R-714 - 12/08/1998 - SALARY ADMIN PLAN - Resolutions G I�
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RESOLUTION 98SAP-EX2-R-714
A RESOLUTION APPROVING THE
SALARY PLAN AND SALARY ADMINISTRATION POLICY
FOR NON-UNION EMPLOYEES FOR 1999
WHEREAS, pursuant to Article it (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 the Village Salary Administration policy,
that the minimums and maximums of all pay grades be adjusted 3.2%,with increases effective January 1, 1999;
therefore effective January 1, 1999,the minimums and maximums of all pay grades shall be increased by 3.2%;
and
WHEREAS,the Village Manager has recommended the approval of the attached Salary Plan for non-
union employees commencing January 1, 1999. A copy of this Salary Plan is attached hereto, labeled Exhibit A
and made a part hereof.
NOW,THEREFORE, BE IT RESOLVED BY THE PRESIDENT AND BOARD OF TRUSTEES OF THE
VILLAGE OF OAK BROOK, DU PAGE AND COOK COUNTIES, ILLINOIS as follows:
Section 1: That the provisions of the preamble hereinabove set forth are hereby adopted as though fully
set forth herein.
Section 2: This Village Board finds that the attached 1999 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 1999 (Exhibit A)and Salary Administration Policy(Exhibit B)
are hereby approved;
PASSED AND APPROVED this 8th_day of December, 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 Caleel, Kenny, McInerney, Savino and Shumate
Nays: done
Absent: Trustee Rartarki
Abstain: _done -- - ---
;'�. °- Village President p
ATTEST: '
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Ville CfWk i ,i
0004"Ord
77-
ilk SALARY PLAN-NON4JNM EWLAA
GRADE POSITION YWtMiJNI MAXWUM RANGE
Golf Course Laborer $23.364 $31,548 $6,184
Police Records Clerk
P.W.Laborer
Receptionist
Records Management Clerk
2 Ac=--It Clerk $M,6,430 $35,687 $9.257
Purchasing &IS Clerk
3 Secretary $27.255 $36.801 $9.546
I Water Billing_Clerk
4 Communications Operator $31,001 $41.848 $10,847
Community Service Officer
P.W.Employee I
-Sports Core maintenance Employee
5 Building Maintenance Employee $33,065 $44,644 $11,579
Communications Supervisor
Deputy Village Clerk
Inforrnation Services Technician
Librarian
Personnel Specialist
P.W.Employee 11
6 Administrative Assistant $36,357 $49,082 $12.725
Circulation Services Supervisor
Sports Core Mechanic
Technical Services Supervisor --
7 Civil Engineer 1 $41,001 $55,356 $14,355
Head Mechanic
P.W.Foreman
Senior Librarian
8 Accounting Manager $45,552 $61,502 $15.9550
Executive Chef
Golf Course Superintendent
Information Systems Specialist
Plan Reviewer/Chief Building Inspector
Police Sergeant
P.W.General Foreman
9 Assistant Village Manager $52,704 $71,156 $18,452
Civil Engineer 11
Director of Community Development
Fire Captain
Police Lieutenant
10 Bath&Tennis Club Manager $54,294 $78,721 $24,427
Director of Information Services&Purchasing
Golf Club Manager
Library Director
11 Finance Director $57,462 $83,324 $25,862
Fire Chief/Building Commlsolow
Police Chief
Public Works Director
ApWm, 1998
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SALARY ADMINISTRATION POLICY-NON-UNION EMPLOYEES
1. INTRODUCTION
The Salary Administration Policy is intended to establish a compensation program which is both
internally equitable and competith , 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 that remain competitive in the appropriate market,
adjustments to the Salary Plan are normally computed annually based on a percent change that
considers the Consumer Price Index for the Chicago-Gary-Lake Co. region as published by the U. S.
Department of Labor, the Employment Cost Index as published by the U. S. Department of Labor,
and the pay practices in the Village's comparable communities. The Board-approved percentage
adjustment is applied to the minimums and maximums for all pay grades, with increases effective
January 1 st 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 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 - When making annual adjustments to the 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, the Employment
Cost Index for September 30th of each year as published by the U. S. Department of Labor and
the pay practices of the Village's comparable communities will normally be considered.
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 1 I include department heads and shall have a
45%spread.
C. Other Adiustments to the Salary flan - The Salary Plan may. in the discretion of the Village
Board and upon the recontntendation of the Village Manager, he adjusted based on the
evaluations and recommendations of an independent conpensation consultant engaged by titre
V Hinge or Oak Brook,or based on other factors as deemed appropriate by the Board.
Approved: DL1c, g, 1.998 E,Xlllnl T"rage 1 of i
1✓tective: tF�"tl• 1 �
11I. STEPS
1. Obtain the September 30th Consumer Price Index and Employment Cost Index published by
the U. S.Department of Labor.
2. Obtain salary data f orn the Village's comparable communities.
3. Determine the percentage adjustment and calculate the minimum and maximum for each grade
accordingly.
4. Determine merit adjustment guidelines, which shall be designed to permit an employee
performing at a "Meets Standards" level to progress through the salary range in approximately
a seven year period. Employees performing at "Above Standards" or "Excellent" should
progress through the range within a six or five year period,respectively.
1V. 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 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 detennined based upon the employee's perfbi-mane 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,
C. Salary Adjustment Schedule: it is the policy of the Village of Oak Brook that salary
adjustment,shall be made in a timely and orderly manner. frequency of salary adjustments are
based upon each employee's perfonttance and the employee's position Within the applicable
grade.
I. Employees are evaluated at six month intervals tier the tirst two yeam of
employment. Thereafter, evaluations occur dillltially 011 the enlplo Nve's
anniversary date until the maximum compensation for th pay grade in whicil the
employee's position is classified is reached. "Anniveman, date" is determined as
fellows:
Approve& 1)ec:, 81 1998 f?.XI1113fi'11 Page 2 opt'S
Frl'ective: Jail. It 1.999
(a) Generally,the anniversary date is the date of hire;
(b) For employees going from part-time to full-time, status the anniversary
date shall be the date the full-time position is assumed;
(c) For employees whose position is simply reclassified to a new grade(i.e.,
the job duties of the ex;sting position have evolved such that
reclassification and possibly re-tiding 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 performed previously. For full-time employees
promoted to a new grade 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 (t)
year after their promotion or until they reach maximum compensation for
their respective pay grade.
2. Once an employee has reached the maximum compensation for the pay grade in
which his/her position is classified, the employee's anniversary date reverts to
January 1,and normal salary adjustments shall be effective as of that date.
3. Performance appraisals shall occur at least once each year, and may occur more
frequently, if warranted. Special merit adjustments may occur when warranted
and are not bound by the Salary Adjustment Schedule.
D. Merit Bonus: Top-of-grade full-time employees who achieve an "Above Standards" or
"Excellent" appraisal on the Employee Performance Appraisal Report shall receive a merit
bonus annually in January of each calendar year as fellows:
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 VR
hereof.
E. Special Merit Adjustments and Special Merit Bonuses: Department heads may rcconinici-1 tt?
the Village Manager, and the Village Manager may approve, special salary adjustments or
special merit bonuses at intervals other than 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 Ix-isition, or exceptional service to the Village heyomd
the normal scope of ditties expected fir the Ix)sition. Stiecial merit adjustments or honuscs
shall have no effect on the schedule tier normal performance evaluations and merit Adjustments,
Special merit adjustments or bonuses are deemed to be extraordinary events. and mad he
granted only after notice- to the Village Board, and an opportunity for the board to disatVnm c
the action.
Approved: Dec. ti, 19.98 I:SIIIBIT N Page 1(11'�
Effective: .;an. 1, 1999
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.
G. Promotions: In a case where an employee is promoted from one position to another, any
increase in salary shall not be viewed a: a merit adjustment., but shall represent recognition of
the additional responsibility inherent in the new position.
H. Performance Appraisal: The objectives of a pert-��rmance 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 ep rson. 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.
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 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
Unsatisfactory
(Consistently Below Standards)
Performance so poor that little useful contribution is made. Such performance culls lbr immediate remedial
action.
It should he noted that employees performing at this level should be notified as soon as this Ixxomrr
apparent. Under no circumstances should employees b+: allowed to remain in pay status until their
scheduled evaluation date. they should be advised of their substandard performance and its 1xv siMe
consequences without delay.
eI - R ardi
Iti one or more of the significant standards,the employee is falling"lxlo "standards.
AMwoved Dec. Ft, 1998 FXllltll1' It Page 4 oft
Effective: Jan.-i. 099
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.
Meets 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 ratin¢is not based on a comparison of the employs performance with fellow employees in the same
or similar position; it must be based solely on a comparison of the employee's performance to the standards
set by the Department and communicated to the er;nloyee.
Above Standards
(Frequently Exceeds Standards)
Performance of this caliber will be uncommon within each Department. The rating will apply to employee
performance which exceeds all Department standards and is represented by outstanding achievements over
and above the normal work assigned.
Examples of the outstanding achievements must be documented and 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 who are unusually gifted in a
particular area. or whose skills surpass all standards set for the average employee. It may also be^.arned for
excellent performance in response to an unusual occurrence which would normally not constitute .n
employee's regular duties and responsibilities.
Examples of the employees particular achievements must be submitted with the Peribmiance Evaluation
form.
Approved- Pec. Ft, 1998 rxlllltll,0 Page 3 of 4
pfTeetive: .tan, 1 . {,t#'O