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R-2016-092 2016-06-27 RESOLUTION NO. R2016-92 A Resolution of the City Council of the City of Pearland,Texas, awarding a bid for the completion of the Compensation and Classification Study in the amount of$49,840.00 to Management Advisory Group International, Inc. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That City solicited competitive bids fo a Compensation and Classification Study and such bids have been reviewed and tabulated. Section 2. That the City Council hereby awards the bid to Management Advisory Group International, Inc., in the amount of$49,840.00. Section 3. The City Manager or his designee is hereby authorized to execute a contract for the Compensation and Classification Study. PASSED, APPROVED and ADOPTED this the 27t" day of June, A.D., 2016. \\,/ -?„, ,zi TOM REID MAYOR ATTEST: ```"''It,,,, ,''e NQ NG ��Y' ' , � ^�: . cn_ Y SEC0-TARY ''''/#11,100`‘‘�• APPROVED AS TO FORM: 0,-- 0--c_ DARRIN M. COKER CITY ATTORNEY Resolution No. R2016-92 Exhibit "A" AGREEMENT TO PROVIDE PROFESSIONAL MANAGEMENT CONSULTING SERVICES THIS AGREEMENT, entered into this S-P4 day of July 2016 ("effective date") by and between Management Advisory Group International, Inc. (hereinafter called the "Consultant") and the City of Pearland, Texas (hereinafter called the "Client") (together referred to as the "parties"). W ITN ESSETH: WHEREAS, the Client is interested in obtaining professional human resource and management consulting services to assist in developing plans and programs that conform to Federal, State, and local requirements and that will be approved by their representatives; and WHEREAS, the Consultant is staffed with personnel knowledgeable and experienced in the development of human resource and management systems. NOW, THEREFORE, for and in consideration of the services hereinafter contained, the parties hereby agree as follows: 1. Employment of Consultant. The Client agrees to engage the Consultant and the Consultant hereby agrees to perform the services described in the "Scope of Services" listed below. 2. Scope of Services. The Consultant shall do, perform and carry out in a good and professional manner human resource and management consulting services as may be requested by the Client, and included by reference herein is the Consultant's Proposal to the Client dated May 23, 2016 which details the proposed study timeline, work plan, and deliverables. (Exhibit "A") 3. Time of Performance. The services to be performed hereunder by the Consultant shall be undertaken and completed in such sequence so as to ensure their expeditious completion and best carry out the purposes of the agreement. The project will commence within ten (10) days of notification to proceed and will be completed within a 180 day time period or as agreed to by the Consultant and the Client. It is expected that the time period will be approximately six (6) months. 4. Method of Payment. Total cost of the proposed scope of services is $ 49,840. Ten percent (10%) of the total agreement amount shall be held back by Client - payable to Consultant upon successful completion of the services. Twenty percent (20%) of the total agreement amount will be paid to Consultant within (7) days from the effective date of this agreement and upon Consultant providing Client an invoice for said amount. Additional payments shall be due and payable in accordance with monthly invoices based upon work performed toward delivery of final reports and products as described herein. 1 5. Changes and Additional Services. The Client may, from time to time, require changes in the "Scope of Services" of the Consultant to be performed hereunder. Such changes, which are mutually agreed upon by and between the Client and the Consultant, shall be incorporated in written amendment to this agreement. The written amendment shall identify whether said change(s) alter the total agreement amount. For services not included in the "Scope of Services", a rate of$225 per professional hour expended and $60 per clerical hour expended, plus expenses will be charged. Any expenses for work done beyond the scope of services anticipated under this agreement will be approved prior to undertaking. 6. Services and Materials to be Furnished by the Client.The Client shall furnish the Consultant with all available necessary information pertinent to the execution of this agreement. The Client shall cooperate with the Consultant in scheduling and carrying out the work herein. 7. Rights to Terminate Agreement. The terms of this agreement shall be in effect through and including December 31, 2016. Either party shall have the right to terminate this agreement with or without cause, by giving written notice to the other party of such termination at least thirty (30) days before the effective date of such termination. Consultant shall be entitled to compensation for services rendered and expenses incurred through the effective date of termination. 8. Indemnification. Subject to Section 10, Limitation of Liability, set forth herein, Consultant agrees,to the fullest extent permitted by law, to indemnify and hold harmless Client for any amounts (including reasonable attorney's fees)for which the Client shall become legally obligated to pay as damages for negligent acts, errors and/or omissions of the Consultant arising out of the Consultant's performance under this agreement. 9. Limitation of Liability. The Client agrees that the Consultant's total aggregate of liability hereunder (whether contractual, statutory, tortious or otherwise) for damages on any one or more or all claims (regardless of the number of different or other claims, claimants or occurrences) shall not exceed the total of professional fees actually paid under this agreement. The Client further agrees that the Consultant shall not be liable to the Client for any indirect, incidental, special or consequential damages, any lost profits or any claim or demand against the Client by any other party, arising out of or in connection with the performance of services hereunder. 10. Information and Reports. The Consultant shall, at such time and in such form as the Client may require, furnish such periodic reports concerning the status of the project as may be requested by the Client. The Consultant shall furnish the Client, upon request, with copies of all documents and other materials prepared or developed in relation with or as a part of the services herein. 2 11. Matters to be Disregarded.The titles of the several sections, subsections, and paragraphs set forth in this agreement are inserted for convenience of reference only and shall be disregarded in construing or interpreting any of the provisions of this agreement. 12. Completeness of Agreement. This agreement and any additional or supplementary document or documents incorporated herein by specific reference contain all of the terms and conditions agreed upon by the parties hereto, and no other agreements, oral or otherwise, regarding the subject matter of this agreement or any part thereof shall have any validity or bind any of the parties hereto. 13. Personnel. The Consultant represents that it has, or will secure at its own expense, all personnel required in performing the services under this agreement. Such personnel shall not be employees of or have any contractual relationship with the Client. All of the personnel engaged in the services herein shall be fully qualified to perform such services. 14. Signatures. The Parties, may execute this agreement in counterparts. Each executed counterpart shall be deemed an original and all of them, together, shall constitute one and the same agreement. 15. Notices. Any notices, bills, invoices, or reports required by this agreement shall be sufficient if sent by the parties hereto in the United States mail, postage paid, to the address noted below. As to Client: As to Consultant: City of Pearland Management Advisory Group International, 3519 Liberty Drive Inc. Pearland,TX 77581 13580 Group Drive, Suite 200 281.652.1763 Woodbridge, Virginia 22192 (703) 590-7250 [Signature page and exhibits to follow] IN WITNESS WHEREOF,All of the above occurred as of the date first written below; this agreement shall be binding on Consultant beginning on the date it is accepted and executed by Client. 3 I Consultant: Client: Donald C. Long pw . N\-VA1?Nr-afll1-) President CZ 'VT''t -5-� 1 m�0 Management Advisory Group International, Inc. 13580 Group Drive, Suite 200 � LL- Woodbridge, Virginia 22192 -3 L2t-11�Ct1�`�`L 4 Siti-NA2si* • Proposal for a Compensation and Classification Study poi V yp T E X A S fST a Q RFP #0416-36 krunOir MANAGEMENT ADVISORY GROUP INTERNATIONAL,INC P1111•ARSNO F O Donald C.Long,Ph.D.,President 13580 Groupe Drive,Suite 200 Woodbridge,Virginia 22192 703-590-7250—phone don @maginc.org r117 • •-�•••- ��r 63 M •LI.INC• Of I MANAGEMENT ENT ADVISORY GROUP INTL•, INC. MANAGEMENT CONSULTING SERVICES May 23, 2016 Ms. Michelle Graham Director of Human Resources City of Pearland 3519 Liberty Drive, Suite 262 Pearland,TX 77581 281.652.1763 Dear Ms. Graham: Management Advisory Group International, Inc. (MAG) is pleased to present this Proposal for a Compensation and Classification Study, in response to RFP #0416-36. We have received and read Addendum #1. MAG is a national, full-service human resources consulting firm with extensive experience in classification and compensation projects, job analysis and evaluation, and human resources software. Principals of the firm have conducted over 500 similar studies in over 25 years of municipal consulting in 24 states. Nearly all of these projects have been in the public sector, and many within the state of Texas. Our experience includes studies for: • Travis County; • City of Lubbock; • Brownsville (and Port and Utilities Board); • Dallas ISD; • Round Rock; • Dallas Area Rapid Transit; • University of North Texas; • Bastrop County; • Corpus Christi; • New Braunfels Utilities; • San Antonio, among others. Management Advisory Group International. Inc. Ms. Michelle Graham Director of Human Resources City of Pearland May 23, 2016 Page Two We believe our software is the most progressive in the business for the purpose of conducting classification and compensation studies. We are able to work with any existing job evaluation system in the provision of reports and recommendations. Further, we will enable the City to maintain its system properly following completion of the project, without additional cost. The software we have developed over the years, and license to you for your ongoing use, is unmatched in the market place. We produce personalized implementation plans so that the City, management, and staff are able to evaluate various strategies according to financial limitations. One of our strengths is our ability to produce customized plans that ultimately result in implementation. Our consultant services are supported by a full complement of personnel, office space, and technological equipment required to meet our clients' needs. MAG is also a certified M/WBE (States of Florida and Virginia). Our FEID# is 88-0495510. MAG's proposal is valid for a period of one hundred twenty (120) calendar days from date of opening. MAG is prepared to modify the scope of services as needed, and we will be glad to discuss your needs in further detail as necessary. Please feel free to contact me if you have any questions, or require clarification on any aspect of our proposal. Management Advisory Group International, Inc. appreciates the opportunity to be of service to you and look forward to working with you on this important project. Sincerely, Donald C. Long, Ph.D. President Management Advisory Group International, Inc. 13580 Groupe Drive, Suite 200 Woodbridge, VA 22192 Phone: (703) 590-7250 Email: don @maginc.org Management Advisory Group International, Inc. Executive Summary Summary of Services Offered to the City of Pearland... MAG will provide a classification and compensation study, and related HR training.You will receive a comprehensive and balanced report that includes substantial compensation tables detailing recommendations. We will provide you with the tools and knowledge to maintain your system in future years. Professional Qualifications and Demonstrated Success in Providing Similar Services... MAG has the resources, staff and financial capacity to successfully complete your study. MAG has completed recent studies with as many as 11,000 employees. We have completed hundreds of compensation and classification studies, and have considerable success in the field. Our clients are all public sector agencies, including many successful projects in Texas. Expertise of Staff Members and Staff Allocation... MAG principals and staff have successfully completed over 500 similar studies over a 25- year period in 24 states. You can be assured of depth of experience in municipal matters, thus ensuring your success. Our primary partners working on your project include an expert witness in HR who has managed national HR practices for many years, a Ph.D. in Public Administration, and a partner who has conducted consulting studies for 30 years. Technical Approach and Tools to Complete Your Study... The software system and approach we have developed is specific to your interests, and includes a highly defined and progressive system of job evaluation. The software is specific to the conduct of compensation studies and sets us apart from our competitors. It has been proven in scores of similar studies to add value to your project. Customer Service...Enable the Client We license our software to you, and train HR staff in its use, thus allowing you to maintain your classification system and database of employees without continuing or excessive consultant costs. Our staff responds to emails within minutes 90% of the time, and will respond to any questions or clarifications at no cost for up to a year. Your Consideration is Appreciated... Donald C. Long, President, MAG International, Inc. Management Advisory Group International, Inc. 2016 ES-1 CITY OF PEARLAND, TEXAS COMPENSATION AND CLASSIFICATION STUDY TABLE OF CONTENTS Letter of Transmittal Executive Summary Table of Contents Section 1.0—MAG History and Statement of Qualifications Page 1-1 Section 2.0—Proposed Project Team Members Page 2-1 Section 3.0—Methodology and Timeline Page 3-1 Section 4.0— Price Proposal Page 4-1 Section 5.0—Project Lists and References Page 5-1 Appendices and Sample Tables Sample Agreement Sample Job/Class Description Required Forms Insurance Non-Collusion Contractor Questionnaire Conflict of Interest Questionnaire 7. AM copyright 2016 SECTION 1.0 MAG HISTORY AND STATEMENT OF QUALIFICATIONS _ copyright 2016 MAG International, Inc.Section 1.0 Introduction and Capabilities Section 1.0-MAG History and Statement of Capabilities Time in Business and Business Specialties The Principals of MAG International, Inc. MAG International,Inc.Selected Areas of Expertise have a proven track record in providing in- depth human resource management and %compensation and classification consulting services for over 30 years in 24 Pay Equity and Comparable Worth states. Our services for local governments Pant Factor Evaluation systems include a focus on classification and Broad Banding compensation studies. Our work also Benefits includes performance management Career Ladders and Lattices evaluation, compensation and pay equity and analysis, benefits, personnel policies, % Performance Management and Compensation Systems training, and procedures manuals. Pay-for-Performance Systems Performance Based Salary Administration Our clients range from cities and counties, Alternative Reward Programs various state and local government Self Managed Teams agencies, to many school and library Individual&Group Recognition Programs districts, as well as, constitutional offices ManagementiExecutiveCompensation such as Sheriffs, Supervisor of Elections, and Property Appraisers. We have 'Policies,Procedures and Training completed many successful compensation Personnel Ordinances and Policy Manuals projects for large agencies. The company Recruiting and Hiring Guidelines has been incorporated since 2001. Management Advisory Group International, Inc. is a privately held corporation located in Woodbridge, Virginia. MAG International, Inc. is a woman-owned term incorporated in the state of Florida in 20001 and continues to maintain corporation status in the states of Fbnida,Louisiana and Virginia. Staff for your project are primarily in North Carolina. MAG is one of three sister companies. MAG, Inc. focuses on state, county and local government;MAG LLC, focuses on federal contracts; and, MAG- DS primarily handles international projects. MAG's home offices are located in Northern Virginia, with associated staff in North Carolina and Texas. Your project would be managed from our North Carolina office. There are over seventy staff in the domestic offices and over 600 worldwide. ,`,iii 1, copyright 2016 1-1 City of Pearland, Texas MAG International,Inc. Philosophy Project Initiation and Timetables MAG is committed to providing the While MAG has other current clients, the highest level of professional human company has established a priority for resource management and consulting the initiation, scope, and timetable of this services to our clients. Our team of project. We are prepared to initiate this business and management professionals project immediately and complete a high possesses extensive experience, quality study within a four month period. education, and skill sets in a variety of study areas -- allowing us to assist our Current Clients clients in meeting their organizational mission, vision, and goals on a variety of Some of our current clients, with projects fronts. at various stages of completion, include: MAG believes that organizational ✓ City of Brownsville,Texas; efficiency and effectiveness is, in large ✓ City of Hammond, LA; part, dependent on recruitment, hiring, ✓ City of Charleston,WVA; and retention of quality, skilled personnel and staff — comprehensive human ✓ Broward County, Florida; resources management systems are an ✓ City of Jacksonville, Florida; absolute essential in today's world to ✓ Washington D.C. Council of accomplish organization mission, vision, Governments; goals, and objectives. ✓ City of Hampton, Virginia; Unlike our competition, in support of this ✓ Jefferson County, KY; philosophy, packaged along with our special V City of Richmond,Virginia; client tailored services, is our comprehensive V City of Petersburg,Virginia; classification and compensation study ✓ Manatee County Sheriff, Florida; software. MAG icenses its clients who V Charlotte County Sheriff, Florida enginth service wdh Me state-of-the-art ✓ City of Rock Hill, South Carolina; � human resource management software and `4 City of North Miami Beach, FL; training to ensure that our clients have the 14 City of Fountain, Colorado; know/edge,sAb and abilities to maintain their ✓ Queen Anne's County, Maryland. human resource systems from our study forward. 4 copyright 2016 1-2 City of Pearland, Texas Excellent Outcomes MAG's Special Human Resource Management Software Successful outcomes in our compensation and classification projects Because MAG is committed to providing have been diverse.They include: effective and efficient human resources consulting services, MAG has developed a ✓ revised compensation structures; suite of custom human resources software ✓ creation of management or solutions, providing MAG's clients with the executive pay structures and benefits packages; cutting edge ability to maintain an integrated, high-quality compensation, classification, ✓ comprehensive job/class descriptions where none have performance evaluation and employee existed; rewards systems long after completion of this ✓ adjustment to internal project. relationships to recognize changes in duties and MAG has developed and uses the following responsibilities; software applications: Market Managed; ✓ revisions to compensation policies to be marketable, fair, C/assiYi�caban Manager®, and Performance and equitable; Manageir ✓ adjustment to pay structures to recognize market changes for The flagship of our software package, selected employment groups; C/aSSihcamn Manager* is like having a ✓ assignment of geographic human resources department on your PC. differential to a pay structure C/essifcat n Managea designs custom pay where appropriate; structures, assigns employees to job classes, ✓ integration of multiple pay documents your FLSA decisions ensuring structures into a unified schedule; compliance with due diligence requirements, and provides extensive reports and ✓ identifying compression across the organization. forecasting scenarios to assist in developing management or labor compensation strategies. Classification Manager ® is an invaluable tool for forecasting, as well as, proving internal pay equity. Classificabb n Manage@ can be used with our proprietary system or easily adapted to use your existing system of job classifications. iim copyright 2016 1-3 City of Pearland. Texas organization in a competitive posture to Market Manager® is MAG's custom survey recruit,retain and motivate employees software that is designed to electronically collect job class, pay practice and related data from organizations that may compete with our The third prong to our unique awroach to clients for like classes of employees. Each human resources management targets survey instrument is customized to reflect and employee performance. MAG understands collect the specific data requested by our that managing performance is one of the client, ensuring that the unique needs of the toughest challenges faced by public sector client organization are addressed as an employers and, in response, has designed integral part of each of MAG's studies. and developed Performance Manager® to effortlessly link people, pay and performance. To ensure that all data analysis activity compares "apples to apples," Market Manager®has internal controls that normalize MAG has committed to maintaining state of survey data for employee groups that work the art tools to assist our clients in the conduct non-standard work hours, such as of human resources projects. instructional/educational personnel, allowing the client to directly compare compensation Data is able to be easily used in Excel formats packages for either work hours or work days to ensure ease of use by our clients. of employees within the agency and across the competitive markelp/ace. This is MAG has the organizational, financial, staff, especially cyit/cal when evaluating work within and technical capability to assure success for agencies with varying work hours. the City in this important project. MAG has never had any contracts terminated prior to In addition to implementing targeted surveys, the end of the contract. Litigation has never Market Manager® maintains an extensive been filed against our firm. data mine of current market information that can be accessed to support any market survey study undertaken on behalf of our clients. This powerful tool provides the information necessary to design compensation packages that reflect reality in the marketplace, and putting the client's copyright 2016 1-4 SECTION 2.0 PROPOSED PROJECT TEAM MEMBERS }2016 Section 2.0 MAG International, Inc. Qualifications of Professional Personnel Section 2.0-Qualifications of Professional Personnel Our Professional Consulting Staff substantial consulting experience with all local government functions. Dr. Long MAG will provide total project possesses a Ph.D. in Public management and administrative Administration and Finance from Florida oversight and will be the primary Atlantic University. He is located in the consulting team. Principals bring 30 Asheville, NC area. years of directly related public service David Lookingbill, Associate Vice- consulting experience to your project. President, MAG. Mr. Lookingbill has 40 MAG's team of professional consultants years of experience providing human have worked extensively together for the resource management expertise in a past 15 years to design, develop, and variety of public sector organizations, implement highly competitive, including state, city and tribal innovative, state-of-the-art jurisdictions. He has provided public compensation management and sector human resource management rewards, pay and classification systems. consulting services to over 175 governmental organizations in the areas Donald C. Long, Ph.D., President, of classification/compensation, selection Authorized Representative, MAG. Dr. device development/validation, Long has over 25 years of experience organizational structure, ADA providing management assistance to compliance, policy/procedure elected and appointed officials in the development, employee performance areas of human resources, staffing and planning/appraisal and staffing needs organizational reviews, program identification. Mr. Lookingbill has been a evaluations, public policy/productivity, certified public sector instructor in strategic planning, public safety services, compensation for WorldatWork. He is and other related management areas. He located in the Asheville, NC area. has provided public sector management and financial consulting assistance to James Brittain, Senior Consultant, has over 300 governmental and nonprofit over twenty years of extensive agencies in a variety of service areas, organizational expertise in support of including management research studies MAG's client work. He has provied for cities, counties, and public agencies in consulting assistance to many of MAG's the area of organization and clients including school districts, management, human resource systems, municipalities, counties and state program evaluations and productivity agencies. His work has included job studies, staffing and cost-benefit analysis, analysis, market review and analysis, and and strategic planning. He has the development of compensation liff copyright 2016 Section 2.0 MAG International, Inc. Qualifications of Professional Personnel programs. He has served as both a Ms. Mathews is recognized by the courts Director of Faculty Development and as a as an expert witness in the area of pay Director of Distance Learning in which he equity and comparable worth, and is a gained extensive experience in Certified Professional Consultant. Ms. management, human resource issues and Mathews served on the senior staff of concerns, strategic planning and the International City Management compensation structure development. Association (ICMA) in Washington, D.C., James has a Master's degree and has and as national director of conferences completed course work for his doctoral and membership for ASPA, also in degree. He is located in the Asheville, NC Washington, D.C. Ms. Mathews was an area. assistant professor in charge of Government Career Development Carolyn Mathews, CPC, Executive Vice Programs for Florida Atlantic University. President, Authorized Representative, Ms. Mathews holds a bachelor's degree MAG. Ms. Mathews has extensive from Florida Atlantic University, where experience in public management she has also completed graduate studies consulting and has served as project in public administration. She is located in director for more than 400 human the Asheville, NC area. resources management studies; successfully directing over 50 studies in the last three years. Prior to joining Eric Nieves, Senior Project Consultant, MAG, Ms. Mathews was a Partner with MAG. Mr. Nieves is a Human Resources MGT of America, Inc. as well as the leader with documented success in fast- Partner-in-Charge of the firm's Human paced multicultural environments. He has Resources Management Consulting expertise in labor relations and conflict Division. In this role, she developed the resolution, to include union avoidance company's human resources practice and union negotiation experience. He is a area, its forms, software, and processes, seasoned recruiter with solid expertise in and directly managed all large human assessing staffing needs, and resources management projects. She was transforming them into long-term also vice president of David M. Griffith placements. He served for a number of (DMG, now Maximus), a national years as a Human Resources Director for management consulting firm, and served a municipality in the Orlando area. Mr. as the Vice-President of the Human Nieves has a Bachelor of Arts in Human Resources Management Consulting Resource Administration and a Master of Division and directed scores of major Arts in Organizational Management form compensation and classification and the University of Phoenix. Mr. Nieves is general management studies across the bi-lingual (English/Spanish). nation. r 1{ copyright 2016 Section 2.0 MAG International, Inc. Qualifications of Professional Personnel Ken McConnell, Director of Internet Jennifer Huber, Esq., General Counsel, Services and Databank Administration MAG. Ms. Huber has provided direct for MAG. Mr. McConnell brings over services to numerous municipalities in a twenty years of experience in both the variety of functional areas. Ms. Huber public and private sector. His broad IT serves as MAG's General Counsel background provides a wide range of providing expertise in legal compliance support for MAG clients, including the and contract management both, ability to assist them in interfacing from domestic and internationally. their HRIS system to MAG's software. He also designed MAG's proprietary online performance system, Performance Manager©. His experience includes application software, SQL Server, Access, COGNOS, Delphi, FEA Apps, CAD/CAM Apps, Crystal Reports, Fast Report, various ERP and accounting applications as well as the development of custom programs and reports for MAG's clients. Mr. McConnell has an undergraduate degree in engineering and is completing his MBA. He is Asheville based. Wendy Stephens, Director Administrative Services MAG. Ms. Stephens holds two AA Degrees (Business Administration and Legal Studies) and a BA in Political Science with a minor in Psychology. She has over 20 years experience owning and running her own successful business (TX/NC), as well as, provides a wide range of experience in business management analysis for MAG's clients. Ms. Stephens coordinates market reviews and compensation analysis. Ms. Stephens ensures that consultants at MAG International, Inc. stay abreast of client needs and requirements as changes evolve. She is Asheville based. copyright 2016 Section 2.0 MAG International, Inc. Qualifications of Professional Personnel MANAGEMENT ADVISORY GROUP PROPOSED PROJECT CONSULTANTS Carolyn Mathews Executive Vice President-MAG Project Coordination David Lookingbill James Briltain Associate Vice President-MAG Senior Consultant-MAG Compensation Analysis Employee Communications Ken McConnell Donald C.Long.Ph.D. Director IT Services MAG President-MAG Database Adniinistratiori Classification Analysis Eric Nieves Wendy Senior Consultant-MAG Director Administrative ervic Classification Analysis MAG Survey Coorrbnator \V copyright 2016 Section 2.0 MAG International, Inc. Qualifications of Professional Personnel Client StafResponsibilities important that these data are supplied in the format required for manipulation by MAG, in all of its studies, expects to MAG's analysts. This data will be produce all products in a turnkey fashion, necessary to determine costs to performing all necessary technical and implement the newly developed pay professional work. Staff will be expected plan(s). All records and databases are to assist MAG's team only in scheduling kept strictly confidential, and are meetings, transferring data collected for returned to you or maintained upon the study, reviewing draft questionnaires, project completion. survey instruments, survey target lists, MAG Customer Focus and reports, and providing input into philosophical issues pertaining to the development of a human resource MAG's focus is on delivering quality classification and compensation system studies quickly and efficiently to our to meet the needs and preferences of the clients. client. We want to continue to be name that MAG will request that the client provide you think of when you need Human at the outset of the study a database of Resources consulting. current payroll information for positions to be included in the study. It is NV copyright 2016 SECTION 3.0 METHODOLOGY AND TIMELINE Screen Shots: Confidential and Proprietary 11.111.111111111F- NV° copyright 2016 Section 3.0—Project Approach/Methodology This section is considered confidential and not subject to public disclosure. Project Understanding and Scope of Services We are able to firmly state that we have the experience from hundreds of similar projects to ensure success in your study. Supplementing the experienced MAG staff are software tools that enable us, and ultimately the HR Department as well, to both create and maintain your compensation system with accuracy and efficiency. You will be assured of both internal and external equity in the system. MAG understands the specifics regarding the scope of services will include: MAG will develop a compensation program that is fair, equitable, and competitive with other municipalities in the surrounding geographic market area from which the City of Pearland recruits and lends itself to a total rewards package. Y MAG will evaluate current pay grades, i.e. number of pay grades, including additions, deletions, and/or consolidations; appropriate spread between minimum and maximum of pay ranges and recommend a strategy for improvements. MAG will develop a classification system that facilitates ongoing compensation analysis and reporting based on similarly-situated employees, similar skills, qualifications, responsibilities, and pay, using job family grouping and EEO job categories that comport with EEOC guidelines for government employees. And provide a tool the department can use to continue that evaluation/analysis process. This is one area where MAG clearly shines, with the ability to enable the City to maintain its system in future years. MAG will conduct job analysis; review position titles (including supervisory/management) and recommend a titling structure which defines consistent levels of responsibility across the organization and provide the instrument/system for ongoing management of the system. r MAG will identify the appropriate assignment of exempt and non-exempt status in accordance with the Fair Labor Standards Act. We will acknowledge potential issues relative to pending changes to FLSA regulations. MAG's recommendations are advisory in nature and we always suggest additional review by competent legal counsel. MAG will provide a full update of job descriptions that connect the individual jobs to the overall purpose and mission, goals, core values of the organization. - MAG will identify an alternative recommendation demonstrating the methodology the City should use to implement the new classification and compensation system, and the advantages, disadvantages and cost of the alternative. MAG offers to license its highly progressive and proven Classification Manager)software to ensure the City is able to maintain its system properly going forward. r MAG will develop, document and propose a policy and procedure to address reclassification requests. MAG will work with the City to develop and document a compensation philosophy that clearly articulates objectives and guiding principles to attract, retain and engage employee that support the City's core beliefs and develop a salary administration system that includes clear and transparent policies and procedures. MAG will develop an understanding of the City's current level of competitiveness against comparable organizations in various public and private sectors and position the City's compensation to be as competitive as possible within fiscal guidelines. Y MAG will review/recommend/provide solutions a for pay for performance system/process. Y MAG will identify trends and alternatives to the current compensation structure. Deliverables will include but are not limited to: o Classification Report o Compensation Report o Plan that identifies issues and prioritizes suggested adjustments o Instruments/systems for continued use and analysis by the department. For example, compensation analysis solution, performance management solution, disciplinary documentation solution. o Updated job descriptions o Documented policies and procedures for reclassifications o Local market comparison report o Updated pay plans These services are consistent with the services MAG principals have provided to hundreds of local government agencies over a 30-year period. PROPOSED PROJECT METHODOLOGY FLOWCHART Compensation and Classification Study Process HR and DH JlaruneN \ • Satan Surrey i JAQ Proce„ Suncy Data Anal}.i, / Job Data Re■ie% • / • • Proposed Salary Schedules Individual Salary Adjustment Calculations Cost Calculations 1 Implementation Options/Costing Project Initiation and Data Requirements Initial Upon agreement to proceed, MAG's study team will meet with Meetings management, HR and departmental staff, and other appropriate personnel to request background information, review the objectives of the study, and discuss concerns and issues. MAG's representatives will meet with Department Heads to discuss the strengths and limitations of the current human resource system and identify any classification and compensation concerns that exist within each of their departments. Department Heads will have significant input into identifying their issues as the project moves forward. Input from these meetings and subsequent meetings will allow MAG to assist with refining and articulating a sound compensation philosophy that can be used to drive future decisions. copyright 2016 3-3 Department Head At the outset of the Input study MAG Data Required representatives will meet with HR Executive Leadership staff, r Current Employee& Payroll Data and Department Heads to communicate Organization Charts goals and objectives. Supervisors will also r Pay and Classification Plan be provided with an "Administrative Salary Schedules Issues" forms, which will guide them in .- Personnel Policies providing feedback on problem areas or concerns and to identify positions in need of review. We will also conduct managed Focus Groups for employees by selecting employees from various occupational categories. This will allow for input into study issues and concerns at the employee level. We will discuss: r The City's positive efforts in conducting a compensation study, thereby gaining the support and cooperation necessary to conduct a successful study; fr An overview of the study goals and objectives, thereby ensuring staff are apprised of the City's intentions to maintain a competitive salary system; r The study approach and critical aspects of the project so staff is made aware of and understands the project's important milestones and schedule, as well as their contribution to adhering to established timelines; and, r An opportunity to ask general questions pertaining to the project so that concerns can be addressed at the outset of the study. Internal Equity As a tool in supporting MAG's comprehensive and professional approach, we have developed and utilize a WindowsTM based system, Classification Manager°, an evaluation system that integrates current market data through Linear Regression Modeling. When the City sees the efficiency and effectiveness of the software tool developed by MAG specifically to accomplish compensation projects and to support the goals and vision of our clients, you will see that there is no true comparison on the market by any of our competitors. The software will be licensed to HR at no additional cost for ongoing use to maintain the system for many years to come. copyright 2016 3-4 Job Questionnaires—Full Documentation in an Easy to Use Format MAG has developed a highly efficient online job questionnaire process for employees. Supervisors access their employees' questionnaires for review and comment. Supervisors are advised in the orientation sessions not to alter employee submissions. Job questionnaires can be printed at any time following completion of the questionnaire. This approach enables MAG to make distinctions at the employee level. Your project will include the completion of job analysis questionnaires and use of the software to generate reports. You will see that MAG's online Job Questionnaire is comprehensive and easy to complete, and has been successfully completed by over 250,000 employees at all levels in local/state government agencies. We utilize and propose to client organizations that the position evaluation process be conducted by means of a quantitative job evaluation system. We have developed and utilize a WindowsTM based system, Classification Manager`, an evaluation system that utilizes Point Factor Analysis and integrates current market data through Linear Regression Modeling. This evaluation tool provides accurate, defensible analyses with multiple reporting and tracking options. The system is used to evaluate each job classification in Classification Manager' to determine a point value. The evaluations provide a quantitative score and identify similar jobs in the current plan(s). The system is an outgrowth of the federal FES system and has been tailored to the needs of local government. For each job, the following factors are measured to establish internal equity: Data Responsibility Judgment People Responsibility Complexity of Work Assets Responsibility Impact of Decisions Experience Physical Demands Education Unavoidable Hazards Math Safety of Others Communications Equipment Usage copyright 2016 3-5 City of Pearland,TX SAMPLE JOB ANALYSIS SCREEN EMPLOYEE LOOKUP MAKES IT EASY TO: Sample Data with 40,000 employees NI 41 ►1 HI+1 Proposed lob class Eva( Locate and Log Respondents Lookup By Position E] todcup er Enrpbre- a P.a 4 - p°°0on 11,30051 xorocoacc r Build Current Supervisory ry rk<r,pcter esse War/1 1.1,1585 rm< IDTYASSESSOR —10777(7— Q•e Mn MM M4 Relationships pop.RE ( Exempt r Per plan 1ST 1 ro I $1 I$50.o0a I;to3.cro Dep.,m,ep tar ASe::o• unit trA<ASSESSOR - Enter Employee's Decree at Uwlveweet een<'NDefrn°°0e - Description of the job o dor000r!.se end d•prNSe ell real WM'',m the Ct, Ota ReS/onfibiIc L Ms posmon n eppomt<d br and reports to me Dry Council people RecpeacibcRJ a I•e:eer,e end formulele fan(WO(pell1N me monitorial, I develop led p0,LOn payee:and ne(on•t<WO Assets Resp..Julia). L even... a Autonomy ward+e°farrnlete krq rerpe ODek for the 0,,c, ahan.I derokp Roam and Paebm papers ���°^ n<pdt�t<,�I,�i�faa�trae �rKN:ana,aNN(<aar,ptle Self-Validation of the aeoeradon, Job Responsibilities Commonest= a e.pnee Judgment d0 Pno].M1 RCSeomlbnites/Tashi rtQoeed of Pnsiowes wabn Thu Cocos El lepan of Ee w003 • .. f<tf nM:on:borD]n - Import • "� Job Class Tasks • P]yika Demands a_Minoan Properly,Ni: MI:: Etulpenent Usage Weise<!Abet and roll«aon; (t Unavoid able Moved, 1 Meet web council members Safety 0f(Milers. e Provide'n.boos<us es s vie end updurel * 0 Add Explanatory Notations Tetel Palen 901 •Tetl ph oafs.`,ported by the otv coded each bud0er mr.Ma a a smpie-marbe..ncurrbere posbm N0"] Same Criteria for All Employees The software is used for the integration of current market data and employee information to produce informative, innovative, and budget projection reports. The information submitted in the online job questionnaire is downloaded by MAG International, Inc. for review and analysis. MAG is often able to assist clients in streamlining the classification system by grouping jobs that are substantially similar into a consolidated job class. MAG's unique software system, Classification Manager®, also retains the employees' "working title" thus reducing any resistance to migrating from a wider number of "working titles" to a more streamlined number of classification titles. Simplification increases understanding and improves the efficiency of administering the plan. In addition to consolidating positions, MAG groups positions into occupational categories. .,, ;ffil 4 copyright 2016 3-6 Review of Progression in the System MAG will identify whether there is an opportunity for advancement within the different occupational families. This will assist you in identifying career ladders/promotional opportunities that logically occur within the organization. External Market Review of Position Classifications We develop the market salary survey instrument, provide the survey instrument and target list to HR for review, comment, and suggestions, and contact target organizations to solicit survey participation. The survey instrument will be customized to meet your needs. MAG prefers to conduct salary surveys on-line via our custom internet survey, but alternative formats (hard copy, email & facsimile) are also available. For your study, MAG will use the identified sources of data and manage the input directly into our Market Manager''software program. MAG also has a large, current database of compensation data which can also serve as a resource. Private sector data for jobs that are competitive in that market is normally collected through published sources. Survey Instrument Content Each survey instrument is pre-populated with the following information for review by the target organization: • Job class title. • A brief description of the job class. • Required qualifications of the job class. We will then enter the following survey data into Market Manager '': • The respondents matching title and degree of match; • Minimum, mid-point and maximum pay ranges; • Notes regarding differences between the City's and respondent's job class. 11 \7 copyright 2016 3-7 ( City of Pearland,TX SAMPLE SALARY SURVEY 7. rR 7»• rfl,.en Iwlt tfa. &Sand• i" .o r,,:rnrp Il rtagnc ea,pt.ra/revery ven,,,?„d«w:v,,-: v G., ,. Iv• 43:,.• . t:t<, w, , ap. D � � Selected Benchmark Classifications A Salary Survey for Valued Client • Select Organ,fehonn Select Reprosentetne; '• Regional and Nahonl Lo:atrons H R Officers • U S Cities ❑FI., Brief Class . r.porderd(411,p org Jnb Class Tele Aprrs,le•d COrr,rerr,N v,':I Presto.I Nesl Description& Qualifications Obtains/revters plane of large residential dwell n a HS Diploma ,, . vat*construction angle.. Refuges sad .• .equivalent) and thine years of and nee eeamerCial Stench its annual - teChnina. experience and/or ineonv and expo Me question ,ire availing. Performs lap faPPraisaln, surveying, n. "valuatio on appliceate pcorertie.•using the eem l estate, etc.). Requires Enter Salary/Pay rom effreach,evthodology. Measures and classifies * current rloride Dr Ioers _. Information Your Matching Tale Ire«.•Mrtcrtrng;.1'a!'are —_------ DayrN Of Match Pay Fw4amcy C ,.: C U Minimum M,d Point - _ 11.11 bays 11,,,,.,.11 Ilo,un I.I I Ilonoe u ' r Pay Raga .- h - !- .. _ __ r __ _ Noll S:Plasm.describe an dii. os ranc below. Saw s Chan a Pont Form Place Nees stout :idle Here - Sot mitI Reset Data I.atton'aticatly send when ctdecing a new tale or when using the Next or Pronoun button; Mxrayemen.ACwsoy Group.Inc PHONE 1850)306 2711 EMAIL cok undyx,y 0 Intend la At the close of the survey phase, we analyze the received survey response data and compile market study results for your review, evaluation, and comment. Once final results are calculated, we submit the completed market report and recommendations. copyright 2016 4 3-8 City of Pearland,TX SAMPLE SURVEY RESULTS Salary Survey Results Emergency Coen►nadcaMions Officer Deury nWoyees in this 21 ass receive and transfer messages by telephone or two- ab shift Serves as a polioe telephone perator Cans are received for general Information,police personnel and police,or other emergency eqJ ant provides the' Benchmark enerel information,boosters caOs to OMice performed and bansferocalls for police emergency equipment to shin Sergeant Calls ore ay ratlb hompoaoe vehicles for general mfcrmabon and obtained horn teletype or other source and r @Quested mformtaion transmitted Operator I Classification ;cords all information concerning calls and complaints Does related work as needed. Nab xpe,ience and training in radio communicator's Completion of a standard high school course;or any equivalent combination of expenence and airang which provides the required knowledge 014115 and abilities adio operator's license prescnbed by the Federal ComrrunioabOns Commssion Range ' I Actual CCAAvg lI Respondent Mat/Wide Math Min MY Max Width �4 Entry Avg Pay i Pay ash Von 3ma2&.dr $1'.933 522.432 $28.., 565.' U I Survey Swiht.y s wawa*cm $19,96 524919 $Dy¢f 0 1--i Dow b. < Wiwi cm.auoa.orie. $amt saute s,t�t9 _ 0 Respondent(s) Ph., -'ra7tOw - .. =.,,. arc N..Smmr&ch tam $25 $35,e44 Milt ❑ - Mara x.►aw+uau 522,63 t25$?i $313& EM ❑ 1..6 Wry ls.raed $22235 SZWAab $33322 499' 0 ...WNW, Tab maa.aI $22415 122A6? S32,52e 452n 0 t.atboaSw ........, mte&sp r s22?s4 roxis $34795 54• ❑ - Results apt, loauMMII Ulmer. 522,9% $33523 $42263 5s. 0 Average nt SW* $32,8116 Comparison 1..,.f W.W44 $15,9411 SI M 923947 41% s DiOeresae (SSA: i$1.16) (19319) ' Di((ereue 34^,: .34 1•: .390. ■ The market report includes: Overall raw data and response from the survey participants and our analyses of the received data; > Our recommendations for use of the received data in the development of the subsequent pay plan(s) and salary schedule recommendations; and Discussion regarding any observations by analysis staff during the market survey that are deemed applicable to the overall objectives of the study. Report of Study Conclusions and Implementation Options Prepared for You Because we tailor plans to the specific needs of each organization, several cost analyses for implementing proposed study recommendations can be considered. The cost by employee to bring staff up to the proposed pay range minimums is the most conservative option and is always provided. Other options, such as length of time in classification and performance histories, can also be used as criteria to assign employees to the proposed plan. .w... 40 copyright 2016 3-9 I. Our program generates analysis reports for each scenario under consideration for implementation. The analysis reports detail statistical data for each employee according to the selected implementation scenario. The report details each incumbent by employee number, job code, position number, division, department, proposed pay grade and pay range, proposed salary, and dollar amount (if any) of proposed salary adjustment. Thus, you are provided with an in-depth budget review and forecasting tool to facilitate selection of the most viable and appropriate implementation strategy. Once an implementation strategy is determined, we initiate the final reporting phase of the project and provide you with a proposed pay and classification plan report that presents: > Revised pay rates and salary schedules for all classifications in the scope of the study, r Study findings, statistical detail reports, and detailed financial impact scenarios based on your identified goals and objectives, r Implementation options and strategies regarding maintenance and costs of the proposed elements of the plan, r Recommendations for pay administration practices for all issues and elements identified as useful to during the course of study, 'r Recommendations regarding segregation of employees with respect to entry level compression or other agreed upon criteria (if applicable). 3 4 copyright 2016 3-10 City of Pearland, TX SAMPLE IMPLEMENTATION REPORT Sample Data with 40,000 employees Implementation Report Proposed Pay Ran 6 AGRICULTURE(Dept Code 83100) FTE ETA hence a111.Va int, II lia1 :n.. •:I.1�1. St. fut. Ire Go E:'.al Co S.11�II_• Rat•. LW te, Po,IWm0 Q r I % I Rope.sd 1. ., Ron I UV I Y3, (a Ca,■ Fl Na?07 Ce,,:II't I SIC •:•.er Mr I Molt lEC.nl. Ens ploj,•Mtn* N.me SEPGEA Hr 0051) '.0.^¢36 55,S0 56.413 15 31 I 0302:0961 03:W 1961 513413 1.148 0 0 1:005130052000001-0 15311.:E_114GE4 HT 0359 13914 16.97 ^11071 5 0 ONCC,IM1 I 95511 0 0 0 3 711TeP1frt ler.J•r CP8'11119EPVICC1UPE15",110P 006.5 5:66 34305 39916 G1 I I 03052000 0305x3000 31691 344 0 0 1:035096390:001-0 OP K.144 See 1I,EC.yuPEPVCOP 0365 13914 1669' 5071 I 0 0396300 117 35.3E 0 0 0 C•9EP4LD.TOUPP?09 Summary to Department Police C1:rant Payroll $56,378,706 1 Posifans 1287 Flat%Adjustment $1,127,574 Adjustment To Minimum $593,177 1 Adjusted ToMitrmum 66 Adjustment To Market $55,125 :Adjusted To IAA ke4 55 Adjustment Above Market $0 :Adjusted AboreUo.ket 0 AdjustmentTo Step $0 4Mjusted To Step 0 Merit Adjustmert $0 aMeiitMjustnents 0 Bonus Adjustment $0 11 Bonus Adjusttnents 0 Proposed Payroll $58,154,582 Summary for Sample Data with 40,000 employees Current Payroll $1,242,152,146 :Positions 40,4119 Flat%Adjustment $26,267,693 Atilustolert To Minimum $57,456,106 aA4usted ToIlinenun 151,95L1 Adjustment II Market $63,903,944 :A4usted To Market 23,4t1S Adjustmert Above Market $0 :A4usted Abode Markel 0 AdjustmertTo Step $0 It A4usted To Step 0 Merit Adjustment $0 Tr Meet Adios-Invents 0 Bonus Adjustment $96,569 9 Bonus Mlustment; 1i Proposed Payroll $1,461,012,380 C11113...104,ill LT.ntC Ii1337 PU P.porti° 4 Page:3 or.:3,-- All implementation recommendations and other reports such as the above sample can be exported into multiple software formats, including Microsoft Excel, Microsoft Word, Microsoft Access and PDF formats. All other project related reports/documentation are provided in the client's in-use formats, e.g., Microsoft Word or Excel. These files are provided electronically and in hard copy. Wffillilliriliriffillffi, ... alp— \V copyright 2016 3-11 Salary Plan Administration, Maintenance, and Training We will provide and install a licensed version of the automated Classification Manager' system. The system will contain the completed study data and pay plan, and HR staff will receive comprehensive training in the use, administration, and automated maintenance of the plan. The system includes comprehensive user-friendly documentation manuals with step-by-step procedures for the on-going administration of the plan. We ensure you are provided with the tools and training necessary to administer/maintain the plan. MAG will train HR staff in proper procedures and methods to ensure the plan remains in line with market indicators and organizational changes and/or growth. Thus, your plan will remain fair and competitive with the competing labor market. We remain available as a resource during the transition in the administration of the plan. Staff Responsibilities MAG, in all of its studies, expects to produce all products in a turnkey fashion, performing all necessary technical and professional work. Staff will be expected to assist MAG's team only in scheduling meetings, transferring data collected for the study, reviewing draft questionnaires, survey instruments, survey target lists, and reports, and providing input into philosophical issues pertaining to the development of a human resource classification and compensation system to meet your needs and preferences. MAG will request a database of current payroll information for positions to be included LJti in the study. It is important that these data are supplied in the format required for c manipulation by MAG's analysts. This data will be necessary to determine costs to ,7,-� implement the newly developed pay plan(s). All records and databases are kept strictly , confidential, and are returned to or maintained upon project completion. Project Work Plan MAG has developed a proposed work-plan and project timeline in order to accomplish the scope of services described above. .1111111.11111111=111.11.111 I 4 copyright 2016 3-12 PROJECT PHASES&WORKPLAN In order to meet the project's timeline, some of the proposed project activities and tasks indicated below will occur simultaneously. Phase 1:Project initiation Objective: To develop a project plan acceptable to all parties, gather pertinent project related data, finalize contractual negotiations, and establish a timeline for project activities and deliverables. Activities: • Execute Project Contract. • Meet with HR and departmental staff to discuss the project's goals and objectives, and to coordinate on-site activities. • Gather required project data/information, such as current class descriptions, current pay plan, administration policies and procedures, and organization charts. • Initiate the employee information data collection in required database format in Excel. • Establish a mutually agreed-upon project work plan, time lines, deliverables, and monitoring procedures that will lead to the successful accomplishment of all project objectives. Deliverable(s): • Finalized Project Work Plan. • Project Contract. copyright 2016 3-13 Phase II:Development of Compensation Survey Instrument; Review Current Practices Objective: To develop a salary/compensation survey instrument to gather compensation data from survey targets, establish a list of classifications for inclusion in the survey, and define target respondent organizations/published surveys. Review practices for current pay and recommend any needed changes. Activities: • Work together with HR and top management to elect appropriate market survey target employers for selected positions that offer comparable employment opportunities. • Develop draft market salary survey instrument to gather compensation data. • Review Draft Survey with the Project Manager; revise as necessary and appropriate. • Develop Final Salary Survey Instrument. • Conduct survey via internet, telephone, published data, and e-mail for benchmarks; review best practices for supplemental pay. • Review/clean collected compensation data and compare to current data. • Develop market compensation summary by classification. • Review compensation structure and develop recommendations. Deliverable(s): • Market Survey Targets and Classifications. • Survey Instrument. • Recommendations on compensation design.• copyright 2016 3-14 Phase Ill: Conduct Classification Review • Objective: To conduct a review of included classifications for appropriate internal equity and to identify functional overlap and efficiencies in departmental structures and relationships; reviewing the top level reporting relationships; review JAQ's for internal equity. Activities: • Conduct orientation meetings and distribute information on the Job Analysis Questionnaires° (JAQ) and data gathering instrument. The JAQ is written in an understandable and easy-to-read format. Employees can list the job duties and responsibilities that they regularly perform and any recent changes in work routine. The questionnaire will capture job data for such factors as education levels, experience, decisions, guidelines, complexity, scope and effect, physical demands, and work environment. This will ensure that the entire proposed pay and classification plan "fits" together in a coordinated manner. • Provide Administrative Issues forms to managers, supervisors, and key staff for their concerns regarding staffing, salary, and recruitment/retention issues. This will be a key component to the communications process, whereby key staff will be able to identify problems and clarify their own roles and responsibilities during the study process. • Review the Administrative Issues forms completed by administrators, managers, and supervisors to identify comments concerning position levels. • Conduct required interviews and Focus Groups. • Review completed JAQ's. • Evaluate each job class according to key criteria. • Make assignments and allocations for classes • Develop pay structure. Deliverable(s): • Classification Reviews IIIIIIIIMMIIIIIIIIIIIIII IV copyright 2016 3-15 Phase IV:Analyze Compensation Study Survey Data Objective: To gather, compile and analyze salary/compensation data in order to develop a proposed compensation plan. Activities: • Review and analyze market compensation data; compare to current data. • Recommend any needed compensation adjustments to the current system. • Create a salary design that meets the varying needs of different groups of employees. • Adjust the compensation architecture as needed to ensure that both the current and future needs are met. • Provide for internal executive/administrative review. Deliverable(s): • Survey Responses. • Draft Salary Survey Results. Phase V:Develop Revised Pay Plan Objective:To develop a revised pay plan. Activities: • Conduct analysis and evaluate the structure of the current classification plan(s) in terms of: 1. supporting the overall goals and objectives; 2. its ability to provide compensation comparability between and among various groups and classes of positions; t. 1111.11111111111.11111111111M 1111 40 copyright 2016 3-16 3. its ability to provide a meaningful salary level that not only recognizes the external market, but also recognizes credentials, certifications and experience; 4. developing an initial set of recommended changes in the structure of the current classification system. • Review recommended changes with the Project Manager and appropriate management staff and make appropriate revisions. • Develop revised pay plan(s). • Develop guidelines for maintaining the classification system. • Provide for internal review. Deliverable(s): • Revised Grade Order List and Pay Plan(s). • Reclassification recommendations (if applicable). Phase VI: Develop & Submit Draft Project Report Objective: To develop a draft report based on previous study activities and tasks. Activities: • Integrate project data and deliverables from previous project tasks into a draft report for internal review. • Provide draft project findings to management for technical review. Deliverable(s): • Draft Report. \V copyright 2016 3-17 Phase VII:Develop&Submit Final Project Report Objective:To develop a final report of project results, findings and recommendations. Activities: • Revise draft report as necessary and appropriate based on technical review, database additions/update and administrative review; develop and deliver final report. • Present project findings. • Provide all study documentation. Deliverable(s): • Final Report. • All Study Documentation. Phase VII!:Conduct Software Training& Technology Transfer Objective: To provide the results of the project, software system, and training for HR staff. Activities: • Provide for technology transfer of project related data and materials. • Conduct software and plan training for selected HR personnel. Deliverable(s): • MAG's Classification Manager® software (licensed for selective use internally). • Classification Manager®Training/User Manual. • Training for selected HR staff on Classification Manager® software, plan polices, and guidelines for maintenance. copyright 2016 3-18 Project Timeline Management Advisory Group's (MAG) ability to adhere to defined timetables will be to some extent dependent on timely action by management and staff in providing necessary data, determining philosophical approaches to be taken, and the acceptance or need for revisions to draft instruments or study products. MAG would anticipate completion of the project within a 4-5 month time frame. An estimate of potential budgetary impact can be provided earlier in the process if accurate employee data is provided relatively quickly. MAG has worked with many agencies to identify potential implementation impact to meet budgetary demands. We will meet your timeline, as we have in all of our projects. 4 __. copyright 2016 3-19 SECTION 4.0 PRICE PROPOSAL I T copyright 2016 Section 5.0—Budget MAG has developed a project budget for the City of Pearland based on the scope of services. Compensation and classification study (estimated 200 classes): $49,840. • Project management • Survey development • Survey management and administration • Employee meetings and top interviews • Online job questionnaire management and monitoring • Job evaluation • Classification analysis • Review of policies • Report tables and development • Draft report and interactions • Updated descriptions • Final report and training for HR staff MAG views the study as an integrated whole, and offers to complete the project for a not-to-exceed cost as noted above. This proposed budget includes anticipated travel and related operational expenses during the course of the project. Hourly rates for services beyond the scope would be $225 for professional staff, and $60 for support positions. Payment An initiation invoice of twenty percent (20%) will be requested. Monthly amounts will be invoiced as the work proceeds. Ten percent (10%) of the total contract amount shall be held back- payable upon successful completion of the project. Additional payments shall be due and payable in accordance with monthly invoices based upon work performed toward delivery of final reports and products as described herein. ma 41 . cupnT} �ht 2016 4 1 The fees to be provided do not include services provided by MAG following submission of its final report and recommendations. In the event MAG is required to provide documents or testimony in response to claims, demands or actions by third parties, MAG shall bill for services rendered based on then-current professional fees and expenses incurred, including reasonable attorney's fees. No tasks shall be undertaken without prior notification to you. This provision is intended to apply only to third-party actions based on implementation of MAG's report and findings. Suggested Indemnification Language: Consultant agrees, to the fullest extent permitted by law, to indemnify and hold harmless the Client from any amounts (including reasonable attorney's fees) for which the City shall become legally obligated to pay as damages for negligent acts, errors, and/or omissions of the Consultant arising out of the Consultant's performance under this Agreement; however, the amount Consultant will pay for damages is limited to the amount of the base contract. FLSA Recommendations: With reference to FLSA recommendations; MAG's review can only include recommendation in effect at the time of the agreement and cannot be anticipatory of changes that may or may not occur at some future point. While there are anticipated changes; it is unclear at this time when these might go into effect and how they might be interpreted by FLSA compliance officers. Any MAG recommendations on FLSA determinations are advisory. Proprietary Rights: The City acknowledges that certain report formats to be provided by the Consultant are copyrighted. However, in accordance with applicable "Public Records" laws, each file and all papers pertaining to any activities performed for or on behalf of the Client are public records available for inspection by any person even if the file or paper resides in the Consultant's office or facility. The City shall agree, to the extent permitted by law, to protect any information deemed a trade secret as that term is used within applicable statutes. Consultant asserts that its Classification Manager® Performance Manager® and Market Manager® software, Job Analysis Questionnaire (JAQ), methodology section of the proposal, and software development manuals and related documentation for the software are trade secrets and as such are not subject to disclosure. • copyright 2016 4-2 SECTION 5.0 ESTIMATED BUDGET fills , I copyright 2016 Section 5.0—Project Lists and References Our Experience MAG's partners have successfully managed more than 500 client engagements in 24 states. Projects have included agencies with as many as 16,000 employees. The proposed project team in MAG's human resources practice has worked together for 15 years and has provided human resources services nationwide, as a team, for such varied government agencies as: (nearly every one of these successful projects were similar to the services and scope of work being requested). MAG principals and staff have over 30 years of successful experience in working with very large public organizations on job classification and compensation projects. Selected Project Descriptions r Lubbock, Texas. MAG recently completed a Comprehensive Classification and Compensation Study for the City of Lubbock. MAG conducted orientation sessions, a comprehensive market survey, and 1,800 employees completed MAG's online Job Analysis Questionnaire. A report was issued and presented to Council for current implementation by staff. Class specifications were finalized in addition to training in MAG's Classification Manager software. r Broward County, Florida. MAG just completed a Comprehensive Classification and Compensation Study for the County's 5,000 plus employees. MAG conducted orientation sessions, a comprehensive market survey, and several thousand employees completed MAG's online Job Analysis Questionnaire. A four-hour meeting with the County Administrator to confirm results was done to discuss findings. The Board recently approved the study and a $10 million implementation plan.The County is fully considering MAG's Performance Manager as well. r Lexington Fayette Urban Consolidated Government, Kentucky. MAG recently completed a Comprehensive Classification and Compensation Study for the consolidated government of Lexington. MAG conducted orientation sessions, a comprehensive market survey, and 2,300 employees completed MAG's online Job Analysis Questionnaire. A report was issued and presented to Council for current implementation by staff. The study was approved and is being implemented. Follow up training in description writing was completed. Additional classification determinations were completed in 2015. copyright 2016 5-1 City of Pearland, TX y Brownsville, Texas. MAG just completed a Comprehensive Classification and Compensation Study for the City of Brownsville. MAG has conducted orientation sessions, a comprehensive market survey, and 1,000 employees completed MAG's online Job Analysis Questionnaire. A report was issued was presented to Council in 2015 for implementation by staff. Class specifications have been finalized in addition to training in MAG's Classification Manager software. r Brownsville Public Utilities Board, Texas. MAG just completed a Comprehensive Classification and Compensation Study for the Brownsville Utilities Board. MAG conducted orientation sessions, a comprehensive market survey, and several hundred employees completed MAG's online Job Analysis Questionnaire. A report was issued and was presented in August 2015 for implementation by staff. Class specifications are being completed at this time in a separate work effort. Brownsville Navigation District, Texas. MAG just completed a Comprehensive Classification and Compensation Study for the Brownsville Port. MAG conducted orientation sessions, a comprehensive market survey, and employees completed MAG's online Job Analysis Questionnaire. A report was issued and presented in December 2015 for implementation by staff. )- Jacksonville/Duval County, Florida. MAG is currently completing a Comprehensive Classification and Compensation Study for this major municipal government, following a MAG 2009 study of top level management positions. MAG has conducted orientation sessions, a comprehensive market survey, and several thousand employees completed MAG's online Job Analysis Questionnaire. A draft report is being reviewed at this time for the 2,500 positions in the scope of the study. Several implementation scenarios are being evaluated and considered. Texas Woman's University, Texas. MAG completed a Comprehensive Classification and Compensation Study for this university. MAG conducted employee and supervisory orientation sessions, a comprehensive market survey, and approximately one thousand employees completed MAG's online Job Analysis Questionnaire. Class specifications were finalized in addition to training in MAG's Classification Manager software. y Atlanta, Georgia. MAG conducted a Comprehensive Classification and Compensation Study for the Atlanta Public Schools. The study included analyzing individual jobs to develop an internal ranking and classification of several thousand employees, surveying the labor market to develop competitive salary ranges for each position, as well as doing a labor market review to assist in designing a market competitive structure for the Schools' instructional staff. The Board recently approved the study and a $10 million implementation plan. • copyright 2016 5-2 City of Pearland, TX Memphis, Tennessee. MAG assisted in a review of the organizational structure and opportunities for cost savings/reduction for this 16,000 employee organization. The City worked with MAG on a series of follow-up projects that spanned four additional years. MAG provided HR and organizational consulting assistance from 2006 to 2011. ✓ University of North Texas,Texas. MAG completed a Comprehensive Classification and Compensation Study for this university. MAG conducted employee and supervisory orientation sessions, a comprehensive market survey, and all employees completed MAG's online Job Analysis Questionnaire. Class specifications were finalized in addition to training in MAG's Classification Manager software. r Petersburg,Virginia. MAG recently completed a Comprehensive Classification and Compensation Study for this municipal government, following a MAG 2014 City- wide staffing and organization study. MAG conducted employee and supervisory orientation sessions, a comprehensive market survey, and approximately one thousand employees completed MAG's online Job Analysis Questionnaire. Class specifications were finalized in addition to training in MAG's Classification Manager software. ✓ Greenwood County, South Carolina. A comprehensive classification and compensation study was completed for the County government. In addition, MAG is currently finalizing the development of an online performance evaluation system for County employees at the request of the County Manager. Queen Anne's County, Maryland. MAG is currently completing a Comprehensive Classification and Compensation Study for this government. A complete draft report was provided in December 2015. r Jefferson Parish, Louisiana. This is a 2011 MAG project, in which all departments were reviewed for overall efficiency and effectiveness. A new proposed organizational structure was developed and used as a model by the incoming manager, hired from the University of New Orleans during the project. This agency was experiencing budgetary challenges due to changing demographics. Reductions in staffing levels were recommended.This organization has over 8,000 employees. ✓ Fayette County, Kentucky. MAG recently conducted a Comprehensive Classification and Compensation Study for Fayette County, in the Lexington area. MAG conducted orientation sessions, a market survey, and several thousand employees completed MAG's online Job Analysis Questionnaire. A follow-up compensation review was requested and is currently being completed by MAG. copyright 2016 5-3 City of Pearland, TX y DeKalb County, Georgia. This is a 2012 MAG project, sponsored by the Superintendent, Cheryl Atkinson, in which all departments were reviewed for overall efficiency and effectiveness. A new proposed organizational structure was developed for implementation by the Superintendent. Particularly, the Human Resources function received special consulting review and was reorganized for increased efficiency and effectiveness in support of human resources objectives. There are over 10,000 employees. This school district was experiencing budgetary challenges. Reductions in staffing levels in. central office functions were recommended and presented. i- Philadelphia. The City completed a lengthy review process and checking of references. The focus in this project was on executive positions, ensuring their accurate and appropriate classification and placement within the pay structure. Recommendations were also developed to establish appropriate staffing levels for the Human Resources Department. y Dallas Area Rapid Transit,Texas. MAG completed a Comprehensive Classification and Compensation Study for this organization. MAG conducted employee and supervisory orientation sessions, a comprehensive market survey, and all employees completed MAG's online Job Analysis Questionnaire. Class specifications were finalized in addition to training in MAG's Classification Manager software. 'r Bibb County, Georgia. This is a very recent Human Resources Audit. The HR function was reviewed for major policies, procedures, and practices with a series of improvements identified, including a total reorganization of the HR function. Recommendations were developed for teacher recruitment and retention, human resource information systems and recordkeeping, and methods to improve HR service delivery to schools and principals. A presentation was made in April 2013. The client requested additional follow up work for a comprehensive classification and compensation study,completed in 2014. y City of Deltona, Florida. MAG is currently conducting a Comprehensive Classification and Compensation Study for the City of Deltona. MAG conducted orientation sessions, a market survey, and all employees are completing MAG's online Job Analysis Questionnaire. i City of Oviedo, Florida. MAG is currently conducting a Comprehensive Classification and Compensation Study for the City of Oviedo. MAG conducted orientation sessions, a market survey, and all employees are completing MAG's online Job Analysis Questionnaire.A draft report is being sent this week. IIIIIIIIIIIIIIIIIIMIIIMIIB iii • copyright 2016 5-4 City of Pearland, TX )- Charlotte County Sheriff's Office, Florida. MAG is currently conducting a Comprehensive Classification and Compensation Study for the Sheriff's Office. MAG conducted orientation sessions, a market survey, and all employees completed MAG's online Job Analysis Questionnaire. A draft report is being reviewed by the Sheriff at this time. r. City of Rock Hill, South Carolina. MAG is currently conducting a Comprehensive Classification and Compensation Study for the City of Rock Hill. MAG conducted orientation sessions, a market survey, and all employees are completing MAG's online Job Analysis Questionnaire. r City of Virginia Beach, Virginia. MAG conducted a Comprehensive Personnel Study for Virginia Beach. The study included analyzing individual jobs to develop an internal ranking and classification of over 10,000 employees, surveying the labor market to develop competitive salary ranges for each position, as well as doing a labor market review to assist in designing a competitive structure. This was a six- month project. A recent (January 2015) project was completed on staffing and organization. Y Bastrop County, Texas. MAG completed a Comprehensive Classification and Compensation Study for this organization. MAG conducted employee and supervisory orientation sessions, a comprehensive market survey, and all employees completed MAG's online Job Analysis Questionnaire. ' Beaufort County, South Carolina. MAG recently conducted a Comprehensive Classification and Compensation Study for Beaufort County. MAG conducted orientation sessions, a market survey, and over one thousand employees completed MAG's online Job Analysis Questionnaire. The study was implemented in 2015. r Jefferson Parish, Louisiana. This is a 2011 MAG project, in which all departments were reviewed for overall efficiency and effectiveness. A new proposed organizational structure was developed and used as a model by the incoming manager, hired from the University of New Orleans during the project. This agency was experiencing budgetary challenges due to changing demographics. Reductions in staffing levels were recommended.This organization has over 8,000 employees. City of Petersburg, Virginia. MAG is currently completing a Comprehensive Classification and Compensation Study for this municipal government, following a MAG 2014 City-wide staffing study. MAG is conducting employee and supervisory orientation sessions, a comprehensive market survey, and approximately one thousand employees are completing MAG's online Job Analysis Questionnaire. copyright 2016 5-5 City of Pearland, TX ➢ City of Frederick, Maryland. MAG recently conducted a Comprehensive Classification and Compensation Study for Frederick, in the Washington/Baltimore area of the country. MAG conducted orientation sessions, a market survey, and employees completed MAG's online Job Analysis Questionnaire. The study was implemented in 2015. • City of Corpus Christi,Texas. MAG completed a Comprehensive Classification and Compensation Study for the airport organization. MAG conducted employee and supervisory orientation sessions, a comprehensive market survey, and all employees completed MAG's online Job Analysis Questionnaire. Genesee County, New York. MAG recently conducted a Comprehensive Classification and Compensation Study for Genesee County, in upstate New York. This was a review of all of the top administrative and management positions in the county.The study was implemented in 2015. • City of Hampton, Virginia. MAG recently conducted a Comprehensive Classification and Compensation Study for this substantial municipality. MAG conducted orientation sessions, a market survey, and several thousand employees completed MAG's online Job Analysis Questionnaire. The study was completed in 2015 and is being implemented in 2016. • Jefferson County, Kentucky. MAG is finalizing a Comprehensive Classification and Compensation Study for Jefferson County's 5,000 plus employees. MAG conducted orientation sessions, a market survey, and employees completed MAG's online Job Analysis Questionnaire.A draft report has been provided in January 2016. Additional HR Projects • Travis County,Texas; • Round Rock,Texas; • Dallas Independent School District,Texas; • Ysleta Independent School District,Texas; • Charleston County, South Carolina; • Portsmouth,Virginia; • Baltimore County, Maryland; copyright 2016 5-6 City of Pearland, TX • New Braunfels(utilities),Texas; • San Antonio,Texas; • Cherokee Nation Enterprises (OK); • City of Daytona Beach, Florida; • Sedgwick County, Kansas; • Nashville/Davidson County Schools,Tennessee; • Oklahoma City, Oklahoma; • Washington Council of Governments (WASHCOG); • State of Florida, Office of the State Courts Administrator; • Richmond,Virginia—3,000 employees; • Chesapeake,Virginia—2,500 employees; • Parish of East Baton Rouge, Louisiana; • State of Connecticut; • Detroit/Wayne County Airport Authority. • Maryland Health Care Commission; Health Care Cost Review Commission; Board of Nursing; • Fairfax County Public Schools, Virginia; • State of Massachusetts Community College System; • Prince George's County, Maryland; • Prince William County,Virginia; • Richland County, South Carolina copyright 2016 5-7 City of Pearland, TX Additional Client List for MAG Principals Alachua County,Florida Baltimore County Public Schools.Maryland Baltimore County Community College,Maryland Bastrop County.Texas Black Hawk College.Illinois Brevard County Sheriff's Office,Florida Brevard County,Florida Broward County,Florida,Sheriffs Office Broward County.Florida Charleston County,South Carolina Carson Products.North Carolina Charlotte County.Florida Charleston Housing Authority,South Carolina Cherokee County,North Carolina Chatham County,North Carolina Citrus County.Florida Chester County,Pennsylvania Citrus Hills Investment Corporation Citrus County.Florida,Sheriffs Department City of Acton,Massachusetts City of Grand Prairie,Texas City of Altamonte Springs.Florida City of Alexandria,Louisiana City of Atlanta.Georgia City of Asheville,North Carolina City of Baton Rouge,Louisiana City of Bal Harbour,Florida City of Belle Glade,Florida City of Bay Harbor Islands.Florida City of Boynton Beach.Florida City of Belleview,Florida City of Bowling Green,Kentucky City of Brooksville,Florida City of Brownsville.Texas City of Cape Coral.Florida City of Casselberry,Florida City of Cayce,South Carolina City of Chesapeake.Virginia City of Cocoa Beach,Florida City of Colonie,New York City of Columbia,Missouri City of Cooper City,Florida City of Dania,Florida City of Davie.Florida City of Daytona Beach,Florida City of Destin,Florida City of Dover.Delaware City of Eustis.Florida City of Dunedin,Florida City of Greenacres.Florida City of Fairborn.Ohio City of Hammond,Louisiana City of Gulfport,Florida City of Holly Hill,Florida City of Highland Beach,Florida City of Indian River Shores,Florida City of Hollywood,Florida City of Johnson City.Tennessee City of Jacksonville Beach.Florida City of Kalispell.Montana City of Juno Beach,Florida City of Lake Park.Florida City of Kenosha,Wisconsin City of La Porte,Texas City of Lake Worth,Florida City of Oak Ridge,Tennessee City of Mount Dora.Florida City of Franklin,Tennessee City of Mount Pleasant.South Carolina City of Palm Bay.Florida City of Naples,Florida City of Pascagoula.Mississippi City of Ocala.Florida City of Pointe Coupee.Louisiana City of Ormond Beach.Florida City of Portsmouth.Virginia City of Pantego.Texas City of Riviera Beach,Florida City of Pembroke Pines.Florida City of San Francisco.California City of Port Orange,Florida City of Sarasota.Florida City of Richmond,Virginia City of Satellite Beach.Florida City of Safety Harbor,Florida City of Sevierville,Tennessee City of Sanibel,Florida City of Stuart.Florida City of South Daytona,Florida City of Tamarac,Florida City of Tallahassee.Florida City of Wilton Manors,Florida City of Wellington,Florida Collier County,Florida,Sheriffs Office City of Williston,Florida Dallas Independent School District.Texas City of Winter Park.Florida Dougherty County,Georgia Corpus Christi Airport.Texas Fairfax County Public Schools,Virginia Davidson County,North Carolina Florida Department of Citrus Escambia County.Florida.Utilities Haywood County.North Carolina. Florida Community College at Jacksonville Huntsville City Schools.Alabama G.E.O.Services,Inc Jacksonville,Florida.Transportation Authority Hemando County.Florida Lake County,Florida,Sheriff's Office Iberia Parish,Louisiana Lee County.Florida.Tax Collector Lake County.Florida Manatee County.Florida Lake Worth.Florida.Utilities Marion County.Florida,Tax Collector Levy County.Florida.Property Appraiser Montgomery County,Virginia Los Angeles Housing Authority,California Nez Perce Indian Tribe,Idaho Marion County.Florida,Sheriffs Office Massachusetts Community Colleges.Mass. Nineteenth District Court.East Baton Rouge.Louisiana North Carolina Department of Juvenile Justice Northampton County,Virginia North Miami.Florida North Miami Beach,Florida Okaloosa County.Florida Orange County,Florida,Public Schools Ouachita Parish.Louisiana Palm Beach County.Florida Clerk of the Circuit Court Palm Beach County.Florida.Schools Palm Beach County.Florida,Sheriff's Department St.Johns County.Florida.Property Appraiser Tift County.Georgia Town of Ponce Inlet,Florida Town of Lauderdale by the Sea.Florida Wayne County Airport Authority . ._ 4 copyright 2016 5-8 City of Pearland, TX References and Points of Contact r Lubbock, Texas. MAG just completed a Comprehensive Classification and Compensation Study for the City of Lubbock. MAG conducted orientation sessions, a comprehensive market survey, and 1,800 employees completed MAG's online Job Analysis Questionnaire. A report was issued and presented to City Council in December 2014 for current implementation by City staff. Class specifications are being finalized in addition to training in MAG's Classification Manager software. Contact: James Urban Assistant Director of Human Resources City of Lubbock 806-775-2313 Turban @mvlubbock.us Lexington Fayette Urban Consolidated Government, Kentucky. MAG just completed a Comprehensive Classification and Compensation Study for the consolidated government of Lexington. A report was issued and presented to City Council for current implementation by City staff. The study was approved and is being implemented. Follow up training in description writing was done in January 2015. Contact: Tammy Walters Lexington-Fayette Urban County Government Division of Human Resources phone: 859.258.3126 twalters @lexingtonky.gov r Brownsville, Texas. MAG just completed a Comprehensive Classification and Compensation Study for the City of Brownsville. MAG has conducted orientation sessions, a comprehensive market survey, and 1,000 employees completed MAG's online Job Analysis Questionnaire. A report was issued was presented to Council in 2015 for implementation by staff. Class specifications have been finalized in addition to training in MAG's Classification Manager software. Contact: Josh Perez Assistant HR Director, City of Brownsville Tel: 956.548.6035 josh.perez @cob.us copyright 2016 5-9 City of Pearland, TX Jacksonville, Florida. MAG concluded a comprehensive classification and pay plan study of appointed officials and employees for the (consolidated) City of Jacksonville. These are the top positions in this major governement. The study included a salary survey, job analysis, recommendations for a pay and classification plan that is both internally and externally equitable, the development of several implementation cost scenarios, and training for City human resources personnel in MAG's HR software. A current study of all 3,000 City positions is being finalized at this time. Contact: Diane F. Moser Division Chief of Talent Management Employee Services Department 904-630-2427 dmoser @coj.net Washington Council of Governments. MAG has conducted several Compensation and Classification projects for the Washington (D.C.) Council of Governments. The objectives of the 2006 study included developing a compensation plan to help maintain externally equitable and competitive salaries for all classifications. The labor market included local governments in the greater Washington area. Studies were also performed in 2009 and 2011. A current update was completed in May 2012. MAG recently finalized a study in May 2013 and 2015. Contact: Imelda Roberts Human Resources Director 777 North Capitol Street, N.E. Suite 300 Washington, D.C. 20002-4239 (202)962-3240 irobertsCa@mwcog.org Broward County, Florida. MAG just completed a Comprehensive Classification and Compensation Study for the County's 5,000 plus employees. MAG conducted orientation sessions, a comprehensive market survey, and several thousand employees completed MAG's online Job Analysis Questionnaire.The Board recently approved the study and a $10 million implementation plan. Contact: Kevin B. Kelleher, Director Human Resources Division 115 S.Andrews Avenue, Fort Lauderdale, FL 33301 Office: 954-357-6005 Fax:954-357-8414 kkel Ieher@ broward.org cop■right 2016 5-10