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CCMP 02-15-22 full
NOTICE OF MEETING City Council Meeting Tuesday, February 15, 2022 7:00 P.M. City of Lake Elmo | 3800 Laverne Avenue North AGENDA A. Call to Order/Pledge of Allegiance B. Approval of Agenda C. Approval of Minutes 1. February 2, 2022 D. Public Comments/Inquiries E. Presentations F. Consent Agenda 2. Approve Payment of Disbursements and Payroll 3. Approve Resolution Supporting Housing and Local Decision Making Authority-Resolution No 2022-016 4. Approve Purchase of Turnout Gear 5. Approve Cable Caster Agreement 6. Approve Purchase of Public Works Pick up Truck 7. Approve Public Works Bulk Water Fill Station 8. Approve Concurrence to Award a Construction Contract for the CSAH 13 Phase 2 Improvements- Resolution No 2022-018 G. Regular Agenda 9. Variance for setback at 3200 Lake Elmo Ave-Resolution No 2022-019 10. Resolution Receiving Feasibility Report, Calling Hearing on Improvement, Approving Plans and Specifications, and Ordering Advertisement for Bids for the Parkview-Cardinal Neighborhood Street and Utility Improvements-Resolution No 2022-017 11. Select Consultant for Classification and Compensation Study H. Council Reports I. Staff Reports J. Adjourn Our Mission is to Provide Quality Public Services in a Fiscally Responsible Manner in Partnership with our Community. CITY OF LAKE ELMO CITY COUNCIL MINUTES FEBRUARY 2, 2022 CALL TO ORDER/PLEDGE OF ALLEGIANCE Mayor Cadenhead called the meeting to order at 7:00 pm. PRESENT: Mayor Charles Cadenhead and Councilmembers Katrina Beckstrom, Dale Dorschner, Jeff Holtz and Lisa McGinn. Staff present: Administrator Handt, City Engineer Griffin, Planning Director Just and City Clerk Johnson APPROVAL OF AGENDA Councilmember Dorschner, seconded by Councilmember Holtz, moved TO APPROVE THE AGENDA AS PRESENTED. Motion passed 5 – 0. ACCEPT MINUTES Councilmember Dorschner, seconded by Councilmember Beckstrom, moved TO ACCEPT THE MINUTES OF THE JANUARY 11 AND JANUARY 18, 2022 CITY COUNCIL MEETING AND JANUARY 18 SPECIAL CITY COUNCIL MEETING AS PRESENTED. Motion passed 5 – 0. PUBLIC COMMENTS/INQUIRIES None PRESENTATIONS None CONSENT AGENDA 2. Approve Payment of Disbursements and Payroll 3. Authorize Advertising and Hiring of Seasonal Public Works Employee(s) 4. Appointment to EDA 5. Approve Wildflower 4th Addition Development Agreement – Resolution 2022-014 6. Approve SCADA Service Agreement 7. Approve Updated Design Guidelines and Standards Manual – Resolution 2022-2015 8. Approve Assistant Public Works Director Job Description and Authorize Advertising Councilmember Dorschner, seconded by Councilmember Beckstrom, moved TO APPROVE THE CONSENT AGENDA AS PRESENTED. Motion passed 5 - 0. LAKE ELMO CITY COUNCIL MINUTES February 2, 2022 Page 2 of 2 REGULAR AGENDA None COUNCIL REPORTS Mayor Cadenhead: Reported on Newly Elected Officials training. Councilmember McGinn: Noted grand opening and ribbon cutting at the new Spice Bazaar store on Saturday, February 5th. STAFF REPORTS AND ANNOUNCEMENTS Administrator Handt: Reported on a meeting with the DNR to discuss the court order related to the White Bear Lake water issue. CLOSED SESSION Mayor Cadenhead, seconded by Councilmember Holtz, moved TO ADJOURN TO CLOSED SESSION PURSUANT TO MINNESOTA STATUTES, SECTION 13D.05, SUBD. 3(B) TO DISCUSS MATTERS PROTECTED BY THE ATTORNEY-CLIENT PRIVILEGE PERTAINING TO THE LITIGATION MATTER, INDEPENDENT SCHOOL DISTRICT NO. 834, STILLWATER AREA PUBLIC SCHOOLS V. EN PROPERTIES, LLC AND E & E PROPERTIES, LLC/EN PROPERTIES, LLC V. CITY OF LAKE ELMO, COURT FILE NO. 82-CV-20-1422. Motion passed 5 – 0. Closed session held with attorney Jared Shepherd of Campbell Knutson. Councilmember Dorschner, seconded by Councilmember Holtz, moved TO RETURN TO OPEN SESSION. Motion passed 5 – 0. Meeting adjourned at 7:37 pm. LAKE ELMO CITY COUNCIL ATTEST: ______________________________ Charles Cadenhead, Mayor _______________________________ Julie Johnson, City Clerk DATE: February 15, 2022 CONSENT AGENDA ITEM: Resolution Supporting Housing and Local Decision Making Authority SUBMITTED BY: Kristina Handt, City Administrator BACKGROUND: For the last couple of years, housing industry groups have attacked city land use tools such as zoning and planned use developments. They claim incorrectly that these basic regulatory functions are prohibiting the building of more affordable housing stock, when market factors such as labor costs, land, and materials are creating the market failures we see today. With multiple bills in the Legislature that are trying to restrict city’s local authority, the League of Minnesota Cities (LMC) has provided a model resolution for city council’s to consider that would support housing and local decision making authority. ISSUE BEFORE COUNCIL: Should the council pass a resolution supporting housing and local decision making authority? PROPOSAL: Resolution No 2022-016 is included in your packet. If approved, staff will provide a signed copy to LMC to use in their lobbying efforts. A copy will also be provided to Sen. Housley and Rep. Christensen. OPTIONS: 1) Approve Resolution No 2022-016 2) Amend and then approve Resolution No 2022-016 3) Do not pass the resolution RECOMMENDATION: If removed from the consent agenda: “Motion to Resolution No 2022-016 A Resolution Supporting Housing and Local Decision Making Authority.” ATTACHMENTS: • Resolution 2022-016 CITY OF LAKE ELMO WASHINGTON COUNTY STATE OF MINNESOTA RESOLUTION NO. 2022-016 A RESOLUTION SUPPORTING HOUSING AND LOCAL DECISION-MAKING AUTHORITY WHEREAS, local elected decision-makers are in the best position to determine the health, safety, and welfare regulations that best serve the unique needs of their constituents; and WHEREAS, zoning regulation is an important planning tool that benefits communities economically and socially, improves health and wellness, and helps conserve the environment; and WHEREAS, local zoning regulation allows communities to plan for the use of land transparently, involving residents through public engagement; and WHEREAS, cities across the state are keenly aware of the distinct housing challenges facing their communities and they target those local housing challenges with available tools; and WHEREAS, multiple bills restricting local decision-making related to housing have been introduced in the 2021-2022 biennium. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF LAKE ELMO that this Council supports local decision-making authority and opposes legislation that restricts the ability for local elected officials to respond to the needs of their communities. LET IT ALSO BE RESOLVED that this Council supports housing policy that advances solutions to support full housing spectrum solutions, local innovation, incentives instead of mandates, and community-specific solutions throughout Minnesota. ADOPTED BY THE LAKE ELMO CITY COUNCIL ON THE 15TH DAY OF FEBRUARY, 2022. CITY OF LAKE ELMO By: __________________________ Charles Cadenhead (Seal) Mayor ATTEST: ________________________________ Julie Johnson City Clerk DATE: February 15, 2022 CONSENT TO: City Council FROM: Dustin Kalis, Fire Chief AGENDA ITEM: Purchase 2022 CIP Project F-017 – Turnout Gear Replacement REVIEWED BY: Kristina Handt, City Administrator BACKGROUND: The Fire Department is requesting to purchase turnout gear as part of the department’s equipment replacement program. A complete set of turnout gear includes jacket, pants, particulate hoods, and boots. The 2022-2026 Capital Improvement Plan included the turnout gear replacement. The fire department replaces firefighting turnout gear in accordance with National Fire Protection Association (NFPA) standards. The standards that cover firefighter protective gear is NFPA 1851 and 1971. These standards provides the guidance necessary to assist the department in replacing turnout gear at appropriate time intervals and the proper selection of our replacement gear. Structural firefighting turnout gear shall be retired no more than 10 years from the date the ensembles or ensemble elements were manufactured. Our current turnout gear was manufactured in 2012. ISSUE BEFORE COUNCIL: Should the City Council approve the purchase of the turnout gear replacement as recommended by staff, as outlined in the 2022 Capital Improvement Plan? PROPOSAL DETAILS/ANALYSIS: The majority of our current inventory of structural firefighting turnout gear will be 10 years old in 2022 and two NFPA cycles behind current standards. Per NFPA 1851, turnout gear is required to be retired and taken out of service after 10 years. The requested sets of turnout gear, additional hoods and boots include the enhanced safety features available through the 2018 NFPA 1971 standard. New safety features include: less water absorption by the turnout gear outer shell, a particle protection barrier on hoods, and better ergonomic design of turnout gear to minimize gaps in protection. The benefit of this purchase will greatly increase the safety of our firefighters during all types of incidents and drills requiring structural firefighting turnout gear. FISCAL IMPACT: The cost of this turnout gear replacement project is $83,000 and will be a general fund expenditure as identified in the 2022 CIP. Staff completed an inventory of all current protective equipment due for replacement and the following protective equipment will be purchased: - Turnout jacket and pants: 23 - Particulate Hoods: 54 - Boots: 14 OPTIONS: - Approve purchase of the turnout gear as presented. - Do not approve purchase. RECOMMEDNATION: Staff is recommending that the City Council approve, as part of the Consent Agenda, the purchase of 2022 CIP Project F-017 – Turnout Gear Replacement not to exceed $83,000. If removed from the consent agenda, the recommended motion for the action is as follows: “Motion to approve the purchase of 2022 CIP Project F-017 Turnout Gear Replacement at a cost not to exceed $83,000”. ATTACHMENTS: • MacQueen Emergency / Globe Quotation DATE: 2/15/2022 CONSENT TO: Honorable Mayor and City Council FROM: Jake Dickson, Assistant City Administrator AGENDA ITEM: Cable Caster Agreement BACKGROUND: In order to record and broadcast all public meetings, the City needs to contract with a number of cable casting staff to perform videographer duties. Currently, the City is down to one videographer and has advertised the opportunity, receiving interest from one Lake Elmo Resident. ISSUE BEFORE COUNCIL: Should the City Council approve a Videographer Contract with Dan Beck? PROPOSAL DETAILS/ANALYSIS: The attached videographer contract with Dan Beck outlines the duties of the videographer and appropriate rates of pay, as well as standard language previously reviewed by counsel. FISCAL IMPACT: $55.00 per meeting with a possibility of a $25.00 bonus. Cable casting fees are included in the budget and reimbursed per our agreement with the Ramsey Washington Suburban Cable Commission OPTIONS: • Approve the Videographer agreement with Dan Beck • Approve the Videographer agreement with different terms • Do not approve the Videographer agreement RECOMMENDATION: If removed from the consent agenda: “Motion to Approve the Videographer Agreement with Dan Beck.” ATTACHMENTS: • Videographer Agreement AGREEMENT FOR BETWEEN THE CITY OF LAKE ELMO AND DAN BECK THIS AGREEMENT, made and entered into this _____ of _____, 2022, by and between the City of Lake Elmo, a Minnesota municipal corporation, herein referred to as “CITY”, and Dan Beck, herein referred to as “VIDEOGRAPHER”, together herein referred to as the “Parties”. WHEREAS, the CITY has broadcast facilities and government access through the Ramsey Washington Suburban Cable Commission; and WHEREAS, the CITY desires to contract with a videographer to record City Council meetings held on the first and third Tuesday of the month, City Council Workshops held on the second Tuesday of the month, Planning Commission Meetings held on the second and fourth Monday of the month, Parks Commission meetings held on the third Monday of the month, and Economic Development Authority and Capital Improvement Committee meetings held as needed; and WHEREAS, the VIDEOGRAPHER will provide recording services for other CITY meetings as a back-up videographer, as requested, and agreed upon by both parties. NOW, THEREFORE, in consideration of the mutual covenants and agreements contained herein, the parties agree as follows: 1.The CITY shall be responsible for providing and maintaining the broadcast equipment and facility. The CITY shall be responsible for establishing broadcast policies and procedures and meeting schedules. The CITY shall provide the VIDEOGRAPHER with the next year’s meeting schedule each December preceding the next year. 2.As needed, the CITY shall provide training for the VIDEOGRAPHER on broadcast equipment. The CITY shall pay the VIDEOGRAPHER at a rate of $55.00 for all training up to three hours. 3.For filming all CITY meetings, VIDEOGRAPHER shall be paid at a flat rate of $55.00 per meeting. However, if a CITY meeting exceeds three hours, VIDEOGRAPHER shall be paid an additional $25.00. 4.VIDEOGRAPHER shall arrive at City Hall, 3800 Laverne Avenue North, at least 30 minutes before the start of each scheduled CITY meeting and turn on the lighting in the Council Chambers and open the production booth. Food and beverages are not allowed in the production booth. Upon departing, VIDEOGRAPHER shall shut down equipment in the production booth, turn off lights in the production booth, and secure the door to the production booth.5.VIDEOGRAHER shall be professional, accommodating, courteous, and timely at all times.6.VIDEOGRAPHER shall exercise due professional care to comply with applicable federal, state, and local laws, rules, ordinances, and regulations in performing the professional services under this Agreement. 7.VIDEOGRAPHER is expected to maintain the confidentiality of all closed meetings. Any communication, including that on social media, about closed meetings is not permitted. All closed meetings shall not be recorded, broadcast or distributed, unless the CITY’s attorney directs the VIDEOGRAPHER to broadcast or distribute the recordings. The VIDEOGRAPHER hereby understands and acknowledges that all videos completed by this Agreement are governed by the Minnesota Government Data Practices Act, Minnesota Statues, Chapter 13 (“the MGDPA”). Retention, distribution, or destruction of any video shall occur only with written approval of the CITY’s Data Practice Compliance Officer. VIDEOGRAPHER agrees to promptly respond to inquiries from the CITY concerning data requests.8.The CITY shall notify the VIDEOGRAPHER, via email, at least five business days in advance for any special broadcast coverage requirements or changes in the meeting schedule. The VIDEOGRAPHER shall notify the CITY at 651-747-3900 or via email at least five business days in advance in event that VIDEOGRAPHER is not available to film a meeting. 9.It is the intent of the Parties to this Agreement that it shall become effective upon the date written above and terminate on December 31, 2024. The terms of this Agreement may be renegotiated annually between the CITY and VIDEOGRAPHER but shall only be amended by the prior written approval of both Parties.10. This agreement may be terminated by either party at any time by providing 30 days’ written notice as described below.11. VIDEOGRAPHER shall indemnify, defend, and hold harmless the City and its officials, employees, contractors, and agents from any loss, claim, liability, and expense (including reasonable attorneys’ fees and expenses of litigation) arising from, or based in the whole, or in any part, on any negligent act or omission by VIDEOGRAPHER in the performance of the services pursuant to this Agreement. 12. All services provided pursuant to this Agreement shall be provided by VIDEOGRAPHER as an independent contractor and not as an employee of the CITY for any purpose. Any and all actions which arise as a consequence of any act or omission on the part of VIDEOGRAPHER shall not be the obligation or responsibility of the CITY. VIDEOGRAPHER shall not be entitled to any of the rights, privileges, or benefits of the City’s employees, except as otherwise stated herein. 13. Any notice required by this Agreement shall be either hand delivered or sent by certified mail. 14. Neither party shall assign this Agreement without the prior written consent of the other party. 15. Any waiver by either party of a breach of any provisions of this Agreement shall not affect in any respect the validity of the remainder of this Agreement. 16. If any portion of this Agreement is held invalid by a court of competent jurisdiction, such decision shall not affect the validity of any remaining portion of the Agreement. 17. This Agreement shall be governed by and construed in accordance with the laws of the State of Minnesota. Any disputes, controversies, or claims arising out of this Agreement shall be heard in the state or federal courts of Minnesota. All Parties to this Agreement waive any objection to the jurisdiction of these courts, whether based on convenience or otherwise. 18. This Agreement shall constitute the entire agreement between the CITY and VIDEOGRAPHER and supersedes any other written or oral agreements between the CITY and the VIDEOGRAPHER and supersedes any other written or oral agreements between the CITY and the VIDEOGRAPHER. This Agreement can only be modified in writing signed by the CITY and VIDEOGRAPHER. IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly authorized officials, this Agreement in duplicate on the respective dates indicated below. CITY OF LAKE ELMO By: _____________________________ Charles Cadenhead Its: Mayor By: _____________________________ Julie Johnson Its: City Clerk DAN BECK By: ____________________________ DATE: 2/15/2022 CONSENT TO: City Council FROM: Marty Powers, Public Works Director AGENDA ITEM: Ford Ranger Purchase REVIEWED BY: Kristina Handt, City Administrator BACKGROUND: The City of Lake Elmo Public Works Department utilizes a 2012 Ford F250 throughout the city to assist with projects related to parks, water, sewer, storm water, streets and reviewing public concerns. The existing 2012 F250 is in service and has met its council approved 10-year replacement schedule. The proposed Ford Ranger will be more user friendly & efficient for the tasks it will be completing. This vehicle will primarily be used between the Assistant Public Works Director and the Public Works Director. ISSUE BEFORE CITY COUNCIL: Should the Council approve the purchase of a 2022 Ford Ranger pickup truck as outlined in the Capital Improvement Plan? PROPOSAL DETAILS/ANALYSIS: Proceeding with this purchase will benefit the city and its citizens by replacing an aged vehicle. This vehicle will allow staff more maneuverability, reliability and efficiency. FISCAL IMPACT: Purchase of this vehicle with logos and small tools shall not exceed the budgeted $41,000 and will be funded through the vehicle replacement fund as identified in the proposed 2022 CIP. OPTIONS: 1) Approve purchase of the Ford Ranger 2) Do not approve purchase 3) Direct staff to further research need for purchase RECOMMENDATION: If removed from the consent agenda: “Motion to approve the purchase of a Ford Ranger Pickup at a cost not to exceed $41,000.” ATTACHMENTS: • Ford Ranger quote (Midway Ford state contract pricing) Midway Ford Commercial Travis Swanson Fleet and Government Sales 651-343-5212 2777 N. Snelling Ave. tswanson@rosevillemidwayford.com Roseville MN 55113 Fax # 651-604-2936 FTM2 Contract # 169665 Standard Automatic Transmission 40/20/40 Vinyl Seat 2.3L EcoBoost Air Conditioning Dual Front Air Bags Rubber Floor Covering AM/FM Radio 4-Wheel ABS Brakes Bumpers w/Rear StepMatching Full Size Spare Tire Tilt Wheel Rear View Camera Options Code Price Select Exterior Colors Code Select 101A Package 101A $1,067 x Blue Jeans Metallic N1 (Cruise, Key Fobs, Sync)Race Red PQ STX Package 76F $1,029 x Stone Gray Metallic LQ (17" Aluminum Wheels, Fog Lights, Privacy Glass)Shadow Black G1 Trailer Tow 53R $465 x Magnetic Metallic J7 Bed Utility Pkg 86Q $371 x Iconic Silver Metallic JS WeatherTech Mats(Front/Rear)$250 x Oxford White YZ x Amber Strobes 66F $611 x Extended Service Contracts Cost Select 7 year/75,000 mile $2,570 PremiumCare Warranty (Bumper to Bumper) Option Total $3,793 You must have a active FIN code to participate in this Base Price Totals purchase contract : FIN code # $24,398.80 Purchase Order required prior to order placement Options Price Totals $3,793.00 Extended Warranty PO # Transit Impr Excise Tax $20.00 Tax Exempt Lic $69.25 6.5% Sales Tax $1,832.47 Name of Organization Document fee $125.00 Sub total per vehicle $30,238.52 Number of Vehicles 1 Address Grand Total for all units $30,238.52 City, State, Zip Acceptance Signature Contact Person/ Phone # Print Name and Title Date Contact's e-mail address and fax # 2022 Ranger 4X4- Super Cab- 6' Box LOGOs and a few small tools $350 DATE: 2/15/2022 CONSENT TO: City Council FROM: Marty Powers, Public Works Director AGENDA ITEM: Public Works Bulk Water Fill Station REVIEWED BY: Kristina Handt, City Administrator BACKGROUND: The City of Lake Elmo Public Works Department currently utilizes a fire hydrant located outside the shop for bulk water sales. Having this location as sole fill station allows us to minimize potential water theft. During the summer months, dozens of trucks need bulk water for construction projects within the city. The water is used for dust control, new sod install, compaction, potholing, flushing, jetting, etc. Currently we rely on the contractors to insure an air gap is present on the trucks fill pipe to meet State backflow prevention requirements. Inside the Public Works shop is an approved back flow preventer that can be utilized for a fill station. Piping would be ran from the existing backflow preventer to the outside of the building for trucks to connect. The second reason a fill station is needed is due to the hydrant freezing up after many uses in the winter weather. With the proper valves, piping and meter inside the heated building, the fill station can be open year around. ISSUE BEFORE COUNCIL: Should the Council approve the installation of a fill station at the Public Works shop as outlined in the 2022 Water Budget? PROPOSAL DETAILS/ANALYSIS: Proceeding with installing an approved year around fill station will benefit the city, contractors and its citizens by reducing the cross connection potential and minimizing water theft. FISCAL IMPACT: Proceeding with this project shall not exceed the budgeted $14,000 and will be funded through the Water Building Maintenance Operating Expenses as identified in the proposed 2022 Water Budget. OPTIONS: 1) Approve Commercial Service Group to install the bulk water fill station for $12,900.00 2) Do not approve fill station installation 3) Table for further discussion RECOMMENDATION: If removed from the consent agenda: “Motion to approve the installation of a fill station by CSG at public works for a cost not to exceed $12,900.” ATTACHMENTS: • Commercial Plumbing and Heating quote • Breskie Plumbing quote Prepared For:Service Location: Marty Powers Lake Elmo Public Works February 7, 2022 651-747-3941 3445 Ideal Ave N mpowers@lakeelmo.org Lake Elmo, MN 55042 Project Description We propose to run a new 3" copper water line for new fill station. Proposal includes Run 3" copper water line from existing non-potable water line through garage bay. Core drill a hole through the interior and exterior brick walls. Install drain port inside garage bay and 2 1/2" angle hose shut off on exterior of building. Exclusions Overtime Electrical Wall/ceiling/floor repairs Permits Previous service calls Concrete removal and patch Pipe insulation SIGNATURE DATE OF ACCEPTANCEJohn Lannier, Service Estimator 24428 Greenway Avenue, Forest Lake, MN 55025 (P) 651-464-2988 ~ (F) 651-464-2506 $12,900 By signing below, the above prices, specifications and conditions are satisfactory and are hereby accepted and we are authorized to do the work as specified. John Lannier Commercial Service Group NOTE: All work to be done during normal business hours, unless specified above. Any alternation or deviation for above specifications involving extra costs will be executed only upon written orders and will become an extra charge over and above the estimate. All agreements contingent upon strikes, accidents or delays beyond our control. This proposal may be withdrawn by us if not accepted within 30 days. We reserve the right to send prelien notice to the property owner, should we be awarded this project. No work will proceed until signed proposal or purchase order is received. Payment is due within 30 days of invoice date; any balance due after 30 days of invoice date is subject to 1.5% late fee per month. (612) 328-1171 Prepared by: Brittany Bodine We propose to complete the project as specified above for the sum: WORK PROPOSAL To : Marty By: Breski Plumbing,Inc City of Lake Elmo 8483 27th St. N, Lake Elmo, MN 55042 JOB ADDRESS: 3445 Ideal Ave N Scope Of Work: Plumbing Rough in and Finish per print: 1. Install 3” copper water line from tee inside building to outside through garage area. 2. Include core drilling. 3. Includes material from flange to outside wall. 4. Includes shut off valve and tee w/drain inside garage for winterizing. Exclusions : 1. Platform lift 2. Pipe insulation Notifications : 1. Any additional work will be approved by the building owner with an agreed upon price prior to proceeding, these extras will be paid in full within 30 days of invoice receipt. 2. Breski Plumbing reserves the right to implement a lien on the property if not paid in full within 30 days of invoice receipt, and in addition a 3% charge. 3. Breski Plumbing, Inc. is not responsible for faulty or damaged fixtures (new or existing). 4. By accepting this proposal, Breski Plumbing is solely responsible for the completion of the rough-in work, finish work, and inspections. 5. Should the contracting party decline to accept this proposal, 30 days from the submittal date it will be declared null and void. Submittal Date : 2/7/22. Proposal : Total Payable to Breski Plumbing, Inc. - $14,900 Payment Schedule : 1. 30% of entire project due prior to proceeding - 2. 80% of total upon completion of rough-in inspection - 3. Completion of plumbing final inspection - Agreement : Breski Plumbing, Inc. Co-Owner____________________________________ Date:_ _________ #PC747599 Contracting Party _______________________________________________ Date:__________________ Payment : • Payments excepted by cash, check, or credit card • $30.00 fee added for bounced checks. • 3% added to credit transactions. DATE: February 15, 2022 CONSENT AGENDA ITEM: Approve Concurrence to Award a Construction Contract for the County State Aid Highway (CSAH) 13 Phase 2 Improvements SUBMITTED BY: Jack Griffin, City Engineer REVIEWED BY: Kristina Handt, City Administrator Marty Powers, Public Works Director Chad Isakson, Assistance City Engineer ISSUE BEFORE COUNCIL: Should the City Council concur with Washington County to award a construction contract for the County State Aid Highway (CSAH) 13 Phase 2 Improvements? BACKGROUND: Washington County intends to construct the County State Aid Highway (CSAH) 13 Phase 2 Improvements, from 800 feet north of 34th Street North to 44th Street North. This second phase of the project is part of a larger project to improve the pavement and safety of Ideal Avenue/Olson Lake Trail between Stillwater Boulevard (CSAH 14) and 50th Street. The first phase of the project was constructed in 2017 and the second phase of the project is planned for construction in 2022. The improvements include new turn lanes and intersection improvements at 36th Street (Lake Elmo Public Works entrance roadway), 38th Street, 39th Street, Lake Jane Trail, and Hidden Bay Trail; together with a center median from 36th Street to Lake Jane Trail, and the realignment of 40th Street in Oakdale to align with the existing Lake Jane Trail intersection. The improvements also include the construction of a new bituminous trail on the west side of Ideal Avenue along the length of the project. On October 20, 2020, the City Council approved a Resolution of Support for the preliminary design layout and supported the County’s efforts to proceed with the completion of the final design for the project. On August 17, 2021 the City Council approved Cooperative Agreement 14179 for the cost share in the Project between the City of Lake Elmo, City of Oakdale and Washington County, with the Lake Elmo cost share in the amount of $367,718, and also approved Cooperative Maintenance Agreement 14180 to detail the ownership and maintenance responsibilities for the constructed improvements. PROPOSAL DETAILS/ANALYSIS: Washington County received, opened, and tabulated bids, and is recommending the award of a construction contract to the lowest responsible bidder, Park Construction Company, in the low bid amount of $4,321,910.13. The County received 11 bids ranging from $4,321,910.13 to $6,092,675.19. Following the bid opening, Washington County updated the Post Bid Estimate of Project Cost using the contractor’s actual unit pricing from the bid tabulation, including Table 1 and Exhibit B from the Cooperative Cost Share Agreement. The post bid estimated cost share for Lake Elmo is $377,475 vs. a pre-bid estimated amount of $367,718 (see attached Table 1 and Table 1 -Revised Post Bid). FISCAL IMPACT: The estimated total post-bid project cost is $5,722,662 with the City post-bid cost share participation estimated to be $377,475. Because the Cooperative Cost Share Agreement is based on estimated quantities, the actual cost share is determined once the project is complete and the final quantities and costs are known. The City’s share of the costs, as assigned by the County, include 100% of the street and storm sewer costs located in City right-of-way, including the Public Works entrance driveway, 38th Street, 39th Street, Lake Jane Trail and Hidden Bay Trail; 25% of the bituminous trail costs along the west side of Ideal Avenue; 50% of the curb and gutter along the east side of Ideal Avenue; and prorated cost shares for the various storm sewer and stormwater management components. The total local share of the project costs are then split between Oakdale and Lake Elmo in accordance with the city agreement with Lake Elmo paying 44% and Oakdale paying 56%. RECOMMENDATION: Staff is recommending that the City Council approve, as part of the consent agenda, a Resolution Concurring with Washington County to Award a Construction Contract for the County State Aid Highway (CSAH) 13 Phase 2 Improvements, from 800 feet north of 34th Street North to 44th Street North. If removed from the consent agenda, the recommended motion for the action is as follows: “Move to approve Resolution No. 2022-018 Concurring with Washington County to Award a Construction Contract for the County State Aid Highway (CSAH) 13 Phase 2 Improvements, from 800 feet north of 34th Street North to 44th Street North.” ATTACHMENTS: 1. Resolution Concurring with Washington County to Award a Construction Contract for the County State Aid Highway (CSAH) 13 Phase 2 Improvements. 2. Table 1 – Estimated Costs (Cooperative Agreement dated August 17, 2021). 3. Table 1 – Estimated Costs (Post Bid). CITY OF LAKE ELMO WASHINGTON COUNTY STATE OF MINNESOTA RESOLUTION NO. 2022-018 A RESOLUTION CONCURRING WITH WASHINGTON COUNTY TO AWARD A CONSTRUCTION CONTRACT FOR THE COUNTY STATE AID HIGHWAY (CSAH) 13 PHASE 2 IMPROVEMENTS, FROM 800 FEET NORTH OF CSAH 14 (34TH STREET) TO 44TH STREET WHEREAS, Washington County intends to construct County State Aid Highway (CSAH) 13 (Ideal Avenue N.) from 800 feet north of CSAH 14 (34th Street N.) to 44th Street N. in the Cities of Lake Elmo and Oakdale, herein referred to as the “Project”; and WHEREAS, on October 6, 2020 the City Council adopted Resolution 2020-086, approving Municipal Support for the preferred concept layout for the Project, dated May 6 2020, also known as the turn lane alternative; and WHEREAS, on August 17, 2021 the City Council adopted Resolution 2021-087 approving Cooperative Agreement 14179 for the cost share in the Project between the City of Lake Elmo, City of Oakdale and Washington County, with the Lake Elmo cost share in the amount of $367,718, and approving Cooperative Maintenance Agreement 14180 to detail the ownership and maintenance responsibilities for the constructed improvements; and WHEREAS, Washington County received, opened, and tabulated bids, and is recommending the award of a construction contract to the lowest responsible bidder; and WHEREAS, Washington County has provided the City with an updated Post Bid Table of Estimated Costs and Post Bid Exhibit B for Cooperative Agreement 14179 using actual contractor pricing from the bid tabulation, and showing the City’s Post Bid share in the Project cost to be $377,475. NOW, THEREFORE, BE IT RESOLVED, the City Council hereby concurs with Washington County to award a construction contract. ADOPTED BY THE LAKE ELMO CITY COUNCIL ON THE FIFTEENTH DAY OF FEBRUARY, 2022. CITY OF LAKE ELMO By: __________________________ Charles Cadenhead (Seal) Mayor ATTEST: ________________________________ Julie Johnson, City Clerk Page 3 of 6 4. Right of Way Right of Way costs shall be permanent right-of-way, permanent utility and/or drainage easements, temporary easements, title work costs, appraisal costs, relocation specialist costs, relocation costs, and condemnation commissioner costs. If applicable, the City shall pay their share of the final right of way cost. The estimated amount is set forth in Table 1. 5. County-Furnished Material County-furnished material costs shall be items such as light poles, traffic signal control equipment, and street name signs which are separately procured outside of the construction contract and installed within the Project limits. The City shall pay their share of the final County-furnished material cost. The estimated amount is set forth in Table 1. (1) The Cities of Oakdale and Lake Elmo have entered into a separate agreement, see Exhibit D, that states that the cities will split the city’s cost share of the reconstruction of CSAH 13, as determined by Washington County, with the City of Oakdale’s share being 56% and the City of Lake Elmo’s share being 44%. Based on estimated costs, the total combined cities cost share is $921,308 (2) A credit will be provided to the City of Lake Elmo for property acquired and/or Drainage and Utility Easements acquired on city owned parcels for the construction of storm water BMP-1 and storm water BMP-2. The financial value of the 1.21 acres will be appraised and a credit will be applied in the amount of the appraised value, less Lake Elmo’s percentage cost share in the BMP construction. 6. The costs and shares attributable to the City and payable to the County as shown in Table 1 are merely estimated and a final reconciliation of costs as set forth in Section G below shall be done at the end of the Project. Actual City costs and shares are based on the following: a. Construction shall be based on the contractor's unit prices and final quantities at Project completion including all contract changes. b. Design engineering shall be based on the contractor’s unit prices at the time of contract award. c. Construction engineering/contract administration shall be based on the contractor’s unit prices and final quantities at Project completion including all contract changes and liquidated damages. d. Right of way shall be based on the final costs to acquire right of way. e. County-furnished material shall be based on the final costs to acquire County-furnished material. TABLE 1 – ESTIMATED COSTS City of Lake Elmo Cost Summary ITEM NO. ITEM TOTAL COST CITY OF LAKE ELMO SHARE CITY OF LAKE ELMO COST 1 Construction $4,287,145 See Exhibit B $381,753 2 Design Engineering $700,000 See Exhibit B $63,140 3 Construction Engineering/Contract Administration $342,971 8% of Construction Cost Share $30,540 4 Right of Way $355,000 See Exhibit B $165,000 5 County Furnished Material $0 0% $0 6 TOTAL ESTIMATED COST $5,685,116 $640,433 7 CITIES AGREEMENT (1) ($235,057) 8 BMP CREDIT (2) ($37,658) 9 TOTAL ESTIMATED CITY OF LAKE ELMO COST $367,718 TABLE 1 – ESTIMATED COSTS – Post Bid City of Lake Elmo Cost Summary ITEM NO. ITEM TOTAL COST CITY OF LAKE ELMO SHARE CITY OF LAKE ELMO COST 1 Construction $4,321,910 See Exhibit B $435,471 2 Design Engineering $700,000 See Exhibit B $70,630 3 Construction Engineering/Contract Administration $345,752 8% of Construction Cost Share $34,838 4 Right of Way $355,000 See Exhibit B $165,000 5 County Furnished Material $0 0% $0 6 TOTAL ESTIMATED COST $5,722,662 $705,939 7 CITIES AGREEMENT (1) ($263,364) 8 BMP CREDIT (2) ($65,100) 9 TOTAL ESTIMATED CITY OF LAKE ELMO COST $377,475 STAFF REPORT DATE: 02/15/2022 REGULAR TO: Mayor and City Council FROM: Corrin Bemis, Planning Consultant AGENDA ITEM: Minor Subdivision and Variance Condition Amendment Request REVIEWED BY: Molly Just, Planning Director Planning Commission INTRODUCTION: Carolyn Horttor recently submitted an application for a 45-foot setback variance on Parcel 13.029.21.33.0042 at the southwest corner of Lake Elmo Avenue N and 32nd Street N (Subject Property). If approved, the variance request would amend the Minor Subdivision and Lot Width Variance for 3200 Lake Elmo Avenue by removing one of the conditions of approval. In 2007, the city approved Resolution No. 2007-033, creating the subject property. One of the conditions of approval stated in the resolution prohibits structures on the parcel from being closer than 195 feet from the Ordinary High-Water level (OHWL) of Lake Elmo. The applicant is now requesting to amend the 2007 resolution by removing this condition of approval. At their January 24th meeting, the Planning Commission held a public hearing and voted unanimously to recommend approval of the request. There was no public comment. ISSUE BEFORE CITY COUNCIL: The City Council is being asked to review and make a determination on the request to amend Resolution No. 2007-033 approving a minor subdivision and lot width variance for 3200 Lake Elmo Avenue by removing Condition of Approval #8. VARIANCE REQUEST DETAILS/ANALYSIS: Address: None PID: 13.029.21.33.0042 Existing Zoning: Rural Single Family Surrounding Zoning: North, South, East, & West: Rural Single Family Deadline for Action: Application Complete – 12/20/2021 60 Day Deadline – 2/18/2022 Extension Letter Mailed – N/A 120 Day Deadline – N/A Applicable Regulations: Article V - Zoning Administration and Enforcement Article XVIII – Shoreland Management Overlay District Article XI – Rural Districts 2 Reason for Request. The applicant is asking the City to amend Resolution No. 2007-033 to reduce the setback requirement so the landowner may add a four-season porch structure and deck to the proposed main structure of a new home. The subject property does not currently contain any structures besides a small accessory storage shed. To provide the space necessary for the four-season porch and deck, the applicant is requesting a change in the setback requirement from 195 feet to 150 feet. The subject property is currently regulated by City of Lake Elmo in Resolution No. 2007-033. This resolution approved a Minor Subdivision and Lot Width Variance for 3200 Lake Elmo Avenue on April 17, 2007. At the time the Parent Parcel was split into two parcels named “F” and “G.” As part of the split, all structures proposed on parcel “F” would have a minimum setback of 195 feet from OHWL of Lake Elmo. While the Lake Elmo Zoning Code only requires a 75-foot rear setback on this property, the applicant is requesting a variance due to the 2007 resolution. Minimum Setback from OHWL (105.12.1260) Setback Required by Resolution No. 2007-033 Proposed Setback 75 feet 195 feet 150 feet Resolution No. 2007-033 Conditions to be Amended as Follows: 1. The existing driveway shall be relocated onto 32nd Street to a location subject to approval by the City Engineer, an in accordance with the requirements of City Code chapter 14; 2. All above ground utilities servicing the existing home (if any) shall be placed underground prior to accepting an application for final plat; 3. Standard drainage and utility easements shall be provided to the City around the boundaries of all lots, wetlands, and lakes as guided by the City Engineer. Such easements shall be legally conveyed to the City before issuance of any future building permits. 4. Installation of two new septic systems at this time shall not exclude both properties from hooking up to the municipal system if mandated by the City in the future. 5. Silt fence shall be shown at the construction limits for the proposed house, driveway and street that will be constructed with this development; 6. The applicant shall obtain and adhere to all necessary permits and approvals from the VBWD; 7. The applicant shall pay a cash-in-lieu fee of $3500 to satisfy the city’s park dedication requirements. 8. All structures on proposed parcel “F” shall be a minimum of 195 feet from the OHW of Lake Elmo. 9. Compliance with any additional requirements established by the City Engineer and City Attorney. REVIEW AND ANALYSIS/DRAFT FINDINGS: An applicant must establish and demonstrate compliance with the variance criteria set forth in Lake Elmo City Code Section 105.12.320 before the City may grant an exception or modification to city code requirements. These criteria are listed below, along with comments from Staff about the applicability of these criteria to the applicant’s request. 3 1) Practical Difficulties. A variance to the provision of this chapter may be granted by the Board of Adjustment upon the application by the owner of the affected property where the strict enforcement of this chapter would cause practical difficulties because of circumstances unique to the individual property under consideration and then only when it is demonstrated that such actions will be in keeping with the spirit and intent of this chapter. Definition of practical difficulties - “Practical difficulties” as used in connection with the granting of a variance, means that the property owner proposes to use the property in a reasonable manner not permitted by an official control. FINDINGS: The proposed structure complies with the minimum setback requirements outlined in Section 105.04.680 of the Lake Elmo City Code. The Shoreland Standards ordinance states parcels with connection to city sewer on lakes classified as recreational development shall have a setback of 75 feet from the OHWL. The new construction will be connected to city sewer and water. The subject property has had its septic area filled and will be connected to public utilities so there is no longer a need for a designated septic area requiring a 195-foot setback. 2) Unique Circumstances. The plight of the landowner is due to circumstances unique to the property not created by the landowner. FINDINGS: The unique shape, topography and location of the lot influence the placement of the home. 3) Character of Locality. The proposed variance will not alter the essential character of the locality in which the property in question is located. FINDINGS: The variance would allow the property owner to use the property in accordance with uses permitted in the Rural Single Family District without altering the essential character of the locality. The proposed setback is behind existing adjacent property structures. Many homes on Lake Elmo are closer to the shoreland than the proposed 150 feet setback. With the setback reduced to 150 feet, the foremost portion of the proposed sunroom structure would remain farther from the shoreland than the neighboring adjacent structures. The proposed variance conforms to the setbacks of structures that exist on both sides of the proposed addition of the four-season porch and deck. 4) Adjacent Properties and Traffic. The proposed variance will not impair an adequate supply of light and air to properties adjacent to the property in question or substantially increase the congestion of the public streets or substantially diminish or impair property values within the neighborhood. FINDINGS. The proposed variance does not substantially diminish or impair adjacent properties. The proposed minimum setback is farther from the OHWL than that of adjacent homes. Supporting emails from neighbors are included in Attachment 5. 4 MINNESOTA DEPARTMENT OF NATURAL RESOURCES REVIEW: Consultant staff sent a notice and request for comments to the Commissioner and Area Hydrologist of the Minnesota DNR on January 19, 2022. Staff has not received any comments from the DNR at this time. CITY AGENCY REVIEW: This request has been distributed to several agencies and city departments for review. PUBLIC COMMENT: A hearing notice was sent to surrounding properties on December 29, 2021. A hearing notice was published in the local newspaper on January 12, 2022. At this time, staff has not received any comments from the public on the requested variance, however the applicant provided supporting emails from neighbors. A public hearing was held at the Planning Commission meeting on January 24, 2022. There was no public comment. FISCAL IMPACT: None OPTIONS: The City Council may: • Approve the proposed amendment. • Approve the proposed amendment with conditions. • Deny the amendment, citing recommended findings of fact for denial. RECOMMENDATION: Staff recommends that the City Council approve the subject amendment. “Move to approve Resolution No 2022-019, to approve the request from Carolyn Horttor to amend Resolution No. 2007-033 approving a minor subdivision and lot width variance for 3200 Lake Elmo Avenue by removing Condition of Approval #8 and allowing a setback of 150 feet from the Ordinary High Water Level of Lake Elmo.” ATTACHMENTS: 1) Land Use Application 2) Written Statements 3) Certificate of Survey 4) Resolution No. 2007-033 5) Supporting Emails from Neighbors 6) Resolution No 2022-019 WRITTEN STATEMENTS Item #2, statements a – h: a.Provided in labels envelope b.Please see Exhibit A. 1.Parcel identification number: 13.029.21.22.0042 2.Parcel size: 1.892 acres 3.Existing use: residential c.ARTICLE XX. SHORELAND MANAGEMENT OVERLAY DISTRICT, § 154.800 SHORELAND MANAGEMENT OVERLAY DISTRICT. Table 17-3: Shoreland Standards. d.Please see Exhibit B. e.N/A f.Please see Exhibit C. g.Please see Exhibit C. h.Please see Exhibit C. EXHIBIT B Detailed Reason for Request: The request of the property owner is for the City to grant a variance to reduce the setback requirement so the landowner may expand their proposed home towards the shoreland. The property owner seeks to add a four-season porch structure and deck to the main structure of the proposed home. Lake Frontage is subject to the shoreland management ordinance. To provide the space necessary for an addition to the proposed main structure’s, a change in the setback requirement from 195 feet to 150 feet is requested. The proposed main home structure’s current setback is 195 feet per the City of Lake Elmo in Resolution No. 2007-033. This resolution approved a “Minor Subdivision and Lot Width Variance for 3200 Lake Elmo Avenue” on April 17, 2001. At this time the Parent Parcel was split into two parcels named “F” and “G.” As part of the split, all structures proposed on parcel “F” have a minimum setback requirement of 195 feet from Ordinary High-Water level (OHWL) of Lake Elmo in the City of Lake Elmo. The proposed main home structure build is setback at least 195 feet as currently required. The proposed home is situated on top of a steep hill and setback further from the shoreland than neighboring homes. The property owner proposes to add a four-season porch and deck to the proposed main home structure to provide easier access to the shoreland and lake for the residents of the home and guests. Granting the variance request, provides greater access to the land. Guests and residents will not be forced to traverse a steep hill to access the shoreland and lake. The ability to build the four-season porch and deck within a requested 150 feet setback minimum distance effectively makes the land less restrictive. Access to the shoreland and lake will be easier, flatter, and a shorter distance from the main home because the four-season porch and deck will be closer to the shoreland. The reduction in the setback allows all individuals, especially those with disabilities, better access to enjoy the lake and its shoreland without having to manage forty additional feet of significant elevation change from home to shoreland. Thus, the proposed variance makes the property more usable. In addition, the septic requirements no longer exist because the property will have sewer and water. EXHIBIT C *Variance Requests: As outlined in Section 301.060 C. of the Lake Elmo Municipal Code, the applicant must demonstrate practical difficulties before a variance can be granted. The practical difficulties related to this application are as follows: The City may grant a proposed variance in limited instances where the strict enforcement of a building requirement: •causes practical difficulties; •the circumstances are unique to the individual property; •the proposed action must be in keeping with the spirit of granting a variance; •the proposed action does not change the essential character of the location; and •the proposed action must not impair adjacent properties Here, the property owner’s variance request to reduce the 195 feet minimum setback requirement to 150 feet meets the limited instances required: •The property will have sewer. •The property has a steep hill. •The proposed setback is behind existing adjacent property structures. •Granting the variance is timely because it allows the construction of the four-season porch and deck to coincide with the proposed main structure build and minimizes impact on the property and adjacent properties. Practical Difficulties Strict enforcement of the minimum setback requirement causes practical difficulty, meaning the property owner proposes to use the property in a reasonable manner not permitted by an official control. The home has an existing OHWL setback of 195 feet. The property has sewer access. The proposed main home structure is setback within the minimum setback requirement. The standard city ordinance for a structure setback classified as recreational development with a sewer is a setback of 75 feet. Here, the original plat required a septic system and space for a septic system. This is no longer an issue on the property because the property owner has applied and paid for city sewer. The new construction will be connected to city sewer and water. Further, the property adjacent originally required a septic system. The property owner’s land originally contained an easement for the adjacent property’s septic system. Now the adjacent house at 3200 Lake Elmo Avenue (the home south of property owner) no longer has a septic system on its property and is connected to City sewer. This adjacent property’s septic system was removed and filled. There is no longer a designated septic area preventing the variance request, and the land is open. Please see Drainage and Utility Easement #1178922 and City of Lake Elmo Resolution No. 2007-033. Reasonable use The proposed variance provides the property owner the ability to build a four-season porch and deck addition to the main home structure to better enjoy and access its shoreland property. Here, the property owner proposes to use the property in a reasonable manner. Homes with decks and four-season porches are common on Lake Elmo lakeshore property and many homes. Adding a four-season porch and deck to the sides or streetside portion of this main home structure is not feasible due to lot width constraints. Unique circumstance The minimum setback requirement is unique to this individual property, and the property owner did not create the unique circumstances. The Property has a steep hill. The unique circumstance of the steep elevation from the lake and shoreland to the existing home is unique to the property and not caused by the property owner. Essential character The variance does not alter the essential character of the locality in anyway. The main home structure meets the 195 feet setback requirement as planned on the property. The variance allows the property owner to use the property in accordance with the use of the property as a homestead and provides a flat useable area for living in the home and enjoying the property by offering greater accessibility to the lake and shoreland. The variance is in harmony with the purpose and intent of the ordinance. The standard city ordinance for a structure setback classified as recreational development with a sewer is a setback of 75 feet. The proposed reduction is double the minimum standard for minimum shoreland setback requirements and comports with the purpose of shoreland recreational development. The proposed setback is behind existing adjacent property structures. The neighboring homes are not setback as far as the property owner’s home. A vast majority of homes on Lake Elmo are closer to the shoreland than the proposed 150 feet setback. In fact, even with the reduced setback to 150 feet, the foremost portion of the proposed sunroom structure remains behind the back most line of the neighboring adjacent structures. In addition, according to the City Shoreland Standards: “Where structures exist on both sides of a proposed building site, structure setbacks may be altered without a variance to conform to the adjoining setbacks from the Ordinary High Water Level (OHWL), provided the proposed building is not located in a shore impact zone or bluff impact zone.” See ARTICLE XX. SHORELAND MANAGEMENT OVERLAY DISTRICT, § 154.800 SHORELAND MANAGEMENT OVERLAY DISTRICT. Table 17-3: Shoreland Standards. Subd. (b). Here, the proposed variance conforms to the setbacks of structures that exist on both sides of the proposed addition of the four-season porch and deck, and the variance clearly conforms with the adjoining setbacks. Adjacent Properties The proposed variance does not impair adjacent properties. Not only is the proposed minimum setback behind adjacent homes. Here, the proposed four-season porch and deck do not obstruct the views of adjacent neighbors’ homes to the property. The property owner spoke with the adjacent neighbors and was told the adjacent neighbors do not object to the addition of a four-season porch and deck or variance request. The neighbors reacted positively during these neighborly discussions. Please see attached supporting emails from neighbors. In the Spirit of Granting a Variance The proposed minimum setback variance is in keeping with the spirit of granting a variance. The request is timely. The variance request is consistent with the comprehensive plan. Granting the variance now minimizes any building impact on the property and adjacent properties. The proposed placement of the four-season porch and deck will coincide with the building of the proposed home and avoids the most damage to mature trees and land as part of the building of the main home structure. The exterior colors of the proposed four-season porch and deck will match or be complimentary to the proposed main structure home. For these reasons, the property owner respectfully requests the city grant the variance and reduce the minimum setback requirement on the property from 195 feet to 150 feet to allow the addition of a four-season porch and deck to the proposed main home. 1 CITY OF LAKE ELMO COUNTY OF WASHINGTON STATE OF MINNESOTA RESOLUTION NO. 2021-019 A RESOLUTION AMENDING RESOLUTION NO. 2007-033 FOR A MINOR SUBDIVISION AND LOT WIDTH VARIANCE FOR 3200 LAKE ELMO AVENUE BY REMOVING CONDITION OF APPROVAL #8 AND ALLOWING A SETBACK OF 150 FEET FROM THE ORDINARY HIGH WATER LEVEL OF LAKE ELMO WHEREAS, the City of Lake Elmo is a municipal corporation organized and existing under the laws of the State of Minnesota; and WHEREAS, Carolyn and Brett Horttor (the “Applicant”) owner of the parcel identified as PID 13.029.21.33.0042, Lake Elmo, MN 55042 (the “Property”) has submitted an application to the City of Lake Elmo (the “City”) for a variance request to amend Resolution No. 2007-033 approving a minor subdivision and lot width variance for 3200 Lake Elmo Avenue by removing Condition of Approval #8; and WHEREAS, notice has been published, mailed, and posted pursuant to the Lake Elmo Zoning Code, Section 103.00.120; and WHEREAS, the Lake Elmo Planning Commission held a public hearing on said matter on January 24, 2022; and WHEREAS, the Lake Elmo Planning Commission has submitted its report and recommendation to the City Council as part of a Staff Memorandum dated February 15, 2022; and WHEREAS, the City Council considered said matter at its February 15, 2022 meeting and directed City staff to draft a resolution approving the variance for its consideration; and NOW, THEREFORE, based on the testimony elicited and information received, the City Council makes the following: FINDINGS 1) That the procedures for obtaining a variance are found in Section 103.00.120 of the Lake Elmo Zoning Code. 2) That all submission requirements of Section 103.00.120 of the Lake Elmo Zoning Code have been met by the Applicant. 3) That the proposed variance includes the following components: 2 a) The proposed single family dwelling would include a four-season porch structure and deck located 150 feet from the Ordinary High Water Level of Lake Elmo. The subject property is currently regulated by City of Lake Elmo in Resolution No. 2007-033. This resolution approved a Minor Subdivision and Lot Width Variance for 3200 Lake Elmo Avenue on April 17, 2007. At the time the Parent Parcel was split into two parcels named “F” and “G.” As part of the split, all structures proposed on parcel “F” would have a minimum setback of 195 feet from OHWL of Lake Elmo. The Lake Elmo Zoning Code requires a 75-foot rear setback on this property. 4) Practical Difficulties as used in connection with the granting of a variance, means that the property owner proposes to use the property in a reasonable manner not permitted by an official control: The proposed structure complies with the minimum setback requirements outlined in Section 105.04.680 of the Lake Elmo City Code. The Shoreland Standards ordinance states parcels with connection to city sewer on lakes classified as recreational development shall have a setback of 75 feet from the OHWL. The new construction will be connected to city sewer and water. The subject property has had its septic area filled and will be connected to public utilities so there is no longer a need for a designated septic area requiring a 195- foot setback. 5) Unique Circumstances the plight of the landowner is due to circumstances not created by the landowner: The unique shape, topography and location of the lot influence the placement of the home. 6) Character of Locality the proposed variance will not alter the essential character of the locality in which the property in question is located: The variance would allow the property owner to use the property in accordance with uses permitted in the Rural Single Family District without altering the essential character of the locality. The proposed setback is behind existing adjacent property structures. Many homes on Lake Elmo are closer to the shoreland than the proposed 150 feet setback. With the setback reduced to 150 feet, the foremost portion of the proposed sunroom structure would remain farther from the shoreland than the neighboring adjacent structures. The proposed variance conforms to the setbacks of structures that exist on both sides of the proposed addition of the four-season porch and deck. 7) Adjacent Properties and Traffic the proposed variance will not impair an adequate supply of light and air to properties adjacent to the property in question or substantially increase the congestion of the public streets or substantially diminish or impair property values within the neighborhood: 3 The proposed variance does not substantially diminish or impair adjacent properties. The proposed minimum setback is farther from the OHWL than that of adjacent homes. Supporting emails from neighbors are included in Attachment 5. DECISION NOW, THEREFORE, BE IT FURTHER RESOLVED, and based upon the information received and the above Findings, that the City Council of the City of Lake Elmo hereby approves the request by Carolyn and Brett Horttor for a variance request to amend Resolution No. 2007-033 approving a minor subdivision and lot width variance for 3200 Lake Elmo Avenue by removing Condition of Approval #8. Passed and duly adopted this 15th day of February, 2022 by the City Council of the City of Lake Elmo, Minnesota. ____________________________________ Mayor Charles Cadenhead ATTEST: _______________________________ Julie Johnson, City Clerk DATE: February 15, 2022 REGULAR AGENDA ITEM: Approve Resolution Receiving Feasibility Report, Calling Hearing on Improvement, Approving Plans and Specifications, and Ordering Advertisement for Bids for the Parkview-Cardinal Neighborhood Street and Utility Improvements SUBMITTED BY: Jack Griffin, City Engineer REVIEWED BY: Kristina Handt, City Administrator Marty Powers, Public Works Director Chad Isakson, Assistant City Engineer ISSUE BEFORE COUNCIL: Should the City Council accept the Feasibility Report, call a Public Hearing, approve the Plans and Specifications, and Order the Advertisement for Bids for the Parkview-Cardinal Neighborhood Street and Utility Improvements, with the Improvement Hearing to be held at the March 15, 2022 council meeting? BACKGROUND: On July 20, 2021, the City Council authorized the preparation of a feasibility report and the preparation of plans and specifications for the Parkview-Cardinal Neighborhood Street and Utility Improvements. The project extends clean drinking water to 62 properties located in and adjacent to Parkview Estates, Cardinal Ridge, Cardinal View, and along 15th Street North, all located east of Inwood Avenue (CSAH 13). The Parkview Estates, Cardinal Ridge and Cardinal View neighborhoods were developed as Rural Estate or Open Space residential subdivisions. The area also includes a mix of large rural and agricultural properties, in particular along 15th Street North, including Gerten’s Nursery. Properties are served by private wells and individual on-site wastewater treatment systems. The neighborhood is located in a Special Well Construction Area (SWCA) as designated by the Minnesota Department of Health (MDH) after the discovery of PFAS groundwater contamination. The PFAS contamination exceeds Health Based Values (HBV) and 47 well advisories have been issued. The public streets located in the project area, including Ivory Avenue, Ivory Court, 16th Street, Ivy Avenue, 15th Street Court and 15th Street have been identified in the street capital improvement plan (CIP) for improvement in 2022. In addition, the City of Lake Elmo was approved to receive grant funding from the Minnesota Pollution Control Agency (MPCA) under the 2018 3M Settlement Agreement as an expedited project to extend municipal water and connect each of the 62 properties. PROPOSAL DETAILS/ANALYSIS: A Feasibility Report has been prepared to address the extension of clean drinking water to the 62 properties located in the Parkview-Cardinal neighborhood area by extending the municipal water system into the neighborhoods prior to reconstructing the public streets as scheduled for improvement in 2022 in the City’s capital improvement plan. The report serves to identify the necessary improvements, the estimated project costs, and to consider the assessment of a portion of the project costs to properties adjacent to and benefitting from the improvements. The proposed project extends a 10-inch HDPE (nominal 8-inch) public watermain from Inwood Avenue (CSAH 13) into and throughout the Parkview Estates neighborhood along Ivory Avenue, Ivory Court and 16th Street. The watermain then extends into the Cardinal Ridge neighborhood along 16th Street and then along Ivy Avenue. A watermain is also extended along 15th Street, from Inwood Avenue to the easterly end, connecting and creating a looped network at Ivory Avenue and Ivy Avenue while also extending the public watermain to 15th Street Court to serve the properties within the Cardinal View neighborhood. An additional 6 properties along 15th Street would also be able to connect to city watermain. Watermain will be installed through directional drilling to minimize impacts to the streets and boulevards. Individual water service stubs will be installed to the edge of right-of-way at each of the 62 properties. Following the watermain installation, street and drainage improvements will be completed including a reclamation of the existing bituminous pavement to a depth of 9-inches, new concrete curb and gutter (or ribbon curb) will be installed along the residential streets, and a new bituminous surface will be paved. The street width and geometrics were evaluated together with Public Works and the Fire Department and the following design recommendations have been proposed: • It was determined to reclaim the streets to their approximate existing widths to control costs and minimize impacts to the adjacent properties. • D418 concrete curb and gutter is recommended to replace the existing bituminous curb along the urban section roadways. Using 4-inch high back curb in lieu of the standard 6-inch high back curb assists the project design for matching existing grades along each property. • Concrete ribbon curb is recommended along the existing rural section streets within a residential neighborhood, including Ivory Avenue and Ivory Court. • A 24-inch gravel shoulder is recommended along the existing rural section of 15th Street north (non-residential roadway). • It is proposed to remove two existing center landscape islands at the intersection of Ivory Avenue and 16th Street in the Parkview Estates neighborhood. The center medians create 13-foot-wide one- way split streets that fall short of current design standards. • A small diameter cul-de-sac (30-foot radius) is proposed at the north end of Ivy Avenue to replace the current hammerhead turnaround. The proposed cul-de-sac is contingent upon the city successfully obtaining the additional required easements. • A small diameter cul-de-sac (30-foot radius) is proposed at the east end of 15th Street to replace the current non-standard turnaround. The proposed cul-de-sac is contingent upon the city successfully obtaining the additional required easements. • Post construction “No Parking” designations are being recommended as follows due to the street widths not meeting current design standards: o It is recommended to continue to allow parking along both sides of the 26-foot-wide streets. o Parking restrictions are recommended along one side of the 24-foot-wide streets. o Parking restrictions are recommended along both sides for the segments of Ivy Avenue that will be reconstructed to their existing 19-foot widths. o Parking restrictions are recommended within each cul-de-sac. As part of the Grant Agreement with the MPCA, all households in the development, regardless of Health Based Values (HBVs), are eligible to connect to municipal water and all households that connect to city water must have the private wells properly sealed and abandoned as part of the project and within the timeframe of the grant agreement. To implement these State requirements for the project the city intends to levy assessments for the public watermain, and the street and storm sewer improvements in accordance with the city’s Special Assessment Policy and current practices. Each property that connects to city water must abandon all private wells, unless exempted by the MPCA, within one year after water service is made available and following written notice from the city to connect. Once the private improvements are completed, the public watermain, and street and storm sewer improvement assessments levied for this project will be fully or partially reduced based on the grant amount applied by the state. In order to assess all or a portion of the improvements, the city has prepared a feasibility report as required by the statutory process for public improvements that are specially assessed. The feasibility report has been completed and provides the scope of recommended improvements; estimated project costs; identifies easement and right-of-way, permits and other requirements needed to implement the improvements; recommends whether the improvements should be best made as proposed or in connection with some other improvement; and advises that the improvements are necessary, cost effective, and feasible. The report also includes a preliminary assessment roll for each of the benefitting properties based upon the city’s Special Assessment Policy for Local Improvements. The total estimated project cost is $5,329,000. This includes $2,265,000 for the public watermain improvements, $2,050,000 for the street and drainage improvements, and $1,014,000 for the private water service connections/well sealing improvements. The proposed public watermain assessment is $36,600 for each of the 62 properties based on assessing 100% of the public watermain improvements on a per REC basis. The proposed street and storm sewer assessment is $8,600 per REC unit for the 64 residential properties with 68 assessable units that gain direct access, or could gain direct access to the improved roadways. This unit assessment is based on assessing 30% of the street and storm sewer costs on a per unit basis. There is one commercial use property at 9075 15th Street (Gerten’s) that will be assessed 100% of the street and storm sewer costs based on the lineal front footage. Assessments for street and drainage improvements will be levied over a 15-year period. Assessments for new watermain improvements will be levied over a 20-year period. All assessments that are not waived and removed from the property will be charged an interest rate of 1% over the bond rate for the project. In addition, the plans and specifications have been completed for the improvements and are ready to be advertised for contractor bids. A bid date has been scheduled for March 16, 2022. Once received, bids may be held for up to 60 days. Staff will present Council with an award recommendation at the April 5 or April 19 council meeting. FISCAL IMPACT: The total estimated project cost is $5,329,000. The improvements will be funded primarily through a grant from the MPCA under the 2018 3M Settlement Agreement, in the amount of $5,200,000, and in accordance with the terms of the MPCA-Lake Elmo Grant Agreement dated April 2, 2021. Special assessments will be levied, and general city funds will be considered to cover costs incurred outside the grant agreement terms. The city will contract for the public watermain, and street and storm sewer improvements located within the public right-of-way, make payment to the contractors and submit invoices for reimbursement through the MPCA Grant. The City intends to use fund reserves for the public improvements to pay the up-front project costs and to cover any city cost participation. Project invoices will be periodically submitted to the MPCA for grant reimbursement in accordance with the terms of the grant agreement. The private water service connection and well sealing work will be contracted separately by each individual property owner. Eligible private property costs will be paid from the MPCA Grant on a reimbursement basis through the city. This reimbursement applies to the contractor costs to install the water service line from the right-of-way to the home connection, the cost to abandon the private well(s) on the property, and all permit fees including a $3,000 Water Availability Charge (WAC), a $1,000 Water Connection Charge, a $377 Meter Fee, and a $60 Plumbing Permit Fee. If the property currently has a granular activated carbon (GAC) treatment system, the removal of the system from the home will also be reimbursed. RECOMMENDATION: Staff is recommending that the City Council approve a Resolution, receiving the Feasibility Report, calling a public hearing, approving the plans and specifications, and ordering the advertisement for bids for the Parkview-Cardinal Neighborhood Street and Utility Improvements. The recommended motion for this action is as follows: “Move to approve Resolution No. 2022-017, receiving the Feasibility Report, Calling Hearing on Improvement, Approving the Plans and Specifications, and Ordering the Advertisement for Bids for the Parkview-Cardinal Neighborhood Street and Utility Improvements.” ATTACHMENTS: 1. Resolution Receiving a Feasibility Report, Calling for Hearing on Improvement, Approving Plans and Specifications, and Ordering Advertisement for Bids. 2. Notice of Hearing on Improvement. 3. Preliminary Assessment Roll and Exhibits. 4. Location Map. 5. Proposed Improvement Exhibits. 6. Project Schedule. Feasibility Report (available for review at City Hall). Project Plans and Specifications (available for review at City Hall). CITY OF LAKE ELMO WASHINGTON COUNTY STATE OF MINNESOTA RESOLUTION NO. 2022-017 A RESOLUTION RECEIVING A FEASIBILITY REPORT, CALLING HEARING ON IMPROVEMENT, APPROVING PLANS AND SPECIFICATIONS AND ORDERING ADVERTISEMENT FOR BIDS FOR THE PARKVIEW-CARDINAL NEIGHBORHOOD STREET AND UTILITY IMPROVEMENTS WHEREAS, pursuant to City Council resolution, adopted on July 20, 2021, a feasibility report has been prepared by FOCUS Engineering, Inc. for the Parkview-Cardinal Neighborhood Street and Utility Improvements; and WHEREAS, the feasibility report recommends that benefitting properties be assessed all or a portion of the cost of the improvements pursuant to the City’s Special Assessment Policy and Minnesota Statutes, Chapter 429; and WHEREAS, the feasibility report provides information regarding whether the proposed improvement is necessary, cost-effective, and feasible; whether it should best be made as proposed or in connection with some other improvement; the estimated cost of the improvements as recommended; and a description of the methodology used to calculate individual assessments for affected parcels; and WHEREAS, pursuant to City Council resolution, adopted on July 20, 2021, the City Engineer, together with Bolton and Menk, Inc., has prepared plans and specifications for the Parkview-Cardinal Neighborhood Street and Utility Improvements and has presented such plans and specifications to the Council for approval. NOW, THEREFORE, BE IT RESOLVED, 1. That the City Council will consider the improvements in accordance with the report and the assessments of the abutting properties for all or a portion of the cost of the improvements pursuant to Minnesota Statues, Chapter 429 at an estimated total project cost of $5,329,000. 2. A public hearing shall be held on such proposed improvements on the 15th day of March, 2022 in the council chambers of City Hall, at or approximately after 7:00 P.M. and the clerk shall give mailed and published notice of such hearing and improvement as required by law. 3. Such plans and specifications, a copy of which is on file at Lake Elmo City Hall, and made a part hereof, are hereby approved. 4. The City Clerk shall prepare and cause to be inserted in the official paper and posted online with Quest Construction Data Network (QuestCDN.com) an advertisement for bids upon the making of such improvements under such approved plans and specifications. The advertisement shall be published for at least 21 days, shall specify the work to be done, and shall state that sealed bids provided by following required electronic bidding procedures outlined by QuestCDN prior to the specified bid date and time and accompanied by a bid bond or cashier’s check made payable to the City of Lake Elmo in an amount not less than 5% of the amount of such bid will be considered. ADOPTED BY THE LAKE ELMO CITY COUNCIL ON THE FIFTEENTH DAY OF FEBRUARY, 2022. CITY OF LAKE ELMO By: __________________________ Charles Cadenhead (Seal) Mayor ATTEST: ________________________________ Julie Johnson City Clerk CITY OF LAKE ELMO NOTICE OF HEARING ON IMPROVEMENT PARKVIEW-CARDINAL NEIGHBORHOOD STREET AND UTILITY IMPROVEMENTS Notice is hereby given that the City Council of Lake Elmo will conduct a public hearing on Tuesday, March 15, 2022, at or approximately after 7:00 PM to consider the making of the following improvements, pursuant to Minnesota Statutes, Sections 429.011 to 429.111: The extension of municipal water into the Parkview Estates, Cardinal Ridge, Cardinal View and 15th Street North neighborhood area to replace individual private wells and to provide clean drinking water to 62 properties adjacent to the new watermain, including a water service stub to the public right-of-way. Following the watermain installation, street and drainage improvements will be completed along the following public streets: Ivory Avenue North. Ivory Court North. 16th Street North. Ivy Avenue North. 15th Street Court North. 15th Street North, from Inwood Avenue to the east cul-de-sac. The area proposed to be assessed for the watermain improvements include 62 properties located along the proposed watermain alignment that will be receiving access to connect to city water; and the area proposed to be assessed for the street and storm sewer improvements include each of the 65 properties that gain, or could gain direct driveway access from the above referenced streets to be improved as part of this project. The estimated total cost for the project is $5,329,000; consisting of $2,265,000 for the public watermain improvements, $2,050,000 for the street and drainage improvements, and $1,014,000 for the private water service connections/well sealing improvements. A reasonable estimate of the impact of the assessment will be available at the hearing. Such persons as desiring to be heard with reference to the proposed improvements will be heard at this meeting. DATED: February 15, 2022 BY ORDER OF THE LAKE ELMO CITY COUNCIL Charles Cadenhead, Mayor (Published in the Stillwater Gazette on February 18, 2022 and February 25, 2022) CITY OF LAKE ELMO, MN.FEBRUARY 2022PARKVIEW‐CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPRELIMINARY ASSESSMENT ROLLPAGE 1 of 2NO. NAMEPIDTOTAL ASSESSMENTSTREET & DRAINAGE ASSESSMENTWATERMAIN ASSESSMENT1 VANG PETE S 1873 IVORY AVE N 1873 IVORY AVE N LAKE ELMO MN 55042 2802921120023 $45,200 $8,600 $36,6002 GRIFFIN PETER & CHRISTINE 1849 IVORY AVE N 1849 IVORY AVE N LAKE ELMOMN 55042 2802921120022 $45,200 $8,600 $36,6003 KLOSNER MARK S & BARBARA F 1827 IVORY AVE N 1827 IVORY AVE N LAKE ELMO MN 55042 2802921120021 $45,200 $8,600 $36,6004 WILLIAMS JAMES M & SUSAN T 1805 IVORY AVE N 1805 IVORY AVE N LAKE ELMO MN 55042 2802921120020 $45,200 $8,600 $36,6005 HANGGE JOSEPH P & MICHELE L 1779 IVORY AVE N 1779 IVORY AVE N LAKE ELMO MN 55042 2802921120019 $45,200 $8,600 $36,6006 NELSON DAVID F & LESLIE R 1757 IVORY AVE N 1757 IVORY AVE N LAKE ELMOMN 55042 2802921120018 $45,200 $8,600 $36,6007 DRESSEL DAVE & JESSICA 1743 IVORY AVE N 1743 IVORY AVE N LAKE ELMO MN 55042 2802921120017 $45,200 $8,600 $36,6008 FISH JODI F 1727 IVORY AVE N 1727 IVORY AVE N LAKE ELMO MN 55042 2802921120016 $45,200 $8,600 $36,6009 AXBERG GARY T & JEANETTE L 1709 IVORY AVE N 1709 IVORY AVE N LAKE ELMO MN 55042 2802921120015 $45,200 $8,600 $36,60010 BARTOSH PETER T & SANDRA K 1697 IVORY AVE N 1697 IVORY AVE N LAKE ELMO MN 55042 2802921120014 $45,200 $8,600 $36,60011 YOCUM TIMOTHY C & SHANNON C S 1694 IVORY AVE N 1694 IVORY AVE N LAKE ELMO MN 55042 2802921120009 $45,200 $8,600 $36,60012 BEARTH GREGORY A & MELISSA A 1681 IVORY AVE N 1681 IVORY AVE N LAKE ELMO MN 55042 2802921120013 $45,200 $8,600 $36,60013 DEEB TIFFNI L & DANIEL L 1680 IVORY AVE N 1680 IVORY AVE N LAKE ELMOMN 55042 2802921120008 $45,200 $8,600 $36,60014 WORTMAN STEPHEN D & CHERYL L 1668 IVORY AVE N 1664 IVORY AVE N LAKE ELMO MN 55042 2802921120007 $45,200 $8,600 $36,60015 IVERSON JEFFREY S & JULI A 1663 IVORY AVE N 1663 IVORY AVE N LAKE ELMO MN 55042 2802921120012 $45,200 $8,600 $36,60016 BATTAH ABDALLA M‐A 1654 IVORY AVE N 1654 IVORY AVE N LAKE ELMO MN 55042 2802921120006 $45,200 $8,600 $36,60017 ANDERSON DAVID M & MARIA V 1645 IVORY AVE N 1645 IVORY AVE N LAKE ELMO MN 55042 2802921120011 $45,200 $8,600 $36,60018 SNIDER BERT W & TERRI L 1636 IVORY AVE N 1636 IVORY AVE N LAKE ELMO MN 55042 2802921120005 $45,200 $8,600 $36,60019 ANDERSON JAMES L & KARIN L 1627 IVORY AVE N 1627 IVORY AVE N LAKE ELMO MN 55042 2802921120010 $45,200 $8,600 $36,60020 HAUGE ROBERT JR & LAIS MONICA 1615 IVORY AVE N 1615 IVORY AVE N LAKE ELMO MN 55042 2802921130018 $45,200 $8,600 $36,60021 VANG CHRISTOPHER C & MINA M 9155 16TH ST N 9155 16TH ST N LAKE ELMO MN 55042 2802921130012 $45,200 $8,600 $36,60022 HICKEY TERRANCE S & LYNDA L9125 16TH ST N 9125 16TH ST N LAKE ELMO MN 55042 2802921130013 $45,200 $8,600 $36,60023 JACOBS PHILLIP 1584 IVORY AVE N 1584 IVORY AVE N LAKE ELMO MN 55042 2802921130017 $45,200 $8,600 $36,60024 ROLANDO RICHARD J & JEAN M 1583 IVORY AVE N 1583 IVORY AVE N LAKE ELMO MN 55042 2802921130014 $45,200 $8,600 $36,60025 HENEHAN THOMAS A & MARY L 1570 IVORY AVE N 1570 IVORY AVE N LAKE ELMO MN 55042 2802921130016 $45,200 $8,600 $36,60026 LECUYER BRENDA & ALLEN 1567 IVORY AVE N 1567 IVORY AVE N LAKE ELMO MN55042 2802921130015 $45,200 $8,600 $36,60027 KUMP SUZANNE & JOHN 1539 IVORY CT N 1539 IVORY CT N LAKE ELMO MN 550422802921130008 $45,200 $8,600 $36,60028 ADAMSKY STEVEN J & HOLLIE 1535 IVORY CT N 1535 IVORY CT N LAKE ELMO MN 55042 2802921130009 $45,200 $8,600 $36,60029 LARSON KEITH & DANA 1529 IVORY CT N 1529 IVORY CT N LAKE ELMO MN 550422802921130010 $45,200 $8,600 $36,60030 HYBBEN RICHARD & SAMANTHA 1525 IVORY CT N 1525 IVORY CT N LAKE ELMO MN 55042 2802921130011 $45,200 $8,600 $36,60031 SAUNDERS SHARON M & DAVID S 1517 IVORY CT N 1517 IVORY CT N LAKE ELMO MN 55042 2802921130007 $45,200 $8,600 $36,60032 FUNFSINN DOUG & ERICKA 1513 IVORY CT N 1513 IVORY CT N LAKE ELMO MN 55042 2802921130006 $45,200 $8,600 $36,60033 ZEHRER JACINTA 1696 IVY AVE N 1696 IVY AVE N LAKE ELMO MN 55042 2802921110007 $45,200 $8,600 $36,60034 SEVIGNY WILLIAM D & MARIE L 1684 IVY AVE N 1684 IVY AVE N LAKE ELMO MN 55042 2802921110008 $45,200 $8,600 $36,60035 ANDERSON TIMOTHY L & JULIE A 1683 IVY AVE N 1683 IVY AVE N LAKE ELMOMN 55042 2802921110005 $45,200 $8,600 $36,60036 LACKNER THOMAS & LAURA 1668 IVY AVE N 1668 IVY AVE N LAKE ELMO MN 55042 2802921110009 $45,200 $8,600 $36,60037 KOSTOHRYZ RICHARD J & KATHLEEN 1665 IVY AVE N 1665 IVY AVE N LAKE ELMO MN 55042 2802921110006 $45,200 $8,600 $36,60038 O'NEILL THOMAS O & AMY J 1650 IVY AVE N 1650 IVY AVE N LAKE ELMO MN 55042 2802921110010 $45,200 $8,600 $36,60039 DANIELSON GRANT & ERIKA 1643 IVY AVE N 1643 IVY AVE N LAKE ELMO MN 55042 2802921110004 $45,200 $8,600 $36,60040 NIGHTINGALE TROY J & DONNA K 1634 IVY AVE N 1634 IVY AVE N LAKE ELMOMN 55042 2802921140009 $45,200 $8,600 $36,60041 CONNERS BRIAN M & CHRISTIANNE 1625 IVY AVE N 1625 IVY AVE N LAKE ELMO MN 55042 2802921140008 $45,200 $8,600 $36,60042 ALFRED DAVID W 1620 IVY AVE N 1620 IVY AVE N LAKE ELMO MN 55042 2802921140010 $45,200 $8,600 $36,60043 BIGWOOD GREGORY R & BOBBIE J 1594 IVY AVE N 1594 IVY AVE N LAKE ELMOMN 55042 2802921140011 $45,200 $8,600 $36,60044 UNKLESBAY JESSE M & EMILY J 1589 IVY AVE N 1589 IVY AVE N LAKE ELMO MN 55042 2802921140007 $45,200 $8,600 $36,60045 CONNOLLY BARRETT L & JILL C 1578 IVY AVE N 1578 IVY AVE N LAKE ELMO MN 55042 2802921140012 $45,200 $8,600 $36,60046 PANAGIOTOPOULOS PAUL G 1571 IVY AVE N 1571 IVY AVE N LAKE ELMO MN 55042 2802921140006 $45,200 $8,600 $36,60047 WILLIAM E SHOOK SURVIVORS TRS 1550 IVY AVE N 11001 WINE PALM RD FORT MYERS FL 33966 2802921140013 $45,200 $8,600 $36,60048 MROZINSKI JEFFERY J & KATHLEEN M 1545 IVY AVE N 1545 IVY AVE N LAKE ELMO MN 55042 2802921140005 $45,200 $8,600 $36,60049 AHN DAVID C & BARBARA L 1525 IVY AVE N 1525 IVY AVE N LAKE ELMO MN 55042 2802921140004 $45,200 $8,600 $36,60050 WHITE ROBERT J & BETH A 1543 15TH ST CT N 1543 15TH ST CT N LAKE ELMO MN 55042 2702921230009 $45,200 $8,600 $36,60051 MOODY TERRY B & KAREN A 1535 15TH ST CT N 1535 15TH ST CT N LAKE ELMO MN 55042 2702921230010 $45,200 $8,600 $36,600ADDRESS MAILING ADDRESS CITY OF LAKE ELMO, MN.FEBRUARY 2022PARKVIEW‐CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPRELIMINARY ASSESSMENT ROLLPAGE 2 of 2NO. NAMEPIDTOTAL ASSESSMENTSTREET & DRAINAGE ASSESSMENTWATERMAIN ASSESSMENTADDRESS MAILING ADDRESS52 MENCKE PAUL B & KATHLYN N 1532 15TH ST CT N 1532 15TH ST CT N LAKE ELMO MN 55042 2702921230002 $45,200 $8,600 $36,60053 MOYNAGH MICHAEL J & MARGARET E 1521 15TH ST CT N 1521 15TH ST CT N LAKE ELMO MN 55042 2702921230005 $45,200 $8,600 $36,60054 WESSEL SHERI M & TERRY M BAUER 1509 15TH ST CT N 1509 15TH ST CT N LAKE ELMO MN 55042 2702921230006 $45,200 $8,600 $36,60055 SAHR BARBARA A & BRADLEY R 917015TH ST N 9170 15TH ST N LAKE ELMO MN55042 2702921230007 $45,200 $8,600 $36,60056 TROUPE DOUGLAS R 9250 15TH ST N 9250 15TH ST N LAKE ELMO MN 55042 2702921240002 $45,200 $8,600 $36,60057 VORAN711 LAND HOLDINGS LLC 3435 LABORE RD #150VADNAIS HEIGHTSMN 55110 2802921420005 $34,400 $34,40058 VORAN711 LAND HOLDINGS LLC 3435 LABORE RD #150VADNAIS HEIGHTSMN 55110 2802921410002 $17,200 $17,20059 GEFFRE DENNIS E JR & LEE A 874215TH ST N 8742 15TH ST N LAKE ELMO MN55042 2802921130001 $45,200 $8,600 $36,60060 SIVERSON NEIL W & SUSAN A OTTO‐SIVERSON 8940 15TH ST N 8940 15TH ST N LAKE ELMO MN 55042 2802921110002 $8,600 $8,60061 STEVEN J DAHLY TRS & DEBORAH A DAHLY TRS 8955 15TH ST N 8955 15TH ST N LAKE ELMO MN 55042 2802921410001 $45,200 $8,600 $36,60062 RICHARDS HARRISON A & KATE MCCOY 8975 15TH ST N 8975 15TH ST N LAKE ELMO MN 55042 2802921410003 $45,200 $8,600 $36,60063 JESKE DON F & CORRYL E 8996 15TH ST N 8996 15TH ST N LAKE ELMO MN 55042 2802921140001 $45,200 $8,600 $36,60064 GLG PROPERTIES 9075 15TH ST N 5500 BLAINE AVENVER GROVE HEIGHTMN 55076 2702921320001 $143,925 $107,325 $36,60065 LINDER LILLIAN & HENDERSON R T 9255 15TH ST N 9255 15TH ST N LAKE ELMO MN 55042 2702921310001 $45,200 $8,600 $36,600TOTALS $2,961,325 $692,125 $2,269,200 Feet0200400PARKVIEW-CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPROJECT NO. 2020.121FEBRUARY, 2022FIGURE NO. 8LEGENDASSESSABLE PROPERTY - STREET AND UTILITY IMPROVEMENTS187318491827180517791757174317271709169716811663164516271615169416801668165416369155912515831567158415701539153515291525151715138742ASSESSABLE PROPERTIESPARKVIEW ESTATES Feet0200400PARKVIEW-CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPROJECT NO. 2020.121ASSESSABLE PROPERTIESCARDINAL RIDGEFEBRUARY, 2022FIGURE NO. 9LEGENDASSESSABLE PROPERTY - STREET AND UTILITY IMPROVEMENTS16961684168316651643162515451668157115891650163416201594157815501525894089961ASSESSABLE PROPERTY - STREET IMPROVEMENTS ONLY#NUMBER OF STREET ASSESSMENTS (UNITS) Feet0200400PARKVIEW-CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPROJECT NO. 2020.121FEBRUARY, 2022FIGURE NO. 10LEGENDASSESSABLE PROPERTY - STREET AND UTILITY IMPROVEMENTS1532154315351521150991709250ASSESSABLE PROPERTIESCARDINAL VIEW Feet0400800PARKVIEW-CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPROJECT NO. 2020.121FEBRUARY, 2022FIGURE NO. 11LEGENDASSESSABLE PROPERTY - STREET AND UTILITY IMPROVEMENTS2802921420005ASSESSABLE PROPERTIES15TH STREET NORTHASSESSABLE PROPERTY - STREET IMPROVEMENTS ONLYASSESSED AS COMMERCIAL PROPERTY4#NUMBER OF STREET ASSESSMENTS (UNITS)280292141000228955897590759255 LOCATION MAP FIGURE NO. 1 CITY OFLAKE ELMO PARKVIEW CARDINAL NEIGHBORHOOD LEGEND PROJECT NO. 2020.121 PARKVIEW-CARDINALNEIGHBORHOOD PROJECT STREETS IVORY AVENUE NORTH IVORY COURT NORTH 16TH STREET NORTH IVY AVE NORTH 15TH STREET COURT NORTH 15TH STREET NORTH FEBRUARY, 2022 STREET AND UTILITYIMPROVEMENTS STREET AND UTILITY IMPROVEMENTS PARKVIEW ESTATES CARDINAL RIDGE CARDINAL VIEW INWOOD AVE NORTHIVORY AVE NORTHIVY AVE NORTHIVORYCOURT N 16TH ST N 15TH STREET NORTH 15TH S T R E E T C O U R T N D E lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll l l l l l l l l l lllllll l l l l l l l lllllllllllllllllllllllll lllllllllll l l l l l l l l l l l l l l l l l l l l l l l l l l l>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>llll lll llllllllllllll1513 1517 OUTLOT A 1539 1535 1529 1525 91559125 1583 1567 1570 1584 OUTLOT B OUTLOT B 8742 OUTLOT A 1525 15451550 1578 1571 15891594 1625 1643 1665 1683 1620 1634 1650 1668 1684 1696 OUTLOT B 1615 1627 1645 1663 1681 1697 1636 1654 1668 1680 1694 1709 1727 1743 175717791805 1827 1849 1873 OUTLOT C RIDGE PARK OUTLOT D 1839 15th Street Ivory CourtIvory Avenue16th Street Ivy AvenueIvory AvenueInwood Avenue (CSAH 13)Ivory AvenueIvy Avenue>>H:\LKELMN\0N1125134\CAD\C3D\FIGR-125134-Street & Utility Improvements.dwg 1/21/2022 5:46:42 AMR Parkview - Cardinal Neighborhood Street and Utility Improvements City of Lake Elmo Figure 2 February 2022 R FEETSCALE 0 100 200 HORZ. LEGEND PROPOSED 10" HDPE WATERMAIN (HDD) PROPOSED WATER SERVICE PROPOSED HYDRANT PROPOSED GATE VALVE EXISTING 16" HDPE WATERMAIN NEW STORM STRUCTURE NEW STORM SEWER REMOVE AND REPLACE STORM SEWER CASTING EXISTING STORM SEWER RECLAIM STREET AND CONSTRUCT PER TYPICAL SECTION l l l l l l l l l l l l >>>> >>>> D lllllllllllllllllllll l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l >>>>>>>>>> >>>>>>llllllllllllll l l 1525 1545 1571 1589 8940 1532 1543 1535 1521 1509 9170 9250 9075 15th S t r e e t C o u r t Ivy Avenue15th Street 89758955 9255 8996 >>H:\LKELMN\0N1125134\CAD\C3D\FIGR-125134-Street & Utility Improvements.dwg 1/21/2022 5:49:22 AMR Parkview - Cardinal Neighborhood Street and Utility Improvements City of Lake Elmo Figure 3 February 2022 R FEETSCALE 0 100 200 HORZ. LEGEND PROPOSED 10" HDPE WATERMAIN (HDD) PROPOSED WATER SERVICE PROPOSED HYDRANT PROPOSED GATE VALVE EXISTING 16" HDPE WATERMAIN NEW STORM STRUCTURE NEW STORM SEWER REMOVE AND REPLACE STORM SEWER CASTING EXISTING STORM SEWER RECLAIM STREET AND CONSTRUCT PER TYPICAL SECTIONlll l l l l l l l l l >>>> >>>> PARKVIEW-CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPROJECT NO. 2020.121FEBRUARY, 2022FIGURE NO. 6POST CONSTRUCTION NO PARKING DESIGNATIONPARKVIEW ESTATES / CARDINAL RIDGELEGENDNO PARKING22'19'19'26'26'22'26'22'26'22' PARKVIEW-CARDINAL NEIGHBORHOODSTREET AND UTILITY IMPROVEMENTSPROJECT NO. 2020.121FEBRUARY, 2022FIGURE NO. 7POST CONSTRUCTION NO PARKING DESIGNATIONCARDINAL VIEWLEGENDNO PARKING22'22' PROJECT SCHEDULE CITY OF LAKE ELMO PARKVIEW‐CARDINAL NEIGHBORHOOD STREET AND UTILITY IMPROVEMENTS PROJECT NO. 2020.121 FOCUS ENGINEERING, inc. Cara Geheren, P.E. 651.300.4261 Jack Griffin, P.E. 651.300.4264 Ryan Stempski, P.E. 651.300.4267 Chad Isakson, P.E. 651.300.4283 APRIL 6, 2021 Council Approves MPCA Grant Agreement. JULY 20, 2021 Council orders preparation of Feasibility Report and Design Phase Services. FEBRUARY 15, 2022 Presentation of Feasibility Report. Council accepts Report and calls for Improvement Hearing. Council approves Plans and Specifications and orders Advertisement for Bids. MARCH 15, 2022 Public Improvement Hearing. Council Orders the Improvement (4/5th Vote). MARCH 16, 2022 Project Bid Date: Receive contractor bids. APRIL 5, 2022 Council accepts Bids and awards Contract. APRIL/MAY, 2022 Conduct Pre‐Construction Meeting and issue Notice to Proceed. OCTOBER 14, 2022 Substantial Completion. NOVEMBER 25, 2022 Final Completion. *Final Assessment Hearing Schedule TBD (2023) DATE: February 15, 2022 REGULAR TO: Mayor and City Council FROM: Kristina Handt, City Administrator AGENDA ITEM: Job Classification and Compensation Study BACKGROUND: At the January 4, 2022 meeting, Council approved issuing a Request for Proposals for a Job Classification and Compensation Study. ISSUE BEFORE COUNCIL: Who should the City contract with for a Job Classification and Compensation Study? PROPOSAL DETAILS/ANALYSIS: The City received proposals from four firms. Firm Base Cost Alternate Bid Timeline Project Components Abdo $21,400 $3,200 105 days Review job descriptions and benefits and provide recs, Hay Method, compensation analysis, system testing final report and presentation (No PAQ involving employees) Baker Tilly $16,010 $2,100 Complete by July 2022 Pay and benefits, PAQ, job descriptions, SAFE, dept head and employee mtgs, final report and presentation, 2 onsite visits DDA $15,900 $12,450 (w/o JD) $1,200 10-14 weeks Info collection, employee orientation, review job descriptions, PAQ, job evaluation, predict payroll costs, market analysis, final report, COLA next year (little detail on benefits) GovHR $17,100 $500 for each up to 4 120 days Comp cities and survey salary and benefits, employee mtg, JAQ, interview 1 employee from each classification, salary schedules, final report and presentation, one year of support services. (Job description updates at additional cost.) FISCAL IMPACT: The 2022 budget included $15,000 for this purpose. While the bids are slightly over that amount, it is not significant in impacting the overall budget. If Council is concerned about the cost, they may decide to remove the benefits analysis from the Baker Tilly proposal thereby decreasing the cost $1,750. OPTIONS: 1)Contract with Baker Tilly for a Job Classification and Compensation Study2)Contract with another vendor for a Job Classification and Compensation Study3)Do not contract with any vendor for a Job Classification and Compensation Study RECOMMENDATION: Staff would recommend the council select Baker Tilly to complete the study. Staff would not recommend including the alternate of doing four additional job descriptions. The cost for the additional work would add $2,100 and may not be practical since current position descriptions would be amended at the time the new positions are added to the city. “Motion to authorize the Mayor and Clerk to execute a contract with Baker Tilly for a Job Classification and Compensation Study.” ATTACHMENTS: •Abdo Proposal •Baker Tilly Proposal •DDA Prposal •Gov HR Proposal Proposed By: 100 Warren Street, Ste 600 Mankato, MN 56001 P 507.625.2727F507.388.91399 Mankato Office 5201 Eden Avenue, Ste 250 Edina, MN 55436 P 952.835.9090F952.835.3261 Edina Office Lighting the path forward Leah Davis, CPA Partner | Abdo leah.davis@abdosolutions.com Direct Line 507.524.2347 Proposal for Position Classification and Compensation Study for 3800 Laverne Ave N Lake Elmo, MN 55042 City of Lake Elmo January 26, 2022 Lighting the path forward AbdoSolutions.com Kristina Handt, City AdministratorCity of Lake Elmo 3800 Laverne Ave N Lake Elmo, MN 55042 January 26, 2022 Dear Kristina, Thank you for the opportunity to submit this proposal to the City of Lake Elmo (the City) for a job classification and compensation study. Based on our past experience with government clients of comparable size and complexity, we believe the following scope of services and company investment will provide your City with outstanding and comprehensive program that meets the following project goals: •Establish and ensure fair and equitable compensation relationships within the City; •Maintain full MN Pay Equity reporting compliance; •Ensure wage competitiveness within the external market; •Promote retention of current employees; •Project and plan for anticipated future new positions; and •Provide tools and training to City staff to successfully implement and administer the compensation program into the future. We are confident that by utilizing our experienced and trained staff we can help the City of Lake Elmo achieve your desired project and organizational outcomes. Our proposal is based on the needs of your organization and the experiences we have had working on similar projects with other government clients of your size. Investment by the City for services to be provided by Abdo is indicated in the Value section of this proposal as well as the Agreement in Appendix A.Abdo would like to thank the City for this opportunity, and we look forward to exceeding your expectations and developing a long-term partnership. Sincerely, Abdo Leah Davis, CPA Partner Contents 04 Executive Summary 05 What Our Clients Say 06 Project Plan and Timeline 08 Value 11 Technology Appendix A –Hay Methodology Appendix B –Meet Your Abdo Team Appendix C –Agreement for Services 4 Executive Summary PARTNERSHIP WITH ABDO Our success has been driven by utilizing staff that are experienced and well trained in human resources management,payroll,market wage analysis,and governmental planning and operations.We understand that attention to detail, project approach,management communication,and quality project deliverables are important factors in your selection process.We are confident in our ability to help the City of Lake Elmo achieve its desired project and organizational outcomes. Our approach to this project is to engage with City staff to ensure we have an exceptional understanding of the project,each leader’s role in the project, overall expectations and desires,as well as exceptions to standard operations. Throughout the project there will be periodic meetings,usually by phone or video conference,with City staff to share information,solicit input,and provide updates.Based on our experience,we will structure each phase of the project to emphasize efficiencies and streamline processes. Ability to successfully complete all requirements -A component of our mission statement is a philosophy that we will assist clients in reaching their maximum potential through open communication and teamwork.This means we will do the following for you: •Present to you a clear project plan •Use technology to share and collaborate •Provide an environment that solicits and welcomes ideas and strategies from the City team •Present recommendations in clear,concise,and non-technical terms to all members of the City team •Collaborate with the City team and Council to ensure alignment with City compensation philosophies and practices •Return phone calls and emails promptly YOUR NEEDS: Job Description Review Position Scoring & Classification Market Wage Analysis Compensation Structure Evaluation Pay Equity Compliance Testing Compensation System Tools & Training 5 What Our Clients Say CLIENT REFERENCES We have long-term relationships with many of our clients.The local government clients listed below serve as asampleofreferencesofthosethatwehavesuccessfullypartneredwithforpositionclassificationandcompensationanalysisengagements.Additional references are available upon request. City of Chisago City John PechmanCity Administrator10625 Railroad AveChisago City, MN 55013P651-257-7634 2021 EngagementLeah Davis, Project Leader City of Vadnais Heights Kevin WatsonCity Administrator800 E Co Rd EastVadnais Heights, MN 55127P651-204-6010 2021 EngagementLeah Davis, Project Leader City of New Prague Patty SolheidFinance Director118 Central Ave NNew Prague, MN 56071P952-758-4401 2020/2021 EngagementLeah Davis, Project Leader 6 Project Plan and Timeline PROJECT PHASE TIMELINE Introduction and Project Orientation The first step to this project is to review and analyze data provided by the City. This includes the existing job descriptions and current compensation model, and any other data the City has available. After this review, we will meet with the City Management team to discuss overall project expectations, outcomes, and timelines. We believe it is important to hold a kickoff meeting with the City Management team, either virtually or in-person, to discuss the project timelines and process as well as to identify City expectations, identify current compensation challenges, and define strategic project goals. This is also an opportunity for the City Management team to ask for clarification on the project and address any questions they may have. DAY 1 –15 Depending on City Availability Comprehensive Job Description Review and Position AnalysisWe will provide a comprehensive review of the current job descriptions and titles and recommend revisions to ensure compliance with the Fair Labor Standards Act (FLSA) and the Americans with Disabilities Act (ADA) and format to ensure consistency. Findings and recommendations will be presented to City Management and City Council, if applicable, for final review and approval. We will also review the City’s current benefit offerings and provide recommendations based on emerging best practices. DAY 16 –35 Position Classification EvaluationUsing the updated job descriptions, the Hay Method pointing methodology (see Appendix Afor more information on the Hay Methodology), which we have utilized for over 10 years, and in collaboration with City leadership, we will evaluate and assign position point values for each City position and organize positions into hierarchical order, based on point assignment. DAY 36 –50 For most organizations it is very important to work with a firm that has a clear implementation process that will provide frequent and consistent progress updates. Abdo has included update meetings with the City Management team proposed in the project plan. These meetings will be designed to provide project updates, solicit comments, review progress, and address any challenges. Abdo utilizes resources available with our entire team to ensure projects are completed within the provided timelines. The schedule identifies a completion date on or before June 21, 2022. 7 Project Plan and Timeline Continued PROJECT PHASE TIMELINE Labor Market Employers Criteria and SelectionOur team will solicit input from City leadership to develop a list of comparable organizations, based on size, geography, and City services, to be used in the wage analysis. Compensation AnalysisAbdo will complete a full wage/compensation market survey, utilizing the Minnesota Local Government Salary and Benefit Survey put out by the League of Minnesota Cities as well as direct wage data surveys and private sector compensation resources, where applicable. This analysis will include recommendations for maintaining marketable wage scales into future years as well as evaluating approaches to longevity recognition. DAY 41 –70 Classification & Compensation System and Compliance Testing The overall structure of the compensation study and system structure will be reviewed and updated according to the compensation and performance management philosophies of the City and will include identification of current or potential pay compression, pay equity, and collective bargaining issues. Once the proposed structure is completed, all data will be tested for compliance with Federal and State regulations, including Minnesota Pay Equity reporting for all municipal entities. DAY 71 –89 Final Documents and System PresentationAll documents will be reviewed with the City Management team in draft format before finalization and distribution. Final reporting will include comprehensive project findings, recommendations, description of overall methodology utilized in the project, data analysis, and estimated implementation costs and process. The City will be provided with all updated job description files, FLSA evaluation documentation, and all tools and resources to administer and maintain the proposed compensation model into the future. Once approved by the City Management team, report findings and recommendations will be presented, in person or virtually, to the City Council for review and discussion. DAY 90 –105 Depending on City Availability Implementation and System Administration Training/Support -OptionalOur team will develop and lead a customized compensation system implementation and maintenance program for leadership and staff. Training will include suggestions for appropriately awarding step increases and documented plan administration best practices. Develop Position Reclassification and Review PolicyWe will work with internal leadership to develop a formal position review and reclassification request policy to consistently evaluate future requests for position scoring or compensation changes. Optional and depending on City availability following Council approval of program Post Contract Support Services -Optional On an as needed basis, Abdo will be available to review new or significantly altered job descriptions, including determination of points and salary ranges for the position, as well as provide documentation support for future pay equity reporting to the Minnesota Department of Management. Optional & only as directed by the City 8 Value Abdo Contract Task Total not to exceed costs Comprehensive Job Description Review and Update Recommendations –assumes 23 individual positions $2,700.00 Position Classification Evaluation –assumes 23 individual positions 2,800.00 Market Compensation and Benefit Analysis -assumes 23 individual positions 4,900.00 Classification & Compensation System Development and Recommendations 4,100.00 Minnesota Pay Equity Testing –current and proposed pay systems 900.00 Final Documents & Report of Findings and Recommendations – includes in-person presentation to Council and related travel time/mileage 3,100.00 OPTIONAL SERVICES Implementation and System Administration Training/Support Develop Formal Position Reclassification and Review Policy 4 additional positions (Community Development Director, Senior Planner, Plan Reviewer, Communications Specialist) •Preparation of draft job descriptions •Position Classification Evaluation •Market Wage and Benefit Analysis 1,400.00 1,500.00 3,200.00 TOTAL PROJECT INVESTMENT (Lump sum not to exceed)$24,600.00 9 Value 4 -5 $ 1,500.00 $ 1,500.00 10 –12 $ 2,800.00 $ 2,800.00 BASED UPON 23 POSITIONS 13 –18 $ 5,000.00 $ 5,000.00 12 –15 $ 4,500.00 $ 4,500.00 10 –12 $ 3,200.00 $ 3,200.00 10 –12 $ 2,200.00 $ 2,200.00 2 –3 $ 800.00 $ 800.00 6 –9 $ 1,900.00 $ 1,900.00 10 –12 $ 2,700.00 $ 2,700.00 Leah Davis, CPA Partner Abdo 01/26/2022 $ 24,600.00 BASED UPON 23 POSITIONS BASED UPON 23 POSITIONS BASED UPON 4 POSITIONS 10 Value SERVICE GUARANTEE Our work is guaranteed to the complete satisfaction of the client. If you are not completely satisfied with the services performed by Abdo, we will, at your discretion, either refund the price or accept a portion of said price that reflects the level of value received. Upon payment of each of your scheduled payments, we will judge you have been satisfied. PRICE GUARANTEE Furthermore, if you ever receive an invoice without first authorizing the service, payment terms, and price, you are not obligated to pay for the unauthorized service. Please understand, however, that the price we have quoted considers and relies upon the following: •The information you agree to provide is on time and complete to the degree indicated in our agreement. •Your key management, finance, or human resources team members don’t change during our service period. •No undisclosed or newly arising complexities, claims, or significant transactions, occur that impact our service period. This includes emergence of yet unspecified revisions to any prior period work that would need to occur before we can perform our agreed services. •No new tax, regulatory, or other reporting requirements are introduced between now and the end of our service period. ADDITIONAL SERVICES Should you request services in addition to the Contracted Services, we will provide you with proposed fees for the services to be provided. You shall be required to sign a written or electronic confirmation of your request for additional services prior to implementation. Common Post-Contract Services Per Position Scoring/Classification Fee $325.00/position Hourly consulting and post contract services $195.00 –$405.00/hour -Depending on staff level required 11 Technology At Abdo we maintain an ongoing commitment to our clients and their employees to provide expert HR and payroll solutions that are efficient, proactive, and integrated with all areas of your organization. In doing so, the use of cutting- edge technology and software has been key to our success in helping you save time and meet the needs and expectations of your employees. We believe technology should enhance our service offerings, making our work less intrusive, our time with you more productive and keep everyone’s data more secure. Through the outbreak of COVID-19, our team has been able to seamlessly move to a completely remote work environment with no loss of productivity, cooperation, or communication. Since March 17, 2020, our staff has been successfully conducting remote HR and payroll services using the latest video conferencing and secure file sharing technology. Through Zoom, Microsoft Teams, or whatever technology your organization may use, our team will continue to work through normal procedures, including regular meetings with you during the planning phase to ensure effective collaboration with your team. Abdo takes the security of our data and our client's data very seriously. A number of systems are in place to ensure the safety of your organization’s data with us. We operate in a completely remote hosted environment. This not only allows our staff to securely work from any computer, anywhere, any time, but also provides large-scale, cutting-edge technology and security for your data. Your data is housed in a secure data warehouse, not on laptops or local servers. IT ALSO MEANS: •All firm staff use dual authentication to ensure that every login to our remote environment is secure and authorized. •All data is saved on redundant servers so if one server fails, another immediately takes over with no data lost. •All data is backed up continually which means we always have an extra copy for safe-keeping. •All incoming emails and embedded links are scanned for viruses prior to landing in our inbox, which allows us to operate with more protection from phishing emails, malware attacks, and other digital threats. Our remote host vendor works exclusively with public accounting firms like ours and their client base includes approximately 300 firms. They maintain a Service Organization Control 2 (SOC 2) report covering their organizational controls over security, processing integrity, etc. This report is available for your review upon request. 12 Appendix A HAY METHODOLOGY INFORMATION 13 Hay Methodology Information As part of our position analysis and classification,positions will be scored using a plan adapted from the Hay Method. The model assigned each position a score in the following categories (adapted from the State of Minnesota 2009 Hay Manual):Know-How,Problem Solving,Accountability,and Special Conditions.The following information provides a summary of factors and considerations used to apply this classification method. Know-How represents the knowledge,skills and abilities an employee needs to be successful in a particular job. The Hay evaluation method places the greatest emphasis on Know-How.Know-How is defined as an expert skill, information or body of knowledge that imparts an ability to cause a desired result.The Know-How category is the most heavily weighted category.If a position is more easily learned,the position will point toward the lower end of the scale. Know-How category is further divided into three parts:Depth and Breadth of Job-Specific Knowledge (aka Technical and Specialized Know-How and Job-Specific Knowledge);Integrating Know-How (aka Managerial Breadth or Know- How);and Human Relation Skills (aka Human Relations Know-How).A number is assigned for total Know-How points by making several separate choices for each of the three elements described and an overall assessment. Job-Specific Knowledge includes the position's requirements for knowledge and skills related to practices, procedures,specialized techniques and professional disciplines.It also includes basic and job-specific supervisory and managerial KSAs,when appropriate.This aspect of Know-How does not make distinctions among differently-sized managerial jobs nor does it include human relation skills.It is important to remember that this element measures the requirements of the position,not the qualifications of an incumbent. Integrating Know-How considers the need to integrate and manage progressively more diverse functions and is used to rank managerial breadth and scope,from similar to very different functions.When required,basic and job-specific supervisory and managerial knowledge,skills and abilities are included in the Job-Specific part of a Know-How rating.The overall size of an organization directly influences the number of managerial breadth categories,because the organizational size often reflects requirements for increased managerial complexity and diversity. Human Relation Skills is the third element of a job's Know-How rating.It is the active,practicing interpersonal skills typically required for productive working relationships to work with,or through,others inside and/or outside of the organization to get work accomplished.It assumes that each job requires a foundation of basic human relations skills.To be effective,an employee must typically be proficient at the highest level of Human Relations Skill regularly required for the position. Problem Solving is the process of working through details of a problem to reach a solution.Problem solving may include mathematical or systematic operations and can be a gauge of an individual's critical thinking skills.Problem Solving measures the intensity of the mental process that uses Know-How to:(1)identify,(2)define,and (3)resolve problems.It is a percentage of Know-How,reflecting the fact that "you think with what you know."This is true of even the most creative work.Ideas are put together from something already there.The raw material of any thinking is knowledge of facts,principles and means. 14 Hay Methodology Information Continued Problem Solving –continued Context includes the influences or environment that limit or guide decision-making such as rules,instructions, procedures,standards,policies,principles from fields of science and academic disciplines.Positions are guided by organizational,departmental or functional goals,policies,objectives and practices circumscribed by procedures and instructions.In general,policies describe the "what"of a subject matter,procedures detail the steps needed to follow through on a policy (i.e.,how,where,when,by whom)and instructions outline the specific aspects of how to perform the tasks,such as the operation of a machine or how to select the appropriate letters to use in particular situations. Thinking Challenge includes the nature of the problems encountered and the mental processes used to resolve the problems.The scale ranges from simple problems to very complex issues,with the premise that simple issues recur regularly in the same form and after a while are resolved by rote or instinct,but very difficult issues require substantial thinking and deliberation.The types of situations encountered and the processes involved in identifying,defining or resolving related problems are considered.Thinking Challenge reflects the degree of difficulty in finding improvements and adapting to changes. Accountability does not mean being responsible for getting one's own work done.Rather,it reflects responsibility for actions and their consequences and the measured effect of the job on end results for the organization. Accountability includes three factors:Freedom to Act/Empowerment,Magnitude,and Job Impact. Freedom to Act/Empowerment involves the degree of personal or procedural control or guidance exercised over the position.For example,what constraints are put on an employee in this job?How closely supervised is the position?What kinds of decisions are made higher up in the organization? Magnitude is the portion of the total organization encompassed by the position's primary purpose.It's most typically indicated by the general dollar size of the area(s)most directly affected by the job,i.e.,the resources over which the position has control or influence.A variety of factors are considered such as size of budget the employee is responsible for,what degree of influence is held and is this person a decision maker. Job Impact is considered to be indirect (indirect or contributory)or direct and measurable (shared or primary). It involves the way in which the position's actions affect end results in the agency.For example,how does the employee influence the business -directly or indirectly?Does the employee provide advisory or interpretive services for others to use in making decisions?Is the job an information-recording one?Does it provide a necessary service with a relatively small effect on the business of the agency?"Contributory"and "primary" are,by far,the most frequently used options.“ Special Conditions consider the physical effort,environmental conditions,hazard exposure,and sensory attention demands that an employee is commonly subject to in the position.For example,two positions may be assigned identical points in all other areas but the position that is regularly required to work in extreme outdoor conditions (i.e. heat or extreme cold)would receive additional points for these factors. 15 Appendix B ABDO WORKFORCE SOLUTIONS TEAM 16 100 Warren Street, Ste 600 Mankato, MN 56001 P 507.625.2727 F 507.388.9139 Mankato Office 5201 Eden Avenue, Ste 250 Edina, MN 55436 P 952.835.9090 F 952.835.3261 Edina Office TEAM MEMBER BIO: Partner, Abdo HR and Payroll Services leah.davis@abdosolutions.com Direct Line 507.524.2347 EDUCATION •Bachelor of Science in Accounting and Business Administration, Minnesota State University, Mankato •Continuing professional education PROFESSIONAL MEMBERSHIPS •American Institute of Certified Public Accountants (AICPA) •Minnesota Society of Certified Public Accountants (MNCPA) •Society for Human Resource Management (SHRM) QUALIFICATIONS •Human Resources Management, Consulting, and Compliance, including a focus on leveraging technology to maximize employee experience and streamline administrative HR workflows •HR and Leadership Team Coaching and Training, focused on building technical and practical skills to improve overall performance and operational effectiveness •Employee Benefit Plan Administration and Analysis, including Affordable Care Act (ACA) compliance, benefit workflow optimization, and evaluation of benefit plan design options to evaluate costs and maximize employee value recognition •Employee Incentive and Compensation Plan Development, including position classification and compensation plan design and total compensation analysis •Complex State and Federal employment tax and regulatory compliance consulting, including wage and hour analysis and tax agency amendments and negotiations Leah Davis CPA Leah joined the firm as President of AEM Workforce Solutions in 2016 and spends her time helping employers find creative ways to overcome their HR and payroll challenges. As an active CPA and after owning and operating an outsourced HR and payroll consulting business for nearly a decade, Leah has worked with employers across all industries and has several years of experience in public accounting, focusing on business tax and financial institutions. This variety of experiences equip Leah with a unique perspective on the complex HR, financial, and strategic planning issues that employers face every day. 17 100 Warren Street, Ste 600 Mankato, MN 56001 P 507.625.2727 F 507.388.9139 Mankato Office 5201 Eden Avenue, Ste 250 Edina, MN 55436 P 952.835.9090 F 952.835.3261 Edina Office TEAM MEMBER BIO: Senior Manager julie.flaten@abdofs.com Direct Line 952.715.3050 EDUCATION •Bachelor of Science, Business Administration, University of Wisconsin -Stout •Associates Degree, Accounting, Northwest Wisconsin Technical College PROFESSIONAL MEMBERSHIPS •Minnesota Public Employer Labor Relations Association •National Public Employer Labor Relations Association AFFILIATIONS •Serves on the League of Minnesota Cities Human Resource Policy Committee QUALIFICATIONS •20+ years of experience working in local governments •Experience in Human Resources management, including hiring, benefits management, FMLA, COBRA, Worker’s Compensation, classification and compensation, employee investigation and negotiation of union contracts •Experience in various financial and payroll functions, annual budget development and audit •Experience in City Administration, policy development, and data compliance •Experience overseeing budget compliance, analysis, and monitoring fiscal performance, •Knowledge of Microsoft Office Suite, Neogov (for hiring purpose), and Tyler Technologies Julie Flaten Julie joined the Firm in 2021 as a Senior Manager in the Financial Solutions group. Julie has over 20+ years of experience working in local government at the State, County, and City levels. Prior to joining AEMFS, Julie spent fourteen years working for a Minnesota City. In this role, she served as interim City Administrator, Administrative Services Director/Human Resources Director for seven years and held the role of Assistant Finance Director for six years. This combination of administration, finance and human resource experiences equip Julie with a unique skill set to assist local governments. 18 100 Warren Street, Ste 600 Mankato, MN 56001 P 507.625.2727 F 507.388.9139 Mankato Office 5201 Eden Avenue, Ste 250 Edina, MN 55436 P 952.835.9090 F 952.835.3261 Edina Office TEAM MEMBER BIO: Senior HR Associate Brittany.bauer@abdosolutions.com Direct Line 507.304.6836 EDUCATION •Greater Mankato Growth Young Professionals •Southern Minnesota Human Resource Association (SMAHRA) QUALIFICATIONS •Payroll processing and compliance, HRIS/payroll software implementation support, maximizing HRIS/payroll system utilization, timeclock, HR, and payroll database integrations •HR and payroll process review, improvement, and training •Development of effective recruiting, hiring, employee onboarding, engagement and retention programs and policies •HR/payroll compliance, employee management and communication, unemployment claim management, and employee off-boarding support •Worker’s compensation administration, including Carrier Communications, employee claim management, OSHA reporting/filing, and annual policy audit reporting •Employee benefits administration, including plan compliance, COBRA, benefit program analysis, employee enrollment/terminations, and plan renewals Brittany Bauer Brittany Bauer joined AEM Workforce Solutions in 2017 as a Human Resources Specialist after spending many years in the staffing and recruiting industry as well as providing HR, payroll, and operational support for an agribusiness software development company. Brittany has over 10 years of both HR and payroll experience working with clients from a broad range of industries including agriculture, non-profit and government. She has a passion for leveraging technology to streamline processes, manage compliance, and improve the overall employee experience. Brittany enjoys spending time with her family and friends, camping, visiting State parks and listening to music. She also enjoys watching Twins baseball with her husband. Brittany has two busy children and resides in Southern MN. 19 Appendix C Agreement for Services 20 Agreement for Services THIS AGREEMENT, is made and entered into on January 26, 2022, by and between City of Lake Elmo (hereinafter referred to as the “Client”), and Abdo (hereinafter referred to as “Abdo” or the “Contractor”). Articles of Agreement & Recitals WHEREAS, the Client is authorized and empowered to secure from time to time certain professional services through contracts with qualified consultants; and WHEREAS, the Contractor understands and agrees that: 1.The Contractor will act as an Independent Contractor in the performance of all duties under this Agreement. Accordingly, the Contractor shall be responsible for payment of all taxes, including federal, state and local taxes and professional/business license fees related to its own operations and arising out of the Contractor’s activities; 2.The Contractor shall have no authority to bind the Client for the performance of any services or to obligate the Client. The Contractor is not an agent, servant, or employee of the Client and shall not make any such representations or hold itself out as such; 3.The Contractor shall perform all professional services in a competent and professional manner, acting in the best interests of the Client at all times. 4.The Contractor shall not accrue any continuing contract rights for the services performed under this contract. NOW THEREFORE, in consideration of the mutual covenants and promises contained herein, it is agreed as follows: ARTICLE I INCORPORATION OF RECITALS The recitals and agreement set forth above are hereby incorporated into this Agreement. ARTICLE II LIABILITY INSURANCE Section 1 Liability Insurance: The Contractor shall obtain professional liability insurance, at its expense with liability insurance coverage minimums in the amount of $2,000,000, which Contractor must secure and maintain during the term of this Agreement. Contractor will provide the Client with proof of liability insurance coverage under this Agreement in writing upon request by the Client. ARTICLE III DURATION OF THE AGREEMENT Section 1 Duration: This Agreement shall commence upon date of execution by all parties and will remain in effect until the completion of the consulting engagement unless earlier terminated as provided in Subsections 2 and 3. Section 2 Client’s Termination Rights: The Client may terminate this Agreement upon sixty (60) days written notice in the event the Client determines in its sole discretion that it is not in the Client’s best interest to continue using Contractor’s services. The Client may terminate upon ten (10) days written notice of the Contractor fails to perform its obligations under this Agreement. 21 Agreement for Services Continued ARTICLE III--CONTINUED DURATION OF THE AGREEMENT--CONTINUED Section 3 Contractor’s Termination Rights: Contractor may terminate this Agreement upon thirty (30) days written notice to the Client in the event the Client does not pay Contractor compensation as required under Article 5, Section 9 within fifteen (15) days after invoice is received by the Client. In the event of non-payment within thirty (30) days, Contractor shall give the Client an opportunity to cure the default by giving a notice of such non-payment and an additional five (5) days after the Client’s receipt of the notice to remit such payment, prior to giving a notice of termination. Contractor can also terminate the Agreement with sixty (60) days written notice. ARTICLE IV RENEWAL OF THE AGREEMENT Section 1 Renewal Period: Not less than ninety (90) days prior to the expiration of the term of this Agreement, the Client may provide written notice of its intent to renew this Agreement for an additional term of up to three years upon terms and conditions agreed upon by both parties to the Agreement. If no such renewal agreement is executed by the parties, the Agreement terminates without further action of either party on the one year anniversary date, or the completion of the consulting engagement, whichever is longer. ARTICLE V GENERAL Section 1 Authorized Client Agent: The Client’s authorized agent for the purpose of administration of this Agreement is the Client Operations Manager. Said agent shall have final authority for approval and acceptance of the Contractor’s services performed under this Agreement and shall further have responsibility for administration of the terms and conditions of this Agreement. All notices under this Agreement shall be sent to the person and address indicated below on the signature lines. Section 2 Amendments: No amendments or variations of the terms and conditions of this Agreement shall be valid unless in writing and signed by the parties. Section 3 Assignability: The Contractor’s rights and obligations under this Agreement are not assignable or transferable, but the Client’s rights and obligations may be assigned to any successor entity upon ten (10) days notice. Section 4 Data: Any data or materials, including, but not limited to, reports, studies, photographs or any and all other documents prepared by the Contractor or its outside consultants in the performance of the Contractor's obligations under this Agreement shall be the exclusive property of the Client, and any such data and materials shall be remitted to the Client by the Contractor upon completion, expiration, or termination of this Agreement conditioned upon Client’s payment of all fees and expenses due to Contractor pursuant to this Agreement. Further, any such data and materials shall be treated and maintained by the Contractor and its outside consultants in accordance with applicable federal, state and local laws. Further, Contractor will have access to data collected or maintained by the Client to the extent necessary to perform Contractor's obligations under this Agreement. Contractor agrees to maintain all data obtained from the Client in the same manner as the Client is required under the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13 or other applicable law (hereinafter referred to as the "Act"). Contractor will not release or disclose the contents of data classified as not public to any person except at the written direction of the Client. Upon receipt of a request to obtain and/or review data as defined in the Act, Contractor will immediately notify the Client. The Client shall provide written direction to Contractor regarding the request within a reasonable time, not to exceed fifteen (15) days. The Client agrees to indemnify, hold harmless and defend Contractor for any liability, expense, cost, damages, claim, and action, including attorneys' fees, arising out of or related to Contractor's complying with the Client’s direction. Upon termination and/or completion of this Agreement, Contractor agrees to return all data to the Client, as requested by the Client. 22 Agreement for Services Continued ARTICLE V--CONTINUED GENERAL--CONTINUED Section 5 Entire Agreement: This Agreement is the entire agreement between the Client and the Contractor and it supersedes all prior written or oral agreements. There are no other covenants, promises, undertakings, or understandings outside of this Agreement other than those specifically set forth. Any term, condition, prior course of dealing, course of performance, usage of trade, understanding, or agreement purporting to modify, vary, supplement, or explain any provision of this Agreement is null and void and of no effect unless in writing and signed by representatives of both parties authorized to amend this Agreement. Section 6 Severability: All terms and covenants contained in this Agreement are severable. In the event any provision of this Agreement shall be held invalid by any court of competent jurisdiction, this Agreement shall be interpreted as if such invalid terms or covenants were not contained herein and such holding shall not invalidate or render unenforceable any other provision hereof. Section 7 Contractor Fiscal Decision Waiver: Contractor is responsible for providing the Client with timely and accurate human resources recommendations and information that allows the Client the ability to make final human resources decisions. Contractor will provide final human resources recommendations, but Contractor is not responsible for the final decisions made regarding human resources matters and Client shall indemnify and hold Contractor harmless from the same. Section 8 Client Employment of Contractor’s Employees; Should the Client desire to employ the Contractor’s employee that is assigned to the Client during the term of this Agreement, it must have the written consent of the Contractor to enter into a Client employee contract with the Contractor’s employee. Should the Contractor agree to such arrangement, the agreement will include a payment equal to 50% of the annual contracted cost, in addition to the annual contracted cost already paid to the Contractor. This restriction on employment applies only during the term of this Agreement and for a period of six (6) months thereafter. Section 9 Compensation: The parties agree that the Contractor shall be paid compensation for the services provided hereunder, based on the fees indicated in the proposed client investment schedule and under the attached scope of services. Additional fees will not be incurred without prior approval of the Client. Section 10 Additional Services: Should the Client request additional services in addition to the Contracted Services, the Contractor will provide the Client with proposed fees for the additional services to be provided. The Client shall provide a written or electronic confirmation prior to the proposed services implementation. Section 11 Outside Contractors: It shall be the responsibility of Contractor to compensate any other outside consultants retained or hired by Contractor to fulfill its obligations under this Agreement and shall be responsible for their work and Contractor, by using outside contractors, shall not be relieved of its obligations under this Agreement. LIMITATION OF LIABILITY Section 1 Disputes: If any dispute arises between Abdo and the Client under this Agreement, the dispute shall first be submitted to mediation. The costs of mediation shall be shared equally by the parties. All disputes between Abdo and the Client arising out of this Agreement which cannot be settled directly or through mediation shall be resolved through binding arbitration in Mankato, Minnesota in accordance with the rules for resolution of commercial disputes then in effect of the American Arbitration Association, and judgment upon the award may be entered in any court having jurisdiction thereof. It is further agreed that the arbitrator may, in its sole discretion, award attorneys’ fees and costs to the prevailing party. 23 Agreement for Services Continued ARTICLE V--CONTINUED LIMITATION OF LIABILITY--CONTINUED Section 2 Limitation of Liability: Abdo’ entire liability, and the Client’s exclusive remedy, for Abdo’ performance or non- performance under this Agreement shall be for Abdo to reimburse the Client the total charges for related services provided during the previous twelve months. Abdo WILL NOT, UNDER ANY CIRCUMSTANCES, BE LIABLE FOR ANY INCIDENTAL, INDIRECT, SPECIAL OR CONSEQUENTIAL DAMAGES OR FOR LOST PROFITS, SAVINGS OR REVENUES WHICH THE CLIENT MAY INCUR AS A RESULT OF Abdo’ FAILURE TO PERFORM ANY TERM OR CONDITION OF THIS AGREEMENT (EVEN IF IT HAS BEEN SPECIFICALLY ADVISED OF THE POSSIBILITY OF SUCH DAMAGES). The Client shall indemnify Abdo against, and hold each of them harmless from, any and all liabilities, claims, costs, expenses and damages of any nature (including reasonable attorney’s fees and costs) in any way arising out of or relating to disputes or legal actions with Client’s employees or any third parties concerning the provision of the services under this Agreement. The Client’s obligations under the preceding sentence shall survive termination of this Agreement. 24 WHEREFORE, this Agreement was entered into on the date set forth below and the undersigned, by execution hereof, represent that they are authorized to enter into this Agreement on behalf of the respective parties and state that this Agreement has been read by them and that the undersigned understand and fully agree to each, all and every provision hereof, and hereby, acknowledge receipt of a copy hereof. City of Lake Elmo 3800 Laverne Ave N Lake Elmo, MN 56042 Name Title Date Abdo 100 Warren Street, Suite 600 Mankato, MN 56001 Name Title Partner Date 01/26/2022 Agreement for the Provision of Professional Services 1 City of Lake Elmo, Minnesota Proposal to provide a job classification and compensation study January 26, 2022 Contents The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought. © 2021 Baker Tilly US, LLP. Baker Tilly US, LLP, trading as Baker Tilly, is an independent member of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly US, LLP is not Baker Tilly International’s agent and does not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited. GENERAL REQUIREMENTS ......................................................................................... 1 TIME-COST SECTION ............................................................................................... 24 APPENDIX I: RESUMES.............................................................................................. 28 APPENDIX II: SAMPLE MATERIALS .......................................................................... 36 1 SECTION TITLE General requirements a) Letter of transmittal January 26, 2022 Ms. Kristina Handt, City Administrator City of Lake Elmo 3800 Laverne Avenue North Lake Elmo, MN 55042 Dear Ms. Handt: Please allow me to begin by thanking you for the opportunity to submit this proposal for the City of Lake Elmo’s (the City) review. Baker Tilly US, LLP (Baker Tilly) is one of the largest independent public sector advisory firms in the United States. For more than 60 years we have collaborated with entities large and small on a variety of initiatives including classification and compensation studies, community surveys, organizational improvement projects, strategic planning sessions and performance evaluation systems. Benefits of working with Baker Tilly include: National, local leader in human resources consulting Your proposed Baker Tilly consulting team has extensive expertise providing human capital advisory services to organizations similar in size and complexity to the City. We have completed nearly 250 compensation-related projects since 2016. Public sector focus In the past five years, Baker Tilly has completed 200 classification and compensation studies for public sector organizations. Therefore, your proposed project team has an in depth understanding of current market trends and practices and will leverage this knowledge to help guide the City in its engagement. We will move beyond the traditional role of a “consultant” and instead become a Value Architect™ to your organization, its leadership and employees. Deep experience that benefits the City Baker Tilly is one of the foremost providers of classification and compensation services, working with state and local governments across the county. We will leverage this deep experience as we work with the City. Our team would be pleased to be counted among the firms you feel could effectively provide your job classification and compensation study and would welcome the opportunity to discuss our qualifications and recommended approach in greater detail. Sincerely, Kate Crowley, Principal Ann Antonsen, Director Baker Tilly US, LLP Baker Tilly US, LLP +1 (608) 240 6718 | kate.crowley@bakertilly.com +1 (651) 223 3057 | ann.antonsent@bakertilly.com Baker Tilly US, LLP 225 South Sixth Street, Suite 2300 Minneapolis, MN 55402-4661 T: +1 (612) 876 4500 F: +1 (612) 238 8900 bakertilly.com 2 GENERAL REQUIREMENTS b) Project manager Baker Tilly’s project team is designed specifically for Lake Elmo. Your proposed project team represents experienced professionals who will be working on your job classification and compensation study. The project team: – Represents the staff who will be directly responsible for your project – Provides a range of expertise to cover the range of service requirements – Provides a national perspective of experience and institutional knowledge to achieve your objectives – Represents the commitment to take personal and professional responsibility Organizational chart 3 GENERAL REQUIREMENTS Project team bios INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR LAKE ELMO Ann Antonsen, Director — Project manager 225 South Sixth Street, Suite 2300, Minneapolis MN 55402 T: +1 (651) 223 3057; E: ann.antonsen@bakertilly.com Ann is a consultant with a strong background in organizational management and human resources that she uses effectively in developing position analyses, classification and compensation studies, performance management and evaluation system development and staff training and in conducting executive search efforts for the public sector. She also specializes in performing organizational studies, revising and developing personnel policies and manuals and in conducting organizational management training sessions and providing general human resources assistance. Ann has been with the firm since 2005 and earned a Bachelor of Arts in Psychology from the University of Minnesota. Jada Kent, CCP, Senior Manage 2500 Dallas Parkway, Suite 300, Plano, TX 75093 T: +1 (972) 748 0514; E: jada.kent@bakertilly.com Jada is a senior manager with a background in human capital consulting, including classification & compensation, organization management and executive recruitment. Jada has earned a master’s degree in Public Administration (MPA) from the University of Texas at Dallas, is a member of the North Texas Compensation Association (NTCA), is a Certified Compensation Professional (CCP), and in the process of completing a SHRM Certified Professional designation. Brenda Turner, CCP, Project Manager 2500 Dallas Parkway, Suite 300, Plano, TX 75093 T: +1 (972) 748 0522; E: brenda.turner@bakertilly.com Brenda is a human capital senior associate with a background serving in compensation and human resources. Prior to joining Baker Tilly, Brenda served most recently as the senior director of global compensation for a global technology company. She has also served in varying compensation, finance and accounting roles in the hospitality, travel and technology industries. Brenda is a Certified Compensation Professional (CCP) through World at Work and is also a member of the Society for Human Resources Development (SHRM). She earned a Master of Business Administration from the University of Texas. Jama McClung, Senior Consultant 8219 Leesburg Pike, Suite 800, Tysons, VA 22182 T: +1 (804) 622 6991; E: jama.mcclung@bakertilly.com Jama joined the human capital advisors practice supporting Mid-Atlantic executive recruitment work. Her specialty focus is classification and compensation studies, performance evaluations and benefits review. Jama has performed prior consulting support work as a capital project assistant for healthcare IT financial system conversions and IT infrastructure upgrades and has served as a public finance assistant supporting senior living and healthcare public finance bankers. She attended Glenville State College and is currently completing course work towards a bachelor’s degree in Business Administration. 4 GENERAL REQUIREMENTS INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR LAKE ELMO Olivia Fisher, SHRM-CP, Analyst 8365 Keystone Crossing, Suite 300, Indianapolis, IN 46240 T: +1 (317) 465 1644, E: olvia.fisher@bakertilly.com Olivia is a consultant with a strong background in human resources, non-profit, and hospitality work that she uses effectively in coordinating projects, collecting data and developing job descriptions. She assists in position analyses, classification and compensation studies. Olivia is committed in using her abilities and continued training to assist governmental agencies. Olivia earned a Bachelor of Arts in International Studies and Spanish from the Indiana University – Bloomington. Thomas Patton, Analyst 225 South Sixth Street, Suite 2300, Minneapolis MN 55402 T: +1 (651) 223 3033; E: thomas.patton@bakertilly.com Thomas is an analyst with a background in Human Resources Management and Human Resources Development. He assists the team with data collection and job description writing. His focus is coordinating the data collection process and ensuring the team gathers quality information for the success of the project. In addition, he assists the team by crafting high quality job descriptions that accurately reflect the essence of the position being analyzed. Prior to Thomas’s current role, he supported the team as an Administrative Assistant. Thomas earned a Bachelor of Science in Human Resources Development from the University of Minnesota – Twin Cities. LAKE ELMO WILL RECEIVE TANGIBLE RESULTS WITH BAKER TILLY All engagement team members are committed to Lake Elmo’s success. Their industry experience and service expertise translates into tangible results for Lake Elmo. Full project team resumes can be found in Appendix I. c) Qualifications and references Firm introduction Baker Tilly has a long history of service to clients located throughout the country — and internationally. As a member of Baker Tilly International, the world’s 10th largest accountancy and business advisory network, we are able to extend our reach through trusted relationships with firms located across the country and throughout the world. Baker Tilly was founded in 1931 with one central objective: to use our industry specialization to help our clients improve their businesses. For 90 years, Baker Tilly has understood that our business demands absolute integrity, a belief in the value of trusted relationships and a willingness to collaborate with every client. We will strive to continue to deepen and enhance our relationship with Lake Elmo as we seek to become your Value Architect™. 5 GENERAL REQUIREMENTS Key facts about Baker Tilly: Baker Tilly has provided high quality, independent financial and management advisory services to public and not-for-profit organizations for more than 60 years. Baker Tilly’s staff has been advising their clients in organizational development for more than 30 years. Baker Tilly’s human capital practice group is comprised of a knowledgeable, experienced staff with direct experience in managing and leading local city and county governments. Our team of professionals brings practical, realistic and creative solutions to the challenges faced by public entities. Our human capital consulting team is focused on position classification, compensation and performance evaluation. Our work is competitive, current, court tested and copyrighted to deliver pragmatic outcomes. Our human capital focus ranges from human resource consulting, executive recruitment, group facilitation, strategic planning, budget analysis, resource sharing and building collaborations to organizational improvement and efficiency studies. Public entities are under a great amount of pressure to deliver high quality services in a fiscally constrained environment. Traditional methods and means do not necessarily work anymore and this scenario is not likely to change any time in the future. To that end, elected officials and public administrators are under pressure to employ new and innovative solutions that require progressive leadership, creative collaboration, cautious risk taking and an investment in their personnel and organizational foundation. Success in the public sector is hard to define, but those public entities that enhance and enrich the lives of their people, their processes and their systems are more likely to deliver more value by maximizing the use of public resources, thus achieving more success in the marketplace of public opinion. Since our firm’s beginning, we have emerged as a leader in human capital consulting. It is our more than 30 years of consulting experience, coupled with our unique approach and personal touch, which drive our internal standard for delivering outstanding services and leading-edge products. 6 GENERAL REQUIREMENTS Why Baker Tilly is ideally suited to serve Lake Elmo – Your team has successfully performed hundreds of similar studies nationwide, having been successfully implemented in governments large and small. Having performed compensation and classification studies for more than 30 years, we have successfully implemented hundreds of studies in public sector organizations across the country. We focus our skills on the public sector and our personnel have demonstrated their expertise in public sector pay and classification. – With Baker Tilly, you do not just get a study, you get a customized system. We train you in the system and leave you prepared to utilize it, as needed, as your workforce needs evolve. When we have completed your project, you have a completed study AND a pay and classification system to use in the future. We train your staff to use our Systematic Analysis and Factor Evaluation (SAFE®) system fairly and appropriately as new positions are created or job conditions change to fit these new conditions into the existing system. – Our SAFE® classification system is solid, tested and proven as a methodology for fairly and appropriately distinguishing classifications between public employees. In today’s environment, organization’s need to know that their methods are proven and sound. SAFE® gives you a tested methodology that works to properly differentiate between job classes in your organization. – We know that good studies rest on quality data. Towards this end, we carefully identify benchmark positions for use in your study process and ensure that we collect data on a comparative basis. When the project is completed, we support our work with regression analysis to document your proposed payline to your benchmarked competition. Overall, we pride ourselves in providing high-quality work that is defensible, transparent and fair to both your organization and your employees, as we realize that a job classification and compensation study is critical to your ability to maintain and grow the quality of workforce that you need to perform at the level expected by your citizenry. We proudly stand by our work and will defend and support it through adoption. We are always happy to provide references because it is important for you to talk with the organizations we serve. Our similar client base equals experience-derived insights for the City. Demonstrating successful relationships with similar clients We encourage you to connect with the clients below to learn more about the value of their relationship with Baker Tilly. Each client will offer a different perspective as you consider your own needs. CITY OF CRYSTAL, MINNESOTA Name Kim Therres Title Assistant City Manager/HR Manager Phone +1 (763) 531 1132 Email kim.therres@crystalmn.gov Address 4141 Douglas Drive North, Crystal, MN 55422 Services Compensation study; classification study; compensation plan update; preparation / submission of pay equity reports 7 GENERAL REQUIREMENTS SHERBURNE COUNTY, MINNESOTA Name Tammy Bigelow Title Human Resources Director Phone +1 (763) 765 3008 Email Tamara.bigelow@co.sherburne.mn.us Address 13880 Business Center Drive NW, Elk River, MN 55331 Services Comprehensive classification and compensation study; on-going support; market study and administrative support classification study CITY OF WAITE PARK, MINNESOTA Name Shaunna Johnson Title City Administrator Phone +1 (320) 252 6822 Email shaunna.johnson@ci.waitepark.mn.us Address 19 13th Avenue North, Waite Park, MN 56340 Services Comprehensive classification and compensation study; market survey; on-going support; and compensation plan update PROVIDING VALUABLE PERSPECTIVES FROM CURRENT CLIENTS At Baker Tilly, relationships matter. Our Value Architects™ have a record of successfully enhancing and protecting similar clients’ value — resulting in experience-based insights for the City. There are a number of factors that set Baker Tilly apart from other consulting firms performing studies such as the proposed job classification and compensation study for the City of Lake Elmo. Demonstrating experience with similar clients – Our SAFE® job evaluation system is a fair, consistent, defensible, objective and court tested methodology for comparing position characteristics. In today’s environment, organizations need to know that their methods are proven and sound. SAFE® gives you a tested methodology that distinguishes the value of your positions using nine compensable factors. – With us, you do not just get a study, you get a customized system. When we perform a study for our clients, we train them to utilize and maintain it going forward. When we leave, you will have a completed study AND a classification system to grow with you into the future. As positions evolve, new positions are created, market conditions change, etc. your human resources staff will be able to make the appropriate adjustments using the SAFE® job evaluation system. – We know that a good study rest on quality data. In working with public sector organizations, we know that the work we provide to you becomes public record. Which means, our reputation stands on the quality of that work. Therefore, we have quality assurance protocols in place that guide the way we collect data, analyze data and calculate data to provide you with results you can rely on. – We will assign Certified Compensation Professionals to analyze your market data and build your new pay structures. Our team understands that compensation analysis is both an art and science. We have a strong cadre of trained, experienced professionals working together to ensure appropriate and competitive pay structures are presented for consideration. 200+ Our engagement team has completed nearly 200 successful compensation projects since 2017 8 GENERAL REQUIREMENTS Following is a list of organizations for whom Baker Tilly has provided classification and compensation services to over the last few years. We realize the list is lengthy, but so is our experience in working with organizations very similar and very different to yours. We hope you will trust that our length and depth of experience means we’ve seen and solved our share of challenges and can assist you and your organization through this study and any challenges you may also be facing. List of Relevant Projects: 2017 – Present Year Client State Project Pop. Current Apex NC Comp, Class & Org Study 51,370 Current Baxter MN Class & Comp Study 8,202 Current Bellingham WA E-Team Class & Comp Study 89,045 Current Bluffton IN Comp & Class Study 9,919 Current Chesapeake Bay Bridge Tunnel VA Class & Comp Update Current Chisago County MN Class & Comp Study 53,916 Current Cibolo TX Class & Comp Study 28,920 Current Cumberland County VA Pay & Class Study 9,824 Current Duplin County NC Comp Study 58,967 Current Eastern Shore of Virginia E911 VA Market Study Current Essex County School System VA Comp & Class Study Current Current Evansville WI Comp Study 5,378 Current Fluvanna County VA Class & Comp Study 27,270 Current Goshen IN Comp Study & Benefits Analysis 31,408 Current Horicon WI Class & Comp Study 3,595 Current Hutchinson MN Comp Study 13,914 Current Isanti County MN Class & Comp Study 40,596 Current Lake Elmo MS Comp Study 164,422 Current Maplewood MN Class & Comp Study 40,545 Current Monroe NC Comp & Class Study 35,105 Current Pope County MN Pay Plan Update 11,048 Current Port Arthur TX Class & Comp Study 55,109 Current Rosemount MN Class & Comp Study 24,292 Current Roswell NM Pay & Class Study 47,941 Current Scott County CDA MN Market Study Current Sherburne County MN Compensation Study 97,238 Current Spring Lake Park MN Class & Comp Study 6,535 Current Trempealeau WI Treasurer/Deputy Clerk Review 1,775 Current Vigo County IN Class & Comp Study 107,038 Current Virgin Islands Water & Power Auth USVI Class, Comp Study & Org Study Current West Point VA Comp & Class Study 3,292 Current Western Prairie Human Services MN Class & Comp Study 2021 Amelia County VA Class & Comp Study 13,145 2021 Auburn IN Comp & Class Study 13,056 9 GENERAL REQUIREMENTS List of Relevant Projects: 2017 – Present Year Client State Project Pop. 2021 Basehor KS Class & Comp Study 5,951 2021 Bedford Regional Water Authority VA Class & Comp Study 2021 Bellingham/Whatcom Co Housing Auth WA Pay Equity Study 2021 Farragut TN Class & Comp Study 22,729 2021 Fertile MN Class & Comp Study 833 2021 Harrisonville MO Comp & Job Analysis 10,043 2021 Horizon Public Health MN Pay Plan Update 2021 Ligonier IN Comp & Class Study 4,654 2021 Nisswa MN Comp Study 1,817 2021 Potomac/Rappahannock Trans Comm VA Class & Comp Study 2021 Richmond IN Comp Study 35,353 2021 Salem VA Electric Power Division Pay Structure 25,317 2021 Stevens Point WI Comp Study 26,229 2020 Blackstone VA Class & Comp Study 3,391 2020 Crystal MN Comp Study 22,463 2020 Elko New Market MN Pay Plan Update 4,760 2020 Fosston MN Class & Comp Study 1,481 2020 Independent School District No. 0625 MN Principal Wage Study 2020 Jordan MN Class & Comp Study 6,225 2020 Leland NC Class & Comp Update 20,294 2020 Middleton WI Class & Comp Study 19,660 2020 Onalaska WI Class & Comp Study 18,712 2020 Otsego MN Comp Study 17,357 2020 Rappahannock County VA Comp & Class Study 7,321 2020 Sauk Rapids MN Class & Comp Study 13,703 2020 Traverse County MN Class & Comp Study 3,308 2020 Vienna VA Class & Comp Study 16,489 2020 Waite Park MN Comp Study 7,718 2020 Windsor VA Class & Comp Study 2,626 2019 Adams County WI Class & Comp Study 19,973 2019 AppalCART NC Class & Comp Study 2019 Bellingham WA Comp Market Study 89,045 2019 Brooklyn Center MN Comp Study 30,712 2019 Capital Region Water PA Class & Comp Study 2019 Circle Pines MN Comp & Class Study 4,978 2019 Council Bluffs IA Class & Comp Study 62,316 2019 Dallas Housing Authority TX Comp Study 2019 Fillmore Soil & Water Conservation District MN Class & Comp Study 2019 Gastonia NC Class & Comp Study 75,536 10 GENERAL REQUIREMENTS List of Relevant Projects: 2017 – Present Year Client State Project Pop. 2019 Gatesville TX Class & Comp Study 12,387 2019 Independent School District No. 2769 MN Job Desc/Pay Equity Review 2019 Intermediate District 0287 MN Pay and Class 2019 Iowa League of Cities, Des Moines IA Comp Study 3,146,000 2019 King County Housing Authority WA HR Management Consulting 2019 Local Government Information Systems MN Comp & Benefit Study 2019 McFarland WI Market Survey 8,108 2019 Montgomery MN Class & Comp Study 2,907 2019 Morehead City NC Class & Comp Study - Maintenance 9,203 2019 North Central Regional Library WA Comp & Benefits Study 2019 Payson AZ Class & Comp Study 15,476 2019 Pittsylvania County VA Comp Study 62,426 2019 Pottawattamie County IA Class & Comp Study 93,386 2019 River Falls WI Class & Comp Study 15,510 2019 Rocky Mount VA Comp Study 4,798 2019 Saginaw County MI Class & Comp Phase II 195,012 2019 Saginaw County MI Class & Comp Phase III 195,012 2019 Salem VA Class & Comp 25,483 2019 Sartell MN Class & Comp Study 13,917 2019 Scandia MN Class & Comp Study 4,120 2019 Shaker Heights OH Class & Comp Study 27,387 2019 St. Charles City-County Library District MO Market Study 2019 Stutsman County ND Comp Study 20,704 2019 Tyler TX Class & Comp Study 104,991 2019 Wheaton IL Market Survey 53,373 2019 Wright County MN Class & Comp Study 131,311 2019 Zimmerman MN Comp Study 5,499 2018 Battle Creek MI Comp Study 51,833 2018 Bemidji MN Comp Study 14,435 2018 Blue Springs MO Pay Plan Design 53,294 2018 Bonner Springs KS Comp and Class Study 7,665 2018 Broad River Water Authority NC Class and Comp Study 2018 Burnsville MN Class and Comp Study 61,290 2018 Carver MN Comp Study 4,628 2018 Cleveland County NC SAFE Database 97,047 2018 Cloquet MN Comp Plan Update 12,050 2018 Craven County Schools NC Comp Study 2018 Craven County Schools NC PAQ, Data, Job Descr Database Svcs 2018 Dallas Area Rapid Transit Authority TX Comp Study 11 GENERAL REQUIREMENTS List of Relevant Projects: 2017 – Present Year Client State Project Pop. 2018 Dayton VA Class and Comp Study 1,609 2018 DeSoto TX Class and Comp Study 52,599 2018 Dinwiddie County Schools VA Review of Compensation Study 2018 Elko New Market MN Pay Equity Report 4,513 2018 Eudora KS Class and Comp Study 6,211 2018 Grain Valley MO Class, Comp & Benes Study 13,125 2018 Harris County Housing Authority TX Salary/Wage Comparability Study 2018 Housing Authority of Durham NC Salary Comparability Study 263,016 2018 Ingleside TX Class & Comp Study 10,488 2018 Intermediate School District No. 917 MN Job Description Updates/Training 2018 Johnson County IA Comp and Class Study 144,251 2018 Lakeville MN Class & Comp Study 58,562 2018 Laurinburg NC Class & Comp Study 15,774 2018 Leavenworth KS Comp Study 35,891 2018 Mansfield CT Class & Comp Study 25,959 2018 Minnehaha Creek Watershed District MN Class and Comp Study 2018 Minnehaha Creek Watershed District MN Pay Equity Report 1,124,000 2018 Minnetonka MN Class & Comp Study 51,638 2018 Northwest Regional Library NC Class & Comp Study 2018 Person County NC Phase III C&C Implementation Svcs 39,276 2018 Rappahannock Regional Jail VA Comp Study 2018 Scott County CDA MN Pay Equity Report 137,232 2018 Thibodaux LA Market Study 14,566 2018 Verona WI Market Survey 10,632 2018 Wabasha Soil and Water Conserv District MN Class Study 2018 Willmar MN Comp Study 19,680 2018 Winston Salem NC Class & Comp Study-Phase II 236,441 2018 Wright Soil & Water Conservation District MN Class and Comp Study 2017 Aitkin MN Class & Comp Study 2,087 2017 Appalachian Regional Library NC Class & Comp 2017 Association Co Commissioners of Georgia GA Class & Comp 10,100,000 2017 Bath County Public Schools VA Pay & Class 2017 Baudette MN Market Survey 1,073 2017 Baxter MN Comp Study 7,781 2017 Cabarrus County NC Class & Comp Study 187,226 2017 Cabarrus Health Alliance NC Comp Benefit Study 2017 Caroline County VA Pay & Class Study 29,298 2017 Chapel Hill NC Comp Study & FLSA Rev 59,635 2017 Chincoteague VA Comp Study 2,929 12 GENERAL REQUIREMENTS List of Relevant Projects: 2017 – Present Year Client State Project Pop. 2017 Cleveland County NC Comp & Benes Study 97,047 2017 Craven County NC Comp Study 103,451 2017 Dunn County WI Market Survey 44,122 2017 Florida Municipal Power Agency FL Comp Study 2017 Fort Wayne City Utilities IN Class and Comp 2017 Harnett County NC Comp Study 124,987 2017 Harrisburg PA Class & Comp Study 49,188 2017 Hopewell VA Class & Comp Consult 22,163 2017 Independent School District No. 0013 MN Job Desc/Pointing Agree 19,674 2017 Le Sueur County MN Market Survey 27,810 2017 Lee's Summit MO Comp & Benefit Study 93,184 2017 Lufkin TX Comp Study 36,085 2017 Meeker McLeod Sibley Comm Health Svcs MN Class & Comp Study 2017 Mendota Heights MN Class & Comp Study 11,222 2017 Middlesex County VA Comp & Class Study 10,762 2017 New Brighton MN Market Survey 21,867 2017 New Hope MN Market Survey 20,877 2017 North Mankato MN Anal of Comp Syst Structure 13,439 2017 Osseo MN Class & Comp Study 2,476 2017 Person County NC Phase II Implementation 39,276 2017 Pine Island MN Class & Comp Study 3,318 2017 Piqua OH Comp Study 20,906 2017 Pleasant Hill IA Class & Comp Study 9,082 2017 Polk County MN Market Survey 31,569 2017 Pulaski VA Class & Comp Plan 8,948 2017 RC Hospital and Clinics MN Class & Comp Study 2017 Richland WA Class & Comp Study 53,019 2017 Roanoke County VA Benefits Survey 93,524 2017 Robbinsdale MN Comp Study 14,302 2017 Saginaw County MI Class & Comp 195,012 2017 Salem VA Class & Comp 25,483 2017 Sammamish WA Class & Comp Study 50,169 2017 Santa Fe NM Class & Comp Study 83,875 2017 Shelby NC Class & Comp Study 20,325 2017 Stacy MN Comp Plan 1,426 2017 Story County IA Class & Comp Study 92,406 2017 Topeka and Shawnee Co Public Library KS Comp Study 2017 Upper Trinity Regional Water District TX Comp & Class Study 2017 Vienna VA Class & Comp Study 16,370 13 GENERAL REQUIREMENTS List of Relevant Projects: 2017 – Present Year Client State Project Pop. 2017 Watauga County NC Class & Comp Study 52,372 2017 West Point Public Schools VA Class & Comp Study 2017 Wyoming MN Market Survey 7,750 2017 Yellow Medicine County MN Market Survey 9,875 d) Outline of proposal Baker Tilly is uniquely positioned to assist the City of Lake Elmo to ensure an equitable, competitive classification/compensation system is in place that supports your mission of competent, expeditious, courteous and cost- effective services. Our understanding of Lake Elmo’s needs The City recognizes the need to periodically review, analyze and update its job descriptions, classifications and compensation systems, and to periodically analyze its pay equity compliance. The City’s last classification and compensation study was completed in 2017. The City is seeking the assistance of a qualified consultant or firm to review and provide recommendations for improvement to its classification and compensation system for 25 full-time and seven part-time employees, including nine public works operators which are represented by the Local 49ers Operating Engineers, and is experienced in the development of a job evaluation system. This includes providing professional services with integrative support services to develop a City compensation policy, update the City’s existing job classification system, analyze the City’s salary ranges to ensure continuing consistency with the market and make a recommendation, if necessary, for implementation of any recommended changes. Proposed solution to meet Lake Elmo’s needs Baker Tilly possesses the requisite knowledge, skills and experience to provide the City with a tailored solution that will meet your organization’s classification and compensation goals. WHAT WE HEARD YOU SEEK HOW WE WILL DELIVER 1. Internal equity – We will review all positions to ensure position titles adequately reflect the nature and level of work performed and provide recommendations for adjustments as necessary. – We will conduct SAFE® job evaluations which measure all jobs against nine compensable factors and results in a hierarchy reflective of your organizations internal equity. 2. External competitiveness – We will partner with your organization to identify competitive and comparative peer organizations. 14 GENERAL REQUIREMENTS WHAT WE HEARD YOU SEEK HOW WE WILL DELIVER – We will distribute a custom market survey to collect base pay information for benchmark positions. This includes comparative data collection on fringe benefit programs. – After conducting quality control assessments on the data, we will present the results to the project team to discuss the organizations desired position within the market. 3. Job descriptions – We will establish new position descriptions using employee submitted information about their position using our Position Analysis Questionnaire (PAQ). – New descriptions will reflect results of the study to include title adjustments, minimum qualifications, FLSA status, etc. – We will provide drafts to your organization for review and incorporate feedback as necessary or appropriate into the final drafts. 4. Pay plan – We will build a new pay structure that meets the organization’s compensation philosophy and business goals. – We will assign positions to the new pay structure with consideration to internal equity and external competitiveness. The relationship will be tested with a regression analysis to identify outliers. – We will calculate the cost of 3 different scenarios for implementing the new class and comp system to provide the organization with multiple options for adoption. 5. Executive summary – A final report will document the project methodology, the findings and our recommendations based on those findings. – We will provide a formal presentation of the results to executive staff as well as an informal presentation for employees to learn about the results of the study. In summary, extensive expertise, human capital consulting experience and a collaborative approach positions Baker Tilly as an exceptional firm to serve your human capital needs. We are confident that you will find our assertions substantiated by the information presented in this proposal and the comments provided by our references. We look forward to a successful and lasting relationship. Scope of services Baker Tilly will conduct a comprehensive study and analysis of the current compensation system, evaluating internal equity and recommendations for improvements to the existing system or development of a new system which meets the goals established by the City of Lake Elmo. The proposed system will be understandable and explainable to administration, elected officials, employees and citizens and can be maintained by the City. The system will allow the City of Lake Elmo to recruit and retain quality, qualified employees and will be competitive with comparable organizations. 15 GENERAL REQUIREMENTS The system Baker Tilly will develop will: – Establish fair and equitable compensation relationships between positions within the City – Reflect relevant market conditions outside the organization – Apply to all City positions professionally, consistently and objectively – Include employee input and participation as an integral part of the study process – Provide a strategic plan for implementation and ongoing maintenance in accordance with best practices Proposed solution to meet Lake Elmo’s needs Baker Tilly would value the opportunity to assist the City with its compensation study. Our experience working with other comparable government entities in Minnesota and throughout the Country gives us a thorough understanding of the scope of the study that the City is seeking. THE SERVICES TO BE PROVIDED BY BAKER TILLY INCLUDE: – Meetings conducted with administration, department heads and other relevant staff to gain an understanding of the needs and expectations of the City and to collect information on the City and department structure, operations and staffing – Conduct employee orientation meetings; employees and supervisors complete Position Analysis Questionnaires (PAQs) – Analyze and develop/update job descriptions – Evaluate positions to determine internal comparability of City positions – Review FLSA status of City positions – Develop and conduct a comprehensive salary and benefits survey of comparable organizations selected in conjunction with the City. Survey information is requested directly from the selected participants. Baker Tilly does not rely on published survey information for public sector participants; this information is used to supplement information collected directly from the selected survey participants. We use a variety of resources to collect relevant private sector information. Summaries of City positions are included in the survey instrument to ensure comparability of positions. – Provide recommendations for revisions to the City’s current compensation plan, including options for implementation based on the City’s financial resources that will enable the City to recruit and retain qualified employees, is competitive in the established market, eliminates compression and ensures fair and equitable internal compensation of City positions – Provide a manual and training of key City employees on maintaining the compensation plan, how to place new positions within the classification, evaluation and compensation system and how to ensure the system remains internally equitable and competitive with the City’s established market – Presentation of study findings and final report to the City The manner in which we approach a project takes into consideration two key variables: process credibility and outcome credibility. Process credibility is the realization to all involved, in particular City staff, that the methodology used is credible, reasonable and fair to all concerned. In addition, the 16 GENERAL REQUIREMENTS information and communication must be transparent, honest and timely. Outcome credibility is the realization that the information and data used to develop the findings and conclusions is comprehensive, complete and applied consistently and appropriately without bias or preference to any particular person, persons or individual agenda. If these two objectives are realized, the recommendations, outcomes and future implementation are based on a strong foundation. This distinction is unique in our business and is a contributing factor to the benefits and strengths of the Baker Tilly team. In summary, extensive expertise, human capital consulting experience and a collaborative approach positions Baker Tilly as the most logical choice to serve the City of Lake Elmo’s needs. We are confident that you will find our assertions substantiated by the information presented in this proposal and the comments provided by our references. We look forward to a successful and lasting relationship. As described in this proposal and outlined below, Baker Tilly is an ideal candidate for meeting your needs. Choose Baker Tilly and you will be joining forces with a strategic ally with vast experience in collaboration with clients. We offer the requisite depth of experience, knowledge and skills to effectively meet your needs. Lake Elmo will receive a solution tailored to your needs and objectives from our collaborative process. The proposed project approach and study methodology are outlined below. The scope of services, tasks and staffing necessary to successfully complete this project are discussed in subsequent sections of this proposal. The project approach was developed to include employee and management involvement and communication as requested by the City of Lake Elmo. Baker Tilly is willing to adjust any aspect of this study to respond to the City’s needs. Project initiation & data collection Baker Tilly’s project director will meet with the City’s project team to establish working relationships, finalize a workplan and help ascertain major issues your organization seeks to address in classification and compensation study. At these meetings we will request that the designated project manager provide us with the background materials necessary to conduct this study, including current job descriptions, classification and compensation documents, the City’s personnel policies, fringe benefit information and other relevant data. This information will be evaluated to determine the status of existing human resource management programs and to identify apparent issues and opportunities. The purpose of the meeting(s) is to: – Introduce the Project Director and the consulting team – Discuss the background and experience of Baker Tilly and the consulting team – Discuss, in detail, the methodology to be used in conducting the study, the role of the consulting team, management and the employees, and the amount and type of employee participation – Ascertain the major issues the City wants the study to address – Review the project schedule and determine significant milestones – Determine the frequency and content of status reports – Discuss methods of communicating the status of the study to employees 17 GENERAL REQUIREMENTS Baker Tilly will also meet with department heads as a group and request department heads to complete a questionnaire to become familiar with department structure and service levels, hiring and retention issues, any concerns with the current compensation plan and any other issues that may need to be addressed during the study. Data collection Success in a classification and compensation review requires meaningful employee involvement and transparency, employees play a major role in providing the data needed for this study. Therefore, it is imperative that employees receive information about your study and why it is being conducted, be given opportunities for employee involvement throughout the process, learn the expected outcomes, as well as have the opportunity to ask questions and express concerns. Baker Tilly will conduct employee informational meetings to introduce your study, explain study procedures and answer any questions employees may have about the process. These meetings will be scheduled and conducted to ensure that all employees have an opportunity to attend and so as not to disrupt City operations. Baker Tilly will introduce the Position Analysis Questionnaire (PAQ) at this time. The questionnaire provides an opportunity for each employee to provide input on essential job functions, education, training, certifications, licenses and experience requirements of their position and provide input on the various job factors which apply to their position. Employees will also identify the specific physical requirements and working conditions of their position to assist Baker Tilly with the review for compliance with the Americans with Disabilities Act (ADA). Baker Tilly will spend time at the meeting reviewing the PAQ and responding to employee questions. The information gathered from the PAQs will provide information to analyze/update/develop the City’s current job descriptions, during the job evaluation process, and to assist in the collection and analysis of wage data from comparable organizations. During the informational meeting(s), we will also explain the supervisors’ roles in completing and signing off on the PAQs. The questionnaire is designed to allow supervisors to comment on employee responses without altering employee responses. This allows the consultant to review complete, unedited responses from employees and supervisors. In instances where the employee and supervisor view the position requirements differently, Baker Tilly will conduct job audits (as necessary) to obtain more information. Audits will be scheduled to minimize disruption to City operations. If necessary, meetings can be scheduled at the beginning or end of a shift to facilitate employee attendance. Based on the information collected through your PAQs and any job audits, a consistent program of job classification will be developed. This will include well-defined class descriptions for each position. It will also include the assignment of each employee to the appropriate class with respect to duties and responsibilities, skills and abilities and minimum education and experience requirements. The new class descriptions will include a position title, general definition of work, essential functions, examples of typical tasks, necessary minimum knowledge, skills and abilities, education and experience requirements and special qualifications, if any. Special attention will be given to ensuring that bona fide occupational qualifications, licensing, certification and special training, if dictated by standards of practice and/or job requirements, are included as minimum qualifications of classes. 18 GENERAL REQUIREMENTS Your consulting team will consolidate specific job titles and descriptions, where appropriate, in order to significantly reduce the number of job titles and job descriptions. Consolidating job titles and descriptions will facilitate efficient administration of your classification plan. A sample PAQ is provided in Appendix II. Review of classifications and class descriptions Over time, position titles may become inconsistent, inaccurate or even inflated. An appropriate job title should reflect the nature and level of work performed in that job. Baker Tilly will review the City’s position titles and provide recommendations for adjustments, consolidations, and/or reclassifications as necessary. Standardizing formatting, spelling and use of abbreviations can significantly impact the administration of a classification system. These relatively minor adjustments can lend to easier recruiting/hiring as it takes the guessing out of searching through job postings. Additionally, standardizing job titles can help employees better understand their role within the organization as they come to better understand adjacent roles they interact with. The Baker Tilly project team will prepare a preliminary list of employee classifications, develop draft class descriptions and submit them, in Microsoft Word format, to the City’s human resources department to disseminate to employees and department leaders for review, changes and comments. Our pricing level assumes that City administrative staff will make edits and adjustments to the job descriptions based upon employee and department leader feedback before submitting the second draft version of class descriptions for our review. The consulting team will review the comments and consider adjustments based upon the comments received. After all suggested changes have been evaluated, final classification decisions will be made, and the class descriptions finalized. FLSA analysis Baker Tilly will conduct a review of FLSA designation to assist the City with application of exempt and non-exempt status. Our review will be based on existing documentation describing each position as well as new documentation (PAQs) to ensure a complete picture of the work performed is taken into consideration. If our recommendations depart from existing exempt/non-exempt status, we will provide rationale for our recommendation as it applies to the Department of Labor guidance for exemption tests. Market survey In order to determine appropriate salary levels of positions in the workforce and address the issue of comparable compensation, Baker Tilly will conduct an extensive salary and benefits survey to compare City positions with analogous positions in other comparable agencies in the area labor market. By gathering and analyzing information on wages, wage equivalents and benefits, a comparison of total compensation can be reviewed in comparison to the City’s established market area. External market comparisons for positions will be based on similar organizational structure, population, geographic location, job responsibilities, scope of authority, financial, socio-economic, growth and other relevant factors. The study team will consult with the City management and designated staff in identifying the appropriate sources of survey data, which will include public and private sector organizations. Baker Tilly will develop the salary survey in conjunction with the City. 19 GENERAL REQUIREMENTS It is recommended that potential survey data pertain to organizations comparable to the City, relate to those organizations with which the City is competing for employees and represent the appropriate labor market. There are different labor markets for positions. Some positions are recruited from the local area, while others are recruited regionally and/or nationally. The consulting team will work closely with City staff in determining the appropriate labor market for positions. Benefits comparison In addition to base pay, Baker Tilly’s custom market survey will collect data on peer pay plans, pay policies/practices and fringe benefit offerings, such as health insurance, retirement and paid time off programs, supplemental pay, stipends and benefits programs (i.e., tuition assistance, bonus programs, flexible work schedules, etc.) and total compensation costs at the organizational level. Benefits results will be compiled and compared to your organization’s fringe benefit offerings will be included in final report. Job evaluation and development of pay plan While salary survey data will assist the City in establishing its position in the competitive market, job evaluation is the mechanism that ensures that internal relationships are equitable. Baker Tilly has developed and copyrighted a job evaluation system known as Systematic Analysis and Factor Evaluation (SAFE®) system. The SAFE® system is a unique job evaluation method designed to measure job factors which apply specifically to local government. This system has been successfully used for many years throughout the country and has been reviewed by the United States District Court in conjunction with an Equal Employment Opportunity (EEO) suit and found acceptable to the Court. The system rates and ranks jobs based on various skill levels and work factors. The result is an equitable and consistent method of evaluating jobs and relating positions to the compensation plan. The system facilitates proper and equitable comparisons between and among positions and minimizes the appearance of favoritism in evaluating, rating and ranking jobs. The elements considered in determining the relative value of classifications are: – Training and ability − Level of work − Physical demands − Independence of actions − Supervision exercised − Experience required − Human relations skills − Working conditions/hazards − Impact on end results This system can be maintained by the City. Baker Tilly provides training to individuals assigned by the City to this task on utilizing the SAFE® system to evaluate newly created positions and re-evaluate revised positions. 20 GENERAL REQUIREMENTS Furthermore, SAFE® has been tested in district court and found to be an acceptable means for measuring jobs consistent with federal and state legislation related to the Equal Pay Act. Therefore, the City can trust that our tools are capable and legally recognized as an appropriate vehicle for ensuring positions are internally equitable in your organization. Based on the wage and benefits data analysis and the job evaluation system, Baker Tilly will develop a recommended compensation plan. The plan will be developed in accordance with information obtained from the City regarding its pay philosophy as well as goals and objectives established for its compensation program, including the option for a performance based component. In the development of the proposed compensation plan, Baker Tilly will attempt to equal the market rate for all positions and identify any deviations from the market rate in writing in the Final Report prepared for the City. Baker Tilly will review options with the City to address compensation plan structure, the spread for pay ranges, the relationship between ranges and adjustments needed to ensure that the City remains competitive with the labor market. Review of the City of the Lake Elmo’s compensation philosophy A pay philosophy guides the design of a compensation system and answers key questions regarding pay strategy. It generally takes a comprehensive, long-term focus and explains the compensation program’s goals and how the program supports the employer’s long-range strategic goals. Without a pay philosophy, compensation decisions tend to be viewed from a short-term tactical standpoint apart from the organization’s overall goals. Market competitiveness and internal equity are among the most important areas addressed in a pay philosophy. An organization’s desired market position involves defining the market and identifying where the organization wants to be positioned within that market. Market position should balance what it takes to attract new employees and retain skilled employees (in other words, eliminate higher pay as the reason employees leave the organization) with the organization’s financial resources. Internal equity expresses an organization’s desire to provide comparable pay to positions with comparable duties and responsibilities. A pay philosophy should be developed that establishes a compensation program based on individual employee performance as a key feature of the pay philosophy. Therefore, we emphasize references to performance in the pay philosophy discussion. As part of your study, it is recommended that the City consider these concepts in the adoption of a formal pay philosophy: – Providing fair and equitable rates of pay to employees – Defining your market area – Developing a system that establishes a “market rate” for each position and states the minimum wage and maximum rates that the City will pay individuals within a position – Establishing rates of pay that allows the City to compete successfully for new employees within your market area – Establishing a market position that is fiscally responsible with public resources – Ensuring that pay rates for existing employees are based on individual performance that meets or exceeds your expectations and reflects changing economic conditions 21 GENERAL REQUIREMENTS – Developing a compensation system that allows employees to progress through the pay range as long as their performance consistently meets your expectations – Developing pay administration policies and procedures that ensure their consistent application between departments – Ensuring that the compensation program is understandable to employees, supervisors, managers, City officials and the public Employee communications Baker Tilly will develop a communication strategy to inform employees of job evaluation and pay grade assignments. Employee communication will be developed, explaining the study methodology, employee input opportunities, study recommendations and the process used for reviewing requests for reconsideration by employees who do not agree with the assigned classification. The consultant will participate in the review of employee requests for reconsideration. Implementation strategy At the conclusion of your study, Baker Tilly will work with the staff in developing a plan for implementing the study recommendations. The plan will coincide with the needs of the City and the employees while maintaining the City’s financial integrity. An estimate of the cost of implementation will be provided. Staff training At the conclusion of the study, Baker Tilly will train members of the staff in the methodology used to develop, maintain and update all aspects of your classification and compensation plan and how to determine the validity of requests for reclassification. The training program will include the rating, ranking and salary grade assignments of positions. Instruction manuals pertaining to the job evaluation system will be prepared and presented. The Baker Tilly team will remain available to the staff for additional consultation after your study has been completed. On-going maintenance While the City’s team will be fully trained and able to maintain its new classification and compensation system, Baker Tilly often provides ongoing maintenance to clients after the completion of a study. Post- contract advisory and/or maintenance services include: – pay structure updates (research and/or application) – reclassification requests – FLSA status review – addition of new or revised positions – consolidation of existing positions – new job descriptions – formal appeals process This is not included in the scope of this project but is recommended if the City might foresee a need to address any of the above listed tasks through an unaffiliated third party and/or if the human resources staff may not have capacity to handle these requests internally. 22 GENERAL REQUIREMENTS Final report The final report will contain the following: – Detailed study methodology – Discussion of your consulting team’s findings, conclusions and recommendations regarding employee classification, salary structure, compensation philosophy, fringe benefits, compensation plan, estimated cost and implementation plan – List of positions and the assignment of each to the compensation plan – FLSA Status recommendations for all positions – Salary and benefits survey results – Job evaluation factor analysis for each position Remote vs. in-person work For Baker Tilly, the safety of our people is paramount. We are committed to playing our part in containing COVID-19 by practicing responsible social distancing. As of this writing, our firm continues to allow all professionals to work remotely. We are prepared to deliver an exceptional study entirely remotely if so desired. The City’s engagement team has various tools enabling them to assist you from any location. Baker Tilly professionals each receive their own laptop and remote access credentials to connect to our internal network from outside the office. When Baker Tilly and the City are not able to meet in person, we utilize Microsoft Teams to quickly set up online meetings. Technology plays a central role in maintaining open, clear lines of communication. Our client portal, Huddle, offers an easy way to access your documents, transfer data and exchange information with us on a 24/7 basis, when it's convenient for you. This secure online collaborative workspace allows you to share content at any time. However, should the City desire in-person meetings, we are equally prepared to do so. Prior to the pandemic, we often scheduled 3 to 4 onsite visits throughout the duration of a project. Because of the complexity of information that is being delivered to and digested by your project team, here are the suggested milestone meetings that may benefit from being conducted in person: 23 GENERAL REQUIREMENTS Baker Tilly takes pride in meeting its time commitments. Project timeline Baker Tilly is prepared to initiate your job classification and compensation study within two weeks after receiving the official notice to proceed. A detailed project schedule will be provided at the commencement of your study. There are factors that impact the project schedule which are beyond the consulting team’s control. The proposed schedule provided below is contingent upon the timely receipt of necessary data (from the client, from employees, and from peer organizations included in the market study) as well as the City’s availability to schedule meetings and review preliminary information which can greatly impact the advancement of the project. CITY OF LAKE ELMO, MINNESOTA JOB CLASSIFICATION AND COMPENSATION STUDY Activity Dependency Target dates Project initiation: project planning meetings, data collection, leadership and employee communication sessions, PAQs collected Authorization to proceed Feb. 2022 – March 2022 Market assessment: custom market survey prepared and distributed, collected data compiled and analyzed, results reviewed Peers identified, job summaries and draft survey approved, market review scheduled and attended, feedback on desired market position provided March 2022 – April 2022 Position review, job evaluation: title review and approval, initial job evaluation, SAFE® training, job evaluation scores finalized Feedback on title recommendations; schedule and attend SAFE® training, provide feedback on SAFE® designations April 2022 – May 2022 Pay plan development: draft pay plan(s) developed, grade assignments established and reviewed, implementation options calculated Schedule and attend review of draft pay plan, provides updated employee census, approve implementation scenarios May 2022 – June 2022 Job description development: draft job descriptions are developed from employee completed PAQs; reviewed and finalized Facilitate internal review, provide feedback on drafts June 2022 – July 2022 Project completion: draft final report prepared and approved, final presentations scheduled and conducted, staff training scheduled and conducted Review and provide feedback on final report, schedule final presentations, schedule and attend training July 2022 24 Time-cost section Request For Proposals Job Classification and Compensation Study City of Lake Elmo January 2022 SECTION IV. QUOTE SHEET Consultant Hours Total Consultant Fees Cost of Materials, Fees, bonds, taxes, or Surcharges, if any TOTAL NOT- TO-EXCEED COSTS Identify any work not included in Total Cost, if any Compensation Policy 4.5 $1215.00 0 $1215.00 Position Analysis 12.5 $2750.00 0 $2750.00 Position Classification Evaluation 8 $1760.00 0 $1760.00 Labor Market Employers Criteria and Selection 3.5 $945.00 0 $945.00 Compensation Analysis - Salaries 12 $3000.00 0 $3000.00 Compensation Analysis - Benefits 7 $1750.00 0 $1750.00 Classification & Compensation System & Compliance Testing 11 $2970.00 0 $2970.00 System Presentation, Implementation & Training 6 $1620.00 0 $1620.00 ALTERNATE 1: To include future jobs (past 2022) in above items TOTAL NOT TO EXCEED COST: $16,010.00 Proposal Submitted By Signature Printed Name Kate Crowley, Principal Date 01/24/2022 Company Name Baker Tilly US, LLP 26 TIME-COST SECTION Our proposed fee allows for thorough and insightful advice from experienced professionals, providing a high value for fees Professional fee Baker Tilly will perform all the tasks as described in the City of Lake Elmo’s proposal for a fixed professional fee of $16,010. This fee is based upon conducting a comprehensive classification and compensation review of approximately 23 positions. This proposal includes a maximum of two on-site visits by the project manager subject to the City and/or Baker Tilly precautionary travel and personal contact measures in place due to COVID-19, for the safety of all employees. Baker Tilly maintains systems to facilitate virtual meetings for all study phases. INCLUDED IN COSTING Compensation and classification study: – Distribution and collection of employees completed PAQs which will be used to review position titles, FLSA designations, conduct job evaluation, verify market matches and develop new job descriptions. – Custom market survey including wages, benefits, stipends and additional information – Development of new pay structure(s) and grade assignments with consideration to internal and external information verified through a regression analysis. – Costing analysis for up to three implementation scenarios. – Final report and delivery of communication plan which includes one formal presentation to executive staff and/or elected officials and one informal presentation to employees or designated staff. – Client training with human resources staff to administer the new classification and compensation system Baker Tilly would invoice the City for work completed based on the following schedule: TIME OF INVOICE PERCENTAGE INVOICED CUMULATIVE PERCENTAGE Completion of data collection 10% 10% Completion of job evaluation 20% 30% Delivery of market results 40% 70% Delivery of draft pay structure(s) 20% 90% Delivery of draft final report 10% 100% Out-of-pocket expenses Baker Tilly would charge the City at cost for actual out-of-pocket expenses. Out-of-pocket expenses include, but are not limited to, travel and sustenance, overnight or messenger deliveries, conference calling beyond our internal capabilities, photocopying and mailing costs. Direct out-of-pocket expenses are not expected to exceed $500 for the project. 27 TIME-COST SECTION Additional work Should Lake Elmo request and authorize additional work, we would invoice the City at an agreed upon fee or our standard hourly fees. STANDARD HOURLY RATES Staff level Hourly rates Principal, Partner, Managing Director $320 Director, Senior Manager $270 Manager $225 Senior Staff $195 Staff $165 BAKER TILLY'S STANDARD HOURLY RATES We will base additional services on our standard hourly rates. We will always tell you if the assistance you need is out of scope and never perform additional work without approval. Additional work would include work outside the scope of services as agreed to including, but not limited to: – Additional peer organizations – Additional benchmark positions – Additional pay structures – Additional implementation scenarios – Additional position descriptions – Additional job audits – Additional on-site meetings – Additional reports – Appeals process – Work related to a special request Best and final offer Our experience has shown that the greatest risk in a study of this nature is the City’s ability to conduct an “apples to apples” comparison of the services recommended by different vendors. From various approaches to measuring internal equity, to quality control standards of market data, and even perceived best practices in the design and implementation of a pay structure – then, how those aspects are priced by responding firms. Baker Tilly’s staff understands the impact these differences can have on project deliverables including the overall ability to adopt the results. We would welcome the opportunity to discuss the advantages and disadvantages of our approach to assist your organization making an informed decision about its study. If Baker Tilly is identified as a provider of choice but our professional fees or timeline exceed those of other submittals, we would be pleased to review the competing scope of services and prepare a best and final offer relative to those modified deliverable expectation. Negotiations If selected, we will provide the City of Lake Elmo with our standard engagement terms. Should the City wish to provide alternate terms or proceed on the basis of its own format agreement, we would require the ability to negotiate mutually acceptable terms and conditions prior to executing a final contract. 28 Appendix I: Resumes The City’s handpicked engagement team members are well-versed and experienced specialists. 29 SECTION TITLE DIRECTOR Ann Antonsen Ann Antonsen, a director with Baker Tilly, has been with the firm since 2005. Ann is a consultant with a strong background in organizational management and human resources which she uses effectively in developing position analyses, classification and compensation studies, performance management, evaluation system development and staff training for the public sector. She is dedicated to using her well-honed abilities to assist governmental agencies in developing and growing meaningful legacies. Specific experience – Performs organizational assessments and studies, revises and develops personnel policies and manuals and conducts organizational management training and provides general human resources assistance – Strong background in organizational management and human resources – Experience serving government organizations – Provides human resources management services for large suburban communities and regional centers – Human resources experience in both public associations and private corporations Industry involvement – International Public Management Association in Human Resources (IPMA) Baker Tilly US, LLP 380 Lake Elmo Street Suite 300 Saint Paul, MN 55101 United States T: +1 (651) 223 3057 ann.antonsen@bakertilly.com bakertilly.com Education Bachelor of Arts in psychology University of Minnesota- Minneapolis 30 SECTION TITLE SENIOR MANAGER Jada Kent, CCP Jada Kent, a manager at Baker Tilly, has been with the firm since 2015. Jada is a senior manager in the Plano, TX office, experienced in providing comprehensive classification and compensation services to public sector organizations. Prior to this role, she provided other Management Consulting Services within Baker Tilly, such as Organization Management and Executive Recruitment. Before joining Baker Tilly, Jada served in the United States Army and the Texas Air National Guard, respectively, as a Public Affairs Specialist. Specific experience – Base pay structure design – Compensation philosophy design – FLSA review; job classification/job architecture – Job description development – Job evaluation (Point Factor) – Market survey and analysis – Pay compression analysis – Pay equity analysis – Pay plan/project implementation – Pay policy development – Supervisor/management training – Compensation consulting experience in Arizona, Connecticut, Florida, Indiana, Iowa, Louisiana, Michigan, Minnesota, Mississippi, Missouri, New Hampshire, New Mexico, North Carolina, Ohio, Oregon, Pennsylvania, Tennessee, Texas, Virginia, Washington, Wisconsin – Compensation consulting experience with: Cities, Counties, State Legislatures, Judicial Branch, Libraries, Housing Authorities, Municipal Associations, Power Agencies, Transportation Authorities, Utilities, and Water/Wastewater Authorities Industry involvement – North Texas Compensation Association (NTCA) – International Public Management Association for Human Resources (IPMA-HR) – National Form for Black Public Administrators (NFBPA), North Texas Chapter Baker Tilly US, LLP 2500 Dallas Parkway Suite 300 Plano, TX 75093 United States T: +1 (972) 748 0514 jada.kent@bakertilly.com bakertilly.com Education Master of Public Administration (MPA) University of Texas – Dallas Bachelor of Arts, U.S. history University of North Texas (Denton, TX) 31 SECTION TITLE SENIOR MANAGER Jada Kent, CCP Page 2 Continuing professional education – Certified Compensation Professional (CCP) Industry/Community Involvement – North Texas Compensation Association (NTCA) – NTCA Compensation Career Exploration Program Committee – World at Work, Total Rewards Association – International Public Management Association for Human Resources (IPMA-HR) – North Texas Chapter, National Form for Black Public Administrators (NFBPA) Thought Leadership – “Your organization’s compensation philosophy: what is it, what should it contain and why is it important?” Accelerated Indiana Municipalities Ideas Summit 2021 – “Implementing a successful Classification and Compensation Study,” Wisconsin GFOA Human Resources Conference, September 2021 – “In a World Competing for Hard-to-find Talent, Skill-Based Pay can be your Secret Weapon,” Illinois County/County Management Association Newsletter September 2021 – “Salary benchmarking: selecting peer organizations for comparison,” bakertilly.com 2021 – Panelist on “Talent management in a post-pandemic world”, Resiliency on the Rise: Baker Tilly Public Sector Virtual Summit, June 2021 – “Don’t be a (title) creep,” bakertilly.com 2021 – “Keeping classification and compensation up-to-date during COVID-19,” CommuniTIES: A Baker Tilly public sector podcast, October 2020 – Panelist on “How to attract and retain talent in organizations,” University of Texas at Dallas, Public & Nonprofit Management Program 2020 32 SECTION TITLE PROJECT MANAGER Brenda Turner, CCP Brenda Turner, a project manager with Baker Tilly, joined the firm in 2020. Brenda is a project manager in Baker Tilly’s human capital practice. She is experienced in providing compensation design, implementation and program management services in a variety of industries. Before joining Baker Tilly, Brenda served in compensation leadership and analyst roles in the airline and technology industries. She has also served in finance and accounting roles in the hospitality and technology industries. Specific experience – Compensation structure design and implementation, including market- based and point factor approaches – FLSA and internal pay equity analysis and implementation – Job documentation and job description development and publication – Base salary, short term and long term incentive design and program management – Executive compensation VP to C-Suite to CEO program design and management – Organization transactions (M&A, IPO, Private Equity) – Compensation management technology design, implementation and administration Industry involvement – World at Work (WAW) – Society for Human Resource Management (SHRM) Continuing professional education – Certified Compensation Professional (CCP) Baker Tilly US, LLP 2500 Dallas Parkway Suite 300 Plano, TX 75093 United States T: +1 (214) 543 3383 brenda.turner@bakertilly.com bakertilly.com Education Master of Business Administration University of Texas (Dallas, Texas) Bachelor of Business Administration Dallas Baptist University 33 SECTION TITLE SENIOR CONSULTANT Jama McClung Jama McClung, a senior consultant with Baker Tilly, has been with the firm since 2010. Jama joined Baker Tilly as part of the executive recruitment team. She now works as a consultant with the human capital team specializing in classification and compensation studies, performance evaluations and benefits review. Specific experience – Specialty focus is classification and compensation studies, performance evaluations and benefits review – Performed prior consulting support work as a capital project assistant for healthcare IT financial system conversions and IT infrastructure upgrades – Served as a public finance assistant supporting senior living and healthcare public finance bankers Baker Tilly US, LLP 8219 Leesburg Pike Suite 800 Tysons, VA 22182 United States T: +1 (804) 622 6991 jama.mcclung@bakertilly.com bakertilly.com Education Coursework completed Glenville State College (Glenville, West Virginia) Currently completing coursework toward a bachelor’s degree in Business Administration 34 SECTION TITLE ANALYST Olivia Fisher, SHRM-CP Olivia Fisher, an analyst with Baker Tilly, has been with the firm since 2019. Olivia is an analyst with a strong background in human resources, non- profit and hospitality work that she uses effectively in coordinating projects, collecting data and developing job descriptions. She assists in position analyses, classification and compensation studies. Olivia is committed in using her abilities and continued training to assist governmental agencies. Specific experience – Specialty focus in classification and compensation studies, performance evaluations and benefits review – Performs research and analysis work on various projects; gathers related project data and participates in the execution of various research and evaluation studies; assists in the preparation and development of recommendations based on findings; prepares related reports – Experience in creating training and development plans in relation to an organization's strategies and objectives – Experience in consultation, guidance and coaching, and project management – Experience assisting organizations with the interpretation, application and resolution of employment topics and issues in various HR areas such as hiring, onboarding, training, employee handbooks and policies, performance management, demotions/promotions, conflict resolution, termination procedures, state/federal employment law, etc. – Experience in non-profit work coordinating and directing multiple events and staff Baker Tilly US, LLP 8365 Keystone Crossing Suite 300 Indianapolis, IN 46240 United States T: +1 (317) 465 1644 olivia.fischer@bakertilly.com bakertilly.com Education Bachelor of Arts, international studies and Spanish Indiana University – City of Bloomington 35 SECTION TITLE ANALYST Thomas Patton Thomas Patton, an analyst with Baker Tilly, has been with the firm since 2019. Thomas is an analyst for the human capital practice, focusing on data collection and analysis, as well as job description formulation and writing. He contributes to the team’s endeavors by securing quality data to facilitate successful compensation and benefits studies. Thomas also supports the team by drafting job descriptions for positions being studied within a project. His expertise assists the team through the coordination of projects and ensures smooth transitions between each phase. He brings an abundance of knowledge from working with governmental entities from states such as Arizona, Indiana, Kansas, Minnesota, Virginia, Washington and Wisconsin. Specific experience – Assisting with compensation and benefit project coordination – Collecting and submitting employee positional analysis questionnaires – Coordinating compensation and benefit surveys – Performing data entry and analysis – Providing client support services Baker Tilly US, LLP 225 South Sixth Street Suite 2300 Minneapolis, MN 55402 United States T: +1 (651) 223 3033 thomas.patton@bakertilly.com bakertilly.com Education Bachelor of Science, human resources development University of Minnesota – Twin Cities 36 Appendix II: Sample materials Sample materials from recent projects are provided to assist in the City’s decision-making process. Instructions for Completing Your Position Analysis Questionnaire Please read these instructions before completing your Position Analysis Questionnaire (PAQ). This form is used to obtain information about your position and will be used to develop a class description. The questionnaire consists of multiple-choice and fill-in-the-blank questions; please be clear, accurate and complete. For multiple-choice questions, please check only the appropriate box on the left-hand side of the document; the right-hand box is for your supervisor or department/division head to complete; check only one box per question, except for question 20 and the American with Disabilities Act section. Please complete and return the PAQ to your supervisor. Tips for Completing Your PAQ • Spell out acronyms – acronyms may be exclusive to your department and mean something else nationally or to another part of the organization • Minimum Requirements – Answer the questions based on the minimum requirements needed to perform the duties of the position - you may have 10 years of experience, but would a new hire need that to do the job? • Priority/Description of Duties – Question number nine (9) is the most important question, which requests the priority and description of your duties. This question provides you the opportunity to explain your day-to-day duties in your words. Give this question extra thought and provide your response as clearly and completely as possible, so that someone who has never met you or performed your duties may understand what your job entails. Think about your day, week, month and even year on the job; some major duties are performed annually. Begin with your most important duty and continue on down to the least important duty. Try to keep the description to one-line or short phrases; begin each statement with a verb. Avoid paragraphs. As a percentage, indicate the amount of time that it takes for you to complete each of the described tasks. Please keep in mind that the most important duty may not take the highest percentage of time. Percentages should total 100%; it is strongly recommended that these percentages should be no smaller than 5%. TO: Supervisors and/or Division/Department Heads SUBJECT: Instructions for Completing Position Analysis Questionnaire After the employee or group of employees under your day-to-day supervision has completed a PAQ, they should return them to you for your review and verification. You will want to check the appropriate boxes on the right-hand side of every page, either agreeing or disagreeing with the boxes the employee has checked on the left-hand side. There is a section on Page 5 where you can comment on the accuracy and completeness of the employee’s response. Please note any comments in this section and do not make any changes to employee responses. Baker Tilly US, LLP 225 South Sixth Street, Suite 300 Minneapolis, MN 55402 Tel: 651-223-3000 Fax: 651-223-3002 www.bakertilly.com Position Analysis Questionnaire 1. Name(s) (Last, First) 2. Current Position Title 3. Current Annual Salary 4. Immediate Supervisor’s Title 5. Department/Division 6. Date of Hire with Agency 7. How many hours are you scheduled to work in a week? 35 37.5 40 43 56 Other Explain shift rotation, stand-by, call back, etc. 8. Date of Hire in Position 9. Job Summary - Briefly describe the purpose of your job in one (1) to three (3) sentences or phrases. This summary will describe your job in a manner similar to a job advertisement. It is a summary of the job’s principle duties, as you might explain if someone asked you about your work. It is not intended to be an exhaustive list of duties and responsibilities. Start with an action verb describing the main activity covered in each of your sentences or phrases, add the subject of the activity and conclude with the person, group or entity for which the work is performed. In short, tell us “What do you do, how you do it, and for whom is the work performed?” Example: “Maintains facility and surrounding grounds by conducting minor maintenance, repair, landscaping, and custodial activities for the Parks and Recreation Department.” Supervisor Comments to Job Summary 10. Essential Functions/List of Duties - List the duties you perform from most to least important, until you have detailed all the major duties that you perform. These descriptions should be short phrases and should begin with a verb (e.g. analyzes, approves, assigns, checks, codes, composes, files, manages, reviews, routes, repairs, sorts, trains, verifies, etc.). In the left column, indicate the percentage of your time devoted to each duty. The total should amount to 100%. Duties that account for 5% or less of your time are not considered major and can likely be rolled into another entry. 100% Supervisor Comments to Essential Functions Position Analysis Questionnaire 11. Current Title Do you think your current position title appropriately reflects the work? Yes No If No, please provide the title that would be more appropriate: Supervisor Comments to Current Title 12. Education and Experience Please indicate the minimum education and minimum experience level required to complete the normal, day-to-day tasks of this position: Employee (check one) Supervisor (check one) Less than High School Diploma or GED .............................................................................................................. High School Diploma or GED. .............................................................................................................................. Associate’s Degree............................................................................................................................................... Bachelor’s Degree ................................................................................................................................................ Master’s Degree ................................................................................................................................................... PhD....................................................................................................................................................................... Other ........................................................................................................................................................ Required Degree Major or Coursework: Years of Experience No experience ...................................................................................................................................................... Less than one year (minimal) ............................................................................................................................... One to three years (moderate). ............................................................................................................................ Three through five years (considerable) ............................................................................................................... Six or more years (extensive) ............................................................................................................................... Specific Type of Experience Required: .................................................................................................................... 13. Licenses, Certificates and Registrations Please indicate if there are any licenses, certificates and/or registrations required to perform your job (e.g. driver’s license). Spell out acronyms and abbreviations. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) Are these required: Upon Hire Within 6 months Within 1 year Within 2 years If requirement is specific to the license, certification, or registration, please indicate timeframe by each one individually. 14. Special Training Please indicate if there is any special training required to perform your job. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) Are these required: Upon Hire Within 6 months Within 1 year Within 2 years If requirement is specific to the training, please indicate timeframe by each one individually. 15. Work Complexity Complexity and difficulty level associated with the tasks necessary to complete your work. Consider the level of judgment, analytical ability and creativity required and whether there are standards, policies and procedures that guide your actions. Regular and repetitive tasks, processes or operations requiring the selection and execution of actions based on defined procedures ...... Fairly standard procedures and tasks where basic analytical ability is required, such as comparison of numbers and facts to select the correct actions. Detailed guidelines and procedures are generally used to make decisions or determine actions. ................ Requires the application of a variety of procedures, policies and/or precedents and moderate analytic ability in adapting standard methods to fit facts and conditions. ................................................................................................................................................. Position Analysis Questionnaire Considerable analytical ability is needed to select, evaluate, and interpret data from several sources; interpretation of guidelines, policies and procedures is required................................................................................................................................................................ Widely varied and involving many complex and significant variables, requiring analytical ability and inductive thinking in adapting policies, procedures, and methods to fit unusual and complex situations. ................................................................................. 16. Work Level Level of work required to complete your normal, day-to-day duties satisfactorily. Handles every day, reoccurring basic assignments and problems ................................................................................................................ Handles a variety of typical assignments and problems independently ......................................................................................................... Senior or supervisory level; handles all assignments and problems except those requiring policy or procedural change ........................... Managerial in nature; directs all assignments and deals with all problems .................................................................................................. 17. Interpersonal Skills and Communication Skills Skills required during your day-to-day duties: Little or no contact required except with immediate associates and direct supervisor. ................................................................................. Regular contact within the department and periodic contacts with other departments, outside agencies and the general public. ............... Regular contact within the department and other departments, outside agencies and general public (supplying or seeking information) on specialized matters. ................................................................................................................................................. Outside and inside contacts to carry out organization programs or occasional contacts with officials at higher levels on matters requiring cooperation, explanation and persuasion, or work requiring enforcement of laws, ordinances, policies, and procedures. ........... Regular contact with persons of importance and influence involving considerable tact, discretion, and persuasion. ................................... Continuing contact involving difficult negotiations calling for well-developed sense of timing and strategy; representing department or organization in policy settings .................................................................................................................................................................... Please list people or groups with whom you must interact and/or communicate in the performance of your job. (e.g.: citizens, customers, clients, elected officials, supervisors, subordinates, consultants, engineers, etc.) 18. Working Conditions Conditions you are subjected to during your day-to-day duties: Absence of disagreeable conditions............................................................................................................................................................... Involves occasional exposure to some disagreeable elements (dust, heat, fumes, cold, noise, vibration or wetness) and accidents are improbable other than minor injuries. .............................................................................................................................. One or more elements above; involves frequent exposure to hazards where lost-time accidents are definitely possible ........................... Several elements above are occasionally present to the extent of being objectionable or regular exposure to work situations that could result in incapacitating accidents or, on occasion, loss of life. ...................................................................................................... One or more of the above elements are regularly present and objectionable, or continuing exposure to work situations that could result in incapacitating accidents or periodic exposure to situations involving hazards that could result in total disability, critical illness or loss of life ................................................................................................................................................................................................... Continuous exposure to work situations involving hazards that could result in total disability, critical illness or loss of life, despite the provision and/or implementation of available safety measures. .............................................................................................................. 19. Mental Stress and/or Effort Conditions you are subjected to during your day-to-day duties: Limited mental effort and/or stress ................................................................................................................................................................. Some mental effort and stress involved resulting in inconvenience and frustration. ..................................................................................... Considerable mental effort and stress............................................................................................................................................................ Serious mental stress involved that could, over a period of time, result in temporary nervous disorder and severe mental anguish. ......... Severe mental stress involved that could result in permanent nervous disorder/mental instability ............................................................... 20. Level of Responsibility How much freedom or independence is required or allowed in the performance of your normal day-to-day duties: Close supervision, or tasks are so routine and standardized that they do not require supervision. .............................................................. Moderate supervision within standard operating procedures; supervisor or senior workers are generally nearby to answer questions, make “judgment calls” and/or prioritize work............................................................................................................................................................ Limited supervision with general autonomy in determining how objectives are achieved; supervisors generally set operating benchmarks, goals, and objectives ................................................................................................................................................................ General direction, based on broad goals and policies ................................................................................................................................... Position Analysis Questionnaire Involves setting policies and goals for the department or organization operation ......................................................................................... 21. Organizational Impact and Consequences How your day-to-day duties impact the organization and the consequences of those duties: Supportive, informational, recording, or other services to assist others in producing correct and effective results; minor consequences ... Assisting and supporting others or individually providing data or facilitating services for use by others; minor to moderate consequences Daily actions or services affect individual clients/citizens; activity has moderate impact on specific cases in service area. ........................ Participating with others (within and/or outside of community/agency) in program development, service delivery and supervision of subordinate staff; moderate to serious impact. .......................................................................................................................................... Major individual impact on and accountability for end results affecting organizational unit or total community/agency. ............................... 22. Supervision and/or Oversight The scope and type of responsibility that you exercise as a supervisor or lead worker of other employees. (Supervisor’s comments regarding this information may be provided in the Supervisor’s Comments section) Do you supervise or have oversight of other positions: Yes, continue in this box No, continue to next section Please check all that apply: N/A Work Group/Team Unit/Section Division Department Organization List the positions by title, along with number of individuals within the position, that you have responsibility for: For the positions listed above, do you effectively recommend or take action on the following: Effectively Recommend Take Action Effectively Recommend Take Action Hire Suspend Assign Work Terminate Direct Work Discipline (Oral Reprimand) Reward Discipline (Written Reprimand) Transfer Evaluate Performance Promote Demote Adjust Grievances Coach and/or Counsel Train Develop Staff Schedules Inspect Work Other ** Note, this section does not measure oversight of “programs” “projects” or 3rd party vendors/contractor. This section is asking what level of supervision to you have over other employees within your organization and how many employees. Position Analysis Questionnaire Supervisor’s Comments (To be completed by immediate supervisor of employee) Are the statements provided by the employee accurate and complete? Yes No Please indicate any inaccuracies or incomplete items. I certify that the answers to the above questions are my own and to the best of my knowledge and belief are correct and complete. Employee Signature Date Supervisor or Dept/Div Head Signature Date Americans with Disabilities Act Supplemental Information Form Page 7 In order to assist in developing class descriptions which recognize and accommodate the requirements of the Act, each employee is requested to complete the attached ADA supplemental information form. Please check only those physical requirements or activities and sensory requirements that are absolutely necessary to perform the essential functions of your job and those environmental conditions which apply. If options provided are not applicable, please do not check the corresponding box. The employee should check the appropriate box on the left side of the form. Supervisors should review information provided by the employee and verify the requirements of the position by checking the appropriate box on the right side of the form. 1. The physical requirements of this position. Does this job require that weight be lifted or force be exerted? If so, how much and how often? Check the appropriate boxes below. Employee Amount of Time Supervisor’s Input None up to 1/3 1/3 to 2/3 2/3 & up None up to 1/3 1/3 to 2/3 2/3 & up Up to 10 pounds of force Up to 25 pounds of force Up to 50 pounds of force Up to 100 pounds of force In excess of 100 pounds of force What is being lifted: 2. The physical activity of this position. How much on-the-job time is spent in the following physical activities? Show the amount of time by checking the appropriate boxes below. Employee Amount of Time Supervisor’s Input None up to 1/3 1/3 to 2/3 2/3 & up None up to 1/3 1/3 to 2/3 2/3 & up Stand Walk Sit Speak or hear Use hands to finger, handle or feel Climb or balance Stoop, kneel, crouch or crawl Reach with hands and arms Taste or smell Push or pull Lifting Repetitive Motions Employee (check all that apply) Supervisor (verify job requirement) 3. The sensory requirements of the position are: Visual Acuity Standard vision requirements................................................................................................................................................................... Close vision ............................................................................................................................................................................................... Distance vision ......................................................................................................................................................................................... Ability to adjust focus ................................................................................................................................................................................ Depth perception ....................................................................................................................................................................................... Color perception ....................................................................................................................................................................................... Night vision ................................................................................................................................................................................................ Employee (check all that apply) Supervisor (verify job requirement) Peripheral vision........................................................................................................................................................................................ Vocal Communication Expressing or exchanging ideas by means of the spoken word. ........................................................................................................... Detailed or loud talking to convey detailed or important spoken instructions to others accurately, loudly, or quickly. ........................ Hearing Perception Ability to recognize information at normal spoken word levels. .............................................................................................................. Ability to receive detailed information through oral communications and/or to make fine distinctions in sound. ................................. Sensory Utilization Preparing and analyzing written or computer data .................................................................................................................................. Visual inspection involving small defects and/or small parts .................................................................................................................. Use of measuring devices ........................................................................................................................................................................ Assembly or fabrication of parts within arm’s length ............................................................................................................................... Operating machines, including office equipment..................................................................................................................................... Operating motor vehicles or equipment ................................................................................................................................................... Observing general surroundings and activities ....................................................................................................................................... 4. The environmental conditions the worker will be subject to in this position. How much exposure to the following environmental conditions does this job require? Show the amount of time by checking the appropriate boxes below. Employee Amount of Time Supervisor’s Input None up to 1/3 1/3 to 2/3 2/3 & up None up to 1/3 1/3 to 2/3 2/3 & up Wet, humid conditions (non-weather) Work near moving mechanical parts Work in high, precarious places Fumes or airborne particles Toxic or caustic chemicals Outdoor weather conditions Extreme cold (non-weather) Extreme heat (non-weather) Risk of electrical shock Work with explosives Vibration Breathing apparatus Exposure to blood borne pathogens Other: Other: Other: 5. Typical Noise Level Employee (check only one) Supervisor (verify job requirement) Very Quiet (e.g. park trail, storage, or file room) ..................................................................................................................................... Quiet (e.g. library, private offices) ............................................................................................................................................................ Moderate Noise (e.g. business office with typewriters and/or computer printers, light traffic) .............................................................. Loud Noise (e.g. heavy traffic, large earth-moving equipment) .............................................................................................................. Very Loud Noise (e.g. jack hammer work, garbage recycle plant) ......................................................................................................... Prepared by: Dr. Tessia Melvin DDA Management Consultant 612-920-3320 x103 tessia@daviddrown.com CITY OF LAKE ELMO Classification and Compensation Services Proposal Submitted by DDA Human Resources, Inc. Page 2 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal 3620 Northome Avenue Wayzata, MN 55391 612-920-3320 x103 tessia@daviddrown.com January 7, 2022 Kristina Handt, City Administrator City of Lake Elmo 3800 Laverne Avenue North Lake Elmo, MN 55042 RE: Proposal for Job Classification and Compensation Study Dear Ms. Handt: We are pleased to be invited to submit a proposal to complete a classification and compensation study for the Lake Elmo. In the pages that follow, we have briefly provided information about DDA Human Resources, our staff credentials and experience, a detailed description of services to be provided and various levels of project scope. We have included cost for each option for 23 positions as follows: Option to include 23 Jobs Full Classification and Compensation Study: $15,900 Classification and Compensation Study without re-writing job descriptions: $12,450 Ongoing Maintenance: $5,400 annually **Alternative Option: to include 4 additional positions: $1,200 Three major factors distinguish DDA Human Resources from other providers: • All our employees come with years of public sector experience. We specialize in government and we know first-hand the challenges of managing public sector compensation. This helps us deliver practical, workable solutions. • We believe that classification and compensation can and should be managed as a practical, common-sense process – not as some theoretical or statistical exercise in regression analysis. We will help you design a compensation system that is technically solid and one you understand. We measure our effectiveness as a consulting firm not by studies completed, but by studies that are actually implemented. • We think a compensation should be actively managed as an ongoing program – not neglected and then fixed with a major compensation study like this. With proper on-going maintenance support, major disruptive and expensive compensation studies are unnecessary. We are pioneers in providing ongoing maintenance solutions. Our firm’s goal is to be known as the best human resources consultant in Minnesota. There is only one way to get there – by delivering exceptional service. We hope to work with you again. Sincerely, Dr. Tessia Melvin, Management Consultant Tessia Melvin Page 3 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal CONTENTS OF THIS PROPOSAL ■ Our Firm and Qualifications ■ Proposed Services ■ Our Service Team ■ Fees ■ References ■ Timeline ■ Our Philosophy for Classification Studies ■ Our clients OUR FIRM & QUALIFICATIONS Our parent company, David Drown Associates, Inc. has provided consulting services to over 450 units of government across Minnesota since 1997. Over these years, DDA staff has gotten to know government well and we continually strive to keep our services practical, useful, and up to date. Our history and corporate culture have grown from an honest desire to serve public sector clients in a practical and common-sense manner. We are not your ordinary consultant, we are: DDA Human Resources, Inc. was formed in 2013 to provide human resource support services exclusively to governmental clients in Minnesota. We currently offer services for executive recruitment, organizational design, and staff an HR Technical Assistance Program for the Association of MN Counties which provides technical advice and assistance to the HR staff of all the State’s 87 counties. Since activating our compensation section in 2016, we have worked with clients as small as 4 employees to as large as 1,500 employees. Our completed studies include: Past Practitioners With staff having practice experience we dliever studies that are technically sound but also practical, useful and understandable. Skilled in a Multi- Scope Approach We are trained in multiple evluation systems and have created numerous compensation models. We use what works best for the client. Innovative and continue to change based on client feedback We base our business on our clients' needs. We are pioneers in the ongoing maintenance service program. Dedicated to Implementation Our product includes more than a report. We provide budget implementation of possible solutions and work with the client through labor negotiations.TOTAL STUDIES101 COUNTY CLIENTS32 CITY CLIENTS 53 Other Entities16 Page 4 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal OUR SERVICE TEAM DDAHR maintains a staff of 10 individuals. We also maintain relationships with several independent consults in key specialty areas. Here is the Team we have assembled for your project: Dr. Tessia Melvin –Department Head and Project Lead for Lake Elmo Tessia heads the compensation and classification (C&C) services area of DDAHR. Over the past six years, Tessia has served as lead analyst on over 65 separate C&C engagements with Minnesota communities. She brings to the position nearly 13 years of diverse service to city and county government. As a City Administrator in Maple Plain, Minnesota, Tessia drafted five-year budgets, capital improvement plans, infrastructure improvement plans, and led strategic planning program. Working in Dakota County, Minnesota, Tessia provided leadership training, managed their performance management system, and worked with compensation and benefits. Dedicated to local governments and continued learning, Tessia earned her doctorate in Public Administration. Mark Goldberg, MA-HRR – Principal Consultant and Co-Project Lead Mark Goldberg is a Principal Consultant with the firm. Mark’s experience is broad and deep. He has held a variety of compensation leadership positions in media, high tech, manufacturing, local government organizations and the University of Minnesota. In addition, Mr. Goldberg has over 6 years of experience consulting with major public sector organizations around the country with a focus on project in Minnesota such as Koochiching County, the city of Red Wing and the City of Aitkin. He has a Master’s Degree in Industrial and Labor Relations from Cornell University and a Bachelor’s Degree in Human Resource Administration from Muhlenberg College. David Drown – Technical Support David is the founder and owner of DDA. David will lend his technical and statistical expertise to the team to manage the collection and analysis of market data, help calibrate your compensation plan, and calculate budget impacts. David received his undergraduate degree in civil engineering and served in local government as a registered civil engineer early in his career. He also holds an MBA in finance from the Carlson School of Management and has served as a finance and economic development consultant to numerous cities and counties across the State. Kelly Jones – Technical Support and Data Analysis Kelly received his Bachelor of Arts degree in Psychology and his Master of Science degree in Industrial and Organizational Psychology from Saint Cloud State University in Saint Cloud, Minnesota. Prior to entering the field of compensation, he served as a project coordinator and talent management specialist for Sleep Number and Robert Half. Kelly has spent the last 3 years as a technical analyst and compensation consultant, while assisting dozens of Cities and Counties across the United States with their compensation and classification needs. His work will be primarily focused on data collection and analysis, while also assisting the DDA team with any ongoing project needs. Elizabeth Blakesley – Clerical Support Elizabeth has worked at DDA for over 20 years. She will provide technical and clerical assistance to Page 5 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal coordinate the market surveying process and prepare documents. She will utilize her organizational and technological skills to help provide concise, professional work results. After attending the University of MN – Duluth, Elizabeth began working with local units of government in Minnesota with the MN Small Cities Association. Her work in municipal finance and economic development has given her a good insight into the operations of counties and cities throughout the State. SUPPORTING TEAM MEMBERS (Our Bench) Melanie Ault Melanie Ault brings to DDAHR over 20 years of experience leading Minnesota county human resources and labor relations operations with additional experience at the city, regional, and state levels. Melanie joined DDAHR in 2017, after serving as Washington County’s HR Director. You might recognize her by her passion for examining pending legislation and its ramifications for the public sector. Melanie holds BA, MAPA, and JD degrees, with further education in public administration. She is an avid supporter of professional organizations, serving on the state and national levels. She loves making new connections and looks forward to helping you find answers and ideas. Melanie is one of our AMC Human Resources Technical Assistance Program staff. George Gmach George has been doing classification and compensation study work in Minnesota for 30 years. He worked with the Stanton Group for 12+ years with management responsibility for salary and benefit surveys and compensation consulting. His experience has crossed multiple industries and included private, non-private and public sectors. George also worked at Employers Association and its successor for 16 years. During his career, he has designed and conducted several hundred compensation and benefit surveys and has implemented multiple compensation programs in large and small organizations across all sectors. He designed and modified job evaluation systems and implemented them in the public sector. He has worked with the Minnesota Pay Equity Statutes since their inception. In addition, he is a military veteran who served as a combat medic in Vietnam. REFERENCES Reference #1: City of Victoria, Minnesota Contact: Gwen Campbell, Communications and HR Manager 952-443-4230 gcampbell@ci.victoria.mn.us Contract dated: May 15, 2019 – completed October 2019, we continue to provide ongoing maintenance Scope of Services: This was a full-service class and comp study for a rapidly growing suburban community. We updated all job descriptions including several new job titles; classified all job titles using DDA’s JET system, completed a market analysis of 14 benchmark communities (93% Page 6 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal participation) and 5 “spotlight communities”, evaluated two alternative salary plans with pay ranges calibrated at 100% of benchmark averages, and provided an implementation plan with employee-by- employee grade/step assignments and a calculation of budget impact. Victoria says they plan to enroll in DDA’s ongoing service program. Reference #2: City of Fridley, MN Contact: Becca Hellegers, Employee Resources Manager, 763-572-3507, Becca.Hellegers@FridleyMN.gov Contract Dated: February 2020 – December 2020, the have entered an ongoing maintenance contract with us Scope of Services: DDA was originally engaged to complete a market study only of wages paid to 97 position descriptions. The work plan was expanded to have us perform a full classification and compensation study for all positions, classifying all jobs and designing a new pay plan for the City. Reference #3: City of Golden Valley, MN Contact: Kirsten Santelices, HR Director 763-593-3989 ksantelices@goldenvalleymn.gov Contract Dated: January 2020 – completed December 2020, we continue to provide ongoing maintenance Scope of Services: All job titles were reclassified using the JET evaluation system, and several employee challenges were reviewed and resolved. Market wage study revealed that the current pay plan wages averaged about 5% below the benchmark average. We developed a new pay plan with expanded steps, reviewed several approaches for implementation, and ultimately arrived at a plan that worked within the City’s limited budget. Reference #4: Rochester, MN Contact: Linda Hillenbrand, HR Director 507-328-2561 lhillenbrand@rochestermn.gov Contract Dated: October 2021 for ongoing maintenance Scope of Services: This is an example of a client engagement with a scope of services looking to maintain their current classification system. We learned a new classification system, their job positions and are able to maintain their pay philosophy, job descriptions and maintain competitive pay without having to complete an entire study. Page 7 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal OUR PHILOSOPHY FOR COMPENSATION STUDIES Government is in the service delivery business, and quality service requires quality employees. An effective compensation system will help you attract and keep talented employees. Likewise, an out-of- date or ill-conceived compensation system will produce turnover and hamper efforts to recruit quality replacements. In the real world of limited resources, government is increasingly expected to do more with less. Accordingly, a community’s pay philosophy must strike a reasonable balance between a desire to pay your good employees well to retain their good services, while at the same time controlling costs to keep faith with the taxpayers. Designing a pay system is not easy, every community is different, and a “one size fits all” approach seldom produces a good result. As we work with you to build the best compensation system for your community, we keep four very practical objectives in mind: Compensation and Benefits •Competitive to hire, retain, and motivate qualified employees Internal Equity •Satisfy MN Pay Equity Requirements Positive and Transparent •Be open and fair to employees, managers and unions Customized •Establish a pay philosophy based on your organization We approach compensation study work as a practical, common-sense process – not as some theoretical or statistical exercise in regression analysis. We collect information, analyze it, and communicate our findings in simple understandable ways. Our honest goal is to help you design a compensation system that is technically solid, is one you actually understand, and one that works better than what you have now. We measure our effectiveness as a consulting firm not by studies completed, but by studies that are actually implemented. We do this through customizing your competitive pay philosophy. •Approved benchmarks o We will help create a list that matches your demographics, service level, tax capacity, employee numbers and other factors that fit your organization •Market results that illustrate where you are to the market •Determine a pay philosophy of where you want to be in relation to the market •Adjusting your pay structure •Ongoing maintenance WE CUSTOMIZE YOUR COMPETIVE PAY BY: Page 8 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal Rewrite Job Descriptions (included with full Classification and Compensation Study and Ongoing Maintenance, but can do jobs as needed for $150) ■ Review of Current System: DDA HR will review current job descriptions and provide any comments on any recommended changes. ■ Position Analysis Questionnaire (PAQ)- DDA will work with you to design a PAQ that reflects your needs. This document is critical to the process as DDA will use it to create the job descriptions and to evaluate all positions. ■ We will distribute a position analysis questionnaire (PAQ) to all employees and their supervisors, asking them to outline all the important requirements for and duties of the job. ■ Based upon the information on the PAQs, the job description for each position will be updated or rewritten in standardized format developed with and approved by the Project Team. ■ Employees and supervisors will be asked to review the new job descriptions, and we will guide a controlled process for employees to appeal the content of descriptions before they are finalized. ■ Addition job descriptions may be added to provide for internal promotional opportunities, or jobs may be consolidated to make administration easier. ■ Final job descriptions will be submitted for final approval by department heads, the Proposed Services Introduction and Project Orientation (Included in all options) ■ Project Initiation Meeting: Facilitated by DDA HR with applicable stakeholders as appropriate (1) to address current issues related to compensation, pay structure, policies, philosophies, and strategies, (2) to discuss the strengths and weaknesses of the current compensation system and (3) to identify possible barriers to implementing and maintaining change. ■ Information Collection: Organization & salary material collected, including an employee roster, detailing key information (salary, job title, pay grade, etc.). ■ Project Administration: Meeting with Project Team to develop and confirm detailed project schedule and review system history/materials. ■ Define Communication Strategy: Partner with the County to design a communication strategy that combines best practices in the industry with practical applications and tools. ■ Employee Orientation Sessions (optional): Conducted virtually, with one session recorded so any employee who is unable to attend can see the information presented. ■ Job Description Review: We will undertake a general review of your existing job descriptions and recommend changes to assure compliance with ADA and other State and Federal Requirements. We can rewrite any job descriptions for an additional cost. Page 9 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal Project Team and governing board. ■ Job Description Appeal Process: Once jobs descriptions are completed, employees and supervisors will review. If changes are needed, they will complete a Job Description Appeal form. ■ DDA will review appeals and work with Project Team and employees to create consistent results. Job Evaluation (Included in all options) Job classification is a series of decisions about how a position is valued within an organization. Each factor requires a decision as to how the job under consideration will be rated using levels that are increasingly complex and of great impact, frequency, or quantity. We look at the job rather than the employee. Jobs are evaluated as they exist, or as the management plan says that they should exist, to meet the needs of the organization. ■ Review of Current System: DDA HR will review current job descriptions and provide any comments on any recommended changes. ■ Job Evaluation: DDA HR will use the existing system to evaluate all jobs using the information gathered from the PDQs. ■ Appeal of Assigned Grade: DDA HR will partner with the County to design a structure that aligns internally. However, we strongly recommend an appeal process should an employee feel that their position was assigned an incorrect grade. We will provide forms and a process for the County to use for these appeals with all appeal decisions reviewed by Council. ■ Recommend Changes to Current System: DDA HR will conduct analysis of existing classifications and provide recommendations on any changes to current classification plan, to include recommendation of standard classification and titling conventions. ■ Review Fair Labor Standards Act (FLSA) Designations: DDA HR will review exempt and non-exempt designations to ensure they are appropriate for classifications and make recommended changes, where appropriate. Market Analysis (included in all options) ■ MN Data: DDA HR, in collaboration with the Project Team, will (1) confirm the labor market, (2) identify comparable organizations and gather data from various sources including the League of MN Cities, the Association of MN Counties and our roster of data from previous clients. We will work with the Project Team to select a group of benchmarks who you compete for talent, organizations that are similar to your services, and organizations that have similar factors including population, tax capacity, budget, number of employees and others as directed by the Project Team. ■ We will collect detailed wage information on all jobs that you have in common with these communities – not just a selected list. We plan to utilize the wage survey data that is annually collected in the LMC/AMC wage data base, supplemented by other sources as needed to provide a meaningful set of comparison data. We will organize the results of this analysis using a series of graphs and charts that are designed to clearly show how your current pay ranges and wages compare to those of benchmark entities. Page 10 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal This is the information needed to develop of a pay structure that balances both internal and external equity and assures compliance with State Pay Equity Compensation Standards. Pay Grid Calibration (included in all options) • Data Analysis: DDA HR will perform the following activities on all data: (1) perform a competitive analysis, (2) conduct a diagnostic review of the current salary structures to identify opportunities for simplification and reduction in pay compression and (3) recommend updates to the existing pay structures or develop pay structures. • We will provide recommendations and options for either an adjustment of your existing compensation plan, or a replacement plan that produces a better match with your compensation philosophy. • We will fine tune the plan to establish fair and equitable compensation relationships within and outside the organization that are workable within a union and non-union environment. • We will provide system testing to assure that any option proposed will comply with the State’s pay equity standards and Federal requirements. Predict Payroll Cost Implementation (included in all options) • We will outline transition options and next steps/costs. • We will evaluate the cost/budget implications of up to two (2) alternative implementation strategies that consider your current budget constraints. The objective of this work is to provide you with meaningful, employee-by-employee level information that is useful for your detailed budgeting use. • We will prepare final documents for the plan, including presentation, policy, guidelines, and procedures for administration. Any written and computerized data and supporting information will be submitted as appropriate or requested. Final Report (included in all options) • Draft Report and Communications Plan: DDA HR develops draft report and communications plan and discusses report elements with the Project Team • Quality Assurance: DDA HR conducts quality assurance reviews and provides the draft report to the County for review and feedback. • Final Report: DDA HR discusses consolidated feedback from the County and finalizes the report and communications plan. • Guidelines and Policies: DDA HR provides the Project Team with compensation administrative guidelines and policies aligned with the updated/new system for review. • Final Presentation: DDA HR presents study findings and recommendations to officials. Page 11 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal Ongoing Maintenance This exclusive DDA Human Resources, Inc. program is designed to eliminate the need for large classification and compensation study every 4 to 6 years. Services include everything needed to keep a freshly updated compensation plan perpetually current. We find that over half of larger communities who have completed a compensation study with DDAHR have opted to convert to this management approach. Our ongoing maintenance scope generally includes a three-year commitment and includes the following services: ▪ We review, update and reclassify as necessary 1/3 of job descriptions annually. ▪ We annually update a market analysis of wages with benchmark communities and suggestion changes to pay plan as necessary to remain in tune with the market. ▪ For any new jobs or changed jobs, we will write and classify the position for placement in the compensation system. ▪ We will complete and submit a pay equity report every three years or when otherwise required. ▪ If desired, we will handle data input of wage data into the LMC/AMC salary system We will provide budget support by: ▪ Recommending an adjustment to your Pay Plan for the coming year based upon COLA and market factors. ▪ Preparing up to two (2) analysis of budget impacts of alternatives for wage adjustments. ▪ Making an annual presentation to the staff and/or selected group on the status of your compensation system. PROPOSED FEE FOR SERVICES PROPOSAL COST SHEET CONSULTANT HOURS TOTAL CONSULTANT FEES COST OF MATERIAL S, FEES, BONDS, TAXES OR SURCHAR GES TOTAL NOT TO EXCEED COSTS IDENTIFY ANY WORK NOT INCLUDED IN TOTAL COST, IF ANY COMPENSATION POLICY We will provide templates and suggestions as needed with no additional cost. We will work to complete the project. Included in our project orientation: $1,150 None $1,150 This would not include entire employee handbook policy review, just items related to classification and compensation POSITION ANALYSIS We will review job descriptions and provide Included in the full classification and None Full Study included for: This would be included in full- Page 12 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal a Position Review Form, if desired. compensation study for all jobs, otherwise $150 per job position to re-write $2500 Otherwise as needed for $150 study or added on per position in partial study. POSITION CLASSIFICATION EVALUATION 8 hours $3,450 $3,750 None LABOR MARKET EMPLOYERS’ CRITERIA AND SLECTION We will work with City Council to provide suggested list or use benchmark list already established. $5,000 $5,000 None COMPENSATION ANALYSIS AND BENEFITS We will work with project team to identify what benefits to analyze and how we will measure data. $2,000 $2,000 None CLASSIFICATION AND COMPENSATION SYSTEM AND COMPLIANCE TESTING Included in all our work, no additional charge $750 None SYSTEM PRESENTATION, TRAINING AND IMPLEMENTATION Included in all our work, no additional charge $1,500 Council could enter an ongoing maintenance agreement at the end of our work, for a reduced cost. Total not to exceed cost: $15,900 for entire study, for partial classification study without job description writing $11,950 and ongoing maintenance with 3-year commitment of $5,400 annually. Proposal Submitted by: Dr. Tessia Melvin, Project Lead for Lake Elmo Date: January 25, 2022 Company Name: DDA Human Resources 1. We have met all insurance needs and can provide, if selected. 2. We will set a concrete schedule for project after our Project Team meeting. 3. We have included our itemized fee schedule below. We work with the client to determine payment schedule. Some clients pay at the end, some pay in increments. FULL CLASSIFICATION STUDY FOR ALL 23 POSITIONS • GENERAL SETUP AND ADMINISTRATION: $1,150 • EMPLOYEE SURVEY OR POSITION REVIEW FORM AND REWRITE JOB DESCRIPTIONS: $3,450 TOTAL: $15,900 (EVERYTHING INCLUDED) Page 13 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal • JOB EVALUATION: $3,750 • MARKET AND BENEFIT ANALYSIS: $4,050 • PLAN DESIGN OR UPDATE: $2,000 • FINAL REPORT, TRAINING AND PRESENATION: $1,500 PARTIAL CLASSIFICATION STUDY (WITHOUT JOB DESCRIPTION WRITING) • GENERAL SETUP AND ADMINISTRATION: $1,150 • JOB EVALUATION: $3,750 • MARKET AND BENEFIT ANALYSIS: $4,050 • PLAN DESIGN OR UPDATE: $2,000 • FINAL REPORT, TRAINING AND PRESENATION: $1,500 Total: $12,450 (all included, but writing of job descriptions) ONGOING MAINTENANCE $5,400 annually ALTERNATIVE 1: TO INCLUDE FUTURE JOBS $1,200 to re-write, complete market analysis and evaluate 4 additional positions For clients who prefer to receive maintenance support in a less rigorous manner, we offer a full range of support services with standard pricing: • Write and classify a new or revised job description $300 per position • Classify a job description provided by client $150 per position • Market Wage Analysis $100 base fee plus $150 per position Hourly rates: • Professional $250 per hour • Technical Support $150 per hour • Clerical $100 per hour TIMELINE ITEM TASK COMPLETION DATE City Council to determine Project Scope Set Begin date Information gathering • Gather all pertinent background information • Gather salary information and review job description • Meet with staff, stakeholders, and Board Week 2 Job description review • Review of Current System: DDA HR will review current job descriptions and provide any comments on any recommended changes. Week 2 Page 14 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal Re-write job positions • Review of Current System: DDA HR will review current job descriptions and provide any comments on any recommended changes. • Job Evaluation: DDA HR will use the existing system to evaluate all jobs using the information gathered from the PDQs. • We include a Description Appeal Form and process. Week 6 Classify positions • Review of Current System: DDA HR will review current job descriptions and provide any comments on any recommended changes. • Position Analysis Questionnaire (PAQ)- DDA will work with you to design a PAQ that reflects your needs. This document is critical to the process as DDA will use it to create the job descriptions and to evaluate all positions. • We will distribute a position analysis questionnaire (PAQ) to all employees and their supervisors, asking them to outline all the important requirements for and duties of the job. • We include a Job Classification Appeal form and process. Week 7 Market Analysis of Wages and Benefits • DDA HR, in collaboration with the Project Team, will confirm the labor market and identify comparable organizations and gather data from various sources Begin Week 4 Pay Plan Design and Adjustment • Data Analysis: DDA HR will perform the following activities on all data: (1) perform a competitive analysis, (2) conduct a diagnostic review of the current salary structures to identify opportunities for simplification and reduction in pay compression and (3) recommend updates to the existing pay structures or develop pay structures. • We will provide recommendations and options for either an adjustment of your existing compensation plan, or a replacement plan that produces a better match with your compensation philosophy. Week 6-10 Final report • Draft Report and Communications Plan • Quality Assurance: DDA HR conducts quality assurance reviews and provides the draft report to the Project for review and feedback. • Final Report: DDA HR discusses consolidated feedback from the County and finalizes the report and communications plan. • Guidelines and Policies: DDA HR provides the Project Team with compensation administrative guidelines and policies aligned with the updated/new system for review. Week 10-14 Estimated timeline total *Note this will be determined by client and ability to get documents back to consultant. 10-14 weeks Page 15 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal OUR CLIENTS 53 City Classification and Compensation Study Clients Aitkin Glyndon Mayer St. Paul Park Audubon Golden Valley Medford Staples Brainerd Granite Falls Medina Thief River Falls Breezy Point Harmony Minneota Victoria Caledonia Hawley New Ulm Warroad Cannon Falls Howard Lake North St. Paul Watertown Clarks Grove Kasson Olivia Waverly Crosby Lake Elmo Pequot Lakes Zumbrota Detroit Lakes Lake Park Pierz Dundas Lakefield Pillager East Grand Forks Lanesboro Preston Eyota Little Canada Rochester Fairfax Mahnomen Rockville Fridley Mantorville Royalton Gaylord Mankato St. Augusta 32 County Classification and Compensation Study Clients Benton County Le Sueur County Big Stone County Mahnomen County Brown County Morrison County Clay County Mower County Cook County Murray County Chippewa County Olmsted County Dodge County Polk County Douglas County Rice County Fillmore County Rock County Freeborn County St. Louis County Goodhue County Swift County Houston County Wadena County Hubbard County Waseca County Jackson County Wilkin County Koochiching County Yellow Medicine County 16 Other Government Classification and Compensation Study Clients Brainerd Utilities Murray County Hospital Counties Providing Technology New Ulm Utilities Detroit Lakes Utilities Rice and Steele 911 Center Page 16 of 16 Lake Elmo, MN: Classification and Compensation Services Proposal East Regional Development Commission Southlake Minnetonka Police Department Headwaters Regional Development Commission Tri-Cap MN Prairie County Alliance Tri-County Community Corrections MN Multi Housing Authority Upper Valley Regional Development Center Mower County Soil and Water Conservation District Washington County Conservation District 630 Dundee Road, Suite 225, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING CITY OF LAKE ELMO, MINNESOTA Proposal for a Classification and Compensation Study January 17, 2022 GovHR USA, LLC (“GovHR”) is pleased to provide the City of Lake Elmo with this Proposal for a comprehensive Classification and Compensation Study, including a review of benefits, for employees in 23 positions in the organization. The Study will include an evaluation of the City’s overall employee compensation and pay structure to assure both internal and external (marketplace) equity, and a job audit for each position to determine appropriate classification. The Study conducted by GovHR will ensure that an equitable compensation system is in place that is both fair and competitive, enabling the City to recruit and retain qualified employees. The system will also be fairly easy to administer in an organized and consistent fashion, as well as sustainable for years to come. FIRM QUALIFICATIONS GovHR is a public management consulting firm serving municipal clients and other public-sector entities on a national basis. GovHR is led by Heidi Voorhees, President, and Joellen Cademartori, Chief Executive Officer. Our headquarters offices are in Northbrook, Illinois. GovHR is a limited liability company and is a certified Female Business Enterprise in the State of Illinois, working exclusively in the public sector. The company was formed as Voorhees Associates in February of 2009, and changed its name to GovHR USA in 2013. GovHR provides service to jurisdictions and agencies in a variety of contemporary issues, including management, financial, and human resources assistance. GovHR has conducted more than 75 classification and compensation studies within the past 9 years. Without fail, every pay plan recommended by GovHR has been successfully implemented by the client. A list of the firm’s studies and a complete list of GovHR’s clients is located on our website at www.govhrusa.com. Ms. Cademartori will serve as the Project Manager for Lake Elmo’s Classification and Compensation Study. Ms. Cademartori’s contact information is: Joellen Cademartori, Chief Executive Officer GovHR USA, LLC 630 Dundee Road, Suite 225 Northbrook, IL 60062 jcademartori@govhrusa.com Telephone 847-380-3238 Ms. Cademartori will be assisted by GovHR Senior Vice Presidents Rachel Skaggs and Charlene Stevens and Human Resources Generalist Mysi Hall in study preparation, data gathering and employee interviews. Biographies for the Consultant Team are attached to this Proposal, and their client lists are available on our website at www.govhrusa.com. page 2 630 Dundee Road, Suite 225 | Northbrook | Illinois | 60062 | 847-380-3240 REFERENCES City of Stillwater, Minnesota Compensation and Benefits Study (2021/22) – 58 positions Donna Robole HR Manager 216 North Fourth Street Stillwater, MN 55082 DRobole@ci.stillwater.mn.us Telephone: 651-430-8800 Project Manager: Rachel Skaggs City of Woodbury, Minnesota Classification and Compensation Study (2018) – 88 positions Contact: Jody Brown, HR Manager 8301 Valley Creek Road Woodbury, MN 55125 Jody.brown@woodburymn.gov Telephone: 651-714-3500 Project Manager: Joellen Cademartori Village of Lisle, Illinois Classification and Compensation Study (2021/22) – 33 Positions Patti Anderson, Human Resources Manager 925 Burlington Ave Lisle, Illinois 60532 630-271-4146 panderson@villageoflisle.org Project Manager: Joellen Cademartori GovHR is currently working on several classification and compensation studies for clients in Illinois, Massachusetts, Michigan, Vermont and West Virginia, and we just completed a study in Stillwater, Minnnesota. These studies are in varying stages of completion, and the Consultant Team has the time required to complete this Study for the City of Lake Elmo. We are happy to provide contact information for additional clients upon request. PROJECT APPROACH AND METHODOLOGY The City of Lake Elmo would like a comprehensive review and update of its current classification and compensation system for its employees in approximately 23 positions in the organization. One of the purposes of the Study is an evaluation of the labor market, and the Study data will allow the City to better understand its competitive pay position and to determine its strengths and weakness relative to the comparable labor market. To accomplish these objectives, GovHR will perform the following steps (listed in the order that the work will be performed). Please note, we have specified those areas where we will need the City’s input/assistance. page 3 630 Dundee Road, Suite 225 | Northbrook | Illinois | 60062 | 847-380-3240 Meetings, Salary and Benefits Survey, Job Analysis. DELIVERABLE: Start Up Documents DELIVERABLE: Job Analysis Questionnaire Form • Study preparation and project meeting (via telephone or video conference call). Meet with City representatives to discuss study methods, review organization charts, personnel rules and regulations, and the current classification and pay plans. We will seek to determine problem areas, answer questions, and review the scope and schedule of work and the data and assistance GovHR will need from the City to accomplish this task. Prior to the meeting, GovHR will require copies of the organization charts for each department, all pay plans, the current personnel manual and any other relevant information related to salaries to make for a more productive initial meeting. • Establishing comparables DELIVERABLE: Group of Comparable Communities Working with City staff and using our broad-based cohort methodology, we will determine a logical survey sample of “like” municipalities that impact the compensation market for the City. In selecting public employers, we normally use criteria such as number of employees, population served, EAV, budget size, proximity, etc., the purpose of which is to select jurisdictions that are most comparable to Lake Elmo. • Employee Kickoff Meeting (Project Manager) Shortly after the initial project meeting with the City representatives, the Consultant will meet with employees virtually to explain the scope of the project and distribute Job Analysis Questionnaire (JAQ) forms. GovHR understands that many employees have not participated in this type of process before, and we take the time to carefully explain the purpose of the project to the employees and to answer any questions they may have. If any of the employees are not available when these first meetings are held, they can view a video presentation of the meeting. Employees will then be allowed two (2) weeks to complete the questionnaire. The questionnaires will also be reviewed by each employee’s supervisor and returned to GovHR within three (3) weeks of distribution. • Prepare and send out salary and benefits surveys. GovHR will design and send out the salary and benefits surveys (under City letterhead) to gather salary and benefits data for each of the classifications in the comparable communities. In addition to job titles, brief position descriptions are included in the survey to make sure we are receiving salary and benefits data for “like” positions in the comparable communities. Note: While GovHR will prepare all the materials to be sent out for the salary surveys, we have found that sending out the survey under the client’s letterhead generates a better/faster response from the survey respondents than when it is sent out under our letterhead/name. In addition, the City may be asked to make one follow up contact to those municipalities that do not initially respond to the survey request. • Job evaluation analysis and establishment of job classification system (Consultant Team). Upon return of the JAQs by the City, GovHR will perform the following: ➢ Read each JAQ and corresponding Job Description (up to 23), in their entirety. page 4 630 Dundee Road, Suite 225 | Northbrook | Illinois | 60062 | 847-380-3240 ➢ Personally interview at least one (1) employee (via Zoom) from each job classification to further understand the scope of their job. ➢ Apply a measurement system of job evaluation factors, using nine (9) main factors used in our job evaluation instrument in order to evaluate the internal/comparable worth of each job classification. Upon completion of the job evaluation measurements, a new Classification Plan will be developed. It is important to emphasize that the job, not the qualifications or performance of the incumbents, is being evaluated. Part of this process will include the evaluation of current job titles and the recommendation for any changes to same, assuring that the job title and related recommended pay range matches what the employee is actually doing. Note: A formal job evaluation system, such as the one utilized by GovHR, is an attempt to objectify the reasons that jobs are compensated differently. Most compensation practitioners agree that three (3) basic factors are important in determining compensation. These are: (1) skills required; (2) responsibility; and (3) working conditions. The Equal Employment Opportunity Commission recognizes these three (3) basic factors, along with seniority and performance, as valid determinants of compensation. The nine (9) factors used by GovHR are essentially subdivisions of the first three (3) factors mentioned above. In addition, it is GovHR’s practice that, under Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act (ADA), and the Age Discrimination of Employment Act (ADEA), it is illegal to discriminate in any aspect of employment. GovHR will not use discriminatory practices on the basis of race, color, religion, sex, national origin, disability, or age when performing a classification analysis. Decisions and recommendations will not be based on stereotypes or assumptions about the abilities, traits, or performance of individuals of a certain sex, race, age, religion, or ethnic group, or individuals with disabilities. ➢ Based on the results of the job evaluation process outlined above, assign all classifications to skill levels. Note: Logical breaks in the continuum of points determine the skill levels used for determining the classification system. For example, skill level 1 might contain jobs that scored between 185 and 200 points, skill level 2 between 205 and 220 points, and so on. ➢ Review the results of the job evaluation exercise with City representatives and revise as necessary. ➢ GovHR will also review the City’s current FLSA designations and make appropriate recommendations regarding exempt/nonexempt status. II. Salary and Benefits Survey Analysis. DELIVERABLE: Salary Survey Data DELIVERABLE: Benefits Survey Data DELIVERABLE: New Salary Schedules The following steps will be included in this component of the Study: • Tabulate, summarize, and analyze comparative compensation information obtained through the surveys. Our pay tabulations compare the City’s salaries for the surveyed positions with the average minimum and the average maximum of the survey data for each surveyed class, when possible. Data is displayed for each jurisdiction on each class and summarized in an overall table. This data is analyzed to determine the percentage difference between the City’s present pay for each class and the survey data. The Consultants will work with the City at the initial meeting to determine its policy with respect to compensation (i.e., 50th percentile; 75th percentile, etc.). Once this is determined, the page 5 630 Dundee Road, Suite 225 | Northbrook | Illinois | 60062 | 847-380-3240 Consultants will use the salary survey data to develop and recommend new salary schedules for the City’s 23 classifications. This process will include a recommendation regarding how employees are inserted into the new plan and how they move through the proposed pay plan (either via a merit system or defined merit increment plan), with recommendations for a specific performance- oriented program with respect to salary advancement through the new salary ranges. The salary schedules will outline what the specific percentages are between ranges and grades. Note: GovHR always recommends that there be a merit component associated with the granting of wage adjustments and a recommendation for this will be included in the City’s report. • Tabulate, summarize, and analyze comparative benefit information obtained through the survey. GovHR will make suggestions and recommendations where the City’s benefits are inconsistent with the survey group. (Note: Regarding health benefits, GovHR typically requests respondents to provide information regarding employee and employer contribution amounts and for a copy of their health summary, which is provided to the Client. If a more detailed analysis is desired, GovHR can provide this for an additional cost at our hourly rate.) III. Progress Reports (via email and video/conference calls) GovHR prides itself on our attention to and communication with our clients as the project proceeds. As such, GovHR will strive to maintain regular contact with the City’s representative and to be available to address the Client’s questions, concerns and needs. GovHR will make regular progress reports to the City as requested, particularly at critical points in the Study. Additionally, the Project Manager will meet with the City representative and other key staff such as department heads to participate in a question-and-answer session and to review the results of the job evaluation exercise and the proposed new salary schedules. IV. Draft and Final Report Preparation DELIVERABLE: Draft and Final Report A draft report will be prepared by the Consultants and sent electronically to the City that includes: ➢ an Executive Summary highlighting the overall scope of the Study and the general observations, outcomes and recommendations contained within the Report; ➢ a summary of all aspects of the Study, including recommendations, methods and guidelines for achieving the overall aspects of the Study as well as recommendations for annual maintenance and review of the new plans; ➢ pay range options that are consistent with the City’s pay policy, outlining the pros and cons of each option; ➢ assignment of each position to an appropriate classification and pay grade based on internal equity and marketplace considerations; ➢ recommendations on keeping the plan current, equitable and up to date over the next ten years; ➢ an implementation plan and cost estimates of implementing the Study’s findings and recommendations. ➢ recommendations regarding FLSA exempt/nonexempt status for all positions. page 6 630 Dundee Road, Suite 225 | Northbrook | Illinois | 60062 | 847-380-3240 • Once the City representatives return review comments, a final report (one hard copy and one electronic copy for reproduction) will be prepared and sent to the City. V. Presentation of Findings (Project Manager) The Project Manager will make a presentation of findings to the City Council and other City Management detailing the final results of the Study. The final report will include a procedure manual and appropriate forms for Human Resources staff and/or supervisors to maintain the recommended classification and pay plan(s). VI. Training GovHR will provide the City with a manual on the use of the system and will train designated staff on the maintenance and upkeep of the classification and compensation plan. VII. Appeals Process GovHR will provide recommendations for a process for evaluating requests for reclassifications and/or compensation changes, and will assist with employee appeals presented within the first 30 days after presentation of the final report, if desired, for an additional fee (see optional services). PROPOSED PROJECT TIMELINE GovHR is available to start this project within three weeks of acceptance of its proposal. A Study of this size would normally take approximately 90 - 120 days. We can work with the City on a shorter timeframe, if needed. This timetable below is contingent upon the timely response from the comparable governmental entities supplying the salary data, as well as the timely response of the City employees in returning the JAQs. Following is a detailed breakdown of the work schedule: • Week 1: Meet with City representatives to discuss Study methodology and expectations. • Week 2: Prepare and distribute salary and benefits surveys to comparable public entities. • Week 3: Meet with employees to hand out JAQs and explain the purpose of the Study and the process. • Week 4 to 6: Return of JAQs and salary and benefits surveys. • Week 7: Reading of JAQs and job descriptions; interview employees. • Week 8 and 9: Analyze data; prepare new classification and compensation plans. • Week 10: Send draft findings to the City. • Week 11: Meet with key City representatives to review preliminary findings. • Week 12: Prepare Draft Report and send to the City. • Week 13: Get return comments from the City. • Week 14: Prepare Final Report. • Week 15: Present Report to the City Council and City Management. GovHR is mindful of the Client’s desire to have a finished quality product within a reasonable time after initiating a Study of this kind, and we pride ourselves in adhering to this timeframe. Our past clients will confirm our diligence in delivering our report and other deliverables on time. page 7 630 Dundee Road, Suite 225 | Northbrook | Illinois | 60062 | 847-380-3240 CONCLUDING REMARKS In closing, GovHR is a public-sector management consulting firm devoted to assisting only public-sector entities. We believe that the team assembled for conducting the proposed study for the City of Lake Elmo is of the highest caliber and qualifications. GovHR appreciates your consideration of this proposal and looks forward to the opportunity to work with the City on this important project. GovHR USA Judith Schmittgens Corporate Secretary and Compliance Manager Joellen Cademartori Joellen Cademartori is the chief executive officer and co-owner of GovHR USA and has nearly 30 years of cumulative experience working in the public sector as a municipal leader, and in human resources and management consulting. Joellen’s exceptional communication style has enabled her to develop and maintain strong relationships with her peers, elected and appointed officials, and related local government partners. The public sector human resources and management projects Joellen has worked on have earned her respect in local governments across the country. Due to her commitment and dedication to local government, she is known an industry leader in executive recruiting, interim staffing, in addition to human resources and management consulting work. Throughout her career, Joellen has been privileged to serve on numerous local, state and national committees. A personal and professional highlight for her was being on the International City/County Management Association (ICMA) Executive Board as a representative from the Northeast Region. Joellen regularly speaks in front of groups, and writes about a variety of local government topics, which include organizational analysis, generational diversity, succession planning, performance management, resume development and interviewing skills and techniques. She is dedicated to developing the next generation of managers and remains passionate about excellence in local government. PROFESSIONAL EDUCATION • Master of Public Administration, Northeastern University, Boston, MA • Bachelor of Economics, Worcester State College, MA • Senior Executive institute, Leading, Education & Developing (LEAD) Program, University of Virginia, Weldon Cooper Center for Public Service PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Executive Recruiter Panel – Investing in the Next Generation of Leaders, NFBPA – Emerge 2020 • Re-Evaluating Your Employee Evaluation, MMA 2020 • Succession Planning for the Public Sector Webinar, NPELRA 2020 • What Does it Take – Landing Leadership Positions, ICMA 2019 • Achieving Your Leadership Potential Thinking Strategically About the Next Steps in Your Career, NFBPA 2019 • Succession Planning tips to Achieve Unity Through Diversity, MMA 2019 • Putting Your Best Foot Forward – Interview Skills for Women, including Posture, Presence and Bias, WCMA Women’s Leadership Seminar 2018 • Tips for a Successful Recruitment Process – MMA 2018 • Hire Hard, Manage Easy – Tips for Getting the Best Employees, IPELRA 2018 • Achieving Your Leadership Potential: Thinking Strategically About the Next Steps in Your Career, LGHN 2018 MEMBERSHIPS AND AFFILIATIONS • International City and County Management Association (ICMA), Member • ICMA – Task Force on Deputy/Assistant Managers 2017-2018, Current Member • Illinois City and County Management Association (ILCMA), Current Member • ICMA - Task Force on Women in the Profession 2012 – 2014, Member • ICMA - Conference Planning Committee 2010 – 2011, Chair PROFESSIONAL BACKGROUND 24 Years of Local Government Leadership and Management • Evanston, IL Director of Administrative Services 2009-2011 Director of Human Resources 2007-2009 • Catawba County, NC Assistant County Manager 2004-2007 • Barnstable, MA Assistant Town Manager 2000-2003 • Yarmouth, MA Assistant Town Administrator 1993-2000 • Northborough, MA Assistant Town Administrator 1992-1993 Acting Town Administrator 1991 Administrative Asst. to the Town Admin 1988-1990 • Holden, MA Intern 1987 P: 847.380.3240 www.govhrusa.com Click here to view full biography at GovHRusa.com RACHEL SKAGGS Rachel Skaggs is a Senior Vice President with GovHR USA and has over 10 years of experience in local government management. She has managed substantial capital and general budgets, developed utility policies, improved economic development initiatives, and handled multiple human resources functions. Rachel Skaggs has over 10 years of experience in local government management in Illinois, including the Village of Montgomery, Village of Schaumburg and the City of Princeton. She has managed substantial capital and general budgets, developed utility policies, improved economic development initiatives, and handled all human resources tasks. Rachel is a native of Walnut, Illinois and a graduate of Bureau Valley High School. She possesses a Master’s Degree in Public Administration from Northern Illinois University in DeKalb, Illinois. Rachel served as the City Manager for Princeton from 2015 – 2019. Princeton is an active City located two hours west of Chicago on Interstate 80. Princeton is unique in that it provides all their own city services including electric, water, sewer, garbage, cemeteries, and a city-owned hospital (one of two left in the State of Illinois). For a town of 7,800 people the City has a budget of over $25 million. The community is known for its significant historic buildings, with two downtown districts placed on the National Register of Historic Places. During Rachel’s tenure for the City of Princeton she completed numerous projects, including creating utility policies, developing operating and capital budgets, streamlining human resource operations, consolidating utility billing, refinancing debt and successfully negotiating multiple union contracts. Prior to her time with the City of Princeton, Rachel served as the management analyst for the Village of Schaumburg and for the Village of Montgomery. During her time as management analyst she was responsible for human resources tasks, capital improvement planning, budgets, special events, and community outreach. Rachel is passionate about community engagement, diversity inclusion and volunteerism. Rachel has co-authored two articles that focus on women in government and the history behind the low number of women in executive level positions in local government. Throughout her tenure as a City Manager, Rachel developed committees and commissions to help lead the City forward and to increase community engagement and volunteerism. Rachel believes that cities and towns all over can succeed with community interaction, citizen involvement, diversity inclusion and trust. PROFESSIONAL EDUCATION • Master of Public Administration, Northern Illinois University • Bachelor of Arts - English and Political Science, Northern Illinois University PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Presentation on Females in Local Government, ICMA Conference, Phoenix, Arizona (2012) The Legacy Project ILCMA • Public Management Magazine article “Women Leading Government” co-authored with Heidi Voorhees • Public Voices XIII No. 2. article “Advancing Women in Local Government: The Case in Illinois” co-authored with Dr. Kimberly Nelson MEMBERSHIPS AND AFFILIATIONS • International City and County Management Association • Illinois City/County Management Association • Illinois Public Employer Labor Relations Association • The Legacy Project • Princeton Rotary Club PROFESSIONAL BACKGROUND • City Manager, Princeton, IL 2015 - 2019 • Management Analyst, Village of Schaumburg, IL 2012 - 2015 • Management Analyst/HR Manager, Village of Montgomery, IL 2009 - 2012 P: 847.380.3240 www.govhrusa.com CHARLENE STEVENS Ms. Stevens has over twenty years of experience in municipal management. Ms. Stevens has worked in both county and city government and her career covers work in urban, suburban and rural communities. Her career has spanned three states: Minnesota, Kansas and Pennsylvania. Ms. Stevens has expertise in community and civic engagement, having started her career in neighborhood services and led community wide visioning and strategic planning efforts for two different communities. Ms. Stevens’ strength is her ability to develop strong partnerships with multiple and diverse stakeholders. Through those partnerships, Ms. Stevens helps communities develop consensus and achievable plans. Ms. Stevens’ results-oriented management has included projects that have expanded parks and preserved greenspace in rapidly developing communities, developed a workforce training center for a large urban county, led downtown development plans for two communities and created mentoring and training programs for city staff. Ms. Stevens has appreciated the opportunity to mentor many young professionals, including helping to establish women’s mentoring groups in three different communities. PROFESSIONAL EDUCATION • Master of Public Administration, University of Kansas, Lawrence, Kansas • Bachelor of Arts, International Relations, Pomona College, Claremont, California • Leadership Wichita Graduate PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Instructor, International City and County Management Association (ICMA), Emerging Leaders Development Program • Instructor, ICMA Mid-Career Institute MEMBERSHIPS AND AFFILIATIONS • International City and County Management Association (ICMA) – Current Member • ICMA Task Force on Welcoming New Members - Chair, 2009 - 2015 • ICMA Task Force on Women in the Profession - Member 2012-2014 • ICMA Regional Vice President - ICMA Executive Board Member, 2003 - 2006 • ICMA Committee of Professional Conduct - Chair, 2006 • ICMA Conference Host Committee - Co Chair, 2002 • ICMA Conference Planning Committee - Member, 2001 and 2002 • ICMA Task Force on Small Communities - Member, 1999-2001 • League of Minnesota Cities (LMC) - Board Member, 2013 - 2015 • Coalition of Greater Minnesota Cities (CGMC) - Board Member, 2011 - 2015 • Minnesota City and County Management Association (MCMA) - Current Member • MCMA Task Force on Women in the Profession - Current Member • YMCA of Woodbury Community Board - Current Member and Board Vice Chair • KUCIMAT President - University of Kansas, 2013 - 2014 • Willmar Area Rotary, 2011 - 2015 • Kansas Association of City and County Managers (KACM) - Member, 2006 - 2011 • Association of Pennsylvania Municipal Managers (APMM) - Member, 1997 - 2006 PROFESSIONAL BACKGROUND Over 20 Years of Local Government Leadership and Management Experience • City Administrator, Cottage Grove, MN 2015-2018 • City Administrator, Willmar, MN 2011-2015 • Assistant County Manager, Sedgwick County, KS 2006-2011 • Assistant Township Manager, Lower Gwynedd, PA 1999-2006 • Assistant Township Manager, Buckingham, PA 1997-1999 • Neighborhood Assistant, City of Wichita, KS 1995-1996 P: 847.380.3240 www.govhrusa.com Mysi Hall Mysi Hall, MPA, PHR is the Communications and Human Resources Generalist of GovHR USA. She joined in 2013 and has served a key role in internal human resources policies and procedures, benefits administration, risk management, payroll processing, interim staff placement and on-boarding, development of social media outreach, utilization of web-based tools, website maintenance, administrative assistance, event management, research and reporting. Through her government and non-profit administration career, Mysi has acquired varied experience in coordination of public efforts, public policy, marketing, grant writing, fundraising, event planning, research, program evaluation and community development. She has extensive technical skills and knowledge in web based programs, database administration, html, desktop publishing, and reporting. Mysi received her Bachelor's in Psychology with double minors in Urban Studies and Management from Wittenberg University (2003) and Master's in Public Administration (2005) from Northern Illinois University. As a graduate student, she served as an Administrative Intern for the Evanston City Management Office and as the Finance Graduate Intern for the City of Aurora, Illinois. After graduation, Mysi accepted a position with the Village of Huntley as a Management Assistant, where she worked in Public Information, Planning and Transportation, Project Management, and Special Events. After leaving the Village of Huntley in early 2007, Mysi served as a Development Associate for Family Alliance, Inc., a non-profit day center for seniors. From 2008-2011, Mysi served as the Continuing Medical Education Manager for the AADEP, a non-profit professional association for disability evaluating physicians. In 2011, Mysi co-founded CitySquare Solutions, a public administration and technology consulting services firm. Additionally, Mysi achieved Professional Human Resources (PHR) Certification in April 2017. PROFESSIONAL EDUCATION •Master’s degree in Public Administration, Northern Illinois University, IL •Bachelor of Arts degree in Psychology with double minor in Urban Studies and Management, Wittenberg University, OH •Professional Human Resources (PHR) Certification PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS •Succession Planning, Panelist – IAMMA, 2017 •Recruiting in the Digital Age, HR Association of Oakbrook, 2017 •Girl Power: Empowering Women in Leadership, Panelist - IAPD, 2019 MEMBERSHIPS AND AFFILIATIONS •Legacy Project, Board Member (2018-2020) •Legacy Project, Communications Committee Chair (2015- Present) •Illinois Search and Staffing Association, Member •SHRM, Member •Former, IAMMA Member •Former, ILCMA Member PROFESSIONAL BACKGROUND 24 Years of Local Government Leadership and Management •Public Admin and Technology Consultant, Founder CitySquare Solutions, 2011-2016 •Education Manager, American Academy of Disability Evaluating Physicians 2008-2010 •Development Associate, Family Alliance, Inc, Senior Services Center, 2007-2008 •Management Assistant, Village of Huntley, IL 2006-2007 •Graduate Finance Intern, City of Aurora, IL 2004-2005 •Manager’s Office Intern, City of Evanston, IL 2003-2004 •Manager’s Office Intern, City of Springfield, OH 2000-2003 P: 847.380.3240 www.govhrusa.com Click here to view full biography at GovHRusa.com