HomeMy Public PortalAboutAttachment AB01-17McCall Proposal - Class and CompBDPA, Inc.
A Human Resources Management Consulting Company
February 5, 2002
Robert Strope, City manager
City of McCall
216 E. Park Street
McCall, ID 83638
FACSIMILE
Dear
Mr. Strope:
I enjoyed talking with you today about the City of McCall. You’ll find a proposal to complete a Classification and Compensation project that we believe will establish and
update some internal human resources systems. The fee portion of the proposal details our costs by each segment of the project. You’ll also find a copy of our contract format.
Please
review the proposal and give us a call (208-853-1655 or 208-342-3290) if you have any questions. We believe we can provide you with professional services at a reasonable price, and hope
to begin working with you in March.
Best Regards,
Bonnie Brazier
P.O. Box 15424, Boise, ID 83715 – Phone: (208)853-1655 or (208)342-3290
E-Mail: eafog@msn.com or bdbrazier@msn.com
City of McCall
A Proposal to Conduct a
Classification and Compensation Study
Submitted By:
BDPA, Inc.
P.O. Box 15424
Boise, ID. 83715
208-853-1655
Table of Contents
Page
Introduction 4
Methodology 5
Expected Outcomes 8
Work Plan 9
Project Timeline 13
Fee Proposal 13
BDP
A, Inc. Principals – Resumes 15
BDPA Client List 19
INTRODUCTION
A brief explanation on the purpose of classification and compensation plans is provided as an introduction to the proposal.
The classification portion of the plan provides
class specifications or job descriptions for each position. The descriptions provide managers with one of the best multi-use tools available. They may be used for recruitment, organizational
design, performance standards and performance appraisal, job matching for total compensation comparisons, and a document that can build a sense of individual importance within the organization.
Job descriptions also address potential liability and regulatory compliance issues related to the American’s with Disabilities Act by outlining essential functions of the job and physical
requirements that are bona-fide occupational requirements. In addition, the Equal Pay Act and Fair Labor Standards Act is addressed by detailing qualification requirements and providing
measurable criteria on which a job may be designated as exempt or non-exempt for overtime purposes and upon which a job may be assigned to a salary grade, thus establishing some form
of internal equity.
The compensation portion of the plan addresses external competitiveness (or the salaries other employers pay for similar work), which directly relates to the
organization’s ability to attract and retain qualified employees. The compensation plan also provides salary administrative guidelines such as a determining hiring rates, pay for performance
or promotional increases, demotion adjustments, etc. Depending on design structure, the compensation plan can provide flexibility to reward individual or team performance, skills levels
or alternative rewards that may or may not add to base pay, but serve to motivate, encourage outstanding performance and reward exceptional work.
Together, a classification and compensation
plan will serve many purposes for the City, including limiting legal liabilities where jobs and pay are concerned. Having a plan that is well developed and documented is not much different
than having an insurance policy. In addition, a well-developed plan will last for many years, with minor annual adjustments to the salary schedule if needed.
METHODOLOGY
BDPA, Inc. proposes the following methodology, which is open to any modifications the City may desire.
Project Overview/Goals
The City’s classification and compensation
plan is one of the most important elements in its personnel system. Combining a sound compensation system with an effective job evaluation process contributes to the overall effectiveness
of an organization as well as the City’s ability to attract and retain qualified employees and applicants.
BDPA consultants will work in broad terms under the following principles,
based on standard and best practices in the compensation field, to develop a fair an equitable compensation plan for the City of McCall.
Internal Equity – Provide for internal equity
by evaluating jobs and assigning each to a salary range. Positions will be evaluated based on the requirements of the job and the needs of the City. The assigned salary range will
fairly reflect the proper relationship between positions within the City.
External Competitiveness – Provide competitive salary rates to continue to attract and retain qualified applicants
and employees. Salaries will be competitive in relationship to the local and regional marketplace and the City’s economic ability to fund those salaries.
Fiscally Responsible – Provide
for a dynamic process and annual salary review. Provide for annual decisions on the amount of money to allocate for pay increases based on fiscal capability while recognizing the City’s
obligations and the employees who expect fair pay in return for their work.
Legally Defensible – In compliance with the Equal Pay Act. Ensure non-discrimination in how salaries are
paid through compliance with Federal regulations and consistent administrative guidelines.
Understandable/Communicated – Provide regular communication with employees throughout the
process through the use of a BDPA newsletter.
Efficient to Administer – Develop a compensation plan that is easy to understand and administer. Provide administrative guidelines to
address such things as employee status changes, promotions reclassifications, transfers, etc.
Dynamic – Prepare a plan that is capable of being reshaped for the future, as the City’s
needs change and jobs change. Provide guidelines for continued maintenance of the plan. Allow new positions to be evaluated and existing positions to be re-evaluated when necessary.
Allow salary ranges to be adjusted to reflect changes in the marketplace.
Appropriate for the Organization – Through regular and ongoing communication, provide a plan that is based
on the needs of the City of McCall.
Ongoing Communication and Employee Participation
The consultants will work closely with the City Manager and other city leaders to clearly identify project goals and objectives. BDPA
will meet regularly with these managers to gain insight on the unique needs of the City, report on the progress of the project, respond to questions and elicit suggestions.
The continued
communication and sharing of information throughout the project is necessary to achieve the desired results and to facilitate implementation and administration of resulting recommendations.
BDPA, Inc. believes that employee participation and communication is fundamentally important to the success of any project. As such, we recommend the utilization of an employee advisory
committee to ensure effective communication about the project’s status and to provide feedback to other employees. BDPA recommends that the committee consist of 7-9 employees, representative
of a good cross section of position levels and departments throughout the organization. The composition and specific number of committee members will be at the City’s discretion.
BDPA
will meet with the committee on numerous occasions throughout the project to provide a status report on the progress, respond to questions and elicit suggestions. BDPA, Inc. has utilized
this process in previous projects and has found that it enhances communication, serves as an education process about compensation planning and administration and increases employee involvement.
Employees who are not part of the advisory committee will have at least four opportunities to be involved in the project: 1)they will be asked to complete a Position Description
Questionnaire to obtain accurate information about their job responsibilities; 2) at least 60% of the workforce will be interviewed individually or in small groups; 3) they will receive
a draft job description to review and revise accordingly, again assuring accuracy in duties, responsibilities and minimum qualifications; 4) they will have the opportunity to participate
in a Position Review Process, allowing them to provide additional information about their job as it relates to internal equity within the City.
Additionally, BDPA will prepare various
newsletters or status reports to the City that may be distributed to all employees throughout the duration of the project.
Position Classification
Typically, BDPA, Inc. initiates
the classification and compensation study with position description questionnaires to obtain current and accurate information related to job duties, responsibilities and minimum qualifications
required for each job. BDPA will also meet with department managers and supervisors and at least 60% of all employees, with at least one employee in each job classification, individually
or in small groups to conduct job audits that further clarify job duties. After a review process, final current and accurate classification specifications/job descriptions will be presented
to the City.
Job Evaluation
BDPA utilizes the Whole Job method of evaluation to determine internal equity of positions. The Whole Job method is verified for accuracy through the use of a quantifiable
method that is developed based on the City’s values. BDPA will work with the City to identify factors that exist in all jobs to the same or in similar degrees, choose factors that are
essential to differentiate levels of job worth, verify that each factor can be measured realistically and reliably and design a system specifically tailored to the City.
We have found
that this dual approach to the job evaluation process, with both a non-quantifiable method and a quantifiable quality assurance review, provides the City with flexibility to assign positions
where they best “fit” for internal equity purposes, with quantifiable justification for the appropriate level. Based on this process, BDPA will develop a Kinds and Levels chart to
display current positions based on internal equity and the same job evaluation approach may be used as a tool for future job evaluations.
Position Review and Feedback
BDPA will
administer a Position Review Process after defining position groupings and prior to assigning positions to a specified salary range. It is important that employees understand the job
evaluation and grouping process is based on the position’s value to the organization and not on the salary range to which the position may be assigned. The consultants will prepare
a written job evaluation review procedure to outline the employee’s role in the review process, ground rules for the review hearing and supervisor/manager participation. The consultants
will then conduct and administer the review process.
Compensation Analysis and Salary Survey
A critical policy component of a compensation plan is the definition of the labor market
within which the City must compete to attract and retain qualified applicants and employees. It is best to select entities that are likely to employ a number of similar type jobs and
are located within the competitive geographic area to the City, understanding that the geographic area may be different for various levels of positions and could be local, regional or
national. The market area will be identified and survey participants will be mutually defined with the City.
BDPA will collect survey data on mutually defined benchmark jobs representing
a good cross section of positions from various occupational categories and levels within the organization. BDPA will develop brief descriptions of positions so proper job matching can
occur and survey participants will be contacted through the use of a written survey document and telephone or personal contact.
Survey results are analyzed to determine the “overall
average” competitiveness of City salaries. This average allows BDPA to identify a market trend that may be used to design a salary structure tied to the market. BDPA defines the market
rate as the actual average salary paid to employees performing similar work in other organizations; this is the salary that a City employee
could reasonably expect to make if working for another market employer, based on whatever criteria or pay philosophy that employer utilizes. BDPA normally conducts a survey of both
salaries and benefits for a total compensation approach and will do so for the City, at no additional charge.
The preliminary results of the salary survey will be presented to the
City for initial review and BDPA will follow-up on questions or issues raised to clarify survey data if needed. The final results will be used to recommend alternative salary structures
for the City’s consideration.
The consultants will prepare and present cost estimates for implementation of the proposed pay structure. Recognizing that many organizations have limited
funding available for implementation, the consultants will develop several strategies for implementing the recommended salary structure including placement of individual employees into
ranges and implementations phasing, if necessary.
Reports
BDPA will prepare a draft final report that documents all completed tasks, methodology, findings and proposals to implement
and maintain the classification and compensation plan. The draft will be presented to the City Manager for review, prior to preparation of the final report.
At the conclusion of the
project a final report will be developed, containing the revised elements from the draft report, and submitted to the City of McCall. The consultants will be available for formal presentations
of study findings and recommendations to the City if needed.
The consultants will provide the report and supporting materials in an electronic media format compatible with MS Office
products and will also provide telephone advice and consultation to the City for three months upon implementation of the recommended plan, free of charge.
Expected Outcomes
As a
result of the classification and compensation study for the City of McCall, BDPA expects the following outcomes:
An analysis of Total Compensation (salary and benefits) as compared to
the labor market.
A job evaluation system and process that establishes and maintains internal equity, and that can be used in the future for new or re-defined jobs.
Current and accurate
job descriptions that can be used for recruitment, the foundation of performance measurement and competency development, and to ensure that jobs are appropriately assigned to pay grades.
A
compensation plan that is legal and defensible, that ties internal equity to market competitiveness to maintain the City’s ability to attract and retain qualified applicants and employees.
A
pay structure based on the City’s compensation philosophy.
An implementation strategy, including detailed cost analysis and a phased implementation approach if necessary.
Administrative guidelines for continued administration and maintenance
of the classification and compensation plan, including management of employee status issues.
A final report, with presentations to staff and/or Mayor and Council and other City managers
as necessary.
In addition, BDPA, Inc. will provide, at the City’s request, a two-year follow-up, including conducting a new survey or an analysis of new survey data, at our current hourly
rate of $65.00 per hour.
WORK PLAN
The following work plan will serve to guide BDPA and the City of McCall in accomplishing the objectives to complete a Classification and Compensation
Plan. The work plan is designed to provide both the project consulting team and the City with specific steps to the successful completion of the study. The work plan may be modified
to meet further detailed needs of the City.
BDPA bases all recommendations on professional practice and industry standards in compensation theory and design
1. Project Preparation
BDPA
consultants will meet with the City Manager and other representatives (including Department Heads and/or elected officials) to ensure mutual understanding of project goals, objectives
and expected outcomes. General roles, responsibilities and expectations of the consultants, committees and City Managers will also be confirmed. BDPA will also meet with an Employee
Advisory Committee, and prepare a newsletter to all employees to inform them of the purpose and goals of the study and to address frequently asked questions.
2. Analysis of Background
Materials
BDPA consultants will review and analyze current job descriptions, class specifications and the existing pay structure, as well as related City and County codes, employee
handbooks, City policies and procedures, bargaining unit agreements, organizational charts and other applicable documents, laws and regulations.
3. Classification Review
To better
understand the nature and function of each City job, BDPA will prepare current job descriptions by having employees complete position description questionnaires to obtain current and
accurate information related to job duties, responsibilities and minimum qualifications required for each job. BDPA will also meet with department managers and supervisors and at least
60-70% of all employees, with at least one employee in each job classification, individually or in small groups to conduct job audits that further clarify job duties. Draft job descriptions
will
be distributed to employees and supervisors for review and revision; the final descriptions will be used as the foundation for the job evaluation process.
4. Job Evaluation
BDPA
will evaluate jobs based on the Whole Job method. As a result of this process a kinds and levels chart will be produced to display the recommended alignment of class groupings within
the organization to establish internal equity.
As a quality control check, BDPA will develop a quantitative methodology for job evaluation that will be used to review positions on
the kinds and levels chart. The methodology will include identification of organizational values and specific job factors that will be used to measure organizational effectiveness.
The advisory committee and department heads will be involved in the establishment of job factors. The consultants will then re-evaluate jobs using the designed job evaluation tool.
5.
Position Review Process
The Position Review Process provides all employees an additional opportunity for input into the alignment of positions to levels within the City’s organizational
structure. Copies of the recommended kinds and levels chart will be distributed to all employees with a written review procedure. The written procedure will outline the employee’s role,
the committee’s role, review procedures, ground rules for the review and supervisor/manager participation. Interested employees will then schedule a time to present additional information
about their position to the consultants.
The consultants use the review process to gather any further information or clarification from employees about his/her job. If needed, the
consultants conduct additional follow-up with the position supervisor, department head and/or city managers with regard to the functions, responsibilities and qualifications necessary
for the job being reviewed. The information is used to re-evaluate the placement of the position on the kinds and levels chart to ensure internal equity of all City positions.
The
Employee Advisory Committee will be trained and utilized as a liaison to the consultants to assist with reviews and make recommendations. The consultants will facilitate the review process.
The results of the review process, including a summary of committee recommendations and the proposed resolution will be reviewed with the City.
6. Compensation Strategy Evaluation
BDPA
will evaluate the City’s existing compensation plan including philosophy, policies, practices and structure. The consultants will discuss with the City Manager and other representatives,
existing practices as well as other alternatives impacting pay philosophy such as width of ranges, progression through the range, overlap of pay ranges, internal and external equity
and market relationships and competitiveness.
7. Labor Market Identification
To obtain market wage and benefit data that best represents the surrounding labor market, the consultants will facilitate the identification of comparability factors, benchmark positions,
salary related data to be collected and public/private employers to be surveyed. These factors will be reviewed and confirmed by the City Manager and the employee committee prior to
commencing the salary survey.
Typically, there are three important criteria used to identify those employers comprising the labor market:
Geographic Proximity - Geographic proximity
of potential employers is a major factor utilized in identifying an organization’s labor market. This factor is particularly important because it identifies those employers that directly
compete with the City to recruit and retain personnel.
Employer Size - As a general rule, the more similar employers are in size and complexity, the greater the likelihood that comparable
positions exist within both organizations. Size may include factors such as population, number of employees, budget, etc.
Employer Type or Nature of Services Provided - Employers of
the same type (government) and who provide similar services are most likely to compete with one another for employees and have comparable jobs. This factor however requires that the
labor market include a significant number of comparable local government organizations because cities and counties are the best sources for position matches, especially when considering
exclusively governmental issues such as protective services, planning and zoning, parks, etc.
8. Salary Survey
BDPA will conduct a salary survey through the use of a written
survey document, telephone survey and/or personal visits. Throughout the data collection process, careful efforts are made to document the full range of duties and requirements of all
benchmark positions. Since finding good job matches is imperative to valid salary data, a detailed description of each benchmark job is included on the survey document.
It is important
to point out that the purpose of the salary survey is to compile the data needed to analyze the labor market to identify general wage trends of other agencies to gain a realistic picture
of market rates for the City as a whole. Therefore, it is not as critical for all job duties to be exactly the same for a good job match. Comparable jobs in other organizations do
not need to utilize the same equipment, have the same workload, or work in an identical facility. Critical comparability lies in jobs with similar knowledge, skills and abilities to
perform the required duties. While BDPA makes every effort to include comparable job duties and requirements, there will always be some variability in the job matches. In some cases,
a comparable job may exceed the responsibilities and duties of the City’s benchmark position, and in other cases the market job may perform duties at a slightly lower level. Overall,
the market comparables provide an “on-the-average” indication of market trends without identically matching the City job.
BDPA’s philosophy on salary surveying is to use as many data sources as may be available, locally, regionally and in some cases nationally, as well as reviewing specific occupational
survey data when required. It is our practice to keep confidential proprietary information about survey participants. As such, the identity of each surveyed “employer name” is coded
for published documents presenting survey results. This philosophy is advantageous to provide meaningful, reliable and defensible market data.
9. Salary Data Analysis and Compilation
Once
the salary information is collected and thoroughly analyzed for appropriate job matches, completeness and accuracy, the consultants will tabulate the data in a consistent and uniform
manner showing pre-determined factors such as minimum and maximum, as well as an “actual average salary” paid to current incumbents. Additionally, the salary survey report will show
simple averages for all data compiled
With concurrence of the City, a copy of the compiled data will be returned to the survey participants.
BDPA will compile and analyze benefit
practices of survey participants, including health, dental, vision, disability, life, vacation, sick leave and retirement benefits. The data will be compiled to display a total compensation
value for benchmark positions.
BDPA will use all survey results to identify general wage trends of survey participants to gain a realistic picture of market rates, including base
wages and total compensation, for the City as a whole.
10. Salary Structure Design
BDPA will use the general wage trends identified from the survey process to develop a recommended
salary structure that links internal equity (as identified through the job evaluation process) and external competitiveness (as compiled in the salary survey). Optional design strategies
will be discussed with the City based on their determination of a pay philosophy and, if needed, a new salary structure will be designed through organizing pay grades based on the pre-determined
structure alternatives.
11. Implementation Options
BDPA will prepare and present cost estimates for implementation of the new salary structure. Recognizing that many organizations
have limited funding, the consultants will develop several strategies for implementing the recommended salary structure including placement of individual employees into ranges, and implementation
phasing (if necessary).
12. Report
A preliminary report that documents all completed tasks, methodology, findings and recommendations will be prepared by the consultants and presented to the City Manager and designated
others for review and comment. The report will then be revised to final form and up to ten (10) copies of the final report will be submitted to the City.
The final report is the
City’s Classification and Compensation Plan. With continued maintenance of the plan as recommended, it should be effective for 7-9 years with minor modifications. It has been our experience
that after 7-9 years the plan may become skewed and job descriptions and compensation plan strategies should be thoroughly re-evaluated for internal equity and external competitiveness
purposes.
PROJECT TIMELINE
BDPA, Inc. is available to begin this project during March 2002. Completion of the full project is estimated at four to five months from the start date.
FEE
PROPOSAL
BDPA, Inc. will perform all tasks outlined in the work plan for a fixed fee amount of $ 8,867. This fixed fee includes all travel and related expenses and is based on an
hourly rate of $65.00 per hour. Related expenses are estimated at 15% to include the costs of printing, phone, overhead, postage, fax and consumable supplies.
Work Plan Description
Hours
Profes
sional
Services
Travel
Expenses
Related
Expenses
TOTAL
Project Preparation/Analysis of Background Materials
5
$ 325
$ 82
$ 61
$ 468
Classification
Review & Job Evaluation
32
$ 2,080
$ 302
$ 250
$ 2,632
Employee Review Process
16
$ 1,040
$ 82
$ 168
$ 1,290
Salary Survey
20
$ 1,300
0
$ 195
$ 1,495
Compensation Analysis and Implementation Options
20
$ 1,300
$ 302
$ 240
$ 1,842
Report & Presentation
14
$ 910
$ 82
$ 148
$ 1,140
TOTAL
107
$ 6,955
$ 850
$ 1,062
$ 8,867
The fee proposal is based on an employee population
of approximately 50 full-time employees.
Budget Notes
Method of Payment. BDPA, Inc. requests that twenty-five percent (25%) of the total project cost is due and payable after fifteen
(15) days from the initial meeting with the City; twenty-five percent (25%) is due and
payable after the next fifteen (15) days; twenty-five percent (25%) is due and payable after the next thirty (30) days; and the balance is due and payable upon submission of the final
report to the City.
Not to Exceed Provision. BDPA, Inc. agrees to perform the professional services as described in this RFP response for a fixed fee of $14,994. Additional services,
at the request of the City, over and above those identified in this Proposal would be made available at the rate of $65.00 per hour, plus actual out-of-pocket costs for travel and 15%
related expenses.
Travel expenses include a total of five (5) trips to the City. Mileage is estimated at 225 driving miles per round trip from Boise, at 36.5 cents per mile per the
2002 IRS rate. Per diem expenses are estimated at $25 per day per person, plus lodging at $85/night/person when required. If desired, BDPA will submit actual travel-related receipts
for reimbursement from the City.
Insurance: BDPA shall provide all of its own insurances necessary to protect the City against claims for worker’s compensation and for liability arising
out of the sole negligence of consultant or its employees, agents, representatives, etc.
Status of Consultant: This contract calls for the performance of the services of BDPA as an
independent contractor and BDPA consultants will not be considered employees of the City for any purpose.
Confidentiality/Proprietary Interests: BDPA and the City recognize that BDPA
may, in the course of performing its services, acquire or have access to information and data that may be confidential or personal to the individual/entity disclosing such information
or data. BDPA guarantees that information from or about the City will be kept confidential.
Cancellation: The parties agree that the City may cancel the project at any time upon thirty
(30) days written notice to BDPA, and subject to payment to BDPA for all services rendered by BDPA toward the completion of the project, up to the time of cancellation, based on the
benchmarks or percentages of completion of the total project set forth in this proposal, plus a termination charge of 25% of the total remaining value of the contract.
Legal Services:
BDPA does not render legal advice or legal opinion in its services or products. Such advice may only be given by a licensed, practicing attorney. Therefore, BDPA requires that the
City confer with its representing counsel on any issues requiring legal review.
Equal Opportunity Employer: BDPA certifies that it is an equal opportunity employer and agrees to provide
all services called for by this contract in accordance with all state and federal statutes governing civil rights and employment discrimination. Contractor shall further comply with
the Americans with Disabilities Act of 1990 and such other relevant acts as may be required by client.
BDPA PRINCIPALS - RESUMES
BDPA, Inc. owners and principal consultants Andrea Fogleman and Bonnie Brazier will comprise the consulting project team. BDPA professional associates may
assist with job audits and salary survey collection as needed.
The project team has extensive knowledge and experience in classification and compensation including:
Pay systems based
on internal equity and external competitiveness;
Performance-based pay systems;
Market-driven pay systems;
Performance Management systems;
Total Compensation analysis (including salaries
and benefits)
Executive Compensation plans;
Benefits administration;
Job Evaluation system development and implementation;
Varied statistical analysis such as regression analysis or
control point method used for designing pay plans;
Classification and Compensation policy development and interpretation.
Resumes for BDPA principal consultants are attached for further
reference.
Andrea Fogleman
President and Principal Consultant
Ms. Fogleman is the President of BDPA, Inc. and has designed and managed employee services and human resource systems in public, non-profit
and private organizations. She has directed multiple classification and compensation projects, restructured benefits programs for cost containment and increased benefits for employees,
implemented performance management programs, and supervised large and small staffs. With direct, hands-on experience, she has helped many diverse groups achieve their organizational
goals through creative and cost-effective means. She is the firm’s leader in classification studies, job evaluation system design, pay plan development, market research and analysis,
and total compensation programs. Examples of Ms. Fogleman’s accomplishments include:
Recognized as an expert in compensation planning, she has designed and facilitated implementation
of state-of-the-art pay systems that are legally defensible and tailored to unique needs of public sector organizations, non-profit agencies and small businesses.
Designed, developed
and managed a municipality’s pay for performance plan, when “cost of living” increases were the norm and pay for performance was a major step of progress for public employers.
Established
and managed the classification and job evaluation system of several public sector agencies, including their transition through employee/management rating committees, staff rating committees,
position review processes, and associated employee relations issues.
Facilitated conflict resolution and negotiation techniques for several public and non-profit groups.
Developed
alternative rewards programs, tailoring components to the unique needs of individual clients.
Designed, implemented and managed a flexible benefits program for a large municipal corporation,
resulting in a cafeteria plan of choices for employees and annual savings to the city of over $50,000 per year.
Designed and conducted numerous training sessions in such areas as supervision
and management techniques, team building, performance appraisal and communication skills.
Evaluated and selected management information systems for human resources departments; managed
the conversion to a Human Resource Management Information System for HR and Payroll.
Serves as lead consultant for all classification and compensation studies; several have resulted
in a significant reduction in the number of pay grades, the elimination of a step and grade system and automatic cost of living increases, the establishment of a pay for performance
process, and the means to deal with employee and concerns.
Prior to joining BDPA, Inc., Ms. Fogleman was the Employee Services Manager of a mid-sized municipality. She has held various
positions with public and non-profit organizations and is a regular guest speaker for trade association meetings, and university compensation and human resource classes. Ms. Fogleman
graduated from Cypress College in Southern California and continued her education in Sociology and Social Welfare at San Diego State University. She is a member of the Society of Human
Resource Professionals and the American Compensation Association.
Bonnie Brazier
Vice-President and Principal Consultant
Ms. Brazier has extensive experience as a human resource and personnel manager and private consultant, having worked for 15 years
as a management consultant for governmental and private entities in 27 states. She has over 12 years of top management experience in federal, state and local government agencies where
she planned and managed all facets of personnel and human resource programs. She has also served as a key principal in three very successful small businesses. For BDPA, her primary focus
is on performance management programs, federal regulatory compliance, training programs employee policy handbooks, mediation, claims investigation, and management and employee relations.
Examples of her accomplishments include:
Implemented a continuous process improvement program in a city of over 1500 employees, including training of facilitators, establishing self-directed
work teams, and designing performance evaluation measurements.
Administered classification and compensation programs, redesign of a mid-sized municipality’s benefit program to a cafeteria
plan, and implementation of a pay for performance system.
Designed and established numerous customized performance management systems, involving employees from all levels of the organization,
in state and local government agencies and non-profit organizations.
Conducted over 200 training sessions for managers and supervisors in such areas as team development, federal compliance
issues, performance management systems and performance appraisal methods, coaching, conflict resolution, group decision-making processes, diversity awareness, and effective management
and supervisory practices.
Served as lead negotiator for municipal collective bargaining discussions with fire and police unions.
Served as ADA coordinator, developing transition
plan, training employees, revising all job classifications, setting up oversight committee and complaint process, writing policies and procedures for a major municipality.
Serves as
lead consultant for performance management systems, personnel policy reviews, training workshops and conferences, management and organizational culture audits, employee relations projects,
employee opinion surveys, and confidential investigations.
Acts as current advisor to several public and non-profit agencies and small business owners for human resources- related issues.
Serves
as lead consultant for confidential fact-finding studies and alternative dispute resolution.
Ms. Brazier’s public and private sector experience provides an objective and seasoned perspective
on the problems, prospects, joys and stresses of our clients. She holds a bachelors degree in psychology, and has completed post-graduate studies in human resource management areas.
She has been recognized in Who’s Who of America, Who’s Who Among Executives and Professionals, and Personalities of America.
BDPA, Inc. Professional Associates
BDPA, Inc. maintains a network of professional associates that may assist the principals on a project basis. Associates include human resource professionals
and subject-matter experts that assist with job audits and data collection, and provide subject-matter assistance to clarify job duties and responsibilities of similar-subject jobs.
For the City of McCall, Don Rosebrock and Amy Ratay may participate in job audits and data collection.
Don Rosebrock
Don Rosebrock, BDPA Professional Associate has been associated
with BDPA, Inc. for almost a year focusing on specification documentation for job descriptions including writing essential function statements and minimum job qualification requirements.
He is a technical writer, journalist and editor by trade and has been instrumental in documenting job functions in a clear and concise manner. He is an experienced reporter and writer
with the ability to get the facts and document them accurately. He has twenty-five years writing experience and has published several articles in national magazines. Don has a Bachelor
of Journalism Degree from the University of Missouri.
Amy Ratay
Amy Ratay, BDPA Professional Associate is an experienced human resource professional. She has over 15 years experience
in human resources management and administration in the areas of benefits administration, salary plan development, recruitment, job analysis, affirmative action/equal opportunity, policy
development and job description development, including identification and documentation of essential job functions in compliance with the American’s with Disabilities Act. Amy has a
Bachelor’s degree in Resources Management with an AAS degree in Chemical Technology. She has also completed extensive coursework in labor relations, performance management, personnel
law and regulatory compliance and classification methodologies.
BDPA, Inc. Client List
Ada County Highway District, 318 E. 37th Street, Boise, ID 83703, 208-345-7680
Shari Knauss, Personnel Coordinator
Classification and Compensation Study; Numerous
Salary Surveys; Classification Reviews
1993-1997, 1999 to present
Boise City/Ada County Housing Authority, 680 Cunningham Place, Boise, ID 83702;
Phone 208-345-4907
Deanna
Watson, Executive Director
Classification and Compensation Study; Performance Management System; Ongoing consultation
1999-to present
Canyon County, 1115 Albany Street, Caldwell, ID
83605; Phone 208-454-6611
Nancy Heck, Human Resource Director
Compensation Study, including salary and benefits survey, job evaluation of all County positions, redesign of salary structure
to ensure market competitiveness, and implementation cost options. Ongoing job classification, job audits, job evaluation.
1999 to present
Canyon County Ambulance District, 1222 No.
Midland Blvd., PO Box 9160, Nampa, ID
83652-9160; Phone 208-466-8800
Classification and Compensation Study, Salary Survey
1999, 2001
City of Boise, P.O. Box 500, Boise,
Idaho, 8370; Phone 208-389-1356
Paula Forney, Former Council President, Current Council Member
Full range of human resource services including classification and compensation system
design and implementation, recruitment, policy development, labor relations, benefits administration, human resource information systems selection and implementation.
1984-1996
City
of Boise Public Works Department, West Boise Wastewater Treatment Plan,
11818 W. Joplin Road, Boise, ID 83714; Phone 208-384-4335
Rich Dees, Superintendent of Plant Operations
Diversity
Awareness Training
2000
City of Burley, 1401 Overland Ave., Burley, ID 83318; Phone 208-678-2224
Mark Mitton, City Administrator
Salary Survey
1998
City of Caldwell, P.O. Box 1177, Caldwell, Idaho, 83606, 208-455-3000; Phone 208-455-3000
Mayor Garrett Nancolas, Council Woman Rita Earl, Council Member Jerry Langen
Classification
and Compensation Study, Organizational Analysis and Employee Opinion Survey, Performance Appraisal System and Process, Interviewing and Selection Training, Affirmative Action Plan Development.
1997-1999
City of Chandler, Mail Stop 703, PO Box 4008, Chandler, Arizona 85244-4008; Phone 480-(408)782-2351
Debra Stapleton, Human Resources Manager; Kate Barr, Employment Services
Manager
Classification Study; Compensation Study
2000 to present
City of Coeur d’Alene, 710 E. Mullan, Coeur d’Alene, ID 83814; Phone 208-769-2203
Pam MacDonald, Human Resources Administrator
Employ
ee Opinion Survey and Analysis, Classification and Compensation Study for Law Enforcement Positions, Classification and Compensation Study for all other employee groups
1997, 1999 to
present
City of Jerome, 152 East Avenue A, Jerome, ID 83338; Phone 208-324-8189
Kathy Miller, Human Resources Director
Compensation Plan Study, Job Evaluation System, Salary Survey;
Policy Manual Development
1998, 1999, 2002
City of Lewiston, P.O. Box 617, Lewiston, ID 83501, 208-746-1316
Jan Vassar, City Manager; Mark Brigham, Human Resource Director
Organizational
review and restructuring of Public Works Department; Compensation Plan Study including salary survey and new salary structure moving from step and grade systems for four different employee
groups to a citywide salary range plan. Performance Management System development and implementation. Ongoing job classification, job audits, job evaluation.
1996, 1998 to present
City
of Meridian, 33 East Idaho, Meridian, ID 83642; Phone 208-888-4433
Pauline Skeggs, Personnel Director
Policy Manual Development; Affirmative Action Plan development
1999 to present
City
of Mountain Home, P.O. Box 10, Mountain Home, ID 83647; Phone 208-587-2104
Betty Manning, City Clerk; Leana Taylor, Human Resources Director
Classification and Compensation Study; Mediation;
Ongoing consultation and classification work
1999 to present
City of Nampa, 411 3rd Street, So., Nampa, ID 83651; Phone 208-465-2309
Marti Hales, Human Resource Director
Affirmative Action Plan development; AA Plan Update; Customer Service
Training;
Effective Documentation and Appraisal Strategies
1998 to present
City of Payette, 700 Center Avenue, Payette, ID 83661; Phone 208-642-6024
Kellie Donner, Deputy City Clerk;
John Franks, City Coordinator
Policy Manual Development; Class and Compensation Study; Performance Evaluation System; Performance Management training; Ongoing consultation
1996, 1997-98,
2000 to present
City of Pocatello, 911 N. 7th Ave., Pocatello, ID. 83205; 208-234-6173
Nancy Carlson, Human Resource Director; Mike Duersch, Compensation and Benefits Manager; Compensation
study review and analysis, employee appeal hearings; ongoing consultation
2001 to present
City of Post Falls, 408 N. Spokane Street, Post Falls, ID 83854; Phone: (208)773-3511
Michelle
Sandburg, Human Resources Director; Jim Hammond, City Administrator
Classifiction and Compensation Study
2001
City of Pullman, Washington, P.O, Box 249, Pullman, WA. 99163-0249;
Phone 509-334-4555
Paul Eichenberg, Human Resource Manager, Karen Sires, Executive Assistant
Classification and Compensation Study; Ongoing job classification and job evaluation.
1999
City
of Rupert, P.O. Box 426, Rupert, ID 83350; Phone: (208)436-9600
Roger Bagley, City Administrator
Classification and Compensation Study
2001-present
City of Twin Falls, PO Box 1907,
Twin Falls, ID. 83303-1907; Phone 208-735-7251
Susan Harris, Personnel Director; Tom Courtney, City Manager
Performance Evaluation Training; Classification and Compensation Plan Study;
Performance Management System development and implementation
1998, 2000 to present
Eagle Sewer District, 82 East State, Eagle, ID 83616; Phone 939-0132
Lynn Moss, General Manager;
Lynn Sedlacek, Office Manager
Classification and Compensation Study; Performance Management System design and development; Employee Policy Manual
2000, 2001
Elmore County, 150 S. 4th East, Mountain Home, ID. 83647; Phone 208-587-2130
Gail Best, County Recorder
Classification and Compensation Study, Salary Survey; Ongoing consultation
1999-to
present
Friends of Children & Families, Head Start, 4709 West Camas, Boise, ID 83705;
Phone 208-375-2534
Ellen Hunt Landry, Director
Policy Manual Development, Classification and
Compensation Study; Conflict Management Training; Enhancing Relationships Training; Employee Opinion Survey; Focus Group Meetings; Supervisory Training; Performance Management System
Design and Implementation; Ongoing consultative assistance
1997 to present
Gem County, Gem County Board of Commissioners, 415 East Main Street, Emmett, ID 83617
Phone: 208-365-4561
Kathy
Skippen, Commissioner
Comprehensive Review and recommendation on County Policy Manual
2000
Idaho Migrant Council, Inc., 317 Happy Day Boulevard, Caldwell, ID 83605;
Phone 208-454-1652
Olga
Menchaca, Director of Administration; Humberto Fuentes, Executive Director
Compensation Study and Pay Plan Development
2000-2001
IDA-ORE Planning and Development Association, 10624
West Executive Drive, Boise, ID 83713; Phone 208-322-7033
Jim Gruber, CFO and Chief of STaff
Classification and Compensation Study, Executive Compensation.
2001
Integra Information
Technologies, Inc., PO Box 8304, Boise, ID 83704 ;
Phone 208-336-2720
Roger Brazier, President
Classification and Compensation Study; Policy Manual Development; Restructuring Analysis;
New job description development; Sexual Harassment Training;Ongoing consultation
1994, 1997 to present
Kootenai County, P.O. Box 9000, Coeur d’Alene, ID. 83816-9000; Phone 208-666-8137
Tom
Taggart, County Administrator
Salary and Benefits Survey
1999
Materials Testing and Inspection, Inc., 7446 West Lemhi, Boise, Idaho, 83709;
Phone: 208-376-4748
Barbara Druley, Human Resource Manager
Employee Opinion Survey Results
- Compilation and Report
2000, 2001
Meridian Library, 18 East Idaho Avenue, Meridian, Idaho, 83642, 208-336-2720
Patty Younger, Director
Classification and Compensation Study; Follow-up
salary surveys and development of new classification descriptions.
1995, 1997
Meridian School District, 911 N. Meridian Road, Meridian, ID 83642; Phone: (208) 888-6701
Bruce Gestrin,
Assistant Superintendent; Bev Bradford, Assistant Superintendent
Classification and Compensation Study for Classified Positions
2001 to present
Norco, Inc., 1125 West Amity Rd., Boise,
Idaho, 83705, 208-336-1642
Janis Cook, Human Resources Director
Development of Affirmative Action Plan, AA Plan Update
1997, 1999-2000
Owyhee County, Owyhee County Commissioners, Box
128, Murphy, ID 83650;
Phone: (208) 495-2421
Commissioner Dick Reynolds; Fred Grant, (208)336-5922
Classification and Compensation Study
2000 to present
Power Engineers, 1295 S. Eagle
Flight Way, Boise, ID 83709; Phone 208-378-0022
Niki Duff, Administrator
Ongoing Recruitment Services
1999, 2000
St. Lukes Regional Medical Center, 190 East Bannock, Boise, ID 83712;
Phone
208-381-2465
Tim Schick, Compensation Specialist
Job Audits, Salary Survey, Job Evaluation System Development, Salary Surveying
1999, 2000
State of Idaho, Department of Health and Welfare,
Division of Environmental
Quality, 601 N. Poleline Rd., Twin Falls, ID 83301; Phone 208-736-2190
Doug Howard, Regional Administrator, Mike Etcheverry, Water Quality Science Officer
Team
Building Facilitation and Training; Making Advisory Groups Work: A three-day Workshop on Facilitation, Group Processes and Problem-Solving Skills
1997, 1998
State of Idaho, Department of Labor, 317 Main Street, Boise, ID 84735; 208-334-6123
Carol Brassey, Deputy Attorney General
Fact-Finding Investigation and Report
1997
State
of Idaho, Department of Transportation, 3311 West State, Boise, ID 83703;
208-334-8036, Mary Bradford, Human Resource Manager
Human Resource Information System Implementation; Report
Design and Development
1997
Tucker Material Handling, Inc. 7734 W. Lemhi, Boise, ID 83709; Phone 208-376-4303
Fred Tucker, President
Class Specification Development; Ongoing consultation.
1998
to present
Twin Falls East Highway District, 246 Third Avenue, Twin Falls, Idaho, 83301
Doug Howard, District Commissioner
Fact-finding, Organization Review and Analysis
1996
West
Boise Sewer District, 7608 Ustick Road, Boise, ID 83704; Phone 208-375-8521
Patty Roe, Administrator/ Office Manager
Classification and Compensation Study, Performance Management System
1999-2000