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Information Update 041321
1 AGENDA INFORMATION UPDATE April 13, 2021 5:00 PM, INFORMATION UPDATE Lift One Corridor Aspen Intelligent Metering (AIM) Project – Water and Electric Meter Mass Deployment Kickoff Compensation and Classification Study Update 1 INFORMATION ONLY MEMORANDUM TO:Mayor Torre and City Council FROM:Jen Phelan, Development Manageri THROUGH:Scott Miller, Public Works Director MEMO DATE:April 8,2021 PUBLISH DATE:April 13,2021 RE:Status update of Lift One Corridor project (4) This memo is providing City Council with a current progress update of the Lift 1 Corridor project. As mentioned in the initial memo, voter approval of the multi-stakeholder project1 was granted in March 2019. The project stretches from Dean Street to the southerly termination of S. Aspen Street. Five stakeholders are involved in the project: Lift One Lodge (LOL), Gorsuch Haus (GH), the Aspen Historical Society (AHS), Aspen Skiing Company (ASC), and the City of Aspen. Besides a land interest in the corridor project, the city also has a financial interest.2 All stakeholders are continuing to work towards perfecting their land use entitlements. Both of the final land use applications for Gorsuch Haus and Lift One Lodge were conditionally approved by the Historic Preservation Commission and/or the Planning Commission in December, with reviews that primarily focused on building materials and landscaping. With final land use approvals granted,Development Orders have been issued which create a vested property right and starts the vesting period for the project. The Development Orders were published in the local newspaper on December 24, 2020 and a five year vesting period, granted in the ordinances that were referred to the electorate,has begun. Additionally, both applicants must submit final plats, development agreements, easement agreements, maintenance agreements, etc. for recordation. These 1 The project includes two hotels (Lift One Lodge and Gorsuch Haus), installation of a new telemix lift that loads closer to Dean Street and skier return, relocation of the historically designated Lift 1 bullwheel and associated towers, development of a ski museum and ticketing/skier services, as well as the redevelopment of city parks, Dean Street, and the termination (a new cul-de-sac) of S. Aspen Street. 2 The city has allocated $4.36 million dollars within an escrow account to help fund certain “public facing” elements of the project such as improvements to Dean Street and relocation of the Skiers Chalet Lodge (home of a future ski museum and ASC services)that will benefit the public. These funds are to be released to Lift One Lodge when overall improvements are constructed and “once the new ski lift is in a working condition.” 2 documents are required to be submitted within 180 days of the of the commencement of the vesting period of the Development Orders. Gorsuch Haus submitted these draft plats and agreements at the end of February for administrative review and approval. Lift One Lodge will need to submit these finalized documents to the Community Development Department by June 22nd. These plats and agreements are required to be recorded prior to submission of building permit applications. In the meantime, representatives of the stakeholder group continue to meet as a whole and individually to discuss drafts of theselegal documentsandensure individual and collective interests are discussed and agreed to as the documents are further refined, as well as to solve design and operations issues between different stakeholders. i As the owner representative for the project, the Development Manager position is expected to oversee successful execution of all phases in the development project: from initial concepts through final construction. This entails both leading and supporting the stakeholder group (both externally and internally) as well as monitoring coordination of the group to ensure that all technical studies, design, and entitlement requirements are met in a timely fashion to successfully move the project to completion. I’m happy to answer any additional questions Council may have with regard to this project. Feel free to contact me at jennifer.phelan@cityofaspen.com or 319-9949. 3 1 MEMORANDUM TO:Mayor and City Council FROM: Ryan Loebach, Senior ProjectManager THROUGH:Tyler Christoff, Director of Utilities MEMO DATE:04/07/2021 MEETING DATE:04/13/2021 RE:Aspen Intelligent Metering (AIM) Project – Water and Electric Meter Mass Deployment Kickoff REQUEST OF COUNCIL:No request for approval or specific direction. Staff is providing this memo to the Mayor and City Council to: Provide an Aspen Intelligent Metering (AIM) Project update. Outline communications plan to assist City of Aspen water and electric customers in scheduling meter replacement through the City’s Aspen Intelligent Metering (AIM) Project. SUMMARY AND BACKGROUND:On August 6, 2018, City staff recommended to Council the implementation of an AMI Project to modernize electric and water consumption data collection from 3,100 electric customer and 4,000 water customers. This project installs a network to replace manually read water/electric meters with meters containing a transmitter. Benefits of the project include: Customer access to water and electric consumption data Replacing aging/obsolete meter infrastructure components Improved water and electric meter consumption data Increased consumption data reliability to support efficiency programs, system capacity analysis, and capital project planning Improved electric service outage detection and restoration management Improved water loss tracking/checking On August 11, 2020 Council awarded three contracts for the supply and installation of water and electric meters within the City’s service area. Since that time, the City’s selected vendor Sensus have installed a wireless network, network management software, and ~100 electric/meters at various locations throughout the City. 4 2 Next steps for the project include: Software integration between the City’s existing customer information system and billing system software’s with AIM project specific software. Utilities staff training. Electric and water meter replacement with Site Wise LLC, the project’s water and electric meter replacement contractor. Customer portal software implementation. Project schedule will rely heavily on the evolution of COVID-19 public health guidelines and on the participation of the City’s water and electric customers in scheduling water/electric meter replacement through the City’s Aspen Intelligent Metering (AIM) Project. COMMUNICATIONS PLAN: Utilities staff have developed a communication plan to inform utility customers on plans to replace water and electric meters, how customers can schedule meter replacement, and what customers can expect before, during, and after meter replacement. This communication plan utilizes the following steps and communication materials/media provided as attachments to this memo: March Electric and Water Bill Insert.Utilities customers have received a billing insert reminding them of the project, the project benefits, and upon receipt of the first scheduling postcard, to schedule replacement of their meter. See Attachment A for this billing insert. Property Manager Outreach Letter.Aspen area property managers represent multiple utility customers. Utility staff is reaching out to property managers on an individual basis to request assistance in scheduling their clients for meter replacement. See Attachment B for this outreach letter. Electric and Water Meter Replacement Postcards.Utilities customers will receive postcards from SiteWise LLC notifying the customer to follow the instruction on the postcard to schedule and prepare for meter replacement. Electric customers will receive an electric-specific post card and water customers will receive a water-specific post card (A narrative of these instructions indicating scheduling and what customers can expect is provided in this memo below). See Attachment C for these postcards. Electric and Water Meter Replacement Door Hangers.Utilities customers will receive door hangers from SiteWise LLC indicating the successful or unsuccessful replacement of water and electric meters. Instructions requesting customers to contact SiteWise LLC to schedule or re-schedule their meter replacement are provided on the door hanger. See Attachment D for these door hangers. SCHEDULING CUSTOMER METER REPLACEMENT:Customers will receive the first notification that installation will be occurring in their neighborhood 4-6 weeks prior to install. This notification will request the customer call or email to schedule their meter replacement appointment. Customers will be sent reminder post cards 10-days and a final reminder, 7- days prior to planned install to schedule appointments. 5 3 WHAT ELECTRIC CUSTOMERS CAN EXPECT:Electric customers can expect a brief 15-30 minute outage for electric meter installation. Most electric meters are located outside of the customers home or place of business. It is not mandatory for customers to provide interior access or be present when the electric meter is to be replaced. After the electric meter is installed, a door hanger will be left at the customers entry door indicating a successful or unsuccessful installation. If the electric meter installation was unsuccessful, the customer can follow the instructions on the door hanger to contact Site Wise LLC to remedy the situation. WHAT WATER CUSTOMERS CAN EXPECT:SiteWise LLC will need access to customer’s home or business to access interior plumbing and water meter location. Customers will need to be present to provide this access and while contractor is at customer’s address. Typical water installations will take 15-30 minutes, more complicated installs could take 3-4 hours to replace outdated water meters. After the water meter is installed, a door hanger will be left at the customers entry door indicating a successful or unsuccessful installation. If the water meter installation was unsuccessful, the customer can follow the instructions on the door hanger and contact Site Wise LLC to remedy the situation. For additional information please visit the project website at: https://www.cityofaspen.com/1213/AIM---Aspen-Intelligent-Metering CITY MANAGER COMMENTS: ATTACHMENTS: ATTACHMENT A – March 2021 Billing Insert ATTACHMENT B – Property Manager Outreach Letter ATTACHMENT C – Electric and Water Meter Replacement Scheduling Postcard ATTACHMENT D – Electric and Water Meter Replacement Door Hangers 6 WHAT IS THE AIM PROJECT? Beginning in spring 2021, the City of Aspen will be initiating a new project called AIM, or Aspen Intelligent Metering. AIM is an upgrade to the City’s entire metering system, which will modernize all water and electric meters along with the utility’s technology and infrastruc- ture, while adding a variety of customer benefits. IMPORTANT CUSTOMER INFORMATION ON BACK An intelligent meter is a digital device that reads your water and electric consumption and securely communicates that data to Aspen’s utility. Intelligent meters offer same day usage readings and provide more accurate data to the utility for billing. WHAT IS AN INTELLIGENT METER? Water & electric usage is read & transmitted Water & electric usage is received, collected & billed Customers have remote/ mobile access to their usage data & bills UTILITIES YOUR HOME OR BUSINESS UTILITIES DEPARTMENT REMOTE/MOBILE DATA ACCESS 7 WHAT ARE THE BENEFITS OF AIM? • ACCURACY | Digital readings eliminate potential errors in meter readings resulting in more accurate billing. • RELIABILITY | Utility staff can quickly identify power outages and water leaks at your home or business resulting in accelerated response time. • CONVENIENCE | In the future customers will have remote access to usage data and apps daily, instead of waiting for a monthly bill. • EFFICIENCY | Remote meter reading saves time so utility staff can focus on other customer priorities. • ENVIRONMENTAL | Usage data can help customers set conservation goals. Significantly decreases vehicle travel because meter readers are not in the field as often. • AFFORDABILITY | Modernized data tracking and collection create savings for the utility that is passed on to customers. WHAT CAN CUSTOMERS EXPECT? The project entails a new meter installation for all electric customers and the addition of new technology to water meters, replacing them only when the current meter is not AIM compatible. The City is working with a subcontractor, SiteWise, who will be doing the installation neighborhood by neighborhood. You will receive a postcard 4-6 weeks prior to the install in your neighborhood inviting you to schedule an appointment. Customers can expect 15-30 minute outages for electric meter installations and typical water installations. Some water installations may have longer outages, requiring 3-4 hours to replace aging meters, wires and associated infrastructure. HOW CAN I LEARN MORE? Customers will be updated about installation with postcard reminders about scheduling. Project information is available at cityofaspen.com/aim. You can also reach us at 970-920-5110 or aim@cityofaspen.com. SCHEDULING INFORMATION You will receive the first notification that installation will be coming to your neighborhood 4-6 weeks prior to install. Once you have received notification that the first installation will be coming to your neighborhood, PLEASE call and schedule appointments at 866-356-3837 or send an email to aspenappts@sitewisellc.com as soon as possible. Reminder postcards will be sent 10 and 7 days prior to install in your neighborhood if you haven’t scheduled your appointment. 8 WE NEED YOUR ASSISTANCE IN COMPLETING NECESSARY ELECTRIC AND WATER METER UPGRADES FOR ALL ASPEN UTILITY CUSTOMERS April 2, 2021 Dear Aspen Area Property Manager: Beginning this spring, the City of Aspen will be implementing a new project called AIM, or Aspen Intelligent Metering. AIM is an upgrade to the City’s entire metering system, which will modernize all water and electric meters along with the utility’s technology and infrastructure, while adding a variety of customer benefits. This project requires new meter installations for City electric customers, new technology upgrades for the majority of City water customers, and replacement of some water meters for some City water customers. All City water customers will need to provide City contracted technicians access to the water meter, which is inside your clients’ homes. Please schedule an appointment as soon as possible with our contractor, SiteWise via phone or email to have your meter upgraded or replaced: • 866-356-3837 • aspenappts@sitewisellc.com City Utilities Department realizes that you consistently handle access, repair, maintenance, and other needs for the management of your properties, and it would assist the City and your clients to schedule this upgrade as soon as possible. For more information on the City’s AIM project please visit: cityofaspen.com/aim Thank you in advance for your assistance in helping the Aspen Utility Department deliver this project that will allow near real-time data on water and electric accounts and help you be better informed on behalf of the client’s property you manage. Best Regards, Ryan Loebach City of Aspen Utility Department Phone: 970.309.9750 Email: aim@cityofaspen.com 9 WATERMETERINSTALLATIONNOTICECOMINGTOYOURHOMESOON The City of Aspen has initiated a new project called AIM, or Aspen Intelligent Metering. AIM is an upgrade to the City’s entire metering system, which modernizes all water and electric meters along with the utility’s technology and infrastruc ture, while adding a variety of customer benefits. YOUMUSTSCHEDULEANAPPOINTMENT WITHSITEWISEFORMETERINSTALLATION City of Aspen Utilities has contracted with SiteWise to install your new intelligent meter. Within 4 to 6 weeks, we will be in your area. Installation details and Frequently Asked Questions are on the other side. 10 WATERMETERINSTALLATIONNOTICE HOWDOIMAKEANAPPOINTMENTFORINSTALLATION? You must make an appointment to have your meter exchanged. To schedule an appointment, please call 1-866-356-3837 or email aspenappts@sitewisellc.com. DOINEEDTOBEPRESENTFORTHEMETERINSTALLATION? Yes. Meter installers will need to have unrestricted access to your meter located on the premises, oen they are located inside a structure, such as inside your home. WILLILOSEWATERSERVICEDURINGTHEINSTALLATION? Customers can expect 15- 30 minute outages for typical water installations. Some water installations may have longer outages, requiring ample time to replace aging meters, wires and associated infrastructure. WHENWILLTHEINTELLIGENTWATERMETERSBEINSTALLED? Installations will begin in Aspen mid-May 2021 and continue for about 6 months with technicians going neighborhood by neighborhood. WHOWILLBEINSTALLINGTHEENHANCEDMETERS? The City of Aspen Utilities has contracted with SiteWise to do the installations. They will identify themselves as representatives of the City of Aspen Utilities Department. HOWWILLIKNOWIFTHECURRENTMETERHASBEENEXCHANGEDWITHAN ENHANCEDMETER? Sitewise will leave a door hanger indicating the meter exchange has been successfully completed or will alert you if further action is needed. ADDITIONALQUESTIONS? Please call 970.920.5110 or email: aim@cityofaspen.com Calling… PLEASESCHEDULEANAPPOINTMENTASSOONASPOSSIBLEBYCALLING 1-866-356-3837 TOLLFREEOREMAIL aspenappts@sitewisellc.com WEEKS NEWMETERINSTALLATIONIN The City of Aspen Utilities Department is preparing to install new water meters. We plan to be in your neighborhood within 4 to 6 weeks. We will need to schedule an appointment with you for access. 11 WATERMETERINSTALLATIONNOTICECOMINGTOYOURHOMESOON The City of Aspen has initiated a new project called AIM, or Aspen Intelligent Metering. AIM is an upgrade to the City’s entire metering system, which modernizes all water and electric meters along with the utility’s technology and infrastruc ture, while adding a variety of customer benefits. YOUMUSTSCHEDULEANAPPOINTMENT WITHSITEWISEFORMETERINSTALLATION City of Aspen Utilities has contracted with SiteWise to install your new intelligent meter. Within 10 days, we will be in your area. Installation details and Frequently Asked Questions are on the other side. 12 WATERMETERINSTALLATIONNOTICE HOWDOIMAKEANAPPOINTMENTFORINSTALLATION? You must make an appointment to have your meter exchanged. To schedule an appointment, please call 1-866-356-3837 or email aspenappts@sitewisellc.com. DOINEEDTOBEPRESENTFORTHEMETERINSTALLATION? Yes. Meter installers will need to have unrestricted access to your meter located on the premises, oen they are located inside a structure, such as inside your home. WILLILOSEWATERSERVICEDURINGTHEINSTALLATION? Customers can expect 15- 30 minute outages for typical water installations. Some water installations may have longer outages, requiring ample time to replace aging meters, wires and associated infrastructure. WHENWILLTHEINTELLIGENTWATERMETERSBEINSTALLED? Installations will begin in Aspen mid-May 2021 and continue for about 6 months with technicians going neighborhood by neighborhood. WHOWILLBEINSTALLINGTHEENHANCEDMETERS? The City of Aspen Utilities has contracted with SiteWise to do the installations. They will identify themselves as representatives of the City of Aspen Utilities Department. HOWWILLIKNOWIFTHECURRENTMETERHASBEENEXCHANGEDWITHAN ENHANCEDMETER? Sitewise will leave a door hanger indicating the meter exchange has been successfully completed or will alert you if further action is needed. ADDITIONALQUESTIONS? Please call 970.920.5110 or email: aim@cityofaspen.com Calling… PLEASESCHEDULEANAPPOINTMENTASSOONASPOSSIBLEBYCALLING 1-866-356-3837 TOLLFREEOREMAIL aspenappts@sitewisellc.com DAYS NEWMETERINSTALLATIONIN The City of Aspen Utilities Department is preparing to install new water meters. We plan to be in your neighborhood within 10 days. We will need to schedule an appointment with you for access. 13 WATERMETERINSTALLATIONNOTICECOMINGTOYOURHOMESOON The City of Aspen has initiated a new project called AIM, or Aspen Intelligent Metering. AIM is an upgrade to the City’s entire metering system, which modernizes all water and electric meters along with the utility’s technology and infrastruc ture, while adding a variety of customer benefits. YOUMUSTSCHEDULEANAPPOINTMENT WITHSITEWISEFORMETERINSTALLATION City of Aspen Utilities has contracted with SiteWise to install your new intelligent meter. Within 7 days, we will be in your area. Installation details and Frequently Asked Questions are on the other side. 14 HOWDOIMAKEANAPPOINTMENTFORINSTALLATION? You must make an appointment to have your meter exchanged. To schedule an appointment, please call 1-866-356-3837 or email aspenappts@sitewisellc.com. DOINEEDTOBEPRESENTFORTHEMETERINSTALLATION? Yes. Meter installers will need to have unrestricted access to your meter located on the premises, oen they are located inside a structure, such as inside your home. WILLILOSEWATERSERVICEDURINGTHEINSTALLATION? Customers can expect 15- 30 minute outages for typical water installations. Some water installations may have longer outages, requiring ample time to replace aging meters, wires and associated infrastructure. WHENWILLTHEINTELLIGENTWATERMETERSBEINSTALLED? Installations will begin in Aspen mid-May 2021 and continue for about 6 months with technicians going neighborhood by neighborhood. WHOWILLBEINSTALLINGTHEENHANCEDMETERS? The City of Aspen Utilities has contracted with SiteWise to do the installations. They will identify themselves as representatives of the City of Aspen Utilities Department. HOWWILLIKNOWIFTHECURRENTMETERHASBEENEXCHANGEDWITHAN ENHANCEDMETER? Sitewise will leave a door hanger indicating the meter exchange has been successfully completed or will alert you if further action is needed. ADDITIONALQUESTIONS? Please call 970.920.5110 or email: aim@cityofaspen.com Calling… PLEASESCHEDULEANAPPOINTMENTASSOONASPOSSIBLEBYCALLING 1-866-356-3837 TOLLFREEOREMAIL aspenappts@sitewisellc.com WATERMETERFINALINSTALLATIONNOTICE DAYS NEWMETERINSTALLATIONIN The City of Aspen Utilities Department is preparing to install new water meters. We plan to be in your neighborhood within 7 days. We will need to schedule an appointment with you for access. 15 ELECTRIC METERINSTALLATION NOTICECOMING TO YOUR HOME SOON The City of Aspen has initiated a new project called AIM, or Aspen Intelligent Metering. AIM is an upgrade to the City’s entire metering system, which modernizes all water and electric meters along with the utility’s technology and infrastruc ture, while adding a variety of customer benefits. City of Aspen Utilities has contracted with SiteWise to install your new intelligent meter. Within the next 4 to 6 weeks, we will be in your area. Installation details and Frequently Asked Questions are on the other side. 16 DO I NEED TO MAKE AN APPOINTMENT? A technician will come by your property and assess your meter. If they can upgrade it on the spot, they will. If not, they will leave a note with further directions on how to make an appointment in case the meter exchange will involve a power outage or customer contact. WILL I LOSE ELECTRICAL SERVICE DURING THE INSTALLATION? If you are not contacted and requested to make an appointment for the upgrade, you will not lose service. If you are contacted by a SiteWise technician, you can expect to experience a 10-15 minute outage. You may need to reset digital devices. DO I NEED TO BE PRESENT FOR THE METER INSTALLATION? No, but please ensure SiteWise personnel have safe, unrestricted access to our electric meter located on your premises. SiteWise personnel will knock on your door to notify you of the installation. WHO WILL BE INSTALLING THE ENHANCED METERS? The City of Aspen Utilities has contracted with SiteWise to do the installations. They will identify themselves as representatives of the City of Aspen Utilities Department. HOW WILL I KNOW IF THE CURRENT METER HAS BEEN EXCHANGED WITH AN ENHANCED METER? SiteWise will leave a door hanger indicating the meter exchange has been successfully completed or will alert you if further action is needed. ADDITIONAL QUESTIONS? Please call 970.920.5110 or email: aim@cityofaspen.com ELECTRIC METERINSTALLATION NOTICE The City of Aspen Utilities Department is preparing to install new electric meters. We plan to be in your neighborhood within 4 to 6 weeks. Calling… IF YOU ARE CONTACTED BY A SITEWISE REPRESENTATIVE, you will need to make an appointment for the meter upgrade. 17 SERVICE UPDATE: Meter exchange completed We were unable to replace your electric meter for the reason stated below: Please call 1-866-356-3837 or email us at aspenappts@sitewisellc.com to reschedule your electric meter installation. STATUS Today your electric was out for a few minutes during your new electric meter installation. ADDITIONAL PROJECT INFORMATION This month your bill may have two readings: one from your old meter and one from the new meter. There will only be one charge on your bill. webpage: cityofaspen.com/aim email: aim@cityofaspen.com phone: 970.920.5110 AIM IS AN UPGRADE TO ASPEN’S ELECTRIC METERING SYSTEM INTELLIGENT METERS HELP US SERVE YOU BETTER. AUTOMATED METERS WILL IMPROVE EFFICIENCY AND RELIABILITY FOR OUR CUSTOMERS. ASPEN’S ELECTRIC METERING SYSTEM REMOVE BEFORE PRINTING 18 SERVICE UPDATE: Meter exchange completed We were unable to replace your water meter for the reason stated below: Please call 1-866-356-3837 or email us at aspenappts@sitewisellc.com to reschedule your water meter installation. STATUS Today your water was out for a few minutes during your new water meter installation. If your water is cloudy or there’s air in the lines after installation, please run your uppermost tub or sink faucet until trapped air is released and your water appears clear. ADDITIONAL PROJECT INFORMATION This month your bill may have two readings: one from your old meter and one from the new meter. There will only be one charge on your bill. webpage: cityofaspen.com/aim email: aim@cityofaspen.com phone: 970.920.5110 AIM IS AN UPGRADE TO ASPEN’S WATER METERING SYSTEM INTELLIGENT METERS HELP US SERVE YOU BETTER. AUTOMATED METERS WILL IMPROVE EFFICIENCY AND RELIABILITY FOR OUR CUSTOMERS. REMOVE BEFORE PRINTING 19 INFORMATIONAL MEMORANDUM TO: Mayor and City Council FROM: Courtney DeVito, Human Resources Director Jessica Roberts, Compensation and Benefits Manager THRU: Alissa Farrell, Administrative Services Director MEMO DATE: April 2, 2021 RE: Information Only: Compensation & Classification Study Update _____ The purpose of the following informational memo is to update Mayor and Council on the City’s 2021 Compensation & Classification study along with the progress of the development and refinement of a Total Compensation Philosophy 1. The Total Compensation Philosophy shall serve as a guiding framework and foundational approach in advance of the upcoming Compensation & Classification study. SUMMARY: The overall compensation2 and classification3 project scope is to develop a system to ensure salary structure,4 classification and pay is highly competitive with other comparable entities for the attraction and retention of a highly qualified workforce for the overall benefit of the Aspen community. This effort begins with the development of a total compensation philosophy which will establish the formal guidelines for employee compensation, and support employee retention and growth. Moreover, the scope includes adhering to current and future pertinent compensation laws and for internal pay equity5. BACKGROUND: In early 2021, the Human Resources Department and City Manager’s Office solicited request for qualifications (RFQs) to elicit a competitive bid process to retain a compensation consultant for the development of a City Total Compensation Philosophy. Ten proposals were received. After an extensive interview process, The Segal (Segal) Group was selected for the Total Compensation Philosophy project. Segal has extensive experience in 1 Total Compensation Philosophy is an organizational statement and set of practices that guides the organizations compensation and benefits programs. This statement links these programs to the overall business objectives of the organization and ensures compliance with equal pay legislation and that differences in pay are allowable (SHRM.org). 2 Compensation refers to the wages received by an employee in the form of an annual or hourly salary. 3 Classification refers to the methodology of grouping jobs together in a salary structure, noting their similarities and distinct characteristics. 4 Salary structure refers to the progression of jobs expressed as pay grades (ranges with a minimum and maximum salary limit) (SHRM.org). 5 Internal pay equity follows fair and equitable pay practices in accordance with both state and federal employee pay legislation. 20 2 providing independent, innovative, and results-driven services to public sector entities throughout the country. Attachment A includes the Segal Proposal for a Total Compensation Philosophy. In conjunction, a cross-sectional compensation and classification steering committee was developed. This team is and over the course of the next year, actively engaged in the project by providing guidance, offering diverse organization-wide perspectives while continuing to gather a deep understanding of compensation principles and practices. Throughout the compensation project, the steering committee will act as a liaison between departments and the project and offer feedback to the compensation project managers. The cross-sectional steering committee has been instrumental in the selection of Segal and will also assist in the Compensation & Classification RFP interview process for the selection of a consultant as well. Secondarily, the Compensation & Classification RFP closed on March 26, 2021 and ten (10) bids are under review with finalist interviews scheduled forthcoming. The Consultant proposal is scheduled for review in an upcoming City Council Meeting at the end of April or early May 2021. This study will support the City in maintaining a highly qualified work force through a competitive compensation program to benefit the community. Competitive compensation programs ensure that the City is able to attract and retain staff critical to City operations and services. Compensation programs generally have a life cycle of three to five years, and the current compensation program was implemented in 2015. This multi-phase study will provide the City with an updated compensation philosophy, classification system, internal equity review, and external labor market6 analysis (see project summary below). In advance of hiring an external Consultant, Human Resources is updating all full-time, job descriptions in collaboration with Department Directors. Job descriptions are a crucial component of the compensation and classification study, ensuring that the selected Consultant will have access to up to date and accurate job descriptions from which to build the City’s new compensation structure going forward. Overall, these comprehensive compensation projects will allow the City of Aspen to address any compensation and classification barriers preventing the City from attracting and retaining the necessary talent to achieve the City’s organizational goals. COMPENSATION PROJECT SUMMARY: Stage 1: RFQ – Total Compensation Philosophy: The Segal Group has been selected as the Consultant for the Total Compensation Philosophy development. The compensation philosophy is the formal guiding statement and/or document that details the organization’s position about employee compensation. The compensation philosophy supports the organization’s business goals and objectives, while ensuring that the organization is competitive, and identifies the City’s relevant external labor market(s). This statement and/or document typically includes specifics on how the organization will pay employees in relation to the identified labor market, with competitive pay typically indicating that employee pay should be at or above the external labor market. 6 External labor market refers to the comparison of indivdiual salaries in other similar organizations for similar jobs/positions. 21 3 Stage 2: RFP - Compensation & Classification Study: Vendor submissions are presently under review. RFP Phase 1: Provide a framework to fairly and effectively manage jobs; provide a job evaluation or job architecture system, and an updated and revised classification system. RFP Phase 2: Ensure that the City is in compliance with Colorado’s Equal Pay for Equal Work Act along with federal and state laws. The City is requesting a statistical and legal review of individual salaries to ensure fair and equitable pay. RFP Phase 3: Align the City’s internal compensation structure with the external labor market. This final phase will provide a comprehensive review of employee salaries and will consider key issues such as salary compression. This phase is critical to ensure that employee salaries accurately reflect the City’s updated compensation philosophy. 22 ATTACHMENT A City of Aspen, CO Proposal for a Total Compensation Philosophy RFP #: 2021-023 February 26, 2021 / Patrick Bracken, CCP, Vice President © 2021 by The Segal Group, Inc. 23 The Segal Company (Western States) Inc., d/b/a Segal 7951 E Maplewood Avenue Suite 327 Greenwood Village, CO 80111-4774 T 303..714.9900 F 303.223.9234 segalco.com February 26, 2021 Alissa Farrell Administrative Services Director City of Aspen 130 South Galena Street Aspen, CO 81611-1975 Re: RFP #: 2021-023 Total Compensation Philosophy Dear Ms. Farrell: Thank you for the opportunity to submit this proposal for a compensation philosophy for the City of Aspen (“City”). Through our extensive experience providing human resources advice to public sector clients nationwide, we think Segal is best qualified to assist you with this project. We have conducted similar projects in Colorado for: • Adams 12 Five Star School District • Clearview Library District • Boulder County • Denver Public Schools • Boulder Valley School District • Denver Regional Transit District • City of Aurora • Denver Water • City/County of Denver • State of Colorado Division of Human Resources • State of Colorado Judicial Branch • State of Colorado State Auditors Office • Colorado Springs Utilities • Colorado Community College System • Platte River Power Authority (CO) Segal has successfully maintained business continuity and client deliverable deadlines during the current Covid-19 situation. We continue to manage our projects by communicating with clients via virtual technology, conducting Project Team meetings, employee interviews, and presenting final reports via conference call or video conference. Segal currently uses Zoom, Go- to-Meeting, Microsoft Teams, and WebEx to conduct meetings that were originally scheduled to take place on-site. 24 City of Aspen February 26 2021 Page 2 9237902v1/97909.902 As an officer of the firm, I am authorized to bind the proposer to the terms of the proposal. We appreciate your consideration for this assignment and welcome the opportunity to meet with you to answer any questions you have. Please feel free to contact me by phone at 202-833-6452 or by email at pbracken@segalco.com. Sincerely, Patrick Bracken, CCP Vice President 25 9237902v1/97909.902 i Table of Contents Executive Summary .................................................................................................................... 1 Methodology ............................................................................................................................... 2 Project Timeline .......................................................................................................................... 7 Overview of the Firm ................................................................................................................... 8 Segal’s Project Team ................................................................................................................ 12 Cost Proposal ........................................................................................................................... 17 References ............................................................................................................................... 19 Exceptions to Terms and Conditions ......................................................................................... 23 26 9237902v1/97909.902 1 Executive Summary We understand the City seeks the assistance of a consultant to develop and implement a new compensation philosophy in advance of the City’s upcoming compensation and classification project. The City’s compensation philosophy was last updated in 2014. Specifically, we understand the scope of this study will require the consultant to: • Provide a framework for upcoming compensation and classification study to include: – Revision of the competitive peer group (comparable organizations) to support the City’s ability to attract and retain qualified employees through highly competitive pay – Support the development and adoption of repeatable and valid compensation methodologies • Build consensus and unite City Manager, Key Stakeholders, a steering committee and Human Resources in approach to total compensation • Ensure alignment with City’s strategic objectives, mission statement and organizational values, and competitive outlook Our proposed work plan for this assignment includes the following steps: Step 1: Project Initiation Step 2: Compensation Philosophy Step 3: Present Final Results We have described each project step in more detail below and on the following pages. 27 9237902v1/97909.902 2 Methodology Step 1: Project Initiation 1. Initial Meetings The first task of this project will be to conduct two (2) meetings, via video conference, with the City Manager, Human Resources, a steering committee, and the City’s Project Team and any other key advisors to the project. The purpose of the meeting is to: • Confirm the goals and objectives of the study • Discuss the City’s current compensation and classification structures, as well as the reasons for this project • Finalize the timeline and specific dates for deliverables • Clarify Segal’s and the City’s roles in each project phase • Establish parameters and protocols for keeping the Project Team updated and informed • Identify data or information needed to support the overall assignment This meeting will help identify a clear project strategy that will facilitate a smooth and effective working relationship resulting in a successful outcome for the City. Additionally, we understand the City would like to conduct three (3) additional meetings via video conference to discuss peer group recommendations. 2. Conduct Stakeholder Interviews In addition to the initial meeting with the City’s Project Team, we propose to conduct confidential one-on-one interviews with key stakeholders, such as Department Directors and other senior staff. The purpose of these interviews is to understand the perspective and needs of senior managers, including their opinions regarding the effectiveness of the current compensation and classification policies with regard to meeting their operational needs and staffing requirements. We have found these one-on-one discussions to be a very valuable step in understanding the advantages and shortcomings of the current human resources policies, as well as to assist us with developing revised policies that the workforce are likely to be receptive of. Individual interviews allow for flexibility in scheduling and encourage open and frank discussions about sensitive matters regarding leadership’s expectations, frustrations, and suggestions for improvement. For pricing purposes, we have assumed that we will meet via video conference one (1) day to meet with the City’s Project Team and conduct stakeholder interviews. 28 9237902v1/97909.902 3 Our Expectations of the City for this Step For the initial meeting and stakeholder interviews, we ask the City to coordinate the schedules of those who will participate, as well as provide a meeting room. In addition, we ask that the City provide the following information in electronic format: • Salary structures • Current personnel policy documents • Current organization charts • Up-to-date job descriptions in Microsoft Word • Current and accurate employee census data Step 2: Develop Compensation Philosophy Segal’s approach to human resources consulting focuses on the broader Employee Value Proposition with a strategic eye on all aspects of the human resources function. The Employee Value Proposition defines the components of total rewards that directly impact an employer’s ability to recruit and retain talent. It is important to include the City’s Project Team in discussions that clarify and finalize the City’s compensation philosophy. These discussions would address the following questions: 1. Compensation Philosophy Key Elements Segal’s consulting philosophy recognizes the integration of all aspects of the Employee Value Proposition and relates them to the larger issues of the human resources function, including organizational commitment, work content, and workforce planning. How work and positions/jobs will be evaluated; the balance between the emphasis on internal versus external factors in the job evaluation process Total Compensation Philosophy Role of Pay Pay Governance Internal/External Value Pay Communication Comparison Markets Beyond Market Factors Pay Systems The types of pay systems/delivery vehicles that are best aligned with the compensation philosophy and any customization that may be needed The comparison markets against which the organization will benchmark pay and benefits. The degree to which multiple markets are needed, and the pay position relative to those markets The factors that should impact pay (e.g., performance, service, etc.) The degree to which the total compensation philosophy, systems, and processes will be openly communicated How pay will be governed including roles, responsibilities, and decision rights for the design, approval and management of the pay system The role of pay and benefits in supporting and aligning with the organization’s Mission and Strategic Plan 29 9237902v1/97909.902 4 Based on the input gathered in this phase we will develop findings and recommendations for the City’s Total Compensation Philosophy. These findings and recommendations focus on aligning with market practices. Throughout the study, we will revisit the findings and recommendations to determine for any needed adjustments based on the results of the analysis. A major part of the total compensation philosophy is the development of the appropriate comparison market(s) for benchmarking. Segal will work with the City to identify and define the broader comparison markets and the scope of these markets (e.g., employee/staff size, revenues, etc.) for each survey used in the assessment. These comparison markets will also take into account local or regional geographic differences and can be specific to employee levels, departments, etc. We will also assess the City’s current peer group for appropriateness and expand as needed or develop a separate peer group to be used for the market compensation assessment. Potential factors considered in developing comparison market may include: • Cost of living analysis • Geographic position and relevance • Regional and private sector information • Relevant national information • Selected organizational comparable information • Current economic conditions • Other factors as appropriate 2. Compensation Architecture Based on the findings from the interviews and our discussions with the Project Team, we will draft a total compensation philosophy, which will guide the framework for conducting the City’s upcoming classification and compensation study. 30 9237902v1/97909.902 5 Deliverables for this project include: • Provide and recommend compensation philosophy methodology, which must be repeatable year after year and take into account readily accessible market data and salary surveys. Currently, the City uses Employers Council (EC) public surveys along with additional EC surveys as needed • Provide a summary of collected research validating recommendation to include: cost of living analysis, geographic position and relevance, regional and private sector information, relevant national information, selected organizational comparable information, and current economic conditions • Identify and update the City’s comparable organizations, establishing the City’s compensation peer group for 2021 and the future. Peer or comparable groups may be defined uniquely for different job families and/or classification groups based on the analysis • This analysis will consider the City’s current classification structure and jobs (unique and standard), industry (both private and public), organization size (budget, scope, & FTE counts), cost of living analysis, geographic position and significance, and other key metrics to include but not limited to turnover and retention rates • The analysis and recommendation will also include private and public sector entities where appropriate • Comparable organization analysis may be representative of separate classifications or industries. For example: Law Enforcement, Performing Arts, Utilities, etc. • The identification of comparable organizations to also include peer organization information, and survey and salary data which is readily available from established sources • Peer group (comparable organization) selection will be sufficient to ensure that salary data collection is statistically valid • Provide a specific messaging plan on new compensation philosophy which will take into account Aspen’s cost of living while being fiscally responsible and other important factors discussed above • Facilitation with key stakeholders, steering committee, City Manager, and Human Resources to ensure adoptability • Assist in the communication of the new compensation philosophy to Council during a Council Work Session • Prepare presentation to all City employees and for the work session • Work with the established compensation and classification steering committee and human resources to develop city-wide communication/rollout plan for the updated compensation philosophy • Implementation must consider larger project at hand and consider integration of project and other project vendors • Organization-wide communication plan for rollout of updated compensation philosophy 31 9237902v1/97909.902 6 Step 3: Present Final Results We anticipate presenting the final results in a work session to the City Council. While it is difficult to anticipate at this time the exact nature of this presentation, our price proposal assumes we will develop and deliver one on-site presentation that will contain at least the following elements: • Background and reasons for the project • Objectives and goals of the project • Methodology used to conduct our analysis • Key findings and outcomes • Our recommendations, including potential implications of those recommendations We will draft the presentation for the Project Team’s review, and then will finalize the document based on your comments and input. We anticipate that a senior member of Segal’s Team will deliver the presentation, in conjunction with a senior member of the City’s Project Team. 32 9237902v1/97909.902 7 Project Timeline We understand that the City anticipates beginning this project in March 12, 2021, with final recommendations to be presented no later than April 26 and/or May 10, 2021. Our proposed timeline below is consistent with that goal. Segal is available to begin this project upon award of contract. Our proposed timeline below and specific project deliverables will be finalized with the City’s Project Team during Step 1: Project Initiation. Please note: Segal is unable to begin any project without a signed contract from the City. ANTICIPATED TIMELINE IN MONTHS Step 1 2 3 Step 1: Project Initiation Step 2: Compensation Philosophy Step 3: Present Final Results 33 9237902v1/97909.902 8 Overview of the Firm About Our Company The Segal Group (www.segalco.com) has been a leading, independent firm of benefit, compensation, and human resources consultants since its founding in 1939. Our clients include corporations, non-profit organizations, higher education institutions, professional service firms, and public sector entities, and jointly trusteed benefit funds. Segal is an independent, employee-owned private corporation with no ties to any other companies. Our only interest is in providing unbiased solutions to clients’ total rewards needs. Our firm is headquartered in New York and has more than 1,000 employees working in the following offices throughout the U.S. and Canada. Albuquerque, NM Detroit, MI New York, NY Atlanta, GA Edmonton, AB Philadelphia, PA Boston, MA Hartford, CT Phoenix, AZ Chicago, IL Juneau, AK Princeton, NJ Cleveland, OH Los Angeles, CA San Francisco, CA Austin, TX Minneapolis, MN Toronto, ON Denver, CO Montreal, QC Washington, DC Segal has extensive experience in providing independent, results-driven consulting services to public sector entities throughout the country. For 80 years, we have developed cutting-edge total rewards approaches that provide quality health care, secure retirement, and competitive compensation programs for our clients’ employees. Offering comprehensive total compensation and benefits packages requires governments to continually search for cost efficiencies and innovations. Many widely accepted benefit practice and cost containment solutions were originally designed by Segal. Company History and Staff The Segal Group was founded as the Martin E. Segal Company in October 1939, early in the development of employee benefit plans in American industry. From the beginning, Segal has been involved in developing health and retirement programs that meet the needs of employees and employers. Through our history, we’ve built a group of brand names you’ve come to count on for truly personal actuarial, investment and human resources consulting expertise aimed at one mission: delivering trusted advice that improves lives. Today in 2021, we now formally operate under one name: Segal. 34 9237902v1/97909.902 9 Segal, Segal Benz and Segal Marco Advisors are all members of the Segal family. While company names and logos have evolved over the firm’s 80-year history, we remain an employee-owned firm known for providing unbiased consulting based on the integrity, expertise, personal investment and trusted advice of our people. The Segal Group is a founding member of the Multinational Group of Actuaries and Consultants (MGAC), whose member companies across the world meet clients’ needs for assistance in international benefits planning The Segal Group is a private corporation owned by its active officers, with no shareholder owning more than 5% of the common stock. Our firm’s chief officers are: • Joseph Lo Cicero – Chairman • David Blumenstein – President and Chief Executive Officer • Ricardo DiBartolo – Senior Vice President, Chief Financial Officer and Treasurer • Steven Greenspan – Senior Vice President, Secretary and General Counsel Company Organization Chart Segal is a completely independent organization with no ties to any other companies. Our only interest is in providing unbiased solutions to clients’ total rewards needs. Visit us at www.segalco.com. Our comprehensive array of results-driven consulting and actuarial services includes strategic planning and program designs that align human resources strategies with staffing needs. Segal serves three distinct markets—Public Sector, Corporate and Multiemployer—with services, staff and expertise available to consult on the full range of health, retirement, and compensation issues in each of these markets. Our teams help a wide range of industries. No matter who you are, we can assist you with: Administration and Technology Consulting Benefit Audit Solutions Compensation and Career Strategies Compliance Health and Welfare Benefits HR and Benefits Technology Insurance Organizational Effectiveness Retirement Benefits Benefits Communication Communication Strategy Personalized Benefit Statements Surveys and Focus Groups Website and Portal Design Advisor Solutions for Financial Intermediaries Corporate Governanceand Proxy Voting Defined Contribution Consulting Discretionary Consulting Investment Solutions Traditional Consulting Not any solution—your solution. Personalized advice and help. 35 9237902v1/97909.902 10 Human Resources Consulting Services Segal has offered human resources consulting services dedicated to our public sector and collectively bargained clients since 1997. We help organizations adopt a more strategic, comprehensive and integrated approach to total rewards that includes both financial and nonfinancial rewards. Our services include: • Human Resources Functional Assessments • Total Compensation Market Studies • Total Compensation System Design and Implementation • Job Classification Analyses • Job Evaluation System Design and Implementation • Performance Management System Design and Implementation • Employee Opinion Surveys • Pay Equity Analysis • Cost Modeling Our consulting approach is based on customized solutions to meet specific needs, not “off-the- shelf” systems. Our goal is to maximize the value of total rewards by encouraging employee participation in our engagements. This is crucial to a successful outcome. Human Resources Functional Assessments We conduct assessments of all activities that support human resources. This includes evaluating the staffing, effectiveness of payroll, compensation, benefits, classification, recruitment and selection, training, employee relations, civil service rules, regulations and procedures. Our approach identifies strengths and weaknesses that impact effective human resources management. Total Compensation Market Studies We conduct total compensation market analyses targeted to specific comparable employers. This process identifies benchmark positions that are representative of an employer’s workforce. The surveys capture information on pay ranges, maximum hiring pay rates, pay progression policies, performance-based reward systems, paid time off, health and welfare related benefits, and retirement benefits. As a routine part of any project, Segal provides clients with all detailed source data received through our surveys. Total Compensation System Design and Implementation We design total reward systems by working with clients to develop compensation philosophies that support organizational strategic goals and compensation best practices. We frequently work with clients to transform longevity-based pay programs to performance-based systems. Additionally, we often work with our clients in a joint labor-management environment to facilitate and communicate reward system changes. 36 9237902v1/97909.902 11 Job Classification Analyses Classification studies include development and analysis of position questionnaires and employee interviews as the basis for evaluating and streamlining the classification structure. Additionally, we can assist in developing customized job descriptions that are consistent with legislation such as FLSA and ADA. Job Evaluation System Design and Implementation Our Segal Evaluator™ point-factor method of job evaluation is easily understood and provides an internal hierarchy based on established factors common to jobs throughout the organization. This approach determines the eight specific compensable factors customized to support the operating environment and organizational structure of each client. Performance Management Based on an organization’s compensation strategy, we will develop a performance management approach that includes tools to measure individual and group performance as well as tie the performance management system to a pay delivery approach. Employee Opinion Surveys As part of evaluating total compensation programs, we frequently design and implement opinion surveys to measure employees’ preferences and priorities regarding all aspects of their rewards of work (direct compensation, paid leave, benefits programs, work environment, career opportunities, affiliation with the organization, and other aspects). Our analysis can include comparisons of demographic groups, highlighting differences by occupational categories, career stage, or other groupings. In addition, we often conduct employee engagement surveys to understand employees’ level of motivation and morale, turnover potential, and other measurable aspects of commitment and engagement with the organization. Pay Equity Analysis As an increasing number of states have enacted pay equity legislation, Segal can conduct pay equity analysis based on gender and/or race. Our analysis identifies the existence of potential pay disparities and provides recommendations for policies to correct and prevent inequities. Cost Modeling Most reward system redesigns result in a fiscal impact to the employer. Our modeling approach not only identifies the immediate impact of implementation, but also provides a multi-year perspective to identify steady employer costs. 37 9237902v1/97909.902 12 Segal’s Project Team We bring to this project an excellent combination of skills and experience in public sector compensation analysis and design. The Segal project team consists of experienced consultants who are dedicated to meeting the needs of the City in a manner that is cost efficient, timely, and of high quality. Staff Member Role Patrick Bracken, CCP Senior Consultant, Project Manager Luis Gonzales, CCP Associate Consultant Additional Consultants and Analysts will be added to ensure timely completion of project timelines and deliverables. We invite you to review the resume of each team member on the following pages. 38 9237902v1/97909.902 13 Patrick Bracken, CCP Vice President Project Role: Senior Consultant, Project Manager Expertise Mr. Bracken has more than 14 years of experience in coordinating and conducting total compensation studies, classification structure re-design, and economic analysis. Mr. Bracken specializes at working with unionized, utility, and transit organizations. Clients Federal Agencies Administrative Office of the U.S. Courts States, Agencies, and Retirement Systems ACS State and Local Solutions Government of the District of Columbia Commonwealth of Massachusetts: Bay Transportation Authority Department of Transportation Jacksonville Police and Fire Pension Fund State of Alabama, Dept. of Mental Health State of Alaska State of Illinois Municipal Retirement Fund State of Washington Court Systems Commonwealth of Massachusetts Trial Court Counties Anne Arundel County (MD) City/County of Denver (CO) Fairfax County (VA) Forsyth County (GA) Los Alamos County (NM) Mohave County (AZ) Shelby County (TN) Municipalities City of Alexandria (VA) City of Aurora (CO) City of Bristol (CT) City of Kansas City (MO) City of Middletown (CT) City of New Bedford (MA) City of San Diego (CA) City of San Marcos (TX) City of Wethersfield (CT) City of Wilmington (DE) Higher Education George Mason University (VA) K-12 School Districts Adams 12 Five Star School District (CO) Arlington Public Schools (VA) Boulder Valley School District (CO) Denver Public Schools (CO) Jefferson County Public Schools (CO) Lafayette Parish School System (LA) Springfield Public Schools (MA) Transportation AC Transit (CA) Alaska Railroad Corporation Bay Area Rapid Transit (CA) Ben Franklin Transit (WA) Central Ohio Transit Authority Golden Gate Bridge & Highway Trans. Dist. (CA) Indianapolis Public Transportation (IN) Jacksonville Transportation Authority (FL) Lehigh Northampton Airport Authority (PA) Metro St. Louis (MO) Milwaukee County Transportation Authority (WI) New Jersey Turnpike Authority PACE Suburban Bus Service (IL) Pierce Transit (WA) San Mateo County Transit District (CA) Southern California Regional Railway Auth. Transit Management of Washoe County (NV) Upper Occoquan Service Authority (VA) Victor Valley Transit Authority (CA) Washington Metropolitan Area Transit Authority (DC) Other Clients AFSCME Council 4 Cuyahoga Library District (OH) Henry M Jackson Foundation for the Advancement of Military IAM National Pension Fund National Railway Labor Conference Northern Virginia Regional Park Authority Philadelphia Firefighters Local 22 39 9237902v1/97909.902 14 Utilities and Water Authorities Coachella Valley Water District (CA) D.C. Water and Sewer Authority Easton Utilities Commission (MD) Great Lakes Water Authority (MI) Metropolitan District Commission (CT) Navajo Tribal Utility Authority (AZ) Platte River Power Authority (CO) Water Replenishment Dist. of Southern CA West County Wastewater District (CA) Professional Background Mr. Bracken was previously employed by The Labor Bureau, Inc. an economics-consulting firm, where he conducted financial analysis and economic research in support of transportation unions’ negotiations and interest arbitrations. Education/Professional Designations Mr. Bracken graduated from Cornell University with a B.S. in Industrial and Labor Relations, and has a Master’s Degree in Economics from The American University. He is a member of WorldatWork and the International Personnel Management Association – Human Resources (IPMA-HR). He is a Certified Compensation Professional (CCP). Patrick Bracken, Vice President pbracken@segalco.com 202.833.6452 segalco.com 40 9237902v1/97909.902 15 Luis Gonzales, CCP Associate Consultant Project Role: Associate Consultant Expertise Mr. Gonzales performs analytical work for total compensation market studies and job classification analysis. Clients States, Agencies, and Retirement Systems State of Delaware State of Illinois Board of Education Commonwealth of Massachusetts: Teachers’ Retirement System State of Washington Court Systems State of Colorado Judicial Branch State of New Hampshire Judicial Branch Counties Anne Arundel County (MD) City/County of Denver (CO) Kenosha County (WI) Sussex County (DE) Municipalities City of Bryan (TX) City of Gaithersburg (MD) City of Houston (TX) City of Manassas (VA) City of Middletown (CT) City of Rehoboth Beach (DE) City of San Antonio (TX) K-12 School Districts Arlington Public Schools (VA) Fairfax County Public Schools (VA) Frederick County Public Schools (MD) Prince George’s County Public Schools (MD) Springfield Public Schools (MA) Transportation Bay Area Rapid Transit (CA) Indianapolis Public Transportation (IN) Jacksonville Airport Authority (FL) Washington Metropolitan Area Transit Authority (DC) Utilities and Water Authorities City of Austin – Austin Energy (TX) Central Arizona Project Denver Water (CO) DC Water (DC) Greenville Electric Utility System (TX) Water Replenishment District of Southern California Higher Education Delaware County Community College (PA) James Madison University (VA) Maryland Institute College of Art Parkland College (IL) Professional Background Before joining Segal, Mr. Gonzales was an Operations Analyst for El Paso County TX where he performed budgetary and staffing analyses to identify methods of improving efficiency and effectiveness throughout the County’s offices and functions. His role involved facilitating strategic, administrative, and organizational change to better El Paso County’s strategic vision, scope, and mission. Prior to his work with El Paso County, Mr. Gonzales served in the US Marine Corps for nine years. Education/Professional Designations Mr. Gonzales earned a Bachelor’s degree from Excelsior College and a Master’s degree in Business Administration (MBA) from the University of Texas at El Paso. Mr. Gonzales has also 41 9237902v1/97909.902 16 achieved the Six Sigma Green Belt (SSGB) certification from the Institute of Industrial Engineers. He is a member of WorldatWork and attained his Certified Compensation Professional (CCP) designation in 2018. Luis Gonzales, Associate Consultant lgonzales@segalco.com 202.833.6434 segalco.com 42 9237902v1/97909.902 17 Cost Proposal Segal is fully aware of the sensitivity of budget allocations for public sector employers. We believe that you will find our approach focused toward achieving the City’s objectives in the most cost-effective manner consistent with quality, accuracy, and timeliness. Project Step Fixed Fee Step 1: Project Initiation Assumes we will meet via video-conference with the City’s Project Team and conduct stakeholder interviews, as well as time associated with learning about the City’s current compensation and classification structures, policies, and practices. (Assumes 5 meetings (10 hours of Segal staff time)) Step 2: Compensation Philosophy Assumes we develop a compensation philosophy for the City. See description of deliverables in Step 2 scope section of our proposal. (Assumes 100 hours of Segal staff time) Step 3: Present Final Results Assumes we develop and deliver one (1) presentation, via video conference, to senior management and/or workforce. (Assumes 10 hours of Segal staff time) TOTAL FIXED FEE $30,000 The proposed fee includes charges for all professional, analytic, and administrative services, as well as all expenses associated with materials, supplies, overhead, and travel for all tasks outlined in this proposal except as otherwise noted. Our total fixed fee will be billed at the end of each month in 3 equal invoices for $10,000. Please note: if the information in the census file is inaccurate additional hourly fees may be charged for data correction and preparation. Our proposed fee assumes only the services and on-site meetings described in the proposal. Should the City request additional services or additional on-site meetings, we would charge the hourly rates shown below, as well as for the time and expenses associated with travel. Staff Member Title/Role 2021 Hourly Rate Patrick Bracken Vice President, Project Manager $400 Luis Gonzales Associate Consultant $285 Associate Level Staff Associate $225 43 9237902v1/97909.902 18 Preferred Payment Information For your convenience, invoices can be paid by wire transfer. Please see the following information included below. By Wire Transfer JP MORGAN/CHASE BANK Acct Name: THE SEGAL COMPANY (WESTERNSTATES) INC. Acct Type: CHECKING Acct #: 1440-74105 ABA #: 021000021 Please reference client name and invoice. 44 9237902v1/97909.902 19 References City and County of Denver, CO 201 W. Colfax Ave., Dept. 412 Denver, CO 80202 Ms. Nicole de Gioia-Keane Classification and Compensation Director (720) 913-5643 nicole.degioia-keane@denvergov.org • Developed a compensation survey distributed to 10 public sector employers as well as with private/third-party data • Developed recommendations regarding the responsibilities of all of the City’s HR and consolidation into one agency • Made recommendations regarding changes to the OHR structure to better accomplish merit system goals • Made recommendations regarding the elimination of the Career Service Board governance structure, with the OHR reporting to the Mayor • Reviewed and made recommendations for implementation of employment at will and elimination of Career Status (and employment probation) • Reviewed and modified the City’s classification and pay plan by the Career Service Board and City Council • Analyzed gender pay equity • Dates of Services: 2015 – 2017 Colorado Judicial Branch 1300 Broadway, Suite 1200 Denver, CO 80203 Ms. Melanie Ulrich Total Compensation Manager (720) 625-5805 Melanie.ulrich@judicial.state.co.us • Conducted a compensation study covering 8 judicial court officer benchmark job titles • Prepared a comparative analysis of the State’s compensation • Conducted a market study for the Judicial Department’s 3,300 employees • Developed a point factor system for use in evaluating changes in position responsibility for employees and to ensure internal equity • Conducted a market update covering 8 judicial court officer benchmark job titles • Conducted a 2018 market study for the Judicial Department’s 3,800 employees covered by 184 job classifications (utilizing 100 benchmark positions and 13 survey sources) • Conducted a 2018 market update covering 7 judicial court officer benchmark job titles • Developed recommendations for updated pay schedules • Recommended grade assignments for all job titles covered by the study • Prepared updated compensation policies • Estimated the cost of implementing the recommended pay schedule, including recommendations regarding placement of each employee within the pay ranges • Dates of Services: 2016 – 2019 45 9237902v1/97909.902 20 Colorado Springs Utilities 111 S. Cascade Avenue Colorado Springs, CO 80903 Ms. Marcy Hudson Human Resources Manager (719) 668-7526 mhudson@csu.org • Analyzed executive positions using data collected including job specifications, FLSA designation reports, EEO demographics, and position description questionnaires • Conducted a total cash compensation study for 20 executive positions • Recommended adjustments to pay grades to ensure market competitiveness • Dates of Services: 2013, 2017 Adams 12 Five Star School District, CO 1500 E 128th Ave. Thornton, CO 80241 Ms. Myla Shepherd Chief Human Resources Officer (720) 972-4065 myla.shepherd@adams12.org • Conducted research and analysis of teacher compensation programs • Conducted teacher career earnings analysis on future and present value basis to determine non-competitive segments of earnings growth • Calculated multi-option analysis of re-distribution of supplemental pension payments • Conducted employee opinion surveys regarding benefits and work life issues • Developed new pay schedule for teachers and proposed revisions to current academic attainment procedures based on demographic and budget needs • Analyzed multi-year cost of teacher retiree stipend • Dates of Services: 2002 – 2018 City of Cape Coral, FL 1015 Cultural Park Boulevard Cape Coral, FL 33990 Ms. Lisa Sonego Director of Human Resources (239) 574-0528 lsonego@capecoral.net • Conducted a comprehensive classification and total compensation study for approximately 2,100 covered by 330 job titles: • Conducted point factor job evaluation process and review of classification structure including FLSA review including onsite meetings and review sessions • Conducted a total compensation market assessment including public and private sector peer organizations • Designed the new compensation structure(s) based on market surveys and point factor job evaluation results • Developed new job descriptions for all positions • Conducted a classification analysis, analyzed job documentation for 310 job classifications • Conducted on-site employee interviews to clarify data in the job questionnaire • Developed a classification system that includes career ladders (where appropriate), differentiating characteristics, and minimum qualifications • Developed and implemented a Point Factor Job Evaluation System • Recommend grade changes based on the classification review and available market data already collected though other services provided by Segal Waters • Provide ongoing human resources consulting services as needed. • Dates of Services: 2007, 2014 – Current Client 46 9237902v1/97909.902 21 Segal Client List States, Agencies, Retirement Systems State of Alabama State of Alaska State of Arizona Central Arizona Fire and Medical Authority State of Colorado Division of Human Resources District of Columbia State of Delaware State of Georgia: Department of Audits & Accts Merit System State of Illinois: Board of Education Teachers’ Retirement System Universities Retirement System State of Iowa State of Maryland: Department of Budget & Management Department of Mental Health Commonwealth of Massachusetts: Bay Transportation Authority Department of Transportation School Building Authority State Lottery Treasurer & Receiver Teachers’ Retirement System State of Maine State of Minnesota Public Safety Commission State of New Hampshire (DAS) State of North Carolina Education Lottery State of Ohio Public Employees Retirement System State of Oregon: Legislative Assembly Lottery State of Rhode Island State of Texas Employees Retirement System State of Washington Court Systems Administrative Office of the U.S. Courts State of California Superior Court, County of Los Angeles State of Colorado Judicial Branch State of Maine Judiciary State of Maryland Judiciary Commonwealth of Massachusetts Trial Court State of Minnesota Judiciary State of New Hampshire Judicial Branch State of New Jersey Judiciary State of Ohio Supreme Court State of Vermont Judiciary Counties Albemarle County (VA) Anderson County (SC) Anne Arundel County (MD) Arlington County (VA) Barry County (MI) Bay County (MI) Boulder County (CO) Campbell County (WY) City/County of Denver (CO) Coconino County (AZ) Deschutes County (OR) Fairfax County (VA) Forsyth County (GA) Frederick County, (MD) Harris County Appraisal District (TX) Inyo County (CA) Isabella County (MI) Jackson County (TX) Jefferson Parish, (LA) Johnson County (TX) Kenosha County (WI) Lake County (IL) Laramie County (WY) Laramie County Library System (WY) Las Vegas – Clark County Library (NV) Lexington County (SC) Lincoln County (SD) Los Alamos County (NM) Macomb County (MI) Minnehaha County (SD) Mohave County (AZ) Oakland County (MI) Pierce County (WA) Pinal County (AZ) Pinellas County, (FL) Prince George’s County (MD) Prince William County (VA) Santa Barbara County (CA) Seminole County (FL) Shelby County (TN) Smith County (TX) Spotsylvania County (VA) Stafford County (VA) Washington County (WI) Waukesha County (WI) Webb County (TX) Municipalities City of Albuquerque (NM) City of Alexandria, (VA) City of Asheville (NC) City of Aurora (CO) City of Austin (TX) City of Avondale (AZ) City of Baltimore (MD) City of Boston (MA) City of Bowie (MD) City of Bristol (CT) City of Bryan (TX) City of Cape Coral (FL) City of Carlsbad (CA) City of Carrollton (TX) City of Cedar Rapids (IA) City of Chandler (AZ) City of Charlotte, (NC) City of College Station (TX) City of Dover (DE) City of Fort Lauderdale (FL) City of Fort Worth (TX) City of Gaithersburg (MD) City of Garland (TX) City of Glendale (AZ) City of Goleta (CA) City of Goodyear (AZ) City of Grand Rapids (MI) City of Greenville (NC) City of Greenville (SC) City of Henderson (NV) City of Hollywood (FL) City of Houston (TX) City of Kansas City (MO) City of Knoxville (TN) City of Lansing (MI) City of Las Vegas (NV) City of League City (TX) City of Livermore (CA) City of Manassas (VA) City of Maricopa (AZ) City of Middletown (CT) City of New Bedford (MA) City of North Kansas City (MO) City of Olathe (KS) City of Palo Alto (CA) City of Phoenix (AZ) City of Pittsburgh (PA) City of Prescott (AZ) City of Raleigh (NC) City of Rehoboth Beach (DE) City of Richmond (CA) City of Salem (VA) City of San Antonio (TX) City of San Diego (CA) City of San Marcos (CA) City of San Marcos (TX) City of Santa Cruz (CA) City of Santa Monica (CA) City of Seaford, (DE) City of Seattle (WA) City of Sedona (AZ) City of Sierra Vista (AZ) City of Sioux Falls (SD) City of Solon (OH) City of Surprise (AZ) City of Wilmington (DE) City of Wylie (TX) Bloomfield Township, (MI) Terrebonne Parish (LA) Terrebonne Parish, (LA) Town of Acton (MA) Town of Buckeye (AZ) Town of Millsboro (DE) Town of Ocean City (MD) 47 9237902v1/97909.902 22 Transportation Systems Alaska Railroad Corporation AC Transit (CA) Bay Area Rapid Transit (CA) Ben Franklin Transit (WA) Bishop International Airport Authority (MI) City of Austin – Transportation Dept. (TX) Central Ohio Transit Authority (OH) C-TRAN (WA) Columbus Regional Airport Authority (OH) Denton County Transportation Authority (TX) Denver Regional Transit District (CO) Des Moines Area Regional Transit (IA) Fort Wayne-Allen County Airport Authority (IN) Golden Gate Bridge and Highway Transportation District (CA) Harris County Transportation Authority (TX) Hillsborough Area Regional Transit (FL) Indianapolis Public Transportation (IN) Jacksonville Aviation Authority (FL) Jacksonville Transportation Authority (FL) Kansas City Area Transit Authority (MO) Kenton County Airport Board (KY) Lehigh Northampton Airport Authority (PA) Lincoln Airport Authority (NE) Maryland Transit Administration Metro St. Louis (MO) Metropolitan Atlanta Rapid Transit Authority (GA) Metropolitan Nashville Airport Auth. (TN) Milwaukee County Transportation Auth. (WI) National Railway Labor Commission New Jersey Turnpike Authority Northern Arizona Intergovernmental Transportation Authority Orange County Transportation Authority (CA) Pace, Suburban Bus Division of the RTA (IL) Pierce Transit (WA) Port Authority of Allegheny County (PA) Port of Houston Authority (TX) Raleigh-Durham Airport Authority (NC) San Mateo County Transit (CA) Southern California Regional Rail Authority Transit Management of Southeast Louisiana, Inc. Transit Management of Washoe County (NV) Valley Metro/RPTA (AZ) Victor Valley Transit Authority (CA) Virginia Railway Express Washington DC Metropolitan Area Transit Authority Utilities and Water Authorities Birmingham Water Works Board (AL) Castaic Lake Water Authority (CA) Central Arizona Project (AZ) City of Austin – Austin Energy (TX) Coachella Valley Water District (CA) Colorado Springs Utilities Columbus Water Works (GA) Denver Water (CO) Des Moines Water Works (IA) D.C. Water & Sewer Authority Easton Utilities Commission (MD) Fairfax Water (VA) Great Lakes Water Authority (MI) Greenville Electric Utility System (TX) Greenville Utilities Commission (NC) Guadalupe-Blanco River Authority (TX) Kerrville Public Utilities Board (TX) Loudoun Water (VA) Metropolitan District Commission (CT) Navajo Tribal Utility Authority (AZ) New Braunfels Utilities (TX) Orange County Public Utilities (FL) Platte River Power Authority (CO) Prince William County Service Authority (VA) Raleigh Public Utilities District (NC) Texas Municipal Power Authority Toho Water Authority (FL) Trophy Club Municipal Utility District (TX) Upper Occoquan Service Authority (VA) Water Replenishment District of Southern California West County Wastewater District (CA) Other Clients Baltimore County Public Library (MD) Bexar County Juvenile Probation Department (TX) Brown University Library (RI) CareerSource of Palm Beach County (FL) Center for Health Care Services of Bexar County (TX) Clearview Library District (CO) Columbus Metropolitan Library (OH) Cuyahoga Library District (OH) Fort Bend Central Appraisal District (TX) Greater Vallejo Recreation District, (CA) King County Housing Authority (WA) Minnehaha County Deputies Association (SD) Northern California UFCW Northern Virginia Regional Park Authority Orleans Parish Sheriff's Office (LA) San Antonio Housing Authority (TX) Santa Monica Libraries (CA) Sourcewell (MN) Southeast Michigan Council of Governments Southern California Association of Governments Spokane Regional Health District (WA) Teachers Retirement System of Illinois Timberland Regional Library (WA) U.S. Office of Personnel Management Public School Districts ABC Unified School District (CA) Adams 12 Five Star School District (CO) Alexandria City Public Schools (VA) Arlington Public Schools (VA) Boulder Valley School District (CO) Chesterfield County Public Schools (VA) Denver Public Schools (CO) East Baton Rouge Parish School System (LA) Fairfax County Public Schools (VA) Frederick County Public Schools (MD) Lafayette Parish School System (LA) Loudoun County Public Schools (VA) Norfolk Public Schools (VA) Prince George’s Co Public Schools (MD) Prince William Co Public Schools (VA) Spokane Public Schools (WA) Springfield Public Schools (MA) Stafford County Public Schools (VA) Virginia Beach City Public Schools (VA) Public Sector Higher Education Bunker Hill Community College (MA) Butler Community College (KS) Central Piedmont Community College (NC) Central New Mexico Community College College of the Mainland (TX) Collin County Community College (TX) Colorado Community College System Community College of Philadelphia (PA) Community College System of New Hampshire Delaware County Community College (PA) George Mason University (VA) Grand Rapids Community College (MI) James Madison University (VA) Maricopa County Community College (AZ) Maryland Institute College of Art (MD) Milwaukee Area Technical College (WI) Morehead State University (KY) Montgomery College (MD) Mott Community College (MI) Northern Virginia Community College Northern Wyoming Community College Palomar College (CA) Parkland College (IL) Portland Community College (OR) Radford University (VA) Texas A&M University Libraries Thomas Edison State College (NJ) University of Connecticut University of the District of Columbia Virginia Community College System Yavapai Community College (AZ) 48 9237902v1/97909.902 23 Exceptions to Terms and Conditions Segal reserves the right to negotiate mutually agreeable terms and conditions of any contract awarded to it pursuant to this RFP. Segal’s typical points of negotiation include: i) Ownership of Deliverables: To ensure client-ownership and full use of the deliverables, while retaining for Segal its right to its proprietary software, tools, techniques, consulting methodologies and report formats. ii) Insurance: To reflect the scope and applicability of coverages maintained by Segal. iii) Indemnification: To reflect an appropriate trigger before Segal’s indemnification obligations apply (e.g., a determination that claims, damages, costs and expenses resulted from Segal’s willful misconduct or negligence). iv) Data Security: To reflect the industry standard protections that Segal employs around data security. 49