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2013/07/09 Item 18
CITY COUNCIL AGENDA STATEMENT ~~~ CITY OF ~_.. CHULAVISTA July 9, 2013, Item ~d~ ITEM TITLE: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING THE QUALITY WORKFORCF, PROGRAM SUBMITTED BY: KELLEY BACON, DEPUTp~Y CITY MANAGER REVIEWED BY: CITY MANAGER '1 ~ y~~ 4/STHS VOTE: YES ~ NO SUMMARY The Quality Workforce Program is a comprehensive approach to ensure a lean, highly skilled, performance-based, accountable, and customer service oriented staff that is compensated accordingly. The program is meant to provide clear expectations to our workforce. In return, we want to provide a clear commitment of compensation. The pieces of the program are intended to work together: • Culture of Continuous Improvement • Customer Service Focus • Investment in Training • Performance Oriented Accountability • Appropriate Compensation This comprehensive approach will provide financial stability in terms of personnel costs, ensure our employees continue to provide quality services to the community, while providing appropriate compensation for employees. ENVIRONMENTAL REVIEW The Director of Development Services has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project" as defined under Section 1378 of the State CEQA Guidelines because the proposed activity consists of a governmental administrative action that will not result in direct or indirect physical changes in the environment. Therefore, pursuant to Section 1 ~061(b)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no environmental review is necessary. 18-1 NLY 9, 2013, Item ~~ Page 2 of 5 RECOMMENDATION Approve the Resolution BOARDS/COMMISSION RECOMMENDATION Not Applicable DISCUSSION The Great Recession hit the global economy in 2007 and 2008. In 2009, The City Council endorsed the City Manger's plan for stabilizing the City's financial condition. The City's Fiscal Health Plan included a four pronged approach that included the following categories: • Budget & Fiscal Reforms • Expenditures • [ncrease/Protect Revenues • Economic Development - - The Fiscal Health Plan assisted the City in maintaining a balanced budget during severe and ongoing economic decline with the goal of achieving financial stability. The City has made great progress in implementing the Fiscal Health Plan, which has resulted in both short-term and long- term savings. The Fiscal Health Plan has been further developed and incorporated into the Fiscal Recovery and Progress Plan report and includes other key components also necessazy to achieve fiscal recovery. The Fiscal Recovery and Progress Plan report identifies the major challenges the City faces in moving from financial stability to financial sustainability and eventually to financial resiliency. Measures include commitment to Continuous Improvement, pursuing additional public/private partnerships, and continuing to increase revenues. Since our main product is public service, personnel costs are the largest part of our budget. In order to stabilize the budget, many of the significant changes addressed personnel costs: • Current employees agreed to pay 100% of their shale of pension costs • Created second tier retirement benefits for new hires • Employee groups agreed to eliminate or defer scheduled cost of living increases The City has implemented difficult budget reductions .to align expenditures to decreasing revenues. The implementation of these expenditure reductions has occurred over a series of budget balancing plans that have resulted in significant service impacts. The cuts in our workforce, while tough on all, have provided valuable lessons for moving forward. 1n order to maintain fiscal sustainability, the City has to control expenditures and remain strategic about long-term growth of the organization. While staffing cuts have been dramatic, we have also learned that we cannot increase staffing levels to unsustainable levels. In order to maintain staffing levels lower than that of comparable jurisdictions while continuing to provide high quality services to Chula Vista, our employees are expected to deliver more with less. We need to ensure our employees are well trained to provide those services and, in turn, compensated accordingly. We can accomplish this with a commitment to quality pay, which also caps and controls increases in compensation costs at the same time. The complete program is intended to link compensation to service delivery and accountability. The employees of the City of Chula Vista represent a valued resource critical to the effective 18-2 JiJLY 9, 2013, Item ~ dr' Page 3 of 5 delivery of services to our residents. We need to ensure our employees- are well-trained and committed to provide those services and, in turn, compensated accordingly. What we require of our employees is: • .Commitment to the Culture of Continuous Improvement , • ; A Customer. Service Focus • Continuing Targeted Training • Performance Oriented Accountability m `ContinuousT~rovement Since 2011, the City of Chula'Vista has implemented the principles of Continuous Improvement (CI).'to maintain ..quality service delivery in the face of significant budget constraints. The principles and tools provide a systematic way to examine processes within the organization to eliminate waste resulting in lower costs to provide services. When looking at service delivery gaps, our organization will look to CI principles first before adding new resources. This will allow us to be more strategic about adding ongoing resources. More than •100 City employees have had CI training through our local partner, UTC Aerospace Systems,- formerly Goodrich Aerostnictures. The City has assigned two staff persons to spearhead these efforts within the City. In addition to the two CI Managers, there are designated CI Champions within every department to lead departmental efforts. Customer Service Service is the primary commodity of a city. The public expects and deserves high quality service.- A significant indicator'of our'success is not only what we provide, but how well we deliver it. Toward that end, the City has established aCity-wide standard for high quality customer experiences through the establishment of a Customer Service Policy (Policy #915). This Policy sets the baseline and expectations for every interaction involving a city employee. In addition to the City policy, an emphasis on our customer service orientation is included in our recruitment process for new employees. Testing for customer service .values is included in the hiring process, as well as mandatory training for new employees. Advanced Skills In order to provide high quality services to Chula Vista, our employees need focused training to improve theif skills and stay on top of industry standards. This investment in our employees gives them the tools they need to do their current job better or prepare themselves for future career advancement. A link to their current job or career path must be demonstrated in advance and approved by their supervisor. After training, employees show the connection about what they learned. This way the continuing education benefits the individual employee as well as the organization. Accountability Accountability is a critical part of delivering the quality services that align with the programs and strategies set forth in the City's Strategic Plan. The- City has an objective performance evaluation process that supports better city services, meets the performance management needs of departments and comply with Civil Service Rules. The performance evaluation process is 18-3 JULY 9, 2013, Item ~~' Page 4 of 5 intended to be a continuing developmental tool for improving both job performance and workplace communication. The performance evaluation process evaluates the performance of an employee based on agreed upon performance objectives. It is the intent to set clear expectations, track progress, provide guidance when necessary, and commend a job well done. When expectations are not being met, there is a process for feedback and tools to help employees improve and achieve their established goals. Advances in salary are not automatic, but are dependent on satisfactory performance on identified objectives. Comnensation Employee compensation should be based upon a structure that attains and then maintains salaries at rates at the top of the middle one third market rate (66% of the market) identified by data, collected on the recruitment market for each group of employees. The policy formalizes the ' City's commitment to compensating employees at a rate that is fair within the recruitment market . for each bargaining group, and provides the value for having our employees do more than their peers in other cities.. The City's compensation policy is designed to support the achievement of the City Council strategic objectives for the community, enhance harmonious labor relations and meet the needs of a majority of the workforce. It is designed to foster a strong team envirorunent within the organization, recognize the importance of a satisfied, productive, and cohesive workforce while continuing to reward individual accomplishments and performance. Fiscal Sustainability The public can be assured that-they are getting good value for their dollars with this program based on the City's commitment to fiscal sustainability as well as the emphasis on quality customer service and accountability. Chula Vista has staffing levels approximately 25% below comparable cities. If the City increased staffing to those levels the City would incur approximately $35M in additional expenses. Based on financial resources, it will take time to move employees currently under the median market rate to 66 percent of market rate. Each year the City Manager will prepare a proposed budgeC which, when the City's financial position allows, will allocate funds needed to help achieve and maintain our employees at the top of the middle third in the labor market. In order to ensure that the compensation program does not jeopardize the financial condition of the City, Finance staff will annually review the following indicators: • Structurally balanced budget during the scheduled (Cost of Living Adjustment (COLA) period • Increase in Assessed Valuation greater than the 2% CPI based on the most recent report from the County of San Diego. • General Fund total operating reserves have remained stable from the prior fiscal year. • Sales Tax Trends reflect average increases in the past three consecutive reporting periods (quarters) when compared to the same reporting periods in the prior year. ' Assuming all indicators are achieved, as determined by the City, the City would seek to allocate up to 25% of new net 'revenues to fund negotiated adjustments. Again, individual employee 18-4 JULY 9, 2013, Item /~ Page 5 of 5 movement toward 66 percent of market rate or step increases within the salary, range will be ,_ based on the employee satisfactorily achieving their agreed upon performance objectives. Additionally, to avoid volatility in the budget process, we recommend establishment of a Pension/Health Care Reserve Fund. Based on recent changes approved by the Ca1PERS Board, the City's pension contribution rates are anticipated to increase significantly beginning in FY 2015/16. In order to avoid significant budgetary deficits in the near future, the creation of a Pension/Health Care Reserve Fund can be applied to smooth out the budgetary impacts. In years when CaIPERS investment returns are greater than anticipated the City's contribution rates would drop creating an opportunity to set funds aside for those years when investment returns fall short. This reserve fund protects the City and employees in times of increased rates. Finally, the Quality Work Force Program is not a contract, neither express nor implied, and there are. ' . no third party beneficiaries. Implementation of the Quality Work Force Program goals will be implemented in compliance with the Meyers-Milias Brown Act ("NIM~BA"), including meet and conferring on setting salaries and benefits. DECISION MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site specific and consequently, the 500-foot rule found in California Code of Regulations section 18704.2(a)(1) is not applicable to this decision. CURRENT YEAR FISCAL IMPACT There is no fiscal impact in the current fiscal year. ONGOING FISCAL IMPACT There is no fiscal impact from approving the Quality Workforce Program. The fiscal impact }associated with this program will be determined by the actual cost of living adjustments. for the various employee groups. Changes in compensation will be subject to -negotiations and ultimately approved by the City Council. , ATTACHMENTS .. -Draft Quality Workforce Program Prepared by: Kelley Bacon, Deputy Ciry Manager, Administration Department 18-5 18-6 - - DRAFT QUALITY WORKFORCE PROGRAM During the past decade, population in the City of Chula Vista has grown by almost 100,000 residents yet, due to budget constraints, we had to reduce our work force by 25 percent. The cuts in our workforce, while tough on all, have provided valuable lessons for moving forward. In order. to maintain staffing levels lower than that of comparable jurisdictions while continuing to provide high quality services to Chula Vista, our employees are expected to deliver more with less. The City of Chula Vista's Quality Workforce Program is based on the promise thafthere is nothing more important than the services provided to our community, Those services are provided by City of Chula Vista employees. We need to ensure our employees are well trained to provide those services and, in turn, compensated accordingly. The .Quality Workforce Program is meant to provide. clear expectations to our workforce. In return, we want to provide a clear commitment of compensation. The pieces of the program are intended to work together: • Culture of Continuous Improvement Customer Service Focus • Performance Oriented Accountability • .Link Training to Performance Goals • Appropriate Compensation This comprehensive approach will provide financial stability in terms of personnel costs, erisure our employees to continue to .provide quality services to the community, while providing appropriate compensation for employees. ~ ~~~'~ James D. Sandoval City Manager 18-7 ~ Paee 1 DRAFT QUALITY~WORKFORCE QUALITY WORKFORCE, A COMPONENT OF ORGANIZATIONAL EXCELLENCE ................ 3 QUALITY WORKFORCE PROGRAM .....................................................................................4 WHAT IT IS ...:.....................................::...:....:..:...............................:...........::....................... 4 ' WHY IS QUALITY WORKFORCE IMPORTANT? .................................................................... 5 CONTINUOUS IMPROVEMENT ............................................................................................ S CUSTOMER SERVICE ............................................................................................................ b ADVANCED SKILLS ..:............................:. .................... ..................... 7 ACCOUNTABILITY ...................t.......................:..:................................................................. 8 COMPENSATION ...........................................................................:..................................... 8 FREQUENTLY ASKED QUESTIONS .....:..............:........:............................:.......:.................. 10 APPENDICES .......................................................:......................................... CUSTOMER SERVICE POLICY ..................................................................... PROFESSIONAL ENRICHMENT POLICY ...................................................... PROFESSIONAL ENRICHMENT FORM ........................................................ PERFORMANCE MANAGEMENT POLICY ................................................... PERFORMANCE MANAGEMENT TOOL ....................................................:. COMPENSATION POLICY ........................................................................... 18-8 Paee 2 ......... 11 ......... 12 ......... 16 .:....... 25 ......... 28 ......... 34 ......... 42 DRAFT QUALITY WORKFORCE PROGRAM DRAFT QUALITY WORKFORCE PROGRAM A LEAN, HIGHLY SKILLED, PERFORMANCE-BASED, ACCOUNTABLE, AND CUSTOMER SERVICE ORIENTED STAFF THAT IS COMPENSATED ACCORDINGLY. QUALITY WORKFORCE, A COMPONENT OF ORGANIZATIONAL EXCELLENCE A Quality Workforce Program was introduced to the City Council in. February, 201 3, as a component of the City Manager's plan to deliver quality, efficient and effective services. Like most public agencies across the country, the City of Chula Vista experienced fiscal. crisis for the past ,several years following the significant downturn in. the economy. The City responded immediately with cuts and actions to stabilize City finances. The City then moved to implement more proactive measures ` to move toward fiscal sustainability: As we move towards fiscal sustainability, the City is formalizing plans for the best use of public dollars to provide quality •service delivery. The City Manager's plan for Organizational Excellence includes four components: • Strategic Plan-A plan of action to address community goals • .Fiscal sustainability-A Long-Term Financial Plan to become financially resilient • Continuous Improvement-A formal commitment and work program to improve service delivery • Quality Workforce-A program to link compensation to service delivery and accountability . While part of an overall plan, each pillar of Organizational Excellence is being brought forward to the City Council and implemented individually. This report outlines the Quality Workforce component of the overall plan. 18-9 Paee 3 DRAFT QUALITY WORKFORCE PROGRAM z,; a' ~; e e - s v~ QUALITY WORKFORCE PROGRAM WHAT IT IS In short, the complete program is intended to link compensation to service delivery- and accountability. The employees of the City of Chula Vista represent a valued resource critical to the effective delivery .of .services to .our residents. _We need to ensure our employees are well-trained and committed to provide those services and, in turn, compensated accordingly. In order to maintain fiscal sustainability, the City has to control expenditures and remain strategic about long-term growth of the organization. While staffing cuts have been dramatic, we have learned that we cannot increase staffing levels to unsustainable levels. The Quality Workforce Program is meant to provide clear expectations to our workforce. The pieces of the program are intended to work together: • Culture of Continuous Improvement • Customer Service Focus • Investment in Training • Performance Oriented Accountability • Appropriate Compensation 18-10 Paee 4 DRAFT QUALITY WORKFORCE PROGRAM WHY IS THE QUALITY WORKFORCE PROGRAM IMPORTANT? • .The compensation policy provides stability in personnel costs. • Training opportunities offer our employees opportunity for career advancement. • Advancing employee skills ensures a highly skilled workforce. • Customer Service and Continuous Improvement are formalized values in our culture. ® Employees have clear expectations of their performance. c The public can be assured that employees are accountable for stated objectives. ® 'Compensation policy provides security to employees. ® ,Compensation policy provides equity among all employees and labor groups. , CONTINUOUS IMPROVEMENT Since 2011, the City of Chula Vista has implemented the principles of Continuous Improvement (CI) to maintain quality service delivery `in the face of significant budget constraints. The principles and tools provide processes within the.organization to eliminate waste resulting in lower costs to provide services. The program's name is "CITY Now." The name incorporates two fundamental thoughts: the acronym "CITY" stands for "Continuously Improving Through You", showing the, reliance on our employees to carry out this endeavor; and the "Now" addresses the bias for action orientation of the program. a systematic way to examine CITY Now . is an organization-wide program designed to 'provide employees, at all levels of the organization, with the ability to make changes to C ITY~l~ CHULA VISTA Continuously Improving Through You the processes they do every day. These changes will reduce costs, streamline procedures, and improve customer service. When looking at service delivery gaps, our organization will look to CI principles first before adding new resources. We will ask three key questions: • Could we deliver the service in another way? ~ Do we need to keep all the same steps we used to take? • Has technology improved that would allow us to reduce steps? This will allow us to be more strategic about adding ongoing resources. More than 100 City employees have had CI training through our local partner, UTC Aerospace Systems, formerly Goodrich Aerostructures. The City has assigned two staff persons to spearhead these efforts within the City. In addition to the two CI Managers, there are designated CI Champions within every department to lead 18-11 Paee S DRAFT QUALITY WORKFORCE PROGRAM departmental efforts. Employees are encouraged to utilize tools and information available on the City's Intranet. All new employees are exposed to the City's commitment to CI principles. Not only is the program description included in the recruitment brochure, but also a training session on the program is included as part of the New Employee Orientation. CUSTOMER SERVICE Service is the primary. commodity of a city. The public expects and deserves high quality service. A significant indicator of our success is not only what we provide, but how well we deliver it. Toward that end, the City has established aCity-wide standard for high quality customer experiences through the establishment of a Customer Service, Policy (Policy #915).. This Policy sets the baseline ,and expectations for every interaction involving a "People don't care how much you know, until they know how much you care." -Theodore Roosevelt City employee. The City endorses high quality customer service and supports these efforts through a' plan adopting the "Six Essential Elementsr^^" philosophy for creating a culture of service. The City's customer service program is .founded on: • Setting customer service expectations for all employees and City representatives; • Providing professional development training and refreshers to ensure service skills in all types of interactions; • Empowering our team members and emphasizing a culture where people are valued and respected for their contributions; • Gathering customer input and feedback to continue to improve services; • Establishing formal and informal ways to recognize those among us that go out of their way to excel at service delivery; and • Continuing to look at process improvements and projects that will streamline service delivery. In addition to the City policy, an emphasis on our. customer service orientation is included in our recruitment process for new employees. Testing for customer service values is included in the hiring process, as well as mandatory training for new employees. 18-12 Paee 6 DRAFT QUALITY WORKFORCE PROGRAM ADVANCED SKILLS Iri order to provide high quality services to Chula. Vista, our employees need access to training to improve their skills or to stay on top of industry standards. It is the policy of the City to provide eligible employees with the opportunity to obtain, maintain or improve their professional capabilities by allowing for supplemental training and. professional growth beyond that which is offered by the City (Policy #506). Professional Enrichment funds are available to most employees for the following job- related or career-related activities: • Tuition and Course-Related Expenses • Training Program and Seminar • Professional Conference • Professional Associations Dues (excluding Union Dues) and Licenses This investment in our employees gives them the tools they need to. do their current job better or prepare themselves for future career advancement. A link to their current job or career path must be demonstrated .in advance and approved by their supervisor. After training, employees show the connection by providing a report about what they learned: This can be accomplished with the preparation of a white paper or presentation training 18-13 Paee 7 DRAFT QUALITY WORKFORCE PROGRAM to fellow employees. This way the continuing education benefits the individual employee as well as the organization. ACCOUNTABILITY Accountability is a critical part of delivering quality services that align with the programs and strategies set forth in the City's Strategic Plan. The City has a policy (Policy #304) to establish and maintain an objective performance evaluation process that supports better city services; meet the performance management needs of departments and comply with Civil Service Rules. This policy assists department managers and employees in measuring employees' performance by establishing goals and objectives, evaluating and measuring employees' progress, giving recognition for good work and providing a guide for improvement and continual feedback. It is the policy of the .City to provide employees with a written,_confidential record that evaluates the performance of an employee based on agreed upon performance objectives. The performance evaluation process is, intended to be a continuing developmental tool for improving both job performance and workplace communication and should be aligned with the City's Strategic Plan. It is the intent to set clear expectations, track progress, provide guidance when necessary, and commend a job well done. When expectations are not being met, there is a process for feedback and tools to help employees achieve their established goals. Advances in salary are not automatic, but are dependent on satisfactory performance on identified objectives. COMPENSATION . ' Employee compensation should be based upon a structure that attains and then maintains salaries at rates at the top of the middle one third market rate (66% of the market) identified by data collected on the recruitment market for each group of 'employees. The policy memoridiizes the City's commitment to compensating employees at a rate that is fair within the recruitment market for each bargaining group, and shows value for asking our employees to do more with less. The City's compensation policy is designed to support the' achievement of the City Council strategic objectives for the community, enhance harmonious labor relations and meet the needs of a majority of the workforce. It is designed to foster a strong team environmerit within the organization, recognize the importance of a satisfied, productive, and cohesive workforce and reward individual accomplishments and performance. The City's compensation philosophy is to establish and maintain a compensation structure based on .marketplace norms, internal alignment, performance, 18-14 Paee 8 QUALITY WORKFORCE PROGRAM engagement in Continuous Improvement and equity among various groups of employees. The City's approach is to provide a combination of base salary and benefits that is competitive with the labor market. Structures and ranges will be reviewed and updated as necessary based on an evaluation of the City's ability to pay, marketplace survey data, and equity among various` groups of employees. The Compensation Policy is not a contract, neither express not implied, and there are no third party beneficiaries. In setting salaries and benefits, the collective bargaining process will be used to meet and confer with recognized represented employee groups. The public can be assured that they are getting good value for their dollars with this program based on the City's commitment to fiscal sustainability as well as the emphasis on quality customer service and accountability. Based on financial resources, it will take time to move employees currently under the median market rate to 66 percent of market rate. Each year the City, Manager will prepare a proposed budget which, when the City's financial position allows, will allocate funds needed to help achieve and maintain our employees at the top. of the middle third in the labor market. In order to ensure that the compensation program does not jeopardize the financial condition of the City, Finance staff will annually review the. financial ..indicators: Assuming all indicators are achieved, the City will endeavor to allocate up to 25% of net new discretionary revenues to fund negotiated adjustments. Again, individual employee movement toward 66 percent of market rate or step increases within the salary range will be based on the employee satisfactorily achieving their agreed upon performdnce objectives.. 1 18-15 Pace 9 DRAFT QUALITY WORKFORCE PROGRAM FREQUENTLY ASKED QUESTIONS. Q. What if I don't have the skills necessary to achieve my performance objectives? A. You should be participating in the establishment of your performance objectives and training goals. Make sure you communicate with your supervisor if an objective is unrealistic. If you do not have the skills you need to achieve the objectives, ask for guidance on what training you could receive to improve your performance. Q. What if I get an "Improvement Needed" rating on my Performance Evaluation? Can I still get a pay increase? A. No, employees are expected fo satisfactorily achieve performance goals in order to move up in compensation. Your pay would be adjusted at the point in time that you receive at least a "Standard"-rating on your Performance Evaluation. Q. What if my supervisor assigns me different tasks during the year which won't allow me time to achieve my prescribed performance objectives? ~' A. Performance goals can be updated at any time during the year. If your supervisor has shifted -your duties,'you should both revisit your performance goals to reflect your ~ work assignment`s. Q. If my salary is already above the top of the middle one third market rate, will I get a pay cut? A. No, employees above 66% of market rate will remain at the current salary level. Q. If my salary is already above 66 percent of market rate, when will I get a pay increase? A. Employees above 66% of market rate will remain at the current salary level until a time when the market .rate surpasses their current salary. At that .point, the salary should be adjusted to 66% of market rate. 18-16 Paae 10 ___ _ _ _ ____` _ _ __ _ _ _ _ DRAFT QUALITY WORKFORCE PROGRAM APPENDICES 18-17 Paee 11 DRAFT QUALITY WORKFORCE PROGRAM CUSTOMER SERVICE POLICY ~a-78 Paee 12 . /fib ,~u.~ Human Resources Department , ~ Policies and Procedures ~ CHUlA VISTA 'AUTHORITY: SUBJECT: 91 Human Resources Customer Service POLICY #: 5 Polic NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A August 16, 2011 Page 1 of 3 PURPOSE The purpose of this policy is to establish aCity-wide standard for high quality customer experiences for every person. every day, including both internal customers (co-workers and employees) and external customers (citizens, vendors, residents, visitors, etc.). POLICY This Policy sets the baseline and expectations for every interaction involving a City employee. The fundamental expectations and skills are outlined and provided in the "Customer Service Tips and Expectations. Brochure," which is available to every employee on the City's Intranet web site [http://cvinsider]. The brochure will be provided to every new employee and volunteer on their first day as a representative of the City of Chula Vista. Customer Service Values The following customer service values are to be performed by all City employees in all interactions: ^ Courteous & Professional ^ Accurate & Knowledgeable ^ Prompt & Responsive Customer Rights Every customer of the City (internal and external customers) has the right to interact- with City representatives in an atmosphere of mutual respect, courtesy, professionalism and accountability. We all have the right to: ^ Be assisted. by staff that embody the City's customer service values; ^ Be treated as an individual while receiving the same high standard of service regardless of age, race, ethnicity, religion, gender, physical limitations, or any other criteria; ~ Be heard; Paee 13 AUTHORITY: SUBJECT: POLICY #: 91 5 Human Resources Customer Service Policy NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A August 16, 2011 Page 2 of 3 ^ Be assured that staff are working behind the scenes to provide accurate, high quality services as quickly and efficiently as possible; ^ Be provided with options and alternatives when they are available; ^ Be provided with explanations. of rules and regulations governing City staff decisions; ^ Be directed to alternative sources of information or assistance when the City is unable to provide all aspects of the assistance that is needed; ^ Be offered an overview of the entire process, and costs, that may be associated with a project or task; ^ Be assured that concerns and feedback are appreciated, used to further improve our programs ahd service quality, and are treated as confidential and/or anonymous if requested; ^ Be introduced to a supervisor if requested; and. ^ Be offered the names of the staff members who are providing assistance. Customer Service Prooram The City endorses high quality customer service and supports these efforts through a plan adopting the "Six Essential Elements rM„ philosophy for creating a culture of service. The City's customer service program will be founded on: ^ Setting customer service expectations for all employees and City representatives; ^ Providing professional-development training and refreshers to ensure service skills in all types of interactions; r.Empowering our team. members and emphasizing a culture where people are valued and respected for their contributions; ^ Gathering customer input and feedback to continue to improve services; Paee 14 AUTHORITY: Human Resources SUBJECT: Customer Service Policy POLICY #: 915 NEW POLICY: XX REVISED POLICY: N/A SUPERSEDES: N/A EFFECTIVE DATE: August 16, 2011 Page 3 of 3 ^ Establishing formal and informal ways to recognize those among us that go out of their way to excel at service delivery; and ^ Continuing to look at process improvements and projects that will streamline service delivery. SCOPE This policy applies to all City employees and volunteers. DEFINITIONS N/A PROCEDURE Employees are to exhibit the outlined customer service values in their daily interactions. RESPONSIBLE PARTY All City employees t~` ~ .. RELATED POLICIES ~ °~ ~'`" Human Resources Policies'and Procedures #901. Standards of Conduct REFERENCES Customer Service Tips and Expectations Brochure, located on City's intrahet web site http://cvinsider FORMS N/A ~~~~ Director o man Resources August 16 2011 Date Paee 15 DRAFT QUALITY WORKFORCE PROGRAM t PROFESSIONAL ENRICHMENT POLICY ~F tY 1~~GL Paee 16 ~~rr, ~~ Human Resources Department , ~ Policies and Procedures ~ CHUiA VISfA AUTHORITY: SUBJECT: C 5 6 Human Resources Professional POLICY #: U Enrichment Funds NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A July 8, 2009 Page 1 of 8 PURPOSE - The purpose of this policy is to clarify the City's professional enrichment program and how and when professional enrichment funds reimbursements are granted to employees. POLICY It is the policy of the City to provide eligible employees with the opportunity to obtain, maintain or improve their professional capabilities by allowing for supplemental training and professional growth beyond that which is offered by the City. Professional enrichment funds will be administered in accordance with Internal Revenue Code Sections 127, 132 and 162, .the City's Memorandums of Understanding for each recognized labor bargaining unit or side letter modifications and any other applicable Federal and State laws. The annual professional enrichment funds allotment are set by the. Memorandums of Understanding between the City and the recognized labor bargaining units. The fiscal year reimbursements will be closed the second Thursday in.June. Reimbursable. Expenses Reimbursement is available to employees for educational activities offered by approved schools or organizations that are job or career-related as well as expenses for non-credit courses related to the employee's professional growth. To qualify for reimbursement, the coursework must: 1. Either maintain or improve skills required in the employee's employment or meet the expressed requirements of the City or applicable laws, regulations, or requirements. 2. Meet the expressed requirements of this policy and all applicable laws or regulations: Paee 17 AUTHORITY: SUBJECT: Human Resources Professional POLICY #: 5O6 Enrichment Funds NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A July 8, 2009 Page 2 of 8 A. Examples of Reimbursable Expenses for Education Tuition and Course-Related Expenses 1. Tuition for undergraduate, graduate, postgraduate, university extension and university continuing education courses that are job-related or career-related including other student activity fees required to enroll at or attend an eligible educational institution. 2. Books, lab fees,, supplies and equipment that are required as a condition of enrollment or attendance for the course. A copy of the course syllabus requiring the supplies or equipment must be provided. Final grades must be submitted to Human Resources within thirty (30) days of receipt. Grade received must be a "Pass" or letter grade of "C" or higher. There is no mileage reimbursement to attend college courses. Training Program and Seminar 1. Training or seminar registration fee. 2. Travel costs are reimbursable within the criteria of the Finance Department's Travel and Conferences%Training Policy. 3. Mileage and parking costs to attend the training or seminar. 4. In instances where the training/seminar is offered at various locations outside San Diego County, employee must elect to attend the training/seminar closest to San Diego County. Professional Conference 1. Professional conference that is directly related to the employee's current position. 2. Travel costs are reimbursable within the criteria of the Finance Department's Travel and Conferences/Training Policy. 3. In instances where the professional conference is offered at various locations outside San Diego County, employee must elect to attend the professional conference closest to San Diego County. Professional Associations Dues and Licenses 1. Membership dues to belong to a professional association that relates to the employee's current position. 2..Cost of taking a professional licensing exam. 3. Attendance at regular professional meetings, which may include mileage, parking and meals. Paee 18 AUTHORITY: SUBJECT: ~ .Human Resources Professional POLICY #: 5 6 Enrichment funds NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A July 8, 2009 Page 3 of 8 B. Examples of Reimbursable Travel Expenses Employees who travel on official business are encouraged to incur the lowest practical and reasonable expense while still traveling in an efficient and timely. manner.. Employees are expected to book the lowest available convenient rate. Those traveling on official City business are expected to avoid impropriety, or the appearance of impropriety, in any travel expense. Meals While on approved travel, money spent for food, non-alcoholic beverages, taxes and related tips that do not exceed the daily meal allowance under the Finance Department's Travel and Conference/Training Policy is allowed. Lod in Lodging will be allowed only for .non-local travel (outside San Diego County) pursuant to Finance Department's Travel and Conference/Training Policy. Transportation Travel by airplane, train, bus or car between the employee's home and training or conference location. Taxi Commuter Bus and Airport Limousine Fares for these and other types of transportation that is taken between: The airport or station and hotel The hotel and .the work location, business meeting location or temporary work location. Baggage and Shipping Sending baggage and sample or display materials between the employee's regular and temporary work location. Personal Automobile When operating the employee's personal automobile when traveling away from. home on business, the employee can be reimbursed at the standard mileage rate, per IRS Regulations as determined by the Finance Department, as well as business-related tolls and parking. Mileage reimbursement for an employee who chooses to drive .rather than fly should not exceed the lowest round trip coach airfare available at the time the 1 V LV page 19 AUTHORITY: SUBJECT: Human Resources Professional POLICY #: 5O6 Enrichment Funds NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A July 8, 2009 Page 4 of 8 travel was authorized. The employee must supply documentation to support what the cost of airfare would have been at the time of travel. Mileage is reimbursable to only one of two or more employees traveling on the same trip in the same vehicle. Rental Car - Employees may rent a vehicle for non-local travel when deemed necessary and cost efficient. When renting transportation, every effort should be made to select the lowest practical and reasonable expense. If the employee rents a car while away from home- on business, only the business-use portion of the expense can be reimbursed. Incidental Expenses Reasonable incidental business expenses associated with official travel such. as airport shuttle, airport parking, highway tolls and tips may be reimbursed. C. Examples of Non-Reimbursable Expenses Educational Expenses 1. Insurance; medical expenses, including student health fees; room and board; transportation; clerical help; and living or family expense, transcript fees, test preparation fees, admission testing .fees, course waiver fees, parking fees, deletion or transfer fees, student union fees, petition fees, recreation fees, reservation fees and alumni fees. 2. Tools or supplies other than textbooks that can be kept after completing the course of instruction. Sports, Games, Hobbies and Noncredit Courses Expenses that are related to any course of instruction or other education that involves sports, games, hobbies or any noncredit course are not reimbursable. However, if the course of instruction is part of the employee's degree program or has a reasonable relationship to the business of the City, these expenses may qualify. California Bar CPA or other Review Courses Review courses are not qualifying work-related education. Paee 20 AUTHORITY: Human Resources SUBJECT: Professional POLICY #: 5O6 Enrichment Funds NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A July 8, 2009 Page5of8 Travel as Education Cost of travel as a form of education even if it is directly related to the employee's work duties. Incidental Travel Expenses - - Expenses such as laundry, dry cleaning, in-room movies, in-room beverage or snack bars, alcoholic beverages, personal phone call charges, childcare and recreational activities will not be reimbursed. Lost or Excess Baggage The City will not reimburse employees for the cost of personal items lost or damaged while on official travel. Lost Tickets The City is not responsible for lost tickets. When a ticket is lost and cannot be replaced, the replacement cost is a personal expense for the employee and will not be reimbursed. Cruises Travel by ocean liner, cruise ship or other form of luxury water transportation will not be reimbursed. Conventions Outside the Continental United States Expenses for attending conventions, seminars or similar meetings held outside the continental United States geographic area, unless the meeting is directly work-related and is determined to be reasonable to hold the meeting outside the continental United States, will not be reimbursed. Entertainment and Gifts An employee cannot claim club dues, membership fees, transportation expenses and gifts for reimbursement. Late Fees/Penalties The City shall not reimburse employees for late fees or penalties due to untimely renewal of their membership dues in job-related professional societies or associations or professional license fees and penalties ,from untimely registration to a conference or seminar. ,~ Paee 21 AUTHORITY: SUBJECT: c Human Resources Professional POLICY #: 506 Enrichment Funds NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A July 8, 2009 Page 6 of 8 Maximum Reimbursement The annual Professional Enrichment Fund allotment for each bargaining unit is set by the Memorandum of Understanding between the City and the recognized labor bargaining units. Full-time benefited employees may be approved for reimbursement of eligible expenses up to the maximum specified in the appropriate MOU or approved Compensation Summary. This amount may be prorated proportionate to employee's date of hire. Part-time benefited employees are eligible for reimbursement of eligible expenses on a pro-rated basis. The fiscal year reimbursements will be closed as of the second Thursday in June. Reimbursements are on a first-come, first-serve basis until the funds have been exhausted. SCOPE All benefited employees except those in the Executive and Senior Management groups. This program is immediately available upon hire for eligible employees. DEFINITIONS N/A PROCEDURE 1. To request reimbursement under the professional enrichment program, employees must complete a Professional Enrichment Fund Reimbursement Request Form and along with the materials describing the program or course, submit it to their supervisor for approval that the proposed program and course(s) meet the criteria for reimbursement. 2. After obtaining supervisory approval, but prior to enrolling in the course of study, the employee must forward the Professional Enrichment Fund Reimbursement Request Form, along with material describing the program and course(s) to the department manager or appointing authority for final approval. Prior to expending the funds, the employee needs to ensure approval and funds availability through the Human Resources Department. Paee 22 AUTHORITY: SUBJECT: 5 Human Resources Professional POLICY #: U6 Enrichment Funds NEW POLICY: XX REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A' July 8, 2009 Page 7 of 8 3. Following its approval, the employee must submit the completed form to Human ,Resources with original receipts attached. Reimbursement will be made only upon presentation to the Human Resources Department with proof of expenses and the applicable necessary documentation: , • Original receipts and/or proof of payment (credit-card charge receipt, bank statement, cancelled check).. •. Copy of training/seminar/conference brochure or flyer or any literature pertaining to the training/seminar/conference. • Copy of the course syllabus requiring the textbook; supplies, and equipment • Copy of textbook (front cover) purchased. For on-line transactions, a screen print of the .Confirmation screen that shows the summary of expenses and proof that payment has been received', or a copy of the email confirmation that shows this same information. • Certificate of completion, proof of attendance, or attendance roster from the training agency that provided the training. • Copy of certificate or professional license: Evidence of satisfactory completion of coursework with a letter grade of "C' or better, or pass grade in a pass/fail course is required and must be submitted within 30 days of completion. Such evidence may be an official grade card or transcript from the school/institution. If that is not possible, written confirmation of course completion from the instructor or school will be accepted. If employee fails to submit a final grade of''C" or better, Human Resources will collect the reimbursed amount from the employee's ,paycheck. The City will determine the repayment schedule. 4. Human Resources processes reimbursement in accordance. with the Memorandums of Understanding, applicable IRS rules and .regulations, and Federal and State laws. Qualified expenses will be reimbursed in the following pay period. Incomplete information .such as lack of receipts, insufficient information or lack of proper approval will delay reimbursement. RESPONSIBLE PARTY Department Manager or appointing authority approve/disapprove professional enrichment f submission to Human Resources for final appro accordance with the requirements of this Policy a considerations: mutual benefit to the employee's Paee 23 AUTHORITY: Human Resources SUBJECT: Professional POLICY #: 506 Enrichment Funds NEW POLICY: XX' REVISED POLICY: N/A EFFECTIVE DATE: SUPERSEDES: N/A July. $, 2009 ' Page 8 of 8 interest of the City; whether there is a reasonable expectation that the employee shall remain ih the employ of the City for a sufficient period of time to provide a fair return for the costs incurred; and the department's/division's work needs can be met during any employee absences due to attending training/coursework. Supervisor - Approves/disapproves professional enrichment funds reimbursement and submits to department manager or appointing authority for final authorization. Employee -Ensures eicpenses are reimbursable and that a reimbursement form is properly completed along with the necessary documentation. When applicable, submits grade to Human Resources after completion of each- ' course. ' Human Resources -Reviews, approves and processes reimbursement for inclusion in employee's paycheck. RELATED POLICIES Finance Department's Travel and Conference/Training Policy REFERENCES IRS Section 127 -Tuition Assistance Program IRS Section 132 and 162 -Working Condition Fringe Benefit IRS Publication 970 -Tax Benefits for Education ' IRS Publication 463 -Travel, Entertainment, Gift and Car Expenses IRS Publication 535 -Business Expenses IRS Publication 1543 -Per Diem Rates for Travel with Continental United States Memorandums of Understanding a-+rt+Os.._ July 8 2009 ~ f uman Resources- ..Date y Paee 24 DRAFT QUALITY WORKFORCE PROGRAM PROFESSIONAL ENRICHMENT FORM 18-31 Pase 25 ~~ PROFESSIONAL ENRICHMENT REIMBURSEMENT REQUEST FORM cm ar OtOIA V6'L1 CFNFRGI PE I ~.I ~ You are entitled to a maximum qualifed reimbursement of up to $ 1,000 per fiscal year or until funds have been exhausted. Deadline for submission of claims far current fiscal year will be the second Thursday of June. ? ^ Requests must be approved by department head prior to incurring any expenses. When expenses have been incurretl, submit this request with [he required documentation t for reimbursement. Professional enrichment will only be reimbursed followinpproof of successful comoletion and7or issuance of certificate or license. Employee Name - - - Employee lD Number Contact Number Deparvnent Bargaining CONF (755 ^ j IAFF 742 ^ ( ) ^ PROFIPRCFIPRUC (745) ^ WCE (750) Unit ^ CVEA (7420) ^ MMIMMCFIMMUC (745) ^ POA (741) • Event Name ^ Employee Initiated ^ Supervisor Recommended Organization Providing Training Dale(s): Location (CitylStale) Purpose of SeminarRraininglConference ^ Relatetl to current job assignment ^ Suppods individual professional development plan ^ Keeps abreast of curtentindustry trends ^ Improves skills needed in curtentjob ^ Professional networking ^ OMer I POST EVENT INFORMATION: Please provideabrief description of benefts derived fromtraining. SUPERVISOR FOLLOW UP (ta he filled by immediate supervisor) ^ Employee Written report Date Completed: Supervisor SignaNre: Date: ^ Employee Oral Report Date Completed: Supervisor Signature: Dale: INCIDENTAL E%PENSES (Mark all that appty and complete Mileage and/or Expense Worksheet on Page 2) ^ Mileage ^ Airfare ^ Car Rental ^ Parking ^ Hotel/Lodging ^ Meals (for non-local travel) ^ BuslTaxiRrain ^ Toll Pees • Eaucadonal Goal: ^ AA/AS ^ BAIBS ^ MAIMS ^ Continuing Edication~ $I3d.4atfl Fnd Datp i l Schoolllnst'tufon SLOIIS F :~• CII tI. Textbook(s) (Required for course completion]: ...._....__ ....................._.................,....................._.............._..................... ......_............................................................ ._._.__........_......................................................._..................,.... Technical Book(s): Professional Organ¢atron(s): License(s): Cerdfcate(s): p q HR260 1 O _ 3 0 RCrvisetl Aug 2012 Paee 26 Paget ot2 PROFESSIONAL ENRICHMENT REIMBURSEMENT REQUEST FORM _ EMPLOYEE NAME: EXPENSE SUMMARY Please refer to City Policies and Procedures #506 and Travel and Conference/Training Poiicy for eligible and non-eligible expenses under the Professional Enrichment Program. 7. SEMINAR! TRAINING! CONFERENCE REGISTRATION FEE ~ Required Documents: (1) Copy of ByerNrochure and/or registration, (2) Proof of payment (odginel receipt); (3) Proof of attendance or completion D 2. INCIDENTAL EXPENSES Instructions:Proof of payment andbriginal receipts MUST be attached to this claim. To ensure that receipts are not misplaced or last in transit, these should be taped loastandard 8.5"z77"sheet (s)ot paper. - ^ Hotel/Lddging $ .......................__~.... ^. Car Renfal $ .............................._ ^ Airfare $ ............................._, ^ BusRaxilTrain $ ................................ ^ Meals (for non-local travel) $ ^ ParkinglToll Fees $ O . - ,- 3. MILEAGE ' - - $ Total Mllesx$0.555 Date FROM (Complete Address) TO (Complete Address) ~ Total Miles Total Mlles 4. TUITION REIMBURSEMENT Required Documents: (1) Copy of course syllabus; (2) Pmof of enrollment with breakdown of fees; (3) Proof of payment; (4) Grade report 5, TEXTBOOK(S) /TECHNICAL BOOK(S) Required Documents: (i) Copy ofwurse syllabus for texthook(s); (2) Proof of paymenpodginal recefpb (3) Copy offront coven $ O 6, MEMBERSHIP IN PROFESSIONAL ORGANIZATION(5)ILICENSE OR CERTIFICATES Required Documents: (1) Proofof membership, license or cenifcalion; (2) Proof of paymenVodginal receipt ' $ D roraL cl_atMS $ EMPLOYEE CERTIFICATION I certify untler penalty of perjury that the expenses far which I am claiming reimbursement have been incurred for my own professional enrichment and that I have or wrll not be reimbursetl for these expenses for any other source. I agree to notify the CiTy of Chula Vism and return all funds advanced in the event of the cancellation; non-participation, or non-completion of the purposes fob which the claim was requested. I understand that tfie documentation regarding my successful completion of ' courses, e.g.,certificate of completion, gratle report showing completion of a class with a letter grade "C"or better, satisfactory, or pass, must be submitted upon completion of my coursework. I understand that failure to provitle this documentation will result in my returning to the City all funds advanced. Employee Signaure: __________ Date: _`__________,_,_________ DEPARTMENT HEAD 1 certify thaf the expenses for which the employee is claiming reimbursement are jab-related and provides the employee with skills, knowledge, and competencies applicable tocurrent position. Department Head Signature: ____ ______ Dale: uoaen 18 - 3 3 Raised Aag 1ei2 Page 2 0! 2 Paee 27 DRAFT QUALITY WORKFORCE PROGRAM PERFORMANCE MANAGEMENT POLICY , 18-34 Paee 28 ~«~i ~~ Human Resources Department ~~= Policies and Procedures cm of CHULA VISTA AUTHORITY: SUBJECT: 304 Human Resources Performance Evaluatiorr POLICY#: NEW POLICY: XX REVISED POLICY: EFFECTIVE DATE: SUPERSEDES: February 23, 2006 Page 1 of 5 PURPOSE -- The purpose of this policy is to establish and maintain an objective performance evaluation process that wilt comply with the Civil Service Rules and City Charter, develop better city service and better city employees and meet the performance management needs of departments. This policy will assist department managers and employees in measuring employees' performance by establishing goals and .objectives, evaluating and measuring employees' progress, giving recognition for good work and providing a guide for improvement and continual feedback. It will provide a guide for creating agreed upon performance objectives: This process should allow individual performance to align with the programs and strategies.of the departmental strategic plans and the City's mission, vision and values as set forth in the Pride at Work Program. POLICY It is the policy of the City to provide employees with a written; confidential record that evaluates the performance of an employee based on agreed upon performance objectives. The performance evaluation process is intended to be a continuing developmental tool ,for improving both job performance and workplace communication and should be aligned with departmental strategic plans and the City's mission, vision and values as set forth in the Pride at Work Program. SCOPE This policy applies to all City employees in the classified service. DEFINITIONS Probationary employee - In general, an employee in his/her first year of continuous employment, who has not yet acquired property rights and Civil Service protections. Paee 29 AUTHORITY: Human Resources SUBJECT: Performance Evaluation POLICY #: 304 NEW POLICY: XX REVISED POLICY: EFFECTIVE DATE: SUPERSEDES: February 23, 2006 Page 2 of 5 Outstanding - Indicates that the employee's performance is consistently exemplary, above•and beyond the requirements for the position. Above Standard - Indicates that the employee's performance exceeds the supervisor's expectations of a fully competent employee and the agreed upon goals. It is superior to that which is expected but it is not of such a single or rare nature to warrant outstanding. Standard - Indicates that the employee is fully competent and. has been successful in meeting the supervisor's expectations and agreed upon goals. Improvement Needed -Indicates that the employee has performance weaknesses that need improvement in order to meet the supervisor's expectations and agreed upon goals. An overall Improvement Needed evaluation should include a Performance Improyernent Plan, Unsatisfactory -Indicating that the employee's performance is not acceptable and significant corrective action is necessary. The level of performance .is definitely inferior to the standards required for the position. An overall Unsatisfactory evaluation should not be tolerated and should .include very specific corrective action. Any employee receiving an unsatisfactory rating for work quality, work quantity, work attitudes, or work habits may be subject to a reduction in compensation or termination pursuant to the Civil Service Rules. Performance Improvement Plan - A documented .plan outlining specifically what an employee who has received an Improvement Needed or Unsatisfactory rating must accomplish and within a specified time period in order to bring his/her performance rating from Improvement needed or Unsatisfactory to Standard. Paee 30 AUTHORITY: Human Resources SUBJECT: Performance Evaluation POLICY #: 3~4 NEW POLICY: XX REVISED POLICY: EFFECTIVE DATE: SUPERSEDES: February 23, 2006 Page 3 of 5 PROCEDURE 1. All employees in the classified service must have established performance standards and be evaluated on an annual basis except during probation when the employee's performance of their job may be reviewed every three months. It is recommended that all other employees be evaluated annually. The performance evaluation reviews the employee based on his/her performance objectives for the preceding 12 _ month review period. Employees promoted. to another position within the City are subject to .a new probationary period for that position along with standards appropriate for the new position. 2. Prior to the beginning of the review period, the employee's immediate supervisor is to work. with the employee to establish agreed upon .performance goals and objectives that support departmental programs and strategies. . 3. At the end of the review period the employee's immediate supervisor prepares and completes the performance evaluation,. based on documentation of performance measures, communication with appropriate staff and communication with the employee during the review period. When the supervisor has completed his or her preliminary rating, a private discussion of the rating should be arranged with the employee to include recognizing performance that meets or exceeds the established performance goals and objectives and providing information on correcting performance that is not acceptable. Outstanding, Improvement Needed or Unsatisfactory ratings require specific written comments, by the rater, justifying the rating. 4. The employee and supervisor both sign the performance evaluation and forward it to the Appointing Authority for signature. 5. If the employee requests a review of the evaluation by the Department Manager, the supervisor must assure that the employee is granted a review. Paee 31 AUTHORITY: SUBJECT: 3 Human Resources Performance Evaluation POLICY #: ~4 NEW POLICY: XX REVISED POLICY: EFFECTIVE DATE: SUPERSEDES: February 23, 2006 Page 4 of 5 6. The original signed performance review is sent to Human Resources for inclusion in the employees permanent personnel file. A copy. is given to the employee by the supervisor and a copy is kept in the employees department file for reference throughout the year. 7. The employee and supervisor should work together to establish new performance objectives that align with department programs and strategies for the next review period and also include opportunities for improvement in current performance with specific, agreed upon objectives. RESPONSIBLE PARTY Supervisors Role: • Establish and communicate personal and organizational performance expectations. ' • .Identify behaviors and skills that can aid in meeting those expectations. • ' Provide the necessary tools, equipment, training and other resources ' needed to perform effectively and to create an environment, which encourages an employee's personal best. ~' Support the employee's efforts, even when they fail, and to encourage commitment to superior performance. • Provide horiest and specific feedback with respect to measurable or observable job performance factors. • Follow through on supportive efforts and commitments. Employee's Role: • Honestly identify interests, strengths, and weaknesses which may enhance , or deter one from achieving desired performance. • Establish both short-range and long-range goals and objectives. • Monitor one's own performance and progress. • .Take responsibility for developing one's self: ~• Clarify assumptions about- work expectations, performance and the supervisor's role. • Request help when needed. Pa¢e 32 AUTHORITY: Human Resources SUBJECT: Performance Evaluatio n.. POLICY #: 304 NEW POLICY: XX REVISED POLICY: EFFECTIVE DATE: SUPERSEDES: February 23, 2006 Page 5 of 5 Make a sincere commitment to continuous self-improvement and quality performance. REFERENCES Civil Service Rule 1.06 FORMS PERS 120, Employee Performance Report ~~~ Director of Human Resources 1 U J J Pace 33 DRAFT QUALITY WORKFORCE PROGRAM PERFORMANCE MANAGEMENT TOOL 18-40 Paee 34 elf// ~. cl-i~l~~l~fA Performance Management Tool ~° =Complete at Beginning of Review Period - =Complete at End of Review Period ~ ~, „. .~ ~+ 1. ADMINISTRATIVE INFQRMATIUN Employee Name: ' Employee ID: Date: ]ob Title: Department: ' Type of ~ Evaluation: - - ^ Probationary (3 months) ^ Probationary (6 months) ^ Probationary (9 months) ^ Annual ^ Unscheduled Appraisal Period: ^ Outstanding Next Scheduled to Evaluation Date: ^ Above Standard ^ Satisfactory ^ Needs Improvement ^ Unsatisfactory Step Increase from to based on completion of performance goals ^ APPROVE ^ DENY Goals should always be: S -Specific M -Measurable A -Achievable R -Realistic T -Time Bound List mutually agreed upon objective goals for the next period (rating period: ). Identify targets, measures and timelines that support achievement of the goals. Goals should tie to the Department goals. Wi//be deve%ped for the next reporting period.' Resulf: ^ Completed (Mark box when me goal is comPiecedl ^ Date Completed:. "~„t ~t{Lx ~y -.~yc ~ r: ,»r,r r e~ S ,a ~~ _~, rs+.: ~`z;es~- a -,!. "i~=>'~. 7 ~,~xtw aa -~,,,~t +`^`~,~. ~GOal~2 .~~" ~. .r. ~ ..aal'sx„4t-,r ~..v ~&^x ~d ..,~,m 0.~. n .».. Yx -... 1 ~_ .. ~~ • - HR338 (03-13) • ~ 18-41 Paee 35 ~~(~~ Performance Assessment Tool %A„ QiUImA~'ISTA I . Result: ^ COmpleted (Markbox when the goal is completed) ^ Date Completed: Result: ^ COmpleted (Mark box when the goal Is completed) ^ Date Completed: ., Result: - ^ Completed (Mark box when the goal is completed) ^ Date Completed: ~GQat.54 t.'A S ..1.....~# IC,. .'YAy~ 9. "V.4v'~~a{.'S~'Wy:; ~ -t.~kln ~1 .y _;*uv~ 1{:.7s[f ~ _ 3r'y5 Result: ^ COmpleted (Mark box when the goal is completed) ^ Date Completed: GOdl;6:"w{~}~}fi ap a~~.w ?`LS p v ..fi'"~ e::3t. .-. u...,~.. ,"h'' 0.~,'~°t&i,~ +I~a.....,aaa.wz~xw..aM}Ti-ki {7p` rs.M~q~,+~ ~t~. ~-..~t3 d~t'F ~S S` a' { ;• s Y ~~t~ixa ~~.-~~~'-~- L,. ~fi~`. a'7b t m, ~k~h 6fi~ri~';:.. .. a..S..F..~:.a ~~ ^: R25UIt: ^ COmpleted (Mark box when the goal Is completed) ^ Date Completed: Result: ^ Completed (Mark cox when the yoatis completed) ^ Date Completed: Go21,.$_;,3;ir.. x~i4 v.a ~'- ~` uz ~,r~. r.z 7 ""i- a y ~ ." v Result:' ^ Completed (Mark box when the yogi ~s completed) ^ Date Completed: sGoal9 ..fi,r.~;: ~., h.-a~e~--~.~ s~ezis~«~....~~ ~ a.. L,F','. k. 'S. ,.`.1`. 5f..:a _,n» #... ..~-c .,.~' e„rrz:un r....~. ~'a;::_...r .y ~~:K M e.~.,: s,.:::. rl ReSUIt: ^ COmpleted (Mark box when the goal is completed) ^' Date Completed: { ^Go'a130: kr {x 1~"k s~"°p $~~.''~7=t a ~t4 ° ~r..4r ~ k- ~s4 ' ~ n { t~ =~k ~ ~F_ r r-3 v - r LS 9 •F~ HR338 (03-13) Pace 36 ~~(/~ Performance Assessment Tool ir~~ CTIUWVISTA ReSUIt: ^ Completed (Mark box when the goal is completed) ^ Date Completed: List mutually agreed upon goals to enhance job performance over the next review period. Identify targets, measures and timelines that support the achievement of the goals, ~` L ~ 'b as A .se ~a ' ~ . ~,..' 4 •.,{ L ~~ ~q,.'"- s, ~.~ ~`~S 4?+ Ake ~ ~ rte, ~' m - S">,'Y $ _" s - 0 r rm .~. 5 ~~I'~v~»~' h^}~~6 -4 List mutually agreed upon tools, training, resources or process changes needed to meet performance goals and/or enhancement coals. - Beginning of Annual Period (Mutually agreed upon Performance Enhancement Goals): Employee Signature: Supervisor Signature: Date: Date: 7. PERFORMANCE FACTORS OUTSTANDING This category describes performance well beyond for the position. It is exceptional ,superior or extraordinary, (FEW QUALIFY. Should include a Justifcation). , ABOVE STANDARD This category describes an employee's performance, productivity and achievements which is better than that expected of a fully competent employee. It is superior to that which is expelled and consistent/v above the requirement for the position but it is not of such a rare nature to warrant outstanding. SATISFACTORY an employee's performance that is fully satisfactoiv He/she demonstrates the necessary skills and knowledge to achieve results and is productive and may occasionally exceed expectations. 1 P~ge.3, Palze 37 NEEDS IMPROVEMENT This category describes an employee's performance that is less than expected of a fully competent employee and can be improved through development, experience and/or application. (Requires a Performance Improvement Plan). UNSATISFACTORY This category describes an employee's performance that is definitely inferior to that. which is required for the position. It is inadequate or undesirable pertormance for the position and can be improved through development, experience and/or application. (Requires a Performance Improvement Plan). HR33tl lUi-13). ~Vfi Performance Assessment Tool r`A~. .. . CHI~R~TA Outstanding St ndard Satisfactory ImpNOVement Unsatisfactory a~Knowledge~Whatis the depth of the employee s~~ +~ -~sF,~~~, x ~rs ~~x x ' !x ~ ' lqunderstanding/knowledge of lob related activities pertainsng to °n yv'; ~^.x+l'r~"'`'~.^~.z^ ge +~ ~^ ~#"~ irx_-~~'~^a. ~#a a his/her' ositionz ~i ~; u.. ~ yje s ;~ r TS v'+`r ^d +.x~'~s ~," ur F " ~ c ` _ , ,i i ~ ..,_~: ~ ~.._~..~...,s:' ~?-~ »,x.?..._ c . ~;~.d.. ~...,~:z. . mod. 4. ?ts, .'3'w e.~::..< '.f. _ .~.a...~ .:~. -~ r .._ ..,.~..~~,,.... ~ ,.. k F".~ . ,u, _.-»a b. Application of Knowledge .How effective is the employee ^ ^ ^ ^ ^ in applying this knowledge? work, recognize work to be done and pertorm work with little to no U. ^ ^ ^ ^ supervision? e"QUahty~of WorkResultr>v(a)'~How d so elydo work r~'~``e Its?- ~ F 'r ~ i+ F ~ ~``~' ' ~ r ~~1',z r ' %meetstandards for accuracy completeness reliatiility mnsis[encyp Q ~, da ^ E ,~~y, -~. `anted careir 4~~,R `?'"" .. ~~,N ~:S "~t..:~.+~. +.~. , ~ ~,~ ~ t' sq'~'~ss,~~rf ~~ a a.ttrn &rx~ ~a ~ ' } ~ s ~"~ 14~, .».d„_ ~~,rvh..i m.. o~s...L.v+._ ,.. sxs _..,.,. ~:_ x~..: >e..k..¢.. ._h_.-?'S 3~~ ._.. W.+rwn sS.-- f. Quality of Work Results (b). are customers satisfied with ^ ^ ^ ^ ^ the quality of work performed? g P om 9 Unleatlon{~(a) 9How effective i~he employe In'x ~+~ ~ I `~r ~ ~ ~F~y~ ~a)~ °"` r ~ t a ~' k'~s .: a y +£Aw ex ressui and understandin Ideas and instructions in a wntten i, ~'^; , ~ ^ r ^m~ y ~:.~ ^r t c y ^ fashion? + r~ib+'`~~..... t ~fii~ "`' ~ J,~:, ate , 't, f8h r u ~r~`+Tr° K ` x. '~'as. m ~ ~ a : ws i i . ,.,w.~,..i~.~,.._u». .. s ~?~-~..~~.,z.. a:>ti. w. a:: W _i,". t?.u u..u.~ra.w s :,,,. ..~ a ux~.,dlq r , naE+*; h. Communication (b). How effective is the employee in ^ ^ ^ ^ ^ verbally expressing ideas and Instructions and utilizing listening skills to understand ideas? ~'~ i~ paws s~"~'s`.,-,-i v, sgt,~'q ,k -- ° ployee s u " w` ?~t"t x f st o ~ +`~ ~7 ~'v ssssdkk " ~` ~yr~ 'v~f, ~~~` ~` v . m I Intef ersonal Skills How weRdo the em µ Interpersonal skills allow-him/her to deal with othersv ~'~ + g ~ *'"'~ ^ ' w + f+. +^ ~ r>4 ~' ~+q~ ® 3Fe ~- fif +. i^ +s` t'~z,id.:~ .,ca 4(4as `n:.., #.'~~..d,. ~:,?! ;~...a..r_..a t}r..~ `)'s. ,,+_~~~ _ k uRa.:..ih~f+~3 '° . „~E r... f~ ..~...,,,. '~ j. Judgment Does the employee use sound reasoning to reach ^ ^ ^ ^ ^ conclusions that are appropriate and effective? ff '"'.,~"'~s's` ~ ".~ r . `1'au 'pi's-,+~ '"'rte rt t z ~r w"'`+£:--(:- F ~' S ~ +rr ~"+ w + , a ~; ~ A+ f,: ~~k,Cooperatton and Teamwork Does the employee work ~~~_ ^ +^ ar , a ~ a % ~ ~ s a ~` .~'~ '~`~ r.'.d.~L"i.'+e~y..'~+-~d5~,.3.f ~h~~~wh en~ap~pno~~ng assignmev~ I~;i .~+~ ~~ ~G'.x... s~'k.e~.y'~~'.fr , F ~~w~..yh~ ,: ,~.a~~rs't`~ ~~',O I. Quantity of Work Resultr How closely doesihe quantity ~ ^ ^ ^ ^ ^ of work results produced meet standards for output? € ^ ~~,,,. ry~r2,S,+n 'ia"' m;"+S~u' i ~~. kF ~ 's t ~ su n ~ r ~,,, i £+ + s + I' m Timeliness Howsconsistent Is the employee inmeeung,,.~ e;~' + r rJ ~ r r~^' '~' § ' ~ ~ +?, I(y`deadines~ a t' ~~"~u $$~).)vv~'~t-~'s+`*r Ja '.'~--r~~+n~` + ^ }}~.C~av Ik ^»« r~ t,,y,~~2^ +-w ` „;~~{{ t-!°+~~s ~i 0 ', „~ a~~ E ,. ~~",1t <~f8+~35 '= i )£ :,4h : F'i15- + 4r 4 L amt. i ^9 4µU w 6w~a..1:f:~s~.~'~.w.5sju.,n.w:.0....2~;`_..SE3....°u~.'~..s._.w:._ ''.. _....:._.w. .,.."t~s3..!"..._ ~"k4,...sstt,,.4v .. -+.itu..'..1..9`t:: ' n. Standards of Business Ethics and Conduct Does the ^ ^ ^ ^ ^ employee adhere to the Standards of Business Ethics and Conduct? Outstanding St ndard Satisfactory ImpNovement ~ Unsatisfactory a L`eadershi ~ ca o es the su ervisor acce t~resonsitilh and ~"~~'" ~ ~~ ~~~`~ y ~~' ~+ ~ x ~' f° ~~~ ~~'t~'~' ~'~~~i" ~~' ., ty P () . ~~ ~ P Fey Pte, ~'fr ~ty ~2~~' a ~.,~.,,F„C~.„~o-s a~srv +£s„'r~0 ' ^ ""k ~t~`®~k`. accountabili ~ ~S_ s "~' ' -~.~~F~i+~ .Fk~L ~t~~v~~3S.7.°~c.. _,~+~oLati ~W:i~~~~.._<.~S .'~..s_. La. L~~da.v 'nG ia~~'y,...w i.u: .~.F34 ~~ x. h. ~~,._~4~~~'.,~ b. Leadership (b) Does the supervisor projeR ronfdence and ^ ^ ~ ^ ^ H ^ authority? _ ... _.._.,._~, ,.. , ...:H.,... mp oyee anagement (a) Does [he supervisor provide ^ ^ ^ ^ ^ effective counsel, evaluations, coaching, training and development of employees? - ~p89e44 MR338 Pa¢e 38 p~lli Performance Assessment Tool r:n~~. au n~LSrn f. Quantity of Work Results Does the quantity of work ^ ^ ^ ^ ^ produced by the supervisor's employees/teams meet expectations? h. Standards of Business, Ethirs and Values Does the supervisor promote the standards of business ethics and review the ^ ^ ^ ^ ^ knowledge and understanding of such with employees under his/her OVERALL RATING ^ ^ ^ ^ ^ ~ .• Professionalism Holding oneself to the highest standards of excellence ^ Meets Expectations ^ Needs Improvement Taking ownership for own decisions and actions ^ Meets Expectations ^ Needs Improvement Treating others and yourself with the utmost regard and appreciating the differences in others ^ Meets Expectations ^ Needs Improvement People working together to provide the best available service ^ Meets Expectations ^ Needs Improvement Integrity Strong moral and ethical character ^ Meetr Expectations ^ Needs Improvement ~ ~ r ~ •• List areas in which the employee is performing well and areas for improvement. Areas for improvement should be listed in the enhancement coals section for the next period. 1 P~9eS.. Paee 39 ~~(~~ Performarice Assessment Tool %. ' a win a End of Annual Period (Assess goal results and employee performance): I have discussed this report with my supervisor. ^ I request a review of this report with my Department Head. Employee Signature: Date: List any Employee Comments below: Supervisor Signature: Date: Department Head Signature: Date: ~p~9e46 - HR33R (o3-13( Paee 40 DRAFT QUALITY WORKFORCE PROGRAM DRAP7 COMPENSATION POLICY 18-47 Page 41 ~r ~-~. Cm' ©F CHULA VISTA COMPENSATION POLICY INTRODUCTION The City's compensation program is designed to support the achievement of the City Council strategic objectives for the community, enhance harmonious labor relations and meet the needs of a majority of the workforce. It should foster a team concept within the organization, recognizing the importance of a satisfied, productive, and cohesive workforce while recognizing and rewarding individual accomplishments and performance. The City's compensation polices and practices are applicable to all city employees. Implementation of these policies will be through the Cities adopted compensation philosophy and collective bargaining for union represented employees or by city .management decision based on the Cities Compensation philosophy for unrepresented employees. The City Council, through its budget and labor contract actions approves changes in compensation. All city employees regardless of representation are to be treated similarly in application of the city's compensation policies. In implementing this program, the following guidelines will be considered based upon the financial capacity of the City. COMPENSATION PHILOSOPHY The City's compensation philosophy is to establish and maintain compensation structure based on market place norms, internal alignment, performance, engagement. in Continuous Improvement and equity among various groups of employees. Structures and ranges will be reviewed and updated as necessary based on an evaluation of the City's ability to pay, market place survey data, internal relationships, and equity among various groups of employees. The City will conduct periodic market place salary surveys (every year) to evaluate market pay For benchmark classification. A benchmark classification is a position or classification which is regarded as representative or comparable from agency to agency. The salary survey will identify the market rate for each benchmark classification at the lower one third, middle one third and top one third of the labor market. It is the City's goal to compensate benchmark classifications and any classifications tied to the benchmark classifications at the top of the middle one third of the identified market rate as indicated by the salary survey. Individual movement will also be based on the employee achieving their agreed upon performance objectives In setting salaries and benefits, the collective bargaining process will be used to meet and confer with recognized represented employee groups. 7 8-48 6/5/13 rev Paee 42 ~,t4~i ~~ .~. G„v CMUiA VISTA COMPENSATION POLICY IMPLEMENTATION The City's compensation program will be implemented in accox•dance with the following guidelines 1. FISCALLY PRUDENT The provision of efficient and effective local public service is essential to the well-being of all communities. The City is committed to maintaining a lean workforce operating at a lower per capita than other cities our size balanced with the need to have a sufficient number of appropriately skilled staff members and the ability to attract and retain the brightest and most skilled employees through competitive compensation. Based on financial resources, it will take time to move employees currently under the median market rate to 66 percent of market rate. Each year the City Manager will prepare a proposed budget which, when the City's financial position allows, will allocate funds needed to help achieve and maintain our employees at the top of the middle third in the labor market. In order to ensure that the compensation program does not jeopardize the financial condition of the City, finance staff will annually review financial indicators. Assuming all indicators are achieved, the City will endeavor to allocate up to 2v% of new net revenues to fund negotiated adjustments. Again, individual employee movement toward 66 percent of market rate or step increases within the salary range will be based on the employee satisfactorily achieving their agreed upon performance objectives. 2. ATTRACT AND RETAIN QUALITY EMPLOYEES The City's compensation program should ensure that the City has the ability to attract and retain the quality of person the City needs to implement the City Council policy objectives and priorities at the same time, making sure that individual accomplishments can be quantified, acknowledged, and rewarded, and that their development goals, to increase their skill base are being supported and documented through the performance management process. 3. LABOR MARKET The City's practice is to survey government labor markets that include A. Local labor market comprised of San Diego County and 10 cities within the County for the Chula Vista Employees Association, International Association of Fire Fighters and the Police Officers Association. The local labor market jurisdictions include Carlsbad, Coronado, El Cajon, Escondido La Mesa, National City, Ocean Side, Poway, City of San Diego, County of San Diego, and San Marcos. The City may, when appropriate, include special purpose agencies and private sector employers that provide municipal services. $. Regional market compromised of Orange County, Riverside County, and San Bernardino County and San Diego County cities that are similar to Chula Visa in growth, population, service structure, and complexity are used to survey the Niid Manager/Prof bargaining group and the Western Council of Engineers. G/5/13 tev 18-49 Paee 43 ~~c~, .r._~,. criv of CHULA VISTA COMPENSATION POLICY C. Statewide market compromised of cities that are similar to Chula Vista that have similar population growth, service structure, and complexity are used when surveying for senior and executive employees. 4. COMPETITIVE POSITION I£ fiscally prudent, it is the City's objective to compensate employees at rates at the top of the middle one third market rate identified by data collected annually by the Human Resources Department based on the recruitment market for each group of employees. A. For Chula Vista Employee's Association unit, the International Association of Fire Fighters and the Police Officers Association the primary market will include the local labor market. B. For Western Council of Engineers and Mid-Managers, and other selected professional positions the market will include both the local labor market and the regional market. C. For Senior Managers and Executives, the market will include the local, regional, and the statewide market. In addition to the labor market survey data referenced above, in order to address unique compensation concerns, the City and/or recognized employee representatives may, at their discretion, collect and present supplemental market survey data in the context of the meet and confer process. It is the custom of the City to generally. follow the same compensation philosophy for those employees with labor contracts. 5. MEASUREMENT OF COMPETITIVE POSITION Competitive position will be calculated utilizing base salary. In addition, the City may' also consider other forms of compensation, health and retirement benefits; leave benefits, and reimbursement policies. 6. INTERNAL ALIGNMENT Consideration will be given to both labor market survey data and internal relationships in establishing salary ranges. When establishing internal relationships, priority will be given to A..Appropriate differential between superior and subordinate classes B. Appropriate differentials among classes in the same class series (i.e. technicaUprofessional) C: Relationships among related class series (e.g., planning, inspection services, and engineering) - _ ~ ~ 6/5/13 rev Pace 44 ~~~/~ ..~~ ~~ CHUW VISTA COMPENSATION POLICY D. Relationships across unrelated class series. 7. MIX OF BASE SALARY, TOTAL CASH AND BENEFITS The City's practice is to provide a mix'of base salary, total cash and benefits that is generally competitive with the labor market. When evaluating benefits, the City will consider both the cost and the content of the benefits. 8. PAY ADMINISTRATION Individual compensation adjustments within the salary range will be-made in accordance with the appropriate memorandum of undex•standing and/or salary resolution and City adopted compensation philosophy. 9. COLLECTIVE BARGAINING The City's practice is to honor the integrity of the collective bargaining process through good faith negotiations. It is understood that these negotiations will take place exclusively through the recognized representatives of the City and the representatives of the appropriate bargaining unit. 10. SHARING OF COMPENSATION SURVEY INFORMATION Consistent with the City's commitment to an open and collaborative relationship with employees, the compensation survey data collected pursuant to this px•ogram will be shax•ed with unrepresented employees, or the appropriate recognized employee representatives. 11. NOT A CONTRACT This Compensation Policy is not a contract, neither express nor implied, and there are no third party beneSciaries. Ixnplementation of the goals of this policy, to the extent required, shall be in compliance with the MeyersMilias Brown Act (LVLbIBA). 6/5/13 rev I is-si Paee 45 COUNCIL RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING THE QUALITY WORKFORCE PROGRAM WHEREAS. the Quality Workforce Program is a comprehensive approach to ensure a lean, highly skilled, performance-based, accountable, and customer service oriented staff that is compensated accordingly; and WHEREAS, the complete program is intended to account for compensation, service delivery, and accountability; and WHEREAS, employee compensation should be based upon a structure that attains and then maintains salaries at rates at the top of the middle one third' market rate (66% of the market) identified by data collected on the recruitment market for each group of employees (which has been the practice of the City); WHEREAS, it will take time to move all employees currently under the median market rate to 66 percent of market rate; and WHEREAS, in setting salaries and benefits, the collective bargaining process will be used to meet and confer with recognized represented employee groups; and WHEREAS, the Director of Development Services has reviewed the proposed activity for comp]iance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines because the proposed activity consists of a govemmental administrative action that will not result in direct or indirect physical changes in the environment; and WHEREAS, this comprehensive approach will provide financial stability in terms of personnel costs, ensure our employees to continue to provide quality services to the community, while providing appropriate compensation for employees; and WHEREAS, the Quality Workforce Program, including, but not limited to, its related policies, is not a contract, neither express nor implied, nor is any vested right, in any form, created thereby, and there are no third party beneficiazies; and WHEREAS, the City seeks to implement the Quality Workforce Program in compliance with the Meyers Milias Brown Act ("MMBA") and the. City Manager is directed to meet and confer or consult, as may be required, but only to the extent required, by the MMBA, and to return to City Council as necessary to comply with the MMBA. 1:\Attomey\FINAL RESOS AND ORDINANCES\2013\07 09 13\RESO-ADMIN-QWP.doc 7/3/2013 12:54 PM 18-52 Resolution No. Page 2 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista that: 1. The foregoing Recitals are incorporated into this Resolution by this reference. 2. The City Council does hereby approve and adopt the "Quality Workforce Program," in substantially the form presented. Presented by Kelley Bacon, Deputy City Manager Approved as to form by l~~ ,~ G1~en R. Googins City Attorney - J:\Attorney\FINAL RESOS AND ORDINANCES\2013\07 09 13\AESO-ADMIN-QWP.doc 7/3/2043 12:4 PM 18-53 Atli-1-i ot~a,l i Yt~rn~t~hroY 1-I~urnn ~k. 18 07/09/2013 /-'Gallagher Ucnefit Services, lne ___. ..___. ~ V ~Ainkinq nhvaJ *v$tsY p ,mds A fy ry, r .~ ee°-rt . 'ix ' % T ~ ~~ f b ~~ ~ ~ a e ~~tr, ~ 8 ~~~ ~Y~~ ~ ~. ~f ~~ h, te s? t ''"~'~ µ1 ' `a 0.l ~ .+ ~`" ~ A v Chula Vista CA: ~P ~~ ctTV of ~ ~ , ~ ~'~ CHUtA VISTA ; ~ ~, _ y ~ ; ~ ~ , Compensation Audit July 9, 2013 G.~a, uw~,~ a a~ia,~ Y..~...b~_.,_.. w.,:e • Gallagher Benefit Services, Inc. with offices throughout the Western United States and the Country 30 years of nationwide experience • Understanding of public sector and city environments Practical and realistic solutions for public sector HR issues including: - Compensation &Benefits ~~ ~z°i. - Classification ~, ;oo~~ a rRa`- u~ - Job Evaluation "~'t `~' -;Experience n'~ - Performance Management ~ '' '~ -Organization Development Experience in both union and non-union environments 1 07/09/2013 ^ Nationwide, more than - 140 City clients - 70 County clients - 25 State clients - 70 District &Authority clients Examples of California Clients Include: ' City of Beverly Hills City of Fremont City of Carson City City of Fresno City of Carlsbad City of Hanford City of Davis City of Healdsburg City of Desert Hot Springs City of Hercules City of Mountain View City of Newport Beach City of Oceanside City of Los Angeles City of Orinda City of San Jose City of Palo Alto City of San Ramon City of Rancho Cucamonga City of Santa Cruz City of Riverside City of Rancho Mirage City of Sacramento City of Walnut Creek City of San Clemente City of West Hollywood City of San Francisco Town of Windsor G~ ~, ~~:°.~.~"..~ w~. •Coachella Valley Water District •CSAC Excess Insurance Authority •North County Transit District •Olivenhain Municipal Water District •Orange Co. Fire Authority •Orange Co. Water District •Sweetwater Authority •Padre Dam Water District •Port of San Diego •San Diego Co. Water Authority •San Diego Co. Reg'I Airport Auth. •Santa Clara Valley Trans. Auth. •LosAngeles County, CA ~,~,~,.,y,.K„~. G3~.,,.._,,,.,,.,~~u,,. , 07/09/2013 Bruce Lawson, MPA, CCP, IPMA-CP Lori Messer, MA, CCP 07/09/2013 TASK 1: Validate study logic • TASK 2: Validate market data figures, job matches & salary analysis • TASK 3: Evaluate alignment of Senior & Executive management positions • TASK 4: Evaluate range spread between supervisor/subordinate maximums 6 • Review appropriateness of comparator organizations by job group, evaluate number of comparators for each job group & evaluate appropriateness of number of benchmarks • Comparator organizations should be representative of recruitment market: local for non-exempt jobs, regional for professional level jobs, and state-wide for management level jobs • A minimum of 5 data points are required in order to perform statistical analysis and draw valid conclusions (per FTC & DOL) • 50% of positions should be benchmarked when using market pricing • Comparator organizations are reflective ofrecruitment market • Positions with less than 5 data points were identified • 39% of the positions were benchmarked and it was recommended that additional benchmarks be incorporated into the study 4 :Y • Validate benchmark matches, comparator organizations for each benchmark & corresponding salary data • Utilized comparator organizations websites to validate job match and salary information • Comparator market aligned with recruitment market appropriately • Geographic differentials were not utilized to account for varying costs of labor,. which can be significant in some cases • Geographic differentials were applied to data to account for varying costs of labor (average of all positions combined was approximately 2%) • Job match and pay data anomalies were identified and reported back to the City G~~>~;:,~a:~:.~...~. Evaluate alignment of Senior and Executive Management positions • Utilized work completed by the firm for other local governments and WoddAtWork white papers and journal articles • Current spreads range between 27% and 38% • Ideal spreads range between 10% to 25% and are dependent upon department structure, scope of responsibility and distinction of duties • City Manager and Asst City Mgrs/Dept Heads 10 - 15% • Dept Heads and Asst Dept Heads 15 - 20% • Asst Dept Heads and Division Heads 20 - 25% • Current spreads between senior and Executive management positions should be adjusted, as appropriate, using the guidelines identified above 07/09/2013 07/09/2013 Evaluate 15% spread between supervisor/subordinate maximums Utilized work completed by the firm for other local governments and WoddAtWorkwhite papers and journal articles There is a distinction between Working Supervisors and Administrative Supervisors and the spreads between ranges vary in the marketplace depending on fhe type of supervisory responsibility • Working Supervisors 7 - 10% • Administrative Supervisors 10 - 15% The current maximum spread of 15% is appropriate; however, consideration may be given to lowering the spread for working supervisors 6