HomeMy WebLinkAbout2013/07/09 Item 18 Additional InformationQuality Workforce Program July 9, 2013
Goals •For the Community -Quality public services and improved infrastructure •For our Employees – Financial security/stability and quality work environment
•The Quality Workforce Program would, over time, provide and maintain competitive salaries (66% of market) for a workforce that is: –focused on Continuous Improvement –customer service
oriented –well-trained –accountable for achieving high performance Quality Workforce Program
•Look at efficient ways to deliver quality services, sometimes increasing service levels Continuous Improvement
•Current policy sets high standard for customer service delivery •Standards, training, emphasis in hiring •Customer Service Policy (Policy #915) Customer Service
•Current Policy outlines goal for investment in employees for current job or career advancement •Professional Enrichment Funds Policy (Policy #506) Advanced Skills
•Current Policy establishes procedures for performance evaluations to set clear expectations and track progress •Performance Evaluation Policy (Policy #304) Accountability
•Current policy states adjustments based on: –City’s ability to pay; –market place survey data; –internal position alignment; –equity among various groups of City employees •Current
policy objective is to compensate above the middle of the labor market as measured by the median •Compensation Policy (Policy #303) •Goal to set compensation at 66% of market, as opposed
to 50% Compensation
City Staffing Note: Staffing numbers for Chandler, Oceanside, and Stockton have been adjusted in an effort to reflect similar services provided by the City of Chula Vista. Actual staffing
for these cities may be higher to account for services that Chula Vista does not provide. 3.73 5.74 4.52 4.57 0.01.02.03.04.05.06.0Chula Vista, CAChandler, AZOceanside, CAStockton, CAFTE
per 1,000 Residents
•Winter: Market Analysis by Human Resources Department •Winter/Spring: Market Analysis Review by outside firm •Spring: Review of Base Operating Budget-expenditures and projected Revenues
•Late Spring: Financial indicators determine available funds to put toward salary increases. Compensation Policy Implementation Process
•Fox Lawson & Associates has 30 years of experience with employee compensation. •Human resource compensation consulting for government agencies and organizations who want to review base
compensation. •Wage and salary surveys with timely market data. Market Analysis Process
?Structurally balanced budget during the term of the next possible COLA period ?Assessed Value increased greater than the 2% CPI ?General Fund operating reserves have remained stable
from the prior fiscal year ?Sales Tax Trends reflect average increases in the past three consecutive reporting periods =Assuming all indicators are achieved, the City will allocate up
to 25% of net new discretionary revenues to fund annual cost of living increases. Quality Workforce Program Annual Funding Determinants
•Provide quality Public Services •Fairly compensate our employees QWP Goals
•Real commitment to increase compensation if it can be afforded •Limits broken promises •Controls costs, reduces layoffs, protecting both our employees and services to our community
•Promotes employee equity by reducing union vs. union mentality QWP Benefits
•Implementing an operations strategy that allows City to function with lower staffing levels in a cost-effective, efficient way. •Maintain high-quality service delivery. •QWFP minimizes
the risk of future layoffs resulting in service impacts to community. Benefits to the Public
•QWP provides financial stability for employees and provides a more stable work environment. •Promotes employee equity •Protects against future layoffs/cuts Benefits to Employees
Questions?
Quality Workforce Program July 9, 2013