2019/03/26 City Council Resolution 2019-031 RESOLUTION NO. 2019-031
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
AUTHORIZING AND APPROVING EXECUTION OF A PROFESSIONAL
SERVICES AGREEMENT WITH KOFF & ASSOCIATES TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
WHEREAS, the City of Rohnert Park seeks to secure a consultant capable of a
professional Classification and Compensation Study; and
WHEREAS,the objective of the Classification and Compensation Study is to
validate and update the classification and compensation system as needed, as well as to
assess internal equity and external market comparisons; and
WHEREAS, in accordance with the City's Purchasing Policy, staff has issued a
Request for Proposals for a Classification and Compensation Study, evaluated the response
and determined that Koff& Associates is qualified to provide professional services on this
project; and
WHEREAS, staff has negotiated a scope of work for the project and an anticipated
overall not-to-exceed contract amount of$127,300; and
WHEREAS, the City Manager has reviewed and recommends the Proposal
Response from, and Agreement for Professional Services with, Koff&Associates to be
brought forward to the City Council for consideration and approval; and
WHEREAS, the cost of this project would be paid from City Manager contingency
appropriations in the FY 2018-19 budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Rohnert Park as follows:
1. The above recitals are true and correct and material to this Resolution.
2. The City Council of the City of Rohnert Park does hereby authorize and
approve an agreement with Kaneko and Krammer Corporation dba Koff&
Associates, Inc. to conduct a Classification and Compensation Study.
3. The City Manager is hereby authorized and directed to take all necessary
actions to effectuate this agreement on behalf of the City of Rohnert Park,
including the execution of an agreement substantially in the form attached
hereto as Exhibit"A," subject to minor modifications by the City Manager
or City Attorney.
2019-031
DULY AND REGULARLY ADOPTED this 26th day of March, 2019.
CITY OF ROHNERT PARK
40* /
Gi a Be1fo Mayor
ATTEST:
• e M. Buergler,City Cle
Attachment: Exhibit A
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2019-031
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EXHIBIT "A"
AGREEMENT FOR CONSULTANT SERVICES
CLASSIFICATION AND COMPENSATION STUDY
This PROFESSIONAL SERVICES AGREEMENT is entered into as of the _____, day of March,
2019, by and between the CITY OF ROHNERT PARK ("City"), a California municipal corporation, and
KANEKO AND KRAMMER CORPORATION DBA KOFF & ASSOCIATES, INC. ("Consultant").
RECITALS
WHEREAS, City desires to obtain consulting services to prepare a Classification and
Compensation study; and
WHEREAS, Consultant hereby warrants to City that Consultant is skilled and able to provide
such services described in Section 3 of this Agreement; and
WHEREAS, City desires to retain Consultant pursuant to this Agreement to provide the services
described in Section 3 of this Agreement.
AGREEMENT
NOW, THEREFORE, in consideration of their mutual covenants, the parties hereto agree as
follows:
1. Incorporation of Recitals. The recitals set forth above, and all defined terms set forth in such
recitals and in the introductory paragraph preceding the recitals, are hereby incorporated into this
Agreement as if set forth herein in full.
2. Project Coordination.
A. City. The City Manager or his/her designee shall represent City for all purposes under
this Agreement. The Human Resources Director is hereby designated as the Project
Manager. The Project Manager shall supervise the progress and execution of this
Agreement.
B. Consultant. The Consultant shall assign Catherine “Katie” Kaneko to have overall
responsibility for the progress and execution of this Agreement for Consultant.
3. Scope and Performance of Services
A. Scope of Services. Subject to such policy direction and approvals as City may determine
from time to time, Consultant shall perform the services set out in the "Scope of Work"
attached hereto as Exhibit A and incorporated herein by reference.
B. Time of Performance. The services of Consultant are to commence upon receipt of a
written notice to proceed from City, but in no event prior to receiving a fully executed
agreement from City and obtaining and delivering the required insurance coverage, and
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satisfactory evidence thereof, to City. Consultant shall perform its services in accordance
with the Fee Schedule attached hereto as Exhibit B, and incorporated herein by reference.
Any changes to these dates in either this Section 3 or Exhibit A must be approved in
writing by the Project Manager.
C. Standard of Quality. City relies upon the professional ability of Consultant as a material
inducement to entering into this Agreement. All work performed by Consultant under
this Agreement shall be in accordance with all applicable legal requirements and shall
meet the standard of quality ordinarily to be expected of competent professionals in
Consultant's field of expertise.
4. Compensation and Method of Payment.
A. Compensation. The compensation to be paid to Consultant, including both payment for
professional services and reimbursable expenses, shall be at the Fee Schedule attached
hereto as Exhibit B, and incorporated herein by reference. Payment by City under this
Agreement shall not be deemed a waiver of unsatisfactory work, even if such defects
were known to the City at the time of payment.
B. Timing of Payment. City will pay Consultant 20% of project cost at commencement of
project. Following the initial 20% commencement payment, all billable time shall be
billed monthly in arrears (i.e., invoices are submitted by Consultant to City in the month
following the month in which services were rendered), however, no further payment shall
be due by the City until billable time exceeds the initial 20% commencement payment.
Upon completion of the scope of work, the balance of the agreed-to amount will be
billed.
City shall pay Consultant for its fees and reimbursable expenses (if applicable) within
thirty (30) days following the date of receipt of each applicable invoice. If City contests
or questions any invoice, City agrees to raise any questions with management of
Consultant within such 30-day period. Late fees in the amount of 2% of invoice amount
will accrue if current invoice is not paid within 30 days of payment due date of that
invoice. If late fees are not paid, they will carry forward to next invoice.
C. Changes in Compensation. Consultant will not undertake any work that will incur costs
in excess of the amount set forth in Section 4(A) without prior written amendment to this
Agreement.
D. Taxes. Consultant shall pay all taxes, assessments and premiums under the federal Social
Security Act, any applicable unemployment insurance contributions, Workers
Compensation insurance premiums, sales taxes, use taxes, personal property taxes, or
other taxes or assessments now or hereafter in effect and payable by reason of or in
connection with the services to be performed by Consultant.
E. No Overtime or Premium Pay. Consultant shall receive no premium or enhanced pay for
work normally understood as overtime, i.e., hours that exceed forty (40) hours per work
week, or work performed during non-standard business hours, such as in the evenings or
on weekends. Consultant shall not receive a premium or enhanced pay for work
performed on a recognized holiday. Consultant shall not receive paid time off for days
not worked, whether it be in the form of sick leave, administrative leave, or for any other
form of absence.
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F. Litigation Support. Consultant agrees to testify at City's request if litigation is brought
against City in connection with Consultant's work product. Unless the action is brought
by Consultant or is based upon Consultant's negligence, City will compensate Consultant
for the preparation and the testimony at Consultant's standard hourly rates, if requested
by City and not part of the litigation brought by City against Consultant.
5. Amendment to Scope of Work. City shall have the right to amend the Scope of Work within the
Agreement by written notification to the Consultant. In such event, the compensation and time of
performance shall be subject to renegotiation upon written demand of either party to the
Agreement. Consultant shall not commence any work exceeding the Scope of Work without
prior written authorization from the City. Failure of the Consultant to secure City's written
authorization for extra or changed work shall constitute a waiver of any and all right to
adjustment in the contract price or time due, whether by way of compensation, restitution,
quantum merit, etc. for work done without the appropriate City authorization.
6. Term. This Agreement shall commence upon its execution by both parties and shall continue in
full force and effect until completed, amended pursuant to Section 18, or otherwise terminated as
provided herein.
7. Inspection. Consultant shall furnish City with every reasonable opportunity for City to ascertain
that the services of Consultant are being performed in accordance with the requirements and
intentions of this Agreement. All work done and all materials furnished, if any, shall be subject
to the Project Manager's inspection and approval. The inspection of such work shall not relieve
Consultant of any of its obligations to fulfill the Agreement as prescribed.
8. Ownership of Documents. Title to all data, plans, specifications, reports, descriptions and other
final work products compiled by the Consultant under the Agreement shall be vested in City,
none of which shall be used in any manner whatsoever, by any person, firm, corporation, or
agency without the expressed written consent of the City. Consultant may retain copies of the
above-described information but agrees not to disclose or discuss any information gathered,
discussed or generated in any way through this Agreement without the written permission of City
during the term of this Agreement, unless required by law.
9. Employment of Other Consultants, Specialists or Experts. Consultant will not employ or
otherwise incur an obligation to pay other consultants, specialists or experts for services in
connection with this Agreement without the prior written approval of the City.
10. Employment of Consultant’s Employees. Except with the written consent of Georg Krammer or
Katie Kaneko, CEO and President respectively of Koff & Associates, which consent may be
given or withheld in their sole discretion, during the term of this Agreement and for a period
ending one year thereafter, City will not hire, as a permanent City employee, any employee of
Consultant with whom City has had contact pursuant to the services provided to City under this
Agreement. As such, it is understood that should City hire any employee during such time period
without the required consent, City agrees to pay a placement fee (paid at the time of placement)
of 30% of such employee’s first year’s total compensation which accurately reflects a reasonable
estimate of K&A’s time and costs attendant to its recruitment, hiring, retention, and management
of employees.
11. Conflict of Interest.
A. Consultant covenants and represents that neither it, nor any officer or principal of its firm,
has, or shall acquire any investment, income, business entity, interest in real property, or
other interest, directly or indirectly, which would conflict in any manner with the
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interests of City, hinder Consultant's performance of services under this Agreement, or be
affected in any manner or degree by performance of Consultant's services hereunder.
Consultant further covenants that in the performance of the Agreement, no person having
any such interest shall be employed by it as an officer, employee, agent, or subcontractor
without the express written consent of the City. Consultant agrees at all times to avoid
conflicts of interest, or the appearance of any conflicts of interest, with the interests of the
City in the performance of the Agreement.
B. Consultant is not a designated employee within the meaning of the Political Reform Act
because Consultant:
(1). will conduct research and arrive at conclusions with respect to its rendition of
information, advice, recommendation, or counsel independent of the control and
direction of the City or of any City official, other than normal contract
monitoring; and
(2). possesses no authority with respect to any City decision beyond the rendition of
information, advice, recommendation, or counsel. (2 Cal. Code Regs.
§ 18700(a)(2).)
12. Liability of Members and Employees of City. No member of the City and no other officer,
elected official, employee or agent of the City shall be personally liable to Consultant or
otherwise in the event of any default or breach of the City, or for any amount which may become
due to Consultant or any successor in interest, or for any obligations directly or indirectly
incurred under the terms of this Agreement.
13. Indemnity. To the fullest extent permitted by law, Consultant hereby agrees to defend (by
counsel reasonably satisfactory to the City), indemnify, and hold harmless the City, its officers,
elected officials, employees, agents, and volunteers from and against any and all claims,
demands, damages, costs, liabilities, or obligations brought on account of or arising out of any
acts, errors, or omissions of Consultant, its officers, employees, agents, and subcontractors
undertaken pursuant to this Agreement excepting liabilities due to the sole negligence or willful
misconduct of City. The City has no liability or responsibility for any accident, loss, or damage
to any work performed under this Agreement whether prior to its completion and acceptance or
otherwise. Consultant's duty to indemnify and hold harmless, as set forth herein, shall include the
duty to defend as set forth in California Civil Code § 2778. This indemnification obligation is not
limited in any way by any limitation on the amount or type of damages or compensation payable
by or for Consultant under Worker's Compensation, disability or other employee benefit acts or
the terms, applicability or limitations of any insurance held or provided by Consultant and shall
continue to bind the parties after termination/completion of this agreement. This indemnification
shall be regardless of and not in any way limited by the insurance requirements of this contract.
This indemnification is for the full period of time allowed by law and shall survive the
termination of this agreement.
14. Consultant Not an Agent of City. Consultant, its officers, employees and agents shall not have
any power to bind or commit the City to any decision.
15. Independent Contractor. It is expressly agreed that Consultant, in the performance of the work
and services agreed to be performed by Consultant, shall act as and be an independent contractor
and not an agent or employee of City; and as an independent contractor, Consultant shall obtain
no rights to retirement benefits or other benefits which accrue to City's employees, and
Consultant hereby expressly waives any claim it may have to any such rights. Consultant, its
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officers, employees and agents shall not have any power to bind or commit the City to any
decision.
16. Compliance with Laws.
A. General. Consultant shall use the standard of care in its profession to comply with all
applicable federal, state, and local laws, codes, ordinances, and regulations. Consultant
represents and warrants to City that it has and shall, at its sole cost and expense, keep in
effect or obtain at all times during the term of this Agreement any licenses, permits,
insurance and approvals which are legally required for Consultant to practice its
profession. Consultant shall maintain a City business license. City is not responsible or
liable for Consultant's failure to comply with any or all of the requirements contained in
this paragraph.
B. Workers' Compensation. Consultant certifies that it is aware of the provisions of the
California Labor Code which require every employee to be insured against liability for
workers' compensation or to undertake self-insurance in accordance with the provisions
of that Code, and Consultant certifies that it will comply with such provisions before
commencing performance of the Agreement and at all times in the performance of the
Agreement.
C. Injury and Illness Prevention Program. Consultant certifies that it is aware of and has
complied with the provisions of California Labor Code § 6401.7, which requires every
employer to adopt a written injury and illness prevention program.
D. City Not Responsible. City is not responsible or liable for Consultant's failure to comply
with any and all of its requirements under this section and Agreement.
E. Business Licenses. Except as otherwise allowed by City in its sole discretion, Consultant
and all sub-consultants shall have acquired, at their expense, a business license from the
City in accordance with Chapter 5.04 of the Rohnert Park Municipal Code, prior to City's
issuance of an authorization to proceed with the Services. Such license(s) must be kept
valid throughout the term of this Agreement.
F. Waiver of Subrogation. Consultant and Consultant's insurance company agree to waive
all rights of subrogation against City, its officers, elected officials, employees, agents and
volunteers for losses paid under Consultant's workers' compensation insurance policy
which arise from the work performed by Consultant for City.
17. Confidential Information. All data, documents, discussions or other information developed or
received by or for Consultant in performance of this Agreement are confidential and not to be
disclosed to any person except as authorized by City, or as required by law.
18. Assignment; Subcontractors; Employees
A. Assignment. Consultant shall not assign, delegate, transfer, or convey its duties,
responsibilities, or interests in this Agreement or any right, title, obligation, or interest in
or to the same or any part thereof without the City's prior written consent. Any
assignment without such approval shall be void and, at the City's option, shall
immediately cause this Agreement to terminate.
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B. Sub-contractors; Employees. Consultant shall be responsible for employing or engaging
all persons necessary to perform the services of Consultant hereunder. No subcontractor
of Consultant shall be recognized by the City as such; rather, all subcontractors are
deemed to be employees of the Consultant, and Consultant agrees to be responsible for
their performance. Consultant shall give its personal attention to the fulfillment of the
provisions of this Agreement by all of its employees and subcontractors, if any, and shall
keep the work under its control. If any employee or subcontractor of Consultant fails or
refuses to carry out the provisions of this Agreement or appears to be incompetent or to
act in a disorderly or improper manner, it shall be discharged immediately from the work
under this Agreement on demand of the Project Manager.
19. Insurance. Without limiting Consultant's indemnification provided herein, Consultant shall
comply with the requirements set forth in Exhibit B to this Agreement.
20. Termination of Agreement; Default.
A. This Agreement and all obligations hereunder may be terminated at any time, with or
without cause, by the City upon 5 days’ written notice to Consultant.
B. If Consultant fails to perform any of its obligations under this Agreement within the time
and in the manner herein provided or otherwise violates any of the terms of this
Agreement, in addition to all other remedies provided by law, City may terminate this
Agreement immediately upon written notice. In such event, Consultant shall be entitled
to receive as full payment for all services satisfactorily rendered and expenses incurred
hereunder, an amount which bears the same ratio to the total fees specified in the
Agreement as the services satisfactorily rendered hereunder by Consultant bear to the
total services otherwise required to be performed for such total fee; provided, however,
that the City shall deduct from such amount the amount of damages, if any, sustained by
City by virtue of the breach of the Agreement by consultant.
C. In the event this Agreement is terminated by City without cause, Consultant shall be
entitled to any compensation owing to it hereunder up to the time of such termination, it
being understood that any payments are full compensation for services rendered prior to
the time of payment.
D. Upon termination of this Agreement with or without cause, Consultant shall turn over to
the City Manager immediately any and all copies of studies, sketches, drawings,
computations, and other data, whether or not completed, prepared by Consultant or its
subcontractors, if any, or given to Consultant or its subcontractors, if any, in connection
with this Agreement. Such materials shall become the permanent property of the City.
Consultant, however, shall not be liable for the City’s use of incomplete materials nor for
the City’s use of complete documents if used for other than the project contemplated by
this Agreement.
21. Suspension. The City shall have the authority to suspend this Agreement and the services
contemplated herein, wholly or in part, for such period as it deems necessary due to unfavorable
conditions or to the failure on the part of the Consultant to perform any provision of this
Agreement. Consultant will be paid for satisfactory services performed through the date of
temporary suspension.
22. Merger; Amendment. This Agreement constitutes the complete and exclusive statement of the
agreement between City and Consultant and shall supersede all prior negotiations,
representations, or agreements, either written or oral. This document may be amended only by
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written instrument, signed by both the City and Consultant. All provisions of this Agreement are
expressly made conditions. In the event of inconsistency or conflict between the terms of this
Agreement and any proposals or other documents incorporated by reference or as exhibits to this
Agreement, precedence will be given to the terms of this Agreement over any such proposals,
documents, or exhibits.
23. Interpretation. This Agreement shall be interpreted as though it was a product of a joint drafting
effort and no provisions shall be interpreted against a party on the ground that said party was
solely or primarily responsible for drafting the language to be interpreted.
24. Litigation Costs. If either party becomes involved in litigation arising out of this Agreement or
the performance thereof, the court in such litigation shall award reasonable costs and expenses,
including attorneys’ fees, to the prevailing party. In awarding attorneys’ fees, the court will not
be bound by any court fee schedule, but shall, if it is in the interest of justice to do so, award the
full amount of costs, expenses, and attorneys’ fees paid or incurred in good faith.
25. Time of the Essence. Time is of the essence of this Agreement.
26. Written Notification. Any notice, demand, request, consent, approval or communication that
either party desires or is required to give to the other party shall be in writing and either served
personally or sent by prepaid, first class mail. Any such notice, demand, etc. shall be addressed
to the other party at the address set forth below. Either party may change its address by notifying
the other party of the change of address. Notice shall be deemed communicated within 72 hours
from the time of mailing if mailed as provided in this section.
If to City: Victoria Perrault
Human Resources Director
City of Rohnert Park
130 Avram Avenue
Rohnert Park, CA 94928
If to Consultant: Catherine “Katie” Kaneko
President
Koff & Associates
2835 Seventh Street
Berkeley, CA 94710
26. Consultant’s Books and Records.
A. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers,
canceled checks, and other records or documents evidencing or relating to charges for
services, or expenditures and disbursements charged to City and all documents and
records which demonstrate performance under this Agreement for a minimum period of
three (3) years, or for any longer period required by law, from the date of termination or
completion of this Agreement.
B. Any records or documents required to be maintained pursuant to this Agreement shall be
made available for inspection or audit, at any time during regular business hours, upon
written request by the City Attorney, City Auditor, City Manager, or a designated
representative of any of these officers. Copies of such documents shall be provided to
City for inspection when it is practical to do so. Otherwise, unless an alternative is
mutually agreed upon, the records shall be available at Consultant’s address indicated for
receipt of notices in this Agreement.
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C. The City may, by written request by any of the above-named officers, require that
custody of the records be given to the City and that the records and documents be
maintained in the City Manager’s office.
27. Agreement Binding. The terms, covenants, and conditions of this Agreement shall apply to, and
shall bind, the heirs, successors, executors, administrators, assigns, and subcontractors of both
parties.
28. Equal Employment Opportunity. Consultant is an equal opportunity employer and agrees to
comply with all applicable state and federal regulations governing equal employment opportunity.
Consultant will not discriminate against any employee or applicant for employment because of
race, religion, age, sex, creed, color, sexual orientation, marital status or national origin.
Consultant will take affirmative action to ensure that applicants are treated during such
employment without regard to race, religion, age, sex, creed, color, sexual orientation, marital
status, or national origin. Such action shall include, but shall not be limited to, the following:
employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; lay-offs or
termination; rates of pay or other forms of compensation; and selection for training, including
apprenticeship. Consultant further agrees to post in conspicuous places, available to employees
and applicants for employment, notices setting forth the provisions of this nondiscrimination
clause.
29. City Not Obligated to Third Parties. The City shall not be obligated or liable for payment
hereunder to any party other than Consultant.
30. Waiver. No failure on the part of either party to exercise any right or remedy hereunder shall
operate as a waiver of any other right or remedy that such party may have hereunder.
31. Severability. If any one or more of the provisions contained herein shall for any reason be held to
be invalid, illegal or unenforceable in any respect, then such provision or provisions shall be
deemed severable from the remaining provisions hereof, and such invalidity, illegality, or
unenforceability shall not affect any other provision hereof, and this Agreement shall be
construed as if such invalid, illegal, or unenforceable provision had not been contained herein.
32. Exhibits. The following exhibits are attached to this Agreement and incorporated herein by this
reference:
A. Exhibit A: Scope of Services
B. Exhibit B: Fee Schedule
C. Exhibit C: Insurance Requirements
33. Execution. This Agreement may be executed in several counterparts, each of which shall
constitute one and the same instrument and shall become binding upon the parties when at least
one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it
shall not be necessary to produce or account for more than one such counterpart.
34. News Releases/Interviews. All Consultant and sub-consultant news releases, media interviews,
testimony at hearings and public comment shall be prohibited unless expressly authorized by
City.
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35. Applicable Law; Venue. This Agreement shall be construed and interpreted according to
California law. In the event that suit shall be brought by either party hereunder, the parties agree
that a trial of such action shall be held exclusively in a state court in the County of Sonoma,
California.
36. Authority. Each individual executing this Agreement on behalf of one of the parties represents
that he or she is duly authorized to sign and deliver the Agreement on behalf of such party and
that this Agreement is binding on such party in accordance with its terms.
37. Statement of Economic Interest. If City determines Consultant comes within the definition of
Consultant under the Political Reform Act (Government Code §87100), Consultant shall
complete and file and shall require any other person doing work under this Agreement to
complete and file a “Statement of Economic Interest” with the Clerk of the City of Rohnert Park
disclosing Consultant and/or such other person’s financial interests.
IN WITNESS WHEREOF, City and Consultant have executed this Agreement as of the date first above
written.
CITY OF ROHNERT PARK KANEKO AND KRAMMER CORPORATION
DBA KOFF & ASSOCIATES, INC.
By:_______________________________________
By:_______________________________________
Darrin Jenkins, City Manager Catherine “Katie” Kaneko, President
Date:______________________________________
Date:_______________________________________
Per Resolution Number 2019-_____
adopted by City Council on March 26, 2019
Approved as to form:
__________________________________________
City Attorney
Attest
__________________________________________
City Clerk
EXHIBIT A - SCOPE
February 25, 2019
Citywide Classification
and Base Salary Study
Proposal
City of Rohnert Park
Submitted by:
Koff & Associates
GEORG S. KRAMMER
Chief Executive Officer
2835 Seventh Street
Berkeley, CA 94710
www.KoffAssociates.com
gkrammer@koffassociates.com
Tel: 510.658.5633
Fax: 510.652.5633
February 25, 2019
Ms. Victoria Perrault
Human Resources Director
City of Rohnert Park
Office of the City Manager
130 Avram Avenue
Rohnert Park, CA 94928
Dear Ms. Perrault:
Thank you for the opportunity to respond to your Request for Proposals for a Citywide Classification and
Compensation (Base Salary) Study for the City of Rohnert Park (“City”). We are most interested in
assisting the City with this important study and feel that we are uniquely qualified to provide value to your
organization based on our experience working with other cities, counties, JPAs, and non-profit agencies
throughout California, including several clients in the Sonoma County area.
Koff & Associates is an experienced Human Resources and Recruitment Services firm that has been
providing human resources services to cities, counties, special districts, courts, educational institutions,
and other public agencies for thirty-five (35) years. The firm has achieved a reputation for working
successfully with management, employees, and governing bodies. We believe in a high level of dialogue
and input from study stakeholders and our proposal speaks to that level of effort. That extra effort has
resulted in close to 100% implementation of all of our classification and compensation studies. Koff &
Associates ensures that each of our projects is given the appropriate resources and attention, resulting in a
high level of quality control, excellent communication between clients and our office, commitment to
meeting timelines and budgets, and a consistently high-caliber work product.
As President of the firm, Catherine “Katie” Kaneko would assume the role of Project Director and be
responsible for the successful completion of this project. She is reachable at our Berkeley headquarters at
the number listed on the cover page and at kkaneko@koffassociates.com. If you wish to reach me, I am
also available at our Berkeley address and phone number listed on the cover page. My email
is gkrammer@koffassociates.com.
This proposal will remain valid for at least ninety (90) days from the date of submittal. Please call if you
have any questions or wish additional information. We look forward to the opportunity to provide
professional services to the City of Rohnert Park.
Sincerely,
Georg S. Krammer
Chief Executive Officer
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
TABLE OF CONTENTS
Cover Letter
Study Design and Approach 1
Consultant Work Plan 5
Consultant Qualifications 17
Fees and Compensation 28
Signature Page
Appendix: Résumés of Participating Staff
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
1
STUDY DESIGN AND APPROACH
The City of Rohnert Park (“City”) desires human resources assistance to conduct an objective analysis of the
current classification and compensation (base salary only, at this time) practices of the City; recommend
changes that result in equitable, competitive and legally defensible classification and pay practices that will
enrich the attraction and retention of qualified individuals as well as enhance opportunities for growth and
professional development; evaluate the current employee benefit and compensation plan against local and
regional markets, and comparable employers; provide recommendations for adjustments.
The main objective of the study is to develop a credible Class and Comp Plan for the City that ensures
positions performing similar work with essentially the same level of complexity, responsibility and
knowledge, skills and abilities are classified together; provides salaries commensurate with assigned duties;
provides promotional opportunities and recognizable compensation growth; provides justifiable pay
differential between individual claslses; and continues to be competitive with relevant markets.
At this time, the City employs approximately two hundred thirty-five (235) FTEs in approximately ninety (90)
full-time classifications, approximately thirty (30) part-time classifications; there are four (4) employee
groups, and two (2) unrepresented groups. We will include the City’s list of eleven (11) comparator agencies
in the comparator analysis.
The study’s first level of effort (Phase I: Classification) is to initially develop an updated and well-structured
classification system and classification descriptions for all study positions that are legally compliant
(including Fair Labor Standards Act (“FLSA”) and Americans with Disabilities Act (“ADA”) requirements),
internally aligned, reflective of contemporary standards, and accurately descriptive of current roles,
responsibilities, duties, and qualifications. The classification analysis process includes orientation and
briefing sessions with employees, management, Human Resources, and other stakeholders, as
appropriate; the completion of a position description questionnaire by employees; interviews with at least
a representative sample of employees in each study classification; and interviews with supervisors and
management to address any classification issues. All participating employees will be allocated to an
appropriate classification; draft classification descriptions will be developed, and sent back to the City and
incumbents for additional feedback and concurrence.
A second level of effort (Phase II: Base Salary) will be to review the City’s compensation structure for the
studied classifications and to conduct a base salary compensation market survey (benefits will not be
included in the market survey) using a set of appropriate comparator agencies. The identification of
comparator agencies and benchmark classifications is an iterative process that includes all stakeholders. We
have found this open discussion philosophy to be critical to our success for organizational buy-in. Once the
external data development is completed, we will make specific recommendations for internal equity for non-
benchmarked classifications and classifications without a large enough market sampling.
The compensation study will contain specific recommendations regarding the integration of all study
classifications into the City’s compensation structure, with the goal of developing a clearly designed,
internally equitable format that is flexible for career opportunity and future growth. Our study will make
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recommendations regarding a salary structure that takes the City’s compensation preferences into
consideration as well as the appropriate placement of each classification on the City’s salary schedule.
The study includes a significant number of meetings with the Study Project Team, Human Resources,
employees, employee representation, and the City Council, as desired. We have expertise in
labor/management relations and understand the importance of active participation by all stakeholders to
ensure a successful outcome. The meetings and “stakeholder touch-points” that we recommend ensure
understanding of the project parameters, enhance accurate intake and output of information, and create
a collaborative and interactive approach that will result in greater buy-in for study recommendations. This
interactive approach, although time-consuming, has resulted in almost 100% implementation success of
K&A’s studies.
Study Objectives
Classification Objectives:
To analyze and update the City’s classification system and each study position’s classification
description and structure through a comprehensive process of job analysis and evaluation, including
review of existing documentation, position description questionnaire completion, employee
interviews, management interviews, analysis of existing positions and working situations, analysis of
levels of duties and responsibilities, and other professional methods, as appropriate;
To recommend each study position for title change or reclassification (as appropriate), create new
classifications (if applicable), eliminate outdated classifications (if applicable), and consolidate
classifications assigned to similar functional areas (as appropriate);
To provide for growth and flexibility of assignment within the new classification structure, where
feasible, in recognition that some job duties and responsibilities may evolve over time, as well as to
provide adequate career paths and class series/job families that will foster career service within the
City;
To clearly state definitions of job classifications, the typical job functions, and minimum required and
preferred qualifications such as education, prior work experience, knowledge, skills, abilities,
licenses, certifications, and physical demands;
To provide a classification structure that ensures regulatory compliance, including allocation of each
study position to the correct classification with appropriate FLSA designation as well as meeting ADA
and EEO regulations;
To provide for adequate educational, review, and appeal processes that will result in a product
that is understood by all levels of personnel and is internally equitable; and
To ensure sufficient documentation and training throughout the study, on methods used to
determine appropriate classification and level, methods for logical progression of movement
between classifications, classification concepts and distinguishing characteristics, as well as the
delivery of final reports and recommendations to guide the organization in implementing,
managing, and maintaining the classification system.
Compensation Objectives:
To make recommendations regarding a list of appropriate, logical and defensible comparator
agencies and benchmark classifications, prior to beginning the compensation portion of the study;
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To collect accurate salary data from the approved group of comparator agencies and to ensure
that the information is analyzed in a manner that is clear and comprehensible to the Study Project
Team, Human Resources, management, the City Council, and employees;
To carefully analyze the scope and level of duties and responsibilities, requirements for successful
work performance, and other factors for survey classes according to generally accepted
compensation practices;
To review the City’s compensation structure and practices and develop compensation
recommendations that will assist the City in recruiting, motivating, and retaining competent staff;
To develop solutions that address pay equity issues, analyze the financial impact of addressing
pay equity issues, and create a market adjustment implementation strategy supporting the City’s
goals, objectives, and budget considerations;
To create a comprehensive final report summarizing the compensation study approach and
methodology, analytical tools, findings, and recommended compensation structure;
To recommend appropriate internal salary relationships and allocate classes to salary ranges in a
comprehensive salary range plan; and
To ensure sufficient documentation and training throughout the study, on methods used to
determine appropriate salary ranges, methods for logical progression of movement within the
salary scale for each classification, and other practices, so that our data-driven recommendations
can be implemented and maintained in a competent and fair manner.
Overall Objectives:
To review and understand all current documentation, rules, regulations, policies, procedures,
budgets, class descriptions, organizational charts, memoranda of understanding, personnel
policies, wage and salary schedules, and related information so that our recommendations can be
operationally incorporated with a minimum of disruption;
To conduct start-up Study Project Team meetings with management, study project staff, and
other stakeholders to discuss any specific concerns with respect to the development of
classification and compensation recommendations; finalize study plans and timetables; conduct
employee orientation sessions with management and staff in order to educate and explain the
scope of the study and describe what are and are not reasonable study expectations and goals;
To work collaboratively and effectively with the City and its stakeholders while at the same time
maintaining control and objectivity in the conduct of the study;
To develop a classification and compensation structure that meets all legal requirements, is totally
non-discriminatory, and easily accommodates organizational change, growth, and operational
needs;
To document all steps in the process and provide documentation and training for Human
Resources and other City staff, as appropriate, in classification and compensation analysis
methodologies so that the City can integrate, maintain, administer, and defend any recommended
changes after the initial implementation; and
To provide effective ongoing communications throughout the duration of the project and
continued support after implementation.
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Estimated Timelines
Our professional experience is that citywide classification and base salary compensation studies of this
scope and for this size organization take approximately five (5) months to complete, allowing for adequate
PDQ completion, interview time, classification description review and/or development, compensation
data collection and analysis, review steps by the City, the development of final reports, any appeals, and
presentations.
The following is a suggested timeline (which can be modified based on the City’s needs):
Deliverable PHASE I:
Classification Study Week #
A. Meetings with Study Project Team and Management Staff and Initial
Documentation Review Week 1
B. Orientation Meetings with Employees and Distribution of PDQ Week 1
C. Collection and Review of PDQs Week 5
D. Interviews with Employees, Supervisors, and Management Week 7
E. Classification Concept & Preliminary Allocation Week 8
F Draft Class Description Development Week 15
G Facilitation of Draft Class Description Review and Informal Appeals
Support Week 16
H. Classification Plan and Draft of Interim Report and Final Report Week 20
Deliverable PHASE II:
Base Salary Study Week #
A. List of Comparator Agencies and Benchmark Classifications Week 3
B. Data from Comparators Week 8
C. Analysis and Preliminary Review of Data Week 15
D. Draft Compensation Findings/Additional Analysis/Study Project Team
Meetings Week 16
E. Analysis of Internal Relationships and Alignment Week 18
F. Compensation Structure and Implementation Plan Week 19
G. Final Report and Guidelines for Implementation Week 20
H. Formal Appeals Support * As Needed
I. Final Presentation As Scheduled
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CONSULTANT WORK PLAN
Methodology / Deliverables
This section of the proposal identifies the actual work plan. We believe that our detailed explanation of
methodology and work tasks clearly distinguishes our approach and comprehensiveness.
Our approach is to complete the classification and job evaluation before completing the compensation
review. The reasons for this include:
The description of the work performed and the requirements for that work are, in the minds of
the employees and their supervisors, inextricably associated with the “worth of that work” or
compensation, which is often a highly emotional issue. Separating the two phases of the study,
even though elements of phases may be conducted concurrently, tends to produce more
objective classification results.
The compensation review will be completed when there is a full understanding of the work of the
City, thereby ensuring that the data developed from the labor market and the City’s classifications
is accurate.
Given these parameters, our approach is as follows:
PHASE I: CLASSIFICATION STUDY
Deliverable A: Meetings with Study Project Team and Management Staff for Initial Documentation
Review
This phase includes identifying the City’s Study Project Team, contract administrator, and reporting
relationships. Our team of Project Managers and H.R. Associates will conduct an orientation and briefing
session with the Study Project Team to explain process and methodology; create the specific work plan and
work schedule; identify subsequent tasks to be accomplished; reaffirm the primary objectives and specific
end products; determine deadline dates for satisfactory completion of the overall assignment; determine
who will be responsible for coordinating/scheduling communications with employees, management, and the
City Council; and develop a timetable for conducting the same.
Included in this task will be the gathering of written documentation, identifying current incumbents, and
assembling current class descriptions, organizational charts, salary schedules, budgets, memoranda of
understanding (“MOU”), personnel policies, previous classification and compensation studies, and any
other relevant documentation to gain a general understanding of City operations.
City terminology and methods of current classification and compensation procedures, as well as the
written questionnaire instrument for the classification study that will be used in the job analysis phase
will be reviewed and agreed to. We will discuss methodology, agree to formats for class descriptions and
compensation results, confirm appropriate comparator agencies and identify benchmark classifications,
for compensation survey purposes.
We will respond to any questions that may arise from the various stakeholders.
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Deliverable B. Orientation Meetings with Employees and Distribution of PDQ
The Position Description Questionnaire (“PDQ”) will be discussed with the Study Project Team and
customized as needed to meet the study objectives prior to distributing copies to employees.
We will facilitate orientation meetings with employees (within the same time frame as the initial project
kick-off meeting) and distribute the PDQ to start the classification portion of the study. While these
meetings are not mandatory, they form the beginning of the educational process that continues
throughout the study. We will discuss the importance of the employees’ involvement in the study and
their participation in PDQ completion and job analysis interviews. Project processes will be explained,
expectations will be clarified, and elements that are not a part of the study will also be covered. Questions
will be answered and a detailed explanation and examples for completing the PDQ will be given.
Each PDQ will be handed out with the incumbent’s current class description attached to the questionnaire
so the employee can use this as a tool for completing the questionnaire.
Deliverable C. Collection and Review of Position Description Questionnaires
We recommend giving employees in the same classification the option of collaborating on completing a
PDQ together, if the employees so choose. At the same time, we will invite employees to complete an
individual PDQ if they prefer and if they wish to be interviewed separately. We provide an electronic
version of our questionnaire so that employees can more easily complete it. Employees complete the
questionnaire and then send it to their supervisor for review, comment, and signature. Upon receipt of
the PDQs in our office, K&A staff will review and analyze the PDQs in detail along with other
documentation to obtain an understanding of the duties and responsibilities assigned to each position.
While the RFP states that the City hopes that no more than fifty (50) PDQs will be required, we strongly
recommend having employees complete at least one representative PDQ per classification. Creating a
written record of what the body of work is will be a critical aspect of not only updating the City’s
classification descriptions but also in ensuring that the City’s employees will be allocated to the
appropriate classifications and class levels. We place a substantial emphasis on the PDQs, the information
the employees provide, as well as the information that is provided by supervisors and managers in the
form of comments as part of each PDQ.
In addition, we invite those employees who feel that their work is different and unique from other
incumbents in the same job classifications to submit individual PDQs, if they would like their position to
be considered and studied separately from others. We allow for up to 20% of employees submitting PDQs.
We have learned over our many years of experience that short-cutting this process and the completion of
PDQs will invariably lead to a failed study, significant employee morale issues, and many appeals. We have
developed a methodology over our 35 year history that has proven to be successful and sound and do not
recommend changing this major component of our process.
Deliverable D. Interviews with Employees, Supervisors, and Management
Interviews will be scheduled with employees. Because this is a critical step in the information-gathering
and educational process, we recommend scheduling interviews with at least a representative sample of
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employees in each classification that will be included in the study. Typically, we employ the following
approach and interview:
All employees in single-position classifications;
An adequate sampling of employees in multiple-position classifications; and
Any employee who requests an interview.
We will offer employees the option to be interviewed in a focus group session with incumbents in the
same classification or to request an individual interview if they prefer. We recommend individual
interviews only if the employee wants to discuss certain issues (e.g., out of class responsibilities, etc.) in
privacy with the consultant. Interviews will then be held with supervisory and management staff (division
managers, department heads, etc.), who will clarify their own responsibilities and/or confirm the
information we have received in the interviews with their staff (we allow more time for these interviews).
The purpose of the interviews is to clarify and supplement the questionnaire data and to respond to
potential perception differences regarding roles, tasks, scope, and supervisory responsibilities.
The appropriateness of the following will be assessed:
Work being completed and relationships of positions to each other within a
division/department as well as across the organization; and
Classification structure and reporting structure.
Deliverable E. Classification Concept and Preliminary Allocation
Prior to developing detailed class descriptions, our job evaluation will result in a classification concept and
employee allocation document that will be submitted to the City for review and approval. We will compare
changes in business need and operations, as well as any reorganizations, with the established classification
system and job families as well as review internal relationships between classifications to define the reasons
for, and effects of, the proposed changes. Our job analysis method is the whole position analysis approach.
Objective factors in the whole position classification methodology include:
1. Education, Training, and Certifications/Licenses
2. Required Experience
3. Problem Solving/Ingenuity
4. Attention/Stress (Concentration/Time Pressure & Interruptions)
5. Independence of Action/Responsibility
6. Contacts with Others/Internal/External
7. Supervision Received and/or Given to Others
8. Consequences of Action/Decisions Made on the Job
9. Equipment Used
10. Working Conditions
11. Physical/Mental Demands
Our analysis will include written documentation of our assessment methodology and assessment for each
position surveyed.
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This document will list broad class concepts and highlight where significant changes may be recommended,
such as creating or collapsing class series in the same functional area and/or separating or combining
classifications assigned to different functional areas. We will review and analyze potential career ladders and
promotional opportunities. We will also review and update established titling guidelines for the studied
classifications for appropriate and consistent titling.
A detailed, incumbent-specific allocation list for each position included in the study will be prepared,
specifying current and proposed classification title and the impact of our recommendations
(reclassification – upgrade or downgrade, title change, or no change).
After we have completed this process, a meeting will be arranged to review any recommended changes
to the classification plan with the Study Project Team.
Deliverable F. Draft Class Description Development
After preliminary approval of the class concepts and allocation lists, new and/or updated class
descriptions will be developed for each proposed classification, following the format approved by the City.
From the review of the PDQs and employee interviews, we will update duties, responsibilities, and
minimum qualifications of each class specification, as necessary. We will develop new class specifications
if duties, responsibilities, and minimum qualifications have changed significantly, and/or if we recommend
new classifications/class levels, and/or if operational changes, business needs, or reorganizations, have
occurred.
Following EEO Uniform Guidelines, we will review, analyze, and update, as appropriate, knowledge, skills,
abilities, education and experience, position definitions, purpose, distinguishing characteristics,
supervision received and exercised, position functions and special requirements including licensing and
certification requirements. We will address relevance and hierarchical consistency.
We will review, analyze, and update, as appropriate, knowledge, skills, abilities, education and experience,
position definitions, purpose, distinguishing characteristics, supervision received and exercised, position
functions and special requirements including licensing and certification requirements. We will address
relevance and hierarchical consistency. We will also review and update physical demands based on the
most typical job functions of each classification in accordance with the ADA.
Finally, we will review each classification’s typical job functions and determine exempt vs. non-exempt
status in accordance with “white collar” exemptions under the FLSA.
Deliverable G. Facilitation of Draft Class Description Review and Informal Appeals Support
A draft copy of the revised/new class description with allocation recommendation will be submitted to
the Project Team and subsequently to each manager, supervisor, and employee, to give each stakeholder
group an opportunity to provide comments and concerns regarding any modifications to the classification
structure and specifications. Our experience has been that this is one of the most critical phases of the
project (as well as one of the most time-consuming). Our proactive and effective communication process
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at this crossroad has always avoided formal appeals, adversarial meetings, or major conflicts at the
conclusion of our studies.
Each employee whose position was studied will receive a memorandum from us outlining what has been
accomplished, how to best review the draft classification specification that will be attached, and how to
provide feedback to us. Supervisors and managers receive a copy of their employees’ draft class
descriptions and will be asked to review their employees’ comments and feedback to verify and concur
with, or recommend changes to, the information provided.
We will ask employees to submit their written concerns (via their supervisor/manager) to our office. While
employees may not always agree with our recommendations, they have a “second chance” to ensure that
they have been heard and to continue learning the reasons specific recommendations were made.
Significant employee comments will be reviewed with management prior to making any significant
changes to the proposed class plan. These discussions will be by email, telephone, or additional direct
personal contact with employees, depending upon the extent of the response. Allocation and/or class
description changes will be made as required and the class specifications will be finalized and submitted
for approval. All employees who submitted their comments during the review process will be notified in
writing regarding the outcome of their concerns.
Deliverable H. Classification Plan and Draft of Interim Report and Final Report
A Draft Interim Report of the Classification Study will be completed and submitted to the Study Project Team
for review and comment. The report will contain:
Classification recommendations for each studied position, including documentation
regarding study goals and objectives, classification methodology, approach, and process
as well as all findings, analysis, and resulting recommendations;
The recommended allocation list, classification title changes, job family and career
ladder/career growth issues, reporting relationships, and other factors will all be
included; and
Classification concepts and guidelines as well as methods used to determine appropriate
classification and level, methods for logical progression of movement between
classifications, distinguishing characteristics and other pertinent information for
implementation and continued maintenance of the recommendations will be detailed.
Once we have received the City’s comments regarding the Draft Interim Report and have made any
necessary changes, a Final Classification Report will be developed.
PHASE II: BASE SALARY COMPENSATION STUDY
Deliverable A. List of Comparator Agencies and Benchmark Classifications
During the initial meeting with the Study Project Team, we will discuss and agree to the compensation
study factors. Using the agreed-upon list of comparators, we will confirm appropriate, logical and
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defensible comparator agencies that will be included in the external market survey, which will be the
foundation of ensuring that the agencies’ salaries for the studied classifications are competitively aligned
with the external labor market. We will also identify those classifications that will be surveyed in the
market (i.e., benchmark classifications), with the intention of internally aligning the remaining
classifications with those that were surveyed.
1. Determination of Comparator Agencies
The selection of comparator agencies is a critical step in the study process. We typically use the
following factors to identify appropriate comparators and will receive approval before proceeding
with the base salary compensation survey.
Our recommended methodology is that we involve the City Council, management, Human
Resources, and employee representation in the decision-making process of selecting which
comparable agencies are included, PRIOR to beginning the study. Our experience has shown that
this is the most successful approach. The factors that we typically review when selecting and
recommending appropriate comparator agencies include:
Organizational type and structure – While various organizations may provide overlapping
services and employ some staff having similar duties and responsibilities, the role of each
organization is somewhat unique, particularly in regard to its relationship to the citizens it
serves and level of service expectation. During this iterative process, the City’s current/
previous list of comparators, if any, and the advantages/disadvantages of including them or
others will be discussed.
Similarity of population served, City demographics, City staff, and operational budgets –
These elements provide guidelines in relation to resources required (staff and funding) and
available for the provision of services.
Scope of services provided – While having an organization that provides all of the services at
the same level of citizen expectation is ideal for comparators, as long as the majority of
services are provided in a similar manner, sufficient data should be available for analysis.
Labor market – The reality of today’s labor market is that many agencies are in competition
for the same pool of qualified employees. Individuals often do not live in the community they
serve. Therefore, the geographic labor market area (where the City may be recruiting from or
losing employees to) will be taken into consideration when selecting potential comparator
organizations.
Cost-of-living – The price of housing and other cost-of-living related issues are some of the
biggest factors in determining labor markets. We will review overall cost-of-living of various
geographic areas, median house prices, and median household incomes to determine the
appropriateness of various potential comparator agencies.
The City has a current list of 11 comparator agencies and we will include those in our analysis. We
typically recommend using ten to twelve (10-12) comparator agencies for all survey benchmarks
in order to achieve statistical significance but are flexible and can easily use a different approach
based on the City’s preferences.
Our proposal includes two (2) cost options for cost comparison purposes.
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2. Determination of Benchmark Classifications
In the same collaborative manner as described in Step 1 above, we will work with the City’s
stakeholders to select those classifications that will be surveyed.
“Benchmark classes” are ordinarily chosen to reflect a broad spectrum of class levels. In addition,
those that are selected normally include classes that are most likely to be found in other similar
agencies, and therefore provide a sufficient valid data sample for analysis. Internal relationships
will be determined between the benchmarked and non-benchmarked classifications and internal
equity alignments will be made for salary recommendation purposes. Due to the fact that the
labor market typically yields reliable data, we recommend using approximately 60%-65% of all
classifications as benchmarks but we are happy to use a different model.
Deliverable B. Data from Comparators
K&A does not collect market compensation data by merely sending out a written questionnaire. We find
that such questionnaires are often delegated to the individual in the department with the least experience
in the organization and given a low priority.
Our experienced compensation analysts conduct all of the data collection and analysis to ensure validity
of the data and quality control. This approach also ensures that we compare job description to job
description and not just job titles, therefore ensuring true “matches” of at least 70%, which is the
percentage we use to determine whether to include a comparator classification or not. As mentioned
above in our Classification methodology, our job analysis method is the whole position analysis approach.
Our analysis will include written documentation of our assessment methodology and assessment for each
position surveyed.
We typically collect classification descriptions, organization charts, salary schedules, personnel policies,
MOUs, and other information via website, by telephone, or by an onsite interview. With the prior
knowledge from the data gathered directly from each comparator agency and our experience in the public
sector human resources field, our professional staff makes preliminary “matches” and then schedules
appointments by telephone, or sometimes in person, with knowledgeable individuals to answer specific
questions. We find that the information collected using these methods has a very high validity rate and
allows us to substantiate the data for employees, management, and governing bodies.
Deliverable C. Analysis and Preliminary Review of Data
Data will be entered into spreadsheet format designed for ease of interpretation and use. The information
will be presented in a format that will identify the comparator positions used for each classification
comparison. Information will be calculated based upon both average and median figures allowing the City
to make informed compensation decisions. Other elements of the compensation survey report are
agencies surveyed; comparable class titles; salary range maximum/control point; number of observations;
and percent of the City’s salary range is above/below the market values.
In addition, we will include any type of statistical representation and analysis that the City desires such as
60th, 70th, or any other percentiles.
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Deliverable D. Draft Compensation Findings/Additional Analysis/Study Project Team Meetings
As part of our transparent approach and communication strategy to ensure organizational buy-in to the
study, we share the market survey with the organization. We first distribute our draft findings to the Study
Project Team. After their preliminary review, K&A will meet with the Study Project Team and other
stakeholders (including management, employees, and Human Resources) to clarify data, to receive
requests for reanalysis of certain comparators, and to answer questions and address concerns. This
provides an opportunity for the Study Project Team and other stakeholders to review and question any of
our recommended benchmark comparator matches. If questions arise, we conduct follow-up analysis to
reconfirm our original analysis and/or make corrections as appropriate.
Deliverable E. Analysis of Internal Relationships and Alignment
To determine internal equity for all studied positions, considerable attention will be given to this phase of
the project. It is necessary to develop an internal position hierarchy based on the organizational value of
each classification. Again, we utilize the whole position analysis methodology as described earlier.
By reviewing those factors, we will make recommendations regarding vertical salary differentials between
classes in a class series, for example, as well as across departments. This analysis will be integrated with
the results of the compensation survey and the City’s existing compensation plan.
The ultimate goal of this critical step in the process is to address any potential internal equity issues and
concerns with the current compensation system, including compaction issues between certain
classifications. We will create a sound and logical compensation structure for the various levels within
each class series, so that career ladders are not only reflected in the classification system but also in the
compensation system, with pay differentials between levels that allow employees to progress on a clear
path of career growth and development. Career ladders will be looked at vertically, as well as horizontally,
to reflect the City’s classification structure that was developed during the classification phase of the study.
Deliverable F. Compensation Structure and Implementation Plan
Depending on data developed as a result of the internal analysis, we will review and make recommenda-
tions regarding internal alignment and the salary structure (set of salary ranges, salary differentials, steps
within ranges, and/or alternative compensation plans) within which the classes are allocated, based upon
the City’s preferred compensation model. In addition, we will develop externally competitive benefit
comparisons for all classifications. We will also assist the District in developing a compensation philosophy
and practices relative to the surveyed public jurisdictions, if desired. Finally, we will develop a proposed
implementation plan based on the study results and recommendations.
We will conduct a competitive pay analysis using the market data gathered to assist in the determination
of external pay equity and the recommendation of a new base compensation structure. We will conduct
a comparative analysis to illustrate the relationships between current pay practices and the newly
determined market conditions and develop solutions to address pay equity issues, analyze the financial
impact of addressing pay equity issues, and create a market adjustment implementation strategy
supporting City goals, objectives, and budget considerations. We will develop recommendations covering
special compensation issues such as pay for performance, skill pay, special assignment pay, certification
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pay, and acting assignment pay; as well as salaries above the maximum; seniority; promotions;
maintenance of the salary schedules; etc.
Draft recommendations will be discussed with the Study Project Team and management for discussions
and decisions on overall pay philosophy and the practicality of acceptance and prior to developing an
Interim Report.
Deliverable G. Final Report and Guidelines for Implementation
Volume II (Draft Interim Report of the Compensation Study) will be completed and submitted to the Study
Project Team for review and comment. The report will provide detailed compensation findings,
documentation, and recommendations. The report will include:
An executive summary of the compensation study and results;
A set of all market data spreadsheets;
A proposed Salary Range Placement document;
A procedure to address employees whose base pay exceeds the maximum of their newly
assigned pay range;
Discussion of how the compensation program affects recruitment and retention efforts
of qualified employees;
Implementation issues and cost projections surrounding our recommendations; and
A guide for rules, policies and procedures for the City in implementing, managing and
maintaining the compensation system, as appropriate.
Once all of the City’s questions/concerns are addressed and discussed, a Final Classification and
Compensation Report will be created and submitted in the City’s preferred format. The Final Report will
incorporate any appropriate revisions identified and submitted during the review of the draft report.
Deliverable H. Formal Appeals Support
Should the City have a formal appeal process regarding the allocation of positions to classifications and of
classifications to salary ranges, this proposal does not cover time regarding a formal appeal process.
Should our on-site participation be desired, our stated composite hourly rate will be honored. As
mentioned above, however, our internal process usually addresses any appeal issues.
Deliverable I. Final Presentation
Our proposal includes multiple meetings and weekly oral and written status/progress updates to the Study
Project Team.
Regarding the involvement of the City Council, we recommend at least one initial meeting to confirm the
comparator agencies to be included in the study, one interim study session (to discuss the initial findings
of the compensation study), and one final presentation of our Final Report. Of course, we are flexible
regarding having more or less interaction with the City Council, based on the City’s preferences.
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Expectations of City Support / City’s Responsibilities
In order to conduct this study in the most timely and cost-effective manner, we ask for support in the
following areas:
Timely provision of written documentation, such as current class specifications, union contracts,
organizational charts, budget documents, requests for audits, past studies, etc.;
Assistance in the notification and scheduling of orientation and other meetings and the
provision of adequate interview space;
Assistance in the compilation of current descriptions with the PDQ; collecting and forwarding
questionnaires; and in ensuring that materials are complete and returned in a timely manner;
Assistance in scheduling study project team, bargaining unit, management, employee audit,
and other meetings; and
Meeting agreed-upon timelines.
In terms of time commitment for City staff, it is our expectation that the City hires an outside consultant
to conduct and coordinate the entire effort. It is our goal to reduce the time commitment of City staff as
much as possible and to only request assistance in the coordination of some of the steps in the process,
such as scheduling employee orientation meetings, duplicating position description questionnaires,
scheduling employee interviews/desk audits, disseminating information, and in general, being a channel
of communication between our firm and employees.
Communication with the City
Our typical communication model includes at least weekly or biweekly written status updates to keep the
City informed on where we are during each phase of the project. We have found that most communication
can be managed through emails and teleconferences by phone.
In addition, the study includes a significant number of meetings with the Study Project Team, human
resources, management, employees, employee representation, and the City Council, as desired. The
meetings and “stakeholder touch-points” that we recommend ensure understanding of the project
parameters, enhance accurate intake and output of information, and foster a collaborative and interactive
approach that will result in greater buy-in for study recommendations. This interactive approach, although
time-consuming, has resulted in almost 100% implementation success of K&A’s studies.
Post-Implementation Consultation and Support / Consultant Responsibilities
We are committed to providing the City with the highest-quality product and service. Providing ongoing
consultation and support after study implementation is a service that is included in our professional fees
and a continued relationship-building aspect of our client relationship that we highly value.
We often find that clients will call or email with follow-up questions and to discuss certain aspects of the
study, ask why decisions and recommendations were made, and other important components of the
study. We consider post-implementation support as part of our customer service.
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
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Should the City request any additional onsite meetings and/or training after implementation of the study
and/or other specific, identifiable work efforts, such as position reclassification studies, creating new class
descriptions, or conducting annual surveys, we would honor our composite hourly rate for actual hours
spent at the City. However, from experience, we expect that most follow-up support will be conducted
via telephone and email and this is absolutely included in our “Not To Exceed Fee” for this project.
Stakeholder Engagement
The meetings and communications with stakeholders that we recommend ensure understanding of the
project parameters, enhance accurate intake and output of information, and encourage a collaborative
and interactive approach that will result in greater buy-in for study recommendations. This interactive
approach, although time-consuming, has resulted in almost 100% implementation success of K&A’s
studies.
We believe in an interactive and collaborative process with the whole organization and in a high level of
stakeholder contact and interaction to ensure organizational buy-in of the study throughout the entire
process. Following are the major milestones at which we touch base with Human Resources, employees,
managers, and other stakeholders, as appropriate:
Initial study kick-off and employee/management orientation meetings;
Position description questionnaire completion and review;
Employee and management interviews;
Employee, management, and Human Resources review of draft class descriptions;
Contact with employees and management to address final classification issues;
Stakeholder input regarding a list of appropriate comparator agencies;
City stakeholder review of compensation study data and contact with them to address
any challenges to the market comparables we identified for each classification;
Stakeholder input on internal salary relationship analysis and recommendations; and
Stakeholder input regarding final compensation plans and structure recommendations.
These steps will ensure that the study results in a product that is accepted and trusted by all levels within
the organization. Beyond sound mechanics, our approach includes sufficient communication steps to
ensure that the study methodology is understood and the results are regarded as expert, impartial, and
fair.
Project Milestones and Target Dates
Our professional experience is that citywide classification and base salary compensation studies of this
scope and for this size organization take approximately five (5) months to complete, allowing for adequate
position description questionnaire completion, interview time, classification description review and/or
development, compensation data collection and analysis, review steps by the City, the development of
final reports, any appeals, and presentations.
The following is a suggested timeline (which can be modified based on the City’s needs):
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Deliverable PHASE I:
Classification Study Week #*
A. Meetings with Study Project Team and Management Staff for Initial
Documentation Review Week 1
B. Orientation Meetings with Employees and Distribution of PDQ Week 1
C. Collection and Review of PDQs Week 5
D. Interviews with Employees, Supervisors, and Management Week 7
E. Classification Concept & Preliminary Allocation Week 8
F Draft Class Description Development Week 15
G Facilitation of Draft Class Description Review and Informal Appeals
Support Week 16
H. Classification Plan and Draft of Interim Report and Final Report Week 20
Deliverable PHASE II:
Base Salary Study Week #*
A. List of Comparator Agencies and Benchmark Classifications Week 3
B. Data from Comparators Week 8
C. Analysis and Preliminary Review of Data Week 15
D. Draft Compensation Findings/Additional Analysis/Study Project Team
Meetings Week 16
E. Analysis of Internal Relationships and Alignment Week 18
F. Compensation Structure and Implementation Plan Week 19
G. Final Report and Guidelines for Implementation Week 20
H. Formal Appeals Support * As Needed
I. Final Presentation As Scheduled
*Based on an actual project starting date, once known, we can change “week #s” to specific calendar
dates, if desired.
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
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CONSULTANT QUALIFICATIONS
Koff & Associates (“K&A”) is a full-spectrum, public-sector human resources and recruitment services
firm that was founded in 1984 by Gail Koff; K&A has been assisting cities, counties, special districts, other
public agencies, and non-profit organizations with their human resources needs for thirty-five (35) years.
We are a private California corporation, #2785458, and our legal name is Kaneko and Krammer Corp.
dba Koff & Associates, Inc. We were incorporated on September 23, 2005. Our headquarters are in
Berkeley, CA, and we have satellite offices in Southern California, the Central Valley, the Sacramento
Region, and the western region.
We are a California State-certified Small Business Enterprise (#58366), and through the County of
Alameda, we are also a locally certified Local, Small Local, and Very Small Local Business Enterprise.
We are familiar with the various public sector organizational structures, agency missions, operational and
budgetary requirements, and staffing expectations. We have extensive experience working in both union
and non-union environments (including service as the management representative in meet & confer and
negotiation meetings), working with City Councils, County Commissions, Boards of Directors, Boards of
Supervisors, Boards of Trustees, Merit Boards, and Joint Power Authorities.
The firm’s areas of focus are classification and compensation studies (approximately 70% of our
workload); executive search and staff recruitments; organizational development/assessment studies;
performance management and incentive compensation programs; development of strategic management
tools; policy/procedure development and employee handbooks; training and development; public agency
consolidations and separations; Human Resources audits; and serving as off-site Human Resources
Director for smaller public agencies that need the expertise of a Human Resources Director but do not need
a full-time, on-site professional.
Without exception, all of our classification and compensation studies have successfully met all of our
intended commitments; communications were successful with employees, supervisors, management, and
union representatives; and we were able to assist each agency in successfully implementing our
recommendations. All studies were brought to completion within stipulated time limits and proposed
budgets.
Our long list of clients is indicative of our firm’s reputation as being a quality organization that can be
relied on for producing comprehensive, sound, and cost-effective recommendations and solutions. K&A
has a reputation for being “hands on” with the ability and expertise to implement its ideas and
recommendations through completion in both union and non-union environments.
K&A relies on our stellar reputation and the recommendations and referrals of past clients to attract new
clients. Our work speaks for itself and our primary goal is to provide professional and technical consulting
assistance with integrity, honesty and a commitment to excellence. We are very proud of the fact that we
have not had any formal appeals in our entire history, working with hundreds of public agency clients and
completing hundreds of classification and/or compensation, organizational, and other types of studies.
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Our entire team consists of twenty-seven (27) employees as shown below in our organizational chart.
No subcontractors will be assigned to this study.
K&A Staff Members to be Assigned to Project
All members of our team have worked on multiple classification and compensation studies and are well
acquainted with the wide array of public sector organizational structures, compensation structures,
classification plans, as well as the challenges and issues that arise when conducting studies such as this
one for the City.
Following are short biographies of the specific staff who will be assigned to this study (their full résumés
may be found in the Appendix):
Catherine “Katie” Kaneko, C.P.A., P.H.R.
President
Katie is one of the two principals of Koff & Associates. She brings 25 years of management-level human
resources and consulting experience to K&A. She has extensive experience in classification analysis and
evaluation techniques, compensation, performance incentive programs, recruitment, and organizational
studies.
Armed with her Bachelor of Business Administration degree, and as a CPA (Certified Public Accountant),
Katie began her career in an international accounting/consulting firm. She transitioned into Human
Georg Krammer, CEO
Katie Kaneko, President
Alyssa Thompson
Senior Project Manager
Debbie Owen
Senior Project Manager
Kari Mercer
golbou ghassemieh
Project Managers
Richard O'Donnell
Recruitment Manager
Brandon Romo
Recruiter
Kelly Basoco
Gwen Brew
Monica Garrison-Reusch
Mike Harary
Jamie Inderbitzen
Frances Trant
Senior H.R. Associates
Irene Chan
Cindy Harary
Brenna
Huntley Sarah
Nunes
Rebecca Ornellas
Renate Tiner
Susan Vang
H.R. Associates
Eileen King
Marketing Associate
Ruth Zablotsky
Administrative Analyst/
Proposal Developer
Lenissa Dumlao
Elise Johnson
Administrative
Coordinators
Kathy Crotty
Anne Brooks Pfister
Administrative
Assistants
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Resources within the firm to become the Human Resources Director of the San Francisco office. She next
moved into the high-tech industry where she served in leadership positions for high-growth companies,
startup firms, and organizations in transition. Katie then moved to the public sector, joining K&A in 2003
and has been the firm’s President since 2005; over the last fifteen (15) years, she has overseen hundreds
of compensation, classification, organizational and other studies for cities, counties, and special districts
throughout California.
Agencies for whom classification and/or compensation studies, or HR Services (such as organizational
assessments, executive performance evaluations, etc.) were led by Katie, as Project Director, during the
last three (3) years, include, but are not limited to, the following:
• Cities: Albany, Belmont, Benicia, Calistoga, Carmel, Coachella, Crescent City, Cupertino,
Danville, Dinuba, Fairfield, Galt, Hayward, Madera, Morgan Hill, Newman, Palo Alto,
Piedmont, Sacramento, San Pablo, Santa Rosa, Seaside, Sonora, Tracy.
• Counties: El Dorado, Mendocino, and Merced.
• State: California State Compensation Insurance Fund; California State Auditor’s Office.
• Special Districts: Bay Area Air Quality Management District, California State Auditor’s
Office, Castro Valley Sanitary District, Central Fire District of Santa Cruz County, Coastside
County Water District, Contra Costa County Employees’ Retirement Association,
Cosumnes Community Services District, Discovery Bay Community Services District,
Dublin San Ramon Services District, East Palo Alto Sanitary District, Encina Waste Water
Authority, Fairfield Suisun Sewer District, First 5 Santa Clara, Groveland Community
Services District, Hartnell College, Indian Wells Valley Water District, Mendocino Coast
Recreation & Park District, Midpeninsula Regional Open Space District, Monterey
Regional Water Pollution Control Agency, Mt. View Sanitary District, Municipal Pooling
Authority, North Coast County Water District, Northern California Power Agency, Oakland
Housing Authority, Public Agency Risk Sharing Authority of California, Rancho Murieta
Community Services District, Retirement Office of City of San José, Salinas Union High
School District, Salinas Valley Solid Waste Authority, San Francisco County Transportation
Authority, Santa Clara Valley Open Space Authority, Santa Clara Valley Water District,
Solano Transportation Authority, Sonoma County Open Space District, Southwestern
Community College District, Superior Court of San Joaquin County, Travis Unified School
District, Vallejo Flood and Wastewater District, West Valley Sanitation District of Santa
Clara County, and Zone 7 Water Agency.
Katie will be key personnel and serve as the Project Director for this project; she will coordinate all of
K&A’s efforts, will attend all meetings with the City, and will be responsible for all work products and
deliverables.
golbou ghassemieh, MBA, SPHR, SHRM-SCP, IPMA-SCP
Project Manager
golbou’s professional qualifications include over fourteen (14) years of experience in the Human
Resources field, including work as a Deputy Director and Director at County and City agencies in the public
sector. Her experiences include working in and/or overseeing classification and compensation, training
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and development, EEO, employee and labor relations, risk management, and recruitment and examina-
tion. Her experience includes both public and private sector Human Resources work for the County of
Sonoma, City of Santa Rosa, Target Corporation, and Savant Consulting. She gained experience in
classification and compensation, recruitment and examination, organizational development and training
programs, labor relations, MOU administration, policy development and administration, ADA programs,
investigations, discipline administration, recruitment and examination, presenting to Boards and
Commissions, and general human resources leadership and administration.
During her ten (10) year tenure as a Human Resources leader in the public sector, golbou gained
specialized knowledge of conducting classification and compensation studies for a broad array of positions
in both agency departments as well as special districts, such as water, open space, community
development/housing, etc.
Since joining Koff & Associates, in early 2019, golbou has worked on a variety of Classification and
Compensation projects for:
• Cities: Anaheim, Milpitas
• Special Districts: Port of Oakland
She earned her B.A. degree in Psychology with a minor in French at University of California, Berkeley and
her MBA degree with an emphasis in Human Resources Management from Sonoma State University. She
also holds several professional certifications. Ms. ghassemieh serves as an instructor for Sonoma State
University’s Human Resources Certification course and has served for three (3) years as a Board member
for PASCO-HR, a Sonoma County Professional Human Resources Association.
Together with Katie Kaneko, golbou will serve as the Co-Project Director for this project; she will help
coordinate all of K&A’s efforts, will attend all meetings with the City, and will be responsible for work
products and deliverables, as well as provide managerial support throughout the effort, including
classification analysis, interviews with employees and management, compensation analysis, internal job
analysis, development of recommendations, and implementation strategies.
Monica Garrison-Reusch, B.A., M.B.A.
Senior H.R. Associate
Monica has over thirteen (13) years of human resource program experience, all of which have been spent
serving as either a team consultant or project manager on projects working with public sector agencies.
Monica’s primary professional focus over the last several years has been on classification and
compensation practices.
Prior to joining K&A, Monica performed classification and compensation consulting services as either a
team member or project manager on varied projects including large scale studies done for the Counties
of Madera, Sacramento, Bernalillo (in New Mexico), and the California State Department of Personnel
Administration. Monica also developed and served as a Co-Trainer for a two-day course on Classification
and Compensation.
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Monica’s depth of experience allows her to provide a broad range of human resources services to public
agencies. She specializes in compensation projects focusing on both base salary and total compensation
analysis studies. Monica has also worked on project teams conducting classification studies and
organizational analysis, including performing the full range of classification analysis and conducting in-
depth survey and analysis of organizational structures and past organizational practices.
Since joining K&A, Monica has worked on studies for the following clients:
• Cities: Cotati, Crescent City, Pleasant Hill, Sacramento, and Vallejo.
• Counties: El Dorado, Mendocino, and Trinity.
• State: California State Auditor’s Office.
• Special Districts: AC Transit, Cosumnes Community Services District, EBMUD (East Bay
Municipal Utility District), Eastern Municipal Water District, El Dorado County Transit
Authority, First 5 Contra Costa County, First 5 Santa Clara County, Hayward Area
Recreation and Park District, Livermore Amador Valley Transit Authority, Mojave Water
Agency, North Tahoe Public Utility District, Orange County Transportation Authority, State
Water Contractors, and Trabuco Canyon Water District.
She earned an MBA with an emphasis in Marketing at Golden Gate University and a Bachelor of Science
in Business Administration from the University of Southern California.
Monica will provide Senior H.R. Associate support for this project, including classification analysis,
interviews with employees and management, compensation data collection and analysis, internal job
analysis, development of recommendations, and implementation strategies.
Brenna Huntley, M.S.
H.R. Associate
Prior to joining the K&A team in early 2017, Brenna worked in human services and education to connect
people with the services and information most important to them. Her transition into human resources
consulting allows her to continue this trend, focusing on classification and compensation studies to deliver
sound market data and recommendations to clients. In addition to her professional pursuits, Brenna has
spent several years conducting research studies in academic laboratories, investigating questions
surrounding leadership effectiveness, organizational culture, and employee selection.
Since joining K&A, Brenna has worked on classification and/or compensation studies for the following
agencies:
• Cities: Belmont, Cupertino, Los Altos Hills, Milpitas, Moraga, Mt. Shasta, Palm Desert,
Pleasant Hill, Redlands, Redwood City, San Bruno, Santa Cruz, and Vallejo.
• Special Districts: Alameda Housing Authority, Costa Mesa Sanitary District, Dublin San
Ramon Services District, Encina Wastewater Authority, Foothill-DeAnza Community
College District, Habeas Corpus Resources Center, Las Gallinas Valley Sanitary District,
Leucadia Wastewater Authority, Marina Coast Water District, Midpeninsula Regional
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
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Open Space District, Mid-Peninsula Water District, Rancho Murieta Community Services
District, Riverside County Transportation Commission, SACOG (Sacramento Area Council
of Governments), Santa Clara County Housing Authority, and Santa Clarita Valley Water
Agency.
Brenna earned her B.A. degree in Psychology from San Diego State University, and her M.S. degree in
Industrial/Organizational Psychology from San Francisco State University.
She will provide H.R. Associate support throughout this effort for the City, including classification analysis,
interviews with employees and management, compensation data collection and analysis, internal job
analysis, development of recommendations, and implementation strategies.
Rebecca Ornellas, M.S.
H.R. Associate
Rebecca has nearly five (5) years of non-profit and public-sector work experience. She has two (2) years
of experience working in Human Resources for the U.S. Office of Personnel Management and the City and
County of San Francisco. Her work experience includes job analysis, recruitment and selection,
competency modeling, and data analytics. In addition to her professional pursuits, Rebecca has spent
several years conducting research studies in academic laboratories, investigating questions surrounding
organizational culture and employee selection.
Since joining K&A on November 1, 2018, Rebecca has been working on the following classification and/or
compensation project:
• Cities: Bellflower, Manteca, and West Sacramento.
• Counties: Yuba.
• Special Districts: Oakwood Lake Water District, Salinas Union High School District.
Rebecca earned her B.A. degree in Psychology from University of the Pacific, and her M.S. degree in
Industrial/Organizational Psychology from San Francisco State University.
She will provide H.R. Associate support throughout this effort for the City, including classification analysis,
interviews with employees and management, compensation data collection and analysis, internal job
analysis, development of recommendations, and implementation strategies.
Susan Vang, B.S.
H.R. Associate
Susan has over five (5) years of human resources consulting experience in classification and compensation,
recruitment and selection, and employment testing for the public sector. Susan has experience providing
technical support on a variety of classification and compensation projects including City of El Segundo,
Counties of Sonoma, Lake, and Madera. In addition, Susan worked on the Merit System Services (MSS)
contract with the California Department of Human Resources, providing recruitment and
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selection support to twenty-seven (27) California County Departments of Social Services and Child Support
Services.
Since joining K&A, Susan has worked on studies for the following:
• Cities: El Monte, Los Altos (Police Officers Association), Morgan Hill, Mount Shasta,
Oakland, Piedmont, Santa Barbara, Santa Cruz, Santa Rosa, and Vallejo.
• Special Districts: Calaveras County Water District, California Association of Sanitation
Agencies (CASA), College of the Sequoias, Dublin San Ramon Services District, Eastern
Municipal Water District, Foothill-DeAnza Community College District, Hartnell
Community College, Long Beach Transit, Marin County Transit District, MTC (Metropolitan
Transportation Commission), Riverside Community College District, Santa Clara Valley
Water District, Southwestern Community College District, Vallejo Flood and Wastewater
District, and Zone 7 Water Agency.
A Northern California native, Susan earned her B.S. degree in molecular environmental biology from the
University of California, Berkeley.
Susan will provide H.R. Associate support for this project, including classification analysis, interviews with
employees and management, compensation data collection and analysis, internal job analysis,
development of recommendations, and implementation strategies.
Renate Tiner, B.Sc.
H.R. Associate
Renate’s professional qualifications include five (5) years of both non-profit and private sector Human
Resources experience. Starting in Human Resources administration and rising into Human Resources
management, she gained experience in full-cycle recruitment, orientation and on-boarding, Health and
Safety, Worker’s Compensation, licensing and accreditation, policy development, and general Human
Resources administration.
Since joining Koff & Associates in 2017, Renate has assisted with some of the firm’s proposal development
and has worked on Classification and Compensation Studies for the following agencies:
• Cities/Towns: Bellflower, Concord, El Monte, Los Altos, and West Sacramento.
• Special Districts: Eastern Municipal Water District, Foothill DeAnza Community College
District, Groveland Community Services District, Metropolitan Transportation
Commission, Riverside Community College District, and San Joaquin County Superior
Court.
Renate earned her B.Sc. degree in Psychology from the University of Northern British Columbia, in Prince
George BC, Canada. She was a Canadian Human Resource Professional (CHRP) Candidate before moving
to the United States.
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She will provide H.R. Associate support throughout this effort, including classification analysis, interviews
with employees and management, compensation data collection and analysis, internal job analysis,
development of recommendations, and implementation strategies.
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Client References
Agency & Project Contact
City of Belmont (population: 27,140)
Total Compensation Study, nearing completion.
Ms. Corazon “Cora” Dino
Human Resources Director
(650) 637-2988
One Twin Pines Lane
Belmont, CA
94002 cdino@belmo
nt.gov
City of Calistoga (population: 5,311)
Limited Class & Total Comp Study, completed 2018.
Classification and Compensation Study, completed 2015.
Ms. Gloria Leon
Administrative Services Director
(707) 942-2803
1232 Washington Street
Calistoga, CA 94515
gleon@ci.calistoga.ca.us
City of Cotati (population: 7,455)
Compensation Study (Maintenance & Police), completed 2017.
Compensation Study, completed 2016.
Mr. Damien O’Bid
City Manager
(707) 665-3621
201 West Sierra Ave.
Cotati, CA 94931
dobid@cotaticity.org
Town of Danville (population: 44,786)
Total Compensation Study, completed 2018.
Mr. Nat Rojanasathira
Administrative Services Director
(925) 314-3328
510 La Gonda Way
Danville, CA 94526
nrojanasathira@danville.ca.gov
City of Lafayette (population 26,440)
Classification and Total Compensation Study, completed 2013.
Ms. Tracy Robinson
Administrative Services Director
(925) 299-3227
3675 Mt. Diablo Road, #210
Lafayette, CA 94549
trobinson@lovelafayette.org
City of Pleasant Hill (population: 34,987)
Classification Studies (3 positions), completed 2018.
H.R. Organizational Study, completed 2016.
Police Compensation Study, completed 2016.
Classification Study, completed 2015.
Total Compensation Study, completed 2015.
Ms. Ericka Mitchell
Human Resources Manager
(925) 671-5277
100 Gregory Lane
Pleasant Hill, CA 94523
emitchell@pleasanthillca.org
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Citywide Classification and Base Salary Study Proposal
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City of Santa Rosa (population: 172,000)
Limited Compensation Study, completed 2017.
Classification and Organizational Studies for various departments
from 2007 to 2013.
Ms. Barbara Duncan
Human Resources Analyst
(707) 543-3074
100 Santa Rosa Ave., Rm. 1
Santa Rosa, CA 95404
bduncan@srcity.org
City of Vallejo (population: 121,299)
Compensation Study, Engineer position, completed 2019.
Total Compensation Study for City Attorney, completed 2018.
Total Compensation Study for Risk Manager, completed 2018.
Total Compensation Study of CAMP (Confidential, Administrative,
Managerial, and Professional Association) group, completed 2018.
Total Comp Study for IAFF (Firefighters), completed 2017.
Classification Study of Chief Assistant City Attorney, completed 2017.
Classification Study of Accounting Manager, completed 2017.
Class, Comp Studies, completed 2015, 2016.
Ms. Janet Thiessen
Human Resources Program Manager
(707) 648-4106
555 Santa Clara Street
Vallejo, CA 94590
janet.thiessen@cityofvallejo.net
County of Sonoma (population: 504,217)
Classification & Compensation Study for the Sonoma County Water
Agency, completed 2019.
Various Classification and Compensation Studies, since 2013.
Ms. Maggie Miller
Principal Classification Analyst
(707) 565-3565
575 Administrative Drive, Room 116B
Santa Rosa, CA 95403
maggie.miller@sonoma-county.org
Las Gallinas Valley Sanitary District
Classification and Compensation Study, completed 2019.
Total Compensation Study, completed 2014.
Ms. Susan McGuire
Administrative Services Manager
(415) 472-1033 Ext 19
300 Smith Ranch Road
San Rafael, CA 94903
smcguire@lgvsd.org
Napa Sanitation District
Districtwide Classification Study, completed 2017.
Ongoing since 1998:
• Class and Comp Studies
• Policy Procedures, Employee Handbook
• Recruitment efforts
• HR Assistance
Ms. Cheryl Schuh
Human Resources Officer
(707) 258-6003
1515 Soscol Ferry Road
Napa, CA 94559
cschuh@napasan.com
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Citywide Classification and Base Salary Study Proposal
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Sonoma County Library
Classification and Compensation Study, completed 2015.
Mr. Patrick Preston
Human Resources Manger
(707) 545-0831 Ext. 1582
211 E Street
Santa Rosa, CA 95404
ppreston@sonoma.lib.ca.us
Sonoma County Open Space District
Classification Study, completed 2015.
Ms. Maggie Miller, SHRM-SCP, SPHR
Principal Classification Analyst
(707) 565-3565
575 Administration Drive, Room 116B
Santa Rosa, CA 95403
Maggie.Miller@sonoma-county.org
Koff & Associates has never withdrawn from any implementation prior to completion of a project.
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FEES AND COMPENSATION
Budget Narrative
We have often found our process requires a very high level of time commitment, which sometimes results
in a higher proposal cost. We believe that our methodology and implementation success rate is
attributable to the significantly greater level of contact we have with management, governing body, and
staff. The time we commit to working with the employees (orientations and briefings, meetings with
employees via personal interviews, informal appeal process, etc.) results in significantly greater buy-in
throughout the process and no formal appeals at the end of the study.
In fact, our firm has never had a formal appeal to any of our studies in our 35 years in business. It has been
our experience that the money and time invested in stakeholder communication throughout the study
are money and time saved during implementation. Numerous times our firm has been hired after an
agency has gone through an unsuccessful study whose results were rejected or appealed and whose
implementation was very controversial. The result was a divided organization with hostility and animosity
between employees/employee representation and management. Whenever our firm was hired after such
an unfortunate experience, study stakeholders were amazed at our open and all-inclusive process, our
efforts to elicit equal stakeholder input, and our development of recommendations that were accepted
as fair and reasonable and understood by management, employees, and the governing body. Our success
rate is also attributable to the fact that we have 35 years of experience working with employees of all
types of backgrounds, educational levels, and work experiences, and we are accustomed to successfully
communicating with and educating them throughout the process. It is imperative that all employees
eventually buy into the study results and recommendations, whether they have been through a process
like this before or whether this is the first time for them.
Our clients always provide feedback that our process was professional, comprehensive, understandable,
timely, and inclusive. Employees, although not necessarily always happy with our recommendations, have
always indicated that we listened to their issues and concerns and were available for discussion, as
required. Although time consuming, we also drive the process to ensure that timelines are met and
schedules are maintained.
The cost proposal below includes two options depending on scope of work. Of course, the City may select
any combination thereof and we are open to negotiating a third option if it better serves the City.
We hope to be able to negotiate a scope of work and cost option that best serves the City’s needs.
Deliverables and Hours/Cost
Deliverables Phase I:
Classification Study
Option 1:
Hours
Option 2:
Hours
A. Meetings with Study Project Team and Management
Staff for Initial Documentation Review 10 10
B. Orientation Meetings with Employees and Distribution
of PDQs 12 12
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
29
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
C.
Collection and Review of PDQs
Option 1: Assumes 1 PDQ per classification, plus 10% of
employees submitting individual PDQs (for a total of
approximately 105 PDQs)
Option 2: Assumes 1 PDQ per classification, plus 20% of
employees submitting individual PDQs (for a total of
approximately 115 PDQs)
35
45
D.
Interviews with Employees, Supervisors, and
Management
Option 1: Assumes 1 interview per classification plus 10% of
employees having individual interviews (for a total of
approximately 105 interviews)
Option 2: Assumes 1 interview per classification, plus 20% of
employees having individual interviews (for a total of
approximately 115 interviews)
65
80
E. Classification Concept & Preliminary Allocation 40 40
F.
Draft Class Description Development
Option 1: Assumes that some classifications will be
4onsolidated and/or eliminated and only up to 98
classifications will be developed/updated
Option 2: Assumes that all 108 classifications will be
developed/updated
250
275
G. Facilitation of Draft Class Description Review and
Informal Appeals Support 40 50
H. Classification Plan and Draft of Interim Report and Final
Report 16 16
Total Professional Hours -- Classification 468 528
Combined professional and clerical composite rate:
$134/Hour $ 62,712 $ 70,752
Deliverables Phase II:
Compensation Study Hours Hours
A. List of Comparator Agencies and Benchmark
Classifications 12 12
B.
Data from Comparators
Option 1: Base Salary Only: up to 75 benchmarks, up to 12
comparators
Option 2: Total Compensation: up to 75 benchmarks, up to 12
comparators
135
200
C.
Analysis and Preliminary Review of Data
Option 1: Base Salary Only: up to 75 benchmarks, up to 12
comparators
Option 2: Total Compensation: up to 75 benchmarks, up to 12
comparators
50
100
D. Draft Compensation Findings/Additional Analysis/Study
Project Team Meetings 35 50
E. Analysis of Internal Relationships and Alignment 12 12
F. Compensation Structure and Implementation Plan 12 12
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
30
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
G. Final Report and Guidelines for Implementation 16 16
H. Formal Appeals Support * 0 0
I. Final Presentation 8 8
Anticipated hours for additional unscheduled meetings and
phone calls 8 12
Total Professional Hours -- Compensation 288 422
Combined professional and clerical composite rate:
$134/Hour $ 38,592 $ 56,548
Expenses are included in our combined composite rate: N/A N/A
Expenses include but are not limited to duplicating documents,
binding reports, phone, fax, supplies, postage, travel expenses,
per diem, etc.
TOTAL NOT-TO-EXCEED COST FOR PROJECT: $ 101,304 $ 127,300
*Additional consulting will be honored at composite rate
($134/Hour)
Contractual Requirements & Payment Schedule
We will be pleased to sign the City’s professional services agreement for a Citywide Classification and Base
Salary Study.
Note: please add the following language to your professional services agreement should we receive the
award for this project.
Koff & Associates requests that our Clients pay K&A 20% of project cost at commencement
of project. Following the initial 20% commencement payment, all billable time shall be billed
monthly in arrears (i.e., invoices are submitted by K&A to client in the month following the
month in which services were rendered). Upon completion of the scope of work, the balance
of the agreed-to amount will be billed.
Our regular terms are Net 30.
Client shall pay K&A for its fees and reimbursable expenses (if applicable) within thirty (30)
days following the date of receipt of each applicable invoice. If Client contests or questions
any invoice, it agrees to raise any questions with management of K&A within such 30-day
period. Late fees in the amount of 2% of invoice amount will accrue if current invoice is not
paid within 30 days of payment due date of that invoice. If late fees are not paid, they will
carry forward to next invoice.
If necessary, we are flexible about negotiating other terms with the City.
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
31
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
Please also note: We respectfully request that the following clause also be incorporated into your
contract or agreement with K&A:
Except with the written consent of Georg Krammer or Katie Kaneko, CEO and President
respectively of Koff & Associates, which consent may be given or withheld in their sole
discretion, Client agrees that during the term of this Agreement and for a period ending
one year thereafter (the “Time Period”) Client will not solicit services from or hire any K&A
employee or contractor (each, a “Team Member”) with whom Client has had contact
pursuant to the services provided to Client under this Agreement. Client specifically
acknowledges that K&A recruits, trains, and contracts with Team Members and that such
efforts are costly and time-consuming. As such, it is understood that should Client hire a
Team Member during the Time Period for any reason without the required consent, Client
agrees to pay a placement fee (paid at the time of placement) of 30% of Team Member’s
first year’s total compensation which accurately reflects a reasonable estimate of K&A’s
time and costs attendant to its recruitment, hiring, retention, and management of Team
Members.
Insurance Acknowledgement
We will submit and support the levels of coverage and endorse the City with our General Liability coverage
upon award of a contract for the project.
Workers’ Compensation: Statutory Limits
Commercial General Liability: $2,000,000 per occurrence
Professional Liability (Errors & Omissions): $1,000,000 per occurrence
Automobile Insurance: $1,000,000 per occurrence
Our insurance broker is Ms. Eileen Hollander, Sr. Account Manager/Commercial Lines, Integro Insurance
Brokers, 2300 Contra Costa Blvd., Suite 375, Pleasant Hill, CA 94523.
Standing of the Firm
Koff & Associates has been in business in California for 35 years and has always been in good standing, is
financially stable, and has no past or pending litigation.
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
Signature Page
Koff & Associates intends to adhere to all of the provisions described in the RFP.
This proposal is valid for ninety (90) days from date of submission.
Respectfully submitted,
By: KOFF & ASSOCIATES
State of California
Georg S. Krammer February 25, 2019
Chief Executive Officer
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
Exhibit B - Compensation
Deliverables Phase I:
Classification Study
Option 2:
Hours
A. Meetings with Study Project Team and Management
Staff for Initial Documentation Review 10
B. Orientation Meetings with Employees and Distribution
of PDQs 12
C.
Collection and Review of PDQs
Option 1: Assumes 1 PDQ per classification, plus 10% of
employees submitting individual PDQs (for a total of
approximately 105 PDQs)
Option 2: Assumes 1 PDQ per classification, plus 20% of
employees submitting individual PDQs (for a total of
approximately 115 PDQs)
45
D.
Interviews with Employees, Supervisors, and
Management
Option 1: Assumes 1 interview per classification plus 10% of
employees having individual interviews (for a total of
approximately 105 interviews)
Option 2: Assumes 1 interview per classification, plus 20% of
employees having individual interviews (for a total of
approximately 115 interviews)
80
E. Classification Concept & Preliminary Allocation 40
F.
Draft Class Description Development
Option 1: Assumes that some classifications will be
4onsolidated and/or eliminated and only up to 98
classifications will be developed/updated
Option 2: Assumes that all 108 classifications will be
developed/updated
275
G. Facilitation of Draft Class Description Review and
Informal Appeals Support 50
H. Classification Plan and Draft of Interim Report and Final
Report 16
Total Professional Hours -- Classification 528
Combined professional and clerical composite rate:
$134/Hour $ 70,752
Deliverables Phase II:
Compensation Study Hours
A. List of Comparator Agencies and Benchmark
Classifications 12
B.
Data from Comparators
Option 1: Base Salary Only: up to 75 benchmarks, up to 12
comparators
Option 2: Total Compensation: up to 75 benchmarks, up to 12
comparators
200
Citywide Classification and Base Salary Study Proposal
City of Rohnert Park
C.
Analysis and Preliminary Review of Data
Option 1: Base Salary Only: up to 75 benchmarks, up to 12
comparators
Option 2: Total Compensation: up to 75 benchmarks, up to 12
comparators
100
D. Draft Compensation Findings/Additional Analysis/Study
Project Team Meetings 50
E. Analysis of Internal Relationships and Alignment 12
F. Compensation Structure and Implementation Plan 12
G. Final Report and Guidelines for Implementation 16
H. Formal Appeals Support * 0
I. Final Presentation 8
Anticipated hours for additional unscheduled meetings and
phone calls 12
Total Professional Hours -- Compensation 422
Combined professional and clerical composite rate:
$134/Hour $ 56,548
Expenses are included in our combined composite rate: N/A
Expenses include but are not limited to duplicating documents,
binding reports, phone, fax, supplies, postage, travel expenses,
per diem, etc.
TOTAL NOT-TO-EXCEED COST FOR PROJECT: $ 127,300
*Additional consulting will be honored at composite rate
($134/Hour)
EXHIBIT C – Insurance Requirements
CITY OF ROHNERT PARK
INSURANCE REQUIREMENTS for Consultant Services Agreement
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in
conformance with the requirements set forth below. Consultant will use existing coverage to comply with
these requirements. If that existing coverage does not meet the requirements set forth here, Consultant
agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the
insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage
required. Any insurance proceeds available to City in excess of the limits and coverage required in this
agreement and which is applicable to a given loss, will be available to City.
Consultant shall provide the following types and amounts of insurance:
General Liability Insurance using Insurance Services Office "Commercial General Liability” policy form
CG 00 01 or the exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross
liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no
event less than $2,000,000 (Two Million Dollars) per occurrence, and $4,000,000 (Four Million Dollars)
annual aggregate.
Business Auto Coverage on ISO Business Auto Coverage form CA 0001 including symbol 1 (Any Auto)
or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 (One Million
Dollars) per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned
auto endorsement to the general liability policy described above. If Consultant or Consultant's employees
will use personal autos in any way on this project, Consultant shall provide evidence of personal auto
liability coverage for each such person.
Workers Compensation on a state-approved policy form providing statutory benefits as required by law
with employer's liability limits no less than $1,000,000 (One Million Dollars) per accident or disease.
Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form
coverage specifically designed to protect against acts, errors or omissions of the consultant and "Covered
Professional Services" as designated in the policy must specifically include work performed under this
agreement. The policy limit shall be no less than $1,000,000 (One Million Dollars) per claim and in the
aggregate. The policy must "pay on behalf of" the insured and must include a provision establishing the
insurer's duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.
Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers
or authorized to transact insurance in the state of California and with an A.M. Bests rating of A- or better
and a minimum financial size VII.
General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree
to the following with respect to insurance provided by Consultant.
1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein
to include as additional insureds the City, its officers, elected officials, employees, agents, and
volunteers using standard ISO endorsement No. CG 20 10 or an approved equivalent. If completed
operations coverage is excluded, the policy must be endorsed to include such coverage. Consultant
also agrees to require all contractors, and subcontractors to do likewise.
2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant,
or Consultant's employees, or agents, from waiving the right of subrogation prior to a loss. Consultant
agrees to waive subrogation rights against City regardless of the applicability of any insurance
proceeds, and to require all contractors and subcontractors to do likewise.
3. The worker’s compensation policy is to be endorsed with a waiver of subrogation. The insurance
company, in its endorsement, agrees to waive all rights of subrogation against the City, its officers,
elected officials, employees, agents, and volunteers for losses paid under the terms of this policy
which arise from the work performed by the named insured for the City.
4. All insurance coverage and limits provided by Contractor and available or applicable to this agreement
are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any
other agreement relating to the City or its operations limits the application of such insurance coverage.
5. None of the coverages required herein will be in compliance with these requirements if they include
any limiting endorsement of any kind that has not been first submitted to City and approved of in
writing.
6. No liability policy shall contain any provision or definition that would serve to eliminate so-called
"third party action over" claims, including any exclusion for bodily injury to an employee of the
insured or of any contractor or subcontractor.
7. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability
or reduction of discovery period) that may affect City's protection without City's prior written
consent.
8. Proof of compliance with these insurance requirements, consisting of certificates of insurance
evidencing all of the coverages required and an additional insured endorsement to Consultant's
general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In
the event such proof of any insurance is not delivered as required, or in the event such insurance is
canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to
obtain any insurance it deems necessary to protect its interests under this or any other agreement and
to pay the premium. Any premium so paid by City shall be charged to and promptly paid by
Consultant or deducted from sums due Consultant, at City option.
9. Certificate(s) are to reflect that the insurer will provide 30 days’ notice to City of any cancellation of
coverage. Consultant agrees to require its insurer to modify such certificates to delete any exculpatory
wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation,
or that any party will "endeavor" (as opposed to being required) to comply with the requirements of
the certificate.
10. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided
by Consultant or any subcontractor, is intended to apply first and on a primary, noncontributing basis
in relation to any other insurance or self-insurance available to City.
11. Consultant agrees to ensure that subcontractors, and any other party involved with the project that is
brought onto or involved in the project by Consultant, provide the same minimum insurance coverage
required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all
responsibility for ensuring that such coverage is provided in conformity with the requirements of this
section. Consultant agrees that upon request, all agreements with subcontractors and others engaged
in the project will be submitted to City for review.
12. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion
of the insurance required herein and further agrees that it will not allow any contractor, subcontractor,
Architect, Engineer or other entity or person in any way involved in the performance of work on the
project contemplated by this agreement to self-insure its obligations to City. If Consultant's existing
coverage includes a deductible or self-insured retention, the deductible or self-insured retention must
be declared to the City.
13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been
executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance
of or towards performance of this Agreement.
14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform
Consultant of non-compliance with any insurance requirement in no way imposes any additional
obligations on City nor does it waive any rights hereunder in this or any other regard.
15. Consultant will renew the required coverage annually as long as City, or its employees or agents face
an exposure from operations of any type pursuant to this agreement. This obligation applies whether
or not the agreement is canceled or terminated for any reason. Termination of this obligation is not
effective until City executes a written statement to that effect.
16. Consultant shall provide proof that policies of insurance required herein expiring during the term of
this Agreement have been renewed or replaced with other policies providing at least the same
coverage. Proof that such coverage has been ordered shall be available prior to expiration. A coverage
binder or letter from Consultant's insurance agent to this effect is acceptable. A certificate of
insurance and/or additional insured endorsement as required in these specifications applicable to the
renewing or new coverage must be provided to City within forty-five days of the expiration of the
coverages.
17. The provisions of any workers' compensation or similar act will not limit the obligations of Consultant
under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under
such laws with respect to City, its officers, elected officials, employees, agents, and volunteers.
18. Requirements of specific coverage features or limits contained in this section are not intended as
limitations on coverage, limits or other requirements nor as a waiver of any coverage normally
provided by any given policy. Specific reference to a given coverage feature is for purposes of
clarification only as it pertains to a given issue, and is not intended by any party or insured to be
limiting or all-inclusive.
19. These insurance requirements are intended to be separate and distinct from any other provision in this
agreement and are intended by the parties here to be interpreted as such.
20. The requirements in this Section supersede all other sections and provisions of this Agreement to the
extent that any other section or provision conflicts with or impairs the provisions of this Section.
21. Consultant agrees to be responsible for ensuring that no contract used by any party involved in any
way with the project reserves the right to charge City or Consultant for the cost of additional insurance
coverage required by this agreement. Any such provisions are to be deleted with reference to City. It
is not the intent of City to reimburse any third party for the cost of complying with these requirements.
There shall be no recourse against City for payment of premiums or other amounts with respect
thereto.
23. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising
out of the work performed under this agreement. City assumes no obligation or liability by such
notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they
are likely to involve City.