HomeMy WebLinkAboutInformation Update 0608211
AGENDA
INFORMATION UPDATE
June 8, 2021
5:00 PM,
I.INFORMATION UPDATE
I.A.Compensation Classification
I.B.EV Infrastructure Masterplan
I.C.Growth Management Quota System and Affordable Housing
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FOLLOW-UP: INFORMATION ONLY MEMORANDUM
MEETING DATE: May 18, 2021
AGENDA TOPIC: Compensation & Classification Update
PRESENTED BY: Segal, Consultant and Alissa Farrell,
Administrative Services Director
COUNCIL MEMBERS PRESENT: Torre, Mayor
Ward Hauenstein, Mayor Pro-Tem
Skippy Mesirow
Ann Mullins
COUNCIL MEMBER ABSENT: Rachel Richards
______________________________________________________________________
WORK SESSION SUMMARY:
City Council received an update on the Compensation and Classification Study,
including a broad overview of the compensation and classification project and timeline,
employee attitudinal survey results, and background on the purpose and use of a total
compensation philosophy. Council input was collected and identified questions for
developing an Aspen-specific total compensation philosophy. This input will be
incorporated and discussed with City’s internal, cross departmental steering committee
for the development of the total compensation philosophy and reviewed by the city
manager. The total compensation philosophy draft will then be presented and reviewed
by City Council on June 28, 2021.
DISCUSSION:
Staff presented an update to City Council about the current status and stages of
the Compensation and Classification Study, including information on the total
compensation philosophy.
Questions provided to Council included:
Will Council need additional information or further refinements beforehand in order to
discuss options and finalize a Total Compensation Philosophy in June?
Are there certain components that should be weighted more compared
to others? For example, housing, base pay, benefits, etc.
Are there additional City challenges that are not captured within the stakeholder
and survey feedback with attracting and retaining talent?
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Multiple Council members provided feedback that competitive salaries and housing
should be strongly considered in a compensation philosophy to ensure advancement of
the community’s priorities.
Individual Council member feedback is summarized as:
City should focus on being a high compensation organization (not the highest
percentile to avoid individuals attracted to salary only), and this includes being an
innovative employer and housing. Explicitly, incentive pay correlated to
performance and having an impact; the City could be the “MIT of
municipalities.” This would also include a transparent system beginning with
Council’s vision to execution. This would then include follow through on goals which
would be open to the public. It is also important to address the elephant in the
room, housing, and the housing challenges.
It is necessary to address housing and important to think about how staff can
make Aspen a better place to live and work. Other factors for consideration include
pay, advancement, and private sector market evaluation. Additionally, how to help
employees buy into the mission and vision of the City of Aspen.
Focus on the compensation philosophy and implementation embodying Council
goals. A big part of the reason that employees are here is because they support
advancing the Council goals. A competitive salary is important. Think through
ancillary benefits including childcare, assistance with housing and assistance with
down payments for housing in the compensation philosophy development. Also,
emphasize that employees are serving the community and that is a gratifying
job. Lastly, recognizing that goodwill and the City’s mission statement are part of
why employees work for the City of Aspen.
Provide information on the current compensation condition, benefit comparison
and additional City challenges.
NEXT STEPS:
Segal will have multiple meetings with the cross-departmental Compensation and
Classification Steering Committee to begin development of the Total Compensation
Philosophy.
Segal will then return for a work session on June 28 to discuss the Total Compensation
Philosophy options developed by the City’s Compensation and Classification Steering
Committee and approved by the City Manager.
Frequent communication on the status of the Compensation and Classification project
will continue to further promote transparency.
CITY MANAGER NOTES:
EXHIBIT A: Compensation Philosophy Examples
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Exhibit A: TOTAL REWARDS PHILOSOPHY
Total Rewards
Total Rewards is everything the Port offers to
you and your family as a result of your
contribution to the Port's mission.
The Total Rewards Philosophy provides a
framework that guides decisions the Port
makes about the total rewards programs you
receive
.
Overarching Principles
•Total Rewards must align with the Port’s mission,
values and long-term business strategy, nurture our
unique culture, and grow our business.
•Total Rewards must support employees performing
their best, as well as their development and well-
being.
•Total Rewards must be managed in a fiscally
responsible way that is sustainable over time, and
decisions must recognize the financial impact on our
organization, customers and community.
•Total Rewards must be applied consistently
throughout the Port to support one organization
working to accomplish overall Port goals.
•Total Rewards will reflect the Port’s commitment to
Equity, Diversity, and Inclusion.
•Total Rewards should support the retention and
attraction of employees who have the skills and
talents necessary to achieve the Port’s mission.
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CORE PRINCIPLES GUIDING TOTAL REWARDS
Pay
The compensation you receive in exchange for the work
you perform.
• Pay structures will reflect market pay rates
• Pay increases will be market competitive and
consider cost of living changes
• Comparable work will be paid similarly
Benefits
Plans and programs that enhance the health, well-being
and financial security of you and your family.
• The total benefits package will be slightly better than
market
• Benefit programs will provide choices to meet the
diverse needs of employees and their families at
different life stages
• The Port will make information available to enable
employees to take an active role in their benefit
decisions
• The benefit package will provide at least a minimum
level of financial security to employees and their
families in the event of unexpected life events
• Employees will share in the cost of their health care
and other benefits
• The Port is committed to administering the benefits
package in an inclusive way
• The Port will provide tools and resources to support
healthy living for employees and their families
Learning and Development
Opportunities to grow yourself personally and
professionally to contribute and achieve the Port’s
mission and vision.
• The Port will provide a range of learning and
development activities for all employees that
support personal and professional aspirations
• Employees will receive regular feedback on their
performance
• Employees play an important role in their own
development
• Leaders will demonstrate support for learning and
development for themselves and their staff
Recognition
Acknowledgment and celebration of employees’ unique
contributions that align with Port values. Recognition may
be individual or team-based, formal or informal, tangible
or intangible.
• Employee and team recognition fosters a culture of
appreciation
• Recognition will be meaningful to those being
recognized and presented in a timely manner
• Recognition happens throughout the Port from
peers and managers alike
• Retiree contributions to the Port will be
acknowledged
Port Experience
A unique and engaging environment that reflects the
Port’s commitment to the success of our region and
community. The opportunity to bring your passion,
innovation and desire to affect change through public
service. A culture with an appreciation for individuality
and diversity where all voices are heard.
• We value the diverse perspectives and rich ideas
that our workforce brings
• We foster a culture that promotes health, safety,
and work-life balance
• We encourage innovation and creative problem
solving
• We provide opportunities to have a positive impact
with our customers and in our communities
• As a unique public enterprise we take pride in being
a major economic driver within the community and
region
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R. July 2018
Exhibit A: TOTAL COMPENSATION PHILOSOPHY
Arlington County recognizes our employees are the foundation of our success. This philosophy provides a broad
framework to guide decisions that impact total compensation. We strive to offer a total compensation package that:
Enables Arlington County to attract, recruit, develop, motivate, reward and retain a high caliber, diverse
workforce;
Provides employees with fair and competitive pay, benefits and retirement options throughout their tenure;
Maintains a highly-valued benefits package where the costs of benefits are shared between the County and
the employee.
TOTAL COMPENSATION PRINCIPLES
A.Provide salaries that are competitive in our target market. Our target market consists of those jurisdictions
and organizations of similar size, service, and structure that are identified as our competitors for employee
talent.
For most positions, this includes Alexandria City, and Fairfax and Prince William Counties. Additional
organizations that share our recruitment base may be factored into our target market as appropriate
to address recruitment and retention issues.
The market position goal for the County is to:
o Provide competitive annual merit increases;
o Benchmark pay range maximums at or above the average maximum of our comparators and
adjust pay ranges as appropriate;
o Assure pay range minimums for entry-level public safety positions lead among comparators
B.Provide employees with leave and/or disability benefits that assist in replacing a portion of income lost so
that employees care for themselves and their family members during qualifying periods of illness or absence.
C.Provide a retirement program that encourages longevity and offers defined benefit, defined contribution,
and deferred compensation options that will assist employees in achieving their individual retirement goals
and retain employees.
D.Provide affordable healthcare that offers employees the ability to choose the option that best fits their
needs.
E.Encourage, support and reward employees at all levels of the organization by offering learning and
development opportunities to promote professional growth and monetary awards to recognize employee
performance.
F.Enhance work-life balance through offerings such as: alternative work schedules, employee wellness
programs and ancillary benefits.
G.Foster a positive work environment that provides meaningful work and encourages employee productivity,
innovation and creativity.
The Human Resources Department will develop operational policies to support the total compensation principles.
The total compensation package will be administered in a fiscally responsible manner. Benchmark job classes and
benefits will be reviewed annually. When the County is unable to achieve the desired market position within the
Board’s budget guidelines, a multi-year plan will be developed to address future needs.
Nothing in this statement should be construed as a guaranteed benefit.
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FOLLOW-UP MEMORANDUM
CITY COUNCIL WORK SESSION
MEETING DATE: May 17, 2021
FOLLOW-UP MEMO DATE: May 28, 2021
AGENDA TOPIC: City of Aspen Electric Vehicle Public Charging
Infrastructure Masterplan
PRESENTED BY: Climate Action Office
Ashley Perl, Climate Action Manager
Seamus Crowley, Project Analyst
COUNCIL MEMBERS PRESENT: Mayor Torre
Ward Hauenstein
Ann Mullins
Skippy Mesirow
_______________________________________________________________________
WORK SESSION DISCUSSION SUMMARY: Staff presented Council with a draft of the
City of Aspen Electric Vehicle Public Charging Infrastructure Masterplan (the “Masterplan”),
its associated action items, and background information on the current state of electric
vehicles (EVs) and EV charging infrastructure. Council provided input on the key action
items within the Masterplan that pertained to high-level City policies. Staff will incorporate
Council’s feedback in a final version of the Masterplan, which staff and its relevant external
partners will then implement.
1. Topic: Infrastructure Action Item #1: Install new charging stations toward a goal
of having a total of 40 publicly available charging plugs, plus or minus 5 plugs (±
5), in the City of Aspen inventory by the end of 2026. Use a 25%, or higher, year-
over-year (YOY) growth rate of EV registrations in the tri-county region as the
trigger to continue installing charging stations each year toward the goal number
of plugs.
The majority of Council supported creating this level of publicly available
charging infrastructure by the end of 2026.
2. Topic: Policy Action Item #1: Begin implementing a fee for the use of the City’s
publicly available charging stations. Specifically, begin implementing a fee for the
use of these stations in 2022 for DCFC (direct current fast charging) stations and
in 2023 for Level 2 charging stations.
The majority of Council agreed this is an appropriate timeline to begin
implementing fees for the use of the City’s charging stations.
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3. Topic: Topics for Further Consideration: Public-Private Partnerships (PPPs),
regional approaches, and City fleet electrification.
The majority of Council agreed that these items should be investigated
further by staff and did not have additional items to add to this list.
NEXT STEPS:
1. The Climate Action Office will finalize the Masterplan using Council’s feedback and
distribute the Masterplan to the relevant City staff and external partners for
implementation.
Moving forward, staff will engage Council on EVs and charging infrastructure as
needed. First, staff will return to Council in summer 2021 to discuss the next
iteration of the City’s Climate Action Plan (CAP), which will include items pertaining
to EVs and EV charging. Second, staff will engage Council to formally adopt new
policies for EV charging stations, such as charging station fees, as a part o f the
implementation of the Masterplan. Lastly, staff will engage council on funding
opportunities for new charging stations when applicable.
Deadline: N/A
CITY MANAGER NOTES:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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FOLLOW-UP MEMORANDUM
CITY COUNCIL WORK SESSION
MEETING DATE: April 26, 2021 (continued from 2/22/21)
FOLLOW-UP MEMO DATE: May 19, 2021
AGENDA TOPIC: Growth Management Quota System and
Affordable Housing
PRESENTED BY: Ben Anderson, Community Development
COUNCIL MEMBERS PRESENT: All five members were present.
_______________________________________________________________________
WORK SESSION DISCUSSION SUMMARY: Staff presented Council with information
related to GMQS, particularly the allotment system and affordable housing mitigation. Staff
presented the premise that aspects of the GMQS, with origins dating back to the mid-1970’s,
are no longer responding to the current development trends as designed in mitigating the
real and perceived impacts of growth.
1. Topic: Our current GMQS toolkit does not have the right tools to respond to the
trends driving Aspen’s current and future development trends.
Council majority consensus. Council agreed with this assertion.
2. Topic: Because affordable housing mitigation is so directly tied to the
development types identified within the GMQS allotment system, the provision of
affordable housing is not commensurate with real and perceived impacts of growth.
Council majority consensus. Council agreed with this assertion.
3. Topic: What should be the appropriate staff response to these issues?
Council majority consensus. Council agreed that the status quo was not an
acceptable condition moving forward and gave direction to staff to study further,
evaluate, and propose responses. Council also agreed that a range of responses
were possible:
• Targeted policy and code responses to specific development types.
• Modifying the current allotment system in response to these issues.
• Rethink direct tie between growth and affordable housing mitigation.
• A full re-evaluation of GMQS as it relates to current and future “growth”
trends.
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NEXT STEPS: Council and staff agreed that this is an expansive set of topics and that it
is important to prioritize and be as specific as possible in directing our efforts and proposed
responses. Council offered support for additional staffing and financial resources needed
to complete this work in addition to ComDev’s existing work plan and services.
1. Summer 2021
• Proposed changes to single family and duplex redevelopment AH mitigation
requirements.
• Proposed changes to inclusion of subgrade areas for residential AH
mitigation requirements.
• Continued policy discussion related to Multi-family Replacement
requirements in the GMQS.
Staff requests a Work Session with Council in July 2021 to provide an update on
staff findings related to Single Family residential mitigation and multi-family
replacement policies.
2. Early Fall 2021
• Evaluation of opportunities within Part 700 (Zone Districts) of the LUC for
AH opportunities and in pursuit of other community goals.
• Discussions with Council about desire to update AACP in 2022 and the role
of the AACP in shaping GMQS response.
• Evaluation of short-term rentals in relationship to GMQS concerns and AH
mitigation requirements.
• Continued evaluation of AH Credits program in relationship to overall
GMQS/AH mitigation conversation – and for opportunities for continued
improvements to the program.
• Following discussions with interested stakeholders and further staff
evaluation, proposed policy response strategies to GMQS issues discussed
above.
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