R-614 - 01/25/1994 - SALARY ADMIN PLAN - Resolutions T°
ADN►�a �P�N t�i9'f
RMENDM*NT Po;NT
sy stt
RESOLUTION 94-SAP-ERl-R- 614
A RESOLUTION APPRdVINa AMMIDUMB TO TB=
SALARY ADMINISTRATION PLAN FOR NW-UNION EMPLOTUB
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 meeting of
December 14, 1993, approved the changes to the Salary 1,4ministration Plan
effective January 1, 1994; and
WHEREAS, the Village Manager has recommended further changes to the
Salary Administration Plan for non-union employees. A copy of this Salary
Administration Plan is attached hereto, labeled Exhibit A and made a part
hereof.
NOW, THEREFORE, BE IT RESOLVAD 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 and shall be effective
January 1, 1994.
PASSED AND APPROVED this 25th day of January . 1994, 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 Barteck12 Kenny, McInerney, pglovich 4nd Skinner
Nays: None
Absent:
Abstain: Xnnp —
cage President
ATTEST:
r
f ,r
.fl
II
SALARY ADMINISTRATION PLAN - NON-UNION EMPLOYEES
I. INTRODUCTION
The Salary Administration Plan is intended to establish an equitable pay
plan which is designed to b. 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 viat the llage-wide pt�11
level as well as those standards which apply g
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
the Consumer Price Index for the Chicago-Gary-
on the percent change in i
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 Ville _;' to compare positions of the Village of Oak Brook pay plan
with Simi,°.» 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
and/or stthe
including recommendations for modifications in the pay P
fringe benefits package.
II. GUIDELINES
In reviewing and modifying the Salary Administrt-`.ion Plan, the following
guidelines and direction shall be followed:
A. Review and-Adjustment of Plan - The change in the Consumer Price
Index fortSeptember130the a Co. region
of each year by the U. S.
as published Department
of Labor will be used to adjust Plan annually.
B. Range Spread Within Each Pay Grade - Grades 1 hrougG de sh2l have a
35% spread from entrance to maximum salary paid.
all department heads and shall be developed with a 45% spread. Grade
Manager's grade and is based on the current
13 is the Village
contract in effect between the Board and the Village Manager.
Approved L_J5X94 EXHIBIT A Page i of 6
affective 1_k9
��
R-w41
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 I�
recommendations to the Board of Trustees.
i
III. 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
i
The Village Manager will be responsible for reviewing the data supporting I'
the annual grade adjustment, as well as the performance salary guidelines
and subr:itting the revised Salary Administration 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
�I
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 compansation 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 characto
of the employee's experience and ability over and above the minimum
qualifications required for that position.
Approved 1-35-91 EXHIBIT A Page 2 of 6
Bffmctive 11-1'24
° 014 �
ij
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 Ii
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 emniversary 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 employee's Salary Adjustment Schedule
shall be modified as follows:
Merit In for employeef 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 Plan 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 j
Schedule.
D. Merit - Bonus: Top of grade full-time employees who achieve a score
Approved 1 25;94 EWIBIT A Page 3 of 6
Effective _ 1,�4
R-to I+
86-100 shall receive a merit bonus annually in January of
of 71-85 or �.
each calendar year as follows:
Excellent (Score 86-100 pts.)
Above Standards (Score 71-85 Pts•) Exceeds all De artment Standards
Frequently Exceeds Standards
$1,000
$500
Any such merit bonus shall not be considered a merit increase as
provided i:n .paragraph V(B) hereof.
Department heads may recommend to the
E. Special Merit Advancements: DeP be granted to
Village Manager that special merit increases in pay
individual employees at intervals more oftin that the normal
Such special ecial merit increases shall be based upon
exceptional performance of duties far exceeding the normal baed aron
for the particular position of classification,
exceptional service to the Village beyond the normal scope of duties
expected of the position. Special merit increases, where granted,1 merit increases These nOrma shall have no effect on the dates for currence, and are granted only
increases are matters of special oc
with the concurrence of the Village Board'
a grader,
F. Department head Merit Advancements: Department heads in pay g
11 and 12 shall be awarded salary adjustments based upon the royal of
recommendation of the Village Manager and subject-to the
adjustment the addition, any
the Village Board of Trustees.
be made by the Village President and
Village Manager's salary
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.
To provide a variation in compensation or an incentive based as
2,
directly as possible upon merit.
3• To assist supervisors in personnel administration and
organizational management.
be rated at least once annually. The definitions
Each employee will
of levels of performanceth edeperutn+ent i i booklet- l t
headmustmeasure eachitem on
employee ■ Performanc ,
{
Approved EXHIBIT A page 4 of 6 j
xff*ctive �!
•4-
II
the check list against the definitions based on the levels of j
performance. Once the rating has bin completed, it is the
responsibility of the department head to sit down with the employee
and discuss his performance in general and point out to the employee, iI
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% the eurrently employee's present
salary but may not be greater than any employee
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.
I
IMWA OF PERFORNANCS - DSFMTIONS
Unsatisfactory
Consistentl y Below Standards
Performance so poor that little useful contribution is made. Such performance
calls for immediate remedial action.
It should be noted that employees perform ing 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 i!
should be advised of their substandard performance and its possible a
consequences without delay.
Below Standerds
In one or more of the significant standards, the employee is falling "below"
standards.
i
Needs Improv�t
Performance that is to be expected during early periods on a new job as well I�
as during the training phase of An individual's employment. Usually, the
individual develops and moves beyond this level at the average rate set by the
supervisor or Department Head, based on the standards of performance required.
it should be used when an employee's performance is an track during a training
phase as well as for experienced employees whose performance has dropped from l
a previous higher level.
i
Supervisors mast set written action plans for each employee who is rated as
needs improvement in each area where the rating applies as well as timetables
and deadlines for the improvement to occur.
i
Approved 1-25-94 EXHIBIT A Page 5 of 6
Effective 1"___1-94,..-,,,,,,.
i
Meets standards
Consistently Meets Standards
Performance reflec' that standards not by the Department Head are met. This Ii
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.
The ratting is not based on a comparison of the employee's performance with
fellow g2glovees fn the same or similar position, it must.be based solely on a
comparison of the employee's performance to the standards set by the
Department and communicated to the employee.
i
Above standards
Frequently Exceeds St=ds
i
Per€ormance 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 form with an appropriate statement as to how the
achievements 'favorably impacted the Department.
Excellent
Exceeds all Department Standards
Verformance 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
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.
y
i
j
i
i
Approved .. EXHIBIT A Page 6 of 6
4
inflective -
r