R-489 - 01/23/1990 - SALARY ADMIN PLAN - Resolutions RESOLUTION R-4 8 9 1 q D
A 228OLUTIOM APPFAWM =21202M �I
TO 13mumn PAT PLM FOR 1990
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ADO To IM SiRll 101 PL
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) Ii
the Village Manager is charged with developing a uniform and equitable pay
plan with the approval of the Village Board; and j
WHEREAS, the President and Board of Trustees, at its regular meeting on
January 9, 1990, considered the 1990 Employee Pay Plan; and
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WHEREAS, after due consideration at its January 8, 1990 meeting, the
Village Board directed that the midpoint of Ranges 1-13 inclusive, be
increased by 4.9%; and
WHEREAS, the Village Manager has recommended the approval of the attached i!
Employee Pay Plan commencing January 1, 1990. A copy of this Pay Plan is
attached hereto, labelled Exhibit A and made a part hereof.
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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 1990 Employee Pay
Plan (Exhibit A) conforms with the guidelines set forth in the Salary
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Administration Plan which was previously adopted by the Board on February 28,
1984, pursuant to Resolution No. R-362. li
Section 3: That the attached Employee Pay Plan for 1990 (Exhibit A) is
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hereby approved.
Section 4: That the Salary Administration Plan be and is hereby amended
to read as set forth in the attached Exhibit B.
PTS '6D AND APPROVED this 23rd day of January , 1990 by the
President and Board of Trustees of the Village of Oak Brook, DuPage and Cook
Counties, Illinois, according to a roll call vote as follows:
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Resolution R- 489 �I
Approving Amendments to
Employee Pay Plan for 1990
& Salary Administration Plan
Page 2
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Ayes: Trustees Bartecki, Bushy, Maher, Payovich, Rush and Winters
Nays: None _.._._.�
Absent: None
Abstain: None
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ATTEST:
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POSITION
IN GRADE MINIMUM MIDPOINT MAXIMUM RANGE
GRADE ONE
ANNUAL 4160397 419,266 422,135 45,739
BIB-WEEKLY 414631 14741 411851
GRADE TWO
ANNUAL 417,981 421 , 128 4249275 46,293
MONTHLY *14692 41i813 4240934
GRADE THREE
ANNUAL 4190566 422,990 426,414 469848
MONTHLY 41 630 41 916 42,201
BI-WEEKLY 4753 4884 41 ,016
GRADE FOUR
ANNUAL 420,728 424,355 427,982 47,255
MONTHLY 41 727 42 030 42,332
81-WEEKLY 4797 4937 41 ,076
GRADE FIVE
ANNUAL 422,739 426,718 430 ,697 47,959
MONTHLY 41 895 42,226 42,558
BI-WEEKLY 4875 419028 410181
GRADE SIX
ANNUAL 424,662 428,978 4339294 48,632
MONTHLY 42 055 42,415 42,774
8I-WEEKLY 4949 41 , 115 41 ,281
GRADE SEVEN
ANNUAL 427,234 432,000 4369766 49,532
MONTHLY 42,270 $20-667 43,064
81-WEEKLY 41 ,047 41 ,231 41 ,414
GRADE EIGHT
ANNUAL $30,267 435,564 440,861 $10,594
MONTHLY 42,522 42,964 43,405
8I-WEEKLY 41 ,164 41 ,368 41 ,572
GRADE NINE
ANNUAL 4329464 438, 145 443,826 411 ,362
MONTHLY 42,705 43, 179 43,652
BI-WEEKLY 41 ,249 41 ,467 41 ,686
GRADE TEN
ANNUAL 435,515 441 ,730 447,945 412,430
MONTHLY 42,960 43,478 43,995
BI-WEEKLY 41 ,366 41 ,605 419844
GRADE ELEVEN
ANNUAL 436,478 4449686 $52,894 4169415
MONTHLY 43,040 43,724 $4,408
8I-WEEKLY 41 ,403 $1 ,719 42,034
GRADE TWELVE
ANNUAL 440,162 449, 199 4589236 418,073
MONTHLY 43,347 44, 100 44,853
BI-WEEKLY 41 ,545 41 ,892 9c2,240
GRADE THIRTEEN
ANNUAL 448,778 460 ,973 473,168 424,389
MONTHLY 44,065 45,081 46,097
8I-WEEKLY 41 ,876 42,345 $2,814
Adapted and Approved - January 239 1990
Effective - January 1 , 1990
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EXHIBIT "A" 1 of 4
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VILLAGE OF OAK BROOK —SALARY SCHEDULE
FIRE DEPARTMENT
Volunteer Firefighters $12.22 per hour for first hour & $6.11 per half hour thereafter responding to fire
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Volunteer Firefighters $ 8.73 per hour for first hour & $4.36 per half hour thereafter for training and drill
Volunteer Assistant Chiefs $13.95 per hour for first hour & $6.97 per half hour thereafter for emergency calls
Volunteer Assistant Chiefs $10.45 per hour for first hour & $5.22 per half hour thereafter for required training
Special Duty Rates Pursuant to Section 11-25 of the Code of Ordinances
1.5 x Grade 7 Midpoint
1.5 x 32,000 = 48,000 + 2080
_ $23.08/hr.
APPROVED: January 23, 1990
EFENCFIVE: January 1, 1990
EXHIBIT "A" Page 2 of 4 1,
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1'IIJM OF OK MCK- MW iCBBBgi
P06ITIOIf GEMOM POLICE FIRE IRSP. Spam
G
4�4�
ElY16EL $16,397 $22,135 Clk/Typist Clk/Typist Clk/Tvist
�Y 1,366 1,845 Custodian
EI-iE�t 1 851 RagwUmist
11�L $17,981 $24,275 Secretary Secretary Secretary Secretary Secretary Secretary
NOMY 1,498 2,023
Q-6�Y 692 934
Golf Pro
Alum $19,566 $26,414 Acct.Clk. comm.0per. Comn.Oper. Cust/Labover
NORM 1,630 2,201 lact•Coocd•
II-tBBBO;Y 753 x.916
NEW $20,728 $27,982 Comauaity Eogr.lide ftint.II asst. Chef
MEMY 1,727 2,332 Service Mr.
BI-i�Y 797 1.076 Officer
Bldg.lt.!!.I •�
�tIlt
NNW $22,739 $30,697 Exec.Secy. !feint. I Clubhouse
!lllMY 1,895 2,558 MaoW►r
EI-iB�T 875 1,181 Auto Recbapic
asst.to
1�L $24,662 $33,294 B1dg.Coemi.
EMMY 2,055 2,774
N-iiE W 949 1.281
Firefghtr head
s Necbenic
�L $27,234 $36,766 Ads] Asst. Patrolman Firefghtr/ Librarian
1�Y 2,270 3,064 Paramedic* Foremen
BI-ii�iLY 1.047 1,414
idoptd and 1ppcoaed: J=wr 23. 1990 *additional compensation in the a, 1, of $175 per month for all firefighters mho we certified as psraeeedics
Effective: ism 1. 1990 and vho serve sucb function for the Village of Oak Brook and maintain said certificatiam in good standiM.
MUM Mr Page 3 of 4
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T1iLM or off Mug - mm XM=
POW= GEMM POLICE FIRE nw. SPORTS
yes s�
L $30,267 $40,861 Detective Civil Engr. Bldg.Maint/ Senior
ROSY 2,522 3,405 I Journeyman
EZ-i�iQ,Y 1.164 1,572
aRiDaL $32,464 $43,826 asst. Sergeant Lieutenant Civil Engr.
Greens Supt.
MMMY 2,705 3,652 Fin.Officer II
1.249 _1.686
Am= $35,515 $47,945 asst. to Lieutenant Captain
MOMY 2,960 3,995 Vill.NF.
BI-Wum 1.366 1.844
$
now $36,478 $52,894 Finance Go
marry 3,040 4,408 Officer
a
EI-f�RLY 1.403 2.034
ate. $40,162 $58,236 attorney Chief Chief Viu.Eagr. Supt. Mum"
moray 3,347 4,853
S-iiEdY 1.545 2.240
a� $48,778 $73,168 !Anger
!!�Y 4,065 6,097
U-NMY 1.876 2.814
ad*W and approved: Jacaan 23, 1990
Effective: Jasaar. 1:.1990
EXHIBIT °a" Page 4 of 4
SUARIEr CM PLAT
I. INTRODUCTION
The Salary Administration Plan is intended to establish an equitable pay
plan which is designed to be competitive with the prevailing wages paid within
Oak Brook's Labor Market Area. Each position and pay grade will be monitored
twice annually to insure that salaries remain competitive. For purposes of
review Region IV of the Regional Governmental Salary and Fringe Benefit Survey
prepared by the Position Classification Agency of the Cook County Bureau of
Administration will be analysed to determine the prevailing wage of Oak
Brook's Labor Market Area.
Some positions in the oak Brook municipal service do not lend themselves
to direct analysis with the regional survey either because the position
described does not accurately describe the work performed in oak Brook or the
position is not included in the survey. In these instances, the Village
Manager shall conduct an independent analysis of the position to identify the
prevailing wage.
Upon receipt of the January Survey the Manager shall evaluate the
established pay plan relative to the Average Actual Pay reported in the survey
and communicate his findings to the Trustee responsible for Administration and
Communications. Upon receipt of the July survey, the Manager shall analyze
each position within the pay plan and determine if adjustments wither to a Pay
Grade or a position is needed. The Manager shall forward his findings to the
Trustee responsible for Administration and Communication. He will in turn
communicate his recommendation to the Village Board for necessary action.
II. GUIDELINES
In reviewing and modifying the Salary Administration Plan, the following
guidelines and direction shall be followed:
A. Review and Adjustment of Plan - The Regional Governmental Salary and
Fringe Benefit Survey prepared by Cook County shall be used as the
reference document for review of the Pay Plan Region IV. The Survey
will be analyzed twice annually and adjustments, if necessary shall
be made in the fall of each year based on the July survey.
B. Pay Grade Midpoint - All positions will be grouped as closely as
possible based on like mean actual salaries paid. Each pay grade
midpoint will be developed by using the mean actual salary of the
largest group of employees in the grade. When two major groups are
in the same pay grade (e.g., patrolman and firefighter) the higher
salary will be used in establishing the midpoint.
C. Range spread within each pay grade - Grades 1 through 10 shall have a
35% spread from entrance to maximum salary paid. Grades 11 and 12
include only department heads and shall be developed with a 45%
spread. Grade 13 is the Village Manager's grade and has a 50% range.
WMIBIT B Page 1 of 9
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D. Annual adjustments to the Pay Plan - The Salary Administration Plan
is structured to pay equitable compensation to employees based on
salaries paid in other areas. It is possible therefore that an
adjustment to the Pay Plan may affect only some of the pay grades or
positions in the Village.
III. STEPS
1. List the results of the Regional IV mean salary paid for each Village of
Oak Brook position from the July report of the "Regional Governmental
Salary and Fringe Benefit Survey" prepared by the Position Classification
Agency of the Cook County Bureau of Administration.
2. Compare the July Region IV salary paid for each position with the then
current midpoint of the Village of Oak Brook Salary Plan for the
comparable position.
3. Determine whether Oak Brook goals have been met:
Goal #A: "The current Oak Brook salary plan midpoint for each position
should equal the reported Region IV mean salary paid for that position in
July of the current year."
Positive percent (%) denotes current midpoint higher than Regional IV
July mean salary. Negative percent (%) denotes current midpoint below
Region IV July mean salary and goal not met.
4. Analyze Oak Brook's ranking in Region. IV of:
A. mean salary paid Oak Brook employees by position with mean salary
paid to employees of same position by other Region IV reporting
cities or villages; and
B. Minimum and maxims of Oak Brook's salary range for position with
minimum and maximum of other Region IV reporting agencies to
determine whether the second Oak Brook goal is met.
Goal #2: "To have salary ranges and salary paid in the upper 25
percentile of the Region IV area."
S. Forecast the change in the Region IV mean salary paid from the current
reported July mean salary to the estimated mean salary by position to be
paid July of the next year.
6. Compare the forecasted mean salary by position to be paid in July of the
next year with the current midpoint of the Oak Brook Salary Plan for each
position to determine the necessary adjustment of the midpoint in order
to meet Goal #1 July of the next year.
7. After determining the percent change to the pay grades to achieve Goal
11, determine Performance Salary Guidelines. The performance salary
adjustment is designed to permit an employee performing at satisfactory
level to progress through the salary range in approximately a seven year
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MMIBIT B Page 2 of 9
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service period. Employees performing above satisfactory to outstanding
progress though the salary range within a five year service period.
8. Review any Oak Brook positions where comparison of current midpoint is
10% above or below current Region IV July reported mean salary to
determine if the position should be moved to another Oak Brook grade
which better matches Oak Brook's midpoint to Region IV July mean salary
paid.
IV. MAINTENANCE
The Village Manager will be responsible., twice annually, to make
comparative studies of all factors affecting the salary ranges and will be
responsible to make such recommendations to the Village Board for review and
consideration. General increases within the Salary Administration Plan will
be based on the economic cost of living conditions and will only be adjusted
within a period of substantial change.
V. PROCEDURE
A. Starting Rate at Initial Employment: original appointments to any
position shall be made at the entrance rate and advancement from the
entrance rate to the maximum rate within a pay range shall be by
successive steps. Upon recommendation of the department head, the
Village Manager may approve initial compensation at a rate higher
than the minimum rate in the pay ranges for the class provided that
any such acceptance is based on the outstanding and unusual character
of the employee's experience and ability over and above the minimum
qualifications required for that position.
B. Merit increases will be determined based upon the employee's
performance as described in the Employee Performance Report and the
recommendation of the employee's department head with review and
approval by the Village Manager. Normally, merit increases shall
occur within the parameters of the Salary Adjustment Schedule and in
no event shall it exceed the maximum of range for the position.
C. Salary Adjustment Schedule: It is the practice of the Village of Oak
Brook that salary adjustments shall be made in a timely and orderly
manner. Frequency of salary adjustments are based upon each
employee's performance and his/her relative position within the
respective grade. The following schedule will be followed when
making adjustments to an employee's salary:
Employees shall be evaluated every six months for the first two years
of their employment. Thereafter, they shall be evaluated annually on
their respective anniversary date. "Anniversary date" shall apply as
follows:
(a) For part-time employees, the anniversary date is the date of
hire;
(b) For employees going from part-time to full-time and remaining
in the same pay grade, the anniversary date remains the date of
EXHIBIT B Page 3 of 9
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hire as a part-time employee; if the part-time employee is
moving to a full-time position in a different pay grade, the
employee's anniversary date will be the date starting the
full-time position; and
(c) For full-time employees promoted to a new grade and new
position, the date of promotion is the new anniversary date.
However, once an employee has achieved the maximum compensation
listed for the pay range in which the position, filled by the
employee, is classified, the employee's Salary Adjustment Schedule
shall be modified as follows:
Merit Increases, for employees at the maximum rate of pay of
range in which the position occupied is classified, will be
determined based upon the employee's performance as defined in
(b) above and shall be applied within 30 days after the
Adjustment of the Salary Plan Salary Schedule, but in no event
shall it exceed the maximum of the range for the position
occupied.
Employee Performance P.atings shall occur at least once a year or may
occur more frequently if warranted. Special merit advancements will
occur when warranted and are not bound by the Salary Adjustment
Schedule.
D. Merit - Bonus: Top of grade full-time employees who have 10 years or
more of full time continuous service and who are rated "Above
Satisfactory" or "Exceeding Standards" shall receive a merit bonus
annually in January of each calendar year as follows:
Years of Service Above Standards Exceeding Standards
10-14 $250 $ 500
15-19 $375 $ 750
20 and over $500 $1,000
Any such merit bonus shall not be considered a merit increase as
provided in paragraph IV(B) hereof.
E. Special Merit Advancements: Department heads may recommend to the
Village Manager that special merit increases in pay be granted to
individual employees at intervals more often that the normal
increments. Such special merit increases shall be based upon
exceptional performance of duties far exceeding the normal standards
for the particular position of classification, or based on
exceptional service to the Village beyond the normal scope of duties
expected of the position. Special merit increases, where granted,
shall have no effect on the dates for normal merit increases. These
increases are matters of special occurrence, and are granted only
with the concurrence of the Village Board.
F. Department head Merit Advancements: Department heads in pay grades
11 and 12 shall be awarded salary adjustments based upon the
MIBIT B Page 4 of 9
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recommendation of the Village Manager and subject d he AI trOto l the of
the Village Hoard of Trustees. In addition, any
village Manager's salary shall be made by the Village President and
Board of Trustees.
G. Promotions: In a case where an employee is promoted from one
position to another, his salary increase shall not be reviewed as a
merit increase but shall be an increase for the additional
responsibility for that position.
H. Performance Rating: The objectives of a performance evaluation are
several:
1. To implement the development and improvement of employees'
performance and to maintain that performance at the highest
possible standard.
2. To provide a variation in compensation or an incentive based as
directly as possible upon merit.
3. To assist supervisors in personnel administration and
organizational owagement.
Each employee will be rated at least once annually. The definitions
of levels of performance are included in this booklet. In rating the
employee's performance, the department head must measure each item on
the check list against the definitions based on the levels of
performance. Once the rating has been completed, it is the
responsibility of the department head to sit down with the employee
and discuss his performance in general and point out to the employee,
first, the area that the employee is carrying out effectively, and,
secondly, those areas where the employee is deficient.
I. Working Out of Classification: Any full-time employee performing
authorized work out of that employee's grade for a minimum of 30 days
shall be entitled to compensation during the period of such employ-
ment. Said compensation shall be 105% of the employee's present
salary but may not be greater than any employee currently working in
the position in question. No such employee working out of
classification shall be entitled to such additional compensation
unless the employee works a majority of his time in such position.
Police officers serving as Field Training Officers shall be subject
to the provisions of this paragraph.
SM51W H Page S of 9
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1. Unsatisfactory
Fails to meet requirements of the position.
Performance so poor that little useful contribution is made. Such
performance calls fc or rpAwal of the person and replacement by someone
who can perform the re-4uired responsibilities. Evaluation at this level
will not appear frequently because those employees will have been
recognized and already transferred or terminated.
2. Not Meeting Standards
Performance by a person at the top of their respective grade which is not
satisfactory.
3. igpr'o wiag
Deets some requirements of the position.
Performance that may be expected during early periods on a new job.
Usually the individual develops and moves beyond this level in less than
a year. If performance does not Improve in time, the individual has
probably been entrusted with too great a responsibility and this may call
for planned transfer or termination.
4. Satisfactory
Meets requirements of the position.
Performance that represents normal expectations. While there may be room
for improvement, failure of such improvement to appear is not likely to
impede business operations seriously, nor to jeopardize the employee's
status.
5. Ilbove Satisfactory
Deets all requirements of the position but exceeds some requirements in
several instances.
Performance of this caliber will be reflected in higher than average
quality and quantity of work produced.
5. Exceeding Standards
Exceeds all requirements of the position.
Performance of this caliber is exceedingly high. It may be reflected in
quantity accomplished; however, on complex, high level jobs the
superiority is more apt to be qualitative in terms of relationships,
creativity and quality of analysis produced.
Z)MIBIT B Fag* 6 of 9
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JDEi D�C.RIP'!'IO�i
The Village Manager shall prepare jobs descriptions for all positions
approved in the Employee Pay Plan. The Village Manager may amend such job
descriptions in conformance with the duties and requirements for such
positions.
The job description should be interpreted in its entirety. The title,
particular phrases, and examples of work should not be isolated and considered
as a full definition of the position. The sections of the job description are
described below to aid in understanding the respective position and the
differentiation between jobs.
NOMENCLATURE
1. Position Title
The position or job title is a brief descriptive designation of the type
and level of work performed.
2. Nature of Work
This section describes the work performed in the position and emphasizes
those factors which distinguish the job from others. The initial
statement is a capsule description which expands the information
expressed in a position title on the type and level of work performed.
This part of the section further explains the position title highlighting
the distinguishing characteristics of the job.
3. Examples of Work
This section illustrates typical examples of the work performed within
each position. A list of examples is descriptive and not limiting. This
section does not intend to describe all the work performed in each
position.
4. Desirable Knowledge, Ability and Skills
This section lists the knowledge, ability and skills which are desired of
applicants or candidates for a position. These persons should desirably
possess the indicated qualifications or their equivalent. This section
can also be used in determining the contents of tests prepared to examine
for entry to a respective job.
In setting for a these requirements the use has been made of the terms
"some In owle %-," "knowledge," "considerable knowledge" and "thorough
knowledge."
Some knowledge implies sufficient familiarity with work to know
elementary principles or practices and terminology used so as to perform
in a limited range of work situations under class supervision and to
understand basic work problem encountered.
EXHIBIT B Page 7 of 9
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Knowl9d a implies familiarity with general types of work required,
sufficient to proceed within limited areas in an independent manner,
after brief familiarization with the organization and work routines.
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Considerable knowledge implies sufficient knowledge to perform most work
under general supervision and to apply broad organizational and
operational knowledge of work processes and to resolve general work
problem independently.
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Thorough knowl9ft implies almmost complete coverage of the subject
matter, processes and work area. It dies a sufficient comprehension
of the subject to solve all operating problems and to apply broad
knowledge of the organization and the procedures so as to perform with 'I
great independence and under incidental and general supervision.
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Abilities refer to the present state of develapment of innate capacities
making possible the application of knowledge and skills (physical, mental and
social processes) to work situations. Skills generally refer to manipulative
manual abilities requiring dexterity.
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In some of the positions requiring physical capabilities the general
prerequisites for adequate performance in the class are indicated. However,
the indication of this factor is limited to a few job descriptions since the
determination of specific physical capacities are beyond the scope of the
description. This is especially true where, for example, the police and fire
positions are covered by standards established by the Board of Fire and Police
commissioners. Stated another way, municipal officials would want to evaluate
the individual physical capabilities of particular candidates for specific
kinds of work and would adjust requirements to the particular case.
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Desirable Training and Experience. This section of the classification
description established the background of training and experience which
ordinarily would provide a person with the knowledge, abilities and the skills
necessary for successful performance in the work of the classes. The section,
as the previous one,, does not in any way have reference to the qualifications
of present employees occupying these positions.
Certain qualifications such as honesty, sobriety, neatness and
dependability are normally expected from all municipal employees and are
deemed a part of this section.
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In outlining the type and level of training and experience considered
desirable for appointment to a position the terms "some experience,"
"experience," "considerable experience" and "thorough experience" have been
used. An explanation of these terms is set forth below:
Some experience implies a limited amount of experience (usually one
year`s duration) sufficient to enable persons to apply general
familiarity with methods and terminology to routine work situations of
the occupational field and to perform work under close supervision.
Experience implies sufficient experience (usually of two years' duration) j
to enable a person to work effectively and independently in a limited �I
range of work situations, with intermittent supervision.
WMIBIT B Page 8 of 9
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Considerable experience implies sufficient experience usually of three
years' duration) to have provided familiarity with principles, practices .I
and processes applicable to a wide range of work characteristics of the j
class, involving unusual and commonplace work situations, and which
permits performance under general supervision and revlew.
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Thorough gRgrience implies not only sufficient experience to provide I'
mastery of the occupational field (usually of sax or more years'
duration) but also practical understanding of its interrelationships with
related programs and activities. It means sufficient experience to plan,
administer and coordinate major programs, salve unusual work problems,
determine or advise on major policies and to perform all work under the
most limited and occasional. superviision. This can be considered the most
advanced experience passible in the occupational field.
The foregoing desirable requirements are intended to assist municipal
officials in the future improvement of work performed' in the various classes
through the use and application of the class description as a whole for
recruiting, selecting, promoting or training personnel.
Use of the word "desirable" if.% the heading of the section is intended to
provide flexibility in determining acceptable equivalent combinations of
training and experience in screening candidates who might best meet the
requirements indicated.
S,.,pecialualifications. This section is used in a few positions where
legal requirements limit practice of a profession or occupation to persons to
{ possess a specific license issued by an agency or licensee. It is also used
where the position should normally require.possession of a more basic kind. of
license such as a driver's or vehicle operator's license.
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LUIBIT H Page 9 of 9
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• VILLAGE OF OAK BROOK
MINUTES OF THE REGULAR MEETING
January 23, 1990
a MEETING_CALL:
The Regular Meeting of the Board of Trustees was called to order by President
Cerne in the Samuel E. Dean Board Room of the Village Commons at 7:43 P.M.
I. ROLL CALL:
PRESENT: President es Garry J. Bartecki
Karen M. Bushy
Ronald P. Maher
Barbara A. Payovich
Joseph H. Rush
H. Richard Winters
ABSENT: None
PLEDGE TO THE FLAG
IY. APPROVAL OF MINUTES:
Trustee Bushy moved, seconded by Trust ee Pa Y ovich...
That the kinutes of the Committee-of-the-Whole Meeting of January 8, 1990
be approved as presented and waive the full reading thereof.
VOICE VOTE: All present, in favor.
So ordered.
Trustee Bushy moved, seconded by Trustee Bartecki...
That the Minutes of the Regular Meeting of January 9, 1990 be approved as
presented and waive the full reading thereof.
VOICE VOTE: All present, in favor.
So ordered.
III. ORDINANCES AND RESOLUTIONS:
_45� PAY PLANOFOR019904AND APPROVING
SALARY�ADMINISTRATIQN PLANE
Discussed at the Committee-of-the-Whole Meeting of January 8, 1990-
Proposed Resolution amends the Employee Pay Plan for 1990 and Salary
Administration Plan.
Trustee Rush moved, seconded by Trustee Bushy...
To pass Resolution No. R-489 as presented and waive the full reading
thereof.
ROLL CALL VOTE: Ayes: Trustees Bartecki, Bushy, Maher, Payovich, Rush, Winters
and President Cerne.
Nays: None
Absent: None So ordered.
B. ORDINANCE NO. G-442 AN ORDINANCE AMENDING THE PERSONNEL RULES AND
REGULATIONS OF THE VILLAGE OF OAK BROOK:
Discussed at the Committee-of-the-Whole Meeting of January 8, 1990.
Proposed Ordinance amends the Personnel Rules and Regulations of the
Village of Oak Brook.
Trustee !lush moved, seconded by Trustee Bushy...
To pcss Ordinance No. G-442 as presented and waive the full reading
thereof.
VILLAGE OF OAK BROOK Minutes
_1.. January 23, 1990