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97-08 Ordinance
RECORD OF ORDINANCES Dav[nn Lcsal Blank.lnc. O~dinancc No. Passed 20 AN ORDINANCE AMENDING SECTION 2 (WAGE & SALARY STRUCTURE/ADMINISTRATION) OF ORDINANCE NO. 73-06 ("COMPENSATION PLAN FOR NON-UNION PERSONNEL"). WHEREAS, Council has determined, upon the recommendation of the City Manager, that certain sections of the Compensation Plan for non-union personnel should be amended; and WHEREAS, Council has determined that these amendments are necessary for the administrative and operational effectiveness of the City of Dublin; 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, THEREFORE, BE IT ORDAINED By the Council of the City of Dublin, State of Ohio, ~ of the elected members concur-ing, that: Section 1. Section 2 (Wage & Salary Structure/Administration), paragraph B of Ordinance No. 73-06 be amended by deleting the wage/salary structure contained therein and replacing it with the following: Pay Grade Market Target 1 $121,800 - $146,200 $146,200 - $178,600 2 $ 96,800 - $116,200 $116,200 - $142,000 3.1 $ 77,500 - $ 93,000 $ 93,000 - $113,600 3.2 $ 73,100 - $ 87,800 $ 87,800 - $107,300 3.3 $ 69,500 - $ 83,300 $ 83,300 - $101,900 4.1 $ 59,500 - $ 71,400 $ 71,400 - $ 87,200 4.2 $ 52,600 - $ 63,100 $ 63,100 - $ 77,100 4.3 $ 47,000 - $ 56,300 $ 56,300 - $ 68,900 5.1 $ 42,200 - $ 50,700 $ 50,700 - $ 61,900 5.2 $ 38,000 - $ 45,600 $ 45,600 - $ 55,800 5.3 $ 35,000 - $ 41,900 $ 41,900 - $ 51,300 6.1 $ 32,000 - $ 38,300 $ 38,300 - $ 46,900 6.2 $ 29,400 - $ 35,300 $ 35,300 - $ 43,100 6.3 $ 27,400 - $ 32,900 $ 32,900 - $ 40,200 Premium $178,600 - $211,100 $142,000 - $167,800 $113,600 - $134,300 $107,300 - $126,800 $101,900 - $120,400 $ 87,200 - $ 99,100 $ 77,100 - $ 87,600 $ 68,900 - $ 78,300 $ 61,900 - $ 70,400 $ 55,800 - $ 63,400 $ 51,300 - $ 58,300 $ 46,900 - $ 51,100 $ 43,100 - $ 47,000 $ 40,200 - $ 43,800 Section 2. Section 2 (Wage & Salary Structure/Administration), paragraph A. of Ordinance No. 73-06 be amended by deleting the Development Review Specialist classification title and corresponding pay grade (5.2) listed under the Land Use Planning/Zoning functional categorical heading and incorporating the new 97-08 RECORD OF ORDINANCES Orcli~tattce No. 97-OS Page 2 Passed , ~0 classification titles and corresponding pay grades under the Building Regulation functional categorical heading, as follows: Building Regulation Classification Title Pa Grade Development Review Specialist I 5.2 Development Review Specialist II 5.1 Section 3. Section 2 (Wage & Salary Structure/Administration), paragraph A. of Ordinance No. 73-06 be amended by incorporating the new job classification titles and corresponding pay grades under the Building Regulation functional categorical heading, as follows: Buildin6 Regulation Classification Title Pa Grade Review Services Administrator 4.2 Plans Examination Manager 3.3 Section 4. That this Ordinance shall take effect and be in force at the earliest date permitted by law. Passed thisday of , 2009. -Presiding Officer ATTEST: Clerk of Council Office of the City Manager 5200 Emerald Parkway • Dublin, OH 43017-1090 CITY OF DUBLIN,. Phone: 614-410-4400 • Fax: 614-410-4490 M e m o To: Members of Dublin City Council From: Marsha I. Grigsby, Interim City Manager f '1~YI,~.G/.rr~. Date: January 15, 2009 Initiated By: David L. Harding, Director of Human Resources Re: Ordinance No. 97-08, Amending the Compensation Plan -Pay Range Adjustments Summary As a follow up to the discussion at the first reading of Ordinance No. 97-08, attached is additional infoi7nation for Council's consideration. This information includes national wage/salary increase statistics/trends; 2009 projected wage increases for other suburban Central Ohio cities; and compensation statistics for the City's Compensation Program. Prior to offering its analysis of the attached information, staff would like to emphasize several key points in support of the proposed pay range adjustments in Ordinance No. 97-08: ^ The proposed pay range adjustments are supported by extensive market pay data from three reliable sources (Mercer Survey, Mid-Ohio Regional Planning Commission Survey, State of Ohio pay ranges). These are the same survey instruments/sources Ms. Solano (Compensation Consultant) used during the Classification & Compensation Study she conducted in 2006. ^ The proposed average range adjustment of 3.5% per year (as measured at the midpoint of each range) for atwo-year policy period is comparable to the pay structure adjustments in the City's Collective Bargaining Agreements for union personnel (approximately 48% of our full-time workforce). ^ The 2009 Operating Budget contains sufficient funding (4%) for the financial impact of the proposed pay range adjustments. During the 2009 Operating Budget process, HR shared Ms. Solano's projected budget impacts associated with the proposed range adjustments and related projected 2009 pay increases. ^ The proposed adjustments would be to the pay range structure, which means that only the minimum and maximum of the "market," ``target," and "premium'' pay range segments would be adjusted. This will not result in all employees receiving an "across the board" individual wage increase. Adjustments to the range structure would only result in individual automatic wage increases for a few employees who would fall below the minimum of the adjusted "market" range segment (7 employees) upon implementation. (These are recently hired employees who were hired low in the "market' range segment due to their limited experience.) The total financial impact of moving these 7 employees to the minimum of their respective, proposed 2009 pay ranges is only $8,551.00 (average of $1,222.00 per employee). In addition, a few employees at the maximum of their respective current (2008) "target" range segments (7 employees) would have an increased individual opportunity for wage increases in 2009, in the form of the City's established 3% normal increase (based on position within the pay range and performance). Memo to Council re Ord. 97-08 -Compensation Plan Amendment January 15, 2009 Page 2 of 3 Staff recognizes that the 2010 market pay data may be negatively impacted by the current economic conditions and that when staff again conducts the market review in 2010 (in accordance with existing City Policy), adjustments to the pay range structure for 2011 may not be warranted. Should such be the case, staff would make such a recommendation to Council at that time. National Wase &Salarv Statistics/Trends Based on the attached information, staff believes the following key points are important to maintaining a balanced perspective regarding the national economic climate as it relates towage and salary increases: Three national consulting firms (Hewitt, Mercer, and Buck) have conducted national surveys which indicate that projected 2009 wage increases will, on average, range from 3.1% in general to 3.8% for nonexempt and non-management professionals and 4% for executives. Mercer's national survey conducted in October, 2008 (after the reported economic crisis) found that salary budgets will, on average, rise 3.6% in 2009, consistent with their April 2008 projection of 3.7%. Hewitt and Mercer Consultants have found a trend towards rewarding top performers more than average performers. Mercer noted that the highest performing employees will receive 5.3 compared with 3.4% for average performers. Mercer projects that this trend will continue and that reward differentiation aides employers in attracting and retaining employees that will contribute to organizational success. In staff's judgment, this information demonstrates that organizations will continue providing wage/salary increases to their employees in 2009; organizations' 2009 salary budgets will increase at virtually the same rate as projected prior to the current national economic conditions; the City of Dublin's compensation philosophy and program are in line with the growing trend in differentiating rewards on the basis of performance. That differentiation in rewarding top performers results in the attraction and retention of employees that will contribute to the success of our organization; and the City's 2009 salary budget of 4% for wage and salary increases is in line with national norms. Local Wase &Salarv Increase Statistics /Trends Based on the information in the attached survey of projected 2009 wage/salary increases in other Central Ohio suburban cities, staff believes the following key points are noteworthy: The norm for 2009 projected wage/salary increases is in the range of 3.0 - 4.0%. This 3.0 - 4.0% range is comparable to our normal increase of 3.0% for meeting Dublin's higher performance expectations. Some Dublin employees will receive higher than 3.0% increases; some will receive lower than 3%, all based on performance and position in the range. In staffs judgment, this data demonstrates that our local government counterparts will continue to provide comparable wage increases in 2009 and that our 4% budget to fund wage increases in 2009 is in line with the local market. City of Dublin Compensation Statistics The attached Dublin Compensation Program statistics were compiled via a detailed analysis of the current Memo to Council re Ord. 97-08 -Compensation Plan Amendment January 15, 2009 Page 3 of 3 non-union employee population and identify the following key points: There are currently only seven (7) employees that are at the maximum of their current "target range" segments (line 4 in attached Table I -Current Salaries in Current Ranges) that would benefit directly from the implementation of the proposed 2009 pay range structure, meaning that they would be eligible to receive a normal increase to which they would have otherwise been ineligible to receive (because they were at the maximum of their previous "target" range segments). There are only seven (7) employees that would fall below the minimum of the proposed 2009 pay range structure upon implementation of said structure (line I in attached Table 2 - Cun~ent Salaries in Proposed Range Structure) that would benefit directly from such implementation (would move to the minimum of their adjusted pay ranges). As mentioned earlier in Chis memo, the total financial impact of moving these 7 employees to the minimum of their respective, proposed 2009 pay ranges is $8,551.00 an average of $1,222.00 per employee. After the model increase on March 1, 2009, 89.4% of our employees would be in their "target range" segments (line 3 in attached Table 3 -Projected Salaries After March Model Increases) compared to 79.7% currently (line 3 of attached Table 1 - Current Salaries in Current Ranges). This means that our compensation program is working as intended -- the talented, highly performing members of our workforce are developing and growing into their "target" range segments within a reasonable period of time. This, in turn, means that our organization has less risk of losing our higher performing talent to comparable jobs in other organizations. This results in greater retention of our most talented, highest performing employees, which is a critical patrt of a sound talent management strategy. In staff s judgement, the City's Compensation Program is working as designed and the costs associated with the proposed 2009 pay range adjustments are reasonable and in line with the 2009 wage/salary increase budget of 4%. Recommendation Staff recommends adoption of Ordinance No. 97-08 at its second reading/public hearing on January Z0, 2009. Attachments CITY OF DUBLIN COMPENSATION STATISTICS (Position In Range Analysis) Table 1: Current Salaries in Current Ranges (2008 Ranges) Range Segment # of Employees % of Total Below Minimum of Market 0 0% Market 17 7.5% Tar =et 181 79.7% At Tar«ct Maximum 7 3.1 % Above Target Maximum* 22 9.7% Premium 0 0% Table 2: Current Salaries in Proposed Ranges (2009 Ranges) Range Segment # of Employees % of Total Below Minimum of Market 7 3.1 Market 51 22.4% Target 169 74.4% At Target Maximum 0 0% Above Tar et Maximum* 0 0% Premium 0 0% Table 3: Projected Salaries After March 2009 Model Increases Range Segment # of Employees % of Total Below Minimum of Market 0 0% Market 21 9.2% Target 203 89.4% At Target Maximum 2 0.9% Above Tar et Maximum* 1 0.4% Premium 0 0% * Individuals in Grandfathered Ranges. When new compensation system was implemented in 2007, those employees whose new pay range maximums were less than their existing range maximums had their existing range maximums preserved. 2009 PROJECTED NON-UNION WAGE/SALARY INCREASES (Other Central Ohio Communities) City % Increase Pickerington 1.5% Powell 3-4% Worthington 3% Grove City 3% Upper Arlington Up to 3.75% Westerville 3.5% Hilliard 3% Gahanna 3% Reynoldsburg 3.75% Delaware 3% NATIONAL WAGE/SALARY INCREASE STATISTICS/TRENDS - Hewitt Consultants surveyed 411 large U.S. Companies and found that salary increases are projected to be 3.1 `%. - Mercer Consultants surveyed 190 mid-size to large companies between October 3 and October 13 and found that salary budgets will rise 3.6°/,, which is consistent with their April projection of 3.7`%. - Buck Consultants conducted a survey in September 2008 and found that the annual average salary increase for 2009 will be 3.8`% for nonexempt and non- management professionals and 4'% for executives. - Hewitt and Mercer found a trend towards rewarding top performers more than average and weak performers: ^ Hewitt found that 3~' ~, of the survey population is reserving a portion of their salary increase budgets for top performers. ^ Mercer found that the highest performing employees (15% of workforce) will receive 5.3"/° in 2008 compared with 3.~`%~ for average performers (40% of workforce) and U.7 % for the weakest performers (5% of workforce). ^ "The trend toward strengthening performance management programs to better differentiate strong from average or weak performers will only gain more traction in the months ahead", says Steve Gross, global leader of Mercer's broad-based performance and rewards consulting business. "Greater differentiation of top performers allows employers to attract and retain those employees that will contribute to the company's competitiveness and success." Source: Society for Human Resource Management CITY OF DUBLIN_ Office of the City Manager 5200 Emerald Parkway • Dublin, OH 43017-1090 Phone: 614-410-4400 •Fax:614-410-4490 To: Members of City Council From: Marsha I. Grigsby, Interim City Manager ~f~'~'G~ry~ Date: December 4, 2008 Initiated By: David L. Harding, Director of Human Resources Re: Ordinance No. 97-08, Amending the "Compensation Plan" Summary Memo Council will recall that a new Classification & Compensation system was implemented by the City in 2007. This followed the completion of a comprehensive Classification & Compensation Study conducted by Ms. Martha Solano (BSMC Consulting) with the direct involvement of the senior management Classification & Compensation Team. The new system is a market-based pay system, the maintenance of which relies heavily on a systematic review of market pay data at regular intervals in order to keep the City pay range structure competitive with the market. The overarching goal of this new market-based system is to attract and retain a talented, high-quality workforce, thus sustaining the City as an "Employer of Choice" in the central Ohio region. Provisions within the City's new Classification & Compensation system, as established by Ordinance No. 73- 06, require the City pay range structure to be reviewed biennially based on market factors. The first scheduled review took place in late 2008, with the implementation of any adjustments in the pay range structure as a result of this review scheduled for January 2009. Ms. Solano, with the assistance of HR staff, completed this market-based analysis in August 2008 and has projected a revised pay range structure for atwo-year policy period extending from January 2009 through December 2010. Ms. Solano conducted the analysis side-by side with HR staff in order that this market analysis could be completed by staff in future years without relying upon the services of a consultant. Ms. Solano's market analysis and pay range recommendations have been reviewed by the senior management Classification & Compensation Team, and the Team recommends the adoption of Ms. Solano's proposed pay range structure for 2009 - 2010. Attached is Ordinance No. 97-08, amending Ordinance No. 73-06 ("Compensation Plan") for non-union personnel. Adoption of this Ordinance will accomplish two primary objectives: • Implementation of the scheduled 2009-2010 biennial adjustment to the City pay range structure; and • Incorporation of the recommendations of the Classification & Compensation Team regarding several job reclassifications, the addition of a new job classification, and the creation of a new job family. The amendments contained within this legislation regarding thejob reclassifications, the creation of a newjob classification, and the creation of a new job family are consistent with those identified in the proposed 2009 Operating Budget currently under Council consideration. Funding to support these actions has been programmed into the proposed 2009 Operating Budget. The proposed pay range structure adjustments have also been programmed into the proposed 2009 Operating Budget within the 4.0% projection for wage/salary increases. Memo to Council re Ordinance 97-08 -Amending Compensation Plan December 4, 2008 Page 2 of 4 2009-2010 Biennial Adinstment to Pav Range Structure Consistent with the methodology used in establishing the pay range structure in the 2006 Classification & Compensation Study, the proposed pay range structure in the attached legislation is supported by extensive market pay data. Market pay data was gathered and analyzed for 281 different jobs in the combined Columbus market, which represented over 10,000 incumbents. The composition of this market data was 1/3 private sector and 2/3 public sector. The private sector market data was obtained from the Mercer Survey for the Columbus region, while the public sector data was obtained from the Mid-Ohio Regional Planning Commission's Salary Survey and the State of Ohio compensation structure. (These are the same sources from which market pay data was gathered in the 2006 Classification & Compensation Study.) Attached for your reference is Chart 1 labeled "Combined Columbus Area Market -Market Analysis, "which urovides a visual representation of the market analysis conducted by Ms. Solano. This chart shows all survey jobs included in the analysis from the three identified sources (represented by the red diamond-shaped data points), the market average (represented by the dotted red line), and two solid red lines denoting two reference points in the market analysis (93% and 107% of the market average). This chart provides a pictorial view of where jobs in the market lie with respect to the various Career Bands identified on the Chart (i.e. Guidance, Leadership, Operations, Implementation, Implementation Services, and Specialized Services). (These Career Bands correspond to the Career Bands used in our new Classification & Compensation system; which are fully described in Exhibit A addressed later in this memo.) The significance of this Chart is that it provides the necessary guidance for projecting the proposed 2009-2010 City pay range structure. The guiding measure used in determining an appropriate pay range structure for the City is 10% above the market average. Aiso consistent with the methodology used in the 2006 Classification & Compensation Study, the proposed pay range structure is designed to remain competitive for atwo-year period. The adjustment to the proposed pay ranges in the attached legislation average 3.5% per year over the two-year period. This 3.5% average range adjustment per year is comparable to the annual adjustment guaranteed to union employees under the recently negotiated Fraternal Order of Police Capital City Lodge No. 9 and the United Steelworkers labor contracts. Future adjustments to this range structure will not be needed again until 2011. During 2010, Human Resources will once again gather and analyze the market pay data from the same sources and determine whether adjustments to this pay range structure would be warranted for 2011. Should such adjustments be warranted, staff would again prepare the necessary legislation proposing such adjustments. For reference purposes, attached is Exleibit A labeled "City of Dublin Pay Ranges 2009-2010, "which is a redlined version of the proposed 2009-2010 pay range structure showing the adjustments to each individual pay range. One important note on the pay ranges in Exhibit A is that there is no uniform "across-the-board" percentage by which all ranges were adjusted. This is due to the fact that The market does not move in a linear fashion for all classes of jobs - it moves in differing amounts for differing job classes. Pay systems based on an "across-the-board" adjustment philosophy, unlike those supported by a market-based philosophy, are more likely to become skewed over time given that some classes of jobs end up being over compensated while others end up being under compensated. In other words, some jobs end up lagging behind the market for that class of jobs while other jobs leap ahead of the market in other job classes. Amarket-based pay system, like the City of Dublin's, more accurately compensates jobs based on the movement in the market for their respective job classes. Also referenced in Exhibit A is a description of the "City of Dublin Career Bands," which provides a definition of the six (6) Career Bands associated with the pay grades in the City's pay range structure. These definitions explain the scope and nature of responsibility and level of contribution inherent is each career band. (This information is provided for background and review purposes.) Memo to Council re Ordinance 97-08 -Amending Compensation Plan December 4, 2008 Page 3 of 4 Further referenced in Exhibit A is a description of the "City of Dublin Pay Range Segments," which provides a definition of each of the three range segments comprising the City of Dublin pay range structure. This exhibit explains the purpose each of these range segments serve in our compensation system and the skill, knowledge, or capability level expected for each range segment. We currently have no employees in the "premium range segment." This particular range segment is reserved for a few very rare scenarios and is intended to be used very infrequently. Since implementing the new compensation system in 2007, no City employee has yet gained access to This range segment. (This information is also provided for background and review purposes.) Exhibit A concludes with a reference to the City of Dublin policy regarding adjustments to the City's Pay Range Structure. This policy requires that the pay range structure be reviewed by staff on a biennial basis and that recommendations regarding any adjustments be forwarded to Council. Also for background purposes, attached is Exhibit B labeled "City of Dublin Pay Adjustr~cent Policy" which explains the provisions goveming pay adjustments within the "market," "target," and "premium" range segments of the City pay range structure and the defined criteria goveming gaining access into the "premium" range segment of the City pay range structure. (This information is being provided for review purposes.) Reclassifications New Classifications. Job Families The Classification & Compensation Team met in July 2008 to evaluate various proposals regarding the reclassification of certain jobs, the creation of several new job classifications, and the creation of several new job families. Council will recall that this Team's mission it is to evaluate all proposed job reclassifications, new job classifications, and job families and in tum recommend those amendments deemed appropriate to Council on an annual basis. The new classifications recommended by the Team for 2009 relate to the need for new roles in the organization in order to accomplish important goals, administer new programs or operations, or enhance the effectiveness of existing organizational functions; the reconunended job reclassifications relate to the reallocation of duties/responsibilities and/or the restructuring of functions within certain departments. With respect to the creation of job families, the Classification & Compensation Team has continued to evaluate the need to identify career paths within the organization (where appropriate) in order that our workforce may see the possible future advancement opportunities available to them. As discussed during the Classification & Compensation Study process in late 2006, one focus of the new Classification & Compensation system would be the development and use of job families, which is a critical piece of an effective talent management/retention strategy. Consequently, Section 2, paragraph J_ of Ordinance No. 73-06 ("Compensation Plan") authorized the use of job families as a component of the new Classification & Compensation system. (Please refer to the attached Exhibit C labeled `Job Fancily Concept" for a review of the Job Family concept and how it is used). After considerable deliberation, the Classification & Compensation Team is recommending that the amendments reflected in Sections 2 and 3 of the attached legislation be adopted. A brief, section by section summary of each of these amendments is provided as follows: Section 2. These amendments involve the creation of a Development/Plan Review job family to be implemented within the Division of Building Standards. As the Classification & Compensation Team analyzed the need for this job family, it determined that there were three distinct levels of expertise needed in Memo to Council re Ordinance 97-08 -Amending Compensation Plan December 4, 2008 Page 4 of 4 the job family. Therefore, the Classification & Compensation Team is recommending the creation of a three- level job family comprised of a Development Review Specialist I classification at pay grade 5.2, a Development Specialist II classification at pay grade 5.1, and a Residential Plans Examiner classification at pay grade 43. Given that the Residential Plans Examiner classification already exists within our "Compensation Plan," the Classification & Compensation Team is recommending that the Development Review Specialist I and Development Review Specialist II be incorporated into the "Compensation Plan" at this time. (Please refer to attached Exhibit A labeled "City of Dublin Pay Ranges 2009-2010"for the range of compensation associated with pay grade 5.1, 5.2, and 4.3.) Section 3. These amendments involve the lateral reclassification of a Civil Engineer II position to Review Services Administrator and the creation of a Plans Examination Manager classification. The lateral reclassification of the Civil Engineer II (Pay Grade A2) to Review Services Administrator (Pay Grade 4.2) would allow for the reallocation of a Civil Engineer II position in Engineering (currently assigned to Review Services functions) to the Review Services Center with a more appropriate job classification title. The creation of a new Plans Examination Manager classification is part of a two-phase restructuring plan that would reduce the Director of Building Standards' "span of control". Currently, the Director of Building Standards has 17 direct reports. Under the proposed plan, the creation of a new Plans Examination Manager would relieve the Director of Building Standards of The direct, day to day management of the Plans Examination function, thereby significantly reducing the Director's "span of control" from 17 direct reports to 9. The Classification & Compensation Team is recommending That the Plans Examination Manager classification be assign to pay grade 3.3 in the City pay range structure. (Please refer to attached Exhibit A labeled "City of Dublin Pay Ranges 2009-2010" for the range of compensation associated with Pay Grade 4.2 and 3.3.) For reference purposes, attached is Exhibit D labeled "City of Dzrb[iiz Job Classifzcatioixr and Pay Grades ", which is a redline version of this section of our "Compensation Plan" showing the incorporation of the Development Review Specialist I, Development Review Specialist II, Review Services Administrator, and Plans Examination Manager job classification titles and corresponding pay grades under the Building Regulation functional categorical heading and deletion of the Development Review Specialist job classification title and corresponding pay grade from the Land Use, Planning, and Zoning functional categorical heading. (Please refer to pages 1 and S of this Exhibit for the respective amendments.) This Exhibit is a catalogue of all job classifications and corresponding pay grades in the City Classification & Compensation system. Recommendation Staff recommends that Ordinance No.97-08 be adopted at its second reading/public hearing on January 2, 2009. Ms. Solano will be in attendance at The December 8"' Council meeting as the subject matter expert in the event there are questions regarding the methodology for analyzing the market pay data and recommending the proposed 2009-2010 pay range structure. Chart 1 -Combined Columbus Area Market Market Analysis -- All Levels (Ail data projected to January 2090 using a 3.5% annual projection factor) $220,000 $200,000 $180,000 $160,000 $140,000 ~_+ $120,000 a $100,000 $80,000 $60,000 $40,000 $20,000 $- Mid-Ohio Administrator's Group Survey July 2008 State of Ohio Range Targets (midpoint or from 95% to 100% of maximum, depending on range) July 2008 William M. Mercer Columbus Data (Median Base Pay), March 2008 Implementation __ Specialized Services ~ ~ ~-. r 6perations Leadership - 107% --- ~ -- t Market ti ~ r q r . - ' ~ Guidance .- Survey data includes 268 jobs representing more than 10,000 incumbents 73% of survey jobs are in or below the "market 0 50 100 150 200 250 300 350 400 450 500 550 600 650 700 Survey Analysis Points (P) Ord 97-08 Amend Compensation Plan -Chart 1 Market Analysis 12010~;~sAll Data 12/2/2008 at 3:13 PM CITY OF DUBLIN PAY RANGE SEGMENTS Each pay range in the wage & salary structure is sub-divided into three range segments, "Market", "Target", and "Premium". Each of these range segments is defined as follows: "Market" - a range of compensation associated with the ordinary knowledge, skills, and capabilities commonly found in the labor market or the performance of all job responsibilities consistent with general market expectations. "Target„ - a range of compensation associated with extensive knowledge, expertise, skills, or capabilities or the performance of all job responsibilities that fully and consistently meets the high performance standards and core values of the City of Dublin. "Premium" - a range of compensation associated with unique or special knowledge, skills, or expertise, which may be in short supply due to unusual market forces, or performance that meets defined criteria of exceptional and premium value and which is widely recognized throughout the organization because of the value- addedcontribution it represents. Source: Section 2 (~~age & Salary Structure(Administrationj, subsection C. of Ordinance No. 73-06. CITY OF DUBLIN ADJUSTMENTS TO WAGE & SALARY STRUCTURE The pay ranges in the City's wage and salary structure ~~~ill be reviewed on a biennial basis by the staff classification & compensation committee and any adjustment deemed necessary shall be proposed to Council in the form of an Ordinance. If adopted by Council, these pay ranges shall become effective January 1 of the following year. Source: Section 2 {Wage & Salary Structure/Acttninistration), subsection G. of Ordinance No. 73-06 EXHIBIT A CITY OF DUBLIN PAY RANGES 2009 - 2010 Career Band Pay Grade Market Target Guidance 1 $118;408 $1 21,800 - $439;709 $146,200 $138,700 $146,200 - ;#x179;799 $178,600 Leadershi 2 $-95;198 $ 96,800 - X112>408 $116,200 $112;108 $116,200 - $434 99 $142,000 0 erations 3.1 ~~~48A $ 77,500 - 5-88;880 $ 93,000 $-88;888 $ 93,000 - X187; 580 $113,600 0 erations 3.2 $68;900 $ 73,100 - $ 8280 $ 87,800 $-82;788 $ 87,800 - $1~1-, 180 $107,300 0 erations 3.3 ~65~08 $ 69,500 - $-7~40A $ 83,300 $-7&108 $ 83,300 - $ 95 08 $101,900 Im lementation 4.1 $-56-;688 $ 59,500 - $98;880 $ 71,400 $-66080 $ 71,400 - $81 98 $ 87200 Im lementation 4.2 $790 $ 52,600 - X59;794 $ 63,100 $-59;788 $ 63,100 - $-7- 900 $ 77,100 Im lementation 4.3 $44;880 $ 47,000 - $52;889 $ 56,300 $-5889 $ 56,300 - $-64, 908 $ 68,900 Im lementation Services 5.1 $-39;909 $ 42,200 - X47;300 $ 50,700 5-47,380 $ 50,700 - $-57; 988 $ 61,900 Im lementation Services 5.2 $5;309 $ 38,000 - $-4300 $ 45,600 $ ~2~A0 $ 45,600 - ;~51~ 780 $ 55,800 Im lementation Services 5.3 $2,190 $ 35,000 - $-38;500 $ 41,900 $-3580 $ 41,900 - $~7-, 188 $ 51,300 S ecialized Services 6.1 $-2388 $ 32,000 - $~Sr298 $ 38,300 $-3208 $ 38,300 - $43; 088 $ 46,900 S ecialized Services 6.2 $-26;880 $ 29,400 - $-32;200 $ 35,300 $-32;209 $ 35,300 - $ 39; 400 $ 43,100 S ecialized Services 6.3 $-2;800 $ 27,400 - $-29-790 $ 32,900 $--29;708 $ 32,900 - $ 36- 380 $ 40,200 Premium $a7©;7~0 $178,600 - $2D-1;800 $211,100 $1790 $142,000 - ~15~400 $167,800 $187;689 $113,600 - $~,aA9 $134,300 $101;180 $107,300 - ;i~119-508 $126,800 $-95;500 $101,900 - $1400 $120,400 X83,188 $ 87,200 - $-94,409 $ 99,100 $-7-2-909 $ 77,100 - $-8~9A9 $ 87,600 $-64,fiD0 $ 68,900 - $-73;400 $ 78,300 ~5~998 $ 61,900 - $-6a,~09 $ 70,i~~" $x;790 $ 55,800 - $-`a~0 $ 63,~ $-4~1~90 $ 51,300 - $5~a00 $ 58,300 $-43-000 $ 46,900 - $-48;900 $ 51,100 X38;489 $ 43,100 - $-4~A00--$ 47,000 $--3600 $ 40,200 - $39-,600 $ 43,800 Source; The City pay range structure is identified in Section 2 (Wage & Salary Structure! Administration), subsection B. of Ordinance No. 73-06 as amended by Ordinance No. 21-07. CITY OF DUBLIN CAREER BAND DESCRIPTIONS Band 1 -Guidance The top position in the City responsible for the long-term guidance, direction, and success of City operations and services. The incumbent is responsible for defining the mission, vision, values, and priorities for the City consistent with the needs and goals of various constituencies, officials, and citizens in the development of a strategic plan £or the City and is accountable for achieving the established goals within the financial resources available. The focus of this position is on the long term viability and success of city operations and services. Band 2 -Leadership Heads of major City service areas (e.g. Public Safety, Public Services, Community Services, Business Administration) which have a substantial impact on the total City operations. Incumbents may have line responsibilities for an area offering complex services with direct and primary responsibility for substantial financial resources; or they may be responsible for an area that has significant and strategic impact on the entire City's current and future success. Reporting directly to the City Manager, individuals at this level are members of his/her executive team and collaborate on developing tactics for implementing the city's strategic plan within their service area. In that capacity, they must maintain an appropriate balance between vision for the future of the Citv and the actual successful implementation of strategic and tactical plans within their assigned function or discipline. Band 3 -Operations Heads of important C~ functions who focus on translating the strategic and tactical plans For the City to operational plans for their specific function. Incumbents may report either to the City Manager or to another member of the executive team. In their leadership role, they may be responsible for a function that provides important City services (e.g. Engineering, Parks, Recreation, and the like) including the direct management of human and capital resources; or they may lead critical support functions (e.g. Human Resources, Information Technology, City Planning, and the like) that impact the entire City. `they maintain an appropriate balance between vision for the future of their function and the actual successful implementation of strategic and tactical plans for their assigned function or discipline. Band 4 -Implementation Core professional, technical, or service roles that provide ongoing services and support for City residents, colleagues, and/or other constituents with a focus on the implementation of specific plans, programs, and objectives. Incumbents may be individual contributors with a solid foundation in a specific function or discipline; or supervisors of staff in support or service functions. They apply their understanding of policies, theories, and complex procedures to makejudgments 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. Band 5 -Implementation Services Critical roles in office, clerical, technical, skilled craft, or administrative functions that enable others in the organization to focus on their specific goals and objectives. Incumbents may be individual contributors or team members with in-depth and highly specialized knowledge of the practices and procedures in their area or craft; or supervisors/work leaders with responsibility for providing work direction to others in support or service roles. Their focus is on the completion of multiple assigned activities, balancing time and priorities appropriately and maintaining consistency with their work group's or team's objectives. Band 6 -Specialized Services Important support roles in clerical, technical or service functions that provide routine and standardized services in their assigned work group or service area. Incumbents are typically members of a work group or team with responsibilities for performing well-defined and specific work assignments. Alternatively, incumbents at this level may be involved in a formal apprenticeship or training program in a skilled craft or technical job Family. Their focus is on the immediate achievement of defined activities consistent with City standards and procedures. Source: 2006 City o£ Dublin Classification & Com ensation Study, BSMC Consultin ; Cit of Dublin Administrative Order 2.64. CITY OF DUBLIN PAY RANGE SEGMENTS Each pay range in the wage & salary structure is sub-divided into three range segments, "Market", "Target", and "Premium". Each of these range segments is defined as follows: "Market" - a range of compensation associated with the ordinary knowledge, skills, and capabilities commonly found in the labor market or the performance of all job responsibilities consistent with general market expectations. "Target" - a range of compensation associated with extensive knowledge, expertise, skills, or capabilities or the performance of all job responsibilities that fully and consistently meets the high performance standards and core values of the City of Dublin. "Premium" - a range of compensation associated with unique or special knowledge, skills, or expertise, which may be in short supply due to unusual market forces, or performance that meets defined criteria of exceptional and premium value and which is widely recognized throughout the organization because of the value- added contribution it represents. Source: Section 2 (Wage & Salary Structure/Administration), subsection C. of Ordinance No. 73-06. CITY OF DUBLIN ADJUSTMENTS TO WAGE & SALARY STRUCTURE The pay ranges in the City's wage and salary structure will be reviewed on a biennial basis by the staff classification & compensation committee and any adjustment deemed necessary shall be proposed to Council in the form of an Ordinance. If adopted by Council, these pay ranges shall become effective January 1 of the following year. Source: Section 2 (Wage & Salary Structure/Administration), subsection G. of Ordinance No. 73-06 Exhibit B CITY OF DUBLIN PAY ADJUSTMENT POLICY Directors may approve pay adjustments far employees witlun the established pay range structure. These pay adjustments shall be based an each individual employee's performance, conduct and position in lusher pay range, as described below: "Market" Segment Employees in the "market" segment of their pay range, whose performance meets the City's standards and w°ho 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. The City's objective is to move employees in the "market" segment into the "target" segment within a three year period of time, provided that they continue to meet the perfoi-rnance standards for the position and continue to demonstrate the City's Core ~~'alues during that period of time. This reduces the City's risk of losing to performers to similar positions in other organizations. "Target" Segment Employees in the "target" segment of their pay ranges shall be eligible for normal adjustments to remain competitive with the market, provided their performance meets the City's standards and they consistently demonstrate the core values of the organization. Once an employee reaches the maximum of lus/her "target" segment, the employee shall no longer be eligible for pay adjustments unless her`she is approved for entrance into the "Premium" segment. "Premium" Se6ment 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 shall be a rare occurrence and only a small percentage of the workforce shall be approved far entrance into the "premium" segment. Gaining access to the "premium" segment shall be based on defined criteria and shall require the approval of the Classification & Compensation Committee. Approval by the Classification & Compensation Committee shall be based on substantial justification. All pay acijustrnents within the wage & salary structure shall be subject to the funding levels authorized by Council within the adopted Annual Operating Budget and Appropriations. Timing ofPa~~ Adjustments All Pay adjustments will be effective March 1 of each year; however, employees in the "1Ularket" segment of their range may receive additional adjustments on a more frequent basis, provided their pei~ormance wai7•ants such adjustments. All Directors/Managers should develop a written plan for each employee in the "market" segment, identifying the planned increase dates and time frame for moving the employee into the "target" segment. Source: Section 2 (t?Vage & Salary Structure/Administration, subsection D. of Ordinance No. 73-06. "Premium Rance Se6ment" -Defined Criteria Access into the "Premium" segment, as well as the award of future pay adjustments while in the "Premium" segment, shall be based an satisfaction of multiple elements in the following criteria: 1. Sustained and consistent high joh pe~forrnance that is measurably and noticeably exceptional on a consistent year-to-year basis. Performance is distinguishable from peers. Incumbent of the job requires minimal guidance, direction, and/or supervision, anct is so efficient that helshe is able to complete a higher level of work and/or outcomes as compared to other peers. 2. Infornxal leadership role in a work group, unit, or team. Incumbent is the go-to person for new or less experienced staff and is responsible for providing formal and informal training. 3. Organization knowledge that is unique and adds measurable value to work product. Incumbent has extensive and specific knowledge of alganization systems, procedures, people, and/or services that allows lurnf`her to complete work significantly mare efficiently than normal, pros%ide guidance and direction to others, and./or identify potential issues that might not be obvious to others. Premium value may diminish significantly if the systems ar procedures are changed. Sh•ategic impact on the organization's future. Incumbent has a combination of capabilities and proven results in an area that is of significant strategic importance to the long-term success of the organization. The incumbent (or candidate} is expected to capitalize on those capabilities and experiences by starting up a ne~v program or service area, bringing in new customers, facilitating complex negotiations, and the like. S. Behavior that models the City's Core ~~alues. Incumbent performs lus/her job in such a way that he/she consistently exhibits behaviors emulating the core values. The incumbent treats others with a high level of respect, upholds integrity, encourages and creates an em%ironment of open communication; accepts responsibility, maintains a positive attitude, is dedicated to being a public servant, and consistently demonstrates his/her ability to work an and with a team. b. lYlarket Premiums far transportable and specialized capabilities. Incumbents are fully qualified to work in jobs that are paid a premium in the market. The actual premium may vary based an the type of job, the market supply and demand condition, and/or an incumbent's specific skill set. The key here is whether the incumbent's capabilities are, in fact, transportable and of value to other organizations. 7. Unique Capabilities in a discipline, function, or sen%ice area that is not readily available in the relevant employment market. Incumbents may be one of a few people in the region or country with the specific capabilities required where it is necessary to pay a premium to attract and retain them. Care should be taken in these areas that the organization will, in fact, receive a return on these premium capabilities and that hiring a consultant or contract person will not be sufficient. Source: Section III. of City of Dublin Achninistrative Order 2.30. Page 2 EXHIBIT C JOB FaMILY CONCEPT A job family is defined as a logical progression of positions requiring similar core skills and accomplishing similar «Tork. The differences in the levels of the job family relate to the depth and breadth of expertise in the family discipline and the effective application of that expertise in specific assignments. In most cases, it is reasonable to expect an incumbent with strong performance and on-the job training to develop the skills to qualify for higher levels in the family when they are available. Each job family is described in more detail in a written description for each family. In general, a family may have from two to three levels: Level 1: -evelopmental is the first level in most families and is the entry point to the family. Incumbents at this level are expected to have some relevant experience so that they are able to perform the routine functions within the family. While in this level, typically for a period of one to three years, they are expanding their specific knowledge of their discipline and learning Dublin-specific procedures, processes, and people. Level 2: Careen is the core level that most incumbents may expect to achieve based on strong job performance, increased expertise in the family, and expansion of personal responsibilities and impact on the work unit. This is the journey level in each family and incumbents are able to perform all but the most unusual assignments in their function. In most cases, incumbents will be moved from Level 1 when they have demonstrated that they can perform at Level 2, without the need for a vacant position or competitive selection process. Level 3: Functional Lead or Specialist is the advanced level for roles that require specialized expertise and/or functional leadership in the family. Incumbents at this level are recognized technical experts and resources for less experienced staff and provide leadership, guidance, and direction on projects or assignments with a high degree of independence. This level is only used in cases where there is clearly an organizational need for one or more of these roles and is not an expected progression for incumbents in the family. These will be specific budgeted positions where the most likely candidates will be individuals «~~ho are curl•ently at the Career level in the family. Promotions to this level will only occur when there is a vacant position and a competitive selection process. It is assumed that these levels are cumulative. In other words, an incumbent at the Functional Lead or Specialist level should also be able to perform the majority of assignments at any of the lower levels in the family. At the higher levels in the family, ho«~ever, incumbents are expected to spend the majority of their time planning, organizing, or leading others in projects or assignments rather than performing the basic functions in the family. Source: 2006 City of Dublin Classification & Compensation Study, BSMC Consulting. EXHIBIT D CITY OF DUBLIN JOB CLASSIFICATIONS AND PAY GRADES The following is a listing of City job classifications and corresponding pay grades grouped categorically: Building Regulation Classification Pav Grade Development Review° Specialist I 5.2 Development Review Specialist II 5.1 Residential Plans Examiner 4.3 Building Inspector X1.3 Senior Building Inspector ~1.2 Review Services Administrator ~.2 Commercial Plans Examiner 4.2 Plans Examination Manager 3.3 Director of Building Standards/Chief Building Official 3.2 Clerical Support Classification Pay Grade Office Assistant I b.2 Office Assistant II 6.1 Criminal .Justice Classification Pay Grade Court Clerk 5.2 Criminal Justice Officer 5.1 Court Administrator ~.1 Source: Section 2 (Wage c4e Salary Structure/Administration), subsection A. as amended by Ordinance No. 88-07. Community Relations/Public Information Classification Pav Grade Community Relations Assistant 5.3 Website Specialist ~1.3 Public Information Officer 4.3 Senior Public Information Officer X1.2 Event Administratar 4.2 Public Affairs Officer 4.1 Website Editor 4.1 Director of Community Relations 3.1 Economic Development Classification Pay Grade Ecanamic Development Administrator ~1.2 Deputy City Manager/Director ofEconornic Development 2 En6ineerin~/Electrical Classification Pay Grade Electrical Worker 5.3 Engineering Assistant 5.3 Traffic Signal Technician 5.2 Engineering Project Inspector 5.1 Right of Way Survey Specialist 4.3 Engineering Project Coorclinatar 4.3 Civil Engineer I X1.3 Civil Engineer II 4.2 Senior Civil Engineer 4.1 Engineering Manager 3.3 Director of Engineering 3.1 Page 2 FinancelAccountin~IProcurement Classification Pay Grade Procurement Assistant 6.1 Accounting Assistant 5.3 Accounting Specialist 5.2 Payroll Specialist 4.3 Accountant 4.3 Budget Analyst ~1.2 Financial Analyst 4.2 Budget Manager 3.3 Director of Taxation 3.2 Director of Accounting & Auditing 3.2 Deputy Director of Finance 3.2 Deputy City ManagerlDirector of Finance 2 Administrative Support Classification Pay Grade Staff Assistant 5.3 Administrative Assistant 5.2 Administrative Specialist 5.1 Executive Assistant 5.1 General Management/Administration Classification Pay Grade R~Ianagement Assistant 4.3 Volunteer Administrator 4.2 Senior Project Manager 3.3 Director of Administrative Services 3.1 Page 3 Human Resources Classification Pay Grade Human Resource Assistant 5.3 Risk Management Assistant 5.2 Human Resource Specialist 4.3 Safety Administrator/Risk A~Ianager 4.1 Human Resource I~~Tanager 3.3 Director of Human Resources 3.1 Information Technology Classification Pay Grade IT Analyst 5.1 GIS Analyst 5.1 Software Application Specialist 4.3 Senior IT Analyst 4.3 Senior GIS Analyst 4.3 Network Administrator 4.2 Information Technology Project Leader 4.1 GIS Administrator ~.1 IT Manager 3.3 Network Operations A•~Ianager 3.3 Director of Information Technology 3.2 Landscape Architecture Classification Pay Grade Landscape Architect ~i.2 Page 4 Land LJse Planning/Zoning Classification Pay Grade Landscape Inspector 5.2 Code Enforcement Officer 5.2 Code Enforcement Supervisor 5.1 Planner I 4.3 Planner II 4.2 Senior Planner 4.1 Planning Manager 3.3 Director of Land Use and Long Range Planning 3.1 La~r~ Enforcement Classification Pay Grade Police Property Tecluiician 5.2 Communications Supervisor X1.3 Civilian Bureau Commander 3.2 Police Lieutenant 3.2 Deputy City Manager/Chief of Police 2 Le~islati`~e affairs Classification Pay Grade Deputy Clerk of Council 5.1 Page 5 Natural Resources Classification Pay Grade Assistant Forester 5.2 Assistant Horticulturist 5.2 Contract Specialist 5.2 Nature Education Coordinator 5.1 City Forester 4.3 City Horticulturist 4.3 Parks Operations Specialist 4.3 Parks Administrator 4.1 Director of Parks & Open Space 3.1 Records Alanaaement Classification Pay Grade Records A•Zanagernent Tecluucian 5.3 Recreation Classification Pay Grade Membership Coordinator 5.3 Reservations Coordinator 5.3 Recreation Operations Coordinator 5.2 Recreation Program Coordinator 5.2 Membership Services Supervisor 5.1 Community Hall Supervisor 5.1 Recreation Program Supervisor 5.1 Theater Supervisor 5.1 Recreation Administrator 4.2 Director of Recreation Services 3.2 Page 6 S ei~-ice/MaintenanceJUtilities/Facilities Classification Pay Grade Maintenance Crew Supervisor 5.1 Operations Administrator 4.2 Fleet Administrator 4.2 Director of Streets & Utilities 3.2 Facilities Manager 3.3 Page 7