R-609 - 12/14/1993 - SALARY ADMIN PLAN - Resolutions SA
S KA N
RESOLUTION 93-SAP-EXI-R- 609
A RESOLUTION APPROVING AMENDMENTS TO TUB
SAIJM ADMINISTRATION PLAN FM NON-UNION EMPLOYEES
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WHEREAS, pursuant to Article II (Pay Plan) of the Personnel Rules and
Regulations of the Village of Oak Brook (Appendix D to the Code of
Ordinances), the Village Manager is charged with developing a uniform and
equitable pay plan with the approval of the Village Board; and
WHEREAS, the President and Board of Trustees, at its meetings on
November 9 and November 23, 1993, considered the changes to the Salary
Administration Plan; and
WHEREAS, after due consideration at its November 23, 1993 meeting, the
Village Board directed that the salary plan be amended; and
WHEREAS, the Village Manager has recommended the approval of the
attached Salary Administration Plan for non-union employees effective upon
Board approval. A copy of this Salary Administration Plan is attached hereto,
labelled Exhibit A and made a part hereof.
NOW, THEREFORE, BE IT RESOLVED BY THE PRESIDENT AND BOARD OF TRUSTEES OF
THE VILLAGE OF OAK BROOK, DU PAGE AND COOK COUNTIES, ILLINOIS as follows:
Section 1: That the Salary Administration Plan be and is hereby amended
to read as set forth in the attached Exhibit A.
PASSED AND APPROVED this 14th day of December, 1993, by the President
and Board of Trustees of the Village of Oak Brook, DuPage and Cook Counties,
Illinois, according to a roll call vote as follows:
Ayes: Trustees Bartecki Km= McInerney. Pavovich. Shumate and skinner
Nays: None
Absent: None
ff-liage Presiden•
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ATTEST:
Village lexkr
payplan.oiq; ,
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SALARY ADMINISTRATION PLAN - NON-UNION EMPLOYEES
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I. INTRODUCTION
The Salary Administration Plan is intended to establish an equitah pay
plan which is designed to be competitive with the prevailing wages paid
within Oak Brook's Labor Market Area. It is also based on a system of {
performance evaluation designed to recognize and reward employees whose
performance meets or exceeds the standards established at the Department
level as well as those standards which apply Village-wide to all
employees of the Village of Oak Brook.
For the purpose of maintaining wage levels commensurate with the annual
rate of inflation, the top-of-grade annual increases are computed based
on the percent change in the Consumer Price Index for the Chicago-Gary-
Lake Co. region as published by the U. S. Department of Labor. The "all
items" index change at September 30th of each year will be applied to the
minimums and maximums for all pay grades, with increases effective
January 1st of the subsequent year. (This does not apply to employees
covered under collective bargaining agreements.)
The Village of Oak Brook's Salary Administration Plan, as well as the
fringe benefits applicable to employees will be further monitored every
three years. An independent employment consultant will be retained by
the Village to compare positions of the Village of Oak Brooic pay plan
with similar positions in the region, and to compare the fringe benefits
offered to Village of Oak Brook employees with fringe benefits available
to other employees of the region. The consultant will first be retained
in 1994 and every three years thereafter.
The independent consultant will make its report to the Board of Trustees
including recommendations for modifications in the pay plan and/or the
fringe benefits package.
II. GUIDELINES
In reviewing and modifying the Salary Administration Plan, the following
guidelines and direction shall be followed:
A. Review and Adjustment of Plan - The change in the Consumer Price
Index for "all items" applicable to the Chicago-Gary-Lake Co. region
as published for September 30th of each year by the U. S. Department
of Labor will be used to adjust Plan annually.
B. Range Spread Within Each Pay Grade - Grades 1 through 11 shall have a
35% spread from entrance to maximum salary paid. Grade 12 includes
all department heads and shall be developed with a 45% spread. Grade
13 is the Village Manager's grade and is basted on the current
contract in effect between the Board and the Village Manager.
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C. Other Adjustments to the Plan - The Salary Administration Plan will
be adjusted based on evaluations and recommendations made by an
independent employment consultant engaged by the Village of Oak Brook
to compare the wages prevailing in the region with the wages
contained in the Salary Administration Plan, and to compare the
fringe benefits offered in the region to those offered by the Village
of Oak Brook to its employees.
The independent consultant will be engaged once every three years to
perform its study and evaluation and to report its conclusions and
recommendations to the Board of Trustees.
II3. STEPS
1. Obtain the September 30th Consumer Price Index published by the U. S.
Department of Labor and calculate the maximums for Grades 1 through
12 based on the index change for "all items" for the Chicago-Gary-
Lake Co. region.
2. Recalculate the minimum for each grade accordingly.
3. Determine Performance Guidelines. The performance salary adjustment
is designed to permit an employee performing at a meets standards
level to progress through the salary range in approximately a seven
year period. Employees performing at exceeding standards or
excellent progress through the range within a five to six year
period.
IV. MAINTENANCE
The Village Manager will be responsible for reviewing the data supporting
the annual grade adjustment, as well as the performance salary guidelines
and submitting the revised Salary Fdtministration Plan to the Board of
Trustees for its approval.
The Village Manager will also be responsible for engaging the independent
employment consultant once every three years in order to obtain the
study, evaluation and recommendations of the consultant on the Village's
Salary Administration Plan.
V. PROCEDURE
A. Starting Rate at Initial Employment: Original appointments to any
position shall be made at the entrance rate and advancement from the
entrance rate to the maximum rate within a pay range shall be by
successive steps. Upon recommendation of the department head, the
Village Manager may approve initial compensation at a rate higher
than the minimum rate in the pay ranges for the class provided that
any such acceptance is based on the outstanding and unusual character
of the employee's experience and ability over and above the minimum
qualifications required for that position.
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B. Merit increases will be determined based upon the employee's
performance as described in the Employee Performance Report and the !'
recommendation of the employee's department head with review and
approval by the Village Manager. Normally, merit increases shall
occur within the parameters of the Salary Adjustment Schedule and in
no event shall it exceed the maximum of range for the position.
C. Salary Adjustment Schedule: It is the practice of the Village of Oak
Brook that salary adjustments shall be made in a timely and orderly
manner. Frequency of salary adjustments are based upon each
employee's performance and his/her relative position within the
respective grade. The following schedule will be followed. when
making adjustments to an employee's salary:
Employees shall be evaluated every six months for the first two years
of their employment. Thereafter, they shall be evaluated annually on
their respective anniversary date. "Anniversary date" shall apply as
follows:
(a) For part-time employees, the anniversary date is the date of
hire;
(b) For employees going from part-time to full-time and remaining
in the same pay grade, the anniversary date remains the date of
hire as a part-time employee; if the part-time employee is
moving to a full-time position in a different pay grade, the
employee's anniversary date will be the date starting the full-
time position; and
(c) For full-time employees promoted to a new grade and new
position, the date of promotion is the new anniversary date.
However, once an employee has achieved the maximum compensation
listed for the pay range in which the position, filled by the
employee, is classified, the employees Salary Adjustment Schedule
shall be modified as follows:
Merit Increases, for employees at the maximum rate of pay of
range in which the position occupied is classified, will be
determined based upon the employee's performance as defined in
(b) above and shall be applied within 30 days after the
Adjustment of the Salary Flan Salary Schedule, but in no event
shall it exceed the maximum of the range for the position
occupied.
Employee Performance Ratings shall occur at least once a year or may
occur more frequently if warranted. Special merit advancements will
occur when warranted and are not bound by the Salary Adjustment
Schedule.
D. Merit - Bonus: Top of grade full-time employees who achieve a score
f
Approved 2 NXHIBIT A Page 3 of 6
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of 80-89 or 90-99 shall receive a merit bonus annually in January of
each calendar year as follows:
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Above Standards (Score 80-89) Excellent (Score 90-99)
Frequently Exceeds Standards Exceeds all Department Standards j
$500 $1,000 j
Any such merit bonus shall not be considered a merit increase as
provided in paragraph V(B) hereof.
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E. Special Merit Advancements: Department heads may recommend to the
Village Manager that special merit increases in pay be granted to
individual employees at intervals more often that the normal
increments. Such special merit increases shall be based upon
exceptional performance of duties far exceeding the normal standards
for the particular position of classification, or based on
exceptional service to the Village beyond the normal scope of duties
expected of the position. Special merit increases, where granted,
shall have no effect on the dates for normal merit increases. These
increases are matters of special occurrence, and are granted only
with the concurrence of the Village Board.
F. Department head Merit Advancements: Department heads in pay grades
11 and 12 shall be awarded salary adjustments based upon the li
recommendation of the Village Manager and subject to the approval of
the Village Board of Trustees. In addition, any adjustment to the
Village Manager's salary shall be made by the Village President and
Board of Trustees.
G. Promotions: In a case where an employee is promoted from one
position to another, his salary increase shall not be reviewed as a
merit increase but shall be an increase for the additional
responsibility for that position.
H. Performance Rating: The objectives of a performance evaluation are
several:
1. To implement the development and improvement of employees'
performance and to maintain that performance at the highest
possible standard.
2. To provide a variation in compensation or an incentive based as
directly as possible upon merit.
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3. To assist supervisors in personnel administration and
organizational management. i.
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Each employee will be rated at least once annually. The definitions
of levels of performance are included in this booklet. In rating the
employee's performance, the department head must measure each item on
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the check list against the definitions based on the levels of
performance. Once the rating has been completed, it is the
re-rPonsibility of the department head to sit down with the employee
and uiscuss his performance in general and point out to the employee,
first, the area that the employee is carrying out effectively, and,
secondly, those areas where the employee is deficient.
I. Working Out of Classification: Any full-time employee performing
authorized work out of that employee's grade for a minimum of 30 days
shall be entitled to compensation during the period of such employ-
ment. This compensation shall be 105% of the employee's present
salary but may not be greater than any employee currently working in
the position in question. No such employee working out of
classification shall be entitled to such additional compensation
unless the employee works a majority of his time in such position.
LBVELS OF PBS - DBFMTIONB
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Unsatisfactory
Consistently Below standards j
Performance so poor that little useful contribution is made. Such performance
calls for immediate remedial action.
It should be noted that employees performing at this level should be notified
as soon as this becomes apparent. Under no circumstances should employees be
allowed to remain in pay status until their scheduled evaluation date; they
should be advised of their substandard performance and its possible i?
consequences without delay.
heeds Improvement
Performance that is to be expected during early periods on a new job as well :..
as during the training phase of an individual's employment. Usually, the G
individual develops and moves beyond this level at the average rate set by the i
supervisor or Department Head, based on the standards of performance required.
It should be used when an employee's performance is on track during a training
phase as well as for experienced employees whose performance has dropped from
a previous higher level.
Supervisors must set written action plans for each employee who is rated as 1
needs improvement in each area where the rating applies as well as timetables
and deadlines for the improvement to occur.
Meats Standards
Consistently Neets Standards
Performance reflects that standards not by the Department Head are met. This
generally applies to seasoned employees who have completed their training
phase and have accepted full responsibility for the completion of the duties
of their position.
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The rating is not based on a a c�arisoo n of the employee's performance _with J
fellow employees ink or similar.pos-.,.itioni it must be based solely on a
comparison of the employee's performance to the standards set by the
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Department and communicated to the employee.
Above Btandardis
Frequently Exceeds Standards
Performance of this caliber will be uncommon within each Department. The
rating will apply to employee performance which exceeds all Department
standards and will be represented by outstanding achievements over and above
the normal work assigned.
Examples of the outstanding achievements must be documented and submitted with
the Performance Evaluation foam with an appropriate statement as to how the
achievements favorably impacted the Department.
8�ellent I:
Exceeds all Department Standards
Performance of this caliber is exceedingly rare.. It may occur in employees
who are unusually gifted in a particular area, or whose skills surpass all
standards set for the average employee. It may also be earned for excellent j
performance in .response to an unusual occurrence which would normally not
constitute an employee's regular duties and responsibilities.
Examples of the employees particular achievements must be submitted with the
Performance Evaluation form.
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