R-636 - 01/10/1995 - SALARY ADMIN PLAN - Resolutions eo&
RESOLUTION 95-SAP-EX2-R-636
A RESOLUTION APPROVING AMENDMENTS TO THE
SALARY PLAN AND SALARY ADMINISTRATION PLAN
FOR NON-UNION EMPLOYEES FOR 1995
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 of the
Village of Oak Brook) , 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 Committee-cf-the-Whole
meeting of January 9, 1995, considered the 1995 Salary Plan; and
WHEREAS, after recommendation by the Village Manager and due consideration at
its January 9, 1995 meeting, the Village Board directed that the minimums and
maximums of all pay grades, except Grade 13, be adjusted 4.0%, with increases
effective January 1, 1995; therefore, effective January 1, 1995, the minimums and
maximums of all pay grades, except Grade 13, shall be increased by 4.0%; and
WHEREAS, the Village Manager has recommended the approval of the attached
Salary Plan for non-union employees commencing January 1, 1995. A copy of this
Salary Plan is attached hereto, labelled Exhibit A and made a part hereof.
NOW, THEREFORE, BE IT RESOLVED BY THE PRESIDENT AND BOARD OF TRUSTEES OF THE
VILLAGE OF OAK BROOK, DU PAGE AND COOK COUNTIES, ILLINOIS as follows:
Section 1: That the provisions of the preamble hereinabove set forth are
hereby adopted as though fully set forth herein.
Section 2: This Village Board finds that the attached 1995 Salary Plan
(Exhibit A) conforms with the guidelines set forth in the Salary Administration Plan
(Exhibit B) .
Section 3: That the attached Salary Plan for 1995 (Exhibit A) and Salary
Administration Plan (Exhibit B) are hereby approves°;
PASSED AND APPROVED this 10th day of January, 1995, by the President and Boo rd
of Z,rustees of the Village of Oak Brook, DuPage and Cook Counties, Illinois,
according to a roll call vote as follows:
Calz�aretta, Kenny, rtulnernev and Payovi4h
Ayes: Trustees Ba_ rteeki, —
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Absent: Trustee 5httmate -- _
' lnt?W^
ATTEST i
lag clerk
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199, :ARY PLAN-NON-UNION EMPLARES
POSITION
GRADE POSITION IN GRADE MINIMUM MAXIMUM RANGE
1 Clerk Typist Annual $19,838 $26,781 $6,943
Laborer Monthly 1,653 2,232
PurchasinglGrants Clerk 81-Weekly 763 1,030
Receptionist
Records Management Clerk
2 Telecommunications Operator Annual $23,441 $31,644 $8,203
Secretary Monthly 1,953 2,637
Bi-Weekly 902 1,217
3 Account Clerk Annu3I $24,885 $33,595 $8,710
Community Service Officer Monthly 2,074 2,800
Police Records Supervisor 81-Weekly 957 1,292
Telecommunications Supervisor
4 Assistant Librarian Annual $27,536 $37,174 $9,638
Maintenance Man II Monthly 2,295 3,098
81-Weekly 1,059 1,430
5 Bath 8 Tennis Club Chef Annual $28,784 $38,859 $10,075
Building Maintenance Man Monthly 2,399 3,238
Maintenance Man I Bi-Weekly 1,107 1,495
Sports Core Mechanic
6 Inspector II Annual $29,544 S39,885 $10,341
Monthly 2,462 3,324
81-Weekly 1,136 1,534
7 Administrative Assistant Annual $32,946 $44,478 $11,&32
Firefighter Monthly 2,746 3,707
Bi-Weekly 1,267 1,711
8 Building Mai„L Journeyman Annual $36,535 $49,323 $12,788
Civil Engineer I Monthly 3,045 4,110
Fireman(PW 8 W) BI-Weekly 1,405 1,897
'-lead Mechanic
Senior Inspector
9 Fire Lieutenant Annual $39,463 $53,275 $13,812
Police Sergeant Monthly 3,289 4,440
Golf Course Superintendent Si-Weekly 1,518 2,049
Plan Reviewer/Chief Bldg.Inspector
Public Works General Foreman
10 Civil Engineer 11 Annual $42,232 $57,014 $14,782
Librarian Monthly 3,519 4,752
Bi-Weekly 1,624 2,193
11 Assistant to Village Manager Annual $45,102 $60,888 $15,786
Director Code Enforcement Monthly 3,759 5,074
Fire Captain Bi-Weekly 1,735 2,342
Police Lieutenant
12 Bath B Tennis Club Manager Annual $48,114 $69,765 21.6,51
Finance Officer Monthly 4,010 5,814
Fire Chief/Bldg.Commissioner Bi-Weekly 1,851 2,683
Golf Club Manager
Police Chief
Public Works Superintendont
Purchasing Director/Grants Coordinator
Village Engineer
13 Viliagn Mnnagrar Annual $69,9(X) S92,500 $22,6(X!
Monthly 5,875 7,708
BI-Weekly 7,688 3,558
Approved 1110197
Effm"ve, 1/01/95
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SALARY ADMINIS.RATION PLAN - NON-UNION EMPLOYEES
I. INTRODUCTION
The Salary Administration Plan 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 whose performance meets oz exceeds standards established
at the department level as well as standards which apply generally to
employees of the Village of Oak Brook.
For the purpose of maintaining wage levels commensurate with the annual
rate of inflation, the adjustments t.a the Salary Plan are normally
computed annually based on the percent change in the Consumer Price Index
for the Chime _o-Gary-Lake_ Co. region as published by the U. S. Department
of Labor. '.if; "all items" index change at September 30th of each year is
ap -..ed tc minimums and maximums for all pay grades, with increases
eft :cive January 1st of the subsequent year. The Village Board may, in
its discretion, authorize adjustments to the Salary Plan based on other
factors (see Section II.C. below) .
The Village of Oak Brook's Salary Administration Plan, as well as the
.fringe benefits applicable to employees shall be further monitored every
three yeazs. An independent compensation consultant shall be retained by
the Village tj compare the compensation of village of Oak Brook positions.
with similar positions in the region, and to compare the fringe benefits
offered to Village of Oak Brook employees with fringe benefits available
to other employees of the region. The consultant was retained in 1994
and will be retained every three years thereafter.
The independent consultant will submit a report to the Board of Trustees
including recommendations for modifications in the Salary Plan and/or the
fringe benefits package.
II. GUIDELINES
The following guidelines shall apply to review and modification of the
Salary Plan:
A. Review and Adjustment of Plan - The change in the Consumer Price
Inde-< for "all items" applicable to the Chicago-Gary-Lake Co, region
as published for September 30th of each year by the U. S. Department
of Labor will normally b, used to adjust the Plan annually.
a Range Spread Within Each Pay Grade - Grades 1 through 11 shall". have a
354 spread from entrance to maximum salary paid. Grade 11. includes
all depar*men`-. he Lds and shall have a 454 spread. Grade 1.3 is the
Village Managger,s grades and is based on the current employment
agreement in effect between the Board and the Village Manager.
Appro+led _.M-.2,L_ EXHIBIT S Page 1 of 6
Effective 1=01=
C. Other Adjustments to the Salary Plan - The Salary Plan may, in the
discretion of the Village Board and upon the recommendation of the
Village Manager, be adjusted based on the evaluations and
recommendations of an independent compensation consultant engaged by
the Village of Oak Brook, or based on other factors as deemed
appropriate by the Board.
III. STEPS
1. Obtain the September 30th Consumer Price Index published by the U. S.
Department of Labor and calculate the maximums for Grades l through
12 based on the index change for "all items" for tl;e Chicago-Gary-
Lake Co. region.
2. Calculate the minimum for each grade accordingly.
3. Determine merit adjustment guidelines, which shall be 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 "Above Standards" or "Excellent"
should progress through the range within a six or five year period,
respectively.
IV. MAIN"=ANCE
The Village Manager shall be responsible for reviewing the data
supporting the annual grade adjustment, as well as the performance salary
guidelines, and submitting the revised Salary Plan to the Board of
Trustees for its approval.
The Village Manager shall also be responsible for engaging an independent
compensation consultant once every three years, and forwarding the study,
evaluations, and recommendations to the Village Board for its
consideration.
V. PROCEDURES
A. Starting Rate at initial Employment: Original appointments to any
position will normally be made at the entrance rate. Upon
recommendation of the department head, the Village Manager may
approve initial compensation at a rate higher than the minimum rate
in the pay range for the class, provided that any such acceptance is
'.s.sed 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 adjustments will be determined b3 sed upon the employee s
performance as described in the Employee Performance Appraisal and
the recommendation of the employat's department head, with review and
approval by the Village Manager. Merit adjustments shall occur
within the parameters of -Lie salary plan and in no event shall it
Approved J-10-95 EXH19XT I Page 2 of 6
Xffectiv*
e.xcee6. 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.
1. Employees are evaluated at six month intervals for the
first two years of employment. 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 going from part-time to full-time
status and remaining in the same pay grade, the
anniversary date remains the date of hire as a part-
time employe; if a part-time employee moves to a
full-time position in a different pay grade, the
anniversary date shall be the date the full-time
position is assumed;
(c) For full-time employees promoted to a new grade and
new position, the date of promotion is the new
anniversary date; and
(d) promoted/reclassified 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. Merit Bonus: Top-of-grade full-time employees who achieve an "Above
Standards" or "Excellent" appraisal on the Employee performance
Appraisal Report shall receive a merit bonus annually in January of
each calendar year as follows:
Approved 1-10-95 EXHIBIT B page 3 of 6
affective 1-01-95 .�.
Above Standards Excellen
(Frequently Exceeds Standards) (Exceeds all Department Standards)
$500 $2,000
Any such merit bonus shall not be considered a merit adjustment as
provided in Section V.B. hereof.
E. Special Merit Adjustments: Department heads may recommend to the
Village Manager, and the Village Manager may approve, special salary
adjustments at intervals other than as provided in paragraph V.C.
hereof. Such special merit adjustments shall be basest upon
exceptional performance far exceeding the normal standards for the
position, or exceptional service to the Village beyond the normal
scope of duties expected for the position. Special merit adjustments
shall have no effect on the schedule for normal performanc,
evaluations and merit adjustments. Special merit adjustments 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.
3. 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.
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 compensatian and incentive basest as
directly as possible upon merit.
3. To assist supervisors in personnel administration and
organizational management.
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It is the responsibility of the department head or supervisor j
completing the Employee Appraisal .Report to review the appraisal with
the employee J& g "2 . During this meeting, the evaluator is
expected to discuss the emp.loyeva performance in general and point
out to the employee, first, the areas in which the employer is
performing effectively, and, secondly, those areas where improvement
is needed. The evaluator is also expected to solicit the ei;^rloy°ee.a
views on the appial.eal.
Approved 1-1.0-95_ EXHIBIT $ Pages 4 of 6
affective
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Village Pmident and Board of Trustees ' 4P
January 10, 1995
Page 2
Once again, the other substantive features of the 1995 Salary Plan and Salary
Administration Plan are as follows:
• Position titles not in use have been deleted (e.g., Auto Mechanic, Business
Registration Clerk).
• Grades 1 through 12 have been adjusted by the recommended 4 percent.
• Grade 13 (Village Manager)has not been adjusted.
• Section H. C. of the Salary Administration Plan has been amended to clarify that
the Salary Plan may be adjusted based on factors other than the CPI and to establish
a general procedure for considering such amendments, or other amendments based
upon the triennial consultant review.
• Section V. E. of the Salary Administration Plan has been amended to provide that
Special Merit Adjustments may be approved by the Village Manager only after
notice to the Board and opportunity for the Board to disapprove the action, rather
than requiring specific Board approval.
• Section V. F. of the Salary Administration Plan has been amended to clarify the
procedure for adjusting the salary of the Village Manager and to delete provisions
calling for Board review and approval of normal salary adjustments for department
heads.
Regarding the PAR Group study, I plan to conduct a workshop with department heads
toward developing specific additional recommendations for the Board. We intend to solicit
further comments from employees and would welcome the Board's further thoughts on the
study and the Committee-of-the-Whole discussion as we proceed.
Stephen B. Witch
Village Manager
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I. working Out of Classification: Any full-time empltoyae performing
authorized work out of that employee's grade for 4 minimum of 14 c.ays
shall be entitled to additional compenbation during the period of
such employment. This compensation shall be 1051 of the employee's
present salary, but may not be greater than that of a.y 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)
Perf•.:)rmance 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 that would be 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
reeds improvement in each area where the rating applies as well as timetables
and deadlines for the improvement to occur.
Meats 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.
Approved _ice, EXHIBIT 8 Pago S of 6
Effective 1-01-95
-W 747,771-7
The ratinq is not d 2n a comarlIgIL-Of the SM219Y29'a 221formancS with
f2jlow em loYge& in the same or similar_rosition; 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.
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 the outstanding achievements must be documented and subr:.-tted 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 employees particular achievements must be submitted with the
Performai:ee Evaluation form.
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Approved 1-1 Q-s.,`— EXHIBIT H Page 6 of 6
effective
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