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R-704 - 02/24/1998 - SALARY ADMIN PLAN - Resolutions — 'Q RESOLUTION 98-SAP-EX2-R-704 A RESOLUTION APPROVING THE SALARY PLAN AND SALARY ADMINISTRATION POLICY FOR NON-UNION EMPLOYEES FOR 1998 WHEREAS, pursuani 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 changed with developing a uniform and equitable pay plan with the approval of the Village Board; and WHEREAS, the Village Manager has recommended, based upon an independent alysis and other factors, that the minimums and maximums of all pay grades be adjusted effective January 1, 1998; and WHEREAS, the Village Manager has recommendea the approval of the attached Salary Plan for non- union employees commencing January 1, 1998. 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. action 2: This Village Board finds that the attached 1998 Salary Plan (Exhibit A)conforms with the guidelines set forth in the Salary Administration Policy(Exhibit B). Section 3: That the attached Salary Plan for 1998 (Exhibit A)and Salary Administration Policy(Exhibit B) are hereby approved: PASSED AND APPROVED thus 2AIL day of February, 1998, 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 Barteeki, Ca1.ee1,_McInerney Saving and ShuMate -- Nays: None Absent: Tru.4tee-AenIly Village Pretldftt -; ,, ATTEST: r e pophin ad el,e-7# Is SALARY PLAN-NON-UNION EMPLOYEES I GRADE POSITION MINNUM MAXIMUM RANGE 1 Golf Course Laborer $22,640 $30,570 $7,930 Police Records Clerk P.W.Laborer Receptionist Records Management Clerk 2 Account Clerk $25,610 $34,580 $8.970 Purchasing &IS Clerk 3 Secretary $26,410 $35,660 $9.250 Water Billing Clerk _ 4 Communications Operator $30,040 $40,550 $10,510 Community Service Officer P.W.Employee I Sports Core Maintenance Employee 5 Building Maintenance Employee $32,040 $43,260 $11,220 Communications Supervisor Librarian Personnel Specialist Police Records Supervisor P.W.Empl2n II 6 Administrative Assistant $35,230 $47,560 $12,330 Circulation Services Supervisor Sports Core Mechanic Technical Services Supervisor 7 Accountant $39,730 $53,640 $13,910 Civil Engineer I Head Mechanic P.W.Foreman Senior Librarian 8 Executive Chef 544,140 $59,595 $15,455 Golf Course Superintendent Information Systems Specialist Plan Revim"r/Chief Building Inspector Police Sergeant P.W.General Foreman 9 Assistant Village Manager $51,070 $68,950 $17,880 Civil Engineer II Director of Community Development Fire Captain Police Lieutenant 10 Bath&Tennis; lib Manager $52,610 $76,280 $21670 Director of Information Services&Purchasing Golf Club Manager Libra Director 11 Finance Dlrecfoe $55,680 $80,740 $25.060 Fire Chief/Buildi.tV Conmleskmsr Police Chief Public Woks Olfet" VIII a Ei Weer _"e aft e": January 1, 1li0d E.XNISfT A 0 of'1 trmselory m Q I 5 I gip — L7U UU V t 4 Ix NQ 0 wa Lm co wl g J g � m H iL o � N cfl C7 �n �- a k V W W U � all is till f� 'N 2 a g f cu e a L = FL § E ° � I qq � � � § 12 42 E c> (D 2gC4 gA b . E . � k k k k � o / f / k Q k k w . © k k k k 0 % % fll� .J Uj $ k = Z m 06 06 ca § C* o o�0 q 0 k k k K a mA X � a) �o M CID f � f ® �&� o & 2 k k 9L ■ — 2 ul k R w k k E . i c 2 2 _ w ■ � O ; 0 \ o > S . ƒ k _A L� 0 uj % \ ',a .� 7 7 k . / kk 0 m 9 7 2 m k ■ • C k t1i ( I % ■ t � � ed d m k \ n § E $ 7 x x . v § Lq 2 2 2 k ` ■ f > ƒ « 3 SALARY ADMINISTRATION POLICY-NON-UNION EMPLOYEES I, INTRODUCTION The Salary Administration Policy is intended to establish a compensation program which is both internally equitable and competitive with the prevailing wages paid within Oak Brook's Labor Market Area. It is also based on a system of performance evaluations designed to recognise and reward employees whose performance meets or exceeds swidards 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-Garry-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 Ist 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 Policy,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 Trustees including recommendations for modifications in the Salary Plan and/or the fringe benefits package. 11. Stn)IDELINES 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 I through 9 shall have a 35% spread from entrance to maximum salary paid. Grades 10 and 11 include depwment heads and shall have a 45%spread. C. Other Adjustments to the Salary Plan - Tree 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 fat tors as deemed appropriate by the Board. Ill.STEP. 1. obtain the September 30th Consumer Price Index published by the U. S. Department of Labor and calculate the maximums for all grades based vii the index change for "all items" fix the Chicago,-Oary-Lake Co.region. Approved: Feb- 24, 1..998 CX11101'T B Page I tsf 5 Cffective- lahuary 1. 1"A i � Al 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. Emp!oyees performing at "Above Standards" or "Excellent" should progress through the range within a six or five year period,respectively. IV. MAZEa-?N�.ANC1 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. PROCEDI RFS 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 grade, 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 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 owur within the parameters of the Salary Plan and in no event shall it exceed 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 comp.-nsation 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 ro full-time status and remaining in the same pay grade, the anniversm), Bete mmains the date of hint: as a part-time employee; if a part-time employee mvv.s to a full-time position in a different pay grade, the annivemaan date shall be the date the full-time position is assumed, Approved: Fe,L,,�d-,._.I.9ci EXHIBIT 13 Page 2 rrf i Effective: JAnuafN 1. 1998 � II (c) For employees whose position is simply reclassified to a new grade(i.e., the job duties of the existing position have evolved such that reclassification and possibly re-titling is warranted),the anniversary date remains the date of hire; (d) A promotion is deemed to have occurred when an employee assumes a new position in a higher pay grade and is performing substantially different duties than pe-formed previously. For full-time employees promoted to a new gn..4, and new position, the date of promotion is the new anniversary date;and (e) Promoted employees will be reviewed every six(6) months for one (1) year after their promotion or until they reach maximum compensation for their respective pay grade. 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 norma'salary adjustments shall be effective as of that date. I Performance appraisals shall occur at least once each year, and may occur mom frequently, if warranted. Special merit adjustments may occur when warranted and are not bound by the Salary Adjustment Schedule. D. Merit Bonus: Tap-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: Above Standards Excellent (Frequently Exceeds Standards) (Exceeds all Department Standards) $750 $1,500 Any such merit bonus shall not be considered a merit adjustment as provided in Section V.B. hereof. E. Special Merit Adjustments and Special Merit Bonuses: Department heads may recommend to the Village Manager, and the Village Manager may approve, special salary adjustments or special merit bonuses at intervals other tha, as provided in paragraph V.C. hereof. Such special merit adjustments or bonuses 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 or bonuses shall have no effect on the schedule for normal performance evaluations and merit adjustments. Special merit adjustments or bonuses -m 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 the current employment agreement in effect between the Board and the Village Manager. Q Promotions: fit a cast where an employee is promoted feom one position to another, any Approved: tee _.L_4,_1'°�yt� gXIIIB1T B Pagel of g 1-110cove: January 1. Ws 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 pros ide 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 pgrson. 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 improvement is needed. The evaluator is also expected to solicit the employee's views on the appraisal. I. Working Out of Classification: Any full-time employee performing, authorized work out of that employee's grade for a minimum of I4 days shall be entitled to :additional compensation during the period of 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 PERFORMANCE-DEFINITIONS Unsatisfactoa (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. �pyt!5tandard4 In one or more of the significant standards,the employee is falling"below"standards. �eetL mnrovement Performance that w^uid 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,baud on the standards of performance required, It should be used when an employee is in a training phase as well as when an experienced employer's pet%mance har Approved: _Feb, .� 21+: 1998 EiXIIIHI `13 Nge 4 of 5 Pffect ve: January 1. 1"A dropped from a previous higher level. Supervisors M= 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. Megts 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 based on a corer ^con of the emplgxgs rserfamance with fellow employees in the came. or similar sition; 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. Ahove 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 submitted with the Performance Evaluation form with an appropriate statement as to how the achievements favorably impacted the Department. IFYcellent (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 empoyees particular achievements must be submitted with the Performance Evahation form. Approved F eh._Itr, 199$ EXHIBIT B Page 5 of 5 Effective: lanuary 1, 19911