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S-1389 - 12/10/2013 - SALARY ADMINISTRATION POLICY - Ordinances ORDINANCE 2013-PSTN-COMP-SAP-EX-S-1389 AN ORDINANCE APPROVING THE 2014-2015 POSITION CLASSIFICATION, SALARY PLAN, AND SALARY ADMINISTRATION POLICY FOR 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 Position Classification, Salary Plan, and Salary Administration Policy in Appendix A to the Village's current Personnel Manual ("Salary Plan"); and WHEREAS, the Village Manager has recommended that changes be made to the salary ranges, amounts, and structure in the 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, 2014; 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 force and after its passage, approval and publication as required by law. Section 4. That all ordinances, resolution or motions in conflict with the provisions of this ordinance be and the same are hereby repealed to the extent of such conflict.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 10th day of December, 2013. N Lalmalani Village President PASSED THIS 10th day of December, 2013. Ayes: Trustees Adler Baar, Manzo, Moy, Wolin, Yusuf Nays: None Absent: None ` ATT T' 4 a+ �i Charlotte K. Pruss Village Clerk a VILLAGE OF OAK BROOK 2014-15 POSITION C'LASSIFICATION, SALARY PLAN AND SALARY ADMINISTRATION POLICY Introduction 2, Compensation at Village of Oak Brook ............... ...................................................................... 3 Philosophy.................................... ............................................................................................. 3 Management!s Role& Responsibility ..................................................... ................................... 5 Human Resource Services ...................................................... 6 Salary Management Guidelines ........................... .......;.............................................................11 AppendixA....... ......... ......... ......... . ................i............ ........ ....................................23 AppendixB..................................................................................................................................27 Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 12.8.2013 Pagel Introduction Village of Oak Brook,is on the path to achieving the vision of moving forward from good to great. To realize this goal, the ability to attract and retain top talent is vital in the'transformation of the Village. These guidelines provide a basis by which compensation becomes a management tool that will enable Department Directors to strengthen the relationship between the vision for VOB and recognizing/rewarding the contributions of staff who exemplify the values of: • Excellence • Innovation i • Continuous Improvement • Creative Expression j • Peer Recognition • Collaboration across department and disciplines • Use-inspired Outcomes • Community Spirit `I 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 or his designee is responsible for reviewing the data supporting the any grade adjustments, 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: village of oak Brook Position Classification,Salary Plan,and salary AdministraWn Policy-Revised 12.6.2013 Page 2 Compensation at Village of Oak Brook Philosophy The overarching principle for compensation is to provide a compensation rate that is competitive with the identified market (whenever possible), is equitable and consistent across the Village, and affordable within the parameters of budgetary constraints, yet recognizes the importance of differentiating compensation levels due to performance, skills and competencies. Compensation is a combination of offerings provided by the Village, and it is this mix of elements which each current and future member of the VOB family refers to when deciding on engaging in, or continuing with the employment relationship. Other conditions, like the quality of management,work content, challenge and opportunities for growth and recognition are important career considerations that contribute to the achievement of VOB's vision. The Total Compensation package offered to employees is designed to provide broad, comprehensive and affordable plans and programs designed to assist during times of personal need, build future financial stability, reward and recognize long.-term commitment to VOB. The Village has made the strategic decision to bear the greater portion of benefit plan contribution*s so that, when taken in total, the mix of compensation available is competitive when compared to other employers. Objective Compensation and Classification is designed to reflect each position's unique responsibilities, requirements and influence. The total compensation package is meant to provide a framework by which VOB can attract, retain and develop highly motivated and talented staff by directly relating the institution's achievements and successes to the achievements and successes of staff. Methodology The Human Resources Division oversees the design, management and administration of the key concepts noted above through establishment of the methods and practices used by: • Establishing and maintaining an internally equitable position classification system; 0 Establishing, reviewing, and evaluating the viability of the salary structure consistent with values and strategy stated by the Village using established market pricing th methods to assign jobs within the structure that most closely represents the 55 percentile at the midpoint(control point) of the grade for base salary; • Establishing, administering and evaluating a skill/competency-based performance management program to assist in career planning/management as well as salary decisions; * Working in conjunction and closely with Department Directors in salary planning, budgeting and forecasting; 0 Providing consultative support to management regarding job skill requirements (scope of job), individual performance, contribution to HR or team goals, internal and external equity in compensation determinations; and • Developing, implementing and monitoring all guidelines and practices to ensure compliance with applicable federal, state and local employment laws, regulations and statues. Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 12.8.2013 Page 3 Elements It is the intent to target base compensation that is competitive for the job level and local/relevant economic market conditions. As base wage (compensation) is the major, if not the sole, portion of our staff s pay, it is important that this relationship is monitored on a regular basis so the Village does not lose staff'or are unable to provide competitive offers to selected candidates. Changes in base pay may be triggered: • If responsibilities of the position change that are defined as significant modifications in scope, breadth, responsibility and accountability;; • To maintain market equity as determined through analysis of salary survey data; or • To recognize increases in staff skills and competencies Other forms of variable compensation are used in select units of the Village where it has been identified that an alternative or additional delivery method for compensation is appropriate. These forms of variable compensation include commissions paid to sales staff and incentive plans. • Commissions Intended to reward safes positions for generating revenue in accordance with stated goals. Generally, the position can influence the amount of revenue generated during the sales transaction and the commission structure is developed with this as an underlying concept so that there is a direct correlation between the revenue generated and the commission paid. • Incentive Plans Limited to no greater than $275 per month per employee. Incentive plans are developed to reward the achievement of specific, measurable goals and require prior approval by the Village Board prior to implementation. Variable pay plans should be reviewed at least semi-annually to ensure that the outcomes of the plan remain applicable and the outcomes warrant the additional salary expense. I i Village of Oak Brook Position Classification,Salary Plan,and salary Administration Policy—Revised'1Z,8.2013 Page 4 Management's Role & Responsibility Communication Department Director must understand and effectively communicate the aspects of the Village's Compensation Program. The Human Resources staff is available to provide assistance, consultation and guidance to directors in all areas relating to decisions effecting job design, salary, performance and organizational management. Oak Brook's staff should know they can go to their Department Director as the primary source to answer their questions regarding how they can progress and develop throughout their`VOB career. Each department's staff look to their director to guide their career by providing them with opportunities to expand their skills and understand how their position is related not only within their current functional area (i.e.vertical career movement), but how their skill set may be transferable to other functional areas (i.e.. horizontally). The dynamic nature of the Village provides opportunities for and encourages expansion of knowledge, which is a key element of the values of a progressive community.As a Department Director, you are expected be able to explain these relationships, how salary and overall compensation decisions are made, the criteria used to set and determine performance assessments along with associated salary adjustments(if any). Responsibilities Management is expected to. Identify and define the type of jobs, mix of skills/jobs and staffing'levels required to meet stated objectives; Administer salary actions in accordance with established guidelines as published; • Recommend salary adjustments and/or promotional opportunities consistent with established budgetary/approval guidelines and in recognition of demonstrated' performance contributions; • Initiate position documentation (job description)which reflects the current functions,, duties and responsibilities as well as annually reviewing the content to ensure ongoing applicability to current functions and departmental operations/needs; and • Communicate support for compensation plan strategy and decisions. ;I Village of Oak Brook Position classification,Salary Purr,and Salary Administration Policy-Revised 12.8.2013 Page 5' Human Resource Services Purpose A primary responsibility of Human Resources is to ensure the establishment and maintenance of an internally equitable classification system with a salary structure reflective of current market competitive conditions. The Human Resources staff uses these methods and practices to accomplish this goal: • Participates in a variety of compensation surveys administered by third parties representing a broad range of positions across multiple employer types; • Designs, administers and analyzes custom, sharply focused market surveys as requested by management; • Prepares and presents recommendations to management regarding current labor market trends that may affect the Village's ability to attract and retain key talent; • Uses appropriate job analysis methods and practices to ensure maintenance of internal equity, classification and organizational titling conventions consistent across the broad spectrum of the institution; and • Ensures that all position classification and salary management policies and practices are in accordance with all applicable federal and state employment laws. The HR;staff engages with Department Directors to: • Facilitate organizational changes to ensure positions are properly documented and priced; • Review position documentation (job descriptions)regularly to ensure ongoing accuracy and relevance based on current operational needs • Integrate measurable competencies;and performance expectations within the context of career and salary management; and • Analyze of staff salaries consistent with performance, experience, and program guidelines Classification/Organizational Analysis Oak Brook continues to evolve and this evolution is often realized through organizational transformations that result in positions being created, modified (reclassified) and even potentially eliminated. Whenever this transformation is underway and positions are undergoing change,the established compensation plan may or may not remain appropriate. It is important to engage Human Resources during this process. The suggested procedure is as follows: 1. After agreement has been reached with senior'leadership regarding the necessity to develop a new or change the mix of the current organization, prepare draft description(s) for the affected positions and contact Human Resources if you need assistance. 2. Forward draft of description to Human Resources for review, market pricing and determination of classification status. 3, Human Resources then will work with the requesting Department Director to review affected staff pay levels. village of Oakr Brook Position Classification,Salary Plan,and Salary Administration Policy'=Revised 12.8.2013' Page 6', Some areas within the Village may not experience as much volatility as others. In those areas, positions tend to remain somewhat stable in content,scope and breadth from year to year. In these areas, Department Directors have the primary responsibility to ensure that position. documentation is maintained accurately even if the content may not change from year to year. Human Resources staff provides Department Directors with'two methods by which to complete this task: • Position Description (Management responsibility) Department Directors are provided with copies of current position documentation from compensation (if not available via web)for review, initial/date and return to Human Resources as verification • Job Analysis (Human,'Resource responsibility) Definition—To provide, at the individual incumbent level, a detailed documentation of a position's tasks, purpose, accountabilities, identifying outcomes as well as behaviors deemed relevant to the successful performance of the job, working conditions, delegated authorities and Department Directorial/supervisory responsibilities Use/Purpose—`The originating (source) documentation used to create job descriptions and provide the foundation for the classification of the position. Also used to ensure compliance with the American's with Disabilities Act(ADA), which may be requested as part of a Worker's Compensation physician review Process, Department Director requests an organizational review by Human Resources to determine if current classifications are proper/accurate representation of actual job functions • Human:Resources works with requesting Department Director to determine best method to gather documentation (Position Questionnaire, Desk Audit or both) Position Questionnaire (available from Human Resources web page) • Human Resources provides cover letter and questionnaire to the Department Director to distribute to incumbent(s) • Incumbent(s) complete questionnaire and return to the Department Director for review/approval (Department Director is NOT to change any information in questionnaire, but may comment on content in Department Director section) 0 Human Resources reviews for completeness and schedules, through Department Director, desk audits of incumbent(s) • Human Resources drafts description for each observed job classification for review/approval by Department Director including determination of FLSA status (exempt or non-exempt) Desk Audit Department Director schedules desk audit of incumbent(s) • Human Resources meets with incumbent(s); observes and documents incumbent(s) job tasks and responses to questions necessary to determine scope of job • Human Resources drafts description for each observed job classification for review/approval by Department Director and incumbent including determination of FLSA status (exempt or non-exempt) Village of Oak Brook Position classification,Salary Plan,and Salary Administration Policy--Revised 12.8:20131 Page 7 Titles The use of titles throughout the Village should reflect the actual functions,`performed as well as the delegated authority to initiate action on behalf VOB. The intent of establishing a framework for the use of titles provides both internal and external reference points. Human Resources provides management with guidance and recommendations to ensure maintenance of internal equity. Structure Oak Brook uses market pricing as the basis upon which positions are assigned into the structure consistent with the stated philosophy for base pay. Positions are placed into the structure at the closest midpoint(or control point)that approximates the average prevailing wage (defined as the 55th percentile) in the relevant market. Prevailing wage information is gathered using a variety of compensation and salary survey sources, custom designed survey instruments or a combination of both based on management's requests and the ability to gather relevant statistical data at least annually. Standard Compensation methods are used; • Survey sources are selected based on area/position responsibilities to ensure appropriate industry comparison • Description summary statements are compared with survey position statements to ensure appropriate match using the 80% rule for benchmark positions. o Benchmark position is defined as a job whose content tends to be consistent across industry sectors o 80% rule refers to the degree of match between the content of the survey job" and the job at the VOB o Non-benchmark positions are unique jobs to the VOB, structure and grade decision is based on internal comparison using whole job content method (analysis of scope, responsibilities and authority) • Structure, average wage paid and variable pay (if applicable) data is collected on benchmark positions and summarized statistically to determine the market prevailing wage aged to a common reference date (generally the beginning of the upcoming fiscal year) • Recommendations are prepared and presented to management regarding structure change as'appropriate to maintain market positions along with associated implementation costs. Definitions It is strongly urged that Department Directors, as the primary communication source, understand the concepts and terms used in Position Classification, Salary Plan and Salary Administration Policy: j Structure—A systematic grouping of positions within grades (or bands)typically in organizational(hierarchical) order with associated dollar values represented by a minimum,; midpoint(control point) and maximum Village of oak Brook Position Glass'rfication,Salary Plan,and salary Adm+nistration Policy—Revised-12.8.2013 Page 8 Grade—A designation within the structure; linked through the midpoint(control point)to the external prevailing wage; all positions within an assigned grade have the same relative internal and external value Midpoint(control point)—Statistical average of the surveyed data for positions assigned to that grade; typically; a fully competent incumbent's base pay should be targeted to approximate the midpoint. Calculation= (Minimum + Maximum)/2 Minimum—Typically the rate at which an incumbent is paid who has acquired only the minimum qualifications; good practice is to not pay below the established minimum of the grade except in extraordinary cases (i.e. training). Maximum—Typically the maximum value of a position and above which an incumbent's pay should not exceed; long tenured staff with little position movement typically will have a pay rate toward the top end of the assigned,grade. Mange spread The calculated percentage difference between the minimum and maximum of a grade; representing the total potential base pay increase opportunity Senior—Grades 10 to 20 are eligible to be promoted to a senior position,which is one ('1) grade above the standard position. Typically, incumbents have been in the same position for several years and have mastered all aspects of their job, OR consistently demonstrated"ability to exceed performance expectations and should be ready for more complex job Competitive Zone Refers to the range between second and third quartile and to which pay rate should be targeted (25th to 75th percentile) Exempt—Positions paid on a salaried basis; determined by Human Resources based on job analysis to ensure compliance with Fair Labor Standards Act (FLSA); meets applicable exemption test/criteria. Exempt from coverage of the overtime rule; therefore not eligible for compensation for hours worked in excess of 40 in the work week Exempt Overtime—Although exempt from coverage of the overtime rule,the Fire Department's Battalion Chief position and the Public Works Department's Supervisor positions may earn overtime, when employees work in excess of the respective position's normal schedule Non-Exempt-Positions paid on an hourly basis; determined by Human Resources based on job analysis to ensure compliance with Fair Labor Standards Act (FLSA); does not meet exempt tesfiJcriteria. Compensation of all hours worked' including hours in excess of 40 in a work week either through overtime (time and %)or compensatory time Village of Oak Brook Position;Classification,Salary Plan,and Salary Administration Policy—Revised 12.8.2013 Page 9 Financial The Village's HR staff works closely with the Finance Department to ensure increases are administered in accordance with established budgetary guidelines and eligibility criteria, Additionally, Human Resource staff reviews and audits salary actions initiated by management for compliance with increase guidelines, performance distribution standards and established policies. Audit Human Resource staff performs a variety of internal audits of salary administration practices to provide analysis to Department Directors regarding adherence with established policies. Typical reference points that are reviewed are as follows; Salaries below grade minimum • Salaries above grade maximum • Average increases by type Increase distribution by performance rating Salary action trend analysis by gender, ethnicity,°age, within/across units of the Village • Compa Ratio Analysis A measure of range penetration {incumbent salary relative to grade midpoint} Village of Oak Brook Position Classification,Salary Plan,and salary Administration Policy-Revised 12.8.2013 Page 10 Salary Management Guidelines Principles Imbedded in the vision and goals for the VOB is the principle of compensation based on performance (skill/competency). This principle is important to the ability to attract, develop and recognize the talent.necessary to realize the stated goals and objectives of the Village. Department Directors are delegated the responsibility for management, development and recognition of staff through.the equitable and defensible administration of classification and compensation actions. Salary actions, based on the results of annual performance assessments, should provide significant differentiation between the levels of performance. Department Director are encouraged to acknowledge incumbents who have acquired additional skills, demonstrated increased knowledge and competency throughout the year if this occurs outside the regular review cycle. Employment Offers Human Resource is responsible for all final salary offers to external and internal candidates. When considering extending an offer of employment to an external candidate, it is recommended that the following guidelines be used to assist in the decision:: • Range Minimum to 25th Percentile Current experience (qualifications) represent at least the minimum requirements for the position; if experience is greater, use discretion based on mix of skills/experience of incumbents already in position.The candidate typically is still on a learning curve in the basics of the functions to be performed • 25th Percentile to Midpoint Typically reserved for candidates with strong credentials; if hired, with very little assistance will be fully functional within a very short period of time. Again, management discretion should prevail given mix of skills/experience of current staff members.. The candidate typically is knowledgeable in all basics and can demonstrate ability in a majority of higher level skills/competencies of the position. • Midpoint Candidates are fully competent in all phases of the job and can demonstrate ability to immediately contribute to the achievement of objectives with little direction/supervision beyond general operational orientation needs, including consideration for familiarity with internal departmental and Village practices, policies and standards. Flexible Hiring Rate The Village should utilize the entire salary range for recruitment purposes, reserving flexibility for a variety of recruitment situations such as finding, and being able to recruit, a highly experienced or highly sought-after candidate. The sequence of hiring amount approvals based on the desired position within the salary range, such as:: Segment of Salary Range Approval Required Above Minimum to 25 Percentile Assistant Village Manager 25"' Percentile to the 75th Percentile Village Manager 75th Percentile to Maximum Village Board Village of Oak Brook Position Classification,Salary Plait,and Salary Administration Policy Revised 12.8.201'3 Page 11: Competency/Performance Based Assessment (Review) The integration of the Village's annual goals and objectives, accurate/reliable job documentation along with individual career development outcomes are the basis for establishing a viable performance assessment program. Taken collectively, the performance assessment process should be both a retrospective view of the contributions and accomplishments, which help the Department Director achieve the department's objectives as well as prospectively set expectations for the upcoming year consistent with the direction for your area as well as the career aspirations of the incumbent. This interaction between the Department Director and staff provides a framework by which there is understanding and agreement on expectations of contributions and career objectives'within the context of the overall goals of the unit and the Village. Salary adjustment guidelines associated with the performance assessment are prepared to assist in the distribution of increases. The outcome of the performance assessment provides the basis and justification to leadership in support of recommendations for any adjustments to base salary related to increased skills, abilities, performance and competencies. Guidefiines for Administering Compensation Recognizing that a staff member has taken on additional duties, expanded the scope/breadth and accountabilities or increased their individual skills/competencies becomes the basis for recommendations for salary adjustments. Additionally, there are instances which may result in recommendations for salary adjustments;based on analysis initiated by Human Resources. To the following are definitions of the types of actions available and the context for their user • Competency Based Increase—To recognize increased skills, abilities, knowledge and competency within the current position; possible change in positionrob title • Equity Adjustment- Intended to correct a pay disparity within a job classification • Market Adjustment—Based on results of compensation market study; assigned grade of the job is adjusted to a grade higher and the affected incumbent's current salary falls below the minimum of the new grade • 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. • Oak Brook Special Recognition Bonus—A lump sum taxable cash payment to recognize extraordinary job performance and contribution beyond normal job duties and work expectations. The Oak Brook Special Recognition Bonus may be awarded to exempt and non-exempt employees • Paid-On-Call, Regular Part-Time Fire Personnel and Special Duty Rate Compensation Schedule—Pay schedule for Fire and Police Personnel • Performance Increase-Given to an employee based on an assessment of work' performance, based on their evaluation • Performance-Based Bonus—A discretionary bonus given to an employee based on an assessment of work performance and are only provided when authorized by the Village Manager. A PBB may only be earned during normal compensated time and not through overtime Village of oak Brook Position Classification,Salary Plan,and Salary Administration,Policy—Revised 12.8.2013 Page 12 • Promotion—Moving into a position with a grade higher than the vacated position with a salary adjustment o Competitive Open recruitment activity with final candidate chosen currently an VOB employee o , Non-Competitive-Incumbent has consistently demonstrated skills, abilities and competencies associated with a more complex job typically within the same job family Reassignment—A reassignment is a management initiated non-competitive change in assignment from one classification to another classification • Reclassification—An employee may be reclassified to a position of a higher,grade as a result of being assigned additional and significant duties • Reduction in Pay—Reductions in pay may either be voluntary or involuntary. Specifically: • Voluntary Reduction—A may occur when an employee either accepts or requests a decrease in pay. This may be as a result of a reclassification or placement in another position. If the employee stays in the same position, a revised job description must be approved prior to the salary reduction. HR must review prior to the effecting action • Demotion—A demotion will occur if a corrective action or disciplinary reduction in job assignment results in a decrease in pay. A revised job description must be prepared and HR must approve the reduction in pay prior to the employee notification or changing of pay • Reemployment—The salary of a laid-off employee who is reemployed shall be set in the same manner as for an entrance salary consistent with the Village's RIF Policy • Rehire—The salary of an employee who is rehired following a previous resignation shall' be set in the same manner as for an entrance salary • Reinstatement—Reinstatement of a laid-off employee shall ordinarily be at the salary in effect at the time of layoff pursuant to Village's RIF Policy • Temporary Responsibility Pay/Special Assignment—Any full-time employee performing authorized work out of that employee's grade for a minimum of 21 days shall be entitled to additional compensation during the period of such employment • Transfers—A transfer is an employee initiated competitive change in assignment; i Salary and Grade Reference Guidelines A useful management tool and reference when making salary adjustment decisions, is the Compa Ratio statistic. Generally, this statistic is used by Human Resources as a measure of range penetration associated with such variables as performance and experience. Following are suggested references: • Minimum of the grade to the 25th percentile (halfway between minimum and midpoint)` should be for new hires with limited experience or for poorly'performing staff. Generally less than 3 years experience. • 25th percentile to 75th percentile (inclusive of midpoint) for fully competent staff;with those staff who consistently exceed expectations managed between the 60th and 75th percentile in recognition of their efforts. Generally ranging from 3 years to 10 years experience, • Midpoint is the target/reference point for market competitive salaries; the definition of which is staff that are fully competent in all phases of the work, internal policies and practices as well as solid performers. Generally 5 to 7 years'experience. Village of'0ak Brook Position`Classification,Salary Platt,and Salary Administration Policy-Revised 12.8.2013 Page 13 • 75th percentile to maximum of grade should be reserved for those staff who have been in the same position for the majority of the career, are consistent solid performers or for those high performers preparing for their next career move. Competency Based Increase: To recognize increased knowledge, skills, abilities, and competency within the current position. An employee is eligible to earn between a'one(1') and five (5) percent in-range increase and possibly a change in positionfJob title. Recognition for earning a multi-week/course certificate, associate, bachelor, or master degree are examples of increasing KSAs. Demotion: A'demotion is defined as a voluntary or involuntary change in the assignment of an employee from one classification to another classification with a salary range midpoint that is at least 10% less than the initial classification. When an employee is demoted, his/her salary shall be consistent with the salary range of the lower-graded classification, which should result in a lower salary for the employee. It is the Village's intent that an employee who is demoted should incur a salary reduction of at least 2.5%. In every case,when a demotion is immediately preceded by a promotion and promotional salary increase the employee shall receive a salary' decrease equal to the promotional;increase amount. In no case shall the resulting salary be greater than the maximum salary of the new grade of the classification the employee has been demoted to. Equity Adjustment: intended to correct a pay disparity within a job classification, equity adjustments will be made on a case-by-case basis by action of the Village Board. Market Adjustment: Based on results of compensation market study (completed 1-3 years by HR), the salary plan will be adjusted by reallocating job classes to different salary ranges from the Salary Range Table to reflect the varying prevailing rate movement of each job class in the marketplace. If the assigned grade of the job is adjusted to a grade higher and the affected employee's current salary falls below the minimum of the new grade, the employee will be placed at the minimum of the new grade. If the assigned grade of the job is adjusted to a lower grade, the employee's salary will remain frozen until the grade increases. 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, Ion evity pay. Employees with ten (10) or more years of full time continuous service as of January I ? 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 Oak Brook Special Recognition Bonus: Department Directors may recommend to the Village Manager, and the Village Manager may approve,the`Oak Brook Special Recognition Bonus at anytime throughout the year. A recognition bonus is determined on a case-by-case basis giving consideration to individual facts and circumstances of the situation. The actual amount can range from $500 to$5,000 and will be recommended by Human Resources and set by the Village Manager. Such 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. This recognition bonus shall have no effect on the schedule for normal performance evaluations or other adjustments. The Oak Brook Special Recognition Bonuses are Village of oak Brook Position Classification,Salary Plan„and Salary Administration Policy—Revised 12.8.2013 Page 14 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. Paid-On-Call,Regular Part-Time Fire Personnel and Special Duty Rate Compensation Schedule: The 2014 and 2015 pay schedule for Fire and Police.Personnel will be Position, Straight Time Hourly Overtime Hourly Inspector/Coordinator/Assistant $18.69 $28.03 Administrative Aide $25..11 $37:67 Director of Fire Prevention $25.11 $37.67 Director of Emergency Medical Services $25.11' $37.67 Director of Training/Communications $25.11' $37.67 Emergency Operations Co-Coordinator $25.11 $37.67 Special Duty Rates-Pursuant to Title 3; Chapter 1, Section 6D of the Village Code 1.5 x Grade 26 Range Midpoint (or$67.15)whichever is greater 1.5 x$74,380/2,080= $53.64 Performance Increase: 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 hired in 2011 or 2012 will continue to be evaluated at six (6) month °intervals for the first two (2) years of employment and shall receive one half (%2) of the earned increase for the respective six (6) month review. Thereafter, evaluations will 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. Full-time employees promoted in 2011 or 2012 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. As of January 1, 2013 employees (except as noted above) will be evaluated at six (6) month intervals for the first two (2) years of employment and shall receive up to the maximum current increase for the entire year's review. Thereafter, 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 at fop-of-grade (TOG) as of 12/31/2012, their anniversary date°will be January Vt. (c) 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; Village of oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised'12.8.2013' Page 16 (e) 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 (f) 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. Performance-Based Bonus: The Village's Performance-Based Bonus (PBB) is designed to provide incentive compensation for all eligible non-union employees. To be eligible for the bonus payment, a non-union employee must have been employed for at least 90 days and earn a"Meets Expectations"or higher performance rating. Department Directors may recommend to the Village Manager, and the Village Manager may approve, a Performance-Based Bonus at anytime throughout the year. The actual amount of the PBB will be determined on a case-by- case basis giving consideration to individual facts and circumstances of the situation.- Performance-Based Bonuses may be achieved by one of the following methods, in which the employee, supervisor and Village Manager must agree;. • An employee-meeting a departmental goal. • The employee suggesting cost savings to the department or Village. • Based on suggestions for increased productivity. • If the bonus is for outstanding performance on a special project, indicate the nature of the eligible special project and achievement. • If there are other criteria to be used instead of the ones listed above, indicate the criteria. 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 Director and approval of the Village Manager. Reassignment:A reassignment is a management initiated non-competitive change in assignment from one classification to another classification with no more than a three pay grade separation. When an employee is reassigned every effort will be made to ensure that there will not be a change in the employee's salary; however, in no instance will the employee be reassigned with a salary that exceeds the maximum of the new pay range. Reclassification: An employee may be reclassifiedto a position of a higher grade as a result of being assigned additional and significant duties. There'will be an appropriate change in salary if:a salary increase is necessary to reach the minimum salary of the new grade, or to maintain internal equity amongst the employees in the new classification and in the new pay grade salary range. Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy-Revised 12.8.2013 Page 16 { When an employee is reclassified to a position of a lower grade, his/her salary shall be consistent with the salary range of the Lower-graded classification, which should result in a lower salary for the employee. The employee's previous salary shall not exceed the maximum salary of the new, lower salary grade. If a reclassification is proposed for a classification with a large number of incumbents, it shall be reviewed by HR and approved by Village Board prior to implementation, Reemployment: The salary of a laid-off employee who is reemployed shall be set in the same manner as for an entrance salary consistent with the Village's RIF Policy. Reemployment above the minimum salary of the applicable pay grade must be consistent with the salary policy.: Reinstatement: Reinstatement of a laid-off employee shall ordinarily be at the salary in effect at the time of layoff pursuant to Village's RIF Policy. Rehire: The salary of an employee who is rehired following a previous resignation shall be set in the same manner as for an entrance salary. A'rehire salary above the minimum of the applicable pay grade must be consistent with the salary policy. An employee who has resigned and is being rehired into the same classification, as at the date of resignation, may be offered the same salary if the rehire is within twelve (12)'months of his/her date of resignation. Temporary Responsibility Pay/Special Assignment: Any full-time employee performing authorized work out of that employee's grade for a minimum of 21 days shall be entitled to additional compensation during the period of such employment. This compensation shall be 5% of the employee's current 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. The maximum length of the assignment is twelve (12) months. Upon completion of the assignment,the employee's salary will return to the rate that the employee received before the detail assignment, plus other applicable increases that would have otherwise been received while the employee was performing their regular position duties. Transfer: Atransfer is an employee initiated competitive change in assignment from one classification to another classification with the same pay grade, or within a three-pay grade separation. When an employee accepts a transfer, typically the employee's salary will remain unchanged; however, in no case shall the resulting salary be greater than the maximum of the salary range of the new grade. Voluntary Reduction: A may occur when an employee either accepts or requests a decrease in pay. This may be as a result of;a reclassification or placement in another position. If the employee stays in the same position, a revised job description must'be approved prior to the salary reduction. HR must review prior to the effecting action Village of Oak Brook•Position;classification,Salary Plan,and Salary Administration Policy—'Revised 12.8.2013 Page 17 SALARY RANGE STRUCTURE The salary table, on the following page, is the recommended salary structure for the Village, designed to be administered on the basis of each employee's objectively measured job performance. A. Single Salary Table Structure The Salary Range Table provides equal in-range salary opportunity of 35% from Minimum to Maximum. The salary ranges are separated by a uniform 5%, permitting job classes to be precisely linked to the external prevailing rates, the Village's salary competitiveness policy, and internal job relationships,through their Midpoints. The Table's 42 ranges exceed the dollar ranges required to encompass the FY 2014 and FY 2015' prevailing rates, permitting the plan to be updated in future years to accommodate the anticipated increases in the prevailing rates;Additional salary ranges may also be added. B Salary Range Adjustments—By Positions and Based on Market Job classes should be individually re-assigned to different salary ranges using updated market data every 1-3 years to reflect the varying movement in the external prevailing rate (if any) for each job class.While it is acceptable to provide.across-the-board Cost of Living increases added to employee salaries, the Salary Range Table should not be adjusted by blanket percentages or flat dollar amounts,as that will adversely impact the external consistency of the salary plan. C Illustrative Performance Increase Guide—2014 and 2015' Ratina Increase Added to Base Pay; Exceeds Expectations (Excellent) Range 3.0%to 3.5% Above'Standards/Expectations Range 2.0%to 2.99% Meets Standards/Expectations Range 1.0%to 1.99% j Needs Improvement 1.0% Unacceptable 0% j No increase to exceed the Maximum of the adopted salary range; one-time payments for employees at Maximum of pay range must include documented justification by the Department Director and approved by the Village Manager. Village of Oak Brook Position Classification,Salary Plan,and salary Administration Policy-Revised 12.8.2013 Page 18 Village of Oak Brook 2014 through 2015 Salary Range Table Salary Minimum Midpoint Maximum Salary Minimum Midpoint Maximum Range 850Aof Mld 100%of Range 115%of Mid Range 85%of Mica 100%of Range 116%of Mid 1 $18,670 $21,965 $25,259 22 $52,014 $61,193 $70,371 2 $19,603 $23,063 $26,522, 23 $54,614 $64,252 $73,890'; 3; $20,584 $24,216 $27;848 24 $57,345 $67,465 $77,585 4 $21,613 $25,427 $29,241 25 $60,212 $70,838' $81,464 5 $22,693, $26,698 $30,703 26 $63,223? $74,380 $85,537 6' $23;828 $28,033 $32,238_ 27 $66,384 $78,099 $89,814 7 $25;019 $29,435 $33,850" 28 $69,703 $82,004 $94,304 8 $26,270 $30,906 $35,542' 29 $73,188, $86,104 $99,020' 9 $27,584 $32,452 $37,319 30 $76,848' $90,409' $103,971 10 $28,963 $34,074 $39,185 31 $80,690 $94,930 $109,169 11 $30,411 $35,778 $41,145' 32 $84,725 $99,676 $114,628 12 $31,932 $37,567 $43,202 33 $88,961 $104,660 $120,359 13 $33,528 $39,445 $45,362 34. $93,409 $109,893 $126,377 14 $35,205 $41,418 $47,630 35 $98,080 $115,388 $132,696 15 $36,965 $43,488 $50,012 36 $102,984 $121,157 $139,331 16 $38,813 $45,663 $52512 37 $108,133 $127,215 $146,297` 17 $40,754 $47,946 $55,138' 38 $113,5339 $133,576 $153,612' 18: $42,792 $50,343 $57,895 39 $119,216 $140,254 $161,293' 19 $44,931' $52,860 $60,789 40 $125,177` $147,267 $169,357 20 $47,178 $55,503 $63,829 41 $131,436 $154,631 $177,825 21 $49,537 $58,279 $67,020 42 $138,008 $162,362 $186,716 22 $52,014 $61,193 $70.371 6.00%i ® l 35.00% =115%/85%- 1,35 range spread: Notes and Definitions Midpoint typically equates to market value of a 5-7 year incumbent: -Minimum is 85% of Midpoint -Maximum is 115% of Midpoint' -Jobs were assigned to a salary range whose Midpoint is nearest the prevailing rates Jobs may be re-assigned to new salary ranges based on market or a change in duties Village of Oak Brook Position Classification,Salary Plan;and Salary Administration Policy-Revised 12.8.2013 Page 19 Performance Increases All Village staff will receive a written performance evaluation (Appendix A or a grandfathered evaluation form`per Union contract) complemented by an individual interview, at least annually. The principal purpose of the performance evaluation is to provide two-way communication between a supervisor and an employee about the individual's work performance. It may also provide a basis for salary changes, promotions, or other changes. An employee must have worked in the same position at least six(6) months in order to be eligible for a performance increase, I A. The employee should be offered the opportunity to prepare a self-evaluation prior to the performance interview. The supervisor also prepares an evaluation, and the two are compared and discussed during the interview. The interview should be conducted in private without interruptions. The employee may also be requested to obtain feedback on his or her performance from a peer„patients, subordinate, manager, or other customers. The°employee should be given an opportunity to see and comment on the evaluation. In those circumstances where there are unresolved differences regarding performance between the j employee and supervisor, the employee should' be encouraged to comment in writing on the evaluation form or in a separate document. If an employee chooses not to sign the evaluation form, the supervisor should so note and indicate the date the performance evaluation interview was conducted. A copy of the performance evaluation should be given to the employee, B. Timing of Performance Evaluation: 1. A formal written evaluation should be prepared upon successful completion of the probationary period and as part of the annual wage and salary program thereafter. 2. When an employee is not actively working at the time annual reviews are conducted, the performance evaluation should be completed, but the performance'review may be delayed until" their return. 3. In any other circumstances for which a supervisor is considering a delay in conducting a, performance review consultation with Human Resources must occur. C. Performance expectations should be discussed on an ongoing basis whether initiated by the employee or supervisor. D. Job performance is the subject of the evaluation, and the comments on the form should focus on observable, measurable job-related behaviors. Supervisors must rate performance, to include both job specific competencies as well as core behavioral competencies, i.e., interactions with others/communication; customer service;expertise/continuous learning; resourcefulness/results and personal accountability. E. Supervisors should give-credit for good work as well as note areas needing improvement.; Where there is a need for improvement, it is important to cite specific examples where the employee's performance has not been satisfactory and to clarify what is expected. Further, a written plan for improvement with expected outcomes and the timeframe should'be developed for the employee by the supervisor. Village of Oak gook Position Classification,Salary Plan,and Salary Administration Policy y—Revised 128.2013 Page 20 F.The performance evaluation is a review and assessment of performance. Therefore, nothing in the review should be a surprise to the employee being evaluated. Any performance problem not addressed by the supervisor prior to the evaluation should not be factored into the overall rating. In addition, a single incident of a performance deficiency especially at the beginning or end of the evaluation period should not be allowed to outweigh an otherwise satisfactory performance. G. The assessments of all persons contributing to an employee's performance evaluation should be included before the evaluation is presented to the employee. H. The Village's wage and salary program is performance-based, and therefore a current performance evaluation must be provided to support each employee's annual salary change recommendation. I. Personnel Action Report (PAR'S) recommending a performance-based pay increase not accompanied by a current performance evaluation will be returned to the originating department. Level of Performance — Definitions 3.0 to 4.0: Exceeds Expectations (Excellent) - Performance at this level is frequently above acceptable requirements for the position. Duties and responsibilities are not only excellently met, but consistently exceeded. l Some examples of work behavior typical of this level of performance are: • Accomplishments exceed what is expected'of an individual. • Each project or jab is done thoroughly and on time. • Employee continually provides"extras • Employee requires practically no direction and/or supervision. 2.0 to 2.99: Above Standards/Expectations—An employee that has higher level of productivity than routinely expected. A clear and obvious willingness to go beyond what is required. Some examples of work behavior typical of this level of performance are: • Employee thinks beyond details of the job, works toward the overall objectives of the organization. • Personal commitment to a high level of.perfon-nance and results is evident. 1.0 to 1.99, Meets Standards/Expectations - Performance at this level is the acceptable standard for the position. Duties and responsibilities are met consistently and in a satisfactory and acceptable manner. Some examples of work behavior typical of this level of performance are • Errors are minimal and seldom repeated Village of oak Brook Position Classification,Salary Plait,and Salary Administration Policy-Revised 12.8.2013 Page 21 • Employee prioritizes problems well • Employee requires only normal supervision and follow-up • Employee completes work or projects on schedule • A reasonable balance between quality and quantity is demonstrated. 50 to 1.0: Needs Improvement-While some job requirements are met, some improvement is necessary to.fully meet all job requirements. This level of performance may be expected during early periods of 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 Director, 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 Improvement7 in each area where the rating applies, as well as timetables and deadlines for the improvement to occur. I Some examples of work behavior typical of this level of performance are: • Despite repeated explanations, employee does not grasp requested or required tasks • Employee requires close guidance • Work assignments are completed dependably only with constant follow up. 0 to .49: Unacceptable - Performance at this level is below the minimum acceptable requirement for the position. Duties and responsibilities are not met_ Such performance calls for immediate remedial action. 1 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. 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.. Appeal Procedure If there is a disagreement regarding the job family/zone of a position, a request for additional review may be made by either the employee or the Department Director for review by Human Resources. A desk audit will be performed and the Village Manager will issue a final decision. Decisions regarding job family and zone assignment,may not be appealed through the formal grievance process. Village of Oak Brook Posifion classification,Salary Plan,and Salary Administration Policy-Revised 12.8.2013; Page 22 2014-15 Performance Evaluation& Coaching Form Date of'Review. �! Evaluation Period Employee Name: —� Probationary Review JobTitle: ( Annual Review Supervisor/Reviewer: other,(please specify) Instructions:: Using the-ratings below,compare the performance of the employee being rated against the performance criteria factor. Select the rating which best indicates your perception of that individuals performance on the overall evaluation for the factor. Your complete evaluation should not necessarily reflect an average of-the criteria rating,since some criterion are more important than others. Examples of past performance must be provided for all ratings other than meets job requirements. The appraiser and the employee should discuss the evaluation,. The employee and appraiser must date and sign the form,make additional comments,and set both performance goals and bonus objectives. Assessment Ratings: 4 Excelllent-Performance at this level is frequently above acceptable requirements for the position. Duties and responsibilities are not only excellently met,but consistently exceeded. 3 Above Standard-<An employee that has higher level of productivity than routinely expected.A clear and obvious willingness to go beyond what is required 2 Meet Standard=Performance at this level is the acceptable standard for the position. Duties and responsibilities are met consistently and in a satisfactory and acceptable manner. 1 Needs improvement-While some job requirements are met,some improvement is necessary to fully meet all job requirements. Q Unacceptable-Performance at this level is below the minimum acceptable requirement for the position. Duties and responsibilities,are not met;. r Meets Some Improvement Needed r Y `k r` Does Not Meet Job Requirements Supervisor Comments:(Please provide specific examples for rating.) Include number of used sick hours(excluding FMLA) ; Rating x Supervisor Comments:(Please provide specific examples for rating.) }�-� c 6 •. �� � � A.fir-�,k , .,=a' E° •c �.# n o a •ifr c �a i mY�(o i s�u e T� aa't7- �*' ® •� a s�,g,- L �'`''� ==a'°�� :za a T FF sICsgl� •� 5�' �1� • • t • }"rk ' ents.(Please providespecift examples for rating.) Mi �s�IE``' ^-�`3^ ��e�rika fi�q�`"- +-r a ���^�� �w ."sti�'�q `•Y� r�•r e�•Y�� • #' �'� `r,�,;.� a"�`a�-w;'.xc�,�w 3r*:�:� .inr ,gq�•t �,J� .+ ��a.`,y "� d,� 1�"�� £`�{ e ��•A7,L_«^v�`'.�1�•gir.�,5� �d1w���l c ,�'�q fi Garry�� • • ` •o N c ®e 4• tl c ,y 4 4 i � ��Y'.F a•44f r�Y` a8. B4iG•y^�"`. SC 4`lY - @ b9° MR • J 7 .•"� M'! �,q �,� e a3 5�'��"C .� �:y�h...' 'Yt 1"a�"`'"vi+i-9 'ir �4ee H i • • o • o n € u s � � �..�j'g>z i mm i„�'�`% ,�e •'4r�..M,�'t f�;-e'—"'""• `e•� ��a ...te csr �' � r:��, ���r�'�,I �,"�.�y.'SS''°` .. '�� aa� s,�, ."es-s, c.- � ,... �iE „'tiw,: dr„�i"s,,�•iyy �a� 6 e '�•..,rrp, e. � 4 e ��• t •�•. e 5�'�tllA ':' ,a�a •e ^• • • •3 s>� `. c,x 'Supervisor (Please provide •° examples �gvt y.�' d s gi r' �t ,pY" •� F4[yxs � • us �"°�'���' �� '' m ,w.. �� ""-'''w 'a et+v r x�u's�.�nc� ���a•�a 'yam`� • �`� � a • e • • .�^:�"e�. `�*u+r5' °§i sa s� aatlf4is +ic ai �`4'w +�• r 9w E,� `�.A-a ,y5a+�1} ? 'y°� a y ~�,.r ©# Xi e rte jm 6ir�� •@{ a• •s• aa�b o •� �g `w�� V S In r K a �a'"� ����k°a ��, e �4&.�y����'�y �a �G�d 2��� @ � �• � �s #•. •; �s ��7 � ct,�-2• �rysk.a`r 's s'�&si tt�" ?, a.i^ <t " kd t c* �"�"+`''+ u � YS€t L.� fl C f� c E GF4�7 F I�kP�•��d$�f1� tl qF�. ( F `{�. • N Pf ��3,� 'a"��.""r'•g j 111'6�fmftl. t;,, 'SupeMior Comments:(Please Provide specific examples ! �RA �"- �� 3 "x�-�.rk y"..�Mtt: sL•.!•q f`''�`r'•��.'�„'�a�u atm� a •ai • "fiY F°a Er m • • •• d.'� der�� „ ,:E`,^. +fie r.� � •'�•�a. '�$°�..E ,. i�'� � �," y�..s-^ .."",r`�wT^" �.'�. 4`< �•+�Yr�'Sa�a �.'s°� t 3 � •� p a fi t t e � � o �+ $ M r}r tr ym�rt � srr�a,���; 'sb a�� •l P,,,-� � Y a �°6 .�G �`xw - � �...� �� ��s � ,'« +�...,�m �#`•�f' � "E_ r`s �"' � ", cz5�z�,# c: � 4,,r ta; tars ii r f r�'4",�nm� a a V}- �"e � •s "�@-a'�^!�— r�.,,, 5 • e a $ •r a • ®• ,-+ ^*y �y„t^�r', s��,� �? .. �, �'�� �' yr f i"f��1• 7..� 4 �, y �, and r =.,. a ara'„r• ^aFa.1. x ",.,.ip i•s` w ^s.-*cam f 4 �! • a a• • s a - a n,e,`` �7 tx rw -�` .���;..�'���', '�N •r y x • e�r e e •e -U--� AYR"'E"�r � {^�"'��� ���4�e,���u��• �•c,• u �, . `Gi'�` +.n"Xf'y�'�.. `US [[[��Tb��-�HIB3a���.• ���� �'i.E U ��k' q„$`�}"�?yT tl:". dY� il,�� .u�LL; ,;.•ab� ' * provide specific • include number of preventable •' o "TIN .Y .g' .. .,+ r'inx 3a ' mb " . • specific 2014-15 Overall Performance Rating 0 Excellent-3.0 to 3.5% Performance at this level is frequently above acceptable requirements for the position. Duties and responsibilities are not only excellently met,but consistently exceeded. rl Above Standards-'z.0 to 2.99% An employee that has higher level of productivity than routinely expected.A clear and --' obvious-willingness to go beyond what is required Meets standards-1.0 to 1,99% Performance at this level is the acceptable standard for the position, Duties and responsibilities are met consistently and in a satisfactory and acceptable manner. While somejob requirements are met,some improvement is necessary to fully meet all [� Needs improvement-1.0% job requirements. This rating requires completion of Corrective Action section below. Special review is required In 60 days.. Performance at this level Is below the minimum acceptable requirementfor the position. n Unacceptable-0% Duties and responsibilities are not met. This rating requires completion of Corrective _._ Action section below. Special review is required in 30 days: Corrective Action Follow Up Date Corrective Action Comments: Performance-Based Bonus:(The Village's Performance-Based Bonus is designed to provide incentive compensation for all eligible non-union employees.To be eligible for the bonus payment,a non-union employee must have been employed for at least 90 days,earn a*Meet Standards"or higher performance rating,and must be employed as of the December 31 st of the bonus plan year) Performance-Based Bonuses may be achieved by one of the fallowing methods,in which the employee,supervisor and Village Manager must agree:- *The employees meeting a departmental goal. (indicate the goals.) 1 *The employee suggesting cost savings to the department or Village. (Indicate the criteria to be used.) *Based on suggestions for increased productivity. (Indicate the criteria to be used.) * If the bonus is for outstanding performance on a special project,Indicate the nature of the eligible special project and achievement. * If there are other criteria to be used Instead of the ones listed above,indicate what they are Employee's Comments: I acknowledge this performance evaluation has been discussed with me. I understand that my signature does not necessarily indicate agreement. Employee: Fate: Signature Field ate/rme Field �— The following signatures Indicate that this evaluation has been completed,discussed and reviewed by Supervisor/Reviemr. Date: Date/rme Field �— Department Director. Date: ; Date/rime Field Human Resources: Date: Date/Time Field + I Village Manager Dater "E Datelrime Field k Appendix B -FY 2014-15 Salary Ranges Per Job Class --ftcommended- Recommended Occupational Job Famines and Job Classes Range Minimum Midpoint Maximum g, (Part Time Positions Shown Hourly) Village Administration • Village Manager 42 $138,008 $162,362 $186,716 • Assistant Village Manager 36 $102,984 $121,157 $139,331` Finance Group • Finance Director 36 $102,984 $121,157 $139,331 • Accountant 23 $54,614 $64,252 $73,890 Senior Accounting Assistant 19 $44,931 $52,860 $60,789 • Accounting assistant 18 $42,792 $50,343 $57,895 Information Services Group; Assistant Information.Technology Director' 34 $93,409 $109,893 $126,377 Information Systems Administrator 29 $73,188 $86,104 $99,020 nformationTechnology Technician(PT) 16° $18.66 $21.95' $25.25 Human Resources Group • human resources Generalist 27 $66,384 $78,099 $89,814 Administrative Payroll Coordinator 20 $47,178 $55;.503 $63,829 • Administrative Payroll Assistant 19 $44,931 $52,860' $60,789 Administrative Support Group • Executive Assistant 22 $52,014 $61,193 $70,371 Senior Administrative Assistant 20 $47,178 $55,503 $63,829 • Administrative Assistant 19 $44,931 $52,860 $60,789 Senior Purchasing Assistant 19> $44,931 $52,860 $60,789 1 Purchasing Assistant 18 $42,792 $50,343 $57,895 Records Clerk 13 $33,528 $39,445 $45,362 • Customer Service Associate(PT) 13 $16.12 $18=96 $21.81 Administrative Intern 6 $23,828 $28,033 $32,238 i Community Development Group • Community Development Director 36 $102,984 $121,157' $139,331 • Building Inspections Supervisor 29 $73,188 $86,104 $99,020 • Building Inspector 25` $60,212 $70,838 $81,464 Building inspector 25` $60,212 $70,838 $61,464 Planning Technician 23 $54,614 $64,252 $73,890 Senior Permit Coordinator 20 $47,178 $55,503 $63,829 Permit Coordinator : 19 $44,931 $52,860 $60,769 1-Positions that may contain incumbents below Minimum of proposed range from original study. *Survey benchmark title Position Classification,Salary Plan,and Salary Administration Policy:;APPX.B-revised 12.10.2013 Page'I, II Appendix B (con'd)--FY 2014-16 Salary Ranges Per Job Class --Recommended- Recommended Occupational Salary Job Families and Job Gasses Ran a Minimum Midpoint Maximum 9 (Part Time Positions Show n Hourly) Police Management and Supervisory Group * Police Chief 36 $102,964 $121,157 $139,331' * Deputy Police Chief 34 $93,409 $109,893 $126,377 * Police Commander 33 $88,961 $104,660 $120,359 < Police Sergeant 31 $80,690 $94,930 $109,169 Police Support Group * Conymnications Center Supervisor 24 $57,345 $67,465 $77,585 ConTrunications Center Operator 20 $47,178 $55,503 $63,829 * CDnymnity Service Officer(PT)1 20 $22.68, $26.68 $30.69 License Renew al Clerk 19 $44,931 $52,860 $60,789 Lead Police Records Clerk 19 $44,931 $52,860' $60,789 * Police Records Cleric 18 $42,792 $50,343 $57,895' Police records Clerk(PT)'1 18 $20.57 $24.20 $27.83 Adjudication Hearing Clerk 13 $33,528 $39,445 $45,362' 'I Fire Management and Support Group * Fire Chief 36 $102,984 $121,157 $139,331 * Deputy Fare Chief(vacant) 34 $93,409 $109,893 $126,377 * Battalion Chief 32 $84,725 $99,676 $114,628 j Administrative Office Coordinator 20 $47,178 $55,503 $63,829 Library Services Group * Library Director 35' $98,0130 $115,388 $132,696 j Head of Reference Services 26 $63,223 $74,380 $85,537 * Technical Services Supervisor 22' $52,014 $61,193 $70,371 Youth Services Supervisor 22' $52,014 $61,193 $70,371 Circulation Services Supervisor 22 $52,014 $61,193 $70,371 Office Coordinator 19' $44;931 $52,860 $60,789 Librarian 19 $44,931 $52,860 $60,789 * librarian(PI)1 19 $21.60 $25.41 $29.23 Library Assistant-Youth Services(PI) 14 $16.93 $19.91 $22.90 Circulation Clerk(PT) 9 $13.26 $15.60 $17.94 Circulation Assistant(PT)' 6 $11.46 $13.48 $15,50 Technical Services Clerk(FT) 9 $13.26 $15.60 $17.94 Technical Services Processing Assistant(PT)1 3 $9.90 $11.64, $13.39 * Shelver(PT)1 3 $9.90 $11.64; $13.39' 1 -Positions that may contain incumbents below Minimum.of proposed'range from original study. *Survey benchmark title I i Position Classification,Salary Plan,and Salary Administration Policy:APPX.B-Revised 12.10.2013 Page 2 l Appendix B (con'd) —FY 2014-15 Salary Ranges Per Job Class —Recommended— Recommended Occupational Salary Job Families and Job Classes Range Minimum Midpoint Maximum (Part Time Positions Shown Hourly);' Sports Core and Recreation Group • Sports Core Director 35 $98,080' $115,388 $132,696 • Golf Course"Superintendent 30 $76,848 $90,409 $103,971 Assistant Golf Course Maintenance Superintendent 16 $38,813 $45,663 $52,512 Mechanic(Goff Course) 22 $52,014 $61,193 $70,371; Assistant Got Professional 20 $47,178' $55,503 $63,829; Golf Grill Supervisor 18 $20.57 $24.20 $27.83 Public Works Group • Director of Public Works/Engineering 36 $102,984 $121,157 $139,331 • Project Engineer 32 $84,725 $99,676 $114,628 • Regulatory Engineer 28 $69,703 $82,OD4 $94,304' • Public Works Superintendent 30 $76,848 $90;409 $103,971 • Street Maintenance Supervisor 27 $66,384 $78,099 $89,814 • Water Maintenance Supervisor 27 $66,384 $78,099 $89,814 Positions that may contain incumbents below Minimum of proposed range from original study *Survey benchmark title i Position Classification,Salary Plan,and Salary Administration Policy:APPX.B—Revised 12.10.2013 Page 3 i