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HomeMy WebLinkAbout02/09/2001 BAKERSFIELD Harold Hanson, Chair Irma Carson Mark Salvaggio Staff: Alan Christensen SPECIAL MEETING .NOTICE PERSONNEL COMMITTEE of the City. Council - City of Bakersfield Friday, February 9, 2001 3:45 p.m. City Manager's Conference Room, Suite 201 Second Floor, City-Hall,1501 Truxtun Avenue, Bakersfield, CA AGENDA 1. ROLL CALL 2. ADOPT AUGUST 3 AND 15, 2000 AGENDA SUMMARY REPORTS 3. PUBLIC STATEMENTS 4. NEW BUSINESS A. Committee discussion and recommendation regarding approval of New Job Specification and - Reclassification for Supervisor - Office Administration, Communications and Special Projects; and reclassification from Secretary 1 to Administrative Assistant 1 5. ADJOURNMENT AC:jp S:~AC'~2.001 PersonnelCom~oOlfeb09agen.wpd Al ~~-/ e~' ~~ Mike Maggard, Chair St: ~.'~A Ina n~sYt e~n sneang Irma Carson Mark Salvaggio AGENDA SUMMARY REPORT SPECIAL MEETING PERSONNEL COMMITTEE Thursday, August 3, 2000 11:00 a.m. City Manager's Conference Room 1.. ROLL CALL Call to Order 11:15 a.m. Present: Councilmembers Mike Maggard, Chair; Irma Carson and Mark Salvaggio 2. ADOPT DECEMBER 20, 1999 AGENDA SUMMARY REPORT Adopted as submitted. 3. PUBLIC STATEMENTS None 4. DEFERRED BUSINESS A. DISCUSSION AND COMMITTEE RECOMMENDATION ON MANAGEMENT SALARY SURVEY City Manager Alan Tandy gave an overview of the results of the survey. This survey was a sampling of the market to compare the City's salary plan to see if the positions were in the range of the positions in the sample group of the surveyed agencies. Job performance was not considered, only the job specification requirements and compensation paid. The information was reviewed by the committee made up of City employees and Human Resources staff. The survey took longer than anticipated in order go through in a detailed basis each individual position and the composite samples to ensure that we were comparing similar positions as much as possible. Some of the cities have aspects in their pay plans that are dissimilar to ours, so it had to be decided if using that element of their pay plan for comparison was appropriate. There were differing opinions of how the survey results should be interpreted and if the cities with different pay plans were good comparisons. There was not full agreement. The following position adjustments were as close to an agreement that could be achieved from all the differing views. AGENDA SUMMARY REPORT PERSONNEL COMMITTEE Thursday, August 3, 2000 DRAFT Page -2- From the survey information, seven positions were identified as being significantly underpaid compared to the survey average. This would require compensation adjustments ranging from .9% to 10.4%. The positions are Assistant Director of Recreation and Parks, City Treasurer, City Clerk,' Assistant to the City Manager, Risk Manager, Communications Coordinator, and Community Development Coordinator. Each of these positions are singular in .nature with only one employee in each classification. These positions did not get the recent 5% increase. Committee member Carson stated that she thought all those who did not get the 5% increase should have been included in the salary study inclUding Supervisory. Also, that the stUdy was to include information on salary .ratios between the levels to avoid future compaction issues. Human Resources Manager Carroll Hayden stated none of the survey cities had a plan in place regarding salary ratios between the levels. Due to the complexity of the rate structures where you have certification pay, special pays for education and shift differentials, it is difficult for cities to establish a written plan for ratios between levels. There was a lengthy discussion of all the different options. The Committee directed staff to set another Personnel Committee meeting on August 14th or 15th for further discussions regarding this item. 5. NEW BUSINESS A. UPDATE OF HEALTH INSURANCEPLAN RENEWALS (New Business heard first) Carroll Hayden stated that staff, the City's consultant (Buck Consultants) and the Insurance Committee have reviewed the utilization rates and expenses versus the premiums paid for health insurance. It became obvious that while we are making progress on premiums paid in and expenses, we could not better ourselves by going out to market. No dissatisfaction has been communicated to staff about the plans we have, so staff recommended and the Insurance Committee agreed that with our utilization rate, we should try to renew the existing plans. The consultant has been working with the-City's different insurance companies trying to come up with renewal rates for 2001. The Insurance Committee will meet on August 14th to review' the renewal rates we have received from the different insurance companies. Preliminarily, Blue Cross Fee for Service Plan overall increase will be about 12%, the retirees increase will be 11.9% and actives increase will be 11.7%. This is good compared to nationwide rates. For the HMO Blue Cross furnishes CalifomiaCare, the retirees increase will be 9% and actives increase will be 8.9%. Blue Cross Medicare Risk will have no change. Kaiser will increase 13.5% overall with slight variations between retirees and actives. PacifiCare Medicare Risk for retirees is having a reduction of 11.7%. The Committee requested staff to prepare a memb and keep Council updated on the negotiations between Blue Cross and the local hospitals. AGENDA SUMMARY REPORT DRAFT PERSONNEL COMMITTEE Thursday, August 3, 2000 Page -3- B. DISCUSSION AND COMMITTEE RECOMMENDATION ON INSPECTOR SERIES STUDY REPORT Carroll Hayden reported that over a year ago under one of the provisions of our MOU with Blue and White Units, several employees requested a classification study of their positions. Some requests referenced that they thought they were comparable to the Code Enforcement Officer classification. A review was done of all the "Inspector like" positions including: Building Inspector, Code Enforcement Officer, Fire Inspector, Wastewater Inspector and Financial Investigator. To ensure that the positions were propedy classified and propedy compensated, a salary survey was done using the agencies designated by the Blue and White Units. Human Resources staff studied the duties, responsibilities, knowledge, skills, and abilities of each classification. Fire-Inspector A reclassification request was received from Fire Chief Ron-Fraze. He felt this position has similar duties and responsibilities to the Code Enforcement Officer I and I1. The results of the salary survey were that the compensation for the City's Fire Inspector position is approximately 17% leSs than the survey average. An internal comparison reflects that the Fire Inspector is comparable to Code Enforcement Officer I. The City's current salary for Code Enforcement Officer I is equivalent to the salary survey average for Fire Inspector. Human Resources staff met with Fire Chief Ron Fraze and Development Services Director Jack Hardisty, and staff is recommending that the compensation for Fire Inspector be set equivalent to the current Code Enforcement Officer I salary. The Fire Inspector job specification will also need to be updated to reflect current responsibilities and minimum qualifications. Industrial Waste Inspector A request was received from the Union to look at this position, and the comparison there was to the Building Inspector I. The survey showed that the City's Industrial Waste Inspector position compensation is 14.2% less than the surveyed agencies. An internal comparison reflects that this position is comparable to Building Inspector I. Staff is recommending the City's Industrial Waste Inspector salary be set equivalent to Building Inspector I. The job specification will also need to be updated to reflect current responsibilities and qualifications. In addition, it would be appropriate to move the Industrial Waste Inspector position from the Blue Collar to the White Collar Unit. Financial Investigator The Finance Director submitted a request that the Financial Investigator position be looked at in comparison with the Code Enforcement Officer I. The survey indicated that the City's Financial Investigator position is more comparable to a Police Service Technician than a Code Enforcement Officer. Human Resources staff did an internal study of job duties performed by these positions. Because the Financial Investigator most closely compares internally to the Police Service Technician (whose compensation is approximately 2% less) and · the City's current Financial Investigator is within 7 - 12% of the survey findings, staff recommends no change in compensation. Chuck Waide agreed with staffs recommendation on the salary changes and is still reviewing the changes to the job specifications. The Committee requested that in the future, job specifications, which include duties, responsibilities and minimum qualifications be provided to make comparisons easier. A motion was made to approve staff's recommendation and moving forward with the recommended changes. The Committee approved-with Committee Member Carson abstaining. AGENDA SUMMARY REPORT PERSONNEL COMMITTEE DRAFT ' Thursday, August 3, 2000 Page -4- C. DISCUSSION REGARDING ENHANCED PERS RETIREMENT BENEFITS Carroll Hayden stated that the State passed a bill that allows safety employees in California to bargain for enhanced benefits under the PERS system. About six weeks ago a package regarding the cost was distributed to the Council. This legislation allows bargaining to up to 3% at 50 at retirement, or 3% at 55. Currently we are a'PERS agency and our safety employees are under a contract which provides 2% at age 50. It was noted that the current plan graduates from the 2% to 2.7% at age'55. Actuarial information has been taken from the State .PERS Office on the cumulative costs to the City to make the conversion. To make the full conversion to 3% at 50, we projected out an average budgetary cost to Police and Fire, and it is in the area of $4 million per year. There are all sorts of variables such as how investments perform, actuarial methodology is often changed by the State, so the projection of $4 million per year is an assumption based on the current information from the State. There are other lesser plans but the State methodology is very complicated and Would require further study. In response to questions, Alan Tandy stated this was put on the agenda at the request of a Councilmember. As the information impacts ongoing negotiations, the Committee agreed that further detailed discussion should be held in closed session. 6. ADJOURNMENT The meeting was adjourned at 1:45 p.m. Staff present: Assistant City Manager Alan Christensen; City Attorney Bart Thiltgen; Human Resources Manager Carroll Hayden; Human Resources Supervisors Janet McCrea and Anthony Gonzales; Development Services Manager Jack Hardisty; Finance Director Gregory Klimko; Treasurer Bill Descary; City Clerk Pam McCarthy; Assistant Chief Bill Rector; Police Lieutenant Tim Taylor; Data Processing Manager Mike Kennedy; arriving at 12:00 p.m. City Manager Alan Tandy and Assistant 'Fire Chief Bob Tobias. Others-present: Chuck Waide and Ed Nance, S.E.I.U. cc: Honorable Mayor and City Council AC:jp S:~AC\PersonnelCom\00aug03summan/.wpd DRAFT BAKERSFIELD ~,~/ ~ Mike Maggard, Chair Ala~Tandy, Ciity M~n/a"ger Irma Carson Staff: Alan Christe/n/~en Mark Salvaggio AGENDA StJMMARY REPORT SPECIAL MEETING PERSONNEL COMMITTEE Tuesday, August 15, 2000 3:00 p.m. City Manager's Conference Room 1. ROLL CALL Call to Order 3:05 p.m. Present: Councilmembers Mike Maggard, Chair; and Irma Carson Absent: Councilmember Mark Salvaggio 2. ADOPT AUGUST 3, 2000 AGENDA SUMMARY REPORT 3. PUBLIC STATEMENTS None 4. DEFERRED BUSINESS A. DISCUSSION AND COMMITTEE RECOMMENDATION ON MANAGEMENT SALARY SURVEY The salary survey and different options were discussed. It was noted for those who did not receive the 5% adjustment, the wage comparison was done on their salary to the survey sample as is. For those who did receive the 5% adjustment, their adjusted salary after the 5% was put on their salary for the survey average. If you put this in the same terms as the group that are below the survey average, there are only a few that are over the survey average when taking that 5% into account for comparison purposes. Committee Chair Maggard suggested that one alternative to move forward would be to recommend that raises be given as indicated by the salary survey results, capping all of those raises to be no more than 5%, so every one of those, with the exception of one, would only receive 5%. The one position suggested to receive .9% would get .9%. There wouldn't be any other raises. There wouldn't be any other adjustments other than the cost of living adjustments that would normally be forth coming. When there is and should there be a salary survey done, it would be a survey of all the employees. It would AGENDA SUMMARY REPORT DRAFT PERSONNEL COMMITTEE Tuesday, August 15, 2000 Page -2- be conducted by an outside service. The surveying consultant would be chosen as a result of a committee that would be comprised of a representative from Supervisory, Management, Personnel, and Fire or Police if desired. Committee member Carson expressed concerns that the Committee is getting into the area of labor negotiations and this issue should go through the negotiation process. She stated that she did not have a recommendation at this time. The fairness issue still has not been resolved. This issue arose when some management positions were given a 5% increase, and those who did not receive the raise were concerned that this was done outside of negotiations. Then when some chose not to be included in the survey, again we are working with incomplete information. The reason it came before the Committee was so parity could be achieved by including those who had been left out. The issue has not been remedied by giving raises in part. It was discussed that if complete salary survey information had been available at the time the 5% increase was given to solve the compaction issue, a more informed decision could have been made. The Committee has met several times and spent many hours on this issue and they wish to move this back to the full Council. Each member of the Committee will be able to explain their perspective and have .the full Council make a decision on the issue. Committee Chair Maggard will provide staff with a draft for Committee members to review, so concise information can be included in the Council packet. 5. ADJOURNMENT The meeting was adjourned at 3:25 p.m. Staff present: City Manager Alan Tandy; City Attorney Bart Thiltgen; Human Resources Manager Carroll Hayden; Human Resources Supervisors Janet McCrea and Anthony Gonzales; Development Services Manager Jack Hardisty; Finance Director Gregory Klimko; Fire Chief Ron Fraze; Recreation and Parks Director Stan Ford; Treasurer Bill Descary; Assistant to the City Manager Darnell Haynes; Risk Manager Scott Manzer; Assistant to the Public Works Director Georgina Lorenzi; and Data Processing Manager Mike Kennedy Others present: Chuck Waide and Ed Nance, S.E.I.U. cc: Honorable Mayor and City Council AC:jp S:~,C\PersonnelCom\00aug 15summary.wpd ADMINISTRATIVE REPORT ME,- ~ lNG DA]-F: January 31,2001 AGENDA SECTION: Consent Calendar ITEM: 8. i. TO.' Honorable Mayor and City Council APPROVED FROM: Carroll Hayden, Human Resources Manager i~'~~ DEPARTMENT HEAD. DATE: January 19, 2001 CITY A'i'I'ORNEY ~'~'/"~. CITY MANAGER ~/¢ SUBJECT: Subject: New Job Specification, Reclassifications and Change to Salary Schedule 1 ) Amendment No. 11 to .Resolution No. 108-99 setting salaries and related benefits for Officers and Employees of the General Supervisory, Police Supervisory and Management Units and adopting salary schedule and related benefits for Supervisor - Office Administration, Communications and Special Projects 2) New Job Specification: Supervisor- Office Administration, Communications and Special Projects 3) Reclassifications: Administrative Assistant II to Supervisor- Office Administratfon,. Communications and .Special Projects; Secretary I to Administrative Assistant I RECOMMENDATION: Staff recommends adoption of the resolution, approval of the new job specification and reclassification of the positions. BACKGROUND: For some years, duties assigned to the Administrative Assistant II, City Manager's Office, have increased in complexity and scope. Additionally, since June, 2000, this position has had additional assignments, some of which would have been given to an Assistant City Manager, were those two positions not taking on acting assignments as Economicand Community.Development Director and Risk.Manager. This position has been · receiving out of classification premium pay since that time. These duties will continue to be a part of this position, as well as the additional responsibilities of coordinating City wide public information efforts, supervising the office suppOrt staff, and coordinating the City's reward and recognition program. Therefore, it is recommended that the Administrative Assistant II, City Manager's Office, be reclassified to Supervisor - Office AdministratiOn, Communications and Special Projects and that classification to beplaced in the General Supervisory unit. January 19, 2001, 2:55PM S:~,DMINRPT~Supervisor:Office Admin, Corem and Special Proj.wpd '"' ADMINISTRATIVE REPORT .=oe2 Based upon the.level of responsibility and the position requirements, we.recommend setting the salary to be equivalent ~to other internal 'positions with similar requirements, at the level of Assistant City Clerk. In order that the Administrative Assistant II be able to assume the expanded supervisory.role, many of the duties associated with the Administrative Assistant II .position have been shifted to Amber Lawrence, Secretary I, City Manager's Office, who has also been receiving out of classification premium.pay. With even more complex duties being assigned to the Administrative Assistant II, Ms. Lawrence will need to assume more of that position's assignments on a regular basis. Therefore, it is recommended that Ms. Lawrence be reclassified to reflect the nature of her ongoing, higher level duties, to Administrative Assistant I. The new job specification and reclassifications were.approvedbythe Miscellaneous Civil Service Commission on January 16, 2001. January 19, 2001, 2:56PM S:~ADMINRPT~Supervisor-Office Admin, Comm and Special Proj.wpd RESOLUTION NO. AMENDMENT NO. 11 TO RESOLUTION NO. 108-99 SETTING SALARIES AND RELATED BENEFITS FOR OFFICERS AND EMPLOYEES OF THE GENERAL SUPERVISORY, POLICE SUPERVISORY AND MANAGEMENT UNITS AND ADOPTING SALARY SCHEDULE AND RELATED BENEFITS FOR SUPERVISOR- OFFICE ADMINISTRATION, COMMUNICATIONS · AND. SPECIAL PROJECTS WHEREAS, Resolution'No. 108-99 sets salaries and related benefits for employees of the General Supervisory Unit. NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Bakersfield that effective immediately following Council action, the Salary Schedule, a part of Resolution No. 108-99, is-hereby amended as follows: 1. Resolution No. 108-99 is hereby amended by adding the following classtitle to the General Supervisory Unit: 52-100 C Supervisor-Office Administration, Communications and Soecial Proiects 21.337 22.405 ' 23.523 24.702 25.937 ....... ;--oOo .......... i HEREBY CERTIFY that the foregoing Resolution was passed and adopted by the ~ "' Council of the City of Bakersfield at a regular meeting thereof held on by the following vote: , AYES: COUNCILMEMBER CARSON,BENHAM,MAGGARD,COUCH,HANSON,SULMVAN,SALVAGGiO NOES: COUNClLMEMBER. ABSTAIN: COUNClLMEMBER ABSENT: COUNClLMEMBER CITY CLERK and EX OFFICIO CLERK of the Council of the City of Bakersfield APPROVED HARVEY L. HALL MAYOR oftheCity ofBakersfield _. APPROVED as to form: BART THILTGEN CITY AI'I'ORNEY of the City of-Bakersfield 1/18/01 CITY OF BAKERSFIELD CLASS SPECIFICATION: 52100 UNIT: GENERAL SUPERVISORY EEO4: PROFESSIONALS CLASS TITLE: SUPERVISOR- OFFICE ADMINIS~TION, COMMUNICATIONS AND SPECIAL PROJECTS CLASS SUMMARY: Under general direction of the City Manager, performs diverse, sensitive, and/or confidential administrative projects in support of the City Manager and City Council. PlanS, coordinates, and participates in special events and projects that may involve the City Manager, City Council, other elected officials, foreign dignitaries, and others. Serves as City Manager's liaison to the media and other agencies. Directs Employee Incentive Program. Assists in directing the operations of the City Manager's Office, including office staff' selection, .training, and development; supervises and directs the work ofoffice secretarial staff and evaluates employee performance; and performs other work as required. REPRESENTATIVE DUTIES: In addition' to the above, the following typical tasks and responsibilities are representative of this class. They are descriptive, not limiting. Essential Duties Interacts extensively with City Manager, CityCouncil and other elected officials, Department Heads, other City staff, and the public. Serves as facilitator of City Manager and City Council requests; handles complex referrals that may require independent judgement and. action; researches and assembles information from a variety of sources; requests information and/or responses from department heads or appropriate staff and may provide direction or recOmmendation to formulate appropriate responses; analyzes information and/or responses for accuracy and proper conclusion of issues prior to review'by City Manager and submittal to City Council. Prepares weekly "General Information" report to City Council and Department Heads, subject to final review by City Manager. May prepare and present other reports to City Council on special.projects, as assigned, Acts as City Manager's liaison to the media and other agencies and may provide information that has been verified. Drafts press releases and other public service announcements, including coordinating interviews and monitoring news coverage of City events and coordinates the presentation of City events, programs, and other information on the City's website. May represent City Manager or elected officials at City or public events. May research, collect data, and prepare written and visual material for public presentations, brochures, flyers, news releases, reports, and special projects. May serve as spokesperson for the City and represent the City on various committees, task forces, boards, etc., ~as assigned. Provides information to the public or to City.staff`that may require.the use.of judgement and the interpretation of policies, rules or procedures. Supervises, plans, assigns, and reviews the work of assigned regular and temporary staff; trains staff in work procedures, sets priorities, and follows up to ensure accurate and timely completion of assigned work; assists in the selection of the office staff; assists in establishing deparmaental goals and objectives; compiles budget figures and assists in administering and monitoring the annual budget; coordinates the administration of annual performance appraisal process for the unit. CLASS TITLE: SUPERVISOR - OFFICE ADMINISTRATION, COMMUNICATIONS AND SPECIAL PROJECTS 52100 DISTINGUISHING CHARACTERISTICS' Supervisor - Office Administration, Communications and Special Projects is differentiated from Administrative Assistant I/II in that the former has supervisory responsibilities and requires a comprehensive knowledge of the roles and responsibilities of the City Manager's Department and the entire City-wide organization;.prepares press releases for the City and publically represents the Citybefore media on issues of major importance and directly expedites Council referrals on complex and sensitive matters. MINIMUM QUALIFICATIONS ~' Knowledge of:' City organization, policies, ordinances, and operating procedures; public admi~.str, a. tion functions, including the role of-the City Manager, City Council, appointed boards and comrmssmns; administrative techniques, including principles of organization, planning, coordination, budgeting, and personnel administration; basic budgetarypractices and business math; and related computer applications. Excellent skills in: correct .English usage, including spelling, grammar, and punctuation, Ability_ to: communicate effectively, both orally and in writing, and to speak at public meetings or other functions on behalf of the City, handle diverse public contact situations with diplomacy and tact; establish and maintain effective working relationships with the public and private sector, including the media; gather and analyze data; interpret rules and regulations; coordinate multiple complex projects and meet critical deadlines; exercise independent judgement and initiative within established guidelines; train, supervise, evaluate, and motivate staff. Training and Experience . Course work from an accredited college or university, with .emphasis on Public or' Business Administration, or closely related field and three years of administrative experience in a City Manager's office, or equivalent combination of education and experience which will provide the capabilities to perform the described duties. P-hvsical Conditions or Specie! Workin~ Conditions: Standard office environment and working-conditions. Approved by the Miscellaneous Civil Service Board: January 16, 2001 Ap_oroved by the City Couneil~ January 19, 2001 S:~JOBSPECS~Supervisor - Officde Administration, Communications and Special ProjectS.WlXl