CPS HR Board of Directors Board Meeting Agenda · Grand Canyon Room . CPS HR Consulting . 2450 Del...

Grand Canyon Room CPS HR Consulting 2450 Del Paso Road, Suite 220 Sacramento, CA 95834 t: 916.263.3600 f: 916.263.3613

www.cpshr.us

CPS HR Board of Directors

Board Meeting Agenda

Friday, November 2, 2018 9:00 AM PDT

By request, alternate agenda and agenda document formats are available to persons with a

disability as required by Section 202 of the 1990 Americans with Disabilities Act.

To arrange an alternative agenda format or to arrange aid or services to accommodate

persons with a disability to participate in a public meeting, contact the Executive Office at

(916) 263-3600 extension 3390.

Future CPS Board Meeting Dates/Locations

2019 dates/locations are pending Board Approval on November 2, 2018

Date Location November 2, 2018 Sacramento Office March 20-22, 2019 TBD June 7, 2019 Sacramento Office November 8, 2019 Sacramento Office

Any person not on this Agenda who wishes to address the Board of Directors must sign in with

the Board’s Executive Assistant. Any person requesting a disability-related modification or

accommodation, including auxiliary aids, or services who require these aids or services in

order to participate in the public meeting should contact Pam Parker, Executive Assistant, CPS

HR Consulting, 2450 Del Paso Road, Sacramento, CA, 95834, (916) 263-3600. Requests must be

made at least 3 business days before the scheduled meeting.

The CPS Board Year

Revised December 8, 2017

The following calendar outlines “routine” agenda items that are addressed throughout the year. Other items are added as required based on business/governance requirements.

Every Meeting ♦ Minutes from previous meeting – for approval ♦ Budget and Cash Flow Update – for information ♦ Performance Dashboard – for information (variances only) ♦ Investment Update – for information (as required by law) ♦ Approve Class/Pay Plan (to meet CalPERS requirements) ♦ Return To Board Funds Update – for information ♦ Employee Recognition – for information (recognize the individual, and highlight the accomplishment) ♦ Board Development/Emerging Trends (30-60 minutes)

o Organizational Showcase o Current trends or client success stories

November ♦ Annual Financial Audit Report – discussion/approval ♦ Salary market survey results/class and pay plan implementation – discussion/approval ♦ Meeting dates/locations for following year’s Board Meetings – for approval ♦ Disclosure of reimbursement for special districts – for information (no report out) ♦ Board Member Meeting Attendance Cost Summary – annual report – for information (no report out) ♦ Board Development Activity (new in 2011)

March ♦ Board Offsite Meeting for Strategic Planning and Board Integration Activities ♦ Review By-Laws & Ground Rules annually (eff. 3/2012) ♦ Review Board Orientation (Eff. 2016) ♦ Review Return To Board Funds availability and amount for next FY (Friday agenda) ♦ Senior Leader/Board Dialogue ♦ Board report out of CEO-level interviews on business trends (eff. 3/2014)

June ♦ Next Fiscal Year Budget – for approval ♦ Election of Board Officers (every 2 years) – upcoming in 2018, 2020, etc. or as needed – for approval ♦ Annual appointment of Board Development Committee, Executive Committee and Financial Audit Committee

members – for approval ♦ Investment Policy for Next FY – for approval ♦ Delegation of Authority/Authority to Contract (approval) if needed ♦ FY Strategic Plan and Accomplishments – for info and discussion (variances only) ♦ Annual Diversity Report – for information (year to year performance) ♦ Client Satisfaction Survey Data (for information) ♦ Emergency Succession Plan – Review and update for approval by the Board every two years starting in 2018. ♦ Executive Performance Plan Accomplishments – discussion/closed session ♦ Executive Performance Plan for Next FY – discussion/acceptance/closed session

As Needed ♦ Information on policy changes, internal operations, investments, special projects and Board subcommittee

reports. ♦ CEO Report – info and discussion on an as-needed basis. ♦ Insurance/Benefits-for information at the beginning of each calendar year; sent out as separate report

CPS HR Board Committee Appointments

Board Executive Subcommittee (standing committee) July 1, 2018 – June 30, 2020

• David Devine, Board Chair, Sacramento County • Laura Acosta, Board Vice-Chair/Secretary, East Bay MUD • Jason Motsick, Member-At-Large, City of Anaheim

Board Development Subcommittee (standing committee) July 1, 2018 – June 30, 2020

• Holly Schoenherr, Pinellas County • Fernando Yañez, Hayward USD • Laura Acosta, East Bay MUD

Board Financial Audit Subcommittee (ad hoc committee) 2018 members:

• Jason Motsick, City of Anaheim • Jim Parrish, City of Plano

Directions to Sacramento Office 2450 Del Paso Road, Suite 220, Sacramento, CA 95834

FROM: I-80 Bus W (Cap City Freeway)

• Take Interstate I-5N (toward Redding) • Take Del Paso Road Exit (Exit 525A) • Keep right to take the Del Paso Road E ramp and merge onto Del Paso Road • 2450 Del Paso Road is on the right

From: 6900 Airport Blvd Sacramento, CA 95837 (Sacramento Airport) To: 2450 Del Paso Rd Sacramento, CA 95834-9607

8-11 MIN | 6.337 MILES Start out going south on Airport Blvd toward Earhart Dr. 0.28 miles Turn slight right onto Earhart Dr. 0.56 miles Turn slight left onto Airport Blvd. 0.84 miles Merge onto I-5 S/CA-16 E toward Sacramento. 3.62 miles Take the Del Paso Road exit, EXIT 525A. 0.26 miles Turn left onto Del Paso Rd. 0.78 miles 2450 Del Paso Rd, Sacramento, CA 95834-9607 is on the right.

(If you reach Five Star Way you've gone about 0.2 miles too far)

CPS HR Consulting – Agenda Board of Directors Meeting

Friday, November 2, 2018 – 9:00 a.m. PDT

CPS HR Consulting Grand Canyon Meeting Room 2450 Del Paso Road, Suite 220

Sacramento, CA 95834

Action may be taken on any item on the Agenda

Open Session Board of Directors Business Meeting – 9:00 AM PDT Oath of new Board Member – Paula Herman, Mecklenburg County Board and Staff Introductions

I. Employee Recognition 1. Team Impact Award – Recruitment Solutions Team Attachment 1 2. Team Impact Award – Information Systems Team Attachment 1 3. Team Impact Award – Test Rental Custom Exam Team Attachment 1

II. Action Items

4. Approval of Annual Financial Audit Report (under separate cover) Attachment 2 5. Approval of Minutes from June 1, 2018 Board Meeting Attachment 3 6. Approval of Salary Market Survey Results/Class and Pay Plan Attachment 4 7. Approval of Cash Reserve Policy Attachment 5 8. Approval of Meeting Dates/Locations for 2019 Attachment 6

III. Information Only

9. FY19 Budget/Cash Flow Update Attachment 7 10. CPS HR Performance Dashboard Attachment 8 11. FY19 Strategic Initiative Updates Attachment 9 12. CPS HR Investment Update Attachment 10 13. Disclosure of Reimbursement for Special Districts Attachment 11 14. Board Member Meeting Attendance Cost Summary Attachment 12 15. Return to Board Funding Balance – Update Attachment 13

IV. Board Development –

• Board input on Leadership Potential Assessment & Development on-line product • Board Goal – Reminder for March 2019 - minimum of one high level interview

Public Comment on Matters Not on the Agenda End of Open Session

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Attachment 1

Attachment 1– Page 1

DATE: November 2, 2018

TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Pam Parker, Executive Assistant SUBJECT: Employee Recognition ACTION REQUESTED: ___x_ Information Item _____ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: The CPS HR “Make An Impact” Employee Recognition Program, which was implemented in July 2017, supports an organizational culture in which our CPS HR Guiding Values, and our strategic direction and goals are hallmarks of our individual and collective work practices. Our recognition programs reinforce these values. The CPS HR Guiding Values are: Care For Our Customers, Care For the Organization, and Care For Each Other. DISCUSSION:

The Team Impact Award is a team performance award focusing on the accomplishments, results and achievements of a group of 2 or more. The purpose of this award is to recognize stellar team performance that leads to outstanding results, and especially noteworthy achievements in accomplishment of CPS HR strategic direction and goals. Team Impact Award Winners for July 2018 – Recruitment Solutions Team: Chrissy Peacock, Elizabeth Sandoval,

Lisa Conner, Bonnie Winterstein, Caroline Foster, Jackie Frost, Sarah Tucker, Debbie Gutman, Karen Rodriguez, Khanida Hunter and Michelle Pellegrino. Short Description: Design, develop and implement new Recruitment Solutions product offering. Value/Strategic Initiative shown by the Winner: Care for our Customers, Care for the Organization and Care For Each Other; Strategic Initiative #1A - Recruiting. Submitted by: Vicki Quintero Brashear

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From the beginning of FY18, this team showed incredible dedication and focus on the product development strategic initiative to re-build the Merit System Services (MSS) program into a nationwide product. They started out with a full-day strategic planning session which identified the primary goals, tasks, and outcomes on which they would focus. Four teams were developed, each with a singular task - internal staffing capability, best practices, marketing, and infrastructure. Every single member dedicated hours to maintaining a grueling schedule to complete the goals, all while keeping the MSS program successfully running. In fact, each team member maintained high utilization during this entire year while working on this strategic initiative. Additionally, they greatly exceeded planned expectations by taking on new customers for the new Recruitment Solutions Product Offering in FY18, as well, generating over $300,000 in contracts. The hits keep coming as these projects become larger and other clients are referred to Recruitment Solutions based on these successes. Hundreds of hours were spent without complaint and the enthusiasm that was sustained all year was incredible to observe. This strategic initiative would never have been completed so successfully without the dedication of each team member and the group's ability to work in tandem. Communication, trust, and motivation were very evident throughout the whole year. Congratulations to you all and thank you!

Team Impact Award Winners for July 2018 – Information Systems Department (ISD) Team: Rich Lorraine, Brett Brashear, Matt Hicks, Don Quattlebum, James Jackson, Lynne Harris and Remy Pauly. Short Description: ISD Services to Recruitment Solutions

Value/Strategic Initiative shown by the Winner: Strategic Direction #1, Care for Our Customers -- Initiative 1A, Recruiting; and Initiative 1C, Training and Development, and Strategic Direction #3 – Care for Each Other Submitted by: Lisa Conner ISD has been instrumental in assisting Recruitment Solutions (RS) staff with a variety of key projects. Their technical expertise and timely response time on critical requests ensured a successful launch of Recruitment Solutions. More specifically, Rich provided one-on-one training and set-up the new scanning tool on the scanner for the Recruitment Solutions support staff team to utilize. Matt worked with staff on the Outlook account, which resulted in an email distribution of thousands of emails to applicants, and he worked with staff to better understand the scanning process. Don set up the MSS Outlook account to send emails to our customers, and both Remy and Lynne provided the support needed to re-direct clients and customers from multiple MSS sites to the new GovernmentJobs site. Brett was instrumental in setting up the Recruitment Solutions team with full access to Teams and the 0365 sites so the MSS team could best utilize technology. James was also key in addressing day to day questions as they arose from our team. Additionally, our team has had quite a few additions since the beginning of 2018. Don has been

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instrumental in efficiently and effectively getting those new employees set up with new equipment and provided assistance with access to the required programs and sites. As always, Don provided a high level of customer service addressing the various questions our new staff had, and he provided helpful and timely responses. Combined, ISD's efforts with key projects, as well as their ongoing assistance and expertise is valued, appreciated, and demonstrates care for our customers. Without the support of ISD, and their combined expertise and excellent response time, key initiatives for the Recruitment Solutions team would have been significantly delayed, resulting in confusion amongst thousands of customers and applicants, and a less than successful launch of Recruitment Solutions.

Team Impact Award Winners for October 2018 – Test Rental Custom Exam Team: Ryan Platt, Kayla Kelly, Veronica Lara-Lopez, Holly Hatada, Saki Sugiura, and Mariko Singh. Short Description: Exceptional service & exceeding client expectations Value/Strategic Initiative shown by the Winner: Strategic Direction #1, Care

for Our Customers; Strategic Direction #3 – Care for Each Other Submitted by: Niki Polk The Test Rental Custom Exam Team has worked especially hard this quarter and last quarter to manage internal and external client expectations, especially for the Assessment and Selection unit. We have had an unprecedented amount of custom examinations within the unit in a very short period of time; additionally, these examinations have not been easy due to client needs, timelines, and expectations. This group has successfully navigated these projects with ongoing communication, collaboration, and care for our organization, the customers, and each other. While their workload is already heavy with all types of projects and client demands, and the team is working on backfilling positions, every member of this group has been immediately responsive and understanding about specific (and sometimes challenging) client needs. At any point, I can IM, call, or e-mail a team member, and he/she immediately responds to and addresses my client need or concern. Additionally, our assessment clients have been able to communicate with them directly and have built trust regarding their thoroughness, diligence, communication, and attention to detail. Ryan has been an amazing consultant to our team and the client by always communicating concerns, catching things the client has not, asking the right questions, turning around quick and thorough IA results, etc. Saki is incredibly organized and spends a lot of time reminding me about what she needs from me, staying on top of deadlines, and ensuring everything is as it should be when the client gets delivered the product. Kayla is ready at the helm for online review requests, coordinating score release, giving me status updates, etc. Veronica responds to every request – no matter how big or small – and ensures that the client and assessment team have exactly what they need. Holly is always willing to jump in and help on any

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examination when the team needs it, and she is excellent at seeing the big picture and considering potential outcomes. With that said, this group completely works in tandem, with each member pitching in to all of the aforementioned outcomes and needs. They communicate and coordinate behind the scenes and are a well-oiled machine, with each person being willing to assist the other at any point. I’m truly impressed with how they manage things seamlessly, jump in to help one another, and think of the bigger picture of the organization, each other, and our customers. Thank you, team! Your work does not go unnoticed, and, while you many not meet the clients, they know you through all you have done! You’ve REALLY come through in an especially busy time. RECOMMENDATION: The Board recognizes all of the Team Impact Award winners for exemplary performance in FY19.

Attachment 2


DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Ad-Hoc Finance Audit Subcommittee PREPARED BY: Sandy MacDonald-Hopp, CFO SUBJECT: CPS HR Audited Financial Statements (under separate cover) ACTION REQUESTED: _____ Information Item __X__ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: The CPS HR JPA agreement requires that an audit be conducted annually. The audit ensures that the financial statements present fairly, in all material aspects, the financial position of CPS HR, and the results of its operations and cash flows are in conformity with the accounting principles generally accepted in the United States of America. DISCUSSION: The CPS HR audited financial statements for the fiscal year ending June 30, 2018 are provided under separate cover along with the required communication from our independent auditor. On October 16, 2018, representatives (Kevin Wong and Pam Freeman) of Gilbert Associates Inc., CPS HR’s audit firm, met by teleconference with the ad-hoc Finance Audit Subcommittee (Jason Motsick, City of Anaheim Board member and Jim Parrish, City of Plano Board member) to present and discuss the financial statements. A representative of Gilbert Associates will provide a live presentation at the board meeting which will include a summary of the audit and commentary. Once the fiscal 2017-2018 audited financial statements are accepted by the Board, the ad-hoc Finance Audit Subcommittee will have completed its responsibilities in regard to the fiscal 2017-2018 audit. RECOMMENDATIONS:

1. The Board accepts the audited financial statements for fiscal year 2017-2018. 2. The Board disbands the ad-hoc Finance Audit Subcommittee, to be reconstituted for the

fiscal year 2018-2019 financial audit. FISCAL IMPACT: None.

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Attachment 3


Minutes of Board of Directors Meeting

June 1, 2018 The Board of Directors of CPS HR Consulting met on Friday, June 1, 2018, in the Grand Canyon Room at CPS HR Consulting, 2450 Del Paso Rd., Suite 220, Sacramento, CA 95834. Board members attending: Dan Tarwater, City of Las Vegas, NV (Chair) Jim Parrish, City of Plano, TX Jason Motsick, City of Anaheim, CA Dave Devine, County of Sacramento, CA Holly Schoenherr, County of Pinellas, FL Laura Brunson, East Bay MUD, Oakland, CA Fernando Yañez, Hayward Unified School District, Hayward, CA Derrick Ramos, Mecklenburg County, NC Staff attending: Jerry Greenwell, CEO Geralyn Gorshing Elizabeth Sandoval Regina Romeo Monique Sanders Khanida Hunter Vicki Brashear Debbie Gutman Karina Mendez Sandy MacDonald-Hopp Tiffany Mabalot Lynn Hannblom Jeff Hoye Jan Nishikawa Pam Parker Lynne Harris Others attending: Jeff Mitchell, Legal Counsel

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Open Session for CPS HR Consulting - Board Meeting The meeting was called to order at 9:04 a.m. by Dan Tarwater, Board Chair. All meeting attendees introduced themselves. Dan issued the Oath of Office for new Board Member, Derrick Ramos, Mecklenburg County, NC. Derrick introduced himself and told a little about his background. Dan presented a five-year service award to Jason Motsick for his years of serving on the CPS HR Consulting Board of Directors. Action Items Attachment #1 – Approval of the Minutes from the March 15-16, 2018 Board Meeting There were no comments or changes to the minutes of the previous Board Meeting. The Board of Directors of CPS HR Consulting approved the minutes from the March 15-16, 2018 Board Meeting.

Motion: Motsick, City of Anaheim Second: Parrish, City of Plano Vote: City of Anaheim Aye

Pinellas County Aye City of Plano Aye

City of Las Vegas Aye East Bay MUD Aye Sacramento County Aye Hayward USD Aye Mecklenburg County Aye

Jerry Greenwell presented Dan Tarwater with an engraved gavel in appreciation for the two-year term he has served as CPS HR Consulting’s Board Chair. Holly Schoenherr shared that Dan was very effective as Board Chair and she appreciated it. Dan stated that he enjoyed serving, and he always finds ways to support CPS HR with colleagues and out in the community. Attachment #2 – Election of Board Officers for 2018-2020 Dan asked for suggestions from the Board for a Board Chair nomination and a Vice Chair/Secretary nomination. The Board of Directors of CPS HR Consulting approved the nomination of Dave Devine for Board Chair for a 2-year term effective June 1, 2018.

Motion: Tarwater, City of Las Vegas Second: Parrish, City of Plano Vote: City of Anaheim Aye


City of Las Vegas Aye

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East Bay MUD Aye Sacramento County Aye Hayward USD Aye Mecklenburg County Aye Resolution # 18-02

The Board of Directors of CPS HR Consulting approved the nomination of Laura Acosta for Board Vice Chair/Secretary for a 2-year term effective June 1, 2018.

Motion: Schoenherr, Pinellas County Second: Parrish, City of Plano Vote: City of Anaheim Aye


City of Las Vegas Aye East Bay MUD Aye Sacramento County Aye Hayward USD Aye Mecklenburg County Aye Resolution # 18-03

Attachment #3 – Annual Appointment of Board Sub-Committee Members The Board of Directors of CPS HR Consulting approved the annual appointment of the following Board Sub-Committee Members: Executive Committee for FY2019 – FY2020 (2 yr. term) – Jason Motsick, Dave Devine and Laura Acosta. Board Development Committee for FY2019 – FY2020 (2 yr. term) – Holly Schoenherr, Fernando Yañez, and Laura Acosta. Finance Audit Sub-Committee for 2017 – Jason Motsick and Jim Parrish.

Motion: Parrish, City of Plano Second: Schoenherr, Pinellas County Vote: City of Anaheim Aye



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Jerry asked Derrick Ramos to think about which committee he or Paula Woodhouse would like to serve on and they can be added at a later date. [Mecklenburg County is still determining whether Derrick or Paula will be their Board Member; the other will be the Board Alternate.] Attachment #4 – Approval of the FY2019 Strategic Plan and InitiativesBudget Jerry briefly reviewed the FY2019 strategic initiatives which will lead us to a different operating platform. He stated the world is changing fast and we need to move quickly into this 2-year process of technology and staff development. Our core strategic initiative for FY2019 will be in two main phases: Technology assessment and staff capability assessment. Jerry stated that in two years we can model this process for other agencies. Q: Will we do an assessment center process for staff? Jerry stated we still need to decide what the assessment would be; this is an on-going process for now. Jerry believes once we get into our digital transformation, people will gravitate to it. Our challenge to work through with staff is owning and solving the problem – what is the process for moving forward without obstacles and making needed changes. We need to unleash this in staff. Q: Technology gap assessment and tech implementation – will this be staggered amongst staff and clients? Jerry answered that we need to: 1) determine what to do first (most critical) and 2) build on #1. Sandy reviewed the FY19 budget assumptions and the budget in detail. Some of the highlighted points were:

• Revenue forecasts represent increased revenue from the previous fiscal year. The fringe benefit budget also increased.

• We are predicting $500K from our newly formed Recruitment Solutions unit. Our Employee Engagement Institute is growing.

• Executive Search will be hiring another recruiter. • We budgeted for additional staff as well as for potential merit increases between 3-5%. • We budgeted $275k for bonuses if the finances will allow. • Our current staff size is 116; with projected growth in the Products and Services area we

will grow to 129. • As part of the FY19 Staffing Plan in the FY19 Budget, the Board needs to approve CPS

HR’s continued use of Retired Annuitants, and CalPERS requires us to put in writing who we think we will use and for how many hours.

• Capital expenditures are all ISD-related with the largest expenditure being the purchase/implementation and licensing of Microsoft Dynamics 365.

• Our projected gross margin for FY19 is 39%. • We are projecting a loss for FY19.

Discussion ensued around on-line testing. None of the Board member agencies are doing this yet. Dan said Las Vegas would love to do public safety on-line testing but would need to agree on the process. They would love to be more efficient and save money – interested in on-line learning too. CPS HR is doing a webinar on On-Line Testing on June 20th and it will be recording for future viewings as well. Ewing is not meeting its revenue expectations, however, the first year has been an acquisition/transition year. We are still determining how to market to their target clients in the K-12 and Community College arenas. Holly offered any assistance she can provide; her background is in upper education. She thought Employee Engagement could be a niche for

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CPS HR. The Board of Directors of CPS HR Consulting approved the Strategic Plan & Budget for FY2019 as presented in the FY2017- FY2019 Strategic Direction and FY19 Strategic Plan and Budget document under separate cover with the June 1, 2018 Board Agenda.

Motion: Devine, Sacramento County Second: Motsick, City of Anaheim Vote: City of Anaheim Aye



Attachment #5 – Approval of the CPS HR Investment Policy for FY2019 Sandy stated that the Board approves this policy annually, often with no changes. For FY2019, there are no changes. The Board of Directors of CPS HR Consulting approved the CPS HR Investment Policy for FY2019.

Motion: Parrish, City of Plano Second: Tarwater, City of Las Vegas Vote: City of Anaheim Aye



Attachment #6 – Approval of the CPS HR Class/Pay Plan Jerry introduced the new HR Director, Regina Romeo, and she told a little about herself. Jerry thanked Lynn Hannblom for filling in while the HR Director recruitment took place, and he also thanked Dave Devine for sitting on the interview panels. Lynn introduced this item and stated that this is a regular Board Agenda item as required by CalPERS. She pointed out that we had no changes to the pay plan since the last revision on December 8, 2017.

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The Board of Directors of CPS HR Consulting approved the CPS HR Class & Pay Plan as presented in the June 1, 2018 Board Agenda.

Motion: Motsick, City of Anaheim Second: Parrish, City of Plano Vote: City of Anaheim Aye



The Board adjourned at 10:22 AM for a short break. The meeting resumed at 10:38 AM. Attachment #7 – Approval of November 2018 Board Meeting Date Change The Board of Directors of CPS HR Consulting approved to change the November Board Meeting date from November 9, 2018 to November 2, 2018.

Motion: Devine, Sacramento County Second: Motsick, City of Anaheim Vote: City of Anaheim Aye



Attachment #8 – Approval of updated Emergency Succession Plan

Jerry introduced this item and stated that the Board reviews and approves this plan every two years. There was only one minor change to the plan; as it appears in the plan, the title HR Manager was changed to HR Director. The Board of Directors of CPS HR Consulting approved the revised Emergency Succession Plan.

Motion: Parrish, City of Plano Second: Yañez, Hayward USD

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Vote: City of Anaheim Aye



For Information Only Attachment #9 – FY2018 Budget and Cash Flow Update Sandy MacDonald-Hopp gave an overview of the budget and cash flow as of April 30, 2018. Total CPS HR revenue for YTD of $19.8m is $2.4m or 10.9% below budget due to challenges with Org Strat contracts and fewer City of Chicago projects. It is taking more effort to chase smaller dollar amount projects. Operating expenses are $583k (19%) over budget due to expenses related to hiring additional staff and reinvestment in product development. Cash balance on June 1st was $15.3m; waiting on CalHR to pay $1.8m through April. Sandy reviewed the thirty largest projects for the year. In FY19, CalHR is taking back the Merit Services contract. The CALE (Acupuncture) exam is moving to a national, rather than state, testing process. Q: What are the highest margin businesses and what are the clients buying? Jerry stated that Training is the highest growth area but not the highest gross margin. Test Rental has the highest margin. Hourly consulting has the highest return. Attachment #10 – Performance Dashboard Jerry reviewed the Performance Dashboard. We have surpassed our goal on Qualified Leads at 203.3%; goal was 300 and we hit 610. Qualified Leads are discussions with potential clients. Our additional Business Development staff has helped to create this increase. There are lots of opportunities out there; digital transformation is important to become more efficient and serve more customers. RFP Goals – Our RFP activity is up 80% and our overall win rate is at 71%. Our target for B&P Expense is 10% or less of indirect labor and we have achieved this. We prepared and submitted 700 proposals this year; we have spent more than budgeted due to the high volume of RFP’s. We are bringing in 20-25% more clients, however the opportunities are smaller dollars. Exec Search demand is very high, and the recruitment pool is low; talent is hard to find. Geralyn Gorshing reviewed the individual B&P market performance which provides more detail on how we spend our B&P dollars in each market.

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A discussion was had around Exec Search recruitments and pricing since the level of effort has increased to do these recruitments. Jerry stated that some markets won’t yield a higher rate, but where they will, we need to increase our rate. It should not be one size fits all. We should be able to articulate the value the client is receiving from us. Geralyn agreed that we can improve on selling our value to clients. Attachment #11 – Investment Update Sandy reviewed the investment update. We have $8,417,420 in investments with an average maturity rate of 2.62 years. We have 87% of our investment dollars in CDs that are FDIC insured, however, the interest earnings are low. Attachment #12 – FY18 Strategic Plan Progress Update and FY18 Accomplishments Jerry called the Board’s attention to the FY18 list of Accomplishments; the staff prepared this unit by unit list of significant milestones/accomplishments for the year. Geralyn pointed out that the Business Development staff have begun partnering with different associations to provide training and development to their members, HR Academy classes or on-demand HR services to their members. Updates were provided on the FY18 Initiatives:

• 1a – New Product Developments – Recruiting. Sponsor: Vicki Brashear. Vickie stated that due to foreseeing that the Merit Contract would be going back to the State, we are ramping up our capabilities for doing recruitment for clients which includes transitioning from Sigma to NeoGov; branding, marketing, applicant screenings, candidate communication, testing - all steps cradle to grave. A new brochure is coming. We have $500k in business and more in the pipeline. Vicki introduced Debbie Gutman, Khanida Hunter and Elizabeth Sandoval who have each contributed to this project. Vicki stated this has required quick learning and Geralyn helped with the Marketing. She also informed the Board that as of July 1, 2018, the State will be taking over all auditing functions. CPS HR will train the State staff. We need approval from the State as to when we can inform our clients. Clients can put pressure on the State or just subcontract with us.

• 1b – New Product Development – Leadership & Succession Planning. Sponsor: Jeff Hoye. The Succession Planning Tool Kit was released this year and Jeff stated they formed a team with Melissa Asher, Geoff Burcaw, Hilary Ricardo and Karen Evans to develop an assessment tool for assessing leadership potential. Karen put together a training program based on these competencies for leadership potential. It will be an on-line suite of products, podcasts, books and on-line training that we would love Board feedback on. Jim Parrish expressed interest. Jeff also stated that former board member, Kristine Ridge, came up with the idea for an HR department to assess their own HR Department on their performance, and we have developed a product for that. We will also be presenting on this at the Fall 2018 National IPMA-HR conference.

• 1c – New Product Developments – Training and Development. Sponsor: Melissa Asher. Institute for Excellent in Governance was launched in January in Colorado and was closely timed to the Colorado Municipal League Conference. The feedback has been great; more sessions are coming, and we want to penetrate the market with this. On-line Cultural Awareness Certificate Program for Police – Eight police chiefs from large cities were interviewed around how to assess for implicit bias and how to screen out the wrong people in the profession early on realizing this is more than just a training issue. A psychological exam typically screens out candidates, but another type of

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assessment may be needed. The survey will be released soon; Jerry is excited about this.

• 2b - Implement the Operational Excellence Team’s recommendations for improvements to the project lifecycle. Sponsor: David Powell. Jerry stated that this team’s recommendations were the impetus for FY19 and our strategic goal of digital transformation.

• 3 – Employee Engagement - Develop and implement an Effective Change Management Approach. Sponsor: Jeff Hoye and Ann-Marie Anderson. Jeff stated that one of the lowest scores a year ago on our Employee Engagement Survey was Leadership and Managing Change. We have developed a “prescription” for leaders to institute change in their organizations. It will be included in our Employee Engagement products for clients. Jerry stated our move was a significant change. We provided lots of communication to the staff and focused on being more open and transparent with staff. The move informed us on what needs to go into a change process. Regina will now lead any initiatives going forward on creating a high level of employee engagement in the organization. Regina shared that she will implement a voluntary “Stay Interview” process. It is a 10-question survey, all volunteer and confidential – only shared with their supervisor at the time they both meet to talk about it. We are planning to grow our own top performers.

Attachment #13 – Diversity Report Lynn Hannblom reviewed the annual diversity report for CPS HR. We have made very slight improvement in our Black and Hispanic work force, but we are predominantly female and white. We will continue concentrated outreach efforts for increased diversity in our work force. Attachment #14 – Client Satisfaction Survey Data Geralyn shared that we send out a client survey after each engagement. The numbers have been fairly stable over the years. We contact those with a score of 3.0 or below. In the future we will include a definition of what “Overall Value” means on the survey since this tends to be a lower score than the others. Attachment #15 - Return To Board (RTB) Funds – Status Update Pam Parker reviewed the close out balances as of March 31, 2018, and the new balances for the time frame of April 1, 2018 – March 3, 2019. The new allocation of $5K per agency for FY 19 is available. Jim Parrish shared that the City of Plano HR department really appreciates this. The HR staff get to do things they wouldn’t be able to otherwise. Board Feedback on topics/content for 2019 Talent Management Conference: Geralyn announced that we will be holding our 4th Annual Talent Management Conference in February 2019 at the Embassy Suites in Napa Valley. Attendance will be limited to 100-125 attendees. Some of the ideas for sessions were gleaned from a 2017 Deloitte report on Human Capital Trends: A Government Perspective. Geralyn provided a handout on the ideas we have had so far for the conference content and she asked the board for feedback at the meeting or in the near future since we will be finalizing the sessions soon. Feedback was as follows:

• Dan - Las Vegas is struggling with getting clear feedback on their Employee Engagement survey, which would give them the ability to make meaningful changes. Feedback has often been vague and non-specific.

Attachment 3


• Jerry – contrast between doing performance evaluations and not doing them as part of performance management. How do agencies define performance management?

• Jason – need to look at technology and artificial intelligence o Must be more proactive in embracing this and lessen labor costs. Work force will

change; jobs will be different. o Track with younger generation.

• Jim – Talk on what the future will look like and how will this affect HR and the workforce, and how to integrate in the organization. What can be done? Their readiness for this change – excitement or trepidation – how to deal with this?

• Hardest to recruit – cyber techs for ISD departments. • Diversity piece. • Jim stated he has been really impressed with the speakers in the past.

If Board members or staff have additional feedback, please provide it to Geralyn before the end of June when we will be finalizing the conference agenda. Public Comment on Matters Not on the Agenda – there was none. The CPS HR Board Meeting Open Session adjourned at 12:10 PM and a lunch recess was taken. The Board went into Closed Session at 1:00 PM. The Closed Session adjourned at 2:03 PM. The Open Session resumed at 2:10 PM. Attachment #16 – Amendment of CEO contract, compensation and benefits Action Items reported out in the Open Session were items related to the CEO’s performance and recommendations for his current contract which the Board needs to approve in Open Session:

• Recommend extending the CEO’s current contract through June 30, 2021. • Recommend increasing base pay by 5% effective 7/1/19. • Recommend awarding CEO one-week additional PTO effective 7/1/18 and lasting

through June 30, 2021. • Recommend paying the maximum of the 457 catch-up provision effective 7/1/2019

through the end of the CEO’s contract not to exceed $6k each contract year. The Board of Directors of CPS HR Consulting approved the amendment of the CEO contract, compensation and benefits as stated above.

Motion: Schoenherr, Pinellas County Second: Yañez, Hayward USD Vote: City of Anaheim Aye


City of Las Vegas Aye

Attachment 3


East Bay MUD Aye Sacramento County Aye Hayward USD Aye Mecklenburg County Aye Resolution # 18-10

The Open Session adjourned at 2:13 PM. Minutes prepared by: Pam Parker Minutes reviewed by: Jerry Greenwell Respectfully Submitted: Dated:__6/8/18__ ___Signed by David Devine___

David Devine, Board Secretary Director, Personnel Services Sacramento County, CA

Attachment 3


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Attachment 4

Attachment 4 – Page 1

DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Regina Romeo, HR Director SUBJECT: Approval of Salary Market Survey & Classification and Pay Plans ACTION REQUESTED: ____ Information Item __X_ Approval and/or Authorization ____ Policy Change or Adoption ____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: Maintenance of competitive pay is critical to attracting and retaining a workforce that can deliver our products and services to meet the wide variety of our clients’ needs. DISCUSSION: Prior to each Board meeting, HR staff updates the Classification and Pay Plan to incorporate any additions, deletions, or modifications to the plan that have occurred during the time since the previous approval. In addition, each Fall, HR conducts a salary survey to ascertain how the salaries of our benchmark classifications align with our defined labor market. Market Approach: We believe our pay policy should promote our ability to attract and retain high quality talent, high employee and organizational performance, ensure excellent client service, and maintain a financially sound organization. 1. Benchmark classes

a. Non-exempt: i. Office Assistant ii. Administrative Technician

b. Exempt: i. Senior Accountant ii. Senior HR Consultant iii. Senior Network Administrator

c. Management: i. Chief Financial Officer ii. Director of Information Technology Services

Labor Market Agencies

a. City of Elk Grove

Attachment 4


b. City of Fairfield* c. City of Roseville d. City of Sacramento e. City of Stockton* f. County of El Dorado g. County of Yolo h. Placer County Water Agency i. Sacramento Municipal Utility District j. Private sector data for all industries from the Economic Research Institute (ERI),

Sacramento region (50-mile radius)

*These agencies are not used for the Office Assistant classification, as we use staffing companies when hiring at this level. The staffing companies do not attract candidates from that far out of the greater Sacramento area.

2. Use of Data

a. The data are collected and summarized, and measures of mean and median calculated.

b. Data from all survey classes are reviewed and evaluated in making final determinations as to salary increases for current pay bands. Based on market data, however, individual classes could be adjusted independently of their band assignment. The median is given greater weight when making salary setting decisions because it is less sensitive to outliers.

c. The CEO and HR Director review and analyze trends, compare to CPS HR’s current salary bands, and determine fiscal ability to pay.

d. All other ‘non-survey’ classes are linked to their appropriate functional discipline and ranges adjusted based on related survey class.

3. Private Sector Data Collection

a. CPS HR staff use ERI to collect private sector compensation data. b. ERI has been in business since 1987 and serves thousands of corporate subscribers

and consultants, nonprofit organizations, and governmental agencies. ERI collects data from available salary and cost of living surveys, and prepares reports and software analyses.

c. For collection of private sector salary data from ERI for the HR discipline, CPS HR uses the survey class ‘Consultant’ for data matching. For other survey classes, the closest classification match is made within the ERI database.

RECOMMENDATIONS: Applying the above market approach, the following recommendations are made for implementation beginning the first pay period in the calendar year 2019. 1. Approve the following: (See Attachment A – Market Survey Summary)

a. Non-Exempt: The Office Assistant classification is below the median and below the mean. Therefore, we recommend that the salary range for the Office Assistant classification and the classifications tied to it be adjusted upward by 5%.

Attachment 4


The salary range for the Administrative Technician classification is below the median and below the mean. Therefore, we recommend the salary range for this classification and those classifications tied to it be adjusted upward by 3%.

b. Exempt: The market data for our exempt positions are mixed. The Sr. Network Administrator classification is slightly below the median and at market for the mean. It is recommended that the ranges for the Sr. Network Administrator classification and those tied to it be maintained as they currently are. The Sr. HR Consultant is at market. As such, it is recommended that the Sr. HR Consultant classification and those tied to it be maintained as they currently are. The Sr. Accountant classification is at market for the mean, so no change is recommended.

c. Senior Leadership: No change is recommended. As mentioned last year, comparable classifications for this group are difficult to find within the defined labor market. Most of the survey organizations are significantly larger, and in many instances the positions have multiple managers reporting to them – often from dispersed departments. HR recommends that the range for the Sr. Leader band be tied to the CEO’s salary. It is currently set so that the top of the range is nearly 30% below the CEO salary and has a 30% range. We recommend that these percentages be maintained.

2. Authorize the CEO to implement annual in-range increases within the approved ranges for

all employees who receive a “meets expectations” or better performance rating. The maximum in-range increase will be no more than 4% of the employee’s current salary and will not exceed the top of the range. In-range increases will not be compounded with adjustments based on the annual market survey.

3. Approve the 2018 Class/Pay Plan Schedule (Attachment B – Classification – Compensation Pay Scale) effective July 1 – December 23, 2018. It is required under PERS regulations that changes be approved. Changes to the Classification and Pay Plan include the following:

ACTION POSITIONS

Deletion Senior PC Coordinator Addition Associate Training Coordinator Addition Instructional Designer

4. Approve the 2019 Class/Pay Plan Schedule (Attachment C – Classification - Compensation

Pay Scale), reflecting the classification range adjustments to be implemented and effective December 24, 2018.

CONCLUSION: Recommend approval of the Salary Market Survey, and Classification and Pay Plan. FISCAL IMPACT: There is a direct fiscal impact resulting from approval of the updated class/pay schedule.

Attachment 4


__X__1) Sufficient revenue exists to support this action. _____2) Projected revenue as defined in the business plan will support this action. _____3) This is an investment action that exceeds our spending threshold.

Attachment 4


ATTACHMENT A

Market Survey Summary

NON-EXEMPT MARKET DATA

Job Title Percentage Above or

Below Median Percentage Above

or Below Mean

Office Assistant -8.50% -1.81%

Administrative Technician -3.89% -2.79%

EXEMPT MARKET DATA

Job Title Percentage Above or

Below Median Percentage Above

or Below Mean

Senior Accountant -0.20% -2.32%

Senior HR Consultant 0.04% 0.46%

Senior Network Administrator -1.21% -0.96%

Attachment 4


ATTACHMENT B CPS HR Consulting

Classification - Compensation Pay Scale Effective January 2, 2018

For November Approval 2018

Pay Band Class

Code ID EXEMPT - Salaried

Job Titles Occupational

Group

Annual Minimum

Salary

Annual Maximum

Salary

Executive 101 Chief Executive Officer Executive $260,000 $260,000 Sr. Mgmt 110 Products and Services Senior Leader Sr Management $127,689 $182,413

105 Chief Financial Officer Sr Management $127,689 $182,413 109 Senior Practice Leader Sr Management $127,689 $182,413 112 Director of Marketing & Business Development Sr Management $127,689 $182,413 113 Director of Information Technology Services Sr Management $127,689 $182,413

114 Director of Human Resources Sr Management $127,689 $182,413 Mid-Manager 308 Practice Leader Management $105,248 $150,354

501 Manager Management $105,248 $150,354 508 Contracts Manager Management $105,248 $150,354 Tech Specialist 910 Technical Specialist Professional $105,849 $132,311 912 IT Technical Specialist Professional $99,305 $124,131

1302 Principal Software Developer Professional $90,277 $112,846 Level 3 1327 Principal HR Consultant Professional $96,226 $120,283 Professionals 1328 Principal Business Software Analyst Professional $90,277 $112,846

1330 Principal Program Coordinator Professional $96,226 $120,283 1331 Business Development/HR Consultant Professional $96,226 $120,283

1507 Senior Software Developer Professional $78,502 $98,127 1508 Senior Network Administrator Professional $78,502 $98,127 1509 Senior Desktop Administrator Professional $78,502 $98,127

Level 2 1512 Senior Accountant Professional $66,437 $83,046 Professionals 1522 Senior Program Coordinator Professional $83,675 $104,594

1527 Senior HR Consultant Professional $83,675 $104,594 1529 Senior Marketing Analyst Professional $75,308 $94,135 1530 Marketing and Communications Specialist Professional $75,308 $94,135

Delete 1536 Senior PC Coordinator Professional $83,675 $104,594 1706 Accountant Professional $56,471 $70,589 1714 Program Coordinator Professional $71,124 $88,905

Level 1 1717 HR Consultant Professional $71,124 $88,905 Professionals 1718 Bid and Proposal Coordinator Professional $71,124 $88,905

1719 Purchasing & Travel Coordinator Professional $56,471 $70,589 1720 Client Operations Coordinator Professional $71,124 $88,905 1721 Training Coordinator Professional $71,124 $88,905 1722 Contracts Coordinator Professional $56,471 $70,589

New 1723 Associate Training Coordinator Professional $56,471 $70,589 New 1724 Instructional Designer Professional $71,124 $88,905

Pay Band Class

Code ID NON-EXEMPT - Hourly


Group

Minimum Hourly Rate

Maximum Hourly Rate

Technician 2101 Administrative Technician Technician $25.02 $31.27

2105 Accounting Technician Technician $25.02 $31.27 2106 Executive Administrative Assistant Technician $27.52 $34.40 2107 Helpdesk Technician Technician $25.02 $31.27 2201 Digital Print Specialist Technician $25.02 $31.27 2202 Order Fulfillment Specialist Technician $25.02 $31.27

Clerical/ 2302 Office Assistant Office/Allied $17.33 $21.66 Support 2303 Senior Office Assistant Office/Allied $19.93 $24.91

Attachment 4


ATTACHMENT B

CPS HR Consulting

Classification - Compensation Pay Scale Effective January 2, 2018

For Approval November 2018

Pay Band Class

Code ID

NON-REGULAR STAFF NON-EXEMPT - Hourly


Group

Minimum Hourly Rate

Maximum Hourly Rate

Intermittent - 9004 Subject Matter Expert I Professional $15.00 $45.00 Professional 9007 Project Consultant I Professional $25.00 $65.00

9008 Project Consultant II Professional $40.00 $85.00 9009 Trainer Professional $40.00 $200.00 9010 Trainer / Project Consultant Professional $40.00 $150.00 9011 Investigator Professional $40.00 $100.00 9014 Project Consultant III Professional $50.00 $125.00 9015 Project Consultant IV Professional $85.00 $185.00 9016 Expert Consultant Professional $150.00 $225.00 9018 Business Development Associate I Professional $20.00 $50.00 9020 Employment Law Advisor Professional $70.00 $125.00 9031 Subject Matter Expert II Professional $40.00 $85.00 9032 Subject Matter Expert III Professional $50.00 $125.00 9033 Subject Matter Expert IV Professional $60.00 $150.00 9034 Trainer/Coach Professional $40.00 $150.00 9037 Business Development Associate II Professional $50.00 $90.00

Intermittent - Technician

9006 Consulting Assistant / Bid & Proposal Writer Technician $15.00 $35.00 Intermittent - 9001 Assistant Proctor Office/Allied $12.00 $25.00 Office/Allied 9002 Chief Proctor Office/Allied $14.00 $35.00 9019 General Office Clerk Office/Allied $14.00 $18.00 Retired 9012 RA Technical Specialist Professional $51.00 $63.00 Annuitant - 9013 RA Principal Consultant Professional $46.00 $57.00 Professional 9023 RA Subject Matter Expert I Professional $15.00 $45.00

9024 RA Trainer Professional $40.00 $200.00 9025 RA Trainer/Project Consultant Professional $40.00 $150.00 9026 RA Investigator Professional $40.00 $100.00 9027 RA Employment Law Advisor Professional $70.00 $125.00 9028 RA Subject Matter Expert II Professional $40.00 $85.00 9029 RA Subject Matter Expert III Professional $50.00 $125.00 9035 RA Subject Matter Expert IV Professional $60.00 $150.00

9036 RA Trainer/Coach Professional $40.00 $150.00 Retired Annuitant - 9021 RA Assistant Proctor Office/Allied $12.00 $25.00 Office/Allied 9022 RA Chief Proctor Office/Allied $14.00 $35.00

Attachment 4


ATTACHMENT C CPS HR Consulting

Classification - Compensation Pay Scale Effective December 24, 2018


Pay Band Class

Code ID EXEMPT - Salaried


Group

Annual Minimum

Salary

Annual Maximum

Salary

Executive 101 Chief Executive Officer Executive $260,000 $260,000 Sr. Mgmt 110 Products and Services Senior Leader Sr Management $127,689 $182,413

105 Chief Financial Officer Sr Management $127,689 $182,413 109 Senior Practice Leader Sr Management $127,689 $182,413 112 Director of Marketing & Business Development Sr Management $127,689 $182,413 113 Director of Information Technology Services Sr Management $127,689 $182,413

114 Director of Human Resources Sr Management $127,689 $182,413 Mid-Manager 308 Practice Leader Management $105,248 $150,354

501 Manager Management $105,248 $150,354 508 Contracts Manager Management $105,248 $150,354 Tech Specialist 910 Technical Specialist Professional $105,849 $132,311 912 IT Technical Specialist Professional $99,305 $124,131

1302 Principal Software Developer Professional $90,277 $112,846 Level 3 1327 Principal HR Consultant Professional $96,226 $120,283 Professionals 1328 Principal Business Software Analyst Professional $90,277 $112,846

1330 Principal Program Coordinator Professional $96,226 $120,283 1331 Business Development/HR Consultant Professional $96,226 $120,283

1507 Senior Software Developer Professional $78,502 $98,127 1508 Senior Network Administrator Professional $78,502 $98,127 1509 Senior Desktop Administrator Professional $78,502 $98,127

Level 2 1512 Senior Accountant Professional $66,437 $83,046 Professionals 1522 Senior Program Coordinator Professional $83,675 $104,594

1527 Senior HR Consultant Professional $83,675 $104,594 1529 Senior Marketing Analyst Professional $75,308 $94,135

1530 Marketing and Communications Specialist Professional $75,308 $94,135 1706 Accountant Professional $56,471 $70,589 1714 Program Coordinator Professional $71,124 $88,905

Level 1 1717 HR Consultant Professional $71,124 $88,905 Professionals 1718 Bid and Proposal Coordinator Professional $71,124 $88,905

1719 Purchasing & Travel Coordinator Professional $56,471 $70,589 1720 Client Operations Coordinator Professional $71,124 $88,905 1721 Training Coordinator Professional $71,124 $88,905 1722 Contracts Coordinator Professional $56,471 $70,589

1723 Associate Training Coordinator Professional $56,471 $70,589 1724 Instructional Designer Professional $71,124 $88,905

Pay Band Class

Code ID NON-EXEMPT - Hourly


Group

Minimum Hourly Rate

Maximum Hourly Rate

Technician 2101 Administrative Technician Technician $25.77 $32.21

2105 Accounting Technician Technician $25.77 $32.21 2106 Executive Administrative Assistant Technician $28.34 $35.43 2107 Helpdesk Technician Technician $25.77 $32.21 2201 Digital Print Specialist Technician $25.77 $32.21 2202 Order Fulfillment Specialist Technician $25.77 $32.21

Clerical/ 2302 Office Assistant Office/Allied $18.19 $22.74 Support 2303 Senior Office Assistant Office/Allied $20.92 $26.15

Attachment 4


Pay Band Class

Code ID



Group

Minimum Hourly Rate

Maximum Hourly Rate

Intermittent - 9004 Subject Matter Expert I Professional $15.00 $45.00 Professional 9007 Project Consultant I Professional $25.00 $65.00

9008 Project Consultant II Professional $40.00 $85.00 9009 Trainer Professional $40.00 $200.00 9010 Trainer / Project Consultant Professional $40.00 $150.00 9011 Investigator Professional $40.00 $100.00 9014 Project Consultant III Professional $50.00 $125.00 9015 Project Consultant IV Professional $85.00 $185.00 9016 Expert Consultant Professional $150.00 $225.00 9018 Business Development Associate I Professional $20.00 $50.00 9020 Employment Law Advisor Professional $70.00 $125.00 9031 Subject Matter Expert II Professional $40.00 $85.00 9032 Subject Matter Expert III Professional $50.00 $125.00 9033 Subject Matter Expert IV Professional $60.00 $150.00 9034 Trainer/Coach Professional $40.00 $150.00 9037 Business Development Associate II Professional $50.00 $90.00

Intermittent - Technician

9006 Consulting Assistant / Bid & Proposal Writer Technician $15.00 $35.00 Intermittent - 9001 Assistant Proctor* Office/Allied $12.00 $25.00 Office/Allied 9002 Chief Proctor Office/Allied $14.00 $35.00 9019 General Office Clerk Office/Allied $14.00 $18.00 Retired 9012 RA Technical Specialist Professional $51.00 $63.00 Annuitant - 9013 RA Principal Consultant Professional $46.00 $57.00 Professional 9023 RA Subject Matter Expert I Professional $15.00 $45.00

9024 RA Trainer Professional $40.00 $200.00 9025 RA Trainer/Project Consultant Professional $40.00 $150.00 9026 RA Investigator Professional $40.00 $100.00 9027 RA Employment Law Advisor Professional $70.00 $125.00 9028 RA Subject Matter Expert II Professional $40.00 $85.00 9029 RA Subject Matter Expert III Professional $50.00 $125.00 9035 RA Subject Matter Expert IV Professional $60.00 $150.00

9036 RA Trainer/Coach Professional $40.00 $150.00 Retired Annuitant - 9021 RA Assistant Proctor* Office/Allied $12.00 $25.00 Office/Allied 9022 RA Chief Proctor Office/Allied $14.00 $35.00

*if necessary, adjust in accordance with local minimum wage

Attachment 4


ATTACHMENT C

CPS HR Consulting

Classification - Compensation Pay Scale Effective December 24, 2018


Class Code

ID


Job Titles

Maximum Hourly Rate

Regular Position Linkage for PERSable Compensation Limit

Maximum Hourly Rate

9001 Assistant Proctor $25.00 Office Assistant $22.74 9002 Chief Proctor $35.00 Office Assistant $22.74 9004 Subject Matter Expert I $45.00 Principal HR Consultant $57.83 9006 Consulting Assistant / Bid & Proposal Writer $35.00 Administrative Technician $32.21 9007 Project Consultant I $65.00 Technical Specialist $63.61 9008 Project Consultant II $85.00 Technical Specialist $63.61 9009 Trainer $225.00 Technical Specialist $63.61 9010 Trainer/Project Consultant $150.00 Technical Specialist $63.61 9011 Investigator $100.00 Technical Specialist $63.61 9014 Project Consultant III $125.00 Technical Specialist $63.61 9015 Project Consultant IV $185.00 Technical Specialist $63.61 9016 Expert Consultant $225.00 Technical Specialist $63.61 9018 Business Development Associate $50.00 Senior Marketing Coordinator $45.26 9019 General Office Clerk $14.50 Office Assistant $22.74 9020 Employment Law Advisor $125.00 Technical Specialist $63.61 9031 Subject Matter Expert II $85.00 Technical Specialist $63.61 9032 Subject Matter Expert III $125.00 Technical Specialist $63.61 9033 Subject Matter Expert IV $150.00 Technical Specialist $63.61 9034 Trainer/Coach $150.00 Technical Specialist $63.61 9037 Business Development Associate II $90.00 Technical Specialist $63.61

Attachment 5


DATE: November 2, 2018 TO: CPS HR Consulting - Board of Directors FROM: Jerry Greenwell, CEO SUBJECT: Cash Reserve Policy ACTION REQUESTED: (Check those most applicable) ____ Information Item ____ Approval and/or Authorization __X Policy Change or Adoption ____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: The financial success of the organization is one of the underlying strategic goals of CPS HR. In order to enhance the financial oversight, a minimum cash reserve policy should be developed. DISCUSSION: Adequate cash reserves increase the organization’s ability to absorb or respond to temporary changes in cash flow or unanticipated events. Building and maintaining an operating reserve will help ensure that sufficient funds are available to manage cash flow on a day-to-day basis and maintain financial flexibility. During prosperous economic times CPS HR management had the foresight to accumulate unrestricted operating cash reserves. These cash reserves have been instrumental at weathering one of the worst economic recessions experienced by the nation. However, remaining fiscally prudent will require the maintenance of a minimum cash balance. A common approach to establishing a minimum threshold for cash reserves is to look at the amount of monthly operating expenses and ensure that there remains on hand sufficient funds to cover at least two months of operating expenses. The Board adopted a minimum cash reserve policy equal to two months of operating expenses or $2M in March 2011. Currently that equates to approximately $4 million dollars, an increase of $2M from the prior approved minimum due to the growth of the organization. Setting forth a minimum threshold will help guide the organization in financial planning and budgeting, including the appropriate timing and extent of any further cost cutting measures that may be necessary. RECOMMENDATION: The Board adopt the minimum cash reserve level of $4M as discussed above. FISCAL IMPACT: Provides for increased fiscal oversight.

Attachment 5



Attachment 6


DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Pam Parker, Executive Assistant SUBJECT: Approval of 2019 Proposed Board Meeting Dates & Locations ACTION REQUESTED: ___ Information Item _X__ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: The Board governance role is essential to CPS HR’s ability to successfully carry out the goals and initiatives that are a part of the annual and long-term business plan. DISCUSSION: Board Meetings are generally held on the first or second Friday in the months of June, and November. The proposed March 2019 meeting date will be on the second or third Thursday and Friday of the month per the dates indicated below. Scheduling meetings in advance and on a regular cycle will enable Board members and CPS HR leadership to better coordinate their calendars. Board meeting locations will be either the CPS HR Sacramento office or an identified location within one of our Board Member agency’s jurisdictions. Proposed Board Meeting Schedule for 2019

March 20-22, 2019 Location TBD June 7, 2019 Sacramento Office November 8, 2019 Sacramento Office

RECOMMENDED ACTION: Approve Board meeting dates/locations as proposed above. FISCAL IMPACT: Costs are built into the budget annually. Board meeting costs in Sacramento are approximately $3,000-$4,500 per meeting (based on 7-10 Board Members attending) taking into account airfare, hotels and food. Board meetings in alternate cities are likely to be double or triple that amount depending on the location.

Attachment 6


Historical CPS Board Meetings List of Locations

Date Facility City State

March 2018 Waterfront Inn Oakland CA March 2017 JW Marriott Resort & Spa Las Vegas NV March 2016 Hilton Charlotte City Center Charlotte NC March 2015 Emergency Ops Ctr and Hilton

Dallas/Plano Granite Park Plano TX

March 2014 Sheraton Sand Key Resort Clearwater FL March 2013 City Hall Las Vegas NV March 2012 Disney’s Grand Californian Hotel & Spa Anaheim CA March 2011 JW Marriott Resort & Spa Las Vegas NV March 2010 Harvest Inn, Vineyard View Rm St. Helena CA March 2009 Disneyland Hotel,

Sleeping Beauty Pavilion Anaheim CA

March 2008 Handlery Union Square Hotel/Moscone Center

San Francisco CA

March 2007 Wine & Roses Lodi CA March 2006 The Beach House Inn & Conf Ctr Half Moon Bay CA Sept 2005 Madison Concourse Hotel Madison WI

March 2005 Hyatt Regency Islandia San Diego CA Sept 2004 Marriott Oakland City Center Oakland CA

March 2004 City University of NY New York NY Sept 2003 S.F. Public Library San Francisco CA

March 2003 Venetian Hotel Las Vegas NV Sept 2002 East Bay MUD Oakland CA

March 2002 Disney’s Grand Californian Hotel Anaheim CA Sept 2001 S.F. City Hall-Mayor’s Conf Rm San Francisco CA

March 2001 Tiburon Lodge Tiburon CA March 2000 Calistoga Spa Hot Springs Calistoga CA Jan. 1999 Monterey Beach Hotel Monterey CA Jan. 1998 Carmel Mission Inn Carmel CA

Attachment 7


DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Sandy MacDonald-Hopp, CFO SUBJECT: FY2019 Budget and Cash Flow Update ACTION REQUESTED: __X__ Information Item RELATIONSHIP TO BUSINESS PLAN: The attached schedules depict unaudited financial performance for the month-ending September 30, 2018 in comparison to the budget. These schedules depict the organization in its’ component groups of State, Federal, Local, Emerging Markets, Products & Services, and Operation Management Services. DISCUSSION: Revenue The total CPS HR revenue for the fiscal year-to-date as of September 30, 2018 of $5.5 million is $632 or 10% below budget. This revenue represents a 13% increase from year-to-date September 2017 in which CPS HR had $623k less in revenue. The market mix included increases mainly in the Local Market with $316k more, Emerging Markets up $135k, and Training $100k. Year-to-date, all but Training and Federal markets are underrunning revenue budget. Proposal and contract activities are busy in that FY2019 revenue looks feasible to make budget in the remaining months. Expense Fiscal year-to-date through September 2018 direct expenses are under budget by $111k and the mix generated gross profit margin of 36.4% versus budgeted 41.2% as a percent of revenue. Operating expenses are $179k or 6.2% under budget due to timing of expense and budget, and staff vacancies. OMS indirect expense, a component of total operating expense, is 6.5% below budget. Average monthly operating expense is running $900k per month versus FY18’s $917.6k monthly average. Net Operating Income and Cash Flow Year-to-date CPS HR has net operating loss of $684k, which is $343k worse than the budgeted operating loss thru September. The net loss figure of $541k equates to -9.8% of revenue and below budgeted net loss and FY19 Strategic Goal of -1%. The cash flow forecast for the next 12 months indicates some ups and downs in cash reserves with capital expenditures, ongoing disbursements, and timing of collections. Monthly variations in cashflow reflect changes in the timing of receipt of invoice payments and payments to vendors. We’ve experienced delays in client invoice payments due to some State of CA agencies and continue to work with them to get current. Minimum cash reserve balance of $2M was established in September 2011 and as of September 30, 2018 cash balance is $16.9M. Based on six-month Operating Expense average of $866k the $2M reserve would cover 68 days of operations. RECOMMENDATIONS: None, information only FISCAL IMPACT: None, information only

Attachment 7


Comparable Period Variance Full Year

Prior Year Actual Budget Fav. (Unfav.) FY19 Budget

Project Revenue 4,908,950$ 5,532,202$ 6,164,276$ (632,074)$ 27,766,721$

Direct Project Costs: Direct Labor 2,071,853 2,342,073 2,672,405 330,332 11,539,106 Sub/Contract Svcs 164,134 149,798 108,273 (41,525) 774,090 Other Direct Costs 778,430 1,024,023 845,831 (178,192) 4,394,366

Total Direct Project Costs 3,014,417 3,515,894 3,626,509 110,615 16,707,562

Gross Profit 1,894,533 2,016,308 2,537,767 (521,459) 11,059,159 38.6% 36.4% 41.2% 39.8%

Business Unit Overhead 1,121,238 953,005 1,009,670 56,665 4,185,529

Business Unit Op. Income 773,294 1,063,303 1,528,097 (464,794) 6,873,630

OMS Expense 1,582,147 1,747,619 1,869,657 122,038 7,478,095

Net Operating Income (Loss) (808,852) (684,316) (341,560) (342,756) (604,465)

Net interest Income (Expense) 63,014 96,689 50,000 46,689 200,000

Other Income (Expense) - 47,116 49,998 (2,882) 200,000

Net Income (Loss) (745,839)$ (540,511)$ (241,562)$ (298,949)$ (204,465)$

September 30, 2018Fiscal Year-To-Date thru

FY2019 Operating BudgetNovember 2018 Update

Attachment 7


State MarketFY19 Operating BudgetNovember 2018 Update

VarianceActual Budget Fav. (Unfav.)

Project Revenue 1,586,283$ 1,934,530$ (348,247)$

Direct Project Costs: Direct Labor 706,298 894,524 188,226 Subcontractors/Cont Svcs 26,945 23,905 (3,040) Other Direct Costs 177,251 174,551 (2,700)

Total Direct Project Costs 910,494 1,092,980 182,486

Gross Profit 675,789 841,550 (165,761) 42.6% 43.5%

Operating Expenses 84,128 107,822 23,695

Operating Income (Loss) 591,662$ 733,728$ (142,066)$


Attachment 7


Federal MarketFY19 Operating BudgetNovember 2018 Update


Project Revenue 103,855$ 76,974$ 26,881

Direct Project Costs: Direct Labor 41,579 18,461 (23,118) Subcontractors/Cont Svcs 3,747 8,635 4,888 Other Direct Costs 7,510 4,050 (3,460)

Total Direct Project Costs 52,837 31,146 (21,691)

Gross Profit 51,018 45,828 5,190 49.1% 59.5%

Operating Expenses 440 3,610 3,170

Operating Income (Loss) 50,578$ 42,218$ 8,360$

Fiscal Year-To-Date thruSeptember 30, 2018

Attachment 7


Local MarketFY19 Operating BudgetNovember 2018 Update


Project Revenue 1,157,230$ 1,547,943$ (390,713)$

Direct Project Costs: Direct Labor 436,409 690,257 253,848 Subcontractors/Cont Svcs 28,111 27,395 (716) Other Direct Costs 334,079 133,067 (201,012)

Total Direct Project Costs 798,599 850,719 52,120

Gross Profit 358,631 697,224 (338,593) 31.0% 45.0%

Operating Expenses 128,858 107,593 (21,265)



Attachment 7


Emerging MarketsFY19 Operating BudgetNovember 2018 Update


Project Revenue 859,449$ 925,086$ (65,637)$

Direct Project Costs: Direct Labor 416,355 448,146 31,791 Subcontractors/Cont Svcs 15,871 3,996 (11,875) Other Direct Costs 113,509 88,252 (25,257)

Total Direct Project Costs 545,735 540,394 (5,341)

Gross Profit 313,714 384,692 (70,978) 36.5% 41.6%




Attachment 7


Products and ServicesFY19 Operating BudgetNovember 2018 Update


Test Rental 545,781$ 566,028$ (20,247)$ Training 1,279,604 1,113,715 165,889

Project Revenue 1,825,385$ 1,679,743$ 145,642$

Direct Project Costs: Direct Labor 741,432 621,017 (120,415) Subcontractors 75,125 44,342 (30,783) Other Direct Costs 391,673 445,911 54,238

Total Direct Project Costs 1,208,230 1,111,270 (96,960)

Gross Profit 617,155 568,473 48,682 33.8% 33.8%


Operating Income (Loss) (71,460)$ (144,721)$ 73,261$


Attachment 7


OMSFY19 Operating BudgetNovember 2018 Update


Project Revenue -$ -$ -$

Direct Project Costs - - -

Gross Profit - - -

Operating Expenses: Indirect Labor Costs 1,136,931 1,185,416 48,485 Facilities and Other 460,622 536,115 75,493 Depreciation & Amort. 150,065 148,126 (1,939) Total Operating Expenses 1,747,619 1,869,657 122,038

Operating Income (Loss) (1,747,619) (1,869,657) 122,038

Net Interest Income (Expense) 96,689 50,000 46,689 Other Income (Expense) 47,116 49,998 (2,882) Operating Income (Loss) (1,603,814)$ (1,769,659)$ 165,845$


Attachment 7


Audited Audited UnauditedJune 30, 2017 June 30, 2018 9/30/2018

Assets

Cash and Cash Investments 13,022,789 8,892,248 7,422,402Accounts Receivable 7,565,529 7,489,167 4,583,777Unbilled Receivable 1,127,188 1,495,325 1,620,873Interest Receivable 11,988 31,486 15,921Prepaid Expenses 340,914 537,475 686,214

22,068,409 18,445,701 14,329,187

Depreciable Assets 10,633,648 10,729,822 10,596,914Non-Depreciable Work in Process 190,767 55,942 52,263Less Accumulated Depr & Amort (9,399,166) (7,813,369) (7,793,814)

1,425,250 2,972,395 2,855,363

Long Term Investments 6,462,241 5,789,697 9,475,605OPEB Asset 590,810 3,030,825 3,030,825Deposits 104,867 99,060 99,060Intangible Assets-Ewing Acquisition - 495,000 495,000

7,157,918 9,414,582 13,100,490Total Assets $ 30,651,577 $ 30,832,678 $ 30,285,040

$ 3,546,217 $ 3,993,468 $ 3,993,468

Liabilities & Equity

Accounts Payable 1,227,753 900,798 595,497Accrued Payroll & Benefits 892,619 477,946 874,089Accrued Vacation 686,072 682,139 648,517Deferred Income 312,452 192,961 43,171Provision for Liabilities 300,000 300,000 300,000

3,418,895 2,553,844 2,461,274

Long-Term Lease GASB 13 S/L 448,208 488,652 Long Term Liabilities: Net Pension Liability 2,912,794 4,443,124 4,488,123

Deferred Inflows Related to OPEB/Pensions 934,315 1,058,235 1,058,235934,315 1,058,235 1,058,235

Investment in Capital Assets 1,425,250 2,972,395 2,855,363Current Year Retained Earnings 1,778,873 (609,055) (540,511)Retained Earnings 25,152,918 26,931,790 26,322,735

26,931,790 26,322,735 25,782,224 $ 34,197,794 $ 34,826,146 $ 34,278,508

Net Position

Current Assets

Fixed Assets

Other Non-Current Assets

Statement of Net Position

Current Liabilities

Deferred Outflows Related to OPEB/Pensions

Attachment 7


OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP TOTAL2018 2018 2018 2019 2019 2019 2019 2019 2019 2019 2019 2019

BEGINNING BALANCE 16,898,007 16,815,857 16,930,517 16,874,192 16,697,419 16,271,567 16,287,448 16,019,362 16,172,310 16,050,157 16,283,157 16,460,157 16,717,157

Collections 2,409,000 2,198,000 2,393,000 2,297,000 1,809,000 2,244,000 1,987,000 2,587,000 2,167,000 2,463,000 2,407,000 2,237,000 27,198,000

Interest Income(Expense) 15,000 15,000 15,000 15,000 15,000 15,000 20,000 20,000 20,000 20,000 20,000 20,000 210,000

TOTAL RECEIPTS 2,424,000 2,213,000 2,408,000 2,312,000 1,824,000 2,259,000 2,007,000 2,607,000 2,187,000 2,483,000 2,427,000 2,257,000 27,408,000

DISBURSEMENTS -2,506,150 -2,098,340 -2,464,325 -2,488,773 -2,249,852 -2,243,119 -2,275,086 -2,454,052 -2,309,153 -2,250,000 -2,250,000 -2,000,000 -27,588,850

NET CASH FLOW -82,150 114,660 -56,325 -176,773 -425,852 15,881 -268,086 152,948 -122,153 233,000 177,000 257,000 -180,850

ENDING BALANCE 16,815,857 16,930,517 16,874,192 16,697,419 16,271,567 16,287,448 16,019,362 16,172,310 16,050,157 16,283,157 16,460,157 16,717,157 16,717,157

Minimum Cash Reserve: $2MEquates to ~68 Days of Cash Op Exp Only

CASH FLOW PROJECTIONOct 2018 - Sept 2019

-

50

100

150

200

250

300

350

400

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Sep-18

141

248 234

279 264

319 347

309 282

197

257

Days of Cash

Attachment 7


Business YTD % of Cum. % ofRank Project Name Unit Revenue Revenue Revenue

1 Test Rental Test Rental Prod & Svcs 545,781$ 9.9% 9.9%2 CalHR Merit Services Contract State Practice 498,997$ 9.0% 18.9%3 CalHR-Comp & Skill Training Training Prod & Svcs 402,770$ 7.3% 26.2%4 Notary TA State Practice 366,601$ 6.6% 32.8%5 Toxics-Workload&Staffing State Practice 251,006$ 4.5% 37.3%6 Open Registration Training Training Prod & Svcs 231,655$ 4.2% 41.5%7 Unassigned Group Training Training Prod & Svcs 162,114$ 2.9% 44.4%8 City of Chicago Test Admin Local Practice 155,105$ 2.8% 47.3%9 CICC FullProg-WrittenExam Emerging Markets 149,724$ 2.7% 50.0%

10 NYC-DOB TD/TA Local Practice 117,510$ 2.1% 52.1%11 BSCC TA State Practice 68,119$ 1.2% 53.3%12 CDSS-Online Training Training Prod & Svcs 67,890$ 1.2% 54.5%13 Lexington-Fayette-Assessment Local Practice 66,376$ 1.2% 55.7%14 CalPIA-Various Courses Training Prod & Svcs 59,770$ 1.1% 56.8%15 CITF-Building Envelope TD Emerging Markets 56,177$ 1.0% 57.8%16 Douglas-HR Recruit Svcs Local Practice 49,499$ 0.9% 58.7%17 CITF-Riggers&Signalers TD Emerging Markets 44,312$ 0.8% 59.5%18 HCD-Program Design D & I State Practice 44,175$ 0.8% 60.3%19 HCD-Develop HP Guidelines State Practice 43,788$ 0.8% 61.1%20 NY DOB-Hoist Machine Trng Training Prod & Svcs 41,602$ 0.8% 61.9%21 Port Authority of NY & NJ Emerging Markets 39,595$ 0.7% 62.6%22 Social Security Admin. TA Federal Practice 36,602$ 0.7% 63.3%23 CEPI - TD and TA Emerging Markets 34,610$ 0.6% 63.9%24 HR Academy Training Prod & Svcs 33,477$ 0.6% 64.5%25 QME TA State Practice 31,077$ 0.6% 65.0%26 SCIF-Basic Supervision Training Prod & Svcs 30,900$ 0.6% 65.6%27 Jurupa-Class Org Assessment Emerging Markets 30,856$ 0.6% 66.2%28 EHS TA State Practice 29,430$ 0.5% 66.7%29 Co of Sacramento Master Local Practice 28,905$ 0.5% 67.2%30 Monterey Master C&C/Search Local Practice 28,822$ 0.5% 67.7%

All others under $29k 1,784,959 32.3%

5,532,202 Total Revenue

Over $29k Revenue thru Sept 2018

Project Performance ReportFY2019 Operating Budget

Attachment 7



Attachment 8


DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Jerry Greenwell, CEO and Pam Parker, Executive Admin. Assistant SUBJECT: CPS HR Performance Dashboard ACTION REQUESTED: __X_ Information Item _____ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: At the request of the Board, the purpose of the Performance Dashboard is to provide the Board with a high-level overview of the performance of the organization at a glance. The Senior Team and staff monitor these indicators in order to assess organizational performance as tracked to goals. FY19 Strategic Initiatives are as follows:

Overarching FY19 Strategic Initiative: Digital Transformation

Guiding Value: Care for our Customers

Strategic Direction: Deliver quality products and services that enable our clients to meet their current/future needs and will create a highly satisfied client base. FY19 Initiative #1: Evaluate which products and services lend themselves best to digital enhancement. Develop a plan to convert 2 products/services in Year 1 (pilot/rapid proto-typing). Senior Leader Team

A. Convert 4 existing training programs to blended learning – Melissa Asher o Applied Analytical Skills o Basic Supervision o Customer Service Vignettes o Risk Management Fund Online/Web Dev.

B. TR On-line, on-demand testing (detailed project plan/scope of work) – David Powell

C. Leadership Potential Assessment and Skills Development Mobile application – Melissa Asher and Jeff Hoye

Attachment 8


Guiding Value: Care For The Organization

Strategic Direction: Grow company revenues, reserves, and reinvestment dollars to ensure year-over-year growth and ensure our long-term sustainability.

FY19 Initiative #2: Conduct a technology gap assessment of current operations –

David Powell

A. Efficient, less costly operations – Jeff Hoye o Take time and spend out of the Bid & Proposal process (FY18>$1.1M)

Guiding Value: Care For Each Other

Strategic Direction: Create an organization with a high level of employee engagement.

FY19 Initiative #3: Assess technical and digital skills of all staff – David Powell & Karen Galvan

A. Resolution Training for all Staff – All Senior Leaders

DISCUSSION: The performance indicators on the Performance Dashboard reflect the key elements that are monitored to assess organizational success at a high level. The indicators reported on include:

• CPS HR Financials • Bid and Proposal (B&P) Expense and Individual B&P Market Performance • *Qualified Lead Goals • *RFP Goals

RECOMMENDATIONS: None, for information only FISCAL IMPACT: None, no expense will be incurred

*NOTE - this is a dynamic file and reflects current data as of October 16, 2018.

Attachment 8


CPS HR Performance Dashboard

YTD % Budget % FY18 %Revenue $5,532 $6,164 89.7% $4,909 112.7%Direct Expense $3,516 63.6% $3,627 58.8% $3,014 61.4%Gross $2,016 36.4% $2,537 41.2% $1,895 38.6%Indirect Expense $2,701 48.8% $2,879 46.7% $2,703 55.1%NOI -$685 -12.4% -$342 -5.5% -$808 -16.5%Non Operating $144 2.6% $100 1.6% $63 1.3%Net -$541 -9.8% -$242 -3.9% -$745 -15.2%

CPS HR Financials September FY19

$0.00$1.00$2.00$3.00$4.00$5.00$6.00$7.00

YTD

Budg

etFY

18

Mill

ions

10/9/2018# % of Goal

Cumulative 235 37.3%Federal 2 State 10 Local 100 Emerging Markets 55 Test Rental - Training 68 GOAL 630

Qualified Lead Goals

Attachment 8


RFP Goals FY19 10/9/2018

Win Rate% # Value Win Rate% # Value Win Rate% # Value

Overall 85.3% 81 $861,538 56.3% 9 $189,767 70.8% 17 $293,420

Test Rental 0 $0 0 $0 0 $0

Training 100% 33 $167,456 100% 1 $850 0 $0Federal 0 $0 0 $0 0 $0State 100% 2 $32,305 100% 1 $28,305 100% 1 $4,000Local 76% 28 $406,512 57% 4 $53,922 65% 11 $219,910Emerging 78% 18 $255,265 43% 3 $106,690 83% 5 $69,510GOAL 65.0% 40.0% 65.0%

FY18 Comparison*

67.7% 454 $17,756,762 36.9% 62 $2,192,365 55.4% 118 $8,381,867

FY17 Comparison

63.3% 367 $19,394,196 27.1% 52 $1,723,559 56.3% 81 $9,422,766

General Win Rate Full & Open Limited Competition

Note: FY Q1 win ratio is skewed and will normalize as we approach 120 days; calculations are based on wins vs losses of opportunities created in FY (outstanding proposals not included). *FY18 Comparison - outstanding proposals will change the metrics as they are resolved.

Attachment 8


GoalNTE B&P Expense >>>>

Actual B&P Expense $50 1.16% $679 26.13% $40,425 30.31% $135,135 29.96% $75,015 29.54% $717 3.43%AVG Cost of Proposal $ 1,740 $50 $9 $5,053 $1,422 $1,786 $239

AVG Cost to Win $ 3,670 - $21 $20,213 $4,826 $4,168 $0Proposals 1 76 8 95 42 3

Wins 0 33 2 28 18 0

Individual B&P Market Performance (YTD)

$ 4,331 $ 133,385 $ 450,999 $ 253,952

September-18

$ 20,874 Test Rental State Local EmergingTraining

$ 2,598 Federal

Attachment 8

Attachment 8 Page 6


Attachment 9

Attachment 9 Page 1

DATE: November 2, 2018

TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Jerry Greenwell, CEO SUBJECT: FY19 Strategic Initiatives - Progress Update ACTION REQUESTED: __x__ Information Item _____ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: Our FY19 strategic goals are aligned with our FY17 - FY19 Strategic Direction as approved by the board in June 2017. The goals are designed to move us toward achievement of the three-year direction as outlined. The overall plan has been built to assure we achieve our mission and vision while adhering to our core organizational principles. DISCUSSION: This update is reflective of the strategic plan. Through the first quarter of the year, we are making sustained progress on all initiatives. With the revenue goal we are off to a slow start through the summer months. Revenue was predicted to increase modestly this year, and although it is running below the budgeted target through the first quarter, we are still ahead of last FY’s pace through the same period. The total projects billed in September 2018 exceeded 200 for the first time and we are seeing an upward trend in projects over the last few months. The decision to add business development staff has created the increased level in the number of projects, yet project sizes are smaller, which increases the level of activity for smaller revenue shares. The outreach at the local levels is the driver behind project size, with state markets showing a decrease. However, with the addition in August of a new CA State Practice leader, we anticipate an increase in our largest market segment. With the impending election impacting contracting and project initiation we anticipate this all leveling out and expect to see gains in the second half of the year. We have launched all the approved strategic initiatives related to new product builds in a digital environment. The overarching effort to move toward digital transformation has also been launched with work groups being formed and governance structures having been developed. Progress on this critical effort can be seen on page 8 as Initiative #2 under Care for the Organization. The other initiatives are internally focused and although they are on track, we will need a concentrated effort like with the product builds to gain the benefits we are looking for. There will be an increase in non-billable labor in the short term as we assess and train staff. However, we continue to make needed progress.

Attachment 9

Attachment 9 Page 2

The strategic plan is monitored at monthly Senior Leadership meetings and regular updates are provided to the Board throughout the year. This is the first update on our FY18 Goals & Initiatives and the focus should be on the Results/Evidence or Objectives as depicted in the attached FY18 Strategic Initiatives #1-4 updates.

FY19 Strategic Initiatives

Overarching FY19 Strategic Initiative: Digital Transformation

Guiding Value: Care for our Customers

Strategic Direction: Deliver quality products and services that enable our clients to meet their current/future needs and will create a highly satisfied client base. FY19 Initiative #1: Evaluate which products and services lend themselves best to digital enhancement. Develop a plan to convert 2 products/services in Year 1 (pilot/rapid proto-typing). Senior Leader Team

A. Convert 4 existing training programs to blended learning – Melissa Asher o Applied Analytical Skills o Basic Supervision o Customer Service Vignettes o Risk Management Fund Online/Web Dev.

B. TR On-line, on-demand testing (detailed project plan/scope of work) – David Powell

C. Leadership Potential Assessment and Skills Development Mobile application – Melissa Asher and Jeff Hoye

Guiding Value: Care For The Organization

Strategic Direction: Grow company revenues, reserves, and reinvestment dollars to ensure year-over-year growth and ensure our long-term sustainability.

FY19 Initiative #2: Conduct a technology gap assessment of current operations –

David Powell

A. Efficient, less costly operations – Jeff Hoye o Take time and spend out of the Bid & Proposal process (FY18>$1.1M)

Guiding Value: Care For Each Other


FY19 Initiative #3: Assess technical and digital skills of all staff –

David Powell & Karen Galvan A. Resolution Training for all Staff – All Senior Leaders

Attachment 9

Attachment 9 Page 3

FY2019 Action Plan

Strategic Direction #2 – Care For the Customers: Deliver quality products and services that enable our clients to meet their current/future needs and will create a highly satisfied client base.

FY19 Strategic Initiative #1: Evaluate which products and services lend themselves best to digital enhancement. Develop a plan to convert 2 products/services in Year 1 (pilot/rapid proto-typing).

1A – Convert four existing training programs to blended learning Sponsor: Melissa Asher Key Stakeholders: • Clients • Prospective Clients • Training Center Employees • CPS HR Board

Linkage to FY 17-19 Strategic Direction • Care for the Customers

Business Case: The vast majority of CPS HR courses/programs offered are instructor-led training in a physical classroom. Digital transformation requires that we re-imagine delivery models to transform products to meet the demands of the rapidly evolving digital economy. Customers are increasingly asking for flexible delivery where learning is personalized, there is the opportunity for collaboration and self-study, and is "anytime, anywhere". ATD reports that in 2018, 81% of organizations say they are or plan to offer digital and blended learning and 14% of all training programs are virtual. In addition, 58% of blended programs include a virtual component (The State of Virtual Training 2018). Blended and digital learning will allow us to reduce costs and increase our client reach. Objectives to Achieve Desired Outcomes: Convert four existing training programs into blended learning offerings:

o Applied Analytical Skills o Basic Supervision o Customer Service o Risk Management Fundamentals

Attachment 9

Attachment 9 Page 4

Evidence/Results for FY19 to Measure Success (Outcomes):

Product Title Deadline Status Revenue

Applied Analytical Skills Nov-18

• This course will be completed by Nov. 15

• The first open enrollment class is available in January

• Marketing is creating a campaign to announce this new offering to build awareness about this new product TBD

Basic Supervision Jan-19

• A team of trainers is being selected to scope out which portions of the

content will be converted • Need to involve at least two clients

in the initial design phase TBD Risk Management Fundamentals Mar-19 Work on this course has not begun yet TBD

Customer Service Oct-19

• A two-hour self-paced course has been developed and is under

review • This course will be available by Nov.

30 TBD

FY2019 Action Plan Strategic Direction #2 – Care For our Customers: Deliver quality products and services that enable our clients to meet their current/future needs and will create a highly satisfied client base. FY19 Strategic Initiative #1: Evaluate which products and services lend themselves best to digital enhancement. Develop a plan to convert 2 products/services in Year 1 (pilot/rapid proto-typing). 1B – Test Rental On-line, on-demand testing (detailed project plan/scope of work)

Business case approved; cost proposal pending. Sponsor: David Powell Key Stakeholders: • Clients • Prospective Clients • CPS HR Test Rental Team

Linkage to FY 17-19 Strategic Direction • Care for our Customers

Attachment 9

Attachment 9 Page 5

Business Case: The testing industry is changing, and people are moving from the traditional paper and pencil testing to online models; specifically, on-demand testing. This is the norm in the private sector and will likely become the trend in the public sector in the future. Offering an on-demand, online testing solution is in line with our strategic direction of digital transformation, with the goal of enhancing the customer experience and streamlining processes. This initiative will result in a product that integrates with current CPS HR systems (such as the item bank) and allows clients to create and administer their own exams in an online format. It will include an online testing platform and a client administrative interface that allows clients to manage their exams and candidate scores. This product will have the ability to integrate with third party software such as NeoGov to create additional efficiencies for our clients and opportunities for CPS HR. Development will be led by David Powell acting in the Scrum Product Owner role using the Agile Scrum software development framework (https://bit.ly/2pO3ARk). Dedicated development resources (The Scrum team) will work in a continuous series of “sprints” designed to create an initial prototype (Version 1.0) followed by regular increments of new functionality at the end of each sprint. The team model in Scrum, new to CPS HR, is designed to optimize flexibility, creativity, and productivity in creating software applications more rapidly to meet customer needs. Objectives to Achieve Desired Outcomes: Scrum is a software development life cycle that is not based on traditional project phases with linear objectives. It is a standards-based continuous development model designed for agility and continuous progress. Each iteration of the application is delivered using a series of standardized steps that continuously repeat until customer objectives are reached. The continuously repeated steps of the Scrum model:

1. Product Backlog Creation 2. Sprint Planning and Sprint Backlog Creation 3. Working on the Sprint: Scrum Events 4. Testing and Product Demonstration 5. Retrospective and Next Sprint Planning

The major milestones (product versions) generally follow the pattern below: Milestone 1: After about 4-6 sprints, a prototype is ready for demonstration (Version 1.0). This is a minimally viable product that contains only the basic functionality needed to pilot test the application with pilot customers. It is not feature complete and the user interface is often underdeveloped. At this point, the product can be demonstrated to pilot customers with training offered as needed. Feedback is collected from pilot customer experiences and pushed into the Product Backlog as new user stories. Milestone 2: After a series of sprints to create releases designed to provide the features customers require (likely a long series of sprints due to the complexity of this application), Version 2.0 is the next major release of the application. This version can go to a wider customer base with many features further defined and with a user interface that is ready for widespread customer use. Milestone 3: After gathering usage data and feedback from existing customers, more sprints are created and executed until the Product Backlog is exhausted, where the product lands on Version 3.0, the feature complete version of the application. The result is a higher quality application delivered internally with more speed and flexibility containing less developmental and financial risk than a traditional software development methodology can deliver.

https://bit.ly/2pO3ARk

Attachment 9

Attachment 9 Page 6


• Completion of initial User Stories and creation of Product Backlog • Identification of external development resources • Scrum team development (Tuckman model of team dynamics, aka forming, storming, norming,

performing, adjourning) • Series of development efforts and user testing resulting in Version 1.0 product • Selection of clients for pilot testing and pilot test launch • Inclusion of pilot test results into Product Backlog • Series of development efforts and user testing resulting in Version 2.0 product (General

Customer Release Candidate) Due Dates for the above are pending

FY2019 Action Plan

Strategic Direction #2 – Care For our Customers: Deliver quality products and services that enable our clients to meet their current/future needs and will create a highly satisfied client base. FY19 Strategic Initiative #1: Evaluate which products and services lend themselves best to digital enhancement. Develop a plan to convert 2 products/services in Year 1 (pilot/rapid proto-typing).

#1C - Create an online application that provides for leadership potential

assessment and development Sponsors: Jeff Hoye & Melissa Asher Key Stakeholders: • External: Initially, the participating pilot public sector organization / City of Plano. Eventually, all

current and prospective public sector clients • Internal: Products & Services Testing and Assessment, Products & Services Training &

Development, Products & Services, Organizational Strategy, ISD Identified Project Team: • Leadership Potential Competency Assessment – Geoff Burcaw, Hilary Ricardo • Leadership Development – Karen Evans • Pilot Coordinator with City of Plano Pilot Team – Mike DeSousa

Linkage to FY 17-19 Strategic Direction • Care for the Customer

Business Case: Public sector agencies that do provide for succession planning tend to focus just on performance, not potential. While performance ratings do highlight current performance and an annual review does identify those who are promotable, an additional ability to identify talent based on potential involving competency modeling and the 9-box grid will help our public sector clients more wisely invest their time and resources

Attachment 9

Attachment 9 Page 7

in leadership development – especially for key leadership positions. In keeping with the theme of helping our public sector clients manage their spend wisely, there is also a need to more quickly and easily identify leaders seeking to develop their potential competencies in a more current, best-practiced, online accessible fashion. While this project team has:

• already identified the 7 competencies that CPS HR believes defines leadership potential, • already created an online leadership 3600 survey to allow the aspiring leader and their

succession planning program leadership to pinpoint areas of focus, and • already created the online toolkit that specifically maps to each of the leadership potential

competencies, we seek to pilot this product build with a public sector agency that is considered a leader in public sector succession planning. Towards that end, we have successfully engaged the City of Plano, TX to serve as our pilot partner in this effort. Based on the pilot feedback obtained, the project team will work with our IS Department to create an online application that will bundle what has already been developed into an easily procurable and consumable, automated Leadership Potential Assessment & Development online application. Objectives to Achieve Desired Outcomes:

• Successful pilot with a nationally recognized public sector succession planning program with an eye towards perfecting our offering before we begin to build the online application

• Create an online application of our Leadership Potential Assessment & Development product for easy online purchase and use by our public sector clients


• Successful pilot as reported by both the CPS HR project team and the City of Plano project team of collaborators

• Successful design as needed by ISD in order to build the online application • Placement of the online application on the CPS HR website and make available for purchase

Due Dates for the above are pending

Attachment 9

Attachment 9 Page 8

FY2019 Action Plan

Strategic Direction #2 – Care For the Organization: Grow company revenues, reserves, and reinvestment dollars to ensure year-over-year growth and ensure our long-term sustainability

FY19 Strategic Initiative #2: Conduct a technology gap assessment of current operations and use the assessment to design a roadmap for conversion to a single technology platform for all key business systems. Determine the level of investment needed, build a project plan for conversion and execute that plan. Sponsor: David Powell Key Stakeholders: • Clients • Prospective Clients • All CPS HR Employees, including Project Consultants • CPS HR Board

Linkage to FY 17-19 Strategic Direction • Care for the Organization

Business Case: To move the business forward and continue to offer relevant products and services CPS HR Consulting must engage in the process of developing digital fluency across our entire business operation. The goal of this effort is to enhance the customer experience and streamline business processes and operations. The conversion to digital operations and digital delivery of products and services is essential to our sustainability and growth as an organization. The customer/consumer has learned to interact with providers in real time, which has created a new expectation for timeliness and efficiency in service delivery, without diminishing quality. Our task will be to look at each of our service areas, the business processes that support them, the relationship with the customer, and to see these as opportunities for improvement and change. The challenge to transform may entail a revamping of our operations as well as an eventual overhaul of our products and services. Although there is a significant technology component necessary for transformation this is not a technology only effort. The need for integrated and connected systems may be the backbone for achieving the seamless operational efficiencies we seek, however without business processes designed to maximize the productivity of staff using the technology tools, and a staff equipped with the desired digital and technical competencies to operate effectively, we will not achieve an optimal operational model, nor will we see improved client relations. This is at least a two-year effort and will be broken into achievable phases and milestones. Objectives to Achieve Desired Outcomes: The four phases will be:

1. Framing the digital challenge 2. Focusing the investment 3. Mobilizing the organization 4. Sustaining the digital transformation

Attachment 9

Attachment 9 Page 9

Given the magnitude of this effort for the organization, we will focus on Phase 1 and Phase 2 only in the coming year. Phase 1 of this transformation will require an assessment of our starting point, a strategy to build awareness, and a vision of the end state, supported by the leadership team.

1. Technology assessment a. Conversion components

i. Which operations to address first ii. What level of effort is appropriate for Year 1.

2. Capability assessment a. Staff competency (digital/technical) b. Training

i. Workflow mapping ii. Change management iii. Problem solving (Resolution)

Phase 2 which will build upon the assessments will involve determining our investment and creating an oversight and governance structure to ensure we are successful. Evidence/Results for FY19 to Measure Success (Outcomes): Technology Assessment Success Measures

• Gap Analysis Report • Final Pricing Proposal • In Depth Requirements and Conceptual Design Session • Project Planning and Scope Document • System Setup and Configuration • Initial Data Migration • Key User and End User Configurations • System Training • Functional System Testing • Final Data Migration • Life Cycle Testing • Go Live Operations and Project Review

Capability Assessment Success Measures

• Process Workflow Mapping • Change Management Plan

------------------------------------------------------------------------------------------------------------------------------------------- First Quarter Update: Technology Success Measures

• Final Pricing and Services Contract Complete • Project Planning and Scope Document Complete • Requirements Discovery Sessions Complete for Marketing, Finance and HR • Dynamics Sales & Marketing Analysis and Design In Progress • Dynamics Business Central Subscription Setup and Configuration Complete • Dynamics Business Central Sprint 2 In Progress • Process Mapping Phase 1 In Progress • Business Continuity Planning Scope and Contract Complete • Business Continuity Planning Implementation In Progress

People & Process Success Measures

• Digital Transformation Value Proposition Completed

Attachment 9

Attachment 9 Page 10

• Digital Transformation Baseline Pulse Survey Completed and Results Delivered • Digital Transformation Change Network Roles and Responsibilities Defined • Digital Transformation Change Sponsor Role and Responsibilities Defined • Digital Transformation Change Champion Role Training Curriculum Developed • Digital Transformation Project Initial Risk Log from Assessment Sessions • Microsoft Teams Session 1 Curriculum Developed • Resolution Training Groups 1-4 Scheduled (November/December delivery)

#2A - Re-engineer the Bid and Proposal Process to be more efficient and less labor

intensive as measured by a reduction in time spent and overall cost. Sponsor: Jeff Hoye Key Stakeholders: • External: Clients seeking competitive proposals for their HR-related, budgeted needs • Internal: Products & Services Proposal Writers, Business Development Bid Coordinators, Contracts

Staff, and our Business Development / Principal HR Consultants

Linkage to FY 17-19 Strategic Direction • Care for the Organization

Business Case: Our task will be to create a framework for process improvement for one critical business process. We have selected our Bid and Proposal Process for the following reasons:

• This is a shared process that will involve process participants from Products & Services Proposal Writers, Business Development Bid Coordinators, Contracts staff, and our Business Development / Principal HR Consultants.

• The true cost of our bid and proposal process in FY18 was in excess of $1,100,000 • Due to a shrinking of our average size sale, we are having to write more proposals for the same

amount of revenue • This increase in bids and proposals has begun to cause a backlog for both the Products &

Services Proposal Writers and the Business Development Coordinators • With seemingly less time to spend on each proposal, process participants are growing concerned

that we may not be providing as much time as we normally would to carefully craft a winning proposal that meets the needs of the client

During Phases I and II in FY19, while our technology is being optimized and synchronized across the enterprise and staff are being provided digital development, what is learned and achieved in this Initiative #2A will be used in FY20’s Phase III and Phase IV. Objectives to Achieve Desired Outcomes:

• Identify bid and proposal power users / bid and proposal participants with hands-on knowledge of the process to serve on this project team

• Utilize a process mapping, improvement, and re-engineering approach that can be used to continue to optimize process improvement to include opportunities for technology enhancement in alignment with FY Initiative Overall sponsored by David Powell

• Utilize improvement goals that result in major improvements in the business process success measures listed below.

Attachment 9


Evidence/Results for FY19 to Measure Success (Outcomes): Business Process Success Measures

• Reduction in # of steps to complete each proposal type • Reduction in average time to complete each proposal type by 20% • Increase in quality measure(s) for each proposal type by 20% • Increase in bid and proposal capacity by 20% for each proposal type • Increase in self-reported satisfaction and decrease in self-reported stress by internal bid and

proposal participants (performance measure yet-to-be identified) Guiding Value: Care For Each Other


FY19 Initiative #3: Assess technical and digital skills of all staff –

David Powell & Karen Galvan

B. Resolution Training for all Staff – All Senior Leaders See Strategic Initiative #2 above which also includes this Initiative #3.

Attachment 9



Attachment 10


DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Sandy MacDonald-Hopp, CFO SUBJECT: Investment Update ACTION REQUESTED: __X__ Information Item _____ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: The CPS HR schedule of investments is presented for Board information and to comply with the reporting section of CPS HR’s Investment Policy. It is the intent of CPS HR to maximize investment earnings through longer-term investments while maintaining a balance of short-term investments to meet current obligations. All investments must conform to CPS HR’s investment policy. Current reserves are sufficient to meet the next 30 day’s obligations. DISCUSSION: As part of the Board’s role in providing financial oversight each meeting, an updated investment portfolio is provided for informational purposes. At the request of the board, portfolio summary statistics are provided below, including the annualized investment total return on the long-term portfolio. Portfolio Value as of September 30, 2018: $8,292,992 (includes accrued interest of $39.3k) Average Maturity 2.78 years Average S&P Rating AA3 (91% investment dollars are CDs that are FDIC insured)

Performance 1 month YTD Since Inception Period Total Return 0.55% 0.42% 7% Annualized Total Return 6.89% 1.69% 3.01%

RECOMMENDATIONS: None, for information only FISCAL IMPACT: None, no expense will be incurred.

Attachment 10


1) Investment portfolio held atWells Fargo Bank 8,292,992$ (see attached)

2) Short-term investments held atWells Fargo Bank 1,893,213$

3) Short-term investments held atLAIF / CalTrust 6,711,802$

Total 16,898,007$

Schedule of InvestmentsAs of September 30, 2018

Attachment 10


Investment Portfolio: Account Positions As of 9/30/2018

Description Moody's S&P Rate Maturity Par/Shares Current Par Market ValueBANK OF BARODA 2.0 10/09/2018 FDIC FDIC 2.00 10/9/2018 250,000.00 250,000.00 250,006.25ALLY BANK 1.60 11/05/2018 FDIC FDIC 1.60 11/5/2018 250,000.00 250,000.00 249,934.75GOLDMAN SACHS BANK USA 1.9 01/22/2019 FDIC FDIC 1.90 1/22/2019 250,000.00 250,000.00 249,847.50CALIFORNIA ST-TXBL 2.25 05/01/2019 Aa3 Aa3 2.25 5/1/2019 250,000.00 250,000.00 249,290.00YADKIN BK 1.350 05/08/2019 FDIC FDIC 1.35 5/8/2019 250,000.00 250,000.00 249,139.50THIRD FED SAV&LOAN 1.8 05/23/2019 FDIC FDIC 1.80 5/23/2019 250,000.00 250,000.00 249,568.50WEBSTER BANK 1.8 06/18/2019 FDIC FDIC 1.80 6/18/2019 250,000.00 250,000.00 249,450.00SALLIE MAE BK 2.1 9/3/2019 FDIC FDIC 2.10 9/3/2019 250,000.00 250,000.00 249,170.50PEOPLES UNITED BK 1.75 03/04/2020 FDIC FDIC 1.75 3/4/2020 250,000.00 250,000.00 247,735.50GE CAPITAL BANK 1.8 04/13/2020 FDIC FDIC 1.80 4/13/2020 250,000.00 250,000.00 247,229.25EVERBANK 1.5 05/13/2020 FDIC FDIC 1.50 5/13/2020 250,000.00 250,000.00 245,019.50CAPITAL ONE BANK USA 1.9 06/10/2020 FDIC FDIC 1.90 6/10/2020 250,000.00 250,000.00 246,529.00FIRST BUSINESS BK 1.9 12/22/2020 FDIC FDIC 1.90 12/22/2020 250,000.00 250,000.00 244,368.00BANK HAPOALIM BM NY 1.55 05/10/2021 FDIC FDIC 1.55 5/10/2021 250,000.00 250,000.00 239,675.50COMENITY CAPITAL BANK 1.65 06/30/2021 FDIC FDIC 1.65 6/30/2021 250,000.00 250,000.00 240,496.75WELLS FARGO BANK NA 1.60 06/30/2021 FDIC FDIC 1.60 6/30/2021 250,000.00 250,000.00 240,490.00WELLS FARGO & COMPANY 2.1 07/26/2021 A2 A2 2.10 7/26/2021 250,000.00 250,000.00 240,740.95MERCHANTS & FARM BK MS 1.45 10/25/2021 FDIC FDIC 1.45 10/25/2021 250,000.00 250,000.00 237,958.50STATE BANK INDIA 1.60 10/27/2021 FDIC FDIC 1.60 10/27/2021 250,000.00 250,000.00 238,035.25COMMERCIAL SAVINGS BANK 1.45 10/28/2021 FDIC FDIC 1.45 10/28/2021 250,000.00 250,000.00 237,991.50KS STATEBANK 1.45 10/29/2021 FDIC FDIC 1.45 10/29/2021 250,000.00 250,000.00 237,907.25CAPITAL ONE NA 2.0 11/23/2021 FDIC FDIC 2.00 11/23/2021 250,000.00 250,000.00 241,760.75DISCOVER BANK 2.25 02/15/2022 FDIC FDIC 2.25 2/15/2022 250,000.00 250,000.00 242,956.50AUST & NZ BANKING GRP NY 2.625 05/19/2022 Aa3 Aa3 2.63 5/19/2022 250,000.00 250,000.00 241,517.52MERCANTILE BANK 1.7 09/30/2022 FDIC FDIC 1.70 9/30/2022 250,000.00 250,000.00 235,477.75FIRST BANK OF HIGHLAND 2.2 11/08/2022 FDIC FDIC 2.20 11/8/2022 250,000.00 250,000.00 240,213.25MERRICK BANK 2.2 11/08/2022 FDIC FDIC 2.20 11/8/2022 250,000.00 250,000.00 240,162.25MORGAN STANLEY BANK NA 2.85 03/22/2023 FDIC FDIC 2.85 3/22/2023 250,000.00 250,000.00 245,617.75BMW BANK NORTH AMERICA 2.85 03/23/2023 FDIC FDIC 2.85 3/23/2023 250,000.00 250,000.00 245,611.50SYNCHRONY BANK 3.3 07/20/2023 FDIC FDIC 3.30 7/20/2023 250,000.00 250,000.00 249,793.25COMMERCIAL BANK ALMA MI 3.3 07/31/2023 FDIC FDIC 3.30 7/31/2023 250,000.00 250,000.00 249,763.25HSBC BANK USA NA 2.0 10/27/2023 FDIC FDIC 2.00 10/27/2023 250,000.00 250,000.00 232,068.50SIGNATURE BK CHICAGO IL 2.6 11/08/2024 FDIC FDIC 2.60 11/8/2024 250,000.00 250,000.00 238,497.25JP MORGAN CHASE BANK NA 3.4 07/31/2025 FDIC FDIC 3.40 7/31/2025 250,000.00 250,000.00 248,968.50

Total Bonds 8,292,991.97$

WF ADV CASH INVEST Money Market $1,143,299.50

Accrued Interest 39,313.87

Total Market Value 9,475,605.34$

Attachment 10



Attachment 11


DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Sandy MacDonald-Hopp, CFO SUBJECT: Disclosure of Reimbursement for Special Districts ACTION REQUESTED: __X__ Information Item _____ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: This fulfills our requirement as a governmental agency to disclose information related to reimbursements of employee travel and expenses. DISCUSSION: In 1994, legislation was passed requiring special districts to disclose employee travel and expense related reimbursements (under Government Code sec. 53065.5). Accordingly, we are required to print and make available our warrant (check) list at least annually. CPS HR prints a list of all checks as part of the check run process and all lists are kept in the Finance department located in the home office in Sacramento. Employee travel and expense related reimbursements are included in each check run. The documents are public information and available for viewing by interested parties. RECOMMENDATIONS: None, for information only. FISCAL IMPACT: None, no expense will be incurred

Attachment 11



Attachment 12


DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Pam Parker, Executive Assistant SUBJECT: Board Member Meeting Attendance Cost Summary – Annual Report ACTION REQUESTED: ___x_ Information Item _____ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: This item is related to Board Operations rather than the Business Plan. DISCUSSION: As a special district, CPS HR is required to disclose expense reimbursements of at least $100 on an annual basis. This will occur as a standard annual agenda item, providing the expense reimbursement disclosure for the Board meetings for the previous year. RECOMMENDATIONS: No action is required; information only. FISCAL IMPACT: None

Attachment 12


SUMMARY REPORT - CPS HR CONSULTING BOARD MEMBER MEETING EXPENSES

Charlotte, NC Las Vegas, NV Oakland, CANov. 15 Total March 16 Total June 16 Total Nov. 16 Total Mar 17 Total Jun 17 Total Dec 17 Total Mar 18 Total June 18 Total

CategoryTransportation $2,553 $7,179 $2,760 $2,052 $6,386 $2,718 $1,668 $2,667 $2,885Lodging $1,996 $6,985 $761 $544 $5,026 $653 $611 $3,477 $994Food $1,101 $4,203 $664 $507 $5,257 $738 $363 $3,272 $389Meeting Room/ A/V/Phone $0 $1,359 $0 $0 $639 $0 $0 $1,701 $0 Totals $5,650 $19,726 $4,185 $3,103 $17,309 $4,109 $2,643 $11,117 $4,268

(7 Bd members/alts) (includes dinner for 6)

(12 Bd members/alts) includes 2 group dinners-bd member costs only. (8 Bd members) (7 Bd members)

(13 Bd Members) Includes 2 group dinners-board member costs only (7 Board Members) (6 Board Members)

(10 Board Members/Alts. Includes group meals for board members only) (8 Board Members)

Amounts are rounded to the nearest dollar.

**None of the above includes Sr. Leader costs.

Attachment 13

Attachment 13- Page 1

DATE: November 2, 2018 TO: CPS HR Consulting Board of Directors FROM: Jerry Greenwell, CEO PREPARED BY: Pam Parker, Executive Assistant SUBJECT: Return to Board Funding Balance – Status Update ACTION REQUESTED: (Check those most applicable) __x__ Information Item _____ Approval and/or Authorization _____ Policy Change or Adoption _____ Closed Session Item RELATIONSHIP TO BUSINESS PLAN: This fund is provided to assist Board members with internal initiatives to promote Human Resources within Board member organizations. Funds go toward improvement of management, culture or HR function of the organization. These funds are a part of the investment CPS HR makes in our Board member agencies from the Professional and Community Investment Fund. DISCUSSION: Suggested ways to use Return to Board Funds: • Training – HR Conferences (i.e. SHRM, IPMA, NASPE), workshops, webinars

(travel/lodging expenses for training or conferences) • Training materials (books, DVD’s, etc.) • Employee Recognition (HR Dept. events or gifts for employee recognition) • Hardware or software for HR department • CPS HR Consulting services • HR association membership dues • Leadership Development retreat • Data services (i.e. survey reports) • CPS HR Academy or Open Enrollment Classes • Meeting facilitation

Process for using Return to Board Funds:

1. Email Pam Parker with information on what the Return to Board funds will be used for (preferably, before you make a purchase). The CEO must approve all use of Return to Board funds.

2. Once you are notified by Pam that your request has been approved, go ahead and make your purchase, and/or coordinate purchase/payment with Pam if CPS HR will process payment or CPS HR will provide consulting/training/facilitation services. Any CPS HR Open Enrollment

Attachment 13


Training and HR Academy class registration can be accomplished online with a unique agency key.

3. Submit to Pam a copy of the receipt or invoice for reimbursement. Include an email or letter outlining what the funds were used for and all associated costs, who the check should be made out to, and where the check should be mailed including the correct mailing address. Please note that if you would like CPS HR to pay any vendors on your behalf we will require vendor’s current W-9.

a. Tracking code ZZCOM.ADM.SAC.01 (20-20-01)

Community CPS Board Funds (for internal use)

4. Funds are available April 1, 2018 and must be spent or encumbered by March 31, 2019. Any unused funds will expire at that point. The Board, based on availability, must approve subsequent year funds.

5. Pam will track fund usage for each board member agency and a report will be published in the Board Agenda (June, November and March).

Please be advised that for California public agencies the Fair Political Practices Commission (FPPC) requires the completion of Form 801 ”Payment to Agency Report” for use of Return To Board funds. This report must be submitted to the agency’s filing officer within 30 days after the end of the calendar quarter in which the funds are received. (See more instructions on the actual Form 801) The attached table details the current fund balances for each Board agency for use April 1, 2018 – March 31, 2019. This table shows the beginning balance of $40,000 ($5,000 for each of the 8 Board Agencies). RECOMMENDATIONS: None, for information only. FISCAL IMPACT: The fiscal impact varies from year to year based on ability to fund. __X__1) Sufficient revenue exists to support this action (OMS budget)

Attachment 13


Return To Board Fund Balances as of October 15, 2018

RETURN TO BOARD FUNDING - April 1, 2018 - March 31, 2019Fund Report as of October 15, 2018

Board Agency Beginning balance as of 4/1/18 Description of Funds Spent /Encumbered

Spent / Encumbered

Amount

Final Balance as of October 15,

2018

City of Anaheim $5,000 $0 $5,000

East Bay MUD $5,000 $0 $5,000

Hayward USD $5,000Fernando Yanez - Attendance at School Personnel Commissioners Association, Northern CA (hotel, mileage & registration - $823.56) $824 $4,176

City of Las Vegas $5,000 $0 $5,000

Mecklenburg County $5,000 $0 $5,000

City of Plano $5,000 Jim Parrish - IFEPB Training Program Registration ($5,000) $5,000 $0

Pinellas County $5,000 $0 $5,000

Sacramento County $5,000Design & delivery of training workshop for County Executive Team 4/19/18. ($1,750). Design & delivery of training workshops for the leadership team 7/19/18. ($1,750) $3,500 $1,500

* Figures in this chart are rounded to the nearest dollar


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