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HomeMy WebLinkAboutR-1993-134 Civil ServiceRESOLUTION NO. R-93- 134 A RESOLUTION authorizing the execution of a professional services agreement with Walsh Moncada and Company. WHEREAS, the City of Yakima employs a work force of over 600 people; and WHEREAS, it is necessary to comply with the Charter Civil Service Commission Rules and Regulations regarding reclassification studies and for the purpose of avoiding legal liability and promoting a productive workplace; and WHEREAS, the Human Resources Division of the City of Yakima does not have staffing levels or specialized expertise to conduct the reclassification studies and cannot respond to the reclassification studies in a timely manner; and WHEREAS, Walsh Moncada and Company specializes in conducting classification and compensation studies in the public sector arena, and it is in the best interest of the City to contract to utilize their expertise according to the terms of the attached agreement, now, therefore, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF YAKIMA: The City Manager and City Clerk are hereby authorized and directed to execute the attached and incorporated "Consulting Services Agreement" with Walsh NIoncada and Company for the purpose of conducting reclassification studies. 14th December ADOPTED BY THE CITY COUNCIL this day of , 1993. ATTEST: �I y City Clerk (Is res-wn_sn mcncada rp Mayor CONSULTING SERVICES AGREEMENT BETWEEN THE CITY OF YAKIMA AND WAL$H MONMPANY ,lig v (THIS AGREEMENT is made and entered into this & day of 199, by and between the City of Yakima, Human Resources Di Sion, h ein referred to as the "City" and Walsh Moncada and Company, a company herein referred to as "Contractor," WHEREAS, the City finds it necessary to contract with Walsh Moncada and Company to provide specialized human resources services in performing classification/reclassification work. WITNESSETH that for and in consideration of mutual covenants, promises, and agreements, herein contained, the parties mutually agree as follows: I. gr sjQngl_ Services. Contractor shall serve as temporary chief examiner for reclassifications and shall perform all of the work, tasks, and services contained in Attachment "A," Consultant Qualifications and Proposal, which is attached and incorporated into this Agreement. The reclassification studies to be completed are enumerated in Attachment "B," which is attached and incorporated into this Agreement. 2. Ism The term of this Agreement shall commence on the 1st day of January, 1994, and terminate on the 31st day of December, 1994. 3. raimpgumitima. As consideration for the work, tasks, and services performed by Contractor, the City agrees to compensate the Contractor according to the payment schedule contained within Attachment "A"; provided, however, that the City's obligation to compensate Contractor for all fees, services, costs, and expenses shall not exceed the combined total amount of Twelve Thousand, Nine Hundred Seventy -Five Dollars ($12,975.00). 4. Nan -TI seriatiQf. During the performance of this Agreement, the Contractor shall not discriminate on the basis of race, color, sex, religion, national origin, creed, or the presence of any sensory, mental, or physical handicap. 5. Indepent&nL9ntractoZ. The Contractor specifically represents to the City that she/he is not an officer or employee of the City, nor does she/he reside with or contribute monetary amounts to any City employee or officer. S. HiLlnilizanss. It is understood that the City does not maintain liability insurance on the Contractor. 7. No Assignment. This Agreement, or any interest therein, cannot be assigned in whole or in part by the Contractor to any other party without the prior written consent of the City, Page 1 of 2 (10ayr/walah moncada,rr' S. Termination. The City may terminate this Agreement, with or without cause, by giving the Contractor fifteen (15) days written notice of termination. 9. Damages. If for any reason the Contractor fails to provide the services specified in this Agreement and the City is forced to secure such services from another company, the Contractor shall be liable for any and all additional expenses to fulfill their obligation to the City. 10. Integration. This Agreement constitutes the entire agreement between the parties. There is no other oral or written agreements between the parties as to the subjects covered herein. 11. Severability. If any portion of this Agreement is changed per mutual agreement or any portion is held invalid, the remainder of the Agreement shall remain in force. 12. Attorneys' Fees. In the event that any suit or action is instituted by either party to enforce compliance with or interpret any of the terms, covenants, or conditions of this Agreement, the prevailing party shall be entitled to collect, in addition to necessary court costs, such sums as the court may adjudge as reasonable attorney fees. The venue for any action to enforce or interpret this Agreement shall lie in the Superior Court of Washington for Yakima County, Washington. CITY OF YAKIMA, WASHINGTON By: Dick Zais, City Manager Dated: J a 1 / 7 P1-3 -3 ATTEST: By: City Clerk Dated: / -/ / '7 h =3 WALSH MONCADA AND COMPANY By: Arl Ac1-146 Erin Walsh Moncada, President Dated: //6 By: Dated: CITY CONTRACT NO. 3`,. _ -13'1 Page 2 of 2 (ls)agr/walsh moncada rp Wa_ah Moncada and Comp.,..iy CONSULTANT QUALIFICATIONS AND PROPOSAL Temporary Chief Examiner for Reclassifications Pay and Classification Plan October, 1993 ATTACHMENT A 10715 178th Street S.E. • Snohomish, WA 98290 • (206) 668-8101 TABLE OF CONTENTS Section Topic Page I. Introduction 1 II. Proposal to Act as Temporary Chief Examiner for Reclassifications 2 III. Firm and Consultant Qualifications 3 IV. Firm References 5 V Project Fees and Estimated Total Project Cost 7 Attachment Potential Consulting Role in Reaching City Objectives Through a General Job Analysis and Compensation Study 8 Walsh Moncada Consulting Proposal Page 1 Section I - Introduction The City of Yakima has an immediate need to process approximately 15 reclassifications involving 26-30 individuals. Our firm has been asked to submit a proposal for performing the duties of the Chief Examiner in relation to these reclassifications. They are to be handled at the rate of 2-3 per month for the next 6 months or so. Our firm would follow current Civil Service procedures in the role of Temporary Chief Examiner for Reclassifications. It is also our understanding that the City of Yakima has not undergone a system -wide reclassification since 1978. The City Charter charges the Chief Examiner with the duty to devise a "pay and classification plan with job descriptions providing equal pay for equal work," in cooperation with and subject to the approval of the Civil Service Commission. In addition, the City, under the broad heading of "organizational development," is examining approaches for introducing total quality management ("TQM") concepts and techniques to its delivery of municipal services. Accordingly, this proposal covers the following topics: the conduct of reclassifications, firm and consultant qualifications, firm references, project costs, and revision of the City's compensation system to help it attain its developmental objectives. Walsh Moncada Consulting Proposal Page 2 Section II- Proposal to Act as Temporary Chief Examiner for Reclassifications Our consultants have substantial experience conducting reclassification proceedings in a municipal environment. In order to perform this role for the City of Yakima, Walsh Moncada and Company would act pursuant to the Civil Service Rules and Regulations of the City of Yakima, specifically Chapter IV, Section D. thereof. In brief, we would be performing the following tasks: review of submittal documents; conduct of a job audit interview with the incumbent(s); salary survey for each position; update and/or rewrite the class specification; and, prepare the allocation recommendation in the form of an Agenda Statement / Ordinance or as otherwise directed. In carrying out these duties, we will employ standard compensation / classification methodologies as established by the American Compensation Association. In reviewing documents and interviewing incumbents, we will at all times maintain a neutral and unbiased approach as outsiders who have been brought in to deal fairly with the individuals involved. We will conduct salary surveys in accordance with the City's currently established practices, and will develop a system to appropriately reflect local labor market conditions. The class specifications can also be written according to current City guidelines, with a broad or narrow scope. In addition, we would plan to meet once with the Civil Service Commission and to be present before the City Council for the first reclassification taken up for consideration, should the Council have any questions about the findings or methodologies employed. We would also plan to make a final presentation to the Council after completion of the reclassifications, in order to report our observations and recommendations concerning the existing classification plan. Walsh Moncada Consulting Proposal Page 3 Section III - Firm and Consultant Qualifications Walsh Moncada and Company has been in business since June, 1987. Services include job analysis and evaluation, salary and benefit surveys, pay policy audits, job descriptions, pay plan design, organizational and work flow analysis, and compensation training. We have specialized in public sector classification and compensation within Washington State. The firm is a certified woman -owned business. Our consulting philosophy includes reliance upon seasoned consultants with broad personnel and senior management experience, custom-designed solutions, close control of product quality, open and forthright project communications, respect for client staff and their positions, and delivery of products on time and within budget. We have built our reputation upon sound judgment and integrity. All of our numerous consulting projects have been successfully implemented. Prospective clients are encouraged to contact our references. The backgrounds of the project manager and senior consultant are of particular relevance to this project. The former was a classification director and compensation administrator for the City of Seattle; the latter, also with the City of Seattle, was a classification / compensation analyst. In those capacities, both conducted job analyses, wrote class specifications, wrote allocation reports and defended allocations before the Seattle City Council and Civil Service Commission. Both have considerable experience working with labor unions and the full range of City government positions. c cs F." 0 U ti Walsh Moncada Consulting Proposal Page 4 Erin Walsh Moncada - Project Manager • Certified Compensation Professional, American Compensation Association • Senior Consultant, Howard Johnson & Company, 1984-1987 • Compensation Administrator, City of Seattle, 1980-1984 • Lead Job Analyst, Seattle Public Schools, 1978-1980 • High School English Teacher, Northshore Schools, 1975-1978 Juan P. Moncada, Senior Consultant • Director of Management Operations, Washington State Dept. of Licensing, 1985-1988 • Director of Housing & Zoning Enforcement, City of Seattle, 1983-1985 • Employment Services Manager and Classification/Compensation Analyst, City of Seattle, 1980-1983 • Employment Representative, University of Washington, 1978-1980 • Juvenile Court Intake Officer, Chehalis Juvenile Courts, 1975-1978 James M. Walsh, Consultant • Business Advisor, Noronha Law Firm, Miami, 1993, Sao Paulo, Brazil, 1989-1991 • Operations Manager, ABC -LM, Inc., Seattle, 1985-1989 • Officer, Legislative Committee Chair and Registered Lobbyist, Washington State Process Servers Association, 1986-1988 • Master of Business Administration, University of Washington, 1993 U Walsh Moncada Consulting Proposal Page 5 Section IV - Firm References Yakima Public Schools Ms. Julia Blesio Classified Personnel Director 104 N. 4th Avenue Yakima, WA 98902 (509) 575-2983 Classification, job descriptions and salary recommendations for office personnel positions. Organizational review for efficiency and effectiveness in one department. Yakima Air Terminal Mr. Bruce Loy Airport Manager 2300 West Washington Ave. Yakima, WA 98903 (509) 575-6149 Job analysis, classification, job descriptions, salary survey, salary structure and report. Yakima YWCA Ms. Kathy Carnes Deputy Director 15 North Naches Ave. Yakima, WA 98901 (509) 248-7796 Job analysis, classification, job descriptions, salary survey, incentive plan, report and appeals for entire agency. Pasco Public Schools Mr. Douglas Kernutt Director of Personnel 1004 N. 16th Ave. Pasco, WA 99301 (509) 547-9531 Analysis of work load, work assignments and performance in high school and middle school offices. Recommendations for improvements and action. U Walsh `4oncada Consulting Proposal Page 6 Northwest Regional Educational Laboratory Dr. Ethel Simon -McWilliams Associate Executive Director 101 S.W. Main, Suite 500 Portland, OR 97204 (503) 275-9507 Salary policy audit, compensation and benefits survey, innovative compensation design, and recommendations on incentives and benefits for entire staff of private, non-profit educational consulting firm. City of Olympia Ms. Jan Gillingham Personnel Director P.O. Box 1967 Olympia, WA 98507 (206) 753-8442 Classification review of secretarial / clerical positions; new class specifications and salary recommendations. Federal Way School District Mr. Randy Long Director of Human Resources 31405 18th Ave. So. Federal Way, WA 98003 (206) 941-0100 Compensation study for professional - technical positions, including job analysis, job descriptions, salary survey, salary structure design and recommendations. Salary survey for custodial and maintenance jobs. Additional References Available Upon Request Walsh Moncada Consulting Proposal Page 7 Section V - Project Fees and Estimated Total Project Cost [Revised -12107/931 Due to their experience in city government, the project manager and senior consultant will be handling the majority of this project, at hourly rates of $95 and $80, respectively. The hourly rate for our third consultant, who will perform the salary surveys, is $65. Except for the salary surveys, an average rate of $87.50 per consulting hour is used below to detetrnine the project ceiling. Given the fact that some of the reclassification positions have multiple incumbents, and the volume of materials that have been submitted by some of the employees, we would estimate the time requirements as follows: Tas Hours Avg. Hrs. Number Reviewing submittal documents (per incumbent) 1-2 1.5 28 $ 3,675.00 Job audit interview with incumbent 1 1 28 2,450.00 Salary survey (per position) 1-2.5 1.75 13 1,706.25 Update or rewrite of class specification 1 1 15 1,312.50 Allocation recommendation 1 1 15 1,312.50 Initial presentation to Council (2 consultants) 1 1 2 175.00 Final presentation to Council (2 consultants) 2 2 2 350.00 Total fees (maximum): Estimated expenses (travel, lodging as necessary): 10,981.25 1,993,75 Total fees and expenses (maximum):1297" Walsh Moneada Consulting Proposal Page 8 Attachment - For Future Consideration Potential Consulting Role in Reaching City Objectives Through a General Job Analysis and Compensation Study The City of Yakima has about 630 full year employees. An additional 300 or so seasonal employees are added each summer. These employees occupy approximately 250 classifications. The City is one of the largest employers in Yakima County. In the wake of initiatives being taken in the private sector to improve the quality and efficiency of services, the City has begun a self-examination under the general rubric of "organizational development." See, for example, Agenda Statement, item 9, meeting of 10/12/93, "City of Yakima Organizational Development," and attachments thereto (hereafter "Agenda Item 9"). Specifically, the City would like to expand the use of TQM concepts among its classified employees. The City has two other major issues related to its classified employees that require attention. One is the need for career ladders that employees can ascend. The other is a City Charter mandate of "equal pay for equal work" that has yet to be implemented. It is our opinion that a thoroughgoing job analysis and compensation study, conducted over the next two or three years, could address all of these concerns. No such system -wide project has been undertaken since 1978. With so many issues on the "front burner," this may be an especially appropriate time for evaluating the compensation / classification system. The redesign of compensation systems is at present a primary topic among compensation professionals. Companies attempting to restructure and introduce TQM are hamstrung by antiquated compensation practices. We are entering an era where work teams, multiple and evolving skills, and flexibility are critical to organizational success. What we have, however, are pay systems linked to seniority, individual performance and rigid job categories. These problems are particularly acute in the public sector, bound as it is to Civil Service rules. Walsh Moncada r Consulting Proposal Page 9 Rather than taking on the Civil Service system, however, we believe that a variety of positive changes can be introduced from within it. The City Code, for example, mandates individual performance ratings for classified employees in ordinance 2.20.040, and possibly elsewhere. Professor Bowman, in his article "At Last, An Alternative to Performance Appraisal: Total Quality Management," included in Agenda Item 9, concluded that focus on individual performance was inimical to continuous process improvement and teamwork. If we adopt this view, progress by the City will be impossible until the host of municipal, state and federal Civil Service laws and regulations is altered. It will be far better to introduce incremental movement within the existing framework. For example, Chapter IV, Section C, of the Rules and Regulations for the City of Yakima Civil Service, under "Class Specifications," states: It is not to be assumed that each task listed in the class specification will be performed by all employees within the class. The examples given are to be construed as descriptive of the class as a whole and not as prescribing the exact duties of any employee. The flexibility in drawing up class specifications which the above section permits may make it possible to introduce what is known as a "broadbanding" classification and compensation plan. Such a plan can be combined much more readily with such innovative concepts as TQM, skill -based pay, etc., than can the traditional classified system. Furthermore, career tracks can be introduced that provide clear-cut ladders for employee growth. These tracks can contain factor differentiations to minimize the impact of an "equal pay for equal work" mandate. The TQM overview prepared by Smith Culp Consulting (included in Agenda Item 9) points out that rewarding and recognizing people for the quality of their work is one of the hallmarks of TQM. However, while their overview of TQM is quite thorough in other respects, the authors offer no examples of how reward systems (i.e. compensation) are to be tied to TQM. As mentioned above, compensation professionals are heavily involved with this issue at present. Walsh Moncada Consulting Proposal Page 10 The general consensus is that there is no one right way to design and implement such a system; customized approaches are necessary. It is in this regard that we believe our firm could be of great service to the City of Yakima. We have experience in developing what are known as alternative pay plans. Our consultants have the advanced skills and training necessary to work closely with the entire range of City employees, legal counsel, collective bargaining unit representatives, and quality / TQM experts (both internal and external) to devise a workable, acceptable pay and classification plan. We would envisage this project lasting two to three years. The first step would involve identifying the objectives of a new pay system. Then, a model would be developed for review and comment / input from all relevant stakeholders. The new plan would then be communicated to the employees and implemented. Finally, the impact of the plan would be measured to determine its effectiveness. While at this point a precise estimate cannot be given of the cost of developing and implementing such a plan, typically a project of this magnitude could be expected to total about $150,000 - $250,000 over two or three years. It should be pointed out that a properly designed and implemented plan should produce savings that offset its cost, especially when the plan is undertaken for the purpose of improving the quality of the City's services and the productivity of its employees. Our firm is prepared to enter into preliminary discussions with the City over the scope, objectives and timeline of a comprehensive pay and classification plan. a '0,- a - ",g. U z Walsh Moncada c: LIST OF SUBMITTED RECLASSIFICATIONS AS OF 1-6-93 ATTACHMENT B DA'L'E CURRENT DEPT, POSITION EMPLOYEE SUBMITTED FAY RANGE 1. Com EcDv DA IV JUDY ARINGTON 2-90 10.5 2. Clerks Deputy City Clk MELYNN SKOVALD 3-90 10.5 • 3. $ign Shop Sign Spec I DAVE WENTON 4-90 13.5 JARED SWEESY 4-90 HERBERT STILL 4-90 4.$Lgn Shop Sign Shop Super JAMES BOND 4-90 15.5 • 5. Codes Code Inspector JACK LOVELL 9-90 17 MIKE GAUDE 1"1 h 9-90 (Has left position) LEONARD HALL 9-90 6. ,L gj Legal Assistant LINDA SPENCE 1-91 12.5 7. Engineering DA IV WENDY LEINAN 1-91 10.5 8 Police DA N CHRIS O'NEAL 5-92 10.5 JULIE DEVOE 5-92 J. HENDERSON 5-92 PAULA WHITE 5-92 9. police Dispatcher ALL 10-92 12.5 10. Wastewater Utility Worker BLENN ROOF 12-92 10.5 11. Wastewater Chief Operators ALL 12-92 15.5• 12. Parks Parks Maint Super DON LANDIS 12-92 14 • JOHN THOMAS • These positions are part of the Management Group and they don't fit exactly into the pay ranges that are used as a standard for Civil Service Classes.