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20191212AmendedPacket2.pdf
MAYOR CITY MANAGER Jason Buelterman Dr. Shawn Gillen CITY COUNCIL CLERK OF COUNCIL Barry Brown, Mayor Pro Tem Jan LeViner John Branigin Wanda Doyle Spec Hosti CITY ATTORNEY Julie Livingston Edward M. Hughes Monty Parks CITY OF TYBEE ISLAND P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 (866) 786-4573 – FAX (866) 786-5737 www.cityoftybee.org A M E N D E D A G E N D A REGULAR MEETING OF TYBEE ISLAND CITY COUNCIL December 12, 2019 at 7:00 PM Please silence all cell phones during Council Meetings Consideration of Items for Consent Agenda 6:30PM Executive Session Opening Ceremonies Call to Order Invocation Pledge of Allegiance Recognitions and Proclamations 1. Captain Matt Harrell, Tybee Island Fire Department 2. Jim Kluttz: Letter of appreciation for City Council Support Consideration of the approval of the minutes of the meetings of the Tybee island City Council Consideration of Boards, Commissions and Committee Appointments 3. Main Street Board - Susan Kelleher Invited Guests 4. Eric Hogan: Water/Utility Billing Procedures Citizens to be Heard: Please limit comments to 3 minutes. Maximum allowable times of 5 minutes. 5. Susan Kimbrell, Update on the property at Polk and Solomon 6. Mallory Pearce, Polk and Solomon 7. Kathryn Williams: North Beach Bar & Grill - Hurricane Matthew Mitigation Consideration of Approval of Consent Agenda 1 12/11/195:00PMjrl Public Hearings 8. Text Amendment: Sec. 4-050 (L) Maritime District To Delete Subsection (L) (1) (L) Passenger Cruise Lines 9. Minutes Planning Commission Meeting 11/18/2019 Consideration of Local Requests & Applications – Funding, Special Events, Alcohol License 10. Agenda Request: Alcohol and Entertainment License Requests and Renewals for calendar year 2020 Consideration of Bids, Contracts, Agreements and Expenditures 11. Addendum to Lease Agreement - Tybee Post Theater 12. Out-of-State Travel, Chief Jason Patter and Captain Harrell, Navarra Beach, Florida, January 2020. 13. Travel Request for Kimberly Fickes, Campground Office Supervisor to attend RMS Reservation System User Group Conference in San Diego, CA. Budgeted under 555- 6180-52-3500. 14. 2019-741 Classification and Compensation Study 15. Marine Science Center building and the applicable leases 16. Host Compliance Services Agreement 17. RFP 2019-742: Dune Vegetation and Landscaping Project. Recommend approval of Earth Balance in the amount of $135,893.85 Consideration of Ordinances, Resolutions 18. Resolution: Limewood Drive 19. Consideration of Authorization of GEFA Loan Documents for Solar/Water Treatment Project 20. Second Reading: 2019-16 - Article 3, Section 3-170, Home Occupations and Home Business Offices Council, Officials and City Attorney Considerations and Comments 21. Jason Buelterman: Out-of-state Travel: Shawn Gillen and Shirley Sessions, Washington, DC 22. Jason Buelterman: Solar Project Update 23. John Branigin: Tybee Christmas Parade 24. Barry Brown: Location of mobile classroom space for TIMA in Memorial Park 25. Barry Brown: Memorial Park Pavilion 26. Barry Brown: National Ham Operators Meeting, January 25 - 26, 2020, Memorial Park 27. Spec Hosti: Dedicate new restrooms at Jaycee Park, Bucky Chapin 28. Monty Parks - Budget adjustment for Marsh Hen Trail 29. Monty Parks - Disorderly House Ordinance: Sign ordinance violations for rentals must be addressed within seven working days from receipt of notice from the Marshall 30. Shawn Gillen: South-end Bathroom Design Service 31. Shawn Gillen: Decision on GaDOT, Marsh Hen Trail Grant Executive Session Discuss litigation, personnel and real estate Possible vote on litigation, personnel and real estate discussed in executive session 2 12/11/195:00PMjrl Adjournment Individuals with disabilities who require certain accommodations in order to allow them to observe and/or participate in this meeting, or who have questions regarding the accessibility of the meeting or the facilities are required to contact Jan LeViner at 912.472.5080 promptly to allow the City to make reasonable accommodations for those persons. *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 City Clerk’s office by Thursday at 5:00PM prior to the next scheduled meeting. Agenda request forms are available outside the Clerk’s office at City Hall and at www.cityoftybee.org. THE VISION OF THE CITY OF TYBEE ISLAND “is to make Tybee Island the premier beach community in which to live, work, and play.” 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.” 3 12/11/195:00PMjrl Item Attachment Documents: 2. Jim Kluttz: Letter of appreciation for City Council Support 4 5 12/11/195:00PMjrl Item Attachment Documents: 8. TEXT AMENDMENT: SEC. 4-050 (L) MARITIME DISTRICT TO DELETE SUBSECTION (L) (1) (l) PASSENGER CRUISE LINES 6 M AYOR Jason Buelterman CITY COUNCIL Barry Brown, Mayor Pro Tem John Branigin Wanda Doyle Michael “Spec” Hosti Julie Livingston Monty Parks CITY OF TYBEE ISLAND CITY MANAGER Shawn Gillen CLERK OF COUNCIL Janet LeViner CITY ATTORNEY Edward M. Hughes City Council Agenda Item Request Agenda Item Requests must be submitted to the Clerk of Council by noon on Wednesday a week prior to the scheduled Council meeting. If this form is received after the deadline, the item will be listed on the next scheduled agenda. There is a three minute limit for all visitors. Council Meeting Date for Request: 12/12/2019 Item: Text Amendment Explanation: Section 4-050 (L) Maritime District to delete subsection (L) (1) (l) Passenger cruise lines Paper Work: YES Attached Audio/Video Presentation* • If applicable, a copy of the presentation / report must be submitted with this agenda request. • If applicable, audio / video presentations must be submitted to the IT department at City Hall at least 48 hours prior to the meeting. • Request will be postponed if necessary information is not provided. Submitted by: Lisa L. Schaaf Phone / Email: Lschaaf@cityoftybee.org Date given to Clerk of Council: 12/05/2019 P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 (912) 786-4573 – FAX (912) 786-5737 www.cityoftybee.org 7 8 9 10 11 12 12/11/195:00PMjrl Item Attachment Documents: 9. MINUTES PLANNING COMMISSION MEETING 11/18/2019 13 PLANNING COMMISSION CITY MANAGER Demery Bishop Shawn Gillen Ron Bossick Marianne Bramble COMMUNITY DEVELOPMENT DIRECTOR Tina Gann George Shaw Charles Matlock David McNaughton CITY ATTORNEY Alan Robertson Edward M. Hughes Planning Commission Meeting MINUTES November 18, 2019 Chair Bishop called the November 18, 2019 Tybee Island Planning Commission meeting to order. Commissioners present were David McNaughton, Charles Matlock, Marianne Bramble, Tina Gann, Ron Bossick and Alan Robertson. Consideration of Minutes: Chair Bishop asked for consideration of the November 18, 2019 minutes. Vice Chair Ron Bossick made a motion to approve. Commissioner Tina Gann seconded. The vote to approve was unanimous with one recusal because of absence. Disclosures/Recusals: Chair Bishop asked if there were any Disclosures or Recusals. There were none. Old Business: Discussion on changing Tybee’s Variance application fee and looking into changing the application based on the Valdosta application. George Shaw stated there are some areas of this revised variance application form that he would change. Starting with some of the wording but overall everything is on track. He stated he would take all of this commission’s recommendations and send back in an email within a week for a look over and then bring the final revision to the December 16th meeting. New Business: Text Amendment: Section 4-050 (L) Maritime District to delete subsection (L)(1)(l) Passenger cruise lines. George Shaw stated this amendment is related to a large boat that sat out by the Lazaretto Bridge for a while and we could only classify it as a passenger cruise vessel. This amendment eliminates that as a use so we will not have that problem come up again. Commissioner Alan Robertson made a motion to approve. Vice Chair Ron Bossick seconded. The vote to approve was unanimous. Lisa L. Schaaf 14 12/11/195:00PMjrl Item Attachment Documents: 10. Agenda Request: Alcohol and Entertainment License Requests and Renewals for calendar year 2020 15 16 17 18 19 20 21 22 12/11/195:00PMjrl Item Attachment Documents: 11. Addendum to Lease Agreement - Tybee Post Theater 23 ADDENDUM TO LEASE AGREEMENT FOR EQUIPMENT AND SERVICES AND CONCERNING TOURISM PRODUCT DEVELOPMENT FUNDS WHEREAS, the City of Tybee Island is a municipal corporation organized under Georgia Law; and WHEREAS, the Friends of the Tybee Theater, Inc., is a non-profit owner and operator of the Post Theater located in the City of Tybee Island; and WHEREAS, through prior transactions the City and the Friends of the Tybee Theater, Inc. (Post Theater) have an agreement concerning the lease of certain video and audio equipment in exchange for rent and event space for the City; and WHEREAS, the City has determined that Post Theater is an appropriate facility to be considered as tourism product development for renovation expansion and operation purposes. WHEREAS, the City of Tybee Island has secured an increase in the hotel/motel tax imposed on lodging providers which provides for the city to receive funds to be used for tourism product development purposes; and WHEREAS, the City is required to budget for the expenditure of tourism product development funds and is subject to audits with regard to the use of such funds; and WHEREAS, this agreement is intended to document that the Post Theater will apply any funds received from the City for tourism product development purposes will be used in accordance with the legal requirements applicable to such expenditures. Now therefore, the parties wish to amend their agreement of February 11, 2016 to correct a typographical error therein and to document the proper expenditure of tourism product development funds as follows: I) Article II of the existing agreement has an error in the omission of the words “days” and therefore Article II is revised in order to state as follows: The term of this lease shall commence on the commencement date specified above and the initial term shall be for five (5) years. Unless one of the parties notifies the other in writing at least sixty (60) days prior to the expiration of the initial term, then this agreement shall automatically renew for one (1) additional five (5) year term. II) In consideration of the City including the Post Theater as a recipient of tourism product development funds as part of hotel/motel taxes, it is agreed as follows: At all times the Post Theater shall use the funds received from the City for tourism product development purposes consistently with the applicable provisions of Georgia law including specifically OCGA 48-13-50.2 and shall submit to audits concerning its receipts and expenditures of the proceeds in connection therewith. It is further agreed that the City 24 undertakes no responsibility of indebtedness of the Post Theater, but rather has agreed, to provide a portion of hotel/motel proceeds for tourism product development purposes to the Post Theater for the benefit of the Post Theater and the City. For purposes of the obligations undertaken in this addendum, the agreement as to the use of tourism product development funds by the Post Theater shall continue in full force and effect for the time period during which the Post Theater receives tourism product development designated funds from the City of Tybee Island, without regard to the termination or expiration of the equipment lease, however, the obligations of the Post Theater as Lessee under ARTICLES III, IX and XVIII shall continue. This ______ day of __________________________. FRIENDS OF THE TYBEE THEATER, INC. By: __________________________ Name: ________________________ Title: _________________________ _____________________Date CITY OF TYBEE ISLAND _____________________________ Jason Buelterman, Mayor _________________ Date _____________________________ Clerk of Council __________________Date APPROVED AS TO FORM: ______________________________ Edward M. Hughes, City Attorney _____________________Date 25 12/11/195:00PMjrl Item Attachment Documents: 13. Travel Request for Kimberly Fickes, Campground Office Supervisor to attend RMS Reservation System User Group Conference in San Diego, CA. Budgeted under 555- 6180-52-3500. 26 BUY A TICKET 11/25/2019 1st Annual RMS User Conference ... Reserve Your Spot Today! CI RIVIS mor The Hospitality Cloud y& Wt stwitect RMS USER CONFERENCE JANUARY 29 - 31, 2020 SAN DIEGO, CA You're invited to join us at the 1st Annual RMS User Conference! Connect with other RV park and campground owners and operators and spend time face-to-face with the RMS team to learn how to get the most out of your reservation management system. This 2-day user conference will include: •A dozen educational software sessions such as: o Generating More Revenue for Your Campground o Reservations: Casting a Wider Net o Best Practices for Guest Communications & Marketing •RMS experts including Sales and Marketing, Account Managers, Trainers and Customer Support •Personalized 1-on-1 training and support •Networking with the RMS team and fellow RMS park customers Space is limited for the 1st Annual RMS User Conference, so reserve your early bird ticket before January 1st, 2020! r /Nig Learn. Connect. Grow. For questions, please email us at hello@rmsnorthamerica.com . Rivis https://rmsn.campaign-view.com/ua/viewinbrowser?od=2d5a885a69b60a9723262b9753840f3641185630859ca1fdO&rd=117968881c30123e&sd=1179... 1/2 CONNECT WITH US! 27 PRINTED NAME & TITLE SIGNATURE FORM 2016-ETAF EMPLOYEE TRAVEL AUTHORIZATION FORM EMPLOYEE NAME: Kim Fickes EMPLOYEE ID 1734 DEPARTMENT Campground DEPARTURE DATE 29-Jan POSITION TITLE Office Supervisor RETURN DATE 31-Jan DESTINATION (City, State/Country) San Diego, CA BUSINESS PURPOSE,Lcheck one): Conference I Legal-Law Enforcement q Meeting q Repair-Maintenance q Training q Economic Development q Legislator q General Expense/other q Shopping q Employee-exchange program q Committee related q EXPLAINATION OF TRAVEL (attach additional information as necessary) Travel for Campground Office Supervisor Kimberly Fickes to attend the RMS User Conference in San Diego, CA. Purpose is to interface with RMS providers and network with other users. Includes education sessions and one on one training and support. EXPENSES Payment Method Est. Cost Airfare q Employee Reimb. I Dept. Prepaid q Third-party $500 Mileage (personal vehicle) Employee Reimb. q Dept. Prepaid q Third-party $28 Rental Vehicle q Employee Reimb. q Dept. Prepaid q Third-party $0 Other Transportation q Employee Reimb. • Dept. Prepaid q Third-party $100 Important: When applicable, complete "Authorization of Employee Expenses to be Paid by a Third-Party Organization EXPENSES Payment Method Est. Cost Lodging q Employee Reimb. 1111 Dept. Prepaid q Third-party $400 Meals Employee Reimb. q Dept. Prepaid Third-party $162 Registration Fee q Employee Reimb. In Dept. Prepaid q Third-party $199 Other Expense q Employee Reimb. U Dept. Prepaid q Third-party $100 TOTAL ESTIMATED COSTS $1,489 EMPLOYEE CERTIFICATION By signing below, I certify the requested travel is appropriate and necessary for conducting official City business, and agree to comply with the City of Tybee Island's Travel Policy. 12/2/2019 SIGNATURE DATE DEPARTMENT HEAD (or Designee) AUTHORIZATION UNAPPROVED E:1DISAPPROVED Jamey Rabun, Cam round Director DATE /1 12/2/2019 ****************************************** * ************ ***** *** * ************************************ CITY MANAGER AUHORIZATION for OUT-OF TOWN OR COUNTRY TRAVEL APPROVED DISAPPROVED SIGNATURE DATE I 28 12/11/195:00PMjrl Item Attachment Documents: 14. 2019-741 Classification and Compensation Study 29 A Proposal to Conduct a Comprehensive Employee Compensation/Classification Study for the City of Tybee Island, Georgia RFP NO. 2019-741 ORIGINAL November 19, 2019 30 A Proposal to Conduct a Comprehensive Employee Compensation/Classification Study for the City of Tybee Island, Georgia Submitted to: Melissa Freeman Tybee Island City Hall 403 Butler Ave. Tybee Island, GA 31328 Submitted by: Evergreen Solutions, LLC 2878 Remington Green Circle Tallahassee, Florida 32308 (850) 383-0111 (ph) / (850) 383-1511 (fax) November 19, 2019 31 32 33 Evergreen Solutions, LLC Table of Contents 1.0 Management Synopsis ............................................................................................... 1-1 2.0 Statement of Methods and Procedures ..................................................................... 2-1 2.1 Project Understanding ......................................................................................... 2-1 2.2 Approach and Methodology ............................................................................... 2-2 2.3 Detailed Work Plan ........................................................................................... 2-12 3.0 Agents and Address ................................................................................................... 3-1 3.1 General Information ............................................................................................ 3-1 3.2 Proposed Project Team ....................................................................................... 3-2 3.3 Key Personnel ...................................................................................................... 3-4 3.4 Select Relevant Experience ................................................................................ 3-6 4.0 Structure and Content of Work Product ..................................................................... 4-1 5.0 Work Schedule ........................................................................................................... 5-1 6.0 References ................................................................................................................. 6-1 6.1 References ........................................................................................................... 6-1 6.2 What Our Clients Are Saying ............................................................................... 6-2 7.0 Cost of Services.......................................................................................................... 7-1 8.0 Other ........................................................................................................................ 8-1 APPENDICES Appendix A: Required Forms Appendix B: Detailed Resumes Appendix C: Sample Report Appendix D: Firm’s Organizational Chart 34 Evergreen Solutions, LLC Section 1.0 Management Synopsis 35 Evergreen Solutions, LLC Page 1-1 1.0 Management Synopsis In this section we provide a synopsis for management review covering the significant features of the proposal, to include overall cost and term of work. Evergreen Solutions understands that the City of Tybee Island is seeking a qualified firm experienced in conducting compensation and classification studies … to evaluate the City’s current pay plans and recommend adjustments which will be completed in two parts: • Part 1: Public Safety Employees Compensation and Classification Study • Part 2: All other Employees Compensation and Classification Study Our firm recognizes that the City’s objectives are to: A. Attract and retain qualified employees. B. Ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together. C. Provide salaries commensurate with assigned duties. D. Clearly outline promotional opportunities and provide recognizable compensation growth. E. Provide justifiable pay differential between individual classes. F. Maintain a competitive position with other comparable government entities and private employers. Our firm will provide frequent updates to the City Manager and HR Director while conducting the study. As required in the RFP, attached is a sample report from a similar study we conducted for the City of Commerce, Georgia, is provided in Appendix C. Our total, not-to-exceed, fixed cost to complete all tasks identified in our detailed work plan is $37,000. This includes up to three trips to the City. Our proposed project team will be able to complete parts one and two of the Comprehensive Employee Compensation/Classification Study for the City in six months of the project start date. 36 Evergreen Solutions, LLC Section 2.0 Statement of Methods and Procedures 37 Evergreen Solutions, LLC Page 2-1 2.0 Statement of Methods and Procedures Evergreen Solutions is well qualified to conduct a Comprehensive Employee Compensation/Classification Study for the City of Tybee Island (City) due to our experience in conducting hundreds of comparable studies for local governments and other public sector organizations across the country. In this section we provide our project understanding, our overall approach, and methodology for performing a Comprehensive Employee Compensation/Classification Study as well as a detailed work plan identifying the tasks, activities, and milestones necessary to accomplish the deliverables included in the Request for Proposal (RFP). As required in the RFP, we have attached a sample report from a similar study conducted for the City of Commerce, Georgia in Appendix C. 2.1 Project Understanding Our firm understands that 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. 1. Review the City’s current compensation plan (salary, grade levels and pay ranges), understand current challenges to recruiting and retaining employees and propose recommended strategies of the City. 2. Conduct interviews and/or job audits as appropriate. Interviews and/or job audits may be conducted individually or in groups based upon classification. 3. Review and update current job descriptions to uniformly reflect the distinguishing characteristics, essential job functions, minimum qualifications (education/experience and knowledge/skills/abilities), working conditions (physical demands, work environment, and travel requirements) and certification/licenses/registrations requirements for classifications needed. 4. Identify Officials & Administrators, Professionals, Technicians, Paraprofessionals, Administrative Support, Skilled Craft Workers, and Service employees, including Fair Labor Standards Act (FLSA) status (exempt/non-exempt.). 5. Identify and recommend a consistent and competitive market position that the City can strive to maintain. 38 Evergreen Solutions, LLC Page 2-2 6. Recommend comparable labor markets, including both private and public sector employers for the compensation survey. The City requires final approval of the labor markets to be included in the study. 7. Develop and conduct a comprehensive compensation survey. 8. 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. 9. 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. 10. Identify career ladders/promotional opportunities as deemed appropriate. 11. Recommend implementation strategies including calculating the cost of implementing the plan. 12. Identify any extreme current individual or group compensation inequities, and provide a recommended corrective action plan and process to remedy the situation. 13. Make recommendations and provide implementation strategies related to other key compensation practices based on market demand, including pay for performance, skill pay, certification pay, bilingual pay, promotional pay, and acting assignment pay. 14. Develop and provide a straightforward, easily understood, maintenance system that can be used to keep the classification system updated and equitable. 15. Provide system documentation and computer software formats to administer the plan 16. 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. 17. Provide an appeals process for a period of time after the plan is implemented. 2.2 Approach and Methodology Evergreen Solutions is uniquely qualified to conduct a Comprehensive Employee Compensation/Classification Study for the City of Tybee Island (City) as our team includes recognized experts in local government human resources management and understands that there is not a “one size fits 39 Evergreen Solutions, LLC Page 2-3 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; • is based on the organization’s compensation philosophy; • 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 (CPM) throughout the process to ensure constant communication of issues, concerns, and potential outcomes. Our consultants 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 the needs of the City and meet its performance goals while carefully managing the organization’s resources. 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 organization. Recommendations must always reflect competitive needs while supporting the organization’s overall mission. 40 Evergreen Solutions, LLC Page 2-4 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 our 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 classification and compensation 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 Employee Compensation/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 CPM 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. Employee Orientation and Focus Groups Based on client feedback and a review of best practices, we have designed an orientation curriculum that provides employees insight 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 Interviews Evergreen Solutions staff conduct one-on-one interviews with department heads and/or senior management (in addition to any other employees the client determines is necessary) to identify challenges for 41 Evergreen Solutions, LLC Page 2-5 consideration. These interviews will allow our staff to add details to our understanding of the organization 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 and senior management serve as invaluable resources in explaining how internal equity relationships have evolved over time and explaining the nuances between the differences in jobs. Job Assessment Tool and Management Issue Tool Another important activity undertaken at this time is the distribution of Evergreen Solutions’ Job Assessment Tool© (JAT). These questionnaires are central components of 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. 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 CPM should there be a need to clarify question responses or issues with information collected from the JAT. Due to budgetary constraints faced by many of our 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 2-1 below depicts a screenshot of the JAT home screen showing the levels of access for a supervisor. All 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. 42 Evergreen Solutions, LLC Page 2-6 Exhibit 2-1 Supervisor’s JAT Home Screen Welcome to the Job Assessment Tool! Logout Source: Evergreen Solutions, 2019 Exhibit 2-2 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. 43 Evergreen Solutions, LLC Page 2-7 Exhibit 2-2 Job Description and Responsibilities Basic Job Information Basic Job-Related Information Logout Source: Evergreen Solutions, 2019 Exhibit 2-3 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. 44 Evergreen Solutions, LLC Page 2-8 Exhibit 2-3 Job Functions (Continued) Basic Job Information Essential Job Functions Logout Source: Evergreen Solutions, 2019 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. 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 45 Evergreen Solutions, LLC Page 2-9 any need for further investigation of specific positions. If serious discrepancies exist, Evergreen’s consultants will work directly with the CPM 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 pay plan 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 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 making recommendations for change consistent with the parameters of the organization’s 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 organization 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 of salary. We will work with the client to identify the appropriate number of benchmark positions to best suit 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 organizationthe 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. 46 Evergreen Solutions, LLC Page 2-10 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 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 client 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 Solution After determining the appropriate division of work and market position, 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 best meet the organization’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 47 Evergreen Solutions, LLC Page 2-11 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 Administration Guidelines In order for clients to maintain the recommended compensation system, Evergreen develops compensation administration 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; • 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; • 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 Maintenance Our goal is to produce recommendations that are effective and that 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. Based on client needs and industry best practices, Evergreen Solutions has developed a compensation and classification maintenance tool to assist our clients with implementing, managing, and updating the solutions: JobForce Manager. This tool allows our clients to estimate future pay scale changes, update market information, make determinations on reclassifications, and create new jobs. By automating these tasks, JobForce Manager allows our clients to not only streamline, but also increase the fairness and transparency of regular compensation and classifications tasks after solution implementation. 48 Evergreen Solutions, LLC Page 2-12 Exhibit 2-4 displays the interface from JobForce Manager for determining a position’s pay grade; additional features include a job scoring tabulation sheet, market survey results database and summary report, pay scale report, and employee salary calculators for modeling fiscal impacts of compensation changes at the employee level. All data and reports are downloadable and printable, so they can be pulled at any time and provided to key decision makers. Exhibit 2-4 JobForce Manager Tool Source: Evergreen Solutions, 2019 49 Evergreen Solutions, LLC Page 2-13 2.3 Detailed Work Plan Evergreen has provided a detailed work plan to conduct the Comprehensive Employee Compensation/Classification Study for the City in this section. Evergreen understands that the City has approximately 120 full-time employees, 15 part-time employees and approximately 60 seasonal positions who will be included in the study. Our work plan consists of the following 12 tasks: Task 1: Project Initiation Task 2: Evaluate the Current System Task 3: Collect and Review Current Environment Data Task 4: Evaluate and Build Projected Classification Plan Task 5: Identify List of Market Survey Benchmarks and Approved List of Targets Task 6: Conduct a Market Salary Survey and Provide External Assessment Summary Task 7: Strategic Positioning Recommendations Task 8: Conduct Solution Analysis Task 9: Develop and Submit Draft and Final Reports Task 10: Develop and Administer an Employee Appeals Process Task 11: Develop Recommendations for Compensation Administration Task 12: Provide Revised Class Descriptions and FLSA Determinations Task 1.0 Project Initiation TASK GOALS • Finalize the project plan with the City. • Gather all pertinent data. • Finalize any remaining contractual negotiations. • Establish an agreeable final time line for overall process, milestones, and deliverables. • Conduct an initial meeting. TASK ACTIVITIES 1.1 Discuss with the CPM and any other staff the following objectives: • understand the City’s objectives for this project, mission and current compensation philosophy (if any); • review our proposed methodology, approach, and project work plan to identify any necessary revisions; • reach agreement on a process and timeline for the project including all assignments and project milestones/deliverables, 50 Evergreen Solutions, LLC Page 2-14 beginning and end dates for each phase and additional meetings; • 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 scale will reinforce current and future goals. 1.3 Obtain relevant materials, including: • related background documents; • 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, and salary schedule(s); and classification system; and • personnel policies and procedures. 1.4 Review and edit the project work plan and submit a schedule for the completion of each project task. 1.5 Schedule and conduct initial meeting with the City Manager, HR Director, and the City’s Senior Management Team, as necessary, to assure an understanding of project objectives. KEY PROJECT MILESTONES • Comprehensive project management plan • Comprehensive database of City employees • Initial meeting Task 2.0 Evaluate the Current System TASK GOALS • Conduct a comprehensive preliminary evaluation of the City’s current pay scale and existing classification plan. • Review related background documents. 51 Evergreen Solutions, LLC Page 2-15 TASK ACTIVITIES 2.1 Obtain the existing pay structure and compensation philosophy for the City. Look for potential problems and issues to be resolved. Review related background documents, including the current pay scale with associated cost of living adjustments and the existing classification system. 2.2 Review the grouping of current classifications with the job analysis and provide recommendations of any changes. 2.3 Determine the strengths and weaknesses of the current pay scales for the City and review current pay grades and identify any pay compression issues that need to be addressed. 2.4 Complete an assessment of current conditions that details the pros and cons of the current system for the City as well as highlights areas for potential improvement in the final adopted solution. KEY PROJECT MILESTONES • Review of existing compensation plan(s) • Review related background documents • Assessment of current conditions Task 3.0 Collect and Review Current Environment Data TASK GOALS • Conduct statistical and anecdotal research into the current environment within the City. • Guide subsequent analytical tasks. • Conduct orientation sessions. • Perform job analysis TASK ACTIVITIES 3.1 Schedule and conduct City employee orientation sessions to describe the scope of work and methodology. 3.2 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. 52 Evergreen Solutions, LLC Page 2-16 3.3 Hold focus groups with a sample of employees to obtain additional relevant information and statistical/anecdotal data on specific compensation issues and policies. 3.4 Work with the CPM to administer the Job Assessment Tool (JAT) and Management Issues Tool/(MIT). Our staff utilizes a web- based tool for data collection. Paper copies can be provided for classifications without computers or Internet access. We will seek approval from the CPM before distribution of the JAT/MIT questionnaire. 3.5 Review any data provided by the City that may provide additional, relevant insight. 3.6 Review internal career ladders/promotional opportunities and make recommendations as appropriate. KEY PROJECT MILESTONES • JAT and MIT distribution • Department head interviews • Employee focus groups and orientation sessions Task 4.0 Evaluate and Build Projected Classification Plan TASK GOALS • Identify the classification of existing positions utilizing Evergreen’s job evaluation system. • Review JAT responses. • Characterize internal equity relationships within the City. TASK ACTIVITIES 4.1 Review all draft class specifications with the CPM. 4.2 Review the work performed by each classification and score. Include an evaluation of supervisory comments. 4.3 Review JAT scores and identify the classification of positions. Review and perform job analysis for each job in the City, utilizing specific duties in the class descriptions, questionnaires, interviews, and on-site observation and score. Include an evaluation of supervisory comments. 4.4 Schedule and conduct additional follow up interviews, as needed, with employees for jobs where uncertainty exists over data obtained from the JATs. 53 Evergreen Solutions, LLC Page 2-17 4.5 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 and spacing between jobs would be determined. Classification groups will contain jobs with similar duties performed, knowledge, skills, abilities, and minimum qualifications required. 4.6 Review recommendations with the CPM. KEY PROJECT MILESTONES • JAT scores by class • Recommended classification changes • Preliminary job structure based on internal equity Task 5.0 Identify List of Market Survey Benchmarks and Approved List of Targets TASK GOALS • Reach an appropriate number and identify the proper benchmark positions for the external labor market assessment of salary. • Identify and develop a comprehensive list of targets for conducting a successful external labor market assessment of salary. TASK ACTIVITIES 5.1 Identify the list of classifications (benchmarks) to include in the labor market assessment, taking into consideration geographic applicability, specific job comparability, and departmental structure. Note: Evergreen will work with the CPM to select up to 60 classifications to use as benchmarks for the salary survey. 5.2 Finalize the list of positions with the CPM. 5.3 For each employee group review with the CPM peer organizations, including both public and private sector employers, to use as targets for the salary survey. Note: Evergreen will work with the CPM to select up to 20 targets for the salary survey. 5.4 Develop a preliminary list of organizations for the external labor market survey of salary, placing a comparative emphasis on characteristics such as: • size of the organization; 54 Evergreen Solutions, LLC Page 2-18 • geographic proximity to Tybee Island and Chatham County area; • economic and budget characteristics; and • other demographic data. 5.5 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. 5.6 Review survey methodology with the CPM and refine survey methodology prior to distribution of survey. 5.7 After approval of survey methodology, develop contact list of peer organizations and notify peers of impending survey. KEY PROJECT MILESTONES • Final list of benchmark positions for the external labor market assessment of salary • Initial list of survey peers • Survey methodology • Final list of survey organizations and contacts Task 6.0 Conduct a Market Salary Survey and Provide External Assessment Summary TASK GOALS • Conduct the external labor market salary survey. • Provide a summary of the survey results to the CPM for review. TASK ACTIVITIES 6.1 Prepare a customized external labor market salary survey for the CPM’s approval. Discuss questions and categories for the market survey. 6.2 Contact the targets for electronic completion of the survey. Provide paper copies by fax, if requested. 6.3 Conduct necessary follow-up through e-mails, faxes, and phone calls. 6.4 Collect and enter survey results into Evergreen’s electronic data analysis tools. 6.5 Validate all data submitted. 6.6 Develop summary report of external labor market assessment results. 55 Evergreen Solutions, LLC Page 2-19 6.7 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 7.0 Develop Strategic Positioning Recommendations TASK GOALS • Assess the appropriateness of the City’s existing compensation philosophy • Propose changes to the overall pay scale based on the results of the external labor market wage and benefits survey. • Develop a plan for all employees, providing issue areas and preliminary recommendations for strategic improvement. TASK ACTIVITIES 7.1 Identify the accepted compensation philosophy and accompanying thresholds. 7.2 Using the market salary data collected in Task 5.0, and the classification data reviewed in Task 4.0, as well as internal equity (with proper consideration of the financial condition of the jurisdiction), review each classification for appropriate assignment and determine the proper pay scale including number of grades, steps, and ranges. 7.3 Identify highly competitive positions within the City and customize recommendations for compensation where required. 7.4 Produce a pay scale(s) that best meets the needs of the City from an internal equity and external equity standpoint. KEY PROJECT MILESTONES • Proposed compensation strategic direction, taking into account internal and external equity • Plan for addressing unique, highly competitive positions Task 8.0 Conduct Solution Analysis TASK GOALS • Conduct analysis comparing classification values. 56 Evergreen Solutions, LLC Page 2-20 • Survey results for the benchmark positions. • Propose several possible changes for implementation. TASK ACTIVITIES 8.1 Conduct regression analysis or other appropriate techniques to properly slot each classification into the proposed pay scale. 8.2 Place all classifications into pay grades based on Task Activity 8.1. Sort alphabetically by job class title, in descending order by range, and by old class title and new class specifications. 8.3 Propose changes for consideration to the overall pay scale that take into consideration geographic applicability, specific job comparability, and departmental structure; as well as the findings from the Classification, Pay and Benefits Analysis. Identify and prepare a range of compensation policy alternatives. 8.4 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 ad prepare a range of compensation policy alternatives. Provide recommendations as to which implementation solutions may be utilized individually and which should only be adopted as a package. 8.5 Meet with the CPM to discuss the proposed potential changes to the overall pay scale. 8.6 Determine the best solution to meet the City’s needs in the short- term and long-term. 8.7 Document the accepted solution. KEY PROJECT MILESTONES • Initial regression analysis • Potential changes • Documented final solution Task 9.0 Develop and Submit Draft and Final Reports TASK GOALS • Develop and submit a draft and final report of the Comprehensive Employee Compensation/Classification Study to the CPM. • Prepare the Final Report. • Presentation of Final Report. 57 Evergreen Solutions, LLC Page 2-21 TASK ACTIVITIES 9.1 Produce a comprehensive draft report that outlines the methodology and documents the results of each previous step including all market research, and consultant recommendations. Note: The draft report for Part 1 of this study (Public Safety employees) will be delivered by January 31, 2020. The draft report for Part 2 of this study (all other City employees) will be delivered by May 1, 2020. 9.2 Submit the comprehensive draft report to the CPM for review and approval. 9.3 Make edits and submit necessary copies of the Final Report. Note: The Final Report for Part 1 of this study (Public Safety employees) will be delivered by March 2, 2020. The Final Report for Part 2 of this study (all other City employees) will be delivered by June 1, 2020. 9.4 Develop a plan for maintaining recommendations over time. 9.5 Make a presentation of the Final Report to the city Council. KEY PROJECT MILESTONES • Draft and final reports • Final presentation • Implementation and maintenance database Task 10.0 Develop and Administer an Employee Appeals Process TASK GOAL • Conduct employee classification appeals. TASK ACTIVITIES 10.1 Discuss with CPM the methodology and approach for an employee classification appeals process. 10.2 Determine timeline for submission of and determination of appeals. 10.3 Conduct appeals process. 10.4 Design communication tool to inform employees of appeals determination. 10.5 Based on outcome of appeals, incorporate updates in draft and final reports. 58 Evergreen Solutions, LLC Page 2-22 KEY PROJECT MILESTONES • Create appeals process, methodology, and final determinations • Communications plan post appeals determinations Task 11.0 Develop Recommendations for Compensation Administration TASK GOAL • Develop recommendations for a maintenance program so administration by City staff may sustain the recommended compensation and classification system. TASK ACTIVITIES 11.1 Develop recommendations and guidelines for 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; • 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. 11.2 Recommend recruitment/retention strategies, where appropriate. 11.3 Present recommendations to the CPM for review. 11.4 Finalize recommendations. 11.5 Provide instructional information/documentation and training to Human Resources staff to ensure that staff can conduct audits/adjustments consistent with study methods until the next formal study is conducted. KEY PROJECT MILESTONES • Recommendations for compensation administration • Recommendations for recruitment/retention policies • Training 59 Evergreen Solutions, LLC Page 2-23 Task 12.0 Provide Revised Class Descriptions and FLSA Determinations TASK GOALS • Recommend new job descriptions for positions without current descriptions. • Update existing class descriptions. • Create new class descriptions as needed, ensuring FLSA and ADA requirement satisfaction. • Provide final version of all class descriptions/specifications in electronic format (i.e., MS Word). TASK ACTIVITIES 12.1 Assess current class descriptions for form, content, validity, and ADA compliance. Recommend new written job descriptions with the CPM. Assist in preparing written job descriptions for each specific job within the classifications, based. 12.2 Revise classification descriptions based on data gathered from the JAT process. 12.3 Create new class descriptions for new classifications, as needed. Provide complete listing of the allocation of job classes to salary range assignments. 12.4 Make FLSA determinations based on work performed and federal requirements. 12.5 Recommend a systematic, regular process for reviewing job descriptions. 12.6 Provide final version of all class descriptions/specifications in electronic format (i.e., MS Word) after approval by the CPM. KEY PROJECT MILESTONES • Updated class descriptions • New class descriptions as needed 60 Evergreen Solutions, LLC Section 3.0 Agents and Address 61 Evergreen Solutions, LLC Page 3-1 3.0 Agents and Address In this section we provide a brief description of our firm’s organization and services, the qualifications of the staff members we propose for the project team to conduct the Comprehensive Employee Compensation/Classification Study for the City of Tybee Island (City), and a list of similar projects we have conducted or are currently on contract to conduct. 3.1 General Information Evergreen Solutions, LLC is a national, multidisciplinary, public sector management consulting firm, which specializes in working with public sector organizations, including hundreds of local governments, across the nation. Our office is located at 2878 Remington Green Circle, Tallahassee, FL 32308. Our office may be reached via phone at (850) 383-0111 or via email at Jeff@ConsultEvergreen.com. As noted in our cover letter, Jeff Ling, Executive Vice President for our firm has authority to bind our firm to this proposal. His signature is included on the cover letter. We provide a unique approach, rather than the “consulting as usual” method, by partnering with our clients to find innovative, real world solutions to public management. Formed in 2004 to provide a modern, practical alternative to the typical consulting options. Evergreen Solutions is made up of management and information technology professionals as well as strategic partners who came together to form an innovative alternative that places clients and their needs before any individual, model, or corporate goal. Evergreen’s philosophy is based on an understanding 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. 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: pay study and analyses; compensation studies; classification studies; salary and benefits surveys; performance appraisal reviews; workload analyses; staffing studies; workload analyses; disparity studies; training assessments; and strategic planning. Evergreen Solutions was founded with the intent of offering public sector leaders an alternative to the “business as usual” consulting approach. We assists public sector professionals in exercising control over the inter-related elements that determine success or failure. We accomplish this by applying a situation-responsive discipline that emphasizes: full visibility into the entire organization through research and discovery; 62 Evergreen Solutions, LLC Page 3-2 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: extensive experience in conducting pay study and analyses for local governments and other public sector organizations throughout the country; comprehensive experience in all components vital to the successful completion of this engagement; knowledge of relevant Georgia statutes and 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. 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. 3.2 Proposed Project Team Exhibit 3-1 reflects our proposed project management team and personnel assignments. The structure has been designed to clearly define the roles and responsibilities of each part of the Comprehensive Employee Compensation/Classification Study so that there will be no confusion as to who is responsible for any aspect of this engagement with City. 63 Evergreen Solutions, LLC Page 3-3 Exhibit 3-1 Proposed Project Management Organization and Personnel Assignments EVERGREEN SOLUTIONS Project Principal Dr. Jeff Ling, CCP EVERGREEN SOLUTIONS Project Director Ms. Nancy Berkley CITY OF TYBEE ISLAND, GA to be determined EVERGREEN SOLUTIONS Project Consultants Mr. Samuel Wilburn Dr. Angele Yazbec 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 (CPM) will be our reference point throughout the engagement. We will take project direction, leadership, and guidance from the CPM and all project deliverables will be filtered through the CPM 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 Solutions’ Project Director (Project Manager). Evergreen Solutions designates a Project Director for each HR consulting project – identified as the Project Manager in the City’s RFP. The Project Director will work with the Project Principal regarding the scheduling of the project with the CPM. The Project Director will have the most frequent contact with the City and will assign project activities to the Project Consultants, and will ensure that deliverables are met within specified timelines. 64 Evergreen Solutions, LLC Page 3-4 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, review pay plans, collect the data for the salary survey, review and revise job descriptions, and prepare draft and final reports. 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. Our firm is proposing an exceptional team of consultants who have worked together on many similar projects. We always make 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 Employee Compensation/Classification Study for the City. 3.3 Key Personnel The following paragraphs provide summaries of each team member’s qualifications and experience related to his/her role in this engagement. Detailed resumes are included in Appendix B. As required in the RFP, an organizational chart for our entire firm is provided in Appendix D. Project Principal Dr. Jeff Ling Dr. Ling is Executive Vice-President of Evergreen Solutions and has been with the firm since its inception. He is a Certified Compensation Professional (CCP) who has more than 26 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. 65 Evergreen Solutions, LLC Page 3-5 Some of the local government clients that he has worked with, or is currently on contract to work with, include: City of Austin, TX; City of Gonzales, TX; City of Fate, TX; City of Farmers Branch, TX; City of Sunset Valley, TX; City of Fredericksburg, TX; City of Rowlett, TX; City of Pflugerville, TX; City of Duncanville, TX; City of Amarillo, TX; City of Mont Belvieu, TX; Town of Little Elm, TX; Denton County, TX; Travis County, TX; City of Santa Fe, NM; City of Carlsbad, NM; Town of Sahuarita, AZ; Town of Gilbert, AZ; City of Reno, NV; City of Fountain, CO; and many others. Dr. Ling holds a Doctorate’s 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. Nancy Berkley Ms. Berkley is a Manager who has been with Evergreen for more than six years. She has over 30 years human resources experience demonstrating a thorough knowledge of 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 resources in high-volume, transactional service organizations and high-level, consulting organizations. She has excellent conflict resolution, negotiation, and influencing skills. Recent public sector projects that Ms. Berkley has directed or served on the Evergreen Team include: City of Rowlett, TX; City of Pflugerville, TX; City of Farmers Branch, TX; City of Buda, TX; City of Conroe, TX; Town of Little Elm, TX; Brazoria County, TX; City of Page, AZ; Sedgwick County, KS; Jefferson County, MO; Lee County Commission, AL; City of Alpharetta, GA; City of Brookhaven, GA; City of Commerce, GA; City of Woodstock, GA; City of Stockbridge, GA: City of Dalton, GA; City of Tybee Island, GA; City of Garden City, GA; and many others. Project Consultant Mr. Samuel Wilburn Mr. Samuel Wilburn is a Consultant with Evergreen and is a former engineer who possesses a strong background in qualitative and quantitative analysis at the professional level. He is able to apply his knowledge and skills as a Consultant for Evergreen through various functions including: conducting market research and collecting compensation data, utilizing job assessment tools to analyze different job classifications, running regression analyses and recommending 66 Evergreen Solutions, LLC Page 3-6 appropriate pay grades, editing job descriptions, and preparing performance evaluation files. He is also responsible for developing and maintaining project solution files which comprise of multiple alternatives geared toward bringing salaries to more market-competitive levels and their total cost estimates for implementation. In addition, he assists in preparing presentations and research reports for clients. Recent Projects that Mr. Wilburn has been involved with include: a Classification and Compensation Study for the City of Conroe, TX; a Compensation and Classification Study for Brazoria County, TX; a Classification, Pay and Benefits Study for Lee County Commission, AL; a Wages and Salaries Compensation Study for the City of Stockbridge, GA; a Salary Review for the City of Brookhaven, GA; and a Salary Survey for the City of Dunwoody, GA; a Classification and Compensation Study and Analysis for the City of Villa Rica, GA; a Compensation Market Study and Survey for Forsyth County, GA; a Pay and Classification Study for Worth County, GA; a Compensation and Benefits Study for Cherokee County, GA: and many others. Mr. Wilburn has an MBA with emphasis in Human Resources and a Bachelor’s of Science dual degree in Civil and Environmental Engineering from Florida State University. He also holds a Building Contractor’s license in the State of Florida. Project Consultant Dr. Angele Yazbec Dr. Angele Yazbec is a Senior Analyst with Evergreen. She possesses a Ph.D. in Cognitive Psychology from Florida State University, and has a strong background in quantitative and qualitative analysis. She is able to apply her knowledge and skills as a Senior Analyst for Evergreen through various functions including: conducting market research and collecting compensation data, running regression analyses and recommending appropriate pay grades, and editing job descriptions. Recent projects that Dr. Yazbec has been involved with include: a Compensation and Classification Study for Brazoria County, TX; a Compensation/Benefits Study and Analysis for the City of Woodstock, GA; a Compensation Plan Update for the City of Garden City, GA; a Compensation study for the City of Dalton, GA; and a Comprehensive Compensation and Classification Study for City of Forest Park, GA; and a Compensation Study for City of Hagerstown, MD. 3.4 Select Relevant Experience Clients nationwide have been successfully implementing recommendations from our team of professional consultants for decades. Exhibit 3-2 includes a list of select local government clients, many of these involving public safety positions, which Evergreen Solutions has worked with, or is currently on contract to work with in providing work similar in scope to the services being requested by the City. 67 Evergreen Solutions, LLC Page 3-7 Exhibit 3-1 Select List of Local Government Clients City of Alpharetta, GA City of North Miami Beach, FL City of Goose Creek, SC St. Charles County, MO City of Brookhaven, GA City of Ocala, FL City of Lancaster, SC City of Amarillo, TX City of Chamblee, GA City of Orlando, FL City of Mauldin, SC City of Austin, TX City of Commerce, GA City of Palm Beach Gardens, FL Town of Cheraw, SC City of Conroe, TX City of Dahlonega, GA City of Panama City Beach, FL Town of Hilton Head Island, SC City of Duncanville, TX City of Dalton, GA City of Panama City, FL Town of Moncks Corner, SC City of Farmers Branch, TX City of Douglasville, GA City of Parkland, FL Town of Mount Pleasant, SC City of Fate, TX City of Dublin, GA City of Pensacola, FL Berkeley County, SC City of Fredericksburg, TX City of Dunwoody, GA City of Plant City, FL Charleston County, SC City of Lakeway, TX City of Fayetteville, GA City of Plantation, FL Dorchester County, SC City of Mont Belvieu, TX City of Forest Park, GA City of Punta Gorda, FL Spartanburg County, SC City of Pflugerville, TX City of Garden City, GA City of Sarasota, FL City of Raleigh, NC City of Rowlett, TX City of Kingsland, GA City of St. Cloud, FL Buncombe County, NC City of Sachse, TX City of Roswell, GA City of St. Petersburg, FL Davie County, NC City of Seguin, TX City of Savannah, GA City of Sunny Isles Beach, FL Duplin County, NC City of Sunset Valley, TX City of Statesboro, GA City of Temple Terrace, FL Franklin County, NC Town of Little Elm, TX City of Stockbridge, GA City of Venice, FL Gaston County, NC Brazoria County, TX City of Tybee Island, GA City of Winter Park, FL Guilford County, NC Denton County, TX City of Villa Rica, GA Alachua County, FL Lee County, NC Fort Bend County, TX City of Woodstock, GA Bay County, FL New Hanover County, NC Travis County, TX. Cherokee County, GA Brevard County, FL Transylvania County, NC City of Broken Arrow, OK Douglas County, GA Charlotte County, FL Union County, NC City of Bloomington, IN Forsyth County, GA Citrus County, FL City of Covington, VA Mahoning County, OH Lumpkin County, GA Flagler County, FL City of Fredericksburg, VA City of Annapolis, MD Worth County, GA Gadsden County, FL City of Newport News, VA City of Hagerstown, MD City of Alachua, FL Gulf County, FL City of Suffolk, VA City of Hyattsville, MD City of Bartow, FL Hernando County, FL City of Williamsburg, VA City of Westminster, MD City of Cape Coral, FL Highlands County, FL Alleghany County, VA Allegany County, MD City of Clermont, FL Leon County, FL County of Culpeper, VA Charles County, MD City of Coral Springs, FL Manatee County, FL County of Northampton, VA Washington County, MD City of Dania Beach, FL Martin County, FL County of York, VA Kent County Levy Court, DE City of Daytona Beach, FL Miami-Dade County, FL Essex County, VA City of Pittsburgh, PA City of Daytona Beach Shoes, FL Monroe County, FL Gloucester County, VA County of Allegheny, PA City of Deltona, FL Osceola County, FL Isle of Wight County, VA County of Montgomery, PA City of Destin, FL Palm Beach County, FL James City County, VA Ulster County, NY City of Doral, FL Pinellas County, FL King George County, VA Town of Colchester, VT City of Fort Myers, FL Santa Rosa County, FL Loudoun County, VA Sedgwick County, KS City of Fort Walton Beach, FL Sarasota County, FL Louisa County, VA City of Hobbs, NM City of Ft. Myers, FL Seminole County, FL Montgomery County, VA City of Santa Fe, NM City of Gainesville, FL Sumter County, FL Prince George County, VA City of Fountain, CO City of High Springs, FL City of Foley, AL Prince William County, VA City of Manitou Springs, CO City of Holmes Beach, FL Baldwin County, AL Spotsylvania County, VA Ouray County, CO City of Jacksonville Beach, FL Lee County Commission, AL Surry County, VA City of Page, AZ City of Jacksonville, FL Marshall Co. Personnel Board, AL City of Branson, MO Town of Sahuarita, AZ City of Key West, FL Blount County, TN City of Lee’s Summit, MO Ogden City Corporation, UT City of Kissimmee, FL City of Chester, SC Clay County, MO City of Reno, NV City of Lake City, FL City of Columbia, SC Jackson County, MO City of Albany, OR City of Largo, FL City of Conway, SC Jefferson County, MO Spokane County, WA 68 Evergreen Solutions, LLC Page 3-8 Because Evergreen has conducted hundreds of compensation and classification studies throughout the country, we include in this section our local government work, as well as our public sector work, as it relates to the services being requested by the City. 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. Compensation Study City of Dalton, Georgia Evergreen Solutions is retained by the City of Dalton to conduct a Compensation Study. Evergreen Solutions will identify appropriate benchmarking standards and conduct a total compensation survey with comparable municipalities and private sector employers, when applicable. Survey data will be provided to the City in a usable electronic format for analysis for each position. Evergreen Solutions will review of total compensation system, identify potential pay compression and/or inequities (both internally and to the market), and provide recommendations. 69 Evergreen Solutions, LLC Page 3-9 Compensation and Classification Study and Analysis City of Dublin, Georgia Evergreen Solutions was retained by the City of Dublin to conduct a Classification and Compensation Study. The purpose of the study was to address changes in City operations and staffing over the past decade, which may have affected the type, scope, and level of work being performed. The objectives of the study were to: attract and retain qualified employees; ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together; provide salaries commensurate with assigned duties; outline promotional opportunities and provide recognizable compensation growth; provide justifiable pay differential between individual classes; and maintain a competitive position with other comparable government entities and private employers within the same geographic areas. Compensation and Benefits Study and Analysis City of Dahlonega, Georgia Evergreen Solutions was engaged with the City of Dahlonega to conduct a comprehensive classification, compensation, and benefit study and analysis of its workforce. Evergreen Solutions’ consultants evaluated 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 Solutions reviewed all current job descriptions and analyzed 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 Solutions also analyzed all existing job family classifications, pay grades and salary ranges, and recommended modifications as necessary as well as analyzed all existing FLSA classifica tions and recommended modifications, as necessary. Compensation Study City of Statesboro, Georgia Evergreen Solutions was engaged with the City of Statesboro to review and update the City’s Classification and Compensation Plan for its 300 employees. The primary goals of this project were to: ensure job descriptions accurately reflect work performed; identify career ladders/promotional opportunities for each classification; determine the City’s competitive position within the marketplace; and identify any 70 Evergreen Solutions, LLC Page 3-10 weaknesses within the components of the City’s existing compensation plan that may negatively impact the organization’s ability to attract and retain talented employees. Evergreen Solutions recommended appropriate salary ranges for existing or proposed positions based on the classification study and the compensation survey results. Classification and Compensation Study and Analysis City of Villa Rica, Georgia Evergreen Solutions was retained by the City of Villa Rica to conduct a Classification and Compensation Study and Analysis. The purpose of the study was to address changes in City operations and staffing over the past years, which may have affected the type, scope, and level of compensation and work being performed. The primary objectives of the study were to: attract and retain qualified employees; ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together; provide salaries commensurate with assigned duties; outline promotional opportunities and provide recognizable compensation growth; provide justifiable pay differential between individual classes; and maintain a competitive position with other comparable government entities and private employers within the same geographic areas. Classification and Compensation Study City of Commerce, Georgia Evergreen Solutions was retained by the City of Commerce to conduct a Classification and Compensation Study. The scope of the study included the following: reviewing and updating or rewriting job descriptions; working with City management to revise the existing pay plan and structure; evaluating the current salary structure; and compensation levels for all employees and recommending the appropriate adjustments. Comprehensive Compensation and Classification City of Forest Park, GA Evergreen Solutions is retained to conduct a comprehensive market survey, evaluate internal and external compensation equity, review and update current classification/pay system including review of performance evaluation instrument, pay structure, and existing job descriptions. A comprehensive review, evaluation, and comparison against other municipalities of their current benefits programs will also 71 Evergreen Solutions, LLC Page 3-11 be conducted to include all health plans; medical, dental, vision, life, retirement/pension, paid time off, STD/LTD, as well as any other benefits available of which the City of Forest Park may not currently be taking advantage. Also, conducting a review of current practices, policies, and procedures. Areas that should be included, but are not limited to: Recruitment and Hiring, Promotional, Disciplinary and Termination Procedures. A benefits survey will also be conducted. Pay and Classification Study City of Fayetteville, Georgia Evergreen Solutions was retained by the City of Fayetteville to conduct a Pay and Classification Study. The goal of the project was to develop a classification and compensation plan that fairly and equitably recognized and rewards current and future employees and attracts highly-qualified candidates for City positions. Evergreen Solutions performed the following tasks: reviewed all current job descriptions and analyzed the same for knowledge, skills, abilities, education, experience, relevance, internal consistency, job definitions and summaries, distinguishing characteristics, supervision received and exercised, conformity with ADA relative to essential job functions (including physical demands), conformity with other applicable federal and state laws and regulations, and special requirements, including licensing and certifications; analyzed all existing job family classifications, pay grades, and salary ranges and recommended modifications as necessary; recommended new job titles/job descriptions as necessary; analyzed all FLSA classifications and recommend modifications as necessary; established appropriate benchmarking standards and conducted salary surveys as needed for similar positions with comparable other local governments, as needed; identified potential pay compression issues and provided alternative solutions and recommended appropriate salary range for each position based on the classification plan, the compensation survey results, and internal relationships and equity; and developed and provided a straightforward, easily understandable maintenance system that could be used to keep the classification system updated and equitable. 72 Evergreen Solutions, LLC Page 3-12 Evergreen Solutions also reviewed relevant portions of the City’s Personnel Policies and Procedures and, when applicable, recommended any changes needed in relation to classification and compensation. Note: Evergreen Solutions was again hired by the city of Fayetteville to conduct a Staffing Study in 2018. Comprehensive Position Classification and Compensation/Benefits Study and Analysis City of Woodstock, Georgia Evergreen Solutions is retained by the City of Woodstock to conduct a Comprehensive Position Classification and Compensation/Benefits Study and Analysis. Evergreen Solutions will evaluate internal and external compensation equity as well as review and update the current classification/pay system, including a review of the performance evaluation instrument, pay structure, and existing job descriptions. In addition, Evergreen Solutions will evaluate and compare the City’s salaries and benefits (include all health and welfare plans; medical, dental, vision, life, STD/LTD, retirement/pension, paid time off, 457/401) against other competing municipalities. Classification and Compensation Study 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 Solutions 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 analyzed 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. 73 Evergreen Solutions, LLC Page 3-13 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 recommended modifications as necessary. Analyzed all existing FLSA classifications and recommended modifications as necessary. Identified potential pay compression issues and provided alternative solutions. Note: Evergreen Solutions recently conducted a Classification and Compensation Plan Update for the City. Employee Classification and Compensation Study City of Savannah, Georgia Evergreen Solutions was engaged with the City of Savannah to conduct an Employee Classification and Compensation Study for its workforce of 2,500 employees. Evergreen Solutions developed a comprehensive job classification system that accommodated the City’s need for a flexible, internally and externally equitable, defensible, market sensitive and easily administered system for all current and future jobs within the City. Evergreen Solutions established career paths for occupations, provide clear distinctions in different job levels, established performance standards/job qualifications for all newly created job classifications, produced job descriptions that were legally defensible and are in accordance with ADA and FLSA, assigned classifications to pay ranges designed by the City that were labor market appropriate, and trained Human Resource staff so that they could 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. Evergreen Solutions further assisted the City in formulating a formal compensation philosophy and developing a compensation system for all job classifications based upon the adopted compensation philosophy. Evergreen Solutions identified 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. 74 Evergreen Solutions, LLC Page 3-14 Comprehensive Classification and Compensation Study City of Garden City, Georgia Evergreen Solutions was retained by the City of Garden City to conduct a Comprehensive Classification and Compensation Study for its workforce. The primary objectives of the Classification and Compensation Study were to: attract and retain qualified workers who would be paid equitable salaries; provide fair salaries for all workers of the City; and provide a salary structure that enabled the City to maintain a competitive position with other cities and companies within the same geographic area. To accomplish this, Evergreen Solutions: worked with the City’s management staff to identify a market position for the City; developed a comprehensive labor market salary survey for the Chatham County area and surrounding municipalities that reflected both cities and private industry; analyzed existing internal hierarchy based on job relationships, identified problem areas within the internal hierarch system, and proposed implementation methods to correct identified problems; reviewed current classification grade methodology, and proposed recommended strategies for the City of Garden City; and developed a pay plan identifying specific parameters (i.e., percent spreads between ranges and within ranges). In the end, Evergreen Solutions prepared a cost analysis for positions that fell below the proposed minimum salaries following reclassification and developed recommendations and an instrument for the ongoing internal administration and maintenance of the proposed classification/compensation plan. Note: Our firm was rehired and is currently involved with the City of Garden City to conduct a Compensation Plan Update. Comprehensive Classification and Compensation Study City of Tybee Island, Georgia Evergreen Solutions was retained by the City of Tybee Island to conduct a Comprehensive Compensation and Classification Study. Evergreen Solutions’ consultants reviewed the City’s current compensation plan (salary grade levels and steps) to understand the current challenges of recruiting and retaining employees and identified and recommended a consistent and competitive market position that the City could strive to maintain based on a salary survey of both private and public sector peer organizations. In the end, Evergreen Solutions recommended an appropriate salary range for each position in the City based on a review and analysis of the classification plan, the compensation survey results, internal relationships, and external and internal equity. Evergreen Solutions prepared a new salary structure based on results of the salary survey and best practices and developed guidelines to assist 75 Evergreen Solutions, LLC Page 3-15 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. Evergreen Solutions further provided recommendations for the ongoing internal administration and maintenance of the proposed compensation and classification plan. Salary and Benefits Survey City of Roswell, Georgia Evergreen Solutions was retained by the City of Roswell to conduct a Salary and Benefits Survey. Evergreen Solutions examined wages and benefits of the City’s employees as compared to public and private sector entities in Georgia and surrounding areas to determine whether the City’s wages and benefits were competitive in the market. Classification and Compensation Plan Development City of Brookhaven, Georgia Evergreen Solutions was engaged with the City of Brookhaven to develop a Classification and Compensation Plan. The primary goals of this project was to: ensure job descriptions accurately reflect work performed; identify career ladders/promotional opportunities for each classification; determine the City’s competitive position within the marketplace; determine the relative value and competitive positioning of each compensation area; and identify any weaknesses within the components of the City’s existing compensation plan that may negatively impact the organization’s ability to attract and retain talented employees. Evergreen Solutions recommended appropriate salary ranges for existing or proposed positions based on the classification study and the compensation survey results. Evergreen Solutions also recommended a performance management and evaluation program, including a comprehensive evaluation form and rating system for fiscal year 2016 implementation. The evaluation plan included a performance-based component. Note: Evergreen Solutions was again hired by the City of Brookhaven to conduct a Salary Review in 2019. 76 Evergreen Solutions, LLC Page 3-16 Compensation and Benefits Study Forsyth County, Georgia Evergreen Solutions was engaged with Forsyth County to conduct a Compensation and Benefits Survey for the various departments/ offices of the County. The objective of the survey was 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 Solutions’ consultants reviewed the current compensation plan and salary grade levels to understand the current challenges facing the County in recruiting and retaining employees. Evergreen Solutions surveyed comparable labor markets competing with the County for labor in the greater metro Atlanta labor market and comparable public organizations. The survey was 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 was competitive with other public organizations in the greater metro Atlanta labor market in its total compensation package. In the end, Evergreen Solutions prepared a final report of findings with written recommendations regarding specific classifications, salary market adjustments, and preferred benefit package and recommended any necessary salary range changes for the County’s job classifications. Compensation and Benefits Study Cherokee County, Georgia Evergreen Solutions was retained by Cherokee County to conduct a Compensation and Benefits Study. Evergreen Solutions worked directly with County leadership to update job descriptions for every position, evaluate FLSA classifications, created a common template for all job descriptions, identified a set of comparable public and private organizations, and gathered relevant compensation and benefit data. Evergreen Solutions assessed total compensation based on both internal and external comparability and developed an updated compensation structure that provided a fair, competitive, transparent, sustainable and fiscally responsible program. Evergreen Solutions also made recommendations for the County’s compensation philosophy and guidelines that included longer term trends, risks and competitive forces, and prepared an analysis outlining the fiscal impact of all recommendations. 77 Evergreen Solutions, LLC Page 3-17 Classification and Compensation Study and Analysis Douglas County, Georgia Evergreen Solutions was engaged with Douglas County to conduct a Classification and Compensation Study and Analysis. Evergreen Solutions will evaluate the County’s present salary structure as compared to the relevant job market for comparable positions in both the private and public sectors. Evergreen Solutions will perform the following tasks: review all current job descriptions and analyze same for knowledge, skills, abilities, education and experience relevance and internal consistency, job definitions & summaries, distinguishing characteristics, supervision received and exercised, conformity with the ADA relative to essential job functions (including physical demands); special requirements including licensing and certifications; review the County’s current Position Classification and Wage Administration Plans and provide 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; analyze all existing job family classifications, pay grades and salary ranges and recommend modifications as necessary; analyze all existing FLSA classifications and recommend modifications as necessary; establish appropriate benchmarking standards and conduct salary surveys as needed for similar positions with comparable Georgia counties as required; identify potential pay compression issues and provide alternative solutions; and develop applicable classification/reclassification questionnaire. Classification and Compensation Study Lumpkin County, Georgia Evergreen Solutions was engaged with Lumpkin County to conduct a comprehensive classification and compensation study of its workforce which assisted the County in updating its current classification plan, revising salary administration guidelines, and developing a strategy to increase employees’ pay to a competitive level that would align with the results of the study. 78 Evergreen Solutions, LLC Page 3-18 Evergreen Solutions provided recommendations to the overall classification, compensation, and performance plan that provided internal equity and would be competitive in the marketplace to attract and retain qualified employees. Evergreen Solutions provided options on ways to keep the pay structure current in future years in order to avoid compression and provided the necessary training for the implementation of the new salary schedules and plans. Evergreen Solutions provided the County with multiple pay scales for both part- and fulltime employees, including pay scales for employees of the Sheriff’s Office and Emergency Services. Pay and Classification Study Worth County, Georgia Evergreen Solutions is retained by Worth County to conduct a Pay and Classification Study. Evergreen Solutions will perform the following tasks: conduct orientation sessions and focus groups for one full day; conduct interviews with department heads/supervisors; administer a Job Assessment Tool (JAT) and Management Issues Tool (MIT); conduct a salary survey among 20 competing jurisdictions to determine competitive wages in the appropriate labor market(s) for 40 benchmark classifications; review job descriptions and provide recommendations for any necessary updates/revisions; and draft and present a final report. Compensation Study City of Pensacola, Florida Evergreen Solutions is engaged with the City of Pensacola to analyze the competitive position of the City by identifying and collecting data for use in conducting a market analysis and wage study. Evergreen Solutions will also update City pay ranges to reflect market analysis results and recommend pay level for current incumbents. We will address these needs by utilizing data from: Escambia County for matching and slotting purposes; and previous Evergreen Solutions surveys to provide comparisons to airport, port, and utility positions. 79 Evergreen Solutions, LLC Page 3-19 Compensation Study City of Hollywood, Florida The City Hollywood retained Evergreen Solutions 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 Solutions 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 Solutions 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). Our 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 Solutions concluded the study with recommendations designed to alleviate any strains on the current compensation and classification system. Evergreen Solutions further recommended procedures, policies, and methods to maintain an on-going Classification & Compensations Plan that was performance based, fair and competitive. In addition, our 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 Solutions was hired again to conduct a compensation study of all AFSCME employees (i.e., Professional and Supervisory employees). Compensation Plan Update City of Kissimmee, Florida Evergreen Solutions is currently engaged with the City of Kissimmee to conduct a Compensation Plan Update. Evergreen Solutions will compare and contrast the City’s current salary structure and levels with those of key competing employers so that a determination can be made regarding the City’s competitive position within the marketplace. 80 Evergreen Solutions, LLC Page 3-20 Note: Evergreen Solutions previously performed a Salary, Benefits, and Position Classification Study, beginning in 2007; and a Salary Survey and Job Analysis on Selected Positions in 2014. Compensation, Classification, and Benefits Study City of Palm Beach Gardens, Florida The City of Palm Beach Gardens was on 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, updates the existing classification structure. The City had gone through a considerable reduction in force, which had caused many responsibilities to be shuffled. Note: Evergreen Solutions was again hired in the latter part of 2015 to conduct a Compensation and Classification Plan Update. Human Resource Consulting Services (Compensation Study) City of Orlando, Florida Evergreen Solutions was retained by the City of Orlando to provide human resources consulting services by conducting a compensation study. Evergreen Solutions reviewed the City’s compensation system, selected targets and benchmarks for market comparison, conducted a market survey, and developed strategic positioning recommendations to keep the City’s compensation plan competitive. 81 Evergreen Solutions, LLC Page 3-21 Classification and Compensation Job Classification Analysis City of St. Petersburg, Florida Evergreen Solutions was retained by the City of St. Petersburg to conduct a Job Classification Analysis in order to update and produce approximately 648 legally-compliant job descriptions that would include 6 – 8 core competencies each. Our consultants: analyzed all city job descriptions, both full-time and part-time positions, and determined the core competencies for each classification; and revised classifications and competencies that formed the foundation of the City's recruitment, learning management, performance management, and succession planning programs. Evergreen Solutions met with HR staff and department heads to discuss roles, competency model options, and project processes and adjusted the competency survey that was used in conjunction with the Job Assessment Tool (JAT) that was administered to a representative sample of the City’s 3,150 full- and part-time staff. Evergreen Solutions reviewed the work performed by each classification and scored and reviewed supervisory comments for any anomalies or discrepancies discovered. Evergreen Solutions created task inventory and job families based on JAT responses and organizational charts and identified the degree of overlap in tasks between jobs in similar job families. From this, Evergreen Solutions identified root factors in each task grouping and linked to any underlying behavioral factors. Classification and Compensation Services City of Dunedin, Florida Evergreen Solutions was engaged with the City of Dunedin to provide and Classification and Compensation Services. Evergreen Solutions analyzed each position within the City by conducting interviews; evaluating employee position descriptions and duties; interviewing department heads; assessing classifications within positions; and making FLSA determinations. Evergreen Solutions presented a proposed classification structure to City management, including a cost analysis for positions that would require adjustments. Evergreen Solutions also conducted a comprehensive survey of public and private labor market comparables designed to include salary ranges, and actual salaries to ensure that the City’s compensation was equitable and competitive relative to internal factors and external markets. 82 Evergreen Solutions, LLC Page 3-22 Classification and Compensation Study City of Cocoa, Florida Evergreen Solutions was hired by the City of Cocoa, located in Brevard County, to conduct a Classification and Compensation Study for its 444 employees. Evergreen Solutions’ consultants performed a comprehensive survey of the City’s job classifications, pay structures and benefits and provided recommendations to the City for implementation of the proposed changes in order for the City to maintain internal and external equity. The City’s objectives for the study was: to attract and retain qualified workers who will be paid an equitable salary and benefit package; 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. The City’s current Pay and Classification Plan consisted of four different classifications: General Employees: The current pay structure is set up in pay grades with steps (varying in numbers, up to 16 steps). Laborers’ International Union of North America (LIUNA): These positions consist of 16 different pay grades with established minimum and maximum pay ranges. Coastal Florida Police Benevolent Association (PBA): These positions consist of three (3) different pay grades with established minimum and maximum pay ranges. International Association of Firefighters (IAFF): These positions consist of two different pay grades with established minimum and maximum pay ranges. Compensation Analysis City of Orange City, Florida Evergreen Solutions was engaged with the City of Orange City to conduct a Compensation Analysis. Our consultants estimated the City’s market position, refined pay plan, and slotted incumbents based on data that was collected from the region. 83 Evergreen Solutions, LLC Page 3-23 Compensation Study City of Hollywood, Florida The City Hollywood retained Evergreen Solutions to conduct a compensation study of all non-represented employees and then again for AFSCME employees (i.e., approximately 66 Professional and Supervisory employees in 38 different job classifications). 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 Solutions 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 Solutions 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). Our 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 Solutions concluded the study with recommendations designed to alleviate any strains on the current compensation and classification system. Evergreen Solutions further recommended procedures, policies, and methods to maintain an on-going Classification & Compensations Plan that was performance based, fair and competitive. In addition, our 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. 84 Evergreen Solutions, LLC Section 4.0 Structure and Content of Work Product 85 Evergreen Solutions, LLC Page 4-1 4.0 Structure and Content of Work Product A detailed breakdown and description of the specific steps, services, and study products that will be provided are described throughout our Detailed Work Plan in Section 2. Evergreen Solutions typically includes the following chapters in a final report for a Compensation Study: Chapter 1: Introduction - This chapter provides an introduction into the study and describes the necessary steps that will take place. Chapter 2: 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 3: Market Summary - This chapter provides results of the market salary survey. Chapter 4: Recommendations - This chapter summarizes the proposed recommendations based on the findings from the previous chapters. The recommendations generally include three different categories: Compensation Analysis, Administration, and Summary. A sample final report from a similar study is included in Appendix C. Our firm will work with the City of Tybee Island to determine their computer and software compatibility preferences. We routinely work with large data sets, both in MS Excel, MS Access and SSPS. Often, these electronic files include thousands of individual records and multiple attributes for each record. With SSPS statistical software, Evergreen has the capacity to provide data files, syntax, and output for each evaluation project. 86 Evergreen Solutions, LLC Section 5.0 Work Schedule 87 Evergreen Solutions, LLC Page 5-1 5.0 Work Schedule Evergreen Solutions possesses the ability, staff, skills, and tools to conduct a Comprehensive Employee Compensation/Classification Study for the City of Tybee Island within six months of the project start date and following the signing of the contract. This estimated timeline is based on a tentative start date of December 1, 2019, and a completion date of June 1, 2020, as shown in Exhibit 5-1. 88 Evergreen Solutions, LLC Page 5-2 Exhibit 5-1 Project Timeline 1.0 - Project Initiation 2.0 - Evaluate the Current System 3.0 - Collect and Review Current Environment Data 4.0 - Evaluate and Build Projected Classification Plan 5.0 - Identify List of Market Survey Benchmarks and Approved List of Targets 6.0 -Conduct a Market Salary Survey and Provide External Assessment Summary 7.0 -Develop Strategic Positioning Recommendations 8.0 - Conduct Solutions Analysis 9.0 - Develop and Submit Draft and Final Reports 10.0 - Conduct an Employee Appeals Process 11.0 - Develop Recommendations for Compensation Administration 12.0 -Provide Revised Class Descriptions and FLSA Determinations DECPROJECT TASKS FEBJAN MAYMARAPR 2019 2020 89 Evergreen Solutions, LLC Section 6.0 References 90 Evergreen Solutions, LLC Page 6-1 6.0 References In this section, we have provided the following references that we feel demonstrate comparable services as it relates 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. Additional references are available upon request. We also include what some of our clients are saying about our work. 6.1 References Compensation Study City of Statesboro, Georgia Contact Information: Jeff Grant, Former Director of Human Resources Current Human Resources Director for the City of Savannah, Georgia; 2 East Bay St., Savannah, GA 31401 (912) 651-6484; jgrant@savannahga.gov Salary Survey City of Dunwoody, Georgia Contact Information: Nicole Stojka, Human Resources Director City of Dunwoody; 4800 Ashford Dunwoody Road, Dunwoody, Georgia 30338 (678) 382-6755; Nicole.Stojka@dunwoodyga.gov Classification and Compensation Study and Analysis Douglas County, Georgia Contact Information: Frederick Perry, Human Resources Director Douglas County; 8700 Hospital Drive, Douglasville, Georgia 30134 (770) 920-7277; fperry@co.douglas.ga.us Compensation Salary Study and Survey Forsyth County, Georgia Contact information: Pat Carson, Personnel Services Director Forsyth County, Personnel Services; 110 E. Main Street, Suite 230, Cumming, Georgia 30040 (770) 781-3088; PGCarson@forsythco.com 91 Evergreen Solutions, LLC Page 6-2 Compensation Plan Update City of Garden City, GA Contact Information: Ron Feldner, City Manager (912) 966-7777; RFeldner@gardencity-ga.gov 6.2 What Our Clients Are Saying The following quotes were taken from some of our clients as they relate to the human resource work we have performed. “Evergreen offered us a number of communication tools and great information to keep us on top of the changing human resource world.” “They made themselves available for phone calls, email inquiries, and site visits time and time again, often with short notice.” “I know Jeff Ling and the entire Evergreen staff to be excellent service providers and would recommend them highly.” Beth Stefek, Director of Human Resources City of Kissimmee, FL “Evergreen maintained frequent interaction and was very accessible.” “The draft and final products were excellent and staff was flexible on input and feedback.” “Evergreen completed the project within our timeframe.” Margie Moale, Human Resources Director City of Plantation, FL “Evergreen exceeded our expectations.” Dale Pazdra, Director of Human Resources City of Coral Springs, FL “Evergreen’s Project Director was very accessible.” Jerry Haines, Human Resources Manager Hernando County, FL “Evergreen’s Project Director was extremely accommodating. We were very satisfied.” Teresa Aguiar, Employee Services Director Monroe County, FL 92 Evergreen Solutions, LLC Page 6-3 “Evergreen was very competent, highly professional, and easy to work with.” Dale Garcia, Former Human Resources Director (Retired) Manatee County, FL “Excellent interaction, responsive, and accessible throughout the project.” Sheryl Stewart, Human Resources Administrator City of Palm Beach Gardens, FL “Final product was outstanding.” Randy Swing, President Association for Institutional Research, FL “I would rate the professionalism of staff very high.” Stacie Mason, Human Resources Director City of Sarasota, FL “Our assigned team was wonderful to work with. They were always available, responsive, and never in a hurry to answer all questions.” Mercedes Perez, Director of Human Resources & Risk Management City of Plant City, FL “Implemented all of Evergreen’s suggestions.” Pat Carson, Personnel Services Director Forsyth County, GA “Very Happy… Will Definitely use Evergreen Again!” Jim Harner, Director of Human Resources City of Roswell, GA “I am so excited by this study. It’s really going to put us in a great position competitively going forward. And being able to do our own assessments in house will be great for us! Evergreen has done a really terrific job!” Sandra Pate, Assistant City Administrator/Human Resources Director City of Foley, AL “Evergreen’s staff were very professional and prompt with responses.” Kim Pendergraff, CPM Texas City Management Association 93 Evergreen Solutions, LLC Page 6-4 “Everyone I was in contact with was extremely professional.” “Evergreen’s Project Director responded to requests promptly and made every effort to work with the City’s requests.” Judy Garza, Human Resources Manager City of Fate, TX “I consider the staff to be very professional and highly competent.” “We were very pleased with the final presentation to the City Council. Information was presented in a concise and accurate manner.” Nona Vogel, Assistant Director of Human Resources City of Seguin, TX 94 Evergreen Solutions, LLC Section 7.0 Cost of Services 95 Evergreen Solutions, LLC Page 7-1 7.0 Cost of Services Evergreen Solutions, LLC is pleased to present our proposed costs to conduct a Comprehensive Employee Compensation/Classification Study (Study) for the City of Tybee Island (City). We are committed to providing the highest quality consulting services to our client partners for a reasonable price. Our firm 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 2 of our proposal is $37,000. 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: Our cost includes up to three trips to the City during the course of the study. Our preferred fee schedule is: • 25 percent upon submission of the Draft Report for Part 1 of the Study • 25 percent upon completion of Part 1 of the Study • 25 percent upon submission of the Draft Report for Part 2 of the Study • 25 percent upon completion of Part 2 of the Study We are willing to negotiate the time, scope, and cost of the basic tasks, or any other options that the City wishes to identify. Attachment E, identifying the total cost and the cost for Parts 1 and 2 of this study, is provided in Appendix A. 96 Evergreen Solutions, LLC Section 8.0 Other 97 Evergreen Solutions, LLC Page 8-1 8.0 Other As required, all forms contained in the Request for Proposal (RFP NO. 2019-741) and all addenda are included in Appendix A. Evergreen Solutions does not take any exceptions to anything included in the RFP. Our proposal does not contain any trade secrets. 98 Evergreen Solutions, LLC Appendix A Required Forms 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? INSR ADDL SUBR LTR INSD WVD PRODUCER CONTACT NAME: FAXPHONE (A/C, No):(A/C, No, Ext): E-MAIL ADDRESS: INSURER A : INSURED INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY)(MM/DD/YYYY) AUTOMOBILE LIABILITY UMBRELLA LIAB EXCESS LIAB WORKERS COMPENSATION AND EMPLOYERS' LIABILITY DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) AUTHORIZED REPRESENTATIVE EACH OCCURRENCE $ DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person)$ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $ PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT OTHER:$ COMBINED SINGLE LIMIT $(Ea accident) ANY AUTO BODILY INJURY (Per person)$ OWNED SCHEDULED BODILY INJURY (Per accident)$AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $ OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DED RETENTION $ PER OTH- STATUTE ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $ If yes, describe under E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC # COMMERCIAL GENERAL LIABILITY Y / N N / A (Mandatory in NH) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). COVERAGES CERTIFICATE NUMBER:REVISION NUMBER: CERTIFICATE HOLDER CANCELLATION © 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03) CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) $ $ $ $ $ The ACORD name and logo are registered marks of ACORD 11/15/2019 (850) 386-1111 (850) 385-9827 34932 Evergreen Solutions, LLC 2878 Remington Green Circle Tallahassee, FL 32308 29424 29459 A 1,000,000 CP0008008579 8/17/2019 8/17/2020 300,000 10,000 Excluded 2,000,000 Included 1,000,000A 5204070000654 8/17/2019 8/17/2020 1,000,000A 42600500005900 8/17/2019 8/17/2020 1,000,000 10,000 B 21WECAB8IM0 10/24/2019 10/24/2020 1,000,000 1,000,000 1,000,000 C Professional Liab 21PG0258846 8/17/2019 Each Claim 1,000,000 C Professional Liab 21PG0258846 8/17/2019 8/17/2020 Aggregate 1,000,000 Tybee Island City Hall 403 Butler Avenue Tybee Island, GA 31328 EVERSOL-01 MSTOKES Hub International Florida 1117 Thomasville Road Tallahassee, FL 32303 MAPFRE Insurance Company of Florida Hartford Casualty Insurance Company Twin City Fire Insurance Company X 8/17/2020 X X X X X X X X 128 11/15/2019 129 130 Evergreen Solutions, LLC Appendix B Detailed Resumes 131 Evergreen Solutions, LLC Page 1 Dr. Jeffrey Ling, CCP Project Principal Evergreen Solutions, LLC Dr. Ling’s experience includes human resources, strategic planning, research methodology, and change management. He 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 / Certifications Ph.D., Political Science, Florida State University, 1996 M.S., Political Science, Florida State University, 1993 B.A., Political Science, University of Tampa, 1990 Certified Compensation Professional (CCP), 2016 Board Member, Center for Human Resource Management, Florida State University Professional and Business History Evergreen Solutions, LLC, Executive Vice President, August 2005 – present 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 Relevant Project Experience Local Government and Public Sector Experience Project Principal of a Classification and Compensation Study for Lumpkin County, Georgia Project Principal of a Compensation and Benefits Study for Cherokee County, Georgia 132 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 2 Project Principal of a Compensation and Benefits Survey for Forsyth County, Georgia Project Principal of a Compensation Market Study and Survey for Forsyth County, Georgia Project Principal a Pay and Classification Study for Worth County, Georgia Project Principal of a Classification and Compensation Study and Analysis for Douglas County, Georgia Project Principal of a Wages and Salaries Compensation Study the City of Stockbridge, Georgia Project Principal of a Job Description/Classification Study and Analysis for Douglasville-Douglas County Water and Sewer Authority, Georgia Project Principal of a Classification and Compensation Study and Analysis for the City of Dublin, Georgia Project Principal of a Comprehensive Classification and Compensation Study for the City of Garden City, Georgia Project Principal of a Compensation Plan Update for the City of Garden City, Georgia Project Principal of a Pay and Classification Study for the City of Chamblee, Georgia Project Principal a Classification and Compensation Study and Analysis for the City of Villa Rica, Georgia Project Principal of a Pay and Classification Study for the City of Fayetteville, Georgia Project Principal of a Classification and Compensation Study for the City of Commerce, Georgia Project Director of a Staffing Study for the City of Fayetteville, Georgia Project Principal of a Salary Survey for the City of Dunwoody, Georgia Project Principal of a Comprehensive Position Classification and Compensation/Benefits Study and Analysis for the City of Woodstock, Georgia Project Principal of a Compensation Analysis for the City of Alpharetta, Georgia Project Principal of a Compensation Study for the City of Dalton, Georgia 133 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 3 Project Principal of an Employee Classification and Compensation Study for the City of Savannah, Georgia Project Principal of a Classification and Compensation Study and Analysis for the City of Douglasville, Georgia Project Principal of a Compensation Study for the City of Statesboro, Georgia Project Principal of a Salary and Benefits Survey for the City of Roswell, Georgia Project Principal of a Classification and Compensation Study for the City of Kingsland, Georgia Project Principal of a Compensation and Benefits Study and Analysis for the City of Dahlonega, Georgia Project Principal of a Comprehensive Compensation and Classification Study for the City of Tybee Island, Georgia Project Principal of a Compensation and Classification Study for the City of Brookhaven, Georgia Project Director of a Compensation Study for the City of Pensacola, 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 Classification and Compensation Study for the Hillsborough County Clerk of Court and Comptroller, Florida 134 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 4 Project Principal of a Classification and Compensation Study for Pinellas County, Florida Project Principal of a Compensation Study for Santa Rosa County, Florida Project Principal of a Compensation and Classification Study for Alachua County, Florida Project Principal of a Compensation Study for Brevard 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 Job Audits for the City of Gainesville, Florida Project Principal of a Compensation Analysis for the City of Orange City, 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 Classification and Compensation Study for Pasco County Sheriff’s Office, Florida Project Principal a Compensation Study for the Bay County Sheriff’s Office, Florida Project Principal of a Compensation Study for the Walton County Sheriff’s Office, Florida Project Principal of a Pay and Classification Study for the Lake County Sheriff’s Office, 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 Project Principal of a Salary Survey for the Marion County Sheriff’s Office, Florida 135 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 5 Project Principal of a Compensation Study for the Nassau County Sheriff’s Office, Florida Project Principal of a Human Resource Audit for the Okaloosa County Sheriff’s Office, Florida Project Principal of a Pay and Classification Study for Monroe County and Monroe County Sheriff’s Office, Florida Project Principal of a Wage, Salary, and Compensation Study for the Pinellas County Housing Authority, Florida Project Principal of a Salary Survey for WorkNet Pinellas (d/b/a CareerSource Pinellas), Florida Project Principal of a Compensation and Classification Study for WorkNet Pinellas, Florida Project Principal of a Compensation Survey for CareerSource Northeast Florida Project Principal of a Classification and Compensation Study for the Town of Cutler Bay, Florida Project Principal of a Compensation and Classification Study for the Town of Davie, Florida 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 Principal of a Compensation and Classification Study for the City of Clermont, Florida Project Principal of a Compensation Study for the City of Winter Park, Florida Project Principal of Classification and Compensation Services for the City of Dunedin, Florida Project Principal of a Classification and Compensation Study for the City of Zephyrhills, Florida Project Principal of a Job Classification Analysis for the City of St. Petersburg, Florida Project Principal of Compensation Consultant Services for the City of Coral Springs, Florida 136 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 6 Project Principal of a Classification and Compensation Study for the City of Sebring, Florida Project Principal of a Salary Study for Highlands County, 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 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 Project Principal of a Classification and Compensation Study for Palm Beach County, Florida 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 Market Salary Survey for the Peace River Manasota Regional Water Supply Authority, Florida 137 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 7 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 Principal of a Classification and Compensation 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 Salary Survey for the City of Temple Terrace, Florida Project Principal of a Compensation Study for the Town of Juno Beach, Florida 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 138 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 8 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 Classification and Compensation Services for the City of Dunedin, Florida Project Principal of a Staffing, Compensation and Classification Study for the Town of Ponce Inlet, Florida Project Principal of Salary Survey (Compensation Plan Update) 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 Village of Islamorada, Florida Project Principal of a Compensation, Classification, and Value Engineering Analysis for City of Doral, Florida Project Principal of a Benchmark Compensation Study for the City of Plantation, Florida Project Principal of a Police Force Compensation and Benefits Study for the City of Doral, Florida Project Principal of a Compensation Analysis for the City of Holmes Beach, Florida Project Principal of a Classification and Compensation Study for the City of Ft. Myers, Florida Project Principal of a Classification and Compensation Study for the City of Zephyrhills, Florida Project Principal of a Classification and Compensation Study for the City of Destin, Florida Project Principal of a Compensation Study for Lake County, 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 139 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 9 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 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 Pay and Classification Study for the Florida Keys Aqueduct Authority Project Principal of a Compensation and Classification Study for the Ft. Pierce Utilities Authority, Florida 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 Job Classification and Pay Study for Flagler 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 a Market Salary Survey for Charlotte County, Florida 140 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 10 Project Principal of a Pay and Classification Study for Martin 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 Engagement Survey for the City of Daytona Beach, Florida Project Principal of a Compensation Study for the City of North Miami Beach, Florida Project Principal of an Employee Total Compensation Study for the Loxahatchee River District, 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 Human Resource Consulting Services to the City of Orlando, Florida Project Principal of a Pay and Classification Study for the City of Holly Hill, Florida Project Principal of a Classification and Compensation Study for the City of High Springs, Florida Project Principal of a Classification and Compensation Study for the City of Dania Beach, Florida Project Principal of a Compensation and Classification Study for the City of North Port, Florida Project Principal of a Job Classification and Compensation Study for the City of Sunrise, Florida 141 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 11 Project Principal of a Job Classification and Compensation Study for the City of Melbourne, Florida Project Principal of a Classification and Compensation Study for the City of West Melbourne, Florida Project Principal of a Comprehensive Compensation and Classification Study for the Office of State Courts Administration, Florida Project Principal of a Comprehensive Classification and Compensation Study for Baldwin County, Alabama Project Principal of a Compensation Study for the Alabama League of Cities Project Principal of a Compensation and Pay Classification Plan Study for the City of Foley, Alabama Project Principal of a Classification and Compensation Study for Riviera Utilities, Alabama Project Principal of Compensation Consultant Services for Dallas Area Rapid Transit, Texas Project Principal a Compensation Survey for the Texas City Management Association 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 Classification and Compensation Study for the City of Gonzales, Texas Project Principal of a Human Resources Management Study for the City of Sunset Valley, Texas Project Principal of a Human Resources Department Assessment for the City of Buda, Texas 142 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 12 Project Director of a Pay Structure Study for the City of Fate, Texas Project Principal of a Classification/Compensation Plan Update for the City of Temple, Texas Project Principal of a Comprehensive Compensation and Classification Study for the City of Farmers Branch, 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 Pay and Classification Study for the City of Fredericksburg, Texas Project Principal of a Classification and Compensation Study for the City of Conroe, Texas Project Principal of a Comprehensive Compensation and Benefits Study for the City of Rowlett, Texas Project Principal of a Classification and Compensation Study for the City of Pflugerville, Texas Project Principal of Job Classification, Salary Survey, Compensation Plan Study Services for the City of Duncanville, Texas Project Principal of a Classification and Compensation Pay Plan for the City of Amarillo, Texas Project Principal of Employee Compensation Consulting Services for Fort Bend County, Texas Project Principal of a Pay for Performance Study and Salary Survey for the City of Mont Belvieu, Texas 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 Compensation and Classification Study and Organizational Review of the RSMU Department for Brazos River Authority, Texas 143 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 13 Project Principal of a Comprehensive Compensation and Classification Analysis for Barton Springs Edwards Aquifer Conservation District, 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 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 Classification and Compensation Study for the City of Reno, Nevada 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 and Compensation Study for San Miguel County, Colorado Project Principal of a Pay for Performance Study for the City of Manitou Springs, Colorado Project Principal of a Classification, Compensation, and Benefits Survey for Kent County Levy Court, Delaware Project Principal of a Classification and Compensation Plan Review for the City of Annapolis, Maryland Project Principal of a Classification Desk Audit for the Tri-County Council for Southern Maryland Project Principal of a Wages and Salary Scale Study for Washington County, Maryland Project Principal of a Comprehensive Compensation Study for Allegany County, Maryland 144 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 14 Project Principal of a Salary and Benefits Review and Analysis for the City of Hyattsville, Maryland Project Principal of a Wages and Salary Scale Study for Washington County, Maryland Project Principal of a Compensation Analysis for the City of Hyattsville, Maryland Project Director of a Classification and Compensation Study for Gloucester County, Virginia Project Principal of a Classification and Compensation Study for the County of Northampton, Virginia Project Director of a Classification and Compensation Study for Montgomery County, Virginia Project Principal of a Compensation Study for the County of York, Virginia Project Principal of a Classification and Compensation Study for Surry County and Surry County Social Services, Virginia Project Principal of a Compensation and Classification Study for Prince George 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 Principal of a Classification and Compensation Study for the City of Fredericksburg, Virginia Project Director of a Classification and Compensation Study for the County of Culpeper, Virginia Project Director of a Classification and Compensation Study for the Loudoun County, Virginia Project Principal of a Compensation Study for King George County, Virginia Technical Advisor of a Classification, Compensation, and Benefits Study for Spotsylvania County, Virginia 145 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 15 Project Principal of a Pay and Classification Study for the City of Williamsburg, Virginia Project Principal of a Classification and Compensation Study for Essex County, Virginia Project Principal of a Classification and Compensation Study for Alleghany County and the City of Covington, Virginia Project Principal of a Pay and Classification Study for the Isle of Wight County, 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 Project Principal of a Position Classification and Compensation Study for Gaston County, North Carolina Project Principal of a Compensation and Classification Study for Union County, 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 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 Pay Equity Analytics Model for Fire and Police Staff for the City of Raleigh, North Carolina Project Principal of a Simple Comparison and Blended Market Comparison/Competency Market Analysis for the North Carolina League of Municipalities 146 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 16 Project Principal of a Classification and Compensation Study for Greensville County and the Greensville County Water and Sewer Authority, Virginia Project Principal of a Classification and Compensation Study for the Richland Library, South Carolina Project Principal of a Classification and Compensation Study for the Richland County Recreation Commission, South Carolina Project Principal of a Classification and Compensation Study for the City of Goose Creek, South Carolina Project Principal of an Employee Compensation and Job Classification Study for the City of Conway, 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 Comprehensive Classification and Compensation Study for Greenville Water, South Carolina Project Principal of an Employee Evaluation System for the North Charleston Sewer District, 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 Classification and Compensation Study for the City of Goose Creek, South Carolina Project Principal of a Wage and Compensation Study for the Town of Mount Pleasant, South Carolina 147 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 17 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 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 Berkeley County, South Carolina Project Principal of a Classification and Compensation Study for Dorchester County, South Carolina Project Principal of a Salary Study and Position Descriptions for the Mississippi Regional Housing Authority, No. VII 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 Compensation Study for the County of Montgomery, Pennsylvania Project Principal of a Gender and Race Equity Audit for the County of Allegheny, Pennsylvania Project Principal of a Classification and Compensation Study for Sedgwick County, Kansas Project Principal of a Classification and Compensation Study for St. Charles County, Missouri Project Principal of a Compensation and Classification Study for Jefferson County, Missouri 148 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 18 Project Principal of a Compensation and Classification Study for Clay 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 Compensation Study for the Washtenaw Community College, Michigan Project Principal of a Salary Comparability Study for the Springfield Housing Authority, Illinois Project Director of a Wage, Salary, and Comparability Study for the Peoria Housing Authority, Illinois Project Principal of a Salary and Benefit Study for the City of Bloomington, Indiana Project Principal of an Employee Classification and Compensation Study, Job Description Appraisals, and Update of Compensation Plan for the Lorain Metropolitan Housing Authority, Ohio 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 Compensation and Classification Study for Mahoning County, Ohio 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 149 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 19 Project Principal of a Consulting Services for a Job Evaluation/Wage Survey Analysis for the Fort Wayne-Allen County Airport Authority, Indiana Project Principal of a Salary and Benefits Study for the City of Bloomington, Indiana Education Experience Project Principal of a Human Resources Department Evaluation for Sam Houston State University, Texas 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 Midwestern State University, Texas Project Director of a Staffing Analysis for Midwestern State University, Texas Project Principal of a Faculty Pay, Workload, and Promotion Study for Midwestern State University, Texas Project Director of a Compensation and Classification Study for the Tarrant County College District, Texas Project Principal of an Employee Compensation Study for the Tarrant County College District, Texas Project Director of an HR Department Roles & Responsibilities Analysis for the Tarrant County College District, Texas Project Director of an Update of Policies for Faculty Placement, Promotions, and Advancement 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 Director of a Faculty Compensation Market Survey for Maricopa County Community College District, Arizona 150 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 20 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 Study for Santa Fe Community College, New Mexico Project Director of a Compensation Review for Clark College, Washington Project Director of a Market and Total Compensation Study for Central Community College, Nebraska 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 Compensation Study for Florida Virtual School Project Principal of Classification and Compensation Study Services for Hillsborough Community College, Florida 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 Director of a Staff Classification and Compensation Study for St. Johns River State College, Florida Project Principal of a Salary Analysis 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 Project Principal of a Compensation and Classification Study for Brevard County Schools, Florida 151 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 21 Project Principal of a Districtwide Job Classification and Compensation Study for the Escambia County School District, 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 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 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 Principal of a Compensation and Classification Study for the Liberty Public School District No. 53, Missouri Project Director of an Employee Classification and Compensation Study for McHenry County College, Illinois Project Director of a Compensation Study for Shawnee Community College, Illinois Project Director of a Performance Management Study for Morehead State University, Kentucky Project Principal of a Job Classification and Compensation Study for Chesapeake College, Maryland Project Director of a Job Classification and Compensation Study for Howard Community College, Maryland 152 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 22 Project Director of a Compensation Study for Harford Community College, Maryland Project Director of a Job Classification and Compensation Analysis for Wor-Wic Community College, Maryland Project Director of a Pay Compression Study for Allegany College of Maryland Project Director of a Job Classification and Compensation Review for Morgan State University, Maryland Project Director of a Job Classification and Compensation Analysis for Carroll Community College, Maryland Project Director of a Position Classification and Compensation Analysis for the College of Southern Maryland 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 Technical Advisor of a Compensation Study for Pittsylvania County 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 Technical Advisor of a Compensation and Classification Study for Prince George 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 153 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 23 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 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 Project Principal of a Comprehensive Salary Study for Chatham 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 Director of a Benefits and Compensation Study for Corning Community College, New York Project Director of a Faculty Salary Compression Study for Corning Community College, New York Project Director of a Total Compensation Study for Finger Lakes Community College, New York Project Principal of a Position Description Review and Salary Comparison Analysis for Purchase College, State University of New York Project Director a Compensation, Classification, and Organizational Study for SUNY Ulster, New York Project Director for of a Management Classification and Compensation Study for Middlesex Community College, New Jersey 154 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 24 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 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 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 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 155 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 25 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 Compensation Analysis for the Florida Telecommunications Relay, Inc. Project Principal of a Rate Competitiveness Assessment Study for the Florida Association of Court Clerks (FACC) Project Principal of an Organizational Study for the Florida Clerks of Court Operations Corporation (FCCOC) 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 Project Principal of a Compensation and Classification Plan Update 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 of a Compensation and Classification Study for Community Action Stops Abuse (CASA), a non-profit organization dealing with domestic violence issues 156 Dr. Jeffrey Ling Evergreen Solutions, LLC Page 26 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 157 Evergreen Solutions, LLC Page 1 Ms. Nancy B. Berkley 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 / Memberships SPHR (1997 - 2012); Member, Society of Human Resources Management Professional and Business History Manager, Evergreen Solutions, Tallahassee, FL, January 2013 to Present 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 a Compensation and Classification Study and Analysis for the City of Dublin, Georgia Project Director of an Employee Classification and Compensation Study for the City of Savannah, Georgia Project Director of a Pay and Classification Study for the City of Fayetteville, Georgia Project Director of a Compensation and Classification Study for the City of Brookhaven, Georgia 158 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 2 Project Director of a Classification and Compensation Study for the City of Commerce, Georgia Project Director of a Comprehensive Position Classification and Compensation/Benefits Study and Analysis for the City of Woodstock, Georgia Project Director of a Wages and Salaries Compensation Study for the City of Stockbridge, Georgia Project Director of a Compensation Study for the City of Dalton, Georgia Assistant Project Director of a Compensation Study for the City of Statesboro, Georgia Project Director of a Comprehensive Compensation and Classification Study for the City of Tybee Island, Georgia Project Director of a Comprehensive Classification and Compensation Study for the City of Garden City, Georgia Project Director of a Salary and Benefits Survey for the City of Roswell, Georgia Project Director of a Compensation and Benefits Study for Cherokee County, Georgia Project Director of a Compensation and Benefits Study and Analysis for the City of Dahlonega, Georgia Project Director a Pay and Classification Study for Worth County, Georgia Project Director a Classification and Compensation Study and Analysis for the City of Villa Rica, Georgia Project Director of a Pay and Classification Study for the City of Chamblee, Georgia Project Director of a Salary Survey for the City of Dunwoody, Georgia Project Director of a Classification and Compensation Study and Analysis for Douglas County, Georgia Project Director of a Job Description/Classification Study and Analysis for Douglasville-Douglas County Water and Sewer Authority, Georgia Project Director of a Compensation and Benefits Survey for Forsyth County, Georgia Project Director of a Compensation Market Study and Survey for Forsyth County, Georgia 159 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 3 Project Director of a Classification and Compensation Study for Lumpkin County, Georgia Project Director of a Comprehensive Compensation and Classification Study for the City of Forest Park, Georgia Project Director of a Compensation Plan Update for the City of Garden City, Georgia Project Director of a Position and Compensation Study for the Florida Keys Aqueduct Authority Project Director of a Pay and Classification Study for the Florida Keys Aqueduct Authority Project Director of a Job Classification and Compensation Study for the Utilities Commission, City of New Smyrna Beach, Florida Project Consultant of a Salary Survey for the City of Dania Beach, Florida Project Director of a Classification and Compensation Study for the City of Destin, Florida Project Director of a Classification and Compensation Study for the City of Delray Beach, Florida Project Director of a Classification, Compensation, and Benefits Study for the Town of Jupiter, Florida Project Director of a Compensation and Classification Study for the City of North Port, 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 Compensation Consulting Services for the Town of Longboat Key, Florida Project Director of a Comprehensive Compensation and Classification Study for the City of Panama City Beach, Florida Project Director of a Compensation Plan Update for the City of Panama City Beach, Florida Project Director of a Salary Plan Update for the Flagler County Sheriff’s Office, Florida Project Director of a Pay and Classification Study for the City of Fort Walton Beach, Florida 160 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 4 Project Director of a Compensation Study for Lake County, Florida Project Consultant for the Collection and Analysis of Market Data for the Confidential Office Personnel Association, Florida Project Director of a Compensation Update and Performance Evaluation Study for Lake County, 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 Project Director of a Salary Survey for the School Board of Sarasota County, Florida Assistant Project Director of a Pay Plan Market Value Study for the Florida Board of Bar Examiners Project Director of FLSA Audits for the Southwest Florida Water Management District Project Director of a Compensation Study for the Southwest Florida Water Management District Project Director of FLSA Audits and Salary Survey for the South Florida Water Management District Project Consultant of Human Resources Consulting Services for the Orange County Library System, Florida Project Director of a Compensation Analysis for the Florida Telecommunications Relay, Inc. Project Director of a Pay and Classification Study for Martin County, 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 Project Director of a Compensation and Benefits Study for the Town of Palm Beach, Florida Assistant Project Director of a Compensation Study for the City of Hollywood, Florida Project Director of the Development of a Step Pay Plan for the Flagler County Sheriff’s Office, Florida Project Director of Job Audits for the City of Gainesville, Florida 161 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 5 Project Director of Compensation and Classification Study for Alachua County, Florida Project Consultant of Compensation and Classification Study Services for Monroe County, Florida Project Director of a Pay and Classification Study for the City of Jacksonville Beach, Florida Project Consultant of a Compensation Study for The Florida Bar Assistant Project Director of a Compensation and Classification Study for Tuscaloosa City Schools, Alabama Assistant Project Director of a Salary Equity Study for Guilford County, North Carolina Project Director of a Position Classification and Compensation Study for Gaston County, North Carolina Project Director of a Compensation and Classification Study for Union County, North Carolina Project Director of a Pay and Classification Study for Buncombe 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 Classified Employment Study for Chapel Hill- Carrboro City Schools, North Carolina Project Director of a Compensation and Classification Study for Transylvania County, North Carolina Project Director of a Classification and Compensation Study for Berkeley County, South Carolina Project Director of a Pay and Classification Study for the Town of Moncks Corner, South Carolina Project Director of a Classification and Compensation Study for the Town of Hilton Head Island, South Carolina Project Director of a Classification and Compensation Study for the City of Goose Creek, South Carolina Project Director of a Comprehensive Classification, Compensation, Performance Management, and Benefits Study for the City of Columbia, South Carolina 162 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 6 Project Director of a Classification and Compensation Study for the Richland Library, South Carolina Project Director of an Employee Evaluation System for the North Charleston Sewer District, South Carolina Assistant Project Director of a Classification and Compensation Study for the Town of Little Elm, Texas Project Director of a Comprehensive Compensation and Classification Study for the City of Farmers Branch, Texas Project Director of a Comprehensive Compensation and Benefits Study for the City of Rowlett, Texas Project Director of a Human Resources Department Assessment for the City of Buda, Texas Project Director of a Classification and Compensation Study for the City of Pflugerville, Texas Project Director of a Classification and Compensation Study for the City of Conroe, Texas Project Consultant of a Classification and Compensation Study for the Lone Star College System, Texas Project Consultant of a Job Classification and Compensation Study for El Paso Community College District, Texas Project Consultant of a Compensation Study for South Texas College Project Consultant of a Non-Faculty Compensation Review for Austin Community College, Texas Project Director of Project Consultant of a Compensation and Classification Study for Brazoria County, Texas Project Director of a Classification and Compensation Plan Review for the City of Annapolis, Maryland Project Director of Classification and Compensation Study Services for the City of Westminster, Maryland Project Director of a Wages and Salary Scale Study for Washington County, Maryland Assistant Project Director of a Pay Compression Study for Allegany College of Maryland Project Consultant of a Job Classification and Compensation Study for Chesapeake College, Maryland 163 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 7 Assistant Project Director of a Job Classification and Compensation Review for Morgan State University, Maryland Project Director of a Compensation Study for the City of Hagerstown, Maryland Project Director of a Pay and Classification Study for the City of Williamsburg, Virginia Project Director of a Pay and Classification Study for the Isle of Wight County, Virginia Project Director of a Compensation Study for King George 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 Director of a Classification and Compensation Study for Alleghany County and the City of Covington, 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 Project Consultant of a Salary Market Study and Personnel Systems Study for Virginia’s Region 2000 Local Government Council 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 Classification and Compensation Study for Jefferson County, Missouri Project Director of a Compensation and Classification Study for the Central Ohio Transit Authority Project Director of a Compensation Update for the Central Ohio Transit Authority 164 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 8 Project Director of a Classification and Compensation Study for Blount County, Tennessee 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 Public School District No. 53, Missouri Project Consultant of Classification and Compensation Advisory Services for Maricopa County Community College District, Arizona Project Director of a Classification Study and a Compensation Survey for the City of Page, Arizona Project Director of a Non-Union Compensation Study for Boston Public Health Commission, Massachusetts 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, 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 165 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 9 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, 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 Achievements, Responsibilities • Designed and implemented a shared service, centralized virtual staffing organization for statewide agency, increasing efficiency of staffing function for hiring managers. 166 Ms. Nancy B. Berkley Evergreen Solutions, LLC Page 10 • 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 (EI) (Engagement) strategy; measured its success, and applied EI tools with Lean manufacturing processes to facilitate objective results. • Conceptualized and implemented complex workforce reduction plans; then redeployed ~50 percent of the affected employees. • 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. 167 Evergreen Solutions, LLC Page 1 Mr. Samuel Aaron Wilburn Project Consultant Evergreen Solutions, LLC Education MBA., Florida State University, Tallahassee, FL, May 2018 B.S., Civil and Environmental Engineering, Florida State University, Tallahassee, FL, May 2014 A.A., College of Central Florida, Ocala, FL, August 2009- July 2011 Professional and Business History Evergreen Solutions, LLC, Consultant, May 2018 to present. Project Consultant of a Classification and Compensation Study and Analysis for the City of Douglasville, Georgia Project Consultant of a Compensation and Classification Study and Analysis for the City of Dublin, Georgia Project Consultant of a Pay and Classification Study for the City of Fayetteville, Georgia Project Consultant of a Classification and Compensation Study for the City of Commerce, Georgia Project Consultant of a Comprehensive Position Classification and Compensation/Benefits Study and Analysis for the City of Woodstock, Georgia Project Consultant of a Compensation Study for the City of Dalton, Georgia Project Consultant of a Wages and Salaries Compensation Study for the City of Stockbridge, Georgia Project Consultant of a Compensation and Benefits Study for Cherokee County, Georgia Project Consultant a Pay and Classification Study for Worth County, Georgia Project Consultant of a Compensation Market Study and Survey for Forsyth County, Georgia Project Consultant of a Classification and Compensation Study and Analysis for the City of Villa Rica, Georgia 168 Mr. Samuel Aaron Wilburn Evergreen Solutions, LLC Page 2 Project Consultant of and a Salary Survey for the City of Dunwoody, Georgia Project Consultant of a Comprehensive Compensation and Classification Study for the City of Forest Park, Georgia Project Consultant of a Compensation Plan Update for the City of Garden City, Georgia Project Consultant of a Compensation and Benefits Study for the Town of Palm Beach, Florida Project Consultant of a Pay and Classification Study for the Florida Keys Aqueduct Authority Project Consultant of a Salary Survey for the School Board of Sarasota County, Florida Project Consultant of a Compensation Analysis for the Florida Telecommunications Relay, Inc. Project Consultant of a Job Classification and Compensation Study for the Utilities Commission, City of New Smyrna Beach, Florida Project Consultant of a Pay and Classification Study for the City of Jacksonville Beach, Florida Project Consultant of a Compensation Study for the Southwest Florida Water Management District Project Consultant of a Compensation Study for The Florida Bar Project Consultant of a Classification and Compensation Study for the City of Conroe, Texas Project Consultant of a Compensation and Classification Study for Brazoria County, Texas Project Consultant of a Pay and Classification Study for Buncombe County, North Carolina Project Consultant of a Compensation and Classification Study for Transylvania County, North Carolina Project Consultant of an Employee Evaluation System for the North Charleston Sewer District, South Carolina Project Consultant of Classification and Compensation Study Services for the City of Westminster, Maryland Project Consultant of a Compensation Study for the City of 169 Mr. Samuel Aaron Wilburn Evergreen Solutions, LLC Page 3 Hagerstown, Maryland Project Consultant of a Non-Union Compensation Study for Boston Public Health Commission, Massachusetts Civil/Environmental Engineer, Wilburn Construction, Inc., Inverness, FL May 2014 - May 2018 • Acted as Project Superintendent overseeing new construction from ground-up or remodel jobs. Created draft detailed construction drawings with full sets of residential and commercial floor plans, and site/civil drawings projects including drainage and land grading. • Performed drainage calculations for appropriate size and location of retention ponds. • Coordinated and consulted with customers on design, layout and/or detail components. Intern, FSU Friends of Internationals, May - August 2013 • Planned and coordinated social activities, events, and conversation partners for international students. • Organized grocery-related transportation schedule for international students. Draftsman, Wilburn Construction, Inc., Inverness, FL, August 2008 – July 2011 • Prepared detailed drawings for floor plans, elevations, sections and details. • Developed skills for framing, plumbing, drywall, demolition, site work and grading. Proactive/ Volunteer Experience Assistant Coach, Inverness Little League, Inverness, FL, February 2017- May 2017 • Helped head coach with weekly games and practices for co-ed Rookie League baseball team (ages 6-8). Personnel Team Member, Cornerstone Baptist Church, Inverness, FL, May 2016- May 2017 • Assisted in interviewing and hiring process of new Youth Minister and new Children's Director. Sunday School Teacher, Cornerstone Baptist Church, Inverness, FL, 170 Mr. Samuel Aaron Wilburn Evergreen Solutions, LLC Page 4 March 2015-May 2017 • Grew weekly attendance from 2 to 27 for College/Young Adult class over 2 years. • Community service, Dedicated 400+ hours towards natural disaster relief, child daycares and orphanages, senior nursing homes, and poverty-stricken areas including, but not limited to the following mission trips: • Mission Fuge; Charleston, SC and West Palm Beach, FL (Trip Leader), June 2007, June 2016 • Kids International Ministries; Cointa, Philippines, July 2015 • World Changers; New Orleans, LA and Juana Diaz, Puerto Rico July 2007, June 2008 Academic Clubs MBA Association (MBAA), Vice President, Florida State University, Summer 2017 Baptist Collegiate Ministry (BCM), Florida State University, Fall 2011 - Spring 2014 Positions held: Treasurer, Facilitator, Garnet and Gold Guys, FSU State- wide Student Representative Physics, Calculus, and Engineering Club (PCE), Member, College of Central Florida, Fall 2010 - Summer 2011 Licenses/ Skills Certified Building Contractor- FL License Number: CBC1261786 Engineering Intern (E.I.)- FL License Number: 1100019046, August 2008 - July 2011 Proficient in Microsoft Word, Excel, PowerPoint, AutoCAD, Autodesk Inventor, Modret, ProPresenter, QuickBooks Experienced Excavator and Tractor Operator 171 Evergreen Solutions, LLC Page 1 Angele Yazbec, Ph.D. Project Consultant Evergreen Solutions, LLC Education Ph.D., Florida State University, Tallahassee, FL, May 2019 M.S., Cognitive Psychology, Florida State University, Tallahassee, FL, December 2016 B.S., Psychology, minor in Applied Statistics, Grand Valley State University, Allendale, MI, April 2014 Professional and Business History Evergreen Solutions, LLC, Senior Analyst, August 2018 to present Senior Analyst for a Comprehensive Position Classification and Compensation/Benefits Study and Analysis for the City of Woodstock, Georgia Senior Analyst for a Compensation Study for the City of Dalton, Georgia Project Consultant of a Comprehensive Compensation and Classification Study for the City of Forest Park, Georgia Project Consultant of a Compensation Study for the City of Orlando, Florida Project Consultant for a of a Pay and Classification Study for the City of Jacksonville Beach, Florida Project Consultant of a Compensation Study for the Southwest Florida Water Management District Project Consultant of a Compensation Study for The Florida Bar Project Consultant of a Compensation and Classification Study for Transylvania County, North Carolina Project Consultant of an Employee Compensation Project for Tarrant Community College District, Texas Project Consultant of a Compensation and Classification Study for Brazoria County, Texas Project Consultant of a Classification and Compensation Study for Shawnee Community College, Illinois 172 Dr. Angele Yazbec Evergreen Solutions, LLC Page 2 Project Consultant of a Compensation Study for the City of Hagerstown, Maryland Project Consultant of a Compensation, Classification, and Organizational Design Study for SUNY Ulster, New York Project Consultant of a Classification & Compensation Study for Santa Fe Community College, New Mexico Early Childhood Development Intern, Fisher-Price, Inc., East Aurora, NY May-August 2017 Conducted observational studies on play sessions for children 0-5 years-old. Created executive summaries to provide recommendations for product improvement to engineers and designers. Conducted survey studies on parent satisfaction with various products. Analyzed the data and created reports with the findings. Volunteer Experience Assistant Pitching Coach, South Farmington Softball, Farmington Hills, MI, 2012-14. Helped head coach with weekly games and practices for girls’ softball team (8-14 years-old) Student Co-Chair for Graduate Research Day, Psychology Department at Florida State University, Tallahassee, FL, 2015-17 Kids Volunteer, City Church, Tallahassee, FL, October 2017-present Computer Skills Proficient in Microsoft Word, Excel, PowerPoint, SPSS, R, Mplus 173 Evergreen Solutions, LLC Appendix C Sample Report 174 October 1, 2019 Classification and Compensation Study for the City of Commerce, GA FINAL REPORT 175 PAGE 1.0 INTRODUCTION .......................................................................................................... 1-1 1.1 Study Methodology ............................................................................................ 1-2 1.2 Report Organization........................................................................................... 1-3 2.0 ASSESSMENT OF CURRENT CONDITIONS ................................................................ 2-1 2.1 Pay Plan Analysis ............................................................................................... 2-1 2.2 Employee Salary Placement by Grade ............................................................. 2-9 2.3 Salary Quartile Analysis .................................................................................. 2-14 2.4 Employees by Department ............................................................................. 2-16 2.5 Summary ......................................................................................................... 2-17 3.0 SUMMARY OF EMPLOYEE OUTREACH ................................................................... 3-1 3.1 General Feedback ............................................................................................. 3-1 3.2 Compensation .................................................................................................... 3-1 3.3 Classification ...................................................................................................... 3-2 3.4 Market Peers ..................................................................................................... 3-2 3.5 Benefits .............................................................................................................. 3-3 3.6 Performance Evaluation .................................................................................... 3-3 3.7 Summary ............................................................................................................ 3-3 4.0 MARKET SUMMARY ................................................................................................... 4-1 4.1 Public Sector Salary Survey Results ................................................................. 4-1 4.2 Private Sector Market Data .............................................................................. 4-5 4.3 Salary Survey Summary .................................................................................... 4-6 4.4 Benefits Survey Results .................................................................................... 4-7 4.5 Benefits Summary .......................................................................................... 4-16 4.6 Market Summary ............................................................................................ 4-17 5.0 RECOMMENDATIONS ................................................................................................ 5-1 5.1 Classification System ........................................................................................ 5-1 5.2 Compensation System ...................................................................................... 5-3 5.3 System Administration ...................................................................................... 5-7 5.4 Summary ............................................................................................................ 5-8 EVERGREEN SOLUTIONS, LLC Table of Contents 176 Evergreen Solutions, LLC Page 1-1 0 Evergreen Solutions, LLC (Evergreen) conducted a Classification and Compensation Study for the City of Commerce, GA (City) beginning in August 2018. The purpose of the study was to analyze its classification and compensation (pay) system and make recommendations to improve the City’s competitive position in the market. The study activities involved analyzing the internal and external equity of the City’s system and making recommendations in response to those findings. Study tasks involved: holding a study kick-off meeting; analyzing the City’s current salary structure to determine its strengths and weaknesses; conducting employee outreach by leading orientation and focus group sessions for employees and conducting interviews with department heads; facilitating discussions with the City’s project team to develop an understanding of its compensation philosophy; collecting classification information through the Job Assessment Tool (JAT) process to analyze the internal equity of the City’s classification system; developing recommendations for improvements to classification titles as appropriate; conducting market salary and benefits surveys to assess external equity (market competitiveness) of the City’s current pay system and compare and contrast common benefits offered by peer organizations; developing a competitive compensation structure and slotting classifications into that structure while ensuring internal and external equity; developing optional methods for transitioning employees’ salaries into the new structure and calculating cost estimates for implementation; providing the City with information and strategies regarding compensation and classification administration; preparing and submitting draft and final reports that summarize the study findings and recommendations: and EVERGREEN SOLUTIONS, LLC Chapter 1 - Introduction 177 Chapter 1 – Introduction Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 1-2 preparing and providing revised job descriptions for all classifications in the study. 1.1 STUDY METHODOLOGY Evergreen used a combination of quantitative and qualitative methods to develop recommendations to improve the City’s competitive position for its classification and compensation system. Study activities included: Kick-off Meeting The kick-off meeting allowed members of the study team from the City and Evergreen to discuss different aspects of the study. During the meeting, information about the City’s compensation and classification structure and pay philosophy was shared and the work plan for the study was finalized. The meeting also provided an opportunity for Evergreen to explain the types of data needed to begin the study. Assessment of Current Conditions This analysis provided an overall assessment of the City’s current pay structure (plans) and related employee data at the time of the study. The current pay plan and the progression of employees’ salaries through the pay ranges were examined during this process. The findings of this analysis are summarized in Chapter 2 of this report. Employee Outreach Employee outreach consisted of orientation sessions, focus group meetings, and interviews with senior leaders. The orientation sessions provided an opportunity for employees and supervisors to learn about the purpose of the study and receive specific information related to their participation in the study process. The focus group meetings and department head interviews allowed City employees, supervisors, and senior leaders to identify practices that were working well and to suggest areas of opportunities for improvement regarding the compensation and classification system, employee benefits and the employee performance evaluation system. The feedback received during these sessions is summarized in Chapter 3 of this report. Compensation Philosophy Evergreen conducted meetings with the City’s project team to develop an understanding of its position with regard to employee compensation. Several key factors were examined and provided the framework for the recommended classification and compensation system and related pay practices. Classification Analysis To perform an analysis of the City’s classification system, all employees were asked during employee outreach to complete a JAT to describe the work they performed in their own words. Supervisors were then asked to review their employees’ JATs and provide additional information as needed about the position. The information provided in the completed JAT’s 178 Chapter 1 – Introduction Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 1-3 was utilized in the classification analysis in two ways. First, the work described was reviewed to ensure that classification titles were appropriate. Second, the JAT’s were evaluated to quantify, by a scoring method, each classification’s relative value within the organization. Each classification’s score was based on employee and supervisor responses to the JAT, and the scores allowed for a comparison of classifications across the City. Salary and Benefits Surveys For the salary survey, peers were identified that compete with the City for human resources and provide similar services. Classifications representing a cross-section of the departments and levels of work were selected as benchmarks. After the selection of peers and benchmarks, a survey tool was developed for the collection of salary range data for each benchmark. A survey tool was also developed to collect detailed data about the core and fringe benefits offered by the peer organizations. The salary and benefits data collected during these surveys were analyzed, and a summary of the data can be found in Chapter 4 of this report. Recommendations During the review of the compensation philosophy, the City identified its desire to be competitive with the labor market. Understanding this, and utilizing the findings of the analysis of both internal and external equity, a new classification and compensation structure was created. Next, implementation options were developed to transition employees’ salaries into the new structure (pay plan), and the associated costs of adjusting employees’ salaries were estimated. Information was provided on how to execute the recommended salary adjustments, as well as how to maintain the classification and compensation system going forward. A summary of all study findings and recommendations can be found in Chapter 5 of this report. 1.2 REPORT ORGANIZATION This report includes the following additional chapters: Chapter 2 – Assessment of Current Conditions Chapter 3 - Summary of Employee Outreach Chapter 4 – Market Summary Chapter 5 – Recommendations 179 Evergreen Solutions, LLC Page 2-1 The purpose of this evaluation was to provide an overall assessment of the City’s compensation structure, employee salary progression, and employee counts in each department. Data included here reflect the conditions when the study began, and should be considered, as such, a snapshot in time. The insights gained from this evaluation provided the basis for further analysis through the course of this study and were not considered sufficient cause for recommendations independently. Instead, the results of this evaluation were considered during the analysis of internal equity and peer market data. Subsequently, appropriate compensation related recommendations were developed for the City and are described later in this report. 2.1 PAY PLAN ANALYSIS The City administered two pay plans for general employees (2,080 FTE hours) and Police (2,223 FTE hours). Exhibit 2A illustrates the plan for general employees which had a step- based design with established minimum and maximum salaries. Exhibit 2B illustrates the plan for Police which also had a step design. There were 79 total employees at the time of this analysis, however the City Manager did not have a designated grade or pay range data. The pay plans for the remaining 78 employees in classifications with salary data consisted of 50 total grades, with ten (grades 1-7, 15, 22, 24) currently vacant in the general plan and 22 (grades 1-13, 15, 17, 19-25) currently vacant in the 2,223-hour plan. Range spreads — the percentage difference between the minimum and maximum of the pay grades — remained a constant 50.7% for all grades in both step plans. EVERGREEN SOLUTIONS, LLC Chapter 2 – Assessment of Current Conditions 180 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-2 EXHIBIT 2A EMPLOYEE PAY PLAN General Pay Plan (2,080 Hours) Grade A B C D E F G H I 1 16,756$ 16,965$ 17,177$ 17,392$ 17,609$ 17,829$ 18,052$ 18,278$ 18,506$ 2 17,609$ 17,829$ 18,052$ 18,278$ 18,506$ 18,738$ 18,972$ 19,209$ 19,449$ 3 18,506$ 18,738$ 18,972$ 19,209$ 19,449$ 19,692$ 19,939$ 20,188$ 20,440$ 4 19,449$ 19,692$ 19,939$ 20,188$ 20,440$ 20,696$ 20,954$ 21,216$ 21,481$ 5 20,440$ 20,696$ 20,954$ 21,216$ 21,481$ 21,750$ 22,022$ 22,297$ 22,576$ 6 21,481$ 21,750$ 22,022$ 22,297$ 22,576$ 22,858$ 23,144$ 23,433$ 23,726$ 7 22,576$ 22,858$ 23,144$ 23,433$ 23,726$ 24,023$ 24,323$ 24,627$ 24,935$ 8 23,726$ 24,023$ 24,323$ 24,627$ 24,935$ 25,246$ 25,562$ 25,881$ 26,205$ 9 24,935$ 25,246$ 25,562$ 25,881$ 26,205$ 26,533$ 26,864$ 27,200$ 27,540$ 10 26,205$ 26,533$ 26,864$ 27,200$ 27,540$ 27,884$ 28,233$ 28,586$ 28,943$ 11 27,540$ 27,884$ 28,233$ 28,586$ 28,943$ 29,305$ 29,671$ 30,042$ 30,418$ 12 28,943$ 29,305$ 29,671$ 30,042$ 30,418$ 30,798$ 31,183$ 31,573$ 31,967$ 13 30,418$ 30,798$ 31,183$ 31,573$ 31,967$ 32,367$ 32,771$ 33,181$ 33,596$ 14 31,967$ 32,367$ 32,771$ 33,181$ 33,596$ 34,016$ 34,441$ 34,871$ 35,307$ 15 33,596$ 34,016$ 34,441$ 34,871$ 35,307$ 35,749$ 36,195$ 36,648$ 37,106$ 16 35,307$ 35,749$ 36,195$ 36,648$ 37,106$ 37,570$ 38,039$ 38,515$ 38,996$ 17 37,106$ 37,570$ 38,039$ 38,515$ 38,996$ 39,484$ 39,977$ 40,477$ 40,983$ 18 38,996$ 39,484$ 39,977$ 40,477$ 40,983$ 41,495$ 42,014$ 42,539$ 43,071$ 19 40,983$ 41,495$ 42,014$ 42,539$ 43,071$ 43,609$ 44,154$ 44,706$ 45,265$ 20 43,071$ 43,609$ 44,154$ 44,706$ 45,265$ 45,831$ 46,404$ 46,984$ 47,571$ 21 45,265$ 45,831$ 46,404$ 46,984$ 47,571$ 48,166$ 48,768$ 49,378$ 49,995$ 22 47,571$ 48,166$ 48,768$ 49,378$ 49,995$ 50,620$ 51,252$ 51,893$ 52,542$ 23 49,995$ 50,620$ 51,252$ 51,893$ 52,542$ 53,199$ 53,864$ 54,537$ 55,219$ 24 52,542$ 53,199$ 53,864$ 54,537$ 55,219$ 55,909$ 56,608$ 57,315$ 58,032$ 25 55,219$ 55,909$ 56,608$ 57,315$ 58,032$ 58,757$ 59,492$ 60,235$ 60,988$ 181 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-3 EXHIBIT 2A (CONTINUED) EMPLOYEE PAY PLAN General Pay Plan (2,080 Hours) Grade J K L M N O P Q R 1 18,738$ 18,972$ 19,209$ 19,449$ 19,692$ 19,939$ 20,188$ 20,440$ 20,696$ 2 19,692$ 19,939$ 20,188$ 20,440$ 20,696$ 20,954$ 21,216$ 21,481$ 21,750$ 3 20,696$ 20,954$ 21,216$ 21,481$ 21,750$ 22,022$ 22,297$ 22,576$ 22,858$ 4 21,750$ 22,022$ 22,297$ 22,576$ 22,858$ 23,144$ 23,433$ 23,726$ 24,023$ 5 22,858$ 23,144$ 23,433$ 23,726$ 24,023$ 24,323$ 24,627$ 24,935$ 25,246$ 6 24,023$ 24,323$ 24,627$ 24,935$ 25,246$ 25,562$ 25,881$ 26,205$ 26,533$ 7 25,246$ 25,562$ 25,881$ 26,205$ 26,533$ 26,864$ 27,200$ 27,540$ 27,884$ 8 26,533$ 26,864$ 27,200$ 27,540$ 27,884$ 28,233$ 28,586$ 28,943$ 29,305$ 9 27,884$ 28,233$ 28,586$ 28,943$ 29,305$ 29,671$ 30,042$ 30,418$ 30,798$ 10 29,305$ 29,671$ 30,042$ 30,418$ 30,798$ 31,183$ 31,573$ 31,967$ 32,367$ 11 30,798$ 31,183$ 31,573$ 31,967$ 32,367$ 32,771$ 33,181$ 33,596$ 34,016$ 12 32,367$ 32,771$ 33,181$ 33,596$ 34,016$ 34,441$ 34,871$ 35,307$ 35,749$ 13 34,016$ 34,441$ 34,871$ 35,307$ 35,749$ 36,195$ 36,648$ 37,106$ 37,570$ 14 35,749$ 36,195$ 36,648$ 37,106$ 37,570$ 38,039$ 38,515$ 38,996$ 39,484$ 15 37,570$ 38,039$ 38,515$ 38,996$ 39,484$ 39,977$ 40,477$ 40,983$ 41,495$ 16 39,484$ 39,977$ 40,477$ 40,983$ 41,495$ 42,014$ 42,539$ 43,071$ 43,609$ 17 41,495$ 42,014$ 42,539$ 43,071$ 43,609$ 44,154$ 44,706$ 45,265$ 45,831$ 18 43,609$ 44,154$ 44,706$ 45,265$ 45,831$ 46,404$ 46,984$ 47,571$ 48,166$ 19 45,831$ 46,404$ 46,984$ 47,571$ 48,166$ 48,768$ 49,378$ 49,995$ 50,620$ 20 48,166$ 48,768$ 49,378$ 49,995$ 50,620$ 51,252$ 51,893$ 52,542$ 53,199$ 21 50,620$ 51,252$ 51,893$ 52,542$ 53,199$ 53,864$ 54,537$ 55,219$ 55,909$ 22 53,199$ 53,864$ 54,537$ 55,219$ 55,909$ 56,608$ 57,315$ 58,032$ 58,757$ 23 55,909$ 56,608$ 57,315$ 58,032$ 58,757$ 59,492$ 60,235$ 60,988$ 61,750$ 24 58,757$ 59,492$ 60,235$ 60,988$ 61,750$ 62,522$ 63,304$ 64,095$ 64,896$ 25 61,750$ 62,522$ 63,304$ 64,095$ 64,896$ 65,708$ 66,529$ 67,361$ 68,203$ 182 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-4 EXHIBIT 2A (CONTINUED) EMPLOYEE PAY PLAN General Pay Plan (2,080 Hours) Grade S T U V W X Y Z AA 1 20,954$ 21,216$ 21,481$ 21,750$ 22,022$ 22,297$ 22,576$ 22,858$ 23,144$ 2 22,022$ 22,297$ 22,576$ 22,858$ 23,144$ 23,433$ 23,726$ 24,023$ 24,323$ 3 23,144$ 23,433$ 23,726$ 24,023$ 24,323$ 24,627$ 24,935$ 25,246$ 25,562$ 4 24,323$ 24,627$ 24,935$ 25,246$ 25,562$ 25,881$ 26,205$ 26,533$ 26,864$ 5 25,562$ 25,881$ 26,205$ 26,533$ 26,864$ 27,200$ 27,540$ 27,884$ 28,233$ 6 26,864$ 27,200$ 27,540$ 27,884$ 28,233$ 28,586$ 28,943$ 29,305$ 29,671$ 7 28,233$ 28,586$ 28,943$ 29,305$ 29,671$ 30,042$ 30,418$ 30,798$ 31,183$ 8 29,671$ 30,042$ 30,418$ 30,798$ 31,183$ 31,573$ 31,967$ 32,367$ 32,771$ 9 31,183$ 31,573$ 31,967$ 32,367$ 32,771$ 33,181$ 33,596$ 34,016$ 34,441$ 10 32,771$ 33,181$ 33,596$ 34,016$ 34,441$ 34,871$ 35,307$ 35,749$ 36,196$ 11 34,441$ 34,871$ 35,307$ 35,749$ 36,196$ 36,648$ 37,106$ 37,570$ 38,039$ 12 36,196$ 36,648$ 37,106$ 37,570$ 38,039$ 38,515$ 38,996$ 39,484$ 39,977$ 13 38,039$ 38,515$ 38,996$ 39,484$ 39,977$ 40,477$ 40,983$ 41,495$ 42,014$ 14 39,977$ 40,477$ 40,983$ 41,495$ 42,014$ 42,539$ 43,071$ 43,609$ 44,155$ 15 42,014$ 42,539$ 43,071$ 43,609$ 44,154$ 44,706$ 45,265$ 45,831$ 46,404$ 16 44,154$ 44,706$ 45,265$ 45,831$ 46,404$ 46,984$ 47,571$ 48,166$ 48,768$ 17 46,404$ 46,984$ 47,571$ 48,166$ 48,768$ 49,378$ 49,995$ 50,620$ 51,253$ 18 48,768$ 49,378$ 49,995$ 50,620$ 51,253$ 51,893$ 52,542$ 53,199$ 53,864$ 19 51,253$ 51,893$ 52,542$ 53,199$ 53,864$ 54,537$ 55,219$ 55,909$ 56,608$ 20 53,864$ 54,537$ 55,219$ 55,909$ 56,608$ 57,315$ 58,032$ 58,757$ 59,492$ 21 56,608$ 57,315$ 58,032$ 58,757$ 59,492$ 60,235$ 60,988$ 61,750$ 62,522$ 22 59,492$ 60,235$ 60,988$ 61,750$ 62,522$ 63,304$ 64,095$ 64,896$ 65,708$ 23 62,522$ 63,304$ 64,095$ 64,896$ 65,708$ 66,529$ 67,361$ 68,203$ 69,055$ 24 65,708$ 66,529$ 67,361$ 68,203$ 69,055$ 69,918$ 70,792$ 71,677$ 72,573$ 25 69,055$ 69,918$ 70,792$ 71,677$ 72,573$ 73,480$ 74,399$ 75,329$ 76,270$ 183 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-5 EXHIBIT 2A (CONTINUED) EMPLOYEE PAY PLAN General Pay Plan (2,080 Hours) Source: Created by Evergreen Solutions from data provided by the City as of November 2018. Grade AB AC AD AE AF AG AH Range Spread Employees 1 23,433$ 23,726$ 24,023$ 24,323$ 24,627$ 24,935$ 25,246$ 50.7% 0 2 24,627$ 24,935$ 25,246$ 25,562$ 25,881$ 26,205$ 26,533$ 50.7% 0 3 25,881$ 26,205$ 26,533$ 26,864$ 27,200$ 27,540$ 27,884$ 50.7% 0 4 27,200$ 27,540$ 27,884$ 28,233$ 28,586$ 28,943$ 29,305$ 50.7% 0 5 28,586$ 28,943$ 29,305$ 29,671$ 30,042$ 30,418$ 30,798$ 50.7% 0 6 30,042$ 30,418$ 30,798$ 31,183$ 31,573$ 31,967$ 32,367$ 50.7% 0 7 31,573$ 31,967$ 32,367$ 32,771$ 33,181$ 33,596$ 34,016$ 50.7% 0 8 33,181$ 33,596$ 34,016$ 34,441$ 34,871$ 35,307$ 35,749$ 50.7% 3 9 34,871$ 35,307$ 35,749$ 36,196$ 36,648$ 37,106$ 37,570$ 50.7% 5 10 36,648$ 37,106$ 37,570$ 38,040$ 38,515$ 38,996$ 39,484$ 50.7% 9 11 38,515$ 38,996$ 39,484$ 39,977$ 40,477$ 40,983$ 41,495$ 50.7% 3 12 40,477$ 40,983$ 41,495$ 42,014$ 42,539$ 43,071$ 43,609$ 50.7% 11 13 42,539$ 43,071$ 43,609$ 44,155$ 44,706$ 45,265$ 45,831$ 50.7% 5 14 44,706$ 45,265$ 45,831$ 46,404$ 46,984$ 47,571$ 48,166$ 50.7% 7 15 46,984$ 47,571$ 48,166$ 48,768$ 49,378$ 49,995$ 50,620$ 50.7% 0 16 49,378$ 49,995$ 50,620$ 51,253$ 51,893$ 52,542$ 53,199$ 50.7% 1 17 51,893$ 52,542$ 53,199$ 53,864$ 54,537$ 55,219$ 55,909$ 50.7% 4 18 54,537$ 55,219$ 55,909$ 56,608$ 57,315$ 58,032$ 58,757$ 50.7% 2 19 57,315$ 58,032$ 58,757$ 59,492$ 60,235$ 60,988$ 61,751$ 50.7% 3 20 60,235$ 60,988$ 61,751$ 62,522$ 63,304$ 64,095$ 64,896$ 50.7% 2 21 63,304$ 64,095$ 64,896$ 65,708$ 66,529$ 67,361$ 68,203$ 50.7% 3 22 66,529$ 67,361$ 68,203$ 69,055$ 69,918$ 70,792$ 71,677$ 50.7% 0 23 69,918$ 70,792$ 71,677$ 72,573$ 73,480$ 74,399$ 75,329$ 50.7% 3 24 73,480$ 74,399$ 75,329$ 76,270$ 77,224$ 78,189$ 79,166$ 50.7% 0 25 77,224$ 78,189$ 79,166$ 80,156$ 81,158$ 82,172$ 83,200$ 50.7% 2 184 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-6 EXHIBIT 2B EMPLOYEE PAY PLAN Police Pay Plan (2,223 Hours) Grade A B C D E F G H I 1 17,055$ 17,268$ 17,484$ 17,703$ 17,924$ 18,148$ 18,375$ 18,604$ 18,837$ 2 17,924$ 18,148$ 18,375$ 18,604$ 18,837$ 19,072$ 19,311$ 19,552$ 19,797$ 3 18,837$ 19,072$ 19,311$ 19,552$ 19,797$ 20,044$ 20,295$ 20,548$ 20,805$ 4 19,797$ 20,044$ 20,295$ 20,548$ 20,805$ 21,065$ 21,329$ 21,595$ 21,865$ 5 20,805$ 21,065$ 21,329$ 21,595$ 21,865$ 22,138$ 22,415$ 22,695$ 22,979$ 6 21,865$ 22,138$ 22,415$ 22,695$ 22,979$ 23,266$ 23,557$ 23,851$ 24,150$ 7 22,979$ 23,266$ 23,557$ 23,851$ 24,150$ 24,452$ 24,757$ 25,067$ 25,380$ 8 24,150$ 24,452$ 24,757$ 25,067$ 25,380$ 25,697$ 26,018$ 26,344$ 26,673$ 9 25,380$ 25,697$ 26,018$ 26,344$ 26,673$ 27,006$ 27,344$ 27,686$ 28,032$ 10 26,673$ 27,006$ 27,344$ 27,686$ 28,032$ 28,382$ 28,737$ 29,096$ 29,460$ 11 28,032$ 28,382$ 28,737$ 29,096$ 29,460$ 29,828$ 30,201$ 30,578$ 30,961$ 12 29,460$ 29,828$ 30,201$ 30,578$ 30,961$ 31,348$ 31,740$ 32,136$ 32,538$ 13 30,961$ 31,348$ 31,740$ 32,136$ 32,538$ 32,945$ 33,357$ 33,774$ 34,196$ 14 32,538$ 32,945$ 33,357$ 33,774$ 34,196$ 34,623$ 35,056$ 35,494$ 35,938$ 15 34,196$ 34,623$ 35,056$ 35,494$ 35,938$ 36,387$ 36,842$ 37,302$ 37,769$ 16 35,938$ 36,387$ 36,842$ 37,302$ 37,769$ 38,241$ 38,719$ 39,203$ 39,693$ 17 37,769$ 38,241$ 38,719$ 39,203$ 39,693$ 40,189$ 40,691$ 41,200$ 41,715$ 18 39,693$ 40,189$ 40,691$ 41,200$ 41,715$ 42,236$ 42,764$ 43,299$ 43,840$ 19 41,715$ 42,236$ 42,764$ 43,299$ 43,840$ 44,388$ 44,943$ 45,505$ 46,074$ 20 43,840$ 44,388$ 44,943$ 45,505$ 46,074$ 46,649$ 47,233$ 47,823$ 48,421$ 21 46,074$ 46,649$ 47,233$ 47,823$ 48,421$ 49,026$ 49,639$ 50,259$ 50,888$ 22 48,421$ 49,026$ 49,639$ 50,259$ 50,888$ 51,524$ 52,168$ 52,820$ 53,480$ 23 50,888$ 51,524$ 52,168$ 52,820$ 53,480$ 54,149$ 54,825$ 55,511$ 56,205$ 24 53,480$ 54,149$ 54,825$ 55,511$ 56,205$ 56,907$ 57,618$ 58,339$ 59,068$ 25 56,205$ 56,907$ 57,618$ 58,339$ 59,068$ 59,806$ 60,554$ 61,311$ 62,077$ 185 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-7 EXHIBIT 2B (CONTINUED) EMPLOYEE PAY PLAN Police Pay Plan (2,223 Hours) Grade J K L M N O P Q R 1 19,072$ 19,311$ 19,552$ 19,797$ 20,044$ 20,295$ 20,548$ 20,805$ 21,065$ 2 20,044$ 20,295$ 20,548$ 20,805$ 21,065$ 21,329$ 21,595$ 21,865$ 22,138$ 3 21,065$ 21,329$ 21,595$ 21,865$ 22,138$ 22,415$ 22,695$ 22,979$ 23,266$ 4 22,138$ 22,415$ 22,695$ 22,979$ 23,266$ 23,557$ 23,852$ 24,150$ 24,452$ 5 23,266$ 23,557$ 23,851$ 24,150$ 24,452$ 24,757$ 25,067$ 25,380$ 25,697$ 6 24,452$ 24,757$ 25,067$ 25,380$ 25,697$ 26,018$ 26,344$ 26,673$ 27,006$ 7 25,697$ 26,018$ 26,344$ 26,673$ 27,006$ 27,344$ 27,686$ 28,032$ 28,382$ 8 27,006$ 27,344$ 27,686$ 28,032$ 28,382$ 28,737$ 29,096$ 29,460$ 29,828$ 9 28,382$ 28,737$ 29,096$ 29,460$ 29,828$ 30,201$ 30,578$ 30,961$ 31,348$ 10 29,828$ 30,201$ 30,578$ 30,961$ 31,348$ 31,740$ 32,136$ 32,538$ 32,945$ 11 31,348$ 31,740$ 32,136$ 32,538$ 32,945$ 33,357$ 33,774$ 34,196$ 34,623$ 12 32,945$ 33,357$ 33,774$ 34,196$ 34,623$ 35,056$ 35,494$ 35,938$ 36,387$ 13 34,623$ 35,056$ 35,494$ 35,938$ 36,387$ 36,842$ 37,302$ 37,769$ 38,241$ 14 36,387$ 36,842$ 37,302$ 37,769$ 38,241$ 38,719$ 39,203$ 39,693$ 40,189$ 15 38,241$ 38,719$ 39,203$ 39,693$ 40,189$ 40,691$ 41,200$ 41,715$ 42,236$ 16 40,189$ 40,691$ 41,200$ 41,715$ 42,236$ 42,764$ 43,299$ 43,840$ 44,388$ 17 42,236$ 42,764$ 43,299$ 43,840$ 44,388$ 44,943$ 45,505$ 46,074$ 46,649$ 18 44,388$ 44,943$ 45,505$ 46,074$ 46,649$ 47,233$ 47,823$ 48,421$ 49,026$ 19 46,649$ 47,233$ 47,823$ 48,421$ 49,026$ 49,639$ 50,259$ 50,888$ 51,524$ 20 49,026$ 49,639$ 50,259$ 50,888$ 51,524$ 52,168$ 52,820$ 53,480$ 54,149$ 21 51,524$ 52,168$ 52,820$ 53,480$ 54,149$ 54,825$ 55,511$ 56,205$ 56,907$ 22 54,149$ 54,825$ 55,511$ 56,205$ 56,907$ 57,619$ 58,339$ 59,068$ 59,806$ 23 56,907$ 57,618$ 58,339$ 59,068$ 59,806$ 60,554$ 61,311$ 62,077$ 62,853$ 24 59,806$ 60,554$ 61,311$ 62,077$ 62,853$ 63,639$ 64,434$ 65,240$ 66,055$ 25 62,853$ 63,639$ 64,434$ 65,240$ 66,055$ 66,881$ 67,717$ 68,563$ 69,420$ 186 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-8 EXHIBIT 2B (CONTINUED) EMPLOYEE PAY PLAN Police Pay Plan (2,223 Hours) Grade S T U V W X Y Z AA 1 21,329$ 21,595$ 21,865$ 22,138$ 22,415$ 22,695$ 22,979$ 23,266$ 23,557$ 2 22,415$ 22,695$ 22,979$ 23,266$ 23,557$ 23,852$ 24,150$ 24,452$ 24,757$ 3 23,557$ 23,852$ 24,150$ 24,452$ 24,757$ 25,067$ 25,380$ 25,697$ 26,018$ 4 24,757$ 25,067$ 25,380$ 25,697$ 26,018$ 26,344$ 26,673$ 27,006$ 27,344$ 5 26,018$ 26,344$ 26,673$ 27,006$ 27,344$ 27,686$ 28,032$ 28,382$ 28,737$ 6 27,344$ 27,686$ 28,032$ 28,382$ 28,737$ 29,096$ 29,460$ 29,828$ 30,201$ 7 28,737$ 29,096$ 29,460$ 29,828$ 30,201$ 30,579$ 30,961$ 31,348$ 31,740$ 8 30,201$ 30,578$ 30,961$ 31,348$ 31,740$ 32,136$ 32,538$ 32,945$ 33,357$ 9 31,740$ 32,136$ 32,538$ 32,945$ 33,357$ 33,774$ 34,196$ 34,623$ 35,056$ 10 33,357$ 33,774$ 34,196$ 34,623$ 35,056$ 35,494$ 35,938$ 36,387$ 36,842$ 11 35,056$ 35,494$ 35,938$ 36,387$ 36,842$ 37,302$ 37,769$ 38,241$ 38,719$ 12 36,842$ 37,302$ 37,769$ 38,241$ 38,719$ 39,203$ 39,693$ 40,189$ 40,691$ 13 38,719$ 39,203$ 39,693$ 40,189$ 40,691$ 41,200$ 41,715$ 42,236$ 42,764$ 14 40,691$ 41,200$ 41,715$ 42,236$ 42,764$ 43,299$ 43,840$ 44,388$ 44,943$ 15 42,764$ 43,299$ 43,840$ 44,388$ 44,943$ 45,505$ 46,074$ 46,649$ 47,233$ 16 44,943$ 45,505$ 46,074$ 46,649$ 47,233$ 47,823$ 48,421$ 49,026$ 49,639$ 17 47,233$ 47,823$ 48,421$ 49,026$ 49,639$ 50,259$ 50,888$ 51,524$ 52,168$ 18 49,639$ 50,259$ 50,888$ 51,524$ 52,168$ 52,820$ 53,480$ 54,149$ 54,825$ 19 52,168$ 52,820$ 53,480$ 54,149$ 54,825$ 55,511$ 56,205$ 56,907$ 57,619$ 20 54,825$ 55,511$ 56,205$ 56,907$ 57,619$ 58,339$ 59,068$ 59,806$ 60,554$ 21 57,619$ 58,339$ 59,068$ 59,806$ 60,554$ 61,311$ 62,077$ 62,853$ 63,639$ 22 60,554$ 61,311$ 62,077$ 62,853$ 63,639$ 64,434$ 65,240$ 66,055$ 66,881$ 23 63,639$ 64,434$ 65,240$ 66,055$ 66,881$ 67,717$ 68,563$ 69,420$ 70,288$ 24 66,881$ 67,717$ 68,563$ 69,420$ 70,288$ 71,167$ 72,056$ 72,957$ 73,869$ 25 70,288$ 71,167$ 72,056$ 72,957$ 73,869$ 74,792$ 75,727$ 76,674$ 77,632$ 187 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-9 EXHIBIT 2B (CONTINUED) EMPLOYEE PAY PLAN Police Pay Plan (2,223 Hours) Source: Created by Evergreen Solutions from data provided by the City as of November 2018. 2.2 EMPLOYEE SALARY PLACEMENT BY GRADE When assessing the effectiveness of the City’s pay plan and practices, it is important to analyze where employees’ salaries fell within each pay range. Identifying those areas where there may have been clusters of employees’ salaries could illuminate potential pay progression concerns within the current pay plan. It should be noted that employees’ salaries, and the progression of the same, is associated with an organization’s compensation philosophy — specifically, the method of salary progression and the availability of resources. Therefore, the placement of employees’ salaries should be viewed with this context in mind. Furthermore, employees within a step-based pay plan were analyzed by taking the salary for the lowest step as the range minimum and the salary for the highest step as the range maximum. The midpoint respective to those grades was calculated as the average between the minimum and the maximum. GradeABACADAEAFAGAHRange Spread Employees 1 23,852$ 24,150$ 24,452$ 24,757$ 25,067$ 25,380$ 25,697$ 50.7% 0 2 25,067$ 25,380$ 25,697$ 26,018$ 26,344$ 26,673$ 27,006$ 50.7% 0 3 26,344$ 26,673$ 27,006$ 27,344$ 27,686$ 28,032$ 28,382$ 50.7% 0 4 27,686$ 28,032$ 28,382$ 28,737$ 29,096$ 29,460$ 29,828$ 50.7% 0 5 29,096$ 29,460$ 29,828$ 30,201$ 30,579$ 30,961$ 31,348$ 50.7% 0 6 30,579$ 30,961$ 31,348$ 31,740$ 32,136$ 32,538$ 32,945$ 50.7% 0 7 32,136$ 32,538$ 32,945$ 33,357$ 33,774$ 34,196$ 34,623$ 50.7% 0 8 33,774$ 34,196$ 34,623$ 35,056$ 35,494$ 35,938$ 36,387$ 50.7% 0 9 35,494$ 35,938$ 36,387$ 36,842$ 37,302$ 37,769$ 38,241$ 50.7% 0 10 37,302$ 37,769$ 38,241$ 38,719$ 39,203$ 39,693$ 40,189$ 50.7% 0 11 39,203$ 39,693$ 40,189$ 40,691$ 41,200$ 41,715$ 42,236$ 50.7% 0 12 41,200$ 41,715$ 42,236$ 42,764$ 43,299$ 43,840$ 44,388$ 50.7% 0 13 43,299$ 43,840$ 44,388$ 44,943$ 45,505$ 46,074$ 46,649$ 50.7% 0 14 45,505$ 46,074$ 46,649$ 47,233$ 47,823$ 48,421$ 49,026$ 50.7% 8 15 47,823$ 48,421$ 49,026$ 49,639$ 50,259$ 50,888$ 51,524$ 50.7% 0 16 50,259$ 50,888$ 51,524$ 52,168$ 52,820$ 53,480$ 54,149$ 50.7% 4 17 52,820$ 53,480$ 54,149$ 54,825$ 55,511$ 56,205$ 56,907$ 50.7% 0 18 55,511$ 56,205$ 56,907$ 57,619$ 58,339$ 59,068$ 59,806$ 50.7% 3 19 58,339$ 59,068$ 59,806$ 60,554$ 61,311$ 62,077$ 62,853$ 50.7% 0 20 61,311$ 62,077$ 62,853$ 63,639$ 64,434$ 65,240$ 66,055$ 50.7% 0 21 64,434$ 65,240$ 66,055$ 66,881$ 67,717$ 68,563$ 69,420$ 50.7% 0 22 67,717$ 68,563$ 69,420$ 70,288$ 71,167$ 72,056$ 72,957$ 50.7% 0 23 71,167$ 72,056$ 72,957$ 73,869$ 74,792$ 75,727$ 76,674$ 50.7% 0 24 74,792$ 75,727$ 76,674$ 77,632$ 78,603$ 79,585$ 80,580$ 50.7% 0 25 78,603$ 79,585$ 80,580$ 81,587$ 82,607$ 83,640$ 84,685$ 50.7% 0 188 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-10 Exhibit 2C illustrates the placement of employees’ salaries in the 2,080-hour pay plan relative to pay grade minimums and maximums. Exhibit 2D similarly illustrates the placement of employees’ salaries in the 2,223-hour pay plan relative to the pay grade minimums and maximums. The exhibits contain the following: the pay grades, the number of employees in classifications assigned to the pay grade, the number and percentage of employees with salaries below the minimum, the number and percentage of employees with salaries at the minimum, the number and percentage of employees with salaries at the maximum, and the number and percentage of employees with salaries above the maximum. EXHIBIT 2C SALARY PLACEMENT BELOW MINIMUM AND ABOVE MAXIMUM BY GRADE 2,080-HOUR PAY PLAN Source: Created by Evergreen Solutions from data provided by the City as of November 2018. Grade Employees # < Min % < Min # at Min % at Min # at Max % at Max # > Max % > Max 10 --- - - - -‐ 20 --- - - - -‐ 30 --- - - - -‐ 40 --- - - - -‐ 50 --- - - - -‐ 60 --- - - - -‐ 70 --- - - - -‐ 8 3 0 0.0% 0 0.0% 0 0.0% 0 0.0% 9 5 0 0.0% 0 0.0% 0 0.0% 0 0.0% 10 9 0 0.0% 0 0.0% 0 0.0% 0 0.0% 11 3 0 0.0% 1 33.3% 0 0.0% 0 0.0% 12 11 0 0.0% 0 0.0% 0 0.0% 0 0.0% 13 5 0 0.0% 0 0.0% 0 0.0% 0 0.0% 14 7 0 0.0% 0 0.0% 0 0.0% 0 0.0% 15 0 - - - - - - -‐ 16 1 0 0.0% 0 0.0% 0 0.0% 0 0.0% 17 4 0 0.0% 0 0.0% 0 0.0% 0 0.0% 18 2 0 0.0% 0 0.0% 0 0.0% 0 0.0% 19 3 0 0.0% 0 0.0% 0 0.0% 1 33.3% 20 2 0 0.0% 0 0.0% 0 0.0% 0 0.0% 21 3 0 0.0% 0 0.0% 0 0.0% 0 0.0% 22 0 - - - - - - -‐ 23 3 0 0.0% 0 0.0% 0 0.0% 0 0.0% 24 0 - - - - - - -‐ 25 2 0 0.0% 0 0.0% 0 0.0% 0 0.0% Total 63 0 0.0% 1 1.6% 0 0.0% 1 1.6% 189 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-11 EXHIBIT 2D SALARY PLACEMENT BELOW MINIMUM AND ABOVE MAXIMUM BY GRADE 2,223-HOUR PAY PLAN Source: Created by Evergreen Solutions from data provided by the City as of November 2018. Employees with salaries at the grade minimum are typically new hires or are new to their classification following a recent promotion; on the other hand, employees with salaries at the grade maximum are typically highly experienced and proficient in their classification. As Exhibits 2C and 2D illustrate, at the time of this study, there was 1 employee with a salary above their grade maximum. Exhibit 2E illustrates the placement of employees’ salaries in the 2,080-hour pay plan relative to pay grade midpoints. Exhibit 2F similarly illustrates the placement of employees’ salaries in the 2,223-hour pay plan relative to pay grade midpoints. The exhibits contain the following: the pay grades, the number of employees in classifications assigned to the pay grade, the number and percentage of employees with salaries below the midpoint, Grade Employees # < Min % < Min # at Min % at Min # at Max % at Max # > Max % > Max 10 --- - - - -‐ 20 --- - - - -‐ 30 --- - - - -‐ 40 --- - - - -‐ 50 --- - - - -‐ 60 --- - - - -‐ 70 --- - - - -‐ 80 --- - - - -‐ 90 --- - - - -‐ 10 0 - - - - - - -‐ 11 0 - - - - - - -‐ 12 0 - - - - - - -‐ 13 0 - - - - - - -‐ 14 8 0 0.0% 0 0.0% 0 0.0% 0 0.0% 15 0 - - - - - - -‐ 16 4 0 0.0% 0 0.0% 0 0.0% 0 0.0% 17 0 - - - - - - -‐ 18 3 0 0.0% 0 0.0% 0 0.0% 0 0.0% 19 0 - - - - - - -‐ 20 0 - - - - - - -‐ 21 0 - - - - - - -‐ 22 0 - - - - - - -‐ 23 0 - - - - - - -‐ 24 0 - - - - - - -‐ 25 0 - - - - - - -‐ Total 15 0 0.0% 0 0.0% 0 0.0% 0 0.0% 190 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-12 the number and percentage of employees with salaries at the midpoint (within a dollar amount), and the number and percentage of employees with salaries above the midpoint of each pay grade. EXHIBIT 2E SALARY PLACEMENT AROUND MIDPOINT BY GRADE 2,080-HOUR PAY PLAN Source: Created by Evergreen Solutions from data provided by the City as of November 2018. Grade Employees # < Mid % < Mid # at Mid % at Mid # > Mid % > Mid 10 --- --- 20 --- --- 30 --- --- 40 --- --- 50 --- --- 60 --- --- 70 --- --- 8 3 1 33.3% 0 0.0% 2 66.7% 9 5 4 80.0% 0 0.0% 1 20.0% 10 9 9 100.0% 0 0.0% 0 0.0% 11 3 3 100.0% 0 0.0% 0 0.0% 12 11 10 90.9% 0 0.0% 1 9.1% 13 5 4 80.0% 0 0.0% 1 20.0% 14 7 6 85.7% 0 0.0% 1 14.3% 150 --- --- 16 1 1 100.0% 0 0.0% 0 0.0% 17 4 3 75.0% 0 0.0% 1 25.0% 18 2 0 0.0% 0 0.0% 2 100.0% 19 3 0 0.0% 0 0.0% 3 100.0% 20 2 2 100.0% 0 0.0% 0 0.0% 21 3 2 66.7% 0 0.0% 1 33.3% 220 --- --- 23 3 1 33.3% 0 0.0% 2 66.7% 240 --- --- 25 2 1 50.0% 0 0.0% 1 50.0% Total 63 47 74.6% 0 0.0% 16 25.4% 191 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-13 EXHIBIT 2F SALARY PLACEMENT AROUND MIDPOINT BY GRADE 2,223-HOUR PAY PLAN Source: Created by Evergreen Solutions from data provided by the City as of November 2018. Employees with salaries close to the midpoint of a pay range should be fully proficient in their classification and require minimal supervision to satisfactorily complete their job duties. Within this framework, grade midpoint is commonly considered to be the salary an individual could reasonably expect for similar work in the market. Therefore, it is important to examine the percentage and number of employees with salaries above and below the calculated midpoint. Of the 78 employees with classifications in the City’s step-based pay plans, 62 employees (79.5 percent) had salaries below the midpoint of their respective range, 0 Grade Employees # < Mid % < Mid # at Mid % at Mid # > Mid % > Mid 10 --- --- 20 --- --- 30 --- --- 40 --- --- 50 --- --- 60 --- --- 70 --- --- 80 --- --- 90 --- --- 100 --- --- 110 --- --- 120 --- --- 130 --- --- 14 8 8 100.0% 0 0.0% 0 0.0% 150 --- --- 16 4 4 100.0% 0 0.0% 0 0.0% 170 --- --- 18 3 3 100.0% 0 0.0% 0 0.0% 190 --- --- 200 --- --- 210 --- --- 220 --- --- 230 --- --- 240 --- --- 250 --- --- Total 15 15 100.0% 0 0.0% 0 0.0% 192 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-14 employees had salaries at the midpoint, while 16 employees (20.5 percent) had salaries above the midpoint. 2.3 SALARY QUARTILE ANALYSIS This section provides an additional analysis of the distribution of employees’ salaries across the pay grades at the time of this study. Examining employee salary placement by grade quartile provided insight into whether clustering of employees’ salaries existed within each pay grade. For this analysis, employees’ salaries were slotted within one of four equal distributions. The first quartile (0-25) represents the lowest 25 percent of the pay range. The second quartile (26-50) represents the segment of the pay range above the first quartile up to the pay range’s midpoint. The third quartile (51-75) represents the part of the pay range above the midpoint up to the 75th percentile of the pay range. The fourth quartile (76-100) is the highest 25 percent of the pay range. This analytical method provided an opportunity to assess how employees’ salaries were disbursed throughout each grade (pay range). Exhibit 2G provides a breakdown of placement of employees’ salaries in the 2,080-hour pay plan relative to salary quartile. Exhibit 2H provides a breakdown of placement of employees’ salaries in the 2,223-hour pay plan relative to salary quartile. Both exhibits provide the following: the pay grades, the number of employees per pay grade, and the location (by quartile) of the employees’ salaries within each grade. EXHIBIT 2G SALARY QUARTILE ANALYSIS 2,080-HOUR PAY PLAN 1st Quartile 2nd Quartile 3rd Quartile 4th Quartile # Employees # Employees # Employees # Employees 10---- 20---- 30---- 40---- 50---- 60---- 70---- 831011 954010 1096300 1132100 12117310 1351310 1473301 GRADE Total Employees 193 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-15 EXHIBIT 2G (CONTINUED) SALARY QUARTILE ANALYSIS 2,080-HOUR PAY PLAN Source: Created by Evergreen Solutions from data provided by the City as of November 2018. EXHIBIT 2H SALARY QUARTILE ANALYSIS 2,223-HOUR PAY PLAN 1st Quartile 2nd Quartile 3rd Quartile 4th Quartile # Employees # Employees # Employees # Employees 150---- 1611000 1742110 1820011 1930021 2020200 2130210 220---- 2330120 240---- 2520101 Overall Total63272011 5 Percentage 42.86% 31.75% 17.46% 7.94% GRADE Total Employees 1st Quartile 2nd Quartile 3rd Quartile 4th Quartile # Employees # Employees # Employees # Employees 10---- 20---- 30---- 40---- 50---- 60---- 70---- 80---- 90---- 100---- 110---- 120---- GRADE Total Employees 194 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-16 EXHIBIT 2H (CONTINUED) SALARY QUARTILE ANALYSIS 2,223-HOUR PAY PLAN Source: Created by Evergreen Solutions from data provided by the City as of November 2018. With regard to both pay plans, the City’s employees’ salaries were clustered towards the lower end of their pay range. In order of employee concentration, 32 employees (41.0 percent) had salaries in the first quartile of their respective pay ranges. The next largest cluster of employees’ salaries was found in the second quartile with 30 employees (38.5 percent). Additionally, 11 employees (14.1 percent) had salaries in the third quartile of their respective pay ranges, while 5 (6.4 percent) earned in the fourth quartile of their respective pay ranges. 2.4 EMPLOYEES BY DEPARTMENT At the time the study commenced, the City employed 79 individuals across 14 departments. Exhibit 2I depicts the number of employees and the number of classifications in each department and is intended only to provide basic information regarding how employees were distributed among departments. Also provided is the percentage breakdown of employees by department. 1st Quartile 2nd Quartile 3rd Quartile 4th Quartile # Employees # Employees # Employees # Employees 130---- 1485300 150---- 1640400 170---- 1830300 190---- 200---- 210---- 220---- 230---- 240---- 250---- Overall Total155100 0 Percentage 7.94% 15.87% 0.00% 0.00% GRADE Total Employees 195 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-17 EXHIBIT 2I EMPLOYEES BY DEPARTMENT Source: Created by Evergreen Solutions from data provided by the City as of November 2018. As the exhibit illustrates, the largest department in the City is Police, with 24 employees representing 30.4 percent of the City’s workforce. 2.5 SUMMARY Overall, the City’s compensation structure offered a firm foundation on which to improve. The key points from the analysis of the current structure were: The City administered step-based pay plans for employees on 2,080-hour schedules and 2,223-hour schedules for a total of 78 employees with 25 pay grades in each plan. The majority of City employees’ salaries fell below the midpoint of the pay ranges, with 79.5 percent of employees’ salaries falling within the first and second quartiles. The City’s pay plans provided employees with a clear pay structure, although it appears that clustering of employees’ salaries has occurred over time. As a pay system is intended to encourage employee salary growth based on an organization’s compensation philosophy, the compression of employees’ salaries in the first quartile for both pay plans indicated a need for further examination of the City’s pay system and practices. Department Employees Classes % of Total Administration 2 2 2.5% Civic 1 1 1.3% Community 2 2 2.5% DDA 1 1 1.3% Electric 5 5 6.3% Finance 7 7 8.9% Gas 6 5 7.6% Library 2 2 2.5% Police 24 16 30.4% Public Works 11 6 13.9% Recreation 3 3 3.8% Shop 2 2 2.5% Water/Sewer 7 5 8.9% WWTP 6 4 7.6% Total 79 61 100.0% 196 Chapter 2 - Assessment of Current Conditions Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 2-18 The information gained from this review of current conditions was used in conjunction with the market analysis data and internal equity review to develop recommendations for a competitive compensation plan that would best align with the City’s compensation philosophy moving forward. These recommendations can be found in Chapter 5 of this report. 197 Evergreen Solutions, LLC Page 3-1 Following the study kick-off, an Evergreen consultant visited the City in December 2018 to conduct Employee Outreach. The process consisted of facilitating orientation and focus group meetings with employees and supervisors, as well as conducting an interview with the department heads. During the orientation sessions, the consultant provided information to participants about the goals of the study and their role in the study process. During the focus group meetings and the department head interview, questions were asked that were designed to gather feedback on several topics related to the study. Participant responses provided the Evergreen study team with valuable information regarding the employees’ and leaders’ perceptions of the current compensation and classification system. The sessions were well attended and participants actively engaged and provided feedback to the consultant. Summarized below are their comments and perceptions related to the topic areas. 3.1 GENERAL FEEDBACK Overall, employees stated that they enjoyed working for the City and serving the community. The working relationships with co-workers was also a factor in their job satisfaction. Additional positive comments included that the City provides: stable employment; good benefits; and an opportunity to work close to home. 3.2 COMPENSATION Participants expressed the following concerns and suggestions for improvements related to the City’s compensation system: salaries should be compared to peers and if below, should be brought to a competitive position; there should be a clear path for salary growth; pay plan/salary range information should be made available to employees; EVERGREEN SOLUTIONS, LLC Chapter 3 - Summary of Employee Outreach 198 Chapter 3 – Summary of Employee Outreach Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 3-2 pay incentive practices (for additional certifications, on-call pay, etc.) should be reviewed as these seem to be applied inconsistently across the City; and consideration should be given to increasing pay for employees performing expanded jobs or have increased responsibilities. 3.3 CLASSIFICATION General comments related to the classification of positions included that: some employees have taken on additional duties and believe their job title does not reflect this; additional levels should be added in some areas/departments to differentiate roles/duties; and job descriptions should be updated. 3.4 MARKET PEERS Meeting participants were asked to identify organizations they considered to be market peers competing for employees performing similar work. Their responses are listed below and were considered, though not necessarily utilized, when developing the list of peers for the salary survey: City of Athens, GA; City of Braselton, GA; City of Buford, GA; City of Elberton, GA; City of Gainesville, GA; City of Lawrenceville, GA; City of Oakwood, GA; City of Jefferson, GA; Banks County, GA; Clarke County, GA; Gwinnett County, GA; Hall County, GA; White County, GA; Jackson County Water Authority, GA; Georgia Power Company, GA; and Other private sector organizations for transferable positions. 199 Chapter 3 – Summary of Employee Outreach Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 3-3 3.5 BENEFITS Meeting participants were also asked for feedback in regard to the City’s employee benefits. Their comments were very positive; that the benefits are very good, particularly the health insurance and retirement plan. However, they did suggest that a City match for the optional defined contribution plan would be appreciated. 3.6 PERFORMANCE EVALUATION Though not a focus of the study, the Evergreen consultant asked meeting participants several questions with regard to employee performance evaluations. Their comments were: in departments where they are conducted, they do not have any real meaning as they are not linked to salary increases; they would like the City to have a consistent process, and tool (form); and if instituted City-wide, they would like pay increases linked to their performance. 3.7 SUMMARY The concerns expressed and reported above are common and exist in many organizations today. The City’s commitment to seeking employee input and feedback regarding its compensation and classification system is a positive step toward improvement in these areas. During the outreach meetings, employees generally believed the City’s compensation (system) needs to be brought to a level competitive with the market. They also suggested that the classification system requires updating to ensure that job titles accurately reflect the work performed. Finally, they suggested that the City should be more proactive in making these changes to increase recruitment and retention of quality employees. The input received during employee outreach provided a foundation for understanding the current pay and classification system and was considered while conducting the remainder of the study. The analyses discussed in the next chapters subsequently provided the basis for the recommendations provided in Chapter 5 of this report. 200 Evergreen Solutions, LLC Page 4-1 This chapter provides a market analysis in which the City’s salary ranges and benefits were compared to the salary ranges and benefits at peer organizations. The data from targeted market peers were used to evaluate the overall compensation at the City at the time of this study. It is important to note that the market comparisons contained herein do not translate well at the individual employee level and are instead used to provide an overall analysis. Therefore, this is not intended to evaluate salaries paid to individuals as this compensation is determined through a combination of factors which could typically include: the demand for a job, a candidate’s prior experience, or an individual’s negotiation skills during the hiring process. Furthermore, it should be noted that market comparisons are best thought of as a snapshot of current market conditions. In other words, market conditions change and, in some cases, change quickly; so, while market surveys are useful for making updates to salary structures or benefits provided to employees, they must be done at regular intervals if the City wishes to remain current with its market peers and market salary trends. 4.1 PUBLIC SECTOR SALARY SURVEY RESULTS Evergreen collected pay range information from target organizations utilizing a salary survey tool. This included selecting benchmark classifications to be surveyed. The desired outcome of benchmarking was to select a cross-section of the City’s classifications so that those surveyed made up a subset of all work areas and job levels. The job title, a description of assigned duties, and the education and experience requirements for each benchmarked classification were provided in the survey tool so that peers could determine if the position existed within their organization. Evergreen received concurrence from the City regarding the target peers to which the survey was provided. Several factors were utilized when developing the peer list, including geographic proximity to the City, organization size, and the relative population being served by the organization. All collected data were adjusted for cost of living using a national cost of living index factor which allowed salary dollars from organizations outside of the immediate recruiting area to be adjusted for the cost of living relative to the City. Exhibit 4A provides the list of market peers from which data were collected from 16 peers for 37 benchmark classifications. It should be noted that a secondary salary survey source, Georgia Department of Community Affairs (DCA), was utilized so that data could be obtained for any classifications with less than five responses. EVERGREEN SOLUTIONS, LLC Chapter 4 – Market Summary 201 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-2 EXHIBIT 4A MARKET PEERS Town of Braselton City of Buford City of Elberton City of Hampton City of Jefferson City of Lawrenceville City of Monroe City of Royston City of Sugar Hill City of Suwanee City of Toccoa Banks County Barrow County Clarke County Hall County Jackson County Jackson County WASA White County ESG Operations, Inc. Georgia Power Jefferson EMC Market Peers *Bold indicates data collected from peer As an outcome of this study, the City expressed a desire to have a salary structure competitive with the market average. To determine the position of the existing structure, Evergreen compared the City’s salary ranges for the benchmark classifications to this position. Exhibit 4B provides a summary of the comparison and contains the following: The market salary range information for each classification. This indicates the market minimum, midpoint, and maximum of the peer survey data for each benchmarked classification. The percent differentials (to the City’s existing salary ranges). A positive differential indicates the City was above the market average for that classification at the minimum, midpoint, or maximum. A negative differential indicates the City was below the desired market position for that classification. The final row provides the average percent differentials for the minimum, midpoint, and maximum for all surveyed classifications. 202 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-3 The survey average range width (spread). This provides the average range width for each classification surveyed determined by the average minimum and average maximum salaries of the respondents, relative to the minimum. The average range width for each classification is provided in the second to last column, and the average range width for all of the classifications collectively is provided in the final row. The number of responses collected for each classification is provided in the final column and the average number of responses for all the classifications is provided in the final row. EXHIBIT 4B SALARY SURVEY SUMMARY Average % Diff Average % Diff Average % Diff Accounting Manager $43,344.63 -15.5% $55,735.20 -18.0% $68,125.77 -19.7% 57.2% 5 Animal Control Officer $30,262.86 -14.4% $38,947.90 -17.0% $47,632.93 -18.7% 57.5% 5 Billing Coordinator $34,695.63 -8.2% $42,282.48 -5.4% $49,869.33 -3.5% 43.9% 4 Building Inspector $41,008.25 -5.0% $53,296.39 -8.6% $65,584.52 -11.0% 60.0% 6 Buyer $36,364.36 -12.9% $44,907.61 -11.4% $53,450.85 -10.4% 47.0% 3 Captain (Police) $50,566.68 -11.1% $61,540.29 -8.1% $72,513.90 -6.1% 43.5% 8 Cashier $26,345.39 -5.5% $33,257.44 -6.2% $40,022.27 -6.3% 52.5% 8 City Clerk $50,362.10 -25.4% $63,423.21 -25.9% $76,484.32 -26.2% 51.8% 5 City Manager $99,128.92 - $130,585.67 - $162,042.41 - 63.4% 7 Code Enforcement (Officer) $37,702.98 -31.2% $46,435.34 -29.4% $55,167.70 -28.3% 46.4% 5 Community Improvement Director $70,012.05 -23.6% $87,493.06 -23.3% $104,974.06 -23.1% 50.1% 6 Corporal (Police) $39,065.18 -8.3% $48,631.66 -8.4% $58,198.14 -8.4% 49.0% 8 Downtown Development Authority Director $40,606.87 -9.0% $50,286.52 -7.8% $60,060.70 -7.2% 48.6% 5 Deputy Court Clerk $31,282.31 -12.7% $39,279.61 -12.9% $47,276.91 -13.0% 51.0% 4 Equipment Operator (Public Works) $28,698.75 -9.1% $35,775.58 -8.5% $42,852.40 -8.2% 49.3% 4 Field Foreman $35,083.59 -14.3% $44,487.72 -15.4% $53,891.86 -16.2% 53.6% 6 Gas Crew Helper I $27,955.24 -6.5% $38,095.14 -14.8% $48,235.03 -20.0% 72.8% 3 Gas Crew Technician I $26,837.77 7.5% $33,601.97 7.7% $40,366.17 7.7% 50.5% 3 Heavy Equipment Operator (Public Works) $30,540.64 -5.4% $37,706.20 -3.9% $44,988.70 -3.1% 48.6% 8 Lieutenant $43,701.96 -21.3% $53,383.57 -18.7% $63,065.18 -17.0% 44.3% 5 Lineman I $35,389.29 4.7% $50,201.10 -7.6% $65,012.90 -15.1% 84.7% 3 Maintenance Worker (Public Works) $26,957.23 7.1% $35,270.34 2.8% $43,498.49 0.3% 61.7% 11 Mechanic $33,336.61 -50.2% $41,631.41 -36.6% $48,366.32 -25.1% 45.6% 7 Meter Reader (Public Works) $27,785.74 4.0% $34,813.24 4.1% $41,840.74 4.2% 50.7% 7 Municipal Court Clerk (Police) $30,083.72 6.1% $35,879.38 11.0% $41,675.03 14.5% 38.5% 3 Police Chief $62,697.92 -12.7% $74,496.97 -7.4% $86,296.01 -3.7% 37.7% 3 Police Officer $38,896.88 -11.6% $46,439.59 -10.5% $54,295.17 -10.2% 40.1% 10 Public Works Director $61,623.50 -20.8% $74,966.00 -17.9% $88,308.50 -15.9% 43.4% 3 Public Works Superintendent $50,995.27 -21.8% $66,240.28 -25.3% $79,174.22 -24.7% 57.2% 6 Recreation Director $54,917.29 -19.3% $70,632.10 -21.8% $86,346.91 -23.5% 57.3% 5 Sergeant $43,591.97 -9.3% $52,955.57 -6.2% $62,319.16 -4.1% 43.1% 8 Utility Director $71,784.05 -31.0% $86,875.75 -27.5% $101,967.44 -25.2% 42.1% 3 Water & Sewer Maintenance Worker I $26,556.06 -1.3% $33,864.49 -3.1% $42,560.48 -7.5% 62.2% 7 Water & Sewer Maintenance Worker II $35,699.26 -16.0% $41,947.46 -9.6% $47,884.02 -4.4% 35.6% 3 Waste Water Treatment Plant Lab Analyst $32,628.42 -2.0% $43,427.58 -8.0% $54,226.74 -11.8% 66.8% 4 Waste Water Treatment Plant Operator III $32,196.16 -10.7% $40,173.02 -10.2% $48,629.84 -10.9% 51.9% 7 Waste Water Treatment Plant Superintendent $45,076.55 -9.5% $51,756.60 -0.8% $59,467.85 3.8% 33.8% 4 Overall Average -13.8% -13.5% -13.3% 51.2% 5.5 # Resp.Classification Survey Minimum Survey Midpoint Survey Maximum Survey Average Range Width 203 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-4 Market Minimums A starting point of the analysis was to compare the peer’s market minimum for each classification to the City’s range minimums. Market minimums are generally considered as an entry level salary for employees who meet the minimum qualifications of a classification. Those employees with salaries at or near the range minimums typically are unlikely to have mastered the job and probably have not acquired the skills and experience necessary to be fully proficient in their classification. As Exhibit 4B illustrates, for the benchmarked classifications, the City was, on average, approximately 13.8 percent below market at the minimum of the respective salary ranges. The following observations can be made based on the collected data: The surveyed position differentials ranged from 50.2 percent below market minimum in the case of the Mechanic classification to 7.5 percent above market for the Gas Crew Technician I classification. Of the 37 classifications surveyed with differentials, 31 classifications (83.8 percent) had differentials below market at the minimum. Market Midpoint Market midpoints are important to consider because they are commonly recognized as the salary point at which employees are fully proficient in satisfactorily performing their work. As such, midpoint is often considered as the salary point at which a fully proficient employee could expect his or her salary to be placed. As Exhibit 4B illustrates, for the benchmarked classifications, the City was, on average, 13.5 percent above market at the midpoint of the respective salary ranges. Based on the collected data, the following observations can be made: The surveyed position differentials ranged from 36.6 percent below market midpoint in the case of the Mechanic classification to 11.0 percent above market for the Municipal Court Clerk (Police) classification. Of the 37 classifications surveyed with differentials, 32 classifications (86.5 percent) had differentials below market at the midpoint. Market Maximums In this section, the average of the peer salary range maximums is compared to the City’s range maximums for each benchmarked classification. The market maximum is significant as it represents the upper limit salary that an organization might provide to retain and/or reward experienced and high performing employees. Additionally, being competitive at the maximum allows organizations to attract highly qualified individuals for in-demand classifications. 204 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-5 As Exhibit 4B illustrates, the City’s benchmarked positions were, on average, 13.3 percent above market at the maximum of the respective salary ranges. Based on the collected data, the following observations can be made: The surveyed position differentials ranged from 28.3 percent below market maximum in the case of the Code Enforcement Officer classification to 14.5 percent above market for the Municipal Court Clerk (Police) classification. Of the 37 classifications surveyed with differentials, 31 classifications (83.8 percent) were below market at the maximum. 4.2 PRIVATE SECTOR MARKET DATA Some classifications at the City can be found in the private sector. To supplement the public- sector data, private sector salary data for May 2019 from Economic Research Institute (ERI) were analyzed for these easily transferable positions. Exhibit 4C summarizes the ERI private sector salary data for the Commerce, GA area. While salary data from the private sector were useful in determining characteristics of the market, there are inherent differences between private and public-sector classifications which made it difficult to draw conclusions about public sector salary ranges entirely from private sector data. However, the data were considered when making the pay grade recommendations discussed in Chapter 5 of this report. 205 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-6 EXHIBIT 4C PRIVATE SECTOR MARKET SUMMARY Average % Diff Average % Diff Average % Diff Accounting Manager $56,146.00 -40.8% $88,195.50 -61.9% $120,245.00 -73.0% 114.2% Animal Control Officer $24,206.00 7.9% $35,559.00 -7.9% $46,912.00 -17.2% 93.8% Billing Coordinator $35,641.00 -10.9% $47,812.00 -17.6% $59,983.00 -21.8% 68.3% Building Inspector $35,726.00 8.8% $51,418.50 -5.1% $67,111.00 -13.3% 87.8% Buyer $36,985.00 -14.5% $54,546.00 -30.6% $72,107.00 -39.8% 95.0% Cashier $17,665.00 34.1% $24,413.00 24.6% $31,161.00 18.6% 76.4% Children's Specialist (Library) $25,479.00 12.7% $38,319.00 -5.5% $51,159.00 -15.9% 100.8% Community Improvement Director $45,214.00 19.9% $69,588.00 -0.5% $93,962.00 -12.1% 107.8% Compliance & Construction Manager $50,520.00 -1.0% $79,605.00 -23.8% $108,690.00 -36.2% 115.1% Customer Service Coordinator $26,377.00 -5.6% $40,471.00 -25.7% $54,565.00 -36.9% 106.9% Director of Library Services $48,549.00 -7.0% $76,701.50 -29.9% $104,854.00 -42.4% 116.0% Electric Distribution Supervisor $37,258.00 9.5% $54,892.00 -6.6% $72,526.00 -16.0% 94.7% Equipment Operator (Public Works) $30,255.00 -14.3% $42,264.50 -25.1% $54,274.00 -31.6% 79.4% Field Foreman $33,163.00 -8.7% $47,190.50 -21.3% $61,218.00 -28.8% 84.6% Fleet Maintenance Supervisor $39,844.00 -21.9% $58,752.50 -37.8% $77,661.00 -46.9% 94.9% Gas Crew Helper I $20,923.00 22.4%$28,775.00 13.2% $36,627.00 7.5% 75.1% Heavy Equipment Operator (Public Works) $31,262.00 -7.7% $45,670.00 -22.9% $60,078.00 -31.7% 92.2% Human Resources Manager $55,695.00 -25.5%$88,339.00 -48.3% $120,983.00 -60.3% 117.2% Lineman I $37,159.00 -0.1% $53,359.00 -13.7% $69,559.00 -21.8% 87.2% Maintenance Worker (Public Works) $31,067.00 -7.1% $41,473.00 -13.4% $51,879.00 -17.3% 67.0% Mechanic $30,302.00 -41.2% $42,190.00 -37.9% $54,078.00 -36.0% 78.5% Meter Reader (Public Works) $24,815.00 15.3% $35,732.50 1.5% $46,650.00 -6.7% 88.0% Recreation Director $41,202.00 9.4% $67,305.00 -17.0% $93,408.00 -31.2% 126.7% Water & Sewer Maintenance Worker I $25,552.00 2.5% $37,859.00 -14.2% $50,166.00 -23.8% 96.3% Waste Water Treatment Plant Lab Analyst $23,686.00 29.8% $39,346.00 1.8% $55,006.00 -13.2% 132.2% Waste Water Treatment Plant Operator III $33,412.00 -14.4% $47,156.00 -26.1% $60,900.00 -33.1% 82.3% Waste Water Treatment Plant Operator Maintena $31,831.00 -14.5% $43,124.00 -22.2% $54,417.00 -26.9% 71.0% Waste Water Treatment Plant Superintendent $46,595.00 -12.8% $73,308.50 -35.2% $100,022.00 -47.3% 114.7% Overall Average -2.7% -18.2% -27.0% ERI Maximum Survey Avg Range WidthClassification ERI Minimum ERI Midpoint 4.3 SALARY SURVEY SUMMARY It should again be noted that the standing of a classification’s pay range compared to the market is not a definitive assessment of an individual employee’s salary being equally above or below market. A salary range does, however, speak to the City’s general ability to recruit and retain talent over time. If a range minimum is significantly lower than the market would offer, the City could find itself losing out to its market peers when it seeks to fill a position. It is equally true that range maximums lower than the market maximums may serve as a disincentive for experienced employees to remain at the City. From the analysis of the data gathered in the external assessment discussed above, the benchmark classifications’ ranges were generally found to be below the City’s desired market position of being competitive with its peers in the labor market. 206 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-7 4.4 BENEFITS SURVEY RESULTS In addition to the salary survey, Evergreen conducted a benefit survey to compare the City’s current benefits to those of its peers. The information provided in this section is a result of the analysis of the current benefits at the City and at each peer organization, which are subject to change. Benefit plans have intricacies that are not represented in this chapter; therefore, the data should not be used for a line-by-line comparison since benefits can be weighted differently depending on the importance to an organization. It should also be noted that benefits are usually negotiated and acquired through third parties, so one-to-one comparisons can be difficult. The analysis below highlights the results of the benefits survey. Data were requested from the same 21 targets utilized for the salary survey and subsequently collected from the nine peer organizations shown in Exhibit 4D. EXHIBIT 4D BENEFITS RESPONDENTS Town of Braselton City of Elberton City of Lawrenceville City of Royston City of Suwanee Barrow County Hall County Jackson County Jackson County WASA Market Peers General Benefits Exhibit 4E provides counts and a percentage of the peers and the City’s full-time and part- time employees. On average, the peer organizations were comprised of 87.4 percent full- time employees and 12.6 percent part-time employees. For the City, this percentage was 98.7 percent full-time, and 1.3 percent part-time. The number of full-time and part-time employees can influence the benefits provided by an organization and thus are provided below: EXHIBIT 4E PERCENT OF FULL-TIME AND PART-TIME EMPLOYEES Organization Demographics Full‐Time Employees 154 87.4% 75 98.7% Part‐Time Employees 22 12.6% 1 1.3% City of Commerce, GAPeer Average 207 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-8 Total compensation refers to the compensation package (salary and benefits) an employee receives from its organization. The percentage of benefits in relation to total compensation is a common broad indicator used to assess how generous the discretionary benefits are at individual organizations. Therefore, benefits as a percentage of total compensation was calculated by the peers by dividing benefits expressed as a dollar amount by the amount of total compensation (salary plus benefits). As seen in Exhibit 4F, the market average for benefits as a percentage of total compensation was approximately 25.7 percent based on the information provided. Again, the results were calculated by the respondents and the City and may not precisely reflect the monetized value of all discretionary benefits as intended. EXHIBIT 4F BENEFITS AS PERCENT OF TOTAL COMPENSATION Total Compensation Peer Average City of Commerce, GA Benefits as a percentage of total compensation 25.7% 34.3% Employee Health Plans Exhibit 4G shows the number of health plans provided to current employees by the responding peers and the City. The average number of health plans provided (any combination of HMO, HDHP/HSA, PPO, or POS) was 1.4 based on the market data. The City provided two health plan options, an HMO and a PPO. EXHIBIT 4G NUMBER OF HEALTH PLANS Number of Plans Peer Average City of Commerce, GA Number of health plan options provided 1.4 2 Exhibit 4H displays information regarding the health plans of peers compared to the City’s plans. Regarding health plan premiums, the City’s employee paid portion of the premiums for the PPO plan and HMO plan were less than the peer’s average for PPO, HSA, and POS plans. Therefore, the City paid a greater portion of the health plan premiums than the surveyed peers. From this exhibit, one can also observe that peers offered other types of health insurance plans such as the POS and Health Savings Account (HSA) plans. 208 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-9 EXHIBIT 4H HEALTH PLAN PREMIUMS AND DEDUCTIBLES Health Plan Premiums & Deductibles Peer PPO Average Peer HSA Average Peer POS Average City of Commerce, GA City of Commerce, GA Percentage of peers offering each plan 44.4% 25.0% 55.6% PPO HMO DOLLAR AMOUNT (monthly) of employee premium paid by employer $569.61 $583.23 $553.32 $652.83 $636.00 DOLLAR AMOUNT (monthly) of employee premium paid by employee $68.35 $60.94 $74.77 $28.17 $0.00 DOLLAR AMOUNT (monthly) of employee plus child premium paid by employer $668.92 $1,077.06 $1,137.37 $1,206.00 $1,173.33 DOLLAR AMOUNT (monthly) of employee plus child premium paid by employee $291.53 $115.88 $361.51 $88.00 $34.67 DOLLAR AMOUNT (monthly) of employee plus spouse premium paid by employer $758.47 $1,202.65 $1,097.16 $1,266.00 $1,232.00 DOLLAR AMOUNT (monthly) of employee plus spouse premium paid by employee $318.60 $125.73 $325.60 $96.00 $40.00 DOLLAR AMOUNT (monthly) of employee plus family premium paid by employer $1,058.01 $1,771.35 $1,598.00 $1,879.00 $1,828.00 DOLLAR AMOUNT (monthly) of employee plus family premium paid by employee $562.39 $189.48 $454.62 $164.00 $80.00 Individual Maximum Deductible In Network $1,250.00 $2,025.00 $1,800.00 $500.00 $0.00 Individual Maximum Deductible Out of Network $2,500.00 $3,950.00 $6,000.00 $1,000.00 ‐ Employee Plus Child Maximum Deductible In Network $2,125.00 $2,700.00 $9,000.00 $1,500.00 $0.00 Employee Plus Child Maximum Deductible Out of Network $4,250.00 $5,400.00 $18,000.00 $3,000.00 ‐ Employee Plus Spouse Maximum Deductible In Network $2,125.00 $2,700.00 $7,000.00 $1,000.00 $0.00 Employee Plus Spouse Maximum Deductible Out of Network $4,250.00 $5,400.00 $16,500.00 $2,000.00 ‐ Employee Plus Family Maximum Deductible In Network $3,750.00 $6,600.00 $5,100.00 $1,500.00 $0.00 Employee Plus Family Maximum Deductible Out of Network $7,500.00 $13,200.00 $13,875.00 $3,000.00 ‐ 209 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-10 Other Insurance Plans Exhibit 4I displays information from the responding peers regarding provided or offered dental and vision insurance plans. The City, as did a majority of its peers, provided dental insurance plans, and with no cost to the employee. The City does offer a vision insurance plan where the employee pays the full premium, as did just over half of peers with regard to employee paid vision plans. EXHIBIT 4I DENTAL AND VISION PLANS Peer Percentage Offered Average Number of Plans Offered Average maximum monthly amount that the employee pays for employee only coverage Average maximum monthly amount that the employee pays for employee plus dependent coverage Average maximum monthly amount the employer pays for employee only coverage Average maximum monthly amount the employer pays for employee plus dependent coverage Employer Paid 77.8% 1.3 $2.39 $12.43 $341.99 $66.39 City of Commerce, GA Yes 1.0 $0.00 $0.00 $25.00 $76.00 Employee Paid 62.5% 0.0 $41.44 $323.02 $0.00 $0.00 City of Commerce, GA ‐ ‐ ‐ ‐ ‐ ‐ Employer Paid 37.5% 1.0 ‐ ‐ $342.00 ‐ City of Commerce, GA ‐ ‐ ‐ ‐ ‐ ‐ Employee Paid 55.6% 1.0 $7.89 $19.56 ‐ ‐ City of Commerce, GA ‐ ‐ $8.16 $16.76 ‐ $16.76 Dental and Vision Offerings Dental Insurance Vision Plan Exhibit 4J displays the percentage of responding peers who provided short and long-term disability insurance. Of the responding peers, 44.4 percent provided employer paid short- term disability insurance. Unlike the City, more than half of the peers did not provide employee paid options for short-term disability. The City did not offer employer paid options for long-term disability, matching 55.6 percent of its peers. 210 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-11 EXHIBIT 4J DISABILITY INSURANCE Peer Percentage Offered What is the maximum monthly amount that the employee pays for coverage? What is the maximum monthly amount the employer pays for coverage? What percentage of salary does the employee receive? Employer Paid 44.4% $0.00 $18.32 60.0% City of Commerce, GA Yes $0.00 $9.00 $150.00/wk Employee Paid 44.4% $11.75 $0.00 62.0% City of Commerce, GA‐‐‐‐ Employer Paid 44.4% $0.00 $10.06 60.0% City of Commerce, GA ‐ ‐ ‐ ‐ Employee Paid 33.3% $0.00 $0.00 60.0% City of Commerce, GA ‐‐‐‐ Disability Insurance Short‐Term Disability Long‐Term Disability Life Insurance Exhibit 4K summarizes the life insurance offerings of responding peers and the City. Employer-paid life insurance was provided by 88.9 percent of the peers as well as the City. Most of the peers, as well as the City, offer optional dependent coverage, additional employee paid life insurance, and accidental death insurance. The peers on average utilized up to $30,000 for the death benefit, with three peers noting the amount is twice the amount of the employee’s salary rather than a fixed amount. EXHIBIT 4K LIFE INSURANCE Life Insurance Peer Percentage Yes Peer Average City of Commerce, GA Is employer‐paid life insurance offered? 88.9% ‐ Yes Cost (monthly) to employer for individual coverage ‐ $18.13 $4.56 Dollar amount of death benefit ‐ $30,000.00 $12,000.00 Is Optional dependent coverage offered? 87.5% ‐ Yes Can the employee purchase (additional) life insurance if desired?88.9% ‐ Yes Is accidental death insurance provided? 55.6% ‐ Yes Exhibit 4L summarizes the Employee Assistance Programs (EAP) offering. EAP services were 211 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-12 provided by 62.5 percent of responding peers, with 100 percent of those same peers offering these benefits to employees’ families. On average, about 4.5 annual visits were provided by peers. The City, however, did not offer Employee Assistance Programs (EAP) with benefits to the employees or families. EXHIBIT 4L EMPLOYEE ASSISTANCE PROGRAM EAP Peer Percentage Yes Peer Average City of Commerce, GA Does your organization offer an employer‐paid Employee Assistance Program?62.5% ‐ No Are benefits available to family members as well as the employee?100.0% ‐ Number of Annual EAP Visits Provided ‐ 4.5 ‐ Exhibit 4M shows tuition reimbursement among peers and the City. Tuition reimbursement for employees is provided by 77.8 percent of responding peers, with an average reimbursement limit of $1,500 per fiscal year. The City matched the majority of its peers by also offering tuition reimbursement to its employees. EXHIBIT 4M TUITION REIMBURSEMENT BENEFITS Tuition Reimbursement Peer Percentage Yes Peer Average City of Commerce, GA Is Tuition Reimbursement offered? 77.8% ‐ Yes Tuition Reimbursement limit ‐ $1,500.00 ‐ Employee Leave and Holidays Exhibit 4N provides the average accrual rates for sick, annual/vacation, personal, and paid time off for employees for both responding peers and the City. Responding peers provided an average minimum monthly accrual rate for sick leave of 10.3 hours and a maximum rate of 11.8 hours. Furthermore, the peers provided an average minimum monthly accrual rate for annual/vacation leave of 9.8 hours and a maximum rate of 15.1. The City offers a minimum monthly accrual rate of 8 hours and a maximum monthly accrual amount of 8 hours for sick leave. The City’s annual/vacation leave has a minimum accrual rate of 8 hours and a maximum accrual rate of 10 hours. 212 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-13 EXHIBIT 4N LEAVE TIME ACCRUAL Leave Accrual Organization Offered? Minimum Accrual Rate (Monthly) How many years of service does it require to begin to accrue the minimum rate? Maximum Accrual Rate (Monthly) Years to Achieve Maximum Accrual Rate Maximum Allowed to Roll Over to Following Year Peer Percentage Yes/Average 50.0% 10.3 0.0 11.8 0.0 506.7 City of Commerce, GA Yes 8.0 30 8.0 1.0 1040 Peer Percentage Yes/Average 50.0% 9.8 0.2 15.1 12.4 226.7 City of Commerce, GA Yes 8.0 1.0 10.0 10.0 250 Peer Percentage Yes/Average 28.6% 14.0 0.1 19.0 5.0 240.0 City of Commerce, GA ‐ ‐ ‐ ‐ ‐ ‐ Peer Percentage Yes/Average 50.0% 6.5 0.3 17.1 15.3 342.0 City of Commerce, GA ‐ ‐ ‐ ‐ ‐ ‐ Paid‐Time Off Sick Leave Personal Leave Annual/Vacation Leave Exhibit 4O summarizes respondents’ policies regarding the payout of sick leave upon employee termination. Similar to most peers, the City did not provide sick leave payout upon voluntary separation. The City and half of the peers allowed unused sick leave to count towards retirement. In addition, one peer specified their maximum hours of sick leave that can count towards retirement was 240, while the City quantified their plan as the equivalent of three months. EXHIBIT 4O SICK LEAVE PAYOUT Sick Leave Policies Peer Percentage Yes Peer Average City of Commerce, GA Is unused sick leave paid out upon voluntary separation?16.7% ‐ No Is unused sick leave paid out upon involuntary separation?0.0% ‐ No Can unused sick leave count towards retirement? 50.0% ‐ Yes Max hours of sick leave that can count towards retirement ‐240.03 months Exhibit 4P summarizes respondents’ policies regarding annual/vacation leave payout. Annual/vacation leave was paid out by 85.7 percent of respondents for voluntary separation and 85.7 percent of respondents for involuntary separation. The City also pays out vacation leave for voluntary separation and a reduced amount for involuntary separation. 213 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-14 EXHIBIT 4P ANNUAL/VACATION LEAVE PAYOUT Vacation Leave Policies Peer Percentage Yes Peer Average City of Commerce, GA Is unused annual/vacation leave paid out upon voluntary separation?85.7% ‐ Yes Max hours of annual/vacation leave paid out upon voluntary separation ‐ 240.0 250 Is unused annual/vacation leave paid out upon involuntary separation?85.7% ‐ Yes Max hours of annual/vacation leave paid out upon involuntary separation ‐240.050% The percentages of peers recognizing various holidays and the holidays at the City are shown in Exhibit 4Q. All peers recognized New Year’s Day, Memorial Day, Independence Day, Thanksgiving Day, Thanksgiving Friday, Christmas Eve, and Christmas Day. The City recognizes these days, as well as Martin Luther King, Jr. Day, and Labor Day for a total of 9 paid holidays each year, which was lower than the peer average of 10.3. EXHIBIT 4Q RECOGNIZED HOLIDAYS Paid Holiday observed by peer organizations Peer Percentage Yes City of Commerce, GA New Year's Day 100.0% Yes New Year's Eve 33.3% No Martin Luther King, Jr. Day 88.9% Yes Lincoln's Birthday 0.0% No Washington's Birthday 0.0% No Presidents Day 0.0% No Good Friday 55.6% No Memorial Day 100.0% Yes Independence Day 100.0% Yes Labor Day 88.9% Yes Veteran's Day 44.4% No Thanksgiving Day 100.0% Yes Day after Thanksgiving 100.0% Yes Christmas Eve 100.0% Yes Christmas Day 100.0% Yes Personal Holiday 11.1% No Employee Birthday 11.1% No Other 0.0% No 214 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-15 EXHIBIT 4Q RECOGNIZED HOLIDAYS (CONTINUED) Peer Total/Percentage Yes City of Commerce, GA 10.3 9 Straight time 44.4% Yes Time and One Half if hours worked exceed maximum for straight time 33.3% Yes Time and a Half regardless of hours worked during the pay period 11.1% No Double time 11.1% No Holiday Policies How are employees paid for working on holidays? Total Number of holidays observed Retired Employee Benefits Exhibit 4R displays the number of retirement plans provided as well as retirement details and participation data among the City and its peers. Of the peer respondents, the average amount of time required to fully vest was just under five years, while the City utilized 10 years in its plan. The City offered a COLA to retiree pensions, which contrasted with 90.9 percent of its peers. The City also offered a disability provision to the retirement plans, while only 22.2 percent of peers did so. 215 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-16 EXHIBIT 4R RETIREMENT Number of Plans Peer Average City of Commerce, GA Number of retirement plans offered 1.7 2 Retirement Details Peer Average City of Commerce, GA Years to fully vest 4.9 10 COLA offered to retiree pensions 9.1% Yes Does the retirement plan offer a disability provision?22.2% Yes What percent of salary does the organization contribute to this retirement option?5.7%8% on Defined Benefit Plan What percent of salary does the employee contribute to this retirement option? 3.3% 0.0% Retirement Participation Peer Percentage Yes City of Commerce, GA Is D.R.O.P. offered? 0.0% ‐ Is a 401k, 401a, 403(b), or 457 offered? 44.4% Yes Is a type of plan other than a 401k, 401a, 403(b) or 457 offered?0.0% ‐ Insurance for Retirees Peer Average City of Commerce, GA Does your organization offer health insurance to retired employees?44.4% Yes Does your organization offer dental insurance to retired employees?33.3% Yes Does your organization offer life insurance to retired employees?11.1% Yes 4.5 BENEFITS SUMMARY The peer benefit data summarized in this chapter indicate that the City had a competitive benefits package for both current and retired employees. The City was comparable and ahead in some categories of benefits such as number of health plans, dollar amount of health premium paid by employees, dental insurance, short-term disability insurance, life 216 Chapter 4 – Market Summary Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 4-17 insurance, tuition reimbursement, retirement COLA, and retirement disability provisions. However, the City was slightly behind its peers when it came to vision plans, long-term disability insurance, Employee Assistance Programs, leave time accrual, number of recognized paid holidays, and retirement vesting period. 4.6 MARKET SUMMARY From the analysis of the data gathered in the external assessment discussed above, the City’s pay plans were generally found to be below a competitive position at the minimum, midpoint and maximum. The review of data for both public and private sectors indicates the City could benefit from the development and implementation of a more competitive pay structure (salary ranges). When comparing employee benefits, the City was found to be generally competitive. All study findings and subsequent recommendations can be found in the next chapter of this report. 217 Evergreen Solutions, LLC Page 5-1 *0 The analysis of the City’s classification and compensation system revealed several areas of opportunity for improvement. While job titles were assigned with relative consistency, the pay structure was not competitive with today’s labor market. Evergreen worked to refine the classification system and develop a competitive pay system that could be utilized going forward. Study recommendations, as well as the findings that led to each, are discussed in this chapter. 5.1 CLASSIFICATION SYSTEM An organization’s classification system establishes how its human resources are employed to perform its core services. The classification system consists of the titles and descriptions of the different classifications, or positions, which define how work is organized and assigned. It is essential that the titles and descriptions of an organization’s classifications accurately depict the work being performed by employees in the classifications to ensure equity within the organization and to enable comparisons with positions at peer organizations. The purpose of a classification analysis is to identify such issues as incorrect titles, outdated job descriptions, and inconsistent titles across departments. In this analysis of the City’s classification system, Evergreen collected classification data through the Job Assessment Tool (JAT) and Management Issues Tool (MIT) processes. The JAT’s, which were completed by employees and reviewed by their supervisors, provided information about the type and level of work being performed for each of the City’s classifications. The MIT process provided supervisors an opportunity to provide specific recommendations regarding the pay or classification of positions in their areas. Evergreen reviewed and utilized the data provided in both as a basis for the recommendations below. FINDING Overall, the classification system utilized by the City was sound. However, there were some instances of titles that could be modified to better reflect the tasks assigned to the position. RECOMMENDATION 1: Revise the titles of some classifications, collapse titles (levels) for positions, and add titles (levels) for others. Exhibit 5A provides a list of the recommended changes to the classification system. Not listed are minor changes e.g., spelling out abbreviated words; however, listed are modifications to entire classifications and those that had changes for one or two employees in a classification. For example, some classifications were given a level designation to provide clarity to the classification. On the other hand, some classifications were collapsed into one level as the level designations were removed. The foundation for all recommendations was the work performed by employees as described in their JAT’s, best practices in the Human Resources field, or unique needs which required a specific titling method. EVERGREEN SOLUTIONS, LLC Chapter 5 - Recommendations 218 Chapter 5– Recommendations Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 5-2 EXHIBIT 5A PROPOSED CLASSIFICATION CHANGES FINDING When comparing the City’s current job descriptions to the work described by employees in the JAT’s, Evergreen noted some tasks that were missing from the current job descriptions. This can happen over a period of time if the descriptions are not reviewed and updated on a regular basis. As well, some tasks in one classification are often reassigned to another classification. As such, these changes make it necessary for an organization to update its job descriptions regularly to ensure each job description accurately reflects the work performed. RECOMMENDATION 2: Revise all job descriptions to include updated classification information provided in the JAT, and review job descriptions annually for accuracy. The process of reviewing and updating the City’s job descriptions as well as comments received from employees and supervisors during outreach revealed they did not, in some cases, accurately reflect current work performed. To minimize this becoming a concern again in the future, Evergreen recommends a regular review of these descriptions, and FLSA status determinations. To the extent possible, a review of the employee’s assigned job classification (description) should occur concurrent with his/her annual performance evaluation, if conducted. This would be an appropriate time to review the job description for the classification as it should accurately represent the work the employee will perform during an evaluation period. Review of the FLSA determination as well as other aspects of the job, such as physical requirements required to perform essential functions will also ensure consistent, continuous compliance with the American’s with Disabilities Act (ADA) protection. At the time of this report, Evergreen was in the process of revising the job descriptions for all classifications. These will be provided to the City under separate cover. Current Class Title Recommended Class Title Administrative Clerk Planning & Development Administrative Assistant Athletic Coordinator Athletic/Aquatics Coordinator Buyer Finance Specialist Cashier Customer Service Coordinator Children's Specialist Children's Program Specialist Code Enforcement Code Enforcement Officer Gas Crew Helper I Gas Crew Worker Gas Crew Technician I Gas Crew Technician Heavy Equipment Operator Public Works Heavy Equipment Operator Heavy Equipment Operator/ Water & Sewer Heavy Equipment Operator HR, PR & Benefits Human Resources Manager 219 Chapter 5– Recommendations Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 5-3 5.2 COMPENSATION SYSTEM The compensation system analysis consisted of two parts: an external market assessment and an internal equity assessment. During the external market assessment, data for the City’s selected benchmark classifications were aggregated at the average for the identified peers. Details regarding the external market assessment were provided in Chapter 4 of this report. During the internal equity assessment, consideration of the relationships between and the type of work being performed by the City’s employees were reviewed and analyzed. Specifically, a composite score was assigned to each of the classifications that quantified the classification’s level of five separate compensatory factors (Leadership, Working Conditions, Complexity, Decision-Making, and Relationships). The level for each factor was determined based on responses to the JAT. The results of both analyses were utilized when developing the recommendations below. FINDING At this time of this study, the City administered step plans for its employees. During the discussion of its compensation philosophy, it was learned that its desire was to transition to one open range designed structure (pay plan) that is competitive with its peers. Implementing a new, competitive pay plan would provide the City with an improved ability to attract, hire and retain employees. As well, an open-range design would provide flexibility for the City as it continues to develop its long term pay philosophy. RECOMMENDATION 3: Implement and maintain a competitive open-range pay plan aligned with the City’s compensation philosophy that reflects its desired market position and best practices; slot all classifications into the plan based on external and internal equity; and implement the structure by transitioning employees’ salaries into the plan. Exhibit 5B shows the proposed open-range pay plan for all employees with 20 pay grades, numbered 101 through 120. The range spreads begin at 50 percent and transition to 55 percent at Grade 110. 220 Chapter 5– Recommendations Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 5-4 EXHIBIT 5B PROPOSED PAY PLAN After developing the pay plan, Evergreen slotted each proposed classification into the appropriate pay range in the recommended plan. Both internal and external equity were analyzed when slotting the classifications. Assigning pay grades to classifications requires a balance of internal equity, desired market position, and recruitment and retention concerns. Thus, market range data shown in Chapter 4 were not the sole criteria for the proposed pay ranges. Some classifications’ grade assignments varied from their associated market range due to the other factors mentioned above. The resulting recommended pay grades for each of the City’s classifications are shown in Exhibit 5C. It should also be noted that the recommended classification titles are utilized in the exhibit. Grade Minimum Midpoint Maximum Range Spread 101 25,050$ 31,313$ 37,575$ 50% 102 26,428$ 33,035$ 39,642$ 50% 103 27,881$ 34,852$ 41,822$ 50% 104 29,415$ 36,768$ 44,122$ 50% 105 31,033$ 38,791$ 46,549$ 50% 106 32,739$ 40,924$ 49,109$ 50% 107 34,540$ 43,175$ 51,810$ 50% 108 36,440$ 45,550$ 54,660$ 50% 109 38,444$ 48,055$ 57,666$ 50% 110 40,558$ 51,712$ 62,865$ 55% 111 42,789$ 54,556$ 66,323$ 55% 112 45,142$ 57,557$ 69,971$ 55% 113 47,625$ 60,722$ 73,819$ 55% 114 50,245$ 64,062$ 77,879$ 55% 115 53,008$ 67,585$ 82,163$ 55% 116 55,924$ 71,303$ 86,681$ 55% 117 58,999$ 75,224$ 91,449$ 55% 118 62,244$ 79,361$ 96,479$ 55% 119 65,668$ 83,726$ 101,785$ 55% 120 98,502$ 125,590$ 152,677$ 55% 221 Chapter 5– Recommendations Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 5-5 EXHIBIT 5C PROPOSED PAY GRADES Recommended Class Title Proposed Grade Proposed Minimum Proposed Midpoint Proposed Maximum Customer Service Coordinator Maintenance Worker Water & Sewer Maintenance Worker I Administrative Assistant Equipment Operator Evidence Technician - CID Gas Crew Worker Ground Technician Meter Reader WWTP Maintenance Worker I Animal Control Officer Deputy Court Clerk Gas Crew Technician Athletic/Aquatics Coordinator Children's Program Specialist Heavy Equipment Operator Municipal Court Clerk Water & Sewer Maintenance Worker II Billing Coordinator Facilities Coordinator Finance Specialist Mechanic WWTP Lab Analyst WWTP Operator III Code Enforcement Officer Field Foreman Fleet Maintenance Supervisor Gas Crew Leader Lineman I Assistant Parks & Recreation Director Lineman II Police Officer Building Inspector Building Official Corporal Corporal - CID Corporal - SRO Downtown Development Authority Director Human Resources Manager 102 $26,427.75 $33,034.69 $39,641.63 105 $31,032.56 $38,790.70 $46,548.84 109 $38,443.90 $48,054.87 $57,665.85 110 $40,558.31 $51,711.85 $62,865.38 106 $32,739.35 $40,924.19 $49,109.02 108 $36,439.71 $45,549.64 $54,659.57 107 $34,540.01 $43,175.02 $51,810.02 104 $29,414.75 $36,768.43 $44,122.12 103 $27,881.28 $34,851.60 $41,821.91 222 Chapter 5– Recommendations Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 5-6 EXHIBIT 5C PROPOSED PAY GRADES (CONTINUED) After assigning pay grades to classifications, the next step was to develop appropriate methods (options) for transitioning employees’ salaries into the proposed plan. This was done utilizing equitable methods (options) for calculating salaries in the plan and determining whether adjustments were necessary to individual salaries to bring them to their calculated salary. Evergreen calculated and provided optional transition methods in implementing the new plan. The following was selected as the most appropriate. MOVE TOWARD MARKET (2-TIER) First, employees’ salaries were compared to the minimums of their classification’s proposed pay ranges. If an employee’s salary was below his or her classification’s pay range minimum, an adjustment was proposed to raise the individual’s salary to the minimum. Next, employees with at least one year but less than ten years of tenure with the City were moved closer toward the market point of their proposed pay range. Employees with more than ten years of tenure with the City were moved even closer toward the market point of their proposed ranges. These increments were designed to give larger adjustments (in percentage terms) to those with salaries furthest from the market point and to provide greater adjustments to those with more tenure. Employees already at or above the market point were unaffected. Utilizing this approach, adjustments were then recommended for 69 employees with an approximate total annualized cost of $77,225. This is the approximate cost for salary Recommended Class Title Proposed Grade Proposed Minimum Proposed Midpoint Proposed Maximum Accounting Manager Sergeant Sergeant - CID City Clerk Lieutenant Lieutenant - Uniform Patrol WWTP Superintendent Electric Distribution Supervisor 113 $47,625.25 $60,722.19 $73,819.13 Captain Library Services Director Public Works Superintendent Recreation Director Electric Utility Director Information Technology Director Natural Gas Utility Director Public Works Director Community Improvement Director Police Chief City Manager 120 $98,501.59 $125,589.53 $152,677.47 118 $62,244.29 $79,361.47 $96,478.66 111 $42,789.02 $54,556.00 $66,322.98 114 $50,244.64 $64,061.91 $77,879.19 117 $58,999.33 $75,224.15 $91,448.96 112 $45,142.41 $57,556.58 $69,970.74 223 Chapter 5– Recommendations Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 5-7 adjustments (only) and does not include the associated costs for employee benefits. Additionally, the estimate assumes an approximate implementation date of January 1, 2020, and does not include the City’s adjustments to salaries based on its contribution to employees’ health insurance costs. 5.3 SYSTEM ADMINISTRATION The City’s compensation system will continue to require periodic maintenance. The recommendations provided to improve the competitiveness of the plan were developed based on conditions at the time the data were collected. Without proper upkeep, the potential for recruitment and retention issues may increase as the compensation and classification system becomes dated and less competitive. RECOMMENDATION 4: Conduct small-scale salary surveys as needed to assess the market competitiveness of hard-to-fill classifications and/or classifications with retention issues and make changes to pay grade assignments if necessary. While it is unlikely that the pay plan in total will need to be adjusted for several years, a small number of classifications’ pay grades may need to be reassigned more frequently. If one or more classifications are exhibiting high turnover or are having difficulty with recruitment, the City should collect salary range data from peer organizations to determine whether an adjustment is needed for the pay grade of the classification(s). If increasing a classification’s pay grade based on market data does not help with the recruitment and/or retention issues, it may be necessary for the City to offer incentives to attract employees to the position and/or to encourage employees to remain in the position. RECOMMENDATION 5: Conduct a comprehensive classification and compensation study every three to five years. Small-scale salary surveys can improve the market position of specific classifications, but it is recommended that a full classification and compensation study be conducted every three to five years to preserve both internal and external equity. Changes to classification and compensation do occur, and while the increments of change may seem minor, they can compound over time. A failure to react to these changes quickly has the potential to place the City in less than desirable position for recruiting and retaining quality employees. RECOMMENDATION 6: Review and revise, as appropriate, guidelines for progressing employee salaries through the pay plan, including those for determining salaries of newly hired employees and employees who have been promoted or transferred to a different classification or department. The method of moving salaries through the pay plan and setting new salaries for new hires, promotions, and transfers depends largely on an organization’s compensation philosophy. It is important for the City to have established guidelines for each of these situations, and to ensure that they are followed consistently for all employees. Common practices for progressing and establishing employee salaries are outlined below. 224 Chapter 5– Recommendations Classification and Compensation Study for the City of Commerce, GA Evergreen Solutions, LLC Page 5-8 Salary Progression There are several common methods for salary progression including cost of living adjustments (COLA) across the board, time based, and employee performance based. The City intends to continue to utilize performance based and across the board adjustments as methods of salary progression. It is recommended that the City continuously evaluate, as it has with this study, its salary progression methods for employees’ salaries and make changes to align with its compensation philosophy as appropriate. New Hires Typically, an employee holding the minimum education and experience requirements for a classification is hired at or near the classification’s pay grade minimum. However, for recruiting purposes the City needs the ability to offer salaries to new employees that consider prior related experience. It is recommended that the City continue to allow flexibility when establishing new employee salaries. It is also important, however, when determining new hire salaries to, when possible, preserve the internal equity of employees’ salaries within the classification. Promotions When an employee is promoted to a new classification, it is important to have guidelines for calculating the employee’s new salary that rewards the employee for his or her new responsibilities, moving the salary into the new pay grade, and ensuring internal equity in the new classification. For example, a range of three to seven percent increase is common today, with consideration given to preserving the internal equity of employees’ salaries within the classification. The City has established promotion guidelines which will continue to require review going forward to remain current with best practice. Transfers An employee transfer occurs when an employee is reassigned to a classification at the same pay grade as his or her current classification or when an employee’s classification stays the same, but his or her department changes. In either of these cases, it is likely that no adjustment is necessary to the employee’s salary. The only situation in which a salary adjustment would be needed for a transferred employee would be if his or her current salary is not aligned with the salaries of employees in the new classification or department. If that occurs, it may be necessary to adjust the salary of the employee or the incumbents of the classification to ensure salary equity within the new classification. 5.4 SUMMARY The recommendations in this chapter provide an update to the compensation and classification system for the City’s employees. If implemented, the recommendations will enhance the City’s competitiveness in the labor market. By implementing the proposed pay plan, it will have a responsive compensation system for several years to come. While the upkeep of this will require work, the City will find that having a competitive compensation system that enhances strong recruitment and employee retention is well worth this commitment. 225 Evergreen Solutions, LLC Appendix D Firms Organizational Chart 226 EXECUTIVE VICE-PRESIDENT Dr. Jeff Ling, CCP DIRECTOR OF MARKETING Ms. Queenell Fox, SHRM- SCP; IPMA-SCP; SPHR ADMINISTRATIVE ASSISTANT Ms. Jacqueline Barnes EVERGREEN SOLUTIONS, LLC PRESIDENT Dr. Linda Recio CONSULTANT TEAM Ms. Nancy Berkley – Senior Manager Mr. Michael Misrahi – Senior Consultant Mr. Lee Bouchelle – Senior Consultant Mr. Sam Wilburn – Consultant Mr. Brad Brackins – Senior Analyst Ms. Tameka Richardson – Senior Analyst Mr. Mark Holcombe – Senior Analyst Dr. Angele Yazbec – Senior Analyst Ms. Amanda Knapp – Proposal Coordinator Mr. Patrick Higman - Analyst EVERGREEN SOLUTIONS, LLC ORGANIZATIONAL CHART 227 CITY OF TYBEE ISLAND REQUEST FOR PROPOSAL RFP NO. 2019-741 ADDENDUM #1 CLASSIFICATION AND COMPENSATION PROPOSAL DUE: TUESDAY, NOVEMBER 19, 2019 by 2:00pm To all prospective proposers, please note the following questions and answers regarding this RFP: When were your job descriptions last reviewed and updated? 2004 What is the current turnover rate? 10-15% yearly How many different positions (job titles) are there within your 24 departments? Do these include your seasonal positions and if not, how many different positions (job titles) are there necessary to fill such jobs? 82 Full Time plus another 5 Part Time Seasonal Do you have grades/levels under your current compensation structure? We have grades with minimum, midpoint, and maximum. Our last class and compensation study was completed in 2015. Has the team identified the target market/organizations for the study? Other coastal cities comparable in size, such as Folly Beach, St Simons, and Fernandina. Also, surrounding cities such as Savannah, Pooler, and Richmond Hill Do you have a not to exceed limit or an idea of the budgeted amount for this project? No Return this signed addendum with your proposal response. Name of Company: ________________________________________ Name/Title: ______________________________________________ Signature: ________________________________________________ 228 PROPOSAL for CITY OF TYBEE ISLAND CLASSIFICATION AND COMPENSATION STUDY RFP #2019-741 Submittal for RFP Dated November 19, 2019 Nancy McCartney, MBA, SHRM-CP, PHR McCartney Resources, LLC – President & CEO (864) 230-7744 Cell | Nancy@McCartneyResources.com www.McCartneyResources.com (866) HRSTRAT | (866) 477-8728 229 Page | 2 Table of Contents An interactive approach! ........................................................................................................................................................................... 3 A. Proposal Questionnaire .................................................................................................................................................................. 5 1. Organizational Structure ................................................................................................................... 5 2. Organization, Philosophy, Management .......................................................................................... 6 3. Contractual Relationships ................................................................................................................. 6 4. Firm’s Experience ............................................................................................................................ 7 5. Firms Communication & Customer Service .................................................................................... 7 6. Directly Related Experience ............................................................................................................. 7 7. Directly Related References ............................................................................................................. 8 8. Professional CVs/Bios ...................................................................................................................... 9 9. Firm’s Uniqueness .......................................................................................................................... 11 10. Job Analysis & Compensation Methodology. ................................................................................ 11 A. The Kick-Off Meeting: ........................................................................................................... 11 B. Classification Methodology [the Job Description]: ................................................................ 12 C. Classification Study ................................................................................................................ 13 D. Job Evaluation ......................................................................................................................... 13 E. Compensation Methodology [the Approach].......................................................................... 14 F. Compensation Study ............................................................................................................... 15 G. Recommendations and Implementation Strategies ................................................................. 17 H. Final Deliverables with Presentation ...................................................................................... 17 11. Proposed Fee Schedule ................................................................................................................... 18 12. Timeline .......................................................................................................................................... 19 13. Any Legal Issues ............................................................................................................................ 19 14. Additional Information ................................................................................................................... 19 B. Scope of Work Response .............................................................................................................................................................20 C. Examples Attached ........................................................................................................................................................................21 D. City of Tybee Island RFP No. 2019-741 (Copy Attached) ................................................................................................22 E. RFP Attachments (As Required, Signed) ..............................................................................................................................23 F. Addendums to RFP (Signed) .....................................................................................................................................................24 230 Page | 3 MCCARTNEY RESOURCES, LLC November 15, 2019 For, City of Tybee Island (the “City”) Our commitment to you, the client… EFFECTIVE AND ONGOING COMMUNICATION! To ensure continuous and informative project updates, our communication model includes weekly email updates to keep you informed on project highlights, interactive engagement, status of each phase of the project and next steps. You, the team, will know the progress and status of the project! Additionally, the project includes meetings in a variety of formats to include on-site, interactive webinars, conference calls, and others that best fit you as the client. Such meetings are an integral part of our model of services to ensure expectations are being met and a collaboration of support is developed. An interactive approach! In response to the City’s Request for Proposal (“RFP”) dated November 19, 2019, please accept this Proposal as our submittal for a Comprehensive Employee Compensation/Classification Study for both Parts I and II of the project to support and guide the City’s Goals and Objectives. As President and CEO of McCartney Resources, LLC and on behalf of a solid, committed and knowledgeable team, it is our honor to offer excellence in organizational design and development services supporting an effective employee compensation and classification study with a focus on compliance. With more than 20 years combined operational and human resources’ experience and education, solutions are designed to fit the City’s culture and needs offering a solid compensation infrastructure with competitive growth opportunities. With our HR expertise being a regulatory field, we are knowledgeable with various public sector organizational structures, agency missions, operational and budgetary requirements, and staffing expectations. We have solid experience working in regulated industries to include municipalities, community services, environmental controls, healthcare, non-profit with governance and Board relations as well as those with National compliance certifications, manufacturing and much more. Many of these, workforce competition. Without exception, our classification and compensation projects have successfully met and exceeded intended commitments; communications were successful with employees, supervisors, management, and we were able to assist each organization in successfully implementing recommendations. All studies were brought to completion within stipulated time limits and proposed budgets. Our list of references is indicative of our firm’s reputation as being a quality organization that can be 231 Page | 4 relied on for producing comprehensive, sound, and cost-effective recommendations and solutions. McCartney Resources has a reputation for being “hands on” with the ability and expertise to implement its collaborative recommendations and best practices with a focus on compliance through to completion. Our goal is to provide professional and technical consulting assistance with integrity, honesty and a commitment to excellence. Thank you again for the opportunity to submit a proposal for a Comprehensive Employee Compensation and Classification Study. Nancy A. McCartney, MBA, PHR, SHRM-CP President and CEO Nancy@McCartneyResources.com Cell: (864) 230-7744 232 Page | 5 As your consulting firm, we believe in a blended team approach working closely with the City’s project team and key contributors identified to participate in the project – a collaborative and interactive style as aligned with the City’s stated objectives: 1. Attract and retain qualified employees. 2. Ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together. 3. Provide salaries commensurate with assigned duties. 4. Clearly outline promotional opportunities and provide recognizable compensation growth. 5. Provide justifiable pay differential between individual classes. 6. Maintain a competitive position with other comparable government entities and private employers. ************************************ A. PROPOSAL QUESTIONNAIRE: Please provide a concise description of your firm’s ability to provide a comprehensive classification and compensation study. Costs incurred by firms responding to this request are solely their responsibility. Additionally, please include the answers to the following questions (Address each by number): 1. Organizational Structure. 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? McCartney Resources, LLC is an S-Corporation and woman-owned by Nancy McCartney Fuller. Incorporated in April 2016, McCartney Resources is a multi-state HR consulting firm supporting clients in the Carolinas and in Georgia. Our experienced team works from individual virtual offices in the Upstate area just outside of Greenville, SC giving each the opportunity and flexibility to be on- site with clients and ensuring projects are completed timely and customer support given. With dedicated and secured virtual office space, McCartney Resources is a SC registered firm in good standing with a mailing address of P.O. Box 653, Greenville, SC 29602. The team brings over twenty (20) years of experience in providing Human Resources and operational management consulting services to a vast array of clientele including those in regulatory industries such as municipality, healthcare, manufacturing, and environmental controls as well as organizations managed by governance through a Board to include clients holding key certifications such as ISO9000 and CARF certification. Internal controls are established early on with the objective of protecting confidential client information. Each staff member is under an agreement of confidentiality with McCartney Resources to ensure client protection of proprietary data and information. This includes confidential information as well as backup systems and processes practiced retaining past, present and future data. All information and data created and customized for a client is proprietary to the client and property of the client. 233 Page | 6 McCartney Resources, LLC www.McCartneyResources.com Office No. (866) HRSTRAT or (866) 477-8728 Your team is comprised of three (3) dedicated members with extended resources based on expertise and needs. We are your local, hands-on team with a solid commitment to effective and timely communication while delivering effective programs. Additional Contracted Resources: Diversity/Inclusion Advisor: Laura Bogardus, Ph.D. Legal Counsel: Leah Cromer, Esq. of Palmetto Legal Solutions, LLC 2. Organization, Philosophy, Management. Briefly describe your company’s organization, philosophy, and management. Also, please provide a brief company history. McCartney Resources offers is an organization founded on a philosophy of engaging with clients that strive to improve business performance through empowering their employees, turn compliance into opportunities all while meeting today’s challenges for tomorrow’s growth. It starts with developing and empowering the employee! McCartney Resources is an organization owned and managed by Nancy McCartney, CEO, effectively supporting team members in leading client relationships and initiatives through to implementation while providing outstanding customer service. It is our mission to draw on our diverse capabilities and HR industry knowledge to develop impactful solutions that support client initiatives to compete and grow in their market. We collaboratively blend skills and experience to deliver results that matter, value that adds to the client’s initiatives and programs that can competitively grow. 3. Contractual Relationships. Describe your contractual relationships, if any, with organizations or entities necessary to your proposal’s implementation (i.e., actuarial services, data information services, etc.). McCartney Resources has engaged and currently holds excellent and rewarding contracts with clients, many directly related to the City’s RFP, we’re providing references herein that have such correlation with our Proposal. We appreciate the City’s need for additional information and by providing directly related references, will respect our confidentiality and non-disclosure agreements (although having authorization to disclose through references). Nancy McCartney, MBA, SHRM-CP, PHR President / CEO / Business Partner Nancy@McCartneyResources.com (864) 230-7744 Christine Stapleton, PHR, SHRM-CP Sr. Project Consultant/HR Business Partner Chris@McCartneyResources.com (864) 616-5777 Carolina Venegas Sr. HR Assistant (Bilingual) / Project Coord. Carolina@McCartneyResources.com (864) 990-6034 234 Page | 7 4. Firm’s Experience. How long has your organization been providing this type of service? Has your organization ever operated under a different name? Why was the name changed? McCartney Resources has been providing this type of directly related services for more than three (3) years. Our total overall HR experience spans more than 20 years. Combined, our team offers directly related experience as a consultant and in the capacity of an employee responsible and accountable for delivering excellence in Human Resources. Because we only submit proposals for and accept contracts we can fully support and deliver on, clients receive dedicated time and attention to ensuring objectives are timely met and implementation is successful. 5. Firms Communication & Customer Service. What is your firm’s scheme of communication and customer service interaction with clients? Nancy will serve as the Project Lead for this contract and Chris as the Co-Project Lead. All team members and affiliates are hands-on with Nancy coordinating all of McCartney Resources’ efforts, attend meetings, provide vision for the project team, lead classification and compensation study(ies), provide consultant support interacting with the City’s primary contacts, as well as advisory services, recommendations, and implementation strategies. While the team will collaborate and all are hands- on with contributing to the successful delivery of services, Nancy will also be responsible for all work products and deliverables. Chris, Co-Project Lead, assists with coordinating all of McCartney Resources efforts, regularly communicate project progress to stakeholders, attend meetings and will be responsible for work products and deliverables. She will provide consultant support interacting with employees and management, providing advisory services, recommendations, and implementation strategies. Carolina is solid in providing administrative team support while applying her HR generalist knowledge and understanding of best practices as a former supervisor and as an HR team member. 6. Directly Related Experience. Provide experience of the firm in conducting similar studies for Governmental entities and other comparable studies. This will include (three) 3 previous clients for whom the firm has performed a comprehensive classification and compensation study. ➢ Client – City of Folly Beach (municipality) Compensation and Benefits Study Attn: Spencer Wetmore, City Administrator www.cityoffollybeach.com P.O. Drawer 48 swetmore@cityoffollybeach.com Folly Beach, SC 29439 (843) 513-1834 Direct Line Overview: Contracted by the City via RFP to review current compensation and benefits structure, conduct market analysis of individual job titles and classifications, and provide recommendations for future compensation strategies to support competitiveness and talent management. The study measured and provided an analysis of employee survey results, the base salary, pay/step plans, City and State provided medical benefits packages along with other incentive-based compensation programs. To ensure the project’s validity and applicability, McCartney Resources conducted a thorough, interactive compensation and benefits analysis using similar-sized municipalities (SC, NC and GA) for comparison and recommended comparator cities for consideration. 235 Page | 8 ➢ Client – City of Myrtle Beach (municipality), Grand Strand Humane Society Attn: Fox Simons, Assistant City Manager www.cityofMyrtleBeach.com P.O. Drawer 2468 fsimons@cityofmyrtlebeach.com Myrtle Beach, SC 29578-2468 (843) 918-1016 Direct Line Overview: An entity receiving substantial financial support from the City of Myrtle Beach, McCartney Resources completed a contract assessing and recommending competitive changes to operational functions (e.g., organizational structure, position description development, compensation review and survey (selected positions), review and recommendations for Standard Operating Procedures, etc.) to include financial stability of the organization as well as an assessment on the effectiveness of the Board of Directors. ➢ Client – Girl Scouts of South Carolina – Mountains to Midlands (governance regulated) Attn: Lynn Arve, Chief Business Officer www.GSSC-MM.org Five Independence Pointe, Suite 120 larve@gssc-mm.org Greenville, SC 29615 (864) 423-3075 Cell Overview: Retained contract with multiple responsibilities to include compensation management, annual benefits’ analysis and a complete council reorganization to better support operations and talent management with a focus on retention and growth. An intragyral part of operations management and Human Resources compliance and processes, supporting critical efforts to enhance a solid, competitive HR infrastructure. 7. Directly Related References. Please provide at least two 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: • Services you provided • Example of recommendations made • Timeframe of completion • Number of employees, positions and classes studied • Contact name and phone number ➢ Client – City of Folly Beach (municipality) Compensation and Benefits Study Attn: Spencer Wetmore, City Administrator www.cityoffollybeach.com P.O. Drawer 48 swetmore@cityoffollybeach.com Folly Beach, SC 29439 (843) 513-1834 Direct Line Overview: Contracted by the City via RFP to review current compensation and benefits structure, conduct market analysis of individual job titles and classifications, and provide recommendations for future compensation strategies to support competitiveness and talent management. The study measured and provided an analysis of employee survey results, the base salary, pay/step plans, City and State provided medical benefits packages along with other incentive-based compensation programs. To ensure the project’s validity and applicability, McCartney Resources conducted a thorough, interactive compensation and benefits analysis using similar-sized municipalities (SC, NC and GA) for comparison and recommended comparator cities for consideration. Project Details: The City of Folly Beach has about 70 employees with 34 different position descriptions. The Scope of Work included four (4) key focus areas – identifying compensation goals, review job duties, conduct benefits’ analysis, and compare to marketplace study outlining findings and recommendations. 236 Page | 9 Timeframe aligns with the City of Folly Beach’s fiscal year -end and budget review to be completed this Fall season and present at the January City Council meeting. All timelines have been met (project kicked- off in June and will be completed November, with the final presentation in January), conducting data analysis reviews in person and at times via video conference. Examples of Recommendations Made: While data was collected from multiple resources to include employees (through a customized survey), comparable municipalities (9 total throughout SC, NC and GA), Area Economic Information / Impact, Municipal Association and the Department of Labor, Bureau of Labor Statistics recommendations were made under an employee Total Reward Program, some specific to the discipline (e.g., Administrative, Public Safety, Public Works & Utilities and Municipal Support Positions) and others specific to actual positions (e.g., Public Works, Public Safety). See attached examples. ➢ Client – City of Myrtle Beach (municipality), Grand Strand Humane Society Attn: Fox Simons, Assistant City Manager www.cityofMyrtleBeach.com P.O. Drawer 2468 fsimons@cityofmyrtlebeach.com Myrtle Beach, SC 29578-2468 (843) 918-1016 Direct Line Overview: An entity receiving substantial financial support from the City of Myrtle Beach, McCartney Resources completed a contract assessing and recommending competitive changes to operational functions (e.g., organizational structure, position description development, compensation review and survey (selected positions), review and recommendations for Standard Operating Procedures, etc.) to include financial stability of the organization as well as an assessment on the effectiveness of the Board of Directors. Project Details: The City of Myrtle had several project focus areas - Requirements for serving Board Members; job descriptions for management team; job descriptions and training requirements for staff and volunteers; daily operations; safety and security; internal and external communications; develop guidelines for disaster planning and emergency effectiveness; preparing facility, employees and administration; address responses and recovery efforts; aligned with the current Strategic Plan and supporting the mission of the organization with an Executive Summary was presented to City Council. Examples of Recommendations Made: Numerous recommendations were made in a variety of areas A few examples include Board governance documents updated (which we completed and implemented); conducted a general compensation market survey and analysis; enhance staff and volunteer orientation training, hire seasonal workers for peak times throughout the year including summer; implement attainable goals to increase grant-funding opportunities and sizeable donations, implement performance evaluation documentation, just to name a few. 8. Professional CVs/Bios. Provide professional resumes of all personnel to be involved in the study and a clear indication of the responsibilities of each. It is understood by the City that the individuals specified in the consultant’s proposal are the individuals who will do the w ork associated with the compensation study, as described in the proposal. Each member of the team has successfully contributed to project work on classification and compensation studies as well as operational management projects to include reorganizations, compliance initiatives such as employee handbook and customized policies and programs, HR assessments, job description analysis and development as well as a full array of HR support and guidance. Following are CVs/Bios of the Key Project Team who will support the study: Nancy McCartney, MBA, PHR, SHRM-CP President/Chief Executive Officer 237 Page | 10 Founder of McCartney Resources, LLC, launching her HR consulting business after more than 15 years’ experience as a human resources’ professional and consultant, Nancy’s expertise is building HR competencies through organizational development, designing and implementing strategies to reduce liability and provide workplace solutions for growing and startup businesses. With multi industry and multi state experience, HR services are designed to fit an organization’s culture, whether enhancing an HR program or designing an effective HR infrastructure. Holding leadership positions, Nancy has successfully designed and supported strategies with business initiatives and goals implementing various HR programs, policies and procedures including handbook design, workforce planning, recruiting, performance management, compensation comparisons and design, benefits’ design, employee and leadership development and employee engagement. Earning her MBA with a focus in finance from the University of South Carolina she is an active member of the HR community, currently serving as the 2018 President of the Association and Chairman of the Board of Directors for Greenville Society of Human Resources (GSHRM). Nancy is a member of the national organization SHRM, holding her HR certification (SHRM-CP) as well as her Professional Human Resources (PHR) certification from HRCI. Most recently Nancy is a graduate of the Leadership of South Carolina program, striving to enhance and support economic growth efforts in the state and communities. Although a graduate, Nancy continues to serve as an alum committee lead in the Upstate. Christine Stapleton, PHR, SHRM-CP Sr. Project Consultant/HR Business Partner Chris is an accomplished HR professional specializing in small to mid-sized companies. Designing and developing solutions and strategies, Chris’ broad experience offers professional guidance and project deliverables in organizational development aligning with company goals and strategies. Designing HR infrastructures to support operational functions with customized policies and procedures, defined job descriptions through analysis, talent acquisition and management, effective onboarding programs, compensation design and payrolling, employee retention, employee relations, compliance reporting, training and development as well as benefits administration. Combined with her extensive experience in business operations for professional service firms including increasing effectiveness and efficiency of support services through enhancements and improvements as well as coordination and communication between functions, Chris specializes in project leadership to support clients in achieving their business goals and objectives. She is certified through the Human Resource Certification Institute (HRCI) as a Human Resource Professional (PHR), a member of the Society for Human Resource Management (SHRM) holding her HR certification (SHRM-CP), as well as certified in SHRM’s Veterans at Work Program. Chris is also a current Greenville Society for Human Resources Management Association (GSHRM) member and a former GSHRM Board member, as well as SHRM State Council member, and has served on several different committees. Carolina Venegas Sr. HR Assistant (Bilingual, Spanish) Possessing a solid business background to include Human Resources generalist support, excellence in customer service, HRIS implementation specializing in payroll processes and platforms, Carolina 238 Page | 11 successfully applies her administrative and technical expertise to projects and programs. Carolina’s experience includes managing extensive workflow processes and procedures, applying multi-task skills in fast-paced environments while maintaining a high rate of client retention through quality service and excellent communication skills. She also possesses solid Spanish bilingual skills, both verbal and written. Carolina provides direct support with client project management needs as well as recruitment and retention services, thoroughly screening candidates and aligning skills and abilities. Along with applying her Human Resources generalist knowledge, Carolina has a solid understanding of best practices as a former supervisor and as an HR team member. Carolina’s HR skills extend beyond administrative support, complimented by her accounting assistance and payroll implementation, setup and processing. She is adept at problem-solving, identifying issues and resolving matters in a timely manner. She is a driven, collaborative team member applying her background and data gathering skills with surveying and research to compile compensation and benefits’ data for project analysis. Carolina is a key contributor who began her career more 15 years ago after successfully completing her Executive Secretary designation from the International Business College. 9. Firm’s Uniqueness. What makes your organization unique from other organizations that may submit proposals for the City to make a selection? We build trust and readiness to accept the need for change throughout an organization, developing consensus and commitment. We are hands-on and see the project through to completion including implementation and effectiveness of the program. Building upon our HR industry expertise, as consultants we are uniquely positioned to assist and guide in strengthening your strategic role and contribution of your HR function to support the execution of business strategy. Converting HR strategies and initiatives into tangible business value requires a solid foundation of HR capabilities and infrastructure with performance measures to track results. We take into account needs and culture of your organization while meeting legal and administrative requirements. Our uniqueness is customization of your project as there isn’t a one-size-fits-all solution. Although many standards will be applied to your project, our team will craft a comprehensive and sustainable program tailored to your unique culture, helping you to successfully keep moving forward. 10. Job Analysis & Compensation Methodology. A detailed description of job analysis and compensation methodology to be used if the consultant has a pre-designed system. A. The Kick-Off Meeting: Our client-centered approach with an initial Kick-Off Strategy Meeting ensures our clear understanding of the project parameters and the City’s expectation of deliverables, enhancing accurate intake and output of information for marketplace data collection. We refer to this as our benchmark list to support and guide in competitive marketplace surveying and analysis. Fostering this connected partnership with you, the meeting creates and supports collaborative and interactive methods resulting in a more comprehensive, forward-thinking study with recommendations and deliverables. This key meeting will include identifying the City’s project team, contract administrator, and reporting relationships. This key meeting is designed as a briefing session with the City’s team, including review of supporting documentation for the project as well as review and customization 239 Page | 12 of the workplan and work schedule; identify subsequent tasks to be accomplished; reaffirm the primary objectives and specific end deliverables within the targeted timeline for satisfactory completion of the overall assignment as listed in the Scope of Work Strategies: • Review the City’s mission statement, aligning project goals and objectives to include classification and compensation compliance initiatives; • Review and understand the City’s current pay program, strategies and methodology, identifying opportunity for change (strengths and weaknesses); • Determine strategies needed to incorporate classification and compensation strategy into the City’s total rewards program (what makes up the employee’s total compensation plan); • Identify alternative strategies for the compensation program; • Outline strategies needed to achieve the City goals and objectives; • Examine all facets of pay equity, detailing strategy to achieve and maintain equity; • Develop a communication plan to educate stakeholders regarding study; and • Develop an overall implementation plan, including a timeline with specific milestones defined. B. Classification Methodology [the Job Description]: This detailed compliance-driven methodology begins with analyzing the City’s current classification framework. Reviewing and understanding the system and each position description through a comprehensive process of job analysis and evaluation, including review of existing documentation, position description questionnaire completion, employee interviews, management interviews, analysis of existing positions and working situations, analysis of levels of duties and responsibilities, and other professional methods, as appropriate, will provide insight to the culture and practices of the City. Listed is a more detailed breakdown: • Develop and launch an employee survey (both electronic and manual for ease and efficiency) to identify key responsibilities and accountabilities as perceived by the employee; conduct follow-up interviews with employees including supervisors and management; • Validate data with supervisor reviewing job functions [or the hybrid job with combined responsibilities] for accuracy and how the responsibilities contribute to the essential functions of the job; • Ensure positions performing similar work with essentially the same level of complexity, responsibility, knowledge, skills, and abilities are clearly detailed and leveled for progression opportunities (e.g., promotions, succession planning, supportive of performance management system, etc.); • Identify areas of growth and flexibility of positions within the updated classification structure, where feasible, in recognition that some job duties and responsibilities may evolve over time, as well as to provide adequate career paths and job families that will foster career service within the City; • Document definitions of job classifications, responsibilities and accountabilities, and minimum required and preferred qualifications such as education, prior work experience, knowledge, skills, abilities, licenses, certifications, and physical demands comparing results in the marketplace for competitiveness; • Review recommendations and results with project team and Human Resources; • Identify and recommend revisions or updates within the classification structure (guide) to better serve the City’s needs with a focus on state and Federal regulatory compliance as defined by the Fair Labor Standards Act (“FLSA”), Americans with Disabilities Act (“ADA”) requirements, and others to include any applicable standards with Occupational Safety & Health Administration (“OSHA”), etc.; and • Provide supporting documentation throughout the study, on classification concepts and distinguishing characteristics, as well as the delivery of final reports and recommendations to guide the organization in implementing, managing, and maintaining the classification system. 240 Page | 13 C. Classification Study. This detailed compliance-driven methodology begins with analyzing the estimated 87 job descriptions and current classification framework outlining responsibilities and accountabilities of each including distinguishing characteristics and competencies for success in the position. As detailed above in the Classification Methodology [the Job Description], results create parity in job titles, consistent job levels within the respective departments while supporting retention through progression opportunities, succession planning, skill development, training, etc. • Employee survey • Follow-up interviews • Validate data with supervisors/manager • Review with Human Resources • Marketplace comparisons [as identified by the City and validated at the Kick-Off Meeting] • Update classification structure, compliance focused • Update and/or identify newly developed position descriptions Information is downloaded into Excel to better organize and identify similarities, differences and other key aspects with the essential functions of each respective position. Graphs are developed to support further clarification (based on results) and clarify responsibilities. Often, survey results also support any future strategic planning from employee feedback gathered. It also provides the “maintenance system” for the City to reference and utilize for future changes and growth. It is a working document, utilized for any future review or revisions of positions whether new or enhanced and in support of the City’s Scope of Work Strategies: • Identify or develop appropriate data collection instrument (i.e. questionnaire) and process for review of current class specifications/job descriptions; • Develop employee/supervisor orientation (communication) regarding overall study and how to complete data collection instrument; • Use data collection instruments, individual interviews, group interviews or other processes as needed to clarify understanding of positions; • Develop model classification structure (job description format) consistent with strategic organization objectives; • Facilitate acceptance/approval of model classification structure; • Develop new or revise existing class specifications/job descriptions; • Facilitate organizational review and acceptance of new class specification/job descriptions; • Review FLSA exemption designation of each job class and recommend changes if warranted; • Develop/implement process to obtain employee input, inquiries, and/or appeals regarding their placement in the classification structure; and • Evaluate employee input, review proposed allocation and make final determination regarding each position. D. Job Evaluation. Prior to developing detailed class descriptions, the job evaluation will result in a classification concept and employee allocation document that will be submitted to the City for review and approval. This is the working document often developed in Excel that lists and compares changes in business needs and operations, as well as any reorganizations, with the established classification system and job families as well as review internal relationships to define the reasons for, and effects of, the proposed changes. Our job analysis method is the whole position analysis approach. Objective factors in the whole position classification methodology include: 241 Page | 14 • Key Accountabilities (Performance Management) • Duties / Responsibilities (Performance Standards) • Required Experience (Qualifications) • Education, Training, and Certifications/Licenses • Competencies for Success (Behaviors) • Problem Solving/Ingenuity • Attention/Stress (Concentration/Time Pressure & Interruptions) • Independence of Action/Responsibility • Contacts with Others/Internal/External • Supervision Received and/or Given to Others • Consequences of Action/Decisions Made on the Job • Equipment Used • Working Conditions/Physical Demands Interviews, initial and some follow-up, will be scheduled with employees as this is a critical step in the information-gathering and educational process to include management and staff levels. Follow-up questions also allow for clarity of an employee’s own responsibilities and/or confirm the information received and to respond to potential perception differences regarding roles, tasks, scope, and supervisory responsibilities. The appropriateness of the following will be assessed: • Work being completed and relationships of positions to each other within a division/department as well as across the organization. • Classification structure and reporting structure, leading to an organizational chart and reporting. A detailed, list for each position will be prepared, specifying current and proposed classification title and the impact of recommendations (reclassification – upgrade or downgrade, title change, or no change). After completion of this process, a meeting will be arranged to review any recommended changes to the classification plan with the Project Team and in support of the City’s Scope of Work Strategies: • Facilitate selection of job evaluation method consistent with adopted classification concepts; • Apply selected methodology to evaluate class specifications/job descriptions; • Review/revise/confirm new job evaluation ratings as needed and appropriate; • Facilitate communication of evaluation results to employees and their supervisors; and • Train designated staff in the application of the selected method. E. Compensation Methodology [the Approach]. The overall method for a compensation study is to first review and understand the City’s current pay philosophy and application identifying solid measurables against the current labor and marketplace comparables. While it is critically important to understand such practices, our methodology for attaining marketplace information to support recommendations (including those comparable to the City’s current payrates and ranges) will offer recommendations and guidance in: • Providing fair and equitable compensation to employees internally and in a competitive and changing market; • Maintaining a competitive pay structure that takes into consideration the City’s fiscal resources; • Ensuring that employee compensation is based on individual performance that meets or exceeds expectations, to include reflecting changing economic conditions; and • Providing consistent administration of pay policies and procedures with a focus on retention and recruitment. 242 Page | 15 Supporting this methodology of reviewing and understanding the City’s current pay philosophy, market survey parameters will be developed to collect and evaluate comparable data. Through the analysis and recommendation of the labor market and survey classes, the collection and analysis of survey data, preparation of salary recommendations and development of an implementation plan. This methodology includes: • Collecting accurate compensation data ensuring information is thoroughly analyzed in a clear and comprehensible manner; • Carefully analyze the scope and level of duties and responsibilities, requirements for successful work performance, and other factors for survey classes according to generally accepted compensation practices; • Develop solutions to address pay equity issues, analyze the financial impact, and create a market adjustment implementation strategy supporting the City’s goals and objectives; • To recommend appropriate internal salary relationships and allocate classes to salary ranges in a salary range plan; and • Develop a comprehensive final report summarizing the compensation study approach and methodology, analytical tools, findings, and recommended compensation structure ensuring proper documentation to support recommendations for implementation in a competent and fair manner. F. Compensation Study. During the initial meeting with the Project Team and after agreeing to the compensation study factors to include full comprehensive benefits’ programs, we will evaluate municipality salaries and alignment with the external labor market. We will also confirm those classifications that will be surveyed in the market (i.e., benchmark classifications), with the intention of internally aligning the remaining classifications with survey results. Marketplace Competition – A critical step, the following factors are typically applied to identify appropriate workforce competitor factors based on the City’s benchmark list as well as any recommendations by consultants. Factors reviewed and considered include: • Organizational Type and Structure – While various organizations may provide overlapping services and employ some staff having similar duties and responsibilities, the role of each organization is somewhat unique, particularly regarding its relationship to the citizens it serves and level of service expectation. During this interactive process, the City’s current/previous list of marketplace competition and the advantages/disadvantages of including them or others as identified will be included and all information logged into an Excel worksheet. • Similarity of Population Served, the City Demographics, and Operational Budgets – These elements provide guidelines in relation to resources required (staff and funding) and available for the provision of services as compared to the City. • Marketplace Competitors / Labor Market – While developing a list of marketplace competitors, ideally having an organization that provides all of the services or similar as the City, sufficient data should be available for analysis. The reality of today’s labor market is that many organizations are in competition for the same pool of qualified employees. Individuals often do not live in the community they serve. Therefore, the geographic labor market area (where the City may be recruiting from or losing employees to) will be taken into consideration when selecting potential marketplace competitors. • Cost-of-Living – The price of housing and other cost-of-living related issues are contributing factors in determining labor markets. We will review overall cost-of-living of various geographic areas, median house prices, and median household incomes to determine the appropriateness information and data. 243 Page | 16 Analysis and Preliminary Review of Data – Data will be entered into spreadsheet format designed for ease of interpretation and use. The information will be presented in a format that will identify comparable marketplace positions used for each classification comparison. Information will be calculated based upon both average and median figures allowing the City to make informed compensation decisions. Other elements of the compensation survey report are organizations surveyed; comparable class titles; salary range maximum/control point; and percent of the City’s salary range is above/below the market values. Findings/Additional Analysis/Study Project Team Meetings – Once completed we will distribute draft findings to the Project Team. After their preliminary review, consultants will meet with the Project Team and other stakeholders (including management and employees as identified) to clarify data, and to answer questions and address concerns. This provides an opportunity for the Project Team and other stakeholders to review and question any of our recommended benchmark competitive matches. If questions arise, we conduct follow-up analysis to reconfirm our original analysis and/or make corrections as appropriate. Analysis of Internal Relationships and Alignment – To determine internal equity for all studied positions, considerable attention will be given to this phase of the project. It is necessary to develop an internal position hierarchy based on the organizational value of each classification. Again, we utilize the whole position analysis methodology as described earlier. This analysis will be integrated with the results of the compensation survey and the City’s existing compensation plan. We will create a sound and logical compensation structure for the various levels within each class series, so that career ladders are not only reflected in the classification system but also in the compensation system, with pay differentials between levels that allow employees to progress on a clear path of career growth and development. Career ladders will be looked at vertically, as well as horizontally, to reflect the City’s classification structure that was developed during the classification phase of the study. The goal of this critical step in the process is to identify any potential internal equity and compaction issues and concerns with the current compensation system. It is a reference tool that can be utilized in evaluating retention and competitiveness as well as succession planning as aligned with the City’s Objectives: • Review past the City survey practices; • Identify benchmark job classes and select appropriate labor market(s)/organizations for comparison; • Collect, compile and analyze market data; • Construct model compensation structure(s); • Review proposed structure(s) to determine consistency with strategic objectives; • Recommend implementation options and determine associated costs, considering both single and multi-year implementation schedule options; • Facilitate determination of optimum implementation strategy; • Develop written communication for supervisors/employees explaining broad study findings and individual impact where applicable; and • Evaluate and recommend strategy to account for specific geographic cost of living impact. 244 Page | 17 G. Recommendations and Implementation Strategies. After preliminary approval of the concepts and allocation lists, new and/or updated class descriptions will be developed for each proposed classification, following a format approved by the City. From the review of the questionnaires and employee interviews, we will update duties, responsibilities, and minimum qualifications of each class specification, as necessary. We will also review, analyze, and update, as appropriate, knowledge, skills, abilities, education and experience, position definitions, purpose, distinguishing characteristics, supervision received and exercised, position functions and special requirements including licensing and certification requirements. We will also review and update physical demands based on the most typical job functions of each classification in accordance with the ADA. Finally, we will review each classification’s typical job functions to validate exempt vs. non- exempt status in accordance with exemptions under the FLSA. With supporting data as developed and communicated, we will review and make recommendations regarding internal alignment and the salary structure (set of salary ranges, salary differentials, steps within ranges, and/or alternative compensation plans) within which the classes are allocated, based upon the City’s preferred compensation model. In addition, we will develop externally competitive benefit comparisons for all classifications. Finally, we will develop a proposed implementation plan based on the study results and recommendations. Recommendations will include covering special compensation issues such as salaries above the maximum; seniority; promotions; maintenance of the salary schedules; etc. Draft recommendations will be discussed with key stakeholders for discussions and decisions on overall pay philosophy and the practicality of acceptance in support of the City’s Scope of Work Strategies: 1. Provide written guidelines for maintaining class specifications/job descriptions, for evaluating/re- evaluating job class specifications/job descriptions and for maintaining model compensation structure; 2. Recommend pay administration policies to include, but not be limited to: • policies regarding movement through ranges; • adjustments within pay grades; • movement between salary structures (if multiple structures are retained); • adjustments for assumption of additional duties (temporary or permanent); • reclassifications, promotions, transfers, demotions, career ladders, etc. 3. Recommend reliable external market data sources for annual salary structure adjustments and determination of merit budget; 4. Considering implementation of new classification and compensation program, review current performance management system documentation and provide recommendations to strengthen link between pay and performance as appropriate; and 5. Recommend future merit allocation approaches, considering changes to classification and compensation program and limited budgets. H. Final Deliverables with Presentation. Our proposal includes multiple meetings as well as weekly oral and written status/progress updates and recommend a presentation meeting to submit the final reports and supporting documents. All materials, documents, reports and communications will be submitted to and become final property of the City. A comprehensive Executive Summary 245 Page | 18 with an overview of the project, methodologies and deliverables will be prepared for review prior to finalizing for presentation to the City Council. The comprehensive Executive Summary (see attached example) with an overview of the project, methodologies and deliverables will be aligned with the City’s Scope of Work Strategies: 1. Provide formal written report including: • Study methodology • Major findings • Recommendations 2. Financial Impact Analysis report in the form of Excel • Identifiers include any classification adjustments and • Compensation changes or adjustments due to results of study 3. Operational Manual providing an overview of key areas and recommended processes for implementation and sustainability 4. Make formal presentation(s) of report to (1) Senior Management Team and (2) the City Council (specific to each audience), as determined necessary and based on findings 11. Proposed Fee Schedule. A proposed fee schedule and breakdown of the firm’s not to exceed fees to complete the Classification and Compensation study. We have often found our process requires a very high level of time commitment, which occasionally results in a higher proposal cost. We believe that our methodologies and implementation success rate is attributable to consistent communication with the City’s project team. The time we commit to working with the City stakeholders, the project team/management committee, employees (briefings, meetings, personal interviews, communication, continuous follow-up, etc.) and others as necessary result in significantly greater buy-in throughout the process, delivering on expectations. McCartney Resources is committed to providing quality cost-effective services with great consideration of your financial means. Note that with our commitment to the study and opportunity to support the City’s initiative, reasonable expenses for on-site meetings are integrated into this cost and not billed separately. A Business Strategy Classification and Compensation Study The Study ✓ Kick-Off Meeting, Outlining the Details ✓ Classification and Compensation Study ✓ Job Evaluations (the Survey and Data Gathering) ✓ Financial Analysis ✓ Executive Summary (with Findings and Recommendations) ✓ Presentation with Operational Manual Proposed Timeline Beginning December 13, 2019 Targeting Completion by June 1, 2020 Total Project Investment $32,000* *Consideration given for reduced composite rate to support municipality initiatives, previous development of survey and supporting worksheets as well as directly related [recent experience]. Utilizing these existing tools assist in a cost-effective program. 246 Page | 19 12. Timeline. Provide a proposed timeline to include start and completion dates for the study and identify specific milestones. Our proposed timeline, in conjunction with the City’s expectation to begin December 13th and complete by June 1st, we believe is in line with meeting deliverables and expectations as outlined herein as much of the project work is done concurrently. While we don’t anticipate a delay, based on the City’s staff availability who will contribute to and/or be a part of this project, we do certainly understand the need to be flexible at times when necessary. However, our team will professional drive the timeline for deliverables and meeting expectations as outlined. 13. Any Legal Issues. A description of any pending legal issues facing the firm/individual. McCartney Resources, LLC is not name nor has any litigation pending or is aware of any concerns or complaints that could lead to litigation. McCartney Resources, LLC retains professional liability insurance coverage, naming each client individually. 14. Additional Information. Any additional information that the consultant deems appropriate. While McCartney Resources launched its start just over three (3) years ago, our team is comprised of experienced and knowledgeable HR consultants that bring more than 20 years of multi-industry experience. Possessing such solid hands-on experience as leaders, the team offers the City a competitive edge of best practices in today’s work environment. McCartney Resources partners with its clients to ensure excellence in human resources, and to improve the organization’s performance through its’ people (the greatest investment). We support our clients in matters of human resources through consultation and employment-related regulatory oversight, professional growth and development, and alternative dispute resolution. As organizations adapt to changing environments, our team of experienced professionals can offer advice and services customized for the City to enhance your organizational needs. 247 Page | 20 B. SCOPE OF WORK RESPONSE 1. State if you will provide all the services as noted in the Scope of Work section for the fee quoted. As noted in the Scope of Work, McCartney Resources will provide all services to support, guide and implement the City’s Compensation Program. As noted in the RFP as well as the Addendum No. 3, McCartney Resources is submitting this Proposal to complete both Part I: Safety Employees Compensation and Classification Study and Part 2: All other Employees Compensation and Classification Study. This proposal is inclusive of the project to be completed within the City’s timeline where the final drafts are to be submitted, by March 2, 2020. 2. List areas in the Scope of Work for which there will be an additional cost and list the estimated additional cost. As your consultants, we have estimated our cost to include any expenses and as allocation of hours to successfully complete the project with no additional cost. Our Proposal is inclusive to include on-site meetings, conference webinars, presentation, etc. 3. List areas in the Scope of Work for which your company will not or cannot provide the listed service. With our experience and HR expertise, McCartney Resources offers the City a dedicated team with diverse backgrounds that support the City’s project from beginning to completion. We are committed to and will be provided full HR services to support the City’s project. 4. List any other information that should be considered in evaluating the firm’s marketing, staff, and/or other service capabilities. With our recent work with the City of Folly Beach we are familiar with municipalities of similar sizes the include population, housing market, annual budgets, etc. and have developed comparable data tracking tools and documents to offer a more cost-effective option for the City as well as developed relationships with municipalities you have identified as your target market. Combined with our experience supporting clients in Georgia, for example a non-profit regulated organization known as CaringWorks, Inc. (www.CaringWorksInc.org) wherein our team is leading their job analysis and compensation study, supports our local knowledge and skills as aligned with the City’s initiatives. McCartney Resources commits to and has all necessary resources to undertake the City’s comprehensive study, ensuring thorough delivery of information, meeting expectations. Furthermore, we will work with representatives and staff at every step during the project to maintain open communication, providing status updates ensuring successful accomplishment of the study’s objectives. 248 Page | 21 C. EXAMPLES ATTACHED* • Municipality Data Tracking Worksheet (Excel format) • Pay Grades / Ranges with Strategic Timeline for Implementation • Executive Summary *Examples are just a few of the work product provided. 249 250 251 252 253 254 255 256 Page | 22 D. CITY OF TYBEE ISLAND RFP NO. 2019-741 (COPY ATTACHED) 257 REQUEST FOR PROPOSAL RFP NO. 2019-741 COMPREHENSIVE EMPLOYEE COMPENSATION/CLASSIFICATION STUDY PROPOSAL DUE: TUESDAY, NOVEMBER 19, 2019 by 2:00pm CITY OF TYBEE ISLAND, GEORGIA JASON BUELTERMAN, MAYOR BARRY BROWN, MAYOR PRO TEM MONTY PARKS WANDA DOYLE JULIE LIVINGSTON JOHN BRANIGIN DOCUMENT CHECK LIST The following documents are contained in and made a part of this RFP Package, and are required to be submitted with the Proposal. It is the responsibility of the Proposer to read, complete and sign, where indicated, and return these documents with the Proposal. FAILURE TO DO SO MAY BE CAUSE FOR DISQUALIFICATION OF THE PROPOSER INTRODUCTION SPECIFICATIONS AND REQUIREMENTS INSTRUCTIONS TO PROPOSERS GENERAL INFORMATION EVALUATION CRITERIA TIMELINE ATTACHMENTS: A. SIGNATURE SHEET; B. SAVE AFFIDAVIT; C. E-VERIFY CONTRACTOR AFFIDAVIT; D. VENDOR INFORMATION; E. PROPOSAL FORM; F. CHECKLIST INTRODUCTION Date: 8-28-18 This is a request for proposals to supply the City of Tybee Island, Georgia (sometimes hereinafter referred to as “Owner”) with services as indicated herein. Sealed proposals must be received by 2:00pm local time, on Tuesday, November 19, 2019. The City of Tybee Island reserves the right to reject any or all proposals. METHOD OF AWARD: If the City of Tybee Island awards a contract as a result of this RFP, it will be awarded to the responsible proposer deemed able to provide the best value for the City. The award will take into account price among other factors as specified in this RFP. The City reserves the right 258 to select the proposer which best meets the City’s goals and objectives, needs, budget constraints, and quality levels, as well as its educational and service level expectations. The City reserves the right to award a contract to one or multiple vendors. Signature of proposer indicates understanding and intended compliance with the terms of this request, the requirements herein, and any subsequent award or contract. All specifications, conditions, and representations made in this request 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 proposer, in whole or in part, for any costs associated with preparation, submission, or presentation of proposals. Instructions for preparation and submission of a proposal are contained in this RFP package. Please note that specific forms for submission of a proposal are required. The City of Tybee Island has an equal opportunity purchasing policy to assure all procurement procedures are conducted in a manner that provides maximum open and free competition. The City seeks to ensure that all segments of the business community have access to supplying the goods and services needed by the City. The City provides equal opportunity for all businesses and does not discriminate against any persons or businesses regardless of race, color, religion, age, sex, national origin or handicap. The City of Tybee Island is seeking a proposal package for service or materials equal to or exceeding specifications set forth on the attached pages. Those not meeting these standards will be rejected. The attached material specifications become and remain a part of this RFP. All responses, inquiries, or correspondence relating to, or in reference to, this RFP, and all reports, charts, displays, schedules, exhibits and other documentation by the proposers will become the property of the City when received. The City retains the right to use any or all ideas presented in any response to this RFP, whether amended or not. Selection or rejection of the proposal does not affect this right. SPECIFICATIONS AND REQUIREMENTS The City of Tybee Island is seeking proposals for a qualified firm experienced in conducting compensation and classification studies. The selected firm will perform services designed to evaluate the City’s current pay plans and recommend adjustments. This will be completed in two parts: • Part 1: Public Safety Employees Compensation and Classification Study • Part 2: All other Employees Compensation and Classification Study The proposal submitted should detail the respondent’s conceptual approach to fulfilling these requirements, the cost of performing the necessary services, and a proposed timeline for completing the project. BACKGROUND INFORMATION Tybee Island is a city and a barrier island located in Chatham County, 18 miles east of Savannah, Georgia. This small island (approximately 2.5 long by 1.75 miles wide) has long been a quiet getaway for the residents of Savannah, but now has become a popular vacation spot with tourists from all over the United States and the world. The City of Tybee was incorporated in October 1887. Tybee’s City government operates under a Council/Manager form of government. This organizational plan places legislative responsibility of municipal government in a City Council and gives administrative or executive authority to the City Manager. The Council consists of the Mayor and six (6) Council Members. The City of Tybee serves approximately 3,200 residents, but during our tourist season, the 259 island expands to approximately 30,000. Overall, the City has approximately 120 full-time employees, 15 part-time employees and fills approximately 60 seasonal positions annually. City departments include: City Clerk, City Manager, Finance, Payroll, Purchasing, HR, IT, Municipal Court, Parking, Campground, Planning and Zoning, Business License, Main Street, Special Events, Fire, Police, Code Enforcement, E-911, Ocean Rescue, Public Works, Buildings & Grounds, Engineering, Stormwater, Water/Sewer. Due to the fact that Tybee Island is a vacation and tourist destination, property values and cost of living expenses are much higher than in surrounding areas. This makes it difficult to hire employees, as most are unable to afford to live here. The City’s current Classification and Compensation Plan was last evaluated and updated in 2015. Since that time, we have had difficulties in filling certain positions, especially in public safety departments. Guidelines need to be established, not only to help attract qualified employees, but also to retain them. GOALS AND OBJECTIVES The purpose of the Classification and Compensation Study is to address changes in City operations and staffing which may have affected the type, scope, and level of work being performed. The City’s objectives are to: 1. Attract and retain qualified employees. 2. Ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together. 3. Provide salaries commensurate with assigned duties. 4. Clearly outline promotional opportunities and provide recognizable compensation growth. 5. Provide justifiable pay differential between individual classes. 6. Maintain a competitive position with other comparable government entities and private employers. All work will be done with regular involvement of the City’s City Manager and HR Director. The City’s senior management team will be involved as necessary. Regular presentations and meetings with these individuals or groups, incorporating their input into the process, are mandatory. Presentation to the City Council upon completion of the project is also mandatory. 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. 1. Review the City’s current compensation plan (salary, grade levels and pay ranges), understand current challenges to recruiting and retaining employees and propose recommended strategies of the City. 2. Conduct interviews and/or job audits as appropriate. Interviews and/or job audits may be conducted individually or in groups based upon classification. 260 3. Review and update current job descriptions to uniformly reflect the distinguishing characteristics, essential job functions, minimum qualifications (education/experience and knowledge/skills/abilities), working conditions (physical demands, work environment, and travel requirements) and certification/licenses/registrations requirements for classifications needed. 4. Identify Officials & Administrators, Professionals, Technicians, Paraprofessionals, Administrative Support, Skilled Craft Workers, and Service employees, including Fair Labor Standards Act (FLSA) status (exempt/non-exempt.). 5. Identify and recommend a consistent and competitive market position that the City can strive to maintain. 6. Recommend comparable labor markets, including both private and public sector employers for the compensation survey. The City requires final approval of the labor markets to be included in the study. 7. Develop and conduct a comprehensive compensation survey. 8. 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. 9. 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. 10. Identify career ladders/promotional opportunities as deemed appropriate. 11. Recommend implementation strategies including calculating the cost of implementing the plan. 12. Identify any extreme current individual or group compensation inequities, and provide a recommended corrective action plan and process to remedy the situation. 13. Make recommendations and provide implementation strategies related to other key compensation practices based on market demand, including pay for performance, skill pay, certification pay, bilingual pay, promotional pay, and acting assignment pay. 14. Develop and provide a straightforward, easily understood, maintenance system that can be used to keep the classification system updated and equitable. 15. Provide system documentation and computer software formats to administer the plan 16. 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. 17. Provide an appeals process for a period of time after the plan is implemented. 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 affect 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 261 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 Manager, and at least one meeting with the City Manager and HR Director 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 have 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. 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. 1. INSTRUCTIONS TO PROPOSERS Purpose: The purpose of this document is to provide general and specific information for use in submitting a proposal to supply the City of Tybee Island with equipment, supplies, and/or services as described herein. All RFPs are governed by the Code of the City of Tybee Island, Georgia, 15-2015 Sec 1, Art VII, Procurement, Sec 2-400, and the laws of the State of Georgia. Proposers must carefully review all provisions of, and attachments to, this document prior to 262 submission. Each proposal constitutes an offer and cannot be withdrawn except as provided herein. This RFP and any attachments, plans, and/or other related documents can be found on the City’s website at https://www.cityoftybee.org/Bids.aspx. It is incumbent upon the proposer to check the website for additional information and/or addendums. 1.1 How to Prepare Proposals: PROPOSAL FORMAT A. Proposal Questionnaire: Please provide a concise description of your firm’s ability to provide a comprehensive classification and compensation study. Costs incurred by firms responding to this request 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. Briefly describe your company’s organization, philosophy, and management. Also, please provide a brief company history. 3. Describe your contractual relationships, if any, with organizations or entities necessary to your proposal’s implementation (i.e., actuarial services, data information services, etc.). 4. How long has your organization been providing this type of service? Has your organization ever operated under a different name? Why was the name changed? 5. What is your firm’s scheme of communication and customer service interaction with clients? 6. Provide experience of the firm in conducting similar studies for Governmental entities and other comparable studies. This will include (three) 3 previous clients for whom the firm has performed a comprehensive classification and compensation study. 7. Please provide at least two 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: • Services you provided • Example of recommendations made • Timeframe of completion • Number of employees, positions and classes studied • Contact name and phone number 8. Provide professional resumes of all personnel to be involved in the study and a clear indication of the responsibilities of each. 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. 9. What makes your organization unique from other organizations that may submit proposals for the City of Americus to make a selection? 263 10. A detailed description of the plan to achieve the necessary requirements and a plan for accomplishing this work. 11. A detailed description of job analysis and compensation methodology to be used if the consultant has a pre-designed system. 12. A proposed fee schedule and breakdown of the firm’s not to exceed fees to complete the Classification and Compensation study. 13. Provide a proposed time line to include start and completion dates for the study and identify specific milestones. 14. A description of any pending legal issues facing the firm/individual. 15. Any additional information that the consultant deems appropriate. B. Scope of Work Response 1. State if you will provide all the services as noted in the Scope of Work section for the fee quoted. 2. List areas in the Scope of Work for which there will be an additional cost and list the estimated additional cost. 3. List areas in the Scope of Work for which your company will not or cannot provide the listed service. 4. List any other information that should be considered in evaluating the firm’s marketing, staff, and/or other service capabilities. All Proposals must be: a. Prepared on the forms enclosed herewith, unless otherwise prescribed, and all documents must be submitted. b. Proposals must be signed by the business owner or authorized representative, with all erasures or corrections initialed and dated by the official signing the Proposal. ALL SIGNATURE SPACES MUST BE SIGNED. c. 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: i. Management Synopsis. Provide a synopsis, prepared for management review, covering the salient features of the proposal including, overall costs, and terms of work. ii. Statement of Methods and Procedures. Provide a statement describing the scope of the work as understood from the document. Describe the approach, means, 264 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. iii. 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 nam e of the signer. The signer shall have the authority to bind the proposer to the subm itted proposal. iv. 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 com puter/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. v. 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. vi. References. Include the name, address, telephone number and e-mail address for contact persons at three (3) other public entities for which comparable services have been rendered. vii. 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 am ount 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 proposal submission viii. Other. Provide any other related and recommended products or services not specified in this RFP that may be considered essential or beneficial by the firm. These services should be priced separately form the total cost estimate in an Appendix 1.2 How to Submit Proposals: One original, and one electronic copy (usb flash drive) must be submitted in a sealed opaque envelope, plainly marked with the RFP number and title, and proposer’s company name, to the office of the address below prior to the time specified. Include your proposal, and all required attachments, which can be found at the end of this document. 265 " I n c l u d e a l l r e q u e s t e d d o c u m e n t s , i n a d d i t i o n t o a W - 9 a n d c e r t i f i c a t e o f i n s u r a n c e . " C i t y / C o u n t y O c c u p a t i o n a l T a x C e r t i f i c a t e R e q u i r e m e n t : C o n t r a c t o r m u s t s u p p l y a c o p y o f t h e i r O c c u p a t i o n a l T a x C e r t i f i c a t e a s p r o o f o f p a y m e n t o f t h e o c c u p a t i o n a l t a x w h e r e t h e i r o f f i c e i s l o c a t e d . I n a d d i t i o n , i f a c o n t r a c t i s a w a r d e d , c o n t r a c t o r s t h a t a r e n o t l o c a t e d o n T y b e e I s l a n d a r e r e q u i r e d t o o b t a i n a T y b e e I s l a n d c o n t r a c t o r r e g i s t r a t i o n . C o n t a c t S h a r o n S h a v e r f o r a d d i t i o n a l i n f o r m a t i o n , a t 9 1 2 - 4 7 2 - 5 0 7 2 , o r i n p e r s o n a t T y b e e I s l a n d C i t y H a l l 4 0 3 B u t l e r A v e , T y b e e I s l a n d , G a " A l l P r o p o s a l s m u s t b e h a n d d e l i v e r e d , m a i l e d , o r s e n t b y c o u r i e r i n s u f f i c i e n t t i m e t o e n s u r e r e c e i p t b y t h e P u r c h a s i n g A g e n t o n o r b e f o r e t h e t i m e a n d d a t e s p e c i f i e d a b o v e . I n c l u d e R F P # 2 0 1 9 - 7 4 1 C l a s s &