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S-1326 - 12/13/2011 - SALARY ADMIN POLICY - Ordinances Supporting DocumentsITEM I1.C.4) AGENDA ITEM December 13, 2011 SUBJECT: Proposed 2012 Salary Plan and Salary Administration Policy FROM: Blaine Wing, Assistant Village Manager 0 BUDGET SOURCE/BUDGET IMPACT: Personnel Salaries RECOMMENDED MOTION: The Village Board recognizes that even during these uncertain economic times the Village continues to have a very dedicated, skilled and reliable workforce. So, therefore, I move to approve effective January 1, 2012, a 2% adjustment for all non- represented employees, amend the Merit Pay compensation percent range from 0% to 3% for the 17 full -time employees and 19 part -time employees moving through grades, a continuation of the existing longevity pay, and to continue the revised hiring policy to fill non - essential employee vacancies. Further, I move to approve Ordinance S -1326, "An Ordinance Approving The 2012 Salary Plan And Salary Administration Policy For Non - Represented Employees Of The Village Of Oak Brook, Illinois ". Backeround/Historv: As much of the detailed history was discussed at the Village Board's Strategic Planning meeting in July, I will keep the background information brief. During 2009, the non- represented employees saw reductions either by having their hours increased without additional compensation, salary reduced, or had furlough days (up to a week's reduction in pay) — with no adjustments made to Union employees. Then in 2010 non - represented employees salaries were frozen, while some Union employees (per contract) received increases. However, most recently during 2011, the Village Board authorized a retroactive increase (effective 1 /l /11) of 1.5% for all non - represented employees and a merit adjustment of 2% for thel7 full -time employees and 19 part -time employees moving through grades, while some Union employees had the potential to earn a merit increases from 2% up to 4 %. Next Steps: In the late spring of 2011 the Village formed a Compensation and Benefits Committee, composed of two Village Trustees (Jerry Wolin and Elaine Zannis), a Citizen Finance Advisory Committee Member (George Klein), the Village Manager, and a few staff members. This Committee has worked with an outside consultant on evaluating the Village's current Pay Plan and benefits in order to compare them with the public and private sectors. As of last week the Committee reviewed a confidential draft of the consultant's report, but felt that several key questions still need to be more fully explained and possibly additional work completed in certain sections before the report is final and ready to present to the Village Board. AIV) During the next month and into early 2012, the Committee plans to meet and finalize their overall analysis of all of the comparable public and private sector data that is available, fully understand the consultant's work, data, and recommendations, and be prepared to work with staff on recommending and implementing a new compensation and benefit structure that the Village Board will feel comfortable supporting in 2012 and beyond. At this point, the Committee is working towards changing the grading scale, moving to an all merit compensation system (to reward hard work and effort), implement a revised evaluation form, create a pay- for - performance bonus system, and maybe even go as far as recommend a second tier level of benefits for newly hired employees. So, as you might guess, there is plenty of analysis and work to be done. Recommendation: The Committee acknowledges that the Fire and Public Works Unions will receive 2.5% increase and employees moving through the a grade will have the opportunity to earn an additional merit increase up to 4 %, as such the Committee recommends that the non - represented employee group as a whole should receive a 2% increase, which is just slightly lower than the Fire and Public Works Union increases. (The combined total cost of the 2% increase is estimated at approximately $100,000 and is within the Village's proposed 2012 Budget.) The Committee further recommends that setting the non - represented merit levels from 0% to 3 %. Although this is again lower than the above noted Unions, it will allow the non - represented employees moving through grade to be recognized for their efforts while the remaining within the proposed 2012 Budget. Further, as proposed in the 2012 Budget and contained within all of the Union contracts, the Committee recommends the continuation of the Meritorious Longevity Pay for those full -time employees that have reached the top (maximum) of the pay grade based on years of service, and receiving a performance review score equating to "Meets All Standards" performance, shall receive an annual one (1) time lump -sum longevity pay beginning in their tenth (le) year of employment and commencing annually thereafter according to the following schedule: Years 10 —14: $400.00; Years 15 —19: $500.00; Years 20 and on: $600.00. Finally and in addition to the above items Committee and staff are recommending extending the current 2011 hiring policy and continue to require Village Board approval to fill non - essential employee vacancies (exempting Seasonal and budgeted Part-Time employees). Extending this hiring policy change would require the filling of all non - budgeted (Part -Time and Full -Time) position vacancies to be reviewed by the Village Manager and approved by a majority of the Village Board prior to being filled during the first six months of 2012. Attachments: 2012 Proposed Pay Grade Plan 2012 Proposed Salary Administration Policy ORDINANCE 2011 - SAP -EX1 -S -1326 AN ORDINANCE APPROVING THE 2012 SALARY PLAN AND SALARY ADMINISTRATION POLICY FOR NON - REPRESENTED EMPLOYEES OF THE VILLAGE OF OAK BROOK, ILLINOIS WHEREAS, pursuant to the Village of Oak Brook Personnel Manual, the Village endeavors to compensate its employees fairly and competitively, and therefore has established a Salary Plan and Salary Administration Policy in Appendix A to the Personnel Manual (the "Salary Plan "), and WHEREAS, the Village Manager has recommended that changes be made to the salary amounts and merit percentages in that Salary Plan, as set forth in Exhibit "A" to this Ordinance; and WHEREAS, the Village Manager also recommends the approval of these changes to the Salary Plan to be effective as of January 1, 2012; and NOW, THEREFORE, BE IT ORDAINED 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 Village Manager's recommendation with regard to changes in the Salary Plan is hereby accepted and those changes as reflected in Exhibit A hereto are approved. Section 2: That all or any part of the Salary Plan that is not affected by the terms of Exhibit A hereto shall remain in full force and effect. Section 3: That this ordinance shall be in full force and effect from and after its passage, approval and publication as required by law. Section 4: That all ordinances, resolutions or motions in conflict with the provisions of this ordinance be and the same are hereby repealed to the extent of such conflict. APPROVED THIS 131" day of December, 2011. PASSED THIS 13" day of December, 2011. Ayes: Nays: Wfl=, a Gopal G. Lalmalani Village President ATTEST: Charlotte K. Pruss Village Clerk PROPOSED 2012 SALARY ADMINISTRATION POLICY - NON - REPRESENTED EMPLOYEES II. The Salary Administration Policy is intended to establish a compensation program which is both internally equitable and competitive with the prevailing wages paid within Oak Brook's Labor Market Area. It is also based on a system of performance evaluations designed to recognize and reward employees based on standards established at the department level as well as standards which apply generally to employees of the Village of Oak Brook. The Village Manager is responsible for reviewing the data supporting the annual grade adjustment, as well as the performance salary guidelines including implementation and review of the Performance Evaluation Appraisal tool used to measure employee's performance, and when applicable, engaging an independent compensation consultant to review the Village compensation plan, and submitting the revised Salary Plan to the Board of Trustees for its approval. A. Starting Rate at Initial Employment: Original appointments to any position will normally be made at the entrance rate. Upon recommendation of the department director, the Village Manager may approve initial compensation at a rate higher than the minimum rate in the pay range for the grade, 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. B. Merit: Merit adjustments will be determined based upon the employee's performance as described in the Employee Performance Appraisal and the recommendation of the employee's department director, with review and approval by the Village Manager. Merit adjustments shall occur within the parameters of the Salary Plan and in no event shall it exceed the maximum of the range for the position. C. Salary Adjustment Schedule: It is the policy 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 the employee's position within the applicable grade. Employees are evaluated at six month intervals for the fist two (2) years of employment and shall receive one half ( %:) of the earned increase for the respective six month review. Therea$er, evaluations occur annually on the employee's anniversary date until the maximum compensation for the pay grade in which the employee's position is classified is reached. "Anniversary date" is determined as follows: (a) Generally, the anniversary date is the date of hire; (b) For employees going from part -time to full -time status, the anniversary date shall be the date the full -time position is assumed; (c) For employees whose position is simply reclassified to a new grade (i.e., the job duties of the existing position have evolved such that reclassification and possibly re-titling is warranted), the anniversary date remains the date of hire; (d) A promotion is deemed to have occurred when an employee assumes a new position in a higher pay grade and is performing substantially different duties than performed previously. For full -time employees promoted to a new grade and new position, the date of promotion is the new anniversary date; and (e) Promoted employees will be reviewed every six (6) months for one (1) year after their promotion or until they reach maximum compensation for their respective pay grade. 2. Once an employee has reached the maximum compensation for the pay grade in which his/her position is classified, the employee's anniversary date reverts to January 1, and normal salary adjustments shall be effective as of that date. 3. Performance appraisals shall occur at least once each year, and may occur more frequently, if warranted. Special merit adjustments may occur when warranted and are not bound by the Salary Adjustment Schedule. D. Meritorious Longevity Pay: In recognition and appreciation of dedicated service, full time Oak Brook employees that receive a performance review score equating to "Meets Standards" performance shall receive an annual one (1) time lump -sum longevity pay. Employees with ten (10) or more years of full time continuous service as of January l'of each year, will receive annual longevity pay in accordance with the following schedule: Years 10 —14: $400.00 Years 15 — 19: $500.00 Years 20 and on: $600.00 E. Special Merit Adjustments and Special Merit Bonuses: Department heads may recommend to the Village Manager, and the Village Manager may approve, special salary adjustments or special merit bonuses at intervals other than as provided in paragraph V.C. hereof. Such special merit adjustments or bonuses shall be based upon exceptional performance far exceeding the highest standards for the position, or exceptional service to the Village beyond the highest scope of duties expected for the position. Special merit adjustments or bonuses shall have no effect on the schedule for normal performance evaluations and merit adjustments. Special merit adjustments or bonuses are deemed to be extraordinary events, and may be granted only after notice to the Village Board, and an opportunity for the Board to disapprove the action. F. Village Manager: The salary of the Village Manager may be adjusted only by action of the Village Board, subject to the terms of the current employment agreement in effect between the Board and the Village Manager. G. Promotions: In a case where an employee is promoted from one position to another, any increase in salary shall not be viewed as a merit adjustment, but shall represent recognition of the additional responsibility inherent in the new position. Employees that earn promotion from one full time position to another full time position shall be entitled to a five (5) to twelve (12) percent increase to their base salary based on a recommendation from their department head and approval of the Village Manager. H. Performance Appraisal: The objectives of a performance appraisal are several: 1. To develop and improve performance and to maintain performance at the highest possible level. 2. To provide for variation in compensation and incentive based as directly as possible upon merit. 3. To assist supervisors in personnel administration and organizational management. It is the responsibility of the Department Director or supervisor completing the Employee Appraisal Report to review the appraisal with the employee in person. During this meeting, the evaluator is expected to discuss the employee's performance in general and point out to the employee, first, the areas in which the employee is performing effectively, and, secondly, those areas where improvement is needed. The evaluator is also expected to solicit the employee's views on the appraisal. Working Out of Classification: Any full -time employee performing authorized work out of that employee's grade for a minimum of 14 days shall be entitled to additional compensation during the period of such employment. This compensation shall be 105% of the employee's present salary, but may not be greater than that of any employee currently working in the position in question. Further, an employee working out of classification shall be entitled to such additional compensation only if the employee spends the preponderance of time performing the duties of the position. LEVELS OF PERFORMANCE - DEFINITIONS Unsatisfactory (Consistently Below Standards) 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 consequences without delay. Below Standards In one or more of the significant standards, the employee is falling "below" standards. Needs Improvement Performance as expected during early periods on a new job, as well 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 is in a training phase as well as when an experienced employee's performance has dropped from a previous higher level. Supervisors must 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. Meets Standards (Consistently Meets Standards) Performance meets standards set by the Department Head. 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. Above Standards (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 is represented by outstanding achievements over and above the normal work assigned. Examples of 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) 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 performance in response to an unusual occurrence which would normally not constitute an employee's regular duties and responsibilities. Examples of the employee's particular achievements must be submitted with the Performance Evaluation Form.