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HomeMy WebLinkAbout2010-0301 Study Session PACKET C I T Y O F ASHLAND •Important Anyecmzen may rally address the Council on non agenda items during the Public Forum Any citizen may to th c o n tny; yu y mn s i in a e t 1ti o 7 it vvrtt"fer corrvnents Go�uncilton any rt. on the Agenda�ue the sub�e c heanng and�the recordclosed fit Except for public hearings there no absolue right address Council on agenda s Time pernntting residing Officeimay alloow oral te on however, ublic guarantees only'publlr attendance, s not public ,.partictpation .If you v nsh to speak, please fill oou the Speaker Requesstform located near the entrance to mbers i The recogmze yo nform youas o thetamount ofnrrie allotted you if any The me grant ill Council dehapendent some co o -,h umbe ofp&o to e h ea ti some exten 'o, e rnature ofth atem und'eei3tseussion the nunibor of people who msh to be- Heardx and the lee ngth of the C CITY COUNCIL STUDY SESSION AGENDA Monday, March 1, 2010 at 5:30 p.m. Siskiyou Room, 51 Winburn Way 5:30 p.m. Study Session 1. Look Ahead Review 2. What direction does Council have for staff regarding implementation of the Classification and Compensation recommendations made by CPS Human Resource Services? [90 Minutes] In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488 -6002 (TTY phone number 1- 800 -735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102- 35.104 ADA Title 1). COUNCIL. MEETTINGS ARE BROADCAST LIVE: ON CEIANNFI.. 9 \'IS '1 LIE CITY OE. ASHLAND'S WEB SITE AT WWW.ASHL1ND.OR.US CO J m N N- O tO CO J 01 c(.. a fJ N O m CO J m U A N N m 0 o° O x 3 m a 0) C A a- a- a m a A a° a< a a a a o w C° 3 A NO moo J d O a H m m o Q O. 0 d m d m m d m v m CO 3 m O d d m N V T n< 0 N N K 0-25 J N E morn m m d 3 O. a O d d° O. 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U N IIIII111II m C I T Y O F ASHLAND Council Communication Study Session Classification Compensation Study review of Consultant's Recommendations and Discussion Meeting Date: March 1, 2010 Primary Staff Contact: Tina Gray Department: Administration E -Mail: grayt @ashland.or.us Secondary Dept.: None Secondary Contact: Martha Bennett Approval: Martha Benne Estimated Time: 90 Minutes Question: What direction does Council have for staff regarding implementation of the Classification and Compensation recommendations made by CPS Human Resource Services? Staff Recommendation: Staff asks Council to review the implementation strategy proposed. Background: After several years of turnover in key city staff positions, Council asked staff to develop an Employee Continuity Strategy to achieve their Council Goal of recruiting, developing and retaining a highly skilled and diverse workforce. One of the key components of achieving this goal is ensuring that the City's classification and compensation systems are comparable to the jurisdictions that the City competes with for qualified employees. There are also training, succession planning, and professional development aspects of this goal that will be addressed in the future. In January 2009, the Council approved a contract with CPS Human Resource Services (CPS) to conduct a comprehensive study of employee classification and compensation. The goal of this study can be broken down into three dimensions: 1) Employee Job Classification Review and Analysis CPS reviewed approximately 142 employee job descriptions and made job classification recommendations based on job duties and responsibilities. 2) Analysis of Job Descriptions CPS reviewed and revised City Job Descriptions to ensure compliance with all applicable employment laws. 3) Compensation Study CPS conducted a Labor Market study using 12 public agencies that compare to Ashland. Council had a chance to review and comment on these agencies prior t the market survey: City of Grants Pass, City of Klamath Falls, City of Medford, Jackson County, City of Corvallis, City of Springfield, City of Bend, City of Forest Grove, City of Redmond, City of Lake Oswego, City of McMinnville and City of Arcata. The combination of agencies in our Labor market were selected based on similarities in services, community demographics, organizational structure, or their proximity within our labor market which results in competition for employees. Page 1 of 4 Inn C I T Y O F ASH LAN D The City and CPS identified a number of job classifications that would have the highest potential for matching in other agencies, and those positions became "Benchmark" classifications. Benchmark classifications were then used in salary comparisons and became anchor points for building a new compensation structure. In addition to looking at the Labor Market Median and how Ashland compares, CPS also considered internal equity and tried to alleviate some of the salary compression we have been experiencing between supervisory and non supervisory employee classifications. A brief overview of the compensation study shows the following results: Management Confidential Job Classifications (50 Active Job Classifications, 64 employees) 13 job classifications were found to be compensated above the labor market median and require no salary adjustment. 37 job classifications were identified as below the labor market median. Clerical Technical Job Classifications (18 Active Job Classifications, 36 employees) 8 job classifications were found to be compensated above the labor market median and require no salary adjustment. 10 job classifications were determined to be below the labor market median. Laborer's Union (14 Active Job Classifications, 37 employees) *After applying the 3.5% COLA per our Labor Agreement 7/1/10 5 job classifications were identified as above the labor market median and require no salary adjustment. 9 job classifications were determined to be below the labor market median. The Study did not include represented classifications in the Ashland Police Officer's Association, Ashland Firefighter's Association, or IBEW Electrical Union due to the unique labor markets associated with these bargaining units and statutory requirements for public safety bargaining. Implementation Strategy There are several options for the Council's Consideration for implementing CPS's recommendations. First, staff is in agreement with the majority of CPS's recommendations on job classification, so we recommend moving forward with that phase of the project with several minor modifications such as allowing incumbents to retain their current job titles until the position becomes vacant. There are a few instances where the classification structure has pointed out the need to look at job descriptions and equity across departments and staff requests permission from Council to address those issues over time as they arise, within the parameters of the proposed classification system. Given the current economic climate and budgetary constraints facing the City, staff has looked at a options for implementing the salary recommendations. Some job classifications are paid higher than the current labor market median, and staff proposes that those positions be "redlined" or frozen until the market catches up to them. In other words, those positions will not receive step increases or Cost of Living Adjustments (COLAs) until the position is back within the market median. Page 2 of 4 We, C I T Y O F ASHLAND For the positions that are identified as below market, staff proposes that we phase -in the compensation recommendation one salary step per year. Staff notes that all three employee groups Management/Confidential, IBEW Clerical/Technical, and Laborers have positions both above and below the market median. In general, the Management and Confidential classifications are more "out -of- market" on average than the other two groups. Staff believes that this is because this group has seen, on average, lower COLA's than the other bargaining groups. We have attached a table to illustrate the effect of this over time. The cost estimate below shows the total Fiscal impact for FY 2011 by fund and by employee group for moving each employee who is currently compensated below market into the next available step in the proposed salary ranges. As employee's step through their salary ranges, the cost decreases each year. Total Funds A Management Clerical Laborers Total General Fund 39,613 7,096 5,344 52,053 Community Development Block Grant Fund Street Fund 1,895 4,218 6,113 Capital Improvements Fund 1,895 2,557 4,452 Water Fund 2,289 19,152 21,441 Wastewater Fund 7,948 7,948 Electric Fund 2,842 2,444 5,286 Telecommunications Fund 2,024 2,024 Central Services Fund 32,194 32,101 64,295 Insurance Services Fund Equipment Fund 1,504 1,504 82,753 41,641 40;723 165,117 Staff is not proposing implementation of Step 1 for employees in the Laborer's Union this year because they are scheduled to receive a 3.5% COLA this July, and we will be negotiating with them the following year for a successor contract. The Clerical Technical Union has formally requested to re -open their contract to negotiate wages and 1- IRA -VEBA contributions this year, so staff can negotiate implementation of Step 1 with them for July 1, 2010. The total cost of staff's proposal for Fiscal Year 2011 is approximately $82,753 for Non represented Management Confidential Staff and $41,641 for Clerical Technical employees. This amount is roughly equivalent to the cost of a 1.5 -2% COLA'for the non represented staff and 2% for the Clerical/Technical employees, but only the positions that are under market would receive a salary adjustment. Page 3 of 4 File CITY O F ASHLAND There are additional ways that staff can work with the Council to phase -in the increases in the budget process which we can discuss in the Study Session. Related City Policies: None. Attachments: Table on COLA impact. Page 4 of 4 MI, a e 0 0 0° o° o e o° o° o 0 f. 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