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HomeMy WebLinkAboutReso - CC - 123-2001RESOLUTION NO 123-2001 A RESOLUTION APPROVING THE EMPLOYEE COMPENSATION POLICY FOR THE CITY OF BURLINGAME WHEREAS, the City Council has established recruitment and retention as a Council priority, and WHEREAS, the Council believes that employee compensation should be considered in conjunction with the other financial policies that govern budget adoption, NOW, THEREFORE, IT RESOLVED AND ORDERED by the City Council of the City of Burlingame: (1) The City of Burlingame Employee Compensation Policy attached hereto and incorporated by reference, is approved. (2) The City Manager or his/her designee is hereby directed and authorized to do all things necessary to implement said Employee Compensation Policy and incorporate it into the personnel section of the City's administrative procedure. YO I, ANN MUSSO, City Clerk of the City of Burlingame, do hereby certify that the foregoing resolution was introduced at a regular meeting of the City Council held on 19th of November 2001, and was adopted thereafter by the following vote: AYE: COUNCIL MEMBERS: COFFEY, GALLIGAN, JANNEY, O'MAHONY, SPINELLI NOES: COUNCIL MEMBERS: NONE ABSENT: COUNCIL MEMBERS: NONE auA- J -fiuoa) CITY CLERK City of Burlingame Employee Compensation Policy Compensation Philosophy The City of Burlingame is committed to attracting and retaining a talented workforce. As such, the City recognizes that, when financially prudent, it must maintain a competitive compensation package. It is the purpose of this policy to provide guidelines and criteria that will be consistently applied to support the City's compensation philosophy. The goal of the compensation policy is to: • Attract and retain the most qualified candidates in the City's relevant labor market • Recognize teams for highly effective delivery of municipal services and consistently meeting department and organizational objectives • Be fair, equitable, and fiscally responsible • Remain flexible and diverse to address the changing needs of the internal and external workforce and organization Compensation Policy 1. Ability to Attract and Retain Quality Employees The City's compensation policy should help facilitate the City's ability to attract highly skilled employees and retain its talented and motivated workforce. As such, as long as the City has the ability to pay, the City will benchmark classifications to be equal to the 3"r salary in the relative survey market. When surveying a classification, if less than eight (8) benchmarks are obtained, the City will target the second (2nd) highest salary in the relative survey market. Typically, significant variance from this relationship might lead to a change in salary, where as variance of 1 or 2% would not normally result in an immediate salary adjustment. 2. Relative Survey Market The City's salary survey market will include the following agencies: Belmont, Foster City, Redwood City, San Mateo, San Carlos, San Bruno, Daly City, Menlo Park, Palo Aho, South San Francisco, Millbrae 3. Ability to Pay The City's compensation policy should not jeopardize the financial condition of the City. The overarching interest of the City is to compensate employees in accordance with the City's financial condition and in the event of economic hardships, make every attempt not to reduce its workforce. As such, the City will re-evaluate it's ability to pay at above market rates if revenue growth is projected to fall by 10% or more below the estimated actual level or audited actual if available, of the preceding year. 4. Application of Compensation Policy The City's compensation philosophy will be applied in benchmarking new classifications as well as in the collective bargaining process. 5. Internal Relationships Consideration will be given to labor market survey data and internal relationships in establishing salary ranges and adjustments. Typical internal relationship guidelines are as follows: • 10% between entry and journey level classes in a series • 15% between first-line supervisor and subordinate classifications • 15%-20% between supervisors and division heads, depending on levels within the organization As a practical matter, there could be occasions when market data will skew internal alignments. 6. Team Recognition Plan The City encourages employee groups to work towards common objectives and seek constant improvement. To this end, when financially feasible, the City will maintain a team recognition program that promotes high performance in delivering municipal services. 7. Retroactive Salary Increases The City believes that adequate time should be set aside for negotiations. It is important that both the City and employee groups commit to complete the negotiations process in a timely manner. Therefore, unless due to circumstances beyond either parties control, it is the City's policy to not pay salary increases agreed to after the expiration of the contracts retroactively. Any exceptions to this policy must be approved by the City Council prior to the expiration of the contracts. Any questions surrounding the City's Compensation Philosophy should be addressed to the human Resources Department.