilWorkshopPacket Page 170 of 256 20150316/jrl Section 2 Wor&ScIieiu(e Evergreen Solutions,LLC 201 19 yCouncilWorkshopPacket Page 171 of 256 20150316/01 E. Wor&Scfieiu(e Evergreen Solutions possesses the staff,skills, and tools to conduct the comprehensive classification and compensation study and deliver the final report to the City of Tybee Island in approximately 60 days of execution of a contract. This is based on a tentative project start date of March 27, 2015, as recommended in the REP, and a completion date of May 31, 2015. This work schedule can be modified in any way to best meet the needs of the City of Tybee Island. r* Evergreen Solutions,LLC Page E-i 20150319CityCouncilWorkshopPacket Page 172 of 256 20150316/01 Section c° References Evergreen Solutions,LLC 20150 19 i yCouncilWorkshopPacket Page 173 of 256 20150316/01 E. References Evergreen is well qualified to conduct a Comprehensive Compensation and Classification Study for the City of Tybee Island as our consultants have conducted hundreds of similar studies for local governments and other public sector organizations throughout the country, including many in the State of Georgia. In this section we provide a brief history of our firm, a list of similar projects we have conducted that involved work similar in scope to the services being requested, and references. F.1 Evergreen Solutions, LLC is a national, multidisciplinary, public sector History of Firm management consulting firm, which specializes in working with local governments across the nation. Evergreen was formed in 2004 to provide a modern, practical alternative to the typical consulting options. We are a group of management and human resource professionals who came together to form an innovative alternative that places clients and their needs before any individual, model, or corporate goal. Evergreen Solutions is a female-owned business, certified as an M/WBE in many states and municipalities across the country. Evergreen Solutions is a female-owned business, certified as a W/MBE in many states and municipalities across the country. Evergreen is authorized to conduct business in the State of Georgia. Evergreen provides a unique approach, rather than the "consulting as usual"approach, by partnering with our clients to find innovative, real world solutions to public sector management. Our main focus is on people, management, and technology. This focus allows our team to provide a broad variety of services, including, but not limited to: compensation and classification studies; market and benefits surveys; performance evaluation studies; retention studies; staffing studies; and workload analyses. We invite you to browse our Web site at www.ConsultEvergreen.com or visit us on Facebook at www.facebook.com or Linkedin at www.linkedin.com for more information about our services,staff,and past experience. riFind us on: Linked On facebook. Evergreen Solutions assists public sector professionals in exercising control over the inter-related elements that determine success or failure. We do that by applying a situation-responsive discipline that emphasizes: 4 Evergreen Solutions,LLC Page F-i 20150319CityCouncilWorkshopPacket Page 174 of 256 20150316/01 1 • full visibility into the entire organization through research and discovery; • a spirit of partnership with local government staff and leadership; • sound recommendations based on best practices and proven methods; and • a practical go forward plan that leads to quantifiable results. Collectively,the members of the Evergreen Solutions Team have: 6 extensive experience in conducting comprehensive compensation and classification studies for local governments and other public sector organizations throughout the country, including Georgia; • comprehensive experience in all components vital to the successful completion of this study; • knowledge of relevant Georgia statutes and state regulations as well as federal regulations; • objectivity and flexibility due to the fact that we have no vested interests; and specialized • analytical tools that we bring to the project. Clients nationwide have been successfully implementing recommendations from our team of professional consultants for decades. Evergreen Solutions has contracted with public sector, quasi- governmental, and non-profit organizations, in 42 states in providing a variety of human resources consulting. In Exhibit F-1 we include a list of some local government clients that our consultant team has worked with, or is currently on contract to work with, that involved similar services to those being requested by the City of Tybee Island. In addition, Evergreen has worked with the following public sector education organizations in the State of Georgia in a variety of human resource and management capacities: DeKalb County Schools; Douglas Public Schools;Sumter County Schools; Atlanta Public Schools; and Atlanta Metropolitan College. 4 Evergreen Solutions,LLC Page F-2 20150319CityCouncilWorkshopPacket Page 175 of 256 20150316/jrl Exhibit F-1 Select Local Governrnenl. Clients Blount County,TN 1 raves county, ix City of Venice,FL City of Evanston, IL Denton County,TX City of Tamarac, FL _ Jefferson County,MO City of Frisco,TX City of North Miami Beach FL City of Branson,MO City of Seguin,TX City of Sarasota,FL City of Lee's Summit, MO City of Mont Belvieu,TX City of Sebring, FL Sedgwick County,KS City of Sunset Valley,TX City of Lake City, FL Ellis County,KS City of Southlake,TX City of Cape Coral, FL City of Pittsburgh,PA City of Austin,TX City of Largo, FL City of Kalamazoo, MI_ City of Rowlett,TX City of Hollywood, FL Brunswick County, NC City of Pflugerville,TX City of Maitland, FL Guilford County,NC City of Sachse,TX City of Winter Park, FL New Hanover County, NC City of Schertz,TX City of Sunny Isles Beach, FL Alleghany County, MD City of Duncanville,TX City of Punta Gorda.FL City of Salisbury, MD City of Santa Fe, NM City of Deltona,FL City of Gaithersburg, MD City of Carlsbad, NM City of Kissimmee,FL City of Hyattsville, MD City of Tucson/Pima County,AZ City of St.Cloud, FL City of Rockville, MD Final County,AZ City of Bartow,FL Kent County Levy Court, DE Town of Sahuarita,AZ City of Cocoa, FL Montgomery County,VA Town of Gilbert,AZ City of Key West, FL Gloucester County,VA City of Savannah,GA Highlands County,FL County of Culpeper,VA City of Riverdale,GA Bay County, FL Louisa County,VA City of Kingsland,GA i Manatee County, FL Essex County,VA City of Alpharetta,GA Miami-Dade County,FL Isle of Wight County,VA City of Douglasville,GA Sumter County,FL Town of Blacksburg,VA City of Garden City,GA Seminole County, FL City of Suffolk,VA City of Dahlonega,GA Gadsden County, FL City of Lancaster,SC Forsyth County,GA , Monroe County, FL City of Chester,SC City of Fairhope,AL Charlotte County, FL _ City of Mauldin,SC 1 City of Panama City, FL Osceola County, FL City of Columbia,SC City of Panama City Beach,FL Hernando County, FL City of Greer,SC — City of Fort Walton Beach, FL Sarasota County, FL Charleston County,SC City of Delray Beach, FL Gulf County, FL Richland County,SC City of Winter Park, FL Village of Pinecrest, FL Town of Mount Pleasant,SC City of Palm Beach Gardens,FL Village of North Palm Beach, FL Town of Hilton Head Island,SC City of Bushnell, FL Town of Juno Beach, FL Town of Colchester,VT City of Dania Beach,FL Town of Palm Beach,FL City of Fountain,CO City of Doral,FL Town of Cutler Bay, FL ITown of Little Elm,TX - City of Ocala, FL _ I Town of Jupiter,FL F.2 Because Evergreen has conducted hundreds of similar studies for local Select governments, we include in this section only a sample of some of our more recent work as it directly relates to the services being requested by Relevant the City of Tybee Island. Experience Evergreen Solutions,LLC Page F-g 20150 19CityCouncilWorkshopPacket Page 176 of 256 0150316/jrl Compensation and Classification Study City of Kingsland,Georgia Evergreen Solutions was hired by the City of Kingsland to assist with a city-wide compensation and classification study and recommendations for implementation of a revised pay plan.The study included all employees and classifications in the City.As part of the study,the Evergreen Team conducted focus groups and interviews with employees, and employees completed Job Assessment Tools (JATs). Evergreen's consultants conducted a comprehensive salary survey of local and regional employers to assess the market competitiveness of the City. Finally, a detailed plan was developed to provide the City with specific steps to implement an equitable and competitive compensation plan. 4 Classification and Compensation Study and Analysis City of Douglasville,Georgia Evergreen Solutions was retained by the City of Douglasville to conduct a Classification and Compensation Study and Analysis of its workforce consisting of 225 full-time employees in approximately 96 job titles. Evergreen performed the following tasks: • Evaluated the City's present salary structure as compared to the relevant job market for comparable positions in both the private and public sectors. • Reviewed all current job descriptions and analyze same for knowledge,skills, abilities, education and experience relevance and internal consistency,job definitions and summaries, distinguishing characteristics, supervision received and exercised, conformity with the ADA relative to essential job functions(including physical demands); and special requirements including licensing and certifications. • Reviewed the City's current Position Classification and Wage Administration Plans and provided recommendations for enhancement and specific guidelines for requests pertaining to the following: creating new positions, salary adjustments and reclassifications, retroactive pay, compensation for additional duties (temporary and permanent assignments) and internal equity adjustments. • Analyzed all existing job family classifications, pay grades and salary ranges and recommend modifications as necessary. • Analyzed all existing FLSA classifications and recommended modifications as necessary. 4 Evergreen Solutions,LLC Page F-4 20150319CityCouncilWorkshopPacket Page 177 of 256 20150316/jrl • Identified potential pay compression issues and provided alternative solutions Compensation Analysis City of Alpharetta,Georgia Evergreen Solutions was engaged with the City of Alpharetta to conduct a competitive compensation analysis.The purpose and intent of the study was to compare and contrast the City's current wage and benefit structure and levels with those of key competing employers—both public and private. The analysis was based upon job descriptions and/or duties performed rather than upon job titles in order to ensure accurate comparisons and to consider all aspects of the City's compensation package. At the time of the study,the City of Alpharetta employed 414 full-time and five part-time positions, excluding senior management and elected officials, defined across 132 position descriptions.The base salary ranges for these positions were divided among eight pay grades. The primary goals of this project were to: determine the City's competitive position within the marketplace in terms of its overall compensation package; determine the relative value and competitive positioning of each compensation/benefit area; and identify any weaknesses within the components of the City's existing compensation package that may negatively impact the organization's ability to attract and retain talented employees. Employee Classification and Compensation Study City of Savannah,Georgia Evergreen Solutions is engaged with the City of Savannah to conduct an Employee Classification and Compensation Study for its workforce of 2,500 employees. Evergreen will develop a comprehensive job classification system that will accommodate the City's needs for a flexible, internally and externally equitable, defensible, market sensitive and easily administered system for all current and future jobs within the City. Evergreen will establish career paths for occupations, provide clear distinctions in different job levels, establishing performance standards/job qualifications for all newly created job classifications, produce job descriptions that are legally defensible and are in accordance with ADA and FLSA, assign classifications to pay ranges designed by the City that are labor market appropriate, and train Human Resource staff so that they can maintain, enhance, and use the classification system to identify and consistently apply the system to modify an existing position or classification or create a new position or classification scheme. 4 Evergreen Solutions,LLC Page F-5 20150319CityCouncilWorkshopPacket Page 178 of 256 20150316/jrl Evergreen will further assist the City in formulating a formal compensation philosophy and developing a compensation system for all job classifications based upon the adopted compensation philosophy. Evergreen will identify comparable benchmark employers to guide the City's future employee salary and benefit decisions in order to facilitate the retention and attraction of high performing staff members, while being financially sustainable. Evergreen's consultants will train Human Resource Staff so that they can apply the compensation philosophy to maintain and enhance the adopted compensation system. 4 Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department City of Garden City,Georgia Evergreen Solutions is retained by the City of Garden City to conduct a Comprehensive Classification and Compensation Study for its workforce as well as a Staffing Analysis of the Police Department. The primary objectives of the Classification and Compensation Study are to attract and retain qualified workers who will be paid equitable salaries; provide fair salaries for all workers of the City; and provide a salary structure that enables the City to maintain a competitive position with other cities and companies within the same geographic area. To accomplish this, Evergreen will: • work with the City's management staff to identify a market position for the City; • develop a comprehensive labor market salary survey for the Chatham County area and surrounding municipalities that I reflects both cities and private industry; • analyze existing internal hierarchy based on job relationships, identify problem areas within the internal hierarch system, and propose implementation methods to correct identified problems; • review current classification grade methodology, and propose recommended strategies for the City of Garden City; and • develop a pay plan identifying specific parameters (i.e., percent spreads between ranges and within ranges). In the end, Evergreen will prepare a cost analysis for positions that fall below the proposed minimum salaries following reclassification and will develop recommendations and an instrument for the ongoing internal administration and maintenance of the proposed classification/compensation plan. I For the staffing analysis, Evergreen's consultants will review the staffing needs of the City's Police Department in terms of delivering quality 4 Evergreen Solutions,LLC Page F-6 20150319CityCouncilWorkshopPacket Page 179 of 256 20150316/jrl services to its citizenry. Evergreen will compare staffing to similar police departments in the surrounding area as well as industry best practices, and will make recommendations for staffing improvements, as needed. Note:This project is in the final stages of completion as a draft final report is currently being prepared. 44 Compensation and Benefits Study and Analysis City of Dahlonega, Georgia Evergreen Solutions is currently engaged with the City of Dahlonega to conduct a comprehensive classification, compensation, and benefit study and analysis of its workforce. Evergreen's consultants will evaluate the City's present salary and benefit structure as compared to the relevant job market for comparable positions in both the private and public sectors. Evergreen will review all current job descriptions and analyze the same for knowledge, skills, abilities, education and experience relevance and internal consistency,job definitions and summaries, distinguishing characteristics, supervision received and exercised, conformity with the ADA relative to essential job functions and special requirements, including licensing and certifications. Evergreen will also analyze all existing job family classifications, pay grades and salary ranges, and recommend modifications as necessary as well as analyze all existing FLSA classifications and recommend modifications as necessary. Compensation and Benefits Study Forsyth County, Georgia Evergreen Solutions is engaged with Forsyth County to conduct a Compensation and Benefits Survey for the various departments/offices of the County.The objective of the survey is to provide Forsyth County Government a competitive position with other comparable government entities and private employers within the same geographic area to attract and retain qualified employees. Evergreen's consultants will review the current compensation plan and salary grade levels to understand the current challenges facing the County in recruiting and retaining employees. Evergreen will survey comparable labor markets competing with the County for labor in the greater metro Atlanta labor market and comparable public organizations.The survey will be designed to capture not only base salary information but comprehensive benefits information (inclusive of: deferred compensation; leave plans; employer paid medical, dental, vision, disability insurance, life insurance)to ensure that the County is competitive with other public organizations in the greater metro Atlanta labor market in its total compensation package. 4 Evergreen Solutions,LLC Page F-7 20150319CityCouncil Evergreen Page 180 of 256 20150316/01 In the end, Evergreen will prepare a final report of findings with written recommendations regarding specific classifications,salary market adjustments, and preferred benefit package and will recommend any necessary salary range changes for the County's job classifications. Note:This project is in the final stages of completion as a draft final report is currently being prepared. 4 Analysis of Compensation and Classification System City of Fairhope,Alabama Evergreen Solutions was hired by the City of Fairhope to provide a comprehensive analysis of its compensation and classification systems including an evaluation of market competitiveness and compensation structure,as well as internal equity and classification accuracy applicable to all City employees.This study included a review of current compensation practices and the development of a compensation philosophy, defining the appropriate labor market to which the City should be compared, evaluating the FLSA status of each position, making salary recommendations for various jobs based on market data collected, completing an assessment of total compensation,and the provision of recommendations to assist with implementation. Employees were given the opportunity to attend orientation sessions, employee focus groups and participate in the Job Assessment Tool process for classification valuation as a component of these analyses. 4 Classification, Compensation, Benefits,and Performance Management Brunswick County, North Carolina Evergreen Solutions was hired by the Brunswick County to facilitate the county-wide review of classification, compensation and performance management practices and make recommendations for implementation of a revised pay plan that takes into account both internal and external equity.The study included all employees and classifications in the County. As part of the study,the Evergreen Team conducted focus groups and interviews with employees and managers, and they completed Evergreen Solutions'Job Assessment Tool (JAT). Job descriptions were reviewed and updated, including FLSA compliance determinations. Evergreen consultants conducted a comprehensive salary survey of local and regional employers to assess the market competitiveness of the County. A detailed plan was developed to provide the County with specific steps to implement an equitable and competitive compensation plan. In addition, Evergreen Solutions reviewed and analyzed performance management tools and practices and will soon be recommending improvements,as necessary. Finally, maintenance training and documentation was provided to County staff to assist with upkeep of the newly established system. 4 Evergreen Solutions,LLC Page F-8 20150319CityCouncilWorkshopPacket Page 181 of 256 20150316/01 Salary Equity Study Guilford County, North Carolina Evergreen Solutions was retained by Guilford County to assess pay equity based on race and gender for all County employees. Evergreen's consultants performed a review of approximately 1,500 plus positions for internal salary equity.This was accomplished by reviewing the incumbent's related education and experience prior to County employment and related experience gained with the County. Evergreen's consultants also reviewed job descriptions, in conjunction with County Staff,to ensure that content and titles were current, accurate and were consistent with FLSA, EEO and ADA considerations. At the conclusion of I the study, Evergreen made recommendations by individual position/ employee for internal salary equity pay adjustments and provided an analysis that included a statistical treatment of pay placement and progression. 449 Classification and Compensation Study and Benefits Survey 1 New Hanover County, North Carolina Evergreen was retained by New Hanover County and the New Hanover Alcohol Beverage Control Board to conduct a Classification and Compensation Study for its employees. Evergreen's consultants conducted an employee classification and compensation study of public and private employers who were providing equitable services and, based on that study and determined if individualized position/job descriptions were needed, and if so, assisted in the development of those descriptions. Evergreen prepared a comprehensive analysis that identified New Hanover County's competitive position in the labor market and provided a recommendation for total salaries and benefits, including the total compensation package of insurance and other benefits (including paid leave), and prepared recommendations for compensation policies, including variable incentive pay options, to maintain competitiveness, reward employees, and ensure equity. Select County and ABC Board were provided the necessary training and materials so that an understanding of the methodology and how to implement, administer, and maintain the recommended total classification and compensation system could be accomplished. Classification and Compensation Study County of Culpeper,Virginia Culpeper County retained Evergreen Solutions to assist with a comprehensive classification and compensation study of all its employees. Evergreen's consultants conducted a job analysis through desk audits, interviews, and focus groups. A more detailed analysis was performed on clerical and law enforcement staff. A salary and benefits survey was issued to peers to assess the County's current market 1 Evergreen Solutions,LW Page F-9 20150319CityCouncilWorkshopPacket Page 182 of 256 20150316/01 position. Recommendations were made for all employees to address job and compensation changes. Classification and Compensation Study Gloucester County,Virginia Evergreen Solutions was retained by Gloucester County to conduct a detailed compensation and classification analysis of its non-faculty employees. Employees participated in focus groups, interviews, and job analysis to determine the best classifications for the work performed. Pay ranges were analyzed in the public and private sector to determine the appropriate pay levels for all included jobs. Recommendations were provided to improve the fairness and equity. Comprehensive Position Classification and Compensation Study Town of Blacksburg,Virginia Evergreen Solutions is retained by the Town of Blacksburg to conduct a comprehensive position classification and compensation study. Evergreen's consultants will review the market survey practice and the current performance evaluation system,tools, and procedures used. In addition, Evergreen consultants will identify the strengths, weaknesses, opportunities,and threats(SWOT) of the current employee performance management system and assess organizational needs, direction and capabilities as they pertain to performance management. Evergreen consultants will meet with select Town staff to gain input on desired system characteristics and the nature of work performed in each department as well as to discuss the following: • evaluation of current system; • past experiences with performance management; • needs of the organization for meeting performance goals; • strategic direction of the organization and potential linkages to individual performance; • perceived technology capabilities;and • resources available to support various alternatives. In the end, Evergreen will make recommendations to improve the competitiveness of the Town in recruiting and retaining qualified staff as well as the best methods for rewarding employees for performance. Note: Evergreen is in the final stages of completing this project. 4 Evergreen Solutions,LLC Page F-bo 20150319CityCouncilWorkshopPacket Page 183 of 256 20150316/jrl Salary and Benefits Review,and Analysis City of Hyattsville, Maryland Evergreen Solutions was hired by the City of Hyattsville to conduct a Salary and Benefits Review and Analysis of all classifications.The process included a comprehensive review of market compensation averages using a detailed duties-based salary survey approach as well as a comprehensive benefits survey. Market position was determined,a compensation philosophy was developed and strategic positioning recommendations were made with the goal of providing the City a more equitable compensation model. 4 Classification and Compensation Study City of Gaithersburg, Maryland Evergreen Solutions was retained by the City of Gaithersburg to conduct a compensation and classification study. The study included evaluating jobs, updating classifications, assessing the labor market, and making recommendations. Evergreen's recommendations improved the competitiveness of the City and helped the City prepare for attracting and retaining the best and brightest. 4 Pay and Classification Study City of Salisbury, Maryland Evergreen was hired by the City of Salisbury to conduct a Pay and Classification Study for 400 employees in nine (9) departments with a total of 120 job classifications. Employees participated in focus groups, I interviews, and a job analysis to determine the best classifications for the work performed. Fifty desk audits were also performed as part of the study. In addition, pay ranges and benefit plans were analyzed in the public and private sector to determine the appropriate pay levels and i benefits for all included benchmarked position. Recommendations were provided to improve the fairness and equity. Select City staff(i.e., (department heads and supervisors)were provided the necessary training and materials so that an understanding of the methodology and how to implement, administer, and maintain the recommended to total compensation and evaluation system was accomplished. 4 4 Evergreen Solutions,LLC Page F-11 20150319CityCouncilWorkshopPacket Page 184 of 256 20150316/jrl Classification and Compensation Study City of Lancaster,South Carolina Evergreen Solutions was retained by City of Lancaster, SC to conduct a detailed compensation and classification analysis of its employees. Employees participated in focus groups, interviews, and job analysis to determine the best classifications for the work performed. In addition, pay ranges were analyzed in the public and private sector to determine the appropriate pay levels for all included jobs. Recommendations were provided to improve the fairness and equity. Compensation and Classification Study City of Mauldin,South Carolina The City of Mauldin retained Evergreen Solutions to provide oversight into the data collection process regarding compensation and classification as well as provide recommendations following the collection of the data for the City to transition into a purely merit-based pay system.The purpose of the study was to review the current structure that had not been updated in the last few years utilizing the position rating manual and position analysis questionnaire; review the salary survey methods and results collected from local municipalities and national IMCA data;verify overall grade placement and internal equity for the organization as a whole; ensure external equity with the marketplace; and provide oversight on transition to performance management, merit-pay system. As part of the study, Evergreen reviewed the materials provided by the City and gave feedback on best practices and market trends; analyzed internal equity data collected by City and gave feedback to address internal equity; reviewed salary survey data collected by the City for accuracy and provided insight regarding findings; developed the strategic position for the City utilizing collected data and desired intentions of the City; and assisted the City with developing transition plan. Salary Parity Study/Structural and Compensation Systems Study Charleston County,South Carolina In 2005-06, Charleston County conducted a Classification and Compensation Review using another consulting firm. Then in 2007, Evergreen Solutions was hired by the County to review the results and verify the recommendations that accompanied the study.The primary issue examined by Evergreen was the internal equity relationships present within the County's pay plan.The Evergreen Team administered a job analysis tool to County employees that helped determine job worth and verify internal equity relationships as they relate to compensation. Although the study's primary emphasis was ensuring that internal equity relationships were proper,the study also ensured that employees were paid consistently with Evergreen Solutions,LLC Page F-12 20150319CityCouncilWorkshopPacket Page 185 of 256 20150316/jrl the market. Evergreen provided detailed recommendations for adjusting the County's pay and classification structure and developed an implementation plan complete with costing information. Note: Evergreen was again hired in 2012 to conduct a Structural and Compensation Systems Study. The Evergreen Team worked with elected official and employee committee throughout the process. Our phases included employee outreach, best practice research, and consensus building to recommend a 21st Century approach to compensation and classification management. Classification and Compensation Study Town of Mount Pleasant,South Carolina Evergreen Solutions was hired to assist the Town of Mount Pleasant to assist with a Compensation and Classification Study. The Evergreen Team conducted employee orientation sessions,focus groups,job analysis, market assessment, and provided recommendations. Classification and Compensation Study Town of Hilton Head Island,South Carolina Evergreen Solutions was engaged with the Town of Hilton Head Island to conduct a Classification and Compensation Study for all its employees. The study included the following primary objectives:to conduct a thorough, complete and accurate class specifications/job descriptions for all positions; appropriate valuation of each position relative to other Town positions; and to develop a competitive total rewards package (salary and benefits) relative to similar positions in the market. Evergreen provided written guidelines for maintaining class specifications/job descriptions,for evaluating/re-evaluating job class specifications/job descriptions and for maintaining model compensation structure (s). Evergreen further recommended pay administration policies to include, but not be limited to, policies regarding movement through ranges, adjustments within pay grades, adjustments for assumption of additional duties (temporary or permanent), reclassifications, promotions,transfers, demotions, career ladders, etc. and recommended reliable external market data sources for salary structure adjustments and determination of merit budget Upon recommendation to the Town for the implementation of a new classification and compensation program, Evergreen's consultants reviewed current performance management system documentation and provided recommendations to strengthen link between pay and performance as appropriate. In addition, Evergreen recommended future merit allocation approaches, considering changes to classification and compensation program and limited budgets. Evergreen Solutions,LLC Page F-13 20150319CityCouncilWorkshopPacket Page 186 of 256 20150316/01 Classification and Compensation Study City of Chester,South Carolina Evergreen Solutions was engaged by the City of Chester to conduct a comprehensive compensation and classification study for all City employees.The Evergreen Team conducted orientations and focus groups with general employees. Employees completed Job Assessment Tools,and supervisors completed Management Issues Tools,as needed.The data gathered through this process resulted in JAT scores for each job title, placement of each job into an internal hierarchy, and potential recommendations for revision to the current classification structure. Evergreen Solutions also conducted a comprehensive salary survey.The results will be combined with the internal hierarchy to help generate recommendations for a comprehensive compensation and classification structure.The Evergreen Team provided detailed recommendations for implementation of the new structure and related employee salary adjustments. 4 Comprehensive Classification and Compensation Study City of Branson,Missouri The City of Branson hired Evergreen Solutions to conduct a Comprehensive Compensation and Classification Study to determine whether the City possessed a compensation and classification system that was both equitable as compared to the external competitive employment market as well as equitable internally.The study included a complete classification analysis using the Job Assessment Tool job valuation methodology as well as a statistical assessment of internal conditions and an assessment of external equity including a salary survey of competing organizations.The report culminated with a series of findings and recommendations that were designed to alleviate any strains on the system and, if necessary, redesign or augment the existing system in place at the City of Branson. 4 Non-Union Pay and Classification Study City of Evanston, Illinois Evergreen Solutions was hired by the City of Evanston to conduct a comprehensive compensation and classification study to determine whether the City possessed a compensation and classification system that was both equitable as compared to the external competitive employment market as well as equitable internally. This study and its proposed work plan applied only to those employees who were not members of collective bargaining units or labor unions. The study included a complete classification analysis using the Job Assessment Tool job valuation methodology as well as a statistical assessment of internal conditions and an assessment of external equity including a salary survey of competing organizations.The project and the final report 4 Evergreen Solutions,LLC Page F-14 20150319CityCouncilWorkshopPacket Page 187 of 256 20150316/jrl culminated in a series of findings and recommendations designed to alleviate any strains on the system and, if necessary, redesign or augment the existing system in place at the City of Evanston. Comprehensive Compensation and Classification Study Jefferson County, Missouri Jefferson County retained Evergreen Solutions to conduct a Comprehensive Compensation and Classification Study to analyze the County's market competitiveness and internal equity. Located just 40 miles southwest of the City of St. Louis,the County possessed a unique r set of challenges being on the border of more rural,suburban, and even metropolitan markets. Maintaining market competitive compensation and classification plans in these environments required special effort. With this in mind,this study included a comprehensive classification analysis using the Job Assessment Tool job valuation methodology in addition to a statistical assessment of current conditions. An assessment of external equity including a salary survey of competing organizations was conducted.The project concluded with a series of findings and recommendations that were designed to alleviate any strains on the system and, if necessary, redesign the existing system in place for the County. Classification and Compensation Study Sedgwick County, Kansas Evergreen Solutions was retained by Sedgwick County to conduct classification and compensation study for approximately 2,766 employees. Employees participated in focus groups, interviews, and job analysis to determine the best classifications for the work performed. Classifications were reviewed,as needed, and FLSA determinations were made. Evergreen consultants reviewed pay policies and practices and pay ranges in the public and private sector were analyzed to determine the appropriate pay levels for all included jobs. Recommendations were provided to improve the fairness and equity within the County and a plan was provided to address maintenance of implemented changes to the County's classification and compensation system. In addition, Evergreen provided County staff with the necessary training and materials so that an understanding of the methodology and how to implement, administer, and maintain the recommended total classification and compensation system would be accomplished. 4.,„ Evergreen Solutions,LLC Page F-is 20150319CityCouncilWorkshopPacket Page 188 of 256 20150316/jrl Compensation Study City of Hollywood, Florida The City Hollywood retained Evergreen to conduct a compensation study of all non-represented employees (Executive; Managerial; Legal;Technical; and Confidential Administrative Support). A job-task analysis/job audit was conducted to determine whether classifications were correctly placed in the organizational hierarchy and whether individual job positions were classified correctly. Evergreen reviewed job descriptions using the Job Assessment Tool job valuation methodology and conducted a statistical assessment of current conditions to ensure compliance with federal and state laws including proper designation of classifications as "exempt" vs. "non-exempt". Evergreen conducted a comprehensive survey to ensure that the City of Hollywood's compensation plan was equitable and competitive in its total compensation package relative to internal factors and external markets (The City's goal was to be in the top 25% in salary). Evergreen's consultants reviewed existing salaries to determine proper placement within proposed classifications, and recommend appropriate "equity adjustments"as needed, based upon the results of the salary survey and the recommended pay plan. Evergreen concluded the study with recommendations designed to alleviate any strains on the current compensation and classification system. Evergreen further recommended procedures, policies, and methods to maintain an on-going Classification & Compensations Plan that was performance based,fair and competitive. In addition, Evergreen's consultants developed policies and procedures for developing and maintaining a career track/progression/retention program and reviewed existing performance appraisal system in order to make recommendations to integrate the performance appraisal system with new Classification &Compensation Plan. Note:At the conclusion of the study Evergreen was hired again to conduct a compensation study of all AFSCME employees(i.e., Professional and Supervisory employees). 4 Classification and Compensation Study City of Winter Park, Florida Evergreen Solutions assisted the City of Winter Park's Human Resources Department with conducting a comprehensive classification and compensation study for all full-time employees.The project centered on providing the City with a revised system that was characterized by internal and external equity.To ensure internal equity, Evergreen utilized its Job Assessment Tool (JAT)and Management Issues Tool (MIT)to properly classify work performed and highlight issues to be addressed by management. Employees at all levels were also provided a forum to voice concerns with the current system through focus groups. Evergreen also selected benchmarks and peer organizations to survey for wages in comparison to the market.This information was combined with the job 4 Evergreen Solutions,LLC Page F-16 20150319CityCouncilWorkshopPacket Page 189 of 256 20150316/jrl analysis to provide a comprehensive solution.The recommended solutions were costed out and presented to the City for review. 4 Compensation, Classification,and Benefits Study City of Palm Beach Gardens, Florida The City of Palm Beach Gardens, located in South Florida,just north of West Palm Beach, entered into a contract with Evergreen Solutions to conduct a comprehensive Compensation and Classification Study to assess the city's internal and external equity. The City had established track record of regular studies of this nature and seeks up-to-date competitive salary and benefits information from both the private and public sector. A salary survey of peer organizations in the local and regional market,to include benefits and total compensation, was conducted to ascertain the City's relative market position. The City maintained the objective of being among the compensation leaders in Palm Beach County, and regular evaluation of this kind was essential in achieving this progressive goal. The study included a complete classification analysis using Evergreen Solutions'Job Assessment Tool job valuation methodology in addition to a statistical assessment of current conditions.The study concluded with a series of findings and recommendations in a written report that was designed to identify and recommend resolution of any inequities in the system and, if necessary, update the existing classification structure.The City had gone through a considerable reduction in force,which had caused many responsibilities to be shuffled. 4 Comprehensive Classification and Compensation Study City of Panama City, Florida Evergreen was retained by the City of Panama City to conduct a Comprehensive Classification and Compensation Study for 545 non- union positions/employees, including approximately 79 firefighters, 92 police officers, and 5 elected officials in 190 job classifications. Employees participated in focus groups, interviews, and a job analysis to determine the best classifications for the work performed. Pay ranges were analyzed in the public and private sector to determine the appropriate pay levels for all included jobs. Evergreen reviewed the City's current performance evaluation system,tools and procedures, and made recommendations for necessary changes to the system. Recommendations were also provided to improve fairness and equity of all jobs within the City. Select City staff were provided the necessary training and materials so that an understanding of the methodology and how to implement, administer, and maintain the recommended total classification and compensation system were accomplished. Evergreen made recommendations regarding enhancements to the City's current performance evaluation system and provided the City with a performance evaluation tool. 4 Evergreen Solutions,LLC Page F-17 20150319CityCouncilWorkshopPacket Page 190 of 256 20150316/01 Compensation,Classification,and Performance Management Study Manatee County, Florida , Evergreen Solutions was hired by Manatee County to assist with a county- wide Compensation and Classification Study. At the time of the study, Manatee County was a growing county with a population of over 300,000 located on the southwestern coast of FL between Pinellas and Sarasota Counties.An appointed County Administrator oversaw 16 departments, with approximately 2,900 employees within approximately 600 classifications and 58 pay ranges/grades. The study included all employees that serve in capacities for the Board of County Commissioners. As part of the review,orientation sessions,focus groups,and interviews were conducted in throughout the county. All employees were asked to complete the Job Assessment Tool (JAT)and job analysis was conducted with the results in order to create a classification plan. A salary survey was issued to local and regional employers to assess competitiveness. Based on the classification and compensation findings, a new pay plan as well as policies and procedures were recommended to the County. Evergreen Solutions helped the County attain their goal of maintaining a sound process providing a classification and pay structure that is fair, equitable,and systematic with a compensation plan comparable with other governmental jurisdictions and the private sector. In addition, Evergreen reviewed the performance management system in place within the County, and provided recommendations for improvement. 4, Compensation and Classification Study Services Monroe County, Florida Evergreen was retained by Monroe County to conduct a Compensation and Classification Study for 265 non-union employees in 178 classifications as well as 124 union employees in 46 classifications who are represented by the Teamsters bargaining unit. Employees participated in focus groups, interviews, and a job analysis to determine the best classifications for the work performed. Evergreen's consultants compared the County's positions to other similar positions within other County departments to determine the relative value of each position to every other position in the County. Comparisons were made with regard to the actual work being performed and based on the current job description. In addition, positions were compared to other similar positions in other private and public sector organizations throughout the Florida Keys and South Florida. Characteristics such as size of the organization, geographic proximity, economic and budget characteristics, and other appropriate demographic data were taken into consideration when making comparisons. Evergreen's consultants also analyzed pay ranges in the public and private sector to determine the appropriate pay and benefit levels for all included jobs. 4 Evergreen Solutions,LLC Page F-18 20150319CityCouncilWorkshopPacket Page 191 of 256 20150316/jrl Recommendations were provided to improve fairness and equity of all ' jobs within the County. Select County staff were provided the necessary training and materials so that an understanding of the methodology and how to implement, administer, and maintain the recommended total classification and compensation system could be accomplished. 4 Classification and Compensation Study City of Southlake,Texas Evergreen Solutions was retained by the City of Southlake to conduct compensation and classification study of its employees. Employees participated in focus groups, interviews, and job analysis to determine the best classifications for the work performed. Classifications were reviewed, as needed, and FLSA determinations were made. Evergreen consultants analyzed pay ranges in the public and private sector to determine the appropriate pay levels for all included jobs. Recommendations were provided to improve the fairness and equity for jobs within the City. Evergreen also assessed the City's organizational needs, direction and capabilities as they pertained to pay for performance management. Interviews were conducted with department heads and/or senior management to gain insight on the desired system's characteristics and the work performed. Various options were reviewed to connect performance pay with other pay increase mechanisms in the budget process. In the end, Evergreen made recommendations to the City for a new pay for performance system and provided the City with a new vision for what performance management should be at the City. In addition, Evergreen provided City staff with the necessary training and materials so that an understanding of the methodology and how to implement, administer, and maintain the recommended total compensation and performance management system was accomplished. 4 Compensation Study City of Carlsbad, New Mexico Evergreen Solutions was retained by the City of Carlsbad to conduct a Compensation Study. The study included evaluating 50 administrative positions and three elected official positions as benchmarks against the private and public labor market in the State of New Mexico, and making recommendations to improve competitiveness in alignment with the City's strategic goals. Evergreen's recommendations improved the competitiveness of the City and help prepare it for future recruitment challenges. 4 Evergreen Solutions,LW Page F-19 20150319CityCouncilWorkshopPacket Page 192 of 256 20150316/01 F.3 I As required in the Request for Proposal, we have provided five references RReferences . that we feel demonstrate the breadth and quality of the work our team has performed as they relate to the services being requested by the City of Tybee Island. We invite you to contact our client references as to the quality and timeliness of our consulting projects. Employee Classification and Compensation Study City of Savannah,Georgia Contact Information: Ms. Beth Robinson, Human Resources Director City of Savannah City Hail 2 East Bay Street Savannah, Georgia 31401 (912) 651-6484 BRobinson @Savannahga.Gov *4 Classification and Compensation Study Town of Hilton Head,South Carolina Contact Information: Ms. Nancy Gason, Director of Human Resources Town of Hilton Head Island One Town Center Court Hilton Head Island,South Carolina 29928 (843) 341-4621 nancyg @hilton headislandsc.gov 4 Classification and Compensation Study and Analysis City of Douglasville, Georgia Contact Information: Mr. Frederick Perry, Human Resources Director City of Douglasville 6695 Church Street I Douglasville, Georgia 30134 (941) 954-4134 perryf @douglasvillega.gov 44' Salary Parity Study/Structural and Compensation Systems Study Charleston County,South Carolina Contact Information: Mr. Fagan Stackhouse, Human Resource Director Charleston County 4045 Bridge View Drive North Charleston,South Carolina 29405 (843)958-4710) FStackhouse @charlestoncountv.org 4 Evergreen Solutions,LW Page F-2o 20150319CityCouncilWorkshopPacket Page 193 of 256 20150316/jrl Compensation Analysis City of Alpharetta,Georgia Contact Information: Mr.James Drinkard,Assistant City Administrator City of Alpharetta Two South Main Street Alpharetta, Georgia 30009 (678) 297-6000 jdrinkard @alpharetta.ga.us Evergreen Solutions,LLC Page F-21 20150319CityCouncilWorkshopPacket Page 194 of 256 20150316/jrl Section G Cost of Seri4ces Evergreen Solutions,LLC 201 19 i yCouncilWorkshopPacket Page 195 of 256 20150316/01 G. Cost of Services Evergreen Solutions, LW is pleased to present our proposed cost to conduct a Comprehensive Compensation and Classification Study for the City of Tybee Island. Evergreen is committed to providing the highest quality consulting services to our client partners for a reasonable price. Evergreen is fortunate that our overhead is minimal and our expenses are reasonable so we can pass that cost savings on to our clients. Our total, not-to-exceed,fixed cost to complete all tasks identified in our detailed work plan in Section B of our proposal is$35,550. Our cost is all inclusive, and includes travel costs (meals and lodging), transportation,fringe benefits, indirect costs (overhead), clerical support,and all other out-of-pocket expenses. This cost includes three separate trips to the City of Tybee Island for purposes of completing the requested work. Our cost includes a ten percent discount because we are conducting, or have conducted in the past six months,salary surveys of comparable jurisdictions/positions,the data from which can be I shared rather than independently gathered. The following is our preferred invoicing schedule: • 25%-upon completion of Task 1 of the detailed work plan • 25%-upon completion of Tasks 2 - 5 of the detailed work plan • 25%- upon completion of Tasks 6 8 of the detailed work plan s 25%- upon completion of Tasks 9 - 12 of the detailed work plan Note:Any additional work needed outside of the scope of work would be billed at an hourly rate of$150 per hour. Our cost is valid for 90 days upon receipt of proposal. We are willing to negotiate the time,scope,and cost of the basic tasks,or any other options that the City of Tybee Island wishes to identify. Evergreen Solutions federal employer identification number is 20-1833438. 4 Evergreen Solutions,LLC Page Gi 20150319CityCouncilWorkshopPacket Page 196 of 256 20150316/jrl Section .1-f Other Evergreen Solutions,LLC 201 19 i yCouncilWorkshopPacket Page 197 of 256 20150316/01 Other Evergreen Solutions offers the following additional human resource services to our local government clients. Should the City of Tybee Island desire any of these additional services, Evergreen would be pleased to provide the City with a work plan and a cost to perform the requested work. • Benefits Surveys • Staffing Studies • Workload Analyses • Strategic Planning • Human Resource Audits • Performance Evaluation Studies • Recruitment and Retention Studies Race and Gender Equity Studies 4 Evergreen Solutions,LLC Page H-i 20150319CityCouncilWorkshopPacket Page 198 of 256 20150316/01 Section I Required Forms A Evergreen Solutions,LLC 201 19 yCouncilWorkshopPacket Page 199 of 256 20150316/01 I. Required.Forms As required in the Request for Proposal (RFP), we have attached the following forms: • W-9 Form • Affidavit Verifying Status for City Public Benefit Application • Contractor Affidavit under O.C.G.A. 4 Evergreen Solutions,LLC Pa a I-i 20150319CityCouncilWorkshopPacket Page 200 of 256 201516/jrl For, -9 Request for Taxpayer Give form to the (Rev.October 2004) identification Number and Certification requester.Do not Deperinant of the Treasury send to the IRS. Internal Revenue service ,i Name(as reported on your income tax return) EV rce_tn cz) (.i �Ml5; Ui e. Business nar04 if different from above 0 0 set a o Individual/ Exempt from backup fu Check appropriate box: ❑ Sole proprietor ❑ Corporation Partnership ❑ Other► ❑withholding G ` Address mnisubowtreet,and apt.or suite no,), Requester's name and address(optional) Ci ,ilp,'.stat e,and ZIP code lQ4tallei- e,..) byte. 32308 m List account number(s)here(opt�bnal ) t Part I Taxpayer Identification Number(TIN) Enter your TIN in the appropriate box.The TIN provided must match the name given on Line I to avoid Social seauxIity number backup withholding.For individuals,this is your social security number(SSN). 1-lowever,for a resident I I + I 't I I I alien,sole proprietor,or disregarded entity,see the Part I instructions on page 3,For other entities,it is your employer identification number(EIN).If you do not have a number,see How to get a TIN on page 3. or Note,If the account is in more than one name,see the chart on page 4 for guidelines on whose number Employer identitioatton nuTb to enter. I. 11 1 513141 Part 11 Certification Under penalties of perjury,I certify that 1, The number shown on this form is my correct taxpayer identification number(or l am waiting for a number to be issued to me),and 2. 1 am not subject to backup withholding because:(a)I am exempt from backup withholding,or(b)I have not been notified by the Internal Revenue Service(IRS)that I am subject to backup withholding as a result of a failure to report all interest or dividends,or(c)the IRS has notified me that I am no longer subject to backup withholding,and 3. I am a U.S.person(including a U.S.resident alien). Certification instructions.You must cross out item 2 above' • -. - -:-• otified by the IRS that you are currently subject to backup withholding because you have failed to report all -s and dividends on y...r tax return.For real estate transactions,item 2 does not apply. For mortgage interest paid,acquisition or torment of secured proper ,cancellation of debt •ntributions to an individual retirement arrangement(IRA),and generally,pe,r• -nts other than interest and divi• ds,you are not -.• •to sign the Certification,but you must provide your correct TIN.(See t - structions on page 4) Sign signature of (z)Here u.s.person D . City of Tybee . and, PO Box 2749, Tyb- sland, GA 31328 12-786-4573 I (fax) 91 "- 86-9465 4Wh. +d is/services fd ,you provide to City Tybee Is�Jl�an�d�� ��� l,E , e, 'D(1V - l alb f-e yy 1 1 To whom shall we direct the Purchase Order? Sales ContRTh)act Phone# 3 �'' Cid Email: cons L QJ?,5,(QQG?r,,,, Fax# ( 'sz ) 38 D _ -1 1 Location: 2g1 Pve e.(rl 6 )�� 1,- Q ' ' 3Z3Dg Tm shall we direct 1 a Ym ent? / AIR Contact: \ - ) Email: Ke,1,1/e .s A )r-6e,i l r c,ew` Phone#(bSb)� gal 11 Fax# ( 0) -5gj `I 1 1 Remittance Address: SMIV1i- - PC I)e— Our terms are Net 30. 20150319CityCouncilWorkshopPacket Page 201 of 256 20150316/jrl t/` • ,- ,) Affidavit Verifying Status Fyn ! for City Public Benefit Application By executing this affidavit under oath,as an applicant for a City of Tybee Island,Georgia,Business License or Occupation Tax Certificate, Alcohol License,Taxi Permit, Contract, or other public benefit as referenced in O.C.G.A. Section 50-36-1, I am stating the following with respect to my application of a City of Tybee Island: • Business License or Occupational Tax Certificate, • Alcohol License, (circle all that apply) • Taxi Permit, •KC ontras • Other public benefit for -C(, 3-k (printed name of natural person applying on behalf of individual, business, rporation,partnership, or other private entity). 1) / I am a United States citizen. OR 2) I am a legal permanent resident 18 years of age or older or I am an otherwise qualified alien or non- immigrant under the Federal Immigration and Nationality Act, 18 years of age or older and lawfully present in the United States. * In making the above representation under oath, I understand that •.- + person w,' knowingly and willfully makes a false, fictitious, or fraudulent statement or representation in an affi+. it shall be guilt of a vio . on o ode Section 16-10-20 of the Official Code of Georgia. Ad . , Sign.ture/•'Appli D. ' Di tff . Printed Name *Alien Registration Number for Non-citizens SUB . ' J:ED ANDS Ai. BEFORE ME ON T I THE A DAY OF ' J j 4 A ,20 1 Y JACQUELINE BARNES ':./07., NOTARY PUBLIC Notary PubliL .tom, .., ;- 1,, � -� 0- STATE OF FLORIDA f I ' Commit EE118658 My Commissio Expire 1 /c Z / .r— 's ill� Exp1rea 10/2312015 Note: O.C.G.A. sr 50-36-1(e)(2) requires that aliens under the federal Immigration and Nationality Act, Title 8 U.S.C., as amended,provide their alien registration number. Because legal permanent residents are included in the federal definition of"alien", legal permanent residents must also provide their alien registration number. Qualified aliens that do not have an alien registration number may supply another identifying number below: 20150319CityCouncilWorkshopPacket Page 202 of 256 20150316/01 Contractor Affidavit under O.C.G.A. § 13-10-91(b)(1) By executing this affidavit, the undersigned contractor verifies its compliance with O.C.G.A. § 13-10-91, stating affirmatively that the individual, firm or corporation which is engaged in the physical performance of services on behalf of(name of public employer)has registered with, is authorized to use and uses the federal work authorization program commonly known as E-Verify, or any subsequent replacement program, in accordance with the applicable provisions and deadlines established in O.C.G.A. § 13-10-91. Furthermore, the undersigned contractor will continue to use the federal work authorization program throughout the contract period and the undersigned contractor will contract for the physical performance of services in satisfaction of such contract only with subcontractors who present an affidavit to the contractor with the information required by O.C.G.A. § 13-10-91(b). Contractor hereby attests that its federal work authorization user identification number .3dptc of thorization are as follows: Flit_ o rkOAuthorization User Identification Number(E-verify S.A.V.E #) Date of A thorizatio �e of Contractor /�' f,, V S lit -C p�irlSS&,�'6jC)ascl'i L �'Y i1 T iltofoPo t ttir .„ C„. Name df Publiccmployer 1 I hereby declare under �penalty of perjury that the foregoing is true and correct. Exec -. on [ L , 201(n 1 el 4 (state). Signature of) • • e•.1 er • - _- Alif..�,: 0i c.V i -�,(n3y)bpik Printed Name and Title of Aut• erized Officer or Agent S. :SCRIBED A D SWORN BEF C RE ME A i HIS THE ` . - DAY OF 1,,/ g ,201b. Lt' ._ . Ammo* 18A�AIE� OTAR 'UBLIC �.4 ` ,i IdoTAR�r PUBLIC W STATE OF FLORIDA~ t 4-Comm EE118658 My Com ission Expires: • t:.. 1=312°15 A. 20150319CityCouncilWorkshopPacket Page 203 of 256 20150316/jrl ) ppenc(i : Detailed Resumes Evergreen Solutions,LLC 2015 19 CouncilWorkshopPacket Page 204 of 256 20150316/01 Dr. Jeffrey Ling Project Principal Evergreen Solutions, LLC Dr. Ling's experience includes human resources,strategic planning, research methodology, and change management. Dr. Ling has taught courses addressing human resources, research methodology,statistical analysis, and political economy at various universities. Similarly, he has planned, organized, and managed studies on human resources assessment, and government efficiency. Each of these studies dealt with summarizing major alternatives for decision makers and providing viable recommendations. Education Ph.D., Political Science, Florida State University, 1996 M.S., Political Science, Florida State University, 1993 B.A., Political Science, University of Tampa, 1990 Professional Evergreen Solutions, LLC, Executive Vice President,August 2005 and Business present History MGT of America, Inc., Partner, May 2004-July 2005; Principal, September 2000-April 2004; Senior Associate, November 1999- September 2000; Senior Consultant,April 1999-November 1999; Consultant, 1998-1999;Senior Analyst, May 1998-November 1998 The College of Wooster, Assistant Professor, 1997-1998 Iowa State University, Visiting Scholar, 1995-1997 Florida State University, Research Assistant, 1992-1995 Stinger Systems, Market Analyst, 1990-1992 Selected Local Government and Public Sector Experience Relevant Project Principal of a Compensation and Benefits Survey for Forsyth Project County, Georgia Experience Project Principal or a Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, Georgia Project Principal of a Compensation Analysis for the City of Alpharetta, Georgia Project Principal of an Employee Classification and Compensation Study for the City of Savannah, Georgia Dr.Jeffrey Ling Page 1 20150319CityCouncilWorkshopPacket Page 205 of 256 20150316/jrl Project Principal of a Classification and Compensation Study and Analysis for the City of Douglasville, Georgia Project Principal of a Compensation and Benefits Study and Analysis for the City of Dahlonega, Georgia Project Principal of Pay for Performance Appraisal Consultant Services Project for the City of Riverdale, Georgia Project Principal of a Classification and Compensation Study for the City of Kingsland, Georgia Project Principal of a Pay and Classification Study for Gulf County, Florida Project Principal of a Classification and Compensation Study for the City of Sunny Isles Beach, Florida Project Director of Compensation Study for the City of Winter Park, Florida Project Principal of a Classification and Compensation Study for the City of Sebring, Florida Project Director of a Compensation and Classification Analysis for the City of Pinecrest, Florida Project Principal of an Executive Compensation Study for the Health Care District of Palm Beach County, Florida Project Director of a Market Salary Survey for the Solid Waste Authority of Palm Beach County, Florida Project Director of a Critical Classification Analysis and an Executive Compensation Analysis for the Health Care District of Palm Beach County, Florida Project Principal of a Compensation Study for the Manatee County Sheriff's Office, Florida Project Principal of Compensation and Classification Systems Consulting Services for the Collier County Sheriff's Office, Florida for the Collier County Sheriff's Office, Florida Project Principal of a Classification and Compensation Study and Merit Pay System Development for Keys Energy Services, Florida Project Director of a Salary Analysis for Manatee County Utility, Florida Project Principal of a Performance Management Study for the Palm Beach County Clerk and Comptroller's Office, Florida Dr.Jeffrey Ling Page 2 20150319CityCouncilWorkshopPacket Page 206 of 256 20150316/jrl Project Principal of a Salary, Benefit and Position Reclassification Study for the City of Kissimmee, Florida Project Principal of a Salary and Benefits Study for the City of Ocala, Florida Project Principal of a Salary, Benefit and Position Reclassification Study for the City of St. Cloud, Florida Project Principal of a Compensation and Classification Study for the City of Bunnell, Florida Project Principal of a Compensation Study for the City of Bushnell, Florida Project Principal of an Executive Compensation Study for the Palm Beach County Health Care District, Florida Project Principal of a Human Resources Performance Review for the City of Cape Coral, Florida Project Principal of a Compensation and Classification Study for the City of Deltona, Florida Project Principal of a Performance Improvement Training and Study for the City of Destin, Florida Project Director of a Comprehensive Compensation and Classification Study for the City of Panama City, Florida Project Principal of a Pay and Classification Study for the City of Fort Walton Beach, Florida Project Principal of a Classification, Compensation, and Staffing Study for the City of Lake City, Florida Project Director of a Comprehensive Compensation and Benefits Analysis for the City of Bartow, Florida Project Principal of a Compensation Survey for the City of Tamarac, Florida Project Principal of a Compensation and Classification Study for the City of Delray Beach, Florida Project Principal of a Compensation Study for the City of Key West, Florida Project Principal of a Salary Survey for the City of Kissimmee, Florida Project Principal of a Compensation Study for the Town of Juno Beach, Florida Dr.Jeffrey Ling Page 3 20150319CityCouncilWorkshopPacket Page 207 of 256 20150316/01 Project Director of a Job Analysis and Description Development for the Town of Palm Beach, Florida Project Director of a Classification, Compensation, and Benefits Study for the City of Palm Beach Gardens, Florida Project Director of a Compensation Study for the City of Hollywood, Florida Project Principal of a Classification and Compensation Study for the City of Sarasota, Florida Project Principal of a Compensation Study for Sarasota County, Florida Project Principal of a Staffing, Compensation and Classification Study for the Town of Ponce Inlet, Florida Project Principal of a Classification, Compensation, and Benefits Study for the Town of Jupiter, Florida Project Principal of a Classification and Compensation Study for the Town of Cutler Bay, Florida Project Principal of a Classification and Compensation Study for the Village of Islamorada, Florida Project Principal of a Compensation, Classification,and Value Engineering Analysis for City of Doral, Florida Project Principal of a Police Force Compensation and Benefits Study for the City of Doral, Florida Project Principal of a Compensation and Classification Study for the City of Cocoa, Florida Project Principal of a Classification and Compensation Study for the Health Care District of Palm Beach County, Florida Project Principal of an Organizational Review for the Health Care District of Palm Beach County, Florida Project Principal of a Strategic Planning Study for the Health Care District of Palm Beach County, Florida Project Principal of a Merit Based Performance Management System for the Health Care District of Palm Beach County, Florida Project Principal of an Employee Engagement Study for the Health Care District of Palm Beach County, Florida Project Principal of a Compensation Study for Glades General Hospital, Florida Dr.Jeffrey Ling Page 4 20150319CityCouncilWorkshopPacket Page 208 of 256 20150316/jrl Project Principal of a Compensation Market Analysis for the St.Johns River Water Management District, Florida Project Principal of a Total Compensation Study for the Southwest Florida Water Management District Project Principal of a Salary, Benefit and Position Reclassification Study for the Toho Water Authority, Florida Project Principal of a Pay and Classification Study for Tampa Bay Water, Florida Project Principal of a Position and Compensation Study for the Florida Keys Aqueduct Authority Project Principal of a Software Training Services for Seminole County, Florida Project Principal of a Compensation and Classification Study for Seminole County, Florida Project Principal of a Compensation and Benefits Study for Seminole County, Florida Project Principal of a Performance Management Study for Seminole County, Florida Project Principal of a Compensation and Classification Study for Gadsden County, Florida Project Principal of Compensation and Classification Study Services for Monroe County, Florida Project Principal of a Market Salary Survey for Charlotte County, Florida Project Principal of a Comprehensive Classification and Compensation Study for Bay County, Florida Project Principal of a Classification and Performance Management System Review for Citrus County, Florida Project Director of Management Consulting Services for Osceola County, Florida Project Principal of a Compensation Study for Osceola County, Florida Project Principal of a Compensation Survey for Miami-Dade County, Florida Project Principal of an Employee Total Compensation Study for the Loxahatchee River District, Florida Dr.Jeffrey Ling Page 5 20150319CityCouncilWorkshopPacket Page 209 of 256 20150316/jrl Project Principal of a Benefits Study for the Lakewood Ranch Inter- District Authority, Florida Project Principal of a Compensation and Classification Study for the Orlando-Orange County Expressway Authority, Florida Project Principal of an Emergency Management Operations Survey for the City of Orlando, Florida Project Principal of a Comprehensive Employee Study for the Ft. Pierce Housing Authority, Florida Project Principal of a Classification and Compensation Study for the Tampa Housing Authority, Florida Project Director of a Compensation Trends Survey and Benefits Survey for the Tampa Bay Water Authority, Florida Project Principal of a Compensation Study for the Hillsborough Area Transit Authority, Florida Project Principal of a Market Salary Survey for the Peace River Manasota Regional Water Supply Authority, Florida Project Director of a Markey Salary Study Update for Manatee County, Florida Project Principal of a Comprehensive Classification and Compensation Study(IT positions)for Manatee County, Florida Project Principal of a Compensation, Classification and Performance Management Study for Manatee County, Florida Project Principal of a Compensation Study and Pay for Performance System for Clay County Sheriff's Office, Florida Project Principal of a Compensation and Classification Study for the Alachua County Sheriff's Office, Florida Project Principal of a Compensation and Classification Study for the Martin County Sheriff's Office, Florida Project Principal of a Salary Survey for Pasco County Sheriff's Office, Florida Project Principal of a Salary Survey for the Marion County Sheriff's Office, Florida Project Principal of a Compensation Study for the Nassau County Sheriff's Office, Florida Dr_Jeffrey Ling Page 6 20150319CityCouncilWorkshopPacket Page 210 of 256 20150316/jrl Project Principal of a Human Resource Audit for the Okaloosa County Sheriff's Office, Florida Project Principal of a Compensation and Classification Study for WorkNet Pinellas, Florida Project Principal of a Compensation and Classification Study for the City of Fairhope, Alabama Project Principal of a Compensation Study for the Alabama League of Cities Project Principal of a Compensation, Classification, and Benefits Study for Denton County, Texas Project Principal of a Compensation and Classification Study for the Denton County Fresh Water Supply District,Texas Project Principal of a Law Enforcement Compensation Study for Travis County, Texas Project Principal of a Study to Assess and Improve the Information Technology Career Ladder for Travis County, Texas Project Principal of a Compensation Market Review and Classification Study for the City of Austin, Texas Project Principal of a Human Resources Management Study for the City of Sunset Valley,Texas Project Principal of a Compensation Study for the City of Southlake, Texas Project Principal of a Classification and Compensation Study for the City of Seguin, Texas Project Principal of a Comprehensive Compensation and Benefits Study for the City of Sachse, Texas Project Principal of a Comprehensive Compensation and Benefits Study for the City of Rowlett, Texas Project Principal of a Job Evaluation and Classification Study for the City of Frisco,Texas Project Principal of a Classification and Compensation Study for the City of Pflugerville,Texas Project Principal of a Pay for Performance Study and Salary Survey for the City of Mont Belvieu, Texas Dr.Jeffrey Ling Page 7 20150319CityCouncilWorkshopPacket Page 211 of 256 20150316/jrl Project Director of a Compensation and Classification Study for the Town of Little Elm,Texas Project Principal of a Staffing and Efficiency Study for the Brazos River Authority, Texas Project Principal of a Compensation and Classification Study for the Brazos River Authority,Texas Project Principal of a Salary and Benefits Survey for Bexar Metropolitan Water District,Texas Project Principal of a Classification and Compensation Study and Performance Evaluation System for the City of Santa Fe, New Mexico Project Principal of a Compensation Study for the City of Carlsbad, New Mexico Project Principal of a Compensation Study for the Town of Sahuarita, Arizona Project Principal of a Compensation Analysis for Pinal County,Arizona Project Principal of an Employee Satisfaction Survey for the Town of Gilbert,Arizona Team Leader of a Disparity Study for Pima County and the City of Tucson, Arizona Project Principal of a Comprehensive Management Review for the City of Fountain, Colorado Project Principal of a Strategic Planning Study for the City of Fountain, Colorado Project Principal of a Classification, Compensation,and Benefits Survey for Kent County Levy Court, Delaware Project Principal of a Classification Desk Audit for the Tri-County Council for Southern Maryland Project Director of a Classification and Compensation Study for the City of Gaithersburg, Maryland Project Director of a Pay and Classification Study for the City of Salisbury, Maryland Project Director of a Classification and Compensation Study for Gloucester County, Virginia Project Principal of a Classification and Compensation Study for the City of Rockville, Maryland Dr.Jeffrey Ling Page 8 20150319CityCouncilWorkshopPacket Page 212 of 256 20150316/01 Project Principal of a Comprehensive Compensation Study for Allegany County, Maryland Project Director of a Classification and Compensation Study for Montgomery County,Virginia Project Principal of a Classification and Compensation Study for the City of Suffolk, Virginia Project Principal for a Compensation and Classification Study for Southeastern Public Service Authority, Virginia Project Principal of a Job Analysis and Salary Evaluation of Sheriff's Office Positions for the City of Newport News,Virginia Project Director of a Classification and Compensation Study for the County of Culpeper,Virginia Project Principal of a Classification and Compensation Study for Essex County, Virginia Project Principal of a Pay and Classification Study for the Isle of Wight County, Virginia Project Director of a Classification and Compensation Study for the Town of Blacksburg, Virginia Project Principal of a Salary Market Study and Personnel Systems Study for Virginia's Region 2000 Local Government Council Project Principal of a Salary Comparability Study and Assessment of Pay- for-Performance Systems for the Housing Authority of the City of Winston-Salem, North Carolina Project Director of a Classification and Compensation Study and Benefits Survey for New Hanover County and New Hanover ABC Board, North Carolina Assistant Project Director of an Operational Review for the Duplin County Board of County Commissioners, North Carolina Project Director of a Classification, Compensation, Benefits, and Performance Evaluation Study for the County of Brunswick, North Carolina Project Consultant of a Performance Audit of Lee County Government, North Carolina Assistant Project Director of a Performance Audit for the County of Davie, North Carolina Project Director of a Salary Equity Study for Guilford County, North Carolina Dr.Jeffrey Ling Page 9 20150319CityCouncilWorkshopPacket Page 213 of 256 20150316/01 Project Principal of Classification and Compensation Study and Benefit Survey for Cape Fear Public Utility Authority, North Carolina Project Principal of a Compensation and Classification Study for the City of Wilmington Housing Authority, North Carolina Project Principal of a Classification and Compensation Study for the Richland Library, South Carolina Project Director of a Compensation Study for the City of Chester, South Carolina Project Director of a Classification and Compensation Study for the City of Lancaster,South Carolina Project Principal of a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia, South Carolina Project Principal of a Wage and Compensation Study for the Town of Mount Pleasant, South Carolina Project Principal of a Compensation, Classification, and Performance Appraisal Study for the Spartanburg Housing Authority,South Carolina Project Principal of a Parity Study for Charleston County,South Carolina Project Director of a Structural and Compensation Systems Study for Charleston County, South Carolina Project Principal of a Classification and Compensation Study for the Town of Hilton Head Island, South Carolina Project Principal of a Compensation and Classification Study for Charleston County Park and Recreation Commission,South Carolina Project Principal of a Compensation and Classification Study for City of Mauldin, South Carolina Project Principal of a Wage and Compensation Study for the Town of Mount Pleasant, South Carolina Project Principal of a Compensation and Classification Study for Charleston County Park and Recreation Commission,South Carolina Project Director of a Classification and Compensation Study for the Municipal Association of South Carolina Project Consultant of a Classification and Compensation Study for the Berkeley-Charleston-Dorchester Council of Governments,South Carolina Project Principal of a Salary Study and Position Descriptions for the Mississippi Regional Housing Authority, No.VII Dr.Jeffrey Ling Page 10 20150319CityCouncilWorkshopPacket Page 214 of 256 20150316/jrl Project Director of the Development and Monitoring of an Affirmative Action Plan for the District of Columbia Water and Sewer Authority Project Principal of a Departmental Job Analysis, Classification, and Efficiency Study for Town of Colchester,Vermont Project Principal of a Compensation Study for the Chittenden County Regional Planning Commission,Vermont Project Director for Community Visioning and Strategic Planning for the Town of Colchester,Vermont Project Principal of a Classification and Compensation Study for Rhode Island Housing Project Principal of a Comprehensive Study of Positions within Pittsburgh City Government for the City of Pittsburgh, Pennsylvania Project Principal of a Gender and Race Equity Audit for the County of Allegheny, Pennsylvania Project Director of a Classification and Compensation Study for Sedgwick County, Kansas Project Principal of a Compensation and Classification Study for Jefferson County, Missouri Project Principal of a Compensation Study for the City of Lee's Summit, Missouri Project Principal of a Compensation and Classification Study for the City of Branson, Missouri Project Principal of an Employee Satisfaction Survey for the City of Columbia, Missouri Project Principal of a Performance Appraisal System for the City of Columbia, Missouri Project Principal of a Job Analysis Study of Public Safety Positions for the City of Kalamazoo, Michigan Project Principal of a Salary Comparability Study for the Springfield Housing Authority, Illinois Project Director of a Comprehensive Non-Union Pay and Classification Study for the City of Evanston, Illinois Project Director of a Wage, Salary, and Comparability Study for the Peoria Housing Authority, Illinois Project Principal of an Employee Classification and Compensation Study,Job Description Appraisals,and Update of Compensation Plan for the Lorain Metropolitan Housing Authority, Ohio Dr.Jeffrey Ling Page 11 20150319CityCouncilWorkshopPacket Page 215 of 256 20150316/jrl Project Principal of a Market Salary Survey for the Lorain Metropolitan Housing Authority, Ohio Project Principal of a Compensation and Classification Study for the Central Ohio Transit Authority Project Principal of an Employee Classification and Compensation Study for Blount County, Tennessee Project Principal of a Salary Study for Davidson Metropolitan Transit Authority,Tennessee Project Principal of a Compensation Salary Study Review for Davidson Transit Organization,Tennessee Project Principal of a Consulting Services for a Job Evaluation/Wage Survey Analysis for the Fort Wayne-Allen Count Airport Authority, Indiana Education Experience Project Principal for a Compensation and Classification Study for Douglas County School System, Georgia Project Principal of a Compensation and Classification Study for Atlanta Public Schools, Georgia Project Principal of a Superintendent Salary Review for Atlanta Public Schools, Georgia Project Principal of a Salary Study for Atlanta Metropolitan College, Georgia Project Principal of a Compensation and Classification Study for Sumter County Schools, Georgia Project Principal of a Compensation Study for Florida Virtual School Project Principal of a Compensation and Classification Study for Edison State College, Florida Project Principal of a Compensation and Classification Study for Palm Beach State College, Florida Project Principal of a Performance Management Study for Seminole State College, Florida Project Principal of Compensation Consulting Services for the State College of Florida - Sarasota-Manatee Team Leader of Information Technology Supplemental Staffing Services for Hillsborough County Public Schools, Florida Dr.Jeffrey Ling Page 12 20150319CityCouncilWorkshopPacket Page 216 of 256 20150316/01 Project Principal of a Compensation and Classification Study for Brevard County Schools, Florida Project Principal of a Position Classification Study of St. Lucie County Schools, Florida Team Leader for the Human Resources Review of an Administrative Study of the Monroe County School District, Florida Project Director for a Compensation and Classification Study for Tuscaloosa City Schools,Alabama Project Director of a Classification and Compensation Study for the Lone Star College System,Texas Project Principal of a Job Classification and Compensation Study for El Paso Community College District, Texas Project Principal of a Salary Study for Sul Ross State University,Texas Project Director of a Compensation and Classification Study for the Tarrant County College District,Texas Project Principal of a Non-Faculty Compensation Review for Austin Community College,Texas Project Principal of a Compensation Study for South Texas College Project Director of Classification and Compensation Advisory Services for Maricopa County Community College District, Arizona Project Principal of a Job Audit Services Study for Gadsden Independent School District, New Mexico Project Principal of a Human Resources Pay and Classification Study for Albuquerque Public Schools, New Mexico Project Director for a Compensation Study for the New Mexico Military Institute Project Director of a Compensation Review for Clark College, Washington Team Leader for the Human Resources component of a Comprehensive Management Study and a Strategic Planning Study for the Los Angeles Unified School District, California Project Principal of a Job Classification and Compensation Study for Chesapeake College, Maryland Project Principal of a Position Description Review and Salary Comparison Analysis for Purchase College,State University of New York Dr.Jeffrey Ling Page 13 20150319CityCouncilWorkshopPacket Page 217 of 256 20150316/jrl Project Principal of a Market Salary Survey for Missouri Western State University, Missouri Project Principal of a Classification and Compensation Plan for Non- Faculty Positions and Non-Exempt Positions for Missouri Southern State University, Missouri Project Director of an Employee Classification and Compensation Study for McHenry County College, Illinois Project Director of a Performance Management Study for Morehead State University, Kentucky Project Director of an Employee Classification and Compensation Analysis for Manassas City Public Schools,Virginia Project Principal of a Compensation Study for the York County School Division,Virginia Project Principal of a Classification and Compensation Study for Culpeper County Public Schools, Virginia Project Director of a Salary Scale Study for Loudoun County Public Schools,Virginia Project Principal of a Classification and Compensation Study for Williamsburg-James City County Public Schools, Virginia Project Principal of a Compensation Study for Montgomery County Public Schools,Virginia Project Principal of a Classification and Compensation Study for Clarke County Public Schools,Virginia Project Principal of a Pay Plan Study for Salem City Schools, Virginia Project Principal of a Classification and Compensation Study for Lutheran Family Services of Virginia, Inc Project Director of a School Efficiency Review for the City of Martinsville Schools, Virginia Project Consultant of an Efficiency Review for Stafford County Public Schools,Virginia Project Principal of a Compensation and Classification Study for Suffolk Public Schools, Virginia Project Principal of a Classification and Compensation Plan Update for Suffolk Public Schools,Virginia Team Leader for Human Resources on School Efficiency Reviews for Covington City and Alleghany County Public School Divisions,Virginia Dr.Jeffrey Ling Page 14 20150319CityCouncilWorkshopPacket Page 218 of 256 20150316/jrl Project Principal of a Classification and Compensation Study for Richland County School District One,South Carolina Project Principal of a Compensation and Staffing Study for Pickens County School District,South Carolina Assistant Project Director of a Financial Review of Davie County Public Schools, North Carolina Project Consultant of a Financial Review of Lee County Public Schools, North Carolina Assistant Project Director of a Classified Employment Study for Chapel Hill-Carrboro City Schools, North Carolina Project Director of a Compensation and Classification Study for Wake Technical Community College, North Carolina Project Consultant of a School District Operations and Staffing Study for Needham Public Schools, Massachusetts Project Consultant of an Organizational, Effectiveness, and Efficiency Study for Manchester Public Schools, Connecticut Project Principal of a Compensation and Classification Study for the Liberty County School District No. 53, Missouri Team Leader for Technology in a Management Curriculum Audit of the Guam Public School System Team Leader for an Organizational and Operational Review of Philadelphia Public Schools, Pennsylvania Project Director of a Comprehensive Compensation, Classification, and Organization Design and Structure Study for Portland Public Schools, Maine State Government Experience Project Principal of a Comprehensive Human Resources Operations and Process Review Summary for the Nebraska Department of Health and Human Services Team Leader of an Evaluation of the Implementation of the Race to the Top Grant for the Florida Department of Education. Project Principal of a Business Case Analysis for the Florida Department of Veteran Affairs Project Principal of a Child Care Inspection Assessment for the Florida Department of Children and Families Dr.Jeffrey Ling Page 15 20150319CityCouncilWorkshopPacket Page 219 of 256 20150316/jrl Project Principal of an Affirmative Action Planning Project for the Department of Management Services, Florida Project Principal of an Information Technology Change Management Study for the Florida Department of Business and Professional Regulation Project Principal of a Compensation and Classification Study for the Florida State Board of Administration, Florida Project Principal of a Human Resources Best Practices Study for the Florida Department of Management Services Project Principal of a Statewide Human Resources Strategic Plan project for the Florida Department of Management Services Team Leader of a Disparity Study for the State of Alaska Team Leader of a Disparity Study for the State of Montana Team Leader of a Disparity Study for the State of Colorado Other Experience Project Principal of a Human Resources Audit for the Association for Institutional Research Project Principal of an IT Strategic Plan for the Florida Association of Counties Project Principal of a Compensation Study for the Florida Association of Counties Project Principal of a Human Resources Consulting Services Study for the FACC Services Group, Florida Project Principal of a Rate Competitiveness Assessment Study for the Florida Association of Court Clerks (FACC) Project Principal of a Compensation and Classification Analysis for FACC Project Director of a Pay Plan Market Value Study for the Florida Board of Bar Examiners Project Principal of a Business Model Assessment for the Florida Institute of Certified Public Accountants, Florida Project Principal of the Collection and Analysis of Market Data for the Confidential Office Personnel Association Dr.Jeffrey Ling Page 16 20150319CityCouncilWorkshopPacket Page 220 of 256 20150316/01 Project Principal of a Compensation and Classification Study for the Florida League of Cities Project Principal of a Compensation Study for the Florida League of Cities Project Principal of an Organizational Review for Florida Prepaid College Fund Project Principal of a Compensation Study for the Florida Association of Counties Project Principal or a Compensation and Classification Study for Community Action Stops Abuse (CASA), a non-profit organization dealing with domestic violence issues Project Principal of a Pay, Compensation, and Classification Study for Community Action Stops Abuse, Florida Employee Training to the City of Tallahassee, Florida for Doing More with Less, Emotional Intelligence, and Goal Setting Employee Training for the City of Destin, Florida for How to Conduct an Environmental Scan and Strategic Planning Facilitation Presentations American Political Science Association International Personnel Management Association Florida State Personnel Association Florida Professional Association for Human Resources Florida Public Human Resources Association, Inc National Association of State Personnel Executives Florida Government Technology Conference Florida Government Information Services Association Georgia Board of Health Conference National Association of Workforce Boards Kansas Public Personnel Conference Texas County Leadership Institute Workforce Planning for the 21st Century Dr.Jeffrey Ling Page 17 20150319CityCouncilWorkshopPacket Page 221 of 256 20150316/jrl Nancy B. Berkley, SPHR Project Director Evergreen Solutions, LLC Ms. Berkley has 30 years HR experience demonstrating knowledge of multiple human resources (HR) disciplines including, recruiting and staffing, workforce planning and retention, on-boarding, compensation and benefits, employee and labor relations, employee leave administration, voluntary and in-voluntary employee separations, performance management, employee surveys, organizational design and development, organization effectiveness, employee learning,training, and development, employee records administration and retention, and awards and recognition programs. She has consistently enhanced organizational capability by integrating HR with strategic business planning, development and assessment. She has provided individualized executive coaching and led HR team development and high performance teams. She has led corporate change initiatives and built talent-rich organizations by strengthening people and integrating processes and has directed human resources in high-volume,transactional service organizations and high-level, consulting organizations. She has excellent conflict resolution, negotiation, and influencing skills. Education Bachelor's Degree in Psychology, Florida State University Certifications/ SPHR (1997); Member, Society of Human Resources Management Memberships Professional Manager, Evergreen Solutions,Tallahassee, FL,January 2013 to and Business Present History Project Director of a Compensation Analysis for the City of Alpharetta, Georgia Project Director of a Classification and Compensation Study and Analysis for the City of Douglasville, Georgia Project Director of an Employee Classification and Compensation Study for the City of Savannah, Georgia Project Director of a Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, Georgia Project Director of a Compensation and Benefits Survey for Forsyth County, Georgia Project Director of a Position and Compensation Study for the Florida Keys Aqueduct Authority Ms. Nancy B. Berkley, SPHR Page 1 20150319CityCouncilWorkshopPacket Page 222 of 256 20150316/jrl Project Consultant of a Salary Survey for the City of Dania Beach, Florida Project Director of a Classification, Compensation, and Benefits Study for the Town of Jupiter, Florida Project Director of a Classification and Compensation Study for the Town of Cutler Bay, Florida Assistant Project Director of a Comprehensive Compensation and Classification Study for the City of Panama City, Florida Project Director of a Comprehensive Compensation and Classification Study for the City of Panama City Beach, Florida Project Director of a Compensation and Classification Study for the City of Cocoa, Florida Project Director of a Pay and Classification Study for the City of Fort Walton Beach, Florida Project Consultant for the Collection and Analysis of Market Data for the Confidential Office Personnel Association, Florida Assistant Project Director of a Compensation and Classification Study for Miami Shores Village, Florida Project Consultant for Compensation Consulting Services for the State College of FL - Sarasota-Manatee Assistant Project Director of a Pay Plan Market Value Study for the Florida Board of Bar Examiners Project Consultant of Human Resources Consulting Services for the Orange County Library System, Florida Project Director of a Compensation and Classification Study for Highlands County, Florida Project Consultant of a Compensation Study for the Village of North Palm Beach, Florida Assistant Project Director of a Compensation Study for the City of Hollywood, Florida Project Consultant of Compensation and Classification Study Services for Monroe County, Florida Project Consultant of a Classification and Compensation Study for the Lone Star College System, Texas Project Director of a Job Classification and Compensation Study for El Paso Community College District,Texas Ms. Nancy B. Berkley, SPHR Page 2 20150319CityCouncilWorkshopPacket Page 223 of 256 20150316/01 Project Consultant of a Compensation Study for South Texas College Project Consultant of a Non-Faculty Compensation Review for Austin Community College,Texas Assistant Project Director of a Classification and Compensation Study for the Town of Little Elm,Texas Project Director of a Comprehensive Compensation and Benefits Study for the City of Rowlett, Texas Project Director of a Classification and Compensation Study for the City of Pflugerville,Texas Project Consultant of Classification and Compensation Advisory Services for Maricopa County Community College District,Arizona Project Director of a Compensation Analysis for Pinal County,Arizona Project Consultant of a Classification and Compensation Study for the Town of Hilton Head Island,South Carolina Project Director of a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia, South Carolina Project Director of a Classification and Compensation Study for the Richland Library, South Carolina Project Director of a Classification and Compensation Study for the City of Rockville, Maryland Project Consultant of a Job Classification and Compensation Study for Chesapeake College, Maryland Project Director of a Pay and Classification Study for the Isle of Wight County, Virginia Project Consultant of a Classification and Compensation Study for Gloucester County, Virginia Project Director of a Classification and Compensation Study for Essex County, Virginia Project Consultant of a Compensation and Classification Study for Montgomery County,Virginia Project Consultant of a Salary Scale Study for Loudoun County Public Schools, Virginia Project Consultant of a Compensation Study for the York County School Division, Virginia Project Consultant of a Classification and Compensation Study for Culpeper County Public Schools,Virginia Ms. Nancy B. Berkley, SPHR Page 3 20150319CityCouncilWorkshopPacket Page 224 of 256 20150316/01 Project Consultant of a Classification and Compensation Study for the Town of Blacksburg, Virginia Project Consultant of a Salary Market Study and Personnel Systems Study for Virginia's Region 2000 Local Government Council Project Consultant of a Classified Employment Study for Chapel Hill- Carrboro City Schools, North Carolina Assistant Project Director of a Salary Equity Study for Guilford County, North Carolina Project Director of a Comprehensive Classification and Compensation Study for Durham County, North Carolina Project Consultant of a Classification and Compensation Study and Benefits Survey for New Hanover County and New Hanover ABC Board, North Carolina Project Consultant of a Performance Management Review for Morehead State University, Kentucky Project Consultant of a Classification and Compensation Study for Sedgwick County, Kansas Project Director of a Wage and Benefit Study for Ellis County, Kansas Project Director of a Compensation and Classification Study for the Central Ohio Transit Authority Project Consultant of a Comprehensive Non-Union Pay and Classification Study for the City of Evanston, Illinois Project Director of a Classification and Compensation Study for Blount County,Tennessee Assistant Project Director of a Compensation and Classification Study for Tuscaloosa City Schools,Alabama Project Consultant of a Comprehensive Compensation, Classification, and Organizational Design and Structure Study for Portland Public Schools, Maine Project Consultant of a Compensation and Classification Study for the Liberty County School District No. 53, Missouri HR Director, Children's Home Society of Florida,Tallahassee, FL, June 2010-February 2012 Directed all human resources field operations for a region in Florida while ensuring efficient delivery of human resources support to include new hire orientation, staffing, workforce management, performance management, associate relations, supervisory training, Ms. Nancy B. Berkley, SPHR Page 4 20150319CityCouncilWorkshopPacket Page 225 of 256 20150316/01 and executive coaching. Built strong relationships with executive leaders and local management to provide superior, business specific human resources support. Investigated complex employee relation issues and recommended positive resolutions,followed by zero employee actions taken outside the agency. Consultant& Healthcare Advocate, Health First Aging Institute, Merritt Island, FL, February 2009-May 2010 Developed strategy for corporate effort to increase resources for employee and community caregivers of the elderly; based on feedback from facilitated caregiver focus groups. Served as an advocate, managing health,financial, and legal matters on specific case-by-case basis for adults suffering from dementia. (Provided in- home, 24/7 care for elderly parents during this period.) District HR Manager,The Home Depot, Lake Wales, FL, February 2007 Aug 2008 Managed, administered, and provided day-to-day human resources services for a store. Influenced positive associate relations in a store that was experiencing low morale and numerous employee issues. Actively led strategies and modeled behavior to create an environment that rewarded and recognized individual and team success. Promoted to district manager for associate relations supporting eight-store district. Facilitated fair and consistent resolution of employee concerns across the district. Coached store leaders on effective staff management, motivation, and retention, and designed a district-wide process to improve associate attendance and engagement. Diversity Program Manager/Senior HR Business Partner, Rockwell Collins,Cedar Rapids, IA,Oct 2005-February 2007 Strategically partnered with engineering business leaders in providing advice and guidance on HR policies, administration, organization design, change management,and team development. Trusted to design specific approach to increase teamwork in high tech leader group. Selected as corporate Diversity Program Manager to plan diversity program strategy and educate management on Equal Employment Opportunity(EEO) and Affirmative Action Plan (AAP) plans, programs, and areas for improvement. Successfully developed EEO training program for leaders across the company. HR Senior Manager/Employee Involvement Program Manager,The Boeing Company, Kennedy Space Center, FL,July 1996-September 2005 Directed post-acquisition integration of human resources activities following McDonnell Douglas merger with Boeing. Selected to integrate six organization's human resources staff, policies, processes and practices. Recognized by senior leaders for forward thinking,flexible, integrated approach to developing teams of generalists and specialists responsible for staffing, on boarding, Ms. Nancy B. Berkley, SPHR Page 5 20150319CityCouncilWorkshopPacket Page 226 of 256 20150316/jrl development, performance management,succession planning, and total compensation. Selected to utilize broadly defined employee involvement strategies to construct viable, business specific approach for Boeing employees at the Kennedy Space Center (-3000 employees.) Recognized by site leaders for facilitating a cultural shift to team-based program environment. Consulted with Boeing Leadership Center as a member of the corporate learning council. Managed various human resources and learning budgets of approximately$1M+. HR Senior Manager, McDonnell Douglas Corporation, Kennedy Space Center, FL, December 1980-July 1996 Progressed through increasingly responsible positions as human resources expert and business partner supporting business goals while managing teams, programs, and human resources information systems (HRIS.) Designed, implemented, and monitored the company's first job posting program. Procured and administered an applicant tracking system, and gained autonomous HRIS capability for unique business needs. Designed monitoring system for Affirmative Action Program (AAP)goal efforts. Created recruitment strategies that increased representation of women and minorities. Key « Designed and implemented a shared service, centralized virtual Achievements, staffing organization for statewide agency, increasing efficiency of staffing function for hiring managers. Responsibilities • Analyzed and responded to employee relation trends; positively influenced work environments reducing employee complaints by —90 percent. « Consulted with senior leaders and successfully led project teams to develop new policies, programs and tools; including total revision and communication of a company's HR policies and practices to be in accordance with state and federal laws. ▪ Created HR metrics reviews utilizing business goals and human resources information systems data;set improvement goals and developed action plans for unique business requirements. • Designed succession and development plans for high tech engineering leaders, and multi-level business units; compiling all data for senior executive delivery and review. • Developed and implemented Employee Involvement(El) (Engagement) strategy; measured its success, and applied El tools with Lean manufacturing processes to facilitate objective resu Its. « Conceptualized and implemented complex workforce reduction plans;then redeployed —50 percent of the affected employees. Ms. Nancy B. Berkley, SPHR Page 6 20150319CityCouncilWorkshopPacket Page 227 of 256 20150316/01 Integrated three training groups into one cohesive team; concept was replicated in other business units. • Participated on Boeing company-wide learning council; provided unique perspective of a location site with multiple operating business units with different or competing needs. • Represented companies in state and federal agency reviews, e.g. Office of Federal Contract Compliance Program (OFCCP) reviews, Equal Employment Opportunity Commission (EEOC) charges, workers compensation charges, and unemployment compensation claims. • Participated on company labor negotiations teams and interpreted and implemented contract language for work performed on service contracts. Ms. Nancy B. Berkley, SPHR Page 7 20150319CityCouncilWorkshopPacket Page 228 of 256 20150316/jrl Hongwei Chen Project Consultant Evergreen Solutions, LLC Education Georgia Institute of Technology, Master of Science in Quantitative and Computational Finance,Atlanta, Georgia 2013 University of Michigan, Bachelor of Arts in Economics and Music, Ann Arbor, Michigan 2009 (Honors 2008 and 2009) Professional and Evergreen Solutions, LLC,Consultant,September 2014 to present Business History Project Consultant of a Compensation and Classification Study for Highlands County, Florida Project Consultant of a Compensation and Classification Study for Charlotte County, Florida Project Consultant of a Market Salary Survey for St.Johns River Water Management District, Florida Project Consultant of a Classification and Compensation Study for the City of Sarasota, Florida Project Consultant of a Compensation Study for Sarasota County, Florida Project Consultant of a Compensation Study for the City of North Miami Beach, Florida Project Consultant of a Salary and Benefits Survey for the City of St. Cloud, Florida Project Consultant of a Pay and Classification Study for the City of Dora!, Florida Project Consultant of a Pay, Classification and Compensation Study for Community Action Stops Abuse, Florida Project Consultant of a Job Classification and Compensation Study for El Paso Community College District, Texas Project Consultant of a Non-Faculty Compensation Review for Austin Community College, Texas Ms. Hongwei Chen Page 1 20150319CityCouncilWorkshopPacket Page 229 of 256 20150316/jrl Project Consultant of a Compensation Study for South Texas College Project Consultant of a Classification and Compensation Study for the City of Seguin,Texas Project Consultant a Compensation Study for the New Mexico Military Institute Project Consultant of a Compensation Study for the Town of Sahuarita, Arizona Project Consultant of a Compensation Review for Clark College, Washington Project Consultant of a Classification,Compensation,and Benefits Survey for Kent County Levy Court, Delaware Project Consultant of a Compensation and Classification Study for Wake Technical Community College, North Carolina Florida Department of Economic Opportunity,Tallahassee, Florida,Senior Analyst for Strategic Business Division,August 2013-September 2014. Analyzed credit risk and impact of businesses that were interested in locating/expanding in Florida. Built economic impact models to show 10-year impact on Florida state economy. Recommended to agency which businesses should be offered incentives based on findings. Duke University,Talent Identification Program, Davidson, North Carolina, Instructor for Engineering Problem Solving,June 2013 Georgia Institute of Technology,Atlanta, Georgia, Data Analyst for Center for Academic Enrichment,January 2013 June 2013 Analyzed data for undergraduate research programs and freshman courses to improve their effectiveness and receive more funding. Prepared annual reports presenting data analysis of Center for Academic Enrichment. Internal Revenue Service,Office of Chief Counsel,Cincinnati, Ohio, Paralegal Specialist,June 2009—July 2011 Ms. Hongwei Chen Page 2 20150319CityCouncilWorkshopPacket Page 230 of 256 20150316/jrl Developed docketed Tax Court cases, worked with taxpayers and their representatives to settle cases when appropriate, researched legal issues, prepared routine motions, answers, pre-trial memos, stipulation of facts, assisted in trial. Eastman Kodak Company, Rochester, New York, Business Intelligence Intern,June 2008-August 2008; Marketing and Finance Intern,June 2007 August 2007 Calculated accrual data for clients,for tracking reimbursements. Performed financial analysis for client machine usage data, using Microsoft Excel, Access, SAP. Calculated quarterly reimbursements for Advantage Plan Program. Awards/ Honored with Quick Hit Award for trial work (May 2010) Accomplishments Taught literacy skills through America Reads,to students grades K-3 in low-income schools Performed in University of Michigan Women's Glee Club Ms. Hongwei Chen Page 3 20150319CityCouncilWorkshopPacket Page 231 of 256 20150316/jrl Gregory J. Ortego Project Consultant Evergreen Solutions, LLC Education Master of Science,Applied American Politics and Policy Development, December 2014 Florida State University,Tallahassee, FL Master of Science, Political Science,April 2012 Florida State University,Tallahassee, FL Concentration: Public Policy and International Affairs Bachelor of Arts, International Affairs (cum laude), December 2009 Florida State University, Tallahassee, FL Concentration: Political Science Professional Evergreen Solutions, LLC,Senior Analyst,September 2014 - present; and Business Analyst,August 2012 -September 2014 History Project Consultant of an Employee Classification and Compensation Study for the City of Savannah, Georgia Project Consultant of a Compensation Analysis for the City of Alpharetta, Georgia Project Consultant of a Classification and Compensation Study and Analysis for the City of Douglasville, Georgia Project Consultant of a Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, Georgia Project Consultant of a Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, Georgia Project Consultant of a Compensation and Benefits Survey for Forsyth County, Georgia Project Consultant of a Classification and Compensation Study for Gloucester County,Virginia Project Consultant of a Classification and Compensation Study for the Southeastern Public Service Authority,Virginia Project Consultant of a Compensation Study for the York County School Division,Virginia Mr. Gregory J. Ortego Page 1 20150319CityCouncilWorkshopPacket Page 232 of 256 20150316/jrl Project Consultant of a Pay and Classification Study for Clarke County Public Schools,Virginia Project Consultant of a Classification and Compensation Study for the City of Rockville, Maryland Project Consultant of a Job Classification and Compensation Study for Chesapeake College, Maryland Project Consultant of a Classification, Compensation, Benefits and Performance Management Study for Brunswick County, North Carolina Project Consultant of a Classification and Compensation Study for the Town of Hilton Head Island,South Carolina Project Consultant of a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia, South Carolina Project Consultant of a Classification and Compensation Study for the Richland Library, South Carolina Project Consultant of a Classification and Compensation Study for Blount County, Tennessee Project Consultant of a Compensation and Classification Study for the Central Ohio Transit Authority, Ohio Project Consultant of a Market Survey Analysis for Lorain Metropolitan Housing Authority, Ohio Project Consultant of a Classification and Compensation Study for the Lone Star College System, Texas Project Consultant of a Non-Faculty Compensation Review for Austin Community College,Texas Project Consultant of a Classification and Compensation Study for the City of Seguin,Texas Project Director of a Compensation Study for Administrators and Elected Officials for the City of Carlsbad, New Mexico Project Director of a Compensation Study for Union Employees for the City of Carlsbad, New Mexico Project Consultant of a Pay Plan Market Value Study and Classification Analysis for Florida Board of Bar Examiners, Florida Project Consultant of a Comprehensive Classification and Compensation Study for the Villages Center Community Development District, Florida Mr. Gregory J. Ortego Page 2 20150319CityCouncilWorkshopPacket Page 233 of 256 20150316/jrl Project Consultant of a Classification and Compensation Study for the Town of Cutler Bay, Florida Project Consultant of a Classification and Compensation Study for the City of Cocoa, Florida Project Consultant of a Comprehensive Classification and Compensation Study for the City of Panama City Beach, Florida Project Consultant of a Classification and Compensation Study for the City of Sunny Isles Beach, Florida Project Consultant of a Position and Compensation Study for the Florida Keys Aqueduct Authority Project Consultant of a Market Salary Survey for the St.Johns River Water Management District, Florida Project Consultant of a Wage and Benefits Study for Ellis County, Kansas Project Consultant of a Compensation Analysis for Pinal County,Arizona Project Consultant of a Compensation and Classification Study for the Liberty County School District No. 53, Missouri Aviation Resource Management Journeyman,August 2007 -August 2013 United States Air Force Reserves, Eglin Air Force Base, FL • Analyze and interpret aircrew qualifications and flying availability through interpretation of public policies, laws, and Air Force directives * Inspect,verify, and input aircrew data forms into Air Force computer systems • Schedule officer and enlisted aircrew training and maintain mission information • Serve as 919 Operations Group Course Based Training Manager and 919 Operations Support Squadron Physical Fitness Program Co-Manager Quality Assurance Supervisor, October 2005-June 2006 Alpha Core/Data Quest Systems Incorporated, Lake Charles, LA * Supervised and directed construction crews on safety policies * Served as a liaison between work crews and the Army Corps of Engineers Mr. Gregory J. Ortego Page 3 20150319CityCouncilWorkshopPacket Page 234 of 256 20150316/jrl • Prepared inspection documents to ensure safety compliance • Performed and participated in site clearing in accordance with federal policies Field Manager, May 2002-September 2005 Keith J. Ortego Construction Company, Lake Charles, LA • Diagnosed and solved construction site problems to maintain a quality and timely product • Participated in project decisions between clients and coworkers • Allocated funds and purchased construction material necessary to perform job site duties • Delegated job responsibilities to members of the construction crew instructor,June 2012-August 2012 Introduction to Public Policy, Florida State University,Tallahassee, FL • Prepared a syllabus and grading system for the public policy course • Instructed 48 students on the role of public issues within economic,social, and political contexts through the use of Microsoft Office PowerPoint presentations Quantitative Research Assistant, May 2011- May 2013 Research Florida State University, Tallahassee, FL Experience • Updated and created datasets as required by faculty • Reviewed and edited literature prior to publishing • Produced graphical representations for statistical results • Served as a substitute instructor for various political science courses with 100 - 200 students Research Practicum Florida State University,Tallahassee, FL "Transnational Terrorism:Altering Global International Investment and Trade." • Coded data and compiled datasets on economic indicators and terrorist attacks • Conducted statistical analysis on time series-cross sectional data and interpreted results First Year Research Paper Florida State University, Tallahassee, FL To Public Policy Positions Influence Reelection Bids?" Mr. Gregory I. Ortego Page 4 20150319CityCouncilWorkshopPacket Page 235 of 256 20150316/01 • Collected data from American National Election Studies and operationalized variables on United States senatorial public policy positions, individual voting behavior, and other statistical control variables including demographic indicators • Executed statistical analysis on aggregated data and interpreted results Awards • Member of Phi Sigma Theta National Honor Society • 919 Operations Group Airman of the Year, 2011 Professional • Program for Instructional Excellence, Basics of Teaching, March Development 2013 • Florida State University Political Science Graduate Student Association, Secretary,August 2011-May 2013 Mr. Gregory I. Ortego Page 5 20150319CityCouncilWorkshopPacket Page 236 of 256 20150316/jrl Michael Misrahi Project Consultant Evergreen Solutions, LLC Education MBA, Florida State University, 2014 Bachelors of Art in History, minor in German, Florida State University December 2011 Professional Evergreen Solutions, LLC,Analyst and Business Project Consultant of a Classification and Compensation Study and Experience Analysis for the City of Douglasville, Georgia Project Consultant of a Salary and Benefits Review for Hernando County, Florida Project Consultant of a Compensation Survey for Miami-Dade County, Florida Project Consultant of a Compensation Study for Osceola County, Florida Project Consultant of a Pay and Classification Study for Gulf County, Florida Project Consultant of a Compensation Study for Sarasota County, Florida Project Consultant of a Salary Survey for the City of Kissimmee, Florida Project Consultant of a Salary and Benefits Survey for the City of St. Cloud, Florida Project Consultant of a Pay and Classification Study for the City of Dora!, Florida Project Consultant of a Classification and Compensation Study for the City of Sebring, Florida Project Consultant of a Compensation Study for the City of North Miami Beach, Florida Project Consultant of a Pay and Classification Study for Bay County, Florida Michael Misrahi Page 1 20150319CityCouncilWorkshopPacket Page 237 of 256 20150316/jrl Project Consultant of a Classification and Benefits Study for the City of Key West, Florida Project Consultant of a Classification and Compensation Study for City of Sarasota, Florida Project Consultant of a Market Salary Survey for the St.Johns River Water Management District, Florida Project Consultant of a Pay, Compensation, and Classification Study for Community Action Stops Abuse, Florida Project Consultant of a Compensation Salary Study Review for Davidson Transit Organization,Tennessee Project Consultant of a Classification,Compensation,and Benefits Survey for Kent County Levy Court, Delaware Project Consultant of a Salary Survey for the State Employees Association of North Carolina (SEANC) Project Consultant of a Classification and Compensation Study for the City of Greer, South Carolina Project Consultant of a Classification and Compensation Study and Analysis for the Brazos River Authority,Texas Project Consultant of a Pay for Performance Study and Salary Survey for the City of Mont Belvieu, Texas Project Consultant of a Job Evaluation and Classification Study for City of Frisco,Texas Project Consultant of a Classification and Compensation Study for the City of Pflugerville,Texas Project Consultant of a Classification and Compensation Study for the City of Seguin,Texas Project Consultant of a Comprehensive Compensation and Benefits Study for the City of Sachse,Texas Project Consultant of a Comprehensive Compensation and Benefits Study for the City of Rowlett, Texas Project Consultant of a Job Classification and Compensation Study for El Paso Community College District,Texas Project Consultant of a Non-Faculty Compensation Review for Austin Community College,Texas Michael Misrahi Page 2 20150319CityCouncilWorkshopPacket Page 238 of 256 20150316/jrl Project Consultant a Compensation Study for Town of Sahuarita, Arizona Florida State University Research Assistant, May 2013 to April 2014 • Performed independent research and processing of raw figures to determine correlations • Utilized multiple databases to extract relevant data GAP Forwarding Assistant to Director of Finance,April-August 2012 • Charged with the managing of accounts payable/receivable 6 Performed bank reconciliations • Gained experience inputting journal and adjust entries with accounting software • Created profit/loss reports concerning new customer acquisitions Tracked profit/loss of outstanding customers Leadership Title: Chairman of the Internal Affairs Committee, May 2013 - Present Experience Representative for College of Business Organization: Congress of Graduate Students, Florida State University Ethical Leadership Certification August 2013- Present Michael Misrahi Page 3 20150319CityCouncilWorkshopPacket Page 239 of 256 20150316/01 David Bollenback Project Consultant Evergreen Solutions, LLC Education B.A., May 2013, Florida State University, May 2013. • Lean &Six Sigma Management • Supply chain management • Business Ethics • Supply chain competition finalist • Customer Relationship Management • Operations Management • Organizational Behavior • Financial Accounting • Congress of Graduate Students (budget allocation team) Bachelor of Philosophy, Florida State University,April 2012 Professional Evergreen Solutions, LLC,Analyst,September 2014-Present and Business Project Consultant of a Classification and Compensation Study and History Analysis for the City of Douglasville, Georgia Project Consultant of a Compensation and Benefits Survey for Forsyth County, Georgia Project Consultant of a Comprehensive Classification and Compensation Study and Staffing Analysis of Police Department for the City of Garden City, Georgia Project Consultant of a Compensation Study for Florida Virtual School Project Consultant of a Compensation and Classification Study for the City of Cocoa, Florida Project Consultant of a Classification and Compensation Study for Essex County,Virginia Project Consultant of a Pay and Classification Study for the Isle of Wight County,Virginia Project Consultant of a Classification and Compensation Plan Update for Suffolk Public Schools,Virginia Mr. David Bollenback Page 1 20150319CityCouncilWorkshopPacket Page 240 of 256 20150316/jrl Project Consultant of an Efficiency Study for Stafford County Public Schools,Virginia Project Consultant of a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia,South Carolina Project Consultant of a Classification and Compensation Study for the Richland Library,South Carolina Project Consultant of a Compensation and Classification Study for the Liberty County School District No. 53, Missouri Project Consultant of a Compensation Analysis for Central Office Personnel and School Administrator for Chapel Hill-Carrboro City Schools, North Carolina Project Consultant of a Human Resources Department Review/Audit and an Administrative Salary Study for Akron Public Schools, Ohio Project Consultant for a Compensation Study for the New Mexico Military Institute The Jim Moran Institute for Global Entrepreneurship, Program Coordinator,January 2014 -September 2014; Program Assistant, August 2012 - December 2013 • Oversee and develop 12 start-up businesses residing in the business incubator. Guiding businesses through ideation, business modeling,validation, development, branding,funding, management, and launch. • Established programs designed to foster entrepreneurial talents including a University student focused Entrepreneurial Clinic (eClinic)that offers walk-in start-up consultations at any stage, and a Pre-incubation program designed to take a cohort of potential startups through the vital stages of Value creating, market validation, pivots, and management team development. • Host a variety of educational and engaging events targeted to expanding the perspective of business incubator residents including round-tables and community business engagement. ▪ Established a central portal to consolidate company, investor, sponsor, and student information as well as offer a portal to connect and streamline the interaction of aforementioned entities. • Planned and executed a five month Business Plan Competition with 50 participants. Competition focused on education and development. Culminating in a Shark Tank pitch event in front of nine potential investors Mr. David Bollenback Page 2 20150319CityCouncilWorkshopPacket Page 241 of 256 20150316/01 • Mentored and supported businesses in outside business plan/model competitions. • Launched a rebranding effort to better align our outward appearance with our program offerings. • Extensive vendor, investor, and customer relations experience. • Redesigned physical space to reflect attitude and ideals of the Incubator. Other Skills • Mind of a designer; heart of a player • Keen eye for efficiency • Strong leadership • Excellent verbal and written skills • Proficient in Spanish language • Website Management • Microsoft Office • Vast international experience and cultural appreciation in the following countries: • France, Germany, Italy, China,Japan, Singapore, Myanmar, New Zealand, Chile, Indonesia, and Hong Kong. Including 8 year residence in Manila, Philippines Mr. David Bollenback Page 3 20150319CityCouncilWorkshopPacket Page 242 of 256 20150316/01 ATTACHMENT C EVERGREEN SOLUTIONS, LLC DRAFT AGREEMENT FOR BENEFITS BROKERS SERVICES 20150319CityCouncilWorkshopPacket Page 243 of 256 20150316/jrl Consulting Services Agreement By and Between City of Tybee Island and Evergreen Solutions,LLC This Agreement(the "Agreement"), dated as of INSERT DATE, is made by and between Evergreen Solutions, LLC, a Florida corporation("Evergreen"), and City of Tybee Island(the "Client"). WHEREAS, Evergreen Solutions and the Client desire to enter into an agreement whereby Evergreen will provide certain human resource management consulting services for the Client on the terms and conditions hereinafter set forth; and WHEREAS, Evergreen Solutions is willing to provide such human resource management consulting services for the Client. NOW,THEREFORE,the parties hereto agree as follows: 1.Engagement.Evergreen Solutions hereby agrees to provide such human resource management consulting services for the Client as may be reasonably requested by the Client in connection with the Request for Proposal(RFP#2015-66) and Proposal submitted by Evergreen Solutions on March 2, 2015. 2.Extent of Services.Evergreen Solutions agrees to perform such services to the best of its ability and in a diligent and conscientious manner and to devote appropriate time, energies and skill to those duties called for hereunder during the term of this Agreement and in connection with the performance of such duties to act in a manner consistent with the primary objective of completing the engagement. Evergreen Solutions agrees to devote such time as is reasonably required to fulfill its duties hereunder. Throughout the duration of this agreement,Evergreen Solutions will serve as an independent contractor of the Client,As such;Evergreen Solutions will obey all laws relating to federal and state income taxes, associated payroll and business taxes, licenses and fees,workers compensation insurance, and all other applicable state and federal laws and regulations. 20150319CityCouncilWorkshopPacket Page 244 of 256 20150316/01 In the successful completion of this engagement,Evergreen Solutions may utilize subcontractors,but Evergreen Solutions shall remain completely responsible to the Client for performance under this Agreement. 3. Term.The engagement of the Consultant hereunder by Client shall commence as of the date hereof and shall continue through May 31,2015,unless earlier terminated pursuant to Section 6 hereof. 4. Compensation. (a)As compensation for the services contemplated herein and for performance rendered by Evergreen Solutions of its duties and obligations hereunder,the Client shall pay to Evergreen Solutions an aggregate fee equal to $35,550 (the "Consulting Fee"), earned and payable according to the following invoice/payment schedule: • 25%-upon completion of Task 1 of the detailed work plan • 25%-upon completion of Tasks 2—5 of the detailed work plan • 25%-upon completion of Tasks 6—8 of the detailed work plan • 25%-upon completion of Tasks 9— 12 of the detailed work plan (b)The Client's sole obligation shall be to pay Evergreen Solutions the amounts described in Section 4(a)of this Agreement, and the Consultant is not and shall not be deemed an employee of the Client for any purpose. 5.Reimbursement for Expenses. The contract price indicated in section 4 of this agreement is inclusive of all expenses borne by Evergreen Solutions and therefore no expenses shall be reimbursed to Evergreen Solutions by the Client for the duration of this agreement. 6. Termination.This Agreement shall be terminated as follows: (a) 30 days after written notice of termination is given by either party at any time after INSERT DATE, provided however,that if the Client shall terminate this Agreement pursuant to this Section 6(a) for any reason other than Consultant's material breach of this Agreement(having given prior notice of, and reasonable opportunity for Consultant to cure, any such breach), Client shall pay to consultant in one lump sum an amount equal to that portion of the aggregate Consulting Fee which has not been paid to Consultant as of the effective date of such termination. (b)On such date as is mutually agreed by the parties in writing. (c)Upon expiration of the Term as set forth in Section 3. If Client elects to terminate for material breach then Client shall pay to consultant in one lump sum an amount equal only to that for which services have been rendered. Upon termination of this Agreement pursuant to this Section 6, except as contemplated by Section 6(a) in the event Client terminates this Agreement in the absence of continuing material breach hereof by Consultant, Consultant shall be entitled to payment of only that portion of the Consulting Fee earned through the effective date of such termination and any portion of the Lump Sum Payment which has not been paid to Consultant as of the effective date of such termination. 20150319CityCouncilWorkshopPacket Page 245 of 256 20150316/01 7. Confidential Information.Evergreen Solutions shall not, at any time during or following expiration or termination of its engagement hereunder(regardless of the manner,reason,time or cause thereof) directly or indirectly disclose or furnish to any person not entitled to receive the same for the immediate benefit of the Client any trade secrets or confidential information as determined by the Client in writing. 8. Covenants.Evergreen Solutions agrees to(a) faithfully and diligently do and perform the acts and duties required in connection with its engagement hereunder,and(b)not engage in any activity which is or likely is contrary to the welfare, interest or benefit of the business now or hereafter conducted by the Client. 9.Binding Effect.This Agreement will inure to the benefit of and shall be binding upon the parties hereto and their respective successors or assigns(whether resulting from any re organization, consolidation or merger of either of the parties or any assignment to a business to which all or substantially all of the assets of either party are sold). 10.Entire Agreement.This Agreement, including the aforementioned RFP and proposal, contains the entire agreement and understanding of the parties with respect to the subject matter hereof, supersedes all prior agreements and understandings with respect thereto and cannot be modified, amended,waived or terminated, in whole or in part, except in writing signed by the party to be charged. 11. Construction.While the parties hereto believe that the terms hereof are fair,reasonable and enforceable in all respects,it is agreed that any provision of this Agreement which is held to be prohibited or unenforceable in any jurisdiction shall, as to such jurisdiction,be ineffective to the extent of such prohibition or unenforceability without invalidating the remaining provisions hereof, and any such prohibition or unenforceability in any jurisdiction shall not invalidate or render unenforceable such provision in any other jurisdiction. In addition to any other remedy which Client may have at law or in equity, Client shall be entitled to injunctive relief for a breach of Sections 7 and 8 (b)of this Agreement by the Consultant. 12.Notices.All notices required to be given under the terms of this Agreement or which any of the parties desires to give hereunder shall be in writing and personally delivered or sent by registered or certified mail,return receipt requested, or sent by facsimile transmission, addressed as follows: (a.)If to Evergreen Solutions addressed to: Evergreen Solutions, LLC Attention: Dr. Jeff Ling,Executive Vice President 2878 Remington Green Circle Tallahassee,Florida 32308 (b.)If to the Client addressed to: City of Tybee Island Attention: Ms. Angela Hudson 403 Butler Avenue Tybee Island, Georgia 31328 Any party may designate a change of address at any time by giving written notice thereof to the other parties. 20150319CityCouncilWorkshopPacket Page 246 of 256 20150316/01 13.Miscellaneous.This Agreement: (a) shall be binding upon and inure to the benefit of the parties hereto and their respective successors and permitted assigns; (b)may not(except as provided in Section 9 hereof)be assigned by either party hereto without the prior written consent of the other party(any purported assignment hereof in violation of this provision being null and void); (c)may be executed in any number of counterparts, and by any party on separate counterparts, each of which as so executed and delivered shall be deemed an original but all of which together shall constitute one and the same instrument, and it shall not be necessary in making proof of this Agreement as to any party hereto to produce or account for more than one such counterpart executed and delivered by such party; (d)may be amended,modified or supplemented only by a written instrument executed by all of the parties hereto; and (e) embodies the entire agreement and understanding of the parties hereto in respect of the transactions contemplated hereby and supersedes all prior agreements and understandings among the parties with respect thereto. IN WITNESS WHEREOF,the parties hereto have executed this Agreement as of the date first above written. Evergreen Solutions, LLC Jeff Ling,Executive Vice President City of Tybee Island Enter Client Signatory Name and Title 20150319CityCouncilWorkshopPacket Page 247 of 256 20150316/01 REFERENCE FOR EVERGREEN SOLUTIONS, LLC FOR COMPREHENSIVE CLASSIFICATION & COMPENSATION STUDY 20150319CityCouncilWorkshopPacket Page 248 of 256 20150316/jrl Subject: Reference for Evergreen Solutions —Comprehensive Classification & Compensation Study Customer: City of Douglasville Frederick Perry 941-954-4134 Hi Frederick, The City of Tybee Island is accepting proposals for a new Class and Comp Study and is considering Evergreen Solutions.They have given us The City of Douglasville as a reference.Would you mind answering a few questions related to your experience with Evergreen? How was your overall experience? Excellent experience! Evergreen was timely, responsive and produced good work that we are in the process of implementing. Describe Evergreen's level of understanding of your City's department structure and budgetary challenges or constraints. Evergreen did there due diligence in obtaining a thorough understanding of the City of Douglasville's structure. They made several visits to the City and spoke with both Sr. Level Staff as well as non-management staff members. This was very helpful in getting employee buy-in with the process. How well did Evergreen communicate with your management team? How well did they communicate the study process to your employees?Very well in my opinion. A written summary was submitted to the City upon completion of each of the 5 phases of this study and ended with a final summary of the entire process. Evergreen made presentation to the Mayor and City Council to make sure all questions regarding this study was completed. Quality of work during implementation and quality of program presented. Evergreen's work quality was excellent and thorough! The City of Douglasville has implemented a new pay structure based upon Evergreen's results as well as a new compensation strategy. Did the work performed by Evergreen have a positive impact on how compensation is now administered?Absolutely. We've managed to clean up a lot of outstanding issues we've been dealing with as it relates to pay for special assignments in the PD and other City departments. Not all employees were happy because everyone did not receive a pay adjustment based upon the study results, but overall, our pay& classification system is much better as a result of this study. 20150319CityCouncilWorkshopPacket Page 249 of 256 20150316/jrl IRFP #2015-661 Class & Comp EVERGREEN SOLUTIONS, LLC of Class & Comp Study EVERGREEN SOLUTIONS City of Savannah Beth Robinson 912-651-6484 Overall Experience Still in early stages of study.So far,so good. Knowledge Very diligent in learning&adapting strategies to work with our structure Impact on Compensation Plan has not been implemented yet Quality of Work Still in early stages of study. Communication Communicates very effectively;focus groups, meetings,orientation sessions Quality of Program Presented Plan has not been implemented yet Town of Hilton Head Nancy Gason 843-341-4621 Overall Experience Very Good Knowledge Thorough knowledge of department structure and budgetary challenges Impact on Compensation Reclassified positions,widened ranges, implemented competitive salaries Quality of Work Good. Deadlines always met. Few minor corrections needed Communication Staff was professional and easy to work with. Responded quickly to requests Quality of Program Presented City of Douglasville Frederick Perry 941-954-4134 SEE ATTACHED PAGE FOR REFERENCE RESPONSE Overall Experience Knowledge Impact on Compensation Quality of Work Communication Quality of Program Presented City of Alpharetta Kathy Bott 678-297-6046 Overall Experience Very Satisfied. Great experience Knowledge Very good. Impact on Compensation Has not been implemented yet Quality of Work Happy with final report. Communication Excellent.Worked with project leader Quality of Program Presented The results of the survey have not yet been reviewed by mgmt team 20150319CityCouncilWorkshopPacket Page 250 of 256 20150316/jrl • (C) Control of access to structures Staff shall issue a permit for driveways,including those which encroach into the city right of way, for the control of access to structures used for residential purposes including,.but not limited,to single family,duplex,triplex,two family,multifamily,townhomes, apartments,time shares,and condominiums whether owner occupied or held for rental under the following circumstances: (1)materials approved as set forth below are to be used and, (2)to the extent there are no contrary safety-related requirements and all other ordinances are complied with including,but not limited to,the 65%greenspace requirement,regardless of width at the junction of the right of way and the property which the driveway is intended to serve. .In order to promote the safety of motorists and pedestrians,the following regulations shall apply to all newly constructed driveways: (1) A driveway opening which connects a lot with a public street shall not be greater than 25 feet in width at the property line.Driveways that serve duplex lots shall not have a width greater than 15 feet per unit measured at the property line. This section is not intended to prevent the installation of flared driveway ends. These flared ends,when constructed in accordance with adopted standards and specifications, shall not count towards the width of the driveway. (2) There shall be no more than two driveway openings on any lot of any width. The total of the widths at the property line of two driveway openings shall not be greater than 25 feet. No driveway opening shall be constructed within 25 feet of an intersection,measuring from the nearest improved portion of the right-of-way.However,in any instance where there is not adequate space available and other access is not feasible,staff may permit a reduction in the distance to an intersection from a driveway in order to permit safe access to the property provided the speed limit on abutting or adjacent roads is 30 miles per hour or less. (4) No curb on any city street or right-of-way shall be cut or otherwise altered without prior written approval of the designated city official. (5) For water quality purposes,all newly constructed driveways and replacements of more than 50 percent of existing driveways serving residential uses shall be constructed of materials designed to allow retention of the first one inch of stormwater.A new driveway includes the initial placement of any material on bare soil. Such new driveways and replacements of more than 50 percent of an existing driveway are subject to permitting and inspection(s).A permit and inspection(s)are also required for repair of less than 50 percent of an improved driveway. The retention requirement is based on a 24-hour,25-year Tybee III SCS storm.A permit is required for installation of a new or replacement driveway.An inspection is required of each layer prior to the next layer being installed. The permit applicant shall be responsible for all engineering fees incurred by the city for review of materials,even when a material is not approved.Acceptable materials include: a. Stone must be either AASHTO#57,#67,#78,or#89 open graded with no fines,or pea gravel with no fines,or a combination of two or more. Graded aggregate base(also known as "crusher run"or"crush and run")is not allowed. b. Standard brick pavers are four-inch by eight-inch with minimum five-sixty-fourths-inch average continuous joints/borders with eight one-eighth-inch wide spacers per paver filled with masonry sand. See item(c)for base and header requirements. If larger bricks are used,thereby creating less linear joint and surface area joint,calculations by a state licensed design professional must be reviewed and approved by the city. See engineering fee information in subsection(1). I. Permeable interlocking concrete pavers(PICP)are solid structural units installed with openings as described in the coastal stormwater supplement(CSS)through which stormwater runoff can rapidly pass into the underlying reservoir of a four-inch minimum depth open-graded stone,no fines. Openings may be filled only with pea gravel or larger stone,or with masonry 20150319CityCouncilWorkshopPacket Page 251 of 256 20150316/0 sand.A concrete header curb or paver/concrete block ribbon with a maximum width of eight inches must be installed around the perimeter of the pavers.Building foundations and garage floors may serve as a portion of the perimeter. The edge of a paved road may not serve as a perimeter.Flush headers and ribbons are included in the driveway measurements. To not be included in the driveway measurements a header or ribbon must be installed lower than the driveway pavers,covered with adequate top soil,and seeded or sodded to facilitate vegetation. d. Ribbon driveway designs are normally constructed of concrete but other materials may be considered.The ribbons are to be a maximum of 18 inches wide with a one to two percent cross slope to route runoff to adjacent pervious areas rather than down the strips to the street. The area between the strips may be either grass or stone as described in subsection(a). The area between the drive strips is to be flush or one-eighth-inch below the driving strip to encourage the percolation of stormwater runoff between the driving strips. e. Concrete grid pavers(CGP)are precast concrete units that allow rainfall and stormwater runoff to pass through large openings that are filled with pea gravel,sand or topsoil and turf.A concrete header curb or brick/concrete block ribbon with a maximum width of 12 inches(flush or one-eighth-inch higher than the contained permeable pavement)must be installed around the perimeter of the permeable pavement. Building foundations and garage floors may serve as a portion of the perimeter. The edge of a paved road may not serve as a perimeter. Header and ribbons are included in the driveway measurements. To not be included in the driveway measurements a header or ribbon must be installed lower than the driveway pavers,covered with adequate top soil, and seeded or sodded to facilitate vegetation. f. Plastic grid pavers(PGP)consist of flexible,interlocking plastic units that allow rainfall and stormwater runoff to pass through large openings that are filled with gravel, sand or topsoil and turf.A header curb is required and is included in the driveway measurement. g. Pervious concrete(also known as porous concrete)is similar to conventional concrete in structure and form,but consists of a special open-graded surface course,typically four to eight inches thick,that is bound together with Portland cement. h. Porous asphalt is similar to pervious concrete, and consists of a special open-graded surface course bound together by asphalt cement. For all other proposed materials, calculations are required from a state licensed design professional demonstrating compliance with the retention requirement of this section. 20150319CityCouncilWorkshopPacket Page 252 of 256 20150316/01 ORDINANCE NO. 07-2015 AN ORDINANCE TO AMEND THE CODE OF ORDINANCES FOR THE CITY OF TYBEE ISLAND, GEORGIA, SO AS TO REVISE THE PROVISIONS OF SECTION 3-080(C), OFF STREET PARKING REQUIREMENTS, RELATING TO ESTABLISHING SPECIFICATIONS FOR DRIVEWAYS, TO REPEAL CONFLICTING ORDINANCES, TO ESTABLISH AN EFFECTIVE DATE AND FOR OTHER PURPOSES WHEREAS, the duly elected governing authority for the City of Tybee Island, Georgia, is authorized under Article 9, Section 2, Paragraph 3 of the Constitution of the State of Georgia to adopt reasonable ordinances to protect and improve the public health, safety, and welfare of the citizens of Tybee Island, Georgia, and WHEREAS, the duly elected governing authority for the City of Tybee Island, Georgia, is the Mayor and Council thereof, and WHEREAS, the governing authority desires to amend the Code to provide in Section 3- 080(C) relating to specifications for driveways, to repeal conflicting ordinances, to establish an effective date, and for other purposes. NOW, THEREFORE, be it ordained by the governing authority of the City of Tybee Island that the Code of Ordinances, Section 3-080(C), Off street parking, be hereby amended so that hereafter the ordinance shall read as hereinafter provided. SECTION 1 The Code of Ordinances is hereby amended so as amend Section 3-080(C) regarding driveway specifications which shall read as follows: Sec. 3-080. Off-street parking requirements. (C) Staff shall issue a permit for driveways,including those which encroach into the city right of way,for the control of access to structures used for residential purposes including,but not limited to, single family,duplex,triplex,two family,multifamily,townhomes, apailntents,time shares, and condominiums whether owner occupied or held for rental under the following circumstances: (1)materials approved as set forth below are to be used; and, (2)to the extent there are no contrary safety-related requirements and all other ordinances are complied with including,but not limited to,the 65%greenspace requirement,regardless of width at the junction of the right of way and the property which the driveway is intended to serve. In order to promote the safety of motorists and pedestrians,the following regulations shall apply to all newly constructed driveways: 20150319CityCouncilWorkshopPacket Page 253 of 256 20150316/01 (1) A driveway opening which connects a lot with a public street shall not be greater than 25 feet in width at the property line. Driveways that serve duplex lots shall not have a width greater than 15 feet per unit measured at the property line. This section is not intended to prevent the installation of flared driveway ends. These flared ends,when constructed in accordance with adopted standards and specifications, shall not count towards the width of the driveway. (2) There shall be no more than two driveway openings on any lot of any width. The total of the widths at the property line of two driveway openings shall not be greater than 25 feet. (3) No driveway opening shall be constructed within 25 feet of an intersection,measuring from the nearest improved portion of the right-of-way.However,in any instance where there is not adequate space available and other access is not feasible,staff may permit a reduction in the distance to an intersection from a driveway in order to permit safe access to the property provided the speed limit on abutting or adjacent roads is 30 miles per hour or less. (4) No curb on any city street or right-of-way shall be cut or otherwise altered without prior written approval of the designated city official. (5) For water quality purposes, all newly constructed driveways and replacements of more than 50 percent of existing driveways serving residential uses shall be constructed of materials designed to allow retention of the first one inch of stormwater.A new driveway includes the initial placement of any material on bare soil. Such new driveways and replacements of more than 50 percent of an existing driveway are subject to permitting and inspection(s).A permit and inspection(s)are also required for repair of less than 50 percent of an improved driveway. The retention requirement is based on a 24-hour,25-year Tybee III SCS storm.A permit is required for installation of a new or replacement driveway. An inspection is required of each layer prior to the next layer being installed. The permit applicant shall be responsible for all engineering fees incurred by the city for review of materials,even when a material is not approved. Acceptable materials include: a. Stone must be either AASHTO#57,#67,#78,or#89 open graded with no fines,or pea gravel with no fines,or a combination of two or more. Graded aggregate base(also known as "crusher run"or"crush and run")is not allowed. b. Standard brick pavers are four-inch by eight-inch with minimum five-sixty-fourths-inch average continuous joints/borders with eight one-eighth-inch wide spacers per paver filled with masonry sand. See item(c)for base and header requirements. If larger bricks are used,thereby creating less linear joint and surface area joint, calculations by a state licensed design professional must be reviewed and approved by the city. See engineering fee information in subsection(1). c. Permeable interlocking concrete pavers(PICP)are solid structural units installed with openings as described in the coastal stormwater supplement(CSS)through which stormwater runoff can rapidly pass into the underlying reservoir of a four-inch minimum depth open-graded stone,no fines. Openings may be filled only with pea gravel or larger stone,or with masonry sand.A concrete header curb or paver/concrete block ribbon with a maximum width of eight inches must be installed around the perimeter of the pavers.Building foundations and garage floors may serve as a portion of the perimeter. The edge of a paved road may not serve as a perimeter. Flush headers and ribbons are included in the driveway measurements. To not be included in the driveway measurements a header or ribbon must be installed lower than the driveway pavers,covered with adequate top soil, and seeded or sodded to facilitate vegetation. d. Ribbon driveway designs are normally constructed of concrete but other materials may be considered.The ribbons are to be a maximum of 18 inches wide with a one to two percent cross slope to route runoff to adjacent pervious areas rather than down the strips to the street. The area between the strips may be either grass or stone as described in subsection(a).The area between 20150319CityCouncilWorkshopPacket Page 254 of 256 20150316/01 the drive strips is to be flush or one-eighth-inch below the driving strip to encourage the percolation of stormwater runoff between the driving strips. e. Concrete grid pavers(CGP)are precast concrete units that allow rainfall and stormwater runoff to pass through large openings that are filled with pea gravel,sand or topsoil and turf.A concrete header curb or brick/concrete block ribbon with a maximum width of 12 inches(flush or one-eighth-inch higher than the contained permeable pavement)must be installed around the perimeter of the permeable pavement.Building foundations and garage floors may serve as a portion of the perimeter. The edge of a paved road may not serve as a perimeter.Header and ribbons are included in the driveway measurements. To not be included in the driveway measurements a header or ribbon must be installed lower than the driveway pavers,covered with adequate top soil, and seeded or sodded to facilitate vegetation. f. Plastic grid pavers(PGP)consist of flexible,interlocking plastic units that allow rainfall and stormwater runoff to pass through large openings that are filled with gravel, sand or topsoil and turf.A header curb is required and is included in the driveway measurement. g. Pervious concrete(also known as porous concrete)is similar to conventional concrete in structure and form,but consists of a special open-graded surface course,typically four to eight inches thick,that is bound together with Portland cement. h. Porous asphalt is similar to pervious concrete,and consists of a special open-graded surface course bound together by asphalt cement. For all other proposed materials, calculations are required from a state licensed design professional demonstrating compliance with the retention requirement of this section. SECTION 2 The sections,paragraphs, sentences, clauses and phrases of this ordinance are severable and, if any phrase, clause, sentence,paragraph, or section of this ordinance shall be declared illegal or invalid by the valid judgment or decree of any court of competent jurisdiction, such illegality shall not affect any of the remaining phrases, clauses, sentences, paragraphs and sections of this ordinance. SECTION 3 All ordinances and parts of ordinances in conflict herewith are expressly repealed. SECTION 4 It is the intention of the governing body, and it is hereby ordained, that the provisions of this ordinance shall become effective and be made a part of the Code of Ordinances, City of 20150319CityCouncilWorkshopPacket Page 255 of 256 20150316/01 Tybee Island, Georgia, and the sections of this ordinance may be renumbered to accomplish such intention. SECTION 5 This ordinance shall be effective upon its adoption by the Mayor and Council pursuant to the ordinances of the City. ADOPTED THIS DAY OF , 2015. MAYOR ATTEST: CLERK OF COUNCIL FIRST READING: SECOND READING: ENACTED: Tybee/Ordinances/07-2015 Sec 3-080(C)off-street parking requirements 02.16.15—EMH 20150319CityCouncilWorkshopPacket Page 256 of 256 20150316/01