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Home My WebLink AboutBudget Workshop documentsThe purpose of this policy is to set out the philosophy, purpose, and intent of the Town of Westlake's pay system for municipal employees. The Town of Westlake's mission is "to be a unique community, blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent." The Town of Westlake believes that market-based salary, in combination with employee competence and their overall contribution to the Town's success, should largely determine their compensation and career advancement opportunities. The philosophy and objectives of this pay policy are as follows: First, the Town's pay system should be internally equitable. It must ensure that pay ranges of each position within our organization reflects the value of comparable positions within our organization. In order to achieve this, we must pay employees fairly compared to their coworkers, and employees must also perceive that they are paid fairly compared to their coworkers. Second, The Town's pay system must be externally competitive in the marketplace, so that the Town of Westlake support or strategic outcome objective to attract, recruit, and retain highly qualified employees who are vital to accomplishing the organization's vision and mission. Third, to be motivational to our employees, providing the opportunity for future pay increases based upon individual work performance and development of job-related skills and competencies. With these objectives in mind, the Town's municipal compensation plan is a broad band pay system. A broad band pay system is markedly different than the traditional "step -in -grade" pay system. A broad band pay system is one that structures pay utilizing two primary steps. First, the responsibilities and qualifications required of each position are analyzed. Second, using this position analysis, pay for these positions are surveyed against the market to create a broad set of occupation groups that become the pay bands. Each pay band has a minimum, mid -point, and a maximum rate of pay; however, within each band there is flexibility for hiring and provision of performance pay. Utilization of a broad band pay system by an organization is intended to: Page 1 of 5 • reward employees for positive behaviors that contribute to the effectiveness of the Town's service delivery to our stakeholders; • assist the Town in fulfilling its vision and mission by offering increased opportunities for career advancement and recognition of the Town's municipal employees; • provide the organization's leadership greater flexibility with a pay system that can be used to adjust to changes in market conditions, enhance hiring practices, and reward outstanding performance; • adjust to changes in market conditions as it relates to increases in pay for groups of employees within each band; ensuring the Town's pay system remains competitive to the comparable market. For its first year of implementation (FY 16-17), current employees will be placed within the established pay band for their position at their current rate of pay, adjusted for a three (3) percent market adjustment of the employee's base pay rate. In the fiscal years following FY 16-17, depending on market survey results and availability of funding, the municipal broad band pay system may have both a market adjustment and performance pay component as set out below. Classification and Pay Band Placement The following criteria will be used when classifying positions to determine band placement: • Nature or type of work performed • Level of responsibility • Impact of position on the organization • Reporting relationships • Scope of duties • Complexity of work • Supervision received and/or exercised • Knowledge, skills, and abilities (KSAs) required to perform required job duties. Factors that will not be considered in classifying a position: • Incumbent of the position • Performance of the employee or incumbent • Longevity of the employee or incumbent in position • Qualifications of the employee or incumbent that are not required by the position Employee pay progression within a band can occur if there is a market adjustment approved for that band. Progression in a band can also occur if an employee's job performance, as determined by review of job performance, results in a performance pay increase. Pay progression is defined as movement within a band that increases the employee's pay on an on-going basis. Other instances that can create employee progression in a pay band include a) promotion, b) significant increase in job skills, job-related education or training or competencies, or c) position reclassification. These instances can only occur Page 2 of 5 after proper analysis and with criteria established by the Human Resources Department and approved by the Town Manager or their designate. In order to successfully practice this pay philosophy using this policy, as well as and reach our objectives, the Town will use the following parameters to utilize this pay system: Internal Equity • In order to maintain accurate position classifications, the Town of Westlake will conduct a position analysis of 1/3 (one-third) of the organization's positions each year. This ensures that all positions are reviewed on a rolling three-year basis. • Upon review of the position analysis by the Director of Human Resources, and with the approval of the Town Manager or their designee, position classifications may be adjusted to a new band. This can occur if a new position classification is created, or if the duties, roles, and responsibilities have substantially evolved, resulting in a position that is greater similarity to another classification band. Market -Based Pay • The Town of Westlake will conduct an annual market salary study in the spring prior to budget preparation for the upcoming fiscal year. • Depending on the results of the market study, and if funds are available, all or some of the salary bands will be proposed to the Town Council for adjustment based upon the results of the annual market salary study. Proposed adjustments to any pay band will not be proposed unless the market study indicates bands have increased by 3% or more. • Employee salaries may receive a market adjustment if their current salary has shifted to become less than 97.5% of the market average. • All new hires will be placed at the minimum rate of their band, unless a hiring manager recommends placement at a higher rate. This must be reviewed first by the Human Resources Department and approved by the Town Manager or their designee. Generally, new hires proposed to be paid higher than band minimum may be brought into the pay system within 3% above or below a band's midpoint; however, exceptional qualifications and experience of the new hire must be demonstrated by the hiring department to the Human Resources Department and the Town Manager for this to be approved. • All market adjustments are dependent upon available financial resources. • The market value for positions within the Town of Westlake will be determined annually through the completion of a survey of comparison communities identified by staff and approved by the Town Council. • Employees with base compensation within 2.5% of the market average are considered to be "at market." • Positions currently at or above the market will not qualify for any market-based adjustment, and will remain at their current rate of pay. • If the market rate for a position declines, the salary of position holders will not be negatively impacted, but they will not receive any market-based adjustments. • Market adjustments will impact the base pay of the employee and may only be applied if the Town of Westlake has adequate financial resources available to fund the adjustments. Page 3 of 5 Performance Pay • On-going performance pay may be awarded to individuals or teams who, as determined in their performance evaluation, have clearly gone "above and beyond" their traditional roles, job duties, and assignments over the evaluation period. • Performance pay is awarded through the review process and the established criteria outlined by the HR department. • One-time performance pay may be offered to employees or teams who, based on performance evaluation, have been determined to have gone above and beyond expectations. One-time performance pay is a lump -sum, one-time payment and will not impact the base pay of the employee and will not move their pay within their position's assigned band. • All performance pay, whether on-going or one-time adjustments, is dependent upon the availability of financial resources. Broadband Classifications Band Kind Title Sub -band Kind Title (examples Top 10 Coordinating City Manager E Policy-making management 9 Policy Assistant City Manager D Programming Senior 8 Coordinating Director management 7 Programming Assistant Director C Interpretive Middle 6 Coordinating Unit Manager management 5 Interpretive Superintendent 6 Routine Skilled 4 Coordinating Supervisor 3 Routine Technician A Automatic Semi -skilled 2 Coordinating Facilities Coordinator 1 Automatic Sanitation Engineer Q Defined Unskilled 0 Defined Laborer Definitions for the bands are as follows: Page 4 of 5 'BAND E" POUCY DECISION - These decisions are associated with board level management, and involve guiding the organization as a whole through policy development, setting the overall direction and tone of the organization. Restrictions to these decisions are often only limited by the laws of the state (Paterson, 1972). "BAND D" PROGRAMMING DECJSION - These decisions are typically made by senior management department directors and are generaily tasked with executing the organization's policy through strategy development. Establishing guidelines by which further decisions are made. Atypica| senior management decision is made at the organizational or department level. For instance, the decision on how to set up the organization's network infrastructure is usually determined by management, while the decision to upgrade s based on policy (Paterson, 1972). "BAND C" INTERPRETIVE DECISIONS — Middle management who have constraints placed upon them by them by senior management. These are usually made by business unit managers, such as a budget manager or pjcctresearchana|yst.OnceovenaUstrategyisdene|opedbythoseniormanageo,the middle managers decide how to utilize resources in order to meet deadlines. The unit manager should always know why certain staff members have been assigned to a particular job and may have to interpret situations not currently covered by rules or guidelines (Paterson, 1972). "BAND B" ROUTINE DECISIONS - Skilled supervisors know the "how", the "where", and the "when" to set up equipment, systems, and are aware of the rules that govern these processes. They can decide which process is to be used in order to carry out the interpretive decisions as they have a firm handle on operations. For example, a billing clerk knows how to complete the utility billing process, including the way in which entries have to be made, as they have the book of rules and regulations to refer to as needed (Paterson, 1972). "BAND A" AUTOMATIC DECISIONS - Each process is a cycle of operations. The process is decided by the supervisor who then sets up the process or the "how" of the task at hand, This is generally accomplished by a semi -skilled individual who completes the task as outlined, within the constraints of the process. This individual can decide where and when to carry out the operations needed for the task (Paterson, 1972). "BAND 0" DEFINED DECISIONS — "Band 0" decisions are rar&y seen in an organization. These decisions are those involving speed of completion of a task, and are usually left to unskilled, entry level, non- exempt Page 5 of 5 .-I "I m v t0 0 m m 615,228 $1,70 IA 40 (.4 IIA N m U W 0 a v z 0 m U! .Q a FUNDED CAPITAL IMPROVEMENT Project Description: The 7,242 sq. ft. addition to the Sam & Margaret Lee Arts & Science Center includes a large Art classroom with a divider, kiln and art storage room, one dry science lab, two wet science classrooms as well as a collaboration area on the east end of the building. This project also includes an outdoor amphitheater located on the northeast side of the building. This is part of the outdoor leaming master plan. If approved in the 2016-2017 budget the building could be completed for the 2018-201£ school year. EXPENDITURE TYPE Consultant/Engineering Construction Design FF&E IT/Security Contingency Contingency -Exterior only Other (Foundation) Totals Thru Estima FY 14/15 FY 15/ FY 16/1? 50,000 40,000 10,000 500,000 1 1,800,000 1,500,0001 40,000 120,000 ? 40,000 Year Projection 8 i FY 18/19 FY 20/21 Land (Per a+praisal) 00,000 50,000 - 100,000 50,000 20,000 50,000 60,000 Project Total 100,000 3,800,000 200,000 150,000 150,000 130,000 410-33501.00-000-000064 FUNDING TYPE Totals Thru FY 14/15 Estimated FY 15116 PROJECTPUNI 5 Year Pro ection FY 19/20 FY 20/21 Project Total Cash (Lots) Bonds 2016/2017 Contributions (in-kind) 450,000 530,000 950,000 2,600,000 1,930,000 ! 2,600,000 PACT ON OPERATING IMPACT TYPE Totals Thru Estimated FY 14115 FY 15/16 FY 16/17 Services Insurance Repair & Maintenance Rent & Utilities b 5 Year Projection Protect 7118 FY 18/19 , FY 19/20 FY 20/21 Total 5,000 ' 8,000 I 8,000 1,000 I 1,0001 1,000 _._ s ._. 5,000 ; 7,000 8,000 i ALL FUNDED AND PROPOSED CAPITAL PROJECTS FIVE YEAR PROJECTION * new project added or moved from unfunded (under consideration) this year rp NoJ 1 CP64 Fire Station Complex 19,500 100,000 8,400,000 339,852 - $ 8,739,852 $ 8,859,352 Fire Station Complex (Land - $ - $ 1,998,000 2 CP64 1,998,000 Contribution) 3 CP71 Outdoor Learning Space (Academy) 4 CP65 Maintenance & Storage Facility 58,200 44,000 41,200 44,000 102,200 41,200 41,200 5 Sub -Total - Facilities Improvements $ 19,500 $2,156,200 $ 8,444,000 $ 381,052 $ - $ - $ - $ 8,825,052 $11,000,752 6 0.34 Roanoke Road Recon/Drain South 2,900 - - - 453,000 - $ 453,000 $ 455,900 7 CP68 FM 1938/Dove Road Signalization 2,400 10,000 - - - - - - 12,400 8 CP40 Sam School Rd Recon/Drainage - - - 281,960 - - - 281,960 281,960 9 CP41 Dove Rd Recon/Drain (Vaq/TB) - 75,000 691,085 - - - 691,085 766,085 15 CP60 Pearson Lane Recon/Drainage - - - - 404,125 - 404,125 404,125 11 CP53 Trail - Dove/Pearson/Aspen - - - 290,016 - - 290,016 290,016 - - - 983,954 - 983,954 983,954 13 CP52 Trail - Academy to Cemetery - - - 300,949 - 300,949 300,949 12 CP58 Ottinger Road Recon/Drainage 14 Sub -Total - Road/Street/Trail Improvements $ 5,300 $ 85,000 $ 691,085 $ 281,960 $694,141 $ 1,737,903 $ - $ 3,405,089 $ 3,495,389 6 ,',410:44.00WW;-044,5Y,Y,&M- **.:446 16 No current projects 18 19 20 21 23 24 25 ,5447:17=3W4.-4W744(- *gti j - • , „ GRAND TOTAL ALL -PROJECTS - FUNDING ANALYSIS Cash fer44e472"-", 46,4ffi , 44 4- FAITATITy--,eo '1414 aLZ • 80Q; A1,0444-"' 44-416' 508S 1- „ - „04311,5,:-• '1941911115_,C149,1,' M304,,,,mo „4,,,,,,m4,31,44644142 ';$12,2,30;141c Totals Thru FY 14/15 FY 15/16 Estimated FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 FIVE YEAR TOTAL $ 5,300 $ 143,200 $ 735,085 $ 323,160 $ - ,- T4,496,141 PROJECTS COST - $ - $ 1,058,245 $ 1,206,745 Fire Station Complex (Land Contribution) FY 16/17 Fire Station - 30 yr Bonds 1,998,000 1,998,000 19,500 8,500,000 339,852 8,839,852 8,859,352 FY 18/19 Street/Trail - 20 yr Bonds GRAND TOTAL 694,141 1,737,903 2,432,044 2,432,044 $ 24,800 $ 2,141,200 5 9 235 085 5 6634, 012 5 694 141 5 1 737 903 $ - 512,330,141 $ 14,496,141 FUNDED CAPITAL IMPROVEMENT Project Description: This project will provide a fire station, which includes 3-4 bays, sleeping areas for staff members, kitchen/food preparation, storage, multi-purpose space to serve as a community/staff training room and offices for administration. The station is estimated to be approximately 15K to 18K square feet of usable space and would also include the Town's Emergency Operations Center (EOC) with a back-up generator for sustainability. The project includes the acquisition of land by private donation and foundation upgrades; however, it does not include any apparatus or a fire training facility. While construction costs have increased from 8%-12%, this project only includes an increase of 5%. 410-72000-00-000-000064 Totals Thru Estimated EXPENDITURE TYPE FY 14/15 Consultant/Engineering Construction Design FF&E IT/Security Contingency Contingency -Exterior only Other (Foundation) Land (Per appraisal) 5 Year Projection FY 15/16 FY 16/17 FY 17/18 700,000 4,100 5,000,000 317,545 19,500 100,000 232,500 180,500 275,000 1,998,000 212,5001 150,000 1,368,000 300,000 FY 18/19 FY 19/20 Project FY 20/21 Total 704,100 5,317,545 532,500 275,000 212,500 150,000 1,368,000 300,000 4,1 1,998,000 410-33501-00-000-000064 Totals Thru Estimated FUNDING TYPE 5 Year Projection FY 14/15 FY 15/16 FY 16/17 1 FY 17/18 1 FY 18/19 .1 FY 19/20 1 FY 20/21 Project Total Cash (Fund Balance) Bonds 2015/16 CO Contributions (in-kind) IMPACT TYPE Services Insurance Repair & Maintenance Rent & Utilities Debt Service 19,500 - 340,145 - - i 100,000 8,400,000 - 1,998,000 Totals Thru Estimated FY 14/15 FY 15/16 FY 16/17 1 FY 17/18 5 Year Projection 359,645 8,500,000 1,998,000 Project FY 18/19 1 FY 19/20 I FY 20/21 Total - 5,150 5,305 5,464 4,893 i 5,040 i 5,191 _ ( 50,000 20,000 15,000 64,580 66,517 ' 68,513 22 - ! 159,000 ; 422,807 i 422,807 422,807 422,807 APPRAISED VALUES X19. 5 1,025,535,2. amount change AD VALOREM PROPERTY TAX SEVEN YEAR ANALYSIS Fiscal Year 2016/2017 Homestead exemption 20% Over 65 exemption - $10,000 percent change 6. ,209,948,756 $119,056,22 10.91 w €4 t ual FX:_ 4 $26,290,511 2.14% $156,801,087 12.56% NET TAXABLE VALUES 796,988,772 7 sA 969,2 40,295,773 480,285,295 $32,085,263 $31,134,219 8,794 54,254,281 ercen ,037,891,952 $117,703,220 Residential $454,890,952 Commereial $354,362,708 Personal 73,238,159 473,314,72 98,732,749 09,259,502 $494,062,920 $288,880,663 115,051,251 $530,229,036 $288,318,142 $110,305,420 $565,082,645 $313,905,939 $86,780,414 ew Carnmercial .2,905,474 14.557,925 63,612,427 TOTAL TAX REVENUE GENERATED c AVERAGE MARKET VA 54,987 7,679,732 $18,340,000 $28,002,7 $0 720,0 329,98 129,385,5 $54,909,4 45,062 2,054 4 UE PER HOME 1Ft 11 1'2,Atttcxt ., • ;12 $1,359,8971 A 34 ,365,l 4 13/14A? ,416,7 .472,247 ,492,650 4,104 amount change $4,910 $5,447 $51.393 $55,510 $75,913 57 percent change 0.36% 0.40% 3.76%, 3.92% 5.36% 22.54% AD VALOREM TAX PAY ENT ON AVERAGE HO Act E VALUE (w/homestead exemption 45 amount change percent change) TAX RATE DISTRIBUTION General fund Debt Service TOTAL 0.15620 0.00390 0.16010 amount change percent change TAX RATE DISTRIBUTION pY10,11 Ads01 General Fund Debt Service TOTAL 97.56% 2.44% 100% $1,460 -$386J -20.91%( 0.13835 0.01849 0.1 (0.00326) -2.04% % !O 88.21 % 11.79% 100%) 463 $1,51 $4 $46 $50 0.27% 0.14197 0.01487 0. 90.52% 9.48% 00% 3.18% 3.31% 4A 0.13907 0.01777 0. 0.00% 4 1:At 0.13710 0.01924 0.15634 (0.00050) .32 87.69% 12.31% 100% $29 1.87% $6 0.38% ; stlmated 89.21% 10.79% 100% 4.06% 5.94% 100%,