Loading...
HomeMy WebLinkAbout51-95 Ordinance RECORD OF ORDINANCES Dayton Legal Blank Co. Form No. 30043 Ordinance No. _m51-""!9S-m- Passedm_mm_____um______m_mmm_ _______19_ B ORDINANCE AMENDING THE COKPDSATION PLD (ORDINANCE NO. 23-93), CREATING A HEW POSITION (RISK JlABAGBKEB'.r SPECIALIST) WITHIN THE DIVISION 01' PERSODBL , PURCHASING, AND AMENDING THE 1995 """"" AHNUAL APPROPRIATIONS. WHEREAS, Council has determined, upon the recommendation of ..... the City Manager and the Administrative Committee of Council, that certain sections of the Compensation Plan (Ordinance No. 23-93) should be amended for the purpose of establishing a Performance Bonus Plan and Vacation Conversion option for Department/Division Heads; and, WHEREAS , Council has also determined, upon the recommen- dation of the City Manager and Administrative Committee of Council, that a new position (Risk Management Specialist) should be created within the Division of Personnel & Pur- chasing to fill the void resulting from the restructuring and reassignment of the Management Assistant position to the Office of the City Manager; and, WHEREAS, Council has also determined that the 1995 Annual Appropriations should be amended to accomplish the above objectives; NOW, THEREPORE, BE IT ORDAINED by the Council of the city of DUblin, state of Ohio, 7 of the elected members concurring; ,.., Section 1. That the compensation Plan (Ordinance No. 23- 93) be amended by adding a new section 13 as follows: - section 13. PERFORMANCE BOBUS PLD A. Department/Division Heads at the maximum of their respective pay ranges who, in the judgement of the City Manager, meet certain performance stand- ards/objectives, shall be eligible, on an annual basis, for a lump sum bonus. B. Eligibility to receive this lump sum performance bonus and the amount of this bonus shall be determined by the following criteria: Performance Annual Bonus Standard (lk of Annual Base Salary) Very Effective 5% Extremely Effective 7.5% Exceptional 10% C. The above performance standards are defined as follows: - Very Effective - performance which exceeds what would be required of a qualified, experienced ..... individual in the position. Extremely Effective - performance which greatly exceeds what would be required of a qualified, experienced individual in the position. Exceptional - performance which is clearly super- ior to what would be required of a qualified, experienced individual in the position. Section 2. That section 7 (VACATION LEAVE) of the Compen- sation Plan (Ordinance No. 23-93) be amended by deleting paragraph H. and replacing it with the following: - RECORD OF ORDINANCES Dayton Legal Blank Co. Form No. 30043 Ordinance No. m-51--9-5----- Passed mmnmmmm__m__m____mn__mm19____m paae 'l'Vo H. Employees are encouraged to utilize this benefit for the purpose for which it is intended - e.g. -- rest, relaxation, travel, etc. Employees below the Department Head, Assistant Department Head, and Division Head level shall not be permitted to ...... recei ve payment for accrued vacation leave in lieu of actual usage, except when an employee re- signs from employment, is terminated by the City, dies, or is laid off. However, in addition to the above conditions under which employees shall be permitted to receive payment for accrued vaca- tion leave, employees at the Department Head, Assistant Head, and Division Head level shall be permitted to receive payment for accrued vacation leave at the end of each calendar year. In any case where payment for accrued vacation leave is permitted in lieu of actual usage, the maximum amount of vacation leave for which the employee may receive payment shall not exceed 160 hours. The calculation for converting vacation leave to cash shall be the employee's converted hourly rate of pay multiplied by the number of hours to be converted. In the event a Department Head, Assistant Department Head, or Division Head wishes to exercise the above mentioned conversion option at the end of a calendar year, it shall be his/her responsibility to forward a memorandum to ~ the Department of Finance specifying the number of hours he/she wishes to convert to cash, prior to the end of the first pay period in the new -- calendar year. The cash conversion shall then be paid to the employee on the scheduled pay date at the conclusion of the second pay period in the new year. Section 3. That the position of Risk Management Specialist be created within the Division of Personnel & Purchasing and that section 2 (WAGE & SALARY STRUCTURE/ ADMINISTRA- TION), subsection A. be amended by incorporating the following classification title and corresponding pay grade into the "Personnel, Purchasing, & General Administration" functional grouping contained in subsection 2. A.: Risk Management Specialist 11 section 4. That there be appropriated from the unappro- priated balance in the General Fund the amount of $20,000 to Account 01-01-10-2119 (Performance Bonuses) under the Office of the City Manager. section 5. That this Ordinance shall be in force on the earliest date permitted by law. ...... ...... Passed this 1-tb day of ~. ,1995 MaY~OffiCer . . t. d tl I hereby certify thot copies of ~hls o~:nance Re38111t1Mt ,,~~re pO,ste n 19 City of Dublin in o!coi'donce WIth Sedlon 731.25 of th!lv,IO Revised ode, ATTEST: ~e-~ ~ t!.- ~ Clerk of CcunciL Dublin. Ohio Clerk of Council Sponsor: Administrative Committee of Council ----~------'-'-'- MEMORANDUM TO: Members of Dublin City Council nOM: Timothy C. Hansley, City Manager / SUBJECT: Attached Ordinance No. 51-95 DATB: June 12, 1995 - BY: David L. Harding, Director of Personnel & Purchasing - Attached for your consideration is Ordinance No. 51-95 amending the City compensation Plan (Ordinance No. 23-93) for the purpose of accomplishing two primary objectives. During the past month, the Administrative Committee of Council and I have been jointly working towards refining these objectives and the attached Ordinance represents the results of our efforts. These objectives are as follows: 1. To enhance the effectiveness of my office in responding to the requests and needs of Council and to better update Council on the status of their requests. 2. To aid in the retention of the strong performers at the Department/Division Head level who may be at the maximum of their pay grades. RBSPONSIVENESS TO COUNCIL'S NEBDS One of the themes that emerged during my most recent annual eval- uation was that there was a need for my Office to be more respon- sive to Council's requests and needs. The approach the Administra- tive Committee and I have explored in accomplishing this objective .,... has been to develop the concept of assigning a full-time staff member primary responsibility for assisting me in researching Council's requests for information and responding to Council more - effectively and more quickly. The most logical method for imple- menting this concept is for me to reassign the existing Management Assistant that serves in a dual support role to myself and the Director of Personnel & Purchasing. since 70% of the Management Assistant's time is presently spent on administrative support to the Division of Personnel & Purchasing involving risk management, employee safety, worker's compensation, and property/liability insurance issues, and since this is a rapidly expanding function, I am recommending the creation of a new Risk Management Specialist position to fill the void left by the reassignment of the Manage- ment Assistant to my Office. The Risk Management Specialist will assume all of the Management Assistant's previous administrative responsibilities which will remain under the direction of the Director of Personnel & Purchasing. The Management Assistant is presently a pay grade 16 ($28,783-$40,906) and will remain as such upon reassignment. The proposed new Risk Management Specialist position is being proposed at a pay grade 11 ($25,585-$35,596) - ____'_ ~_ '" ~,-_At,*i-- li''} . ''f~,.. '-liIl-it which places it at the same level as the two other administrative positions supporting the Director of Personnel & purchasing. (Attached is an organizational chart for the Division of Personnel & Purchasing depicting the role of this new Risk Management Specialist position and its relationship to the other positions within the Division.) Should Council concur with my recommendation in this matter, it will be necessary at a later date in 1995 to amend the 1995 annual -- appropriations to allocate funds to cover the salary and benefits associated with the reassigned Management Assistant. Also, Council should be aware that following reassignment, it is estimated that ~ the Management Assistant will spend about fifty percent of the time in their Council lias ion role and the remainder in support of the Office of the City Manager. RETENTION OF DEPARTMENT/DIVISION HEADS Performance Bonus Plan During the annual evaluation, I also proposed the idea of establishing a performance bonus plan to allow me to finan- cially recognize those Department/Division Heads at the top of their pay grades who have continued to be strong performers. Such would allow the City to retain the strong performers who might otherwise explore other opportunities. The Administra- tive Committee and I have explored this in more detail and we are proposing the plan outlined in the attached Ordinance. Under this plan, those Department/Division Heads at the maxi- mum of their respective pay grades, who, in my judgement, meet certain performance standards/objectives, would qualify for a lump sum bonus each year that the individual Department/Divi- sion Head remains "maxed-out" in his/her range and his/her performance qualifies him/her for the bonus. This lump sum _ bonus would be based on a percentage of that individual's annual base salary. (Ordinance No. 51-95 outlines the details of the bonus scale and the performance levels one must attain - to qualify for the bonus.) Implementing this plan would allow me to continue to compensate those Department/Division Heads at the top of their ranges who have been strong performers and who would otherwise receive no increase. This would be a bonus over and above the annual base salary and would not be factored into the annual base salary and, therefore, would not become a "fixed cost" to the City. This plan would, there- fore, allow me to continue to motivate and retain the strong performers at the Department/Division Head level yet not add to the "fixed costs" of the city. The attached Ordinance asks for an appropriation of $20,000 for 1995 to be placed in a special account for performance bonus under the Office of City Manager. Funding for this plan in the future years will be proposed during the annual budget process. - Vacation Conversion proaram Under the program I am proposing, Department Heads/Assistant Department Heads/Division Heads would be permitted to convert up to 160 hours of vacation leave to cash at the end of each year, which could aid in the retention of those employees in critical leadership positions. (Ordinance No. 51-95 outlines the mechanics of how the program would work and the adminis- trative procedures governing the program.) Attached for your .... reference is a copy of the current vacation accrual schedule and an analysis of the projected financial impact associated ..... with offering this program. TCH/DLH/mc Attachments I ........ ...... - -'~'-'----"--'--_. . , . ..... DIVISION OF PERSONNEL & PURCHASING .... DIRECTOR OF PERSONNEL & PURCHASING D. HARDING 21 CLERICAL SPECIALIST T. BISESI 4 I I RISK PERSONNEL PURCHASING MANAGEMENT OFFICER SPECIALIST SPECIALIST NEW 11 R. TELFER 11 VACANT 11 - Risk Management - Recruitment & Selection - Formal Advertising and - Employee Safety for F,T. persohnel Competitive Bidding - Property & Liability - Seasonal Employment - Contract Administration Insurance Programs Program - DAS & ODOT Cooperative ...... - Worker's Compensation - Benefits Administration Purchasing Programs - H.B. 308 Compliance - Employee Awards - Co-Opp Cooperative Purchasing ..... - Assisting with ADA Program - Vendor Relations Compliance - Dublin H.S. Pre-Professional - Placement & Administration Program of Support Systems - Classification & Compensation O,e. copiers, pagers, cellular - New Employee Orientation phones, telephone system) Program - Professional Services - MAPS Training Program Contract Review .... . . . . , CURRENT VACATION ACCRUAL SCHEDULE complete Years of Accrued Vacation Public Service Hours Per Year o Year - 1 Year 40 Hours 2 Years - 4 Years 108 Hours 5 Years - 10 Years 140 Hours 11 Years - 15 Years 160 Hours - 16 Years - 20 Years 178 Hours 21 Years or more 208 Hours "'-- FINANCIAL IMPACT OF VACATION CONVERSION PROGRAM SCENARIO A Assumption: All Department Heads/Assistant Department Heads/ Division Heads convert 160 hours to a cash payment at end of year. Impact: $ 56,000 SCENARIO B Assumption: All Department Heads/Assistant Department Heads/ Division Heads convert 120 hours of vacation to cash payments at end of year. Impact: $ 42,000 ....... SCENARIO C -... Assumption: All Department Heads/Assistant Department Heads/Division Heads convert 80 hours to cash payment at end of year. Impact: $ 28,000 SCENARIO D Assumption: All Department Heads/Assistant Department Heads/Division Heads convert 40 hours to a cash payment at end of year. Impact: $ 14,000 -