Council PKT 11-05-2008 Study/Special
A Federal Way
REVISED AGENDA
FEDERAL WAY CITY COUNCIL
STUDY SESSION I SPECIAL MEETING
Council Chambers - City Hall
NOVEMBER 5, 2008
(www.cityoffederalway.com)
1. CALL MEETING TO ORDER
2. PUBLIC COMMENT
3. 2009-2010 PROPOSED BUDGET
Department Presentations:
a. City Manager
b. City Council
c. Finance
d. Human Resources
e. Information Technology
4. ADJOURNMENT
City of Federal Way
Classification and
Compensation Study 2008
Conducted by
Fox Lawson & Associates, LLC
Included in Study
o 170 non-represented employees and
Teamster-represented Court Clerks
o Almost 100 existing job descriptions/job
classifications
Study Schedule
o 1. Project initiation and strategy confirmation
- April
o 2. Classification Study - May to August
o 3. Labor Market Analysis and Salary
Structure Development - July to October
o 4. Final Report - November
Why a Class/Comp Study?
o Last comprehensive class/comp study for non-
represented employees was conducted in 1991;
compensation is reviewed for represented
employees for each collective bargaining agreement
(every 2 - 3 years)
o To address:
III Very narrow current class structure
III Significant changes of work in public
organizations
!II Changing labor market/demographics
Why a Class/Comp Study?
o Benefits of Updated System:
II Potential for greater flexibility in job assignment
and career growth
IiIII Opportunity for more effective recruitment and
retention of high quality employees
B Labor market monitoring
IiIII Compliance withapplicable laws and as free from
bias and subjectivity as possible
Steering Committee Direction
(Deputy Mayor Faison, Councilmember Kochmar, CM, ACMs, and HR Director)
o Develop broad classes
o Develop compensation system to reflect both
internal equity and external parity with labor market
o Define and determine different levels of job value
using a formal method of job evaluation
o Develop pay grades to reflect 75th percentile of
market
o Presented to Council at May 6 study session
Classification Study
o Employees completed Position Description
Questionnaires (PDQs)
o Met with small groups of employees in
"occupational panels" to identify levels of work
o Developed 19 broad class specifications (reduced
from nearly 100 current classes)
o Allocated current employees/positions to new class
o Evaluated jobs using Decision Band™ Method
Compensation Study
o 30 Benchmark JobslPositions Surveyed
o 21 Organizations Surveyed
IIlI Auburn, Bellevue, Bellingham, Everett, Kent,
Kirkland, Lakewood, Olympia, Redmond,
Renton, Seattle, Shoreline, Tacoma, Vancouver,
King County, Pierce County, Snohomish County,
Federal Way Public Schools, Lakehaven Utility
District, Sound Transit, South King Fire &
Rescue
Approach and Methodology
o Multiple manual reviews of data for accuracy
o Geographic differentials, reflecting wage and
salary differentials for geographic location,
were applied to the data
o Regression analysis of both the internal and
market data used to develop a consistent
salary structure
Salary Comparison Findings
o Overall, actual salaries are 3.50/0 below the
market 50th percentile (median) and 11.7%
below the calculated market 75th percentile
salaries.
o +/- 50/0 reflects market. 10% or more off the
market reflect areas of concern.
o While current actual salaries are competitive
with the 50th percentile of the market, the City
has not achieved its desire to compensate at
th
Salary Comparison Findings
o Overall, salary range minimums, midpoints
and maximums are below the market for both
the 50th and 75th percentiles
II Range minimums are less competitive than range
maXImums
o 6 of 30 benchmark positions are more than
15% below the 50th percentile of the market
and 10 of 30 are more than 15% below the
75th percentile
Broad Band Salary Structure Model
o Provides a single range for each Decision
Band
o Anchored along the 75th percentile market
trend
o "Zones" are created within each broad grade
between the minimum and maximum figures,
and positions are placed within zones based
on Decision Band grade and subgrade levels
(complexity of work and market value.)
Salary Comparison Findings
o Cost to minimal implementation estimated at
$575k, without COLA
II Only those below market minimum would see
wage Increase
o After applying 4.5% COLA to all positions:
iii over 30% (~ 50) of positions are still below
desired 75th percentile of market
IJI 25% (~ 40) are below market more than 5.5%
(more than 10% before 4.5% COLA)
CM Recommendations
o Authorize COLA of 4.5% for 1/1/09 and 4%
for 1/1/1 O.
o Move ahead with broad band classification
structure
o Authorize staff to develop a phase-in plan to
transition to new 75th percentile pay schedule
(staff will return to Council with plan)
Next steps
o Fox Lawson to present final report to Steering
Committee on November 12.
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CITY OF ~
Federal Way
City Manager's Office
2009-1 o Biennial Budget
Presentation
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2007-08 Kev Accomplishments &
Projects
~ In the State Legislature......
. $25 million in LIFT Funds
. $500,000 in PAC pre-construction
· Johnson Market Feasibility Study
· SF A Grant
· Collins Group
2007 -08 Kev Accomplishments &
Projects
~ With Sound Transit... ....
. Link Light Rail to 272nd Street
. Safety at Transit Center
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2007 -08 Kev Accomplishments &
Projects
~ I n Tourism .........
. Successful New Event: Buds and
Blooms
· New Concept for Managing Community
Festivals
2007 -08Kev Accomplishments &
Proiects
~ In Communicating with our Residents.....
· Award-winning Videos for Channel 21
· Marketing Plan for the Community
Center
. First Citizen Satisfaction Survey
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2007 -08 KevAccomplishments&
Projects
~ In Economic Development ........
. RFP -7 Symphony
. RFC -7 LIFT
2009-10 Proposed Bud~
~ 2009 = $2,215,717
~ 2010 = $2,295,579
. Increase of $248,000 from the 2008 adjusted
budget.
. The increase is a result of:
· Salaries & Benefits - Now includes the
Assistant City Managers' salaries within the
City Manager's budget.
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CM Recommended Chan~
~ Program Additions
· Contract Sustainability Coord. (1-time)
. 0.25 FTE Administrative Assistant
. Public Defender Contract (1-time)
. Festival Management (1-time)
. HCC Small Business Dev. Ctr. (1-time)
. Citizen Survey (1-time)
2009 2010
$59,217 $44,247
$17,594 $19,018
$60,000 $60,000
$50,000 $50,000
$22,500 $22,500
$30,000
2009-10 Anticipated KevProjects
~ Intergovernmental
· Funding: e.g., Triangle Project
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2009-10 Anticipated Kev Projects
~ Economic Development
. Downtown:
· LIFT
· Symphony
2009-10 Anticipated Kev Projects
~ Communications
. FWCC Marketing Plan
. Newsletter F acelift
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2009-10 Anticipated Kev Projects
~ Tourism
. Implement new Festival Model
Kev Near-Term Challen~
~ Staffi ng
. Economic Development
. Communications
. Council Support
~ Regionalism
. EnterpriseSeattle
. EnterpriseTacoma?
. Prosperity Partnership?
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..
CITYOF~
Federal Way
2009/10 Biennial Budget
Finance Department
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2007/08 Accomplishment/Kev Proiects
~ Unqualified Audit Opinion - 14 consecutive years.
~ GFOA CAFR Award - 17th consecutive submittal
~ GFOA Budget Presentation Award -12th consecutive submittal
~ Electronic document imaging for accounts payable invoices.
~ Online Purchase Order to allow easier access & improve efficiency.
~ Increased business license compliance through increased monitoring.
~ Implemented new banking services and purchasing card contract.
~ Submitted Finance section of Washington State Quality Award
Program Lite Assessment.
2009/10 Anticipated Kev Proiects
~ Submit 2008 CAFR to GFOA Award
Program
~ Submit 2009/10 Biennial Budget to GFOA
Award Program
~ Continue monitoring for proper controls
an~ procedures to ensure unqualified audit
opinion.
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KevNear- T ermChallen~
~ Recruit, retain and develop quality staff
~ Staffi ng resources:
. Meet GASH 34 Requirements
· Evaluate, develop & monitor internal controls
2009/10 Proposed Bud~
~ City Manager recommended baseline:
. $921 Kin 2009
. $963K in 2010
~. 2009 Prop vs. 2008 Adj = 6.5%> increase
· Converting the finance manager to a director
. General wage/benefit increase
. State audit fees increase
· Align training - consistent with city-wide average
. Increase in internal service charges
· Move financial analyst DAD FTE to one-time funded
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CMRecommended Chan~
~ Programs Cut & Restored on a 1- Time Basis
. Financial Analyst 0.40 FTE
~ Program Additions
. i-Time:
· Contract Senior Accountant - $50K each year
· State Audit Costs - $7K each year
. Ongoing:
· Training - $4K each year
End of Presentation
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Information Technology
Department
2009110 Biennial Budget
LANMlAN, DP, Com. GAC, Wireless,
PO systems maintenance and support
Brian Pearson, Supervisor
50FT
Financial, Recreation, Permitting, GIS,
'IJIlINW. other business applications
maintenance and support, Supervisor
4.0FT
GIS, Mapping, Reporting
Ertk Earle, Analyst
Netwo"'s, Securtly, WiFi, AD/Exchange
Thomas Fichtner, Analyst
ervers, AD/Exchange, Backuplrecove
Cuong Ong, Analyst
Applications, WWW
Norman Alexander, Analyst
Help desk HW, MDC, Cellular
Mike Frankland, Technician
Applications, DB
Katie Dickinson, Analyst
Help desk, SW, GIS, GAC
Josh Hanigan, Technician
Help desk, HW, GAC, AN
Technician
Information Technology-
2009/2010 budget summary
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2007/08 Accomplishments/Kev Proiects
~ Secure, reliable, efficient, user-friendly systems and services
~ Migration of City network and e-mail system from Novell to Microsoft
~ Online business and permittinQ services
~ Online court/citation payment services
~ Improved online recreation class reqistration services
~ Prop 1 and take home-cars technology deployment
~ Credit Card processing at City Hall, 2 additional POS stations
~ Community Center start up (07) / Camera surveillance system (08)
~ GIS/SWM maintenance management system integration
~ Support Valleycom CAO/Network replacement projects
~ Expanded broadband internet access coveraQe area
~ Support Safe City initiative - cameras systems / website (PO)
~ Support Red liQht photo initiative - kiosks, court room system
~ GAC systems recordinQ, scheduling, broadcasting & live-castinQ
~ . Replaced, upgraded HW/SW per schedule under budget
Information Technology -
2009/2010 budget summary
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2009/10 Anticipated Kev Proiects
~ Expand online permitting services
> Upgrade and expand online timesheet processing (city-wide)
~ Expand Safe City initiative and M&O (PO)
~ Support Celebration park building IT needs (PK)
~ Enhance Permitting/Business License system capabilities (CO/PW)
~ Improve Recreation's Registration and membership system (PK)
~ Improve remote access/mobile computing services (PO/city-wide)
~ Pilot electronic ticketing system (PD)
~ Implement automated court order processing (MC)
~ Expand electronic document imaging/management
)> Expand city fiber network
)> Assist with and integrate to new CAONC systelT!
Information Technology-
2009/2010 budget summary
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2009/10 Proposed BudQet
City Manager recommended baseline:
}> $1,941,447 in 2009
}> $2,003,572 in 2010
2009 proposed vs. 2008 adjusted = +$47,157 or +2.5%
}> General wage/benefit increases minus the line item cuts
Information Technology -
2009/2010 budget summary
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eM Recommended ChanQes
}> Program Cuts
. $45,000 0.6 FTE, IT Technician
. $11,500 Decreased contracted services costs
}> Programs Cut & Restored on a 1- Time Basis
. $7,500 Copy, duplication supplies
. $4,500 Overtime
}> Program Additions
. $17,500 On-Call pay
. $21,600 Increased contracted services costs
Information Technology-
2009/2010 budget summary
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Kev Near-Term ChallenQes
~ Strategic business-technology improvement plan
~ Utilize new technology effectively to improve services
~ Balance, coordinate & schedule competing needs
~ Incorporate new electronic public records regulations
~ Retain and develop quality staff
~ Meet demands of rapidly changing industry
~ Maintain level of service
~ Preserve security/exposure while increasing externally-facing
applications, services, information
Information Technology-
2009/2010 budget summary
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