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Home My WebLink About06/14/2022 Staff: Committee Members: Gary Hallen, Assistant City Manager Councilmember, Ken Weir - Chair Anthony Valdez, Assistant to the City Manager Councilmember, Patty Gray Councilmember, Bruce Freeman SPECIAL MEETING OF THE PERSONNEL COMMITTEE of the City Council - City of Bakersfield Tuesday, June 14, 2022 12:00 p.m. City Hall North – Conference Room A 1600 Truxtun Avenue Bakersfield, CA 93301 A G E N D A 1. ROLL CALL 2. PUBLIC STATEMENTS a. Agenda Item Public Statements b. Non-Agenda Item Public Statement 3. ADOPTION OF SEPTRMBER 16, 2021 AGENDA SUMMARY REPORT 4. NEW BUSINESS A. Committee Discussion and Recommendations Regarding Classification and Compensation Study – C. Tenter B. Committee Discussion and Recommendations Regarding Comparable Cities Resolution – C. Tenter 5. COMMITTEE COMMENTS 6. ADJOURNMENT ________________________________________________________________ S:\Council Committees\2021\Personnel\09_September\September 16 Draft -ASR.docx Page 1 CH: mc Committee Members Staff: Chris Huot Councilmember, Ken Weir, Chair Assistant City Manager Councilmember, Bruce Freeman Councilmember, Patty Gray SPECIAL MEETING OF THE PERSONNEL COMMITTEE Tuesday, September 16, 2021 12:00 p.m. City Hall North – Conference Room A 1600 Truxtun Avenue Bakersfield, CA 93301 AGENDA SUMMARY REPORT Meeting called to order at 12:00 p.m. 1. ROLL CALL Committee members Present: Councilmember, Ken Weir, Chair Councilmember, Patty Gray Committee members Absent: Councilmember, Bruce Freeman, City staff: Joe Conroy, Public Information Officer Anthony Valdez, Administrative Analyst Nathan Gutierrez, Management Assistant Viridiana Gallardo-King, Deputy City Attorney Christi Tenter, Human Resources Director Shayla Colins, Human Resources Manager Kim Gearheart, Benefits Technician Tera Loveless-Ortiz, Assistant Finance Director Retired employee & BCARE: None Others present: Johnny Wu, Segal 2. ADOPTION OF MAY 18, 2021 AGENDA SUMMARY REPORT A motion to receive and file the Personnel Committee’s May 18, 2021 Agenda Summary Report was approved. 3. PUBLIC STATEMENTS There were no public statements. /s/ Christian Clegg ________________________________________________________________ S:\Council Committees\2021\Personnel\09_September\September 16 Draft -ASR.docx Page 2 CH: mc 4. NEW BUSINESS A. 2022 Health Care Plan Renewals Update – Huot/Tenter Human Resources Manager Tenter provided a summary of the annual process to prepare the rate renewal package for 2022. She stated Segal Company had worked with the various plan providers to obtain an understanding of the rates for the new plan year, which begins on January 1, 2022. The same information was provided to the Insurance Committee. She introduced Johnny Wu with the Segal Company (Segal) to present their report by way of a handout and PowerPoint presentation. Mr. Wu distributed information to the Committee and gave a summary overview. Key points are:  The following plans experienced slight increases for 2022  Blue Shield  Kaiser Plans  After negotiations, Blue Shield and Unum, reduced their overall annual premiums by $441,000 and $7,500 respectively.  UCCI, Unum, and Optum are in the last year of a multi-year rate guarantee and there is no increase.  P&A Group proposed a 25% rate decreases for Section 125 Flexible Benefits which resulted from a request for proposal (RFP).  MES Vision and Voya are part of a multi-year rate guarantee and there is no increase.  The City’s overall cost for active employee benefits increased by 0.8% or $134,500 for 2022 at the current contribution level of 80%, when compared to the 2021.  The 2022 premiums for retiree benefits decreased by 0.03% or $2,400 as did the subsidies paid by the City. Human Resources Manager Tenter reported that after careful consideration and thorough discussion, the Insurance Committed voted unanimously to recommend the City accept and adopt the rate renewal package as presented. The Insurance Committee suggested staff research the possibly of issuing an RFP for the 2023 vision plan. The results to be included in the next plan update. Committee Chair Weir requested staff provide CalPERS cost projection and other post-employment benefits (OPEB) liability information in conjunction with the annual renewal plans at future meetings. Committee member Gray made a motion to accept the Insurance Committee and staff’s recommendation and submit the item for approval to the full City Council. The motion was unanimously approved with Councilmember Freeman absent. 5. COMMITTEE COMMENTS There were no comments. 6. ADJOURNMENT The meeting was adjourned at 12:25 pm Koff & Associates | koffassociates.com City of Bakersfield Classification and Compensation Study June 2022 Koff & Associates | koffassociates.com About Koff & Associates Founded in 1984 Provide premier public sector human resources services:•Classification and Job Analysis•Compensation and Plan Development•Organizational Effectiveness•Recruitment Services Partner with:•Cities, Counties, Special Districts, and Others Straightforward, interactive, all-inclusive methodology As of April 30, 2021, we merged with Arthur J. Gallagher and are now officially a Gallagher Division. Koff & Associates | koffassociates.com Koff & Associates | koffassociates.com Gallagher Global Awards World’s Most Ethical Companies®, Ethisphere™ Institute 2012–2021 Best Places to Work for LGBTQ Equality, Human Rights Campaign Corporate Quality Index 2019–2021 Best Employers for Diversity 2021, Forbes The Best Employers for Women, Forbes 2020 What changes? •Ability to scale with more/larger prospects •More solutions for clients •Enhancing growth opportunities •Operations and processes What doesn't change? •Passion for clients •Commitment to community •Consulting expertise •Passion for business •Relationship with our clients •Entrepreneurial spirit •Our team Merging with Gallagher Why We are Here •Classification and compensation study•Classification & compensation relationship•Snapshot in time•Organizational changes •Stakeholder involvement•Employees•Executive Management•Human Resources•City Council Koff & Associates | koffassociates.com Classification Study Overview Koff & Associates | koffassociates.com Purpose of a Class Study Up-to-date & current class plan/descriptions Ensure legal compliance •Fair Labor Standards Act & Americans with Disabilities Act Enhance recruitment process; support DEI Career development; training opportunities Objective performance evaluations Equitable compensation system Koff & Associates | koffassociates.com Class Methodology Initial meeting with project team Department head and union leadership meetings Orientation meetings with employees PDQ completion and review Employee and supervisor interviews Develop draft class concepts & class descriptions Employee and supervisor review Koff & Associates | koffassociates.com Job Analysis Factors 1.Decision making/judgment 2.Difficulty & complexity of work 3.Supervisory responsibilities 4.Non-supervisory responsibilities 5.Minimum qualifications 6.Working conditions/risk factors 7.Contacts Koff & Associates | koffassociates.com Compensation Study Overview Survey Elements COMPARATOR AGENCIES BENCHMARK CLASSIFICATIONS BENEFITS ELEMENTS Koff & Associates | koffassociates.com Comparator Agency Criteria Organizational type and structure Population, number of employees, and budgets Services and programs Labor market –geography Cost of living; Cost of labor Other factors based on client input Each factor analyzed, ranked, scored Total score determines level of similarity Staff-Recommended Comparator Agencies Ranking Comparator Agency Overall Criteria Comparison Score City of Bakersfield 6 1 City of Stockton 47 2 City of Fresno 52 3 City of Oxnard 56 4 City of Anaheim 57 5 City of Modesto 59 6 City of Sacramento 60 7 City of Burbank 66 8 City of Glendale 66 9 City of Pasadena 66 10 City of San Bernardino 66 11 County of Kern 67 12 County of Tulare 68 13 City of Ontario 73 14 City of Fremont 77 15 City of Clovis 83 16 City of Lancaster 83 17 City of Oakland 86 18 City of San Luis Obispo 86 19 City of Shafter 93 20 City of Riverside 98 21 City of Yuba City 101 22 County of Fresno 110 Koff & Associates | koffassociates.com Benchmark Classes City classes which we anticipate would be common to other agencies; •Not every class is a benchmark Should have relationships to other City classes •Benchmark classes are used to set salaries for non benchmark classes Koff & Associates | koffassociates.com Benefit Data Retirement & Annuities •PERS Employee and Employer contributions, enhanced PERS formula values, Social Security, Employer paid deferred compensation Insurances •Flexible benefit and/or Health, Dental, Vision •Retiree Medical Leaves •Holidays, vacation, administrative/personal, leave conversions/ payouts Additional Pays Koff & Associates | koffassociates.com Data Collection Job/class descriptions MOUs Organizational charts Salary information Description-to-description 70% match Follow-up All analyses completed in-house No questionnaires Sample Data Sheet Koff & Associates | koffassociates.com Deliverables Koff & Associates | koffassociates.com Compensation Structure and Strategy Development Step 1: Decide compensation philosophy•Market data provides reference point Step 2: Design compensation structures Step 3: Place job classes within structures•Set benchmarks to market•Non-benchmarks set based on internal relationship (review compaction issues) Step 4: Design implementation plan Continued maintenance & administration Koff & Associates | koffassociates.com Project Timeline and Transition Alignment/Deliverables Timeline approximately 8 months Classification: •Clearly developed & communicated concepts •Clear classification crosswalk & roadmap •Administration manuals & policies Compensation: •Market survey •Implementation plan; multi-year, if needed •Transition roadmap for workforce Koff & Associates | koffassociates.com Stakeholder Touchpoints Kick-off & orientations Employee/Management interviews Class description review Final classification issues Compensation study elements Survey results Final compensation structure Koff & Associates | koffassociates.com Proposed Timeline –PDQs Employee Orientations TBD PDQs to Supervisor TBD PDQs to Manager TBD PDQs to K&A TBD Interviews TBD Expectations •Not a performance evaluation process •Not a staffing study •PDQs –no changes by supervisor •Classifications are generalized •Not every word from the PDQs will be on the final classification description •PDQs –completed during normal work hours •PDQs –2 to 4 hours to complete Koff & Associates | koffassociates.com PDQ Completion: Section 1.0 Purpose Brief summary of duties 2 –3 sentence Overall purpose of the position Example: Utilities Technician Leads a crew and operates,troubleshoots,repairs, and installs water and wastewater lines,meters, hydrants,pumps,and lift stations;operates heavy equipment;and performs other related work as necessary. Koff & Associates | koffassociates.com 2.0 Organizational Context 3.0 Supervision Exercised 4.0 Equipment 5.0 Contacts 6.0 Budget 7.0 Work/Duties 7.0 Work/Duties 8.0 Complex Duties & 9.0 Position Changes 10.0 Sensory Demands 11.0 Physical Demands 12.0 Environmental Conditions 13.0 Education 14.0 Job Qualifications 15.0 Study Expectations PDQ Completion: Last Page •Supervisor/Management Review •Not a performance evaluation •No content changes, comments only Supervisor Comments Manager Comments Koff & Associates | koffassociates.com Questions and Comments Koff & Associates | koffassociates.com Classification and Compensation Project Introduction Personnel Committee June 14, 2022 Classification Study Process Title #Positions Administrative Assistant I 2 Administrative Assistant II 1 Building Maintainer II 2 Canal Tender II 3 Clerk Typist I 53 Clerk Typist II 20 Facility Worker 104 Light Equipment Operator 19 Maintenance Craftworker I 35 Maintenance Craftworker II 6 Police Report Specialist 7 Secretary I 6 Secretary II 15 Service Maintenance Worker 88 Sewer Maintainer II 8 Sewer Maintainer III 1 Streets Equipment Operator 18 Streets Maintenance Worker 21 Streets Operations Lead 10 Heavy Equipment Operator 12 Total 20 431 Management Supervisory Fire Police Blue & White City of Bakersfield City of Bakersfield City of Bakersfield City of Bakersfield City of Bakersfield City of Fresno City of Fresno City of Fresno City of Fresno City of Fresno City of Riverside City of Riverside City of Riverside City of Riverside City of Riverside City of Stockton City of Stockton City of Stockton City of Stockton City of Stockton City of San Bernardino City of San Bernardino City of San Bernardino City of San Bernardino City of San Bernardino City of Modesto City of Modesto City of Modesto City of Modesto City of Modesto City of Oxnard City of Oxnard City of Oxnard City of Oxnard City of Oxnard City of Ontario City of Fremont City of Ontario City of Ontario City of Fremont City of Fremont City of Glendale City of Fremont City of Fremont City of Glendale City of Glendale City of Pasadena City of Glendale City of Glendale City of Pasadena City of Pasadena County of Kern City of Pasadena City of Pasadena County of Kern County of Kern County of Tulare County of Kern County of Kern County of Tulare County of Tulare County of Fresno County of Fresno County of Fresno Bakersfield City School District Bakersfield City School District Kern High School District Kern High School District State of California State of California Edwards AFB (Civilian Fed Employees) Edwards AFB (Civilian Fed Employees) Koff Review Current and Consider: •Police: Remove Pasadena and add City of Oakland •Fire: Remove San Bernardino and Kern County.Replace with Burbank, Clovis or Orange. •SEIU (Blue and White): Consider add/substitute Oakland, Sacramento and Yuba City •Mgt/Sup: Consider Sacramento, Oakland, Shafter, Lancaster, San Luis Obispo and possible removal of Fremont, Pasadena and all counties. Committee Feedback - 11 Management Supervisory Fire Police Blue & White City of Bakersfield City of Bakersfield City of Bakersfield City of Bakersfield City of Bakersfield City of Fresno City of Fresno City of Fresno City of Fresno City of Fresno City of Riverside City of Riverside City of Riverside City of Riverside City of Riverside City of Stockton City of Stockton City of Stockton City of Stockton City of Stockton City of San Bernardino City of San Bernardino City of San Bernardino City of San Bernardino City of San Bernardino City of Modesto City of Modesto City of Modesto City of Modesto City of Modesto City of Oxnard City of Oxnard City of Oxnard City of Oxnard City of Oxnard City of Ontario City of Fremont City of Ontario City of Ontario City of Fremont City of Fremont City of Glendale City of Fremont City of Fremont City of Glendale City of Glendale City of Pasadena City of Glendale City of Glendale City of Pasadena City of Pasadena County of Kern City of Pasadena City of Pasadena County of Kern County of Kern County of Tulare County of Kern County of Kern County of Tulare County of Tulare County of Fresno County of Fresno County of Fresno Bakersfield City School District Bakersfield City School District City of –Anaheim, Burbank, Clovis and Sacramento Kern High School District Kern High School District State of California State of California Edwards AFB (Civilian Fed Employees) Edwards AFB (Civilian Fed Employees) •Today introduce background, vendor and process for the committee •Recruitment trends showing positions behind market in salary. Refer to notes in TRA memo on no significant changes to structure in 30 years, turnover increasing, etc. •Class and Comp study needed to define and assess best next steps •Conducted an RFP to identify consultant –primary considerations were cost, public sector knowledge and timing. Only Koff & Associates responded as many others reporting limited staff that would not support timelines. We are confident with Koff and they will walk us through there process today shortly. •First, before we hand to Koff share internal process. HR and CMO have developed a Class and Comp Committee with represented and unrepresented units which will function in a manner similar to Insurance Committee. Serve as advisory for units where meet & confer required on policy and facilitate general communication •First action was to assess comparable agencies. Current reso is from 1991 and has 4 separate lists by unit. Goal was to have one list with no more than 12. We were able to have full consensus and Koff will review that process. (transition to Koff ) Notes - 11