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City of Tukwila <br />Allan Ekberg, Mayor <br />INFORMATIONAL MEMORANDUM <br />TO: <br />Finance Committee <br />FROM: <br />Stephanie Brown, Human Resources Director <br />CC: <br />Mayor Allan Ekberg <br />DATE: <br />March 29,2Q17 <br />SUBJECT: City Council Resolution No. 1796 Establishing a compensation policy for <br />City Employees <br />ISSUE <br />The Finance Committee met OD February 22tO review and discuss City Council Resolution No. <br />1790, establishing 8 compensation policy for City Of Tukwila employees. The Committee has <br />asked for an assessment from the Human Resources Department, who administers the City's <br />compensation program, OD how the compensation policy has worked from their perspective. <br />BACKGROUND <br />HeGO|uUOn NO. 1798 sets the cO[8 compensation v8|V8 statements of the City Council. The <br />statements reflect the Council's desires to utilize standardized policies, procedures and <br />processes whenever possible for compensating all employee groups, both non-represented and <br />represented. |t provides aO attempt tO balance internal equity and external competitive interests <br />iO one comprehensive policy. Below iS8 summary Of the successes and challenges vvehave <br />experienced. <br />ASSESSMENT <br />In application of Resolution No. 1796, Human Resources has found it to be very useful in <br />establishing compensation for non-represented employees and iD collective bargaining Of <br />salaries and benefits. The policy has been useful for external market analysis k} classify new <br />positions and to reclassify existing positions, both for represented and unrepresented positions. <br />In the Collective Bargaining process it has provided an objective framework for addressing <br />compensation issues; ii has been flexible, manageable, fair, representative Vf the market tO <br />which the Council seeks tO compare; used in good faith under our collective bargaining statute <br />RCVV41.50tO explain Council goals tO unions and employee groups; sets practical parameters <br />for pay and benefit considerations; guides the Human Resources staff iD the pre-collective <br />bargaining process as to what the Council expects to receive for consideration in preparation for <br />labor negotiations. <br />ASit relates tO the classification Of new positions and the reclassification Ofexisting positions, it <br />provides the external market criteria iO benchmark our positions fairly and consistently; <br />provides consideration for internal comparability; identifies the data collection resources tOuse <br />when conducting eXt8[DG| market analysis; sets parameters for when 8 market study will be <br />conducted and when 8 cost {f living adjustment will b8considered; and it provides direction <br />when deviation from the process may be necessary and to mitigate issues associated with <br />salary compression. <br />The challenges VVe have experienced have generally been when m0have positions for which VV8 <br />are not able to find benchmark comparators based upon the duties of the position (standard for <br />a valid match is 5 positions). In this instance, we look at comparison positions in our <br />surrounding jurisdictions known as our traditional cities. Often because these traditional cities 5 <br />