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Home My WebLink Aboutagenda.council.worksession.202106281 AGENDA CITY COUNCIL WORK SESSION June 28, 2021 4:00 PM, City Council Chambers 130 S Galena Street, Aspen WEBEX WebEx www.webex.com Enter Meeting Number: 182 714 5658 Password: 81611 Click “Join Meeting” OR Join by phone Call: 1-408-418-9388 Meeting number (access code): 182 714 5658 I.WORK SESSION I.A.Mental Health Program Updates I.B.Draft Total Compensation Philosophy Statement I.C.Financial Update 1 MEMORANDUM To:Aspen City Council From:Linda Consuegra & Richard Pryor Through:Sara Ott, City Manager Meeting Date:June 28th 2021 RE:Mental Health Program Updates The purpose of this agenda item for the June 28th 2021 work session is to provide an update on the following items: The Mental Health Vital Services Intergovernmental Agreement (IGA) The PACT (Pitkin Area Co-responder) Program Aspen Family Connections Youth Connector Program Request of Council: This work session is intended to update Council on a variety of information related to mental health services currently being provided to the community. A revised Mental Health Vital Services IGA will be presented to Council at a future meeting as an item on the consent calendar for consideration of renewal and approval. No specific action is required today. Background: 1. Mental Health Vital Services IGA In 2017, a Regional (Eagle, Garfield, Pitkin) Public Health Community Health Assessment based on data from the Colorado Department of Public Health and Environment and community meetings identified mental health and substance use (Mental Health) as a top concern. This data, coupled with a gap analysis of the Pitkin County Mental Health Continuum of Care (please see exhibit “A” related to prevention/promotion, intervention, treatment, and recovery/aftercare) and a survey of community partners fed into a two-day strategic planning session. The following Mission and Vision were developed in that session: a. Mission: To change the system of care to rapidly improve access to mental health and substance use programs and services for Pitkin County residents by defining funding methods and applying financial resources to support programs that reflect system of care priorities, provide needed services and demonstrate a commitment to The fun collaboration. b. Vision: Pitkin County will be a thriving, vibrant, healthy, and strong community made up of fulfilled residents who have access to an integrated, effective, and affordable system of mental health and substance abuse treatment services, regardless of their ability to pay. 2 A one-year action plan was developed to determine how to create a Request for Proposals (RFP) process, which would align Mental Health funding with the above mission and vision developed through the Strategic Plan 1.0 process. The four funding agencies, the City of Aspen, Aspen School District, Pitkin County and Aspen Valley Hospital, pooled their dollars and created a “collecting funding for collective impact” model for our Mental Health System, and the RFP was issued in 2018. The strategic planning organizing committee awarded the contract, still in effect today, to a collaborative proposal submitted by Mountain Family Health Centers and Mind Springs Health. The value of the contract was $488,000, with the City of Aspen contributing $70,550 towards the contract. In 2020 Council approved the addition of $33,420 in funding from tobacco tax revenues to increase a school therapist position from 0.6 of an FTE to 1 FTE. This ensured that there are now 2 full time therapists dedicated to the Aspen School District. 2. PACT – Pitkin Area Co-Responder Program In 2017 local police agencies with the assistance of Pitkin County applied for a grant to enable the creation of a “co-responder” mental health program. Approximately $207,778 in funds were awarded in 2018 to create a program which was launched in 2019. The Pitkin County Sheriff’s Office, Snowmass Village and Aspen Police Departments have embedded the PACT program into daily operations successfully. For the last 2 years, 1 therapist and 1 peer support person have provided services four days a week usually responding in person to the scene of an incident to support people in crisis and enable a resolution that avoids an enforcement outcome. The priority is to provide access to a coordinated continuum of care. In 2020 the PACT program through Pitkin County applied for and received “Harm Reduction” grant funding in the amount of approximately $320,000 per year. These dollars have enabled the PACT program to hire a second co-responder therapist to help focus on substance use issues and strategies. These dollars have also been allocated to partially fund a second Human Services Officer (HSO) within the Aspen Police Department. With the addition of these two positions, the PACT program will have coverage every day of the week to include HSO availability. 3. Aspen Family Connections Youth Connector Program In November 2020 Council approved an IGA with the Aspen School District to implement the Aspen Family Connection Prevention Program. (Please see Exhibit “B”.) Beginning in 2018, the City of Aspen has collected a 40% sales tax on non-cigarette tobacco and nicotine products and a $3 (+.10/year) per pack tax on cigarettes. During its first year (2018), the City collected $436,622 from this tax. Ballot language to initiate the tax in 2017 set parameters that the money could only be spent on financing health and human services, tobacco related health issues, and addiction and substance abuse education and mitigation. Staff created a plan wherein these funds would be spent in the coming years on a partnership with the Aspen School District to address identified gaps in community wide services geared towards universal prevention services. This plan came about after numerous local organizations, who are experts and interested in public health topics, identified that there is currently very little work being done directly with youth in the schools and other settings to prevent the use of tobacco and particularly vaping products. This gap in services is especially impactful because vaping products have become a significant health and safety issue for students in the Aspen School District according to recent statewide survey data. Because of 3 this information staff worked with the Aspen School District and other key stakeholders to find ways to enhance programs that will address substance use and mental health with a focus on prevention and use the tax funds to be as impactful as possible in the community Prior to creating the spending plan, staff worked with interested parties including the Aspen School District, Pitkin County, Aspen Youth Center, Buddy Program, Kids First and others to better understand the needs in the community around tobacco and substance use as well as mental health. During these planning sessions it was clear that the two key themes that should be a priority in the Aspen community were: A focus on youth programming in the schools and community An emphasis on prevention It was the City of Aspen’s intent not to initiate any new programs within the organization with the funds collected from the local tobacco tax but rather to use the new money to enhance existing programs to be able to make a greater impact on the areas specified in the ballot language. After working with numerous stakeholders, the City identified the Aspen School District as the best existing partner to conduct this work/ use these funds. Due to their extensive opportunities for contact with youth and their families, the City has focused conversations with the Aspen School District about the funding and asked them to put together a plan for how to create maximum impact for youth nicotine and substance use and mental health. Please also see Exhibit “C” – At Risk Youth Provision and Continuum of Support. Services provided: Community Mental Health: Includes 1 rapid response mobile team member providing intensive community-based outpatient treatment focused on high-risk individuals; 1 case manager Integrated Care Program: Includes 2 behavioral health specialists working out of the Mountain Family (MFHC) clinic in Basalt; 2 patient care coordinators working out of MFHC in Basalt; and tele psych services. School Based Therapists: Includes 2 therapists with the Aspen School District providing on site student and family therapy, working with multidisciplinary teams such as Aspen Family Connections, and available to all 3 schools. PACT (Pitkin Area Co-Responder) Program: Includes 2 therapists providing on scene response services with a police officer(s); 1 peer support specialist providing follow up connection to services with individuals; 1 case manager coordinating follow up with PACT clients; 2 APD Human Services Officers dedicated to the program for initial response and assistance with ongoing client management. Aspen Family Connections Youth Connector Program: Includes a Youth teen connector to address absenteeism, poor community engagement, favorable attitudes to tobacco and other substance use, & lack of supervision; up to two early childhood connectors to promote resiliency support systems, mental health, social connections, access to resources and access to childcare. 4 Plan updates: 1. Mental Health Vital Services Contract a. Addition of the Analyst position - The steering committee approved the allocation of unspent funds to add a data analyst position specifically with the goals of improving program data analysis and also of supporting the next phase of program strategic planning. In 2019, staff and a consultant conducted an initial outreach effort to begin to define a “Community Driven Vision for Mental Health Services.” This effort led to the development of the 2020 MHSP Interim Executive Summary (please see exhibit “D”.) With the focus of Pitkin County Public Health during 2020 on COVID response, strategic planning efforts have remained static. The Analyst has been brought on board and is re-engaging partners in the planning process. Covid may have altered the perspective of many with relation to mental health services and visioning and so further community outreach may be appropriate in considering visioning for the program. b. All clinicians will be trained and certified in CAMS (Collaborative Assessment and Management of Suicidality) an evidenced-based treatment model identified in our Zero Suicide Treatment Protocol c. Clinicians will also be trained in Emergency Services and Motivational Interviewing d. Due to the high rates of substance use disorders within our high-risk clients we have hired a clinician with an SUD certification to lead treatment in that area. e. School Based Therapist will be participating in summer programs to keep high risk families engaged. School-based clinicians have been trained and certified in Trauma Focused Cognitive Behavioral therapy as well as intensive family therapy. 2. PACT (Pitkin Area Co-responder) Program a. Improving data collection and dissemination is being spearheaded by OMNI to coalesce multiple data sets to improve transparency regarding the successes of the program. b. Crisis Intervention class to be held in June for officers and support staff currently untrained. (Over 95% of all police staff are trained). This class provides 5 days of intensive education and role play around various mental health conditions so as to enable staff to respond with a deescalating and problem-solving approach. c. Increased collaboration with APCHA and Snowmass Housing to proactively address individuals in the workforce undergoing housing crisis. d. Development of a work plan to address harm reduction outcomes e. Address financial sustainability. 3. Aspen Family Connections Youth Connector Program a. Aspen Family Connections Director Katherine Sand will be available at the work session to update Council and answer questions. 5 Financial Update: 1. Mental Health Vital Services Contract Covid has delayed work on the renewed 2021 IGA for mental health services. Council will likely see the IGA on the consent calendar in the next two months. The City of Aspen funding commitment for 2021 remains the same as for 2020 at $107,550. This includes $33,420 from tobacco tax revenues to fund 0.4 of an FTE for the school therapist position. 2. PACT (Pitkin Area Co-responder) Program There is no current City of Aspen funding required for the support of the PACT program. The long-term financial stability of PACT funding is unknown. Should grant funding expire or go unrenewed, the police department may present a business case for funding the program. The City of Aspen does fund 1.5 Human Service Officers FTE’s in the police department budget. 3. Aspen Family Connections Youth Connector Program The City had a 2018 tobacco tax fund balance of $436,662, and a 2019 balance of $402,986. The balance for 2020 is currently being audited by the finance department. These funds need to be used for financing health and human services, tobacco related health issues, and addiction and substance abuse education and mitigation per voter approval. The overall cost for this program is up to $250,000 per year. These expenditures are a general fund expense and are disbursed monthly to Aspen Family Connections. No payments have been made under the agreement to date. Exhibit List A. Pitkin County Continuum of Care B. Aspen School District/Aspen Family Connection Prevention Program C. Pitkin County Continuum of Support, Resource Sharing and Collaborative Work for At- Risk Youth and Families D. 2019 Draft Pitkin County Mental Health Strategic Planning Interim Report E. Mental Health Program Outcomes presentation. 6 Pitkin County Mental Health and Substance Use Continuum of Care This document describes the interactions between prevention, intervention, treatment and aftercare for a range of mental health and substance use programs and services. Information in this document dates to May 2018. It is currently being updated by Pitkin County. 7 Prevention Intervention Treatment Aftercare PROMOTION and PREVENTION INTERVENTION TREATMENT & ON-GOING SERVICES AFTERCARE ∙Information and Referral: Provides information to the consumer; Directory listings, Sources for people to understand how and where to get help ∙Campaigns: Promotion of mental health awareness, stigma reduction and alliance among the community and agencies ∙Training & Education: Education about mental health and substance use ∙Screenings and Early Identification: Tools to identify mental health and substance use ∙Financial Resources: Sources of financial funding and grants to support services ∙Protective Factor Promotion: Programs that strengthen individuals increase emotional resilience to promote self-esteem, and life and coping skills such as communicating and negotiating, relationship and parenting skills ∙Promotion of Healthy Conditions: Creating social and environmental conditions which promote health ∙Detox: Detox unit ∙Behavioral Health Evaluation & Testing: Evaluations and testing for intellectual functioning, ADHD, Learning disabilities ∙Crisis Services: 24/7 on call crisis team ∙Assessment and Referral: Identify needs and refer to appropriate resource ∙Employee Assistance Programs (EAP): Employee programs ∙Legal Resources: Sources of legal support and assistance ∙Medical Resources: Integrated behavioral health in hospitals, primary, etc. ∙School Resources: Integrated mental health support co-located in schools ∙Court Support: Including jail based behavioral health services, court liason and case management 1.INPATIENT Psychiatric hospitalization, rehabilitation programs, jail. 2.OUTPATIENT Services supporting mental health and substance use disorder outside of hospitalization: ∙Counseling Services: Licensed psychotherapists, psychologists, school counselors ∙Medication Management: Psychiatrists, nurse practitioners provide and oversee medication services ∙Intensive Outpatient: Services between hospitalization and stabilization for pre/post crisis include partial programming, acute programming ∙Integrated Care/Care Coordination: Includes primary/hospital and behavioral healthcare integration. It involves bringing together various providers and information systems to coordinate health services, patient needs, and information to help better achieve the goals of treatment and care ∙Coaching: Business & personal coaching ∙Peer Counseling: Individuals trained to support others suffering from mental illness or addiction through education, one-to-one counseling, or self help groups ∙Access to Care: Increase number of providers, culturally informed services, capacity of mental health hospitals and detox; financial support ∙Support Groups/ Peer and Community Support ∙support mental health or drug and alcohol services ∙Case Management: Advocacy, communication, and resource management supporting continued stabilization and quality care ∙Stabilization Services: Community and supplementary programs and services for continued stabilization and quality care of consumer Range of Mental Health and Substance Use Programs and Services Definitions 8 Prevention Intervention Treatment Aftercare PROMOTION and PREVENTION INTERVENTION TREATMENT & ON-GOING SERVICES AFTERCARE ∙Information and Referral: Provides information to the consumer; Directory listings, Sources for people to understand how and where to get help ∙Campaigns: Promotion of mental health awareness, stigma reduction and alliance among the community and agencies ∙Training & Education: Mental health and substance use awareness education and training, Mental Health First Aid ∙Screenings and Early Identification: Tools to identify mental health and substance use ∙Financial Resources: Sources of financial funding and grants to support services ∙Protective Factor Promotion: Programs that strengthen individuals increase emotional resilience to promote self-esteem, and life and coping skills such as communicating and negotiating, relationship and parenting skills ∙Promotion of Healthy Conditions: Creating social and environmental conditions which promote health ∙Detox: Detox unit ∙Behavioral Health Evaluation & Testing: Evaluations and testing for intellectual functioning, ADHD, Learning disabilities ∙Crisis Services: 24/7 on call crisis team ∙Mobile Services: Co-responder and Rapid Response ∙Assessment and Referral: Identify needs and refer to appropriate resource ∙Employee Assistance Programs (EAP): Employee programs ∙Legal Resources: Sources of legal support and assistance ∙Medical Resources: Integrated behavioral health in hospitals, primary, etc. ∙School Resources: Integrated mental health support co-located in schools ∙Court Support: Including jail based behavioral health services, court liason and case management 1.INPATIENT Psychiatric hospitalization, rehabilitation programs 2.OUTPATIENT Services supporting mental health and substance use disorder outside of hospitalization: ∙Counseling Services: Licensed psychotherapists, psychologists, school counselors ∙Medication Management: Psychiatrists, nurse practitioners provide and oversee medication services ∙Intensive Outpatient: Services between hospitalization and stabilization for pre/post crisis include partial programming, acute programming ∙Integrated Care/Care Coordination:Includes primary and behavioral healthcare integration. It involves bringing together various providers and information systems to coordinate health services, patient needs, and information to help better achieve the goals of treatment and care ∙Coaching: Business & personal coaching ∙Peer Counseling: Individuals trained to support others suffering from mental illness or addiction through education, one-to-one counseling, or self help groups ∙Access to Care: Increase number of providers accepting Medicaid and Medicare, Increase number of providers, culturally informed services, capacity of mental health and detox facilities; and financial support ∙Support Groups/ Peer and Community Support ∙support mental health and substance use disorders ∙Case Management: Advocacy, communication, and resource management supporting continued stabilization and quality care ∙Stabilization Services: Community and supplementary programs and services for continued stabilization and quality care of consumer ∙Critical incident Events: Immediate triage and support during an incident, Grief Support Range of Mental Health and Substance Use Programs and Services With Gaps in Red 9 Prevention Intervention Treatment Aftercare PREVENTION & EDUCATION INTERVENTION TREATMENT & ON-GOING SERVICES AFTERCARE ∙Information and Referral-A Way Out; Hope Center; NAMI; TRIAD; Aspen Strong; Mind Springs Health; Pediatricians; DHS; Aspen Family Connections AFC; Sheriff; WMRHA; Public Health ∙Campaigns - A Way Out; Hope Center; NAMI; TRIAD; Mind Springs Health; Whole Health; Public Health; DHS; WMRHA; Aspen Strong; Sheriff; Physicians ∙Training & Education - A Way Out; Hope Center; NAMI; TRIAD; Mind Springs Health; Aspen Strong; AFC; DHS; Physicians ∙Screenings - Hope Center; TRIAD; Aspen Strong; Mind Springs Health, Mt. Family Health Center; Physicians; DHS; WMRHA; schools; A Way Out ∙Financial Resources - Aspen Community Foundation; A Way Out; Hope Center; TRIAD; Aspen Strong; Mind Springs Health; AFC; School district grants; DHS; WMRHA; Sheriff ∙Protective Factor Promotion - Aspen Strong; Sheriff; Physicians; Hope Center;A Way Out; AFC; Schools: Mind Springs Health ∙Promotion of Healthy Conditions - Aspen Strong; Physicians, Hope Center; AFC, Public Health; Mind Springs Health, A Way Out. ∙Coordination - Aspen Strong, WMRHA, AFS, AFC, Public Health, IOG/CMP, DHS ∙Distribution Partners - Kids First; FVP; MFHC; VHA; AVH; TRIAD; RFSD; CMP; Buddy Program; AYC ∙ Social Detox Recovery Resources ∙ Behavioral Health Evaluation & Testing TRIAD; Mind Springs Health (Aspen & GWS) ∙Crisis Services Hope Center; Mind Springs Health (Aspen & GWS) ∙Assessment and Referral Hope Center; TRIAD; Mind Springs Health (Aspen & GWS); Whole Health ∙Employee Assistance Programs (EAP) - Hope Center; TRIAD; Mind Springs Health ASPEN ∙Legal Resources - TRIAD, Alpine Legal Services ∙Medical Resources: MFHC, AVH, Local PCP (Dr. Kotz) ∙School Resources: Mind Springs, Hope Center, Community that Cares ∙Court Support: Mind Springs, Co-Responder/Public Health 1.INPATIENT •Hospitalization West Springs Hospital; Transitions/Stabilization Unit •Rehabilitation •Jail Based Services Mind Springs Health, Co-Responder/Public Health 2. OUTPATIENT •Counseling Services Hope Center; TRIAD; Mind Springs Health (Aspen & GWS), Mt. Family Health Center •Medication Management Hope Center; Mind Springs Health (Aspen & GWS) •Intensive Outpatient Hope Center; Mind Springs Health (Aspen) •Coaching Hope Center; TRIAD •Peer Counseling Hope Center; NAMI; Mind Springs Health (Aspen & GWS) ∙Support Groups Hope Center; NAMI; Mind Springs Health (Aspen & GWS) ∙Case Management Hope Center; TRIAD; Mind Springs Health (Aspen & GWS); Mt. Family Health Centers, RAE Care Navigators ∙Stabilization Services Hope Center; Mind Springs Health (GWS), Co-Responder/Public Health Pitkin County- Mental Health Programs and Services for Adults 10 Prevention Intervention Treatment Aftercare PROMOTION and PREVENTION INTERVENTION TREATMENT & ON-GOING SERVICES AFTERCARE ∙Information and Referral - A Way Out; Aspen Hope Center; TRIAD EAP; Aspen Strong Foundation; Mind Springs Health; West Springs Hospital ∙Campaigns - A Way Out; Whole Health ∙Training & Education - A Way Out; Aspen Hope Center; TRIAD EAP; Mind Springs Health ∙Screenings – A Way Out; Aspen Hope Center; TRIAD; Aspen Strong; Mind Springs Health; West Springs Hospital ∙Financial Resources - Aspen Community Foundation; A Way Out; TRIAD; Aspen Strong; Mind Springs Health; West Springs Hospital ∙Detox Mind Springs Health ∙Behavioral Health Evaluation & Testing A Way Out; TRIAD; West Springs Hospital ∙Crisis Services A Way Out; Mind Springs Health; West Springs Hospital ∙Assessment and Referral A Way Out; Hope Center; TRIAD; Mind Springs Health; West Springs Hospital; Whole Health ∙Employee Assistance Programs (EAP) - TRIAD EAP; Mind Springs Health ∙Legal Resources - N/A ∙Medical Resources: MFHC, AVH ∙School Resources: Mind Springs, Hope Center, Community that Cares ∙Court Support: Mind Springs, Co-Responder/Public Health 1.INPATIENT •Hospitalization West Springs Hospital; Transitions/Stabilization Unit •Rehabilitation •Jail Based Services Mind Springs, AA, Co-Responder/Public Health 2. OUTPATIENT •Counseling Services A Way Out; TRIAD; Mind Springs Health, Mt. Family Health Center •Medication Management A Way Out; Mind Springs Health; West Springs Hospital •Intensive Outpatient Hope Center •Coaching •Peer Counseling A Way Out; Mind Springs Health; West Springs Hospital ∙Support Groups Mind Springs Health; West Springs Hospital ∙Case Management A Way Out; TRIAD; Mind Springs Health; West Springs Hospital ∙Stabilization Services A Way Out; Mind Springs Health; West Springs Hospital GWS) Pitkin County- Substance Use Programs and Services for Adults 11 Agency Name Phone Number Website A Way Out 970-429-8605 www.awayout.org Aspen Community Foundation 970-925-9300 www.aspencommunityfoundation.org Aspen Hope Center 970-925-5858 www.aspenhopecenter.org Aspen Strong www.aspenstrong.org Mind Springs Health-Aspen 970-920-5555 888-207-4004 (crisis) www.mindspringshealth.org/treatment/locations/aspen Mind Springs Health –Glenwood 970-945-2583 888-207-4004 (crisis) http://www.mindspringshealth.org/treatment/l ocations/glenwood-springs Mt. Family Health Centers 970-945-2840 https://www.mountainfamily.org/our-clinics/ba salt-co/ https://www.mountainfamily.org/our-clinics/gle nwood-springs-co/ NAMI-Roaring Fork Valley 970-618-7770 http://www.nami.org/Local-NAMI/Details?state=CO&local=c bb37750-b2dc-4577-98e1-a7134f572ff3 Recovery Resources 970-379-0955 FB: Recovery Resources; email recoveryresourcesllc@gmail.com Triad- EAP 970-242-9536 877-679-1100 (Toll Free) www.triadeap.com West Springs Hospital 970-384-3035 888-207-4004 (crisis) http://www.mindspringshealth.org/treatment/west-springs- hospital Whole Health 970-683-7078 http://www.mindspringshealth.org/professional-resources/ whole-heath-llc Pitkin County Mental Health and Substance Use Primary Contacts for Adult Services 12 Prevention Intervention Treatment Aftercare PROMOTION and PREVENTION INTERVENTION TREATMENT & ON-GOING SERVICES AFTERCARE ∙Information and Referral: Aspen School District; Aspen Youth Center; Family Resource Center, Roaring Fork School Health, Kids First, Youth Zone, Aspen Strong, Physicians, Aspen Family Connections (AFC), Public Health, DHS Child Welfare, Aspen Hope Center ∙Campaigns: Public Health, AFC, Mind Springs Health, Aspen Hope Center ∙Training and Education: Aspen School District, Roaring Fork School Health, Hope Center, AFC, Public Health, Mind Springs Health, DHS ∙Screenings: Kids First, Roaring Fork School Health, Youth Zone, Physicians, Mind Springs, Hope Center, Aspen Strong, DHS, MFHC ∙Financial Resources: AFC, Youth Zone, ACF, IOG ∙Protective Factor Promotion: Aspen Youth Center- mentoring; The Buddy Program- mentoring, AFC parent workshops; Kids First- parent trainings;YouthZone- mentoring; Communities that Care; Schools, Physicians, IOG, DHS ∙Promotion of Healthy Conditions - City of Aspen and Pitkin County, ARC, ASD, Law Enforcement, Public Health, Valley Marijuana Council ∙Detox: serves 14-18, no adult admission while youth are served ∙Behavioral Health Evaluation & Testing: Mind Springs Health- SU evaluations for DUI & MIP; detox ∙Crisis Services: Aspen Hope Center ∙Assessment and Referral: Aspen Hope Center; Aspen School District- referral to counselors; Roaring Fork School Health Center-referral to counselors;The Buddy Program; Family Resource Center- funding & case management to help Basalt students access intervention; Valley Partnership for Drug Prevention; YouthZone- crisis assessment & assistance ∙Employee Assistance Programs (EAP) - N/A ∙Legal Resources: YouthZone- home detention, pre-trial supervision ·INPATIENT •Hospitalization West Springs Hospital; Transitions/Stabilization Unit •Rehabilitation NA 2. OUTPATIENT •Counseling Services A Way Out; TRIAD; Mind Springs Health; The Buddy Program; YouthZone •Medication Management A Way Out; Mind Springs Health; West Springs Hospital •Intensive Outpatient Aspen Hope Center- crisis stabilization treatment •Coaching: N/A •Peer Counseling A Way Out; Mind Springs Health; West Springs Hospital; Basalt High School- Transitional Leadership Class; Roaring Fork School Health Center- assistance with creating support groups in school •Care Coordination: Family Resource Center, YouthZone •Access to Care: Family Resource Center- funding ∙Support Groups Hope Center; NAMI; Mind Springs Health (Aspen & GWS); The Buddy Program; Roaring Fork School Health Center; Youth Zone ∙Case Management Hope Center; TRIAD; Mind Springs Health (Aspen & GWS); Mt. Family Health Centers; The Buddy Program; Family Resource Center ; YouthZone ∙Stabilization Services Hope Center; Mind Springs Health (GWS) Pitkin County- Mental Health & Substance Use Programs and Services for Youth 13 Agency Name Phone Number Website Aspen Hope Center 970-925-5858 (crisis)www.aspenhopecenter.org Aspen School District 970-925-3760 http://www.aspenk12.net Aspen Youth Center 970-544-4130 http://www.aspenyouthcenter.org/ Basalt High School 970-384-5959 http://bhs.rfsd.k12.co.us/ The Buddy Program 970-920-2130 http://www.buddyprogram.org/ Family Resource Center 970-384-5694 http://frc.rfsd.k12.co.us/ Kids First 970-920-5363 http://www.aspenpitkin.com/Departments/Kids-Fir st Mind Springs Health-Aspen 970-920-5555 888-207-4004 (crisis) www.mindspringshealth.org/treatment/locations/a spen Mind Springs Health –Glenwood 970-945-2583 888-207-4004 (crisis) http://www.mindspringshealth.org/treatment/loca tions/glenwood-springs Mt. Family Health Centers 970-945-2840 https://www.mountainfamily.org/our-clinics/basalt-co/ https://www.mountainfamily.org/our-clinics/glenwood-spring s-co/ Roaring Fork School Health Center 970-384-6054 http://bhs.rfsd.k12.co.us/counseling/roaring-fork-s chool-health-centers.html YouthZone 970-920-5702 http://www.youthzone.com/ Pitkin County Mental Health and Substance Use Primary Contacts for Youth Services 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 PITKIN COUNTY CONTINUUM OF SUPPORT, RESOURCE-SHARING AND COLLABORATIVE WORK FOR AT-RISK YOUTH AND FAMILIES UNIVERSAL PREVENTION SERVICES, RESOURCES AND ACTIVITIES •School-based supports, social/emotional curriculums, counseling, school-based health center and substance abuse prevention activity •Community based programs provided by partner organizations such as The Buddy Program, Response, Aspen Youth Center, Aspen Recreation Department, and many others •Family/parenting prevention/support programs including AFC's program of parenting education and support, KidsFirst programs, Family Visitor support for new families etc. ASPEN FAMILY CONNECTIONS (AFC) AND FAMILY RESOURCE CENTER OF RFSD CMP Services for referred families •Family meetings and Individualized Service and Support teams •Case management •Colorado Community Response (CCR) •Connection/referral to a wide range of community resources and providers focused on youth and needs and goals, funding support DEPARTMENT OF HUMAN SERVICES Services for referred families: •Case management •PA3 Prevention •Core Services providing funding and referral to providers •CMP Family Engagement Meetings (individualized service and support teams for families. •Economic Services •Therapeutic, parenting support, life skills and substance services JUVENILE JUSTICE/YOUTHZONE Services for referred families •Diversion/deferred sentencing •SB 94 Services and Assessment Meetings (SAMS) for which delinquent youth are screened in as eligible. Standing team meets monthly or as needed •Case Management and SB94 funding support COLLABORATIVE MANAGEMENT PROGRAM (CMP) MULTI-AGENCY FAMILY MEETINGS AND PROGRAMS OVERSEEN BY THE PITKIN COUNTY INTER-AGENCY OVERSIGHT GROUP (IOG) REFERRAL PATHWAY Child Welfare referral: 1-844-264-5437 Prevention referral: (970)-429-6122 MORE INTENSIVE SCHOOL-BASED INTERVENTION AND SERVICES •Wide range of Special Education support services •Programs and groups to support at-risk children, prevent truancy, provide academic support, substance abuse counseling etc. •Referrals for mental health concerns to school-based counselors and therapists and outside providers REFERRAL PATHWAY AFC: (970) 205 7025 and via schools/partners/community REFERRAL PATHWAY Via law enforcement/judicial process 33 PITKIN COUNTY IOG PARTNERS IN THE COLLABORATIVE MANAGEMENT PROGRAM (CMP) •Pitkin County Department of Health and Human Services •9th Judicial District •9th Judicial District Department of Probation •Colorado Department of Youth Services •Aspen School District •Roaring Fork School District •Pitkin County Department of Public Health •Mind Springs Health •RESPONSE •The Buddy Program •Kids First •YouthZone •S.B.94 •Mountain Family Health Centers •Aspen Police Department GLOSSARY OF KEY TERMS CMP: The Collaborative Management Program is a State-funded, collective community approach to serving children/youth with complex needs through a tailored integrated approach and with child, youth and family engagement in planning, services and solutions. SB 94: is a statewide grant initiative that provides alternatives to detention for youth, ages 10 to 17, involved in the juvenile ju stice system PA3: Program Area 3 allows the Department of Human Services to provide preventative services to prevent abuse/neglect or alleviate the need for involvement/further involvement in the Child Welfare system. IOG: Interagency Oversight Group consists of all the agency partners (listed above) that oversee the CMP P rogram. 34 35 DRAFT 2019 Pitkin County Mental Health Strategic Planning Interim Report February 2020 EXECUTIVE SUMMARY The First Phase of Mental Health Strategic Planning (Strategic Planning 1.0) In 2017, a Regional (Eagle, Garfield, Pitkin) Public Health Community Health Assessment based on data from the Colorado Department of Public Health and Environment and community meetings identified mental health and substance use (Mental Health) as a top concern. This data, coupled with a gap analysis of the Pitkin County Mental Health Continuum of Care (prevention/promotion, intervention, treatment, and recovery/aftercare) and a survey of community partners fed into a two day strategic planning session. The following mission and vision statements were developed during this session: Aligning Mental Health Funding with Community Priorities A one-year action plan was developed to determine how to create a Request for Proposals (RFP) process, which would align Mental Health funding with the above mission and vision developed through the Strategic Plan 1.0 process. Four funding agencies (City of Aspen, Aspen School District, Pitkin County and Aspen Valley Hospital) pooled their dollars and created a “collecting funding for collective impact” model for our Mental Health System, and the RFP was issued in 2018. The strategic planning organizing committee awarded the contract, still in effect today, to a collaborative proposal submitted by Mountain Family Health Centers and Mind Springs Health. Building a Community-Driven Vision for Mental Health (Strategic Planning 2.0) In 2019, the strategic planning organizing committee allocated funding to enter into Mental Health Strategic Planning 2.0. It was recognized by the committee that although progress had been made through the collective funding model, there was still work to be done in engaging the community in a Mental Health vision and identifying priority goals and strategies to achieve this vision. Another RFP was issued, and Desired Outcomes Inc. was selected to facilitate a series of community engagement sessions to capture a variety of voices to inform the Mental Health Strategic and Action Plan 2.0. Approximately 300 people, from general community members to specific mental health stakeholders, participated through the following ways over this six-month process. Activity Number of Participants One-to-One Interviews (30-90 minutes each)9 Online Survey Respondents Who Lived, Worked, or Went to School in Pitkin County 171 (88.1%) Two Meetings with mental Health Providers >20 Spanish Language Community Meeting 11 English Language Community Meeting 38 Three Steering Committee Meetings 23 Mission: To change the system of care to rapidly improve access to mental health and substance use programs and services for Pitkin County residents by defining funding methods and applying financial resources to support programs that reflect system of care priorities, provide needed services and demonstrate a commitment to collaboration. Vision: Pitkin County will be a thriving, vibrant, healthy, and strong community made up of fulfilled residents who have access to an integrated, effective, and affordable system of mental health and substance abuse treatment services, regardless of their ability to pay. 36 Provider Goals Promotion/Prevention ◆Increase youth-focused prevention, identifying concerns earlier in childhood ◆Increase the number of early childhood educators and others who work with children and youth who are educated and trained on trauma informed care Intervention/Treatment ◆Increase resources for children with home based services, with the goal of keeping children in their homes Next Steps Community Goals Promotion/Prevention ◆Increase community resilience ◆Change social norms on substance use (including alcohol) ◆Decrease stigma around mental health Intervention/Treatment ◆Decrease cost of mental health services for people without health insurance coverage ◆Increase the number of people who within their first call to a mental health provider are receiving timely and appropriate care ◆Decrease suicide rates ◆Create a crisis care and stabilization unit Aftercare/Recovery ◆Increase services that keep people feeling that they are not alone and that support people with ongoing mental health and substance use challenges ◆Increase the number of people who have the knowledge and skills to act as natural and peer support ◆Increase home-based services to help educate families and offer tools to help a person/family in recovery in their home 1. Review a Funding Proposal for a Mental Health Systems Analyst Position 2. Completion of the Mental Health Strategic Plan 2.0 • Asset Mapping • Third Provider Meeting • Draft and Finalization of Goals, Strategies, and Outcomes and Final Report 3. Completion of the Mental Health Action Plan 2.0 • Finalize Indicators • Final Action Plan: Goals, Indicators, Strategies, Outcomes 4. Implement and Coordinate the Mental Health Action Plan 2.0 Root Causes ◆Lack of access to health services ◆Co-occurring Mental Health disorders ◆Experience with general “big” trauma (e.g., immigration experiences, abuse, Adverse Childhood Experiences) ◆Accumulation of “smaller” traumas (e.g., chronic stress, chronic poverty, day to day persistent factors) ◆Social isolation To date, root causes of Mental Health concerns; and goals from community member and specific Mental Health provider meetings have been determined. These goals have not been selected or prioritized by the strategic planning committee and are not listed in any particular order. 37 1.38 2.39 4.40 5.41 7.42 9.43 12.44 13.45 14.46 16.47 18.48 20.49 23.50 24.51 27.52 28.53 30.54 32.55 34.56 37.57 38.58 39.59 41.60 42.61 44.62 46.63 49.64 51.65 54.66 57.67 59.68 1 MEMORANDUM TO: Aspen City Council FROM: Jessica Roberts, Compensation and Benefits Manager Courtney DeVito, Human Resource Director THROUGH: Alissa Farrell, Administrative Services Director Sara Ott, City Manager MEMO DATE: June 25, 2021 MEETING DATE: June 28, 2021 RE: City of Aspen Final Total Compensation Philosophy Document REQUEST OF COUNCIL: City Council will be presented the recommended Total Compensation Philosophy (Exhibit A) for the City of Aspen by the City’s consultant, Segal. Council is requested, and approval is sought to use this recommended Total Compensation Philosophy. The Total Compensation Philosophy is a foundation to other parts of the compensation and classification study and will guide key study elements including the consultant’s final recommendations and developing multi-year compensation planning for the organization. SUMMARY AND BACKGROUND: In March, April, & May of 2021, Council was provided with information (Exhibits A-D) regarding the City’s compensation and classification project. The outcome of the project is to develop a more effective and up to date system for managing employee pay and pay decisions. The first stage of this six-month project is to define the City’s approach to total compensation, which is expressed as a written statement about the organization’s compensation strategies, benefits, rewards, and employee experience. Over the next phases of the project, and into the future, this statement will provide the framework and guiding principles from which to build the City’s employee total compensation system. Initially the compensation and classification project was introduced in 2020 but was paused due to the Covid-19 pandemic. During this time and continuing through today, the pressures on City staffing and operational needs increased. Subsequently, staff launched an RFQ/RFI for the TCP, and an RFP for the Compensation and Classification project. This resulted in a contract award for both projects to the consultant, Segal. Segal has extensive experience providing independent, innovative, and results-driven services to public and private sector entities. Segal is working to ensure that the following compensation and classification project goals are met, both in the TCP and as the project continues: • To attract and retain talent to achieve the City’s goals and provide exceptional service to the Community. 69 2 • Finalize a transparent and innovative Total Compensation Philosophy. • Ensure equitable pay, parity in jobs competitive pay, and consistent and fair career advancement opportunities. • Adopt a repeatable compensation and classification methodology and provide policies for the City’s long-term, self-sustainability. • Ensure alignment of Total Compensation Philosophy with City values and culture. METHODOLOGY & PROCESS: To assist the City in the development and formalization of a TCP, Segal worked closely with the Steering Committee to identify key elements that impact the City’s workforce. The Steering Committee is comprised of a cross-departmental group of employees who understand the City’s unique operational and business challenges, and are actively engaged in the retention, attraction, and development of the City’s qualified workforce. Steering Committee Members:  Tyler Christoff, Utilities Director  Trish Aragon, City Engineer  Diane Foster, Assistant City Manager  Matt Kuhn, Parks & Open Space Director  Richard Pryor, Police Chief  Alissa Farrell, Administrative Services Director  Courtney DeVito, Human Resources Director  Jessica Roberts, Compensation & Benefits Director Segal conducted stakeholder interviews with leadership to better understand the City’s culture, values, and goals. Finally, Segal facilitated multiple workshops with the Steering Committee to develop the TCP document. When developing the TCP, Segal and the Steering Committee considered and incorporated City Council perspectives, employee survey feedback, stakeholder interview findings, and organization mission and values. DISCUSSION: The City of Aspen endeavors to provide services to the Aspen community that are both exceptional and a model for modern municipal government. Services that can be depended on and that offer a level of sophistication are more often found in much larger municipalities. These sophisticated services embody the City’s organizational culture and values of partnership, service, innovation, and stewardship. The Total Compensation Philosophy bridges the City’s service model and the City’s workforce, linking organizational culture, values, and employee compensation & benefits to the City’s service delivery approach, ensuring that the City maintains a qualified, talented, and sustainable workforce. Recognizing that Aspen has atypical challenges such as a seasonally fluctuating population, high cost of living, and exceptional public service standards, the Steering 70 3 Committee and Segal developed a TCP to address the challenges effectively. Further considerations when developing the TCP included determining the relevant labor market because the City not only competes for talent locally, but also on a regional and national level, from both the public and private sectors. As such, the City must consider labor markets beyond the Roaring Fork Valley and Colorado River Valley. In addition, to compete locally and beyond, the City must strive to be a market leader, providing a competitive total compensation package. Elements of the Total Compensation Philosophy: As a result of Segal and the Steering Committee’s efforts, the City’s TCP captures the essential elements that are significant to both employees and organizational success. This model delivers a pathway to ensure the City has updated workforce strategies and can successfully attract and retain staff to meet ongoing and new service initiatives. While the complete TCP document is presented below (Exhibit A), it is worth mentioning a few key elements: • How We Compare Ourselves: A primary consideration for the Steering Committee was to look at how the City compares to other organizations in the external labor market. This section specifies that the City intends to be a market leader as appropriate and gives the City the flexibility to look at public or private data or both depending on the situation. While all the Total Compensation elements are important, how the City compares in the external labor market is perhaps one of the most critical to ensuring the success of the City’s total compensation goals. Please reference the below key metrics section for information related to where the City’s relevant labor market can be found. • What We Offer: Another equally important consideration for the Steering Committee was to evaluate the City’s mix of pay and benefits, developing strategies for ensuring pay and benefits support the organizations culture, values and goals. These strategies focus on both monetary and non-monetary rewards highlighting the total of what’s available to employees, and the City’s commitment to offering competitive, fiscally responsible, and sustainable pay and benefits. o Pay is the cornerstone of any competitive total compensation package and is the City’s primary tool to help address issues such as cost of living and cost of housing. The Total Compensation Philosophy allows the City to be a Market Leader. For example, housing costs, and the overall cost of living, greatly impact the City’s ability to attract new talent to the City. Hiring managers must address housing up-front in conversations, and frequently lose qualified applicants due to concerns over housing. As discussed below in the key metrics section, housing options are limited for new hires. Additionally, leading the market in employee pay has been shown to positively impact turnover, motivation, and recruitment (SHRM.org). o Benefits that support the health and wellbeing, and professional development of employees signal that the City recognizes that total compensation is more than just a paycheck. It includes offering programs that help employees keep themselves healthy, perform their best, and 71 4 acknowledges their achievements. The TCP outlines the City’s strategies in areas that have been shown to be important to employees as well as organizational success which include health and wellbeing benefits, employee recognition and rewards, communication, and professional development and growth opportunities. KEY METRICS – Where we are as an organization today • Turnover: 61% of staff exiting the organization have left to obtain work in the private sector, a relevant labor market competitor. • Recruitment: New hire data shows that staff are coming to the City from both the public (34%) and private (64%) sector. The City works to recruit locally whenever possible however also recruits from the front range area as well as nationally as needed. • Cost of Hire: Average staff replacement costs can range as high as 200% of annual salary which includes costs such as staff time, onboarding, training, advertising and general recruitment costs. • Vacancies: Due to the pandemic, vacancies have remained longer than anticipated with the average vacancy being 127 days. The hiring freeze during the pandemic complicated recruitment and made it more difficult to fill positions due to lack of confidence in stable positions. • Housing: Lack of permanent housing in the area is an increasing concern. The City has been able to place only 15% of new hires into City-owned employee housing. 72 5 RECOMMENDATION: To obtain Council’s support and approval of the City of Aspen Total Compensation Philosophy. ALTERNATIVES: Council may consider revisions to the TCP that would then be brought back to the Steering Committee and Segal. This would impact the timeline for the implementation of the next phases of the Compensation and Classification study. NEXT STEPS: Upon approval of the TCP, staff will present recommendations on the Position Classifications and External Labor Market Assessment before finalization of the study which is anticipated in December 2021. FINANCIAL IMPACTS: To be determined. Total Compensation Philosophy will set the stage for the next phases. During the next phases and final compensation and classification project, financial implications will be provided. Staff will provide recommended basic implementation allowances in preparation of the 2022 budget assumptions. ATTACHMENTS: City of Aspen Total Compensation Philosophy Document (Exhibit A) An Information Only Memo on the Compensation and Classification Study was provided to Council on March 8, 2021 (Exhibit B). An Information Only Memo on the Compensation and Classification Study was provided to Council on April 2, 2021 (Exhibit C). An updated project timeline - (Exhibit D). CITY MANAGER COMMENTS: 73 6 74 CITY OF ASPEN Total Compensation Philosophy 1 | City of Aspen TCP Total Compensation Philosophy OVERVIEW The City of Aspen’s Total Compensation Philosophy provides a framework to guide decision-making on compensation and benefits programs for employees. As an employer of choice, the City encourages an engaged and innovative workforce through a Total Compensation Philosophy that supports highly competitive and equitable pay. Employees that embody the City’s values and mission enjoy a unique and rewarding mountain culture experience. City of Aspen EXPERIENCE The City is committed to providing a Total Compensation Philosophy that attracts, retains, and rewards a talented and motivated workforce that embraces the City’s Mission statement and Organizational Values. MISSION STATEMENT To engage with positive civil dialogue, provide the highest quality innovative and efficient municipal services, steward the natural environment, and support a healthy and sustainable community for the benefit of future generations with respect for the work of our predecessors. ORGANIZATIONAL VALUES SERVICE: We serve with a spirit of excellence, humility, integrity, respect PARTNERSHIP: Our impact is greater together STEWARDSHIP: Investing in a thriving future for all by balancing social, environmental, and financial responsibilities INNOVATION: Pursuing creative outcomes, grounded in Aspen’s distinctive challenges and opportunities The City invites employees to bring their passion and experience to affect positive change through public service. Diverse perspectives, rich ideas, and a culture with an appreciation for individuality and a sense of belonging are reinforced and appreciated in the City. To pursue creative outcomes, demonstrate excellence, and address the distinctive opportunities found in Aspen, the City recruits qualified and talented employees who are prepared to manage complex and highly technical challenges. 75 CITY OF ASPEN Total Compensation Philosophy 2 | City of Aspen TCP HOW WE COMPARE OURSELVES To respond to the unique Aspen environment and labor market conditions, the City will: • Ensure we are a market leader locally, regionally, and as appropriate, nationally. • Utilize a comparable labor market that includes both private and public sectors, as appropriate. • Regularly evaluate the City’s competitive labor market and compare similar positions to other organizations whom the City competes with for its workforce. WHAT WE OFFER To achieve a sustainable, fiscally responsible, and highly competitive compensation program, the City will provide the following core Total Compensation programs to City of Aspen employees: PAY  • Market-leading pay structures that consider the high cost of living in Aspen and the surrounding area. • Pay for similar work that is equitable both internally and externally and applied consistently across the organization. • Meaningful merit/performance increases that recognize employee’s contributions and reflect the varying levels of employee achievements. HEALTHY LIFESTYLE BENEFITS  • Comprehensive and competitive benefits programs designed to support the health of City employees and their families. • Robust employee benefits that encourage awareness of individual health and offer resources to pursue healthy lifestyles. • Benefits that are inclusive and meaningful at a variety of life stages.  • Work-life balance enhancements through offerings such as alternative work schedules, employee wellness programs, and ancillary benefit programs. PAY COMMUNICATION • Clarity and transparency in managing the total compensation system. • Communication of the value of the total compensation package offered to City employees. • Guidance and oversight in pay decisions to ensure fairness and consistency. 76 CITY OF ASPEN Total Compensation Philosophy 3 | City of Aspen TCP WHAT WE OFFER - CONTINUED PROFESSIONAL DEVELOPMENT & CONTINUOUS LEARNING  The City seeks to retain and develop employees by providing opportunities for learning and professional development. The City and employees both play critical roles in maintaining the success of a professional development culture. • Foster a positive work environment that is meaningful, stimulating, and encourages employee innovation and creativity. • Provide a range of learning and professional development opportunities for all employees that support personal and professional growth. • Offer ongoing and timely communication to employees on their performance, goals, and professional development throughout the year. REWARDS & RECOGNITION • Acknowledge and celebrate employees’ contributions that align with the City’s mission statement and organizational values.   • Provide financial and non-financial incentives for extraordinary and exemplary performance. • Reward employees by offering learning opportunities to promote professional growth and development. HOUSING SUPPORT • Respond to the high cost of living and lack of affordable housing through an array of housing program options. • Review creative and innovative opportunities on an ongoing basis to further enhance employee support with housing challenges. 77 TO: FROM: THRU: MEMO DATE: RE: Exhibit B: INFORMATIONAL MEMORANDUM Mayor and City Council Courtney DeVito, Human Resources Director Jessica Roberts, Compensation and Benefits Manager Alissa Farrell, Administrative Services Director March 8, 2021 Information Only: Compensation & Classification Study Update _____ The purpose of the following informational memo is to update Mayor and Council on the City’s 2021 Compensation & Classification study along with the progress of the development and refinement of a Total Compensation Philosophy 1. The Total Compensation Philosophy shall serve as a guiding framework and foundational approach in advance of the upcoming Compensation & Classification study. SUMMARY: The overall compensation2 and classification3 project scope is to develop a system to ensure salary structure,4 classification and pay is highly competitive with other comparable entities for the attraction and retention of a highly qualified workforce for the overall benefit of the Aspen community. This effort begins with the development of a total compensation philosophy which will establish the formal guidelines for employee compensation, and support employee retention and growth. Moreover, the scope includes adhering to current and future pertinent compensation laws and for internal pay equity5. BACKGROUND: In early 2021, the Human Resources Department and City Manager’s Office solicited request for qualifications (RFQs) to elicit a competitive bid process to retain a compensation consultant for the development of a City Total Compensation Philosophy. Ten proposals were received. After an extensive interview process, The Segal (Segal) Group was selected for the Total Compensation Philosophy project. Segal has extensive experience in 1 Total Compensation Philosophy is an organizational statement and set of practices that guides the organizations compensation and benefits programs. This statement links these programs to the overall business objectives of the organization and ensures compliance with equal pay legislation and that differences in pay are allowable (SHRM.org). 2 Compensation refers to the wages received by an employee in the form of an annual or hourly salary. 3 Classification refers to the methodology of grouping jobs together in a salary structure, noting their similarities and distinct characteristics. 4 Salary structure refers to the progression of jobs expressed as pay grades (ranges with a minimum and maximum salary limit) (SHRM.org). 5 Internal pay equity follows fair and equitable pay practices in accordance with both state and federal employee pay legislation. 78 2 providing independent, innovative, and results-driven services to public sector entities throughout the country. Attachment A includes the Segal Proposal for a Total Compensation Philosophy. In conjunction, a cross-sectional compensation and classification steering committee was developed. This team is and over the course of the next year, actively engaged in the project by providing guidance, offering diverse organization-wide perspectives while continuing to gather a deep understanding of compensation principles and practices. Throughout the compensation project, the steering committee will act as a liaison between departments and the project and offer feedback to the compensation project managers. The cross-sectional steering committee has been instrumental in the selection of Segal and will also assist in the Compensation & Classification RFP interview process for the selection of a consultant as well. Secondarily, the Compensation & Classification RFP closed on March 26, 2021 and ten (10) bids are under review with finalist interviews scheduled forthcoming. The Consultant proposal is scheduled for review in an upcoming City Council Meeting at the end of April or early May 2021. This study will support the City in maintaining a highly qualified work force through a competitive compensation program to benefit the community. Competitive compensation programs ensure that the City is able to attract and retain staff critical to City operations and services. Compensation programs generally have a life cycle of three to five years, and the current compensation program was implemented in 2015. This multi-phase study will provide the City with an updated compensation philosophy, classification system, internal equity review, and external labor market6 analysis (see project summary below). In advance of hiring an external Consultant, Human Resources is updating all full-time, job descriptions in collaboration with Department Directors. Job descriptions are a crucial component of the compensation and classification study, ensuring that the selected Consultant will have access to up to date and accurate job descriptions from which to build the City’s new compensation structure going forward. Overall, these comprehensive compensation projects will allow the City of Aspen to address any compensation and classification barriers preventing the City from attracting and retaining the necessary talent to achieve the City’s organizational goals. COMPENSATION PROJECT SUMMARY: Stage 1: RFQ – Total Compensation Philosophy: The Segal Group has been selected as the Consultant for the Total Compensation Philosophy development. The compensation philosophy is the formal guiding statement and/or document that details the organization’s position about employee compensation. The compensation philosophy supports the organization’s business goals and objectives, while ensuring that the organization is competitive, and identifies the City’s relevant external labor market(s). This statement and/or document typically includes specifics on how the organization will pay employees in relation to the identified labor market, with competitive pay typically indicating that employee pay should be at or above the external labor market. 6 External labor market refers to the comparison of indivdiual salaries in other similar organizations for similar jobs/positions. 79 3 Stage 2: RFP - Compensation & Classification Study: Vendor submissions are presently under review. RFP Phase 1: Provide a framework to fairly and effectively manage jobs; provide a job evaluation or job architecture system, and an updated and revised classification system. RFP Phase 2: Ensure that the City is in compliance with Colorado’s Equal Pay for Equal Work Act along with federal and state laws. The City is requesting a statistical and legal review of individual salaries to ensure fair and equitable pay. RFP Phase 3: Align the City’s internal compensation structure with the external labor market. This final phase will provide a comprehensive review of employee salaries and will consider key issues such as salary compression. This phase is critical to ensure that employee salaries accurately reflect the City’s updated compensation philosophy. 80 Exhibit C: INFORMATIONAL MEMORANDUM TO: Mayor and City Council FROM: Courtney DeVito, Human Resources Director Jessica Roberts, Compensation and Benefits Manager THRU: Alissa Farrell, Administrative Services Director MEMO DATE: April 2, 2021 RE: Information Only: Compensation & Classification Study Update _____ The purpose of the following informational memo is to update Mayor and Council on the City’s 2021 Compensation & Classification study along with the progress of the development and refinement of a Total Compensation Philosophy 1. The Total Compensation Philosophy shall serve as a guiding framework and foundational approach in advance of the upcoming Compensation & Classification study. SUMMARY: The overall compensation 2 and classification 3 project scope is to develop a system to ensure salary structure,4 classification and pay is highly competitive with other comparable entities for the attraction and retention of a highly qualified workforce for the overall benefit of the Aspen community. This effort begins with the development of a total compensation philosophy which will establish the formal guidelines for employee compensation, and support employee retention and growth. Moreover, the scope includes adhering to current and future pertinent compensation laws and for internal pay equity5. BACKGROUND: In early 2021, the Human Resources Department and City Manager’s Office solicited request for qualifications (RFQs) to elicit a competitive bid process to retain a compensation consultant for the development of a City Total Compensation Philosophy. Ten proposals were received. After an extensive interview process, The Segal (Segal) Group was selected for the Total Compensation Philosophy project. Segal has extensive experience in 1 Total Compensation Philosophy is an organizational statement and set of practices that guides the organizations compensation and benefits programs. This statement links these programs to the overall business objectives of the organization and ensures compliance with equal pay legislation and that differences in pay are allowable (SHRM.org). 2 Compensation refers to the wages received by an employee in the form of an annual or hourly salary. 3 Classification refers to the methodology of grouping jobs together in a salary structure, noting their similarities and distinct characteristics. 4 Salary structure refers to the progression of jobs expressed as pay grades (ranges with a minimum and maximum salary limit) (SHRM.org). 5 Internal pay equity follows fair and equitable pay practices in accordance with both state and federal employee pay legislation. 81 2 providing independent, innovative, and results-driven services to public sector entities throughout the country. Attachment A includes the Segal Proposal for a Total Compensation Philosophy. In conjunction, a cross-sectional compensation and classification steering committee was developed. This team is and over the course of the next year, actively engaged in the project by providing guidance, offering diverse organization-wide perspectives while continuing to gather a deep understanding of compensation principles and practices. Throughout the compensation project, the steering committee will act as a liaison between departments and the project and offer feedback to the compensation project managers. The cross-sectional steering committee has been instrumental in the selection of Segal and will also assist in the Compensation & Classification RFP interview process for the selection of a consultant as well. Secondarily, the Compensation & Classification RFP closed on March 26, 2021 and ten (10) bids are under review with finalist interviews scheduled forthcoming. The Consultant proposal is scheduled for review in an upcoming City Council Meeting at the end of April or early May 2021. This study will support the City in maintaining a highly qualified work force through a competitive compensation program to benefit the community. Competitive compensation programs ensure that the City is able to attract and retain staff critical to City operations and services. Compensation programs generally have a life cycle of three to five years, and the current compensation program was implemented in 2015. This multi-phase study will provide the City with an updated compensation philosophy, classification system, internal equity review, and external labor market6 analysis (see project summary below). In advance of hiring an external Consultant, Human Resources is updating all full-time, job descriptions in collaboration with Department Directors. Job descriptions are a crucial component of the compensation and classification study, ensuring that the selected Consultant will have access to up to date and accurate job descriptions from which to build the City’s new compensation structure going forward. Overall, these comprehensive compensation projects will allow the City of Aspen to address any compensation and classification barriers preventing the City from attracting and retaining the necessary talent to achieve the City’s organizational goals. COMPENSATION PROJECT SUMMARY: Stage 1: RFQ – Total Compensation Philosophy: The Segal Group has been selected as the Consultant for the Total Compensation Philosophy development. The compensation philosophy is the formal guiding statement and/or document that details the organization’s position about employee compensation. The compensation philosophy supports the organization’s business goals and objectives, while ensuring that the organization is competitive, and identifies the City’s relevant external labor market(s). This statement and/or document typically includes specifics on how the organization will pay employees in relation to the identified labor market, with competitive pay typically indicating that employee pay should be at or above the external labor market. 6 External labor market refers to the comparison of indivdiual salaries in other similar organizations for similar jobs/positions. 82 3 Stage 2: RFP - Compensation & Classification Study: Vendor submissions are presently under review. RFP Phase 1: Provide a framework to fairly and effectively manage jobs; provide a job evaluation or job architecture system, and an updated and revised classification system. RFP Phase 2: Ensure that the City is in compliance with Colorado’s Equal Pay for Equal Work Act along with federal and state laws. The City is requesting a statistical and legal review of individual salaries to ensure fair and equitable pay. RFP Phase 3: Align the City’s internal compensation structure with the external labor market. This final phase will provide a comprehensive review of employee salaries and will consider key issues such as salary compression. This phase is critical to ensure that employee salaries accurately reflect the City’s updated compensation philosophy. 83 Completion Date Status Notes 1.1 Segal sends data request to City of Aspen Thursday, April 29, 2021 Completed 1.2 Segal sets up SFT Thursday, May 13, 2021 Completed 1.3 Segal sends City of Aspen documents to discuss at initial project meeting Friday, April 30, 2021 Completed 1.4 Initial project meeting Wednesday, May 5, 2021 Completed 1.5 City of Aspen provides requested information to Segal via Secure File Transfer (SFT)Thursday, May 6, 2021 In Progress Job Descriptions to be sent to Segal by June 30 2.1 Confirmation of project timeline and development of communication plan Thursday, April 22, 2021 Completed 2.2 Review of materials provided by Aspen, discussion with Project Team to clarify and confirm various data Thursday, April 29, 2021 Completed 2.3 Identification of Key Stakeholders and outline of issues and questions for discussion Wednesday, April 28, 2021 Completed 2.4 Steering Committee briefing and Confirmation of Key Stakeholders Wednesday, April 28, 2021 Completed 2.5 Conduct Stakeholder meetings Monday, May 3rd, 2021 - Monday, May 10th, 2021 Completed 2.6 Analysis and summarization of feedback Friday, May 14, 2021 Completed 2.7 Development of format for Philosophy with discussion of Philosophy Key Elements and City’s position on each element including Pay Policy, Market Definition, and Pay Administration, etc. Friday, May 28, 2021 Completed 2.8 Facilitation of agreement on Philosophy Key Elements and components of the philosophy Friday, June 4, 2021 Completed 2.9 Development of draft philosophy for Project Team review and feedback Friday, June 18, 2021 In Progress 2.10 Presentation of Comp Philosophy to Council Monday, June 28, 2021 2.11 Incorporation of feedback and finalization of Pay Philosophy Tuesday, June 29, 2021 Classification Analysis City of Aspen Compensation & Classification Analysis Project Work Plan and Timeline As of 06/17/2021 Task Project Initiation Pay Philosophy Development Doc ID: 1 84 Completion Date Status Notes City of Aspen Compensation & Classification Analysis Project Work Plan and Timeline As of 06/17/2021 Task 3.1 City of Aspen provides updated job descriptions Wednesday, June 30, 2021 3.2 Segal reviews updated job descriptions; identifies which jobs are in need to clarify position responsibilities Thursday, July 29, 2021 3.3 Segal conducts interviews with employees and managers, as needed Wednesday, August 4, 2021 3.4 Segal sends draft classification structure to City of Aspen Wednesday, August 18, 2021 3.5 City of Aspen and Segal discuss draft classification structure Wednesday, August 25, 2021 3.6 City of Aspen provides feedback on draft classification structure Monday, August 30, 2021 3.7 Segal captures feedback Tuesday, September 7, 2021 3.8 City of Aspen approves job title/structure recommendations Tuesday, September 21, 2021 5.1 Segal develops methodology for compensation analysis and sends to City of Aspen for review Tuesday, August 31, 2021 5.2 City of Aspen approves methodology for compensation analysis Tuesday, August 31, 2021 5.3 Segal finalizes the benchmark position analysis and sends to City of Aspen for review Tuesday, September 7, 2021 5.4 City of Aspen approves benchmark positions selected for the market study Tuesday, September 21, 2021 5.5 Segal analyzes data Tuesday, October 5, 2021 5.6 Segal sends City of Aspen draft Appendix B report Tuesday, October 12, 2021 5.7 City of Aspen reviews draft Appendix B report, provides feedback to Segal Monday, October 18, 2021 5.8 Segal performs follow-up per feedback received from City of Aspen Thursday, October 28, 2021 5.9 Segal sends an updated Appendix B report to City of Aspen Tuesday, November 2, 2021 These last steps may be faster than anticipated depending on review time/required edits 5.10 City of Aspen approves Appendix B report Tuesday, November 9, 2021 Salary Market Assessment Doc ID: 2 85 Completion Date Status Notes City of Aspen Compensation & Classification Analysis Project Work Plan and Timeline As of 06/17/2021 Task 5.11 Segal prepares draft report, sends to City of Aspen for review Wednesday, November 17, 2021 5.12 City of Aspen and Segal discuss market study report Friday, November 19, 2021 5.13 Segal captures feedback and sends final version of market study report Tuesday, November 23, 2021 Present Final Results Doc ID: 3 86 Segal sends data request to City of Aspen Segal sets up SFT Segal sends City of Aspen documents to discuss at initial project meeting Initial project meeting City of Aspen provides requested information to Segal via Secure File Transfer (SFT) Confirmation of project timeline and development of communication plan Review of materials provided by Aspen, discussion with Project Team to clarify and confirm various data Identification of Key Stakeholders and outline of issues and questions for discussion Steering Committee briefing and Confirmation of Key Stakeholders Conduct Stakeholder meetings Analysis and summarization of feedback Development of format for Philosophy with discussion of Philosophy Key Elements and City’s position on each element including Pay Policy, Market Definition, and Pay Administration, etc. Facilitation of agreement on Philosophy Key Elements and components of the philosophy Development of draft philosophy for Project Team review and feedback Presentation of Comp Philosophy to Council Incorporation of feedback and finalization of Pay Philosophy Execution communication plan City of Aspen provides updated job descriptions Segal reviews updated job descriptions; identifies which jobs are in need to clarify position responsibilities Segal conducts interviews with employees and managers, as needed Segal sends draft classification structure to City of Aspen City of Aspen and Segal discuss draft classification structure City of Aspen provides feedback on draft classification structure Segal captures feedback City of Aspen approves job title/structure recommendations Segal sends draft job description template and samples City of Aspen approves job description template Segal develops and sends City of Aspen updated job descriptions Segal prepares dataset for analysis Segal conducts Explanatory Analysis Segal determines Recommended Salary Corrections Segal drafts written recommendations and sends them to City of Aspen for review City of Aspen and Segal discuss draft recommendations Segal sends City of Aspen final recommendations Task Project Initiation Salary Market Assessment Pay Equity Analysis (Optional) Classification Analysis Pay Philosophy Development 87 Segal develops methodology for compensation analysis and sends to City of Aspen for reviewCity of Aspen approves methodology for compensation analysis Segal finalizes the benchmark position analysis and sends to City of Aspen for review City of Aspen approves benchmark positions selected for the market study Segal analyzes data Segal sends City of Aspen draft Appendix B report City of Aspen reviews draft Appendix B report, provides feedback to Segal Segal performs follow-up per feedback received from City of Aspen Segal sends an updated Appendix B report to City of Aspen City of Aspen approves Appendix B report Segal prepares draft report, sends to City of Aspen for review City of Aspen and Segal discuss market study report Segal captures feedback and sends final version of market study report Final Presentation Presentation of Results 88 Completion Date Business Days Thursday, April 29, 2021 -5 Thursday, May 13, 2021 Friday, April 30, 2021 1 Wednesday, May 5, 2021 -1 Thursday, May 6, 2021 Thursday, April 22, 2021 Thursday, April 29, 2021 Wednesday, April 28, 2021 Wednesday, April 28, 2021 Monday, May 3rd, 2021 - Monday, May 10th, 2021 Friday, May 14, 2021 Friday, May 28, 2021 Friday, June 4, 2021 Friday, June 18, 2021 Monday, June 28, 2021 Tuesday, June 29, 2021 Wednesday, June 30, 2021 Wednesday, June 30, 2021 Thursday, July 29, 2021 20 Wednesday, August 4, 2021 4 Wednesday, August 18, 2021 10 Wednesday, August 25, 2021 5 Monday, August 30, 2021 3 Tuesday, September 7, 2021 5 Tuesday, September 21, 2021 10 Wednesday, September 22, 2021 1 Monday, September 27, 2021 3 Tuesday, October 26, 2021 20 Tuesday, August 31, 2021 Wednesday, September 22, 2021 15 Friday, October 1, 2021 7 Friday, October 8, 2021 5 Monday, November 8, 2021 20 Thursday, December 23, 2021 30 89 Tuesday, August 31, 2021 Tuesday, August 31, 2021 0 Tuesday, September 7, 2021 4 Tuesday, September 21, 2021 10 Tuesday, October 5, 2021 10 Tuesday, October 12, 2021 5 Monday, October 18, 2021 4 Thursday, October 28, 2021 8 Tuesday, November 2, 2021 3 Tuesday, November 9, 2021 5 Wednesday, November 17, 2021 5 Friday, November 19, 2021 2 Tuesday, November 23, 2021 2 TBD 90 Delayed Adjustment -5 5 1 -1 20 4 10 5 3 5 10 1 3 20 15 7 5 20 30 91 0 4 10 10 4 4 8 3 5 5 2 2 92 City of Aspen Completed Segal sends data request to [client] Segal sends data request to City of Aspen In Progress Segal sets up SFT Segal sets up SFT Delayed Segal sends [client] documents to discuss at initial project meeting Segal sends City of Aspen documents to discuss at initial project meeting Initial project meeting Initial project meeting [client] provides requested information to Segal via Secure File Transfer (SFT)City of Aspen provides requested information to Segal via Secure File Transfer (SFT) Confirmation of project timeline and development of communication plan Confirmation of project timeline and development of communication plan Review of materials provided by Aspen, discussion with Project Team to clarify and confirm various data Review of materials provided by Aspen, discussion with Project Team to clarify and confirm various data Identification of Key Stakeholders and outline of issues and questions for discussion Identification of Key Stakeholders and outline of issues and questions for discussion Steering Committee briefing and Confirmation of Key Stakeholders Steering Committee briefing and Confirmation of Key Stakeholders Conduct Stakeholder meetings Conduct Stakeholder meetings Analysis and summarization of feedback Analysis and summarization of feedback Development of format for Philosophy with discussion of Philosophy Key Elements and City’s position on each element including Pay Policy, Market Definition, and Pay Administration, etc.Development of format for Philosophy with discussion of Philosophy Key Elements and City’s position on each element including Pay Policy, Market Definition, and Pay Administration, etc. Facilitation of agreement on Philosophy Key Elements and components of the philosophy Facilitation of agreement on Philosophy Key Elements and components of the philosophy Development of draft philosophy for Project Team review and feedback Development of draft philosophy for Project Team review and feedback Presentation of Comp Philosophy to Council Presentation of Comp Philosophy to Council Incorporation of feedback and finalization of Pay Philosophy Incorporation of feedback and finalization of Pay Philosophy Execution communication plan Execution communication plan City of Aspen provides updated job descriptions City of Aspen provides updated job descriptions Segal reviews updated job descriptions; identifies which jobs are in need to clarify position responsibilities Segal reviews updated job descriptions; identifies which jobs are in need to clarify position responsibilities Segal conducts interviews with employees and managers, as needed Segal conducts interviews with employees and managers, as needed Segal sends draft classification structure to [client] Segal sends draft classification structure to City of Aspen [client] and Segal discuss draft classification structure City of Aspen and Segal discuss draft classification structure [client] provides feedback on draft classification structure City of Aspen provides feedback on draft classification structure Segal captures feedback Segal captures feedback [client] approves job title/structure recommendations City of Aspen approves job title/structure recommendations Segal sends draft job description template and samples Segal sends draft job description template and samples [client] approves job description template City of Aspen approves job description template Segal develops and sends [client] updated job descriptions Segal develops and sends City of Aspen updated job descriptions Segal prepares dataset for analysis Segal prepares dataset for analysis Segal conducts Explanatory Analysis Segal conducts Explanatory Analysis Segal determines Recommended Salary Corrections Segal determines Recommended Salary Corrections Segal drafts written recommendations and sends them to [client] for review Segal drafts written recommendations and sends them to City of Aspen for review [client] and Segal discuss draft recommendations City of Aspen and Segal discuss draft recommendations Segal sends [client] final recommendations Segal sends City of Aspen final recommendations Segal develops methodology for compensation analysis and sends to [client] for review Segal develops methodology for compensation analysis and sends to City of Aspen for review [client] approves methodology for compensation analysis City of Aspen approves methodology for compensation analysis Segal finalizes the benchmark position analysis and sends to [client] for review Segal finalizes the benchmark position analysis and sends to City of Aspen for review [client] approves benchmark positions selected for the market study City of Aspen approves benchmark positions selected for the market study Segal analyzes data Segal analyzes data Segal sends [client] draft Appendix B report Segal sends City of Aspen draft Appendix B report [client] reviews draft Appendix B report, provides feedback to Segal City of Aspen reviews draft Appendix B report, provides feedback to Segal Segal performs follow-up per feedback received from [client]Segal performs follow-up per feedback received from City of Aspen Segal sends an updated Appendix B report to [client]Segal sends an updated Appendix B report to City of Aspen [client] approves Appendix B report City of Aspen approves Appendix B report Segal prepares draft report, sends to [client] for review Segal prepares draft report, sends to City of Aspen for review [client] and Segal discuss market study report City of Aspen and Segal discuss market study report Segal captures feedback and sends final version of market study report Segal captures feedback and sends final version of market study report Final Presentation Final Presentation Salary Market Assessment Present Final Results Pay Philosophy Development Status Pay Equity Analysis (Optional) Classification Analysis Project Initiation Client Name 93 1/1/2021 New Years Day 1/18/2021 MLK 2/15/2021 President's Day 5/31/2021 Memorial Day 7/5/2021 Independence Day 9/6/2021 Labor Day 10/11/2021 Columbus Day 11/11/2021 Veterans Day 11/25/2021 Thanksgiving 11/26/2021 Day After Thanksgiving 12/24/2021 Christmas Eve 12/31/2021 New Years Eve observed 1/1/2022 New Years Day 1/17/2022 MLK 2/21/2022 President's Day 5/30/2022 Memorial Day 7/4/2022 Independence Day 9/5/2022 Labor Day 10/10/2022 Columbus Day 11/11/2022 Veterans Day 11/24/2022 Thanksgiving 11/25/2022 Day After Thanksgiving 12/26/2022 Chistmas Day Holidays to Exclude The table below details the holidays for the 2021 fiscal year that we will exclude from timeline planning.Text highlighted in blue are holidays specific to Segal. 94 © 2021 by The Segal Group, Inc. City Council Work Session City of Aspen, CO June 28th, 2021 / Patrick Bracken, Vice President & Ruth Ann Eledge, Vice President Compensation & Classification Study 95 2 │Agenda Introductions City of Aspen Metrics About Segal and Project Overview Project Approach Details Q&A 96 3 City of Aspen’s Compensation and Classification Steering Committee: Courtney DeVito, Human Resources Director Diane Foster, Assistant City Manager Jessica Roberts, Compensation & Benefits Manager Matt Kuhn, Parks & Open Space Director Richard Pryor, Police Chief Tricia Aragon, City Engineer Tyler Christoff, Utilities Director Alissa Farrell, Administrative Services Director 97 4 What Makes Aspen Unique/ Beyond Market Factors •The City of Aspen as a regional and national leader on a variety of issues •An established legacy and continued encouragement for pursuing innovative and bold solutions •Continuous opportunity to work on technical and complex challenges that may be unique to the City of Aspen •Availability of financial and staff capacity to respond to the issues facing the community •An environment that encourages and facilitates continual learning and professional development Key Stakeholders: Tricia Aragon, City Engineer & Ben Anderson, Principal Long Range Planner 98 5 City of Aspen Metrics Turnover: 61% of staff who leave the City go to work in private sector Recruitment: 34% come from public sector, 64% come from private sector Cost of hire: 200% of annual salary Vacancies: Average vacancy is 127 days Housing: Only 15% of new hires get into City-owned employee housing 99 6 Segal’s Project Team Patrick Bracken, CCP Ruth Ann Eledge Renee Grasso Senior Consultant, Public Sector Market Subject Matter Expert Senior Consultant, Project Manager Associate 100 7 Total Compensation Philosophy Framework Compensation Philosophy Role of Pay Pay Governance Internal/ External Value Pay Communication Comparison Markets Beyond Market Factors Pay Systems The common components of a framework that supports and aligns with the City’s mission and strategic plan 101 8 Total Compensation Philosophy Update Collaborated with HR team to confirm the goals and objectives of the study Conducted stakeholder interviews with senior leadership to better understand Aspen’s culture and goals Developed draft total compensation philosophy in conjunction with the Steering Committee When developing the compensation philosophy statement, Segal and the Steering Committee incorporated the following: • Council perspectives • Pulse Survey feedback • Stakeholder interview findings • Aspen mission and values • Committee Members’ perspectives on Aspen’s aspirational state 102 9 City of Aspen Total Compensation Philosophy Overview Overview City of Aspen Experience What We Offer: Pay, Healthy Lifestyle Benefits, Pay Communication, Professional Development and Continual Learning, Rewards and Recognition, Housing Support How We Compare Ourselves City of Aspen Mission and Values 103 10 Compensation and Classification Study Goals: 1. Ensure the City is able to attract and retain talent to achieve City’s goals and provide exceptional service to community 2. Finalize a transparent and innovative compensation philosophy. This will be the foundation for the compensation and classification study. 3. Ensure equitable pay, parity in jobs, competitive pay, and consistent and fair career advancement opportunities. 4. Adopt repeatable, compensation and classification methodologies and provide policies for City long-term, self-sustainability. 104 11 Next Steps: Position Classification & External Labor Market Assessment With the Total Compensation Philosophy as a guiding framework. The compensation project will help the City attract and retain qualified and talented employees. Market Study Classification Analysis •Segal will select benchmark titles that cover at least 50% of the City’s workforce •Segal will collect market data using multiple published survey sources •Segal will provide detailed market data for each position, and recommend salary schedule and pay grade assignments •Evaluates jobs based on specific compensable factors, including education, experience and supervision level •Segal will provide a recommended classification structure with flexibility to update as needed 105 12 Thank You! Patrick Bracken, CCP Vice President pbracken@segalco.com 202.833.6452 Ruth Ann Eledge Vice President reledge@segalco.com 214.466.2460 106 Financial Update June 28, 2021 107 Budget Process 2021 Budget Set in Fall 2020 o Continual Revision of Public Health Orders o Ski Season Announced to Have “New Look” o Travel Muted Industry 2020 Projections 2021 Original Budget Projections Accommodations $167,839,928 $197,002,000 Restaurants $105,005,893 $111,113,000 Sporting Goods $47,224,130 $43,987,000 Clothing $47,117,204 $54,427,000 Food & Drug $57,297,896 $53,611,000 Liquor $11,832,407 $10,937,000 Marijuana $10,067,087 $10,062,000 General & Miscellaneous $74,464,795 $74,141,000 Jewelry/Gallery/Specialty $34,604,104 $27,050,000 Utilities $44,493,984 $45,626,000 Construction $67,866,874 $73,119,000 Automobile $16,044,268 $13,604,000 Total $683,858,570 $714,679,000 Change from Prior Yr.(16.9%)4.5% 108 What Actually Happened: 2020 2.4% City Sales Tax Ended Just 7% Off 2019 Industry 2020 Projections 2020 Actuals Accommodations $167,839,928 $177,049,623 Restaurants $105,005,893 $122,853,349 Sporting Goods $47,224,130 $53,554,273 Clothing $47,117,204 $62,831,254 Food & Drug $57,297,896 $57,746,453 Liquor $11,832,407 $13,275,389 Marijuana $10,067,087 $11,317,311 General & Miscellaneous $74,464,795 $85,578,777 Jewelry/Gallery/Specialty $34,604,104 $38,630,406 Utilities $44,493,984 $44,901,090 Construction $67,866,874 $71,744,962 Automobile $16,044,268 $24,140,324 Banking/Financial N/A $1,204,639 Health & Beauty N/A $1,394,812 Total $683,858,570 $766,222,659 Change from Prior Yr.(16.9%)(6.9%) 109 2021 Updates Updated Expectations Project Just Below 2019 Collection Levels Industry 2021 Original Budget Projections 2021 Revised Projection Retail Sales % Chg Accommodations $197,002,000 $200,000,000 2% Restaurants $111,113,000 $125,000,000 13% Sporting Goods $43,987,000 $55,000,000 25% Clothing $54,427,000 $70,000,000 29% Food & Drug $53,611,000 $59,000,000 10% Liquor $10,937,000 $12,500,000 14% Marijuana $10,062,000 $10,000,000 (1%) General & Miscellaneous $74,141,000 $82,000,000 11% Jewelry/Gallery/Specialty $27,050,000 $35,000,000 29% Utilities $45,626,000 $48,000,000 5% Construction $73,119,000 $75,000,000 3% Automobile $13,604,000 $19,000,000 40% Banking / Financial*N/A $4,000,000 N/A Health and Beauty*N/A $7,000,000 N/A Total $714,679,000 $801,500,000 12% 110 Sales Tax: Who Benefits? •Dedicated Resources Per Voter Approval 2021 Budgeted Tax Projection 2021 Revised Tax Projection Additional Resources % Chg 1.00% Sales Tax: Parks & Open Space $7,074,100 $8,003,200 $929,100 0.50% Sales Tax: Parks & Open Space $3,537,000 $4,000,100 $463,100 0.15% Sales Tax: Transportation $1,069,600 $1,199,500 $129,900 0.45% Sales Tax: 45% for Affordable Housing $1,432,500 $1,620,600 $188,100 0.45% Sales Tax: 55% for Childcare $1,750,800 $1,979,900 $229,100 Subtotal -City Retained $14,864,000 $16,803,300 $1,939,300 0.30% Sales Tax: Education*$2,547,000 $2,880,300 $333,300 City 2.4% Sales Tax $17,411,000 $19,683,600 $2,272,600 13.1% Share of 2.0% Tax: General Fund $11,850,000 $12,500,000 $650,000 Share of 1.0% Transit Tax: (Indirect to Transp.)$5,411,000 $5,786,000 $375,000 City Share of County Sales Tax $17,261,000 $18,286,000 $1,025,000 6% * Includes 20% buffer to not limit remittance of collections to the school district. 111 2.0% Lodging Tax Volume-Based Business… 0% 10% 20% 30% 40% 50% 60% 70% 80% Jan Feb Mar Apr MayOccupancy 2017 2018 2019 2020 2021 $0 $100 $200 $300 $400 $500 $600 $700 Jan Feb Mar Apr May Avg. Daily Rate 2017 2018 2019 2020 2021 Pricing Remains Robust… 112 2.0% City Lodging Tax Softness in Jan / Feb Anticipated Too Large to Overcome in 2021 Relative to 2019 o 37% through April o 12% Projected at Year End 2.0% Lodging Tax 2021 Budgeted Tax Projection 2021 Revised Tax Projection Additional Resources % Chg 75% for Tourist Promotion $2,412,750 $2,561,300 $148,550 25% for Transportation $804,250 $853,800 $49,550 City Lodging Tax $3,217,000 $3,415,100 $198,100 6.2% 113 Truly the Outlier During the Pandemic Condos / Townhomes o Properties Sold (28 vs 25): 92% Up Single Family Homes o Properties Sold (26 vs 10): 160% Up Real Estate Transfer Taxes $3,566,313 $2,808,988 $6,930,223 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 Jan Feb Mar Apr May Housing RETT Collections Through May YTD 2019 YTD 2020 YTD 2021 114 Real Estate Transfer Taxes •Volatility Provides Challenging Environment 2021 Budgeted Tax Projection 2021 Revised Tax Projection Additional Resources % Chg 1.0% Tax: Affordable Housing Development $6,200,000 $10,800,000 $4,600,000 0.5% Tax: Wheeler Opera House $3,233,000 $5,490,000 $2,257,000 City Real Estate Transfer Taxes $9,433,000 $16,290,000 $6,857,000 73%$5,671,597 $8,387,972 $10,020,525 $6,293,074 $9,938,124 $8,896,761 $8,440,265 $17,589,652 $10,800,000 $3,119,174 $4,496,239 $5,392,273 $3,342,440 $5,184,461 $4,633,568 $4,170,000 $9,482,264 $5,490,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 2013 2014 2015 2016 2017 2018 2019 2020 2021 Proj 1.0% HRETT 0.5% WRETT 115 2022 Budget Preparation 116 Budget Development •Feb. 2021 = Capital Planning •Jun. 2021 = Operating Analysis •Aug. 2021 = Internal Review •Oct. 2021 = Council / Public * •Dec. 2021 = Adoption Deadline Base Operating Budget Budget Composition •Normal Course of Business •New Initiatives, Expansions, Mandates, Life / Safety Concerns •Infrastructure and Equipment •Debt Worksessions Retreat 117 Propose 2% Base Operating Budget Growth for 2022 Development Base Operating Budget Annual Annual CoA Year Avg. CPI Avg. Change Base Inflation 2010 218.056 2011 224.939 3.2%1.5% 2012 229.594 2.1%2.0% 2013 232.957 1.5%3.0% 2014 236.736 1.6%2.0% 2015 237.017 0.1%2.0% 2016 240.007 1.3%2.0% 2017 245.120 2.1%2.0% 2018 251.107 2.4%2.0% 2019 255.657 1.8%2.0% 2020 258.811 1.2%2.0% 2021 TBD TBD 0.0% 10 Yr Avg 1.7%1.9% 118 Compensation and Classification Study o Alignment with Correct Peer Group(s) / Market o Grades and Ranges Assessed o Total Compensation Packaging Base Operating Budget Base Wages Health Insurance Retirement Cafeteria Benefit Wellness Incentives Merit / Goals Awards Proposed Placeholders o Up to 4% Merit o Incr. to Health Ins. Premiums o Reinstate Goal Incentives o Continuation of Retirement Contributions, Cafeteria / o Wellness Benefits o Equiv.of 4% to Initiate Comp & Class 119