Loading...
HomeMy WebLinkAboutReso 1975-7973RESOLUTION NO. 7973 RESOLUTION OF THE CITY COUP~ICIL OF THE CITY OF CHULA VISTA AP'IEPdDING THE CITY OF CHULA VISTA BILINGUAL PAY PROGRAM The City Council of the City of Chula Vista does hereby resolve as follows: L~HEREAS, the Chula Vista City Council has heretofore adopted a bilingual pay program effective July 1, 1972 which pro- vides a 2-1/2% pay differential for persons in designated positions possessing bilingual skills, and 4~HEREAS, because of title changes and changes in work situations, said approach has become inflexible and an obstruction to the efficient administration of the program, and 6dHEREAS, it is recommended that the following approach to the program be implemented: (1) Positions to receive the pay differential be authorized based on a request by the department head, recommendation of the Director of Personnel and approval of the City manager, and (2) That the method of payment be revised to include a bonus for specific employees who utilize their bi- lingual skills to a high degree; the combination of the differential and the bonus not to exceed $33. NOP], THEREFORE, IIE IT RESOLVED that the City Council of the City of Chula Vista does hereby adopt the change in the bilingual pay program as indicated herein. BE IT FURTHER RESOLVED that the City Council hereby adopts the report on the bilingual pay program dated December 11, 1975, attached hereto as Exhibit "A" and incorporated herein by reference as if set forth in full. Presented by Approved as to form by ' ', ~-„ ~ ~, _ / b F% Lane F. Co e, City Mana r George /. Lind erg, City Attor~y t~ December 11, 1975 BILINGUAL PAY PROGRAM ~'~ j~ PURPOSE/BACf:GP,OUf~~D On ~1ay 2, 1972, the Chula Vista City Council adopted a bilingual pay program that provided a 2-1/2% pay differential for persons in designated positions possessing bilingual skills (Spanish-English}, The ultimate goal of the program teas to provide increased service to the City and the citizens by utilizing employees possessing these skills in key positions throughout the City. The purpose of tine pay differential was threefold. First, it was to provide recognition to employees who are called upon to perform in a major bilingual capacity. Second, it vJas to provide an aid in recruitment of bilingual applicants. Third, it was to encourage existing employees to develop bi lingual skills. The main problem with the bilingual program as it was originally established is the inflexibility of the allocation list. This inflexibility coupled with title changes, position reclassifications, addition and deletion of positions, and changes in the v.~ork situations have made efficient administration of the program and maximum service to the public difficult. RE~C~)Mi~~ir.fJDA i~l ilPi It is recommended that the following modifications to the Bilingual Pay Program be initiated. 1. ~ihat the structure of t~~,e Bilingual Pay Program be changed from a system based on specified class titles and absolute numbers to a flexible allocation system where positions are allocated based on a request by the appropriate department head, recommendation of the Director of Personnel and approval of the City Manager. 2. That the pay differential be based on a 2-1/2% of base salary and provide a flat rate bonus (the combination of the two not to exceed $33 a month} for those employees ~~Jho utilize their bilingual skills to a greater degree than employees receiving a similar differential. 3. That a report cn the program's operation (including justifications for the need to alter the bonus maximum, if any) be presented to the City Council on an annual basis. GEtlERAL DISCUSSIOf~ EXISTIi~G PROGRAM The bilingual pay program that is currently in effect is based on the original allocation of 122 positions. Approximately 20% of these positions are allowed 7873 . 2 reasonable alternates. An erample of the use of a reasonable alternate is the position of Secretary in the Personnel De partrnent, On the original allocation list, this position ~~~as designated to receive the bilingual pay differential and ~•ras also allowed a reasonable alternate. The employee currently fil ling this position does not speak Spanish, however, a Clerk II in the department does. Therefore, the Clerk II is receiving the differential as a reasonable alternate for the Secretary. l~d'rlile this provision applies to only 1/5 of the designated positions, substitutions of this type have been made from time to time. However, no guidelines were provided for determination of the reasonable alternates, making efficient administration of this segment of the program difficult. In addition to qualifying by allocation of the position to the program, each employee must pass a bilingual proficiency test. Tests are adrninistered by individuals selected for their mastery of the Spanish language with an analyst from the Personnel Department present to assure uniformity in the testing process. In order to qualify for the differential, each employee in one of tfle designated positions must receive a score of 3 (satisfactory) or above. Marginal employees are rechecked after a one year period. The greatest number of employees receiving the differential at any one time in the 3-1/2 years since its implementation is 21. tJith the current list numbering 20, the total cost to the City for bilingual pay is $489 a month for an annual cost of $5868. While the original allocation covered a wide range of departments and ~laSSlflr?tinnc~ ~rtiial partirina.t.lOn In the program hdS been conCentratPd mainly in high public contact areas suci~ as the Police Department, the Personnel Department, the Parks & Recreation Department, and the Civic Center switchboard. It is the concensus of the departments involved in the program that employees possessing bilingual skills have proven valuable, r.ot only in carrying otat the daily departmental operations where bilingual abilities are useful, but in upgrading the service to the Spanish-speaking segment of the cor;~munity. (According to the 1970 Census, tflis segment constitutes about 130 of the population.) From the Personnel Department's standpoint, existence of the pay differential has aided in recruitment of applicants for these positions as well as encouraging existing employees to develop ti12 useful bilingual skills. The bilingual pay program has also been a benefit to the City's ongoing Affirmative Action Program. While Spanish-speaking employees in the high public contact areas mentioned above are certainly desirable (both from tfle standpoint of the departments and the comr~unity) the structure of the original allocation has made it difficult to provide the differential for other key positions. There exist positions in the City not designated for the differential, but ~rhere employees are performing in a major bilingual capacity or where employees possessing bilingual skills ~~aould be valuable, Examples include a clerk for the counter in tf~e Building and Housing Department and positions in the Fire Department such as Communications Operator I or Firefigf~ter. °~ 9'73 3 PROPOSED PROGRA~•1 The proposed program, a flexible allocation, ~•Jill consider each individual position as the differential is t~equested rattier than utilizing specified class titles and absolute numbers. This flexible allocation will carry on the intent of the original prograrn while providing several advantages heretofore nonexistent, The structure of the new program will work with necessary administrative changes rather than against them. Position reclassifications, addition and deletion of positions and title changes can be carried out with minimal effect on the bilingual program, thereby maintaining efficient departmental operations and service to the public. The primary control over all aspects of the program will be provided by the City Council who vrill receive an annual report on the program at the time of budget submission, This report vrill include such key information as the number of employees receiving the differential, the number added over the one-year period, and the total cost to the City. At that time the Council will have the opportunity to request justifications or explanations of any segment of the program's operations for the preceding year. While theoretically all positions in the City will be eligible for the program, control over allocation of positions to receive the differential will be maintained in several vrays, First, in order for an employee to be considered for the differentials the appropriate department head must submit a request to the Director of Personnel justifying the need for the bilingual skill, The Director of Personnel vrill then evaluate the position and make an appropriate recommendation based on policy guidelines, Tt~e matter, including the original justification and the Personnel Department's recor~mendation will then be referred to the Administrative Office vahere all available information vJill be evaluated in terms of the policy guidelines and final approval or disapprcval given, 1f the position is approved, the employee wi11 then be required to pays a bilingual proficiency test before receiving the differential. Control over position allocations under the proposed program as opposed to the original program will be increased because each position will be evaluated at several points on its ovrn merits rather than assuming that it warrants the differential merely because it vas allocated several years earlier. The flexibility should have a minimal effect on the total number of employees participating in the program. This statement is based on the fact that no more than 17% of the positions allocated have ever received the differential at any one time, and, with the extent of the proposed controls, it is unlikely that this figure will increase more than minimally. The majcr advantages to tine proposed flexible allocation will be more systematic and effective administration of the prograrn, increased departmental efficiency, and more complete service to Spanish-speaking citizens and visitors. ~~~~ 4 PGLIC`( GUIDELUJES The follov~ing conditions are proposed to determine eligibility for the bilingual pay differential. 1. The frequency of public contact requiring bilingual skills should be sufficient to warrant additional pay. 2. The level of bilingual skills used in performing a particular job si~ould be one that warrants additional pay. 3. The importance of public contact requiring bilingual skills, such as emergency situations, should warrant additional pay. 4. The individual eligible is the only employee at a given work site possessing bilingual skills. AND 5. The proficiency demonstrated by the individual (as determined by a bilingual performance test) must be sufficient to be an asset to the public and the City in the performance of those duties utilizing bilingual skills. ;~iEThUD OF PAY Unce the general structure of the bilingual pay program has been determined it will be necessary to establish an appropriate method of pay. This may or ma1~ not involve a change in the amount received by various employees, depending on the method chosen. Several alternatives exist with respect to this area of the program, Some of the major advantages and disadvantages are examined below with the financial impacts presented subsequently. Percent f1ethod Determination of the differential by a percentage increase over the base salary is the method of pay currently used in the Bilingual Pay Program. Advantages 1. From the City's standpoint, it is the least costly alternative for the short term. 2. The percentage increases are used for oti~er differentials such as night differential, educational incentive, merit increases and other salary increases. Maintaining a similarity among all differen±ials aids employees in understanding and accepting pay policies. 3. The percent method of determining differentials maintains the distinction betvreen positions and levels for which employees are hired. Assuming that employees in various level positions perform duties requiring bilingual skills at the same level as other duties, this should be reflected in tine differential. The percent method accomplishes this. h x'13 ' 5 4. Retaining the current method of pay requires no change for employees currently receiving the differential, either in the form of an increase or decrease. Uisadvantao~es 1. The main disadvantage to the percent method is that it assumes that differences in positions and levels (and, therefore, the amount of differential) necessarily result in differences in level or frequency of bilingual skills. 2. It also does not take into account quantity--there is no adjustment for the frequency in the use of bilingual skills. Flat Rate h1ethod The major difference between the flat rate and the percent method is that while the percent metPiod focuses on differences in level of skills used, the flat rate method makes no such distinction. Advanta es 1. Justification for the flat rate is based on the assumption that all bilingual skills are virtually the same and should all be paid at the same rate. 2. The main advantage to this method is that it will be less costly to the City in the long ritn. f)i sa.dvanta~es 1. Changing to a flat rate will be more costly to the City at the present time. As mentioned above, the cost, in relation to the percentage rate, should decrease over time if the flat rate remains the same. However, with all other differentials being paid on a percent basis it may be reasonable to assume that pressure to increase the flat rate grill develop over a period of time. 2. Another potential disadvantage is directly related to the amount of the flat rate. If a lesser amount is chosen, this will save the City money ~dhile creating unfavorable change for some employees and, therefore, potential dissatisfaction.. If a greater amount is chosen; it may avert this problem but >~~ill add to the cost incurred by the City. Percent Plus bonus i~leti~od This method maintains the differential at 2-1/2% and provides a flat rate bonus beyond the percentage dififerential for the fe~~r employees who utilize their bi lingual skills to a greater degree than other employees in the program receiving a similar or greater differential. The combination of the peecentage differential and the flat rate bonus are net to exceed X33 (the current maximum differential paid in the program). 7973 6 It is suggested that any recommended adjustments to the maximum be considered by the City Council at the time the report on tf~e entire program is presented. The exact amount of the flat rate bonus would be determined by the Administrative Office and would be cor~nensurate Edith the additional skill use. Possible positions eligible for the bonus differential include tf~e Switchboard Operator, a Clerk II in the Personnel Department, and the two Clerk Its in the Police Department. The pror.edure for a request for the bonus differential would follova the same steps as the request for a position allocation mentioned earlier; that is, a request by the appropriate department head, evaluation and recommendation by the Personnel Department, evaluation and final decision by the Administrative Office. Approval for the flat rate bonus should be based on evidence that the frequency of public contact requiring bilingual skills is significantly greater than that of other employees receiving a similar differential. Advantages 1. This method maintains the distinctions betvreen positions and levels for which employees are hired while providing adjustments for the few employees vaho make a substantially greater use of their bilingual skills than other employees receiving a similiar differential. 2. The percentage increases are used for other differentials such as night differential, education incentive, ~~erit increase ar.d other salary increases. (~1aintaining a similarity among all differentials aids employees in understanding and accepting pay policies. 3. It is less costly than the flat rate methods at X30 and $35. 4. It requires no decrease in the differential for employees, thus avoiding any labor relation problems. Disadvantages 1. It is more costly than the percent method and the flat rate method at $25. 2. It may require additional accounting efforts. COfdCLUSICN As indicated by the above information, 'the flexible allocation system will provide increased departmental efficiency, more effective management of the program, and increased service to tfie public v~hile rnaintaining necessary control aver position allocation. 4tith respect to the various methods of pay, it is evident that there exist advantages and disadvantages in each alternative. However, in only one method, the Percent Plus Bonus method, do the advantages far outweigh the disadvantages. ~ g 7 -~ 1 Therefore, based on the jus+~ification for the flexible allocation and the analysis of the three methods of pay, it is recommended that the Qilingual Pay Program be uased on a flexible allocation providing a 2-1/2% pay differ- ential to be supplemented by an appropriate flat rate bonus for specifically designated employees. ~~ 7 POSITIO(JS DESIGNATED MAY 2, 1972 1 Secretary to t~Sayor 1 Secretary to City Attorney 1 Deputy City Clerk 1 Secretary to City Manager 1 Administrative Analyst (Citizens' Assistance Officer) 1 Clerk II (City Switchboard Operator) 1 Clerk I (Information Counter) 1 Personnel Assistant (Recruiting, interviewing, testing) 1 Secretary (to Director of Personnel) (Counter) 1 Business License Inspector 1 Clerk III (Finance Department Counter Services) 1 Secretary (to Director of Planning ) (Counter) i Zoning irlifCrCCiI'i2ilt vffiCei 1 Assistant Planner (Counter) 10 Police Sergeants (various citizen contact assignments) 51 Patrolmen (various citizen contact assignments) 1 Senior Animal Control Officer 2 Animal Control Officers 7 Communication Operators II (Police Communication Center) 1 Clerk II (Police Counter) 1 Secretary (to Director of Parks and Recreation) 2 Senior Recreation Supervisors (Public Program Responsibility Assignments) 3 Recreation Supervisors (Senior Citizens, Playgrounds, Athletics) 1 Aquatics Manager 2 Senior Librarians (Children and Adult Services) 5 Librarians (Children and Adult Services) 79 7~ 12 Fire Captains (Suppression assignments) 1 Plan Cf~ecker (Inspection) 2 Housing Inspectors 1 Secretary (to Director of Public Works/City Engineer) 1 Survey Party Chief 1 Associate Civil Engineer (Permits and Rights-of-Way) 1 Traffic Engineer 1 Tree Maintenance Foreman 2 Construction and Maintenance Foreman (Streets and Sewers) 122 TOTAL DEPARTMENT (Activity) Mayor and Council City Attorney City Clerk Administration 2 General Services 2 Personr`~el 2 Finance 2 Planning 3 Police 69 Anirnal Regulation 3 Parks and Recreation 7 Library ~ Fire 12 Building and Housing Inspec. 3 Public Works/Engineering 7 122 ~9~~ BILINGUAL PAY PROGRAM ' MONTHLY MONTHLY RATE RATE EMPLOYEE DEPARTMENT CLASS STEP l~J/DIFF 4J/0 DIFF - C. Martinez Administration Clerk II 6 $573 $559 ~. R. Estrada Personnel Clerk II D 631 616- R. Franken Finance Accountant B ~ 1160 1132 J. Chavez Finance Parking Control Off. D 749 731 E. Ferro Police Clerk II C _ 601 587 D. Zavala Police Clerk II E 663 647 G. Botts ~ Police Peace Officer E 1279 1248 S. Lopez Fire Fire Engineer E 1376 1?43 R. Saucedo Public Works/Engineering Jr. Civil Engineer D 1248 1218 C. Miranda Police Peace Gfficer A 1052 10'L7 R. Post Folice Peace Officer E 1279 1248 R. Rutledge Police Peace Officer B 1105 1078 D. Trevino Folice Peace Officer B 1105 1078 . R. Bourgeois .Police ~ Police Sergeant C 1343 1311 J. Pacheco Public 4Jorks/Streets Equipment Operator D_ 978' 954 E. Duran Public dJorks/Streets Sr. Tree Trimmer ~ E 1027 1002 W. Ortiz Public 4lorks/Streets Public Works Supv. II E 1248 1218 G. Foncerrada Parks J3~ Rec/Rec. Sr. Recreation Supv. D 1279 1248 M. Hayes Parks & kec/Rec. .Recreation Supv. D 954 931 A. Tsuneyoshi Library Clenk_II C 631 616 7 ~ '~ ~ Total Emnlovees Receiving Bilingual Differential - 20 BILIfdGUAL P~1Y PROGRAM ALTERfIATIUES MONTHLY* COST TO h1ETHOp THE CITY 21Zq $489 $25 mo. $500 $30 mo. $600 $35 $700 =*2 2/ + Bonus $537 AfJf1UAL* NUM(3ER OF EMPLOYEES NUf1[3EP, OF EMPLOYEES COST TO RECEIVI NG Afd IPICREASE RECEPJING A DECREASE THE CITY & RANGE OF IiJCREASES & RAfdGE OF UECRE,`1SES _ $5863 ------- -------------- ---------- ------------ $6000 7 $0 - $11 10 $2 -- $8 $7200 13 $0 - $16 5 $1 - $3 $8400 20 $2 - $21 ---------- ~~_________ $6444 4 $7 - qlg ---------- ----------- * Based on the 20 employees currenly receiving the differential ** Assuming a situation where 1 clerical position t~~!ou"Id receive the maximum bonus 1 clerical position would receive $5 less than maximum bonus 2 clerical positions ~~;ould receive $1C~ less than maximum bonus h ('13 ADOPTED A~3D APPROVED ~Y TiiE CITY COU~dCiL OF T~iE CITY OF C~iULA VISTA, CALIFORNIA this 16th day of December , 197 5 by t;ze follovaing vote, to-wit : AYES: Councilmen ~ZAYES: Councilmen AESEi1T : Counci Zmen Egdahl, Hamilton, Hyde Scott Hobel Ma or of the `ty of Chula Vist ATTEST ~ / ~C City Clerk STATE OF CALIFORNIA ) COUNTY OF SAN DIEGO ) ss. CITY OF CIiULA VISTA ) I, JENNIE M. FULASZ, CMC, City Clerk of the City of Chula Vista, California, DO HEREBY CERTIFY that the above and foregoing is a full, true and correct copy of and that the same has not been amended or repealed. DATED City Clerk (SEAL) CC-660 h9~3