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HomeMy WebLinkAbout11.b. Memo re proposals from consultantsI. b. Central Contra Costa Sanitary District September 17, 2012 TO: HONORABLE BOARD OF DIRECTORS FROM: TEJI O'MALLEY, HUMAN RESOURCES MANAGER, RE: SECURING SERVICES OF A CONSULTANT TO CONDUCT PERFORMANCE EVALUATIONS FOR BOARD DIRECT REPORTS This memo is in response to the Board of Directors' request to secure the services of a consultant to assist the Board in conducting performance evaluations for the General Manager, Secretary of the District, and Counsel for the District. Staff is in receipt of four proposals from the following consultants and they are summarized below: John Goss, Ralph Anderson and Associates • Mr. Goss has over 40 years of experience as a City Manager and County Administrator and has conducted the performance evaluations for the City Manager for the City of Laguna Hills for the past three years. Mr. Goss would conduct the performance evaluation by assessing and rating key areas of performance, developing goals and performance objectives, as well as implementing performance evaluation tools against which to measure future job performance. The total cost is estimated at $15,945. 2. Sherry Lund, Sherry Lund and Associates. • Ms. Lund has over 25 years of consulting experience in both the public and private sector. Ms. Lund has conducted the performance evaluations for the City Manager, City Attorney, City Auditor, and City Clerk for the City of Palo Alto; the City Manager for the City of Dublin; and the City Manager and the contract City Attorney for the City of Fairfield. Ms. Lund would design and facilitate the evaluation which includes collecting data, facilitation of performance discussions and presentation of the review as well as implementing tools that track performance and provide quality measurements. The total cost is estimated at $24,350. 3. Dr. Marilyn Manning, The Consulting Team • Dr. Manning has over 20 years of consulting experience in both the public and private sector, including several special districts and cities. Ms. Manning has conducted the performance evaluations for the City Manager for City of Benicia; the District Attorney for the Bay Area Air Quality Management District; and the Police Chief for the City of Tracy. Dr. Manning would provide a documented process that obtains feedback on current job performance and facilitate the setting of specific and measurable management and professional development goals. The total cost is estimated at $15,200. You may recall that Dr. Manning facilitated the Board of Directors' Strategic Planning Workshop in 2011. 4. Catherine Kaneko of Koff and Associates • Ms. Kaneko has over 20 years of experience as an HR Director and management consultant for both the private and public sector. Ms. Kaneko has developed and facilitated the performance appraisal systems for the Housing Authority of San Bernardino County, San Francisco Transportation Authority, Alameda County Transportation Commission, San Diego Housing Commission, and the Mid - Peninsula Water District. Ms. Kaneko would facilitate the performance evaluations and define competencies, determine goals, develop metrics /scorecards revolving around the determined goals, and implement this performance evaluation system so that it can be used in the future for Board direct reports. The total cost is estimated at $18,140. Please see the attached proposals from the four consultants for a detailed scope of work as well as additional information on their background and qualifications. Please note that the estimated costs may vary dependent on the complexity of the performance evaluation process as well as any deviations from the scope of work as outlined in the proposals. I have polled several of our sister agencies and of the ones to respond to my survey, they do not procure the services of an outside consultant but instead conduct the performance evaluations in- house. If the Board is not in favor of any of the proposals set forth by the consultants, I can develop, in conjunction with the Board, an evaluation tool that would detail several key areas of performance and the Board can choose to conduct the reviews with their direct reports on a one -on -one basis. I will be available to answer any questions or provide additional information during the closed session scheduled for September 20, 2012. Ralph Andersen &Assoclates September 14, 2012 Ms. Teji O'Malley Human Resources Manager Central Contra Costa Sanitary District 5019 Imhoff Place Martinez, California 94553 Via Email: tomalley @centralsan.org Re: Facilitate Performance Evaluations for General Manager, Secretary of the District, and District Legal Counsel Dear Ms. O'Malley: Ralph Andersen & Associates would be pleased to assist the Board of Directors, Central Contra Costa Sanitary District in conducting performance evaluations for its General Manager, Secre- tary of the District, and District Legal Counsel. The firm offers excellent staff, with the needed professional skills and experience, to facilitate these performance evaluations. As you may know, Ralph Andersen & Associates has been providing practical, responsive man- agement consulting services to public agencies since 1972. Our reputation has been based upon providing services of excellent quality and for producing results on time, on budget, as promised. The Project Manager for this project will be John Goss, Senior Associate, who will be the on -site consultant and will work with the Board in developing the performance evaluations for the Gen- eral Manager, Secretary of the District, District Legal Counsel. He has over 40 years of experi- ence both as a city manager and county administrator, and has recent, successful experience fa- cilitating performance evaluations for local government agencies. We look forward to the opportunity of working with the Board on this assignment. Should you have any questions, please feel free to call me at (916) 630 -4900. Respectfully Submitted, Heather Renschler A 7'radition o Excellence Since 19'2 5s116 Srunfat Raurch Roar. .Sane 410. Rocblrn, C'alrfbrnia 95765 Phone, 916,630 -4900 Fln: 910,,630-4911 Wehsiie win; rulphandersen.com Ralph Andersen &Associates Proposal Performance Evaluation for General Manager, Secretary of the District, and District Legal Counsel Central Contra Costa Sanitary District This is a proposal for consideration by the Board of Directors to assist the Board in evaluating the District's General Manager, Secretary of the District, and District Legal Counsel (contract). This proposal by Ralph Andersen & Associates will outline the potential services offered to the Board, the background of the consultant providing the facilitation, interviews and performance evaluation reports, references for previous performance evaluation projects, and the proposed price. Services The proposed services offered by Ralph Andersen & Associates, through John Goss, Senior Associate, include the following: 1. Meet with the Board of Directors to determine their goals and objectives in conducting the performance evaluations for the General Manager, Secretary of the District, and Dis- trict Legal Counsel. 2. At the same meeting with the Board, discuss and review the consultant's performance evaluation materials in order that they can be refined to meet the goals and objectives of the Board. These materials will be submitted in advance of the first meeting for Board Members' review. 3. Again, at the same meeting, obtain Board determination on whether the final performance evaluations will be made public, and whether these evaluations will be determined by majority vote or consensus. 4. The consultant will interview each Board Member and the General Manager, Secretary of the District, and District Legal Counsel to determine overall perspective of job perfor- mance. 5. In connection with the Board interviews, the consultant will distribute a performance evaluation tool (the draft of which was reviewed with the Board at the initial meeting) which is designed to elicit and exchange information that is constructive and useful in communicating concerns as well as provide positive feedback for the employee being evaluated. The elements or sections of the performance evaluation tool include: A Tradition of Excellence Since 19 2 5SIW.Siunford Ranch Road. .5zw a 410. Rocklin, California 95765 Phone: 916,1630 -4900 Fax: 9161630 -4911 '.'v'ehsrie: ar�rutrulphanderven.runr Proposal Performance Evaluation for General Manager, Secretary of the District, and District Legal Counsel Central Contra Costa Sanitary District Page 2 • Rating and assessing broad, general factors related to employee performance such as being knowledgeable, effective, available, responsive, and helpful, and is designed to measure dimensions such as decision - making, effective communication, interpersonal skills, initiative, dependability, and teamwork. • Rating and assessing a more focused, detailed evaluation of the employees in the areas of communication, productivity, leadership, vision, and success. Each of these dimensions are significantly expanded compared to those in the first section, with 5 — 8 detailed, thought - provoking follow -up questions for each performance dimension, asking each Board Member to rank the employee from poor to excellent (or no opin- ion) for each dimension with written comments to be added at each Board Members' discretion. The performance evaluation tool will be distributed before the interviews in order that each Board Member can review the questions and provide written com- ments, if so desired. • The most important part of the process is evaluating each employee's work effort in meeting the performance expectations of the Board. If goals against which perfor- mance can be measured have been previously set by the Board, the performance eval- uation tool will include those goals for rating and comments. If performance goals have not been established, the consultant will facilitate a Board /staff process to de- velop goals for the coming year. 6. The consultant will also interview the key managers in the District to obtain their input on the performance of the three employees being evaluated. 7. The consultant will prepare a confidential, draft report based on information obtained from steps 1 — 6. This report will be submitted to the Board for review and discussion at a Board closed session with the consultant in attendance. Based on that feedback, the report will be finalized and submitted to the Board. 8. Depending on the Board's goals and objectives for this process, a number of outcomes are possible. • A more focused understanding by both Board Members and the General Manager, Secretary of the District, and District Legal Counsel of the relationship between the Board and these key staff members. • An opportunity to address performance concerns to the key staff being evaluated. • An opportunity to set goals against which to evaluate future performance for the three key staff. • Obtain a better understanding of the "climate" within the organization between the key staff which report to the Board, and the managers who work with these key staff. Proposal Performance Evaluation for General Manager, Secretary of the District, and District Legal Counsel Central Contra Costa Sanitary District Page 3 • Information that can be useful in supporting any personnel action desired to be taken by the Board now, or in the future. Consultant Background For this performance evaluation process, Ralph Andersen & Associates will assign Mr. John Goss, Senior Associate, as project manager. Mr. Goss will be the on -site consultant and will be entirely responsible for conducting the performance evaluations, including the interviews, ad- ministration of the performance evaluation tool, and the pertinent written reports. Mr. John Goss The facilitator and project manager for this engagement will be John Goss, Senior Associate. With over 40 years of local government experience, Mr. Goss was City Manager, Alameda, 1973 — 80, and Chula Vista, 1983 — 98. He also served as the General Services Director, City of Oak- land, 1980 — 83, and Assistant County Administrator, San Bernardino, 1999 — 2004. He also served as Interim City Administrator, Carmel -by- the -Sea, April — October 2011. As a practitioner, Mr. Goss developed the early use of goal setting and performance measure- ment in the annual city manager performance reviews between Mr. Goss and the Chula Vista City Council. As a consultant, Mr. Goss has facilitated the performance reviews of the Laguna Hills City Man- ager for the past two years. Mr. Goss has just been invited to conduct the third review process, indicating that his assistance in this process has been well received. In fact, one of the previous Council members commented that the first process in 2010 was the best they had experienced "in the last 10 years." Mr. Goss has been recognized as a leader in the city management profession. This is reflected in the following accomplishments and awards. • President, City Managers' Department, League of California Cities. • President, City /County Managers' Association, San Diego County. • President, Municipal Management Assistants of Northern California. • Recipient, Mark E. Keane Award of Excellence, International City /County Management Association (ICMA). Note: This is the top award given by ICMA, and was awarded to Mr. Goss based on his ability to facilitate and support the Chula Vista City Council in successfully achieving its policy and legislative objectives. • Recipient, 40 -year service award for public service in local government, ICMA. • Recipient, Distinguished Alumni, College of Arts and Humanities, California State Uni- versity, Fresno. Proposal Performance Evaluation for General Manager, Secretary of the District, and District Legal Counsel Central Contra Costa Sanitary District Page 4 Mr. Goss received a Bachelor of Arts in Political Economy, Fresno State, and a Master of Public Administrator, University of Southern California. He also taught a graduate seminar in municipal management, San Diego State University, for 11 years, and was a guest lecturer in planning at the University of California, San Diego. References The following are references for Mr. Goss' performance evaluation projects. • Bruce Channing, City Manager, City of Laguna Hills, 24035 El Toro Road, Laguna Hills, CA 92653, (949) 707 -2610, bchanning @ci.laguna- hills.ca.us. • L. Allan Songtad, Jr., Council Member and former Mayor, City of Laguna Hills, 24035 El Toro Road, Laguna Hills, CA 92653, (949) 707 -2610, council @ci.laguna- hills.ca.us. • R. Craig Scott, labor lawyer, former member, Laguna Hills City Council. Mr. Scott is head of the Executive Law Group, One Newport Place, Suite 1000, Newport Beach, CA 92660, (888) 920 -3932, contact @execlaw.com. • Greg Cox, Supervisor, San Diego County Board of Supervisors, 1600 Pacific Highway, Room 335, San Diego, CA 92101, (619) 531 -5511, Greg.cox @sdcounty.ca.gov. Note: Mr. Cox previously was Mayor of Chula Vista, and can provide information regarding the city manager evaluation process when Mr. Goss was city manager of that City. Price The cost for professional services for this performance evaluation process is a fixed, not -to- exceed fee of $12,150. In addition, the District will be responsible for the reimbursement of out - of- pocket expenses for travel, printing and binding, postage and delivery, and clerical and tele- phone charges. These expenses will be billed on an actual cost basis and will not exceed $3,795. The total cost of this proposed consultant assistance will not exceed $15,945. - SHERRY L. LUND Assoi faces 247 La Cuesta Drive Portola Valley, CA 94028 (650) 619 -5500 fax (650) 561 -8414 sherrylund @aol.com September 14, 2012 Ms. Teji O'Malley Human Resources Director Central Contra Costa Sanitary District 5019 Imhoff Place Martinez, CA 94553 Dear Ms. O'Malley: Thank you for your interest in my consulting services on performance management and review. The proposal you requested follows and includes, in sequence, the following: Project Description; Design/Facilitation Principles; Project Phases and Steps; Consultant Qualifications; Cost, Assumptions, and Terms; Client Responsibilities; Cancellation/Rescheduling Policy; and Next Steps. Project Description You are seeking consulting assistance to design and facilitate a performance evaluation process for your three Board Appointed Officers (BAOs): The General Manager (GM), the contracted Attorney, and the Clerk of the Board. These key staff positions all report to a five- member elected Board who, with staff, serve 462,000 residents and 3,000 businesses over a 146 square mile area of Central Contra Costa County. The Board has also requested a more comprehensive approach for the General Manager due to her broad executive role. The GM controls a budget of approximately $98M and leads a staff of 246 employees in executing the Board's vision and priorities. There are two elements of my approach that address this request. First, I propose that the GM's review include the addition of feedback from her direct staff. Doing so rounds out a 360 - degree picture of performance. Board members typically have opportunities to see their GM in action in a variety of District and community meetings. They also get feedback from a range of stakeholders and citizens in the communities they serve. The one area of performance that is usually out of Board member's direct view is that of staff leadership. I find that direct reports can not only Sherry L. Lund Associates, Portola Valley, CA (650) 619 -5500 Page 1 of 5 share their direct experience, but they also have a good feel for how the General Manager is viewed by employees in levels below them. ■ Second, I create appropriate criteria that is specific to each BAO's role, so the GM's broader criteria generates feedback commensurate with the scope of the position. As you consider my proposal, please know I partner with clients to meet their unique requirements. I can modify this approach to best fit your needs, as long we stay within the bounds of sound methodology. Design/Facilitation Principles Our philosophy and approach to this project are reflected in the design and facilitation principles that follow. We: Focus on Board/BAO alignment and clear, actionable feedback and goals. Clear direction from the top cascades through the organization in many decisions at many levels over the following year. 2. Prepare and do the legwork necessary to keep the process simple and optimize Board, BAO, and staff time. We strive to make the process efficient and easy on you. Also, more complexity does not necessarily lead to a more sophisticated outcome. 3. Assure a safe, professional, and mutually respectful environment for review discussions /feedback. We are an advocate for all points of view being heard within a professional and respectful environment. 4. Develop a plan for interim checkpoints to allow for updated feedback and, if needed, early course correction. Project Phases and Steps I propose three phases: Preparation, Performance Review, and Post - Review Wrap -Up. These phases and steps follow. Phase I - Preparation In preparation for the review session, I do the following steps. : I. Work with you or your designated liaison to schedule project meetings and develop a project schedule and milestones. 2. Meet with the Board at a regular meeting to describe how the process will work, agree on a project schedule, and answer their questions. Sherry L. Lund Associates, Portola Valley, CA (650) 619 -5500 Page 2 of 5 3. Work with each BAO to develop /refine evaluation criteria, solicit self - evaluations from each BAO, and provide feedback on the self - evaluations. 4. Collect staff feedback for the GM. I meet individually and in person with the GM's eight direct reports to gather feedback on her staff leadership skills. I prepare a 2 -3 page summary of findings, including representative anonymous quotations. 5. Collect Board feedback. I email the self - evaluations, evaluation criteria, and GM staff feedback summary to Board members in advance of a telephone meeting with me. In this phone call, I interview Board members using the evaluation criteria and capture their feedback and examples. 6. Compile Board feedback anonymously, and send it to the Board for pre- reading. Phase II - Performance Review During each review session, I use the following process: Meet with Board members (not the BAO at this point) in closed session. I bring a series of draft statements and a few questions that reflects the Board's collective feedback. This document serves as a beginning point for our discussion. 2. Capture Board agreements until the final document is in place. 3. Invite the BAO to join the session. The review is delivered by the Board Chair and discussion follows. This is an opportunity for each BAO and the Board to ask questions of each other, to assure that goals are clearly understood, and to get aligned going forward. Phase III -Post-Review Wrap -Up I take the following steps to complete the review process: 1. Meet with each BAO separately by phone to debrief the evaluation meeting. 2. Prepare final evaluation file copies and obtain necessary signatures. I provide the file copy to whomever is charged with keeping the official confidential record. 3. Solicit feedback from each BAO and from the Board on process improvements. Make recommendations on interim checkpoint discussions to stay aligned. Consultant Qualifications I believe my skills and experience are a good match for this work, as I offer: Sherry L. Lund Associates, Portola Valley, CA (650) 619 -5500 Page 3 of 5 Deep and broad experience in performance management (including executive evaluation), interpersonal communication, executive coaching, negotiation, rewards and recognition, and career development – all important components of this project. Thirty -seven years experience in organizational consulting with twenty -five years consulting experience in my own firm —for a broad variety of organizations in the public and private sector: o Public sector experience examples include: Cities of Palo Alto, Dublin, Fremont, Novato, Santa Rosa, Fairfield, Mission Viejo, Tracy, Union City, and Vacaville CA; TV -30 (a jointly managed entity of Dublin, Pleasanton, and Livermore); the City of Tualatin, OR; Counties of Santa Clara, San Mateo, Alameda and Riverside, CA, Santa Clara Valley Water District, the Dr. Susan Love Research Foundation, S. H. Cowell Foundation, the Carnegie Mellon University (Provost), and the University of California. o Global private sector examples include: Intel, HP, Acco Brands, Seagate, The Gap, Levi Strauss, Driscoll's, Xoma, Genelabs), and many others; working for them in the U.S., Europe, Asia, and the Middle East. ■ The ability to be fully objective about the process and relationships as a third party expert in executive evaluation, leadership, and management. This broad experience allows me to tap best practices from many sources and to avoid getting locked into the paradigms and traditions of a single type of organization. It also allows me to understand the point of view of all stakeholders – employees, Board members, and citizens. Cost, Assumptions, and Terms Consulting fees are based on the following discounted rate structure for public sector projects: Consulting, $250 1hr. (regular private sector rate = $375 1hr.). Facilitation and/or on -site work: $2, 000 /full day and $1500 1half day with 112 day minimum. Expenses are additional. Pricing assumes local Santa Rosa meeting site. If client changes project scope, cost will be re forecast, and approval will be sought prior to additional work being performed. This project can be completed for a project fee as shown below. Option 1: All three reviews can be accomplished in a single 6 -hour closed session. Project fee is $ 23,100.00 Option 2: Two reviews can be accomplished in a 4 -hour closed session and one review is scheduled on a separate day for a 2 -hour closed session. Project fee is $ 24,350.00 Option 3: Remove staff feedback component of GM review Subtract $ 3,400 from each option fee above Sherry L. Lund Associates, Portola Valley, CA (650) 619 -5500 Page 4 of 5 This quotation assumes no compensation work this year. Terms: Net 30 Central Contra Costa Sanitary District (Client) Responsibilities In order to support the success of the project, Client agrees to: • Assure involved parties are available for one -on -one and group meetings and complete evaluation interviews in order to meet project milestones. • Identify an internal liaison that can schedule appointments and provide support in getting evaluation items on Board agendas. • Provide meeting space and A -V equipment required. • Commit to a professional and respectful process. Cancellation/Rescheduling Policy There is no charge made if process can be mutually rescheduled by Client and Consultant within 3 weeks of the original date; if the process cannot be rescheduled during this time frame, the cancellation schedule applies. Fees for cancellation (or rescheduling as previously described) for any reason are applied on the following schedule, which reflects both advance preparation and exclusive holding of consulting time for a client: 6 weeks in advance - 25% fee; 5 weeks in advance - 50% fee; 4 weeks in advance - 100% fee. A 100% cancellation charge will apply to individual meetings that are not cancelled with 24 hours prior notice. Materials will be charged according to their cost accrued at time of cancellation; there will be no charge for materials that can be re -used if process is rescheduled. Next Steps The next steps are to: 1. Execute a contract or purchase order, as your agency requires; 2. Schedule phone meetings with you and with the agency Attorney to get started on review criteria and self - evaluations; and 3. Agree on a project schedule; then schedule my attendance of a Board meeting in order to introduce myself and provide an overview of the process. Please let me know if I can provide any additional information. I would enjoy the opportunity to work with you, your BAOs and your Board. Best regards, Sherry Lund President Sherry L. Lund Associates, Portola Valley, CA (650) 619 -5500 Page 5 of 5 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL Underlying Principles and References for Council- Appointed Officer (CAO) Evaluations Sherry L. Lund Associates Please note that this document is confidential, as some contact information is provided for your use only and is not generally available to the public. While the process for each client is tailored to fit their needs and culture, the underlying principles of how I work remain the same. Following are three current city clients along with names of Mayors and Council- Appointed Officers. Each of these individuals can speak to my CAO- evaluation consulting style and work. The culture of each of the three cities, their challenges, and the council dynamics are all very different, and I have adapted the performance review process to fit the needs of each one. In each case I have I have made some additional notes accompanying each reference, to provide context for your discussions. 1. City of Palo Alto. I am now underway with my fifth year consulting with the City of Palo Alto's Council on the four Council- Appointed Officers: the City Manager, City Attorney, City Auditor, and City Clerk. There are nine City Council members, so facilitating agreement is a more complex process than it is with smaller councils. When I began, CAO reviews consisted of a page of numerical ratings and perhaps a paragraph of comments. I worked with the Council and CAOs to establish performance criteria and develop a solid methodology that allows Council to more effectively manage the performance of their executives. Over the years, the Council added two other components: 1) mid -year performance discussions (to provide course correction opportunities and to allow the CAOs more time with Council to discuss their goals and challenges); and 2) a staff input component to the annual review process, which gives Council more visibility on each CAO's staff leadership. • Councilmember and Former Mayor (2011) Sid Espinosa — Sid has been on the Council for all of the years that I have worked in Palo Alto. He is the global Director of Citizenship for Microsoft Corporation. (408) 373 -8262. • Mayor Yiaway Yeh (2012) — Yiaway is very familiar with my work. He was formerly an Auditor with the City of Oakland (650) 380 -8003. • Councilmember Gail Price - Council Appointed Officers (CAO) Committee Chair this year. She is a former Palo Alto School Board member and Executive Director of AIA in San Jose. Gail's mobile number is: (650) 814 -3308 • Jim Keene, City Manager — I have worked with Jim on his four performance evaluations since being hired (and with his predecessor, Frank Benest, for his final Sherry L. Lund Associates, Portola Valley, CA (650) 619 -5500 Page 1 of 2 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL year). The best way to reach Jim is through his admin, Katie Whitley (650) 329- 2105, although he can be quite difficult to reach. ■ Molly Stump, City Attorney — Molly came to Palo Alto in early 2011, so I have worked with her through two complete evaluation cycles. You can reach Molly through her admin, Sharon Hanks (650) 329 -2171. 2. City of Dublin. I just completed my third year working with the Dublin Council on the City Manager evaluation. Dublin has five Council members. In addition to evaluation, I have been consulting with Dublin's Council and staff on strategic planning since 2008 and have also facilitated a number of community meetings with them (one series is currently underway). ■ Joni Pattillo, City Manager -- Joni has had a lot of experience in seeing me plan, design, and facilitate different kinds of sessions and processes (925) 833 -6603. ■ Mayor Tim Sbranti — Tim has been on the Council and Mayor for several years. He knows my work well from the Council point of view. He is a teacher, so usually easiest to reach late afternoon (925) 858 -5303 mobile. 3. City of Fairfield. I recently facilitated performance reviews for the City Manager and the contract City Attorney with the five Fairfield Council members. This is my second year of consulting on the City Manager's review process. In addition to working with the City on CAO evaluations, I have also facilitated both Council and staff strategic planning retreats. ■ Sean Quinn, City Manager — Sean is very familiar with my work in a number of settings and has referred me to other clients. The best way to reach him is through his admin, Eva Hoff (707) 428 -7402. Alternatively, his email is squinn@fairfield.ca.gov ■ Greg Stepanicich, City Attorney (contracted). Partner, Richard Watson and Gershon. In addition to facilitating his review, Greg has also referred me to others. It's easiest to reach him through his Richard Watson and Gershon number in San Francisco (415) 421 -8484 ■ Mayor Harry Price — Harry has been through two years of CAO reviews with me as well as other Council planning retreats. (707) 422 -4455 Sherry L. Lund Associates, Portola Valley, CA (650) 619 -5500 Page 2 of 2 The Consulting Team, LLC _ 945 Mountain View Ave. Mountain View, CA 94040 Phone: 650- 965 -3663 - Fax: 650- 965 -3668 m @theconsultingteam.com - www.TheConsultingTeam.com September 13, 2012 Central Contra Costa County Sanitary District Manager /Attorney/Board Secretary Performance Evaluation Process by Dr. Marilyn Manning, CEO, The Consulting Team, LLC. 650 - 965 -3663 m(&-theconsultinateam com Projected results: We will provide an updated, positive evaluation process for the above employees. This will include a documented process that obtains meaningful feedback to set realistic future performance goals that include: Specific, measurable management goals Educational and professional development goals and goals to improve Plan A: Short version Review three job descriptions, relevant past goals, and other useful documents to obtain background information. Estimated time: 3 hours (1 for each person being evaluated. Initial meeting with District Manager, Attorney, Board Secretary. Estimated time: 1 hour each and 1 hour travel time. In person (preferred) or phone interview meetings with board members; evaluating performance of each of the three. Estimated time: Interviews average 60 -90 minutes each for a total of 5 -8 hours. Compile results of interviews and report verbally in closed session to the board: A. Dr. Manning facilitates a closed session with the board to discuss results of interviews and reach consensus on what is to be presented. Estimated time: 3 hours. B. Facilitate joint session with the board and each of the three individually for discussion, clarification of expectations and agreement of tentative annual goals. Estimated time: 2 hours for each C. All three present new written goals to the board within 30 days after the joint session. Estimated Total Cost: 20 -26 hours at $400 per hour, + mileage cost Plan B: Plan A + Comprehensive 360' Performance Evaluation of DM See above plus... For District Manager only: Expand feedback to produce a comprehensive 360' evaluation. This 360' evaluation includes interviews with key leadership team. Estimated added time: 8 hours Produce written report for board to review the key points ascertained by the 360' evaluation. Estimated added time: 4 hours. Dr. Manning facilitates a closed session with the board to discuss results of interviews and reach consensus on what is to be presented. Estimated time: 3 hours. Option: An independent recorder/ scribe attend sessions to improve accuracy and detail; Estimated added time: 3 hours at $100 per hour Facilitate joint session with board and District Manager for discussion, clarification of expectations and agreement of tentative annual goals. Estimated time: 2 hours. District Manager responds to this formal evaluation process with her finalized written goals and measurements which are submitted back to board within 30 days for mutual agreement. Estimated Total Cost of Plan B:12 additional hours to Plan A at $400 per hour, + mileage cost Optional: not included in cost estimate Dr. Manning has coaching session with manager and reviews her goals before submission to council. Estimated added time: 2 hours. An additional facilitated session could be scheduled in 60 -90 days to review progress, adjust goals, clarify expectations, and promote open communication. Estimated added time: 2 hours The Consulting Team provides its own leadership assessment. Other assessments are available including Emotional Intelligence and leadership style at additional materials charge. Dr. Manning and The Consulting Team have over 20 years experience with public agencies, consulting to over 50 cities, special districts, counties and state agencies. They have extensive experience with organizational assessment, performance evaluations and processes. See list of clients on website: www.theconsulting!eam.com. References: Brian Bunger, District Attorney, BAAQMD. Bbunger@baaamd.gov. Anne Calwell, City Manager and HR Director for City of Benicia Anne.calwell@ci.benicia.ca.us. Bob Bell, City Manager, City of Redwood City 650- 780 -7287 bbellQredwoodci , .org Brad Kilger, City Manager for City of Benicia 707 - 746 -4200 Brad. Kilger@ci.benicia.ca. us Freda Warren, HR for City of Pleasant Hill 925 - 671 -5221 fwarren@ci .pleasant - hill.ca.us Gail Lang, Director of Administration for Minami Tamaki, LLP 415 - 788 -9000 x116 GLana@minamitamaki.com Gary Hampton, Police Chief for City of Tracy (c) 650 - 678 -5531 garyh@ci.tracv.ca.us Human Resource Consulting Since 1984 PROPOSAL For HUMAN RESOURCES CONSULTING SERVICES For PERFORMANCE EVALUATIONS AND GOAL SETTING For EXECUTIVE STAFF At The CENTRAL CONTRA COSTA SANITARY DISTRICT Submitted by: KOFF & ASSOCIATES, INC. 6400 Hollis Street, Suite 5 Emeryville, CA 94608 510.658.KOFF (5633) - voice 800.514.5195 - toll free 510.652.5633 - fax Contact Person: Georg S. Krammer Chief Executive Officer E -mail: gkrammerna,koffassociates.com 6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) www.KoffAssociates.com Hunan Resource Consulting Since 1984 September 17, 2012 Ms. Teji O'Malley Human Resources Manager Central Contra Costa Sanitary District 5019 Imhoff Place Martinez, CA 94553 Dear Ms. O'Malley: Thank you for the opportunity submit a proposal regarding assisting your Board of Directors with performance evaluations for the General Manager, General Counsel, and District Secretary. We are most interested in assisting the Central Contra Costa Sanitary District with this effort. Koff & Associates, Inc. is an experienced consulting firm that has been providing compensation and performance management services to public sector agencies and private sector organizations for over 28 years. Our clients include cities, counties, special districts (water, wastewater, community services, fire, housing, education, library, hospital, transportation, air quality management, solid waste, and higher education districts), courts, and other public agencies, as well as non - profit and for - profit organizations. Koff & Associates has achieved a reputation for working successfully with governing bodies, sub- committees, boards and associations, management, employees, and union representatives. We believe in a high level of dialogue and input from all stakeholders as we provide services to our clients and our proposal speaks to that level of effort. Koff & Associates, Inc. is a State - registered small business and woman-owned business enterprise that accepts only as much work as our own staff can handle. This assures a high level of quality control, excellent communication between clients and our office, commitment to meeting timelines and budgets, and a consistent high - caliber work product. As President of the firm, Catherine Kaneko would assume the role of Project Director and be responsible for the successful provision of services and the overall completion of this project. We can both be reached at the Emeryville address and phone number listed below. Catherine's email address is kkaneko ,koffassociates.com and my email address is gkrammer(iMoffassociates com. Please call if you have any questions or wish additional information. We look forward to the opportunity to provide professional services to the Central Contra Costa Sanitary District. Sincerely, �/ i4fs- b Georg S. Krammer Chief Executive Officer 6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510- 658 -KOFF (5633) FAX 510 - 652 -KOFF (5633) wenv. KoRAssociates.com Hunan Resource Consulting Since 1984 PROPOSAL For HUMAN RESOURCES CONSULTING SERVICES For PERFORMANCE EVALUATIONS AND GOAL SETTING For EXECUTIVE STAFF At The CENTRAL CONTRA COSTA SANITARY DISTRICT SCOPE OF WORK The Central Contra Costa Sanitary District ( "Central San") desires human resources consulting assistance to conduct a 360 - degree performance evaluation for its executive management positions, i.e., the General Manager, General Counsel, and District Secretary. Central San may also be interested in assistance with setting measurable goals and objectives for the executives, in order to design and implement a sound and effective performance management system. The first goal of this project is to facilitate the performance appraisal for the three (3) Board - appointed incumbents through various methods and instruments, including individual interviews with each Board member, a survey for each of the incumbent's directly supervised staff members to complete, and individual follow -up interviews with each of the staff members to build upon the completed surveys. Another goal of the project, depending on the District's wishes, could involve an organizational assessment to take Central San's annual executive evaluation process to the next level by examining the skills, knowledge, competencies, and abilities the current executive staff members have and linking them to the District' business needs and objectives. This phase of the project will include a review and analysis of the history, culture, base pay system, and foundation of Central San. We will identify the strengths and potential barriers for successful implementation; review and analyze the functions of Central San staff and how they interact with others to determine how an appropriate structure of the evaluation process should be designed; and provide monthly status reports describing activities and progress and present these to Central San. 6400 Hollis Street, Suite 5, Emeryville. CA 94608 TEL 510 - 658 -KOFF (5633) FAX 510 - 652 -KOFF (5633) www.Ko1'fAssociates.com Executive Performance Management Consulting Proposal Page 2 of 12 September 17, 2012 The third level of effort of the project would be to develop a performance appraisal process and train Board members and executives on goal setting, leadership, and communication as they relate to Central San's operational values. We will define competencies that interrelate to the executive management level; assist the Board in determining goals that interrelate to the overall agency goals; develop metrics /scorecards revolving around determined goals; determine appropriate needs and provide administrative support during the first round of the performance evaluation process; recommend, facilitate, and provide training for the Board; and continue to provide monthly status reports describing activities and progress and present these to Central San. A final level of effort will encompass on -going consulting services. We will provide Human Resources support for implementation of policies and procedures regarding the PFP system and to support managers. We will coordinate this work plan and work with the Central San on a periodic basis. The schedule will vary based on assignments and workload. The overall goal of the project is to design a performance management system and appraisal plan that aligns employee contributions to the organization with remuneration they receive for their efforts and ensures that employee base pay does not exceed the market (assuming that the Central San has been able to keep its compensation structure in line with the labor market based internal compensation efforts by Human Resources). The project includes a significant number of meetings with the study project team, management, as well as, the Board of Directors. 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 improve a collaborative and interactive approach that will result in greater buy -in for the study recommendations. This interactive approach, although time - consuming, has resulted in almost 100% implementation success of Koff & Associates' studies. We have extensive experience regarding the design, development, and administration of performance -based incentive compensation programs. We have been observing a trend in the public sector to move towards pay- for - performance incentive programs, especially for executives. In the last couple of years, we've seen an upswing in projects where we have gone into the client organization and completely revamped their performance management system. PROJECT OBJECTIVES The objectives of the project are: Performance Annraisal Objectives ➢ To facilitate and conduct a 360 - degree performance evaluation for the General Manager, General Counsel, and District Secretary. ➢ To interview each Board member by asking pointed questions regarding each executive's goals, desired competencies, knowledge, skills, and abilities, and the Board member's perspective on achieving/meeting them. ➢ To design and distribute a survey instrument to each of the executive's direct reports that will elicit their perspective on their manager's performance based on competencies and 6400 Hollis Street, Suite 5, Emeryville, CA 94608 TF.L 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) �v %vw.KolTAssociates.com Executive Performance Management Consulting Proposal Page 3 of 12 September 17, 2012 behaviors typically expected of managers, as well as, any insight on goals and objectives from each direct report's perspective. ➢ To conduct follow -up interviews with each direct report to elaborate on information provided in the surveys and clarify any points made. ➢ To provide a summary report of observations and findings and make recommendations to the Board regarding each executive's performance, as well as, any areas of improvement that the District's overall performance management process may require. ➢ To develop an executive performance management system that ties individual employee performance to carefully developed organizational goals and objectives; ➢ To assist the Board in developing those organizational goals and objectives based on an organizational assessment, as well as, best human resources practices and standards. ➢ To ensure that the performance appraisal program includes a merit or incentive component for salary adjustments and is perceived as fair and equitable by the Board and the executives; ➢ To facilitate a workshop with the Board of Directors to understand the District's overall strategic needs, goals, and objectives and compensation philosophy, to discuss best management practices, and to receive general direction as to their compensation preferences; ➢ To conduct an organizational assessment to understand the history, culture, base pay system, and foundation of the District, and to analyze and examine the knowledge, skills, and abilities of current executives; ➢ To develop and implement the new performance appraisal system and train and educate the organization regarding the fair and objective administration of the new system; ➢ To ensure sufficient documentation and training throughout the project so that the new performance management and goal setting system 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, wage and salary schedules, strategic plan(s), and related information so that the new plans can be operationally incorporated with a minimum of disruption; ➢ To conduct start-up study project team meetings with Human Resources and management to discuss any specific concerns with respect to conducting the performance evaluations and developing a new appraisal and goal setting system; finalize study plans and timetables; and describe what are and are not reasonable expectations and goals; ➢ To work collaboratively and effectively with the District and its stakeholders while at the same time maintaining control and objectivity in the conduct of the process; ➢ To document all steps in the process and provide documentation for management in performance appraisal and goal setting methodologies so that the District can integrate, maintain, administer, and defend the plan after the initial implementation; and ➢ To provide effective ongoing communications throughout the duration of the project and continued support after implementation. POST - IMPLEMENTATION CONSULTATION AND SUPPORT We are committed to providing the Central San with the highest - quality product and service. Providing ongoing consultation and support after project implementation is a service that is 6400 Hollis Street, Suite 5, Emeryville, CA 94603 TEL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) www.KoffAssociates com Executive Performance Management Consulting Proposal Page 4 of 12 September 17, 2012 included in our professional fees and a continued relationship - building aspect of our client relationship that we highly value. Often times, we find that clients will call or email with follow -up questions and to discuss certain aspects of the study, why decisions and recommendations were made, and other important components of the study. We consider post - implementation support as part of our customer service. Should the Central San request any additional onsite meetings and/or training after implementation of the study and/or other specific, identifiable work efforts, we would honor our composite hourly rate for actual hours spent at the Central San. However, from experience, we expect that most follow -up support will be conducted via telephone and email and this is absolutely included in our total lump sum fee for this project. PROJECT COMPLETION SCHEDULE We estimate that the completion of the project will take up to three (3) months to complete, if the District chooses to conduct all levels of effort as described above. The following is a suggested timeline (of course, we are flexible to modify this timeline based on the District's needs): PROPOSED PROJECT HOURS We have found that, often times, our proposals address 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 the District's Human Resources, Board of Directors, and management. The time we commit to working with the various stakeholders results in a significantly greater buy -in throughout the process. 6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510 - 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) www. KoffAssociatesxom Date of Completion Conduct of Performance Evaluations and Development of New Performance Management and Goal Setting System 2012 A. Initial Documentation Review/Meetings with Study Project Team/ Human Resources & Management Staff By September 28 B. Facilitate and Conduct 360-degree Performance Evaluations By October 26 C. Development of New Performance Management and Goal Setting System a. Initial Review of Current Program By November 2 b. Develop/Update Performance Evaluation Plan By November 23 c. Review and Update Performance Objectives By November 30 d. Update Performance Management Tools By December 7 D. Design Training Program and Conduct Training Workshop By December 21 PROPOSED PROJECT HOURS We have found that, often times, our proposals address 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 the District's Human Resources, Board of Directors, and management. The time we commit to working with the various stakeholders results in a significantly greater buy -in throughout the process. 6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510 - 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) www. KoffAssociatesxom Executive Performance Management Consulting Proposal Page 5 of 12 September 17, 2012 In these economic times, the tendency may be to select the firm with the lowest cost proposal but it has been our experience that ultimately the price can be much higher considering the additional time and lost goodwill that can result from utilizing a less involved process. Our clients always provide us 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. We want to emphasize that we provide an all- inclusive lump -sum cost amount for the entire study and do not believe in under - pricing the effort or change orders along the way, unless the District requests an obvious and identifiable additional level of effort. However, we're also aware that budgets are often limited and that public agencies must be economically conservative. Below please find our projected number of hours and cost for this effort, broken down into the individual phases of the project: 6400 Hollis Street, Suite 5, F.mervville, CA 94608 TEL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) «ww. KoffAssociates.com Conduct of Performance Evaluations and Development of New Performance Management and Goal Setting System Hours A. Initial Documentation Review /Meetings with Study Project Team/ Human Resources & Management Staff 16 B. Facilitate and Conduct 360-degree Performance Evaluations 40 C. Development of New Performance Management and Goal Setting System e. Initial Review of Current Program g f. Develop/Update Performance Evaluation Plan 16 g. Review and Update Performance Objectives 40 h. Update Performance Management Tools 12 D. Design Training Program and Conduct Training Workshop 16 Additional anticipated hours for ongoing support throw hout the year if desired 20 Total Professional Hours 168 Combined professional and clerical composite rate: $105/Hour $17,640 Expenses $500 Expenses include but are not limited to duplicating documents, binding reports, hone, fax, supplies, postage, mileage, etc. TOTAL LUMP SUM FOR PROJECT NOT TO EXCEED: $18,140 *Additional consulting will be honored at composite rate of $105/hr. 6400 Hollis Street, Suite 5, F.mervville, CA 94608 TEL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) «ww. KoffAssociates.com Executive Performance Management Consulting Proposal Page 6 of 12 September 17, 2012 FIRM'S QUALIFICATIONS AND EXPERIENCE Koff & Associates, Inc. is a woman-owned public sector human resources consulting firm that has been assisting cities, counties, special districts (water, wastewater, community services, fire and police protection, parks and recreation, housing, education, library, hospital, transportation, air quality management, solid waste, and higher education districts), and other public agencies for the past 28 years. We are a local company headquartered in Emeryville and are certified through the County of Alameda as a Very Small Local Business Enterprise, as well as, through the State as a Small Business Enterprise. We serve the entire State of California and are familiar with the various organizational structures, agency missions, operational and budgetary requirements, and staffing expectations. We have extensive experience working in both union and non -union environments (including serving as the management representative in meet & confer and negotiation meetings), working with City Councils, Boards of Supervisors, Boards of Trustees, Merit Boards, Joint Power Authorities, and Boards of Directors. The firm's areas of focus are compensation and classification studies (approximately 70% of our workload); performance management and incentive compensation programs; development of strategic management tools; policy /procedure development and employee handbooks; executive search and staff recruitments; public agency consolidation; HR audits; and serving as off -site HR Director for our smaller public agencies. Without exception, all of our compensation studies have successfully met all of our intended commitments; communications and collaborations 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. The firm's growing list of clients is indicative of its reputation throughout California as being a quality organization that can be relied upon for producing comprehensive, sound and cost - effective recommendations and solutions. Koff & Associates has a reputation for being "hands - on" with an ability and expertise to implement its ideas and recommendations through completion in both union and non -union environments. Relationship building with study stakeholders is one of our main priorities for each study. Involving all stakeholders in the process, including Human Resources, management, employees, union representation, and governing bodies, is critical to our success. We strive to give all stakeholders a voice in the process and provide ample opportunity for each of them to raise concerns, voice issues, and ask questions. In addition, we are able to support our recommendations with the highest - quality data that we share with the stakeholders to give them an opportunity to provide feedback and comment. We have a strong dialogue with all stakeholders to ensure they understand the data and how we arrived at our recommendations. Koff & Associates, Inc. relies on our stellar reputation and on the recommendations and referrals of current 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. The fact that we have not had any formal appeals in 28 years, working with hundreds of public agency clients, is something we are very proud of. 6400 Hollis Street, Suite 5, Fmeryville, CA 94608 TFL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) w%vw. KoffAssociates.com Executive Performance Management Consulting Proposal Page 7 of 12 September 17, 2012 KOFF & ASSOCIATES' TEAM ORGANIZATION & BIOGRAPHIES Organizational chart and professional qualifications of Koff & Associates staff: Organizational Chart Kathy Crotty, Georg Krammer, CEO Gail Koff, Administrative Catherine Kaneko, President Managing Director Assistant (Principals of K &A) Mike Harary, Alyssa Uchimura, Patty Howard, Anne Hayes, Lori Worden, Project Manager Project Manager Senior Associate Associate Associate All members of our team have worked on multiple comprehensive compensation studies and are well acquainted with the wide array of public sector organizational structures, classification plans, and compensation structures, as well as the challenges and issues that arise when conducting studies like this. Catherine Kaneko, C.P.A., P.H.R. President Catherine brings over twenty (20) years of management level human resources experience to Koff & Associates, Inc., both as a human resources director and as a management consultant in the hi -tech industry as well as the public sector. She has extensive experience in compensation including equity plans and performance incentive programs, survey design and reporting, recruitment in both the public and private sector; staffing; classification and job analysis; compensation and job evaluation techniques, employee relations, retention strategies, infrastructure development; coaching; policy and procedure development; mergers and acquisitions; change management and employee training. With a Bachelor in Business Administration, Catherine started her career as a Certified Public Accountant (CPA) in an international accounting/consulting firm. She transitioned into Human Resources within the firm to become the Human Resources Director of the San Francisco office. She then moved into the hi -tech industry where she served in leadership positions for high - growth, startup, and organizations in transition. Her primary focus in recent years has been in classification, compensation, and recruitment services in the public sector. Catherine's experience provides a broad knowledge of human resource management within diverse organizations. Her background provides her a strong ability to understand the big picture, identify problems and solutions, and effectively implement them. Her skill set complements our current consultant base with additional levels of service areas. Catherine joined K &A in 2000 and has been the firm's President since 2005. 6400 Hollis Street. Suite 5, Emeryville, CA 94608 TFl. 510- 658 -KOFF (5633) FAX 510 - 652 -KOFF (5633) %vxvw. KoffAssociates.com Executive Performance Management Consulting Proposal Page 8of12 September 17, 2012 Georg S. Krammer, M.B.A., S.P.H.R. Chief Executive Officer Georg brings fifteen (15) years of management -level human resources experience to Koff & Associates with an emphasis in organizational development; classification and compensation design; market salary studies; executive and staff recruitment; performance management; and employee relations, in the public sector, large corporations and small, minority -owned businesses. After obtaining a Master of Arts in English and Russian and teaching credentials at the University of Vienna, Austria, Georg came to the United States to further his education and experience and attained his Master of Business Administration from the University of San Francisco. After starting his HR career in Wells Fargo's college recruiting department, he moved on to HR management positions in the banking and high -tech consulting industries. With his experience as a well- rounded senior HR generalist, his education in business and teaching, and his vast experience with public sector HR programs and functions, Georg's contribution to K &A's variety of projects greatly complements our consulting team. Georg joined K &A in 2000 and has been the firm's Chief Executive Officer since 2005. Gail Koff Managing Director Gail Koff, Principal of Koff & Associates, Inc. for 21 years and now the Managing Director, has over thirty-five (35) years of human resource management experience, most of which have been serving the needs of public agencies. Gail's prior experience, after receiving her degree from Boston University, includes serving as the Personnel Director for one of California's largest sanitary districts, Central Contra Costa Sanitary District as well as the Personnel Director for the California College of Arts and Crafts. She has spent twenty -one (21) years in her own firm providing consulting assistance to cities, counties and special districts. She specializes in strategic development; labor /management issues; classification and job analysis; compensation design and pay for performance strategies; executive search; employee handbooks and policy direction; performance management; and organizational efficiency issues. Gail is familiar with the unique problems of public agencies and has worked extensively with publicly elected Councils, Boards, Commissions, numerous unions, and management and employee groups. Alyssa Uchimura Project Manager Alyssa earned her bachelor's degree in Psychology with a minor in Sociology- Organization Studies from the University of California, Davis and is currently working on her PhD in Organizational Psychology from Alliant International University. She brings with her over ten (10) years of human resources experience in compensation data gathering and analysis, classification analysis and development, performance management, affirmative action program development, and recruitment. Alyssa also has experience in designing and conducting quantitative and qualitative research studies. 6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) «%vw. KoffAssoc wtes. c om Executive Performance Management Consulting Proposal Page 9 of 12 September 17, 2012 Since joining the firm, Alyssa has worked on over sixty (60) classification, compensation, recruitment, and other special human resources projects. She has worked on classification and/or compensation projects for numerous clients, such as the Cities of Monterey, Palo Alto, Campbell, Piedmont, El Cerrito, Emeryville, Sausalito, Novato, Napa, Santa Rosa, Tracy, Madera, Ione, Newman, Patterson, Orange, Menifee, Poway, Tigard (OR), and the Towns of Windsor, Danville and Apple Valley, as well as, the Marin Municipal Water District, Dublin San Ramon Services District, Midpeninsula Regional Open Space District, Central Contra Costa Sanitary District, Mid - Peninsula Water District, Purissima Hills Water District, South Tahoe Public Utility District, Orange County Sanitation District, South Coast Water District, Moulton Niguel Water District, Ventura Regional Sanitation District, Truckee Donner Recreation and Park District, Berkeley Unified School District, California School Boards Association, Housing Authority of Texarkana Texas, Housing Authority of the County of San Bernardino, San Diego Housing Commission, San Francisco Housing Authority, and the Counties of San Mateo and Tehama. Alyssa has also participated in several recruitment efforts for various positions ranging from entry- level to executive management. Alyssa has participated in various special projects like conducting exit interviews, retirement benefits studies, and human resources audits. Mike Harary Project Manager Mike Harary brings over twenty-five (25) years of HR experience "to the table," currently serving as the Assistant Human Resources Director for the City of Orange and working of our team on a part-time basis. For the past 15 years, Mike has been involved in all aspects of HR for Orange, including serving as Chief Negotiator for the City. Mike manages the City's recruitment and selection, employee benefits, labor relations, classification and compensation, and general Human Resources functions. Prior to Orange, Mike worked for the City of La Mirada for almost 10 years, working his way up from Personnel Intern to Personnel Analyst. Mike possesses a Bachelor's Degree in Business Administration emphasizing in Human Resources Management from California State University, Long Beach, and a Masters of Business Administration also from Cal State Long Beach. Mike has played a key role in developing and implementing CalPACS, a regional, internet -based, comprehensive salary and benefits survey website for local agencies. For his efforts in this successful venture, Mike received the 2005 "Moving Forward Award" by the California Public Employers Labor Relations Association (Cal- PELRA). Mike also served as the President of the Orange County Employee Relations Committee. Anne Hayes Firm Associate Anne is the newest member to our team and earned a Bachelor's degree in Mathematics and Economics from the University of California, Santa Barbara. Before joining Koff & Associates, she worked in the private sector for more than 10 years, with 5 years in a management role. She transitioned to a non - profit organization, which specialized in providing labor relations representation to public sector employers, where she gained extensive 6400 Hollis Street, Suite 5, Emeryville, CA 94603 TEL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) w%vw.KoffAssociates.com Executive Performance Management Consulting Proposal Page 10 of 12 September 17, 2012 experience in data gathering and analysis, specifically in the areas of classification, compensation and benefit analysis for public sector agencies. Since joining, K &A, Anne has been an integral part of project teams working on classification and/or compensation studies for the Mount San Antonio Community College District, Cutler Orosi Joint Unified School District, Livermore Amador Valley Transit Authority, Orange County Transportation Authority, Alameda County Waste Management Agency, South Tahoe Public Utility District, Purissima Hills Water District, City of El Cerrito, and City of Novato. Patty Howard Senior Associate Patty's 21 years of public sector, management -level Human Resources experience includes 14 years with the County of El Dorado and 7 years with the City of Rocklin. She has worked in all areas of human resources management including recruitment & selection, classification & compensation, employee relations, labor negotiations, and EEO investigations. She is also a seasoned trainer having developed and presented Supervisory and Lead Worker training (multiple training modules), harassment and discrimination prevention, and new employee orientation for employees in all job classifications. She has also obtained specialized training and certification in order to conduct Stephen Covey's "7 Habits of Highly Effective People ". Patty has a Masters Degree in Public Administration with an emphasis in Human Resources Management. In addition, she has been earned her IPMA -CP, a certification awarded specifically to Human Resources professionals in the public sector from the International Public Management Association — Human Resources (IPMA -HR) and holds a Masters in Labor Relations Certificate from the California Public Employers Labor Relations Association (CALPELRA). Lori Worden Firm Associate Lori is the newest member of our team. Prior to joining Koff & Associates, she spent over a decade in internal HR consulting roles for a number of large public agencies, including the Administrative Office of the Courts and the University of California system. Lori obtained her Master's degree in Industrial & Organizational Psychology from CSU Long Beach and went on to earn a Juris Doctorate degree (emphasis in employment and labor law) at Golden Gate University. Lori learned tricks of the trade on a job classification consolidation project within the California courts system, spurred by the unification of the Municipal and Superior Courts. Lori's career path led her from the courts to the University of California system, where she conducted total compensation and organizational studies, developed and analyzed compensation and benefits data for collective bargaining, and contributed to improvements to the position management and HRMIS system. One of her career highlights was the development of a new campus -wide classification and compensation structure for UC Merced. The project was based on pioneering work in the area of classification and compensation using a market based model created by UC Berkeley. 6400 Hollis Street; Suite 5, Emeryville, CA 94608 TF.1. 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) v. ,Nvw. KoffAssociates.com Executive Performance Management Consulting Proposal Page 11 of 12 September 17, 2012 Kathy Crotty Administrative Assistant Kathy is our resident data entry, office administrative, and technical "guru." She will be heavily involved with the technical aspects of the project and assist our professional staff at each phase of each project. PREVIOUS RELATED PROJECTS California State Compensation Insurance Fund Contact: Randall W. Keenan Comprehensive total compensation study and General Counsel development of performance incentive and retention (310) 312 -4361 program for executive management, currently in manatt I phelps I phillips final phase. 11355 West Olympic Boulevard Los Angeles, CA 90064 City of San Gabriel Contact: Ms. Marcella Marlow Comprehensive City -wide organizational study and Assistant City Manager and HR development of recommendations regarding overall (626) 308 -2803 City strategy and goal setting, completed 2012. 425 South Mission Drive San Gabriel, CA 91776 Housing Authority of the County of San Contact: Ms. Jennifer Dawson Bernardino Director, Human Resources Total compensation study and development of a (909) 890 -0644 performance appraisal system; in 2010/11. 715 East Brier Drive San Bernardino, CA 92408 -2841 San Francisco Co. Transportation Authority Contact: Ms. Cynthia Fong Total compensation studies completed in December Deputy Director Finance & Admin. 2009, March 2011, and August 2012. Developed (415) 522 -4828 new performance management system in 2010. 100 Van Ness Avenue, 26th Floor San Francisco, CA 94102 Alameda CTC Contact: Mr. Art Dao Ongoing Human Resource assistance over the past Executive Director two years, including Performance Management and (510) 893 -3347 Compensation. 1333 Broadway, Suite 300 Oakland, CA 94612 San Diego Housing Commission Contact: Ms. Tina Holmes Comprehensive review of the Commission's newly Human Resources Manager developed Pay for Performance management (619) 578 -7741 system, completed July 2011. 1122 Broadway, Suite 300 San Diego, CA 92101 6400 Hollis Street; Suite 5, Emeryville, CA 94608 TEL 510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) )w%Nw KoffAssociates.com Executive Performance Management Consulting Proposal Page 12 of 12 September 17, 2012 City of Palo Alto Contact: Ms. Sandra Blanch Various compensation study projects since Assistant Director, Human Resources 2009. The City continues to expand the scope of (650) 329 -2376 services and continues engaging K &A for additional 250 Hamilton Avenue work. Palo Alto, CA 94301 Mid - Peninsula Water District Contact: Paul Regan Ongoing HR support for several years, including an General Manager employee survey regarding the General Manager's (650) 591 -8941 overall management style and performance. 3 Dairy Lane Belmont, CA 94002 Respectfully Submitted, By: KOFF & ASSOCIATES, INC. State of California i�vf S`b September 17, 2012 Georg S. Krammer Date Chief Executive Officer 6400 Hollis Street; Suite 5, Emeryville, CA 94608 TF.1.510- 658 -KOFF (5633) FAX 510- 652 -KOFF (5633) wNvw.KoffAssociates.com