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HomeMy WebLinkAbout77-00 OrdinanceRECORD OF ORDINANCES navton Leeal Blanlc Co. corm tvo. awsa Ordinance No.....77-00 ............................................. Passed .................................................................., . .....YEAR AN ORDINANCE AMENDING SECTION 2 ("WAGE & SALARY STRUCTURE/ADMINISTRATION") OF ORDINANCE N0.98-96 ("COMPENSATION PLAN" FOR NON-UNION PERSONNEL). WHEREAS, Council has determined, upon the recommendation of the City Manager, that Section 2 ("WAGE & SALARY STRUCTURE/ADMIl~TISTRATION") of Ordinance No. 98- 96 ("COMPENSATION PLAN" for non-union personnel) should be amended; and WHEREAS, Council has determined that given the expectations/standards staff is required to meet to make Dublin a premier community, such amendments are necessary to place the City in a more competitive posture within the labor market, thus aiding in the recruitment and retention of a highly qualified, highly effective staff; NOW, THEREFORE BE IT ORDAINED by the Council of the City of Dublin, State of Ohio, ~ of the elected members concurring: Section 1. That Section 2 ("WAGE & SALARY STRUCTURE/ADMIlVISTRATION"), subsection 2A of Ordinance No. 98-96 be amended by deleting the schedule of job classifications and corresponding pay grades contained therein and replacing such with the following revised schedule: Schedule of Job Classifications & Corres ondin Pa Grades Classification Title Pa Grade Building Regulation Residential Plans Examiner 4 Permit Coordinator 5 Building Inspector ~ Electrical Inspector 7 Commercial Plans Examiner 8 Director of Building Standards 11 Clerical/S ecretarial Clerical Specialist I 2 Clerical Specialist II 3 Administrative Secretary 4 Executive Secretary 5 Criminal Justice Court Clerk 4 Diversion Officer 7 Probation Officer 7 Director of Court Services 11 Community Relations Community Relations Specialist 7 Director of Communit Relations 11 r\perUcst\office\wp61 \ords\07-98 RECORD OF ORDINANCES Ordinance No ................................................................... Passed .................................................................., ....................... Engineering Electrical Worker 4 Engineering Assistant 4 Engineering Project Inspector 6 Traffic Signal Technician 6 Right of Way Survey Specialist 7 Streetscape Specialist 7 Civil Engineer 9 Assistant Director of Engineering 10 Director of Engineering 11 Finance/Accounting Accounting Technician I 3 Accounting Technician II 5 Accountant '7 Budget Analyst ~ Financial Analyst '7 Director of Fiscal Administration 11 Director of Taxation 11 Director of Accounting & Auditing 11 Director of Finance 12 General Management/Administration Management Assistant 9 Volunteer Coordinator ~ GIS/Graphics Design GIS/CAD Technician 5 GIS Coordinator 9 Human Resources, Procurement & Risk Management Human Resource Technician 5 Procurement Technician S Human Resource Administrator 9 Safety Administrator/Risk Manager 9 Director of Human Resources/Procurement 11 Information Systems/Technology Information Technology Analyst 7 Information Technology Project Leader 9 Network Engineer 9 Director of Information Technology 12 t\perUcst\office\wp61\ords\may 9 ord wages RECORD OF ORDINANCES ~o. Ordinance No ................................................................... Passed .................................................................., ....................... Law Enforcement Communications Supervisor ~ Police Lieutenant 11 ,,. Chief of Police 12 Legislative Assistant Clerk of Council 4 Records Management Records Management Technician 4 Recreation Recreation Specialist 4 Theater Technician 4 Assistant Recreation Program Supervisor 6 Community Hall Supervisor 7 Recreation Program Supervisor 7 Recreation Operations Supervisor 7 Theater Supervisor '7 Recreation Services Administrator 9 Director of Recreation Services 11 ""'°` Planning, Development & Zoning Landscape Inspector 5 Code Enforcement Officer Development Review Specialist Development Project Coordinator '7 Planner I g Planner II 9 Assistant Director of Planning 10 Director of Economic Development 11 Director of Planning 11 Director of Development 13 Service, Maintenance, Streets, Utilities, Grounds & Facilities Assistant Forester 4 Assistant Horticulturist 4 Automotive Mechanic II 5 Maintenance Crew Leader 5 Training/Accreditation Coordinator (, Forester ~ Horticulturist '7 Landscape Architect g Maintenance Supervisor g Director of Streets & Utilities 11 Director of Grounds & Facilities 11 Director of Service 12 t:\perUcst\office\wp61\ordsMay 9 ord wages RECORD OF ORDINANCES Dayton Legal Blank Co. Form No. 30043 Ordinance No ................................................................... Passed .................................................................., ....................... Section 2.That Section 2 ("WAGE & SALARY STRUCTURE/ADMII~TISTRATION), Subsection 2B of Ordinance No. 98-96 be amended by deleting the schedule of pay grades and ranges contained therein and replacing such with the following revised schedule: Schedule of Pay Grades & Ranges Pay Grade Pay Range 1 $21,914 - $32,871 2 $23,908 - $34,965 3 $26,083 - $38,147 4 $28,457 - $41,618 5 $31,251 - $45,405 6 $32,912 - $49,372 7 $35,909 - $53,863 8 $40,317 - $58,963 9 $43,985 - $64,328 10 $47,988 - $70,183 11 $52,356 - $76,569 12 $57,120 - $83,537 13 $62,318 - $91,139 Section 3. That this Ordinance shall take effect and be in force on the earliest date permitted by law. Passed this ~ ~}'t day of , 2000. or -Presiding Officer ATTEST: Clerk of Council I hereby certify that copies of this Ordinance/Resolution were posted in the i~ity of Dublin in accordance with Section 731.25 oft:t#~a~xised~f~#e. ~! ~i ~ i ~ ~~_ _ i ~.o~. Cle of Council, Dublin, Ohio Office of the City Manager 5200 Emerald Parkway • Dublin, Ohio 43017-1006 Phone: 614-761-6500 • Fax: 614-889-0740 To: From Date: Re: By: Memo Members of Dublin City Council Timothy C. Hansley, City Manager May 11, 2000 ~~i~a.,~ O Staff Report -Proposed Amendments to City Wage/Salary Structure David L. Harding, Director of Human Resources/Procurement 1~'~ SUMMARY AND ACTION RECOMMENDED Attached for your consideration is Ordinance No. 77-00 amending Section 2 ("WAGE AND SALARY STRUCTURE/ADMII~TISTRATION") of Ordinance No. 98-96 ("COMPENSATION PLAN" for non-union personnel). This legislation is the result of extensive research conducted by staff over the past two months on the issue of revising the City's existing compensation philosophy. This study involved gathering and analyzing considerable wage/salary data within the labor market in an effort to formulate a recommendation to Council regarding what amendments should be made to the City's wage/salary structure. Staff believes that a change in the City compensation philosophy is warranted and that the proposed wage/salary structure in the attached legislation will place the City in a more competitive posture within the labor market, thus aiding in the recruitment and retention of a highly qualified, highly effective staff. Staff also believes that this proposed structure will also enable the City to more equitably compensate its employees, relative to the high expectations, demands, and rapid growth environment unique to Dublin. Staff realizes that Council may wish to refer this legislation to the Administrative Committee of Council for further study prior to its adoption. In that regard Staff is available to meet with the Administrative Committee at the Committee's convenience. BACKGROUND INFORMATION Discussion regarding the City's existing compensation philosophy arose as an important issue at the 1999 senior-staff retreat held in November 1999. During this retreat, a clear consensus emerged that the City's philosophy of establishing its salary grades/ranges at the 60`h - 65th percentile in the market should be re-visited. (As a result of the last formal classification /compensation study, conducted by the Public Administration Service consulting firm in 1995- 96, Council adopted a philosophy of setting the City's pay grades/ranges at the 60~h percentile in the market for non-exempt positions and the 65`h percentile for exempt positions.) Given the realization that the labor market has tightened considerably over the past 4 years and that Dublin's City government consistently requires its staff to meet expectations and achieve goals which appear to be higher than 60`h - 65` percentile goals/expectations, the sentiment 2 among the senior management team was that the City's compensation philosophy should more closely parallel such expectations/goals. The issue of revisiting the City's compensation philosophy was subsequently raised at Council's Goals Setting Retreat and has been noted in the Council Goal Setting report as an issue deserving some level of attention. Concerns have also been raised regarding the recent turnover experienced by the City. In 1999, the City experienced a 10% turnover rate, which, for Dublin, seems uncharacteristically high. This 10% turnover was considerably higher than the 1998 rate of 4.9%. Although a majority of employees leaving the organization have not cited compensation alone as the primary issue influencing their decision to leave, exit interviews conducted over the past six (6) to nine (9) months have revealed a growing trend that a combination of compensation mixed with high expectation levels, stress, inflexible deadlines, long hours, and arapid-paced environment has become an issue influencing some employees to leave the City. Although virtually every exiting employee has remarked that they enjoyed their employment with the City and that the City provided them with a great opportunity to develop their expertise, they have also mentioned that an offer from another organization for a higher salary coupled with less stress and pressure, fewer deadlines, less restrictive hours, aslower-paced environment, and lesser expectations, was too appealing to ignore. Over the past 14 months, Dublin has lost six (6) employees to Hilliard, two (2) to Westerville, one (1) to Grove City, two (2) to Columbus, and two (2) to the private sector in which compensation combined with environment and expectations was a contributing factor in their leaving the City. There is also a realization that since the City of Dublin staff is known for its professional expertise, its commitment to producing quality results, and its commitment to professional local government management, its employees are now being targeted by other local government organizations in the area who either want to model themselves after Dublin and are willing to offer higher salaries to lure Dublin employees away, or they simply want the highly qualified employees Dublin is known for producing and are willing to pay what it takes to get them. These factors coupled with a tight labor market are making it increasingly difficult to retain highly qualified, highly effective employees. In a tight labor market, salaries have a tendency to increase, which is further reason to re-evaluate the City's compensation philosophy and revise its grade/range structure to reflect the highly competitive environment in which we must now exist. The viewpoint of the senior management team is that Dublin is a premiere community with a model, trendsetting local government, whose standards, practices, and management approach are now emulated by others in Central Ohio and beyond; that such an organization that is often looked upon as the leader in the local government field should not be developing talent only to see such talent leave the organization for reasons of compensation; and finally, that given the importance of continuity and stability in ahigh-achievement organization like Dublin, such an organization, from a strategic standpoint, should not allow itself to experience the undesirable impacts of higher turnover for reasons of compensation, especially when it has the resources to reduce such turnover. RESEARCH/DATA COLLECTION/ANALYSIS Over the past 60 days, Staff has gathered and analyzed wage/salary data on 41 benchmark positions in 13 other cities. These cities include the following: • Bexley • Blue Ash • Centerville • Delaware • Gahanna • Grandview Heights • Grove City • Hilliard • Kettering • Reynoldsburg • Upper Arlington • Westerville • Worthington These cities were chosen for the survey due to the fact they are either part of the local labor market and are, therefore, our direct competition in the local government labor market, or that they possess similar characteristics to Dublin, have a similar commitment to professional local government management, or provide comparable levels and/or types of services to their communities. It should be noted that "pension pick-up" was factored in the salary data where such was applicable. "Pension pick up" refers to the practice certain cities employ of paying the employee's 8.5% contribution to the Public Employees' Retirement System. Factoring this "pension pick up" into the salary data allowed staff to draw "apples to apples" comparisons among the cities in the survey. The cities which pay the entire or a portion of their employees' PERS pension contribution are Centerville - 8.5%, Delaware - 8.5%, Hilliard - 8.5%, Upper Arlington - 8.5%, and Grandview Heights - 3.0%. ~, Staff strategically analyzed the survey data to reach a conclusion regarding where the City of Dublin should set its paygrades and ranges to better enable the City to recruit and retain highly qualified personnel. Of particular importance was the data from Westerville, Upper Arlington, and Hilliard, for the reason that these three cities are, in our judgment, our strongest competitors in the local government labor market and are often mentioned in the same breath as Dublin when identifying high quality cities in the Central Ohio area. Staff's analysis identified that Westerville and Upper Arlington have taken the leadership position on salaries in the Central Ohio market. In a smaller number of cases, Hilliard also offered the highest compensation in the area. In 26 of the 41 benchmark positions surveyed, Westerville, Upper Arlington, or Hilliard offered the highest compensation in the survey (Westerville was highest on 14 positions, Upper Arlington was highest on 7 positions, and on five positions, Hilliard was highest.) It is also significant to note that Upper Arlington recently revised its stated compensation philosophy to re-position itself at the 90th percentile in the market. Although Westerville has no stated compensation philosophy, it appears they are positioned at the 90th 4 percentile or above on the average. It was difficult to determine where Hilliard's pay philosophy might be as they were the highest for some jobs, but were also low in others. In the final analysis, Staff believes that a 9% adjustment to our existing pay grade/range structure would strategically position the City at a point in the labor market which would better enable the City to attract and retain a highly qualified staff. This 9% adjustment would move Dublin to around the 80th percentile, on average, in the market, which, especially in light of the present tight labor market, would truly be in the short as well as long term best interest of the City. Although adoption of the proposed new pay grade/range structure would be a major step in the right direction, there is a second part of the equation which is of equal importance. Should the proposed grade/range structure be adopted, an administrative determination would then need to be made regarding the proper placement of individual employees within their respective grades/ranges based upon their individual qualifications. This phase of the project would impact roughly 141 non-union employees and the process of re-assessing each individual employee's qualifications for proper placement within his/her new range is an arduous, time consuming task. Staff sincerely believes, however, that unless individual employees are properly placed within their respective pay ranges, the City would still be susceptible to turnover. A good number of employees are presently artificially low in their pay ranges as a result of the implementation option selected by the City as part of the 1996 Classification & Compensation Study conducted by Public Administration Service. The option selected by the City in the 1996 study provided fora 5% across the board pay adjustment for each employee but not for an assessment for placement in his/her new range based on the individual's qualifications. This option was selected because it was the least costly of the options presented by the consultant. Staff believes now, more than ever before, that in light of the tight labor market, employees who are not compensated on the basis of their relative qualifications, may well seek and easily find employment with other organizations where their qualifications may command higher salaries. This dynamic, staff believes, has resulted in the loss of certain employees over the past 14 months as the shortage of highly qualified personnel has shifted the labor market to a "buyers market". It must be emphasized that this phase of the project is absolutely critical to producing an accurate cost projection. In that regard, staff is presently in the process of re-assessing each of the 141-non union employees' qualifications for proper placement within the proposed new ranges and will have a good estimate of the costs associated with implementation for the June 5, 2000 Council Meeting. An initial, very preliminary estimate would indicate that the fiscal impact in the first year of implementation could be in the neighborhood of $800,000 - $1,000,000. CONCLUSION Staff understands the importance of weighing the increase in operating expenses associated with its proposal relative to the capital needs of the City and respects Council's responsibility to determine what mixture of operating and capital expenditures are deemed to be in the City's best interest. In that regard, Staff will provide whatever information which will assist Council in evaluating staffs proposal, whether to Council as a whole or to their Administrative Committee. A few weeks ago, Vice Mayor Adamek asked me to offer a perspective on staffing and I would be remiss if I did not take this opportunity to address the relationship of staffing to workload within this organization. It has been very difficult to pinpoint what would be the proper staffing level in this organization, given the heavy growth and constant change this organization has endured over the past 14 years. My sense, however, is that since most of our Department/Division Heads have been cautious not to "over- staff ' and that the goal in the early to mid `90's was to limit the annual growth in operating expenses, the City probably is understaffed in certain areas. In some work units of the City, employees have been known to work 70 hours per week on a consistent basis over a prolonged period of time. In a considerable number of cases, these are professional/managerial level employees who are not eligible for overtime compensation. In some cases, inflexible deadlines, high expectations and an unrelented activity level simply dictate that long hours are the norm. I believe it is imperative for Department/Division Heads to now, more than ever, more closely examine their staffing level relative to hours worked by their employees and request additional positions which would reduce the number of hours worked by their employees to a more reasonable level. Consistent overtime work is an indication of understaffing and left unchecked over a period of time will result in employee burnout. Dublin's trademark over the past 14 years has been to produce high quality, innovative results and should employee burnout become a serious issue, organizational performance could suffer. CITY OF DUBLIN ~" ~.. Division of Grounds & Facilities 5800 Shier-Rings Road Dublin, Ohio 43016 Phone: 614-761-6516 Fax: 614-761-6589 To: Mayor Chuck Kranstuber and Dublin City Council Members From: Tim Hansley, City Manager Re: Coffman Park Stage Cover Date: May 4, 2000 Initiated by: Fred Hahn, Director of Grounds & Facilities Memo In the 2000 CIP budget there is funding for a cover for the Coffman Park stage. Staff had recommended this funding based on issues raised in 1999 when the stage was in use. These issues included protection from the sun and rain and also the desire to improve the acoustic qualities of performances. Upon considerable investigation of the options available, staff has concluded that a "ready made" stage cover available from Warner Shelter Systems Limited is the best option. The City has been quoted a price of $31,442.62 for the stage cover and an additional $10,000.00 anticipated for delivery and footer installation. The quoted price is well within the allotted budget. This product is most unique in that staff does not desire a permanent structure nor did staff want to experiment with a custom made cover. Our research on this product has revealed no comparables and we feel the quoted price is both fair and appropriate. The specifications for this cover have been reviewed by Washington Township Fire Department and by the Division of Building Standards and was found to be compliant to state and local regulations. The cover would be installed in the Spring and "folded" when not in use. The stage would be placed in storage at the end of the special event season. With proper care, this structure should last for many years. Staff requests that Council waives the competitive bidding requirement and that this waiver be passed as an emergency in order for the cover to be manufactured and installed prior to the Dublin Irish Festival. Staff will be available to answer any question on this matter.