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HomeMy WebLinkAbout04-01-19 City Commission Packet Materials - SP2. City Progress Report - Equal Pay Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: James Henderson, Human Resources Director SUBJECT: City Progress Report – Equal Pay MEETING DATE: April 1, 2019 AGENDA ITEM TYPE: Special Presentation RECOMMENDATION: Review progress, listen to proclamation, ask questions, and provide comments. BACKGROUND: On June 8, 2015, the City Commission passed Resolution 4601, Equal Pay for Equal Work which committed that the City would work to collect data, identify best practices, evaluate employment practices against the “Thrive Index”, and commemorate Equal Pay Day annually. This year we return with: A. City Employee Earnings, by Gender & Education B. City Full Time Employees, by Gender & Department C. City Full Time Employees, Top 25% Earnings details D. City Full Time Employees, Bottom 25% Earnings details E. Changes to practices in our Firefighter and Building Inspector programs F. Historic applicant and employee data tracked for specific positions G. City of Bozeman Thrive Index assessment. 128 Since Resolution 4601 was adopted, the City’s Human Resources Department has thoroughly analyzed and documented pay for existing employees. Pay discrepancies within job classes are easily explained by data in the City’s Human Resources Information System (HRIS), and often point to time in position and level of education and experience at the time of hire. A. City Employee Earnings, by Gender & Education: In the last year, the Human Resources Department again analyzed employee data to provide earnings information by gender and level of education. The results show the City fares slightly better than state averages that compare gender and level of education. The State of Montana’s Equal Pay for Equal Work Task Force documented that women with a Bachelor’s degree earned 73% (or $11,481 less) compared to men with a Bachelor’s degree (above). Our data this year shows that women at the City of Bozeman earn 72.1% compared to men at the City of Bozeman with a Bachelor’s degree. Data regarding the “gap” between 129 women’s and men’s 2018 earnings at the City of Bozeman is shown in the same format in the chart below. Since last year, the “gap” between the earnings of male and female employees has increased for those with Bachelor’s and Graduate degrees as their highest level of education. The gap has decreased for those with “High School Diploma” and “Some College” as their highest level of education. Source: City of Bozeman, Human Resources Dept, 12/31/2018 B. City Full Time Employees, by Gender & Department: We continue to be responsive to requests for information from the Bozeman Business & Professional Women. This year, they requested that we produce information regarding gender- by-department within our full-time workforce. Later in the report, we will show more details of the characteristics of these 365 full-time employees, as measured on December 31st, 2018. $- $10,000.00 $20,000.00 $30,000.00 $40,000.00 $50,000.00 $60,000.00 $70,000.00 $80,000.00 $90,000.00 $100,000.00 High School Diploma/GED Some College Associates Bachelors Graduate 2018 Median Earnings by Education Category Men Women 69.1% $20,770.17 74.2% $18,273.80 60.3% $32,331.14 72.1% $21,030.89 73.3% $25,037.45 130 Departments - Employees by Gender Female Male Total City Manager 5 1 6 Clerk 2 0 2 Community Development 10 17 27 Economic Development 1 2 3 Facilities 2 3 5 Finance 10 4 14 Fire 1 43 44 GIS 2 3 5 Human Resources 2 1 3 IT 0 7 7 Legal 7 3 10 Library 15 2 17 Municipal Court 8 1 9 Parking 1 4 5 Parks & Rec 8 24 32 Police 9 61 70 Public Works 10 96 106 Total 93 272 365 0 10 20 30 40 50 60 70 80 90 100 110 City Manager Clerk Community Development Economic Development Facilities Finance Fire GIS Human Resources IT Legal Library Municipal Court Parking Parks & Rec Police Public Works Number of Employees City Departments -Employees By Gender Female Male 131 C. City Full Time Employees, Top 25% Earnings details: The information below shows the characteristics of the City’s top 25% of full-time employee wage earners as of December 31st, 2018. 7.7% 92.3% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% Female Male Top 25% Earners, By Gender Graduate 21%Bachelors 38% Associates 15% Some College 18% High School Diploma/GED 8% Top 25% Earners, By Education 1 1 43 21 25 0 5 10 15 20 25 30 35 40 45 50 Teamster MPEA Management Police Fire Top 25% Earners, By Union Representation 132 D. City Full Time Employees, Bottom 25% Earnings details: The information below shows the characteristics of the City’s bottom 25% of full-time employee wage earners as of December 31st, 2018. 56.0% 44.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Female Male Bottom 25% Earners, By Gender Graduate 7% Bachelors 46% Associates 9% Some College 17% High School Diploma/GED 21% Bottom 25% Earners, By Education 32 52 2 5 00 10 20 30 40 50 60 Teamster MPEA Management Police Fire Bottom 25% Earners, By Union Representation 133 E. Changes to practices in our Firefighter and Building Inspector programs: The City is committed to continually improving processes in order to accomplish goals related to diversity and pay equity. Over the past year, we have worked on two important efforts that are aimed at removing barriers for qualified applicant in gaining employment with the city and providing training for entry-level, hard to fill positions. 1. Targeted recruitment efforts: We have made an important change in our recruitment of Firefighters. Nationwide, “firefighter” continues to be a predominantly male role. National statistics for 2018 show 5.1% of all firefighters are female. Bozeman has never had a female firefighter on staff. During the past year, our Human Resources and Fire Departments worked together to make changes that allow us to receive firefighter applications from a broader pool of applicants across the country. Previously, as a member of the Montana Fire Testing Consortium, we have required a valid Montana C- PAT (standard firefighting physical ability test) in order to apply for a Bozeman Firefighter position. We changed the requirement for our most recent recruitment in order to attract more applicants, both male and female. A valid C-PAT from anywhere in the United States is now accepted with an application. Preliminary indications show that we have received a number of female applicants. 2. Career development and training programs: Another significant change occurred with our Building Inspector I (entry level, with city-provided certification training) program. This was a collaboration between the Human Resources and Community Development departments. Nationwide, there are very few women working in the traditionally male-dominated construction and building inspection trades. National statistics for 2018 show 14% of all Construction and Building Inspectors are female. Locally, we have struggled to recruit and hire experienced certified Building Inspectors. We also see very few, if any, applications from women for our Building Inspector positions. In mid-2018 we launched our first Building Inspector I position posting with the new training program. The new position does not require years of experience in the construction trades at journeyman level, or any current building certifications. Instead, 134 this entry position is a train-as-you-go program that can attract people with limited construction-industry experience. The program is open to men and women with only a high school diploma required. F. Historic applicant and employee data tracked for specific position: 1. Female Applicants for Police Officer Positions: The number of female applicants for police officer positions has declined from the prior year.  2018 – 29  2017 – 33  2016 – 30  2015 – 15 2. Female Police Officers on Staff: The number of female police officers on staff has declined from the prior year. (Shown as a percentage of current officers on staff.)  2018 –3 (6.92%)  2017 – 6 (9.2%)  2016 – 5 (7.7%)  2015 – 3 (4.6%)  2014 – 2 (3%) 3. Female Teamster Employees on Staff: The number of female employees in the Teamster union (Public Works/Parks/Facilities) has remained the same from the prior year.  2018 – 6 (5.94%)  2017 – 6 (6.1%)  2016 – 7 (7.3%)  2015 – 5 (5.2%) We believe it is critical to continue to utilize best practices in administering pay: • Pay based on market data for positions o Collective bargaining rules apply  BPPA, IAFF, MPEA, Teamsters • Annual increases are based on pre-set steps, and are applied equally • Pay transparency o Pay rates are available for all positions  No prohibition or punishment for discussing pay with anyone, including co-workers, supervisors, or Human Resources G. City of Bozeman Thrive Index assessment: We have also continued to evaluate employment practices against the Thrive Index with very good results (see below.) We have found that the City has been consistently upholding the objectives put forth, as hiring and employment practices are designed to be fair and equitable to all applicants and employees. No changes have been made in our general response this year, but we continue to see great participation in our Leave Bank programs. These programs continue to 135 help employees obtain paid leave for maternity and family care by voluntary pooling employee sick leave hours. CITY OF BOZEMAN AND THE THRIVE INDEX Adequate wages and benefits City of Bozeman Comment Are part-time workers paid the same (per hour, including benefits) as full-time workers performing the same or similar tasks? Y Are most part-time workers guaranteed a minimum number of hours per week? If not, are there ways they could be? Y Some departments guarantee a range of hours vs. a set schedule - i.e. at least 12, but not more than 18 Are workers who remain on the job for a specified period of time eligible for a pay increase? Y Are workers who remain on the job for a specified period of time eligible for paid sick leave for themselves or to care for a family member? Y When job-skill demands or responsibilities increase, are wages adjusted upward? Sometimes The City works to ensure employees are working within their class specification. Reclassifications and/or promotions are the avenue for pay increases, and department heads request those during the annual budget process. Are workers paid for their entire scheduled shift, even if business is slow? Sometimes Employees get paid for the hours they work. Shifts are not typically cut short, but if there is an urgent need to close a facility, employees would not be paid for the closure. This rarely happens. 136 Are hourly wages higher for nonstandard shifts, such as nights or weekends? Sometimes Depending on the Collective Bargaining Agreement, there may be shift premiums. Opportunities for Upward Mobility Do low-wage workers have opportunities for on-the-job or cross-task training or outside educational opportunities that can lead to upward mobility? Y Can schedules accommodate workers’ pursuit of educational opportunities? Sometimes The City makes every effort to accommodate employees’ requests for time off and/or modified schedules. However, based on the need to efficiently and safely operate City business, not every request can be granted every time. When skill demands or job responsibilities increase, is training provided for newly assigned tasks? Y Can workers cross-train in different areas to increase their flexibility and value to the company (recognizing that outsourcing of some functional areas or other factors may prohibit this)? Y Are there opportunities for upward mobility within the company that do not require geographic relocation? Y Support for personal and family needs Can worker breaks be scheduled to accommodate the need for phone calls at pre-specified times for working caregivers? Y Are occasional calls for urgent matters allowable? Can children or caregivers call an employee at work when necessary? Y Are workers who remain on the job for a specified period of time eligible during their regular work hours to care for their health or a family member’s without losing pay (e.g., able to leave for an hour or two for a trip to the doctor)? Y Can personal time be taken in small increments of an hour or two (for doctor’s appointments, parent-teacher conferences, educational opportunities, etc.)? Y 137 Do you offer paid or unpaid maternity or paternity leave for workers? Is the length of this leave negotiable? Y Paid time is offered through employee accruals, our Sick Leave Bank, and our Direct Donation policies, and can be used for the entire absence (at 100% pay) Work scheduling, predictability, and flexibility Is there a systematic way for workers to communicate their preferences for hours and schedules? If not, could some such system be implemented? Y Does the shift/hours scheduling system take account of workers’ constraints and preferences? Y Are work schedules announced more than a day or two in advance? Can workers trade shifts with colleagues when time conflicts develop (allow “shift-swapping”)? Y If workers are asked to stay beyond the end of scheduled shifts to finish assignments or for administrative procedures, are they given advance notice of when this may be required? Y Does the measured workload take into account the quality or difficulty of tasks along with simpler measures of the number of customers, clients, or patients? Y Autonomy, respect, and trust Are workers protected from “no-fault” absence or tardiness policies (ones that lead to disciplinary actions or dismissal, even for excused absences)? Y Are workers allowed or encouraged to contribute ideas to better organize or improve their work teams or work areas? Y Can workers occasionally make personal phone calls? Y UNRESOLVED ISSUES: None. ALTERNATIVES: As suggested by the City Commission FISCAL EFFECTS: This progress report has no immediate fiscal effects. Report compiled on: March 11, 2019 138