HomeMy WebLinkAboutOrdinance 18-12RECORD OF ORDINANCES
18-12 —
Ordinance No. Passed
Fo,, N
20
AN ORDINANCE AMENDING SECTION 2 (WAGE &
SALARY STRUCTURE /ADMINISTRATION), PARAGRAPH
(A) OF ORDINANCE NO. 73 -06 ( - COMPENSATION PLAN
FOR NON -UNION PERSONNEL") FOR THE PURPOSE OF
INCORPORATING CERTAIN JOB CLASSIFICATIONS
AND CORRESPONDING PAY GRADES.
WHEREAS, Council has determined, upon the recommendation of the City Manager,
that certain sections of the Compensation Plan for non -union personnel should be
amended; and
WHEREAS, Council has determined, that these amendments are necessary for the
administrative and operational effectiveness of the City of Dublin.
NOW, TH REFORE, BE IT ORDAINED By the Council of the City of Dublin, State
of Ohio, of the elected members concurring, that:
Section 1. Section 2 (Wage & Salary Structure /Administration), paragraph (A) of
Ordinance No. 73 -06 be amended by incorporating the following new job
classification titles and corresponding pay grades under the following functional
categories:
General Management /Administration
Classification Title I Pay Grade
Director of Strategic Initiatives /Special Projects I 2
Human Resources
Classification Title I Pay Grade
Human Resource Coordinator 1 5.1
Section 3 . This Ordinance shall take effect and be in force at the earliest point
permitted by law.
Passed this f7� day of .Qi 2012.
F
0 IN •
/VEFas
Clerk of Council
Office of the City Manager
Prkway* f c ,
ity of Dublin Pho 614 - 1 410-4400 • Fax:b614- 0410 -4490 1090
Memo
To: Members of Dublin City Council
From: Marsha I. Grigsby, City Manager
Date: March 22, 2012
Initiated By: David L. Harding, Director of Human Resources
Re: Ordinance 18 -12 Amendments to City Compensation Plan (Ordinance No. 73 -06)
and Section 33.04 of the Dublin Codified Ordinances
Summary
At the Council meeting on March 12, 2012, Council authorized by Motion the creation of a new
position entitled "Director of Strategic Initiatives /Special Projects" at Pay Grade 2 in the City's
Salary Structure. Council's action was based on the recommendation of the City Manager to create
such a position whose primary focus would be to achieve Council's adopted vision for the Bridge
Street Corridor. The Bridge Street Corridor project is of the highest strategic importance to the
future of the City of Dublin, with the potential to shape the economic vibrancy of our community.
In addition, this project represents an incredible opportunity for the City of Dublin to remain on the
leading edge of the emerging trend in the field of community development.
In conjunction with the recommendation for the creation of this position Council motion, staff
advised Council that as a follow up to this action, staff would prepare the necessary legislation
amending the City Compensation Plan (Ordinance No. 73 -06) to formally reflect the incorporation
of this classification title and pay grade. Attached, therefore, for your consideration is Ordinance
No. 18 -12 amending the City Compensation Plan (Ordinance No. 73 -06) to formally incorporate the
Director of Strategic Initiatives /Special Projects classification title and corresponding pay grade
(Pay Grade 2) therein. Also attached for Council's reference is a redline version of the City's listing
of job classifications and pay grades reflecting the incorporation of the Director of Strategic
Initiatives /Special Projects title and pay grade (under the "General Management /Administration"
categorical group), as well as the City's adopted Salary Structure reflecting the salary range for Pay
Grade 2.
As a secondary, unrelated matter, staff would also like to take this opportunity to reflect an
amendment to the Compensation Plan regarding one other job classification title. This matter
involves the incorporation of the title "HR Coordinator ". This classification title is the result of the
"downgrading" of an existing, vacant HR Specialist position from Pay Grade 4.3 to Pay Grade 5.1).
(Please refer to the above referenced listing of job classifications /pay grades and salary structure
attachments, which reflect the incorporation of the HR Coordinator title and the salary ranges for
Pay Grades 4.3 and 5.1.) To elaborate further, one of the HR Specialist positions became vacant in
late- December 2011 when the incumbent accepted a position within another organization.
Consistent with the City's established practice of analyzing duties, responsibilities, and needs when
position vacancies occur, the HR team re- evaluated their needs prior to recommending that the
position be re- filled and determined that the appropriate course of action in this case would be to
Memo re. Ordinance 18 -12 Compensation Plan Amendments
March 22, 2012
Page 2 of 2
"downgrade" the level of the position from a mid -level HR Professional to an entry-level HR
Professional. This action was prompted, in part, by the realization that a primary focus of our HR
function has transitioned from the management of high volumes of recruitment and selection to
the management of consistently evolving, sophisticated employee wellness and benefit
strategies /programs. Inherent to this transition is the need to implement and administer intricate
support systems to coordinate considerable volumes of quantitative information and
analyze /measure that information in the attainment of meaningful results -based goals.
Consequently, this position's role will be focused on providing professional -level support to mid-
level and higher -level HR Management through the operational coordination of these and other HR
programs, services, and activities. HR's goal in filling this re- configured role will be to hire a
qualified entry-level HR professional at a salary level significantly below the prior incumbent of the
previous higher -level position.
In addition to the amendment of the Compensation Plan, there is a need to amend Chapter 33,
Section 33.04 of the Dublin Codified Ordinances to reflect the addition of the Director of Strategic
Initiatives /Special Projects to the list of "Unclassified" positions shown in Section 33.04 (B) (3).
Council will recall that Section 33.04 (B) establishes the "Unclassified Service" of the City and
defines the "Unclassified Service" as those employees who "serve at the pleasure of the City, do
not serve a probationary period, and may be dismissed, disciplined or reduced in pay or position at
any time without regard to the procedures contained in this Code ". ( "Unclassified" status is
synonymous with "At Will Employment ".) The requirement to establish a "Classified and
Unclassified Service" is contained in Section 6.06 (Personnel Systems), subsection (b) (Classified
and Unclassified Service) of the Revised Dublin Charter, a copy of which is attached for reference
purposes.
The specified procedure for amending Chapter 33 of the Dublin Codified Ordinances is contained in
Section 33.07 (Amendments), which establishes that amendments shall be reported to Council
and, unless Council amends or disapproves such amendments by Resolution of Council within 30
days after such report, or such amendments are contrary to the Charter, they shall become
effective. Therefore, as required by the specified amendment procedure in Section 33.07, staff is
reporting the proposed amendment in the form of written text, attached as "Exhibit A ". "Exhibit A"
is a redline version of the code language in Section 33.04 showing the proposed amendment.
Please note that "Exhibit A" also contains a "housekeeping" update to the title of one other
position, which involves the revision of the title of Deputy City Manager /Chief of Police to Chief of
Police. (The "Deputy City Manager" part of the title is no longer relevant following the departure of
Michael Epperson and the subsequent appointment of Heinz vonEckartsberg as our new "Chief of
Police ".)
Recommendation
Staff recommends the adoption of Ordinance No. 18 -12 at its second reading /public hearing on
April 9, 2012. In addition, staff further recommends that Council permit the proposed amendment
to Section 33.04 (B) (3) of the Dublin Codified Ordinances to become effective on April 26, 2012
(requiring no action of Council).
Attachments
CITY OF DUBLIN
LISTING OF JOB CLASSIFICATIONS & PAY GRADES
The following is a listing of City job classifications and corresponding pay grades
grouped categorically:
Administrative Support
Classification
Pay Grade
Staff Assistant
5.3
Administrative Assistant
5.2
Administrative Specialist
5.1
Executive Assistant
5.1
Building Regulation
Classification
Pay Grade
Development Review Specialist I
5.2
Development Review Specialist II
5.1
Residential Plans Examiner
4.3
Building Inspector
4.3
Electrical Inspector
4.3
Review Services Analyst
4.3
Senior Building Inspector
4.2
Commercial Plans Examiner
4.2
Director of Building Standards /Chief Building Official
3.2
Clerical Support
Classification
Pay Grade
Office Assistant
6.2
Office Assistant 11
6.1
Criminal Justice
Classification
Pay Grade
Court Clerk
5.2
Community Justice Officer
5.1
Court Administrator
4.1
Community Relations /Public Information
Classification
Pay Grade
Web Developer
4.3
Public Information Officer
4.3
Senior Public Information Officer
4.2
Public Affairs Officer
4.1
Web Administrator
4.1
Director of Community Relations
3.1
Economic Development
Classification
Pay Grade
Economic Development Administrator
4.2
Economic Development Manager
3.3
Deputy City Manager /Director of Economic Development
2
Engineering /Electrical
Classification
Pay Grade
Electrical Worker
5.3
Engineering Assistant
5.3
Engineering Project Inspector
5.1
Engineering Project Coordinator
4.3
Civil Engineer I
4.3
Civil Engineer II
4.2
Senior Civil Engineer
4.1
Engineering Manager
3.3
Director of Engineering
3.1
Events Administration
Classification
Pay Grade
Events Assistant
5.3
Event Administrator
4.2
Events Manager
3.3
Environmental Sustainability
Classification I Pay Grade
Sustainability Programs Administrator I 4.2 I
Finance/Accounting /Procurement
Classification
Pay Grade
Procurement Assistant
6.1
Accounting Assistant
5.3
Accounting Specialist
5.2
Payroll Specialist
4.3
Accountant
4.3
Financial Analyst
4.2
Budget Manager
3.3
Director of Taxation
3.2
Director of Accounting & Auditing
3.2
Deputy Director of Finance
3.2
Deputy City Manager /Director of Finance
2
General Management /Administration
Classification
Pay Grade
Management Assistant
4.3
Volunteer Administrator
4.2
Senior Project Manager
3.3
Director of Administrative Services
3.1
Director of Strategic Initiatives /Special Projects
2
Human Resources
Classification
Pay Grade
Human Resource Assistant
5.3
Risk Management Assistant
5.2
Human Resource Coordinator
5.1
Human Resource Specialist
4.3
Safety Administrator /Risk Manager
4.1
Human Resource Manager
3.3
Director of Human Resources
3.1
Information Technology
Classification
Pay Grade
Support Services Analyst
5.1
GIS Analyst
5.1
Software Application Specialist
4.3
Senior Support Services Analyst
4.3
Senior GIS Analyst
4.3
Network Administrator
4.2
Information Technology Project Leader
4.1
GIS Administrator
4.1
Network Operations Manager
3.3
Director of Information Technology
3.2
Landscape Architecture
Classification Pay Grade
Landscape Architect 4.2
Land Use Planning /Zoning
Classification
Pay Grade
Landscape Inspector
5.2
Zoning Inspector
5.2
Code Enforcement Officer
5.2
Code Enforcement Supervisor
5.1
Planner I
4.3
Planner II
4.2
Senior Planner
4.1
Planning Manager
3.3
Director of Land Use and Long Range Planning
3.1
Law Enforcement/Emergency Management Iq
Classification
Pay Grade
Police Property Technician
5.2
Communications Supervisor
4.3
Emergency Mgmt. Coord. /Law Enforcement Planner
4.2
Technical Services Bureau Commander
3.2
Police Lieutenant
3.2
Chief of Police
3.1
Legislative Affairs
Classification Pay Grade
Deputy Clerk of Council 5.1
Natural Resources
Classification
Pay Grade
Assistant Forester
5.2
Assistant Horticulturist
5.2
Contract Specialist
5.2
Nature Education Coordinator
5.1
City Forester
4.3
City Horticulturist
4.3
Parks Operations Specialist
4.3
Parks Administrator
4.1
Director of Parks & Open Space
3.1
Recreation
Classification
Pay Grade
Recreation Operations Specialist
5.2
Recreation Program Coordinator
5.2
Membership Services Supervisor
5.1
Parks & Recreation Operations Supervisor
5.1
Recreation Program Supervisor
5.1
Theater Supervisor
5.1
Recreation Administrator
4.2
Director of Recreation Services
3.2
Service/Maintenance /Utilities /Facilities
Classification
Pay Grade
Crew Supervisor
5.1
Operations Administrator
4.2
Fleet Administrator
4.2
Fleet Manager
3.3
Facilities Manager
3.3
Director of Streets & Utilities
3.2
CITY OF DUBLIN
SALARY STRUCTURE TABLE
2011-2012
Career Band
Pay
Grade
$178,600
- $211,100
Market
- $167,800
$113,600
Target
$107,300
Guidance
1
$121,800
- $146,200
$146,200 -
$178,600
Leadership
2
$
96,800
- $116,200
$116,200 -
$142,000
Operations
3.1
$
77,500
- $
93,000
$
93,000 -
$113,600
Operations
3.2
$
73,100
- $
87,800
$
87,800 -
$107,300
Operations
3.3
$
69,500
- $
83,300
$
83,300 -
$101,900
Implementation
4.1
$
59,500
- $
71,400
$
71,400 -
$ 87,200
Implementation
4.2
$
52,600
- $
63,100
$
63,100 -
$ 77,100
Implementation
4.3
$
47,000
- $
56,300
$
56,300 -
$ 68,900
Implementation Services
5.1
$
42,200
- $
50,700
$
50,700 -
$ 61,900
Implementation Services
5.2
$
38,000
- $
45,600
$
45,600 -
$ 55,800
Implementation Services
5.3
$
35,000
- $
41,900
$
41,900 -
$ 51,300
Specialized Services
6.1
$
32,000
- $
38,300
$
38,300 -
$ 46,900
Specialized Services
6.2
$
29,400
- $
35,300
$
35,300 -
$ 43,100
Specialized Services
6.3
$
27,400
- $
32,900
$
32,900 -
$ 40,200
Source The City pay range structure is identified in Section 2 (Wage & Salary Structure/ Administration), subsection B. of Ordinance No. 73 -06 as amended by
Ordinance No. 97 -08.
Premium
$178,600
- $211,100
$142,000
- $167,800
$113,600
- $134,300
$107,300
- $126,800
$101,900
- $120,400
$ 87,200
- $ 99,100
$ 77,100
- $ 87,600
$ 68,900
- $ 78,300
$ 61,900
- $ 70,400
$ 55,800
- $ 63,400
$ 51,300
- $ 58,300
$ 46,900
- $ 51,100
$ 43,100
- $ 47,000
$ 40,200
- $ 43,800
Source The City pay range structure is identified in Section 2 (Wage & Salary Structure/ Administration), subsection B. of Ordinance No. 73 -06 as amended by
Ordinance No. 97 -08.
CITY OF DUBLIN CAREER BAND DESCRIPTIONS
Band 1 - Guidance
The top position in the City responsible for the long -term guidance, direction, and success of City operations and services. The incumbent is responsible for
defining the mission, vision, values, and priorities for the City consistent with the needs and goals of various constituencies, officials, and citizens in the
development of a strategic plan for the City and is accountable for achieving the established goals within the financial resources available. The focus of this
position is on the long tern viability and success of city operations and services.
Band 2 - Leadership
Heads of major City service areas (e.g. Public Safety, Public Services, Community Services, Business Administration) which have a substantial impact on the total
City operations Incumbents may have line responsibilities for an area offering complex services with direct and primary responsibility for substantial financial
resources; or they may be responsible for an area that has significant and strategic impact on the entire City's current and future success. Reporting directly to the
City Manager, individuals at this level are members of his /her executive team and collaborate on developing tactics for implementing the city's strategic plan
within their service area. In that capacity, they must maintain an appropriate balance between vision for the future of the City and the actual successful
implementation of strategic and tactical plans within their assigned function or discipline.
Band 3 - Operations
Heads of important City functions who focus on translating the strategic and tactical plans for the City to operational plans for their specific function. Incumbents
may report either to the City Manager or to another member of the executive team. In their leadership role, they may be responsible for a function that provides
important City services (e.g. Engineering, Parks, Recreation, and the like) including the direct management of human and capital resources; or they may lead
critical support functions (e.g. Human Resources, Information Technology, City Planning, and the like) that impact the entire City. They maintain an appropriate
balance between vision for the future of their function and the actual successful implementation of strategic and tactical plans for their assigned function or
discipline.
Band 4 - Implementation
Core professional, technical, or service roles that provide ongoing services and support for City residents, colleagues, and/or other constituents with a focus on the
implementation of specific plans, programs, and objectives Incumbents may be individual contributors with a solid foundation in a specific function or discipline;
or supervisors of staff in support or service functions They apply their understanding of policies, theories, and complex procedures to make judgments regarding
the most appropriate method or process to use in a variety of situations and work with a high degree of independence in accomplishing their assignments. Their
focus is on the successful implementation of defined strategies. tactics. and programs consistent with Citv standards of performance. aualitv. and service.
Band 5 - Implementation Services
Critical roles in office, clerical, technical, skilled craft, or administrative functions that enable others in the organization to focus on their specific goals and
objectives. Incumbents may be individual contributors or team members with in -depth and highly specialized knowledge of the practices and procedures in their
area or craft; or supervisors /work leaders with responsibility for providing work direction to others in support or service roles. Their focus is on the completion of
multiple assigned activities balancing time and priorities appropriately and maintaining consistency with their work group's or team's objectives.
Band 6 - Specialized Services
Important support roles in clerical, technical or service functions that provide routine and standardized services in their assigned work group or service area.
Incumbents are typically members of a work group or team with responsibilities for performing well- defined and specific work assignments Alternatively,
incumbents at this level may be involved in a formal apprenticeship or training program in a skilled craft or technical job family. Their focus is on the immediate
achievement of defined activities consistent with City standards and procedures.
2006 City of Dublin Classification & Compensation Study, BSMC Consulting, City of Dublin Administrative Order 2.64.
CITY OF DUBLIN
PAY RANGE SEGMENTS
Each pay range in the wage & salary structure is sub - divided into three range segments, "Market ", "Target ", and "Premium ". Each
of these range segments is defined as follows:
"Market - a range of compensation associated with the ordinary knowledge, skills, and capabilities commonly found in the labor
market or the performance of all job responsibilities consistent with general market expectations.
"Target" - a range of compensation associated with extensive knowledge, expertise, skills, or capabilities or the performance of
all job responsibilities that fully and consistently meets the high performance standards and core values of the City of
Dublin.
"Premium" - a range of compensation associated with unique or special knowledge, skills, or expertise, which may be in short
supply due to unusual market forces, or performance that meets defined criteria of exceptional and premium value
and which is widely recognized throughout the organization because of the value -added contribution it represents.
Source Section 2 (Wage & Salary Structure /Administration), subsection C. of Ordinance No. 73 -06.
REVISED DUBLIN CHARTER
SECTION 6.06 PERSONNEL SYSTEMS
6.06. PERSONNEL SYSTEMS.
(a) MERITPRINCIPLE.
All appointments and promotions of City employees shall be made on the basis of
merit and fitness demonstrated through a competitive selection process to the
extent practicable and except as otherwise provided by Council.
(b) CLASSIFIED AND UNCLASSIFIED SERVICE.
Council shall establish a classified and unclassified service for employees of the
City. Council shall adopt a Code of Personnel Practices and Procedures to define
and govern the classified and unclassified service of the City. All original
appointments and promotions to full -time positions below the level of Chief
within the divisions of police and fire shall be within the classified service.
(c) ELECTED AND APPOINTED OFFICES,
Appointments to and removal from all elected and appointed offices, including
the City's boards, commissions and committees, shall be made in accordance
with the specific applicable provision of this Revised Charter or the specific
applicable legislation of the City, and shall not be subject to Sections 6.06(a) and
6.06(b).
(d) RE77REMEVTSY57EM.
The laws of the State of Ohio governing the retirement of employees of a city
shall be applicable to City employees under this Revised Charter.
"EXHIBIT A"
§ 33.04 CLASSIFIED AND UNCLASSIFIED SERVICE.
Pursuant to Section 6.06(b) of the Dublin Charter, Council shall establish a classified
and unclassified service for employees of the municipality. Therefore, in accordance
with the mandate of Section 6.06(b), the classified and unclassified service is hereby
established as follows.
(A) All employees of the city are presumed to be classified employees unless the
positions which they occupy have been exempted from the classified service pursuant
to Section 6.06(b) of the Dublin Charter. After completion of the original probationary
period, or the probationary period following a promotion, classified employees may only
be disciplined for just cause and in accordance with the procedures contained within
this Code.
(B) Some employees of the city serve in the unclassified service, or occupy
positions which have been exempted from the classified service. Such employees serve
at the pleasure of the city, do not serve a probationary period, and may be dismissed,
disciplined or reduced in pay or position at any time without regard to the procedures
contained within this code. The following positions /personnel are hereby designated as
unclassified:
(1) All seasonal, temporary and /or emergency personnel.
(2) All previous City of Dublin employees rehired pursuant to § 33.54 (D).
(3) Other positions /personnel identified as follows:
Budget Manager
City Manager
Clerk of Council
Court Administrator
Deputy City Manager /Director of Economic Development
Deputy City Manager /Director of Finance
Deputy Director of Finance
Director of Accounting & Auditing
Director of Administrative Services
Director of Building Standards
Director of Community Relations
Director of Engineering
Director of Human Resources
Director of Information Technology
Director of Land Use and Long Range Planning
Director of Parks & Open Space
Director of Recreation Services
Director of Strategic Initiatives /Special Projects
Director of Streets and Utilities
Director of Taxation
Engineering Manager
Executive Assistant
Planning Manager
Management Assistant
Senior Project Manager
With the exception of the City Manager and Clerk of Council who serve at the
pleasure of City Council, and the Director of Finance who serves at the pleasure of the
City Manager and Council, all above referenced personnel shall serve at the pleasure of
the City Manager. (Amended pursuant to § 163.02(f))
('80 Code, § 163.02(c)) (Ord. 3 -80, passed 1 -7 -80) (Amendment effective 6- 20 -07; 5-
21-08; 10- 15 -09)
