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HomeMy WebLinkAboutAgenda Statement 1987/08/25 Item 12bCOUNCIL AGENDA STATEMENT • Item 12b Meeting Date 8/25'87 ITEM TITLE: Resolution l~~/ ~ Establishing compensation plan for middle management employees for FY 1987-88 SUBMITTED BY: City Manager (4/5ths Vote-Yes No~_) This resolution provides for the e tablishment of a compensation plan for middle managers for FY 1987-88. RECOMMENDATION: nTSC'tiSRT(1N Adopt resolution. The 55 or so employees who are middle managers are not represented by an association or union. In order that proper input is achieved regarding their salaries and fringe benefits, in each of the past three years they have selected a committee that submits the middle managers proposals regarding fringe benefit adjustments to the City Manager. These are then evaluated and discussed with the middle management committee before formulating recommendations to you. The results of these discussions and recommendations are included in the A-113 regarding fringe benefits. In addition, the results of the salary survey are shared with each middle manager for their position only, and a tentative recommendation is also • communicated to them. Then the middle managers individually or collectively have the option to meet with the City Manager to discuss this tentative recommendation. This process is now complete, and what is recommended both in the compensation plan adjustments attached to this report, as well as to the report on fringe benefits, reflect the results of this process. The salary survey used as a guide in developing middle management salaries last year has been updated for FY 1987-88. Based on the results of the survey, it is recommended that middle management emmployees be granted a 5$ salary increase (beginning the first pay period in July), and that an additional l~ of the employee contribution to PERS be paid by the City effective the first pay period in January, 1988. On June 23, 1987, the City Council adopted Resolution 13098 making the necessary finding that fixing of compensation for unrepresented City officers and employees is tied to that of represented employees. Adoption of this resolution allows for any adjustments determined appropriate subsequent to July 1, 1987 to be effective as of any date determined by the City Council. Several positions are recommended for special adjustments instead of the 5~, based upon survey data because they are not just below but are substantially belay the average for positions in the surveyed cities the size of Chula Vista. The adjustments are in addition to the standard 5~ adjustment. These positions will also receive the additional 1~ PERS contribution effective in January. Page 2 Item 12b • Position Chief Building Inspector Deputy City Attorney Street Maintenance Superintendent Public Works Supervisor II Building Maintenance Superintendent Assistant Director of Finance (vacant) Battalion Chief Fire Marshal Principal Librarian Park Superintendent Recreation Superintendent Park Maint. Supervisor II Risk Manager Principal Planner Police Captain Executive Director, Bayfront Conservancy Trust Meeting Date J~ 51 $] Salary Adjustment 1$ 9~ 2$ 1$ 2~ 4~ 3~ 1/1/88 1$ l~ 1~ 1$ 1$ 1~ 2.5$ 1/1/88 6.1$ In addition to the list of 1$ and 2$ special adjustments for those positions substantially belay the average for those positions in the surveyed cities the size of Chula Vista, additional adjustments are recommended which are discussed in the following paragraphs. F~olice Captain, Battalion Chief and Fire Marshal, it is recommended that these positions be compensated with the same overall adjustment as provided to the unions representing the fire fighters and police officers. This means, as in the case of Battalion Chief and Fire Marshal, that there would be a regular increase of 5$ effective July 3, 1987, follow ed by an additional 3~ on January 1, 1988. For Police Captain, this means a 6~ increase July 3, 1987 and a 2. 5$ increase January 1, 1988. In connection with the Assistant Director of Finance, which is currently a vacant position, it is recommended that a special adjustment of 4~, or a total of 9$ be provided in order to assist the City in its recruitment and selection for this position. Since the survey data shows that this position was 17.65 belay the 19 city average, it is recommended that it be increased by this amount in order to effectively recruit for and fill this position. At the same time, staff has studied the new positions of Budget Officer and Assistant Director of Personnel. It is recommended that these positions be placed at the same level as the Assistant Director of Finance, which would mean that these positions would be slightly ahead of division managers in other departments, but would still be between 6-7$ behind division heads like Senior Civil Engineer, Traffic Engineer, and the Assistant Community Development Director. • Page 3 12b g~ 2 5'87 A new position in the middle management category is Executive Director, Bayfront Conservancy Trust, who has the responsibility for operating the Nature Interpretive • Center. This position is somewhat different from the other middle managers in the sense that a large portion of the recruitment and selection process for this position was handled by the personnel committee of the Bayfront Conservancy Trust. It was only in the latter stages of that process that the City Council, and later the City Manager, became involved in the selection of the position since it was decided that the Bayfront Conservancy Trust would contract with the City for services. This meant that the City would hire the positions of the Trust, including the Executive Director, and the Trust would reimburse the City for the expense of these positions. The offer for this position was then jointly submitted by the City Manager and the Chair of the Bayfront Conservancy Trust, and the City Manager conferred with the Personnel Committee of the Bayfront Conservancy Trust in terms of developing that offer. Part of that offer required a six-month review, which has been accomplished. As a result of that review, a two-step salary adjustment is recommended. The first step, which would be effective July 3, 1987, is to increase the Director's salary from $45,000 to $50,000, or an increase of 11.1$. This is based in part on the understanding when the Director was first hired that the salary was somewhat belcxa the level of compensation this position would normally justify, and that after a six-month period an adjustment more in line with the market value of this position would be made. This recommended July 3 adjustment still would not even do that, since the position's salary is recommended to be at $52,000, which would place it in line with the higher level of many middle management positions with similar responsibility, such as the Transit Coordinator. Also, the July 3 increase is only 4~ above the top end of the range for which the position was initially advertised, which again, in retrospect, was low for a position of this • responsibility. It is further recommended that the position time as certain conditions are met and only very specific and comprehensive but, in gen 1. The completion of training in the areas is being developed by Personnel for the already been completed. salary be increased to $52,000 at such at that time. These conditions are eral terms, are as follows: of administration and supervision that Executive Director, some of which has 2. The completion of the development of office/finance procedures for processing documents at the NIC subject to the satisfaction of the Finance Department. 3. Developing a new goals statement (an initial goals statement was prepared in March, with a substantial number of those goals accomplished by July), which will include a number of items including, but not limited to, the following: a) A team building plan for full time staff and volunteers. b) An identification of policies and procedures related to the operation of the Center and the programs provided in the Center, which will need to be established over the next year or so.. It is recognized that it would be impossible within the next six months to a year to prepare all procedures and policies for • Page 4 12b 8/25/87 • a new operation like the Nature Interpretive Center, similar to policies and procedures in museums or other facilities that have been in existence for a number of years. The purpose of this condition is to identify the policies and procedures which need to be established, then identify those which are a priority and which need to be developed during the next six months and then those which should be developed during the following six months, and then have a schedule for the completion of those policies and procedures. c) Developing a more realistic goal, and procedures for accomplishing that goal for fundraising for the NIC. Only when all of these conditions are satisfactorily completed would the second step of the salary adjustment occur. Again, it should be pointed out that this was developed in conjunction with the Chairman of the Bayfront Conservancy Trust representing that Board of Directors and has been discussed with the Executive Director. The 5~ increase for Traffic Engineer does not apply July 3, 1987, but will apply when the position is next filled. All proposed salary adjustments, plus fringe benefit adjustments, are within City Council authorization for the salary and fringe benefit adjustments. FISCAL IMPACT• • The approximate cost of this compensation package is $185,255, which is within the City Council authorization for adjustments. a113sa1 s ~,~' y the City Co+incil of Chula Visa, California Gated •