HomeMy WebLinkAbout04-26-2004 - Agenda PacketMEDINA CITY COUNCIL STUDY SESSION
AGENDA
April 26, 2004 7:00 p.m.
501 Evergreen Point Road Medina, WA
A. CALL TO ORDER 7:00 p.m.
B. ROLL CALL (Adam, Blazey, Nunn, Odermat, Phelps, Rudolph, Vail Spinosa)
C. ANNOUNCEMENTS 7:05 p.m.
1. Mayor
2. Council
3. Staff
D. DISCUSSION
1. Compensation Study Report
2. Health Insurance Costs
3. 2005 — 2010 C.I.P./T.I.P.
E. ADJOURNMENT 9:00 P.M.
MEMORANDUM
DATE: 21 April 2004
TO: Council Members
FROM: Mary Odermat
SUBJECT: Please review attached memo and newspaper articles from Paul
Demitriades for your information.
ACTION: While not an agenda item, brief comment regarding Mr.
Demitriades's request will be solicited during the New Business portion of
the April 26"' Study Session.
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CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: April 20, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Compensation Study
RECOMMENDATION: Discussion item only at this time.
POLICY IMPLICATION: The Compensation Study is intended to assist the City Council in
evaluating the existing salary ranges and making policy decisions related to the City's pay philosophy.
BACKGROUND: During the July 2003 meeting, the City Council authorized the City
Manager to retain the services of a consultant to conduct a compensation study. Meith Human Resource
Consulting was recommended by Waldron & Company. Information regarding Meith Human Resource
Consulting is attached. The Classification and Salary Study (attached) was completed in March. Jim Meith
will attend the April 26, 2004 Study Session to discuss the Study with the City Council.
There is no record that the City of Medina has ever conducted a compensation study. In the past, wages
have been established through labor agreements and annual cost of living adjustments with no real
objective analysis. Surprisingly, the Study indicates that most of the existing salaries fall within the
recommended ranges.
The City Council will not be asked to take action or provide direction regarding implementation of the
Study's recommendations during the Study Session.
Ito fdl I/ pp',It; a"? "?I
Meith Human Resources Consulting a cle,jucil to provide Lill1hp. SMICeS in all UPCCB Of 0110.111
Resources Nlanagunictit to an, size organization. IT WS crivarud Or these agencies that wish to oau wnlrcc A Or
par, of their functions and in proxide practical mid affordAN x dutum, tailored to tour orgatim,nion's ulmLjoe
needs.
For small agencies eve can tL inc owl a, tour I lunian Rvy,umc, Wpartritunt _sing you mogul a bile pit A mhn,',
ivia with all of the icnices of an in-house (TLrMVUI. for lager agMUL' we call 11MIL11C sPCCIA projeC!- .1111
imcniR needs.
\tca, of scr%rcu include:
Labor Relations - Strong effecti% c rc prc ;CWAUOH in A arirA, including meW mnow Witman 3 ot:
eollabor,itive ' j and contract and grievance Anin'.1,tra".0il
Classification Studies - Specification design, )ob audit'. 1111111cment-itioll and appcalo'
Recruiting - CusTonamed sourcing S,rateg,1A-s iod eiecnoii nif IlodF
1. Compensation studies - \Iarkel anvilisis, idection of coriparable ,jencicn,
determining external and internal alIgnincl1r.
W Policies and Procedures - FftizCtive lmd PlaLTILA YR)hC% nd Inoindury WATnTent hwcd ou
fedcrat .ind state la;r; sound personnel practice: and corm rniyue need,.
Staff Development — I'vocranis tailored ro vour orgailmatjolls needs including; 'uperviso-i", !tallnllg.
ernpinvoc recognition srr.itLw.e,, AD \' I '\Ci' and performance et ;haring.
Administrative Hearings -- Representatimi in various adirimiLtrativt ocaringincluchng PERC, (-n-,1
SVtVICc, UT1erT1j1.IoVtntnT and arbitrations.
Employee Relations -- Assure that vou; a one\! wnnhnwcs are colpo'ver,:d I,; c11'urc
I)rOCILICIM-1O.
Strategic Planning — Conducts Hinman iZeourcc, audit,. -and T,i,r, tour agLn(i 'NEt In t�"
oil future challenges, as wK as ideran 74wig and ekxYhqqng acuon rims.
Dispute Resolution — Mediation and taCII]Tarion s,I t ices.
Clie,ii,s include \ldcrbrook Golf am! la&! QUIX Brtnicawt Ifou,nq; Whont, ka; of (wntralia, Ur ot
\Itchna, Cnc of \ewcasde, Cnt Of bedside. fStap fount: Kir,ap County 1 lIalth Di,tnt % 1 AL ( u,junan
NIa In tell allce Indian 1111he a1LI the fIA',11 Of ffLuil': I"0111t
F,ich of The him 's principal, has oxvr tv-enn yews of prmn(al "hand, on- cApun, w I,
Jim Meith, IPMA-CP, I, tnpuriencti-I in all Leer of human re,owccn. including a UIU(Ple ismAnaival "i
11111thigement and lahor experience. It(-- has worked or OrLaomation, tallging ITT nl/C lion: 23 Io
ejnplocccs. He has formed and managed fail huolau resource: 1.1bOi [Altl(lils.
Tanning, PolIC', d(kJOprTlC1u,, COMPL11'ation and ixn to 1111 has nc,"'onalcd ItLtl ]I
,oritrsct, including police and fire. - lim lids served as both a mc,ciiinr and athitrator. the Public fliinn jrt
ResourceCertification Council Of the International Pen"nM Afaria,.Icnunr 1noeiauoli has crlitcrn.j upon
I No bar hIgIl"sl de,ignarlOo Of (_'e,uficd Profcsaonal
Michelle Meith has a practical balgiviand that to"r, A aspects Of PION nector. She man wsponsibic for
start-up olicrations tot a c.,t,, of 41Q00 7nduchng human rLsourut ', W1,111CL, rl-k mint cmcnt puldic works,
grant writing, adirlunstrau\-e and cornlilluilservice.. Sh_ has c-"!COSINe expenclice III te-hor rel');Iotl>.
6 1 assiffication and compensation issues and in a rralt,cd nicuiato. has palticiparej in ul, dcvclip nlenl'
llmrticrnctnanon n'd Ongoing operation or I tnolti it tindicivoial \ficrTmIa%t Dispute Resolution program.
Providing Preoical and aliordahk vjhrtion.r
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CLASSWICATIQM STUDY EXECUTIVE SUMMARY
1, Purpose of Study
Position classification can be defined as: the organization of positions or jobs into classes on the
basis of assigned duties, responsibilities, and other requirements made of employees serving in these
positions. Position classification focuses attention on jobs - the work that must be done to accomplish
the mission of the City - not on individual capabilities or performance of the employees doing the
work. While performance factors are certainly important to management, and in some cases have a
temporary effect upon the work being performed by employees, they are not the proper focus of a
classification study.
Deve!oping the ciassification plan included:
Analyzing and documenting the scope. duties, responsibilities, and job -related :qualifications of
positions to be classified;
Grouping those positions into job classes based on the similarities of work performed and
qualifications required;
Writing classification descriptions for each class of positions in order to define those positions
and to serve as a guide in allocating and selecting individual positions to Job classes.
In order to classify positions, the organizational context, the duties and responsibilities required in
those positions, along with the knowledge, skills and other requirements necessary to perform
successfully were documented and defined.
Position classification is not the same as establishing a pay rate. When a job is classified, it is
described on the basis of several established criteria --assigned duties and responsibilities,
supervision received and exercised, and required knowledge and skills -- and then allocated to a
class Within this class, the same title is appropriate for all positions. the duties and responsibilities
are similar (but not identical), the same requirements and tests of fitness apply, and the same salary
range is appropriate. Only after the classification process is completed can the ciass be assigned to
an appropriate salary range.
II. Methodology
The study involved all 21 existing city classifications, both filled and vacant positions. All employees
completed a Position Description Questionnaire (PDQ). In the case of vacant positions, either a
supervisor completed a PDQ or the necessary information was verbally given to the consultant.
There is a definite distinction between a PDQ and a class description. A PDQ is prepared at a work,
site as a response to a request for a study. it lists all the duties that one individual employee may
perform, and may be best viewed as a departmental training tool or job analysis starting point. A c+ass
description can reflect several different positions and thus represents a summary document. A class
description does not list every duty that an individual performs, nor does it imply that every employee
within that class title will perform all of the duties listed. it is best viewed as a summary or
it rforrnaticnal document.
Classification descriptions were also written for the currently vacant classifications of Engineering
Technician, Building Official, Building Inspector, Associate Planner and Administrative Assistant. in
each of these cases the classification descriptions were written based on a general understating of
what their duties, and required 'Knowledge and skills.
lll. Definitions of elements of a Classification Description
he elements of a class description are as follows
General Function — In essence. a "micro" description. It provides a summary of the primary purpose
and responsibilities of the classification. It sets the general boundaries of the class and indicates the
type of supervision received. Refer to the paper entitled "Levels of Supervision"
Representative Essential Duties and Responsibilities — Lists typical duties that are regularly
performed by most positions in the class. These are major and critical duties intended to demonstrate
the level and complexity of the work This list is illustrative and is not intended to be exhaustive or
restrictive.
'The "Other Duties" portion lists duties that may often be performed by employees in the class and
are not considered essential. All descriptions contain the duty:
"Because of the City`s commitment to community service and the well 'being of its members,
each employee may be expected to perform a wide range of office and field duties from time to
time. Such duties may or may not be related to their regular responsibilities."
?-his is meant to cover other types of work that arise in the normal setting of the Job, and is not meant
to expand the basic scope of the class.
Working Conditions — These are representative of what an employee can expect to encounter. They
are helpful in recruitment and assessing any potential effect that persons with disabilities working in
the class may encounter. Refer to the document entitled "VJorking Conditions Section, Riverview".
Knowledge and Skills (Entry Requirements) - These are critical broad areas necessary for entry
into the classification. it is not intended to list every possible knowledge or skill. It is also cumulative,
that is it assumes that the incumbent possesses the knowledge and skills of lower level
classifications.
Minimum Qualifications — These are the necessary prerequisites that an appli;ant can be
reasonably expected to have in order to be successful on the job. They are stated in equivalencies in
recognition of the fact that there are different ways to obtain the necessary knowledge and skills and
to allow flexibility in the selection process. The "Special Requirements" portion lists any licenses,
certificates, etc. that will or may be required. In some cases when they are required rnay be at the
discretion of the City.
Legal and Regulatory Employment Conditions — This section states that the classification
description is not binding on the City and may be changed at its discretion Also includes the Fair
Labor Standards Act (FLSA) designation of employees in the class, appointing authority and
apprcvals.
IV. Recommendations and Conclusion
The study recommendations are detailed on the attached table. In summary, five classifications were
recommended for new titles — Patrol Officer to Police Officer, Records Manager to Police Records &
Information Specialist, Administrative Specialist to Administrative Assistant, Maintenance Worker to
Maintenance Worker I & 11 and Planning Director To Community Development Director.
An organization is a dynamic, changing entity. Therefore, a classification plan must not be adopted
and then forgotten. individual job duties and class responsibilities may be. altered by the
reorganization, addition or deletion of staff, programs or facilities or by changing technologies.
Administrative procedures must be in place to recognize and efficiently adapt to changes in the City's
workforce. A sound classification plan is a vital component in, the City's strategic planning for the
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SALARY STUDY EXECUTIVE SUMMARY
OVERVIEW
The first step in the salary study was to select the comparable cities to be used
Medina has historically included the following seventeen cities:
Arlington Gig Harbor Lake Stevens North Send
Carnation Issaquah Mercer Island Redmond
Clyde Hill Kenmore Mill Creek, Snoqualmie
Duvall Kirkland Newcastle Woodinville
Fife Lake Forest Park Normandy Parr
Medina is unique in that it has a relatively small population in proportion to its
assessed valuation. It also has the issue of collective bargaining. All are con-imon
factors that affect the comparables used. For example, in interest arbitration
arbitrators often select comparables within the labor rnarket based on a range of
50% below to 50% or 100% above a city's population. Management. often will
take the position that a similar type formula be used for assessed valuation.
In arriving at comparables, it is also necessary to be cognizant of the fact that the
City will be competing for quality employees in a labor market that includes very
large cities.
After review. the following thirteen cities were used in the study
Arlington [14.3301
Kenmore [19,200]
Mill Creek [12,260]
Clyde Hill [2,830]
Lake Forest Park [12,750]
Newcastle [8320]
Gig Harbor [6,655]
Lake Stevens [6,910]
Normandy Park (6,345]
Issaquah [15,110]
Mercer Island [21,840]
Snoqualmie [4,785]
Woodinville [9,905]
The number next to the city is their 2003 population. These cities represent a
realistic cross section of jurisdictions in the greater Puget Sound labor market
that Medina will draw from in attracting and retaining quality employees.
As with any survey, it is often not possible to make exact comparisons. Each
jurisdiction has a particular way it structures its classifications. Further,
organizational structure and staffing patterns may vary as well as the philosophy
in delivering services.
Differences in rates of pay can vary considerably between cities. This can be
caused by several factors including pay philosophy; ability to pay, ievei of service
expected, or collective bargaining.
A common consideration and problerm for smaller jurisdictions in a labor market
with larger ones is the retention of quality employees. If the City chooses not to
pay a competitive salary within the larger labor market it risks becoming a
training ground for other cities. This in, turn affects the City's ability to deliver
services to its citizens.
In addition to using the external comparisons in some cases it was necessary to
factor in internal considerations to arrive at the salary range recommendation.
This is generally because the Medina ciassification is sufficiently unique so that
no or too few comparabies are available.
Currently, the City's salary ranges vary from approximately 8 — 18% depending
on the classification. The recommend salary range is based on a consistent 20%
range from minimum to maximum for all classifications.
RECOMMENDATIONS
The attached table reflects the study's salary recommendations.
Salary data was compiled using the median maximum for the comparable cities.
The median is preferred as it represents the midpoint of the data. The median is
the number in the middle of a set of numbers, that is; half the numbers have
values that are greater than the median, and half have values that are less. It is a
better indicator of the central tendency, as it tends to -neutralize" extreme highs
or lows.
The recommended salary range was computed using the survey data to
establish the midpoint of the salary range. The maximum was then established
10% above and the minimum 10% below the midpoint Using the midpoint as the
City's benchmark point with its comparables would lend itself to the
implementation of a merit pay plan.
For example, under such a plan an employee would move to the midpoint of the
range with standard ("Satisfactory"') performance. Increases for "Satisfactory"
performance would not be permitted beyond the midpoint; employees must
achieve "Above Standard" or "Outstanding" in order to move beyond the
midpoint. Movement within the range could be by set steps or based on a pay
for performance formula.
Employees who reach the maximum of their pay range could merit an increase
above the maximum of their range if rated "Exemplary". This increase must then
be re -earned every 12 months with continued "Exemplary" performance,
otherwise the employee's salary reverts to the maximum of the pay range.
In all except four cases, the existing salary falls within the recommended range.
The four (4) exceptions are: Administrative Assistant, City Manager; CommunlLy
Development Director and Information Systems Coordinator. In the first instance
the incumbent's current salary is above the proposed maximum. In the latter
three, the incumbents' salaries are below the minimum proposed salary.
The degree and/or timing of the study's implei7rentation will be determined by a
number of factors including costs, colective bargaining considerations and the
City's policy on "freezing' salaries.
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Arlington
Same
$3,129
Gig Harbor
Finance Tech.
$3,779
Issaquah
Fiscal Specialist 1
$3,810
Kenmore
Same
$3,661
Lake Forest Park
Office Assistant
$3,345
Lake Stevens
Deputy Treasurer
$3,276
Mercer Island
Account Payables Clerk/Customer Service Rep.
$3,532
Mill Creek
Administrative Secretary
$3,366
Newcastle
Same
$3,595
Normandy Park
Same
$3,805
Snoqualmie
Same
$3,071 $3035-2003 rate
Woodinville
Same
$3,512
Average
$3,490
Median
$3,512
Gig Harbor
Same
$4,636
Issaquah
Same
$5.337
Kenmore
Same
$4,897
Lake Forest Park
Same
$4,001
Mercer Island
Same
$4,097
Mill Creek
Same
$5,011
Newcastle
Same
$4,553
Normandy Park
Same
$3,835
Snoqualmie
Senior Planner
$5,065
Woodinville
Same
$4,934
Average
$4,637
Median
$4,767
Arlington
Building Inspector/Plans Examiner
$4,461 greater
Clyde Hill
Same
$4,346
Gig Harbor
Planning/Building Inspector
$4,421 greater
Issaquah
Building Inspector 1
$4,529
Kenmore
Building Inspector/Plans Examiner
$4,624 greater
Lake Forest Park
Same
$4,426
Lake Stevens
Same
$3,992
Mercer Island
Same
$4,778
Mill Creek
Same
$4,297
Newcastle
Same
$4,293
Snoqualmie
Same
$4.110
$4061-2003 rate
Woodinville
Same
$4,314
Average
$4,343
Median
$4,314
Arlington
same
$6,360
Gig Harbor
Fire Marshall/Building Official
$5,856
Issaquah
same
$8,280
Kenmore
Associate Planner
$4,897
Lake Forest Park
same
$5,213
Mercer Island
same
$5,951
Mill Creek
same
$5,222 .5FTE
Newcastle
same
$5,681
Snoqualmie
same
$5,329
Average
$5,865
Median
$5,681
Gig Harbor
same
$5,479
Issaquah
same
$5,604
Kenmore
same
$5,124
Lake Forest Park
same
$4.577
Lake Stevens
City Clerk/Admin. Asst.
$4,939
Mercer Island
same
$4,565
Mill Creek
Executive Asst./City Clerk
$4,512 Ex. Asst to CM
Newcastle
same
$5,279
Normandy Park
same
$3,711
Snoqualmie
same
$5,065
Woodinville
same
$5,958
Average
$4,983
Median
$5,065
Arlington
City Administrator
$10,207
Gig Harbor
City Administrator
$8,733
Issaquah
City Administrator
$10,568
Kenmore
same
$9,397
Lake Forest Park
same
$7,167
Mercer Island
same
$10,012
Mill Creek
same
$7,682
Newcastle
same
$8,895
Normandy Park
same
$8,083
Snoqualmie
City Administrator
$6,585 $6507-2003-under review
Woodinville
same
$9,800
Average
$8,830
Median
$8,895
Arlington
Development Services Mgr
$8,549 greater - utilities & engineering
Gig Harbor
same
$7,110 greater-PW operations
Issaquah
Planning Director
$9,129 does not inc. building
Kenmore
same
$8,055
Lake Forest Park
City Planner
$5,561
Lake Stevens
Planning Director
$5,033
Mercer Island
Development Services Dir.
$8,398
Mill Creek
same
$7,327
Newcastle
same
$7,095
Normandy Park
Planning & Community Dev. Dir.
$5,511
Snoqualmie
Planning Director
$5,905
Woodinville
same
$8,663
Average
$7,068
Median
$7,211
Arlington
Permit Coordinator
$3,965
Gig Harbor
Community Development Asst.
$3,613
Issaquah
Permit Technician
$3,810
Mercer Island
Permit Coordinator
$3,764
Mill Creek
Permit Coordinator
$3,366
Newcastle
Permit Coordinator
$4,046
Normandy Park
Permit Coordinator
$3,463
Woodinville
Permit Technician
$3,512
Average
$3,692
Median
$3,689
Arlington
same
$4,461
Gig Harbor
Associate Engineer
$4,298
Lake Forest Park
City Engineer
$6,244
Lake Stevens
Engineering Tech. 3
$3,865
Mill Creek
same
$4,090
Newcastle
same
$4,830
Average
$4,631
Median
$4,380
I�"
Jn +t�itiY
Arlington
Finance Director
$7,594 greater -city clerk & risk mgr.
Clyde Hill
Finance Manager
$4,609
Gig Harbor
Finance Director
$7,085
also has accountant
Issaquah
Deputy Finance Director
$6,488
Kenmore
Finance Director
$8,055
Lake Forest Park
Accountant
$3,922
Lake Stevens
Finance Dir/Treasurer
$6,130
Mercer Island
Accounting Supervisor
$4,313
supervises two
Mill Creek
Finance Director
$7,327 greater-HR & IT
Newcastle
Fiscal Analyst
$4,830
Normandy Park
Asst. City Manager
$5,511
greater
Snoqualmie
City Treasurer
$5,065
Woodinville
Senior Accountant
$5,254
Average
$5,569
Median
$5,254
Gig Harbor
Information Systems Assistant
$3,898 reports to IS mgr
Issaquah
PC Technician II
$4,529 reports to IS mgr
Lake Forest Park
Information Services Tech.
$4,955
Mercer Island
Computer Tech.
$3,433 reports to IS mgr
Snoqualmie
Systems Network Administrator
$4,342
Average
$4,231
Median
$4,342
Arlington
same
$4,461
Gig Harbor
Director of Operations
$6,186
Kenmore
P W Superintendent
$6,494
Lake Forest Park
PW Supervisor
$4,713
Lake Stevens
PW Crew Leader
$4,361
Mercer Island
Operations Manager
$5.105
Mill Creek
PW Supervisor
$5,759 greater
Newcastle
PW Operations Manager
$4,975
Snoqualmie
PW Crew Chief
$4,263 $4212-2003 rate
Woodinville
same
$5,593
Average
$5,191
Median
$5,040
jo?-
Jr,
Arlington
Sr. Maintenance Worker
$3,965
Clyde Hill
Public Works Crew
$3,545
Gig Harbor
Maintenance Worker
$4,178
Issaquah
PW Maintenance Worker
$4,306 separate parks class
Lake Forest Park
Maintenance Worker
$3,465
Lake Stevens
PW Crew Worker
$3,794
Mercer Island
Maintenance Team Member
$4,201
Mill Creek
Maintenance Worker
$3,712
Newcastle
Maintenance Tech.
$3,927
Normandy Park
Street Worker II
$3,621
Snoqualmie
Maintenance & Utility Worker
$3,682 $3638-2003 rate
Woodinville
Maintenance Worker 11
$4,095
Average
$3,874
Median
$3,861
Arlington
same
$8,549
Clyde Hill
same
$5,729
Gig Harbor
Chief of Police
$7,130
Issaquah
same
$9,585
Lake Forest Park
same
$7,088
Lake Stevens
same
$6,084
Mercer Island
Public Safety Director
$8,305
Mill Creek
same
$7,327
Normandy Park
Director of Public Safety
$6,082
Snoqualmie
same
$6,430
Average
$7,231
Median $7,109
Issaquah Police Officer $5,043 2 year assign., 4% specialty pay
Lake Forest Park Police Officer $4,426
Mercer Island Detective $5,838
Average $5,102
Median $5,043
'- t.,''
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t
Arlington
same
$6,747
Clyde Hill
same
$4,831
Gig Harbor
Police Sergeant
$5,842
Issaquah
same
$6,488 greater -supervises corrections & dispatch.
Lake Forest Park
Police Sergeant
$5,236
Lake Stevens
Police Sergeant
$4,888
Mercer Island
Police Sergeant
$6,520
Mill Creek
Police Sergeant
$5,740
Normandy Park
Police Sergeant
$5,056
Snoqualmie
Police Sergeant
$5 720
ce cen
n $5,7
Arlington
same
$4,251 $4201-2002 salary
Clyde Hill
same
$4,161
Gig Harbor
same
$4,585
Issaquah
same
$5,043
Lake Forest Park
same
$4,426
Lake Stevens
same
$4,273
Mercer Island
same
$5,669
Mill Creek
same
$4,652
Normandy Park
same
$4,397
Snoqualmie
same
$4,941
Arlington
Support Services Tech.
$3,523
Clyde Hill
Police Records Clerk
$3,152
less -no education
Gig Harbor
Police Services Specialist
$3,211
Issaquah
Police Records Specialist
$3,562
less -no education
Lake Forest Park
Police Records Clerk
$3,260
Lake Stevens
Police Records Clerk
$3,031
Mill Creek
Police Records Tech.
$3,207
less -no education
Normandy Park
Records Specialist
$3,202
less -no education
Snoqualmie
Police Records Tech.
$3,510
less -no education
Average
$3,362
Median
$3,211
Rec: $3,693 +15% for Info. Spl.
Arlington
Utilities Manager
$7,594
Clyde Hill
same
$5.291
Issaquah
PW Director - Operations
$9,129 separate eng. Dir.
Lake Forest Park
PW Operations Director
$6,098
Lake Stevens
same
$6,154
Mercer Island
Maintenance Department Dir.
$7,474
Mill Creek
PW Director/City Engineer
$7,327
Newcastle
same
$7,095
Normandy Park
same
$5,511
Snoqualmie
same
$5.905
Woodinville
same
$8.663
an $7,095
�*�y ir('1�Ef3j�
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
%vww. reed i na-wa.gov
MEMORANDUM
DATE: April 20, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Health Insurance Costs
RECOMMENDATION: Discussion item only. No action necessary at this time.
POLICY IMPLICATION: This is a discussion item. Information is provided as a follow-up to
proposed cap on City contribution toward cost of health insurance for employees and dependants.
BACKGROUND: In October 2003, a proposal to cap the City's contribution toward employee
health insurance premiums was presented to the City Council. The City Council discussed a resolution at
the November 10, 2003 meeting, which was revised for consideration at the December 8, 2003 meeting.
At the time, the City Council was advised that adoption of the proposed resolution could result in an unfair
labor practice since benefits are a mandatory collective bargaining issue. As a result, an employer cannot
take a position that says "we will not negotiate" particular wages, hours or terms and conditions of
employment. The advice was supported by Mark Busto, an employment law attorney who was contacted
by Kirk Wines.
Mr. Busto explained that he thought any position taken by the Council, which would force management to
take intransigent position would be a mistake. However, Mr. Busto did suggest that the Council could
communicate that it was a goal in bargaining not to increase the City's contribution toward health
insurance costs. During the January 12, 2004 meeting, the revised draft resolution was discussed once
again, but the Council chose not to adopt the resolution. At that time, the City Council was informed that
an employee committee had been appointed by the City Manager to look at options for reducing the cost
of employee health insurance coverage and would report their findings sometime in March.
The employee committee submitted their report (attached) to the City Manager on March 4, 2004. The
committee found that most cities currently offer a more expensive plan with a higher level of coverage. The
committee acknowledged that their findings would most likely change in the near future and should be
revisited in January 2005.
The findings of the employee committee are useful for determining how the City of Medina compares to
nearby or comparable cities at a given time. The discussions among city managers suggest that during
the next year or two many cities will consider reducing plan benefits and/or increasing employee
participation in cost sharing. Health insurance premium increases of ten to twenty percent cannot continue
to be absorbed completely by the City of Medina. The employees acknowledge this problem and fully
understand that health insurance costs will be a significant issue during the next round of collective
bargaining.
Prior to entering into the next round of collective bargaining, the City Council should discuss and attempt to
reach consensus on a policy regarding compensation and benefits. Examples may include:
1. Highly competitive compensation and benefits — intended to attract and retain exceptional
employees who will provide exceptional services;
2. Competitive compensation and benefits — intended to attract good employees who may have
limited experience and will view the City as a stepping -stone or training ground. Exceptional
service will be difficult, but not impossible, to maintain as a result of continual staff changes.
Average employees will tend to stay long-term and exceptional employees will most likely leave
after three to five years, unless other non -monetary benefits (advancement, leave, flexible hours,
commute, etc.) are available;
I Low compensation and benefits — intended to attract employees who lack experience, training,
education or may be attracted to the City for reasons other than compensation and benefits.
Exceptional employees will most likely leave after obtaining sufficient experience (one to three
years), unless other non -monetary benefits are available and are more attractive than increased
compensation and benefits. Service levels will most likely be very difficult to maintain as a result of
staff turn -over and lack of experience in personnel.
• Page 2
City of Medina
Memo
To: Doug Schulze, City Manager
From: Employee Health Benefits Committee, (Jan Burdue - Randy Reed Co -Chairs, Donna
Goodman, Officer Shannon Gibson, Pat Crickmore)
Date: 3/4/2004
Re: Report regarding Health Insurance
The committee was formed to look at possible options for reducing the cost of employee health
insurance coverage to the city. We researched the option of a different insurance carrier, but found the
rates provided by the Association of Washington Cities Insurance Trust to be the most competitive.
The Public Employee Benefits Board offers comparable insurance coverage, however their premiums
were higher than AWC's.
Our next step was to research and see what other cities are doing, what plans they offer and how the
City of Medina compares. We were disheartened to find that Medina is one of only four cities that do
not provide AWC Plan A, which is a more comprehensive plan than Plan B, or a Preferred Provider
Plan. (Medina and Clyde Hill are Plan B, Lake Forest Park and Mill Creek are on a Preferred Provider
Plan). As can be seen from the attached spreadsheets the majority of the area cities fully fund Plan A
for their employees and dependents. All Plan A cities fully fund the employee portion, the cities that
require the employee to contribute towards their dependent coverage overall provide a higher
contribution towards employee benefits than the City of Medina. Another discovery we made was that
cities that do not fully fund the dependent coverage typically provide an additional benefit not provided
by the City of Medina, such as city match or contribution to deferred compensation, a 401A retirement
plan, or MEBT.
It is the opinion of the committee that in order for the City of Medina to remain competitive in hiring and
retaining qualified personnel our benefit package should be equivalent to the list of cities provided the
committee by the City Manager as well as other eastside cities based on location and communities
served. Although smaller than most nearby cities, Medina employees provide a higher level of service
geared to meet the expectations of our citizens.
We appreciate the opportunity to address these ongoing concerns. The Employee Health Benefits
Committee would like to reevaluate area health care benefit coverage trends in January 2005.
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ITEM D - 3
CITY OF MEDINA
Evergreen Point Road, Medina, WA 98039
(425) 454-9222 www.ci.medina.wa.us
MEMORANDUM
DATE: April 21, 2004
THRU: City Manager
TO: City Council
FROM: Director of Public Works
RE: Proposed 2005 - 2010 Capital Improvement Plan (CIP)
1. Recommendation — The City Council approve the proposed six -year Capital
Improvement Plan (CIP) for the period 2005 — 2010 as proposed.
2. Discussion -
a. The 2005 - 2010 Capital Improvement Plan (CIP) includes the six -year
Transportation Improvement Plan (TIP). The latter is mandated by RCW.
b. The proposed 2005-2010 CIP was created by taking the approved
2004-2009 CIP and making modifications to this document based on updated
information regarding the status/condition of Medina's infrastructure. The
proposed near term projects (next two to three years) are the most critical as
identified by existing conditions, state of repair, environmental issues, and public
input. The out -year projects are programmed based on a best estimate of
projected needs. The CIP proposal is supported by specific site investigation,
engineering analysis, and professional judgment. As additional requirements are
identified and evaluated, adjustments to the CIP will be necessary.
c. As originally proposed in 2003, given the fiscal situation for the City, the
CIP was adjusted to spread out the City's Capital Improvement needs so that the
program in any given year does not exceed $600,000. As shown on the third
page in the attached CIP for 2005-2010, the following is a summary of the
projected budgetary requirements per year:
ITEM D - 3
2005
$588,000
2006
$469,000
2007
$570,000
2008
$550,000
2009
$523,000
2010
$265,000
d. The CIP is divided into five (5) categories as follows: I. Street
Improvement Projects; II. Storm Drainage Projects; III. Sidewalk and Path
Improvement Projects; IV. Miscellaneous Street Projects; and V. Parks
Projects. Categories I. Thru ►V. constitute what is identified as the City's
Transportation Improvement Plan (TIP), while category V. projects are non -TIP
projects. All categories combined constitute the City's Capital Improvement Plan
(CIP). The TIP portion of the CIP must be reported to the State DOT by July of
each year. Additionally, the City shares a copy of the complete CIP with sister
cities as well as with each primary utility which provides service to Medina.
e. A rollup of each category may be found on the first three pages of the
attached CIP. Following the rollup are individual pages for each proposed
project which provides more detail on the proposed project to include project
location and a representative picture(s) of the project or current conditions.
3. Projects by Year — The following is a summary of each proposed project by
year (note that in any given year, the list of proposed projects for that year
typically includes projects from more than one of the five categories):
a. Projects in 2005 -
(1) Ridge Road Pavement Rehabilitation (A Category I. Project -
Streets) — As can be seen from the pictures, Ridge Road is in extremely poor
shape. It is actually the only street we currently have in Medina which is rated a
pavement condition 5 (poor). In observing the surface failure, it appears that
there may be subsurface and/or water problems which will also need to be
addressed. The fact that we see the majority of the failures occurring primarily
on only one half of the road also needs to be investigated. Subsurface
exploration will be conducted in 2004 in order to determine the extent of the
necessary repairs. Additionally, the storm drain system under this section of our
transportation infrastructure will be investigated to determine if any repairs or
upgrades would be appropriate during the conduct of the project.
(2) NE 6t' St. NE Pavement Rehabilitation and Drainage
Improvements (A Category I. Project - Streets) — This project is proposed to
improve the deteriorating surface condition of this small segment of roadway and
to address drainage issues which in part are likely contributing to the observed
failures. This project would be done in conjunction with the Ridge Road
Pavement Rehabilitation project noted above.
ITEM Q - 3
(3) Repair and Line the City's Storm Drain Outflows (A Category 11.
Project — Storm Drains) — The City has 13 locations where storm drain water is
discharged into Lake Washington. The majority of these old concrete pipe lines
predate City incorporation. They also run either across private property lines or
along the interface between two property lines with no established easements.
We have done several camera surveys of these pipes and many are showing
significant signs of disrepair and failure. We recently fixed one of these lines
which runs from 73Id Ave. NE out to the lake. The repairs were accomplished by
doing an in -situ (in -place) pipe lining. This process avoided having to dig up and
replace the existing pipe and gave us at least 40-50 more service life years. This
proposed project will utilize the same in -situ pipe lining technique to repair the
other storm drain outflows.
(4) Fairweather Park and Nature Preserve Stream Rehabilitation
(A Category V. Project - Parks) — This project is a continuation of what we are
doing in 2004. The intent is to continue the progress we are making in
preserving the natural coniferous forest we have in the Preserve.
(5) Medina Beach Park Bulkhead Rehabilitation and General
Improvements (A Category V. Project - Parks) — This is Phase II of the project
started in 2004. As noted in the recent update provided the City Council, it
appears that permitting challenges will force much of the work originally planned
for 2004 into 2005. Therefore, the budgeted amount for 2004 for phase I of this
project will not be fully utilized in 2004, thus the balance has been shifted to the
2005 proposal for phase II.
b. Projects in 2006 -
(1) 77th Ave. NE Pavement Rehabilitation and Drainage
Improvements (A Category I. Project - Streets) — This project is proposed to
improve the deteriorating surface condition of the road surface and to address
drainage issues which in part are likely contributing to the observed failure.
Although the pavement is currently rated condition 4, the existing poor state of
repair could cause the road surface to deteriorate more rapidly.
(2) Dredge Storm Drain Detention Ponds in Medina Park (A
Category 11. Project — Storm Drains) — It is not commonly understood that the two
ponds in Medina Park are actually part of the City's storm drainage system
(drainage zone D-1) and serve a very valuable function for the City as sediment
detention ponds. As such, the ponds significantly contribute to the overall quality
of the storm water the City eventually dumps into Lake Washington. The ponds
have been silting up over the years and need to be dredged. This project will not
only help the water quality problem (part of our responsibility under the National
Pollutant Discharge Elimination System [NPDES] Phase II), but will also help us
reduce the algae buildup in the Park's ponds as well as decrease the associated
odor.
ITEM D - 3
(3) NE 8m St. Sidewalk (A Category III. Project - Sidewalks) — This
proposal is associated with the safety of children in the vicinity of the Medina
Elementary School and is programmed to coincide with the construction of the
new school during school year 2005 — 2006. This is likely to be a controversial
project given some of the feedback recently received from residents who live
along this segment of NE 8th St. The proposal is to construct a nice aesthetically
pleasing sidewalk along the northern side of NE 8th St. from 80th Ave. NE to
Evergreen Point Road (the Medina Store). The north side is selected as it will
compliment the proposed vehicular and pedestrian traffic circulation associated
with the new school.
(4) Viewpoint Park and Community Dock — Dock Upgrade (A
Category V. Project - Parks) — The community dock at Viewpoint Park is failing.
Several of the piles and the substructure are rotting. Without making these
repairs, this dock will most likely have to be closed to the public in a few years.
Additionally, as experienced in the permitting process for making the repairs to
the Lake Lane dock, a "fish -friendly" replacement deck will be required.
c. Projects in 2007 -
(1) North Evergreen Point Road Overlay, Drainage Improvement
and Sidewalk (A Category I. Project - Streets) — This project is being
programmed for 2007 because in 2007 Bellevue Utilities is planning to replace
the entire asphalt concrete water line running under the length of EPR from the
SR 520 overpass to the northern end of the road. When Bellevue does this work,
they will have to tear up and then patch the old concrete slabs which currently
provide the travel way surface. These narrow concrete slabs have been in place
for many years. In fact many of Medina's roads used to be constructed of
identical concrete slabs which have since been overlain with an asphalt concrete
(AC) surface. The current slabs joints make the vehicular travel way rough, and
the additional joints created by Bellevue's water line project when they do the
repair patch work will increase the uneven travel surface. The proposal is to
overlay this surface with AC once Bellevue has completed the replacement of the
water line, slightly widen the road, plus take advantage of the opportunity to
make some much needed improvements to the City's storm drain system along
this road segment. Additionally, to improve pedestrian safety, a sidewalk along
the western side is included in the project. Currently there is no place other than
down the actual narrow travel way for a pedestrian to walk.
(2) Evergreen Point Road Sidewalk Repair (A Category III. Project
- Sidewalks) — This project extends from NE 12th St. to NE 14th St. The segment
of sidewalk along EPR between these two roads is failing. The primary problem
is that there is a steep embankment to the east of the sidewalk and the
embankment is slowly giving way. This project includes installing a retaining wall
in the right-of-way just to the east of the existing sidewalk, reconstructing the
sidewalk to a 5 ft. wide standard, and then placing a new curb and gutter (and
raising a small section of road surface).
4
ITEM D - 3
d. Projects in 2008 -
(1) NE 32"d St. Pavement Rehabilitation (A Category I. Project —
Streets) — This project consists of resurfacing NE 32"d St. and placing a
pedestrian sidewalk along the road on the Fairweather Nature Preserve side. NE
32nd St. is showing considerable signs of subsurface water problems associated
with groundwater from the neighboring Preserve. Additionally, the storm drain
system for this section of roadway is in need of repair. Finally, this section of
roadway has a high pedestrian use and a safe sidewalk, which blends in nicely
with the Preserve, would be a significant improvement.
(2) 781h Place NE Drainage Improvement and Pavement
Rehabilitation A Category I. Project — Streets) — This project consists of
resurfacing 78t Place NE and improving the storm drain system. A pedestrian
sidewalk along this road is also being considered.
e. Projects in 2009 - 2010 - These are primarily Category I. Projects —
Streets - road resurfacing and storm drain repair projects. Most of the road
surface and storm drain systems for these segments of our transportation
infrastructure are showing signs of failure or are simply in poor shape. However,
since they don't have as much traffic volume as other locations in the City, they
are listed as a lower priority on the proposed CIP.
4. CIP Approval and Associated Budget Approval — It is important for the City
Council to keep in mind that much of the preliminary work for next year's projects
takes place in the current year. Therefore, if the Council approves the CIP,
especially the 2005 program, it is important that the Council also provide the
funding in the 2005 budget to accomplish the approved 2005 CIP work.
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