R-735 - 12/14/1999 - SALARY ADMIN PLAN - Resolutions go
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RESOLUTION 1999-SAP-EX2-R--735
A RESOLUTION APPROVING THE
SALARY PLAN AND SALARY ADMINISTRATION POLICY
FOR NON-UNION EMPLOYEES FOR 2000
WHEREAS, pursuant to Article IV, Section 4.07, of the Village of Oak Brook Personnel Manual,the Village
endeavors to compensate its employees fairly and competitively; and
WHEREAS, to achieve that objective, the Village has establisheu a Salary Plan and Salary Administration
Policy that is amended from time to time; 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 3.3%,with increases effective January 1,2000;
therefore effective January 1, 2000,the minimums and maximums of all pay grades shall be increased by 3.3%;
and
WHEREAS,the Village Manager has recommended the approval of the attached Salary Plan for non-
union employees commencing January 1, 2000. A ropy 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:
SerAion 1: That the provisions of the preamble hereinabove set forth are hereby adopted as though fully
set forth herein.
=ion 2: This Village Board finds that the attached 2000 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 2000(Exhibit A)and Salary Administration Policy(Exhibit B)
are hereby approved;
PASSED AND APPROVED this 14tH day of December, 1999, 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 Craig, Mclnerney, Savino and President Bughy
Nays: None
Absent: Trustees Butler, Caleel .and Kenny
Abstain: None
Village Pres
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2000 SALARY PLAIN-NON4JNK)N EMPLOYEES
Grade Position Minimum Maximum
1 Golf Course Laborer 24,135 $32,589 $8.454
Police Records Clerk
P.W.Laborer
Receptionist
Records M mt Clerk
2 Account Clerk $27,302 536,865 59.563
Purchasing&IS Clerk
3 Assistant Librarian $28,154 $38,015 $9,861
Associate Golf Professional
Secretary
Water Billing Clerk
4 Communications Operator $32,024 $43,229 $11,205
Community Service Officer
P.W.Employee
S.C. Maintenance Employee
5 Building Maintenance Employee $34,156 $46,117 $11,961
Communications Supervisor
Deputy Village Clerk
Engineering Technician
Librarian
Personnel Specialist
P.W.Mechanic
P.W.Employee II
6 Administrative Assistant $37,557 $50,702 $13,145
Building Inspector
Circulation Services Supervisor
Fire Prevention Inspector
Sports Core Mechanic
Technical Services Su visor
7 Accountant $42,354 $57,183 $14,829
Civil Engineer I
Food&Beverage Manager
P.W. Head Mechanic
Information Services Technician
P.W. Foreman
Senior Librarian
8 Accounting Manager $47,055 $63,532 $16,477
Executive Chef
9 Chief Building Inspector $49,732 567,145 17,413
Golf Course Superintendent
Information Systems Specialist
Police Sergeant
P.W.General Foreman
10 Assistant Village Manager $54,443 73,504 $19.061
Civil Engineer II
Fire Captain
Police Lieutenant
11 Devuly Police of 55, 95 F7 7A13 22. 118
12 Bath&Tennis Club Manager 56,088 81.319 7..5,233
Director of Infc Svcs&Purchasing
Golf Club Manager
Libra Director
13 b,rector of Community Bevelopment $86.0741 126,716
Finance Director
Fire Chief
Police Chief
Public Works Director
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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 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 wake 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-Luke Co.region as published by the U. S.
Department of Labor, the Employment Cost Index (Salaries & Wages) for the Midwest region 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 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 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
employ es 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 apple 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. r<:gion as
published for September 30th of each year by the U. S. Department of Labor,the Employment
Cost Index (Salaries & Wages) for the Midwest region for the third quarter of each year as
published by the U. S. Department of l..atxir and the pay practices of the Village's comparable
communities will normally be considered,
13. Rangc Spread Within Each Pay Grade - Grades i through 10 shall have a 35 0,o spread fttont
entrance to maximum solar. paid. Orade 1 i shall have a 40% spread front entrance to
maximum salary paid. Grades 12 and 13 include department heads and shall have a 4500,
Spread.
c. t ffier Adjustments to the Salary Plan - The Salary i'lan may, in the discretion of the Village
floard and upon the recommendation of the Village Manager, be adjusted based on the
evaluations r,o,d recommendations (if an independent compensation consultant engaged In the
Village of'Onk 13rm)k,or based eat other factors as deemed appropriate by the Board.
Apptoved 12-1.4-99 t-*X11113T1 B Page I of 3
I f ective 1y1-2000
P `
111. STEPS
1. Obtain the September 30th Consumer Price Index and third quarter Employment Cost Index
(Salaries& Wales)published by the U. S. Department of Labor.
2. Obtain salary data from the Village's comparable communities.
3. Determine the percentage adjustment and calculate the minimum and maximum for each grade
accirdingly.
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.
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 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 occur within
the parameters of the Salary Plan and in no event shall it exceed the maximum of the range for
the position.
C. Salan 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 ulxm each employee's performance and the ctnpl(,yee's position within the applicable
grade.
1. - Fntployees are evaluated sit six month intervals for the first MAI years of
employment. Thereafter. evaluations occur annually on the employees
anniversary date until the maxinwin compensation for the pity grade in which the
employee's ixisition is classified is reached. "Anniversary date" is determined as
follows:
Appro e& 17-14-99 1;x111141'1'B Page 2 of i
1'f1 @Ct6te:
1-1-2000
�
(i
allAe
(r) 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 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 performed previously. For full-time employees
promoted to a new grade acrd 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 hrs 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 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.D.
hereof.
E. Special Merit Adjustments and Special Merit BonuF,-.s: Department heads may recommend to
the Village Manager, and the Village Manager may approve, special salary adjustments cw
special merit bonuses at intervals other than as provided in paragraph V.C. hereof: Such
special merit adjustments or bonuses shall he based u(xin exceptional performance far
exceeding the normal standards tier the position, or exceptional service to the Village heymid
the normal scope of duties expected liar the tx�sition. Special merit adjustments or Kinuses
shall have no eficct on the schedule (or normal periimnance evaluations and merit adjustments.
Special merit adjustments or honuses are deemed to be extraordinary events, and may he
granted only after notice to the Village board, and an opportunity for the HOW to dieappawe
the action.
Approved: 12-1.4-99 UXI11111 l'ti 118ge 3 of 5
F;ITrctivc: 1- 1- ZnCtl'i
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 zetion 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 as a merit adjustment, but shall represent recognition of
the additional responsibility inherent in the new position.
H. Performance Appraisa!: The objectives of a pertormance 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 person. 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 perfonnance calls for inune:diate remedial
action.
It should he noted that e:mpltyees _-lerforming 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 c%aluation date: they should be advised of their substandard performance and its possible
consequences without delay.
Ilklaw.Standard
In one or mere(if the significant standards,the employee is falling"below"standards.
Approved: 12--1.4-99 1?XIIfH11`f3 Page 4(it 3
f Cfective: _1-1-2000
I
A411 .e. 7*,f
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
rite 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 wTin;.n action plans for each employee who is rated as needs improvement in each
area where the rating applies as ,yell as timetables and deadlines for the improvement to occur.
llieets 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 comparison of the employee's 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 employee,
lbove 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 fo+m with an appropriate statement as to how the achievements favorably impacted the
Department.
Excellent
(Exceeds ail 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
e:ecellcnt performance in response to an unusual occurrence which would normally not constitute an
employee's regular duties and responsibilities. i
i
Examples of the employees particular achievements must be submitted with the Performance Evaluation
fort".
Approved: 12-14-99 FXIIIHIT A Page 3 of S
f ffective 1-t-2606