R-663 - 12/12/1995 - SALARY ADMIN PLAN - Resolutions RESOLUTION 95-SAP-EX2-R-663
A RESOLUTION APPROVING THE
SALARY PLAN AND SALARY ADMINISTRATION PLAN
FOR NON-UNION EMPLOYEES FOR 1996
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 Village Manager has recommended, based upon Village policy with
respect to the Consumer Price Index (CPI), that the minimums and maximums of all pay
grades be adjusted 2.5%, with increases effective January 1, 1996; therefore,
effective January 1, 1996, the minimums and maximums of all pay grades shall be
increased by 2.5%; and
WHEREAS, the Village Manager has recommended the approval of the attached
Salary Plan for non-union employees commencing January 1, 1996. 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 forte are
hereby adopted as though fully set forth herein.
Section 2: This Village Board finds that the attached 1996 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 1996 (Exhibit A) and Salary
Administration Plan (Exhibit B) are hereby approved;
PASSED AND APPROVED this 12t11 day of December, 1995, 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:
Ayes: Trustees Bartecki, Kenny, McInerney, Payovich. Savino and Shumate
Nays: None
Absent: ;7vtte
Village Presidentiu
ATTZST s
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19LARY PLAN-NON-UNION EMPLAES
POSITION
GRADE POSITION IN GRADE MINIMUM MAXIMUM RANGE
1 Clark Typist Annual $20.344 $27,451 57,117
Laborer Monthly 1,694 2,288
Receptionist Bi-Weekly 782 1,056
2 Records Management Clerk Annual $21,2"s8 $28,670 $7,432
Purchasing Clerk Monthly 1,770 2,389
Bi-Weekly 817 1,103
3 Account Clerk Annual $24.027 $32.435 $8,408
Secretary Monthly 2,002 2,703
Bi-Weekly 925 1,247
4 Account Clerk-Payroll Annual $25,507 $34.435 $8,928
Community Service Officer Monthly 2,126 2,870
Telecommunications Operator Bi-Weekly 981 1,324
5 Police Records Supervisor Annual $28,224 $38,103 $9,879
Telecommunications Supervisor Monthly 2,352 3,175
P.W.Employee I Bi-Weekly 1,085 1,466
Sports Core Maintenance Employee
6 Building Maintenance Employee Annual $29,504 $39,830 $10,327
P.W.Employee 11 Monthly 2,459 3,319
Sports Core Mechanic 81-Week1 1,135 1,532
7 AdnwnistrativeAssistant Annual $32,161 $43,418 $11,257
Monthly 2,680 3,618
Bi-Weekly 1,237 1,665
8 Civil Engineer I Annual $33,770 $45,590 $11,820
Librarian Monthly 2,815 3,800
Bi-Weekly 1,299 1,754
9 Accountant Annual $37,448 $50,556 $13,108
Foreman(St,W,Bldg) Monthly 3.121 4,213
Head Mechanic Bi-Weekly 1,440 1,944
Executive Chef
10 Fire Lieutenant Annual $41,047 555,414 $14,366
Police Sergeant Monthly 3,420 4,618
Golf Course Superintendent Bi-Weekly 1,579 2,131
Plan Reviewer/Chief Bldg Inspector
Public Works General Foreman
Information Systems Specialist
11 Civil Engineer II Annual $43,288 $58,439 $15,152
Assistant to Village Manager Monthly 3,607 4,871
BI-Weekly 1,665 2,248
12 Director Code Enforcement Annual $47,517 $64.148 $16,631
Fire Captain Monthly 3,360 5,341.
Police Lieutenant BI-Weekly 1,828 2,467
13 Library Director Annual $49,317 $71,509 $22,192
Bath&Tennis Club Manager Monthly 4,110 5,059
Golf Club Manager 81-Weekly 1,897 2,750
Director of Information Services&Purchasin
14 Finance Officer Annual $51,176 $74,260 $23,084
Fire ChieUBklg.Commissioner Monthly 4,265 6,188
Police Chief Bt-Weekly 1.958 2.857
Public Works Supeointandent
Vista En teer
Apfirovecl 1..2-12-95
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SALARY ADMINISTRATION 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 or 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 to the Salary Plan are normally
computed annually based on the percent change in the Consumer Price Index
for the Chicago-Gary-Lake Co. region as published by the U. S. Department
of Labor. The "all items" index change at September 30th of each year is
applied to the minimums and maximums for all pay grades, with increases
effective 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 years. An independent compensation consultant shall be retained by
the Village to 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 Trusties
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
Index 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 be used to adjust the Plan annually.
B. Range Spread Within Each Pay Grade - Grades 1 through 12 shall have a
35% spread from entrance to maximum salary paid. Grades 13 and 14
include department heads and shall have a 45V spread.
C. Other Adjustments to the Salary Plan - The Salary Plan may, in the
Approved EXHIBIT 8 Page 1 of 5
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discretion of the Village Board and upon the recommendation of the
Village Manager, be adjusted based on the ecE.-uations 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 all grades based
on the index change for "all items" for the 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" lei:1 to
progress through the salary range in approximately a se-.- year
period. Employees performing at "Above Standards" or "Excellent"
should progress through the range within a six or five year period,
respectively.
IV. MAINTENANCE
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 compensat•:- at a rate higher than the minimum rate
in the pay range for the ....ss, provided that any such acceptance is
based on the outstanding and unusual character of the employees
experience and ability over and above the minimum qualifications
required for that position.
S. Merit adjustments will be determined based upon the employee's
performance as described in the Employee Performance Appraisal and
the recommendation of the employee's department head, with review and
approval by the Village Manager. Merit adjustments shall occur
within the parameters of the Salary Plan and in no event shall it
exceed the maximum of the range for the position.
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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 employees anniversary date until the
maximum compensation for the pay grade in which the
employee's position is classified is reached. "Anniversary
date" is dete-cmined 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 employee; 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 ,Tanuary of
each calendar year as follows:
Above 5tenderde "
(Frequently ExceedA Standards) (Exceeds all Department Standards)
$500 $1,000
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Ai_y 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 V=11age Manager may approve, special salary
adjustments at intervals other than as provided in paragraph V.C.
hereof. Such special merit adjustments shall be based 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 performance
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 Village Manager position is not included in the
Salary Plan. The salary of the Village Manager may be adjusted only
by action of the Village Board, subject to the terms of Lae current
employment agreement in effect between the Board and the Tillage
Manager.
G. Promotions: In a case where an employee is promoted from one
position to another, any increase in salary shall not be viewed as a
merit adjustment, but shall represent recognition of the additional
responsibility inherent in the new position.
H. Performance Appraisal: The objectives of a performance appraisal are
several:
1. To develop and improve performance and to maintain performance
at the highest possible level.
2. To provide for variation in compensation and incentive based as
directly as possible upon merit.
3. To assist supervisors in personnel administration and
organizational management.
it is the responsibility of the department head or supervisor
completing the Employee Appraisal Report to review the appraisal with
the employee In W-9-Q. During this meeting, the evaluator is
expected to discuss the employee's performance in general and point
out to the employee, first, the areas in which the employee is
performing effectively, and, secondly, those areas where improver•ent
is needed. The evaluator is also expected to solicit the employee's
views on the appraisal.
1, Working Out of Classification: Any full-time employee performing
authorized work out of that employee's grade for a minimum of 14 days
shall be entitled to additional compensation during the period of
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such employment. This compensation shall be 105% of the employee's
present salary, but may not be greater than that of any employee
currently working in the position in question. Further, an employee
working out of classification shall be entitled to such additional
compensation only if the employee spends the preponderance of time
performing the duties of the position.
LEVELS OF PERFORK&NCR - DEFINITIONS
Unsatisfactory
(Consistently Below Standards)
Performance so poor that little useful contribution is made. Such performance
calls for immediate remedial action.
It should be noted that employees performing at this level should be notified
as soon as this becomes apparent. Under no circumstances should employees be
allowed to remain in pay status until their scheduled evaluation date; they
should be advised of their substandard performance and its - possible
consequences without delay.
Below Standards
In one or more of the significant standards, the employee is falling "below"
standards.
Needs Improvement
Performance 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
needs improvement in each area where the rating applies as well as timetables
and deadlines for the improvement to occur.
Nsets 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.
The rating is nOt kJW4d--2L1 a comoar1120 of the _mnlovaa'a 2erf2rmanee A1h
fellow emrtloyse n the same or similar 22sitigil; it must be based solely on a
comparison of the employee's performance to the standards set by the
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i
Department and communicated to the employee.
Above standards
(Frequently Exceeds Standards)
Performance of this caliber will be uncommon
exceeds
mon within ea epartment art
rating will apply to employee performance
standards and is represented by outstanding achievements over and above the
normal work assigned.
Examples of the outstanding achievements must be documented and submitted with
the Performance Evaluation form with an appropriate statement as to how the
achievements favorably impacted the Department.
Excellent
(Exceeds all Department Standards)
Performance of this caliber is exceedingly rare. it may occur in employees
all
who are unusually gifted in a particular area, also whose
e earned for excellent
standards set for the average employee. it may
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
Performance Evaluation form.
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