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among other benchmark agencies, internal relationships between supervisory positions and across departments, and the consumer price index (CPI). In regards to benchmark agencies, the selection of agencies is based on a variety of factors, including, but not limited to, regional and operational similarities, number of employees, population served, etc,. The assumption is that benchmark agencies are typically faced with the same organizational issues and generally compete for the same labor/talent pool. In reviewing salary adjustments for benchmark agencies, staff found salary increases for corresponding agencies ranged between 0% and 4.5% over the last 12 months (see Attachment B). In addition to the survey information obtained, staff also reviewed the Consumer Price Index (CPI) and found that the most recent numbers available for the San Francisco-Oakland Bay Area illustrate that the CPI has fluctuated from a low of 1.1 % to a high of 2.5% over this same 12-month period (see Attachment C). Management and Confidential salaries are comprised of two major components; a control point (or midpoint of the salary range) and a compa ratio. The control point reflects CPI and survey information and is used as a benchmark for the classification's salary. The compa ratio reflects the employees actual salary based on performance. If the Council approves the recommended resolution, there will be a 3.5% adjustment in classification control points. However, the actual salary increase given to an employee may be less or more than the 3.5% based solely on performance. There are no automatic increases in compensation under the Management Compensation Plan, rather the driving factor in the consideration of a salary increase is whether the goals and objectives of the agency, for which that employee is responsible, are being completed in a timely and productive manner as well as the employee's overall performance, which is reviewed annually by the City Manager. In conclusion, the Management Compensation Plan provides for the establishment annually of a compensation pool for management and confidential employees. It is recommended that the City Council approve the attached resolution approving a 3.5% compensation pool for management and confidential employees. From this pool, the salaries of individual management and confidential employees will be adjusted based solely on performance. OTHER MATTERS At the last meeting, some members of the public approached the Council with several questions about the City's pay and compensation structure, as well as general concerns about the state of public sector compensation and the need for reform. In an effort to address these issues and raise public awareness at the local level, staff is suggesting the following concepts for consideration by the City Council. . Host a Special Workshop -- Approximately two years ago, the City hosted a special, televised workshop on workers compensation reform. The workshop presented an opportunity for Council and staff to discuss the City's workers compensation program, receive presentations from industry specialists, and hear public comment (pro and con). At the workshop, the majority of the Council also took a position of support on two pieces of legislation that served as the primary catalyst for the state's successful workers compensation reform efforts. In an effort to address concerns and answer questions about public sector pay and compensation at the local and statewide level, the City Council may want to pursue a similar workshop strategy. The workshop would offer the 05:323 2