Loading...
HomeMy WebLinkAboutCity Council Resolution 509-1 RESOLUTION NO. 509-1 A RESOLUTION OF THE CITY COUNCIL OF SARATOGA AMENDING AND SUPERSEDING RESOLUTION NO. 509 ESTABLISHING COM- PENSATION AND BENEFITS OBJECTIVES FOR THE CITY OF SARATOGA WHEREAS, the CITY COUNCIL OF THE CITY OF SARATOGA deems it necessary to establish well defined Compensation and Benefit Objectives for the City of Saratoga; and WHEREAS, the basic objectives of Compensation and Benefits provided by the City of Saratoga shall be to attract and retain well qualified employees who can provide effective public service; and WHEREAS, achievement of the basic objective requires establishment of a level of City Salaries and Benefits and establishment of a procedure for determining and achieving the desired level; NOW, THEREFORE, BE IT RESOLVED that the City Council will establish salaries and salary ranges for all City of Saratoga positions substantially equal to the median of salaries anticipated to be paid during the co. ming year by other cities for similar positions, proper allowances being made for differences in job classifications, content, scope and responsibilities; for compensation provided comparable positions in private employment; and for the quality of the working environment provided by the City. BE IT FURTHER RESOLVED that the following procedures will be used to implement the establishment of salaries and fringe benefits: (1) The following cities will be used for salary comparisons of benchmark classes: Campbell, Cupertino, Gilroy, Los Altos, Los Gatos, Milpitas, Mountain View, Palo Alto, San Jose, Santa Clara and Sunnyvale. Benchmark classes are defined in Paragraph 1 of Exhibit A, attached. (2) The following cities will be used for salary comparisons of Department Heads and other non-benchmark classes: Campbell, Cupertino, Gilroy, Los Altos, Los Gatos and Milpitas. Non benchmark positions are defined in Paragraph 2 of Exhibit A, attached. (3) The City Council each year will review these procedures and will make any necessary changes. (4) The City will conduct a survey each year covering appropriate City of Saratoga position classifications to determine salaries and salary ranges paid in the cities listed above. Salary levels as of April 15 shall be used for adjustments to be made effective for the ensuing fiscal year. Salary levels as of October 15 shall be used for adjustments to be effective during the ensuing calendar year. The salary survey shall include visits to each of the jurisdictions with which comparisons are being made when such visits are essential to the validity of the survey. Care will be taken to avoid comparing ~ ties only. Job substance will be reviewed for meaningful comparisons. For classes comparable to positions in private employment, the survey will include consideration of compensation afforded these positions in private employment. (5) On the basis of the salary survey, encompassing both public and private employ- ment and other factors deemed appropriate to the level of compeM. sation provided by the City of Saratoga, the City Manager shall prepare the recommended com- pensation plan for positions in the city service. These recommendations will reflect the guiding principles for compensation stated in Resolution No. 508. It is recognized that, at positions above the entry level, comparisons and recommendations will be difficult and consideration must be given to internal relationships and levels of responsibility. Recommendations relating to Department Heads must take into consideration the levels of responsibility relative to the responsibility of similar positions in other agencies and the success with which the individual Department Heads accomplish the mission of the city within the policy constraints established by the City Council. (6) The results of the City Salary Survey and the City Manager's recommendations will be published in a written preliminary report which will be placed on file for employees and other interested citizens to examine. (7) The City Manager will inform city employees of the report and recommendations. The City Manager will then meet and confer with the recognized Employees' Association and will consult with those individual employees who request it. (8) If Agreement is reached by representatives of the Employees' organization and the City Manager, they shall jointly prepare a written memorandum of such understanding, which shall not be binding, and present it to the City Council Management Committee for consideration. (9) Following the meeting with the employee representatives and individual employees, the City Manager will submit the final report and recommendations to the City Council Management Committee, together with a summary of all concurrences and non-concurrences expressed by individual employees and the recognized employee association and any written memorandum of understanding jointly prepared by the employee association and the City Manager. (10) The City Council shall give consideration to the salary survey, the report of the City Manager, the written memorandum of understanding, the recommendation of the City Council Management Committee and the proposals of the Employees' Association in establishing the Compensation Program for the City of Saratoga within the context of these compensation and benefits objectives of the City of Saratoga. The within resolution is an expression of the existing policy of the City of Saratoga and is subject to modification and change by the City Council from time to time. Nothing herein contained shall be construed as creating or establishing any of the provisions of this resolution as terms of any contract of employment between any officer or employee of the City. The above and foregoing resolution was duly and regularly introduced and passed by the City Council of the City of Saratoga at a regular meeting held on the..]~ .... day of December , 1971 by the following vote: AYES: Councilmen Robbins, Smith, Kraus NOES: None ABSENT: Councilmen Dwyer, Bridges G ~ ~ MAYOR A TTE S T: ~. EXHIBIT "A" RESOLUTION NO. 509 1. Benchmark classes are entrance level of journeym~. classes rppresenting the various occupational groups, and are standardized to allow for ef- fective comparisons in the sample agencies. Benchmark classes are used where there are a series of classes or related classes that should move salary-wide together. For example, an intermediate typist classification would make a good benchmark class, since such types of work are readily identifiable and are found in most governmental agencies. It is easier to make comparisons on such a classification and then, as the salaries move for this class, so would the salaries of the other classes which are related to the benchmark. In many governmental agencies, benchmark classes a~e referred to as "key'~ classes. 2. Non-benchmark classes are those classifications for which it is diffi- cult to make comparisons. These are generally single position classes and salaries for other classes would normally not be affected when the salaries of non-benchmark classes are adjusted. For example, certain professional classifications or department head classifications might be considered as non-benchmark classes.