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HomeMy WebLinkAboutStudy Session Agenda 05-20-13STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO May 20. 2013 6:30p.m. Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge . Call Heather Geyer, Administrative Services Director at 303-235-2826 at least one week in advance of a meeting if you are interested in participating and need inclusion assistance. PUBLIC COMMENT ON AGENDA ITEMS APPROVAL OF AGENDA .1. 2013 City Pay-for-Performance Compensation Plan 2 . Traffic Calming/Monument Signage Program ~ Staff Report( s) 4. Elected Officials' Report(s) ~~·~ .. ~ City of Ar~WheatBi_dge ~OFFICE OF THE 01Y MANAGER TO: FROM: DATE: SUBJECT: Memorandum Mayor and City Council ~ Patrick Goff, City ManageMJ' May 15 , 2013 Presentation of the 2013 City Pay-for-Performance Compensation Plan The purpose of this memorandum is to provide you with information on the new Pay-for- Performance Compensation Plan that will become effective on May 25 , 2013 for full-time/part- time benefited employees. Nicki Aggers and Candy Siderius of Mountain States Employers Council , Inc. (MSEC) will provide a presentation to Council at the May 20 , 2013 Study Session on the compensation project. Copies of the presentation will be available at this session. WhoisMSEC? Mountain States Employers Council (MSEC) is a non-profit membership organization founded in 1939. MSEC 's total compensation consultants work with members in order to align the organization 's vision and business strategy with their reward systems. Nicki and Candy are Certified Compensation Professionals (CCP) meaning they are experts in the field of public and private sector compensation. MSEC was selected following a competitive bid process for this project. Project Benefits I am very excited about the progressive direction in which the City is moving with the development of this new compensation plan. There are many significant benefits that this new plan will provide in support of our organizational culture and the overall strategic vision of our community. These benefits include: • Adoption of progressive compensation best practices • A Total Compensation Plan approach -focus on benefits other than just pay including health benefits , wellness program and professional growth and development opportunities • Pay-for-Performance System -employees rewarded based on performance not on years of service • Reward high performing employees -no guaranteed pay increases . The plan will recognize and reward employees based on their level of performance • Development of an internal quality control process to ensure consistency of performance ratings across the organization • Market-dri ven -compare average pay rates from literally thousands of employers in the public and private market • Financially Sustainable plan -replace mid-year market analysis with biennial market analysis • Flexible in responding to changes in the economy Presentation ofNew Pay-for-Performance Compensation Plan May 15 , 2013 Page 2 Background "Employee Compensation" was identified as a High Priority on the City Council's Action Agenda in the 2011 /2012 Council Strategic Plan. Identified goals for this project included long- term fiscal sustainability and competitiveness to retain and attract the best employees. This task was assigned to Heather Geyer, Administrative Services Director and the Executive Management Team (EMT) served as the core project team that was instrumental in the development of the new compensation philosophy and overall creation of the plan. The project was kicked-off in June 2012 and will be completed by June 7, 2013 . I am very proud of the time that the EMT has invested in this project. Developing a financially sustainable compensation system is a priority of mine and the benefits in completing this project at this point in time will assist the City in continuing to move forward. It is important to note that typically a project of this magnitude can easily take 2 to 3 years to complete. Our project team understood the importance of finalizing this project in such a short timeframe given the interim pay approaches since 2009. The completion of this project is a significant accomplishment for our organization . As a reminder, the following interim pay approaches were implemented in response to the Great Recession: • 2009 -merit increases , no mid-year market adjustments • 2010 -no merit or mid-year market adjustments provided • 2011 -full-time and part-time benefited employees receive a one-time payment, $720 and $360, respectively • 2012 -full-time and part-time benefited employees received a 3 percent increase (for civilian employees) and step increases were awarded to sworn officers As we have entered a period of economic recovery, also referred to as the "new nonnal" in local government, we will continue our focus on a total compensation system and pay-for- performance plan that will reward employee achievements that further the City's mission. I do want to emphasize that the purpose of the new plan is not intended to catch up or make up for the time employee compensation was not funded. However, this new compensation plan is a realignment to the current labor market using progressive compensation best practices. Overview of new Pay-for-Performance Plan The new Pay-for-Performance Plan consists of two sub-plans: 1) an Open Range Plan for all non-sworn staff and the sworn officer ranks of sergeants and above, 2) a Step Plan for all sworn police officers. Collectively, these two sub-plans make up the City's new Pay-for-Performance Compensation Plan. The criteria by which all employees will be rated will be consistent across the organization. The new compensation plan is included as Attachment 2. Our existing compensation plan met its ten-year shelf life and was not in complete alignment with our organizational culture of rewarding employees for performance. Fortunately, the existing pay plan was competitive; therefore, not requiring significant changes to employee compensation as a result of the new methodology. Presentation ofNew Pay-for-Performance Compensation Plan May 15 ,2013 Page 3 Plan Methodology The Pay-for-Performance Plan methodology, as compared to our existing step compensation plan, is data-driven, statistically based and is overall a defensible methodology. The plan methodology included: • Strategic evaluation and development of a compensation philosophy • Review and update of all job descriptions • Benchmarking of jobs to MSEC survey data • Collection of salary survey data • Design of salary grades/salary ranges • Cost analysis • Review of administrative guidelines and pay practices MSEC will provide greater detail on the plan methodology described above in their presentation. Launch of the New Performance Management Program (PMP) In addition to the creation of the compensation plan , the EMT launched the new performance appraisal system in early 2013. This project was the culmination of a 3-year program developed in-house by an employee committee representing each department. This new program, referred to as PMP , aligns the City's new core values (ACTION -Accountability, Change, Teamwork, Integrity, Opportunity, Now) with the appraisal system. The old performance appraisal system, while not broken, was not in complete alignment with the new core values created by EMT in 2009. The City will be launching an electronic appraisal system in mid-summer and all team member/team leader evaluations will be due in the fall beginning in November. Use of an electronic appraisal system will help streamline the annual review process. Additionally, the City will be making the transition to a common evaluation date in November/December for all team members, team leaders and directors. Employees may receive an increase in 2014 for their performance in 2013 based on how well the employee performed in meeting the core values and competencies of the new PMP system. These performance increases will be effective January 1, 2014. Funding for the 2014 Pay-for-Performance Plan will be presented to City Council during the annual budget process for approval. As part of the launch of this program, the City is making a shift in how we refer to employees. All non-supervisory staff are now referred to as team members and all supervisory/managerial staff are referred to as team leaders. Implementation Overall , even though the existing pay plan was outdated our current practices were competitive and in line with the market making the plan implementation more affordable. City Council approved $450,000 in the 2013 budget for implementation costs . As part of the implementation of the new plan, eligible benefited full-time employees will receive a one-time direct payment of $1 ,000. Eligible benefited part-time employees will receive a one-time direct payment of$500. Employees currently on a performance improvement plan are not eligible to receive this one- time direct payment. The total cost for one-time direct payments is $209 ,000. In addition to the one-time direct payment for benefited employees , implementation of the plan includes placement costs which consist of one or both of the following I) move to minimum of Presentation of N ew Pay-for-Performance Compensation Plan May 15 ,2013 Page4 the salary grade and 2) equity adjustment (if applicable). An equity adjustment is a one-time direct pay adjustment to the base salary that may be granted based on a review of the employee 's pay history, performance, qualifications , and current rate relative to others in the range. Overall placement costs for the new compensation plan total $158 ,969 with an overall implementation cost with the one-time direct payments of$367 ,696 . Future Cost Projections The design of the plan allows for flexibility in responding to changes in the economy and the organization. Staff will develop a projected cost for the plan for inclusion in the 2014 City budget. Future compensation plan costs will be dictated by the City's financial status as well as other considerations such as what pay practices are in place by neighboring municipalities . In summary, I believe this plan represents the progressiveness of the City in aligning pay with performance. The plan is financially sustainable and will aid the City in retaining and attracting talented employees needed to help us continue to move the strategic vision of this community forward. The plan is credible, consistent, and overall the compensation plan the City needs . Please feel free to contact me if you have questions prior to this presentation. PG/hmg Attachments: 1. Frequently Asked Questions (F AQs) 2. City of Wheat Ridge 2013 Pay-for-Performance Plan ... ~~4' ..., r . City of ~Wheat:Ri_dge City of Wheat Ridge Compensation Plan Frequently Asked Questions (FAQ) May 13, 2013 The purpose of these frequently asked questions (FAQs) is to provide you with information on the new 2013 Compensation Plan recently completed by the Executive Management Team and how it will be administered in the future. If you have additional questions, please speak with your supervisor or Human Resources. Important note: The 2013 Compensation Plan only applies to full-time benefited and part-time benefited employees. Intermittent and seasonal employees are not included in this compensation plan. 1. Why did the City of Wheat Ridge develop a new Compensation Plan? The 'new normal ' is one phrase that is often used to describe the new era we are living in as a result of the economic realities of the recession . Like many public sector organizations, the City went through an almost five-year period of time when our approach to compensating employees was on an interim basis due to our current plan not being financially affordable. This period of time presented the opportunity for the City to reexamine our methodology and approach to pay. The City strives to remain competitive, offering a total compensation plan that includes competitive benefits, recognition, and development opportunities in addition to base pay. In the long term, the City's current compensation plan is not financially sustainable. During the economic downturn, the City took interim approaches to pay which helped the City decrease spending and avoid layoffs, including the following: • 2009 -merit increases, no mid-year market adjustments funded. • 2010-no merit or mid-year market adjustments funded. • 2011 -full-time and part-time benefited employees received a one-time direct payment. • 2012 -full-time and part-time benefited employees received a 3 percent increase (for civilian employees) and step increases were awarded to sworn officers . The purpose of the new compensation plan is to be financially sustainable, market- based and to reward employee achievements that further the City's mission. It is NOT intended as a catch-up or make up for the time that the plan was not funded. The new Pay-for-Performance Compensation Plan consists of two sub plans : 1) an Open Range Plan (which includes non-exempt/exempt and police sergeants) and 2) a Step Plan for Sworn Police Officers with two levels Police Officer I and II. Attachment 1 M Prepared by Mountain States Employers Council, Inc . MSEC 1 2. Why did the City hire Mountain States Employers Council (MSEC) to develop the compensation plan? Compensation design and practice is a very specific skill set within the human resources field . The City does not possess expertise in compensation and it made sense from both a time and efficiency point of view to outsource the proj ect. Additionally , in order to keep current with best practices/industry trends , it was appropriate to use MSEC to assist the City in aligning its compensation/pay practices with the current market and culture of the organization . 3. What is the City's new Compensation Philosophy? As part of the new compensation plan, the Executive Management Team (EMT) reexamined the mission and values of the organization and how the total compensation system should align with the City's short-and long-term objectives. The following compensation philosophy was developed for the plan : The City of Wheat Ridge recognizes that, as a service organization, employees are critical to the success of our mission and goals. In a highly competitive and ever-changing environment, we strive to attract and retain individuals who respond quickly, think creatively, and achieve meaningful results. We must attract and retain a highly skilled workforce that is efficient, productive, and innovative . We base rewards on behaviors, contributions, and performance that demonstrate a commitment to public service and to the City 's core values . We reward employees who take personal responsibility to develop their skills, provide excellent customer service and develop positive relationships within the community. We expect employees to continually strive to learn as well as apply problem-solving and customer service skills to further our mission . Our total compensation package consists of base pay, comprehensive benefits, recognition and wei/ness programs as well as development opportunities based on financial conditions and strategic objectives, as compared to other governmental and private employers in our community. 4. Why is the City moving to a pay-for-performance model for compensating employees? A pay-for-performance model is consistent with the culture and commitment to A.C .T .I.O .N!, the City's core values . It is important for the City to reward employees who exemplify these core values and who help achieve the City 's strategic results . Design of a compensation plan that determines the worth of jobs is one component. In addition, the City launched the new Performance Management Project (PMP) in January 2013 which bases employee pay increases on employee performance according to outlined goals and objectives . 5. When will this new plan go into effect? The City's new Compensation Plan will be effective on May 25 th and any adjustments to pay will be reflected in the June 7th paycheck. Each full-time/part-time benefited employee w ill receive a Confidential Compensation Project Employee Report from Human Resources explaining any changes related to his/her position . W Prepared by Mountain States Employers Council , Inc. MSEC 2 6. When will I be eligible for my next performance increase? January 1, 2014. Following the new performance evaluation due dates scheduled in the fall of 2013, employees may receive an increase based on how they met the core values and competencies of the new PMP system. Employees will learn more about the new PMP rating system in the summer when they attend training on how to use the electronic performance appraisal system. 7. How much can we expect for a performance increase in the future? The merit budget is determined and approved by City Council on an annual basis according to what other comparable organizations are providing and what the City can afford for that fiscal year. Unforeseen factors that could impact the local, state or national economy cannot always be predicted. Performance increases are awarded based on an employee's performance review . They are not guaranteed . 8. Will employees receive a cost-of-living increase? The City does not grant cost-of-living increases. We allocate pay increases based on the employee's performance and achievement of organizational core values and performance competencies. Cost-of-living increases are no longer a best practice and very few local government entities use this method. Overall, cost-of-living increases do not reward performance and do not support the culture of the City. 9. Willi receive a one-time direct payment in the amount of $1 ,000? All full-time benefited employees will receive a one-time direct payment in the amount of $1,000. This payment will not be added to base pay . Part-time benefited employees will receive a one-time direct payment in the amount of $500 not added to base pay. Employees who are on a performance improvement plan or began their employment with the City after May 1, 2013 are not eligible for the one-time direct payment. 10. Willi be in a step system or a pay-for-performance system? Both plans are based on a pay-for-performance system. The Pay-for-Performance plan (which includes civilian, police sergeants and higher ranks) is based on percentage increases . The Police Step plan consists of step increases for Police Officer I and II. The rating criteria upon which merit increases are given will be consistent across the organization. 11. Does the new compensation system compare people or jobs? The City's new compensation system considers job content and qualifications only. Demonstrated achievement of performance goals and objectives, core values and competencies result in determining what pay increase employees are eligible for on an annual basis . Increases are contingent upon available funding. 12. How was my job matched to the survey data? To identify the most relevant match between the City's position and the survey job description, MSEC considered factors such as the degree of knowledge/skills , job family progression , span of control, reporting relationships, scope of decision-making authority, types of decisions made , impact on the organization of such decisions, and autonomy. While exact comparisons may not always occur, we took care to assure that M Prepared by Mountain States Employers Council , Inc. MSEC 3 a significant degree of comparability existed before using the survey data. MSEC strives for a 70 to 80 percent match between the incumbent's job responsibilities and the duties listed in the surveys. MSEC also solicited input and feedback from the EMT regarding the quality of the survey job match. 13. Which surveys were used? After MSEC obtained a final job match, salary information was collected . Efforts were made to use data with 30 incumbent pay rates or more whenever possible in order to have a more statistically accurate average. The following reports and data lines were used to gather salary survey market data : o MSEC 2012 Colorado Compensation Survey (Denver/Boulder) 383 jobs; 489 participants; 45,921 reported employee pay rates o MSEC 2012 Public Employers Compensation (Denver/Boulder) 362 jobs; 124 participants ; 35,300 reported employee pay rates o MSEC 2012 Non-Profit Compensation (Total Responses) 93 jobs; 95 participants; 4,519 reported employee pay rates o MSEC 2012 Information Technology Survey (Denver/Boulder) 83 jobs; 371 participants ; 6,432 reported employee pay rates o MSEC 2013 Country Club Compensation Survey (Total Responses) 61 obs; 15 participants; 2,240 reported employee pay rates 14. How was my job placed in the new salary grade? First, City job descriptions were reviewed by Department Directors, Managers and supervisors, for accuracy and then matched to a salary survey position . Next, we met with Department Directors to further review and receive approval regarding the match . The placement of jobs (not people or title) in the hierarchy of lower to higher salary grades was initially driven by the salary survey market data. The survey data gives us an estimate of what other employers pay for a job, not necessarily what the City should pay. The salary survey information provides an initial indicator to establish a value placed on a job. We then made internal equity adjustments as appropriate to salary grades according to the alignment of jobs within the City. When making the internal equity adjustments we took into account the degree of knowledge/skills, span of control, reporting relationships, scope of decision making authority, types of decisions made, impact on the organization of such decisions, and autonomy. 15. How were the salary grades and range structures developed? Positions are typically clustered together into salary grades according to like skills, responsibilities, and qualifications as well as relative market rates . After grouping the City's nonexempt and exempt positions into salary grades , MSEC developed a salary Prepared by Mountain States Employers Council, Inc. 4 range structure for each group . MSEC also prepared a step plan pay structure for sworn Police Officers I and II. 16. Was education or credentials taken into consideration when my job was placed in the salary grade? Initially the placement of jobs (not people) in the hierarchy of lower to higher salary grades was driven by the salary survey market data. When matching the job, MSEC looked at the qualifications necessary to function in the position. If specific education or credentials are needed in order to be qualified, they were taken into consideration as reflected by the market value. However, if you possess skills, licensure, certification, or other qualifications not directly required in order to perform the job tasks, those would not be considered. We only look at the knowledge, skills, and abilities needed for meeting the job responsibilities. 17. Will I receive increased compensation for participating in certification programs or receiving a degree/advanced degree? The City supports continuous learning and professional development. In some instances, ongoing training is required to meet the essential functions of the position . The City does not provide additional compensation for employees receiving certifications, or degrees/advanced degrees. Participation in trainings that the City funds is intended to benefit both the employee and the organization. Application of acquired skills and knowledge as a result of attendance at a City funded training/certification will be considered in the employee's overall performance . 18. How did length of service factor into my salary grade assignment? The compensation system design is based on job function and content, not an individual incumbent's tenure . Length of service is rewarded through our comprehensive benefits, retirement programs, and paid time off, as well as opportunities for growth and job satisfaction. 19. We are already into May of 2013; did the City take this into account when reviewing the salary survey data? Since the effective dates of the salary survey data varied by survey, MSEC aged the information and brought it forward to a common date of July 1, 2013 . An adjustment factor was used that represents the annual percent of salary movement for state and local government workers. The U.S . Department of Labor, Bureau of Labor Statistics, compiles and publishes the Employment Cost Index (ECI) every quarter. The ECI reflects the percentage change in employer costs for employee compensation. As of December 31, 2012 , the current ECI rate is 1.1 percent. MSEC prorated this factor based on the period from each survey's information collection date to July 1, 2013. 20. How can I move to the next salary grade? Your salary grade/range changes when and if you are eligible to receive a promotion or your position is reclassified . Promotional opportunities vary and these types of opportunities are not a guarantee as they do not always exist given the size and structure of the organization. (See #22 regarding reclassifications) W Prepared by Mountain States Employers Council, Inc . MSEC 5 21. How often will the salary range structure be updated? The City anticipates conducting a biennial market analysis update to see how our pay practices relate to our employer comparison group . When this review is completed, we will strive to make adjustments in the structure as needed to keep us competitive. Our current economic situation also must be factored into decisions related to the compensation system. Any appropriate adjustments to salary grades will be considered in the next fiscal year budget and will not be considered mid-year as done in the past with the City's former practice known as mid-year market adjustments. 22. What steps can I or my supervisor take to have my job reclassified? Jobs may be reviewed if the responsibilities, skills, and other major changes in function occur. Discuss the changes first with your supervisor and together draft a new job description . Submit both the old and new descriptions to Human Resources for evaluation. You and your supervisor will be asked questions about how the changes have impacted the scope and nature of the job functions. Whether or not a reclassification is warranted will be decided by Human Resources, your Director and the City Manager. Remember, job descriptions are not meant to be a detailed list of every single thing that you do in your job. Job descriptions are written to reflect the general roles and responsibilities of the position. A given position may only be reclassified once a year or at the discretion of the Department Director/City Manager. 23. What happens to employees whose pay is at or above the maximum of the range? In the case where an employee's pay is at or above the maximum of the new salary grade, the employee will not be eligible for an increase to base pay. The City does not take pay away from an employee unless the situation involves a demotion. 24. What happens if an employee's salary is below the minimum of the range? Employees whose pay is below the minimum of the salary range will receive a pay adjustment up to the minimum when the plan is implemented. Moving forward, the same will apply for employees whose pay is below the minimum of the salary range and identified as such during the biennial market analysis conducted by Human Resources and MSEC. 25. My salary range used to move mid-year after the City conducted a mid-year market analysis? As of part of the new compensation plan, the City will no longer be conducting a mid- year market analysis and taking recommendations to City Council to fund adjustments mid-year. (See question #21) 26. Why can't the City pay me more? All pay grades are competitive with the market and pay is one aspect of a total compensation philosophy. The purpose of the City's total compensation philosophy is to recognize our highly-skilled and engaged workforce. We must attract and retain competent, professional and results-oriented staff in order to achieve our mission in providing services to the community. Pay must be balanced with all of the other financial demands necessary to sustain the services and growth of our organization. W Prepared by Mountain States Employers Council, Inc. MSEC 6 27. What is an equity adjustment? An equity adjustment is a one-time direct pay adjustment to the base salary that may be granted based on a review of the employee's pay history, performance, qualifications, and current rate relative to others in the range. All equity adjustments must be reviewed and approved by the Department Director, Human Resources, Administrative Services Director, and City Manager. 28. I know the City budgeted $450,000 in 2013 for implementation of the new compensation plan. How were the funds allocated? The purpose of budgeting $450,000 in the 2013 budget was two-fold : 1) to implement the new Compensation plan and associated placement costs and 2) to recognize all employees with a one-time direct payment. 29. If I am in the Open Range Plan (non-exempt/exempt, police sergeants, and higher ranks) what happens to my Pay for Performance increase if my salary is near the range maximum? If the employee has not reached the maximum of their salary range and is eligible for a performance increase, the base pay increase will not exceed the maximum of the pay range. If the earned rating would take the employee above the maximum, the employee will receive the remaining increase in a one-time direct payment not added to base pay. M Prepared by Mountain States Employers Council, Inc. MSEC 7 Attachment 2 Pay-for-Performance Compensation Plan May 2013 Pollee Job Title Department Pollee Officer I ! $48,000 523.08 Steps Entry % spread between steps: Pollee Officer I I $58.800 $2827 Steps 1 % spread between steps: City of Wheat Ridge Sworn Officer Step Plan Sworn Officer Step Plan $52,000 $56.000 $25.00 $26.92 Post POt Cef1ifted 8 .3% 7 .7% $62,000 $64.800 $67,600 $70.500 $29.81 $31.15 $32.50 $33.89 2 3 " 5 5 .4% 4.5% 4 .3% 4 .3% Prepared by Mountai n States Employers Council , Inc . $73,400 $76,400 $35.29 $36 .73 8 7 4 .1% 4.1% &.a..-yGrllde Salary Grade 10 Patils & Rec /Recteation Patils & Rae /Parks Salary Grllde 20 Parb & Rec /Recreation Public Works SalllfY Grade 30 AdministraUve Services Parks & Rec /Parks Adminislrative Services Patils & Rec IPatils Administrative Services Parks & R.ec /Recreation Pollee Department Adminlslrative Services Salary Grade -40 Municipal Court Administrative Services Polkle Department Parks & Rec /Recreation AdminlstraUve Services Salary Grade 50 Municipal Court Parks &. Rec /Rectealion Parks & Rec /Recreation Parks & Rae /Parks Parks & Rec /Parks PubOcWorks Parks & Rec /Recreation Police Department Public Worils Community Development Parks & Rec fRecreaUon Patlts & Rec IPatlts Salary Grllde 80 Mayor's Office Community Development Parks & Ree /Recreatlon Police Department Public Wotlts Police Department Parks & Rec /Parks Police Department Public Works Police Department Parks & Rec /Recreation Public Works Adm inistrative Services Parks & Rae /Recreation Pr~red by Mount a in States £mploy~rs Council. Inc. City of Wheat Ridge NON-EXEMPT Summary Report Job Titles Listed by Salary Grade Job Title Custodian Maintenance Worker I -Parks Operations Support Techn ician 1-P&R Maintenance Worker I Accountlng Technician Forestry Assistant Help Desk Technician Maintenance Worker II • Parl<s Operations Support Technician 11-Admln Operations Support Technician 11-P&R Operations Support Technician 11-Polic:e Web Editor Technician Deputy Court Clerk I Purcttaslng Technician RIICOfds Management SpeclaUst Reaaallon Leader Sates Tax Technician Deputy Court Clerk II Facilities Maintenance Technl c:ian Facility Assistant Foreslty Technician Horticulture Technician Maintenance Worker II -Public Works Operations Support Tech 111-P&R Operations Support Tech Ill-Pollee Operations Support Tech 111-PW Permit Technician Pool Manager Senior Staff Assistant Adm in. Asslstanl·Mayor/Counoil Adm lnlstraUve Assistant-CO AdmlnistraUve Asslstant-P&R AdmlnistraUve Ass.istant-Police Adrninlslratlve Asslstant -PW Community Servioe Officer Crew Leader-Parb Emergency Services Specialist Equipment Operator Evidence Technician I Marketing Coordinator Mechanic Payroll Technicia n Recreation Coordinator Page 1 ol2 Rqe Rqe Minimum Mutmum $21,400 $35,100 $12.69 $17 .12 $28,100 $40,500 $1 3 .89 $19.47 $31 ,700 $4<1 ,300 $15.24 $21 .30 $34,100 $47,700 - $16.39 $22.93 $38 ,100 S$2,400 $17 .36 $25.19 -531 ,000 SH.500 -$18.75 $27.16 s.laryOrllde Sa~G~e70 Police Department Municipal Court City Cleft{'s Office Public Wori<s Pollee Department Pa ft{s & Rec IRecrvallon Public W oft{s Municipa l Court Public Wor1ts Salary G~e 80 Pollee Department Salary GrMie 90 Community Development Pollee Department Administrative Services Pollee Department Community Development Administrative Services Salary Grade 100 Salary Grade 110 Police Department Prepar~ by Mount•ln StateJ Employers Councol, Inc. City of Wheat Ridge NON-EXEMPT Summary Report Job Titles Listed by Salary Grade Job Title Community Service Officer -Lead Court Marshal Deputy City Cleft{ Engineering Technician Evidence Technician II Faclfities Maintenance Supervisor Mechanic -Lead Probation Officer Traffic Control Technician Emergency Services Specialist-lead Combination Inspector Community Service Team Supervisor ExecuUve Assistant Records Supervisor Sr. Comb inspJPtans Examiner Senior IT Technician Sergeant 1- Page 2ol2 RMge Fl-. Minimum Maximum W ,200 $62 ,600 $20 .77 $3010 $47,800 $71 ,600 $22.98 53<1 .42 $51 ,800 $77,800 $24 .90 $37 .4() $57,800 $86.600 $27 .79 $41 .63 S6UOO $103,300 $33 .13 $49.66 llllery Glade s•ryG,....200 Admlnlstralllle SeMoas Community Development s.a.ry G,.... 210 Community Development AdminiStrative SeMces s .. uyo,....uo AllmlnistraUve SetviCies Pubic Works Police Department Ad ministrative Services Administrative Setvices Admlnisttatlve Sarvlces Polce Department Par1<s & Rec: IRecteatlon Par1<s & Rec /Parks Parks & Rec /Parks Patl<s & ~ /Recraalion 5aa.ry~230 Municipal Coun City Maoager's Ofllce Public WOitls Pam & Rae /Par1<s Administrative SeMces Allmllllstratlve Se!vlc:n Comrpunlty OeYeiDpmenl s.e.y~2AO Public; Wor1<s Administrative Sef\llces s.a.y G,.... 250 Community Development Poke Department AllmlnlsltaUve SeNiceS Public Works Plllb & Rae IParks Par1<s & Rae /Recteallon Slllery G,.... 210 Puble Wor1<s AllmlnlstreOve Serlllo8s Pollee Oepanment IS.a.y G,.... 270 Pollee Departme nt S8lery o...ct. 210 Admlnistrll11118 Sef\llc:es Community Development Parks & Rae IReeteation Public WOtkS Selwy G,.... 290 Pollee Department s.AfyGrade300 City Manager't Office C ity of Wheat Ridge EXEMPT Summary Report Job Titles Listed by Salary Grade Job Tille ..... lllnlmum 1-r ~ s-43 ,100 Human Resoun::es Analyst $2G.86 Planner I sa.100 Plamer II $23.37 Sales Tax Auditor $55,100 Accountiog Supe!VIsor $26.a3 ClvMEngl,_,-1 Crime/ReMatch/Analyst GIS Specials! Human ReSOI.rCes Analyst·Sr. Manegement AoaJyst PIOIPolloe Training Coord Rec:nsatlon &.opervisor-FIICiilles Recteallon Supe!VIaof Forestry & Open Spaca Supervisor ProJect Coordinator $10,700 Cour1 Admlnlatrator SZO ,ta Ec:onomlc Oevelopmeot Manager OpennlOns Supervisor Operations SupeiVisor • Partls Purchasing & Contract Agent Sales Tax SupeNISor Senior Planner $15,100 Civil Engineer II $3188 NeiWOIII Administrator 175,100 Chief Building OtrJClel $36.11 Comtnunlcatlons Manager Murnan Reti0Uit8S Manager Operations Manager Patks.Open Space.Foresby Manager Racreallon & FKI ties Manager r----.u.- Englneellng Manager S3Utl IT Manager Police Cornmllnder $17,100 Poicle OMsion Chief s.cua IM,100 Olraclor-Admlnlttratlve Se!vices S.C5.24 Olreclor-community Oevelopmeol Director of P'allls & Reereatlon Director of Pubic: Works 1102,000 Chief of Police S.Ci04 1124,100 CityMal'llger $5!1.!10 Page 1 al1 ...... ............ M5AGO $3144 113,000 - $35.10 -171,200 537 .eo 111 ,100 - s.t3.eo 111,100- s.t755 S11a,1GO _ $5o4 .18 $120,300 $57.84 S1M.IOO $64.86 1141.100 170.14 1151,000 = $75.96 l11tMO $9$.87 ~"~~ .. .-. . City of ~fPf'Wlieat&_dge ~OFFICE OF THE CITY MANAGER TO: FROM: DATE: SUBJECT: Memorandum Mayor and City Council f'\~ Patrick Goff, City Manager_w..... May 15,2013 Traffic Calming/Monument Signage Program At the May 13 , 2013 City Council study session , Staff presented options to the Mayor and City Council for a City Gateway Monument Sign Program. After some discussion , the consensus was to bring back a smaller scale program that identifies neighborhood "cut-through" streets for the installation of traffic calming devices that could possibly incorporate neighborhood monument signage. Because of the short notice, backup materials will not be provided with this Council packet. Staff will bring information to the May 20 th study session concerning the policy and process the City used in the past to locate and build traffic calming devices throughout the City. The purpose of this discussion is to receive general policy and process direction from the Mayor and City Council concerning a future traffic calming/monument signage program.