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Item 06.h
Date: Item No. Authorize Professional Services Agreement for Job Classification and Compensation Study Proposed Action Staff recommends adoption of the following motion: Move to approve a professional services agreement between the City of Lakeville and Springsted Incorporated. Overview Staff prepared and issued Requests for Proposals (RFP) for a job classification and total compensation study. Proposals were received from Bjorklund Compensation Consulting Arthur J. Gallagher & Co./Fox Lawson & Associates; Flahery|Hood; Keystone Compensation Group LLC; Laumeyer Human Resources Solutions; and Springsted Incorporated. The Finance Director, Assistant City Administrator and Human Resources Manager interviewed consultants from the top four firms identified based upon the criteria established in the RFP. Staff reviewed the results and recommended the selection of Springsted Incorporated to the Personnel Committee. Springsted Incorporated has been in business for over 60 years and they serve as a consultant for several municipalities in Minnesota. Springsted Incorporated is qualified to complete the job classification and compensation study for the City of Lakeville. The scope of work includes an evaluation and analysis of City’s compensation philosophy, review of city job descriptions and classifications, provide recommendations and options for a newly designed evaluation and compensation system. Springsted Incorporated will perform all the tasks as described in their proposal for a professional fee of $30,295. Direct out-of-pocket expenses are not expected to exceed $750 for the project. Primary Issues to Consider • As of 2008, the City’s job classification and compensation system hasn’t had a comprehensive review. To ensure the City maintains pay equity compliance and attracts and retains talented staff, it’s important to review and update the job classification and compensation system. Supporting Information • A copy of the professional services agreement and proposal are attached. Financial Impact: $ Budgeted: Y☒ N☐ Source: Related Documents: (CIP, ERP, etc.): Envision Lakeville Community Values: Good Value for Public Services Report Completed by: Tammy Schutta, Human Resources Manager September 5, 2017 31,045 General Fund 1090-6210 1 PROFESSIONAL SERVICES AGREEMENT AGREEMENT made this 5th day of September 2017 by and between the CITY OF LAKEVILLE, a Minnesota municipal corporation ("City"), and SPRINGSTED INCORPORATED ("Consultant"). IN CONSIDERATION OF THEIR MUTUAL COVENANTS THE PARTIES AGREE AS FOLLOWS: 1. SCOPE OF SERVICES. The City retains Consultant to furnish the services set forth in the Contract Documents. The Consultant agrees to perform the services. 2. CONTRACT DOCUMENTS. The following documents shall be referred to as the "Contract Documents," all of which shall be taken together as a whole as the contract between the parties as if they were set verbatim and in full herein: A. This Professional Services Agreement. B. Consultant’s proposal dated August 7, 2017 re: City of Lakeville Job Classification and Total Compensation Study. C. Insurance certificate. In the event of conflict among the provisions of the Contract Documents, the order in which they are listed above shall control in resolving any such conflicts with Contract Document “A” has the first priority and Contract Document “C” having the last priority. 3. COMPENSATION. Consultant shall be paid by the City for the services described in Contract Documents on an hourly basis but not to exceed $31,045, inclusive of reimbursables, taxes and other charges. The not to exceed fee shall not be adjusted if the estimated hours to perform a task, the number of estimated required meetings or any other estimate or assumption is exceeded. Consultant shall request payment for services rendered on a monthly basis. The monthly payment applications from Consultant shall identify work completed. 4. CHANGE ORDERS. All change orders, regardless of amount, must be approved in advance and in writing by the City. No payment will be due or made for work done in advance of such approval. 5. DOCUMENTS. The City shall be the owner of all documents, reports, studies, analysis and the like prepared by the Consultant in conjunction with this contract. 6. STANDARD OF CARE. Consultant shall exercise the same degree of care, skill, and diligence in the performance of the services as is ordinarily possessed and exercised by members of the profession under similar circumstances in Dakota County, Minnesota. Consultant shall be liable to the fullest extent permitted under applicable law, without limitation, for any injuries, loss or damages proximately caused by Consultant’s breach of this standard of care. City shall not be responsible for 2 discovering deficiencies in the accuracy of Consultant’s services. Consultant shall be responsible for the accuracy of the work and shall promptly make necessary revisions or corrections resulting from errors and omissions on the part of Consultant without additional compensation. 7. COMPLIANCE WITH LAWS AND REGULATIONS. In providing services hereunder, Consultant shall abide by all statutes, ordinances, rules and regulations pertaining to the provisions of services to be provided. 8. INDEMNIFICATION. The Consultant shall indemnify and hold harmless the City, its officers, agents, and employees, of and from any and all claims, demands, actions, causes of action, including costs and attorney's fees, arising out of or by reason of the execution or performance of the work or services provided for herein to the comparative extent they are caused by Consultant’s negligent acts or omissions or those negligent acts or omissions of persons for whom Consultant is legally responsible. 9. COPYRIGHT. Consultant shall defend actions or claims charging infringement of any copyright or patent by reason of the use or adoption of any designs, drawings or specifications supplied by them, and they shall hold harmless the City from loss or damage resulting therefrom. 10. INSURANCE. Consultant shall secure and maintain such insurance as will protect Consultant from claims under the Worker's Compensation Acts, automobile liability, and from claims for bodily injury, death, or property damage which may arise from the performance of services under this Agreement. Such insurance shall be written for amounts not less than: Commercial General Liability (or in combination with an umbrella policy) $2,000,000 Each Occurrence $2,000,000 Products/Completed Operations Aggregate $2,000,000 Annual Aggregate The following coverages shall be included: Premises and Operations Bodily Injury and Property Damage Personal and Advertising Injury Blanket Contractual Liability Products and Completed Operations Liability Automobile Liability $2,000,000 Combined Single Limit – Bodily Injury & Property Damage Including Owned, Hired & Non-Owned Automobiles Workers Compensation Workers’ Compensation insurance in accordance with the statutory requirements of the State of Minnesota, including Employer’s Liability with minimum limits are as follows: • $500,000 – Bodily Injury by Disease per employee • $500,000 – Bodily Injury by Disease aggregate • $500,000 – Bodily Injury by Accident The City shall be named as an additional insured on the general liability and umbrella policies on a primary and non-contributory basis. 3 The Consultant shall secure and maintain a professional liability insurance policy. Said policy shall insure payment of damages for legal liability arising out of the performance of professional services for the City, in the insured's capacity as Consultant, if such legal liability is caused by a negligent act, error or omission of the insured or any person or organization for which the insured is legally liable. The policy shall provide minimum limits of $2,000,000 with a deductible maximum of $125,000 unless the City agrees to a higher deductible. Before commencing work, the Consultant shall provide the City a certificate of insurance evidencing the required insurance coverage in a form acceptable to City. 11. INDEPENDENT CONTRACTOR. The City hereby retains the Consultant as an independent contractor upon the terms and conditions set forth in this Agreement. The Consultant is not an employee of the City and is free to contract with other entities as provided herein. Consultant shall be responsible for selecting the means and methods of performing the work. Consultant shall furnish any and all supplies, equipment, and incidentals necessary for Consultant’s performance under this Agreement. City and Consultant agree that Consultant shall not at any time or in any manner represent that Consultant or any of Consultant’s agents or employees are in any manner agents or employees of the City. Consultant shall be exclusively responsible under this Agreement for Consultant’s own FICA payments, workers compensation payments, unemployment compensation payments, withholding amounts, and/or self-employment taxes if any such payments, amounts, or taxes are required to be paid by law or regulation. 12. SUBCONTRACTORS. Consultant shall not enter into subcontracts for services provided under this Agreement without the express written consent of the City. Consultant shall comply with Minnesota Statute § 471.425. Consultant must pay subcontractor for all undisputed services provided by Subcontractor within ten days of Consultant’s receipt of payment from City. Consultant must pay interest of 1.5 percent per month or any part of a month to subcontractor on any undisputed amount not paid on time to subcontractor. The minimum monthly interest penalty payment for an unpaid balance of $100 or more is $10. 13. ASSIGNMENT. Neither party shall assign this Agreement, or any interest arising herein, without the written consent of the other party. 14. WAIVER. Any waiver by either party of a breach of any provisions of this Agreement shall not affect, in any respect, the validity of the remainder of this Agreement. 15. ENTIRE AGREEMENT. The entire agreement of the parties is contained herein. This Agreement supersedes all oral agreements and negotiations between the parties relating to the subject matter hereof as well as any previous agreements presently in effect between the parties relating to the subject matter hereof. Any alterations, amendments, deletions, or waivers of the provisions of this Agreement shall be valid only when expressed in writing and duly signed by the parties, unless otherwise provided herein. 16. CONTROLLING LAW. This Agreement shall be governed by and construed in accordance with the laws of the State of Minnesota. 4 17. RECORDS. The Consultant shall maintain complete and accurate records of time and expense involved in the performance of services. 18. DATA PRACTICES. This Agreement is subject to the Minnesota Government Data Practice Act, Minnesota Statutes Chapter 13 (Data Practices Act). All government data, as defined in the Data Practices Act Section 13.02, Subd. 7, which is created, collected, received, stored, used, maintained, or disseminated by Consultant in performing any of the functions of the City during performance of this Agreement is subject to the requirements of the Data Practice Act and Consultant shall comply with those requirements as if it were a government entity. All subcontracts entered into by Consultant in relation to this Agreement shall contain similar Data Practices Act compliance language. CITY OF LAKEVILLE SPRINGSTED INCORPORATED BY: ________________________________ BY: _______________________________ Douglas P. Anderson, Mayor Its AND _______________________________ AND ______________________________ Charlene Friedges, City Clerk Its August 29, 2017 Ms. Tammy Schutta Human Resources Manager City of Lakeville 20195 Holyoke Avenue Lakeville, MN 55044 Dear Ms. Schutta: To assist the City in meeting the budgeted fees for conducting the Job Classification and Total Compensation Study, Springsted can amend the scope of services as outlined in the City’s Request for Proposal and included in the proposal submitted by Springsted for the Study. The amended scope of services would provide that the City be responsible for updating all job descriptions as necessary and providing the updated descriptions to Springsted for use in the job evaluation process (internal equity) and for obtaining market survey wage data comparisons. Springsted will review the City prepared job descriptions and provide feedback on any recommendations for changes. The amended scope of service including job evaluation, market survey, analysis of wages in comparison to the City and preparation of recommendations shall be conducted for a not-to-exceed fee of $30,295.00. This fee includes approximately 87 positions. In addition to the professional fee, Springsted would bill the City for out-of-pocket expenses such as travel, copying, etc. Please let me know if you have any questions or require further information. Respectfully, Ann Antonsen Ann Antonsen, Vice President Consultant Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, MN 55101-2887 Tel: 651-223-3000 Fax: 651-223-3002 www.springsted.com Proposal City of Lakeville, Minnesota Proposal to Provide a Job Classification and Total Compensation Study August 7, 2017 Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, Minnesota 55101-2887 Ann Antonsen, Vice President aantonsen@springsted.com 651-223-3057 LETTER OF TRANSMITTAL A REFERENCES AND EXPERIENCE .................................................. 1 References ............................................................................ 1 Our Clients ............................................................................ 2 Experience ............................................................................ 2 B ASSIGNED PERSONNEL ............................................................... 8 History and Leadership ............................................................. 8 C APPROACH AND METHODOLOGY ............................................... 10 Project Understanding ............................................................ 10 A. Project Initiation – Data Collection ....................................... 12 B. Data Collection ............................................................... 12 C. Job Evaluation and Development of Pay Plan ........................ 13 D. Development of the City’s Compensation Policy ..................... 15 E. Employee Communications ............................................... 16 F. Implementation Strategy ................................................... 16 G. Staff Training .................................................................. 16 H. Final Report ................................................................... 16 I. Post Contract Maintenance ................................................ 17 D UNION AND NON-UNION INVOLVEMENT ...................................... 18 E PROJECT TIMELINE ................................................................... 19 F PROPOSED FEES ...................................................................... 20 Professional Fee ................................................................... 20 Out-of-Pocket Expenses ......................................................... 20 Additional Work ..................................................................... 21 PROJECT TEAM RESUMES ....................................................... APPENDIX I SAMPLE DOCUMENTS ............................................................. APPENDIX II Mission Statement Springsted provides high quality, independent financial and management advisory services to public and non-profit organizations, and works with them in the long-term process of building their communities on a fiscally sound and well-managed basis. Table of Contents Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, MN 55101-2887 Tel: 651.223.3000 Fax: 651.223.3002 www.springsted.com LETTER OF TRANSMITTAL August 7, 2017 Ms. Tammy Schutta Human Resources Manager City of Lakeville 20195 Holyoke Ave Lakeville, Minnesota 55044 Re: Request for Proposal to Provide a Job Classification and Total Compensation Study Dear Ms. Schutta: In accordance with the City’s request for proposals, Springsted Incorporated is pleased to submit our qualifications to conduct a job classification and total compensation study to update the current compensation plan for the City of Lakeville’s employees covered by the City’s classification and compensation program. Our firm has assisted numerous jurisdictions in Minnesota and throughout the United States in addressing human resources and compensation issues, as well as performing specialized management studies. We have created an extensive consulting service that provides in-depth study and analysis on a variety of management topics. In addition, Springsted ensures that we have the staff, capabilities and experience required for the study the City has outlined. Springsted has developed specialized expertise in performing personnel and compensation studies and currently serves as the ongoing position classification consultant for several cities throughout Minnesota and the country. We feel that this experience coupled with our technical and human resources specialties will bring unparalleled expertise to your study in the areas of human resources administration. Included in this proposal are the qualifications of our firm, a detailed scope of services, our study methodology and a list of client references. The project’s time frame is also provided, along with the resumes of the consulting team. Respectfully submitted, Ann Antonsen, Vice President Consultant sml References and Experience 1 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. A. References and Experience References Below is sampling of the multiple projects that Springsted has conducted within the State of Minnesota. Following is a comprehensive listing of all classification and compensation related studies completed in the last five years. City of Coon Rapids, Minnesota Job Evaluation and Classification and Compensation Study (2013) Mr. Matt Stemwedel, City Manager 763-767-6486 mstemwedel@coonrapidsmn.gov Project Team: Ann Antonsen City of Crystal, Minnesota Job Evaluation and Classification and Compensation Study (2011 and 2012) Ms. Kim Therres, Assistant City Administrator 763-531-1000 kim.therres@crystalmn.gov Project Team: Ann Antonsen City of Eagan, Minnesota Classification and Compensation Study (2017) Ms. Lori Peterson, Human Resources Manager 651-675-5002 lpeterson@cityofeagan.com Project Team: Ann Antonsen Dan Tesch City of New Hope, Minnesota Classification and Compensation Study (2011) Mr. Rich Johnson, Human Resources Manager 763-531-5115 rjohnson@ci.new-hope.mn.us Project Team: Ann Antonsen City of New Prague Classification and Compensation Study (2013) Mr. Michael Johnson, City Administrator 952-758-4401 mjohnson@ci.new-prague.mn.us Project Team: Ann Antonsen Dan Tesch Springsted has also completed modified projects (implemented SAFE job evaluation system for the cities of Bloomington and Plymouth and is currently conducting a comprehensive classification and compensation study for the cities of Mankato and Robbinsdale and will be starting a study for the City of Minnetonka in 2018. References and Experience 2 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. Our Clients • Cities, Towns, Townships and Villages States in gold reflect client locations Areas with stars reflect regional offices • Counties • Special Service Districts • Non-Profit Organizations • Hospitals • Economic Development, Redevelopment and Port Authorities • Electric and Water Utilities • Higher Education Authorities • School Districts • Housing Authorities Experience List of Classification and Compensation Studies: 2012 – Present Year Client State Project Population 2012 Baudette MN Pay & Class Study 1,073 2012 Breckenridge MN Class & Comp Study 3,387 2012 Clay County NC External Comp Study 10,584 2012 Coon Rapids MN Class & Comp Study 62,103 2012 Crystal MN Comp Study 22,524 2012 Dunn County WI Wage & Job Study 44,122 2012 Eudora KS Comp & Class Study 6,211 2012 Independent School District No. 535 MN Salary Study 110,742 2012 Independent School District No. 656 MN Pay & Class Study 23,414 2012 Lawrence Public Library KS Staff & Comp Study 90,811 2012 Le Sueur County MN Class & Comp Study 27,810 2012 Moorhead MN Class & Comp Study 39,398 2012 Morehead City NC Class, Comp & Perf Eval 9,203 2012 New Brighton MN Comp Study 21,867 2012 New Prague MN Position Analysis 7,502 2012 North Saint Paul MN Comp Study 11,830 2012 Ortonville MN Comp Study 1,871 2012 Poquoson VA Pay & Class 12,104 2012 Racine WI Class & Comp Study 81,855 2012 Randolph County NC Class & Comp Study 142,577 2012 Renville County MN Class & Comp Study 15,166 2012 Richmond Behavioral Health Authority VA Class & Comp Study 214,114 2012 Roseville MN Class & Comp Study 34,934 2012 Shakopee MN Class & Comp Study 39,167 2012 St. Anthony MN Comp Study 8,583 2012 St. Joseph MO Class & Comp Study 77,147 2012 Wabasha County MN Class & Comp Study & Org Rev Study 21,443 2012 Washington County CDA MN Class & Comp Study 246,603 2012 Watertown WI Class & Comp Study 23,929 2013 Melrose MN Class & Comp Study 3,601 2013 Albemarle County Service Authority VA Comp Study 103,000 2013 Alcoa TN Comp Study 8,640 2013 Alexandria MN Class & Comp Study 11,580 References and Experience 3 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. List of Classification and Compensation Studies: 2012 – Present Year Client State Project Population 2013 Amherst County VA Class & Comp Study 32,353 2013 Arden Hills MN Class & Comp Study 9,750 2013 Assn County Commissioners of Georgia GA Class & Perf Eval 10,100,000 2013 Bath County VA Class & Comp Study 4,616 2013 Beltrami County MN Class & Comp Study 44,442 2013 Brainerd MN Class Job Eval Study 13,487 2013 Buchanan WI Comp Plan Update 6,894 2013 Carteret County NC Class & Comp Study 67,632 2013 Carver MN Comp Study 4,147 2013 Concord NC Class Study 83,506 2013 Fosston MN Class & Comp Study 1,508 2013 Fox Crossing WI Comp Study 17,588 2013 Franklin County NC Class, Comp & Benes Study 62,260 2013 Harrisonburg VA Class & Comp Study 51,395 2013 Harrisonburg-Rockingham CSB VA Class & Comp Study 2013 Hawley MN Class & Comp Study 2,070 2013 Hermantown MN Class & Comp Study 9,603 2013 Jamestown ND Comp Study 3,617 2013 La Crosse WI Pay & Class Study 51,522 2013 Lake City MN Class & Comp Study 4,980 2013 Laurinburg NC Class & Comp Study 15,774 2013 Mahtomedi MN Comp Study 8,013 2013 Maryville TN Comp Study 27,992 2013 Mecklenburg County VA Class & Comp Study 31,426 2013 Merriam KS Comp & Benes Study 11,281 2013 Moorhead Public Housing Agency MN Class & Comp Study 39,398 2013 Mounds View MN Class & Comp Update 12,407 2013 New Prague MN Comp Study & Perf Eval Syst 7,502 2013 Person County NC Class, Pay & Benes Study 39,276 2013 Piqua OH Class & Comp Study 20,699 2013 Rivanna Water and Sewer Auth VA Comp Study 2013 Stutsman County ND Comp Study 21,120 2013 Swift County MN Class & Comp Study 9,594 2013 Todd County MN Class & Comp Study 24,509 2013 Traverse County MN Class & Comp Study 3,451 2013 Triangle Transit Authority NC Class & Comp Study 2013 Warren County NC Class System & Pay Plan Dev 20,575 2013 Warroad MN Class & Comp Study 1,770 2013 Waukesha County WI Admin Support Study 393,843 2013 Wheaton IL Class & Comp Study 53,469 2013 Wilson NC Comp Study 49,628 2014 Big Lake MN Class & Comp Study 5,200 2014 Cabarrus Co Water and Sewer Auth NC Class & Comp Study 187,226 2014 Cape Charles VA Class & Comp Study 990 2014 Carroll County Public Schools VA Class & Comp Study 29,883 2014 Clarke County VA Pay & Class Update 14,323 2014 COMtech Business Park NC CAO Salary Survey 2014 County of Transylvania NC Comp Plan Update 32,903 2014 Delavan WI Comp Study 8,495 References and Experience 4 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. List of Classification and Compensation Studies: 2012 – Present Year Client State Project Population 2014 Dunn County WI Class & Comp Study 44,122 2014 Elkhorn WI Comp Study 9,963 2014 Elko New Market MN Comp Update 4,513 2014 Glasgow VA Comp & Class Plan 1,130 2014 Lake Geneva WI Comp Study 7,710 2014 Leland NC Class & Comp Study 16,022 2014 McFarland WI Comp Study 8,108 2014 McFarland School District WI Class & Comp Study 8,108 2014 Metropolitan Sewerage District NC Comp Update 2014 Middleton WI Comp Study 17,589 2014 New Berlin Public Schools WI Class Study 39,834 2014 Oakdale MN Comp Study 27,780 2014 Orange County VA Comp Study Update 34,246 2014 Pewaukee WI Comp Study 8,166 2014 Pope County MN Class & Comp Update 10,892 2014 Rib Mountain WI Class & Comp Plan 6,825 2014 Robeson County NC Class & Comp Study 134,841 2014 Sampson County NC Class, Comp & Benes Study 64,150 2014 Sanford NC Class & Comp Study 2,013 2014 SW & West Central Service Coop MN Comp Plan 2014 St. James MN Sal & Benes Surv & Rev Pay Equity Sys 4,553 2014 Stacy MN Comp Plan 1,426 2014 Stevens County MN Class & Comp Study 9,735 2014 Stoughton WI Comp Study 12,945 2014 Verona WI Comp Study 10,632 2014 Virginia Association of Counties VA Class & Comp Study 2014 Wayzata MN Comp Study 4,217 2014 West Point VA Comp Study 3,339 2014 Wilson County NC Class & Comp Study 81,667 2015 Amherst VA Pay & Class Study 2,219 2015 Appomattox River Water Authority VA Comp Study 2015 Bluffton SC Class & Comp Study 15,199 2015 Cass Lake MN Comp Study 747 2015 Chesapeake Bay Bridge TDC VA Salary Update Study 2015 Clarkfield MN Class & Comp Study 832 2015 Coweta County GA Class & Comp Study 133,180 2015 Dinwiddie County VA Comp Study 27,904 2015 Emporia VA Comp & Class Study 5,588 2015 Franklin County VA External Comp Study 56,335 2015 Harris County GA Class & Comp Study 32,663 2015 Hutchinson Utilities Commission MN Job Eval and Comp Syst 13,871 2015 Independent School District No. 206 MN Salary Study 11,580 2015 Kannapolis NC Class & Comp Study 44,359 2015 La Crosse Public Library WI Class & Comp Study 51,522 2015 Lake Geneva WI Comp Study 7,710 2015 Lake Worth FL Class & Comp Study 36,000 2015 Le Sueur MN Comp Study 4,041 2015 Lee County NC External Comp Study 60,266 2015 Little Falls MN Class Study 8,232 References and Experience 5 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. List of Classification and Compensation Studies: 2012 – Present Year Client State Project Population 2015 Luray VA Comp Study 4,860 2015 Maple Lake MN Class & Comp Study 2,093 2015 Maryville TN Class & Comp Study 27,992 2015 Midlands Auth for Conv, Sports & Tourism SC Class & Comp Study 2015 Monroe NC Class & Comp Study 33,975 2015 Mukwonago WI Comp Study 7,494 2015 New Ulm MN Comp Study 13,210 2015 Newnan GA Comp & Class Study 34,847 2015 Newport MN Class & Comp Study 3,461 2015 NC Association of County Commissioners NC Comp & Class Study 9,944,000 2015 Orange Water and Sewer Authority NC Comp Study 140,352 2015 Otsego MN Class & Comp Study 14,254 2015 Pine County MN Class & Comp Study 29,104 2015 Plymouth MN Class Study 73,987 2015 Quin Rivers Inc. VA Comp Study 2015 Red Lake Falls MN Comp Study 1,410 2015 Rivanna Water and Sewer Auth VA Class & Comp Study 2015 Rockbridge County VA Class, Comp & Perf Eval 22,307 2015 Rockingham County NC Class & Comp Study 91,898 2015 Rowan County NC Comp Plan Study 138,323 2015 Scott County CDA MN Class & Comp Study 137,232 2015 Sherburne County MN Class & Comp Study 90,158 2015 Shorewood School District WI Comp Study 13,337 2015 Siler City NC Class & Comp Study 8,169 2015 South Boston VA Comp Study 7,989 2015 Southampton County VA Class & Comp Study 18,128 2015 Warrenton VA Class & Comp Study 9,862 2015 Washington Hsg Auth & Mid-East Reg. Hsg Auth NC Class & Comp Study 2015 Whitewater WI Class & Comp Study 14,732 2015 Wilson NC Comp Study 49,628 2015 Wythe County VA Class & Comp Study 29,344 2016 Altavista VA Class & Comp Study 3,490 2016 Ankeny IA Class & Comp Study 51,567 2016 Belle Plaine MN Comp Plan 6,838 2016 Bertie County NC Comp Study 20,344 2016 Blacksburg VA Comp Study 43,609 2016 Branson MO Class & Comp Study 11,064 2016 Cabarrus County NC Comp Study 187,226 2016 Cannon Falls MN Class & Comp Study 4,078 2016 Chapel Hill NC Class & Comp Study 59,635 2016 Cleveland County Water NC Pay & Class Study 97,047 2016 Cologne MN Comp Study 1,564 2016 Crosslake MN Class & Comp Study 2,193 2016 Dallas Area Rapid Transit Authority TX Comp Services 2016 Daniel Boone Regional Library MO Class & Comp Study 2016 Dare County NC Class & Comp Study 35,019 2016 Eagan MN Class & Comp Study 65,453 2016 Eastern Shore of Virginia 911 Commission VA Comp Update 2016 El Paso TX Class & Comp Study 674,433 References and Experience 6 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. List of Classification and Compensation Studies: 2012 – Present Year Client State Project Population 2016 Gastonia NC Class & Comp Study 73,209 2016 Grant County MN Class & Comp Study 5,989 2016 Greenville Housing Authority NC Class & Comp Study 89,130 2016 Hibbing HRA MN Class & Comp Study 16,301 2016 Hoboken Housing Authority NJ Comp Study 52,575 2016 Kenosha Joint Services WI Wage & Comp Study 99,889 2016 Lake Zurich IL Class & Comp Study 19,984 2016 Lawrence Public Library KS SAFE Database 2016 League of Wisconsin Municipalities WI Market Survey 2016 Louisa County Public Schools VA Comp Study 33,945 2016 Manassas VA Class & Comp Consult 41,705 2016 Moorhead Public Housing Agency MN Salary Study 39,398 2016 Newport News RHA VA Comp Study 2016 Nisswa MN Class & Comp Study 2,004 2016 Port of Corpus Christi Authority TX Comp & Ben Struc 316,381 2016 Rappahannock Juvenile Facility VA Class & Comp Study 2016 Richmond Behavioral Health Authority VA Comp Update 2016 Richmond Heights MO Comp & Class Study 8,508 2016 Roanoke Valley Juvenile Detention Center VA Salary Study 2016 Selma NC Class & Comp Update 6,237 2016 Shenandoah County VA Salary Survey 42,684 2016 Spring Hill TN Class & Comp Study 32,576 2016 St. Charles City-County Library District MO Comp & Benes Analysis 2016 St. Cloud HRA MN Comp Study 66,297 2016 Stevens Point WI Comp Study 26,670 2016 Stevens Point Area Public School District WI Comp Study 26,670 2016 Sumter County FL Comp Study 105,056 2016 Washington County CDA MN Class & Comp Update 2016 Willmar MN Comp Study 19,680 2016 Wilmington NC Comp Practices & Market Pay Study 112,067 2016 Winston Salem NC Class & Comp Study 236,441 2017 Association County Commissioners of Georgia GA Class & Comp 10,100,000 2017 Baudette MN Market Survey 1,073 2017 Cabarrus County NC Class & Comp Study 187,226 2017 Cabarrus Health Alliance NC Comp Benefit Study 2017 Caroline County VA Pay & Class Study 29,298 2017 Chapel Hill NC Comp Study & FLSA Rev 59,635 2017 Chincoteague VA Comp Study 2,929 2017 Harnett County NC Comp Study 124,987 2017 Hopewell VA Class & Comp Consult 22,163 2017 Le Sueur County MN Market Survey 27,810 2017 Lee's Summit MO Comp & Benefit Study 93,184 2017 Lufkin TX Comp Study 36,085 2017 Middlesex County VA Comp & Class Study 10,762 2017 Osseo MN Class & Comp Study 2,476 2017 Person County NC Phase II Implementation 39,276 2017 Pine Island MN Class & Comp Study 3,318 2017 Pleasant Hill IA Class & Comp Study 9,082 2017 Polk County MN Market Survey 31,569 References and Experience 7 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. List of Classification and Compensation Studies: 2012 – Present Year Client State Project Population 2017 Pulaski VA Class & Comp Plan 8,948 2017 RC Hospital and Clinics MN Class & Comp Study 2017 Roanoke County VA Benefits Survey 93,524 2017 Shelby NC Class & Comp Study 20,325 2017 Story County IA Class & Comp Study 92,406 2017 Upper Trinity Regional Water District TX Comp & Class Study 2017 Vienna VA Class & Comp Study 16,370 2017 Watauga County NC Class & Comp Study 52,372 2017 West Point Public Schools VA Class & Comp Study Current Aitkin MN Class & Comp Study 2,087 Current Appalachian Regional Library NC Class & Comp Current Battle Creek MI Comp Study 51,833 Current Cambridge MN On-Going HR Current Cleveland County NC Comp & Benes Study 97,047 Current Dunn County WI Market Survey 44,122 Current Florida Municipal Power Agency FL Comp Study Current Fort Wayne City Utilities IN Class & Comp Study Current Harrisburg PA Class & Comp Study 49,188 Current Independent School District No. 0013 MN Job Desc/Pointing Agree 19,674 Current Meeker McLeod Sibley Comm Health Services MN Class & Comp Study Current Mendota Heights MN Class & Comp Study 11,222 Current New Brighton MN Market Survey 21,867 Current North Mankato MN Anal of Comp Syst Structure 13,439 Current Richland WA Class & Comp Study 53,019 Current Robbinsdale MN Comp Study 14,302 Current Saginaw County MI Class & Comp 195,012 Current Salem VA Class & Comp 25,483 Current Sammamish WA Class & Comp Study 50,169 Current Topeka and Shawnee County Public Library KS Comp Study Assigned Personnel 8 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. B. Assigned Personnel History and Leadership Springsted is one of the largest and longest established independent public sector advisory firms in the United States. For over 60 years, we have continually grown in the range of our client relationships, the comprehensiveness of our services and our prominence within the industry. Our managed growth is focused on providing clients with a balance of national perspective and local expertise. Springsted is a privately held corporation and a women-owned business. Our headquarters are located in Saint Paul, Minnesota, with offices strategically located throughout the United States. Specifically, our regional offices include Milwaukee, Wisconsin; Des Moines, Iowa; Kansas City, Missouri; Richmond, Virginia; Denver, Colorado and Dallas, Texas. Saint Paul has been our corporate home since the firm first opened its doors in the early 1950s. Currently, we have a staff of more than 70 professionals, including client representatives, consultants, analytical professionals and support personnel. Our size provides both subject matter expertise and contingency in the case of unforeseen circumstances. Public entities are under a great amount of pressure to deliver high quality services in a fiscally constrained environment. Traditional methods and means don’t necessarily work anymore and this scenario is not likely to change at any time in the future. To that end, elected officials and public administrators are under pressure to employ new and innovative solutions that require progressive leadership, creative partnerships, cautious risk taking and an investment in their personnel and organizational foundation. Success in the public sector is hard to define, but those public entities that enhance and enrich their people, their process and their systems are more likely to deliver more value by maximizing the use of public resources, thus achieving more success in the marketplace of public opinion. Springsted’s staff has been advising our clients in organizational development for over 25 years. We have a strong staff with direct experience in managing and leading local city and county governments. Our team of professionals brings practical, realistic and creative solutions to the challenges faced by public entities. Our Human Resource focus is in the area of position classification, compensation and performance evaluation. Our work is competitive, current, court tested and copyrighted to deliver pragmatic outcomes. Our Organizational Management focus ranges from executive recruitment, group facilitation, strategic planning, budget analysis, resource sharing and building collaborations to organizational improvement and efficiency studies. Assigned Personnel 9 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. Ann S. Antonsen Vice President and Consultant Ms. Ann Antonsen is a consultant with a strong background in organizational management and human resources that she uses effectively in developing position analyses, classification and compensation studies, performance management and evaluation system development and staff training and in conducting executive search efforts for the public sector. She also specializes in performing organizational studies, revising and developing personnel policies and manuals and in conducting organizational management training sessions and providing general human resources assistance. Daniel “Dan” Tesch Project Manager Mr. Dan Tesch has over 25 years of experience as a Human Resources management professional in local government. He is recognized as a leader in both professional and non-profit organization and has provided internal leadership, policy development, recruitment and training. Prior to joining Springsted in the January of 2013, Mr. Tesch was the Interim Human Resources Director for the City of West St. Paul, Minnesota and held the position of Assistant City Administrator/Director of Administration/Interim City Administrator for the City of Lino Lakes, Minnesota. He has a Mini MBA from the University of St. Thomas and a Bachelor of Arts in Public Administration from St. Cloud State University. Sara M. Haselbauer HR Analyst Ms. Sara Haselbauer is a Human Resources Analyst with the Human Capital Advisors Group. Ms. Haselbauer started as an Administrative Assistant to the Project Management team in 2007. In August 2009, she left Springsted to attend law school before returning in November 2014 as an independent contractor. She rejoined Springsted in January 2015 as a Human Resources Analyst, providing support and assistance for executive recruitment and organizational management projects. Her duties include conducting research and working with clients and candidates throughout all phases of a project and/or executive search and recruitment. Ms. Haselbauer received a Juris Doctor from University of North Dakota School of Law and a Bachelor of Arts in Sociology from the University of St. Thomas. Full Project Team Resumes can be found in Appendix I. Approach and Methodology 10 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. C. Approach and Methodology Project Understanding Springsted will conduct a job classification and total compensation study for the City’s approximately 87 positions (213 full-time employees comprised of non- union and unionized employees covered by the City’s four collective bargaining agreements). The last study conducted by the City was completed in 2007. Since that time the City has revised position classification and adjusted the compensation schedule. Springsted will assist the City in the review and analysis of the current job classification and compensation system, conduct a comprehensive market survey and analysis, evaluate internal equity, review of the City’s compensation philosophy and preparation of recommendations for improvements to the existing system or development of a new system which meets the goals established by the City and which can be maintained by the City. The proposed system will be understandable and explainable to administration, elected officials, employees and citizens. The system will allow the City to recruit and retain quality, qualified employees and will be competitive with comparable organizations. The system Springsted will develop will: • Establish fair and equitable compensation relationships between positions within the City • Reflect relevant market conditions outside the organization • Apply to all City positions professionally, consistently and objectively • Include employee input and participation as an integral part of the study process • Provide a strategic plan for implementation and ongoing maintenance in accordance with best practices Springsted would value the opportunity to assist the City of Lakeville with its classification and compensation study. Our experience working with other comparable government entities in Minnesota and around Lakeville gives us a thorough understanding of the scope of the study that the City is seeking. The services to be provided by Springsted include: • Meetings conducted with administration, human resources, department heads and other relevant staff to gain an understanding of the needs and expectations of the City and to collect information on the City and department structure, operations and staffing. • Conduct employee orientation meetings; employees and supervisors complete Position Analysis Questionnaires (PAQs). • Analyze and update/develop job descriptions. • Evaluate positions to determine internal comparability of City positions. • Determine FLSA status of City positions. • Conduct a comprehensive salary and benefits survey of comparable organizations selected in conjunction with the City. • Provide recommendations for revisions to the City’s current compensation plan, including options for implementation based on the Approach and Methodology 11 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. City’s financial resources that will enable the City to recruit and retain qualified employees, is competitive in the established market, eliminates compression and ensures fair and equitable internal compensation of City positions. • Assist the City in revision/development of a classification and compensation policy. • Provide a manual and training of key City employees on maintaining the classification and job evaluation system and the compensation plan, how to place new positions within the classification, evaluation and compensation system and how to ensure the system remains internally equitable and competitive with the City’s established market. • Presentation of study findings and final report to the City. The manner in which we approach a project takes into consideration two key variables: process credibility and outcome credibility. Process credibility is the realization to all involved, in particular the staff, that the methodology used is credible, reasonable and fair to all concerned. In addition, the information and communication must be transparent, honest and timely. Outcome credibility is the realization that the information and data used to develop the findings and conclusions is comprehensive, complete and applied consistently and appropriately without bias or preference to any particular person, persons or individual agenda. If these two objectives are realized, the recommendations, outcomes and future implementation are based on a strong foundation. This distinction is unique in our business and is a contributing factor to the benefits and strengths of the Springsted team. Springsted has been providing classification, compensation and benefits consulting services for approximately 25 years. During that time, we have developed significant and specialized expertise in performing classification and compensation studies consistent with the scope of services requested by the City of Lakeville. Our clients range from those who have as few as five employees to those who have over 3,000 employees. We have completed hundreds of similar classification and compensation studies in the last five year period. Springsted works specifically for local government entities including cities, counties, towns, villages, public agencies and some non-profit organizations. The project team for this study has significant experience working on similar projects throughout the United States. The lead consultant and Project Director for this study, Ann Antonsen, has been conducting comparable compensation studies for twenty-five years, as well as providing a variety of other human resources consulting services. Ann and her colleagues bring practical, realistic and creative solutions to the challenges faced by public entities just like the City of Lakeville. Approach and Methodology 12 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. The proposed project approach and study methodology are outlined below. The scope of services, tasks and staffing necessary to successfully complete this project are discussed in subsequent sections of this proposal. The project approach was developed to include employee and management involvement and communication as requested by the City of Lakeville. Springsted is willing to adjust any aspect of this study to respond to the City’s needs. 1. Project Initiation – Data Collection The Springsted Project Director will meet with the designated City staff and appropriate officials to establish working relationships and to finalize a comprehensive work plan and timetable. At these meetings we will request that the designated project manager provide us with the background materials necessary to conduct this study, including current job descriptions, classification and compensation documents, a copy of each labor agreement currently in effect, the City’s personnel policies, fringe benefit information and other relevant data. This information will be evaluated to determine the status of existing human resource management programs and to identify apparent issues and opportunities. The purpose of the meeting(s) is to: 1. Introduce the Project Director 2. Discuss the background and experience of Springsted and the consulting team 3. Discuss, in detail, the methodology to be used in conducting the study, the role of the consulting team, management and the employees, and the amount and type of employee participation 4. Ascertain the major issues the City wants the study to address 5. Review the project schedule and determine significant milestones 6. Determine the frequency and content of status reports 7. Discuss methods of communicating the status of the study to employees 8. Discuss how information and data about each employee's job will be obtained 9. Review Springsted’s copyrighted Systematic Analysis and Factor Evaluation (SAFE®) system of job evaluation After meeting with administration, human resources and other stakeholders, it is proposed that individual interviews be conducted with each department director to review organizational structure, mission, goals and objectives and to determine what challenges, if any, they are experiencing with the existing classification and compensation system. 2. Data Collection Springsted is sensitive to the human relations aspects of studies of this type. In accordance with this sensitivity, the consulting team proposes that they conduct orientation and information sessions for all employees, including department directors and supervisors, to discuss the project objectives and procedures. Approach and Methodology 13 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. Employees play a major role in providing the data needed for this study. Therefore, it is imperative that employees receive information about the study and why it is being conducted, be given opportunities for employee involvement throughout the process, learn the expected outcomes, as well as have the opportunity to ask questions and express concerns. The orientation meetings will be scheduled and conducted to ensure that all employees have the opportunity to attend and so as not to disrupt the operations of the City. Union representatives will be invited to attend these meetings to ensure that they are familiar with the study and have the opportunity to ask questions regarding the study. During the meeting the consultant team will review and explain the use of Position Analysis Questionnaires (provided by Springsted), schedule their distribution, and discuss the collection, review and verification process. The questionnaire provides an opportunity for each employee to provide input on education, training, certifications, licenses and experience requirements of the position and provide input on the various job factors which apply to their position. Employees will also identify the specific physical requirements and working conditions of their position to assist in the consultant’s review for compliance with the Americans with Disabilities Act (ADA). Springsted will spend time at the meeting reviewing the PAQ and responding to employee questions. The information gathered from the PAQs will provide the information to be used during the job evaluation process and, along with the City’s updated job descriptions, to assist in gathering wage data from comparable organizations. Springsted will also review each position’s designation under the Federal Fair Labor Standards Act (FLSA). Springsted has developed an innovative and proprietary online PAQ. Any employee who is comfortable using a smartphone, tablet or computer will find the online instrument very user-friendly and efficient. We find most organizations have at least 90% of their workforce positioned to utilize the online PAQ and its use adds great value and efficiency to our studies. For a small subsection of employees, we can accommodate handwritten or fillable word documents when necessary. During the informational meeting(s), we will also explain the supervisors’ roles in completing and signing off on the PAQs. The questionnaire is designed to allow supervisors to comment on employee responses without altering employee responses. This allows the consultant to review complete, unedited responses from employees and supervisors. A sample PAQ and job description are provided in Appendix II. It should be noted that there is also a shortened version of the PAQ dependent on the level of information required. 3. Job Evaluation and Development of Pay Plan In order to determine appropriate salary levels of positions in the workforce and address the issue of comparable compensation, Springsted will conduct an extensive salary and benefits survey to compare City positions with analogous Approach and Methodology 14 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. positions in other comparable agencies in the area labor market. By gathering and analyzing information on wages, wage equivalents and benefits, a comparison of total compensation can be reviewed in comparison to the City’s established market area. External market comparisons for positions will be based on similar organizational structure, population, geographic location, job responsibilities, scope of authority, financial, socio-economic, growth and other relevant factors. The study team will consult with the City management and designated staff in identifying the appropriate sources of survey data, which will include public and private sector organizations. Springsted will develop the salary survey in conjunction with the City. It is recommended that potential survey data pertain to organizations comparable to the City, relate to those organizations with which the City is competing for employees and represent the appropriate labor market. There are different labor markets for positions. Some positions are recruited from the local area, while others are recruited regionally and/or nationally. The consulting team will work closely with the staff in determining the appropriate labor market for positions. While salary survey data will assist the City in establishing its position in the competitive market, job evaluation is the mechanism that ensures that internal relationships are equitable. Springsted has developed and copyrighted a job evaluation system known as Systematic Analysis and Factor Evaluation (SAFE®) system. The SAFE® system is a unique job evaluation method designed to measure job factors which apply specifically to local government. This system has been successfully used for many years throughout the country and has been reviewed by the United States District Court in conjunction with an Equal Employment Opportunity (EEO) suit and found acceptable to the Court. The system rates and ranks jobs based on various skill levels and work factors. The result is an equitable and consistent method of evaluating jobs and relating positions to the compensation plan. The system facilitates proper and equitable comparisons between and among positions and minimizes the appearance of favoritism in evaluating, rating and ranking jobs. The nine (9) elements considered in determining the relative value of classifications are: • Training and Ability • Experience Required • Level of Work • Human Relations Skills • Physical Demands • Working Conditions/Hazards • Independence of Actions • Impact on End Results • Supervision Exercised This system can be maintained by the City. Springsted provides training to individuals assigned by the City to this task on utilizing the SAFE® system to evaluate newly created positions and re-evaluate revised positions. Approach and Methodology 15 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. Based on the wage and benefits data analysis and the job evaluation system, Springsted will develop a recommended compensation plan. The plan will be developed in accordance with information obtained from the City regarding its pay philosophy as well as goals and objectives established for its compensation program, including the option for a performance based component. In the development of the proposed compensation plan. Springsted will review options with the City to address compensation plan structure, the spread for pay ranges, the relationship between ranges and adjustments needed to ensure that the City remains competitive with the labor market. 4. Development of the City’s Compensation Policy A pay philosophy guides the design of a compensation system and answers key questions regarding pay strategy. It generally takes a comprehensive, long-term focus and explains the compensation program’s goals and how the program supports the employer’s long-range strategic goals. Without a pay philosophy, compensation decisions tend to be viewed from a short-term tactical standpoint apart from the organization’s overall goals. Market competitiveness and internal equity are among the most important areas addressed in a pay philosophy. An organization’s desired market position involves defining the market and identifying where the organization wants to be positioned within that market. Market position should balance what it takes to attract new employees and retain skilled employees (in other words, eliminate higher pay as the reason employees leave the organization) with the organization’s financial resources. Internal equity expresses an organization’s desire to provide comparable pay to positions with comparable duties and responsibilities. A pay philosophy should be developed that establishes a compensation program based on individual employee performance as a key feature of the pay philosophy. Therefore, we emphasize references to performance in the pay philosophy discussion. As part of the study, it is recommended that the City consider these concepts in the adoption of a formal pay philosophy: • Providing fair and equitable rates of pay to employees • Defining the City’s market area • Developing a system that establishes a “market rate” for each position and states the minimum wage and maximum rates that the City will pay individuals within a position • Establishing rates of pay that allows the City to compete successfully for new employees within its market area • Establishing a market position that is fiscally responsible with public resources • Ensuring that pay rates for existing employees are based on individual performance that meets or exceeds expectations and reflects changing economic conditions • Developing a compensation system that allows employees to progress through the pay range as long as their performance consistently meets expectations Approach and Methodology 16 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. • Developing pay administration policies and procedures that ensure their consistent application between departments • Ensuring that the compensation program is understandable to employees, supervisors, managers, the City Council and the public 5. Employee Communications Springsted will develop a communications strategy to inform employees of job evaluation and pay grade assignments. Springsted will conduct a series of meetings to share results with employee groups. Written employee communications will be developed explaining the study methodology, employee input opportunities, study recommendations and the process used for reviewing requests for reconsideration by employees who do not agree with the assigned classification. The consultant will participate in the review of employee requests for reconsideration. 6. Implementation Strategy At the conclusion of the study, Springsted will work with the staff in developing a plan for implementing the study recommendations. The plan will coincide with the needs of the City and the employees while maintaining the City’s financial integrity. An estimate of the cost of implementation will be provided. 7. Staff Training At the conclusion of the study, Springsted will train members of the staff in the methodology used to develop, maintain and update all aspects of the classification and compensation plan and how to determine the validity of requests for reclassification. The training program will include the rating, ranking and salary grade assignments of positions. Instruction manuals pertaining to the job evaluation system will be prepared and presented. The Springsted team will remain available to the staff for additional consultation after the study has been completed. 8. Final Report The final report will be a document that contains the following: • Detailed study methodology • Discussion of the consulting team’s findings, conclusions and recommendations regarding employee classification, salary structure, compensation philosophy, fringe benefits, compensation plan, estimated cost and implementation plan • List of positions and the assignment of each to the compensation plan • FLSA Status recommendations for all positions • Salary and benefits survey results • Job evaluation factor analysis for each position • Status under the State of Minnesota Local Government Pay Equity Act Approach and Methodology 17 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. 9. Post Contract Maintenance Springsted Incorporated can provide ongoing assistance to clients after completion of a classification and compensation study. Post-contract maintenance services include assisting the City with assignment of positions to the classification plan, determining the FLSA status of a new or revised position and conducting job evaluations for reclassification requests and new positions created by the City. Springsted will also work with the City in developing a system for determining the validity of requests for reclassification, including the development of a request for reclassification form. Union and Non-Union Involvement 18 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. D. Union and Non-Union Involvement Facilitating union and non-union involvement is one of the most important components in the development of a compensation system and undergoing an organizational review. This is a seamless practice for us and we have this issue – almost universally – in every project we are involved in. As discussed at the beginning of Section C, our approach emphasizes process credibility and outcome credibility. When these two variables are achieved, potential union and non-union conflicts are minimized and essentially eliminated. In our study approach, input is obtained from both union and non-union employees equally, without bias or preference to any individual, classification or bargaining unit. Also, union representatives are invited to attend the employee orientation meeting to obtain information regarding the study. In our experience, we have consistently and successfully managed union and non- union issues and received buy-in from all employees. We treat each individual respectfully and equally. We will work to build trust with everyone we work with in the City of Lakeville. Project Timeline 19 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. E. Project Timeline Springsted takes pride in meeting its time commitments. The schedule to commence this project coincides with Springsted’s completion of other studies. This will ensure that the proposed staff members will be available to concentrate on this study. Springsted is prepared to initiate the study within three (3) weeks after receiving the official notice to proceed and will complete the study within six (6) months after project initiation. A detailed project schedule is provided below. There are factors that impact upon meeting the schedule that are beyond the consulting team’s control. The proposed time frame is contingent upon a timely decision, the receipt of requested data, and the timely receipt of feedback and comments on the submitted preliminary data. Task Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Project Initiation Review Job Descriptions Job Evaluation Collect/Evaluate Survey Data Develop Compensation Plan Develop Implementation Submit Final Report Staff Training Proposed Fees 20 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. F. Proposed Fees Professional Fee Springsted Incorporated will perform all the tasks delineated as described in this proposal for a professional fee of $36,295. This fee includes 87 positions, five employee orientation sessions, individual meetings with Department Heads, one meeting with elected officials, required meetings with administration, five post- project employee meetings and three implementation options. The meetings are built into the fees for each phase of the project. Springsted would invoice the City for work completed based on the following schedule: Time of Invoice Percentage Invoiced Cumulative Percentage Invoiced Completion of Project Initiation (or Employee Orientation) 25% 25% Completion of Position Analysis Questionnaires 25% 50% Completion of Draft Report 40% 90% Completion of Final Report 10% 100% Out-of-Pocket Expenses Springsted would charge the City of Lakeville, at cost, for actual out-of-pocket expenses. Out-of-pocket expenses include, but are not limited to, travel and sustenance, overnight or messenger deliveries, conference calling beyond our internal capabilities, photocopying and mailing costs. Direct out-of-pocket expenses are not expected to exceed $750 for the project. Task Fee Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 1. Introduction and Project Orientation $3,640 2. Job Analysis and Descriptions $9,570 3. Position Classifications/ Ranking/ Grades/Evaluation $4,785 4. Develop list of Comparable Organizations $750 5. Market Survey $5,900 6. Design Total Compensation Structure $7,250 7. System Testing for Equity and Fairness $750 8. Preparation of Final Documents $2,900 9. Training on the System Maintenance $750 10. System Implementation Included in 6 11. Future assistance Proposed Fees 21 City of Lakeville, Minnesota. Proposal to Provide Job Classification and Total Compensation Study. Additional Work Should the City of Lakeville request and authorize additional work, we would invoice the City at an agreed upon fee or our standard hourly fees. Additional Implementation Plans will be billed at a cost of $750/plan. In addition, we would charge, at cost, for any related out-of-pocket expenses. Title Hourly Rate Principal & Senior Officer $260 Senior Professional Staff $215 Professional Staff $160 HR Analyst/Project Coordinator $100 Associates $75 Additional work would include work outside the scope of services as agreed to including, but not limited to: • Additional position descriptions • Additional job audits • Additional on-site meetings • Additional reports • Work related to a special request APPENDIX I Project Team Resumes Ann S. Antonsen Ms. Antonsen is an organization and management consultant, specializing in Vice President position analyses, classification and compensation studies, performance Consultant management and evaluation system development and staff training and in conducting executive search efforts for the public sector. She performs organizational assessments and studies, revisions and development of personnel policies and manuals and conducts organizational management training and providing general human resources assistance. Ms. Antonsen has been with Springsted since 2005 and serves clients nationwide. With her strong background in Organizational Management and Human Resources, she is dedicated to using her well-honed abilities to assist governmental agencies in developing and growing meaningful legacies. Ms. Antonsen has extensive experience in serving government organizations; she previously worked as a consultant with Labor Relations Associates, Inc., which has served the region for many years, providing management and human resources consulting services. Ms. Antonsen has provided human resources management services for large suburban communities and regional centers. She brings practical experience in handling the wide variety of issues that face public management. Additionally, she has related human resources experience in both public associations and private corporations. Education University of Minnesota, Minneapolis, Minnesota Bachelor of Arts in Psychology Continuing Legal Education Courses Professional Affiliations International Public Management Association in Human Resources (IPMA) Daniel “Dan” Tesch Mr. Dan Tesch has over 25 years of experience as Human Resources Project Manager management professional in local government. He is recognized as a leader in both professional and non-profit organization and has provided internal leadership, policy development, recruitment and training. Prior to joining Springsted in January of 2013, Mr. Tesch was the Interim Human Resources Director for the City of West St. Paul, Minnesota and held the position of Assistant City Administrator/Director of Administration/Interim City Administrator for the City of Lino Lakes, Minnesota. Mr. Tesch has experience in contract negotiations/labor relations, employee recruitment, performance evaluations, employee and community surveys, council/staff communications and employee safety and training. He has led successful recruitment and hiring efforts for all personnel including top management, department heads, clerical, technical, fire district and general maintenance. He effectively works with consultants, testing professionals and staff panels. Mr. Tesch has also led major reorganization initiatives in response to the needs for greater staff infrastructure in a rapidly growing community. Education University of St. Thomas, Minnesota Mini MBA St. Cloud State University, Minnesota Bachelor of Arts in Public Administration Professional Affiliations Minnesota City/County Managers Association (MCMA) International Public Management Association in Human Resources (IPMA) National Public Employer Labor Relations Association (NPELRA) Minnesota Public Employer Labor Relations Association (MPELRA) Minnesota Association of Telecommunication Administrators (MACTA) Mediation Services of Anoka County (MSAC) The Unknown Group (TUG) – Convener 2012 Association of Professional Management Assistants (APMA) – Past President North Metro Telecommunications Commission – Past Officer and Commissioner Civic Clare Housing, Minneapolis, Minnesota – Board of Directors Sara M. Haselbauer Ms. Haselbauer is a Human Resources Analyst with the Human Capital Advisors HR Analyst Group. Ms. Haselbauer started as an Administrative Assistant to the Project J.D. Management team in 2007. In August 2009, Ms. Haselbauer left Springsted to attend law school before returning in November 2014 as an independent contractor. She rejoined Springsted in January 2015 as a Human Resources Analyst with the Organizational Management and Human Resources Team, providing support and assistance for executive search and organizational management projects. Her duties include conducting research and working with clients and candidates throughout all phases of a project and/or executive search and recruitment. Education University of North Dakota School of Law, Grand Forks, North Dakota Juris Doctor Certificate in Indian Law University of St. Thomas, St. Paul, Minnesota Bachelor of Arts in Sociology and Art History APPENDIX II Sample Documents MEMORANDUM TO: Employees of XXXXXXX FROM: CR DATE: XXXX 2017 SUBJECT: Instructions for Completing Your Position Analysis Questionnaire Please read these instructions before completing your Position Analysis Questionnaire (PAQ). This form is used to obtain information about your position and will be used to develop a class description. The questionnaire consists of multiple-choice and fill-in- the-blank questions; please be clear, accurate and complete. For multiple-choice questions, please check only the appropriate box on the left-hand side of the document; the right-hand box is for your supervisor or department/division head to complete. Please complete and return the PAQ to your supervisor within five business days. We only need one PAQ per position within your organization, although each person is welcome to fill out a PAQ for their given role. Each PAQ should be saved in Microsoft Word format as follows “Name of position_Name of Staff.doc” and emailed to Springsted. The Name of Position and Name of Staff should match #1 and #2 of the saved PAQ. Tips for Completing Your PAQ • Spell out acronyms – acronyms may be exclusive to your department and mean something else nationally or to another part of the organization • Minimum Requirements – Answer the questions based on the minimum requirements needed to perform the duties (you may have 10 years of experience, but would a new hire need that to do the job). • Priority/Description of Duties – Question number nine (9) is the most important question, which requests the priority and description of your duties. This question provides you the opportunity to explain your day-to-day duties in your words. - Give this question extra thought and provide your response as clearly and completely as possible, so that someone who has never met you or performed your duties may understand what your job entails. - Think about your day, week, month and even year on the job; some major duties are performed annually. - Begin with your most important duty and continue on down to the least important duty. - Try to keep the description to one-line or short phrases; begin each statement with a verb. Avoid paragraphs. - As a percentage, indicate the amount of time that it takes for you to complete each of the described tasks. Please keep in mind that the most important duty may not take the highest percentage of time. - Percentages should total 100%; it is strongly recommended that these percentages should be no smaller than 5%. If you need more space than what is allotted, please feel free to attach a separate piece of paper. TO: Supervisors and/or Division/Department Heads SUBJECT: Instructions for Completing Position Analysis Questionnaire After each employee under your day-to-day supervision has completed a PAQ, they should return them to you for your review and verification. You will want to check the boxes on the right-hand side of every page, either agreeing or disagreeing with the boxes the employee has checked on the left-hand side. There is a section where you can comment on the accuracy and completeness of the employee’s response. Please note any comments in this section and do not make any changes to employee responses. Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, MN 55101-2887 Tel: 651-223-3000 Fax: 651-223-3002 www.springsted.com City of XXXXX 2017 Position Analysis Questionnaire Page 1 1. Name(s) (Last, First) 2. Current Position Title 3. Current Annual Salary 4. Immediate Supervisor’s Title 5. Department/Division 6. Date of Hire with Agency 7. How many hours are you scheduled to work in a week? 35 37.5 40 43 56 Other Explain shift rotation, stand-by, call back, etc. 8. Date of Hire in Position 9. Priority/Description of Duties - List the duties you perform from most to least important, until you have detailed all the major duties that you perform. These descriptions should be short phrases and should begin with a verb (e.g. analyzes, approves, assigns, checks, codes, composes, files, manages, reviews, routes, repairs, sorts, trains, verifies, etc.). Then in the left column indicate that approximate percentage of your time devoted to each of the duties listed, which should total 100% (it is recommended that the percentages should be no less than 5%). (Supervisor’s comments regarding this information may be provide in the Supervisor’s Comments section) Employee (check one) Supervisor (check one) Page 2 10. Primary Objectives of Job - In a few short sentences summarize the major job duties and responsibilities that indicate the primary purpose which your job fulfills in meeting the organizations service goals. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) Examples: • Developing and maintaining financial records and reports, coordinating and supervising administrative functions of the finance office and preparing annual fiscal reports. • Processing purchase requisitions and providing administrative support. • Conducting building inspections and making determinations regarding compliance status with building codes, enforcing building and zoning codes and ordinances, providing information to the public and assisting them in achieving compliance with codes and ordinances. • Maintaining records of grant and special aid programs revenue and expenditure reports for reimbursements and performing various administrative functions associated with grant and special aid programs. 11. Education and Experience - Please indicate the minimum education and minimum experience level needed to complete the normal, day-to-day tasks: Employee (check one) Supervisor (check one) Less than High School Diploma or GED .............................................................................................................. High School Diploma or GED. .............................................................................................................................. Associates Degree ............................................................................................................................................... Bachelors Degree ................................................................................................................................................. Masters Degree .................................................................................................................................................... PhD ....................................................................................................................................................................... Other ........................................................................................................................................................ Major/Coursework: Type of Experience: _____________________________________________________________________ Years of Experience No experience ...................................................................................................................................................... Less than one year (minimal) ............................................................................................................................... One to three years (moderate). ............................................................................................................................ Three through five years (considerable) ............................................................................................................... Six or more years (extensive) ............................................................................................................................... 12. Licenses, Certificates and Registrations - Please indicate if there are any licenses, certificates and/or registrations required to perform your job (e.g. driver’s license) (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) Are these required: Upon Hire Within 6 months Within 1 year Within 2 years If requirement is specific to the license, certification or registration, please indicate timeframe by each one individually. Employee (check one) Supervisor (check one) Page 3 13. Special Training - Please indicate if there is any special training required to perform your job. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) Are these required: Upon Hire Within 6 months Within 1 year Within 2 years If requirement is specific to the training, please indicate timeframe by each one individually. 14. Work Level - Level of work required to complete your normal, day-to-day duties satisfactorily. Handles everyday, reoccurring basic assignments and problems (basic) ............................................................................... Handles a variety of typical assignments and problems independently (intermediate) ........................................................... Senior or supervisory level; handles all advanced assignments and problems except those requiring policy or procedural change (difficult) ...................................................................................................................................................................... Managerial in nature; directs all assignments and deals with all problems (complex) ............................................................ 15. Work Complexity - Complexity and difficulty level associated with the tasks necessary to complete your work. Consider the level of judgment, analytical ability and creativity required and whether there are standards, policies and procedures that guide your actions. Regular and repetitive tasks, processes or operations requiring the selection and execution of actions based on defined procedures ............................................................................................................................................................................... Fairly standard procedures and tasks where basic analytical ability is required, such as comparison of numbers and facts to select the correct actions. Detailed guidelines and procedures are generally used to make decisions or determine actions. ................................................................................................................................................................................................. Requires the application of a variety of procedures, policies and/or precedents and moderate analytic ability in adapting standard methods to fit facts and conditions. .......................................................................................................................... Considerable analytical ability is needed to select, evaluate and interpret data from several sources; interpretation of guidelines, policies and procedures is required. ........................................................................................................................................ Widely varied and involving many complex and significant variables, requiring analytical ability and inductive thinking in adapting policies, procedures and methods to fit unusual and complex situations. ............................................................ 16. Working Conditions - Conditions you are subjected to during your day-to-day duties: Absence of disagreeable conditions (excellent) ...................................................................................................................... Involves occasional exposure to some disagreeable elements (dust, heat, fumes, cold, noise, vibration or wetness) and accidents are improbable other than minor injuries (good). ............................................................................................ One or more elements above; involves frequent exposure to hazards where lost-time accidents are definitely possible (somewhat disagreeable) ....................................................................................................................................................... Several elements above are occasionally present to the extent of being objectionable or regular exposure to work situations that could result in incapacitating accidents or, on occasion, loss of life (disagreeable). ........................................................ One or more of the above elements are regularly present and objectionable, or continuing exposure to work situations that could result in incapacitating accidents or periodic exposure to situations involving hazards that could result in total disability, critical illness or loss of life (hazardous) ........................................................................................................................................................ Continuous exposure to work situations involving hazards that could result in total disability, critical illness or loss of life, despite the provision and/or implementation of available safety measures (very hazardous). ............................................................ 17. Mental Stress and/or Effort - Conditions you are subjected to during your day-to-day duties: Limited mental effort and/or stress .......................................................................................................................................... Some mental effort and stress involved resulting in inconvenience and frustration. ............................................................... Considerable mental effort and stress ..................................................................................................................................... Serious mental stress involved that could, over a period of time, result in temporary nervous disorder and severe mental anguish. ................................................................................................................................................................................... Severe mental stress involved that could result in permanent nervous disorder/mental instability ......................................... Employee (check one) Supervisor (check one) Page 4 18. Interpersonal Skills and Communication Skills - Skills required during your day-to-day duties: Little or no contact required except with immediate associates and direct supervisor (limited). ............................................. Regular contact within the department and periodic contacts with other departments, outside agencies and the general public (general). ................................................................................................................................................................................. Regular contact within the department and other departments, outside agencies and general public (supplying or seeking information) on specialized matters (reactive). .......................................................................................................... Outside and inside contacts to carry out organization programs or occasional contacts with officials at higher levels on matters requiring cooperation, explanation and persuasion, or work requiring enforcement of laws, ordinances, policies and procedures (proactive) ............................................................................................................................................................................... Regular contact with persons of importance and influence involving considerable tact, discretion and persuasion (influential). ................................................................................................................................................................................................. Continuing contact involving difficult negotiations calling for well-developed sense of timing and strategy; representing department or organization in policy settings (managerial) ........................................................................................................................ Please list people or groups with whom you must interact and/or communicate in the performance of your job. (e.g.: citizens, customers, clients, elected officials, supervisors, subordinates, consultants, engineers, etc.) 19. Knowledge - Level of knowledge required to complete your normal, day-to-day duties satisfactorily. (S) Some Basic knowledge of principles and terminology (G) General Sufficient knowledge to perform and deal effectively with normal and routine situations (T) Thorough Sufficient comprehension to deal with and resolve unusual and difficult problems (C) Comprehensive Mastery and understanding of the subject; most advanced degree of knowledge a. Comprehension Skills Please list the type(s) of manuals, texts, drawings, documentation, technical abilities, etc. to which you refer in the performance of your job (e.g.: maintenance manuals, policy and/or procedure manuals, engineering or architectural drawings, electrical or mechanical diagrams, maps, etc.). Please consider the level of knowledge required to comprehend and mark appropriately. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) S G T C Related industry, organization and department policies, practices and procedures. Related industry, organization and departmental legal guides, recommendations, best practices, ordinances and laws. b. Information Processing Skills Please list the type(s) of records, reports, charts, graphs, technical abilities, etc. you prepare or process in the performance of your job (e.g.: billing statements, attendance records, time sheets, vehicle maintenance reports, letters, flow charts/diagrams, technical reports, performance appraisals, meter readings, balance sheets, etc.) Please consider the level of knowledge required to prepare the items and mark appropriately. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) S G T C Employee (check one) Supervisor (check one) Page 5 c. Equipment Please list the type(s) of machinery and/or equipment that you use or service in the performance of your duties. (e.g. standard office, specific law enforcement, specific fire fighting, bulldozer, garbage packer, container truck, lawnmowers, front loader, etc.). Please consider the level of knowledge to operate the items listed and mark appropriately. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) S G T C Standard Office (computer, fax, telephone, copier, etc.) d. Technology Hardware/Software Requirements Please list the type(s) of hardware and/or software that you use or service in the performance of your duties (e.g. spreadsheets, word processing, presentation, accounting, servers, CPUs, printers, etc.) Please consider the level of knowledge to operate the items listed and mark appropriately. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) S G T C Standard Office Software (spreadsheets, word processing, presentations, databases, etc.) Standard Accounting Software Are you performing troubleshooting prior to contacting your organizations IT/IS department or vendor? Yes No e. Mathematical Requirements What mathematical skills are required in order to perform your job? Ability to make arithmetic computations using whole numbers, fractions and decimals. Ability to compute rates, ratios and percentages Ability to understand and apply governmental accounting practices in maintenance of financial records f. Other Required Knowledge, Skills, Abilities or Other Factors Are there other requirements required to perform your job not referenced in a-e? Employee (check one) Supervisor (check one) Page 6 20. Level of Responsibility - How much freedom or independence is required or allowed in the performance of your normal duties: Close supervision, or tasks are so routine and standardized that they do not require supervision (prescribed). .................... Moderate supervision within standard operating procedures; supervisor or senior workers are generally nearby to answer questions, make “judgment calls” and/or prioritize work (standardized) .................................................................................. Limited supervision with general autonomy in determining how objectives are achieved; supervisors generally set operating benchmarks, goals and objectives (directed) .......................................................................................................................... General direction, based on broad goals and policies (broad) ................................................................................................ Involves setting policies and goals for the department or organization operation (strategic) .................................................. 21. Organizational Impact and Consequences - How your daily duties impact the organization and the consequences of those duties: Supportive, informational, recording or other services to assist others in producing correct and effective results; minor consequences (incidental) ....................................................................................................................................................... Assisting and supporting others or individually providing data or facilitating services for use by others; minor to moderate consequences (advisory) ......................................................................................................................................................... Daily actions or services affect individual clients/citizens; activity has moderate impact on specific cases in service area (operational). ........................................................................................................................................................................... Participating with others (within and/or outside of community/agency) in program development, service delivery and supervision of subordinate staff; moderate to serious impact (contributory). ............................................................................................. Major individual impact on and accountability for end results affecting organizational unit or total community/agency (primary) ................................................................................................................................................................................................. 22. Financial - Please indicate the dollar amount over which you have accountability, approval and/or authority. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) $0 (N/A) $20,000 - $49,000 $1,000,000 - $4,999,999 $1 - $999 $50,000 - $99,999 $5,000,000 - $19,999,999 $1,000 - $4,999 $100,000 - $499,999 $20,000,000 – 49,999,999 $5,000 - $19,999 $500,000 - $999,999 $50,000,000 + 23. Supervision and/or Oversight - The scope and type of responsibility that you exercise as a supervisor or lead worker of other employees. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) Do you supervise or have oversight of other positions: Yes, continue in this box No, continue to next section Please check all that apply: N/A Work Group/Team Unit/Section Department Division Organization List the positions by title, along with number of individuals within the position, that you have responsibility for: For the positions listed above, do you effectively recommend or take action on the following: Effectively Recommend Take Action Effectively Recommend Take Action Hire Suspend Assign Work Terminate Direct Work Discipline (Oral Reprimand) Reward Discipline (Written Reprimand) Transfer Evaluate Performance Promote Demote Adjust Grievances Coach and/or Counsel Train Develop Staff Schedules Inspect Work Other Employee (check one) Supervisor (check one) Page 7 Supervisor’s Comments (To be completed by immediate supervisor of employee) Are the statements provided by the employee accurate and complete? Yes No Please indicate any inaccuracies or incomplete items. I certify that the answers to the above questions are my own and to the best of my knowledge and belief are correct and complete. Employee(s) E-Signature(s) Date Supervisor or Dept/Div Head E-Signature Date Americans with Disabilities Act Supplemental Information Form Page 8 In order to assist in developing class descriptions which recognize and accommodate the requirements of the Act, each employee is requested to complete the attached ADA supplemental information form. Please check only those physical requirements or activities and sensory requirements that are absolutely necessary to perform the essential functions of your job and those environmental conditions which apply. If options provided are not applicable, please do not check the corresponding box. The employee should check the appropriate box on the left side of the form. Supervisors should review information provided by the employee and verify the requirements of the position by checking the appropriate box on the right side of the form. 1. The physical requirements of this position. Does this job require that weight be lifted or force be exerted? If so, how much and how often? Check the appropriate boxes below. Employee Amount of Time Supervisor’s Input None up to 1/3 1/3 to 2/3 2/3 & up None up to 1/3 1/3 to 2/3 2/3 & up Up to 10 pounds of force Up to 25 pounds of force Up to 50 pounds of force Up to 100 pounds of force In excess of 100 pounds of force What is being lifted: 2. The physical activity of this position. How much on-the-job time is spent in the following physical activities? Show the amount of time by checking the appropriate boxes below. Employee Amount of Time Supervisor’s Input None up to 1/3 1/3 to 2/3 2/3 & up None up to 1/3 1/3 to 2/3 2/3 & up Stand Walk Sit Speak or hear Use hands to finger, handle or feel Climb or balance Stoop, kneel, crouch or crawl Reach with hands and arms Taste or smell Push or pull Lifting Repetitive Motions 3. The sensory requirements of the position are: Visual Acuity Standard vision requirements .............................................................................................................................................................. Close vision .......................................................................................................................................................................................... Distance vision .................................................................................................................................................................................... Ability to adjust focus ............................................................................................................................................................................ Depth perception .................................................................................................................................................................................. Color perception .................................................................................................................................................................................. Night vision ........................................................................................................................................................................................... Peripheral vision ................................................................................................................................................................................... Vocal Communication Expressing or exchanging ideas by means of the spoken word. ....................................................................................................... Detailed or loud talking to convey detailed or important spoken instructions to others accurately, loudly or quickly. ...................... Hearing Perception Ability to recognize information at normal spoken word levels. .......................................................................................................... Ability to receive detailed information through oral communications and/or to make fine distinctions in sound. .............................. Employee (check all that apply) Supervisor (verify job requirement) Page 9 Sensory Utilization Preparing and analyzing written or computer data .............................................................................................................................. Visual inspection involving small defects and/or small parts .............................................................................................................. Use of measuring devices .................................................................................................................................................................... Assembly or fabrication of parts within arms length ............................................................................................................................ Operating machines ............................................................................................................................................................................. Operating motor vehicles or equipment ............................................................................................................................................... Observing general surroundings and activities ................................................................................................................................... 4. The environmental conditions the worker will be subject to in this position. How much exposure to the following environmental conditions does this job require? Show the amount of time by checking the appropriate boxes below. Employee Amount of Time Supervisor’s Input None up to 1/3 1/3 to 2/3 2/3 & up None up to 1/3 1/3 to 2/3 2/3 & up Wet, humid conditions (non-weather) Work near moving mechanical parts Work in high, precarious places Fumes or airborne particles Toxic or caustic chemicals Outdoor weather conditions Extreme cold (non-weather) Extreme heat (non-weather) Risk of electrical shock Work with explosives Vibration Breathing apparatus Exposure to blood borne pathogens Other: Other: Other: 5. Typical Noise Level Employee (check only one) Supervisor (verify job requirement) Very Quiet (e.g. park trail, storage or file room) .................................................................................................................................. Quiet (e.g. library, private offices) ........................................................................................................................................................ Moderate Noise (e.g. business office with typewriters and/or computer printers, light traffic) ........................................................... Loud Noise (e.g. heavy traffic, large earth-moving equipment) .......................................................................................................... Very Loud Noise (e.g. jack hammer work, garbage recycle plant) ..................................................................................................... City Clerk Dept/Div: Administration FLSA Status: Exempt General Definition of Work Performs difficult administrative work maintaining official city records, voter registration and election administration, liquor licensing and general clerical administration, and related work as apparent or assigned. Work is performed under the general direction of the City Manager and City Council. Continuous supervision is exercised over Administrative Specialist, Office Specialist and Election Judges. Qualification Requirements To perform this job successfully, an individual must be able to perform each essential function satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Essential Functions Administers elections, voter registrations, election judge training and absentee balloting. Prepares agendas and composes minutes of city council, Board of Review, EDA and HRA meetings; attends meetings. Performs records management and determines file coding, assists department secretary with purging files and updating computer systems. Processes legal papers on behalf of the City resulting from council meetings, etc. and assures receipt of executed file copy; initiates public notices. Maintains official city records such as resolutions, ordinances, code books, affidavits of publication, minutes, contract documents, project bid results, vehicle titles, forms management and the Administrative Procedures Manual. Responds to inquiries and requests from the public regarding city ordinances, city history, council action, etc. Receives all claims made against the City, informs claimant of process, submits paperwork to the City’s insurance carrier and prepares request for action enabling city council to acknowledge claim. Supervises Office Specialist and department Administrative Support Specialist. Serves as Notary Public. Coordinates commissioner recruitment and maintains database. Serves as data practices responsible authority. Maintains budgetary responsibility for elections and City Hall. Serves as a member of the City's management team and the Emergency Operations Center. Knowledge, Skills and Abilities Comprehensive knowledge of local government functions and operations. Comprehensive knowledge of local ordinances, state and federal laws relating to elections, procedures and other city clerk functions. Comprehensive knowledge of records management policies and procedures. Comprehensive knowledge of office management practices and procedures. Comprehensive knowledge of data processing applications. Comprehensive skill operating standard office equipment and applicable hardware and software. Comprehensive skill monitoring and maintaining paperwork and data. Comprehensive skill operating standard voting equipment and software. SAFE System © 2013 City of New Hope City Clerk Dept/Div: Administration FLSA Status: Exempt Knowledge, Skills and Abilities (cont.) General skill operating audio and visual equipment. General skill operating standard accounting software. Ability to represent the City in a professional manner. Ability to supervise, direct and evaluate department personnel. Ability to work effectively with city staff, department heads and employees. Ability to organize and manage large quantities of records. Ability to make arithmetic computations using whole numbers, fractions and decimals. Ability to compute rates, ratios and percentages. Ability to maintain a cash drawer. Ability to establish and maintain effective working relationships with citizens, elected officials, consultants, other city staff, local business owners, vendors and the general public. Education and Experience Associates/Technical degree and considerable experience working in general office support, working as a city clerk, or equivalent combination of education and experience. Physical Requirements This work requires the occasional exertion of up to 25 pounds of force; work regularly requires repetitive motions, frequently requires standing, sitting, speaking or hearing and using hands to finger, handle or feel and occasionally requires walking, climbing or balancing, stooping, kneeling, crouching or crawling, reaching with hands and arms, pushing or pulling and lifting; work requires close vision, distance vision, ability to adjust focus, depth perception, color perception and peripheral vision; vocal communication is required for expressing or exchanging ideas by means of the spoken word and conveying detailed or important instructions to others accurately, loudly or quickly; hearing is required to perceive information at normal spoken word levels and to receive detailed information through oral communications and/or to make fine distinctions in sound; work requires preparing and analyzing written or computer data, operating machines, operating motor vehicles or equipment and observing general surroundings and activities; work has no exposure to environmental conditions; work is generally in a moderately noisy location (e.g. business office, light traffic). Special Requirements Notary Public certification. Minnesota Municipal Clerks Academy. Valid driver's license in the State of Minnesota. SAFE System © 2013 City of New Hope