Ordinance 076-17Dayton Legal Blank, Inc.
Ordinance No. 76-17
RECORD OF ORDINANCES
Passed
AN ORDINANCE AMENDING VARIOUS SECTIONS OF
ORDINANCE 15-17 (COMPENSATION PLAN FOR NON-
UNION PERSONNEL) AND ADDING SECTION 17
(COMPENSATION AND BENEFITS ELIGIBILITY CHART)
Form No. 30043
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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, upon the recommendation of the City Manager,
that the recommendations of Westcott Hunter Compensation and Human Resources
Consulting resulting from a Study of the Dublin City Classification Plan require certain
amendments to Section 2 of the Compensation Plan for non-union personnel in order for
the Classification Plan to be updated; and
WHEREAS, Council has determined, that these amendments are necessary for the
administrative and operational effectiveness of the City of Dublin; and
WHEREAS, Council has determined that these amendments will enhance the City of
Dublin's competitive position in the labor market, thus aiding in the recruitment and
retention of a talented, high quality workforce; and
WHEREAS, Council desires that the City of Dublin remain an "Employer of Choice" in
the Central Ohio region.
NOW, T EFORE, BE IT ORDAINED By the Council of the City of Dublin, State of
Ohio, of the elected members concurring that:
Section 1. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by adding the subtitle of "Office of the Clerk of
Council" beneath the heading "CITY COUNCIL" and changing the existing pay grade
(5.1) for the job classification of Deputy Clerk of Council to (4.3) as follows:
CITY COUNCIL
Office of the Clerk of Council
Classification Title Pay Grade
Deputy Clerk of Council 544.3
Section 2. That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by deleting the Senior Project Manager job
classification and corresponding paygrade (3.3) listed under the Office of the City
Manager heading and adding the Government and International Relations Manager job
classification with the pay grade of (3.3) as follows:
OFFICE OF THE CITY MANAGER
Classification Title Pay Grade
Government and International Relations 3.3
Manager
Section 3. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by changing the title of "Criminal Justice" to "Court
Services" and adding the words "Division of" in front of "Court Services," deleting the
Court Services Administrator classification title and corresponding pay grade (4.1) listed
under the Criminal Justice heading, adding the Director of Court Services classification
RECORD OF ORDINANCES
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title with the corresponding pay grade of (3.2), and changing the Title of Records
Management Technician to Records Retention Technician as follows:
Division of Court Services
Classification Title Pay Grade
�nin Cpm fir-nr Ariir,ictrnf-nr
44
Director of Court Services 3.2
Records Retention Technician 5.3
Section 4. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by changing the title of the Division of Community
Relations to the Division of Communications and Public Information and changing the
Director of Community Relations classification title to the Director of Communications
and Public Information, the Web Administrator classification title to Digital and Brand
Manager, the Web Developer classification title to Digital and Graphic Designer as
follows:
Division of Communications and Public Information
Classification Title
Pay Grade
Director
Communications and Public Information
3.1
Digital and Brand Manager
4.1
Di ital and Graphic Designer
4.3
Section 5, That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be emended by upgrading the pay grade corresponding to the
Human Resources Business Partner classification title from (4.3) to (4.2) under the
Division of Human Resources heading, as follow:
Division of Human Resources
Classification Title Pay Grade
Human Resources Business Partner 4-.34.2
Section 6. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by upgrading the pay grade corresponding to the
Contract and Procurement Coordinator classification title from (5.1) to (4.3) under the
Office of the Director of Public Works heading, as follows:
Office of the Director of Public Works
Classification Title
Pay Grade
Contract and Procurement Coordinator
� 4.3
Section 7. That lection 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-1'/ he amended by upgrading the pay grads corresponding to the
Electrical Worker classification title from (5.3) to (5.2) under the division of Engineering
heading, as follows:
Division of Engineering
Classification Title Pay Grade
Electrical Worker 5-.35.2
RECORD OF ORDINANCES
Davton Legal Blank. Inc.
Form No. 30043
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Section 8. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by deleting the Facilities Manager classification title
and corresponding pay grade (3.3) listed under the Division of Facilities Management
heading and adding the Director of Facilities Management classification title with the
corresponding pay grade of (3.2) as follows:
Division of Facilities Management
Classification Title Pa Grade
373
Director of Facilities Management 3.2
Section 9. That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by deleting the Fleet Manager classification title and
corresponding pay grade (3.3) listed under the Division of Fleet Management heading
and adding the Director of Fleet Management classification title with the corresponding
pay grade of (3.2) as follows:
Division of Fleet Management
Classification Title Pay Grade
anagef 3-.-3
Director of Fleet Management 3.2
Section 10, That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by adding the words 'Office of the Director" in front
of "Parks and Recreation" heading which appears Directly under the Department of
Parks and Recreation heading, as follows:
DEPARTMENT OF PARKS AND RECREATION
Office of the Director of Parks and Recreation
Section 11, That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by adding the Maintenance Crew Supervisor
classification title and corresponding pay grade (5.1) to the Division of Parks Operation
heading as follows:
Division of Parks Operations
Classification Title
Pay Grade
Maintenance Crew Supervisor
5.1
Section 12, That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 1547 be amended by adding the words "Division of" in front of
"Recreation Services" heading and upgrading the corresponding pay grade associated
with the Adaptive Recreation Coordinator classification title from (5.2) to (5.1-) under the
Division of Recreation Services heading, as follows:
Division of Recreation Services
Classification Title
Pay Grade
Adaptive Recreation Coordinator
-5-.25.1
Section 13. That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by changing the title of the Division of Events
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Administration to the Division of Community Events, deleting the Events Manager
classification title and corresponding pay grade (3.3) listed under the Division of Events
Administration heading and adding the Director of Community Events classification title
with the corresponding pay grade of (3.2) as follows:
Division of Community Events
Classification Title Pay Grade
Director of Community Events 3.2
Section 14, That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by adding the words "Division of" in front of
"Volunteer Resources" heading, deleting the Volunteer Administrator classification title
and corresponding pay grade (4.2) listed under the Volunteer Resources heading,
adding the Director of Volunteer Resources classification title with the corresponding pay
grade of (3.2), and adding the job classification of Volunteer Resources Coordinator with
the corresponding pay grade of (5.2) as follows:
Division of Volunteer Resources
Classification Title Pay Grade
4-2
Director of Volunteer Resources 3.2
Volunteer Resources Coordinator 5.2
Section 15. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by adding the words "Office of the Director" in front
of the "Development" heading which appears Directly under the Department of
Development heading, as follows:
DEPARTMENT OF DEVELOPMENT
Office of the Director of Develo ment
Section 16. That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by upgrading the corresponding pay grade associated
with the Commercial Plans Examiner classification title from (4.2) to (4.1), deleting the
Review Services Analyst classification title the corresponding pay grade (4.3), and
adding the classification titles of Review Services Coordinator with a corresponding pay
grade of (5.1) and Permit Technician with a corresponding pay grade of (5.2) under the
Division of Building Standards heading, as follows:
Division of Building Standards
Classification Title
Pay Grade
Commercial Plans Examiner
-544.3
4
Review Services Coordinator
5.1
Permit Technician
5.2
Section 17. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by upgrading the pay grade corresponding to the
Code Enforcement Officer classification title from (5.1) to (4.3) under the Division of
Planning heading, as follows:
Division of Planning
Classification Title
Pay Grade
Code Enforcement Supervisor
-544.3
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Ordinance No.
RECORD OF ORDINANCES
Form No. 30043
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Section 18, That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by deleting the Court Liaison classification title and
corresponding pay grade of (5.2) and adding a Records Supervisor classification with a
corresponding pay grade of (4.3), a Records Technician II classification title with a
corresponding pay grade of (5.2), and a Records Technician I classification title with a
corresponding pay grade of (5.3) under the Police Department heading, as follows:
POLICE DEPARTMENT
Classification Title
Pay Grade
( /1 YT I i;41 f^A Y.
"_IuI0%jI I
4.3
Records Supervisor
4.3
Records Technician II
5.2
Records Technician I
5.3
Section 19. That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by adding a Corporate Tax Auditor classification title
with a corresponding pay grade of (4.3), a Senior Accounting specialist classification title
with a corresponding pay grade of (5.1), an Accounting Specialist -Tax classification title
with a corresponding pay grade of (5.2), and an Auditor classification title with a
corresponding pay grade of (5.2) under the Department of Finance heading, as follows:
DEPARTMENT OF FINANCE
Finance/Accounting/Procurement
Classification Title
Pa Grade
Corporate Tax Auditor
4.3
Senior Accounting Specialist
5.1
Accounting Specialist — Tax
5.2
Auditor
5.2
Section 20. That Section 2 (Wage &Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by upgrading the pay grades of the Network Engineer
classification title from (4.2) to (4.1) and the Support Services Analyst from (5.1) to
(4.3), deleting the classification titles and corresponding pay grades of GIS Administrator
(4.1), Support Services Administrator (4.1), Software Application specialist (4.3), Senior
GIS Analyst (4.3), Senior Support Services Analyst (4.3) and SIS Analyst (5.1) and
adding the classification titles and corresponding pay grades of Data Manager (3.3),
Senior Data Analyst (4.1) and Data Analyst (4.3) under the Department of Information
Technology heading, as follows:
DEPARTMENT OF INFORMATION TECHNOLOGY
Classification Title
Pay Grade
Data Manager
3.3
Network Engineer
44
4
Senior Data Analyst
4.1
4
Data Analyst
4.3
Support Services Analyst
544.3
Section 21. That Section 2 (Wage & Salary Structure/Administration), paragraph A. of
Ordinance No. 15-17 be amended by changing the classification title of Executive
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Administrative Professional (4.3) to Executive Administrative ,assistant to the City
Manager (4.3) under the Administrative Support Staff heading, as follows:
ADMINISTRATIVE SUPPORT STAFF
(Authorized throughout City in accordance with the Annual Operating Budged,
Classification Title
Pay Grade
Executive Assistant to the City Manager
Section 22, That Section 4 (Instant Bonus Program), paragraph A of Ordinance No.
15-17 be amended by inserting the words, "not including interns" to the language
contained therein as follows:
A. All employees serving in Full-time permanent, Part-time permanent., Seasonal,
Temporary, and Intermittent positions, not including interns, shall be eligible for
a bonus in accordance with the following terms and conditions:
Section 21 That Section 4 (Instant Bonus Program), paragraph A, subparagraph 6, of
Ordinance No. 15-17 be amended by replacing the language contained therein in its
entirety with the following:
6s The employee is not to be informed of the bonus until it is approved by the City
Manager.
Section 24. That Section 7 (Sick Leave), paragraph B of Ordinance No. 15-17 be
amended by inserting the phrase "to include that previously accrued during former
employment with the City of Dublin," into the last sentence of the paragraph as follows:
In addition, after January 1, 2007, any newly hired employee's transferred Sick
Leave, to include that previously accrued during. former employment with the City of
Dublin, shall not be eligible for conversion to a cash payment either on an annual basis
or upon separation.
Section 25, That Section 7 (Sick Leave), paragraph D of Ordinance No. 15-17 be
amended by deleting the language contained therein and replacing with the following:
D. dor employees serving in Part -Time Permanent positions, the 9 days (V2 hours)
per year Sick Leave accrual shall be pro -rated (0.034 per hour) in relation to the average
number of hours the employee works per week. Sick leave is not accrued for time
worked over 40 hours in a workweek.
Section 26. That Section 7 (Sick Leave), paragraph F of Ordinance No. 15-17 be
amended by adding to the language contained therein as follows:
F. An employee who separates service, in good standing (employee's separation
must not be for "just cause" }, shall be entitled to convert a portion of his/her unused
Sick Leave balance to a cash payment at time of separation. The rate of pay for such
accrued unused Sick Leave shall be the employee's standard hourly rate of pay at
separation multiplied by one-third (1/3) of the total number of accrued unused Sick
Leave hours, accrued as an employee of the City of Dublin, up to a maximum payment
for 700 hours. The election to convert Sick Leave to cash must be made prior to
separation of employment and this payment shall be part of the employee's final pay.
Section 27. That Section 8 (Bereavement Leave), paragraph A of Ordinance No. 15-17
be amended by adding to the language contained therein as follows:
A. All employees serving in Full -Time Permanent positions shall be entitled to
three (3) days of Bereavement Leave for the death of a family member's: spouse, , son,
daughter, brother, sister, father, mother, legal guardian, person who stands in place of
a mother or father, grandmother, grandfather, grandson, granddaughter, mother-in-law,
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father-in-law, daughter-in-law, son-in-law, brother-in-law, sister-in-law, grandmother -in-
law, grandfather -in-law, stepmother, stepfather, stepbrother, stepsister, stepson,
stepdaughter, half-brother, half-sister, aunt, uncle, or any other relative living in the
employee's home as specified in Section 33.48 (E) of the Dublin Codified Ordinances.
Section 28. That Section 11(Medical, Dental, Vision, Life Insurance Benefits),
paragraph G of Ordinance No. 15-17 be amended by adding to the language contained
therein as follows:
G. The City shall make available group Short -Term Disability benefits to all
employees serving in Full -Time Permanent positions. The benefits under this Short -
Term Disability program shall begin after seven (7) consecutive work days of absence
due to a disabling medical condition and shall provide disability income protection at
70% of normal wages/salary up to a maximum of 24 weeks for an approved disability,
with the ability to supplement said. disability income level up to 100% of normal
wages/salary through the use of the employee's Sick Leave, Personal Leave, Vacation
Leave, or Compensatory Time banks. Employees on approved disability leave at 70%
income replacement shall be regarded as being in full pay status and, therefore, they
shall not be required to pay for the continuation of their Medical, Dental, and Vision
benefits through the duration of the approved disability leave. Short Term Disability shall
run concurrent to the provisions and entitlements provided by the Family Medical Leave
Act (FMLA), if applicable. Short Term Disability, benefits paid to an employee over a
lifetime shall not exceed one year maximum.
Section 29. That Section 13 (Temporary Work Assignment), paragraph A of Ordinance
No. 15-17 be amended by deleting the language contained therein and replacing it with
the following:
A. When an employee is designated by a Director or the City Manager to perform
higher-level duties outside the scope of his/her established job classification for a
period of more than ten (10) consecutive work days, the employee shall be
compensated at a higher rate of pay beginning on the eleventh (11th) day and
extending for the duration of the assignment. However, if in the judgment of the
City Manager, circumstances warrant a temporary pay supplement retroactive to
the date the employee first assumed the higher-level duties, the City Manager
shall have the discretion to award such retroactivity. Upon the determination to
award a temporary pay supplement, the Director of Human Resources, ill
consultation with the Department Director, shall set an appropriate percentage
increase reflective of the higher level duties to be performed, not to exceed 10%
of the employee's current rate of pay. e
^'ver=, If unusual circumstances exist to justify a higher rate of pay, an
exception for unusual circumstances must be supported by substantial written
justification and submitted to the City Manager for approval. Under no
circumstances shall the increased rate of pay exceed the "target" maximum of
the pay grade associated with the higher-level duties. When an employee is
designated to perform the duties of a Director position on an interim basis, the
City Manager, on a case-by-case basis, shall have the discretion to award a
temporary pay supplement in an amount greater than the normal pay adjustment
established for that particular year, yet appropriate to the individual
merits/circumstances of each situation.
Section 30. That Section 14 (Overtime/Compensatory Time), paragraphs C and D of
Ordinance No. 15-17 be amended by deleting the language and tables contained therein
and replacing them with the following:
C. In accordance with the governing provisions of the Fair Labor Standards Act
(F.L.S.A.), the following job classifications have been designated as exempt under one of
the following exemption categories, and the employees serving in these classifications
do not receive overtime compensation or formal compensatory time:
RECORD OF ORDINANCES
Dayton Legal Blank, Inc.
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Ordinance No. Passed
Form No. 30043
Executive
Administrative
City Manager
Accreditation Manager
Assistant City Manager
Accountant
9 '
Adaptive Recreation Coordinator
Director of Communications and Public
Budget Analyst
Information
Benefits Administrator
Director of Human Resources
City Forester
Director of Court Services
City Horticulturist
Chief Accountant
Director of Finance
Clerk of Council
Deputy Director of Finance
Code Enforcement Supervisor
Director of Taxation
Communications Manager
Chief of Police
Economic Development
Police Lieutenant
Administrator
Tech Service Bureau Commander
Economic Development Manager
Emergency Mgt. Coord./Law Enf.
Director of Development
Planner
Director of Econ. Dev.
Engineering Manager
Director of Building Standards
Event Administrator
Director of Planning
Event Coordinator
Director of Public Works
Event iMl%Alnagef
Director of Engineering
Financial Analyst
Director of Streets & Utilities Operations
Fleet Administrator
Director of Fleet Management
Fleet Manage,F
Director of Facilities Management
GIS Adfflen;stFate
Government and International
Chief Information Officer
Relations Manager
Director of Information Technology
Human Resource Manager
Human Resource Business Partner
Director of Parks and Recreation
Human Resource Coordinator
Director of Parks Operations
Landscape Architect
Director of Recreation Services
Management Assistant
Director of Community Events
Membership Services Supervisor
Director of Volunteer Resources
Nature Education Coordinator
Operations Administrator
Director of Strategic Initiatives/Special Projects
Payroll Specialist
Planner I
Planner II
Planning Manager
Public Information Officer
Public Affairs Officer
Records Supervisor
Recreation Operations Supervisor
Recreation Program Coordinator
Recreation Program Supervisor
Recreation Services Administrator
Safety Administrator/Risk Manager
Sen;eF Planner
Support Services Adminstrator
Tax Manager
Theater Supervisor
Talent Development and Training
Manager
Tax Manager
Website Adngen'stFater
Website Develepe
Wellness and Benefits Coordinator
Recreational
Professional &
Computer -Related
Seasonal Recreation Staff
Civil Engineer I
Civil Engineer II
Commercial Plans Examiner
Data Manager
Information Technology Project
Leader
Infrastructure Asset Management
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Engineer
Network Administrator
Network Engineer
Network Operations Manager
Senior Civil Engineer
In accordance with the governing provisions of the Fair Labor Standards Act (F.L.S.A.),
the following job classifications have been designated as Non -Exempt and the
employees serving in these classifications are entitled to overtime compensation or
formal compensatory time:
Accounting Assistant
Accounting Specialist
Corporate Tax Auditor
Accounting Specialist —Tax
Administrative Support I
Administrative Support II
Administrative Support III
Apprentice Building Inspector
Assistant Forester
Assistant Horticulturist
Auditor
Building Inspector
Code Enforcement Officer
Communications Supervisor
Contract and Procurement Coordinator
Contract Specialist
Court Clerk
Court Liaison
Grew Supervisor
Data Analyst
Deputy Clerk of Council
Development Review Specialist I
Development Specialist II
Diversion Officer
Electrical Inspector
Electrical Worker
Engineering Technician I
Engineering Technician II
Engineering Project Inspector
Events Assistant
Executive Assistant
to the City Manager
Facilities Systems Specialist
Landscape Inspector
Permit Technician
Planning Technician
Police Property Technician
Procurement Assistant
Public Art specialist
Records Retention
Technician
Records Technician II
Records Technician I
Recreation Operations Specialist
Residential Plans Examiner
Review Services Analyst
Risk Management Assistant
Senior Accounting Specialist
Senior Building Inspector
Senior Data Analyst
Support services Analyst
Volunteer Resources Coordinator
Zoning Inspector
D. Pursuant to the Fair Labor Standards Act, the City shall grant a non-exempt
employee compensatory time off in lieu of overtime pay, at the rate of time -and -
one -half for each overtime hour worked, if the supervisor
and employee agree prior to work commencing that compensatory time will be
earned in lieu of cash compensation. Each non-exempt employee may accrue a
maximum compensatory time bank of 100 hours and may not earn more than 100
hours of compensatory time in a calendar year.
I I IF%'I I %.%al Y ul I IN., LJUI IIX %_11 C-. I %J I I. After a non-exempt
employee has accrued this maximum compensatory time bank, and not used it as
leave, all additional overtime for such employee shall be paid at the rate of time -
and -one-half. If at the end of each payroll year, a non-exempt employee has 120
hours of compensatory time in his/her compensatory time bank, he/she shall be
permitted to convert up to 50 hours of compensatory time in said bank to cash. The
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calculation for converting Compensatory Time to cash shall be the employee's
established hourly rate of pay multiplied by the number of hours the employee
desires to convert. In the event the employee wishes to exercise this option, 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 year. The cash conversion shall then be ,paid in a lump sum in the employee's
regular payroll deposit, which shall be forwarded to the employee on the scheduled
pay date at the conclusion of the first pay period in the new payroll year. The payroll
deposit in which this conversion payment is included shall be taxed at the
employee's existing W-4 rate.
Section 31, That Section 15 (Shift Differential), Subsections A, B, and C of Ordinance
No. 15-17 be amended by replacing the language contained therein in its entirety with
the following and adding a new Subsection E as follows:
A. On the effective date of this ordinance, shift differential pay shall be provided to
full time nonexempt permanent employees as indicated below at a rate of $1.10
per hour with the exception of hours in paid status while on approved leave.
B. For employees, regularly
assigned to first shift, shift differential shall not apply except when assigned to
snow removal operations which runs from the 1St Tuesday of November through
April. Because the implementation of Snow Shifts causes an actual change in
work shifts, when employees regularly assigned to first shift work on snow
removal operations, shift differential shall apply to those hours worked between
5 p.m. and 6:45 a.m.
C. For employees, �#tt�� ere��l�' , regularly
assigned to second or third shift, shift differential shall be applied to any hours
worked.
E. Due to requirements to meet minimum staffing levels in the 24-hour a day
operations of the Northwest Regional Emergency Command Center (NRECC),
shift differential shall apply to Communications Supervisors regularly assigned
to first shift or an administrative shift only for those hours worked between
6:45 p.m. and 6:45 a.m.
Section 32. That Section 16 (On Duty Pay), of Ordinance No. 15-17 be amended by
deleting all language contained therein and replacing it with new language as follows:
All full time non-exempt permanent employees serving in o-- ,:'
-P-esiLie, the Departments of Public Works and/or Parks & Recreation may
receive On Duty pay when placed into this status outside of their normal work
hours in accordance with an Administrative Order issued by the City Manager.
The intent of this status/pay is to ensure responsiveness in the event of an
emergency requiring the call in of employees outside of
normal work hours. This status shall end when the employee
is actually engaged in work at which time the appropriate pay status will go into
effect. The rate of pay when in an On Duty status shall be $1.05 per hour.
Section 32. That Section 17 be renumbered to Section 18 and a new Section 17 (Part
Time, Temporary, Intern and Seasonal Employee Compensation and Benefits Eligibility
Chart) be inserted into Ordinance No. 15-17 as follows:
SECTION 17 — COMPENSATION AND BENEFITS ELIGIBILITY CHART
The following chart is provided for quick reference when trying to determine
compensation and benefits eligibility for the various workforce categories. This chart is
not intended to replace the language contained in this ordinance and the applicable
section should be referenced and read for further guidance.
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COMPENSATION/ BENEFITS ELIGIBILITY CHART
Section 33, That Council hereby waives the competitive selection process as required
by the Revised Charter of Dublin, Ohio Article VI Section 6.06 (a) in order to allow for
the selection, promotion and reclassification of current employees to fill positions directly
related to this specific implementation of recommendations of the Classification Plan
Study and the associated reorganization of various Departments and Divisions of the
City.
Section 34. That this 9fdinance shall be effective on January 1, 2018.
Psed this,�,Miclpyf /L)OL) • 12017.
ayor — qre$iding [Officer
ATTEST:
C'
Clerk of Council
EMPLOYEE CATEGORY
BENEFIT & SECTION
Full Time
Part Time
Non -Permanent
Interns
OF COMPENSATION
Permanent
Permanent
(Temporary &
PLAN
Seasonal
Instant Bonus
Yes
Yes
Yes
No
(Section 4)
Paid Holidays
(Section 5)
Yes
Yes
No
No
Personal Leave
(Section 6)
Yes
Prorated
No
No
Sick Leave
(Section 7)
Yes
Prorated
No
No
Bereavement Leave
(Section 8)
Yes
No
No
No
Vacation Leave
(Section 9)
Yes
No
No
No
Longevity Pay
Yes
No
No
No
Section 10
Medical, Dental, Vision,
Life Insurance
Yes
No
No
No
Section 11
Tuition
Reimbursement
Yes
No
No
No
Section 12
Overtime /
Compensatory Time
Yes
Yes
Yes
Yes
(Non -Exempt only)
Section 14
Shift Differential
Yes
No
No
No
Section 15
Section 33, That Council hereby waives the competitive selection process as required
by the Revised Charter of Dublin, Ohio Article VI Section 6.06 (a) in order to allow for
the selection, promotion and reclassification of current employees to fill positions directly
related to this specific implementation of recommendations of the Classification Plan
Study and the associated reorganization of various Departments and Divisions of the
City.
Section 34. That this 9fdinance shall be effective on January 1, 2018.
Psed this,�,Miclpyf /L)OL) • 12017.
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ATTEST:
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Clerk of Council
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Office of the Cloty Manager
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Uityoublin Phone: 614.410.4400,o Fax: 614.410.4490
Cit
To.a Members of Dublin City Councils.
Dana L. McDaniel, City Man f
Fromx
Date: November 2,, 2017
TnIftl"ated By.,s Homer C. RogersJr.,, Director of Human Resources
Re: Ordinance 76-17 — Amending Various Sections of Ordinance 15-17 (Compensation
Plan for Non -Union Personnel) and Adding Section 17 (Compensation and Benefits
Eligibility Chart)
Earlier this year, Ordinance 15-17, the Non -Union Compensation Plan, was approved by Counc
replacing Ordinance 73-06, consolidating the then 20 subsequent amendments that had been
made to Ordinance 73-06. Since that time, Ordinance 15-17 was amended with passage of
Ordinance 19-17, which added a new Director of Information Technology Job classification,, a
position that reports to the Chief Information Officer. I
In terms of overall impacts on personnel, the recommendations of the consultant represent 30
actual positions out of the approximate 399 the City currently fills with part-time and full-time
permanent employees. This means 7.5% of the City"s current permanent workforce is being
recommended for reclassification to a higher pay grade. Guidance in Section 33.29 (Minimum
Memo re. Ord. 76-17 — Compensation Plan Amendments
November 2, 2017
Page 2 of 6
Rates; Pay Rates for Transfer, Promotion or Demotion) of Chapter 33 (Personnel Policies) of the
Dublin City Code of Ordinances will be followed when considering resulting pay adjustments due to
a position being reclassified to a new pay grade. Specifically, Section 33.29(8)(3) calls for pay
rates to be increased in the event of promotion. In that light, a pay increase of 2% for being
upgraded one pay grade, 5% for being upgraded two pay grades, and 10% for being upgraded
three or more paygrades is proposed. In no case would the new pay rate be less than the
minimum of the new pay grade.
Summary
Attached for your consideration is Ordinance No. 76-17, amending Ordinance No. 15-17 (Non -
Union Compensation Plan). Adoption of this ordinance will accomplish the following objectives:
• Update the Compensation Plan to reflect accepted adjustments to paygrades as a result of
the 2017 Classification Plan Study.
• Elevate five vitally important and strategic positons to the level of Director (3.2)
• Update the list of authorized job descriptions to reflect accepted organizational changes
reflected in the Operating Budget
• Incorporate updates to the Compensation Plan to accurately reflect and clarify City Policy
related to compensation and benefits as it pertains to the various workforce segments
utilized by the City.
• Ensure the compensation plan is in compliance with current Federal and State law and
governmental policies
The following highlights specific changes made to each section of the Compensation Plan. These
highlights are presented in the order of how they appear in the Non Union Compensation Plan
(Ordinance 15-17).
Section 2. Wage and Salary Structure/Administration
Paragraph A — It is proposed to make changes detailed throughout the section, which reflect
the acceptance of recommendations found in the Classification Plan Study performed by Westcott
Hunter, the recommendations of the City Manager and subordinate Directors for reorganization of
the Departments or Divisions, and the simple retitling of some positions to be more descriptive of
the function a job classification performs. These proposed changes include the following:
1) The upgrade of the Deputy Clerk of Council classification from pay grade (5.1) to
(4.3).
2) The reclassification of the Senior Project Manager (3.3) classification title to the
Government and International Relations Manager (3.3) in the Office of the City Manager.
3) Adding the words "Division of" to the beginning of the Criminal Justice title and
elevating and reclassifying the Court Services Administrator (4.1) to the Director of Court Services
(3.2) along with retitling the Records Management Technician (5.3) to the Records Retention
Technician (5.3). This last change is intended for greater specificity and to further differentiate it
Memo re. Ord. 76-17 — Compensation Plan Amendments
November 2, 2017
Page 3 of 6
from the Records Technician I & II job classifications proposed later in this amendment in the
Police Department.
4) Reflecting the previously Council approved reorganization of the Division of
Community Relations and changing its name to the "Division of Communications and Public
Information", changing the Web Administrator (4.1) classification title to the Digital and Brand
Manager (4.1); and the Web Developer (4.3) to the Digital and Graphic Designer (4.3).
5) The Human Resources Business Partner classification upgraded from (4.3) to (4.2)
in the Division of Human Resources.
6) The Contract and Procurement Coordinator classification upgraded from (5.1) to
(4.3) in the Department of Public Works.
7) The Electrical Worker classification upgraded from (5.3) to (5.2) in the Division of
Engineering.
8) Elevation of and reclassification of the Facilities Manager (3.3) classification to the
Director of Facilities Management (3.2) in the Division of Facilities Management.
9) Elevation of and reclassification of the Fleet Manager (3.3) classification to the
Director of Fleet Management (3.2) in the Division of Facilities Management.
10) Place a Maintenance Crew Supervisor (5.1) classification in the Division of Parks
Operations. The Division of Parks currently employs personnel in this classification and this action
corrects an administrative oversight in the ordinance.
11) The Adaptive Recreation Coordinator classification upgraded from (5.2) to (5.1).
12) Changing the title of the Division of Events Administration to the Division of
Community Events and elevation and reclassification of the Events Manager (3.3) to Director of
Community Events (3.2).
13) Adding the word "Division of" in front of Volunteer Resources, elevating and
reclassifying the Volunteer Administrator (4.2) to Director of Volunteer Resources (3.2), and
adding the job classification of Volunteer Resources Coordinator (5.2).
14) The Commercial Plans Examiner classification upgraded from pay grade (4.2) to
(4.1), abolishing the Review Services Analyst (4.3), and adding the classifications of Review
Services Coordinator (5.1) and Permit Technician (5.2) to the Division of Building Standards. The
Review Service Coordinator is a reclassification of an Administrative Support III position with the
same (5.1) pay grade and Permit Technician (5.2) is a reclassification of the Administrative
Support II classification, also with the same pay grade of (5.2). These all amount to Title changes
that more accurately describe their function.
15) The Code Enforcement Supervisor upgraded from (5.1) to (4.3) in the Division of
Planning
16) Abolishing the Court Liaison (5.2) classification and adding the classifications of
Records Supervisor (4.3), Records Technician II (5.2), and Records Technician I (5.3) to the Police
Department.
17) Adding the classifications of Corporate Tax Auditor (4.3) and Senior Accounting
Specialist (5.1). These two classifications are recommended upgrades and reclassifications from
the Accounting Specialist (5.2) classification. Also, adding Accounting Specialist -Tax (5.2) and
Memo re. Ord. 76-17 — Compensation Plan Amendments
November 2, 2017
Page 4 of 6
Auditor (5.2), which are both upgrades and reclassifications from the Accounting Assistant (5.3)
classifications. All of these are added to the Department of Finance.
18) Abolishing the classifications of GIS Administrator (4.1), Support Services
Administrator (4.1), Software Applications Specialist (4.3), Senior GIS Analyst (4.3), Senior
Support Services Analyst (4.3), and GIS Analyst (5.1); adding the classifications of Data Manager
(3.3), Senior Data Analyst (4.1), and Data Analyst (4.3); and upgrading the pay grade of the
Network Engineer classification from (4.2) to (4.1) and the Support Service Analyst from (5.1) to
(4.3) in the Department of Information Technology.
19) Correcting the title of the Executive Administrative Professional (4.3) classification
to Executive Assistant to the City Manager (4.3) under the Administrative Support Staff heading.
Section 4. Instant Bonus Program
Subsection A. - It is proposed to clarify the language by specifically stating that interns are
not eligible for Instant Bonuses. The City does not currently provide Instant Bonuses to interns
and this amendment is purely intended to clarify eligibility.
Subsection A.6. — This provides specific guidance that employees are not to be informed of
an Instant Bonus being submitted until it is approved by the City Manager, avoiding an
expectation by the employee should the Instant Bonus not be fully justified and approved by the
City Manager.
Section 7. Sick Leave
Subsection B. — The proposed language clarifies that sick leave balances formerly earned in
the City of Dublin during prior employment with the City is not eligible for cash conversion on an
annual basis or upon separation. The reason for this is the employee must elect cash conversion
prior separation from employment with the City. Once the employee has separated, they lose
their entitlement to cash out one third (1/3) of their sick leave balance.
Subsection D. — The proposed language clarifies the sick leave earning rate for part-time
permanent employees and that sick leave is not accrued beyond 40 hours worked in a workweek.
Subsection F. - It is proposed to add language to provide clarity to City of Dublin policy
regarding the benefit of converting sick leave to cash. City employees are offered as a benefit an
entitlement to convert one third (1/3) of their sick leave balance upon separation if they depart in
good standing, however they must make the election prior to their separation date. Otherwise,
they will lose the ability to convert this sick leave balance to cash.
Section S. Bereavement Leave
Subsection A. - It is proposed to add aunt and uncle to the list of Family members for which
an employee may take bereavement leave. This will make the Non -Union Compensation Plan
consistent with the Collective Bargaining Agreements for the United Steelworkers (USW), the
Fraternal Order of Police (FOP), and the Fraternal Order of Police -Ohio Labor Council (FOP-OLC).
Section 11. Medical, Dental, Vision, Life Insurance Benefits
Subsection G — It is proposed to establish a lifetime limit of one year maximum to the
amount of Short Term Disability the City will provide. Currently, there is no maximum limit. The
State of Ohio sets a limit for State employees at one year in a lifetime maximum. Setting a limit
will protect the City from the potential of multiple periods of short term of disability by a single
employee over a lifetime and the potential of abuse. Currently, the City's Short Term Disability
Memo re. Ord. 76-17 — Compensation Plan Amendments
November 2, 2017
Page 5 of 6
program provides up to 24 weeks of coverage at 70% of current wages, which translates into an
employee only being required to use sick leave and other forms of leave at a 30% rate. It is
therefore reasonable to set a lifetime limit on Short Term Disability benefits.
Section 13. Temporary Work Assignments
Subsection A — It is proposed to revise the language regarding the determination of the pay
rates when an employee is asked to temporarily perform the job duties of a higher rated
classification. Current language is antiquated and was written during a period when normal pay
adjustments were significantly higher. The proposed language requires the Director of Human
Resources to set the increase in consultation with the Department Director and sets the limit at
10%, not to exceed the "target" maximum of the higher graded position. Anything higher would
require justification to and approval by the City Manager.
Section 14. Overtime/Compensatory Time
Subsection C — The proposal updates the rosters of exempt and non-exempt job
classifications as they fall under the provisions of the Fair Labor Standards Act. This update is
necessary to align with Section 2 of this ordinance and incorporate the recommended changes of
the Classification Plan Study and other proposed changes by staff to their Departments and
Divisions.
Subsection D — The proposed language corrects an oversight in the Non -Union
Compensation Plan that occurred during the repeal and replacement of Ordinance 73-06 and the
consolidation of its twenty (20) amendments into Ordinance 15-17. Previously, Ordinance 99-13
amended ordinance 73-06 by reducing the amount of compensatory time that could be earned in a
calendar year from 240 hours to 160 hours. During the consolidation, this change was omitted,
leaving the limit at 240 hours. The proposed language now sets the limit at 160 hours of
compensatory time accrued and earning no more than 160 hours in a payroll year. Further,
current language places the decision for earning compensatory time in lieu of overtime solely on
the employee's desire. This current language removes supervisors from the decision process,
effectively limiting their ability to manage, and exceeds legal requirements as specified in Title 29
of the Code of Federal Regulations, Part 553 (Application of the Fair Labor Standards Act to
Employees of State and Local Governments) Section 553.21 (Statutory Provisions). The proposed
language change requires the supervisor and the employee to agree that compensatory time will
be earned in lieu of overtime prior to work commencing.
Section 15. Shift Differential
Subsections A, B, and C — The proposed language clarifies eligibility for shift differential only
to full-time, non exempt permanent employees and removes the unnecessary reference to Crew
and Communications Supervisors in those paragraphs.
Subsection E — As the Northwest Regional Emergency Command Center is an ongoing 24-
hour a day operation, there are occasions when the first shift or administrative supervisors are
called upon to cover the second or third shifts, either in a supervisory capacity or to ensure
minimum staffing levels are met. The proposed language allows for these supervisors to earn shift
differential when required to work between the hours of 6:45 p.m. and 6:45 a.m.
Section 16. On Duty Pay
The proposed language removes the limitation to only Maintenance Crew Supervisors and
allows all employees the ability to earn On Duty pay when placed into this status by their
Memo re. Ord. 76-17 — Compensation Plan Amendments
November 2, 2017
Page 6 of 6
supervisor. Employees in this status are required after normal work hours to remain "work ready'
in order to respond to the needs of the City.
New Section 17. Compensation and Benefits Eligibility Chart
The proposed table cross references the various forms of compensation and benefits available
to the various segments of the non-union workforce. It is intended to provide a quick reference
when trying to determine what compensation and benefits an employee is eligible for.
Recommendation
Staff recommends adoption of Ordinance 76-17, Amending Ordinance 15-17, as previously
amended at the second reading/public hearing on November 20, 2017.
Attachments:
Exhibit A — The 2017 Classification Study Report entitled "Review of Job Banding Assignments and
Job Titles" from Ms. Marcia Hoisington of Westcott Hunter Compensation and Human Resources
Consulting
Exhibit B — Redlined Version of Ordinance 15-17, as amended, highlighting all proposed
amendments contained in Ordinance 76-17
EXHIBIT A
Review of Job Banding Assignments
and Job Titles
Prepared for
City of Dublin, Ohio
Prepared by
Westcott Hunter
Compensation and Human Resources Consulting
October 2017
City of Dublin, Ohio - Review of Job Banding Assignments 2017
Confidential
Prepared for:
City of Dublin, Ohio
Prepared by:
Westcott Hunter
Compensation and Human Resources Consulting
Chicago, IL
Marcia Hoisington, CCP
Principal Consultant
(773)754-7225
Marcia.Hoisington@WestcottHunter.com
Megan Millar
Senior Analyst
October 2017
Prepared October 2017 by
Westcott Hunter
City of Dublin, Ohio - Review of Job Banding Assignments 2017
Table of Contents
SECTION
Overview
Project Process
Drivers of Job Band Changes
How Jobs are Assigned to Bands in the Matrix
Recommendations Tables
Prepared October 2017 by
Westcott Hunter
PAGE NUMBER
0
City of Dublin, Ohio - Review of Job Banding Assignments 2017
Overview
This report summarizes the findings and recommendations from the review of job band assignments conducted in
August of 2017 with the City of Dublin. All non-union jobs were reviewed for proper salary grade placement.
♦ The primary purpose of this activity was to ensure that all non-union City jobs are assigned to the correct job band and
salary grade based on job responsibilities.
♦ We also checked the Banding Matrix structure for needed adjustments, and found that it still accurately reflects the
responsibilities of the City's jobs. The Banding Matrix makes distinctions between job levels in the right places, and has
the correct number of bands to recognize the different levels of work in the City.
♦ In addition, we began reviewing and realigning the mapping of salary survey data to make sure it is aligned with where
the City's jobs are banded. Jobs change over time and this is an important step in ensuring the salary ranges are based
on market data for comparable jobs. This exercise will continue until all survey matches have been checked.
♦ These are important reviews that should be performed periodically to ensure that the City's job banding structure
provides continued alignment and pay competitiveness.
Project Process
♦ We held meetings with each individual Department's management group, and guided them through a review of every
job banding assignment in their department. This review was based on job duties and not incumbent performance.
Each job's duties were discussed and examined for complexity and breadth of responsibility. We compared jobs to one
another and to the band descriptions, and made recommendations for adjustments as needed to achieve proper
alignment.
♦ Following the meetings with individual Departments, we conducted a review meeting of the resulting job assignments
with Department Heads as a group. We made adjustments as needed to improve cross -department alignment.
♦ This document contains the recommendations that resulted from these reviews.
Recommendations are presented beginning on page 6 of this document.
Prepared October 2017 by
Westcott Hunter
City of Dublin, Ohio - Review of Job Banding Assignments 2017
Drivers of Job Band Changes
For the most part, the changes in job band assignments are driven by the growth of the City of Dublin and the increasing
demand for technology.
♦ Growth — increased demand for services and oversight
Population has increased (for an interesting study on the effect of population growth on cost of city services,
see "Population Growth, Density and the Costs of Providing Public Services", by Helen F. Ladd in Urban Studies,
Vol. 29, No. 2, 1992, pp. 273-295)
Significant construction of new buildings
Economy has become larger and there are more jobs
Infrastructure needs of this growth
♦ Technology - increased dependence and use of technology for everything
Planning, managing, and monitoring infrastructure growth
Creating, storing, and using digital data
Improving administrative efficiencies
♦ Increased or improved City services
Affluent population and their expectations
Prepared October 2017 by
Westcott Hunter 4
City of Dublin, Ohio - Review of Job Banding Assignments 2017
How Jobs are Assigned to Bands in the Matrix
Every job is mapped into the Band in the Matrix that best fits the job.
♦ The job's responsibilities are compared to the written descriptions of the Bands.
♦ The job is compared to the other jobs in the selected Band.
♦ Jobs are mapped based on job requirements, not incumbent performance.
Every job is assigned to a Level in the Band. Each Band has three levels. For example in "Band 5" the levels are: 5.1, 5.2, 5.3.
♦ Jobs are assigned to levels based on job requirements, not incumbent performance.
♦ Jobs are slotted into a level in the Band based on how solidly they fit a Band's criteria. Jobs that solidly fit are placed in
Level 2, jobs that lack some of the skills for a solid fit are placed in Level 3, jobs that require more skills than a solid fit
are placed in Level 1.
♦ Jobs may be force ranked into levels within the Bands by comparingthem to other jobs based on job complexity and
skill requirements.
When all jobs have been reviewed and slotted into the Banding Matrix, then the top management team reviews the
populated Matrix to ensure assignments are correct.
♦ Compare same -band jobs across functions.
♦ Review jobs hierarchically within functions.
♦ Compare the Level assignments of jobs within the Bands.
Prepared October 2017 by
Westcott Hunter 5
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 3.2 — recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 3 - Operations" (this describes the recommended Band for the jobs listed below):
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 Operations, Streets & Utilities Operations, Recreation Services, and the like) including the direct management of
human and capital resources; or they may lead critical support functions (e.g. Human Resources, Community Relations, 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.
Salary Grade 3.2 - This is the middle salary grade of Band 3. Jobs in this salary grade "solidly fit" the Band description.
This is the lower of two "Division Director" salary grades.
Recommended Grade Change (up one grade): Director, Fleet (recommended new title), Public Works Department, incumbent Syler. Currently: Fleet
Manager, SG 3.3. This job manages and directs the fleet division: supervises personnel; procures equipment & vehicles; provides fleet services to Washington
township as a vendor. Accountabilities are comparable to those of other SG 3.2 Directors. This job has broader managerial responsibilities than the Engineering
Managers (Willis & Cox) in SG 3.3. Job is comparable in scope and complexity to Director, Facilities (recommended title) and Director Streets & Utilities
Operations.
Recommended Grade Change (up one grade): Director, Facilities (recommended new title), Public Works Department, incumbent Ashford. Currently:
Facilities Manager, SG 3.3. This job maintains all City facilities, including structures in parks and the natural gas pumping station. Manages Facilities Systems
Specialist (technical expert who oversees natural gas pumping station), Operations Administrator, and subordinate employees. Accountabilities are comparable
in breadth to those of other SG 3.2 Directors. This job has broader managerial responsibilities than the Engineering Managers (Willis & Cox) in SG 3.3. Job is
comparable in scope and complexity to Director, Fleet (recommended title) and Director Streets & Utilities Operations.
Recommended Grade Change (up one grade): Director, Community Events (recommended new title), Parks & Recreation Department, incumbent LeRoy.
Currently: Events Manager, SG 3.3. This job oversees all events and has grown significantly over time due to growth of City of Dublin events, which have
become of strategic importance to the city. In addition, this job assumed responsibility for functions that were moved from Community Relations in the past
year. The impact of this job on the public's perception of the City and on revenue is significant.
Recommended Grade Change (up two grades): Director, Court Services (recommended new title), Courts Division, incumbent Wilson. Currently: Court
Administrator, SG 4.1. This job has director -level responsibility for the City Court and reports directly to the City Manager. This job supervises all court
personnel, and is also the chairperson of the Records Commission for the City. Overseeing records retention policy has become increasingly complex with the
advent of "big data", including GIS and video (e.g., police cameras).
Prepared October 2017 by
Westcott Hunter
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 3.2 — recommendations for jobs moving into or already in this grade (continued)
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 3 - Operations" (this describes the recommended Band for the jobs listed below):
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 Operations, Streets & Utilities Operations, Recreation Services, and the like) including the direct management of
human and capital resources; or they may lead critical support functions (e.g. Human Resources, Community Relations, 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.
Salary Grade 3.2 - This is the middle salary grade of Band 3. Jobs in this salary grade "solidly fit" the Band description.
This is the lower of two "Division Director" salary grades.
Recommended Grade Change (up three grades): Director, Volunteer Services (recommended new title), Parks & Recreation Department, incumbent
Nardecchia. Currently: Volunteer Administrator, SG 4.2. The organizational impact and operational responsibilities of this job are equivalent to those of the
other Directors. This job directs the City's volunteer programs, providing significant volunteer manpower for City projects and opportunities for the public to
become involved in civic -minded activities. Responsibilities include: overall planning; needs assessment; program execution; authorizes volunteer use;
demographic analysis; developing & tracking metrics; program and membership development; and budget management. Volunteer staffing responsibilities are
complex and involve effective recruiting, screening, training & supervising. This job also runs several independent programs, including Community Service
Officer, Parks Ambassador, Yard Squad, River Cleanup, KIDS, etc. The City anticipates an increased need for social services, and this job will provide critical
manpower for those efforts. This job engages citizens in ensuring the needs of the vulnerable are met; gives citizens responsibility for monitoring and
maintaining public areas; and engages corporations and their employees in community service.
Prepared October 2017 by
Westcott Hunter
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 3.3 — recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 3 - Operations" (this describes the recommended Band for the jobs listed below):
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 Operations, Streets & Utilities Operations, Recreation Services, and the like) including the direct management of
human and capital resources; or they may lead critical support functions (e.g. Human Resources, Community Relations, 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.
Salary Grade 3.3 - This is the lowest salary grade of Band 3. Jobs in this salary grade are "slightly weak" relative to the Band description.
This is a "Manager" salary grade.
Recommended Grade Change (up one grade): Data Manager (recommended new title), Information Technology Department, incumbent Brown.
Currently: GIS Administrator, SG 4.1. Dependence on information technology has grown extensively since this job was last reviewed. This job oversees data
management and analytics for the City, which includes GIS, a complex mapping system. Data analytics are expanding to include much broader applications. This
job autonomously runs the function; interacts with directors & staff; understands what technologies to bring to the City based on needs; develops budget based
on needs; looks at other systems around the City and develops a larger strategic picture for the City; supervises and trains the data analytics staff. Job requires
extreme competence in GIS, other data analytics, and high-level database skills. Much of the data running through the regional systems is collected and made
useable by this function, including data used for emergency response and for maintaining infrastructure.
Prepared October 2017 by
Westcott Hunter
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 4.1— recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 4 - Implementation" (this describes the recommended Band for the jobs listed below):
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 City standards of performance, quality, and service.
Salary Grade 4.1 - This is the highest salary grade of Band 4. Jobs in this salary grade have some Band 3 characteristics, but are a better fit for Band 4.
This salary grade contains highly -skilled -individual -contributor professional jobs and managers of complex City processes.
Recommended Grade Change (up one grade): Network Engineer (title unchanged), Information Technology Department, incumbents Jones, Adkins.
Currently: SG 4.2. The current salary grade is obviously too low for these are highly -skilled network engineer jobs. The jobs perform network design from
scratch; deploy & maintain the network and servers, telecommunications, security, and wireless. They also design & maintain external network with other
agencies e.g.,, radio system and dispatching, and maintain & monitor all connections.
Recommended Grade Change (up two grades): Senior Data Analyst (recommended new title), Information Technology Department, incumbents Leonard,
Frantz. Currently: Senior GIS Analyst, SG 4.3. This job is comparable to the Network Engineer in complexity. These positions are fully -skilled project managers
that: research new solutions; perform business needs analysis; administer databases & servers, do database design & create compatibility with data from other
external databases; link real-time with external databases; administer web server technology, GIS technology & Cloud technology.
Recommended Grade Change (up one grade): Commercial Plans Examiner (title unchanged), Development Department, incumbent Harpham. Currently:
SG 4.2. The complexity of this job is abetter fit for SG 4.1 than for SG 4.2. This job requires a degreed architect with considerable expertise. The job examines
architectural & site plans for all commercial & apartment buildings (which are complex buildings), for both new buildings and renovations, including hospitals,
schools, etc.
Prepared October 2017 by
Westcott Hunter
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 4.2 — recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 4 - Implementation" (this describes the recommended Band for the jobs listed below):
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 City standards of performance, quality, and service.
Salary Grade 4.2 - This is the middle salary grade of Band 4. Jobs in this salary grade "solidly fit" the Band description.
This salary grade contains solid -level -individual -contributor professional jobs and administrators of service areas.
Recommended Grade Change (up one grade): Senior Support Services Analyst (title unchanged), Information Technology Department, incumbent vacant.
Currently: SG 4.3. This job is the intermediate step between Support Services Analyst and the Network Engineer. This grade change is required to keep this job
aligned with the other jobs. The skills required to perform this job are complex and varied enough to make it equivalent to other SG 4.2 jobs.
Recommended Grade Change (up one grade) : HR Business Partner (title unchanged), Human Resources Division, incumbents Aebker, Stir, Rose. Currently:
SG 4.3. Job is a solid, multi -functional HR Generalist. Serves as Human Resources expert for assigned Departments. Handles employee relations, labor
relations, compensation market analysis, recruiting, benefits questions, job audits and analysis, coaches supervisors on handling employee problems. Serves as
Human Resources advisor to assigned Department Directors. This job is broader than and requires more seasoned reasoning ability than SG 4.3 jobs.
Prepared October 2017 by
Westcott Hunter 10
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 4.3 — recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 4 - Implementation" (this describes the recommended Band for the jobs listed below):
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 City standards of performance, quality, and service.
Salary Grade 4.3 - This is the lowest salary grade of Band 4. Jobs in this salary grade are "slightly weak" relative to the Band description.
This salary grade contains individual contributor professional jobs that require less technical expertise and are narrower in scope than SG 4.2 jobs.
Recommended Grade Change (up one grade): Contract & Procurement Coordinator (title unchanged), Public Works Department, incumbent George.
Currently: SG 5.1. Ensures contractor wages meet Ohio standards; reviews wage structures for workers in all construction contracts. Requires understanding
projects & work classifications; works with vendors to fix contract violations and alerts the state to purposeful violations. Manages the competitive bidding
process.
Recommended Grade Change (up one grade): Corporate Auditor (recommended new title), Finance Department, incumbents Hammond, Veltre.
Currently: Accounting Specialist, SG 5.2. These jobs audit all corporate tax returns submitted to the City and the more complex individual tax returns. The job
requires expertise in tax accounting, including the ability to interpret and apply complex tax rules in varying situations. The rules are often ambiguous, as well as
complex, and require knowledge of acceptable accounting practices.
Recommended Grade Change (up one grade): Support Services Analyst (title unchanged), Information Technology Department, incumbents Daniels,
Shane. Currently: SG 5.1. These positions are responsible for configuring, maintaining, and troubleshooting devices and software for Users. They troubleshoot
all IT User problems (from simple to complex) and escalate only the most complex problems to the Network Engineers. They support the operations of 100
computer servers and 60-70 different software applications, and develop solutions documentation. This requires a strong technical understanding of the Network
environment and software packages, and the ability to anticipate software conflicts. This job also supports the police mobile department.
Recommended Grade Change (up one grade): Code Enforcement Supervisor (title unchanged), Development Department, incumbent Jones. Currently: SG
5.1. Supervises the enforcement of public health and safety regulations for infractions such as inadequately maintained property, signs in the right-of-way, public
nuisance, etc. Supervises two code enforcement officers; personally handles more complex/contentious cases, e.g., those requiring a police officer in case of
violence. Manages conflict situations. Sensitivity for public opinion makes this a complex large role. Requires use of judgment and may need to enter the
interior of homes.
Prepared October 2017 by
Westcott Hunter 11
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 4.3 — recommendations for jobs moving into or already in this grade (continued)
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 4 - Implementation" (this describes the recommended Band for the jobs listed below):
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 City standards of performance, quality, and service.
Salary Grade 4.3 - This is the lowest salary grade of Band 4. Jobs in this salary grade are "slightly weak" relative to the Band description.
This salary grade contains individual contributor professional jobs that require less technical expertise and are narrower in scope than SG 4.2 jobs.
Title Change Only: Executive Assistant to the City Manager (recommended new title), City Manager's Office, incumbent Jones. Currently: Executive
Administrative Support Professional, SG 4.3. Recommended title is more aligned with market practice; and is intended to reduce confusion about this job's
responsibilities. Currentlyjob is sometimes incorrectly viewed as the Lead to all Administrative Services jobs in the City.
Prepared October 2017 by
Westcott Hunter 12
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 5.1— recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 5 - Implementation Services" (this describes the recommended Band for the jobs listed below):
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.
Salary Grade 5.1 - This is the highest salary grade of Band 5. Jobs in this salary grade have some Band 4 characteristics, but are a better fit for Band 5.
This salary grade contains highly -skilled administrative support and technician jobs, and work leaders/supervisors.
Recommended Grade Change (one grade up): Senior Accounting Specialist (recommended new title), Finance Department, incumbent Green. Currently:
Accounting Specialist, SG 5.2. This job serves as a multi -function Accounting Specialist, and provides financial systems Help Desk support to the entire
organization - this is the go -to -job on how to perform tasks within the City's financial systems software.
Recommended Grade Change (one grade up): Adaptive Recreation Coordinator (title unchanged), Parks & Recreation Department, incumbent Shealy.
Currently: SG 5.2. This job conducts special needs assessment and works with recreation programs throughout the City to develop individualized programs for
people with special needs. Not an entry-level position; requires previous experience & specialized training; supports other program areas relative to special
needs programming; has more accountability and latitude than Recreation Program Coordinators.
Recommended Grade Change (one grade down): Review Services Analyst (title unchanged), Development Department, incumbent Marshall. Currently: SG
4.3. This job is less complex than the Code Enforcement Supervisor (which is currently recommended for movement from SG 5.1 to SG 4.3), and some of this job's
duties have been moved to the Building Standards Technician. This job approves simple building project plans, and forwards more complex projects to
Residential or Commercial Plans Examiner. This job reviews from a technical perspective all of the criteria to ensure all conditions are met per state code. This
does not negotiate revisions to plans as the SG 4.3 Planner I does. This job also monitors process & customer service metrics to ensure timely service, and
serves as liaison to applicant for all business with the Building Services division.
Title Change Only: Building Standards Technician (recommended new title), Development Department, incumbent Fite. Currently: Administrative
Services III, SG 5.1. The title change is recommended because the majority of this job's work is specialized Building Services duties. It processes permit
applications, similarly to the Planning Technician, but for state building code, and performs mild analysis to complete State of Ohio building report. It tracks
service metrics for the division, and creates custom reports with graphics. Generalist administrative duties include processing invoices and purchase orders, and
assisting with the coordination of division travel and conferences.
Prepared October 2017 by
Westcott Hunter 13
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 5.1— recommendations for jobs moving into or already in this grade (continued)
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 5 - Implementation Services" (this describes the recommended Band for the jobs listed below):
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.
Salary Grade 5.1 - This is the highest salary grade of Band 5. Jobs in this salary grade have some Band 4 characteristics, but are a better fit for Band 5.
This salary grade contains highly -skilled administrative support and technician jobs, and work leaders/supervisors.
Title Change Only: Recreation Operations Supervisor (recommended new title), Parks & Recreation Department, incumbent Rigano. Currently: Parks &
Recreation Operations Supervisor, SG 5.1. The recommended title improves the consistency of titling in the Department and provides an appropriate
description of the job. This job supervises the two Recreation Operations Coordinators (one day shift coordinator and one night shift coordinator); these jobs
staff the Recreation Center, interacting with other staff to resolve day-to-day operational needs, and dealing with simple logistics, scheduling, and front desk
issues.
Prepared October 2017 by
Westcott Hunter 14
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 5.2 — recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 5 - Implementation Services" (this describes the recommended Band for the jobs listed below):
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.
Salary Grade 5.2 - This is the middle salary grade of Band 5. Jobs in this salary grade "solidly fit" the Band description.
Jobs in this salary grade perform administrative, technical, or supervisory work that is more straightforward and less complex than SG 5.1 jobs.
Recommended Grade Change (one grade up): Accounting Specialist -Tax, Finance Department (recommended new title), incumbent Schneider. Currently:
Accounting Assistant, SG 5.3. This job performs the accounts receivable function for tax payments; the job is very similar to that of the Accounting Specialist -
Finance (Kaufman), SG 5.2, which performs non -tax accounts receivable for the City. This job has more volume, but is less varied than the Kaufman job.
Recommended Grade Change (one grade up): Auditor (recommended new title), Finance Department, incumbent Kelley. Currently: Accounting Assistant,
SG 5.3. This job audits zero -balance and straightforward personal tax returns. Complex tax returns are forwarded to an Accounting Specialist -Corporate Auditor
(Hammond or Veltre). The job requires basic accounting skills and understanding of tax code. If in the future the job handles more complex issues in personal
returns, the job should be considered for upgrade to SG 5.1.
Recommended Grade Change (one grade up): Electrical Worker, Public Works Department, multiple incumbents. Currently: SG 5.3. This job requires a
journey -level electrician skill set. This job diagnoses problems and performs complex electrical repairs in the field; including independently troubleshooting
complex signal and circuit board repairs, e.g., lightning strikes that require understanding electrical theory. This job does not escalate problems upward to
Engineer until after attempting to repair independently.
Title Change Only: Records Technician II (recommended new title), Public Safety Department, multiple incumbents. Currently: Administrative Services II,
SG 5.2. The title change is recommended because the job's work consists of specialized records activities. The job manages all police records, including
ensuring compliance with complex public records law, which requires detailed knowledge of redacting requirements and protocols for releasing information
during active investigations. The job manages federal incidence reporting; uploads batches and assures batch quality, etc.
Prepared October 2017 by
Westcott Hunter 15
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 5.2 — recommendations for jobs moving into or already in this grade (continued)
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 5 - Implementation Services" (this describes the recommended Band for the jobs listed below):
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.
Salary Grade 5.2 - This is the middle salary grade of Band 5. Jobs in this salary grade "solidly fit" the Band description.
Jobs in this salary grade perform administrative, technical, or supervisory work that is more straightforward and less complex than SG 5.1 jobs.
Title Change Only: Permit Technician (recommended new title), Development Department, incumbents Shipman, Reese, Harp. Currently: Administrative
Support II, SG 5.2. The title change is recommended because the job's work consists of specialized Building Services duties. This job staffs the front counter
and performs intake of permit applications. The job reviews applications to ensure they are complete, the language is correct, proper descriptions are attached,
and required engineering seals are on the documents. The job requires knowing state building code, and fire and safety code. The job also assists in the design
of permit applications. The job intakes and schedules inspection requests.
Title and FLSA Classification Change: Recreation Operations Coordinator (recommended new title), Parks & Recreation Department, incumbent
Hrusovsky. Currently: Recreation Facilities Coordinator, SG 5.2. This job is the daytime Recreation Center operations coordinator. It interacts with other staff
to resolve day-to-day routine operational needs, handles room set-up issues, scheduling conflicts, and front desk issues. Much of the job is routine. Because it is
questionable as to whether the job requires enough decision making to meet FLSA exemption requirements, it is recommended that the job be classified
as non-exempt. This title change results in the two positions that fill this role having the same title (a day shiftjob and a night shift job).
Title and FLSA Classification Change: Recreation Operations Coordinator (recommended new title), Parks & Recreation Department, incumbent
Schlarman. Currently: Recreation Programs Coordinator, SG 5.2. This job is the night-time Recreation Center operations coordinator. It interacts with other
staff to resolve day-to-day routine operational needs, handles room set-up issues, scheduling conflicts, and front desk issues. Much of the job is routine.
Because it is questionable as to whether the job requires enough decision making to meet FLSA exemption requirements, it is recommended that the job
be classified as non-exempt. This title change results in the two positions that fill this role having the same title (a day shift job and a night shiftjob).
Prepared October 2017 by
Westcott Hunter 16
City of Dublin, Ohio — Review of Job Banding Assignments 2017
Salary Grade 5.3 — recommendations for jobs moving into or already in this grade
BLUE FONT = GRADE INCREASE RED FONT = GRADE DECREASE BLACK FONT = NO GRADE CHANGE
Description of "Matrix Band 5 - Implementation Services" (this describes the recommended Band for the jobs listed below):
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.
Salary Grade 5.3 - This is the lowest salary grade of Band 5. Jobs in this salary grade are "slightly weak" relative to the Band description.
Jobs in this salary grade perform very routine administrative or technical work.
Title Change Only: Records Retention Technician (recommended new title), Court, incumbent Jayaraman. Currently: Records Management Technician,
SG 5.3. The new title provides a better description of the job's duties.
Proposed Reclass/Title Change / Duties Change (one grade down): Proposal is to potentially create (in the future) a Records Technician I job that would
handle non-complex Records Technician duties, such as simple redacting and records activities, answer phones, perform filing.
Prepared October 2017 by
Westcott Hunter 17
EXHIBIT B
15-17
AN ORDINANCE UPDATING THE NON-UNION COMPENSATION
PLAN FOR THE CITY OF DUBLIN AND REPEALING ORDINANCE
NO. 73-06 ("COMPENSATION PLAN") AND ALL AMENDMENTS
THERETO (21-07,88-07,69-08, 97 -08,84-09,23-10,49-10,74-
12,18-12,56-13,99-13,24-14,46-14,2-15, 24-15,31-15,82-15,19-
16, 51-16,03-17).
WHEREAS, the City of Dublin has engaged the services of a professional consultant
to perform a Classification & Compensation Study for the City of Dublin; and
WHEREAS, Council has determined, after the completion of the Classification &
Compensation Study, that an update to the compensation system should be
implemented for non-union personnel of the City; and
WHEREAS, Council has determined that the current compensation system requires
revision and updates to maintain the City of Dublin's competitive position in the labor
market, thus aiding in the recruitment and retention of a talented, achievement -
oriented workforce; and
WHEREAS, Council has determined that the compensation plan requires revision to
remain compliant with recent changes to Federal and/or State law, policy and court
rulings; and
WHEREAS, Council desires that the City of Dublin remain an "Employer of Choice" in
the Central Ohio region; and
WHEREAS, Council has determined that certain other items within the "Compensation
Plan" should be amended; and
WHEREAS, Council has determined that it is beneficial to repeal Ordinance No. 73-06,
and any amendments thereto, for the purpose of consolidating all effective provisions
regarding compensation into a single piece of legislation referred to as the
"Compensation Plan."
NOW, THEREFORE, BE IT ORDAINED By the Council of the City of Dublin, State of
Ohio, of the elected members concurring that:
SECTION 1. SCOPE OF PLAN
A. The sections included in this ordinance shall hereby constitute the City
"Compensation Plan" and this Plan shall supersede all previously enacted
legislation relating to compensation and other related areas contained within
the Plan. This "Compensation Plan" shall be applicable to all non-union
personnel of the City and to City Council Members where so indicated. This
Plan shall be administered by the management staff of the City of Dublin,
pursuant to the provision of the Dublin Charter and the Dublin Codified
Ordinances.
SECTION 2. WAGE & SALARY STRUCTURE/ADMINISTRATION
A. The following shall constitute the listing of City job classifications and
corresponding pay grades, grouped by major office, department, subordinate
divisions in which they primarily would appear or categorically by function, as
appropriate, covered by this Compensation Plan. The specific budget for
personnel authorized to occupy each job classification within each Department,
Division or work unit is approved annually by Council in the Personnel Data
sections appearing throughout the Operating Budget ordinance. Some positions
identified below may be utilized in other departments than where they appear
as authorized by Council.
15-17
CITY COUNCIL
Legislative Affairs Office
Classification Pay Grade
Deputy Clerk of Council 4.3-54
OFFICE OF THE CITY MANAGER
Classification
Pay Grade
City Manager
1.0
Assistant City Manager
2.0
Director Strategic Initiatives/Special
Projects
2.0
Government and International Relations
3.3
Manager
4.3
33
Management Assistant
4.3
Division of Criminal Justice
Classification
Pay Grade
Director of Court Services
4.43.2
Diversion Officer
5.1
Court Clerk
5.2
Records Retention Management Tech
5.3
Page 2
Division of GemmunmW Relations Communications and Public Information
Classification
Pay Grade
Director of
Communications and Public Information
3.1
Web r Dioital and Brand
Manager
4.1
Public Affairs Officer
4.1
Senior Public Information Officer
4.2
Web Develeper Digital and Graphic
Designer
4.3
Public Information Officer
4.3
Division of Human Resources
Classification
Pay Grade
Director of Human Resources
3.1
Human Resource Manager
3.3
Safety Administrator/Risk Manager
4.1
Benefits Administrator
4.1
Talent Development and Training Manager
4.1
Human Resource Business Partner
434.2
Human Resource Coordinator
5.1
Wellness and Benefits Coordinator
5.1
15-17
Risk Management Assistant 5.2
Human Resource Assistant 5.3
DEPARTMENT OF PUBLIC WORKS
Office of the Director of Public Works
Classification
Pay Grade
Director of Public Works
2.0
Infrastructure Asset Management Engineer
3.3
Engineering Technician I
5.1
Engineering Project Inspector
5.1
Contract and Procurement Coordinator
344.3
Division of Engineering
Classification
Pay Grade
Director of Engineering
3.1
Engineering Manager
3.3
Senior Civil Engineer
4.1
Civil Engineer II
4.2
Engineering Technician II
4.3
Civil Engineer I
4.3
Engineering Technician I
5.1
Engineering Project Inspector
5.1
Electrical Worker
3:35.2
Division of Streets & Utilities Operations
Classification
Pay Grade
Director of Streets & Utilities Operations
3.2
Operations Administrator
4.2
Maintenance Crew Supervisor
5.1
Division of Facilities Management
Classification Pay Grade
Director of Facilities Managements X33_2
Page 3
15-17
Operations Administrator
4.2
Facilities System Specialist
4.3
Maintenance Crew Supervisor
5.1
Division of Fleet Management
Classification
Pay Grade
Director of Fleet Managements
333_2
Fleet Administrator
4.2
DEPARTMENT OF PARKS & RECREATION
Office of the Director of Parks & Recreation
Classification Title
Pay Grade
Director of Parks and Recreation
2.0
Landscape Architect
4.1
Division of Parks Operations
Classification
Pay Grade
Director of Park Operations
3.2
Operations Administrator
4.2
City Horticulturist
4.3
City Forester
4.3
Nature Education Coordinator
5.1
Maintenance Crew Supervisor
5.1
Public Arts Specialist
5.2
Contract Specialist
5.2
Assistant Horticulturist
5.2
Assistant Forester
5.2
Division of Recreation Services
Classification
Pay Grade
Director of Recreation Services
3.2
Recreation Services Administrator
4.2
Membership Services Supervisor
5.1
Recreation Program Supervisor
5.1
Recreation Operations Supervisor
5.1
Theater Supervisor
5.1
Recreation Program Coordinator
5.2
Page 4
15-17
Adaptive Recreation Coordinator 1545.1
Recreation Operations Specialist 5.2
Division of Community Events A4n4nistpaNen
Classification
Di
Pay Grade
Director of Community Events P9aHager
333_2
Events Administrator
4.2
Events Coordinator
5.2
Events Assistant
5.3
-'Volunteer Resources
Classification
Pay Grade
Director of Volunteer Resources
mor
4.23.2
Volunteer Resources Coordinator
5.2
DEPARTMENT OF DEVELOPMENT
Office of the Director of Development
Classification Pay Grade
Director of Development 2.0
Division of Economic Development
Classification
Pay Grade
Director of Economic Development
3.2
Economic Development Administrator
4.2
Division of Building Standards
Classification
Pay Grade
Director of Building Standards
3.2
Commercial Plans Examiner
4.24.1
Senior Building Inspector
4.2
Building Inspector
4.3
Electrical Inspector
4.3
43
Residential Plans Examiner
4.3
Page 5
15-17
Page 6
Development Review Specialist II
5.1
Review Services Coordinator
5.1
Development Review Specialist I
5.2
Permit Technician
5.2
Division of Planning
Classification
Pay Grade
Director of Planning
3.1
Planning Manager
3.3
Senior Planner
4.1
Planner II
4.2
Planner I
4.3
Planning Technician
5.1
Code Enforcement Supervisor
34_3
Zoning Inspector
5.2
Code Enforcement Officer
5.2
Landscape Inspector
5.2
POLICE DEPARTMENT
15-17
Classification
Pay Grade
Chief of Police
2.0
Technical Services Bureau Commander
3.1
Police Lieutenant
3.1
Communications Manager
4.1
Accreditation Manager
4.1
Emergency Management Coordinator/Law
Enforcement Planner
4.2
Communications Supervisor
4.2
Records Supervisor
4.3
Police Property Technician
5.2
Gewt
3-4
Records Technician II
5.2
Records Technician I
5.3
DEPARTMENT OF FINANCE
Finance/Accounting/Procurement
Classification
Pay Grade
Director of Finance
2.0
Director of Taxation
3.2
Deputy Director of Finance
3.2
Budget Manager
3.3
Chief Accountant
3.3
Tax Manager
3.3
Financial Analyst
4.2
Accountant
4.3
Payroll Specialist
4.3
Corporate Tax Auditor
4.3
Senior Accounting Specialist
5.1
Accounting Specialist
5.2
Accounting Specialist -Tax
5_2
Auditor
5.2
Accounting Assistant
5.3
Procurement Assistant
6.1
Page 7
15-17
DEPARTMENT OF INFORMATION TECHNOLOGY
Classification
Pay Grade
Chief Information Officer
2.0
Director of Information Technology
3.1
Network Operations Manager
3.3
GISter Data Manager
3.34.4
Information Technology Project Leader
4.1
Network Administrator
4.2
Network Engineer
4.1-2
4
44
Senior GIS Data Analyst
4.13
44
Data GIS -Analyst
4_33:4
Support Services Analyst
34_3
Page 8
ADMINISTRATIVE SUPPORT STAFF
(Authorized throughout City in accordance with Annual Operating Budget)
Classification
Pay Grade
Executive Assistant to the City Manager
4.3
Administrative Support III
5.1
Administrative Support II
5.2
Administrative Support I
6.1
15-17
Page 9
B. The following shall constitute new City of Dublin pay grade and range structure
for the job classifications shown in Section 2. A of this ordinance:
Pay
Grade
Market
Target
Premium
1
$141,200
- $169,500
$169,500
- $207,100
$207,100 -
$244,800
2
$110,600
- $132,700
$132,700
- $162,100
$162,100 -
$191,600
3.1
$
91,400
- $109,700
$109,700
- $134,100
$134,100 -
$158,500
3.2
$
84,200
- $101,000
$101,000
- $123,400
$123,400 -
$145,900
3.3
$
78,100
- $
93,700
$ 93,700
- $114,500
$114,500 -
$135,300
4.1
$
70,400
- $
84,400
$ 84,400
- $103,200
$103,200 -
$117,300
4.2
$
61,200
- $
73,400
$ 73,400
- $ 89,800
$ 89,800 -
$102,000
4.3
$
53,600
- $
64,400
$ 64,400
$ 78,700
$ 78,700 -
$ 89,400
5.1
$
47,500
- $
57,000
$ 57,000
- $ 69,600
$ 69,600 -
$ 79,100
5.2
$
41,900
- $
50,200
$ 50,200
- $ 61,400
$ 61,400 -
$ 69,800
5.3
$
37,700
- $
45,200
$ 45,200
- $ 55,200
$ 55,200 -
$ 62,800
6.1
$
33,700
- $
40,400
$ 40,400
- $ 49,400
$ 49,400 -
$ 53,900
6.2
$
30,500
- $
36,600
$36,600
- $ 44,800
$ 44,800 -
$ 48,800
6.3
$
28,100
- $
33,800
$ 33,800
- $ 41,300
$ 41,300 -
$ 45,000
C. The "Market", "Target", and "Premium" range segments designated in the pay
grade & range structure shall be defined as follows:
"Market"- a range of compensation associated with the basic 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, special, or
exceptional knowledge, skills, capabilities or expertise, which may be in short
supply due to market conditions, 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. This
segment is only for a small percentage of the City workforce and placement
within this segment shall be a rare occurrence.
D. The City Manager shall have the authority to approve pay adjustments within
the pay ranges established in this ordinance. These pay adjustments shall be
15-17 Page 10
based on the employee's performance, conduct, and position in his/her pay
range, as described below.
1. Employees in the "market" segment of their pay range, whose
performance meets the City's standards and who consistently
demonstrate the core values of the organization, shall be eligible for
larger and, if warranted by performance, more frequent pay
adjustments to move them into the "target" segment of their ranges
within a reasonable period of time.
2. Employees in the "target" segment of their pay ranges shall be eligible
for normal adjustments to remain competitive with the local job market,
provided their performance meets the City's standards and they
consistently demonstrate the core values of the City. Once an employee
reaches the maximum of his/her "target" segment, the employee shall
no longer be eligible for pay adjustments unless he/she is approved for
entrance into the "Premium" segment.
3. Employees who are approved for entrance into the "premium" segment
of their pay range will be eligible for normal pay adjustments, provided
they continue to meet defined criteria, continue to demonstrate a
premium/value added contribution, and continue to demonstrate the
core values of the organization. Gaining access to the "Premium"
segment of the pay range shall be a very rare occurrence and only a
small percentage of the workforce shall be approved for entrance into
the "Premium" segment. Gaining access to the "premium" segment shall
require the approval of the City Manager, which shall be based on
substantial justification.
E. All pay adjustments within the existing or new wage & salary structure shall be
subject to the funding levels authorized by Council within the adopted Annual
Operating Budget and Appropriations.
F. In the case of new appointments, a starting rate of compensation within the
"market" or "target" segments of the range structure in Section 2, paragraph B
shall be determined by the Director of Human Resources in consultation with
the hiring manager or director and shall be based on the relative qualifications,
expertise, skills, or capabilities of the successful candidate and the existing
market conditions. A starting rate of compensation within the "premium"
segment in the range structure shall require the approval of the City Manager
and shall be based on unique, special, or exceptional qualifications, expertise,
knowledge, skill, or capabilities of the successful candidate and on existing
market conditions.
G. The listing of positions and classifications in Section 2, paragraph A and the pay
ranges established in Section 2, paragraph B. shall be reviewed on a biennial
basis by the Director of Human Resources and the Director of Finance and any
adjustment deemed necessary shall be proposed by the City Manager to Council
in the form of an amendment to this ordinance. If adopted by Council, these
pay ranges shall become effective with this ordinance or any subsequent
ordinance amending this ordinance.
H. Section 2, paragraphs A and B of this ordinance shall be amended as often as
appropriate to include new job classifications, pay grades, and pay ranges.
I. The City Manager shall determine competitive, equitable compensation rates
for Seasonal, Temporary, or other such casual employees of the City.
J. The City Manager is hereby authorized to establish "Job Families" where
appropriate for the job classifications listed in Section 2, paragraph A.
15-17
Page 11
SECTION 3. MAYOR, VICE MAYOR, COUNCIL MEMBER COMPENSATION
A. The following shall be the annual rates of compensation for the Mayor, Vice
Mayor and Council Members:
Council Member Vice Mayor Mayor
$11,250 $12,250 $15,750
SECTION 4. INSTANT BONUS PROGRAM
A. All employees serving in Full-time permanent, Part-time permanent, Seasonal,
Temporary, and Intermittent positions, not including interns, shall be eligible
for a bonus in accordance with the following terms and conditions:
1. Each Department may give bonuses to reward an individual employee
or a team of employees for an exceptional effort in implementing and
completing a project or program that:
(a) Significantly enhances the efficiency or effectiveness of
City operations, or;
(b) Significantly exceeds expectations in the areas of
performance or customer service, or;
(c) Demonstrates innovation or creativity in government.
2. Bonuses shall be awarded immediately, not at the end of the year.
3. An individual employee may be eligible for one instant bonus in any
calendar year. The maximum bonus amount shall not exceed
$1,000.00; however, the typical bonus will be in the area of $250.00.
4. Bonuses may be awarded upon written request of the employee's
supervisor, division director or department director, detailing the
employee's achievement and recommending a bonus amount. The
bonus shall not be awarded unless approved by the department
director and the City Manager.
5. In the event the division director and department director believe that
time off with pay would be a more effective reward for excellence
under this program, and the time off will not negatively affect the
operation of the division, the employee may be awarded up to eight
(8) hours of paid leave in lieu of a monetary bonus.
6. The employee is not to be informed J:..:_:__ d:..__a_.. _heuld .__a :_[_...v
`_.`._ eiggpleyee of the bonus until it is approved by the d=per_-`_
Ji-RTCeteF and City Manager.
7. To be eligible for a bonus, the employee must demonstrate a clearly
exceptional level of effort and achieve an outcome that is superior.
8. The department director must validate that enough funds remain in
the department's payroll budget to support the awarding of a bonus.
SECTION 5. HOLIDAYS
15-17
Page 12
A. The following are hereby designated as the City of Dublin's observed holidays:
New Year's Day
Dr. Martin Luther King, Jr. Day
President's Day
Memorial Day
Independence Day
Labor Day
Veterans Day
Thanksgiving Day
Christmas Day
B. Employees serving in Full -Time or Part -Time Permanent positions shall be
compensated as follows when any of the above referenced holidays are
observed on such an employee's regularly scheduled work day:
1. Employees serving in Full -Time Permanent positions shall be paid for a
maximum of eight (8) hours on each holiday.
2. Employees serving in Part -Time Permanent positions shall be paid
prorated number of hours based on their average daily work rate. For
example, a part-time employee who averages 6 hours per work day shall
receive 6 hours of holiday pay. This average is determined by an
average of hours worked per working day over the six pay periods prior
to the pay period in which the holiday occurs.
C. For non-exempt employees serving in Full -Time Permanent positions, should
one of the above referenced holidays be celebrated on such an employee's
regularly scheduled day off, and such employee is not required to work the
holiday, such employee shall receive eight (8) hour of compensatory time at
the straight time rate, provided such employee was not absent without
authorized leave on either the workday before or after the holiday. An
employee on Sick Leave the workday before or after the holiday may be
required to present a doctor's certificate in order to receive credit for the eight
(8) hours of compensatory time.
D. When a non-exempt employee serving in a Full -Time Permanent position is
required to work on a City observed holiday, the employee shall be
entitled to eight hours of straight time pay plus double time pay (or
Compensatory Time) for all hours worked.
E. Should a non-exempt employee serving in a Part -Time Permanent position be
required to work on any of the above referenced observed holidays, such
employee shall be paid at the rate of double time for all hours worked on such
holiday.
F. Should the Federal or State government designate a specific date or day of the
week for observation of one of the above listed holidays, the City will generally
follow that designation. For employees assigned to a Monday through Friday
work schedule (Saturday and Sunday off), when a holiday falls on a Saturday,
the Friday immediately before the holiday shall be the observed day; should the
holiday fall on a Sunday, the Monday immediately following the holiday shall be
the observed day. For employees assigned to other than a Monday through
Friday work schedule (Saturday and Sunday off), the holiday shall be celebrated
on the calendar day on which the holiday actually falls.
SECTION 6. PERSONAL LEAVE
15-17 Page 13
A. Effective the first pay period of each payroll calendar year, all existing
employees serving in Full -Time Permanent positions, and who are in full pay
status at such time (i.e. on duty or on approved leave with pay) shall receive
five (5) days (40 hours) of Personal Leave. However, new employees appointed
during the year shall receive a pro -rated allocation of Personal Leave in
accordance with the following schedule:
Timeframe Appointed
Personal Leave Allocation
January 1 through March 31
40 Hours (5 days)
April 1 through June 30
32 Hours (4 days)
July 1 through September 30
20 Hours (2.5 days)
October 1 through November 30
8 Hours (1 day)
December 1 or later
None
Personal Leave shall be used at the employee's discretion, provided that it is
approved in advance by the employee's Department/Division Head via the use
of the appropriate time keeping system. Personal Leave shall be used within
the same payroll calendar year in which it is allocated and shall not be carried
over to the next payroll calendar year.
B. In the event that an employee is not in full pay status at the time Personal
Leave is normally allocated to each employee, yet returns to full pay status at
some point thereafter, the amount of that employee's Personal Leave allocation
shall be pro -rated. (An employee on an approved disability leave receiving 70%
of his/her normal wages/salary shall be regarded as being in full -pay status and
would, therefore, receive the full Personal Leave allocation.) For every pay
period the employee has been in less than full pay status, 1.54 hours of Personal
Leave shall be deducted from the normal 40 hour annual allocation.
C. In the event that an employee is laid off from City service, said employee shall
be compensated for all unused personnel leave at the rate of pay in effect at
the time of layoff. For any other form of separation, no compensation will be
provided to the employee for unused personal leave.
D. Personal Leave shall not be used to artificially extend the separation date of an
employee who has resigned from employment with the City. The effective date
of the employee's resignation from employment shall be the same as the
employee's last day worked.
E. Effective the first pay period in each payroll calendar year, all existing
employees serving in Part -Time Permanent positions shall receive an amount
of Personal Leave equal to the average number of hours worked per week in
the previous 12 months. For example, if the employee averages 30 hours per
week in the previous 12 months, then they shall receive 30 hours of Personal
Leave. Employees who do not have a full 12 months of employment with the
city, shall receive 16 hours of Personal Leave. However, new employees
appointed during the year shall receive a pro -rated allocation of Personal Leave
in accordance with the following schedule on their effective date of hire:
Timeframe Appointed
Personal Leave Allocation
January 1 throu h June 30
16 Hours 2 days)
15-17
June 30 through November 30 8 Hours (1 day)
December 1 or later None
Page 14
Personal Leave shall be used within the same payroll calendar year in which it
is allocated and shall not be carried over to the next payroll calendar year.
SECTION 7. SICK LEAVE
A. All employees serving in Full -Time Permanent positions shall be entitled to Sick
Leave with pay for those reasons listed in Section 33.47 of the Dublin Codified
Ordinances.
B. Any employee of the City, other than an elective officer, who has an accrued
but unused Sick Leave balance from the State of Ohio or any political
subdivision of the State of Ohio, and who is eligible to earn Sick Leave with the
City of Dublin, shall be entitled to have this accrued but unused Sick Leave
balance from these employers transferred for use with the City of Dublin,
provided that said employee is hired by the City of Dublin within ten (10) years
after his/her date of resignation/separation from any of these past employers
with the State or any political subdivision thereof. New employees hired on or
after January 1, 2007, whose Sick Leave is transferred from another public
employer, must first use Sick Leave accrued with the City of Dublin prior to
using his/her transferred balance. In addition, after January 1, 2007, any newly
hired employee's transferred Sick Leave, to include that previously accrued
during former employment with the City of Dublin, shall not be eligible for
conversion to a cash payment either on an annual basis or upon separation.
C. For employees serving in Full -Time Permanent positions, Sick leave shall accrue
at the rate of 2.77 hours per pay period (9 days/72 hours per year). An
employee shall not earn the full Sick Leave accrual in a given pay period unless
he/she is in full pay status for the entire pay period (i.e. on duty or on approved
leave with pay). (An employee on an approved disability leave receiving 70%
of his/her normal wages/salary shall be regarded as being in full -pay status and
would, therefore, receive the full Sick Leave accrual.) In the event an employee
is not in full pay status for an entire pay period, he/she shall accrue Sick Leave
at the rate of .034 hours for each one (1) hour in full pay status during the pay
period.
D. For employees serving in Part -Time Permanent positions, the 9 days (72 hours)
per year Sick Leave accrual shall be pro -rated (0.034 per hour) in relation to
the average number of hours the employee works per week. Sick leave is not
accrued for time worked over 40 hours in a workweek.
E. If any employee fails to submit adequate proof of illness, injury, or death in the
immediate family when requested by the City under the provisions of Section
33.47 of the Dublin Codified Ordinances; or in the event that such proof is
submitted but does not provide satisfactory evidence, such leave shall be
considered unauthorized leave and shall be without pay.
F. An employee who separates service, in good standing (employee's separation
must not be for "just cause'), shall be entitled to convert a portion of his/her
unused Sick Leave balance to a cash payment at time of separation. The rate
of pay for such accrued unused Sick Leave shall be the employee's standard
hourly rate of pay at separation multiplied by one-third (1/3) of the total number
of accrued unused Sick Leave hours, accrued as an employee of the City of
Dublin, up to a maximum payment for 700 hours. The election to convert Sick
15-17 Page 15
Leave to cash must be made prior to separation of employment and this
Payment shall be part of the employee's final pay.
G. Sick leave shall accrue without limitation.
H. At the end of each payroll calendar year, an employee may choose to convert
a portion of his/her accrued but unused Sick Leave to a cash payment, subject
to all of the following conditions:
1. The employee must have 40 hours or less of Sick Leave usage for the
past 12 months as of the end of the first pay period in December (FMLA
protected leave exempted);
2. The employee may convert no more than 28 hours of Sick Leave to pay;
3. Sick Leave shall be converted at the rate of one (1) hour of Sick Leave
to one (1) hour of pay at the straight time hourly rate of pay;
4. Once Sick Leave is converted to pay, it shall not be converted back to
sick leave.
Should an employee exercise this conversion option, it shall be his/her
responsibility to provide notification to the Department of Finance in the
prescribed manner, indicating the number of hours he/she wishes to convert
to cash, by the due date established by the City . The cash conversion shall
then be paid to the employee in the first pay period in the new payroll calendar
year. If the employee's employment is terminated for any reason prior to the
first pay period in the new calendar year, this provision shall not apply and the
employee shall be subject to the provision of Section 7. F., above.
I. If an employee is killed while performing his/her authorized, assigned job
duties, his/her surviving spouse, or secondarily, his/her estate, shall be paid for
one hundred percent (100%) of the value of the employee's accrued but unused
sick leave, at the standard hourly rate in effect at the time of death. The
amount so paid shall constitute payment in full for all accrued and unused sick
leave credited to the employee.
SECTION 8 .BEREAVEMENT LEAVE
A. All employees serving in Full -Time Permanent positions shall be entitled to
three (3) days of Bereavement Leave for the death of a family member's: spouse, ,
son, daughter, brother, sister, father, mother, legal guardian, person who stands in
place of a mother or father, grandmother, grandfather, grandson, granddaughter,
mother-in-law, father-in-law, daughter-in-law, son-in-law, brother-in-law, sister-in-law,
grandmother -in-law, grandfather -in-law, stepmother, stepfather, stepbrother,
stepsister, stepson, stepdaughter, half-brother, half-sister, aunt, uncle, or any other
relative living in the employee's home as specified in Section 33.48 (E) of the Dublin
Codified Ordinances.
SECTION 9. VACATION LEAVE
A. All employees serving in Full -Time Permanent positions shall accrue Vacation
Leave in accordance with the following schedule:
15-17 Page 16
Completed Years of
Accrued Vacation
Public Service
Hours per Year
0 up to 1 Year
40 Hours
1 up to 4 Years
108 Hours
4 up to 9 Years
142 Hours
9 up to 15 Years
182 Hours
15 up to 20 Years
208 Hours
20 Years or more
246 Hours
B. An employee who has prior public service with any state government or any
political subdivision thereof, may receive credit for his/her prior service with
these employers for the purpose of computing the amount of his/her vacation
leave with the City of Dublin, if the nature of said service is relevant to the
nature of his/her service with the City of Dublin. The employee must notify the
City within 30 days of hire and provide documented proof of prior public service
within 90 days of hire with the City of Dublin.
C. A new employee of the City with less than one (1) year of prior public service
as identified under Section 8 B above, shall not, within the first six (6) months
of his/her employment with the City, use vacation leave and, during the
remaining six (6) of his/her first year of employment, said employee shall be
entitled to use up to a maximum of 40 hours of vacation leave.
D. A new employee of the City with more than one (1) year of prior public service
as identified under Section 8 B above, shall be entitled to use vacation leave
after the mid -point of his/her probationary period.
E. An employee shall not earn his/her full Vacation Leave accrual in a given pay
period unless he/she is in full pay status (i.e. on duty or on approved leave with
pay) in the entire pay period. In addition, an employee on approved disability
leave shall not accrue Vacation Leave for the duration of such leave. In the
event an employee is not in full pay status during the entire pay period, he/she
shall accrue Vacation Leave on a pro -rated basis taking into account the number
of hours in full pay status during the pay period and his/her rate of accrual at
that given time. The formula for pro -rating the employee's accrual under such
circumstances shall be the number of hours in full pay status multiplied by the
converted hourly accrual rate.
F. Procedures governing the use and approval of vacation leave are contained
within Section 33.46 of the Dublin Codified Ordinances.
G. An employee with fewer than 11 completed years of public service may
automatically carry over, from one payroll calendar year to another, a maximum
of 160 hours of unused Vacation Leave. An employee with 11 through 19 years
of completed public service may automatically carry over 200 hours of unused
Vacation Leave from one payroll calendar year to another. An employee with
20 or more years of completed public service may automatically carry over 240
hours of unused Vacation Leave from one payroll calendar year to another. In
the event that an employee is precluded from using Vacation Leave because
he/she was on an approved disability leave, the City Manager may allow such
employee to carry over more Vacation Leave than the maximum normally
allowable. Such authorization shall be obtained from the City Manager in the
advance of any such carry over.
15-17 Page 17
H. Upon separation or termination of employment, layoff, or death of the
employee, unused Vacation Leave shall be converted to a cash payment at the
rate of 100%. In addition, the conversion of Vacation Leave is permitted on an
annual basis in accordance with the following terms and conditions:
1. Employees at the Executive level, as identified in Section 14 C of this
ordinance under the "Executive" heading, shall be permitted to convert
a maximum of 160 hours of unused Vacation Leave to cash at the end
of each payroll calendar year. The calculation for the conversion of
Vacation Leave under these circumstances shall be the Director's
calculated hourly rate of pay multiplied by the number of hours to be
converted.
2. Employees below the Executive level shall be permitted to convert a
maximum of 40 hours of their unused Vacation Leave at the end of the
payroll calendar year if the employee has 11 or more years of completed
public service and has a minimum Vacation Leave balance of 120 hours
at the end of the payroll calendar year. The calculation for the
conversion of Vacation Leave under these circumstances shall be the
employee's normal hourly rate of pay multiplied by the number of hours
to be converted.
3. Should an employee, other than those at the Executive Level, fail to use
a minimum of 40 hours of Vacation Leave prior to the end of the payroll
calendar year, he/she shall be ineligible for the conversion of any
Vacation Leave at the end of the payroll calendar year.
In the event that an eligible employee (director or non -director) wishes to
exercise the above-mentioned conversion option at the end of a payroll
calendar year, it shall be his/her responsibility provide notification to the
Department of Finance in the prescribed manner, indicating the number of
hours he/she wishes to convert to cash, by the due date established by the
City. The cash conversion shall be paid to the employee on the scheduled pay
date at the conclusion of the last pay period in the payroll calendar year.
I. If a non-exempt employee is ordered to work while on approved vacation leave,
he/she shall be paid the rate of double-time, with a minimum guarantee of four
(4) hours pay for each such call in.
1. Vacation leave may be taken in minimum multiples of one-quarter hour.
K. The City shall determine the method of crediting vacation leave.
L. Vacation leave shall not be used to artificially extend the separation date of an
employee who has resigned from employment with the City. The effective date
of the employee's resignation shall be the same as the employee's last day
worked.
SECTION 10. LONGEVITY PAY
A. All employees serving in Full -Time Permanent positions shall be entitled to
longevity pay in accordance with the following schedule, provided that all
complete years of service are consecutive and have been accumulated in Full -
Time Permanent positions:
Completed, Consecutive Years of
Service in Full -Time Permanent
Positions with the City of Dublin Amount
Four 4 through Six 6 Years $950
Seven (7) through Ten (10) Years $1,150
15-17
Page 18
Eleven
(11)
through Fourteen (14) Years
$1,450
Fifteen
(15)
through Nineteen (19) Years
$1,700
Twenty
(20)
or More Years
$1,900
B. Employees shall become eligible for their longevity payment in the pay period
in which the employee's anniversary date of appointment falls. The employee
shall actually receive such longevity payment the following pay period and such
payment shall be in a lump sum included in the employee's regular payroll
deposit. The payroll deposit in which the longevity payment is included shall
be taxed at the employee's existing W-4 rate.
C. In the event an employee is on Leave without Pay for more than six (6) months
within the particular year for which the employee would normally be entitled to
longevity pay, he/she shall forfeit his/her entitlement to such pay.
SECTION 11. MEDICAL, DENTAL, VISION, LIFE INSURANCE BENEFITS
A. The City shall make available group medical, prescription drug, dental, and
vision benefits to all employees serving in Full -Time Permanent positions and
their dependents and to all Council Members and dependents in accordance
with the City's Plan Documents. These benefits are described in full detail in
the City's Summary Plan Documents and are made available subject to the plan
design and required deductibles, co -payments, co-insurance, and annual out-
of-pocket maximums, etc. identified in the Summary Plan Documents.
B. The City will provide health insurance coverage to Employees through a high
deductible, health savings account (HSA). For employees and covered spouses
(if applicable) enrolled in and meeting the requirements the City's health
management program ('Healthy by Choice Plus'), the City will make annual
contributions to each participating employee's health savings account based on
the coverage level (single or family) and participation in the City's Healthy by
Choice (HBC) Plus program. The benefit plan provides participation -based and
results -based wellness incentives to help offset the employee deductible
amounts under this plan design ($2,500 — single coverage, $3,750 — family
coverage w/o spouse in 2017 only, $5,000 — Family Coverage w/o spouse in
2018 and beyond, $5,000 — family coverage). Each employee has the
opportunity to earn results -based wellness incentives in relation to four key
health factors (blood pressure, cholesterol, body mass index/waist
circumference, non -tobacco use) in the form of additional financial
contributions to their Health Savings Accounts (HSA's).
C. Tobacco Use Premium Surcharge. A tobacco use premium surcharge of
15% of the premium equivalent based on the level of single coverage for
tobacco use if either the employee or covered spouse uses tobacco. In the
event that both the employee and the spouse use tobacco, then a premium
surcharge of 15% of the premium equivalent based the level of single coverage
shall be separately applied to both the employee and the spouse. The employee
and/or spouse may make a request for an alternative standard during open
enrollment and the City will work with an employee (and, if they wish, the
employee's doctor) to earn the same reward by different means. This tobacco
use premium will be waived for the tobacco user if the tobacco user successfully
participates in an alternative standard as prescribed under the City's "Healthy
by Choice" program. If coverage is elected and an alternative standard is not
requested and completed, then the premium surcharge for tobacco use will be
charged through payroll deduction evenly over the year.
D. In 2017, The City's annual HSA contribution for each participating employee
shall be:
15-17 Page 19
Participation - Based
Single Coverage: $1,125
Family Coverage w/o Spouse: $1,125
Family Coverage: $2,250
Results — Based
$150 per health factor per employee and per spouse for blood pressure,
cholesterol, and tobacco free status.
$300 per health factor per employee and per spouse for BMI/Waist
Circumference
Both the employee and covered spouse must enroll in and meet the requirements
of the City's health management program ('Healthy by Choice Plus'), to qualify
for the annual contribution based on family coverage. An employee who has a
spouse also employed by the City has two options: (1) elect one family coverage
plan through either the employee or spouse's position, or (2) or both elect single
coverage. If either employee or spouse has dependent children, they must elect
the first option.
Note: In 2017 only, those employees who have Family Coverage and no spouse
on the plan will receive an additional HSA/HRA contribution of $937.50 that is
not in any way tied to the wellness program
E. Effective January 1, 2018 the City's Annual HSA contribution will become
automatic and will no longer be tied to the Wellness Program. These automatic
payments will occur over three equal installments in January, May and
September to each employee's Health Savings Account who are covered by the
City Health Insurance Plan based upon the coverage level. The annual amounts
will be:
Single Coverage: $1,875
Family Coverage w/o Spouse: $3,750
Family Coverage w/Spouse: $3,750
Effective January 1, 2018 The City will charge a premium for medical coverage
at the following base rates:
Single Coverage: $1,875
Family Coverage w/o spouse $1,875
Family Coverage w/ spouse: $3,750
These premiums can be waived depending on the employee's and spouse's, if
applicable, participation in the Healthy by Choice wellness program and meeting
its associated standards as follows:
Participation Based Premium Waiver
Single Coverage: $750
Family w/o Spouse Coverage: $750
Family w/Spouse Coverage: $1,500
Results Based Premium Waiver
$225 per health factor for blood pressure, cholesterol and tobacco -free status
$ 450 per health factor for BMI/waist circumference
Participating employees hired during the year shall have the City's contribution
to their HSA or HRA based on their participation of the HBC program in that
initial year. The premium and waiver of the premium associated with the
wellness program will be based on the enrollment period for the HBC program
in the initial year.
15-17 Page 20
F. The City shall make available group term life insurance and accidental death
and dismemberment insurance coverage to all employees serving in Full -Time
Permanent positions in accordance with the City's Plan Documents, with no
contribution on the part of employee. The City shall provide coverage in the
amount of 1.5 times the employee's base annual compensation rate in effect
as of December 31't of each year, with a minimum coverage level of $50,000
and a maximum coverage level of $150,000.00.
G. The City shall make available group Short -Term Disability benefits to all
employees serving in Full -Time Permanent positions. The benefits under this
Short -Term Disability program shall begin after seven (7) consecutive work
days of absence due to a disabling medical condition and shall provide disability
income protection at 70% of normal wages/salary up to a maximum of 24
weeks for an approved disability, with the ability to supplement said disability
income level up to 100% of normal wages/salary through the use of the
employee's Sick Leave, Personal Leave, Vacation Leave, or Compensatory Time
banks. Employees on approved disability leave at 70% income replacement
shall be regarded as being in full pay status and, therefore, they shall not be
required to pay for the continuation of their Medical, Dental, and Vision benefits
through the duration of the approved disability leave. Short Term Disability shall
run concurrent to the provisions and entitlements provided by the Family
Medical Leave Act (FMLA), if applicable. Short Term Disability Benefits paid to
an employee over a lifetime shall not exceed a cumulative total of one year
maximum.
SECTION 12. TUITION REIMBURSEMENT
A. All employees serving in Full -Time Permanent positions shall be eligible to
participate in the City' Tuition Reimbursement Program. Under this program,
each employee shall be eligible for a maximum of Three Thousand Dollars
($3,000) in reimbursement per calendar year for fees and required textbooks,
and courses of instruction voluntarily undertaken. Courses of instruction eligible
for reimbursement under this program shall include courses necessary for job-
related degree programs or courses of study not necessarily within a job-related
degree program but which are still job related. In addition, only course work
provided by a recognized institution (e.g. college, university, community
college, post -secondary technical school, etc.) shall be eligible for
reimbursement under this program.
B. All coursework subject to potential reimbursement shall be transmitted, in
advance and through the employee's Department/Division Head, to the Director
of Human Resources for approval. The Department/Division Head shall provide
a written recommendation concerning approval/disapproval of the request at
time of transmittal to the Director of Human Resources. If practicable, an
employee shall make application for approval of the course work at least fifteen
(15) days prior to commencement of the course of study. The Director of
Human Resources shall evaluate the employee's coursework/degree program
for job -relatedness and shall notify the employee, in writing, regarding his
approval/disapproval of said coursework/degree program on that basis. An
employee may receive blanket approval for an entire degree program or a
continuing course of study if all courses within the program are identified. If
all or part of the program is approved, the employee need not reapply for
approval for each course within the portion(s) approved. If the Director of
Human Resources disapproves all or part of the program/coursework, the
employee may appeal, in writing, such disapproval directly to the City Manager
within 72 hours of notification from the Director of Human Resources. The City
Manager will issue a written decision on the employee's appeal within five (5)
working days of receiving the appeal.
15-17 Page 21
C. Courses are to be taken on other than scheduled working hours, unless
approval is obtained from the appropriate Department/Division Head, Director
of Human Resources, and the City Manager to take such courses on work time.
D. Reimbursement shall be made upon successful completion of the course with a
grade of C (2.00) or better. The employee shall submit an official transcript or
certificate demonstrating successful completion of the course and a receipt from
the institution confirming the employee has paid for tuition, fees, and required
textbooks. Any financial assistance available to an employee shall be deducted
from the amount of tuition reimbursement that would otherwise be applied.
The employee shall not be reimbursed for incidental expenses such as paper or
supplies, mileage, parking, meals, or other expenses other than tuition, fees,
and required textbooks.
E. In the event that an employee receives reimbursement under this program and
voluntarily separates service with the City within the first year following
reimbursement, he/she shall pay 100% of the reimbursement back to the City.
Furthermore, in the event an employee voluntarily separates service during the
second year following reimbursement, he/she shall pay 50% of the
reimbursement back to the City. Should an employee have a tuition
reimbursement payback obligation to the City, such obligation must be satisfied
within one (1) year of the employee's separation date. Failure to fully satisfy
such obligation by the former employee may generate an adverse
recommendation in response to future reference checks by prospective
employers.
SECTION 13. TEMPORARY WORK ASSIGNMENT
A. When an employee is designated by a Director or the City Manager to perform
higher-level duties outside the scope of his/her established job classification for
a period of more than ten (10) consecutive work days, the employee shall be
compensated at a higher rate of pay beginning on the eleventh (11th) day and
extending for the duration of the assignment. However, if in the judgment of
the City Manager, circumstances warrant a temporary pay supplement
retroactive to the date the employee first assumed the higher-level duties, the
City Manager shall have the discretion to award such retroactivity. Upon the
determination to award a temporary pay supplement, the Director of Human
Resources, in consultation with the Department Director, shall set an
appropriate percentage increase reflective of the higher level duties to be
performed not to exceed 10% of the emplovee's current rate of pay. a
f__ the
t_.______. __y supplement
___..__ .._ ___ If unusual circumstances exist
to justify a higher rate of pay.. anAay exception for unusual circumstances must
be supported by substantial written justification and submitted to the City
Manager for approval. Under no circumstances shall the increased rate of pay
exceed the "target" maximum of the pay grade associated with the higher-level
duties. When an employee is designated to perform the duties of a Director
position on an interim basis, the City Manager, on a case-by-case basis, shall
have the discretion to award a temporary pay supplement in an amount greater
than the normal pay adjustment established for that particular year, yet
appropriate to the individual merits/circumstances of each situation.
SECTION 14. OVERTIME/COMPENSATORY TIME
A. Non-exempt employees whose normal workweek consists of 40 hours based
on five (5) consecutive eight (8) hour workdays who work or are in paid status
in excess of eight (8) hours on any workday, shall be compensated at the
15-17 Page 22
rate of time -and -one-half the non-exempt employee's regular hourly rate of
pay for each overtime hour worked.
B. Non -Exempt employees who are on an approved Alternative Work Schedule,
pursuant to an Administrative Order issued and controlled by the City Manager
in keeping with Section 33.44 of the Dublin Codified Ordinances, who work or
are in a paid status in excess of their normally approved work hours for that
workday, usually nine (9) or ten (10) hours, shall be compensated at the rate
of time -and -one-half the non-exempt employee's regular hourly rate of pay
for each overtime hour worked.
C. In accordance with the governing provisions of the Fair Labor Standards Act
(F.L.S.A.), the following job classifications have been designated as Exempt
under one of the following exemption categories, and the employees serving
in these classifications do not receive overtime compensation or formal
compensatory time:
Executive I Administrative
15-17
Page 23
City Manager
Accreditation Manager
Assistant City Manager
Accountant
Director of Communications and Public
Adaptive Recreation Coordinator
Informationilf-RelatiaNe
Budget Manager
Director of Human Resources
Benefits Administrator
Director of Court Services
City Forester
City Horticulturist
Director of Finance
Chief Accountant
Deputy Director of Finance
Code Enforcement Supervisor
Director of Taxation
Communications Manager
Chief of Police
coart-nanmnrscrticvr
Economic Development
Police Lieutenant
Administrator
Tech Service Bureau Commander
Economic Development Manager
Emergency Mgt. Coord./Law Enf.
Director of Development
Planner
Director of Econ. Dev.
Engineering Manager
Director of Building Standards
Event Administrator
Director of Planning
Event Coordinator
Director of Public Works
Faeolities P9aHage
Director of Engineering
Financial Analyst
Director of Streets & Utilities Operations
Fleet Administrator
Director of Fleet Management
€leet Manager
Director of Facilities Management
'""�F
Government and International
Relations Manager
Chief Information Officer
Director of Information Technology
Human Resource Manager
Human Resource Business Partner
Director of Parks and Recreation
Human Resource Coordinator
Director of Parks Operations
Landscape Architect
Director of Recreation Services
Management Assistant
Director of Community Events
Membership Services Supervisor
Director of Volunteer Resources
Nature Education Coordinator
Operations Administrator
Director of Strategic Initiatives/Special Projects
Payroll Specialist
Planner I
Planner II
Planning Manager
Public Information Officer
Public Affairs Officer
Recreation Operations Supervisor
Recreation Program Coordinator
Recreation Program Supervisor
Recreation Services Administrator
Safety Administrator/Risk Manager
Senior Planner
Tax Manager
Theater Supervisor
Talent Development and Training
Manager
Tax Manager
Website Develeper
Wellness and Benefits Coordinator
Recreational I Professional &
15-17
Seasonal Recreation Staff
Page 24
Civil Engineer I
Civil Engineer II
Commercial Plans Examiner
Data Manager
Information Technology Project
Leader
Infrastructure Asset Management
Engineer
Network Administrator
Network Engineer
Network Operations Manager
Senior Civil Engineer
In accordance with the governing provisions of the Fair Labor Standards Act (F.L.S.A.),
the following job classifications have been designated as Non -Exempt and the
employees serving in these classifications are entitled to overtime compensation or
formal compensatory time:
Accounting Assistant
Accounting Specialist
Corporate Tax Auditor
Accounting Specialist — Tax
Administrative Support I
Administrative Support II
Administrative Support III
Assistant Forester
Assistant Horticulturist
Auditor
Building Inspector
Code Enforcement Officer
Communications Supervisor
Contract and Procurement Coordinator
Contract Specialist
Court Clerk
Court Liaison
Crew Supervisor
Data Analyst
Deputy Clerk of Council
Development Review Specialist I
Development Specialist II
Diversion Officer
Electrical Inspector
Electrical Worker
Engineering Technician I
Engineering Technician II
Engineering Project Inspector
Events Assistant
Executive Assistant to the City Manager
^--°---'---'
Facilities Systems Specialist
GIG Aigelyst
Landscape Inspector
Permit Technician
Planning Technician
Police Property Technician
Procurement Assistant
Public Art Specialist
Records Retention
119apage "entTechnician
-Records Technician II
Records Technician I
Recreation Operations Specialist
Residential Plans Examiner
Review Services Analyst
Risk Management Assistant
Senior Accounting Specialist
Senior Building Inspector
Senior DataG�S Analyst
Support Services Analyst
Zoning Inspector
D. Pursuant to the Fair Labor Standards Act, the City shall grant a non-exempt
employee compensatory time off in lieu of overtime pay, at the rate of time -
and -one-half for each overtime hour worked, if the supervisor and employee
agree prior to work commencing that compensatory time will be earned in lieu
15-17 Page 25
of cash compensation. "a` empleyee _e J__'-__ Each non-exempt employee
may accumulate a maximum compensatory time bank of 16024G hours in a
calendar year. After a non-exempt employee has accrued this maximum
compensatory time bank, and not used it as leave, all additional overtime for
such employee shall be paid at the rate of time -and -one-half. If at the end of
each payroll year, a non-exempt employee has 120 hours of compensatory
time in his/her compensatory time bank, he/she shall be permitted to convert
up to 50 hours of compensatory time in said bank to cash. The calculation for
converting Compensatory Time to cash shall be the employee's established
hourly rate of pay multiplied by the number of hours the employee desires to
convert. In the event the employee wishes to exercise this option, 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 payroll year. The cash conversion shall then be paid in a lump sum
in the employee's regular payroll deposit, which shall be forwarded to the
employee on the scheduled pay date at the conclusion of the first pay period
in the new payroll year. The payroll deposit in which this conversion payment
is included shall be taxed at the employee's existing W-4 rate.
E. Pursuant to the Fair Labor Standards Act, an employee with accumulated
compensatory time may request leave and shall be granted such leave so long
as the granting of said leave does not unduly disrupt City operations.
F. Pursuant to the Fair Labor Standards Act, all non-exempt employees shall,
upon termination, be paid for all accumulated compensatory time at an hourly
rate not less than the average rate received by the non-exempt employee over
the last three (3) years of employment or the final regular hourly rate,
whichever is greater. In the event of an employee's death, such compensation
shall be paid to the employee's surviving spouse or, secondarily, his/her estate.
G. When a non-exempt employee is required by an appropriate supervisor to work
on the employee's first or second regular day off within such employee's
scheduled workweek, the employee shall be compensated as follows.
Employees shall be compensated at a rate of time -and -one-half (1-1/2) for all
authorized hours worked on their first regular day off. When an employee
works with approval from an appropriate supervisor their second regular day
off and the employee has actually worked or has been in paid status each of
the previous six days, that employee shall be compensated at the rate of
double-time for all hours worked on the second regular day off. If an
employee works their second regular day off and they have not met the above
criteria, their second regular day off shall be compensated at the rate of time -
and -one-half.
H. When a non-exempt employee is either called in or scheduled in advance for
work by an appropriate supervisor, and the employee reports for said work
more than 30 minutes after the completion of the regularly scheduled work
hours, the employee shall be paid for a minimum of three (3) hours at the
appropriate overtime rate or be credited with a minimum of three (3) hours of
compensatory time at the appropriate rate.
I. Pursuant to the Fair Labor Standards Act, exempt employees are not entitled
to overtime pay or formal compensatory time. However, the policy of the City
shall be to allow Exempt personnel to take a limited amount of time off from
their duties during normal business hours, if they have been required to devote
considerable time in excess of the normally required time commitment
associated with the nature of their positions, provided they comply with the
administrative guidelines of the City Manager regarding taking such time off
from their duties.
SECTION 15. SHIFT DIFFERENTIAL
15-17
Page 26
A. On the effective date of this ordinance, shift differential pay shall be provided
to full time nonexempt permanent employees as indicated below at a rate of
$1.10 per hour with the exception of hours in paid status while on approved
leave.
B. For employees, te i„el e eFew and eeiggiggemmeatiens selpewiseFs, regularly
assigned to first shift, shift differential shall not apply except when assigned to
snow removal operations which runs from the 1't Tuesday of November through
April. Because the implementation of snow shifts causes an actual change in
work shifts, wWhen employees regularly assigned to first shift work on snow
removal operations, shift differential shall apply to those hours worked between
5 p.m. and 6:45 a.m.
C. For employees, te migelude eFew and eeiggiggemmeatiens selpewiseFs, regularly
assigned to second or third shift, shift differential shall be applied to any hours
worked.
D. Shift differential pay shall be applicable to actual hours worked. Shift
differential shall not be paid in addition to regular pay for any hours spent on
approved paid leave, with the exception of leave due to mandatory training,
which shall qualify for shift differential pay. Mandatory training is defined as
classes/coursework where employee attendance is required by the
Division/Department Director. Time spent in optional training programs shall
not qualify for shift differential pay. If authorized overtime occurs in
conjunction with the regular workday, the shift differential, if applicable, shall
be paid for each hour of overtime worked as follows. If shift differential pay is
applicable, and overtime occurs, the shift differential pay shall be added to the
base hourly rate prior to computing the overtime rate. Shift differential pay will
be paid on a bi-weekly basis and will not be cumulative under any circumstance.
�E. Due to requirements to meet minimum staffing levels in the 24-hour a day
operations of the Northwest Regional Emergency Command Center (NRECC),
shift differential shall apply to Communications Supervisors regularly assigned
to first shift or an administrative shift only for those hours worked between 6:45
p.m. and 6:45 a.m.
SECTION 16 — ON DUTY PAY
All full time non-exempt permanent employees serving in
irrthe Departments of Public Works and/or Parks & Recreation may receive On Duty
pay when placed into this status outside of their normal work hours pursuant to an
Administrative Order issued by the City Manager. The intent of this status/pay is to
ensure responsiveness in the event of an emergency requiring the call in of employees
iggemigteigaigee weFkem outside of normal work hours. This status shall end when the
employee a GFew Supewise F is actually engaged in work at which time the appropriate
pay status will go into effect. The rate of pay when in an On Duty status shall be $1.05
per hour.
SECTION 17 — COMPENSATION AND BENEFITS ELIGIBILITY CHART
The following chart is provided for quick reference when trying to determine
compensation and benefits eligibility for the various workforce categories. This chart
is not intended to replace the language contained in this ordinance and the applicable
section should be referenced and read for further guidance.
COMPENSATION/ BENEFITS ELIGIBILITY CHART
15-17
Page 27
SECTION 18-7 This ordinance shall be effective 30 days from the day of passage by
Council.
Passed this day of ____________1 2017.
Mayor — Presiding Officer
ATTEST:
Clerk of Council
EMPLOYEE CATEGORY
BENEFIT & SECTION
Full Time
Part Time
Non -Permanent
Interns
OF COMPENSATION
Permanent
Permanent
(Temporary &
PLAN
Seasonal
Instant Bonus
Yes
Yes
Yes
No
(Section 4)
Paid Holidays
(Section 5)
Yes
Yes
No
No
Personal Leave
(Section 6)
Yes
Prorated
No
No
Sick Leave
Yes
Prorated
No
No
(Section 7)
Bereavement Leave
(Section 8)
Yes
No
No
No
Vacation Leave
Yes
No
Prorated
Prorated
(Section 9)
Longevity Pay
Yes
No
No
No
Section 10
Medical, Dental,
Vision, Life Insurance
Yes
No
No
No
Section 11
Tuition
Reimbursement
Yes
No
No
No
Section 12
Overtime /
Compensatory Time
Yes
Yes
Yes
Yes
(Non -Exempt Only)
Section 14
Shift Differential
Yes
No
No
Section 15
SECTION 18-7 This ordinance shall be effective 30 days from the day of passage by
Council.
Passed this day of ____________1 2017.
Mayor — Presiding Officer
ATTEST:
Clerk of Council