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84-09 OrdinanceRECORD OF ORDINANCES Ordinance No 84 -09 Passed 20 WHEREAS, Council has determined, upon the recommendation of the City Manager, that certain sections of the Compensation Plan for non -union personnel should be amended; and WHEREAS, Council has determined that these amendments are necessary for the administrative and operational effectiveness of the City of Dublin. NOW, THERRE, BE IT ORDAINED by the Council of the City of Dublin, State of Ohio, of the elected members concurring: Section 1. That Section 2 (Wage & Salary Structure /Administration), paragraph A. of Ordinance No. 73 -06 be amended by incorporating a new job classification title and corresponding pay grade under the General Management/Administration functional categorical heading, as follows: General Management/Administration Classification Title Pay Grade Sustainability Programs Administrator 4.2 Section 2. That Section 2 (Wage & Salary Structure /Administration), paragraph A. of Ordinance No. 73 -06 be amended by incorporating a new job classification title and corresponding pay grade under the Law Enforcement functional categorical heading, as follows: Law Enforcement Classification Title Pay Grade Emergency Management Coordinator /Law Enforcement Planner 4.2 AN ORDINANCE AMENDING SECTION 2. (WAGE & SALARY STRUCTURE /ADMINISTRATION), PARAGRAPH "A" OF ORDINANCE 73 -06 ( "COMPENSATION PLAN FOR NON -UNION PERSONNEL ") FOR THE PURPOSE OF INCORPORATING APPROVED PAY GRADES FOR TWO JOB CLASSIFICATIONS IDENTIFIED IN THE 2010 OPERATING BUDGET (SUSTAINABILITY PROGRAMS ADMINISTRATOR AND EMERGENCY MANAGEMENT COORDINATOR/LAW ENFORCEMENT PLANNER) Section 3 . That this Ordinance shall take effect and be in force upon the earliest date permitted by law. Passed this day of 1 2010. Mayor — P si ing Officer ATTEST: Clerk of Council CrrY 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 Dublin City Council From: Terry Foegler, City Manager Date: December 3, 2009 Initiated By: David L. Harding, Director of Human Resources Re: Ordinance 84 -09 — Amending the "Compensation Plan" Summary Memo Attached for your consideration is Ordinance 84 -09, amending Ordinance 73 -06 ("Compensation Plan" for non -union personnel) for the purpose of incorporating approved pay grades for two new job classification titles identified in the 2010 Operating Budget (Sustainability Programs Administrator and Emergency Management Coordinator/Law Enforcement Planner). This Ordinance is companion legislation to Ordinance 62 -09, adopting the 2010 Annual Operating Budget and Ordinance 82 -09, establishing the 2010 Appropriations. This companion legislation is customarily submitted in close proximity to the Council Operating Budget workshops, in which any new job classifications are vetted with Council. This legislation is the vehicle to formally adopt the pay grades for any new job classification titles authorized by passage of the Operating Budget and funded by the Annual Appropriations Ordinance. Funding for the salaries associated with these two positions has been programmed into the proposed 2010 Operating Budget and Annual Appropriations Ordinance. The Classification & Compensation Team met immediately prior to the initiation of the 2010 Operating Budget process to evaluate various proposals regarding the reclassification of certain jobs and the creation of new job classifications. You will recall that this Team consists of 10 senior managers representing all segments of the organization, whose mission it is to evaluate all proposed amendments to the Classification & Compensation system and, in turn, recommend those amendments deemed appropriate to Council on an annual basis. The new job classifications proposed by the Team for 2010 (Sustainability Programs Administrator and Emergency Management Coordinator/Law Enforcement Planner) relate to the need for the administration of existing programs or operations; the enhancement of the effectiveness of existing organizational functions; and the reallocation of duties /responsibilities and/or the organizational restructuring plan recently adopted by Council. The Classification & Compensation Team is recommending that the amendments reflected in Sections 1 and 2 of the attached legislation be adopted. The following is a brief background on each of these amendments (The majority of this background information is from the proposed 2010 Operating Budget document and the memos submitted in conjunction with the organizational restructuring plan recently adopted by Council.): Memo re. Ordinance 84 -09 — Amendments to Compensation Plan December 3, 2009 Page 2 Section 1 . This amendment relates to the creation of a formal Sustainability function in order to continue Council's goals involving sustainability and environmental stewardship. As discussed in the memos describing the organizational restructuring plan recently adopted by Council, establishing a designated Sustainability function will highlight and focus the City's efforts to advance this important initiative and to become a leader in this emerging and important area of public policy. This effort will integrate sustainable principles and practices into City of Dublin operations, as well as provide increased emphasis on education, facilitation and leadership on issues related to environmental stewardship for our residents and corporate citizens. Some of the key objectives of this function will include: establishment of a sustainable Dublin vision and principles; creation of a Sustainable Action Plan for City operations; engagement of the community with a sustainable education plan; and implementation of the Sustainable Action Plan. The plan for staffing this function is to utilize our existing talent and organizational capacity to fill a Sustainability Programs Administrator role without conducting a competitive recruitment and selection process, thereby resulting in no additional increase in the City's overall staffing level. Under this staffing plan, an existing Planner who has been performing various elements of this role during the past year would be reclassified and reassigned to this role. The Classification & Compensation Team recommendation is that the Sustainability Programs Administrator role be assigned to Pay Grade 4.2 in the City's established salary structure. (Please refer to the attached Salary Structure Table for the range of compensation associated with Pay Grade 4.2, as well as the related definitions for the "range segments" and "career bands" terminology identified in the Table.) Section 2 . This amendment relates to the creation of a formal Emergency Management function that centralizes all elements of Emergency Management under a single organizational unit. As discussed in the memos describing the recent organizational restructuring plan adopted by Council, Emergency Management responsibilities have historically been dispersed throughout the organization, with several administrators taking the lead on various segments of the emergency management operations. Given the increasingly critical importance of this function, all Emergency Management operations and responsibilities will be consolidated under the administration of a formal, defined Emergency Management function. The key operations and responsibilities include: maintaining/updating the City's Emergency Operations Plan; disaster preparedness planning; and serving as the City's liaison with the Federal Emergency Management Agency, the Franklin County Emergency Management Agency, and the Washington Township Fire Department. The plan for staffing this Emergency Management function is to once again utilize our existing talent and organizational capacity to fill an Emergency Management /Law Enforcement Planner role without conducting a competitive recruitment and selection process, thus yielding no additional increase in the City's overall staffing level. Under this staffing plan, an existing, highly- qualified manager within the Division of Police Memo re. Ordinance 84 -09 — Amendments to Compensation Plan December 3, 2009 Page 3 (who has been performing the major elements of this role on an ex- officio basis) would be reassigned to this role. (The reassignment of this employee to this new role will leave a vacancy which will then be filled by a competitive promotional selection process. A subsequent vacancy created as a result of the competitive promotional process will not be backfilled, thus resulting in no net increase in the overall staffing level.) The Classification & Compensation Team recommendation is that the Emergency Management Coordinator /Law Enforcement Planner role be assigned to Pay Grade 4.2 in the City's established salary structure. (Please refer to the attached Salary Structure Table for the range of compensation associated with Pay Grade 4.2, as well as the related definitions for the `range segments" and "career bands" terminology identified in the Table.) Recommendation Staff recommends that Ordinance No. 84 -09 be adopted at the second reading/public hearing scheduled for the January 11, 2010 Council meeting. Attachments CITY OF DUBLIN SALARY STRUCTURE TABLE 2009-2010 Career Band Pay Grade $178,600 - $211,100 Market - $167,800 $113,600 Target $107,300 Guidance 1 $121,800 - $146,200 $146,200 - $178,600 Leadership 2 $ 96,800 - $116,200 $116,200 - $142,000 Operations 3.1 $ 77,500 - $ 93,000 $ 93,000 - $113,600 Operations 3.2 $ 73,100 - $ 87,800 $ 87,800 - $107,300 Operations 3.3 $ 69,500 - $ 83,300 $ 83,300 - $101,900 Implementation 4.1 $ 59,500 - $ 71,400 $ 71,400 - $ 87,200 Implementation 4.2 $ 52,600 - $ 63,100 $ 63,100 - $ 77,100 Implementation 4.3 $ 47,000 - $ 56,300 $ 56,300 - $ 68,900 Implementation Services 5.1 $ 42,200 - $ 50,700 $ 50,700 - $ 61,900 Implementation Services 5.2 $ 38,000 - $ 45,600 $ 45,600 - $ 55,800 Implementation Services 5.3 $ 35,000 - $ 41,900 $ 41,900 - $ 51,300 Specialized Services 6.1 $ 32,000 - $ 38,300 $ 38,300 - $ 46,900 Specialized Services 6.2 $ 29,400 - $ 35,300 $ 35,300 - $ 43,100 Specialized Services 6.3 $ 27,400 - $ 32,900 $ 32,900 - $ 40,200 Source The City pay range structure is identified in Section 2 (Wage & Salary Structure/ Administration), subsection B. of Ordinance No. 73 -06 as amended by Ordinance No. 97 -08. Premium $178,600 - $211,100 $142,000 - $167,800 $113,600 - $134,300 $107,300 - $126,800 $101,900 - $120,400 $ 87,200 - $ 99,100 $ 77,100 - $ 87,600 $ 68,900 - $ 78,300 $ 61,900 - $ 70,400 $ 55,800 - $ 63,400 $ 51,300 - $ 58,300 $ 46,900 - $ 51,100 $ 43,100 - $ 47,000 $ 40,200 - $ 43,800 Source The City pay range structure is identified in Section 2 (Wage & Salary Structure/ Administration), subsection B. of Ordinance No. 73 -06 as amended by Ordinance No. 97 -08. CITY OF DUBLIN CAREER BAND DESCRIPTIONS Band 1 - Guidance The top position in the City responsible for the long -term guidance, direction, and success of City operations and services. The incumbent is responsible for defining the mission, vision, values, and priorities for the City consistent with the needs and goals of various constituencies, officials, and citizens in the development of a strategic plan for the City and is accountable for achieving the established goals within the financial resources available. The focus of this position is on the long tern viability and success of city operations and services. Band 2 - Leadership Heads of major City service areas (e.g. Public Safety, Public Services, Community Services, Business Administration) which have a substantial impact on the total City operations Incumbents may have line responsibilities for an area offering complex services with direct and primary responsibility for substantial financial resources; or they may be responsible for an area that has significant and strategic impact on the entire City's current and future success. Reporting directly to the City Manager, individuals at this level are members of his /her executive team and collaborate on developing tactics for implementing the city's strategic plan within their service area. In that capacity, they must maintain an appropriate balance between vision for the future of the City and the actual successful implementation of strategic and tactical plans within their assigned function or discipline. Band 3 - Operations Heads of important City functions who focus on translating the strategic and tactical plans for the City to operational plans for their specific function. Incumbents may report either to the City Manager or to another member of the executive team. In their leadership role, they may be responsible for a function that provides important City services (e.g. Engineering, Parks, Recreation, and the like) including the direct management of human and capital resources; or they may lead critical support functions (e.g. Human Resources, Information Technology, City Planning, and the like) that impact the entire City. They maintain an appropriate balance between vision for the future of their function and the actual successful implementation of strategic and tactical plans for their assigned function or discipline. Band 4 - Implementation Core professional, technical, or service roles that provide ongoing services and support for City residents, colleagues, and/or other constituents with a focus on the implementation of specific plans, programs, and objectives Incumbents may be individual contributors with a solid foundation in a specific function or discipline; or supervisors of staff in support or service functions They apply their understanding of policies, theories, and complex procedures to make judgments regarding the most appropriate method or process to use in a variety of situations and work with a high degree of independence in accomplishing their assignments. Their focus is on the successful implementation of defined strategies. tactics. and programs consistent with Citv standards of performance. aualitv. and service. Band 5 - Implementation Services Critical roles in office, clerical, technical, skilled craft, or administrative functions that enable others in the organization to focus on their specific goals and objectives. Incumbents may be individual contributors or team members with in -depth and highly specialized knowledge of the practices and procedures in their area or craft; or supervisors /work leaders with responsibility for providing work direction to others in support or service roles. Their focus is on the completion of multiple assigned activities balancing time and priorities appropriately and maintaining consistency with their work group's or team's objectives. Band 6 - Specialized Services Important support roles in clerical, technical or service functions that provide routine and standardized services in their assigned work group or service area. Incumbents are typically members of a work group or team with responsibilities for performing well- defined and specific work assignments Alternatively, incumbents at this level may be involved in a formal apprenticeship or training program in a skilled craft or technical job family. Their focus is on the immediate achievement of defined activities consistent with City standards and procedures. 2006 City of Dublin Classification & Compensation Study, BSMC Consulting, City of Dublin Administrative Order 2.64. CITY OF DUBLIN PAY RANGE SEGMENTS Each pay range in the wage & salary structure is sub - divided into three range segments, "Market ", "Target ", and "Premium ". Each of these range segments is defined as follows: "Market - a range of compensation associated with the ordinary knowledge, skills, and capabilities commonly found in the labor market or the performance of all job responsibilities consistent with general market expectations. "Target" - a range of compensation associated with extensive knowledge, expertise, skills, or capabilities or the performance of all job responsibilities that fully and consistently meets the high performance standards and core values of the City of Dublin. "Premium" - a range of compensation associated with unique or special knowledge, skills, or expertise, which may be in short supply due to unusual market forces, or performance that meets defined criteria of exceptional and premium value and which is widely recognized throughout the organization because of the value -added contribution it represents. Source Section 2 (Wage & Salary Structure /Administration), subsection C. of Ordinance No. 73 -06.