HomeMy WebLinkAboutRes 1015 - Salary Schedule for City Officials (Repealed by Res 1388)
Resolution 1015 was amended or repealed by the
following resolutions.
1060 Appendix A
1060 1388
RESOLUTION NO. 1015
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
TUKWILA, WASHINGTON, ESTABLISHING A SALARY CLASSIFICA-
TION AND ADMINISTRATION PLAN FOR CITY EXECUTIVE STAFF.
WHEREAS, the City Council has undertaken a classification and compen-
sation study to assure that Tukwila City salaries are internally equitable and
externally competitive, and
WHEREAS, the study has made recommendations to address the issue of
internal equity (comparable worth) and external competitiveness (market rate),
and
WHEREAS, the policy of the City Council as set forth in Resolution
Number 999 is to establish a competitive position and ability to select and
retain a competent, qualified and productive work force, and
WHEREAS, the study recommends that salary administration for the
City's executive staff (City Administrator and department heads) be on a pay
for- performance basi
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON,
DO RESOLVE AS FOLLOWS:
1. The salary ranges and grades for the City executive staff are
hereby established as contained in Appendix "A and by this reference thereto
incorporated herein as if fully set forth.
2. Existing executive staff shall enter their new salary range at
their existing salary rates.
3. Progression to the control point shall be based on performance,
with the total rate of progression to be no more than 7% per
year.
4. Progression from the control point toward the maximum shall be
based on exceptional performance at a variable rate of up to 5% per year, as
reflected in the employee's performance evaluation. An executive staff member
shall be required to maintain exceptional performance on an annual basis in
order to maintain a salary above the control point. If performance ceases to
be exceptional, the executive staff member's salary may be reduced to as low
as the control point until exceptional performance is again demonstrated.
5. Based upon City needs, employee qualifications and other vari-
ables, entry level salaries for new executive staff appointments shall be at
the minimum rate up to within 10% of the control point.
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a
regular meeting thereof this day of 1986.
4 e ;4- 4 1. Duff i e, C c4 President
App oved as to
t
f i ice of the
Filed with the
Passed by the
Resolution No.
4m:
r ey City Clerk. -8 -86
'.i ty Council: 9-1-T-
Attest /Authenticated:
Z /4�in�&Anrerson�,. erk
APPENDIX "A"
M o n t h l y R a t e s
Range Minimum Control Maximum
Number Position Point Point Point
38 City Clerk $2121 $3031 $3334
47 Recreation Director 2649 3785 4163
Finance Director
48 Planning Director 2716 3880 4267
50 Fire Chief 2853 4076 4484
Police Chief
52 Public Works Director 2998 4282 4711
56 City Administrator 3309 4727 5200
COMPENSATION STUDY FINDINGS AND RECOMMENDATIONS
TOP STEP TOP STEP
POSITION LABOR MARKET COMPARABLE WORTH
City Administrator *4800 4612
City Clerk 2492 *3031
Finance Director 3778 *3785
Fire Chief 3935 *4076
Planning Director *3911 3785
Police Chief 4007 *4076
Public Works Director *4292 4076
Recreation Director *3848 3785
highest monthly salary for each position
WHERE DEPARTMENT HEADS EXISTING SALARIES WOULD FIT WITH NEW PAY RANGE
Monthly Rates
Range Minimum Control Maximum
Number Point Point Point
15 1202 1717 1889
16 1232 1760 1936
17 1263 1804 1985
18 1295 1850 2034
19 1327 1896 2085
20 1360 1943 2137
21 1394 1992 2191
22 1429 2042 2246
23 1465 2093 2302
24 1501 2145 2359
25 1539 2199 2418
26 1577 2253 2479
27 1617 2310 2541
28 1657 2368 2604
29 1699 2427 2669
30 1741 2487 2736
31 1785 2550 2805
32 1829 2613 2875
33 1875 2679 2947
34 1922 2746 3020
35 1970 2814 3096
36 2019 2885 3173
37 2070 2957 3252
ty Clerk 38 2121 3031 3137 3334
39 2175 3106 3417
40 2229 3184 3503
41 2285 3264 3590
42 2342 3345 3680
43 2400 3429 3772
44 2460 3515 3866
45 2522 3603 3963
46 2585 Rec. 93 4062
Fi nance 47 2649 3067 F 3�� n 85 4163
i ng Di r. 48 2716 3482 3880 4
49 2784 3977 4374
Fire 50 2853 3555 4076 4484
51 2924 4178 4596
P.W. Di r 52 2998 3555 4282 4711
53 3073 4389 4828
54 3149 4499 4949
55 3228 4612 5073
y Admi n 56 3309 3889 4727 5200
57 3391 4845 5329
58 3476 4966 5463
59 3563 5090 5599
60 3652 5218 5739
PAY FOR PERFORMANCE SALARY PLAN
The basic structure of a pay for performance salary plan includes a
minimum point, control point and maximum point. The control point
is that salary level which has been determined through application
of the job evaluation system and labor market data. Progression
from the minimum point to the control point is based upon perfor-
mance; progression beyond the control point is based upon excep-
tional performance.
The recommended salary ranges for the City's Executive employees is
presented in Appendix C. These ranges were established according to
the following guidelines:
Salary ranges should consist of a spread of 40 percent with a
control point established 30 percent into the range.
Specifically:
The control point of a range should be set to that salary
level established through the application of the job
evaluation system and the labor market
The maximum point of the range should be set 10 percent
above the control point
The minimum point of the range should be set as 70
percent of the control point.
Consistent with the recommended salary table presented in Appendix
B, a 2.5% differential has been established between control points
of the ranges.
In maintaining the pay- for performance salary plan, the following
guidelines should be applied:
Any employee who demonstrates acceptable performance would
normally progress to the control point over time
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Progression from the control point toward the maximum step is
based upon excellent performance, as reflected in the
employee's performance evaluation
Merit adjustments should be granted in relationship to the
employee's performance as measured by the City's current
performance appraisal instrument
When an employee moves from one range to another, the employee
should retain the same relationship to the control point (for
example, if an employee's salary is ten percent below the
control point of the former range, the employee would be
placed ten percent below the control point of the new range)
New employees would typically be placed at the bottom of the
range to ensure equity with current employees with greater
tenure; based upon City needs and employee qualifications,
placement could be made within the range, however, such
placement should not be closer than 10 percent to the control
point
The pay- for performance plan should be strongly linked to the
City's current Performance Evaluation System, thereby ensuring
a strong correlation between merit pay increases and the level
of job performance.
As previously identified, it is recommended that the pay -for-
performance system be applied initially only to the City's Executive
employees. Once the system has been put into place, additional
employee groups may be added to the plan as deemed appropriate. By
choice, the City may consider adding specific steps to the range
from the minimum point to the control, depending upon the specific
employee groups incorporated within the plan.
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