R-508 - 09/25/1990 - SALARY ADMIN PLAN - Resolutions t "Ib W9
RESOLUTION R-508
TO "a
RNPLCMM P"
AND TO TR SALAI�tY LSERAIMM PiU
BE IT RB30LVED 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 Employee Pair Plan approved pursuant to Resolution
R-489, passed and approved January 23, 1990, is amended as not forth in the
attached Exhibit A.
Section 2: That the Salary Administration Plan be and is hereby mended
to read as set forth in the attached Exhibit B.
PASSED AND APPROVED this 25th day of September 1990, by
the President and Board of Trustees of the Village of Oak Brook, DaPage and
Cook Counties, Illinois, according to s roll call vote as follows:
Trustees Bartecki, Bushy, Maher, Payovich, Rush, Winters
Ayes: and President C-rne
Nays: None
Absent: None
Abstain: None
Village President
i
ATTEST:
Viqla4e Clerk
i
a.pypin
I
I
SALARY PLAN
POSITION
IN GRADE MINIMUM MIDPOINT MAXIMUM RANGE
GRADE 1 Recept. ANNUAL $16,560 $19,458 $22,356 $5,796
C1k.Typ. MONTHLY $1,380 $1,622 $1,863
S.C.Laborer BI-WEEKLY $637 $748 $860
GRADE 2 Secretary ANNUAL $19,564 $22,989 $26,414 $6,850
Comm.Oper. MONTHLY $1,630 $1,916 $2,201
Golf Pro BI-WEEKLY $752 $884 $1,016
GRADE 3 C.S.O. ANNUAL $20,773 $24,408 $28,043 $7,270
Acct.Clk. MONT'HLf $1,731 $2,034 $2,337
BI-WEEKLY $799 $939 $1,079
GRADE 4 M.M.II ANNUAL $22,400 $26,320 $30,240 $7,840
Asst.Libr. MONTHLY $1,867 $2,193 $2,520
Chef BI-WEEKLY $862 $1,012 $1,163
GRADE 5 Exec.Secr. ANNUAL $24,027 $28,232 $32,437 $8,410
M.N.I MONTHLY $2,002 $2,353 $2,703
B1dg.Mai.nt. BI-WEEKLY $924 $1,086 $1,248
Auto Koch.
S.C.Mech.
Club Mgr.
GRADE. 6 Ast.Bldg.Com. ANNUAL $24,662 $28,976 $33,294 $8,632
Insp. II MONTHLY $2,055 $2,415 $2,775
1I-WEEKLY $948 $1,114 $1,281
GRADE 7 Firefighter ANNUAL $27,502 $32,315 $37,128 $9,626
rol.Officer MONTHLY $2,292 $2,693 $3,094
Librarian BI- Y $1,058 $1,243 $1,428
Admin.Asst.
GRADE 8 Forexw(PW) ANNUAL $30,498 $35,835 $41,172 $10,674
Foreman(W) MONTHLY $2,541 $2,986 $3,431
Head Mach. BI- Y $1,173 $1,378 $1,584
Detective
Bldg.M/Jour.
Civil Engr.I
Senior Insp.
GRADE 9 Fire Lt. ANNUAL $32,942 $38,707 $44,472 $11,530
Police Sgt. MONTHLY $2,644 $3,226 $3,706
Greens Supt. BI- Y $1.220 $1,489 $1,710
GRADE 10 Civil Engr.II ANNUAL $ 5,253 $41,423 $47,592 $12,339
Ast.Fin.Off. MONTHLY $2,745 $3,452 $3,966
BI-WEEKLY $1,267 $1,593 $1,830
GRADE 11 Police Lt. ANNUAL $36,169 $42,499 $48,828 $12,659
Fire Capt. MONTHLY $2,938 $3,542 $4,069
Asst.Vil.Mgr. BI-WEEKLY $1,356 $1,635 $1,878
Dir.Cd.Enfremnt
GRADE 12 Fin.Officer ANNUAL $40,162 $49,199 $58,236 $18,074
Vill.Engr. MONTHLY $3,347 $4,100 $4,853
PW Supt. BI-WEEKLY $1,545 $1,892 $2,240
Fire Chief
Police Chief
S.C.Ngr.
GRADE 13 Vill.Mgr. ANNUAL $48,778 $60,973 $73,168 $24,390
MONTHLY $4,065 $5,081 $6,097
BI-WEEKLY $1,876 $2,345 $2,814
Approved 9/25/90
Effective 9/2/90
EXHIBIT "A" Page 1 of 4
VIT LAGS 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
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
ecial 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
$23.08Jhr.
O
i
i APPROVED: September 25, 1990
EFrECTIVE: Septewmber 2, 1990
EXHIBIT "A" Page 2 of 4
1
POslnau GENIMlL POLICE FIRE Ilm. sPatrs -
n�
mom $16,560 $22,356 Clt/Ylrpist Clk,/'nW, ClkATtpi4 S.C.Labaeor
1lol!!ls.Y 1,380 1,863
BI-Aum 637 0 1
�IEAIL $19,564 $26,414 semtwy somotay sacretarr semttwy socrotar7 Secretary
MADLY 1,630 2,201 CCM.Oper. Wif Pry
zI-SZM ra
Am= $20,773 $28,043 Eoct.Clt. CCM.SWT. Awt.Comd.
MoDLY 1,731 2,337 Officer
-iQQ.? 799 1.079
DML $22,400 $30,240 YA"t.7l 3sat. Chef
momm 1,867 2,520 Libr.
$62 1.163
Bldg.11.lt. S.C.11edh.
�rm
mom $24,027 $32,437 Uw.Seq. paint. I Clvbbmae
�lLY 2,002 2,703
IL-vow 1,.248
UK laat.to
1 04,E $33,294 Bldg.Caw.
2,055 2,775
SY-iSSSt.Y 948 1.281
Fifafgbtr
lSSeiL $27,502 $37,128 A&dn.last. Patrolvmm Firefghtr/ Libt am
REMY 2,292 3,094 Parasedic*
1.058 1.428
AdapW and 1pproved: Seatrber 25. 1990 *Additional cospanaatim in the a �amt of $125 pea anath for all fireffghtecs v5o ace cartifiad as pmxmdica
Effective: lgdg bar 2. 19% and mbo serve mcb function for the Village of Oak ku*amd mintain said certifiatim in good standing.
WlIl7 "A" Page 3 of 4
M
r
I�
a� �� ►� w�v
Ir
s �
t
1
S
w
-
I
I1
i
II
I
I
0
NATARY ADMNIVMTIOK PzRK
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. Bach 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 analyzed 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 reportrnid in the survey
and communicate his findings to the Board of Trustees. upon receipt of the
July survey, the Manager shall analyze each position within the pay plan and
determine if adjustments either to a Pay Grade or a position are needed. The
Manager shall forward his findings to the Board of Trustees.
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 (Region IV) prepared by Cook County shall be
used as the reference document for review of the Pay Plan. The
j 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. Bach pay grade
I! midpoint will be developed by using the mean actual salary of the
I 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 :wads and shall be developed with a 45%
spread. Grade 13 is the Village Manager's grade and has a 50% range.
Approved 9/25/90 ZXHIBIT B Page 1 of 9
Yffective 9/2/90 II
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 #1: "The current Oak Brook salary plan midpoint for each position
should approximately equal the reported Region IV .mean salary paid for
that position in July of the current year."
Positive percent (%) denotes current midpoint higher then Regional IV
July mean: salary. negative percent (q) denotes current midpoint below
Region IV July rmian 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 max-lim of Oak Brook's salary range for position with
minims and max��nm of other Region IV reporting agencies to
determine whether the second Oak Brook goal is met.
Goad. #2: "To seek to maintain salary ranges and salary paid approximately
in the upper 25 percentile of the Region IV area."
5. 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
*1, 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
UHIBIT B Page 2 of 9
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 range adjustments and reclassifications within the
Salary Administration Plan will only be made to reflect reasonably 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 sane pay grade, the anniversary date remains the date of
it
EXHIBIT B Page 3 of 9
I,
I
F-5000
�
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 maxim= 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 maxim= rate of pay of
range in which the position occupied is classified, will be
determined based upon the employee's performance as defined in
(b) above and shall be applied within 30 days after the
Adjustment of the Salary Plan Salary Schedule, but in no event
shall it exceed the maximum of the range for the position
occupied.
Employee Performance Ratings shall occur at least once a year or may
occur more frequently if warranted. Special merit advancements will
occur when warranted and are not bound by the Salary Adjustment
Schedule.
D. Merit - Bonus: 'Top of grade full-time employees who have 10 years or
more of full time continuous LQwice and who are rated "Above
Satisfactory" or "Exceeding Stand. As" shall receive a merit bonus
annually in January of each caienda: 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 Ii
MWIBIT B Page 4 of 9
r
recommendation of the Village Manager and subject to the approval of
the village Board of Trustees. In addition, any adjustment to the
Village Manager's salary shall be made by the Village President and
Board of Trustees.
j
G. Prctions: 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 develweent and improvement of employees"
performance and to maintain that performance at the highest
possible standard.
2. To provide a variation in sation or an incentive based as
directly as possible upon merit.
3. To assist supervisors in personnel administration and
organizational management.
Each employ will be rated at least once annually.' The definitions
of levels of performance are included in this booklet. In rating the
emplceyee's performance, the department head must measure each item on
the check list against the definitions based on the levels of
performa=e. 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,
€irst, 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. So 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.
�i
i
I.
li
X=1BIT B Page 5 of 9
i
r
L8i1= (W
1. Unsatisfactory
Fails to meet EMirements of the position.
ii.
Performance so poor that little useful contribution is made. Such
performance calls for removal of the person and replacement by someone
who can perform the required responsibilities. Evaluation at this level
will not appear frequently because those employees will have been
recognized and already transferred or terminated. I'
2. Not Meeting Standards
II
Performance by a person at the top of their respective grade which is riot
satisfactory.
3. wing
Meets some rt Wrements 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. SatJsfactory
Meets r irements 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
i
status.
i
5. Above Satisfactory
j Meets all ggZL-ements 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.
6. RXceedinq 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.
it
�I
i
i
EXHIBIT B Page 6 of 9
i
JOB
The Village Manager shall prepare job 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 titre,
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
desc.,, x,bed below to aid in understanding the respective position and the
differentiation between jobs.
0
NOMENCLATURE
I. Position Title
The position or jab title is a brief descriptive designation of the type
and level of work performed. 1
2. Nature of Work
i
This section describes the work performed in the position and emphasizes
i
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 �I
possess the indicated
Po 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 forth these requirements the use has been made of the terms
"some knowledge," "knowledge," "considerable knowledge" and "thorough
knowledge."
I.
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 problems encountered. j
EXHIBIT B Pogo 7 of 9
L
-�5
Knowledge 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.
Considerable knowledge implies sufficient knowledge to perform most work
under general supervision and to apply broad organizational and
operational knowledge of work processes .,end to resolve general work
problems independently.
Thorough knowledge implies almost complete coverage of the subject
matter, processes and work area. it implies 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
great independence and under incidental and general supervision.
Abilities refer to the present state of development 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.
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 Eire 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.
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.
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 tern ts is set forth below:
Scxw 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 rience implies sufficient experience (usually of two years' duration)
to enable a person to work effectively and independently in a limited
range of work situations, with intermittent supervision.
EXHIBIT B Page 8 of 9
I�
considerable experience implies sufficient experience (usually of three
years' duration) to have provided familiarity with principles, practices
and processes applicable to a wide range of work characteristics of the
class, involving unusual and commonplace work situations, and which
permits performance under general supervision and review.
i
Thorou h eerience implies not only sufficient experience to provide
mastery of the occupational field (usually of six or more years'
duration) but also practical understanding of its interrelationships with
related programs and activities. it weans sufficient experience to plan,
administer and coordinate major programs, solve unusual work problems,
determine or advise on major policies and ,o perform all work under the
most limited and occasional supervision. This can be considered the most
advanced experience possible in the occupational field.
The foregoing desirable requirements are intended to assist municipal
i
officials in the future improvement of work performed in the various gasses
through the use and application of the class description as a whole for
recruiting, selecting, promoting or training personnel.
Use of the word "desirable" in 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.
Special Qualifications. 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.
!i
c:S&p
i
II
iI
MMIBIT B Page 9 of 9
VILLAGE OF OAK BROOK Minutes -3- September 25, 1990
ROLL CALL VOTE: Ayes: Trustees Bartecki, Bushy, Maher, Payovich, Rush, Winters
and President Cerne.
Nays: None
Absent: None So ordered.
G� RESOLUTION NO. R-508 A RESOLUTION APPROVING AMENDMENTS TO T5E EMPLOYEE
(/ PAY PLAN AND AMENDMENTS TO THE SALARY ADMINISTRATION PLAN:
Direction given at the Regular Meeting of September 11, 1990.
Trustee Rush moved, seconded by Trustee Bushy...
To pass Resolution No.. R-508 approving amendments to the Employee Pay
Plan for 1990 and amendments to the Salary Administration Plan
effective September 2, 1990 and waive the full reading thereof.
ROLL CALL VOTE: Ayes: Trustees Bartecki, Bushy, Maher, Payovich, Rush, Winters
and President Cerne.
Nays: None
Absent: Nona So ordered.
H. RESOLUTION NO. R-509 A RESOLUTION AMENDING THE FAIR LABOR STANDARDS
ACT POLICYBS FOR THE VILLAGE OF OAK BROOK:
Direction given at the Regular Meeting of September 11, 1990. Trustee
Rush read the proposed resolution in its entirety.
Trustee Rush moved, seconded by Trustee Bushy...
To approve Resolution No. R-509 amending the Fair Labor Standards Act
Policies for the Village of Oak Brook effective September 2, 1990 to
Include the newly created position of Director of Code Enforcement
(Grade 11) to the list of exempt employees, and eliminate the redundant
Position of Bath & Tennis Club Director (the correct title, Bath &
Tennis Clubhouse Manager, already appears on the list of exempt
employees).
ROLL CALL VOTE: Ayes: Trustees Bartecki, Bushy, Maher, Payovich, Rush, hinters
and President Cerne.
Nays: None
Absent: None So ordered.
I. ORDINANCE NO G-453 AN ORDINANCE AMENDING ARTICLE IB, SECTION_2_OF THE
PERSONNEL RULES AND REGULATIONS OF THE VILLAGE OF OAK BROOK (Service
Awards):
Direction given at the Regular Meeting of September 11, 1990.
Trustee Rush moved, seconded by Trustee Bushy...
To approve Ordinance No. G-453 amending the Village Personnel Rules and
Regulations, effective September 2, 1990, allowing a $25 increase to
Employee Service Awards for the 10, 15, and 20-year employees, and add
a $200 service award for the 30-year employee and waive the tall
reading thereof.
ROLL CALL VOTE: Ayes: Trustees Bartecki, Bushy, Maher, Payovich, Rush, Winters
and President Cerne.
Nays: None
Absent: None So ordered.
IV. FINANCIAL:
A. Treasurer's Re ort:
Trustee Barteoki moved, seconded by Trustee Maher...
VILLAGE OF OAK BROOK Minutes -3- September 35, 1990